THE BEST SMART CONNECTED

SMART CONNECTEDT H E B E S T

A I R P O R T I N T H E R E G I O N

2020 Laporan TahunanAnnual Report

SMART CONNECTEDT H E B E S T

A I R P O R T I N T H E R E G I O N

2020 Laporan TahunanAnnual Report

Kebutuhan akan sarana transportasi udara sangat penting di masa kini dan masa yang akan datang. Hal tersebut perlu didukung oleh fasilitas bandar udara yang modern serta kapabel dalam melayani kebutuhan. PT Angkasa Pura II (Persero) melakukan pengembangan usaha dalam bidang jasa kebandarudaraan dan peningkatan pelayanan yang optimal kepada pengguna jasa bandara melalui penyelenggaraan pelayanan-pelayanan yang menunjang jasa kebandarudaraan, yaitu: pelayanan jasa pendaratan, penempatan, dan penyimpanan pesawat udara (PJP4U), pelayanan jasa penumpang pesawat udara (PJP2U), pelayanan jasa garbarata dan pelayanan jasa konter.

The needs for air transportation facilities is very important nowdays and in the future. It has to be supported by a modern airport facilities as well as capable in serving the needs. PT Angkasa Pura II (Persero) conducts business development in the field of airport services and enhances optimal services to airport service users through the provision of services that support airport services, namely: aircraft landing, placement and storage services (PJP4U), aircraft passenger services (PJP2U), aviobridge services and counter services.

SMART CONNECTEDTHE BEST

AIRPORT IN THE REGION

PT Angkasa Pura II (Persero)2

Daftar IsiTable of Contents

Ikhtisar KeuanganFinancial HighlightsIkhtisar Operasional (Non Keuangan)Operational Highlights (Non-Financial)Ikhtisar SahamShares HighlightsIkhtisar Obligasi, Sukuk atau Obligasi KonversiBonds, Sukuk or Convertible Bonds Highlights

IKHTISAR DATA KEUANGAN PENTINGSIGNIFICANT FINANCIAL DATA HIGHLIGHTS

Laporan Dewan KomisarisBoard of Commissioners’ ReportLaporan DireksiBoard of Directors’ ReportsPernyataan Tanggung Jawab atas Laporan Tahunan PT Angkasa Pura II (Persero) Tahun Buku 2020Statement of Responsibility on the Annual Report of PT Angkasa Pura II (Persero) Book Year 2020

Roadmap SDM Angkasa Pura IIAngkasa Pura II HC RoadmapPenanggungjawab Pengelolaan SDMHC Management Person in ChargeTugas Pokok Penanggung Jawab Pengelolaan SDMMain Duties of Person in Charge for HC ManagementDaftar Nama PejabatPenanggungjawab Pengelolaan SDMName List of the Head of HC Management Division

Tinjauan Ekonomi dan IndustriEconomic and Industrial ReviewTinjauan Operasional per SegmenUsahaOperational Review per Business SegmentTinjauan KeuanganFinancial ReviewTinjauan Informasi Keuangan LainnyaOther Financial Information Review

Komitmen Penerapan GCGGCG Implementation CommitmentImplementasi Prinsip-prinsipDasar GCGImplementation of Basic Principles of GCGJejak Langkah Pelaksanaan GCGGCG Implementation MilestonesStruktur dan Mekanisme GCGGCG Structure and MechanicmSosialisasi dan InternalisasiStruktur dan Mekanisme GCGSocialization and Internalization of GCG Structure and MechanismPemantauan Hasil Penilaian,Evaluasi dan PeningkatanPenerapan GCGMonitoring the Results of the Assessment, Evaluationand Improvement of GCG ImplementationPenilaian Penerapan GCG Tahun 20202020 GCG AssessmentPenilaian Penerapan GCG Tahun 20192019 GCG AssessmentInformasi Pemegang SahamUtama dan PengendaliInformation on Main and Controlling Shareholders

Identitas PerusahaanCorporate IdentityLogo PerusahaanCompany LogoRiwayat Singkat PerusahaanBrief History of the CompanyJejak Langkah PerusahaanCompany MilestonesKeterangan Perubahan NamaChange in Company NameKegiatan UsahaBusiness ActivitiesPengembangan Bandara Tahun 20202020 Airport DevelopmentsWilayah Kerja dan Lokasi BandaraWorking Area and Airport LocationVisi, Misi, Budaya dan FalsafahPerusahaanVision, Mission, Corporate Values and PhilosophyStruktur OrganisasiOrganization StructureProfil Dewan KomisarisBoard of Commissioners ProfileProfil DireksiBoard of Directors Profile

LAPORAN MANAJEMENMANAGEMENT REPORT

SUMBER DAYA MANUSIAHUMAN CAPITAL

ANALISA DAN PEMBAHASANMANAJEMENMANAGEMENT DISCUSSION AND ANALYSIS

TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE

PROFIL PERUSAHAANCOMPANY PROFILE

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Daftar Nama Organ PendukungDewan KomisarisList of Name for the Supporting Organs of the Board ofCommissionersDaftar Nama Pejabat Satu Leveldi Bawah DireksiList of Name for Officials One Level Below the Board of DirectorsProfil Sumber Daya ManusiaHuman Capital ProfilePengembangan Kompetensi KaryawanEmployee Competency DevelopmentStruktur GrupGroup StructureKomposisi Pemegang SahamShareholders CompositionDaftar Entitas Anak/Entitas AsosiasiList of Subsidiaries/Associated EntitiesKronologis Pencatatan SahamChronology of Share ListingKronologis Pencatatan Efek LainnyaChronology of Other Securities ListingLembaga dan Profesi PenunjangPerusahaanSupporting Institutions and ProfessionalsAlamat Kantor Pusat, KantorCabang & Entitas AnakAddresses of Head Office, Branch Office & SubsidiariesInformasi pada Website PerusahaanInformation on Corporate WebsiteDaftar Pelatihan Dewan Komisaris,Direksi, Komite Audit, KomiteNominasi dan Remunerasi, Sekretaris Perusahaan dan Internal AuditList of Training of the Board of Commissioners, Board of Directors, Audit Committee, Nomination andRemuneration Committee, Corporate Secretary and Internal Audit Unit

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Komposisi SDMHC CompositionManajemen SDMHC ManagementRencana ke DepanFuture Plan

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Laporan Tahunan Annual Report2020 3

Daftar Isi

Table of Contents

Corporate Social Responsibilityyang Terkait Tata KelolaTanggung Jawab SosialCorporate Social Responsibility Related to Social Responsibility GovernanceCorporate Social ResponsibilityTerkait Core Subject Hak AsasiManusiaCorporate Social Responsibility Related to Core Subjectof Human RightsCorporate Social ResponsibilityTerkait Core Subject Operasiyang AdilCorporate Social Responsibility Related to Core Subject of Fair Operations

TANGGUNG JAWABSOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY360

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Rapat Umum Pemegang SahamGeneral Meeting of ShareholdersUraian Dewan KomisarisDescription of the Board of CommissionersDireksiBoard of DirectorsAssessment Penerapan GCGUntuk Aspek Dewan Komisarisdan DireksiAssessment of GCG Implementation for the Aspect of the Board of Commissioners and the Board of DirectorsUraian Mengenai KebijakanRemunerasi Dewan Komisarisdan DireksiDescription of the Remuneration Policy of the Board of Commissioners and the Board of DirectorsFrekuensi dan Tingkat KehadiranRapat Dewan Komisaris dan DireksiFrequency and Meeting Attendance Level of Board of Commissioners and Board of DirectorsPengungkapan Hubungan AfiliasiDireksi, Dewan Komisaris danPemegang SahamDisclosure of Affiliation Relationships of the Board of Directors, Board of Commissioners and ShareholdersSekretaris Dewan KomisarisSecretary to the Board of CommissionersKomite AuditAudit CommitteeKomite Nominasi dan RemunerasiNomination and Remuneration CommitteeKomite Lain di Bawah DewanKomisarisOther Committees under the Board of CommissionersKomite Manajemen Risiko dan SDMRisk Management and HR CommitteeSekretaris Perusahaan & LegalCorporate Secretary & LegalAudit InternalInternal AuditAkuntan PublikPublic Accounting FirmManajemen RisikoRisk ManagementSistem Pengendalian InternalInternal Control SystemUraian Mengenai CSR TerkaitTata Kelola TanggungjawabSosialDescription of CSR Related to Social Responsibility GovernanceUraian Mengenai CSR TerkaitCore Subject Hak Asasi ManusiaDescription of CSR Related to Human Rights Core SubjectUraian Mengenai CSR TerkaitCore Subject Operasi yang AdilDescription of CSR Related to Fair Operations Core Subject

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Uraian Mengenai CSR TerkaitLingkungan HidupDescription of CSR Related to EnvironmentUraian Mengenai CSR TerkaitKetenagakerjaan, Kesehatandan Keselamatan KerjaDescription of CSR Related to Labor, Health and SafetyUraian Mengenai CSR TerkaitTanggungjawab KepadaKonsumenDescription of CSR Related to CustomersUraian Mengenai CSR TerkaitPengembangan Sosial danKemasyarakatanDescription of CSR Related to Social and Community DevelopmentPerkara Penting yang DihadapiPerusahaan, Entitas Anak sertaAnggota Dewan Komisaris danAnggota DireksiImportant Case Faced by the Company, Subsidiaries andMembers of the Board of Commissioners and Board ofDirectorsAkses Data dan Informasi PerseroanAccess to Data and Company InformationBahasan Mengenai Kode EtikDiscussion on Code of EthicsPengungkapan MengenaiWhistleblowing SystemDisclosure of Whistleblowing SystemKebijakan Keberagaman Komposisi Dewan Komisaris dan DireksiDiverse Composition Policy of Board of Commissioners and Board of Directors

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Corporate Socal ResponsibilityTerkait Lingkungan HidupCorporate Socal Responsibility Related to EnvironmentTanggung Jawab Sosial Perusahaan Terhadap Ketenagakerjaan, Kesehatan dan Keselamatan KerjaCorporate Social Responsibility Related to Employment, Occupational Health and SafetyCorporate Social ResponsibilityTerkait Tanggung Jawab KepadaKonsumenCorporate Social Responsibility Related to Responsibility to CustomersCorporate Social Responsibilityyang Terkait Dengan Pengembangan Sosial &Pemberdayaan MasyarakatCorporate Social Responsibility Related to Social Development & Community Empowerment

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Daftar Isi

Table of Contents

Bertahan di tengah pandemi, seluruh bandara PT Angkasa Pura II beroperasi

optimal sepanjang 2020.

Surviving in the midst of the pandemic, all PT Angkasa Pura II airports operate optimally throughout 2020.

Ikhtisar KeuanganFinancial Highlights


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Laporan Laba Rugi Komprehensif lain Konsolidasian (dalam miliar Rupiah)Consolidated Statement of Profit or Loss and Other Comprehensive Income (in billion Rupiah)

UraianDescription

PertumbuhanGrowth

(2020:2019)2020 2019 2018 2017 2016

Pendapatan UsahaOperating Revenues

-47,3% 5.843,73 11.084,23 11.193,31 9.612,97 6.645,80

Beban UsahaOperating Expenses

-17,6% 7.209,80 8.747,21 8.042,06 6.593,48 4.545,47

Pendapatan (Beban) Lain-LainOther Income (Expenses)

-133,1% (34,96) 105,74 (50,58) (40,89) (29,56)

Laba (Rugi) UsahaOperating Profit

-157,4% (1.401,03) 2.442,76 3.100,67 2.978,59 2.070,77

Laba (Rugi) Sebelum Pajak Final Dan Pajak Penghasilan BadanProfit Before Final Tax Expense and Corporate Income Tax Expense

-247,2% (2.523,16) 1.713,72 2.822,36 2.980,78 2.220,29

Beban Pajak FinalFinal Tax Expense

-40,8% 83,59 141,19 113,60 106,71 90,88

Laba (Rugi) Sebelum Pajak Penghasilan BadanProfit Before Corporate Income Tax

-265,8% (2.606,75) 1.572,53 2.708,76 2.874,07 2.129,42

Beban (Manfaat) Pajak Penghasilan Badan, BersihCorporate Income Tax Expense, Net

-119,5% (110,29) 565,27 750,82 826,54 189,16

Laba (Rugi) Tahun BerjalanProfit For The Year

-347,9% (2.496,47) 1.007,26 1.957,94 2.047,53 1.940,25

Laba (Rugi) Tahun Berjalan Yang Dapat Diatribusikan Kepada:Profit For The Year Attributable To:

Pemilik Entitas IndukOnwers of the Parent Entity

-339,0% (2.433,51) 1.018,28 1.958,00 2.047,41 1.940,24

Kepentingan Non-PengendaliNon-Controlling Interests

2.249,3% (62,96) (2,68) (0,06) 0,12 0,01

Penghasilan (Rugi) Komprehensif LainOther Comprehensive Income (Loss)

-489,1 (514,42) (87,33) (16,42) (49,70) (41,91)

Total Laba (Rugi) Komprehensif Tahun BerjalanTotal Comprehensive Income For The Year

-427,3% (3.010,89) 919,93 1.941,52 1.997,83 1.898,34

Laba (Rugi) Komprehensif Tahun Berjalan Yang Dapat Diatribusikan Kepada:Comprehensive Income (Loss) For The Year Attributable To

Pemilik Entitas IndukOwners of the Parent Entity

-409,2% (2.938,54) 950,32 1.941,58 1.997,71 1.898,33

Kepentingan Non-PengendaliNon-Controlling Interests

1.041,2% (72,35) (6,34) (0,06) 0,12 0,01

Laba Per Saham Dasar (Rupiah Penuh)Earnings Per Share (full Rupiah Amount)

-305,4% (152.364) 74.171 273.087 287.105 291.038

Laba Per Saham Dilusian (Rupiah Penuh)Diluted Earnings Per Share (full Rupiah Amount)

-311,3% (144.399) 68.345 163.803 181.614 282.830


Ikhtisar K

euan

ganFinancial H

ighlights

2019 2019

2020 2020

2018 2018

2017 2017

2016 2016

Strategi penghematan biaya (cost leadership) yang dilaksanakan oleh Perseroan, mampu menekan

beban usaha turun sebesar Rp1,54 triliun atau 17,6% terhadap beban usaha pada tahun sebelumnya.

The cost leadership strategy implemented by the Company was able to reduce operating expenses by Rp1.54 trillion or 17.6% of operating expenses in the

previous year.

1,54 Triliun | Trillion

Efisiensi Beban Usaha 20202020 Operating Expenses Efficiency

Grafik Laba Rugi Komprehensif Lain KonsolidasianGraph. Consolidated Other Comprehensive Income (Loss)

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

Beban Usaha (dalam miliar Rupiah)Operating Expenses (in billion Rupiah)

5.843,73 7.209,80

11.084,23 8.747,21

11.193,31 8.042,06

9.612,97 6.593,49

6.645,8 4.545,8


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Laporan Posisi Keuangan Konsolidasian (dalam miliar Rupiah) Consolidated Statement of Financial Position (in billion Rupiah)

UraianDescription

PertumbuhanGrowth

(2020:2019)2020 2019 2018 2017 2016

Investasi Pada Entitas AsosiasiInvestments in Associates Entities

-0,3% 426,56 428,00 191,83 212,53 374,60

AsetAssets

1,0% 44.435,97 43.998,03 39.318,36 33.399 ,41 27.991,21

Aset LancarCurrent Assets

-10,2% 5.357,89 5.964,27 6.094,08 7.830,82 8.081,13

Aset Tidak LancarNon-Current Assets

2,7% 39.078,08 38.033,76 33.224,28 25.568,59 19.910,08

LiabilitasLiabilities

18,2% 23.118,36 19.555,22 15.351,92 11.072,55 8.063,60

Liabilitas Jangka PendekCurrent Liabilities

27,1% 6.788,89 5.339,91 5.061,13 4.357,27 3.155,87

Liabilitas Jangka PanjangNon-Current Liabilities

14,9% 16.329,47 14.215,31 10.290,79 6.715,28 4.907,73

EkuitasEquity

-12,8% 21.317,61 24.442,81 23.966,44 22.326,86 19.927,61

Liabilitas Dan EkuitasLiabilities and Equity

1,0% 44.435,97 43.998,03 39.318,36 33.399,41 27.991,21

2019 2019

2020 2020

2018 2018

2017 2017

2016 2016

Grafik Posisi Keuangan KonsolidasianGraph. Consolidated Financial Position

Investasi pada Entitas Asosiasi (dalam miliar Rupiah)Investments in Associates Entities (in billion Rupiah)

Aset (dalam miliar Rupiah)Assets (in billion Rupiah)

426,56 44.435,97

428,00 43.998,03

191,83 39.318,36

212,53 33.399,41

374,60 27.991,21


Ikhtisar K

euan

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ighlights

Total Aset Perusahaan tahun 2020 sebesar Rp44,44 triliun naik 1,0% dari Total Aset

tahun 2019 sebesar Rp44,00 triliun.The Company’s Total Assets in 2020 amounted to Rp44.44 trillion,

up 10.0% from the Total Assets in 2019 amounted to Rp44.00 trillion.

1,0%AsetAssets

2019 2019

2020 2020

2018 2018

2017 2017

2016 2016

Liabilitas (dalam miliar Rupiah)Liabilities (in billion Rupiah)

Ekuitas (dalam miliar Rupiah)Equity (in billion Rupiah)

23.118,36 21.317,61

19.555,22 24.442,81

15.351,92 23.966,44

11.072,55 22.326,86

8.063,60 19.927,61


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Rasio Keuangan (%) Financial Ratio (%)

UraianDescription

PertumbuhanGrowth

(2020:2019)2020 2019 2018 2017 2016

Rasio LikuiditasLiquidity Ratio

Rasio KasCash Ratio

-29,7% 34,4% 64,1% 74,8% 141,2% 221,0%

Rasio LancarCurrent Ratio

-32,8% 78,9% 111,7% 120,4% 179,7% 256,1%

Rasio Leverage (%)Leverage Ratio (%)

Rasio Liabilitas Terhadap AsetLiability to Assets Ratio

7,6% 52,0% 44,5% 39,1% 33,2% 28,8%

Rasio Liabilitas Terhadap EkuitasLiability to Equity Ratio

28,5% 108,5% 80,0% 64,1% 49,6% 40,5%

Rasio ProfitabilitasProfitability Ratio

Rasio Laba Bersih Terhadap Aset (ROA)Return on Assets Ratio (ROA)

-7,9% -5,6% 2,3% 5,0% 6,1% 6,9%

Rasio Laba Bersih Terhadap Ekuitas (ROE)Return on Equity Ratio (ROE)

-20,9% -14,9% 6,0% 36,9% 38,6% 16,6%

Rasio Laba Bersih Terhadap Investasi (ROI)Return on Investment Ratio (ROI)

-10,0% 1,5% 11,5% 15,4% 12,5% 13,2%

Rasio OperasiOperating Ratio

Periode Kolektibilitas (dalam satuan hari)Collectibility Period (in days)

85 133 48 45 36 44

Perputaran Persediaan (dalam satuan hari)Inventory Turnover Ratio (in days)

- 1 1 1 1 0

2019 2019

2020 2020

2018 2018

2017 2017

2016 2016

Grafik Rasio KeuanganGraph. Financial Ratio


Rasio Liabilitas Terhadap EkuitasLiability to Equity Ratio

78,9% 108,5%

111,7% 80,0%

120,4% 64,1%

179,7% 49,6%

256,1% 40,5%


Ikhtisar O

perasion

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perational Highlights (N

on-Financial)

Ikhtisar Operasional (Non Keuangan)Operational Highlights (Non-Financial)

2019 2019

2020 2020

2018 2018

2017 2017

2016 2016

ROIROI

Periode Kolektibilitas (Hari)Collectibility Period (Days)

1,5% 133

11,5% 48

15,4% 45

12,5% 36

13,2% 44

UraianDescription

PertumbuhanGrowth

(2020:2019)2020 2019 2018 2017 2016

Pergerakan Pesawat (dalam satuan Rute)Aircraft Movement (in routes)

-44,18% 411.164 736.640 856.886 821.188 723.799

Pergerakan Penumpang (dalam ribuan Pax)Passengers Movement (in thousands of pax)

-60,48% 35.870 90.779 111.454 105.484 95.175

Pergerakan Kargo (dalam ribuan Kg)Cargo Movement (in thousands of Kg)

-6,18% 712.989 759.923 953.606 816.950 743.337

2019 2019

2020 2020

2018 2018

2017 2017

2016 2016

Pergerakan Pesawat (dalam satuan pergerakan)Aircraft Movement (in movement)

Pergerakan Penumpang (dalam ribu pax)Passengers Movement (in thousands of pax)

411.164 35.870

736.640 90.779

856.886 111.454

821.188 105.484

723.799 95.175


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2019 2019

2020 2020

2018 2018

2017 2017

2016 2016

Pergerakan Kargo (dalam ribu kg)Cargo Movement (in thousands of kg)

Jumlah BandaraTotal Airports

712.989 19

759.923 16

953.606 16

816.950 16

743.337 16

Sepanjang 2020 di tengah pandemi COVID-19, seluruh bandara Perseroan telah melayani 411.164 pergerakan

pesawat (take off dan landing) dengan jumlah pergerakan penumpang mencapai 35,9 juta orang.

Throughout 2020 in the midst of the COVID-19 pandemic, all of the Company’s airports have served 411.164 aircraft movements (take-off and landing) with the

number of passenger movements reaching 35.9 million people.

411.164 pergerakan | movement Pergerakan Pesawat 2020

2020 Aircraft Movement

Ikhtisar SahamShares Highlights


Ikhtisar Sah

amShares H

ighlights

Sampai dengan akhir tahun 2020 dan 2019, PT Angkasa Pura II (Persero) atau Angkasa Pura II tidak melakukan aktivitas perdagangan saham di Bursa Efek Indonesia, sehingga tidak terdapat informasi yang memuat tentang: (1) Jumlah saham yang beredar; (2) Kapitalisasi pasar; (3) Harga saham tertinggi, terendah, dan penutupan; dan (4) Volume perdagangan.

Until the end of 2020 and 2019, PT Angkasa Pura II (Persero) or Angkasa Pura II did not conduct any stock trading activities on the Indonesia Stock Exchange, so there was no information that contained: (1) Number of outstanding shares; (2) Market capitalization; (3) the highest, lowest and closing stock prices; and (4) Trading volume.

Ikhtisar Obligasi, Sukuk atau Obligasi KonversiBonds, Sukuk or Convertible Bonds Highlights


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Sepanjang tahun 2020, PT Angkasa Pura II (Persero) atau Angkasa Pura II menerbitkan Obligasi Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020. Sedangkan tahun 2019, Angkasa Pura II tidak menerbitkan Obligasi. Berikut ikhtisar obligasi untuk posisi tahun 2020 dan 2019.

Throughout 2020, PT Angkasa Pura II (Persero) or Angkasa Pura II issued Shelf Registration Bonds I Angkasa Pura II Stage II Year 2020. Meanwhile, in 2019, Angkasa Pura II did not issue any bonds. The following are bond highlights for the position in 2020 and 2019.

Ikhtisar Obligasi Periode Tahun 2020 Bonds Highlights for the period of 2020

No. ObligasiBonds

Jumlah Obligasi Beredar

(Rp miliar) Total

Outstanding Bonds (Rp

billion)

Tenor

Tingkat Bunga

Interest Rate

Tanggal Penerbitan

Issuance Date

Tanggal Jatuh Tempo

Maturity Date

Peringkat (pada saat

diterbitkan) Ratings (when issued)

Status

1. Obligasi I Angkasa Pura II Tahun 2016 Seri A Bonds I Angkasa Pura II Year 2016 Series A

1.000 5 8,60% 30 Juni 2016June 30, 2016

30 Juni 2021June 30, 2021

idAAA Sudah Lunas Settled

2. Obligasi I Angkasa Pura II Tahun 2016 Seri BBonds I Angkasa Pura II Year 2016 Series B

100 7 8,80% 30 Juni 2016June 30, 2016

30 Juni 2023June 30, 2023

idAAA Belum Lunas

Unsettled

3. Obligasi I Angkasa Pura II Tahun 2016 Seri CBonds I Angkasa Pura II Year 2016 Series C

900 10 9,00% 30 Juni 2016June 30, 2016

30 Juni 2026June 30, 2026

idAAA Belum Lunas

Unsettled

4 Obligasi Berkelanjutan I Angkasa Pura II Tahap I Tahun 2018 – Seri AShelf Registration Bonds I Angkasa Pura II Stage Year 2018 – Series A

200 3 8,65% 12 Desember 2018

December 12, 2018

12 Desember 2021

December 12, 2021

idAAA Belum Lunas

Unsettled

5 Obligasi Berkelanjutan I Angkasa Pura II Tahap I Tahun 2018 – Seri BShelf Registration Bonds I Angkasa Pura II Stage I Year 2018 – Series B

550 5 8,95% 12 Desember 2018

December 12, 2018

12 Desember 2023

December 12, 2023

idAAA Belum Lunas

Unsettled

6 Obligasi Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020 – Seri AShelf Registration Bonds I Angkasa Pura II Stage II Year 2020 – Series A

32 3 7,80% 13 Agustus 2020

August 13, 2020

13 Agustus 2023

August 13, 2023

idAAA Belum Lunas

Unsettled

7 Obligasi Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020 – Seri BShelf Registration Bonds I Angkasa Pura II Stage II Year 2020 – Series B

159 5 8,50% 13 Agustus 2020

August 13, 2020

13 Agustus 2025

August 13, 2025

idAAA Belum Lunas

Unsettled

8 Obligasi Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020 – Seri CShelf Registration Bonds I Angkasa Pura II Stage II Year 2020 – Series C

1.602 7 9,10% 13 Agustus 2020

August 13, 2020

13 Agustus 2027

August 13, 2027

idAAA Belum Lunas

Unsettled

9 Obligasi Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020 – Seri D Shelf Registration Bonds I Angkasa Pura II Stage II Year 2020 – Series D

457 10 9,25% 13 Agustus 2020

August 13, 2020

13 Agustus 2030

August 13, 2029

idAAA Belum Lunas

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Ikhtisar Obligasi Periode Tahun 2019 Bonds Highlights for the period of 2019

No. ObligasiBonds

Jumlah Obligasi Beredar

(Rp miliar) Total

Outstanding Bonds (Rp

billion)

Tenor

Tingkat Bunga

Interest Rate

Tanggal Penerbitan

Issuance Date

Tanggal Jatuh Tempo

Maturity Date

Peringkat (pada saat

diterbitkan) Ratings (when issued)

Status

1. Obligasi I Angkasa Pura II Tahun 2016 Seri ABonds I Angkasa Pura II Year 2016 Series A

1.000 5 8,60% 30 Juni 2016June 30, 2016

30 Juni 2021June 30, 2021

idAAA Belum Lunas

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2. Obligasi I Angkasa Pura II Tahun 2016 Seri BBonds I Angkasa Pura II Year 2016 Series B

100 7 8,80% 30 Juni 2016June 30, 2016

30 Juni 2023June 30, 2023

idAAA Belum Lunas

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3. Obligasi I Angkasa Pura II Tahun 2016 Seri CBonds I Angkasa Pura II Year 2016 Series C

900 10 9,00% 30 Juni 2016June 30, 2016

30 Juni 2026June 30, 2026

idAAA Belum Lunas

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4 Obligasi Berkelanjutan I Angkasa Pura II Tahap I Tahun 2018 – Seri A Shelf Registration Bonds I Angkasa Pura II Stage I Year 2018 – Series A

200 3 8,65% 12 Desember 2018

December 12, 2018

12 Desember 2021

December 12, 2021

idAAA Belum Lunas

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5 Obligasi Berkelanjutan I Angkasa Pura II Tahap I Tahun 2018 – Seri B Shelf Registration Bonds I Angkasa Pura II Stage I Year 2018 – Series B

550 5 8,95% 12 Desember 2018

December 12, 2018

12 Desember 2023

December 12, 2023

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REALISASI PENGGUNAAN DANA HASIL PENAWARAN UMUM

Total dana yang diterima Perusahaan dari hasil Penawaran Umum Obligasi Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020 tanggal 13 Desember 2020 adalah sebesar Rp2,25 triliun. Sesuai dengan perjanjian dengan PT Bank Mega Tbk selaku Wali Amanat dan prospektus utang obligasi Perusahaan, dana hasil penawaran umum tersebut setelah dikurangi biaya-biaya emisi, seluruhnya akan dipergunakan untuk melakukan pembayaran atas sebagian outstanding pinjaman Perusahaan, memenuhi kebutuhan pembayaran modal kerja serta memenuhi kebutuhan pembayaran capital expenditure, yaitu untuk pembangunan dan pengembangan serta pemeliharaan sisi udara dan sisi darat dari bandara-bandara yang dikelola Perusahaan.

Pada tanggal 4 November 2020, Pemegang Obligasi Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020 setuju untuk melakukan penyesuaian financial covenant sebagai berikut:- Pengesampingan Perbandingan Profit Sebelum

Beban Pajak Penghasilan dan Penyusutan dan Amortisasi terhadap Beban Bunga Pinjaman tidak kurang dari 1 kali untuk periode laporan keuangan 31 Desember 2020 dan 31 Desember 2021

REALIZATION USE OF PROCEEDS FROM PUBLIC OFFERING

The total proceeds received by the Company from the Public Offering of Shelf Registration Bonds I Angkasa Pura II Stage II Year 2020 dated December 13, 2020 amounted to Rp2.25 trillion. In accordance with the agreement with PT Bank Mega Tbk as the Trustee and the Company’s prospectus for bonds payable, the proceeds from the public offering, after deducting issuance costs, will all be used to make payments for a portion of the Company’s outstanding loans, meet the need for working capital payments and meet the payment needs for capital expenditure, namely for the construction and development and maintenance of the air and land sides of the airports managed by the Company.

On November 4, 2020, the holders of Shelf Registration Bonds I Angkasa Pura II Stage II Year 2020 approved to make financial covenant adjustments as follows:

- Waiver of the Comparison of Profit Before Income Tax Expense and Depreciation and Amortization of Loan Interest Expense not less than 1 time for the financial reporting period December 31, 2020 and December 31, 2021


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Pada tanggal 31 Desember 2020 dan 2019, Perusahaan telah memenuhi semua kewajiban dalam perjanjiannya dengan Wali Amanat dan tidak ada peristiwa gagal silang sehubungan dengan utang jangka panjang lainnya.

Berikut informasi terkait penerbitan obligasi tahun 2020 tersebut:1. Total Perolehan Dana Penawaran Umum

2. Rencana penggunaan dana; Dana hasil Penawaran Umum Obligasi

Berkelanjutan I Angkasa Pura II Tahap I Tahun 2020, setelah dikurangi biaya-biaya emisi, seluruhnya akan dipergunakan Perseroan untuk melakukan pembayaran atas sebagian outstanding pinjaman Perusahaan, memenuhi kebutuhan pembayaran modal kerja serta memenuhi kebutuhan pembayaran capital expenditure, yaitu untuk pembangunan dan pengembangan serta pemeliharaan sisi udara dan sisi darat dari bandara-bandara yang dikelola Perusahaan.

3. Rincian penggunaan dana; Sampai dengan 31 Desember 2020, penggunaan

dana hasil Penawaran Umum Obligasi Berkelanjutan I PT Angkasa Pura II (Persero) Tahap I Tahun 2020 telah terserap sebesar Rp1,29 triliun dengan rincian penggunaan dana sebagai berikut:

As of December 31, 2020 and 2019, the Company has fulfilled all obligations in its agreement with the Trustee and there were no cross-default events related to other long-term loans.

The following is information related to the 2020 bond issuance:1. Total Proceeds from Public Offering

2. Plans for the Use of Proceeds; The proceeds from the Public Offering of Shelf

Registration Bonds I Angkasa Pura II Stage I Year 2020, after deducting issuance costs, will all be used to make payments for a portion of the Company’s outstanding loans, meet the need for working capital payments, and meet the payment needs for capital expenditure, namely for the construction and development and maintenance of the air and land sides of the airports managed by the Company.

3. Details of the Use of Proceeds; As of December 31, 2020, the use of proceeds from the

Public Offering of Shelf Registration Bonds I PT Angkasa Pura II (Persero) Stage I Year 2020 has been absorbed amounted to Rp1.29 trillion with details of the use of the proceeds as follows:

No. UraianDescription Nominal (Rp)

1. Hasil Penawaran UmumPublic Offering Proceeds

2.250.000.000.000

2. Biaya Penawaran UmumPublic Offering Costs

3.813.305.731

3. Hasil Bersih Net Proceeds

2.246.186.694.269

No. Rincian Penggunaan DanaDetails of the Use of Proceeds Nominal (Rp)

1. Pembayaran Sebagian Outstanding PinjamanPayment for a portion of Outstanding Loans

32.000.000.000

2. Pembayaran Modal Kerja Payment of Working Capital

450.000.000.000

3. Pembayaran Capital ExpenditurePayment of Capital Expenditure

806.955.854.957

Total Penggunaan DanaTotal Use of Proceeds

1.288.955.854.957


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Dengan segala tantangan yang dihadapi perusahaan tahun 2020, PT Angkasa Pura II (Persero) menjalankan strategi Business Survival Initiatives yang terdiri dari tiga

program yaitu cost leadership, capex disbursement, dan cash flow management. Program itu diterapkan dalam bisnis aeronautika dan non aeronautika.

With all the challenges faced by the company in 2020, PT Angkasa Pura II (Persero) carries out the Business Survival Initiatives strategy which consists of three programs, namely cost

leadership, capex disbursement, and cash flow management. The program is applied in aeronautical and non-aeronautical businesses.


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Laporan Dewan KomisarisBoard of Commissioners’ Report

AGUS SANTOSOKomisaris Utama/Komisaris Independen

President Commissioner/Independent Commissioner


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Board of Comm

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Pemegang Saham dan Para Pemangku Kepentingan Yang Kami Hormati,Tahun 2020 merupakan tahun penuh tantangan, namun Angkasa Pura II tetap berupaya untuk bertahan. Berbagai inisiatif dilakukan di tahun 2020 untuk memastikan Angkasa Pura II di masa mendatang dapat terus tumbuh berkelanjutan. Kami berkeyakinan, dengan kerjasama dan dukungan dari seluruh pemangku kepentingan, Angkasa Pura II tetap optimis meraih perbaikan kinerja di masa mendatang.

Dampak dari pandemi COVID-19 yang terjadi di awal tahun 2020 sangat mempengaruhi seluruh sektor perekonomian dimana dampak terbesar adalah pada sektor pariwisata dan transportasi. Pada awal terjadinya pandemi beberapa negara mengambil kebijakan menutup akses keluar/masuk ke negaranya, dengan ditutupnya akses tersebut berimbas pada menurunnya jumlah penumpang sehingga banyak maskapai penerbangan yang juga menghentikan sementara kegiatan operasionalnya. Meskipun demikian, bandara-bandara yang berada di bawah koordinasi Angkasa Pura II tentunya tidak boleh dinon-aktifkan. Dampak hal ini tentunya dirasakan sampai pertengahan tahun 2020.

Dengan segala tantangan yang dihadapi perusahaan tahun 2020, PT Angkasa Pura II (Persero) menjalankan strategi Business Survival Initiatives yang terdiri dari tiga program yaitu cost leadership, capex disbursement, dan cash flow management. Program itu diterapkan dalam bisnis aeronautika dan non aeronautika.

TINJAUAN EKONOMI DAN INDUSTRI 2020

Pandemi COVID-19 yang dimulai sejak Maret 2020 hingga kini, menurut World Bank telah menyebabkan pertumbuhan ekonomi negatif secara global sebesar -4,3%. Selain itu, pada 2020 terjadi penurunan harga minyak global secara signifikan akibat ketidakpastian

Dear Shareholders and Stakeholders,

2020 is a year full of challenges, but Angkasa Pura II is still trying to survive. Various initiatives were carried out in 2020 to ensure Angkasa Pura II in the future can continue to grow sustainably. We believe, with the cooperation and support of all stakeholders, Angkasa Pura II remains optimistic about achieving improved performance in the future.

The impact of the COVID-19 pandemic that occurred in early 2020 greatly affected all sectors of the economy where the biggest impact was on the tourism and transportation sectors. At the beginning of the pandemic, several countries took a policy of closing access in/out of their country, with the closure of this access resulting in a decrease in the number of passengers so that many airlines also temporarily suspended their operational activities. Nevertheless, airports under the coordination of Angkasa Pura II, of course, cannot be deactivated. The impact of this will certainly be felt until the middle of 2020.

With all the challenges faced by the company in 2020, PT Angkasa Pura II (Persero) carries out the Business Survival Initiatives strategy which consists of three programs, namely cost leadership, capex disbursement, and cash flow management. The program is applied in aeronautical and non-aeronautical businesses.

ECONOMIC AND INDUSTRY REVIEW IN 2020

The COVID-19 pandemic, which began in March 2020 until now, according to the World Bank, has caused negative global economic growth of -4.3%. In addition, in 2020 there was a significant decline in global oil prices due to economic uncertainty and a decline in production by OPEC

Dewan Komisaris menilai Direksi telah memperlihatkan upaya yang kuat untuk mengatasi berbagai tantangan yang dihadapi oleh

Perusahaan sepanjang 2020 ini, tentu atas dukungan dari seluruh pekerja Angkasa Pura II.

The Board of Commissioners considers that the Board of Directors has shown strong efforts to overcome the various challenges faced by the Company throughout 2020, of course with the

support of all Angkasa Pura II employees.


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ekonomi dan penurunan produksi oleh negara-negara OPEC, harga minyak mentah mengalami penurunan dari sekitar USD70 per barel, jadi sekitar USD35 per barel, bahkan sempat negatif pada Mei 2020.

Seperti halnya negara-negara lain, dalam menghadapi penyebaran pandemi COVID-19, Pemerintah memprioritaskan kesehatan masyarakat dengan mengatur pembatasan aktivitas masyarakat termasuk kegiatan usaha. Hal ini mengakibatkan, perekonomian nasional pada 2020 mengalami pertumbuhan negatif pada kisaran -2,07%, menurun dibandingkan tahun sebelumnya yang pada kisaran +5,02%, serta inflasi 1,68% di 2020 dibandingkan 2,72% di 2019, menunjukkan penurunan aktivitas ekonomi.

PENILAIAN ATAS KINERJA DIREKSI

Dewan Komisaris menilai Direksi telah memperlihatkan upaya yang kuat untuk mengatasi berbagai tantangan yang dihadapi oleh Perusahaan sepanjang 2020 ini, tentu atas dukungan dari seluruh pekerja Angkasa Pura II. Penilaian ini mengacu pada upaya menjaga kinerja operasional yang baik pada masa pandemi COVID-19, dan upaya menjaga kondisi keuangan perusahaan di tengah tantangan berbagai faktor eksternal serta secara konsisten menerapkan tata kelola perusahaan, penerapan strategi Business Survival Initiatives serta mengimplementasikan strategi dan inisiatif sejalan Rencana Jangka Panjang Perusahaan (RJPP).

Dewan Komisaris menyadari bahwa pandemi COVID-19 membawa dampak terhadap kegiatan Perseroan, baik secara operasional maupun keuangan. Dewan Komisaris memberikan apresiasi terhadap upaya yang dilakukan Jajaran Manajemen untuk terus bertahan.

Selama tahun 2020, kinerja keuangan mengalami tekanan dibandingkan tahun sebelumnya. Hal ini terlihat dari adanya peningkatan kinerja baik dari sisi laporan posisi keuangan maupun laporan laba rugi dan penghasilan komprehensif perusahaan. Dari sisi laporan posisi keuangan, aset perusahaan mencapai Rp44,44 triliun, tumbuh sebesar 1,0%, sedangkan ekuitas perusahaan mencapai Rp21,32 triliun, menurun 12,8% dibandingkan periode tahun sebelumnya.

countries, crude oil prices decreased from around USD 70 per barrel to around USD 35 per barrel, even being negative in May 2020.

Like other countries, in dealing with the spread of the COVID-19 pandemic, the Government prioritizes public health by regulating restrictions on community activities, including business activities. This resulted in the national economy in 2020 experiencing negative growth in the range of -2.07%, decreased compared to the previous year which was in the range of +5.02%, as well as inflation of 1.68% in 2020 compared to 2.72% in 2019, indicating a decline economic activity.

PERFORMANCE ASSESSMENT OF THE BOARD OF DIRECTORS

The Board of Commissioners considers that the Board of Directors has shown strong efforts to overcome the various challenges faced by the Company throughout 2020, of course with the support of all Angkasa Pura II employees. This assessment refers to efforts to maintain good operational performance during the COVID-19 pandemic, and efforts to maintain the company's financial condition amidst the challenges of various external factors as well as consistently implementing corporate governance, implementation of the Business Survival Initiatives strategy as well as implementing strategies and initiatives in line with the Company's Long Term Plan (RJPP).

The Board of Commissioners realizes that the COVID-19 pandemic has an impact on the Company's activities, both operationally and financially. The Board of Commissioners appreciates the efforts made by the Management to continue to survive.

During 2020, Angkasa Pura II’s financial performance was under pressure compared to the previous year. This can be seen from an increase in performance both in terms of the statement of financial position and the statement of profit and loss and comprehensive income of the company. In terms of the statement of financial position, the company’s assets reached Rp44.44 trillion, increased by 1.0%, while the company’s equity reached Rp21.32 trillion, decreased by 1.99% compared to the previous year period.


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Board of Comm

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Dari sisi kinerja operasional, Dewan Komisaris memberikan apresiasi terhadap pelaksanaan kegiatan operasional yang dilakukan, dimana seluruh bandara yang dikelola oleh Angkasa Pura II terus beroperasi dan melayani jumlah penumpang. Kerja keras tersebut membawa dampak baik, dimana pergerakan penumpang di tahun 2020 mencapai 35,87 juta orang, melampaui target pergerakan penumpang.

Dewan Komisaris juga memberikan apresiasi terhadap upaya yang dilakukan Direksi dengan program penghematan biaya. Dengan adanya efisiensi tersebut diharapkan dapat terus dilakukan secara maksimal.

PENGAWASAN ATAS IMPLEMENTASI STRATEGI ANGKASA PURA II

Dewan Komisaris melihat bahwa selama 2020, Angkasa Pura II telah berupaya menjalankan bisnis sesuai rencana kerja tahunan, visi dan misi, serta arahan strategis. Namun akibat pandemi yang menyebabkan penurunan pergerakan jumlah pesawat dan penumpang yang berdampak pada penurunan kinerja keuangan, Direksi telah melakukan penyesuaian yang diperlukan untuk menjaga keberlangsungan perusahaan.

Pada pertengahan Tahun 2020, Perusahaan mengajukan untuk melakukan Revisi RKAP yang disesuaikan dengan mengedepankan prinsip financial sustainability guna menghadapi tantangan ekonomi terhadap pandemi COVID-19 dan dalam upaya untuk terus tumbuh secara berkesinambungan dan mengurangi kerugian finansial perusahaan yang lebih besar. Upaya ini dirasakan cukup berhasil dan Dewan Komisaris memberikan apresiasi atas hal tersebut.

Berbagai langkah kebijakan strategis telah dilakukan di sepanjang tahun 2020 yakni dengan menjalankan strategi Business Survival Initiatives yang terdiri dari 3 (tiga) program yaitu cost leadership, capex disbursement, dan cash flow management. Program itu diterapkan dalam bisnis aeronautika dan non aeronautika. Dewan Komisaris meyakini bahwa pelaksanaan ketiga program tersebut dapat menjaga keberlangsungan Perseroan di masa mendatang.

In terms of operational performance, the Board of Commissioners appreciates the implementation of operational activities, where all airports managed by Angkasa Pura II continue to operate and serve the number of passengers. This hard work had a good impact, where passenger movements in 2020 reached 35.87million people, exceeding the passenger movement target.

The Board of Commissioners also appreciates the efforts made by the Board of Directors with the cost savings program. With this efficiency, it is hoped that it can continue to be carried out to the maximum.

SUPERVISION OF THE IMPLEMENTATION OF THE ANGKASA PURA II STRATEGY

The Board of Commissioners sees that during 2020, Angkasa Pura II has tried to run its business according to the annual work plan, vision and mission, as well as strategic directions. However, due to the pandemic which caused a decrease in the number of aircraft and passenger movements which resulted in a decline in financial performance, the Board of Directors has made the necessary adjustments to maintain the sustainability of the company.

In mid-2020, the company proposed to revise the RKAP adjusted by prioritizing financial sustainability principles in order to face the economic challenges of the COVID-19 pandemic and in an effort to continue to grow sustainably and reduce the company's larger financial losses. This effort is considered quite successful and the Board of Commissioners appreciates it.

Various strategic policy steps have been taken throughout 2020, namely by implementing the Business Survival Initiatives strategy which consists of 3 (three) programs, namely cost leadership, capex disbursement, and cash flow management. The program is applied in aeronautical and non-aeronautical businesses. The Board of Commissioners believes that the implementation of these three programs can maintain the sustainability of the Company in the future.


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PANDANGAN ATAS PROSPEK USAHA

Beberapa lembaga ekonomi menyebutkan tahun 2021 membawa optimisme seiring harapan bahwa pandemi COVID-19 mulai mereda. Ekonomi global diramalkan akan tumbuh positif yaitu 5,2 %, demikian pula dengan ekonomi Indonesia yang ditargetkan akan tumbuh sekitar 4,5%-5,3% di 2021.

Dewan Komisaris dan Direksi memiliki pandangan yang selaras untuk menyikapi perkembangan kondisi perekonomian dengan optimis. Potensi industri pariwisata dan transportasi diyakini akan segera pulih, dimana sektor pariwisata akan menjadi pendorong program ini. Hal ini sangat beralasan, mengingat potensi wisata yang sangat besar yang dimiliki oleh Indonesia yang tersebar di bumi nusantara. Dengan letak geografis berpulau-pulau, menjadikan transportasi udara melalui maskapai penerbangan masih menjadi alternatif pilihan yang jauh lebih efektif dan efisien, terutama pada sisi waktu tempuh dibandingan transportasi darat maupun laut.

PENERAPAN TATA KELOLA YANG BAIK

Angkasa Pura II senantiasa menerapkan prinsip dan praktik Tata Kelola Perusahaan yang Baik (Good Corporate Governance/GCG) pada seluruh jajaran organisasi. Penerapan GCG di Angkasa Pura II telah disusun berdasarkan ketentuan dan perundang-undangan yang berlaku di Indonesia antara lain Permen BUMN No. 1/ 2011, Permen BUMN No. 9/2012 serta berbagai ketentuan lainnya. Kami senantiasa patuh sesuai aturan yang berlaku.

Angkasa Pura II secara berkala melaksanakan assessment GCG untuk mengukur praktik GCG yang terjadi di Angkasa Pura II. Hasil assessment GCG terakhir dilakukan pada tahun 2020 yang dilaksanakan secara self-assessment GCG. Hasil penilaian GCG Perseroan pada tahun 2020 memperoleh skor sebesar 90,36% masuk dalam Kategori “SANGAT BAIK”. Dewan Komisaris memberikan apresiasi terhadap upaya ini. Kami berharap Direksi dan seluruh Insan Angkasa Pura II untuk terus mempertahankan pencapaian ini dan meningkatkannya di masa yang mendatang. Untuk itu, Dewan Komisaris juga berharap agar pelaksanaan GCG juga senantiasa disebarluaskan, tidak hanya untuk internal Angkasa Pura II saja, tetapi juga mencakup ke stakeholders eksternal.

BUSINESS PROSPECTS OUTLOOK

Several economic institutions said that 2021 brought optimism along with hopes that the COVID-19 pandemic would begin to subside. The global economy is predicted to grow positively at 5.2%, as well as the Indonesian economy which is targeted to grow around 4.5%-5.3% in 2021.

The Board of Commissioners and the Board of Directors have a harmonious view to respond optimistically to developments in economic conditions. The potential of the tourism and transportation industry is believed to be recovering soon, where the tourism sector will be the driver of this program. This is very reasonable, considering the enormous tourism potential possessed by Indonesia which is spread across the archipelago. With the geographical location of the islands, making air transportation through airlines still a much more effective and efficient alternative, especially in terms of travel time compared to land and sea transportation.

IMPLEMENTATION OF GOOD GOVERNANCE

Angkasa Pura II always applies Good Corporate Governance (GCG) principles and practices at all levels of the organization. The implementation of GCG at Angkasa Pura II has been prepared based on the provisions and laws in force in Indonesia, including SOE Ministerial Regulation No. 1/ 2011, SOE Ministerial Decree No. 9/2012 and various other provisions. We always comply with applicable regulations.

Angkasa Pura II periodically carries out GCG assessments to measure GCG practices that occur at Angkasa Pura II. The results of the last GCG assessment carried out in 2020 were carried out by means of a GCG self-assessment. The results of the Company's GCG assessment in 2020 obtained a score of 90.36% in the "VERY GOOD" category. The Board of Commissioners appreciates this effort. We hope that the Board of Directors and all personnel of Angkasa Pura II will continue to maintain this achievement and improve it in the future. For this reason, the Board of Commissioners also hopes that the implementation of GCG is also continuously disseminated, not only to Angkasa Pura II internally, but also to external stakeholders.


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Board of Comm

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PANDANGAN DAN PERAN DEWAN KOMISARIS DALAM WHISTLEBLOWING SYSTEM

Penerapan Whistleblowing System (WBS) merupakan salah satu bentuk pengawasan atas pelaksanaan terhadap ketentuan perusahaan. Angkasa Pura II memiliki Pedoman WBS sebagai acuan seluruh jajaran Perseroan, yang telah diimplementasikan secara terintegrasi antara unit kerja yang bertanggung jawab dalam menyusun kebijakan dan melakukan sosialisasi dengan fungsi Internal Audit Perseroan serta unit kerja Sumber Daya Manusia. Sesuai kebijakan perusahaan, Dewan Komisaris merupakan bagian dari Dewan Etik yang berperan dalam implementasi WBS dan secara berkesinambungan akan mendorong ditingkatkannya proses sosialiasi program ini sehingga dapat berjalan dengan efektif

FREKUENSI DAN CARA PEMBERIAN NASIHAT KEPADA ANGGOTA DIREKSI

Dewan Komisaris dan Direksi sesuai fungsi yang diatur dalam perundang-undangan yang berlaku, bersama-sama menjaga keberlangsungan perusahaan. Selama 2020, sesuai anggaran dasar perusahaan, fungsi pengawasan oleh Dewan Komisaris diimplementasikan melalui komunikasi berkala, memberikan saran dan nasihat kepada Direksi, termasuk memberikan persetujuan atas hal-hal yang merupakan kewenangan Dewan Komisaris seusai ketentuan yang berlaku.

Terdapat 13 kali Rapat Gabungan Dewan Komisaris dan Direksi yang dilakukan selama 2020. Pada rapat gabungan ini, Dewan Komisaris melakukan pengawasan dan pemberian nasihat kepada Direksi untuk memastikan pengelolaan Perseroan dilakukan sesuai dengan prinsip-prinsip GCG.

PERUBAHAN KOMPOSISI DEWAN KOMISARIS

Pada 2020, terdapat perubahan komposisi Dewan Komisaris. Pada tanggal 27 April 2020 melalui Surat Keputusan Menteri BUMN Nomor SK 127/MBU/04/2020 tanggal 27 April 2020 mengangkat Agus Santoso sebagai Komisaris Utama, Mochtar Husein sebagai Wakil Komisaris Utama, Abdul Muis sebagai Komisaris,

OUTLOOK AND ROLE OF THE BOARD OF COMMISSIONERS IN THE WHISTLEBLOWING SYSTEM

The implementation of the Whistleblowing System (WBS) is a form of supervision over the implementation of company regulations. Angkasa Pura II has the WBS Guidelines as a reference for all levels of the Company, which have been implemented in an integrated manner between the work units responsible for formulating policies and conducting socialization with the Company's Internal Audit function and the Human Resources work unit. In accordance with company policy, the Board of Commissioners is part of the Ethics Board which plays a role in the implementation of WBS and will continuously encourage the improvement of the socialization process of this program so that it can run effectively.

FREQUENCY AND METHODS OF GIVING ADVICE TO MEMBERS OF THE BOARD OF DIRECTORS

The Board of Commissioners and the Board of Directors are in accordance with the functions regulated in the applicable legislation, together to maintain the sustainability of the company. During 2020, in accordance with the company's articles of association, the supervisory function by the Board of Commissioners is implemented through periodic communication, providing advice and counsel to the Board of Directors, including giving approval on matters that are the authority of the Board of Commissioners in accordance with applicable regulations.

There were 13 Joint Meetings of the Board of Commissioners and the Board of Directors held during 2020. At this joint meeting, the Board of Commissioners supervised and provided advice to the Board of Directors to ensure that the management of the Company was carried out in accordance with GCG principles.

CHANGES IN BOARD OF COMMISSIONERS' COMPOSITION

In 2020, there was a change in the composition of the Board of Commissioners. On April 27, 2020 through the Decree of the Minister of SOE Number SK 127/MBU/04/2020 dated April 27, 2020 appointed Agus Santoso as President Commissioner, Mochtar Husein as Deputy President Commissioner, Abdul Muis as Commissioner, Tubagus Fiki


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Tubagus Fiki Chikara Satari sebagai Komisaris serta memberhentikan dengan hormat Mujahidin Harpin Ondeh sebagai Komisaris Independen, Iswan Elmi sebagai Komisaris, Mohamad Pramintohadi Sukarno sebagai Komisaris. Perubahan ini diharapkan dapat memperkuat Dewan Komisaris dalam melakukan pengawasan terhadap aktivitas dan kinerja Angkasa Pura II.

Secara khusus, Dewan Komisaris mengucapkan terima kasih kepada Saudara Mujahidin Harpin Ondeh, Saudara Iswan Elmi dan Saudara Mohamad Pramintohadi Sukarno atas kerja keras dan kontribusinya saat menjalankan tugas sebagai Komisaris.

Susunan Dewan Komisaris hingga Laporan Tahunan ini disusun adalah sebagai berikut:

NamaName

JabatanPosition

Dasar PengangkatanBasis of Appointment

Masa JabatanLength of Service

Periode JabatanPeriod of Office

Agus Santoso Komisaris Utama President Commissioner

Surat Keputusan Menteri BUMN Nomor SK 127/MBU/04/2020 tanggal 27 April 2020.Minister of SOEs Decree No: SK-127/MBU/04/2020dated April 27, 2020.

2020 – 2025 KesatuFirst

Mochtar Husein Wakil Komisaris UtamaDeputy President

Surat Keputusan Menteri BUMN nomor SK - 127/MBU/04/2020.Minister of SOEs Decree No: SK-127/MBU/04/2020.


Tubagus Fiki Chikara Satari

KomisarisCommissioner



Andus Winarno KomisarisCommissioner

Surat Keputusan Menteri BUMN nomor SK-37/MBU/02/2019.Minister of SOEs Decree No: SK-37/MBU/02/2019.


Abdul Muis Komisaris Commissioner

Surat Keputusan Menteri BUMN Nomor SK-127/MBU/04/2020 tanggal 27 April 2020.Minister of SOEs Decree No: SK-127/MBU/04/2020dated April 27, 2020.


Dodi Iskandar KomisarisCommissioner

Surat Keputusan Menteri BUMN nomor SK-48/MBU/02/2019 tanggal 11 Februari 2019.Minister of SOEs Decree No: SK-48/MBU/02/2019dated February 11, 2019.


Chikara Satari as Commissioner and respectfully dismissed Mujahidin Harpin Ondeh as Independent Commissioner, Iswan Elmi as Commissioner, Mohamad Pramintohadi Sukarno as Commissioner. This change is expected to strengthen the Board of Commissioners in supervising the activities and performance of Angkasa Pura II.

In particular, the Board of Commissioners would like to thank Mr.Mujahidin Harpin Ondeh, Mr.Iswan Elmi and Mr.Mohamad Pramintohadi Sukarno for their hard work and contribution while carrying out their duties as Commissioners.

The composition of the Board of Commissioners until this Annual Report is prepared is as follows:

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27

PENUTUP

Sebagai penutup, kami menyampaikan terimakasih yang sebesar-besarnya kepada seluruh pemangku kepentingan yaitu pemegang saham, pelanggan, mitra bisnis, staf dan pemangku kepentingan lainnya atas kepercayaan dan dukungan kepada Angkasa Pura II. Kami juga mengucapkan apresiasi kepada jajaran Direksi yang telah mengelola Angkasa Pura II di tengah tantangan di tahun 2020. Kami mengajak seluruh Jajaran Insan Angkasa Pura II untuk tetap semangat dan optimis.

Akhir kata, kami mengajak seluruh jajaran Angkasa Pura II untuk bersama sama merealiasasikan Rencana Jangka Panjang Perusahaan, mengoptimalkan beberapa peluang yang ada dan mengatasi berbagai tantangan dalam meningkatkan nilai perusahaan.

CLOSING

In closing, we express our deepest gratitude to all stakeholders, namely shareholders, customers, business partners, staff and other stakeholders for their trust and support to Angkasa Pura II. We also express our appreciation to the Board of Directors who have managed Angkasa Pura II amidst the challenges in 2020. We invite the entire staff of Angkasa Pura II to remain enthusiastic and optimistic.

Finally, we invite all personnel of Angkasa Pura II together to realize the Company’s Long Term Plan, optimize several existing opportunities and overcome various challenges in increasing company value.

Jakarta, 2021PT Angkasa Pura II (Persero)

Atas Nama Dewan Komisaris,On Behalf of the Board of Commissioners



PT Angkasa Pura II (Persero)

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28

MUHAMMAD AWALUDDINDirektur Utama

President Director

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Penerapan GCG secara konsisten akan memperkuat posisi daya saing Perusahaan, memaksimalkan nilai Perusahaan, mengelola sumber daya dan

risiko secara lebih efisien dan efektif, yang pada akhirnya akan memperkokoh kepercayaan pemegang saham dan stakeholders.

The consistent implementation of GCG will strengthen the Company’s competitive position, maximize the value of the Company, manage resources and risks more efficiently and effectively,

which in turn will strengthen the trust of shareholders and stakeholders.

Pemegang Saham dan Pemangku Kepentingan yang terhormat,Pada tahun 2020, menjadi tahun pertama pandemi COVID-19 bagi kehidupan masyarakat di seluruh dunia termasuk Indonesia. Pandemi COVID-19 telah berdampak terhadap seluruh sendi kehidupan masyarakat, baik aspek kesehatan, aspek sosial, aspek perekonomian maupun aspek lingkungan. Sepanjang tahun 2020, krisis Kesehatan yang terjadi telah merembet kepada krisis ekonomi yang berakibat terhadap turunnya pertumbuhan ekonomi dan perubahan lingkungan bisnis dan dunia industri.

Puji syukur kepada Tuhan Yang Maha Esa, di tengah musibah pandemi COVID-19 sepanjang tahun 2020 yang telah melanda seluruh dunia termasuk Indonesia, seluruh jajaran Direksi dan seluruh karyawan masih optimis untuk bangkit menatap masa depan dan mengembalikan performa Perseroan. Musibah pandemi COVID-19 telah berdampak terhadap seluruh sendi kehidupan masyarakat, namun tidak menghalangi Perseroan terus mengoptimalkan potensi sumber daya, berinovasi dan berkreativitas menciptakan peluang terhadap perubahan bisnis untuk mencapai kinerja terbaik perusahaan.

Semangat dan motivasi tersebut didorong oleh peran dan kontribusi Perseroan dalam program Pemulihan Ekonomi Nasional (PEN) dengan memaksimalkan stimulus penerbangan melalui tarif Pelayanan Jasa Penumpang Pesawat Udara (PJP2U) atau passenger service charge (PSC) yang diberikan Pemerintah di Bandara yang dikelola oleh Angkasa Pura II. Pemerintah sendiri telah membuat Langkah strategis membantu pemulihan perekonomian nasional untuk sektor transportasi udara dengan total stimulus/insentif transportasi Kepariwisataan PEN 2020 sebesar Rp216,56 miliar yang terbagi menjadi insentif untuk PJP2U sebesar Rp175,75 miliar dan stimulus kalibrasi

Dear Shareholders and Stakeholders,

2020 was the first year of the COVID-19 pandemic for people's lives around the world, including Indonesia. The COVID-19 pandemic has an impact on all aspects of people's lives, including health, social, economic and environmental aspects. Throughout 2020, the Health crisis that occurred has spread to an economic crisis which resulted in a decline in economic growth and changes in the business and industrial environment.

Praise the God Almighty, in the midst of the COVID-19 pandemic throughout 2020 that has hit the whole world including Indonesia, the entire Board of Directors and all employees are still optimistic to rise to the future and restore the Company's performance. The COVID-19 pandemic has impacted all aspects of people's lives, but it does not prevent the Company from continuing to optimize resource potential, innovate and be creative in creating opportunities for business change to achieve the best performance of the company.

This enthusiasm and motivation is driven by the Company's role and contribution in the National Economic Recovery (PEN) program by maximizing flight stimulus through Aircraft Passenger Service (PJP2U) or Passenger Service Charge (PSC) tariffs provided by the Government at airports managed by Angkasa Pura II. The government itself has made strategic steps to help the national economic recovery for the air transportation sector with a total stimulus/incentive for the 2020 PEN Tourism transportation of IDR 216.56 billion which is divided into incentives for PJP2U of IDR 175.75 billion and a stimulus for calibration of aviation telecommunications facilities and visual landing aids amounting to Rp40.81 billion. PJP2U or PSC incentives/


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fasilitas telekomunikasi penerbangan dan alat bantu pendaratan visual sebesar Rp40,81 miliar. Insentif/stimulus PJP2U atau PSC diberikan kepada para penumpang rute domestik yang berangkat dari 13 bandara yang ditentukan.

TINJAUAN EKONOMI DAN INDUSTRI

Pertumbuhan ekonomi Indonesia tahun 2020 berdasarkan data Badan Pusat Statistik (BPS) menunjukkan adanya kontraksi dengan pertumbuhan negatif sebesar 2,07%, jika dibandingkan pertumbuhan ekonomi tahun 2019. Beberapa komponen pertumbuhan ekonomi menunjukkan pertubuhan negatif, misalnya komponen produksi yang mengalami kontraksi pertumbuhan terbesar yaitu pada lapangan usaha transportasi dan pergudangan dengan pertumbuhan negatif tertinggi sebesar 15,04%. Sedangkan, komponen pengeluaran hampir semua aspek terkontraksi dengan pertumbuhan negatif, misalnya komponen ekspor barang dan jasa dengan pertumbuhan negatif tertinggi sebesar 7,70%. Sementara itu, Impor Barang dan Jasa merupakan faktor pengurang kontraksi, dengan pertumbuhan negatif sebesar 14,71%.

Sesuai dengan perkembangan ekonomi di triwulan IV/2020, Bank Indonesia menjelaskan adanya perbaikan ekonomi seiring dengan langkah-langkah strategis yang telah dilakukan oleh Pemerintah dalam menghadapi dampak pandemi COVID-19. Hal ini terlihat dari, Pertumbuhan ekonomi pada triwulan IV/2020 menunjukkan berlanjutnya proses perbaikan perekonomian, ditopang realisasi stimulus dan kontribusi positif sektor eksternal. Bank Indonesia telah mengarahkan bauran kebijakan akomodatif serta memperkuat sinergi dengan Pemerintah dan otoritas terkait untuk terus mendukung pemulihan ekonomi nasional. Oleh karena itu, Bank Indonesia memperkirakan prospek 2021 akan meningkat secara bertahap.

DAMPAK PANDEMI TERHADAP PERUSAHAAN

Pandemi Virus COVID-19 yang terjadi di awal tahun 2020 sangat mempengaruhi seluruh sektor perekonomian dimana dampak terbesar adalah pada sektor pariwisata dan transportasi. Pada awal terjadinya pandemi beberapa negara mengambil kebijakan menutup akses keluar/masuk ke negaranya,

stimulus are given to passengers on domestic routes departing from 13 designated airports.

ECONOMIC AND INDUSTRY REVIEW

BPS-Statistics Indonesia recorded that Indonesia’s economic growth over the past year experienced a growth contraction of 2.07% compared to 2019. Several components of economic growth showed negative growth, for example, the production component experienced the largest growth contraction, namely in the transportation and warehousing business field with the highest negative growth of 15.04%. Meanwhile, from the expenditure side, almost all components contracted, the Exports of Goods and Services Component became the component with the deepest contraction of 7.70%. Meanwhile, imports of goods and services, which were the reducing factor, contracted by 14.71%.

In accordance with economic developments in quarter IV/2020, Bank Indonesia explained that the economy was improving in line with the strategic steps taken by the Government in dealing with the impact of the COVID-19 pandemic. This can be seen from the economic growth in the fourth quarter of 2020, which shows the continued process of economic improvement, supported by the realization of stimulus and positive contributions from the external sector. Bank Indonesia has directed an accommodative policy mix and strengthened synergies with the Government and relevant authorities to continue to support the national economic recovery. Therefore, Bank Indonesia estimates that the 2021 outlook will gradually increase.

IMPACT OF PANDEMIC ON COMPANY

The COVID-19 virus pandemic that occurred in early 2020 greatly affected all sectors of the economy where the biggest impact was on the tourism and transportation sectors. At the beginning of the pandemic, several countries took a policy of closing access in/out of their country, with the closure of this access resulting in a decrease in the number


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dengan ditutupnya akses tersebut berimbas pada menurunnya jumlah penumpang sehingga banyak maskapai penerbangan yang juga menghentikan sementara kegiatan operasionalnya. Hal ini akhirnya juga berdampak terhadap kinerja operasional maupun finansial Perusahaan.

Dengan kondisi tersebut, pada pertengahan tahun 2020, Perseroan mengajukan untuk melakukan Revisi RKAP yang disesuaikan dengan mengedepankan prinsip financial sustainability guna menghadapi tantangan ekonomi terhadap pandemi COVID-19 dan dalam upaya untuk terus tumbuh secara berkesinambungan dan mengurangi kerugian finansial perusahaan yang lebih besar.

ANALISIS ATAS KINERJA PERUSAHAAN

Kebijakan StrategisDengan segala tantangan yang dihadapi perusahaan tahun 2020, Angkasa Pura II menjalankan strategi Business Survival Initiatives yang terdiri dari tiga program yaitu penghematan biaya (cost leadership), penyesuaian terhadap belanja modal (capex disbursement), dan memperketat manajeman arus kas (cash flow management). Program itu diterapkan dalam bisnis aeronautika dan non aeronautika.

Pada program penghematan biaya, Perseroan dapat melakukan penghematan sekitar Rp1,8 triliun dari anggaran biaya operasional yang sudah disiapkan pada awal tahun. Penghematan biaya dilakukan di 19 bandara Angkasa Pura II termasuk penghematan penggunaan air dan listrik. Perseroan dapat menghemat konsumsi air hingga 56% dari yang dianggarkan pada awal tahun, sementara itu penggunaan listrik dapat dihemat sebesar 42,75%. Secara umum, anggaran tahun 2020 dapat dihemat dari efisiensi operasional untuk fasilitas non-prioritas. Di sisi lain, fasilitas prioritas tetap dioperasikan secara penuh dengan kepatuhan 3S+1C yaitu Safety (Keselamatan), Security (Keamanan) dan Services (Pelayanan) serta Compliance (Pemenuhan terhadap aturan yang berlaku).

Pada program penyesuaian terhadap belanja modal, Perseroan mampu menekan belanja modal dari Rp7,8 triliun yang ditetapkan pada awal tahun menjadi hanya Rp712 miliar. Belanja modal hanya difokuskan untuk proyek yang bersifat multiyears, pemeliharaan fasilitas guna menjamin keamanan, keselamatan, pelayanan,

of passengers so that many airlines also temporarily suspended their operational activities. This ultimately has an impact on the Company’s operational and financial performance.

With these conditions, in mid-2020, the Company proposed to revise the RKAP which was adjusted to prioritize the principle of financial sustainability in order to face the economic challenges of the COVID-19 pandemic and in an effort to continue to grow sustainably and reduce the company’s larger financial losses.

ANALYSIS OF COMPANY PERFORMANCE

Strategic PolicyWith all the challenges faced by the Company in 2020, Angkasa Pura II has implemented a Business Survival Initiatives strategy which consists of three programs, namely cost leadership, adjustments to capital expenditures disbursement, and tightening cash flow management. The program was implemented in aeronautical and non-aeronautical businesses.

In the cost leadership program, the Company was able to save around Rp1.8 trillion from the operational cost budget that had been prepared at the beginning of the year. Cost leadership was conducted at 19 Angkasa Pura II airports including saving on water and electricity usage. The Company was able to save up to 56% of water consumption from what was budgeted at the beginning of the year, while electricity usage can be saved by 42.75%. In general, the 2020 budget can be saved from operational efficiency for non-priority facilities. On the other hand, priority facilities continue to be fully operated with 3S + 1C compliance, namely Safety, Security and Services, and Compliance (Fulfillment of applicable rules).

In the adjustments to capital expenditures disbursement program, the Company was able to reduce capital expenditures from Rp7.8 trillion which was set at the beginning of the year to only Rp712 billion. Capital expenditures were only focused on multi-year projects, maintenance of facilities to ensure security, safety, services,


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serta perencanaan desain Terminal 4 Bandara Soekarno-Hatta. Kemudian, Angkasa Pura II juga menekankan pada manajemen arus kas (cash flow management) dengan memperhatikan serta menyeimbangkan aliran cash in dan cash out.

Selain itu, Perseroan berkomitmen untuk memaksimalkan stimulus PSC yang diberikan Pemerintah di Bandara Soekarno-Hatta, Bandara Kualanamu, Bandara Halim Perdanakusuma, Bandara Silangit dan Bandara Banyuwangi. Para pemangku kepentingan di 5 bandara tersebut akan berkolaborasi agar stimulus ini dapat mengoptimalkan peran sektor penerbangan dalam mendukung perekonomian di tengah pandemi.

Direksi menyakini pemberian stimulus PSC oleh pemerintah harus dimanfaatkan oleh sektor penerbangan nasional guna mendorong perekonomian. Hal ini, karena penerbangan sangat erat dengan industri lainnya, seperti perjalanan dinas atau perjalanan wisata, yang secara tidak langsung berkontribusi terhadap bisnis UMKM di suatu kota tujuan dan mendorong perekonomian daerah. Di samping itu, kebijakan pemerintah yang memberikan stimulus PSC ke 5 bandara tersebut sudah tepat, karena pergerakan penumpang di 5 bandara itu mencerminkan 75% total pergerakan penumpang di 19 bandara Angkasa Pura II.

Untuk itu, Direksi telah menjalankan 3 (tiga) Langkah strategi Angkasa Pura II guna memanfaatkan stimulus ini, antara lain: 1. Memastikan ketersediaan slot penerbangan di

bandaraPerseroan akan memastikan ketersediaan slot penerbangan yang dibutuhkan maskapai di 5 bandara yang termasuk di dalam skema stimulus PSC oleh pemerintah. Menindaklanjuti hal ini, Angkasa Pura II secara aktif berkoordinasi dengan maskapai terkait kesiapan operasional bandara dan memastikan tersedianya slot penerbangan bagi maskapai.

2. Berkoordinasi dengan maskapai untuk meningkatkan route dan destinasiHarapan dari adanya stimulus ini adalah harga tiket pesawat menjadi lebih rendah sehingga menjadi momen yang tepat bagi bandara dan maskapai untuk membuka kembali rute domestik yang sempat ditutup di tengah pandemi.

as well as planning the design of Terminal 4 at Soekarno-Hatta Airport. Then, Angkasa Pura II also emphasizes cash flow management by paying attention to and balancing cash in and cash outflows.

In addition, the Company is committed to maximizing the PSC stimulus provided by the Government at Soekarno-Hatta Airport, Kualanamu Airport, Halim Perdanakusuma Airport, Silangit Airport and Banyuwangi Airport. The stakeholders in the 5 airports will collaborate so that this stimulus can optimize the role of the aviation sector in supporting the economy in the midst of the pandemic.

The Board of Directors believes that the provision of PSC stimulus by the government should be utilized by the national aviation sector to encourage the economy. This is because aviation is very closely related to other industries, such as official travel or tourist travel, which indirectly contributes to the MSME business in a destination city and boosts the regional economy. In addition, the government’s policy of providing PSC stimulus to the 5 airports is appropriate, because the movement of passengers at the 5 airports reflects 75% of the total movement of passengers at 19 Angkasa Pura II airports.

Therefore, the Board of Directors has implemented 3 (three) Angkasa Pura II strategic steps to take advantage of this stimulus, including: 1. Ensure the availability of flight slots at the airport

The company will ensure the availability of flight slots needed by airlines at 5 airports that are included in the PSC stimulus scheme by the government. Following up on this, Angkasa Pura II is actively coordinating with airlines regarding airport operational readiness and ensuring the availability of flight slots for airlines.

2. Coordinate with airlines to improve routes and destinationsThe hope from this stimulus is that airline ticket prices will be lower so that it is the right moment for airports and airlines to reopen domestic routes that were closed during the pandemic.


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3. Berkoordinasi dengan maskapai untuk meningkatkan frekuensi penerbangan Stimulus PSC dapat meningkatkan permintaan terhadap penerbangan. Angkasa Pura II dan maskapai akan menganalisa kemungkinan rute domestik yang mengalami peningkatan untuk dapat ditambah frekuensi penerbangan di rute tersebut jika memungkinkan.

Adapun seiring dengan stimulus PSC dari pemerintah ini, Perseroan sangat optimis bahwa pergerakan penumpang dan pergerakan pesawat diperkirakan akan meningkat kembali.

Kinerja Perseroan 2020Pandemi COVID-19 telah memberikan dampak signifikan terhadap pergerakan pesawat dan penumpang serta aktivitas pengusahaan kebandarudaraan, sehingga secara umum pencapaian kinerja Perseroan tahun 2020 mengalami tekanan dari kinerja tahun sebelumnya. Melalui strategi Business Survival Initiatives, Direksi telah mengambil langkah-langkah strategis untuk bertahan di tengah pandemi sehingga seluruh bandara Angkasa Pura II tetap beroperasi optimal sepanjang tahun 2020. Dalam menghadapi tantangan tersebut, Angkasa Pura II telah menjalankan 3 (tiga) program utama: penghematan biaya (cost leadership), penyesuaian terhadap belanja modal (capex disbursement), dan memperketat manajeman arus kas (cash flow management). Sejalan dengan tersebut, pada awal tahun terjadi pandemi COVID-19, Perseroan telah menetapkan Rencana Kerja Anggaran Perusahaan (RKAP) yang baru (revisi) dengan perubahan target kinerja sesuai dengan perkembangan iklim bisnis.

Selain itu, Perseroan juga memiliki program terkait aspek pemastian protokol kesehatan yakni Biosecurity dan Biosafety Management guna mewujudkan penerbangan sehat. Melalui berbagai program tersebut, Angkasa Pura II sukses menjalani 2020 dengan tetap menjaga operasional 19 bandara sehingga menjamin konektivitas udara di Indonesia untuk mengakomodir berbagai penerbangan domestic dan internasional termasuk repatriasi bagi kepulangan warga Negara Indonesia (WNI).

Realisasi total aset Angkasa Pura II hingga akhir tahun 2020 mencapai Rp44,44 triliun, meningkat sebesar Rp437,9 miliar atau 1,0% dibandingkan total aset akhir tahun 2019 sebesar Rp44,00 triliun. Disisi lain, program penghematan biaya yang telah dilaksanakan

3. Coordinate with airlines to increase flight frequency

PSC stimulus can increase demand for aviation. Angkasa Pura II and airlines will analyze the possibility of increasing domestic routes so that flight frequencies on these routes can be added if possible.

Along with the PSC stimulus from the government, the Company is very optimistic that passenger movements and aircraft movements are expected to increase.

The Company’s 2020 Performance The COVID-19 pandemic has had a significant impact on aircraft and passenger movements as well as airport business activities so that in general the Company’s performance achievement in 2020 was under pressure from the previous year’s performance. Through the Business Survival Initiatives strategy, the Board of Directors has taken strategic measures to survive amidst the pandemic so that all Angkasa Pura II airports will continue to operate optimally throughout 2020. In facing these challenges, Angkasa Pura II has implemented 3 (three) main programs: cost leadership, adjustments to capital expenditures disbursement, and tightening cash flow management. In line with this, at the beginning of the year the COVID-19 pandemic occurred, the Company has established a new (revised) Company’s Work Plan & Budget (RKAP) with changes in performance targets in accordance with developments in the business climate.

In addition, the Company also has programs related to aspects of ensuring health protocols, namely Biosecurity and Biosafety Management to realize healthy flights. Through these various programs, Angkasa Pura II successfully underwent 2020 while maintaining the operations of 19 airports so as to ensure air connectivity in Indonesia to accommodate various domestic and international flights, including repatriation for the return of Indonesian citizens (WNI).

The realized total assets of Angkasa Pura II until the end of 2020 reached Rp44.44 trillion, an increase of Rp437.9 billion or 1.0% compared to total assets at the end of 2019 of Rp44.00 trillion. On the other hand, the cost leadership program that has been implemented by the Company can


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oleh Perseroan dapat menekan beban/biaya usaha mencapai 17,6% terhadap beban usaha pada tahun sebelumnya. Efisiensi biaya tersebut salah satunya berasal dari penurunan beban operasional bandara mencapai 14,3% dibandingkan beban operasional tahun sebelumnya.

Sepanjang 2020 di tengah pandemi COVID-19, seluruh bandara Perseroan telah melayani 411.164 pergerakan pesawat (take off dan landing) dengan jumlah pergerakan penumpang mencapai 35,9 juta orang. Berkat berbagai upaya serta kerja keras jajaran manajemen dan seluruh karyawan, pencapaian tersebut berhasil melampaui terget pergerakan penumpang sebanyak 34,6 juta orang. Adapun untuk bisnis, kargo sepanjang tahun 2020 mampu membukukan volume hingga 712,9 juta kilogram. Hal ini menunjukkan, bisnis angkutan kargo relatif stabil jika dibandingkan dengan pasar angkutan penumpang pesawat.

reduce operating expenses/costs by 17.6% of operating expenses in the previous year. One of the reasons for this cost efficiency was the decrease in airport operating expenses which reached 14.3% compared to the previous year’s operating expenses.

Throughout 2020 in the midst of the COVID-19 pandemic, all of the Company’s airports have served 411,164 aircraft movements (take-off and landing) with the number of passenger movements reaching 35.9 million people. Thanks to the various efforts and hard work of the management and all employees, this achievement has succeeded in exceeding the passenger movement target of 34.6 million people. As for business, cargo throughout 2020 was able to record a volume of up to 712.9 million kilograms. This shows that the cargo transportation business is relatively stable when compared to the air passenger transportation market.

Kendala-Kendala yang Dihadapi dan Langkah PenyelesaiannyaTahun 2020 sebagai tahun awal pandemi COVID-19 menjadi kendala sekaligus tantangan bagi Perseroan yang berdampak secara signifikan terhadap pencapaian kinerja baik operasional maupun keuangan. Namun, kami selaku manajemen dan seluruh insan Angkasa Pura II terus berupaya untuk mencapai target dan meningkatkan kinerja. Berbagai strategi telah dirumuskan dan dilaksanakan sebagai bagian dari solusi yang telah disepakati.

PROSPEK USAHA

Meskipun industri pariwisata dan transportasi menjadi sektor bisnis yang terdampak signifikan oleh adanya pandemi COVID-19, namun secara umum kedua sektor usaha tersebut masih memberikan peluang usaha yang menjanjikan di masa yang akan datang. Optimisme ini, mengingat potensi wisata yang sangat besar yang dimiliki oleh Indonesia yang tersebar di bumi nusantara. Dengan letak geografis berpulau-pulau, menjadikan transportasi udara melalui maskapai penerbangan masih menjadi alternatif pilihan yang jauh lebih efektif dan efisien, terutama pada sisi waktu tempuh dibandingkan transportasi darat maupun laut.

Obstacles Encountered and Solved Steps

The year 2020 as the initial year of the COVID-19 pandemic became an obstacle as well as a challenge for the Company that had a significant impact on the achievement of both operational and financial performance. However, we as management and all personnel of Angkasa Pura II continue to strive to achieve targets and improve performance. Various strategies have been formulated and implemented as part of the agreed solution.

BUSINESS PROSPECT

Although the tourism and transportation industries are the business sectors that have been significantly affected by the COVID-19 pandemic, in general the two business sectors still provide promising business opportunities in the future. This optimism, considering the enormous tourism potential possessed by Indonesia spread across the archipelago. With the geographical location of the islands, making air transportation through airlines still a much more effective and efficient alternative, especially in terms of travel time compared to land and sea transportation.


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Pemberlakuan konsep Low Cost Carrier (LCC) akan semakin mendorong pertumbuhan penumpang dan maskapai penerbangan yang kemudian menjadikan industri penerbangan udara sebagai pilihan sarana transportasi antar wilayah yang lebih diminati. Beberapa peluang yang menciptakan prospek usaha yang cemerlang bagi Angkasa Pura II sebagai berikut:1. Besarnya potensi pariwisata yang masih dapat

dikembangkan di Indonesia ke depannya dapat berkembang penuh seperti halnya di Thailand. Upaya pemasaran pariwisata dapat dilakukan di wilayah Indonesia Barat yang menyasar warga mancanegara Asia Tenggara kelas menengah atas yang berlibur akhir pekan di Indonesia.

2. Traffic penerbangan dan penumpang yang bersumber dari:a. Pembukaan rute domestik baru;b. Mendorong penerbangan rute internasional

untuk transit di Bandara Internasional Soekarno-Hatta (CGK).

c. Pemberlakuan MEA dan Open Sky Policy, dan penyelenggaraan event internasional di Indonesia.

d. Perusahaan mengelola bandara-bandara yang berada di wilayah Indonesia Barat, dimana perkembangan ekonomi pada wilayah ini cukup pesat, sehingga secara natural akan berimbas pada peningkatan jumlah penumpang.

3. Pengelolaan Bandara Kualanamu (KNO). Angkasa Pura II mengelola bandara KNO yang merupakan satu-satunya bandara Indonesia bintang 3 SKYTRAX dan memiliki kawasan lahan yang cukup luas, sehingga potensial dikembangkan lebih lanjut (misal hotel, kawasan bisnis)

4. Akusisi Bandara Baru. Sejalan dengan kompetensi inti, perusahaan dapat menambah portfolio bandara yang dikelola dengan mengakuisisi bandara baru, contoh: Banyuwangi. Akusisi ini bertujuan untuk memperbesar korporasi melalui strategi 3GB yaitu getting bigger

5. Potensi pengembangan bisnis kargo CGK. Menjalin kerjasama pengelolaan kargo CGK melalui strategic partnership dengan mitra global yang telah memiliki nama besar.

6. Teknologi untuk mendukung operasional bandara. Teknologi pelayanan kebandarudaraan saat ini telah banyak berkembang, seperti: self check-in kiosk, instant feedback system, realtime update on waiting time, indoor wayfinding, big data. Berbagai teknologi ini dapat/telah diadopsi perusahaan sehingga dapat meningkatkan kepuasan pelanggan, menunjang peningkatan pendapatan yang bersumber dari bisnis non-aero.

The implementation of the Low Cost Carrier (LCC) concept will further encourage the growth of passengers and airlines, which then makes the air aviation industry a more desirable choice of transportation between regions. Some of the opportunities that create brilliant business prospects for Angkasa Pura II are as follows:

1. The magnitude of tourism potential that can still be developed in Indonesia In the future it can be fully developed as in Thailand. Tourism marketing efforts can be carried out in the western part of Indonesia, targeting the upper-middle class Southeast Asian foreign nationals who are on weekend vacations in Indonesia.

2. Airline and passenger traffic originating from:

a. Opening of new domestic routes;b. Encourage international route flights to transit at

Soekarno-Hatta International Airport (CGK).

c. Enforcement of MEA and Open Sky Policy, and organizing international events in Indonesia.

d. The company manages airports located in the western part of Indonesia, where the economic development in this area is quite rapid, so it will naturally have an impact on increasing the number of passengers.

3. Management of Kualanamu Airport (KNO). Angkasa Pura II manages KNO airport which is the only 3 star SKYTRAX Indonesian airport and has a large enough land area, so it has the potential for further development (eg hotels, business areas)

4. New Airport Acquisition. In line with core competencies, the company can add to its managed airport portfolio by acquiring new airports, for example: Banyuwangi. This acquisition aims to enlarge the corporation through the 3GB strategy, namely getting bigger.

5. Potential development of CGK’s cargo business. Collaborating on CGK cargo management through strategic partnerships with global partners who already have big names.

6. Technology to support airport operations. Currently, airport service technology has developed a lot, such as: self check-in kiosk, instant feedback system, real time update on waiting time, indoor wayfinding, and big data. These various technologies can be/have been adopted by the company so as to increase customer satisfaction, support an increase in revenue from non-aero businesses.


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PENERAPAN TATA KELOLA PERUSAHAAN

Angkasa Pura II semakin memperkuat komitmennya untuk menerapkan prinsip-prinsip tata kelola perusahaan yang baik agar terus tumbuh dan berkembang secara berkelanjutan dalam jangka panjang. Penerapan GCG secara konsisten akan memperkuat posisi daya saing Perusahaan, memaksimalkan nilai Perusahaan, mengelola sumber daya dan risiko secara lebih efisien dan efektif, yang pada akhirnya akan memperkokoh kepercayaan pemegang saham dan stakeholders.

Selama tahun 2020, Perseroan terus berupaya untuk mewujudkan hal tersebut melalui menindaklanjuti hasil assessment GCG sebelumnya, sosialisasi Code of Conduct kepada seluruh karyawan Angkasa Pura II baik karyawan lama maupun karyawan baru, pembangunan komitmen Dewan Komisaris dan Direksi melalui pembaharuan Pakta Integritas dan Komitmen Penerapan GCG, melakukan pembaharuan terhadap Pedoman Tata Kelola Perusahaan yang Baik (CoCG), melaksanakan assessment GCG tahun 2020, dan memperkuat Sistem Pelaporan Pelanggaran dengan penyediaan berbagai media yang memudahkan pelaporan, melakukan survey kepuasan terhadap para vendor/rekanan Angkasa Pura II, sosialisasi program pengendalian gratifikasi Perseroan, serta ikut serta dalam Annual Report Award. Keseluruhan upaya ini menunjukkan komitmen dan konsistensi kuat Angkasa Pura II.

Hasil assessment GCG terakhir dilakukan pada tahun 2020 yang dilaksanakan secara self-assessment GCG. Hasil penilaian GCG Perseroan pada tahun 2020 memperoleh skor sebesar 90,36% masuk dalam Kategori “SANGAT BAIK”. Upaya ini merupakan kerja keras dari seluruh pihak di Angkasa Pura II. Kami tentunya berharap bahwa skor ini dapat terus dipertahankan dan implementasi GCG akan kami laksanakan dengan sebaik-baiknya.

PENGEMBANGAN SUMBER DAYA MANUSIA (SDM)

Untuk mendukung pencapaian kinerja yang telah ditargetkan, Perusahaan mempunyai komitmen untuk terus mengembangkan potensi karyawan sebagai stakehoders utama Perusahaan. Secara konsisten dan berkesinambungan, pengembangan potensi karyawan dilaksanakan melalui proses pembelajaran, antara lain menyelenggarakan berbagai pendidikan, pelatihan dan workshop baik secara internal maupun secara eksternal

IMPLEMENTATION OF GOOD CORPORATE GOVERNANCE

Angkasa Pura II further strengthens its commitment to apply the principles of good corporate governance so that it continues to grow and develop sustainably in the long term. The consistent implementation of GCG will strengthen the Company’s competitive position, maximize the value of the Company, manage resources and risks more efficiently and effectively, which in turn will strengthen the trust of shareholders and stakeholders.

During 2020, the Company continued to strive to achieve this by following up on the results of the previous GCG assessment, socializing the Code of Conduct to all Angkasa Pura II employees, both old and new employees, building commitments from the Board of Commissioners and Board of Directors through the renewal of the Integrity Pact and Commitment to Implementing GCG, updating the Good Corporate Governance (CoCG) Guidelines, carrying out the 2020 GCG assessment, and strengthening the Violation Reporting System by providing various media that facilitate reporting, conducting satisfaction surveys for Angkasa Pura II vendors/partners, socializing the Company’s gratification control program, and participate in the Annual Report Award. All of these efforts demonstrate Angkasa Pura II’s strong commitment and consistency.

The results of the last GCG assessment carried out in 2020 were carried out by means of a GCG self-assessment. The results of the Company’s GCG assessment in 2020 obtained a score of 90.36% in the “VERY GOOD” category. This effort is the hard work of all parties at Angkasa Pura II. We certainly hope that this score can be maintained and the implementation of GCG will be carried out as well as possible.

HUMAN RESOURCE DEVELOPMENT (HR)

To support the achievement of the targeted performance, the Company is committed to continuously developing the potential of its employees as the Company’s main stakeholders. Consistently and continuously, the development of employee potential is carried out through a learning process, including organizing various education, training and workshops both internally and externally in collaboration with educational institutions. This education and training is


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bekerjasama dengan lembaga pendidikan. Pendidikan dan pelatihan ini diharapkan dapat meningkatkan pengetahuan dan keterampilan pekerja dalam meningkatkan produktivitas kerja, pengelolaan risiko, budaya perusahaan serta profesionalitas.

Pada tahun 2020, jumlah karyawan Angkasa Pura II sebanyak 10.082 orang. Untuk pengembangan kompetensi karyawan, Angkasa Pura II telah mengikuti berbagai public training baik dalam negeri maupun luar negeri dan menyelenggarakan inhouse training dengan total partisipasi karyawan sebanyak 8.272 orang dan total biaya pengembangan mencapai Rp15,40 miliar.

PELAKSANAAN TANGGUNG JAWAB SOSIAL

Komitmen Perusahaan dalam melaksanakan tanggung jawab sosial perusahaan tertuang dengan Kebijakan Corporate Social Responsibility (CSR)/ Tanggung Jawab Sosial dan Lingkungan (TJSL) PT Angkasa Pura II (Persero). Perseroan menjalankan kegiatan usaha secara berkelanjutan dengan mempertimbangkan aspek Ekonomi, Sosial dan Lingkungan dimana semua kebijakan operasi maupun produk memberikan dampak positif bagi ketiga aspek tersebut.

Pelaksanaan kegiataan tanggung jawab sosial perusahaan pada tahun 2020 menitik-beratkan pada aspek pemberdayaan ekonomi dan sosial masyarakat serta kepedulian terhadap kelestarian lingkungan hidup melalui Program Kemitraan dan Bina Lingkungan (PKBL). Pada tahun 2020, Angkasa Pura II telah menyalurkan dana program kemitraan dan bina lingkungan serta kegiatan CSR, sebagai berikut:

DanaFund

Program KemitraanPartnership Program

Program Bina LingkunganEnvironment Development

Program

Kegiatan CSRCSR Activities

AnggaranBudget

47,07 29,50 6,70

PenggunaanUsage

26,64 29,07 3,94

Tingkat PenyerapanAbsorption Rate

56,6% 98,5% 58,8%

Anggaran dan Penggunaan Dana 2020 (dalam Miliar Rupiah)2020 Budget and Use of Funds (in billion Rupiah)

expected to increase the knowledge and skills of workers in increasing work productivity, risk management, corporate culture and professionalism.

In 2020, the number of Angkasa Pura II employees is 10,082 people. For employee competency development, Angkasa Pura II has participated in various public trainings both domestically and abroad and held in-house training with a total employee participation of 8,272 people and a total development cost of Rp15.40 billion.

IMPLEMENTATION OF SOCIAL RESPONSIBILITY

The Company’s commitment in carrying out corporate social responsibility is stated in the Corporate Social Responsibility (CSR) Policy / Social and Environmental Responsibility (SER) of PT Angkasa Pura II (Persero). The Company carries out business activities in a sustainable manner by considering the Economic, Social and Environmental aspects where all operating and product policies have a positive impact on these three aspects.

The implementation of corporate social responsibility activities in 2020 will focus on aspects of community economic and social empowerment and concern for environmental sustainability through the Partnership and Community Development Program (PKBL). In 2020, Angkasa Pura II has distributed funds for partnership and environmental development programs as well as CSR activities, as follows:


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NamaName

JabatanPosition

Dasar PengangkatanBasis of Appointment

Muhammad Awaluddin Direktur UtamaPresident Director

Surat Keputusan Menteri BUMN selaku Pemegang Saham PT AP II Nomor: SK-227/MBU/09/2016 tanggal 9 September 2016.Decree of the Minister of SOEs as Shareholder of PT AP II Number: SK-227/MBU/09/2016 dated September 9, 2016.

Edwin Hidayat Wakil Direktur UtamaVice President Director

Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham Perusahaan Perseroan PT Angkasa Pura II Nomor SK-271/MBU/11/2019 tanggal 18 November 2019Decree of the Minister of SOEs as the General Meeting of Shareholders of the Company PT Angkasa Pura II Number SK-271/MBU/11/2019 dated November 18, 2019

Ajar Setiadi Direktur Human CapitalDirector of Human Capital

Surat Keputusan Menteri BUMN nomor SK-188/MBU/08/2019 tanggal 26 Agustus 2019.Decree of the Minister of SOEs numbers SK-188 / MBU / 08/2019 dated August 26, 2019.

Armand Hermawan Direktur Transformasi dan Portofolio StrategisDirector of Transformation & Strategic Portfolio

Surat Keputusan Menteri BUMN nomor SK-188/MBU/08/2019 tanggal 26 Agustus 2019.Decree of the Minister of SOEs numbers SK-188 / MBU / 08/2019 dated August 26, 2019.

Muhamad Wasid Direktur Operasi dan PelayananDirector of Operations & Services

Surat Keputusan Menteri BUMN selaku Pemegang Saham PT AP II Nomor: SK-67/MBU/03/2020 tanggal 2 Maret 2020.Decree of the Minister of SOEs as Shareholder of PT AP II Number: SK-67/MBU/03/2020 dated March 2, 2020.

Agus Wialdi Direktur TeknikDirector of Engineering


Ghamal Peris Aulia Direktur KomersialDirector of Commercial


Wiweko Probojakti Direktur KeuanganDirector of Finance


Komposisi Direksi 20202020 Board of Directors Composition

PERUBAHAN KOMPOSISI DIREKSI

Selama tahun 2020, terdapat perubahan susunan Direksi dengan adanya pergantian anggota Direksi. Pergantian anggota Direksi berdasarkan Keputusan Menteri BUMN selaku Pemegang Saham PT Angkasa Pura II (Persero) Nomor: SK-67/MBU/03/2020 tentang pemberhentian Sdr. Djoko Murjatmodjo, Sdr. Daan Achmad, Sdr. Ituk Herarindri, Sdr. Bayu Rafisukmawan selaku anggota Direksi dan selanjutnya pengangkatan Sdr. Ghamal Peris Aulia, Sdr. Agus Wialdi, Sdr. Muhammad Wasid, Sdr. Wiweko Probojakti selaku anggota Direksi. Adapun komposisi Direksi per 31 Desember 2020 sebagaimana tercantum dalam tabel berikut:

CHANGES IN BOARD OF DIRECTORS COMPOSITION

During 2020, there was a change in the composition of the Board of Directors with the change of members of the Board of Directors. Replacement of members of the Board of Directors based on the Decree of the Minister of SOEs as Shareholders of PT Angkasa Pura II (Persero) Number: SK-67/MBU/03/2020 regarding the dismissal of Mr. Djoko Murjatmodjo, Mr. Daan Ahmad, Mr. That's Herarindri, Mr. Bayu Rafisukmawan as a member of the board of directors and subsequently the appointment of Mr. Ghamal Peris Aulia, Mr. Agus Wialdi, Mr. Muhammad Wasid, Mr. Wiweko Probojakti as a member of the Board of Directors. The composition of the Board of Directors as of December 31, 2020 is as listed in the following table:


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PENUTUP

Atas semua pencapaian tersebut, kami ingin menyampaikan penghargaan yang setinggi-tingginya atas dedikasi yang telah ditunjukkan oleh para pegawai. Kami juga berterima kasih kepada Dewan Komisaris, para pemegang saham, mitra usaha, dan pelanggan atas kepercayaan yang telah diberikan. Direksi mengajak kepada semua jajaran Perusahaan untuk tetap optimis dalam menghadapi tantangan di masa depan. Kami yakin bahwa dengan kerjasama yang baik, semua kesulitan dan tantangan yang berat akan dapat kita lalui dengan baik.

Jakarta, 2021PT Angkasa Pura II (Persero)

Atas Nama Direksi,On Behalf of the Board of Directors

MUHAMMAD AWALUDDIN Direktur UtamaPresident Director

CLOSING

For all these achievements, we would like to express our highest appreciation for the dedication shown by the employees. We also thank the Board of Commissioners, shareholders, business partners, and customers for the trust that has been given. The Board of Directors invites all levels of the Company to remain optimistic in facing future challenges. We believe that with good cooperation, we will be able to overcome all difficulties and difficult challenges.


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40

Pernyataan Tanggung Jawab Atas Laporan Tahunan PT Angkasa Pura II (Persero) Tahun Buku 2020Statement of Responsibility on the Annual Report of PT Angkasa Pura II (Persero) Book Year 2020

Kami yang bertanda tangan di bawah ini, menyatakan bahwa semua informasi dalam Laporan Tahunan PT Angkasa Pura II (Persero) tahun 2020, telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi Laporan Tahunan ini.

Demikian pernyataan ini dibuat dengan sebenarnya.

We the undersigned hereby declare that all the information contained in the 2020 Annual Report of PT Angkasa Pura II (Persero) has been presented completely in its entirely, and that we assume full responsibility for the accuracy of content as stated in this Annual Report.

Thus this statement is made truthfully.

Jakarta, Juni 2021 | Jakarta, June 2021

Dewan KomisarisBoard of Commissioners

ABDUL MUISKomisaris

Commissioner

DODI ISKANDARKomisaris

Commissioner



TUBAGUS FIKI CHIKARA SATARIKomisaris

Commissioner

MOCHTAR HUSEINWakil Komisaris Utama

Deputy President Commissioner

ANDUS WINARNOKomisaris

Commissioner


Pernyataan

Tanggu

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Tahu

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PT An

gkasa Pura II (Persero) Tah

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Statement of Responsibility on the Annual Report of PT Angkasa Pura II (Persero) Book Year 2020

41

DireksiBoard of Directors

MUHAMMAD AWALUDDINPresiden DirekturPresident Director

AJAR SETIADIDirektur Human Capital

Director of Human Capital

MUHAMMAD WASIDDirektur Operasi dan Pelayanan

Director of Operations and Services

GHAMAL PERIS AULIADirektur Komersial

Director of Commercial

EDWIN HIDAYATWakil Direktur UtamaVice President Director

ARMAND HERMAWANDirektur Transformasi dan Portofolio Strategis

Director of Transformation and Strategic Portfolio

AGUS WIALDIDirektur Teknik

Director of Engineering

WIWEKO PROBOJAKTIDirektur KeuanganDirector of Finance

Logo Angkasa Pura II disebut sebagai sky city atau dunia tanpa batas, terdiri dari simbol bola dunia Angkasa Pura II yang melambangkan kesiapan seluruh jajaran

Angkasa Pura II untuk bersaing di era globalisasi dengan tekad bulat menyambut pelanggannya dengan layanan sempurna ditunjang dengan sistem kerja kelas

satu yang dinamis berstandar internasional. Marka Angkasa Pura II menampilkan kepribadian yang kokoh dan bertanggung jawab, didukung oleh kesiapan dan

komitmen dari manajemen dan seluruh staff Angkasa Pura II.

Angkasa Pura II logo is referred to as sky city or a world without borders, consisting of Angkasa Pura II globe symbol, which symbolizes the readiness of all ranks of Angkasa Pura II to compete

in the era of globalization with determination to welcome its customers with perfect services supported by dynamic first-class international standards. Angkasa Pura II marking displays

a strong and responsible personality, supported by the readiness and commitment of the management and entire staff of Angkasa Pura II.

Nama PerusahaanCompany Name



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Identitas PerusahaanCorporate Identity

Jenis/Badan Hukum PerusahaanType / Legal Entity of Company

Badan Usaha Milik NegaraState Owned Enterprises

Bidang UsahaLine of Business

1. Kegiatan usaha utama yaitu:a. Pelayanan Jasa Kebandarudaraan;b. Pelayanan Jasa Terkait Bandar Udara.

2. Kegiatan usaha dalam rangka optimalisasi pemanfaatan sumber daya yang dimiliki PT Angkasa Pura II (Persero) yang berada di luar daerah lingkungan kerja bandar udara.

1. Main business activities are:a. Airport Services;b. Airport-Related Services.

2. Business activities in the context of optimizing the utilization of resources owned by PT Angkasa Pura II (Persero) which are outside the airport working environment.

KepemilikanOwnership

100% dimiliki oleh Negara Republik Indonesia100% owned by the Republic of Indonesia

Tanggal PendirianDate of Establishment

13 Agustus 1984August 13, 1984

Dasar Hukum PendirianLegal Basis of Establishment

• Peraturan Pemerintah (PP) Nomor 20 Tahun 1984 tentang Perseroan Umum (Perum) Pelabuhan Udara Jakarta Cengkareng;

• PP Nomor 26 Tahun 1986 tentang Perubahan Nama Perseroan Umum (Perum) Pelabuhan Udara Jakarta Cengkareng Menjadi Perseroan Umum (Perum) Angkasa Pura II.

• PP Nomor 14 Tahun 1992 tentang pengalihan bentuk Perseroan Umum (Perum) Angkasa Pura II menjadi Perseroan (Persero).

• Dalam rangka pelaksanaan PP No. 14 Tahun 1992 telah ditandatangani Akta Pendirian Perseroan Terbatas Angkasa Pura II Nomor 3 Tanggal 2 Januari 1993, sebagaimana diperbaiki dengan Akta Pembetulan No.96 Tanggal 19 Maret 1993.

• Government Regulation (PP) No. 20 Year 1984 concerning Perum Pelabuhan Udara Jakarta Cengkareng.

• PP No. 26 Year 1986 concerning the Change of Name from Perum Pelabuhan Udara Jakarta Cengkareng to Perum Angkasa Pura II.

• PP No. 14 Year 1992 concerning the Change of Legal Entity Status from Perum Angkasa Pura II to a Limited Liability Company (Persero).

• In the context of implementing PP No. 14 Year 1992 was signed the Deed of Establishment of Angkasa Pura II Limited Liability Company No. 3 dated January 2, 1993, as amended by the Deed of Amendment No. 96 dated March 19, 1993.

Modal DasarAuthorized Capital

Rp63.886.608.000Rp63,886,608,000

Contact Center [email protected] AP II Contact Center

138 www.angkasapura2.co.id @contactap2

@angkasapura2


Iden

titas Perusah

aanCorporate Identity

Modal Ditempatkan dan Disetor Penuh :Rp 2.607.823.800.000,- (dua triliun enam ratus tujuh miliar delapan ratus dua puluh tiga juta delapan ratus ribu rupiah)Issued and Fully Paid-In Capital : Rp. 2,607,823,800,000, - (two trillion six hundred seven billion eight hundred twenty-three million eight hundred thousand rupiah)

Rp15.971.652.000.000Rp15,971,652,000,000

Kantor PusatHead Office

Building 600, Soekarno-Hatta International AirportPO BOX 1001/ BUSH Jakarta 19120, Indonesia

Jumlah KaryawanNumber of Employees

10.082 orang10,082 people

Website Website

www.angkasapura2.co.id

Layanan InformasiInformation Service

Building 600, Soekarno-Hatta International AirportPO BOX 1001/ BUSH Jakarta 19120, Indonesia(+62-21) 550 5079, 550 5074

Tindakan dan AksiEffort and ActionMerupakan simbol akan tindakan yang dilandasi dengan semangat kerja yang tinggi dan komitmen dari Angkasa Pura II demi menghasilkan aksi dan performa berkelas demi kenyamanan dan keselamatan pelanggan.A symbol of action based on the spirit of work and commitment of PT Angkasa Pura II in providing international quality services with emphasis on customer comfort and safety.

Kepemimpinan dan PertumbuhanLeadership and Growth

Merupakan simbol akan kepemimpinan yang tegas, stabil dan

terarah demi menuju pertumbuhan yang sehat dan berkembang.

A symbol of direction of decisive leadership, integrity, and direction towards healthy corporate growth.

LogistikLogistic

Merupakan simbol pergerakan logistik yang stabil dan terus tumbuh

dan berkembang pesat, termasuk dalam segi pengadaan, perawatan,

penyediaan dan ketenagaan.A symbol of stable logistics movement

that continues to grow and develop rapidly, including in procurement,

maintenance, supply, and workforce.

KemakmuranProsperityMerupakan simbol kemakmuran dari Angkasa Pura II hasil dari kerja keras dan komitmen tinggi akan kinerja Angkasa Pura II demi memberikan hasil yang maksimal bagi pemegang saham, manajemen, staf dan Negara Indonesia.A symbol of prosperity as the fruit of success that will be gained from the hard work of Angkasa Pura II for shareholders, management, employees, and Indonesia.


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LOGO PERUSAHAANCOMPANY LOGO

Logo Angkasa Pura II disebut sebagai sky city atau dunia tanpa batas, terdiri dari simbol bola dunia Angkasa Pura II yang melambangkan kesiapan seluruh jajaran Angkasa Pura II untuk bersaing di era globalisasi dengan tekad bulat menyambut pelanggannya dengan layanan sempurna ditunjang dengan sistem kerja kelas satu yang dinamis berstandar internasional. Marka Angkasa Pura II menampilkan kepribadian yang kokoh dan bertanggung jawab, didukung oleh kesiapan dan komitmen dari manajemen dan seluruh staff Angkasa Pura II.

Angkasa Pura II logo is referred to as sky city or a world without borders, consisting of Angkasa Pura II globe symbol, which symbolizes the readiness of all ranks of Angkasa Pura II to compete in the era of globalization with determination to welcome its customers with perfect services supported by dynamic first-class international standards. Angkasa Pura II marking displays a strong and responsible personality, supported by the readiness and commitment of the management and entire staff of Angkasa Pura II.


Riw

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sahaan

Brief History of the Com

pany

Riwayat Singkat PerusahaanBrief History of the Company

PT Angkasa Pura II (Persero) merupakan salah satu Badan Usaha Milik Negara di Lingkungan Kementerian Perhubungan yang bergerak dalam bidang usaha pelayanan jasa kebandarudaraan dan pelayanan jasa terkait bandar udara di beberapa wilayah Indonesia. PT Angkasa Pura II (Persero) telah mendapatkan kepercayaan dari Pemerintah Republik Indonesia untuk mengelola dan mengupayakan pengusahaan Pelabuhan Udara Jakarta Cengkareng yang kini berubah nama menjadi Bandara Internasional Soekarno-Hatta serta Bandara Halim Perdanakusuma sejak 13 Agustus 1984.

PT Angkasa Pura II (Persero) pertama kali didirikan dalam bentuk Perseroan Umum dengan nama Perseroan Umum Pelabuhan Udara Jakarta Cengkareng berdasarkan Peraturan Pemerintah Republik Indonesia No. 20 tanggal 13 Agustus 1984 tentang Perseroan Umum (Perum) Pelabuhan Udara Jakarta Cengkareng, sebagaimana diumumkan dalam Lembaran Negara Republik Indonesia No. 30 Tahun 1984. Pada tanggal 19 Mei 1986 melalui Peraturan Pemerintah Republik Indonesia No. 26 tanggal 19 Mei 1986 tentang Perubahan Nama Perseroan Umum (Perum) Pelabuhan Udara Jakarta Cengkareng Menjadi Perseroan Umum (Perum) Angkasa Pura II, sebagaimana diumumkan dalam Lembaran Negara Republik Indonesia No. 36 Tahun 1986 dilakukan perubahan nama dari Perseroan Umum Pelabuhan Udara Jakarta Cengkareng menjadi Perseroan Umum Angkasa Pura II. Selanjutnya, pada 17 Maret 1992 bentuk badan hukum Perseroan berubah dari Perseroan Umum menjadi Perseroan (Persero) melalui Peraturan Pemerintah Republik Indonesia No. 14 tanggal 17 Maret 1992 tentang Pengalihan Bentuk Perseroan Umum (Perum) Angkasa Pura II Menjadi Perseroan (Persero), sebagaimana diumumkan dalam Lembaran Negara Republik Indonesia No. 25 Tahun 1992 berubah menjadi Perusahaan Perseroan (Persero) (“PP No. 14/1992”). Dalam rangka pelaksanaan PP No. 14/1992 telah ditandatangani Akta Pendirian Perseroan Terbatas Angkasa Pura II No. 3 tanggal 2 Januari 1993, sebagaimana diperbaiki dengan Akta Pembetulan No. 96 tanggal 19 Maret 1993 keduanya dibuat di hadapan Muhani Salim S.H., Notaris di Jakarta, yang telah memperoleh pengesahan Menteri Kehakiman berdasarkan Keputusan No. C2-2471.HT.01.01.th.93 tanggal 24 April 1993 dan telah didaftarkan pada Kepaniteraan Pengadilan Negeri Tangerang No. HT.01.08.995/PN.NG tanggal 29 Juni 1995 dan telah diumumkan dalam Berita Negara Republik Indonesia No. 63 tanggal 8 Agustus 1995, Tambahan Berita Negara

PT Angkasa Pura II (Persero) is one of the State-Owned Enterprises in the Ministry of Transportation engaged in airport services and airport-related services in several parts of Indonesia. Angkasa Pura II has earned the trust of the Government of Republic of Indonesia to manage and develop the business of Jakarta Cengkareng Airport that has changed its name into Soekarno-Hatta International Airport, as well as Halim Perdanakusuma Airport since August 13, 1984.

PT Angkasa Pura II (Persero) was first established in the form of a Public Company under the name of Perum Pelabuhan Udara Jakarta Cengkareng through Government Regulation of the Republic of Indonesia No. 20 dated August 13, 1984 concerning Perum Pelabuhan Udara Jakarta Cengkareng, as published in the State Gazette of the Republic of Indonesia No. 30 Year 1984. On May 19, 1986 through Government Regulation of the Republic of Indonesia No. 26 dated May 19, 1986 concerning the Change of Name of Perum Pelabuhan Udara jakarta Cengkareng to Perum Angkasa Pura II, as published in State Gazette of the Republic of Indonesia No. 36 Year 1986, the name was changed from Perum Pelabuhan Udara Jakarta Cengkareng to Perum Angkasa Pura II. Furthermore, on March 17, 1992, the form of the Company’s legal entity was changed from Perum to a Limited Liability Company (Persero) through Government Regulation of the Republic of Indonesia No. 14 dated March 17, 1992 concerning the Change of Legal Entity Status from Perum Angkasa Pura II to a Limited Liability Company (Persero), as published in State Gazette of the Republic of Indonesia No. 25 Year 1992 changed into Limited Liability Company (Persero) (“PP No. 14/1992”). In the context of implementing PP No. 14/1992 has been signed the Deed of Establishment of Angkasa Pura II Limited Liability Company (Persero) No. 3 dated January 2, 1993, as amended by the Deed of Amendment No. 96 dated March 19, 1993, both were made before Notary Muhani Salim S.H., Notary in jakarta, which was approved by the Minister of Justice in its Decree No. C2-2471.HT.01.01.th.93 dated April 24, 1993 and has been registered to the Registrar of the Tangerang District Court No. HT.01.08.995/PN.NG dated June 29, 1995 and has been published in State Gazette of the Republic of Indonesia No. 63 dated August 8, 1995, Supplement to the State Gazette of the Republic of Indonesia No. 6582. Since its establishment, the Company’s Articles of Association have been amended several times, among others, in the context of adjustment to Law No. 40 Year 2007 concerning Limited Liability Companies through Notarial Deed No. 38


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Republik Indonesia No. 6582. Sejak pendirian, Anggaran Dasar Perseroan beberapa kali mengalami perubahan antara lain dalam rangka penyesuaian dengan Undang-undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas melalui Akta Notaris Silvia Abbas Sudrajat S.H., SpN. Nomor 38 tanggal 18 November 2008 yang telah disetujui dan ditetapkan dengan Keputusan Menteri Hukum dan Hak Asasi Manusia Nomor AHU-98879.AH.01.02 Tahun 2008 Tanggal 22 Desember 2008 (Berita Negara RI Tahun 2009 nomor 10, Tambahan Berita Negara RI Nomor 3214), sebagaimana telah diubah terakhir dengan Akta Nomor 8 Tanggal 6 Desember 2019, yang dibuat dihadapan Notaris Maya Veronica, S.H., M.Kn. di Tangerang, yang telah disetujui dan ditetapkan dengan Keputusan Menteri Hukum dan Hak Asasi Manusia Republik Indonesia Nomor AHU-0242940.AH.01.11.TAHUN 2019 Tentang Persetujuan Perubahan Anggaran Dasar Perseroan Terbatas Perusahaan Perseroan (Persero) PT Angkasa Pura II Tanggal 17 Desember 2019.

Berdirinya Angkasa Pura II bertujuan untuk menjalankan pengelolaan dan pengusahaan dalam bidang jasa kebandarudaraan dan jasa terkait bandar udara dengan mengoptimalkan pemberdayaan potensi sumber daya yang dimiliki perusahaan dan penerapan praktik tata kelola perusahaan yang baik. Hal tersebut diharapkan agar dapat menghasilkan produk dan layanan jasa yang bermutu tinggi dan berdaya saing kuat sehingga dapat meningkatkan nilai perusahaan dan kepercayaan masyarakat.

dated November 18, 2008 of Silvia Abbas Sudrajat S.H., SpN. which was approved and stipulated by Decree of the Minister of Law and Human Rights No. AHU-98879. AH.01.02 Tahun 2008 dated December 22, 2008 (State Gazette of the Republic of Indonesia Year 2009 No. 10, Supplement to the State Gazette of the Republic of Indonesia No. 3214), as lastly amended by Deed No. 8 dated December 6, 2019, made before Notary Maya Veronica, S.H., M.Kn. in Tangerang, which was approved and stipulated by Decree of the Minister of Law and Human Rights of the Republic of Indonesia No. AHU-0242940.AH.01.11.TAHUN 2019 concerning the Approval of the Articles of Association of PT Angkasa Pura II Limited Liability Company (Persero) dated December 17, 2019.

The establishment of Angkasa Pura II is to carry out the management and business of airport services and airportrelated services by optimizing the utilization of potential resources owned by the Company and implementing good corporate governance practices. This is expected to be able to produce high-quality products and services that are highly competitive so as to increase corporate value and public trust.


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Brief History of the Com

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Kiprah Angkasa Pura II selama 30 tahun, telah menunjukkan kemajuan dan peningkatan usaha yang pesat dalam bisnis jasa kebandarudaraan melalui penambahan berbagai sarana prasarana dan peningkatan kualitas pelayanan pada bandara yang dikelolanya.

Angkasa Pura II telah mengelola 19 Bandara, antara lain yaitu Bandara Internasional Soekarno-Hatta (Tangerang), Bandara Halim Perdanakusuma (Jakarta), Bandara Internasional Kualanamu (Deli Serdang), Bandara Internasional Supadio (Pontianak), Bandara Internasional Minangkabau (Padang), Bandara Internasional Sultan Mahmud Badaruddin II (Palembang), Bandara Internasional Sultan Syarif Kasim II (Pekanbaru), Bandara Internasional Husein Sastranegara (Bandung), Bandara Internasional Sultan Iskandar Muda (Banda Aceh), Bandara Raja Haji Fisabilillah (Tanjungpinang), Bandara Sultan Thaha (Jambi), Bandara Depati Amir (Pangkalpinang), Bandara Internasional Silangit (Tapanuli Utara), Bandara Internasional Banyuwangi (Banyuwangi), Bandara Internasional Kertajati (Majalengka), Bandara Tjilik Riwut (Palangkaraya), Bandara Fatmawati Soekarno (Bengkulu), Bandara Internasional HAS Hanandjoeddin (Tanjung Pandan) dan Bandara Radin Inten II (Lampung).

Selama kurun waktu beberapa tahun terakhir, Angkasa Pura II telah berhasil memperoleh berbagai penghargaan dari berbagai instansi. Penghargaan yang diperoleh merupakan bentuk apresiasi kepercayaan masyarakat atas performance perusahaan dalam memberikan pelayanan.

Sebagai Badan Usaha Milik Negara, Angkasa Pura II selalu melaksanakan kewajiban untuk membayar dividen kepada negara selaku pemegang saham. Angkasa Pura II juga senantiasa berkomitmen untuk memberikan pelayanan yang terbaik dan perlindungan konsumen kepada pengguna jasa bandara, menerapkan praktik tata kelola perusahaan yang baik, meningkatkan kesejahteraan karyawan dan keluarganya serta meningkatkan kepedulian sosial terhadap masyarakat umum dan lingkungan sekitar bandara melalui program Corporate Social Responsibility (CSR).

For over 30 years, Angkasa Pura II track records have shown incredible business progress and improvement in the airport services business through the addition of various infrastructure and facilities as well as improved services quality at the airports under its management.

Angkasa Pura II has managed 19 airports, including Soekarno-Hatta International Airport (Tangerang), Halim Perdanakusuma Airport (Jakarta), Kualanamu International Airport (Deli Serdang), Supadio International Airport (Pontianak), Minangkabau International Airport (Padang), International Airport Sultan Mahmud Badaruddin II (Palembang), Sultan Syarif Kasim II International Airport (Pekanbaru), Husein Sastranegara International Airport (Bandung), Sultan Iskandar Muda International Airport (Banda Aceh), Raja Haji Fisabilillah Airport (Tanjungpinang), Sultan Thaha Airport (Jambi) , Depati Amir Airport (Pangkalpinang), Silangit International Airport (North Tapanuli), Banyuwangi International Airport (Banyuwangi), Kertajati International Airport (Majalengka), Tjilik Riwut Airport (Palangkaraya), Fatmawati Soekarno Airport (Bengkulu), HAS Hanandjoeddin International Airport (Tanjung Pandan) and Radin Inten II Airport (Lampung).

Over the past several years, Angkasa Pura II has earned numerous awards from various institutions. These awards represent the trust and appreciation of the public in recognition of the Company’s performance in providing its services.

As a State-Owned Enterprise, Angkasa Pura II has consistently met its obligation to pay dividends to the state as its shareholder. Angkasa Pura II is also constantly committed to provide the best services and consumer protection to airport services users, implement good corporate governance practices, improve the welfare of employees and their families, and increase social awareness to the surrounding communities and environment through Corporate Social Responsibility (CSR) programs.


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Jejak Langkah PerusahaanCompany Milestones

1984 Pendirian Perum Pelabuhan Udara CengkarengEstablishment of the Public Company (Perum) Cengkareng Airport

1993 Pendirian PT (Persero) Angkasa Pura II berdasarkan akta Notaris Muhani Salim, SH, No.3 tanggal 2 Januari 1993Establishment of PT (Persero) Angkasa Pura II based on the Notarial Deed of Muhani Salim, SH, No. 3 dated January 2nd, 1993

1986 Perubahan nama Perum Pelabuhan Udara Cengkareng menjadi Perum Angkasa Pura IIRenaming Perum Cengkareng Airport into Perum Angkasa Pura II

1998 Manajemen Kantor Cabang Utama PT (Persero) Angkasa Pura II Bandar Udara Soekarno-Hatta terbentukManagement of the Main Branch Office of PT (Persero) Angkasa Pura II at Soekarno-Hatta Airport was formed

1985 Pemindahan operasi penerbangan berjadwal dari Kemayoran dan Halim Perdanakusuma ke Bandara Internasional Soekarno-HattaTransfer of scheduled flight operations from Kemayoran and Halim Perdanakusuma to Soekarno-Hatta International Airport

1994 Perusahaan mendapat tugas mengelola Bandara Polonia Medan, Simpang Tiga Pekanbaru, Tabing PadangThe Company is tasked to manage Airports of Polonia Medan, Simpang Tiga Pekanbaru, Tabing Padang

1991 Serah terima kepemilikan dan pengoperasian Bandara Sultan Mahmud Badaruddin II Palembang dari Ditjen Perhubungan Udara ke Perum Angkasa Pura II Handover of ownership and operations of Sultan Mahmud Badaruddin II Airport - Palembang from the Directorate General of Air Transportation to Perum Angkasa Pura II

1999 Dilakukan perubahan nama Bandara Simpang Tiga menjadi Bandara Sultan Syarif Kasim II Renaming Simpang Tiga Airport into Sultan Syarif Kasim II Airport


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2000 Serah terima operasi Bandara Kijang Tanjung Pinang dari Ditjen Perhubungan Udara ke Angkasa Pura IIHandover of Kijang Tanjung Pinang Airport operations from the Directorate General of Air Transportation to Angkasa Pura II

2007 Bandara Depati Amir, Pangkal Pinang, dan Sultan Thaha resmi dikelola PT Angkasa Pura II (Persero)Officially manage Depati Amir Airport in Pangkalpinang and Sultan Thaha Airport in Jambi

2005 Peresmian penggunaan Bandara Internasional Minangkabau, Ketaping, Sumatera Barat, oleh Presiden RI Inauguration of Minangkabau International Airport, Ketaping, West Sumatra, by President of the Republic of Indonesia

2004 Peresmian penggunaan Terminal Khusus Haji Bandara Soekarno-Hatta oleh Menteri Agama dan Menteri PerhubunganInauguration of Pilgrims Special Terminal at Soekarno-Hatta Airport by the Minister of Religious Affairs and Minister of Transportation

2008 Perencanaan Program Bersih Bandara “Clean Airport Action” dan peresmian fasilitas umum di Bandara Declaration of “Clean Airport Action” and inauguration of public facilities at Soekarno-Hatta Airport

2006 • Peletakkan batu pertama pembangunan Bandara Internasional Kualanamu

oleh Wakil Presiden 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• Official Ceremony of Indonesian Workers Lounge at Soekarno-Hatta

International Airport by The President of Republic Indonesia• Signing of PT Railink’s Deed of Incorporation between PT Angkasa Pura II

(Persero) and PT Kereta Api Indonesia


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2009 Peresmian Eco & Modern Terminal, yakni Terminal 3 Bandara Soekarno-Hatta Inauguration of Eco & Modern Terminal, namely the Terminal 3 of Soekarno-Hatta Airport

2013 • Serah terima dan peresmian pengalihan operasional Bandara Silangit dari

Kementerian Perhubungan kepada Angkasa Pura II• Bandara Internasional Kualanamu mulai beroperasi• Terminal baru Bandara Raja Haji Fisabilillah mulai beroperasi• Handover and inauguration of Silangit Airport operational transfer from the Ministry of

Transportation to Angkasa Pura II• Kualanamu International Airport commenced operations• New terminal of Raja Haji Fisabilillah Airport commenced operations

2010 • Sosialisasi rencana pengembangan Bandara Soekarno-Hatta

sebagai Indonesia gateway• Peresmian kembali Terminal 1C di Bandara Soekarno-Hatta• Socialization of Soekarno-Hatta development plan as Indonesia

gateway• Inauguration of the reopening of Terminal 1C at Soekarno-Hatta Airport

2014 Peluncuran logo baru “Sky City”.Launching of new “Sky City” logo.

2011• Groundbreaking pembangunan Terminal

Bandara Depati Amir• Groundbreaking pembangunan Terminal

Bandara Supadio• Ground breaking of Depati Amir Airport

Terminal construction• Ground breaking of Supadio Airport

Terminal construction

2012 • Penandatanganan nota kesepahaman mengenai sister

airport dengan Incheon International Airport Corporation• Peresmian pengoperasian terminal baru Bandara Sultan

Syarif Kasim II• Signing of the Memorandum of Understanding with Incheon

International Airport Corporation on Sister Airport• Inauguration of new terminal of Sultan Syarif Kasim II

Airport


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2015 Pengangkatan Direksi Baru PT Angkasa Pura II (Persero) di Kementerian BUMNAppointment of The New PT Angkasa Pura II (Persero) Board of Director at Ministry of SOEs.

2016 Pada tanggal 9 Agustus 2016, Terminal 3 Ultimate Bandara Internasional Soekarno- Hatta secara resmi BeroperasiOn August 9, 2016, Ultimate 3 Terminal of Soekarno- Hatta International Airport was officially operated.

2017 • PT Angkasa Pura II (Persero) mulai 6 Januari 2017 resmi melaksanakan soft operation terminal internasional

baru Bandara Internasional Husein Sastranegara, Bandung.• Bandara Depati Amir, Pangkal Pinang, mulai tanggal 11 Januari 2017 beroperasi dengan Terminal Baru yang

modern dan megah serta mengedepankan kearifan lokal.• Bandara Internasional Soekarno-Hatta ditetapkan sebagai pemenang kategori The World’s Most Improved

Airport 2017 dalam ajang World Airport Awards yang diselenggarakan oleh Skytrax• PT Angkasa Pura II (Persero), pengelola 13 bandara di kawasan Barat Indonesia,pada hari Jumat Tanggal

7 April 2017 meresmikan Pusat Layanan Pelanggan Contact Center Airport 138 di kawasan Bandara Internasional Soekarno-Hatta.

• TigabandaradibawahpengelolaanPTAngkasaPuraII(Persero)meraihsertifikatinternasionalterkaitmanajemen mutu ISO 9001:2015 untuk fungsi pelayanan pada Customer Service dan Terminal Inspection Services. Bandara-bandara tersebut adalah Bandara Internasional Soekarno-Hatta di Tangerang, Husein Sastranegara di Bandung, dan Kualanamu di Deli Serdang

• PT Angkasa Pura II (Persero) pada Tanggal 11 September 2017, memulai pendirian Airport Operation Control Center atau AOCC guna mendukung Bandara Internasional Soekarno-Hatta menjadi smart connected airport.

• Pada Minggu, 17 September 2017, atau bertepatan dengan Hari Perhubungan Nasional, Skytrain dioperasikan setelah Kementerian Perhubungan.

• Starting on January 6, 2017, PT Angkasa Pura II (Persero) officially launched soft operations of the new international terminal of Husein Sastranegara International Airport, Bandung.

• Starting on January 11, 2017, Depati Amir Airport, Pangkal Pinang operated with a modern and magnificent New Terminal and puts forward local wisdom.

• Soekarno-Hatta International Airport was designated as the winner of The World’s Most Improved Airport 2017 at the World Airport Awards which was organized by Skytrax.

• PT Angkasa Pura II (Persero), managed of 13 airports in the western region of Indonesia, on Friday, April 7, 2017, inaugurated the 138 Airport Customer Service Contact Center in the Soekarno- Hatta International Airport area.

• Three airports under the management of PT Angkasa Pura II (Persero) won international certificates regarding ISO 9001:2015 quality management for service functions at Customer Service and Terminal Inspection Services. These airports are Soekarno-Hatta International Airport in Tangerang, Husein Sastranegara in Bandung, and Kualanamu in Deli Serdang.

• PT Angkasa Pura II (Persero) on September 11, 2017, began the establishment of Airport Operation Control Center or AOCC to support Soekarno-Hatta International Airport to become a smart connected airport.

• On Sunday, September 17, 2017, or at the same time with National Transportation Day, Skytrain was operated by the Ministry of Transportation.


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2017 • PT Angkasa Pura II (Persero) bersama dengan

sejumlah pihak pada tanggal 17 November 2017 menandatangani nota kesepahaman (Memorandum of Understanding/MoU) terkait pengelolaan dan pengembangan Bandara Jenderal Besar Soedirman di Purbalingga, Jawa Tengah.

• Pada tanggal 24 November 2017 Presiden RepubIik Indonesia Bapak Joko Widodo meresmikan Bandara Internasional Silangit, Siborong-borong, Tapanuli Utara.

• Tanggal 26 Desember 2017 pukul 03.47 Kereta (KA) Bandara Internasional Soekarno-Hatta yang berangkat dari Stasiun Sudirman Baru (BNI City) mulai beroperasi untuk masyarakat umum.

• Pada tanggal 28 Desember 2017, Presiden Joko Widodo meresmikan Terminal Ultimate Bandara Internasional Supadio Pontianak dengan didampingi oleh Menteri Perhubungan Budi Karya Sumadi.

• Prosesi serah terima pengelolaan Bandara Banyuwangi dilakukan pada tanggal 22 Desember 2017 antara Unit Penyelenggara Bandar Udara Ditjen Perhubungan Udara Kementerian Perhubungan dengan PT Angkasa Pura II (Persero).

• PT Angkasa Pura II (Persero) together with a number of parties on November 17, 2017 signed a Memorandum of Understanding/MoU regarding the management and development of Jenderal Besar Soedirman Airport in Purbalingga, Central Java.

• On November 24, 2017, the President of the Republic of Indonesia, Mr. Joko Widodo, inaugurated the Silangit International Airport, Siborong-borong, North Tapanuli.

• On December 26, 2017, at 03.47, Soekarno-Hatta International Airport Train departing from Sudirman Baru (BNI City) Station began operations for the public.

• On December 28, 2017, President Joko Widodo inaugurated the Ultimate Terminal of Supadio International Airport, Pontianak accompanied by the Minister of Transportation, Budi Karya Sumadi.

• The handover process of Banyuwangi Airport management was carried out on December 22, 2017 between Airport Operator Unit of the Directorate General of Air Transportation of the Ministry of Transportation with PT Angkasa Pura II (Persero).

2018 • Penerbitan obligasi melalui Penawaran

Umum Berkelanjutan “Obligasi BerkeIanjutan I Angkasa Pura II Tahun 2018

• Terminal 3 Bandara Internasional Soekarno-Hatta meraih penghargaan sebagai Bandara Terbaik versi Majalah Bandara pada Jum’at, 7 Desember 2018. Penghargaan tersebut diserahkan langsung oleh Menteri Perhubungan Budi Karya Sumadi di Jakarta.

• PT Angkasa Pura II (Persero) bersama dengan PT Sarana Multi Infrastruktur (SMI) melakukan penandatanganan perjanjian kredit investasi dalam meningkatkan pelayanan kebandarudaraan papada 21 November 2018.

• PT Angkasa Pura II berhasil meraih tiga penghargaan pada ajang Stevie Awards 2018. Stevie Awards sendiri merupakan ajang penghargaan bisnis tertinggi di dunia yang memiliki misi memberikan apresiasi terhadap capaian kinerja perusahaan. Penghargaan diserahkan pada 21 Oktober 2018.

• Issuance of bonds through a Continuous Public Offering of “Sustainable Bonds I Angkasa Pura II Year 2018

• Terminal 3 of the Soekarno-Hatta International Airport won an award as Best Airport according to the Airport Magazine on Friday, December 7, 2018. The award was presented directly by the Minister of Transportation, Budi Karya Sumadi in Jakarta.

• PT Angkasa Pura II (Persero) together with PT Sarana Multi Infrastruktur (SMI) signed an investment credit agreement to improve the airport transportation service on November 21, 2018.

• PT Angkasa Pura II won three awards at the 2018 Stevie Awards. Stevie Awards are the highest business award event in the world with the mission of appreciating the achievements of the Company’s performance. The awards were presented on October 21, 2018.


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2018 • Penerbangan

perdana dari Bandara Internasional Kertajati oleh Presiden Joko Widodo pada 24 Mei 2018

• PT Angkasa Pura II (Persero) meraih dua penghargaan untuk kategori Badan Usaha Milik Negara (BUMN) dalam Revolusi Mental Award 2018 yang diselenggarakan oleh majalah BUMN Track. Penghargaan yang diraih oleh perseroan antara lain adalah:1. Gold Winner

“Indonesia Melayani Terbaik”; dan

2. Gold Winner “The Best Leader Revolusi Mental Integritas Terbaik”.

• Inaugural flight from Kertajati International Airport by President Joko Widodo on May 24th, 2018.

• PT Angkasa Pura II (Persero) won 2 awards for the category of State-Owned Enterprise in the 2018 Revolusi Mental Award which was organized by BUMN Track magazine. The awards achieved by the Company include:1. Gold Winner

“Indonesia Melayani Terbaik”; dan

2. Gold Winner “The Best Leader Revolusi Mental Integritas Terbaik”.

2019 • Penandatanganan Nota Kesepahaman antara AP II melalui anak usaha

Angkasa Pura Kargo dengan My Indo Airlines untuk mempertajam penetrasi di bisnis kargo pada tanggal 20 Februari 2019

• Digital Airport Hotel Terminal 3 mendapatkan penghargaan bertaraf internasional "Guest Review Award 2018" dari Booking.com pada 24 Februari 2019

• PT Angkasa Pura II pada 26 Februari 2019 mendapat penghargaan sebagai salah satu perusahaan paling inovatif dengan kategori Innovative Company in Building Airport Digital Lounge dari Majalah Warta Ekonomi berkat inovasi i-MATE Lounge di Bandara Internasional Soekarno-Hatta

• Hotel Horison Sky Kualanamu yang dikelola oleh anak usaha Angkasa Pura Propertindo mendapat penghargaan Guest Review Award 2018 oleh Booking.com pada tanggal 28 Februari 2019.

• Enam bandara yang dikelola oleh Angkasa Pura II mendapat penghargaan dalam Airport Survey Quality (ASQ) Awards 2018 yaitu Bandara Sultan Thaha - Jambi, Bandara Depati Amir - Pangkalpinang, Bandara Sultan Mahmud Badaruddin II - Palembang, bandara Sultan Syarif Kasim II - Pekanbaru, Bandara Silangit - Siborong-borong, dan Bandara Raja Haji Fisabilillah - Tanjung Pinang. Penghargaan diterima pada 7 Maret 2019

• Angkasa Pura II raih penghargaan dalam PR Indonesia Awards 2019 kategori Terpopuler di Media, Manajemen Krisis (Gold), Manajemen Pra Krisis(Silver),AplikasiMobile"InAirport"(Silver),VideoCompanyProfile(Silver), Annual Report (Silver) serta Sustainability Report (Silver) pada 28 Maret 2019

• Signing of the Memorandum of Understanding between Angkasa Pura II through its subsidiary, Angkasa Pura Kargo and My Indo Airlines to further penetrate the cargo business on February 20, 2019.

• Digital Airport Hotel Terminal 3 received an international award of “Guest Review Award 2018” from Booking.com on February 24, 2019.

• On February 26, 2019, PT Angkasa Pura II was awarded as one of the most innovative companies in the category of Innovative Company in Building Airport Digital Lounge from Warta Ekonomi Magazine through its i-MATE Lounge innovation at Soekarno- Hatta International Airport.

• Horizon Sky Hotel Kualanamu which is managed by its subsidiary, Angkasa Pura Propertindo, received the 2018 Guest Review Award by Booking.com on February 28, 2019.

• Six airports managed by Angkasa Pura II received awards in the 2018 Airport Survey Quality (ASQ) Awards namely Sultan Thaha Airport - Jambi, Depati Amir Airport - Pangkalpinang, Sultan Mahmud Badaruddin II Airport - Palembang, Sultan Syarif Kasim II Airport - Pekanbaru, Silangit Airport - Siborong-borong, and Raja Haji Fisabilillah Airport - Tanjung Pinang. The awards were received on March 7, 2019.

• Angkasa Pura II won awards at the 2019 PR Indonesia Awards for the category of Most Popular in Media, Crisis Management (Gold), Pre-Crisis Management (Silver), “InAirport” Mobile Application (Silver), Company Profile Video (Silver), Annual Report (Silver) and Sustainability Report (Silver) on March 28, 2019.


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2019 • Angkasa Pura II mendapat penghargaan Top Digital Innovation & Transformation in Smart Airport Service

dari iTech Magazine pada 2 April 2019• Penandatanganan Nota Kesepahaman pada tanggal 23 Juli 2019 antara Angkasa Pura II dan Monash

University dalam bidang riset dan akademik.• Angkasa Pura II Bidik Bisnis Pengelolaan dan Pengembangan Bandara di Afrika melalui Indonesia-Africa

Infrastructure Dialogue yang dilaksanakan pada tanggal 20 Agustus 2019.• AngkasaPuraIIpadatanggal2September2019kembalimendapatkanperingkattertinggiAAAdariPefindo.• Angkasa Pura II dan Grup Astra Internasional pada 9 Oktober 2019 menandatangani Nota Kesepahaman

dalam rangka pengembangan digitalisasi pelayanan di bandara.• Penandatanganan Kerja Sama Pemanfaatan (KSP) Barang Milik Negara pada Bandara Radin Inten II

Lampung antara Angkasa Pura II dengan Kementerian Perhubungan yang ditandatangani pada tanggal 12 Oktober 2019.

• Penandatanganan Kerja Sama Pemanfaatan (KSP) Barang Milik Negara Bandara H.A.S Hanandjoeddin - Belitung dan Bandara Fatmawati Soekarno - Bengkulu antara Angkasa Pura II dengan Kementerian Perhubungan pada tanggal 13 Oktober 2019

• Penandatanganan Nota Kesepahaman Angkasa Pura II dengan PLN terkait Infrastruktur Pengisian Mobil Listrik. Bandara Soekarno-Hatta jadi Bandara Pertama di RI yang memiliki Infrastruktur Pengisian Baterai Mobil Listrik yang dilaksanakan pada 17 Oktober 2019.

• Angkasa Pura II pada 20 Oktober 2019 meraih Penghargaan di The Stevie Awards 2019 yakni untuk tingkat global yaitu Gold Stevie Winner-The International Business Awards kategori Digital Process Automation Solution,tingkatAsiaPasifikyaituGoldStevieWinner-DiLo(iMATELounge)kategoriBestNewProductorServices of The Year - Content Media & Information Monitoring Solution, serta Bronze Stevie Winner-Mobile Learning Award kategori Innovative Use of Technology in Human Resources.

• Angkasa Pura II was awarded the Top Digital Innovation & Transformation in Smart Airport Service from iTech Magazine on April 2, 2019.

• Signing of the Memorandum of Understanding on July 23, 2019 between Angkasa Pura II and Monash University in the fields of research and academics.

• Angkasa Pura II targets the Airport Management and Development Business in Africa through the Indonesia-Africa Infrastructure Dialogue which was held on August 20, 2019.

• On September 2, 2019, Angkasa Pura II regained the highest AAA rating from Pefindo.• On October 9, 2019, Angkasa Pura II and Astra International Group signed a Memorandum of Understanding in

the framework of developing digitizing services at airports.• Signing of the Utilization Cooperation (KSP) on State-Owned Goods at Lampung Radin Inten II Airport between

Angkasa Pura II and the Ministry of Transportation which was signed on October 12, 2019.• Signing of the Utilization Cooperation (KSP) on State-Owned Goods of H.A.S Hanandjoeddin Airport - Belitung and

Fatmawati Soekarno Airport - Bengkulu between Angkasa Pura II and the Ministry of Transportation on October 13, 2019.

• Signing of the Memorandum of Understanding between Angkasa Pura II and PLN related to Electric Vehicle Charging Infrastructure. Soekarno-Hatta Airport became the First Airport in the Republic of Indonesia that has an Electric Vehicle Battery Charging Infrastructure which was held on October 17, 2019.

• On October 20, 2019, Angkasa Pura II won Awards at The 2019 Stevie Awards such as for the global level namely the Gold Stevie Winner-The International Business Awards in the category of Digital Process Automation Solution, for the Asia Pacific level namely the Gold Stevie Winner-DiLo (iMATE Lounge) in the category of Best New Product or Services of the Year - Content Media & Information Monitoring Solution, and Bronze Stevie Winner-Mobile Learning Award in the category of Innovative Use of Technology in Human Resources.


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2019 • Penandatanganan

Nota Kesepahaman antara Angkasa Pura II dan International Air Transport Association (IATA) terkait rencana pengembangan sejumlah bandara di Indonesia yang dilaksanakan pada 15 November 2019.

• Penandatanganan Nota Kesepahaman antara Angkasa Pura II dan Badan Pengembangan Sumber Daya Manusia (BPSDM) pada tanggal 10 Desember 2019 Kementerian perhubungan dalam rangka kerja sama melahirkan SDM unggulan.

• Signing of the Memorandum of Understanding between Angkasa Pura II and the International Air Transport Association (IATA) related to the plan to develop a number of airports in Indonesia which was held on November 15, 2019.

• Signing of the Memorandum of Understanding between Angkasa Pura II and the Human Resources Development Agency (BPSDM) on December 10, 2019, of the Ministry of Transportation in the framework of cooperation to generate excellent HC.

2020 • Penandatanganan Nota Kesepahaman antara PT Angkasa Pura II

(Persero) dengan Universitas Negeri Jakarta terkait pengembangan guna layanan dan operasional bandara dalam persiapan menyambut era Airport 4.0 pada 1 Januari 2020.

• Peluncuran konsep Adjacent Business sebagai strategi mempercepat pertumbuhan bisnis dalam rangka memperkuat posisi sebagai The Leading Indonesia’s Airport Company pada 16 Februari 2020.

• Penerapan Sistem Manajemen Anti-Penyuapan (SMAP) berstandar internasional sebagai bentuk upaya PT Angkasa Pura II dalam memastikan tata kelola perusahaan yang baik di lingkungan PT Angkasa Pura II (Persero) Grup pada 7 Juli 2020.

• PT Angkasa Pura II (Persero) mencatatkan Obligasi Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020 senilai Rp 2,25 Triliun di Bursa Efek Indonesia pada 19 Agustus 2020.

• Penandatanganan Nota Kesepahaman (MoU) dengan Ditjen Energi Baru Terbarukan dan Konservasi Energi (ETBE) Kementerian ESDM tentang Penerapan Konservasi Energi dan Pemanfaatan Energi Terbarukan Secara Berkelanjutan di Bandar Udara pada 22 Oktober 2020.

• Penandatanganan Nota Kesepahaman (MoU) dengan PT LEN Industri tentang Kajian Potensi Pembangkit Listrik tenaga Surya di Lingkungan PT Angkasa Pura II (Persero) pada 4 November 2020.

• Signing of the Memorandum of Understanding between PT Angkasa Pura II (Persero) and Jakarta State University regarding the development of airport services and operations in preparation for the Airport 4.0 era on January 1, 2020.

• The launch of Adjacent Business concept as a strategy to accelerate business growth in order to strengthen its position as The Leading Indonesia’s Airport Company on February 16, 2020.

• Implementation of an international standard Anti-Bribery Management System (SMAP) as a form of PT Angkasa Pura II’s efforts to ensure good corporate governance within the PT Angkasa Pura II (Persero) Group on July 7, 2020.

• PT Angkasa Pura II (Persero) listed Sustainable Bonds I Angkasa Pura II Phase II Year 2020 worth IDR 2.25 trillion on the Indonesia Stock Exchange on August 19, 2020.

• Signing of the Memorandum of Understanding (MoU) with the Directorate General of New and Renewable Energy and Energy Conservation (ETBE) of the Ministry of Energy and Mineral Resources regarding the Application of Energy Conservation and Sustainable Use of Renewable Energy at the Airport on October 22, 2020.

• Signing of the Memorandum of Understanding (MoU) with PT LEN Industri regarding the Study of the Potential of Solar Power Plants in the Environment of PT Angkasa Pura II (Persero) on November 4, 2020.


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2020 • Penandatanganan Nota Kesepahaman (MoU) antara PT Angkasa Pura II (Persero) dengan Walikota

Tangerang tentang “Pemanfaatan Aset PT Angkasa Pura II (Persero) di Wilayah Kota Tangerang” dan Penandatanganan Nota Kesepahaman (MoU) dengan Bupati Tangerang tentang “Pemanfaatan Aset PT Angkasa Pura II (Persero) di Wilayah Kabupaten Tangerang” pada 24 November 2020.

• Penandatanganan Nota Kesepahaman (MoU) dengan Pemerintah Provinsi Sumatera Selatan tentang Sinergi Dukungan Penyelenggaraan FIFA U-20 World Cup Tahun 2021 di Indonesia pada 4 Desember 2020.

• Penandatanganan Perjanjian Kerja Sama tentang Penanganan Pengaduan dalam Upaya Pemberantasan Tindak Pidana Korupsi antara PT Angkasa Pura II (Persero) dengan Komisi Pemberantas Korupsi (KPK) pada 21 Desember 2020 dalam upaya pencegahan praktik-praktik korupsi di lingkungan PT Angkasa Pura II (Persero).

• Signing of the Memorandum of Understanding (MoU) between PT Angkasa Pura II (Persero) and the Mayor of Tangerang regarding “Utilization of PT Angkasa Pura II (Persero) ‘s Assets in the City of Tangerang Area” and Signing of the Memorandum of Understanding (MoU) with the Regent of Tangerang regarding “Utilization of PT Angkasa’s Assets Pura II (Persero) in the Tangerang Regency Region “on November 24, 2020.

• Signing of the Memorandum of Understanding (MoU) with the Provincial Government of South Sumatra regarding the Synergy of Support for the 2021 FIFA U-20 World Cup in Indonesia on December 4, 2020.

• The signing of the Cooperation Agreement on Complaint Handling in the Efforts to Eradicate Corruption between PT Angkasa Pura II (Persero) and the Corruption Eradication Commission (KPK) on December 21, 2020 in an effort to prevent corrupt practices within PT Angkasa Pura II (Persero).


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KEGIATAN USAHA BUSINESS ACTIVITIES

1984Pendirian Perum Pelabuhan Udara Cengkareng.

1986Perubahan nama Perum Pelabuhan Udara Cengkareng menjadi Perum Angkasa Pura II.

1993Pendirian PT (Persero) Angkasa Pura II berdasarkan akta Notaris Muhani Salim, SH, No.3 tanggal 2 Januari 1993.

Per 31 Desember 2020, Angkasa Pura II tidak melakukan perubahan nama. Nama yang digunakan sampai saat ini adalah PT Angkasa Pura II (Persero).

Berdasarkan ketentuan dalam Anggaran Dasar terakhir, Angkasa Pura II didirikan dengan maksud dan tujuan sebagai berikut:1. Kegiatan usaha utama yaitu:

a. Pelayanan Jasa Kebandarudaraan;b. Pelayanan Jasa Terkait Bandar Udara.

2. Kegiatan usaha dalam rangka optimalisasi pemanfaatan sumber daya yang dimiliki PT Angkasa Pura II (Persero) yang berada di luar daerah lingkungan kerja bandar udara.

Kegiatan Usaha Utama yang Dijalankan Sesuai dengan Anggaran DasarMain Business Activities Undertaken in Accordance with Articles of Association

1984Establishment of the Public Company (Perum) Cengkareng Airport.

1986Renaming Perum Cengkareng Airport into Perum Angkasa Pura II.

1993Establishment of PT (Persero) Angkasa Pura II based on the Notarial Deed of Muhani Salim, SH, No. 3 dated January 2nd, 1993.

As of December 31, 2020, Angkasa Pura II has not made a name change. The name used to date is PT Angkasa Pura II (Persero).

Based on the provisions in the latest Articles of Association, Angkasa Pura II was established with the following aims and objectives:1. Main business activities are:

a. Airport Services;b. Airport-Related Services.

2. Business activities in the context of optimizing the utilization of resources owned by PT Angkasa Pura II (Persero) which are outside the airport working environment.

No Kegiatan UsahaBusiness Activities

A Pelayanan Jasa Kebandarudaraan, meliputi pelayanan jasa pesawat udara, penumpang, barang, dan pos yang terdiri atas:Airport services, including aircraft, passengers, goods, and postal services consisting of:

1 Penyediaan, pengusahaan dan/atau pengembangan fasilitas untuk kegiatan pelayanan pendaratan, lepas landas, manuver, parker, dan penyimpanan pesawat udara;Provision, operations and/or development of facilities for landing, taking off, maneuvering, parking, and storaging services of aircraft;

2 Penyediaan, pengusahaan dan/atau pengembangan fasilitas terminal untuk pelayanan angkutan penumpang, kargo dan pos;Provision, operations and/or development of terminal facilities for passenger, cargo and postal transportation services;


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3 Penyediaan, pengusahaan dan/atau pengembangan fasilitas elektronika, listrik, air dan instalasi limbah buangan; danProvision, operations and/or development of electronic, electricity, water and waste disposal facilities; and

4 Penyediaan, pengusahaan dan/atau pengembangan lahan untuk bangunan, lapangan dan kawasan industri serta gedung atau bangunan yang berhubungan dengan kelancaran angkutan udara.Provision, operations and/or development of land for buildings, fields and industrial estates as well as buildings related to the smooth running of air transportation.

B Pelayanan Jasa Terkait Bandar Udara, meliputi kegiatan:Airport-related services, consisting of:

1 Jasa terkait untuk menunjang kegiatan pelayanan operasi pesawat udara di bandar udara, terdiri atas:Related services to support aircraft operating services at airports, consisting of:

a. Penyediaan hanggar pesawat udara;Provision of aircraft hangars;

b. Perbengkelan pesawat udara;Aircraft overhaul;

c. Pergudangan;Warehousing;

d. Katering pesawat udara;Aircraft catering;

e. Pelayanan teknis penanganan pesawat udara di darat (Ground Handling);Technical services for aircraft ground handling;

f. Pelayanan penumpang dan bagasi;Passenger and luggage services;

g. Penanganan kargo dan pos;Cargo and postal handling;

h. Pelayanan jasa load control;Load control services;

i. Komunikasi dan operasi penerbangan di darat;Flight communications and operations on land;

j. Pelayanan jasa pengamanan;Security services;

k. Pelayanan penyediaan dan/atau pendistribusian bahan bakar pesawat udara.Services for providing and/or distributing aircraft fuel.

2 Jasa terkait untuk menunjang kegiatan pelayanan penumpang dan barang, terdiri atas:Related services to support passenger and goods services, consisting of:

a. Penyediaan penginapan/hotel dan transit hotel;Provision of hotel and transit hotel;

b. Penyediaan toko dan restoran;Provision of shops and restaurants;

c. Penyimpanan kendaraan bermotor;Storage of motor vehicles;

d. Pelayanan kesehatan;Health services;

e. Perbankan dan/atau penukaran uang;Banking and/or money exchange;

f. Transportasi darat;Land transportation;

g. Perawatan pada umumnya (kegiatan jasa yang melayani pembersihan dan/atau pemeliharaan, Gedung dan perkantoran/maintenance building.Maintenance in general (services that serve cleaning and/or maintenance, buildings and offices/buildings maintenance).


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KEGIATAN USAHA PENUNJANG

Kegiatan usaha penunjang dalam rangka optimalisasi pemanfaatan sumber daya yang dimiliki Angkasa Pura II yang berada di luar daerah lingkungan kerja bandar udara meliputi usaha properti, pergudangan, perkantoran, perhotelan, perumahan, apartemen, bursa mobil, bengkel, restoran, SPBU, pusat perbelanjaan dan bisnis pariwisata, resort, olahraga dan rekreasi, rumah sakit, pendidikan dan penelitian, prasarana telekomunikasi dan sumber daya energi, jasa penyewaan dan pengusahaan sarana dan prasarana yang dimiliki Angkasa Pura II serta optimalisasi pemanfaatan dana Angkasa Pura II melalui pasar modal dan pasar uang.

SUPPORTING BUSINESS ACTIVITIES

Supporting business activities in the context of optimizing the utilization of resources owned by Angkasa Pura II which are outside the airport working environment including businesses such as property, warehousing, offices, hospitality, housing, apartments, car markets, workshops, restaurants, gas stations, shopping centers and tourism businesses, resorts, sports and recreation, hospitals, education and research, telecommunications infrastructure and energy resources, rental services and the operations of facilities and infrastructure owned by Angkasa Pura II as well as optmizing the utilization of Angkasa Pura II funds through the capital market and money market.


3 Jasa terkait untuk memberikan nilai tambah bagi pengusahaan bandar udara, terdiri atas:Related services to provide added value for airport operations, consisting of:

a. Penyediaan tempat bermain dan rekreasi;Provision of playground and recreation area;

b. Penyediaan fasilitas perkantoran;Provision of office facilities;

c. Penyediaan fasilitas olahraga;Provision of sports facilities;

d. Penyediaan fasilitas Pendidikan dan pelatihan;Provision of education and training facilities;

e. Penjualan/pengisian bahan bakar dan/atau pelumas kendaraan bermotor;Sales/refueling of fuel and/or lubricants of motor vehicles;

f. PeriklananAdvertising;

g. Jasa pelayanan telekomunikasi;Telecommunication services;

h. Jasa aluan wisata;Tour assistance services;

i. Agen perjalanan;Travel agents;

j. Penitipan barang;Deposit counter;

k. Lounge dan/atau VIP room;Lounge and/or VIP room;

l. Beauty salon;Beauty salon;

m Agrobisnis service;Agribusiness services;

n. Nursery;Nursery;

o. Asuransi;Insurance;

p. Vending machine;Vending machine;

q. Perkeretaapian khusus;Special railways;

r. Jasa lainnya yang secara langsung atau tidak langsung memberikan nilai tambah bagi kegiatan bandar udara.Other services that directly or indirectly provide added value to airport services.


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PRODUK DAN JASA

Jasa KebandarudaraanAngkasa Pura II merupakan salah satu BUMN yang menjalankan bisnis pelayanan jasa kebandarudaraan. Perusahaan sangat memahami betul pentingnya menjaga kualitas performance perusahaan dan kepercayaan masyarakat. Peningkatan kualitas pelayanan yang diberikan oleh Angkasa Pura II melalui berbagai penyediaan kelengkapan sarana dan prasarana atau fasilitas umum di lingkungan bandara berdampak terhadap tingkat kenyamanan yang dirasakan masyarakat sebagai pengguna jasa bandara.

Dalam menjalankan usahanya, Angkasa Pura II selalu mematuhi dan mengikuti berbagai regulasi maupun standar yang mengikat terkait dengan pelayanan lalu lintas udara, baik yang berlaku secara internasional (International Civil Aviation Organization / ICAO) maupun nasional (Kementerian Perhubungan - Direktorat Jenderal Perhubungan Udara). Semua regulasi maupun standar tersebut diberlakukan, agar aspek keselamatan penerbangan terpenuhi sehingga semua pihak dapat merasakan kenyamanan dan ketenangan selama penerbangan.

Jasa Terkait Bandar UdaraMemaksimalkan pelayanan terbaik melalui penyediaan berbagai pelayanan jasa terkait bandar udara yang modern dengan ditunjang fasilitas berteknologi tinggi adalah komitmen Angkasa Pura II untuk mewujudkan kenyamanan bagi pengguna jasa selama berada di lingkungan bandara.

Angkasa Pura II mengusahakan pelayanan-pelayanan jasa yang menunjang bisnis jasa kebandarudaraan. Pelayanan jasa terkait bandara udara disediakan oleh Angkasa Pura II bertujuan untuk mendukung terciptanya aspek keamanan, keselamatan dan kenyamanan bagi pengguna jasa bandara selama berada di kawasan Bandara. Pelayanan jasa terkait bandar udara tersebut diantaranya: penyewaan ruangan, gudang, lahan dan fasilitas lainnya, kegiatan konsesioner, parkir kendaraan, Pas Bandara dan penyediaan lahan untuk bangunan, lapangan dan industri serta bangunan yang berhubungan dengan kelancaran angkutan udara.

Pelayanan penunjang lainnya yang juga diupayakan oleh Angkasa Pura II antara lain: pelayanan operasi bandara, pelayanan penerbangan haji, pelayanan tenaga kerja Indonesia, pelayanan kargo, pelayanan

PRODUCTS AND SERVICES

Airport ServicesAngkasa Pura II is one of the SOEs that runs airport services business. The Company really understands the importance of maintaining its performance quality and public trust. Improvement in the quality of services provided by Angkasa Pura II through various provision of complete facilities and infrastructure or public facilities in the airport environment has an impact on the level of comfort felt by the public as users of airport services.

In carrying out its business, Angkasa Pura II always complies with and follows various binding regulations and standards related to air traffice services, both those that apply internationally (International Civil Aviation Organization/ ICAO) and nationally (Ministry of Transportation - Directorate General of Air Transportation). All of these regulations and standards are applied so that the safety aspects of aviation are met so that all parties are able to experience the comfort and tranquility during the flight.

Airport-Related ServicesMaximizing the best services by providing a variety of modern airport-related services supported by high-tech facilities is Angkasa Pura II’s commitment to embody convenience for service users while in the airport environment.

Angkasa Pura II provides services that support the airport services business. Airport-related services provided by Angkasa Pura II aim to support the creation of various aspects such as security, safety and comfort for airport service users while in the Airport environment. Airport-related services including: leasing of space, warehouses, land and other facilities, activities of concessionaires, vehicles parking, Airport Pass and the provision of land for buildings, fields and industry as well as buildings related to the smooth running of air transport.

Other supporting services that are also undertaken by Angkasa Pura II, among others are: airport operations services, Hajj flight services, Indonesian worker services, cargo services, airport security and safety services, rescue


keamanan dan keselamatan bandara, pelayanan pertolongan kecelakaan penerbangan dan pemadam kebakaran (PKP-PK) serta pelayanan penanggulangan gawat darurat.

Pelayanan Bandara Seiring dengan kebutuhan masyarakat terhadap jasa angkutan udara yang semakin meningkat, berdampak pada lalu lintas para pengguna jasa bandara yang menjadi begitu padat baik pada saat sebelum penerbangan (keberangkatan) maupun saat setelah penerbangan (kedatangan). Hal ini menuntut perlunya pengelolaan yang serius dan memadai. Angkasa Pura II berupaya penuh untuk memberikan pelayanan terbaik melalui pelayanan operasi bandara dengan penambahan berbagai fasilitas di lingkungan bandara dan perluasan kawasan terminal termasuk pembangunan gedung atau bangunan terminal baru. Upaya yang dilakukan ini bertujuan supaya dapat menampung jumlah penumpang yang bertambah serta dapat menghadirkan kenyamanan bagi pengguna jasa bandara.

Penambahan dan perbaikan fasilitas bandara yang dilakukan oleh perusahaan diantaranya adalah penambahan dan perbaikan kursi tunggu penumpang, garbarata, toilet, troli bagasi, konter check-in, konter pemeriksaan, fasilitas tempat ibadah seperti mushola dan sejumlah fasilitas pendukung lainnya. Terkait dengan pengembangan kawasan terminal, Angkasa Pura II melakukan penambahan kapasitas bandara diantaranya penambahan ruang yang mampu menampung peningkatan jumlah penumpang serta penataan ruangan yang memperlancar proses pemeriksaan dan memudahkan pengurusan administrasi penumpang. Melalui kerjasama dengan mitra binaan perusahaan, Angkasa Pura II juga menambah konter-konter jualan yang menyediakan berbagai kebutuhan para pengguna jasa bandara. Dalam rangka menjaga kenyamanan dan keindahan di lingkungan bandara, Angkasa Pura II senantiasa memantau kebersihan kawasan bandara dan melakukan program kebersihan bandara.

Pelayanan Penerbangan Haji Pada 2 Juni 2020, Pemerintah Republik Indonesia melalui Menteri Agama mengumumkan tidak memberangkatkan jamaah haji pada tahun 1441 Hijriah atau tahun 2020 karena pandemi COVID-19.

Catatan: pada 2020 tidak diselenggarakan angkutan Jemaah Haji 2020 dikarenakan Pandemi COVID-19

and fire fighting services (RFFS) as well as emergency response services.

Airport ServicesAlong with the increasing public demand for air transport services which has an impact on the traffic of airport services users that became very congested, both before the flight (departure) and after the flight (arrival). This requires the needs for serious and adequate management. Angkasa Pura II seeks to provide the best services through airport operations services with the addition of various facilities in the airport environment and expansion of terminal area including the construction of new buildings or terminal buildings. These efforts are aimed so as to be able to accommodate the increasing number of passengers and to provide comfort to airport service users.

Addition and improvement of airport facilities undertaken by the Company include the addition and improvement of passengers’ seats in the waiting areas, jet bridges, toilets, luggage trolleys, check-in counters, security check counters, places of worships and a number of other supporting facilities. In regard to terminal area development, Angkasa Pura II has increased the airport capacity by adding more spaces that can accommodate the increased number of passengers as well as improving room arrangement that facilitates the administrative management of passengers. Through the cooperation with the Company’s assisted partners, Angkasa Pura II also added sales counters that provide various needs of airport services users. In order to preserve the comfort and beauty of airport environment, Angkasa Pura II continuously monitors the cleanliness of the airport and conducts airport hygiene programs.

Pilgrim Flight ServicesOn June 2, 2020, the Government of the Republic of Indonesia through the Minister of Religion announced that they would not send pilgrims to the Hajj in 1441 Hijriah or 2020 due to the COVID-19 pandemic.

Note: in 2020 Hajj pilgrims will not transport 2020 due to the COVID-19 Pandemic

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Pelayanan KargoBisnis pengiriman atau pengangkutan barang memiliki prospek usaha yang sangat strategis termasuk bisnis pengiriman barang melalui angkutan udara (kargo). Peluang bisnis yang strategis ini, dimanfaatkan oleh Angkasa Pura II dengan mengoperasikan terminal kargo yang dimulai sejak tahun 2007. Angkasa Pura II membentuk unit bisnis strategis yang mengelola pelayanan kargo di setiap bandara yang dikelola.

Dalam rangka memastikan terpenuhinya aspek kelancaran, keamanan dan keselamatan operasional pengiriman barang dari mulai proses penggudangan sampai dengan penerbangan, Angkasa Pura II melakukan pengawasan kepatuhan terhadap prosedur dan standar yang berlaku.

Angkasa Pura II melakukan upaya untuk meningkatkan kualitas pelayanan kargo di bandara-bandara yang dikelola seperti peningkatan kapasitas pergudangan kargo yang dapat menampung peningkatan volume transaksi.

Keamanan dan Keselamatan BandaraAngkasa Pura II memiliki komitmen yang tinggi atas terpenuhinya aspek keamanan dan keselamatan bandara dari segala bentuk ancaman dan gangguan yang dapat merugikan penumpang, pengguna jasa bandara maupun perusahaan sendiri. Komitmen perusahaan tersebut diwujudkan dengan adanya penyediaan pelayanan keamanan dan keselamatan bandara.

Angkasa Pura II telah melengkapi bandara-bandara yang dikelolanya dengan fasilitas pengamanan yang modern dan berteknologi tinggi mulai dari peralatan X-Ray untuk pemeriksaan bagasi dan kargo, walk-through dan handheld metal detector, sistem CCTV, pagar perimeter dan lain-lain. Pada aspek kualitas sumber daya manusia yang bertanggung jawab atas keamanan dan keselamatan di kawasan bandara, perusahaan telah memberikan berbagai pelatihan baik yang bersifat pengetahuan sampai pada keterampilan teknis di lapangan. Hal ini bertujuan untuk membentuk personil keamanan yang handal dan profesional dalam menjalankan tugas-tugas operasional pengamanan bandara.

Sedangkan pada aspek kuantitas personil pengamanan bandara, Angkasa Pura II juga melakukan penambahan sesuai dengan kebutuhan dan standar pengamanan berlaku. Terkait dengan keamanan dan keselamatan

Cargo ServicesThe business of shipping or transporting goods has a very strategic business prospects, including the business of shipping goods via air transport (cargo). This strategic business opportunity is utilized by Angkasa Pura II by operating a cargo terminal which began in 2007. Angkasa Pura II established a strategic business unit that manages cargo services at each managed airport.

In order to ensure the fulfillment of aspects of smoothness, security and safety of goods shipping operations from the warehousing to flight processes, Angkasa Pura II supervises the compliance towards applicable procedures and standards.

Angkasa Pura II made efforts to improve the quality of cargo services at managed airports such as increasing the capacity of cargo warehousing that can accommodate increased transaction volumes.

Airport Security and SafetyAngkasa Pura II has a high commitment to the fulfillment of airport security and safety aspects from all forms of threats and disruptions that may harm passengers, airport services users and the Company itself. The Company’s commitment is manifested by the provision of airport security and safety services.

Angkasa Pura II has equipped the managed airports with modern and high-tech security facilities ranging from X-Ray equipment for luggage and cargo inspection, walk-through and handheld metal detectors, CCTV systems, perimeter fencing and others. In the aspect of the quality of human capital who are responsible for security and safety in the airport area, the Company has provided a variety of training both knowledge and technical skills in the field. It aims to establish reliable and professional security personnel in carrying out operational duties in airport security.

While in the quantity aspect of airport security personnel, Angkasa Pura II also made additions in accordance with the applicable security requirements and standards. Regarding airport security and safety, Angkasa Pura II constantly


bandara, Angkasa Pura II juga selalu berkoordinasi dan bekerjasama dengan instansi Kepolisian Republik Indonesia dan Tentara Nasional Indonesia (TNI) untuk memberikan pelatihan kepada personil pengamanan bandara maupun untuk menciptakan suasana bandara yang aman dan nyaman.

Pelayanan Pertolongan Kecelakaan Penerbangan dan Pemadam Kebakaran (PKP-PK)Angkasa Pura II sangat menyadari dalam pengelolaan bisnis jasa kebandarudaraan yang berhubungan dengan jasa lalu lintas penerbangan memiliki tingkat risiko yang tinggi. Oleh karena itu, perusahaan mempunyai program pelayanan yang bertujuan untuk meminimalisir dan mengantisipasi munculnya risiko tersebut yaitu melalui program pelayanan pertolongan kecelakaan penerbangan dan pemadam kebakaran (PKP-PK).

Angkasa Pura II berupaya memastikan bahwa semua infrastruktur/fasilitas yang terkait dengan program PKP-PK dalam kondisi yang siap siaga dan berfungsi secara optimal. Upaya yang dilakukan Perusahaan perbaikan dan peningkatan kelengkapan fasilitas maupun penggantian atau peremajaan kendaraan operasional PKP-PK antara lain foam tender, rescue invention vehicle (rapid car), ambulance dan commando car, sesuai dengan ketentuan dan standar yang berlaku bagi masing-masing bandara.

coordinates and cooperates with the Indonesian National Police and the Indonesian National Armed Forces (TNI) to provide training to airport security personnel and to create a safe and comfortable airport atmosphere.

Rescue and Fire Fighting Services (RFFS)

Angkasa Pura II is extremely aware of the fact that the management of airport services business related to aviation traffic services has a high level of risk. Therefore, the Company has established a service program that aims to minimize and anticipate the emergence of these risks through the program of rescue and fire fighting services (RFFS).

Angkasa Pura II strives to ensure that all infrastructure/ facilities related to RFFS program is in a state of alert and able to function optimally. Efforts made by the Company include reparation and improvement of facility so as to be complete, as well as the replacement and revitalization of RFFS operational vehicles, among others, foam tenders, rescue invention vehicle (rapid car), ambulance and commando car, are in accordance with the applicable provisions and standards to the respective airports.

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Di samping peningkatan kualitas infrastruktur PKP-PK, Angkasa Pura II juga meningkatkan kapabilitas pelayanan PKP-PK melalui pemenuhan kualitas maupun kuantitas personil PKP-PK. Dalam rangka pemenuhan kualitas personil PKP-PK, Angkasa Pura II bekerjasama dengan instansi pemerintah seperti Dinas Pemadam Kebakaran dengan memberikan pelatihan-pelatihan yang dapat meningkatkan kompetensi personil PKP-PK. Pada aspek kepatuhan terhadap prosedur, perusahaan melakukan kajian maupun penilaian untuk mengukur kualitas pelayanan PKP-PK dalam merespon setiap kecelakan yang terjadi.

Layanan Penanggulangan Gawat DaruratKesiapan bandara menghadapi kemungkinan terjadinya kecelakaan pesawat udara, memiliki dampak yang sangatsignifikandalammencegahataumeminimalkantimbulnya kerugian jiwa maupun material. Kesiapan ini bergantung pada kondisi bandara atas ketersediaan fasilitas yang memadai, yang didukung oleh personel handal dan terlatih dalam melakukan penanggulangan gawat darurat.

Angkasa Pura II melalui layanan penanggulangan gawat darurat berupaya untuk memberikan respon yang cepat atas terjadinya kecelakan pesawat udara. Untuk itu, Angkasa Pura II memastikan bahwa seluruh bandara yang dikelolanya telah melakukan pelatihan-pelatihan tentang penanggulangan gawat darurat serta melengkapi berbagai fasilitas dan unsur-unsur penunjangnya.

Dalam rangka penanggulangan gawat darurat, Angkasa Pura II bekerjasama dan berkoordinasi dengan berbagai unsur dan instansi yang tergabung dalam Airport Emergency Committee (AEC) sesuai prosedur atau standar dalam Airport Emergency Plan (AEP).

Besides improving the quality of RFFS infrastructure, Angkasa Pura II also improves the capabilities of RFFS services through the fulfillment of quality and quantity of RFFS personnel. In order to meet the quality of RFFS personnel, Angkasa Pura II cooperates with several government institutions such as the Fire Department by providing training that can improve the competence of RFFS personnel. In the aspect of compliance with procedures, the Company conducts studies and assessments to measure the quality of RFFS services in responding to any accidents that occur.

Emergency Response ServicesAirport readiness to respond to the possibility of aircraft accidents has a very significant impact in preventing or minimizing the loss of life and material. This readiness depends on the airport conditions on the availability of adequate facilities which are supported by reliable and trained personnel to perform emergency response.

Angkasa Pura II through its emergency response services seeks to provide rapid response on aircraft accidents. To that end, Angkasa Pura II ensures that all the managed airports have conducted training on emergency response and completed various facilities and supporting elements.

In the framework of emergency response, Angkasa Pura II coperates and coordinates with various elements and institutions joined in the Airport Emergency Committee (AEC) according to procedures and standards in the Airport Emergency Plan (AEP).


Pengem

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2020 Airport Developm

ents

Angkasa Pura II berkomitmen untuk memberikan pelayanan di setiap bandara yang dimiliki untuk memenuhi harapan stakeholders. Selama tahun 2020, pengembangan bandara yang telah dilakukan sebagai berikut:

Angkasa Pura II is committed to provide services at every airport owned to meet stakeholders expectations. Throughout 2020, airport developments which have been carried out as follows:

Pengembangan Bandara Tahun 20202020 Airport Developments

23 Januari 2020 | January 23, 2020

Peresmian Terminal 3, Runway Ketiga, East Connection Taxiway (ECT) dan Gedung VIP khusus untuk penerbangan kenegaraan oleh Presiden RI.Inauguration of Terminal 3, Third Runway, East Connection Taxiway (ECT) and a special VIP Building for state flights by the President of the Republic of Indonesia.

7 Maret 2020 | March 7, 2020

Dalam rangka mengantisipasi penyebaran Virus COVID-19, PT Angkasa Pura II meluncurkan Layanan Contact Center Airport 138 sebagai pusat informasi terkini pada masyarakat mengenai pengaruh COVID-19 terhadap perjalanan traveler, penerbangan dan layanan di 19 bandara yang dikelola perusahaan.In order to anticipate the spread of the COVID-19 Virus, PT Angkasa Pura II launched the 138 Airport Contact Center Service as the latest information center for the public regarding the influence of COVID-19 on traveler travel, flights and services at 19 company-managed airports.

15 Maret 2020 | March 15, 2020

Pertama kalinya di Indonesia, teknologi pengenalan wajah (Biometric Facial Recognition) untuk penumpang check-in dan boarding ke pesawat digunakan di Bandara Banyuwangi yang dikelola oleh PT Angkasa Pura II pada pertengahan Maret 2020.For the first time in Indonesia, Biometric Facial Recognition for passengers checking in and boarding to aircraft was used at Banyuwangi Airport managed by PT Angkasa Pura II in mid-March 2020.


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19 Juni 2020 | June 19, 2020

Peluncuran konsep berbasis teknologi bandara berupa Airport Collaborative Decision Making (A-CDM) dalam rangka efektivitas dan efisiensi stakeholder, yangmerupakan konsep kolaborasi pertama di Indonesia.Launching of an airport technology-based concept in the form of Airport Collaborative Decision Making (A-CDM) in the context of stakeholder effectiveness and efficiency, which is the first collaborative concept in Indonesia.

26 Agustus 2020 | August 26, 2020

Peluncuran Airport Digital Expedition Academy yang menyediakan pelatihan berbasis Virtual Reality (VR) pertama di Indonesia bagi personel bandara.Launching of the Airport Digital Expedition Academy, which provides the first Virtual Reality (VR) based training in Indonesia for airport personnel.


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24 September 2020 | September 24, 2020

Pengoperasian Pembangkit Listrik Tenaga Surya (PLTS) di Gedung Airport Control Center (AOCC) Bandara Internasional Soekarno-HattaOperation of a Solar Power Plant (PLTS) at the Airport Control Center (AOCC) Building at Soekarno-Hatta International Airport.

18 Desember 2020 | December 18, 2020

Peresmian fasilitas khusus Pekerja Migran Internasional di Bandara Internasional Soekarno-Hatta oleh Menteri BUMN, Kepala BP2MI dan President Director PT Angkasa Pura II (Persero).Inauguration of special facilities for International Migrant Workers at Soekarno-Hatta International Airport by the Minister of SOEs, Head of BP2MI and President Director of PT Angkasa Pura II (Persero).


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Wilayah Kerja dan Lokasi Bandara Working Area and Airport Location

2

1

3

4

7

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17

8

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18

9

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Bandara Internasional Sultan Iskandar MudaBanda Aceh

Bandara Depati AmirPangkal Pinang

Bandara Sultan ThahaJambi

Bandara InternasionalKualanamuDeli Serdang

Bandara InternasionalSupadioPontianak

Bandara InternasionalSultan Mahmud Badaruddin IIPalembang

Bandara InternasionalSilangitSiborong-borong

Bandara InternasionalSultan Syarif Kasim IIPekanbaru

Bandara InternasionalMinangkabauPadang

Bandara InternasionalRaja Haji FisabilillahTanjung Pinang


Wilayah

Kerja d

an Lokasi B

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araW

orking Area and Airport Location

13 1411 1512

16 17 18 19

Bandara InternasionalHusein SastranegaraBandung

Bandara InternasionalBanyuwangiBanyuwangi

Bandara InternasionalSoekarno – HattaTangerang

Bandara InternasionalKertajatiSubang

Bandara InternasionalHalim PerdanakusumaJakarta

Bandara Tjilik RiwutPalangkaraya

Bandara Fatmawati Soekarno Bengkulu

Bandara Radin Inten II Lampung

Bandara InternasionalHAS Hanandjoeddin Tanjung Pandan


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Visi, Misi, Budaya dan Falsafah Perusahaan Vision, Mission, Corporate Values and Philosophy

Tahapan Penyusunan Visi, Misi, Tata Nilai dan Falsafah Perusahaan1. Direksi melakukan evaluasi terhadap pencapaian

kinerja dan kekuatan internal Angkasa Pura II.2. Direksi melakukan evaluasi terhadap perubahan

strategis lingkungan eksternal Perseroan dan mempertimbangkan peluang bisnis di masa akan datang.

3. Direksi melakukan evaluasi dan identifikasiterhadap harapan dan kebutuhan para pemangku kepentingan.

4. Dengan mempertimbangkan Kekuatan Internal dan Peluang Eksternal serta harapan para pemangku kepentingan, Direksi merumuskan Visi, Misi, Tata Nilai dan Falsafah Perseroan.

5. Visi, Misi, Tata Nilai dan Falsafah tersebut kemudian disampaikan dan dievaluasi oleh Dewan Komisaris yang kemudian ditetapkan dan disepakati bersama oleh Dewan Komisaris dan Direksi.

6. Direksi menetapkan Visi, Misi, Tata Nilai dan Falsafah Perusahaan di dalam Rencana Jangka Panjang Perusahaan.

Formation stages of Vision, Mission, Corporate Values and Philosophy1. The Board of Directors evaluates the performance and

internal strengths of Angkasa Pura II.2. The Board of Directors evaluates the strategic changes

in the Company’s external environment and considers future business opportunities.

3. The Board of Directors evaluates and identifies the expectations and needs of the stakeholders.

4. By considering the Internal Strengths and External Opportunities as well as the expectations of stakeholders, the Board of Directors formulated Vision, Mission, Corporate Values and Philosophy.

5. The Vision, Mission, Values and Philosophy are then delivered and evaluated by the Board of Commissioners to be determined and agreed together by the Board of Commissioners and Board of Directors.

6. The Board of Directors establishes Vision, Mission, Corporate Values and Philosophy in the Company’s Long-Term Plan.

Visi VISIONBandara Terbaik dengan Teknologiyang Pintar dan Terkoneksi di KawasanThe Best Smart Connected Airport Operator in the Region


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Vision, Mission, Corporate Values and Philosophy

Bandara Terbaik dengan Teknologi yang Pintar dan Terkoneksi di Kawasan memiliki makna bahwa bandara-bandara yang dikelola Angkasa Pura II menjadi bandara yang terhubung ke banyak rute ataU tujuan baik di dalam maupun di luar negeri, sesuai dengan status masing-masing bandara (bandara domestik/internasional). Connecting time dan connecting process baik untuk penumpang maupun barang harus bisa berjalan dengan mudah dan tanpa sekat. Bandara-bandara AP II juga sepenuhnya menjadi bandara yang pintar (smart) dengan memanfaatkan teknologi modern. Region yang dimaksud dalam visi adalah Asia. Sehingga dapat disimpulkan bahwa visi Angkasa Pura II adalah menjadi bandara dengan konektivitas tinggi ke banyak kota atau negara dan mempergunakan teknologi modern yang terintegrasi dalam operasional bandara dan peningkatan pelayanan penumpang.

The best smart connected airport operator in the region means that airports managed by Angkasa Pura II serve as airports connected to many routes or destinations both at home and abroad, in accordance with the status of each airport (domestic/international airport). Connecting time and connecting process both for passengers and goods should be able to walk easily and without bulkhead. AP II airports are also fully a smart airport by utilizing modern technology. The region referred to in the vision is Asia. So it can be concluded that Angkasa Pura II’s vision is to be an airport with high connectivity to many cities or countries and use modern technology integrated in airport operations and passenger service improvement.

Misi MISSIONKami mendorong seluruh karyawan danmitra untuk memberikan pengalaman bepergian yang aman dan nyaman bagipelangganWe encourage all employees and partners to provide a safe and convenient traveling experience for customers.


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• Memastikan keselamatan dan keamanan sebagai prioritas utama

• Menyediakan infrastruktur dan layanan kelas dunia untuk mendukung perkembangan ekonomi Indonesia melalui konektivitas antar daerah maupun negara

• Memberikan pengalaman perjalanan yang terpercaya, konsisten, dan menyenangkan kepada seluruh pelanggan dengan teknologi modern

• Mengembangkan kemitraan untuk melengkapi kemampuan dan memperluas penawaran perusahaan

• Menjadi BUMN pilihan dan memaksimalkan potensi dari setiap karyawan perusahaan

• Menjunjung tinggi tanggung jawab sosial perusahaan

Persetujuan Visi Misi Oleh Dewan Komisaris dan DireksiVisi dan Misi Angkasa Pura II telah ditetapkan dalam Rencana Jangka Panjang Perusahaan (RJPP) 2016-2020 yang telah disetujui oleh RUPS, Dewan Komisaris dan Direksi Angkasa Pura II.

• Ensuring safety and security as a top priority.

• Providing world-class infrastructure and services to support Indonesia’s economic development through connectivity between regions and countries

• Providing a reliable, consistent and enjoyable travel experience to all customers with modern technology.

• Developing partnerships to complement ability and expand the company offering.

• Become the preferred SOE and maximize the potential of every company employee .

• Uphold the corporate social responsibility.

Approval of Vision and Mission by the Board of Commissioners and Board of DirectorsThe vision and mission of Angkasa Pura II has been stipulated in the Company’s Long Term Plan (RJPP) 2016-2020 which has been approved by the GMS, Board of Commissioners and Board of Commissioners Directors of Angkasa Pura II.

Pernyataan Budaya Perusahaan Corporate Value StatementAngkasa Pura II juga memiliki nilai-nilai atau budaya perusahaan yang akan terus ditumbuhkembangkan dalam setiap insan Angkasa Pura II, Nilai atau budaya perusahaan adalah AKHLAKAngkasa Pura II also has corporate values or culture that will continue to be developed in every Angkasa Pura II personnel. The corporate values or culture is AKHLAK


Visi, Misi, B

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Falsafah Peru

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Vision, Mission, Corporate Values and Philosophy

AmanahKami memegang teguh

kepercayaan yang diberikanWe hold fast trust given

LoyalKami berdedikasi dan

mengutamakan kepentingan Bangsa dan Negara

We are dedicated and prioritize interests Nation and Country

KompetenKami terus belajar dan

mengembangkan kapabilitasWe keep learning anddevelop capabilities

AdaptifKami terus berinovasi dan antusias

dalam menggerakkan ataupun menghadapi perubahan

We continue to innovate and be enthusiastic in moving or face change

HarmonisKami saling peduli dan menghargai perbedaan

We care for each other andappreciate the difference

KolaboratifKami membangun kerja sama

yang sinergisWe build cooperation

the synergistic


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Struktur Organisasi Organization Structure

Board Of Commissioners

President Director

Vice President Director

Vice President ofAirport Global

Service

Executive General Manager of

Airport Operation Division

Vice President ofAirport Operation

Policy


Airport Service Division

Vice President of Operation & Service Quality Assurance

SubsidiariesBranch Offices

Vice President ofAirport Engineering

Development


Airport Design Division

Vice President ofAirport Maintenance

Policy


Airport Construction Division

Vice President of Engineering & Facility

Quality Assurance


Airport Maintenance Division

Vice President of Commercial Strategy


Commercial Service Division

Vice President of Commercial Policy

Vice President of Commercial Performance

Vice President of Corporate Planning

Group


Adjacent Business Division

Vice President of Corporate

Development Group


Information System Division


Transformation Group

Committees BOC Secretary

Director ofOperation & Service


Director of Transformation & Strategic Portfolio


Tech

nost

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Div

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Area

/Su

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Struktu

r Organ

isasiO

rganization Structure

Sesuai dengan Peraturan Direksi PT Angkasa Pura II (Persero) Nomor: PD.01.01/09/2019/0045 Tentang Organisasi Perusahaan PT Angkasa Pura II (Persero) sebagaimana telah diubah terakhir melalui PD.01.01/12/2019/0085, maka struktur organisasi PT Angkasa Pura II (Persero) adalah sebagaimana bagan di bawah ini:

Board of Directors CEO’s Office

Corporate Office

Division Office

In accordance with the Board of Directors Regulation of PT Angkasa Pura II (Persero) No. PD.01.01/09/2019/0045 concerning Organization Structure of PT Angkasa Pura II (Persero) as amended lastly through the Board of Directors Regulation No. PD.01.01/12/2019/0085, the organization structure of PT Angkasa Pura II (Persero) is as shown below:

Adhoc

Vice President of Operation & Service

Audit


Communication

Vice President ofHuman Capital

Strategy

Vice President ofProject Audit

BOC SecretariatManager

Senior GeneralManager of

Human Capital Center

Vice President of Infrastructure &

Facility Audit

Vice President ofLegal & Compliance

Vice President of Corporate Safety

Management

Senior Vice President of Internal Audit

Senior Vice President of Corporate Secretary

Senior Vice President of Corporate Safety

& Risk

Vice President ofProgram

Management Office

Vice President of Corporate Talent

Management


Airport Learning Center

Vice President ofBusiness &

Supporting Audit

Vice President ofLegal Aid &

Institutional Relation

Vice President of Corporate Risk Management

Vice President ofFinancial & Logistic

Policy


Finance Center

Vice President ofAssets Management

Senior GeneralManager ofCommunity

Development Center

Vice President of Parenting & Subsidiary

Performance


Supply Center

Director ofFinance

Director ofHuman Capital


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ABDUL MUISKomisarisCommissioner

DODI ISKANDARKomisarisCommissioner

Profil Dewan Komisaris Board of Commissioners Profile

AGUS SANTOSOKomisaris UtamaPresident Commissioner

TUBAGUS FIKI CHIKARA SATARIKomisarisCommissioner

MOCHTAR HUSEINWakil Komisaris UtamaVice President Commissioner

ANDUS WINARNOKomisarisCommissioner


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Board of Comm

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AGUS SANTOSOKomisaris Utama

President Commissioner

KewarganegaraanIndonesia

Tempat, Tanggal Lahir4 Agustus 1958 (umur 62 tahun)

Riwayat Pendidikan• Sarjana Teknik Sipil (Institut Teknologi Bandung)

• MagisterTrafficEngineering(ITB-LeedsUniversity)• Doktor Manajemen (Universitas Negeri Jakarta)

Riwayat Jabatan• Dasar Hukum Penunjukan SK-127/MBU/04/2020• Pengalaman Kerja Komisaris Utama Garuda Indonesia (2018), Direktur

Jenderal Perhubungan Udara (2017), Kepala Badan Penelitian dan Pengembangan Kementerian Perhubungan (2016), Dewan Pengawas Perum Air Navigation Indonesia (2014), Direktur Bandar Udara Kementerian Perhubungan RI (2015-2016)

• Jabatan Rangkap -

Pendidikan dan Pelatihan-

Hubungan AfilasiTidak memiliki hubungan afiliasi dengan DewanKomisaris dan Direksi

DomisiliJakarta

NationalityIndonesia

Place, Date of BirthAugust 4, 1958 (62 years old)

Educational Background• Bachelor of Civil Engineering (Bandung Institute of

Technology)• Master of Traffic Engineering (ITB-Leeds University)• Doctor of Management (Jakarta State University)

Employment History• Legal Basis of Appointment SK-127/MBU/04/2020• Job Experience President Commissioner of Garuda Indonesia (2018),

Director General of Civil Aviation (2017), Head of Research and Development Agency of the Ministry of Transportation (2016), Supervisory Board of Perum Air Navigation Indonesia (2014), Director of Airport of the Ministry of Transportation of the Republic of Indonesia (2015-2016)

• Concurrent Position -

Education and Training-

Affiliation RelationshipsHas no affiliation relationships with the Board of Commissioners and Board of Directors

DomicileJakarta


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MOCHTAR HUSEINWakil Komisaris Utama

Vice President Commissioner


Tempat, Tanggal Lahir24 Februari 1958 (umur 62 tahun)

Riwayat PendidikanS1 (Universitas Brawijaya)

Riwayat Jabatan• Dasar Hukum Penunjukan SK-127/MBU/04/2020• Pengalaman Kerja Komisaris - PT. Timah (Persero) Tbk (2014 -

2018), Inspektur Jenderal - Inspektorat Jenderal Kementerian ESDM (2013 - 2018), Direktur PLP Bidang Kesra - Deputi Bidang PIP Bidang Polsoskam BPKP (2012-2013), Direktur PLP Bidang Pertahanan dan Keamanan - Deputi Bidang PIP Bidang Polsoskam BPKP (2012), Kepala Perwakilan - BPKP Propinsi Jawa Tengah (2009 - 2012)

• Jabatan Rangkap Komisaris Independen PT Angkasa Pura II (Persero)



DomisiliJakarta


Place, Date of BirthFebruary 24, 1958 (62 years old)

Educational BackgroundS1 (Brawijaya University)

Employment History• Legal Basis of Appointment SK-127/MBU/04/2020• Job Experience Commissioner - PT. Timah (Persero) Tbk (2014 - 2018),

Inspector General - Inspectorate General of the Ministry of Energy and Mineral Resources (2013 - 2018), Director of PLP for People’s Welfare - Deputy for PIP for Social and Security Affairs, BPKP (2012-2013), Director for PLP for Defense and Security - Deputy for Field Affairs PIP Polsoskam BPKP (2012), Head of Representative Office - BPKP Central Java Province (2009 - 2012)

• Concurrent Position Independent Commissioner of PT Angkasa Pura II (Persero)



DomicileJakarta


Profil Dew

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omisaris

Board of Comm

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TUBAGUS FIKI CHIKARA SATARIKomisaris

Commissioner


Tempat, Tanggal Lahir3 Februari 1976 (umur 44 tahun)

Riwayat Pendidikan• S1 (Universitas Padjadjaran)• S2 (Universitas Padjadjaran)

Riwayat Jabatan• Dasar Hukum Penunjukan SK-127/MBU/04/2020• Pengalaman Kerja Ketua Asosiasi Pengusaha Nahdliyin Kota Bandung

(2017-2019), Mentor Program Kewirausahaan Kreatif & Budaya Magister Administrasi Bisnis ITB (2013 2015)

• Jabatan Rangkap Staf Menteri Kementerian Koperasi, Usaha Kecil

dan Menengah Khusus (2019 - sekarang), Anggota Tim Perumus Rencana Presiden tentang Koordinasi Manajemen Pendanaan untuk Koperasi Lintas Sektoral dan Usaha Mikro, Kecil dan Menengah (2019 - sekarang), Direktur Laboratorium & Pengembangan Inovasi Perkotaan Bandung (2017 - sekarang), Ketua Jaringan Kota Kreatif Indonesia (2019 - 2022), CEO PT Idealog Komunikasi Kreatif (2015 - sekarang)



DomisiliBandung


Place, Date of BirthFebruary 3, 1976 (44 years old)

Educational Background• S1 (Universitas Padjadjaran)• S2 (Universitas Padjadjaran)

Employment History• Legal Basis of Appointment SK-127/MBU/04/2020• Job Experience Chairman of the Bandung City Nahdliyin Entrepreneurs

Association (2017-2019), Mentor of the ITB Creative & Cultural Entrepreneurship Program Master of Business Administration (2013 2015)

• Concurrent Position Staff of the Ministry of Cooperatives, Small and Medium

Enterprises (2019 - present), Member of the Presidential Plan Formulation Team on Funding Management Coordination for Cross-Sectoral Cooperatives and Micro, Small and Medium Enterprises (2019 - present), Director of Bandung Urban Innovation Development & Laboratory ( 2017 - present), Chairman of the Indonesian Creative Cities Network (2019 - 2022), CEO of PT Idealog Creative Communication (2015 - present)



DomicileBandung


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ANDUS WINARNOKomisaris

Commissioner


Tempat, Tanggal Lahir14 September 1971 (umur 49 tahun)

Riwayat Pendidikan• S1 (Universitas Merdeka Malang)• Magister Hukum (Universitas Indonesia)

Riwayat Jabatan• Dasar Hukum Penunjukan SK-37/MBU/02/2019• Pengalaman Kerja Komisaris PT Kereta Api Indonesia (2017 – 2019)• Jabatan Rangkap Asisten Deputi Manajemen SDM Eksekutif BUMN

(2019 - sekarang), Kepala Bidang Kebijakan Sumber Daya Manusia Eksekutif BUMN (2015 – 2016), Kabid Usaha Industri Primer IIIb (2013 – 2014), Kepala Bidang Kebijakan SDM Eksekutif BUMN (2014 – 2015), Sekretaris Dekom PT Bank Mandiri (Persero) Tbk (2010 – 2015)



DomisiliJakarta


Place, Date of BirthSeptember 14, 1971 (49 years old)

Educational Background• S1 (Merdeka University Malang)• Master of Law (University of Indonesia)

Employment History• Legal Basis of Appointment SK-37/MBU/02/2019• Job Experience Commissioner of PT Kereta Api Indonesia (2017 - 2019)• Concurrent Position Assistant Deputy for SOE Executive HR Management

(2019 - present), Head of SOE Executive Human Resources Policy Division (2015 - 2016), Head of Primary Industry IIIb (2013 - 2014), Head of SOE Executive HR Policy (2014 - 2015), Secretary Dekom PT Bank Mandiri (Persero) Tbk (2010 - 2015)



DomicileJakarta


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ABDUL MUISKomisaris

Commissioner


Tempat, Tanggal Lahir4 Desember 1960 (umur 60 tahun)

Riwayat PendidikanS1 (Universitas Satria Makassar)

Riwayat Jabatan• Dasar Hukum Penunjukan SK-127/MBU/04/2020• Pengalaman Kerja Tenaga Ahli Kepala BNPB (2019), Dirjen

Perencanaan Pertahanan Kementerian Pertahanan (2017), Panglima Komando Pertahanan Udara Nasional (2015), Gubernur Akademi TNI AU (2015), Panglima Komando Operasi TNI AU II Makassar (2014), Waasops Kepala Staf Angkatan Udara (2013), Komandan Pangkalan TNI AU Adi Sutjipto Yogyakarta (2011), Komandan Pangkalan TNI AU Supadio Pontianak (2007)


Pendidikan dan PelatihanPelatihan Lemhannas (2011), Pelatihan di SESKO TNI (2008), Pelatihan di SESKOAD (1998), Pelatihan di SEKKAU (1992), Pelatihan di SEKBANG (1985)


DomisiliJakarta


Place, Date of BirthDecember 4, 1960 (60 years old)

Educational BackgroundS1 (Satria University Makassar)

Employment History• Legal Basis of Appointment SK-127/MBU/04/2020• Job Experience Expert Chief of BNPB (2019), Director General of

Defense Planning of the Ministry of Defense (2017), Commander of the National Air Defense Command (2015), Governor of the Indonesian Air Force Academy (2015), Commander of the Indonesian Air Force II Makassar Operations Command (2014), Deputy Chief of Staff of the Air Force (2013), Indonesian Air Force Base Commander Adi Sutjipto Yogyakarta (2011), Supadio Pontianak Air Force Base Commander (2007)


Education and TrainingLemhannas Training (2011), Training at SESKO TNI (2008), Training at SESKOAD (1998), Training at SEKKAU (1992), Training at SEKBANG (1985)


DomicileJakarta


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DODI ISKANDARKomisaris

Commissioner


Tempat, Tanggal Lahir24 Januari 1960 (umur 60 tahun)

Riwayat Pendidikan• Diploma IV Akuntansi (STAN)• S2 (University of Colorado)

Riwayat Jabatan• Dasar Hukum Penunjukan SK-48/MBU/02/2019• Pengalaman Kerja Komisaris PT Perkebunan Nusantara VII (2014-2019),

Komite Audit PT Pusri (2004 - 2018), Sekretaris Badan Pendidikan dan Pelatihan Keuangan (2008-2013), Direktur Bank Milik Negara, Direktorat Jenderal Kekayaan Negara (2013)

• Jabatan Rangkap Sekretaris Direktorat Jenderal Kekayaan Negara

(2013-sekarang)



DomisiliJakarta


Place, Date of BirthJanuary 24, 1960 (60 years old)

Educational Background• Diploma IV Accounting (STAN)• S2 (University of Colorado)

Employment History• Legal Basis of Appointment SK-48/MBU/02/2019• Job Experience Commissioner of PT Perkebunan Nusantara VII (2014-

2019), Audit Committee of PT Pusri (2004 - 2018), Secretary of the Financial Education and Training Agency (2008-2013), Director of State-Owned Banks, Directorate General of State Assets (2013)

• Concurrent Position Secretary of the Directorate General of State Assets

(2013-present)



DomicileJakarta


Profil Direksi

Board of Directors Profile

Profil Direksi Board of Directors Profile

MUHAMMAD AWALUDDINDirektur UtamaPresident Director

AJAR SETIADIDirektur Human CapitalDirector of Human Capital

MUHAMMAD WASIDDirektur Operasi dan PelayananDirector of Operations and Services

GHAMAL PERIS AULIADirektur KomersialDirector of Commercial

EDWIN HIDAYATWakil Direktur UtamaVice President Director

ARMAND HERMAWANDirektur Transformasi dan Portofolio StrategisDirector of Transformation and Strategic Portfolio

AGUS WIALDIDirektur TeknikDirector of Engineering

WIWEKO PROBOJAKTIDirektur KeuanganDirector of Finance




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MUHAMMAD AWALUDDINDirektur Utama

President Director


Tempat, Tanggal LahirJakarta, 15 Januari 1968 (umur 52 tahun)

Riwayat Pendidikan1. S1 Sarjana Teknik Elektro Universitas Sriwijaya

(1990)2. S2 Master of Business Administration European

University Antwerp (1998)3. S3 - Doktor Ilmu Manajemen Universitas Padjajaran

(2016)

Riwayat Jabatan• Dasar Hukum Penunjukan Salinan Keputusan Menteri BUMN selaku RUPS

Pemegang Saham PT AP II Nomor: SK-227/MBU/09/2016

• Pengalaman Kerja Direktur Enterprise & Business Service di PT Telkom

Indonesia Tbk (2012 - 2016) dimana sebelumnya adalah Direktur Utama PT Infomedia Nusantara (2010 – 2012). Executive General Manager Divisi Akses, Executive General Manager Divisi Regional 1 Sumatera di PT Telkom Indonesia Tbk (2007 – 2010) dan Vice President Public & Marketing Communication Telkom di PT Telkom Indonesia Tbk (2005 – 2007). Sejak September tahun 2016, Awaluddin diangkat sebagai Direktur Utama PT Angkasa Pura II (Persero)

• Jabatan Rangkap1. Komisaris Utama PT Angkasa Pura Solusi

(Februari 2017–sekarang)2. Komisaris Utama PT Angkasa Pura Kargo

(Februari 2017–sekarang)


DomisiliJakarta


Place, Date of BirthJakarta, January 15, 1968 (52 years old)

Educational Background1. Bachelor degree in Electrical Engineering, Sriwijaya

University (1990)2. S2 Master of Business Administration European

University Antwerp (1998)3. S3 - Doctor of Management Science, Padjadjaran

University (2016)

Employment History• Legal Basis of Appointment Copy of the Decree of the Minister of SOE as the

Shareholders General Meeting of Shareholders of PT AP II Number: SK-227 / MBU / 09/2016

• Job Experience Director of Enterprise & Business Service at PT Telkom

Indonesia Tbk (2012 - 2016) where previously was the President Director of PT Infomedia Nusantara (2010 - 2012). Executive General Manager of Access Division, Executive General Manager of Regional Division 1 Sumatra at PT Telkom Indonesia Tbk (2007 - 2010) and Vice President of Public & Marketing Communication Telkom at PT Telkom Indonesia Tbk (2005 - 2007). Since September 2016, Awaluddin was appointed as President Director of PT Angkasa Pura II (Persero)

• Concurrent Position1. President Commissioner of PT Angkasa Pura Solusi

(February 2017-present)2. President Commissioner of PT Angkasa Pura Kargo

(February 2017 – present)


DomicileJakarta


Profil Direksi


EDWIN HIDAYATWakil Direktur Utama Vice President Director


Tempat, Tanggal LahirJakarta, 28 April 1971 (umur 49 tahun)

Riwayat PendidikanSarjana Ekonomi di Universitas Gadjah Mada dan melanjutkan pendidikan S2 di Lee Kuan Yew School of Public Policy dengan gelar Master of Public Management

Riwayat Jabatan• Dasar Hukum Penunjukan Keputusan Menteri BUMN selaku Rapat Umum

Pemegang Saham Perusahaan Perseroan PT Angkasa Pura II Nomor SK-271/MBU/11/2019 tanggal 18 November 2019

• Pengalaman Kerja Beliau sebelumnya menjabat sebagai Deputi Bidang

Usaha Energi, Logistik, Kawasan dan Pariwisata, Komisaris Utama PT Telkom Indonesia (Persero), Komisaris PT Pertamina (Persero), hingga Komisaris PT Telekomunikasi Selular (Telkomsel)



DomisiliJakarta


Place, Date of BirthJakarta, April 28, 1971 (49 years old)

Educational BackgroundBachelor of Economics at Gadjah Mada University and continued his master’s education at Lee Kuan Yew School of Public Policy with a Master of Public Management

Employment History• Legal Basis of Appointment Decree of the Minister of SOE as the General Meeting

of Shareholders of the Company of PT Angkasa Pura II Number SK-271 / MBU / 11/2019 dated 18 November 2019

• Job Experience He previously served as Deputy for Energy, Logistics,

Regions and Tourism Business, President Commissioner of PT Telkom Indonesia (Persero), Commissioner of PT Pertamina (Persero), to Commissioner of PT Telekomunikasi Selular (Telkomsel)



DomicileJakarta


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AJAR SETIADIDirektur Human Capital

Director of Human Capital


Tempat, Tanggal LahirYogyakarta, 25 November 1967 (umur 53 tahun)

Riwayat PendidikanMenyelesaikan pendidikan di Universitas Gadjah Mada jurusan Fisika Nuklir dan melanjutkan pendidikan pascasarjana dalam bidang Ekonomi Pembangunan

Riwayat Jabatan• Dasar Hukum Penunjukan Keputusan Menteri BUMN nomor SK-188/

MBU/08/2019 tanggal 2 Agustus 2019• Pengalaman Kerja Sebelumnya beliau menjabat sebagai Direktur

Finance & Support di PT Perusahaan Pengelola Aset, sempat menjabat sebagai GM SDM & Umum PT Perusahaan Pengelola Aset dan pernah juga berkarir di BPPN, PT KIA Timor Motor serta PT Astra Daihatsu Motor

• Jabatan Rangkap-


DomisiliJakarta


Place, Date of BirthYogyakarta, November 25, 1967 (53 years old)

Educational BackgroundCompleted his education at Gadjah Mada University majoring in Nuclear Physics and continued his postgraduate education in Development Economics

Employment History• Legal Basis of Appointment Decree of the Minister of SOE number SK-188/

MBU/08/2019 dated 2 August 2019• Job Experience Previously he served as Director of Finance & Support

at PT Asset Management Company, had served as GM HR & General Affairs of PT Asset Management Company and had also worked at IBRA, PT KIA Timor Motor and PT Astra Daihatsu Motor

• Concurrent Position-


DomicileJakarta


Profil Direksi





Tempat, Tanggal LahirUmur 52 tahun

Riwayat PendidikanMagister Ekonometrika Keuangan dari University of Lincoln, Selandia Baru, dan Gelar PhD di bidang Keuangan dari University of Newcastle, NSW, Australia

Riwayat Jabatan• Dasar Hukum Penunjukan Keputusan Menteri BUMN nomor SK-188/

MBU/08/2019 tanggal 2 Agustus 2019• Pengalaman Kerja Sebelum menjabat sebagai Direktur Transformasi &

Portfolio Strategis, menjabat sebagai Direktur Utama PT Penjaminan Infrastruktur Indonesia (Persero/PT PII) - BUMN di bawah Kementerian Keuangan RI - hingga 25 Agustus 2019. Hingga 2019, proyek infrastruktur yg telah dijamin baik skema Public Private Partnership (PPP) dan Credit Guarantee senilah lebih dari Rp. 200 Triliun. Karenanya PT PII dinobatkan menjadi The Best Asia PPP of the year 2019. Sebelumnya, Armand menjalani kehidupan profesionalnya di perusahaan telekomunikasi PT Indosat, Tbk, dengan jabatan Chief of Controller. Selama itu, ia dipercaya untuk memimpin transaksi M&A. Selama memimpin divisi strategi perusahaan, Indosat terpilih sebagai perusahaan dengan the Best Strategy oleh Asia Money



DomisiliJakarta


Place, Date of Birth52 years old

Educational BackgroundMasters in Financial Econometrics from the University of Lincoln, New Zealand, and a PhD in Finance from the University of Newcastle, NSW, Australia

Employment History• Legal Basis of Appointment Decree of the Minister of SOE number SK-188 / MBU /

08/2019 dated August 2, 2019• Job Experience Prior to serving as Director of Strategic Transformation

& Portfolios, served as President Director of PT Penjaminan Infrastruktur Indonesia (Persero / PT PII) - SOE under the Ministry of Finance of the Republic of Indonesia - until August 25, 2019. Until 2019, infrastructure projects that have been guaranteed either the Public Private Partnership scheme ( PPP) and Credit Guarantee of more than Rp. 200 Trillion. Therefore, PT PII has been named The Best Asia PPP of the year 2019. Previously, Armand lived his professional life at the telecommunications company PT Indosat, Tbk, with the position of Chief of Controller. During that time, he was entrusted with leading M&A transactions. While leading the corporate strategy division, Indosat was selected as the company with the Best Strategy by Asia Money



DomicileJakarta


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MUHAMMAD WASIDDirektur Operasi dan Pelayanan

Director of Operations and Services


Tempat, Tanggal LahirLebak, 14 April 1970 (umur 50 tahun)

Riwayat PendidikanMenyelesaikanpendidikanD3AirTrafficControllerdariPLP Curug Tangerang pada 1997, pendidikan Strata 1 Bahasa Inggris dari Universitas Islam Riau tahun 2001 dan menyelesaikan pendidikan Magister Administrasi Bisnis dari Institut Teknologi Bandung pada tahun 2015

Riwayat Jabatan• Dasar Hukum Penunjukan Surat Keputusan Menteri BUMN selaku Pemegang

Saham PT AP II Nomor: SK-67/MBU/03/2020 tanggal 2 Maret 2020

• Pengalaman Kerja Sebelumnya menjabat di PT Angkasa Pura II

(Persero) sebagai Vice President (VP) of Commercial Performance , VP of Business Parenting & Performance, VP of Aeronautical Business, Head of Risk & Compliance, hingga Asisten Deputi Perencanaan & Evaluasi Diklat



DomisiliJakarta


Place, Date of BirthLebak, April 14, 1970 (50 years old)

Educational BackgroundGraduated from D3 Air Traffic Controller education from PLP Curug Tangerang in 1997, undergraduate education in English from Riau Islamic University in 2001 and completed his Masters in Business Administration from the Bandung Institute of Technology in 2015

Employment History• Legal Basis of Appointment Decree of the Minister of SOE as Shareholder of PT AP II

Number: SK-67 / MBU / 03/2020 dated March 2, 2020

• Job Experience Previously served at PT Angkasa Pura II (Persero) as

Vice President (VP) of Commercial Performance, VP of Business Parenting & Performance, VP of Aeronautical Business, Head of Risk & Compliance, to Assistant Deputy for Planning & Evaluation of Education and Training



DomicileJakarta


Profil Direksi


AGUS WIALDIDirektur Teknik



Tempat, Tanggal LahirBukittinggi, 11 Agustus 1968 (umur 52 tahun)

Riwayat PendidikanMenyelesaikan Sarjana Teknik Sipil di Universitas Brawijaya pada tahun 1993 dan Magister Administrasi Bisnis dari Institut Teknologi Bandung pada 2006



• Pengalaman Kerja Selama karirnya pernah menjabat sebagai Kepala

Project Management Unit (PMU) Pengembangan Bandara; Vice President (VP) of Civil Engineering; VP of Airport Engineering Development; VP of Airport Design Division; hingga Executive General Manager (EGM) of Airport Design Division



DomisiliJakarta


Place, Date of BirthBukittinggi, August 11, 1968 (52 years old)

Educational BackgroundCompleted a Bachelor of Civil Engineering at Brawijaya University in 1993 and a Masters in Business Administration from the Bandung Institute of Technology in 2006



• Job Experience During his career, he served as Head of Airport

Development Project Management Unit (PMU); Vice President (VP) of Civil Engineering; VP of Airport Engineering Development; VP of Airport Design Division; to the Executive General Manager (EGM) of Airport Design Division



DomicileJakarta


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GHAMAL PERIS AULIADirektur Komersial



Tempat, Tanggal LahirJakarta,11 Februari 1980 (umur 40 tahun)

Riwayat PendidikanMenyelesaikan pendidikan Strata 1 di bidang Manajemen dari Universitas Indonesia, dan juga memiliki gelar MBA dari HEC-Paris dan The Wharton School - University of Pennsylvania serta dilanjutkan EMBA Course di W.P. Carey School of Business dari Arizona State University



• Pengalaman Kerja Sebelumnya menjabat sebagai Direktur

Pengembangan dan Dukungan Bisnis PT MRT Jakarta (Oktober 2018 - Maret 2020) serta memiliki pengalaman sebagai Direktur Pengembangan Bisnis untukwilayahAsiaPasifikdisalahsatuperusahaaninternasional



DomisiliJakarta


Place, Date of BirthJakarta, February 11, 1980 (40 years old)

Educational Backgroundcompleted his undergraduate education in Management from the University of Indonesia, and also has an MBA from HEC-Paris and The Wharton School - University of Pennsylvania and continued with an EMBA Course at W.P. Carey School of Business from Arizona State University



• Job Experience Previously served as Director of Business Development

and Support for PT MRT Jakarta (October 2018 - March 2020) and has experience as Director of Business Development for the Asia Pacific region at an international company



DomicileJakarta


Profil Direksi


WIWEKO PROBOJAKTIDirektur Keuangan Director of Finance


Tempat, Tanggal LahirJakarta, 4 Juli 1968 (umur 52 tahun)

Riwayat PendidikanMenyelesaikan pendidikan Strata 1 di Fakultas Ekonomi dan Bisnis, Universitas Gadjah Mada, Yogyakarta, dan menamatkan pendidikan untuk jurusan Manajemen (MBA in General Management) di Institut Pengembangan Manajemen Indonesia (IPMI) yang bekerja sama dengan Monash Mt Eliza Bussiness School, Monash University, Australia



• Pengalaman Kerja Sebelumnya pernah menjabat sebagai Director &

Chief Operating Officer - GE Capital Indonesia (2006-2009); General Manager of Cards Business - BNI (2009-2013); General Manager - Product Management Division, Consumer & Retail Banking - BNI (2013-2015); Managing Director Bank Mega (2015-2017); Executive Vice President (EVP) Consumer Credit Risk & Analytics Bank Mandiri (2017-2018); to Director of Finance Mandiri Utama Finance (2018-2020). Sebelum tahun 2006, Dodit pernah menjabat berbagai posisi di IBM Indonesia, Citibank, ANZ Bank dan Bank Danamon


Hubungan AfilasiTidak memiliki hubungan afiliasi dengan Dewan Komisaris dan Direksi

DomisiliJakarta


Place, Date of BirthJakarta, July 4, 1968 (52 years old)

Educational BackgroundCompleted his undergraduate education at the Faculty of Economics and Business, Gadjah Mada University, Yogyakarta, and completed his education majoring in Management (MBA in General Management) at the Indonesia Institute for Management Development (IPMI) in collaboration with Monash Mt Eliza Bussiness School, Monash University, Australia



• Job Experience Previously served as Director & Chief Operating Officer

- GE Capital Indonesia (2006-2009); General Manager of Cards Business - BNI (2009-2013); General Manager - Product Management Division, Consumer & Retail Banking - BNI (2013-2015); Managing Director of Bank Mega (2015-2017); Executive Vice President (EVP) Consumer Credit Risk & Analytics Bank Mandiri (2017-2018); to Director of Finance Mandiri Utama Finance (2018-2020). Prior to 2006, Dodit held various positions at IBM Indonesia, Citibank, ANZ Bank and Bank Danamon



DomicileJakarta


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DAFTAR NAMA ORGAN PENDUKUNG DEWAN KOMISARIS LIST OF NAME FOR THE SUPPORTING ORGANS OF THE BOARD OF COMMISSIONERS

No NamaName

JabatanPosition

1 Agus Santoso Ketua Komite AuditChairman of the Audit Committee

2 Dodi Iskandar Wakil Ketua Komite AuditVice Chairman of the Audit Committee

3 Irwanda Wisnu Wardhana Anggota Komite AuditMember of the Audit Committee

4 Adi Prasetyana Mahendradani Anggota Komite AuditMember of the Audit Committee

5 Mochtar Husein Ketua Komite Pemantau Manajemen RisikoChairman of the Risk Management Monitoring Committee

6 TB. Fiki C. Satari Wakil Ketua Komite Pemantau Manajemen RisikoVice Chairman of the Risk Management Monitoring Committee

7 Muhammad Romli Anggota Komite Pemantau Manajemen RisikoMember of the Risk Management Monitoring Committee

8 Mirza Mahendra Anggota Komite Pemantau Manajemen RisikoMember of the Risk Management Monitoring Committee

9 Abdul Muis Ketua Komite Nominasi & RemunerasiChairman of the Nomination & Remuneration Committee

10. Andus Winarno Wakil Ketua Komite Nominasi & RemunerasiVice Chairman of the Nomination & Remuneration Committee

11. Laily Prihatiningtyas Anggota Komite Nominasi & RemunerasiMember of the Nomination & Remuneration Committee

12. Hermawan Syahrul Anggota Komite Nominasi & RemunerasiMember of the Nomination & Remuneration Committee


Daftar N

ama Pejab

at Satu Level d

i Baw

ah D

ireksiList of N

ame for O

fficials O

ne Level Below the Board of D

irectors

Daftar Nama Pejabat Satu Level di Bawah Direksi List of Name for Officials One Level Below the Board of Directors

No NamaName

JabatanPosition

1 Ahmad Tavid SVP of Internal Audit

2 Andang Santoso Nugroho

VP of Operation & Services Audit

3 Jon Mukhtar Rita VP of Infrastructure & Facility Audit

4 Syamsuddin VP of Business & Supporting Audit

5 Joko Nugroho Edi VP of Project Audit

6 Deni Krisnowibowo SVP of Corporate Secretary

7 Yado Yarismano VP of Corporate Communication

8 Garnita Pratiwi VP of Legal & Compliance

9 Achmad Rifai SVP of Corporate Safety & Risk

10. Bayuh Iswantoro VP of Corporate Safety Management

11. Diah Dwi Hapsari VP of Program Management Office

12. Binta Prabasena VP of Corporate Planning Group

13. Purnomosidi Dicky Hastanto

VP of Corporate Development Group

14. Eko Wahyudi VP of Corporate Transformation Group

15. Granito Wahyu H. VP of Commercial Policy

16. Wisnu Rahardjo VP of Commercial Performance

17. Stephanus Millyas Wardana

VP of Airport Engineering Development

18. Mohammad Yusuf Iriyanto

VP of Airport Maintenance Policy

19. Doddy Dewayanto VP of Engineering & Facility QA

20. Titi Permata Sari VP of Airport Global Service

21. Anton Marthalius VP of Airport Operation Policy

22. Robby Saputra VP of Operation & Service QA

23. Bambang Sunarso VP of Assets Management

24. Guntar Pm Siahaan

VP of Parenting & Subsidiary Performance

25. Hardiandika Pranotosetyo

VP of Human Capital Strategy

26. Irma Yelly VP of Corporate Talent Management

27. Yosrizal Syamsuri EGM of Adjacent Business Division

28. Didi Kristianto EGM of Information System Division

29. I Wayan Darma EGM of Commercial Service Division

30. Radityo Ari Purwoko

EGM of Airport Design Division

31. Muh. Suriawan Wakan

EGM of Airport Construction Division

No NamaName

JabatanPosition

32. Muhamad Haekal EGM of Airport Maintenance Division

33. Dani Indra Iriawan EGM of Airport Operation Division

34. Anindita Galuh Wardhani

EGM of Airport Service Division

35. Mulyadi SGM of Finance Center

36. Amirzal SGM of Community Development Center

37. Suparlan SGM of Supply Center

38. Muhammad Urrasyidin

SGM of Human Capital Center

39. Eko Prihadi SGM of Airport Learning Center

40. Wahyu Cahyadi Chief of Project Bus. Digital Airport

41. Kelik Hari Purwanto

Ketua Tim Pengadaan TanahLand Acquisition Team Leader

42. Agus Haryadi Executive General Manager

43. Kol. Nandang Sukarna

Executive General Manager

44. Djodi Prasetyo Executive General Manager

45. Tommy Ariesdianto


46. Yogi Prastyo Suwandi


47. Eri Braliantoro Executive General Manager

48. R. Iwan Winaya Mahdar


49. Yos Suwagiyono Executive General Manager

50. Muhammad Syahril


51. Indra Gunawan Executive General Manager

52. Muhamad Iwan Sutisna


53. Bravian Bambang Yudhanto


54. R. Indra Crisna Seputra


55. Cin Asmoro Executive General Manager

56. Siswanto Executive General Manager

57. Untung Basuki Executive General Manager

58. Heru Karyadi Executive General Manager

59. Mohamad Hendra Irawan



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Profil Sumber Daya Manusia Human Capital Profile

Untuk mendukung pertumbuhan perusahaan yang berkelanjutan, saat ini Angkasa Pura II berusaha mengoptimalisasi pendayagunaan SDM yang ada. Jumlah karyawan pada tahun 2020 mencapai 10.082 orang.

To support the Company’s sustainable growth, Angkasa Pura II is currently trying to optimize the utilization of existing Human Capital. In 2020, the number of employees reached 10,082 people.

Komposisi SDM Berdasarkan Status KepegawaianHC Composition Based on Employment Status

Komposisi SDM (Karyawan Tetap) Berdasarkan Jenis KelaminHC Composition (Permanent Employee) Based on Gender

Komposisi SDM (Karyawan Tetap) Berdasarkan UsiaHC Composition (Permanent Employee) Based on Age

Status KaryawanEmployment Status 2020 2019 2018 2017 2016

TetapPermanent

5.505 5.534 5.400 5.088 5.327

Tidak TetapTemporary

4.557 5.017 5.179 4.850 3.989

JumlahTotal

10.082 10.551 10.579 9.938 9.316

Jenis KelaminGender 2020 2019 2018 2017 2016

PriaMale

4.445 4.478 4.387 4.120 4.324

Wanita Female

1.060 1.056 1.013 968 1.003

JumlahTotal

5.505 5.534 5.400 5.088 5.327

Usia (Tahun)Age (Years) 2020 2019 2018 2017 2016

20-30 2.163 2.636 2.758 2.812 3.160

31-40 2.434 1.972 1.634 1.216 934

41-56 908 936 1.008 1.060 598

JumlahTotal

5.505 5.534 5.400 5.088 5.327


Profil Sum

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aya Man

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Hum

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Komposisi SDM (Karyawan Tetap) Berdasarkan PendidikanHC Composition (Permanent Employee) Based on Educational Level

Komposisi SDM (Karyawan Tetap) Menurut Jabatan HC Composition (Permanent Employee) Based on Position

Komposisi SDM (Karyawan Tetap) Menurut Work Level HC Composition (Permanent Employee) Based on Work Level

Tingkat PendidikanEducation Level 2020 2019 2018 2017 2016

Pasca SarjanaPostgraduate

87 87 46 42 45

SarjanaUndergraduate

1.712 1.434 1.068 986 937

DiplomaDiploma

1.319 1.311 1.418 1.398 1.526

<SMA<Senior High School

2.387 2.702 2.868 2.662 2.819

JumlahTotal

5.505 5.534 5.400 5.088 5.327

JabatanPosition 2020 2019 2018 2017 2016

ManajerialManajerial

1.006 851 903 691 851

OperasionalOperasional

3.571 3.671 3.602 3.414 3.589

AdministrasiAdministrasi

928 1.012 895 983 887

JumlahTotal

5.505 5.534 5.400 5.088 5.327

Work LevelWork Level 2020 2019 2018 2017 2016

Kelas 21Grade 21

6 6 4 4 5

Kelas 20Grade 20

10 3 5 5 5

Kelas 19Grade 19

42 35 42 38 37

Kelas 18Grade 18

36 28 18 24 25

Kelas 17Grade 17

25 25 30 11 9


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Work LevelWork Level 2020 2019 2018 2017 2016

Kelas 16Grade 16

206 196 166 188 207

Kelas 15Grade 15

52 40 74 35 26

Kelas 14Grade 14

648 521 431 443 481

Kelas 13Grade 13

81 47 105 58 57

Kelas 12Grade 12

663 642 546 334 270

Kelas 11Grade 11

1.021 963 978 840 715

Kelas 10Grade 10

997 1.131 1.047 1048 1134

Kelas 09Grade 09

856 810 828 795 885

Kelas 08Grade 08

848 936 744 1.087 816

Kelas 07Grade 07

11 16 328 169 648

Kelas 06Grade 06

3 5 8 9 7

JumlahTotal

5.505 5.534 5.400 5.088 5.327

Komposisi SDM (Karyawan Tetap) Berdasarkan Masa KerjaHC Composition (Permanent Employee) Based on Years of Service

Usia (Tahun)Age (Years) 2020 2019 2018 2017 2016

< 5 tahun< 5 years

2.274 2.482 3.235 2.805 3.206

6-10 tahun6-10 years

1.825 1.707 740 846 605


486 469 435 498 390


360 217 232 1722 123


68 171 211 425 617


414 362 367 185 121

> 30 tahun30 years

78 126 180 235 265

JumlahTotal

5.505 5.534 5.400 5.088 5.327


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Tabel Pengembangan Kompetensi Berdasarkan Level JabatanCompetency Development Table Based on Position Level

Pengembangan Kompetensi Karyawan Employee Competency Development

Untuk menjamin keberlanjutan organisasi, Angkasa Pura II harus memastikan ketersediaan calon pemimpin perusahaan di berbagai lini. Untuk itu, Perseroan telah merancang program pengembangan dan suksesi karyawan secara terstruktur. Perseroan telah merancang program pendidikan dan pelatihan untuk setiap karyawan dari setiap jenjang jabatan. Program tersebut disusun berdasarkan kebutuhan kompetensi pada setiap jenjang jabatan. Selain itu, Angkasa Pura II memastikan kesetaraan untuk karyawan yaitu tidak ada perbedaan gender dan SARA. Program ini bersifat wajib dan semua program bertujuan mengembangkan kompetensi dan memberikan kesempatan untuk mengembangkan kompetensinya untuk menjangkau jenjang jabatan yang lebih tinggi.

Informasi mengenai pengembangan kompetensi karyawan dapat dilihat pada data-data berikut ini:

Tabel Jumlah Inhouse dan Public Training Dari sisi jumlah training, selama tahun 2020 telah diselenggarakan pelatihan dalam bentuk Inhouse Training dan Public Training sebagai berikut:

To ensure the sustainability of the organization, Angkasa Pura II must ensure the availability of prospective company leaders in various lines. To that end, the Company has designed a structured employee succession and development program. The Company has designed education and training programs for every employee at every level of position. The program is structured based on the competency requirements at each level of position. In addition, Angkasa Pura II ensures equality for employees, namely there is no difference in gender and SARA. This program is mandatory and all programs aim to develop competencies and provide opportunities to develop their competencies to reach higher levels of positions.

Information regarding employee competency development can be seen in the following data:

Table of Number of Inhouse and Public TrainingIn terms of the number of training, throughout 2020 was held training in the form of In-house Training and Public Training as follows:

Jumlah TrainingNumber of Training

Jumlah Peserta (orang)Number of Participants

(people)

Inhouse Training 691 851

Public Training 3.414 3.589

Formal 983 887

Mandatory 983 983

Jenis PelatihanType of Training

Level KaryawanEmployee

Level

Program/ Materi

PelatihanTraining

Programs/ Materials

Tujuan PelatihanTraining Objectives Inhouse Public

Jumlah Karyawan

yang Mengikuti PelatihanNumber of Employees

Participating in Training

Jumlah KaryawanNumber of employees

Persentase yang telah Mengikuti Pelatihan

untuk Setiap Level

JabatanPercentage

that has attended

training for each level of

position

Staf OperasionalOperational Staff

Mandatory Program pelatihan yang diselenggarakan guna memenuhi persyaratan pekerjaan yang memiliki output Lisensi dan Rating.Mandatory training is a training that is held to meet job requirements that have outputs of License and ratings.

62 1.337 3.527 38%


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Programs/ Materials


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untuk Setiap Level

JabatanPercentage

that has attended


position

Seluruh karyawan dengan penyesuaian kebutuhan dan jenis pelatihan.All employees with adjustments to their needs and types of training.

Non Mandatory

Pelatihan yang diselenggarakan guna membekali karyawan dengan pengetahuan, keterampilan dan sikap-sikap yang tepat sehingga karyawan mampu melaksanakan fungsi dan tugas pokoknya.Training that is held to equip employees with the right knowledge, skills and attitudes so that employees are able to carry out their main functions and duties.

47 7 2.121 5.637 38%

Karyawan yang menduduki posisi Manajerial mulai dari SeniorOfficer/Asst. Manager setingkat, AVP/Manager Setingkat, dan Senior Leader.Employees who hold managerial positions start from Senior Officer / Assistant. Manager level, AVP / Manager level, and Senior Leader.

Leadership Programme

Program pelatihan yang dirancang untuk melengkapi kemampuan seorang yang duduk dalam posisi manajerial, agar dapat melakukan tugas dan tanggung jawabnya dengan baik, serta mampu secara mandiri mengembangkan potensi yang ada pada dirinya maupun anggota timnya secara optimal, sekaligus untuk menjadi seorang WINNING LEADER.Training program designed to complement the abilities of someone who sits in a managerial position so as to carry out one’s duties and responsibilities well and able to independently develop the potential of oneself and team members optimally as well as to become a WINNING LEADER.

11 209 1.006 21%


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Level

Program/ Materi

PelatihanTraining

Programs/ Materials


Jumlah Karyawan





untuk Setiap Level

JabatanPercentage

that has attended


position


Management Development Programme

Program Pendidikan formal yang diselenggarakan oleh Institusi Pendidikan yang ditunjuk oleh Perseroan dalam rangka mengembangkankompetensi karyawan agar dapat meningkatkan kontribusi bagi Perseroandalam mengembangkan bisnis dan operasional Perseroan.Formal education programs organized by educational institutions appointed by the Company in order to develop employee competencies in order to increase their contribution to the Company in developing the Company’s business and operations.

4 49 5.637 0,8%


Substantif (Pengayaan Wawasan)Substantive (Insight Enrichment)

Pelatihan Substantif yang diselenggarakan dalam waktu singkat baik secara internal maupun eksternal berupa seminar, lokakarya, pelatihan kerja/workshop, ataupun kursus-kursus lain yang bertujuan untuk penambahan wawasan, baik di dalam maupun luar negeri.Substantive training is held in a short time both internally and externally in the form of seminars, workshops, work training/workshops, or other courses aimed to enrich insight. This training is held in the category of public training which is held both domestically and overseas.

36 206 5.637 3,7%


Knowledge Management

Program pelatihan yang diselenggarakan untuk mendorong karyawan agar terus konsisten, berpartisipasi, dan berkontribusi secara aktif dalam penerapanpembelajaran digital.Training programs held to encourage employees to be consistent, participate, and contribute actively to the application of digital learning.

17 4.284 5.837 76%


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PelatihanTraining

Programs/ Materials


Jumlah Karyawan





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JabatanPercentage

that has attended


position

Seluruh Karyawan yang akan memasuki waktu pensiun dalam kurun waktu 5 (lima) tahun lagi, dengan penyesuaian kebutuhandan jenis pelatihan.All employees who will retire within 5 (five) years, with adjustments to their needs and the type of training.

Pre-Retirement(Reorientasi)Pre-Retirement(Reorientation)

Program pelatihan yang diselenggarakan guna persiapan karyawanPerseroan yang akan menghadapi masa pensiun.A training program that is held to prepare the Company’s employees who are facing retirement.

4 64 5.637 1,13%

Biaya Pengembangan KompetensiBiaya pengelolaan SDM untuk kompensasi karyawan pada tahun 2020 berjumlah Rp25.098.869.000,- menurun dibandingkan dengan tahun 2019 sebesar Rp51.911.194.000,-.

Kebijakan Dalam Kesempatan KerjaKebijakan dalam hal kesempatan kerja, baik penempatan karyawan maupun pengembangan karir karyawan dituangkan dalam Perjanjian Kerja Bersama (PKB). Angkasa Pura II melaksanakan pengisian formasi dan pengembangan karir secara selektif dan terbuka tanpa diskriminasi (gender, ras, suku, agama), dengan memprioritaskan sumber dari dalam Perusahaan dengan memperhatikan prestasi kerja, kemampuan dan kompetensi Karyawan.

Competency Development CostsHC management costs for employee compensation in 2020 amounted to IDR 25,098,869,000,- decreased compared to 2019 with IDR 51,911,194,000.

Employment PolicyEmployment policy both placement and career development of employees are outlined in the Collective Labor Agreement (CLA). Angkasa Pura II carries out selective and open career formation and development without discrimination (gender, race, ethnicity, religion), by prioritizing sources from within the Company through performances, abilities and competencies of employees.


Struktu

r Gru

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Struktur Grup Group Structure

Angkasa Pura II Group

Affiliated Company

Lounges | Parking | SecurityVVIP Handling | ICT | Services

Airport Train & Station

99,99%

40,00%

99,93%

46,62%

99,95%

0,134%

99%

11,34%

Retail & Property

Groundhandling

Cargo Handling & Services

Aviation Catering

Airport Services Operations

PT BandarudaraInternasional Jawa Barat

Subsidiaries

Terkait dengan Struktur Grup Perusahaan, dapat dijelaskan sebagai berikut:• Angkasa Pura II memiliki 4 (empat) Entitas Anak,

yakni:o PT Angkasa Pura Solusi dengan kepemilikan

saham 99,99%.o PT Angkasa Pura Propertindo dengan

kepemilikan saham 99,93%o PT Angkasa Pura Kargo dengan kepemilikan

saham 99,95%o PT Angkasa Pura Aviasi dengan kepemilikan

saham 99%

Related to the Company’s Group Structure can be explained as follows:• Angkasa Pura II has 4 (four) Subsidiaries, namely:

o PT Angkasa Pura Solusi with share ownership of 99.99%;

o PT Angkasa Pura Propertindo with share ownership of 99.93%;

o PT Angkasa Pura Kargo with share ownership of 99.95%;

o PT Angkasa Pura Aviasi with share ownership of 99%.


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• Angkasa Pura II memiliki 4 (empat) Entitas Asosiasi, yakni :o PT Railink dengan kepemilikan saham 40%, o PT Gapura Angkasa dengan kepemilikan saham

31,25% dan o PT Purantara Mitra Angkasa dengan kepemilikan

saham 0,134%.o PT Bandarudara Internasional Jawa Barat dengan

kepemilikan saham 11,34%• Angkasa Pura II tidak memiliki joint venture company.

• Angkasa Pura II tidak memiliki special purpose vehicle (SPV).

• Angkasa Pura II has 4 (four) Associated Entities, namely:

o PT Railink with share ownership of 40%;o PT Gapura Angkasa with share ownership of

31.25%;o PT Purantara Mitra Angkasa with share ownership

of 0.134%;o PT Bandarudara Internasional Jawa Barat with

share ownership of 11.34%.• Angkasa Pura II does not have any joint venture

company.• Angkasa Pura II does not have any special purpose

vehicle (SPV).

KOMPOSISI PEMEGANG SAHAM SHAREHOLDERS COMPOSITION

Komposisi Kepemilikan Saham Angkasa Pura II 100% dimiliki oleh Negara Republik Indonesia.

Rincian 20 Pemegang Saham TerbesarPemegang Saham Angkasa Pura II hanya 1 (satu) entitas saja, yakni Negara Republik Indonesia. Dengan demikian, Negara Republik Indonesia menjadi Pemegang Saham Terbesar Angkasa Pura II.

Kepemilikan Saham Dewan Komisaris dan Direksi

Per 31 Desember 2020 tidak terdapat kepemilikan saham Dewan Komisaris dan Direksi Angkasa Pura II di Perusahaan.

The composition of Angkasa Pura II Share Ownership is owned 100% by the Republic of Indonesia.

Details of the Top 20 Shareholders Angkasa Pura II only has 1 (one) shareholder, namely the Republic of Indonesia. Thus, the Republic of Indonesia became the Largest Shareholder of Angkasa Pura II.

Share Ownership by the Board of Commissioners and Board of Directors As of December 31, 2020, there was no share ownership by the Board of Commissioners and Board of Directors of Angkasa Pura II in the Company.

Kepemilikan Saham yang Mencapai 5% Atau Lebih Per 31 Desember 2020Share Ownership with Ownership of 5% or More As of December 31, 2020

No NamaName

Status PemilikOwner Status

Persentase (%)Percentage (%)

1. Negara Republik IndonesiaRepublic of Indonesia

Negara Republik IndonesiaRepublic of Indonesia

100


Daftar En

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sosiasiList of Subsidiaries/Associated Entities

Per 31 Desember 2020, Angkasa Pura II memiliki 4 (empat) Entitas Anak dan 4 (empat) Entitas Asosiasi sebagai berikut:

As of December 31, 2020, Angkasa Pura II has 4 (four) Subsidiaries and 4 (four) Associated Entities as follows:

Daftar Entitas Anak/Entitas Asosiasi List of Subsidiaries/Associated Entities

Perusahaan Company

Bidang UsahaLine of Business

StatusStatus

Komposisi SahamShare Composition

Status OperasiOperating Status

PT Angkasa Pura Solusi Airport Consultancy, Media, Supporting & ITAirport Consultancy, Media, Supporting & IT

Entitas AnakSubsidiaries

• Angkasa Pura II (99,999%)

• Luthfy Edrus (0,0001%)

Telah BeroperasiOperating

PT Angkasa Pura Propertindo

Property & HospitalityProperty & Hospitality



• Koperasi Satya Ardhia (0,07%)


PT Angkasa Pura Kargo KargoCargo



• Koperasi Satya Ardhia (0,05%)


PT Angkasa Pura Aviasi Jasa Kebandarudaraan pengusahaan di Bandara Kualanamu dan/atau jasa terkait bandar udara serta optimalisasi pemanfaatan sumber daya yang dimiliki PT Angkasa Pura II (Persero)Airport services operations at Kualanamu Airport and/or airportrelated services and optimization of the utilization of resources owned by PT Angkasa Pura II (Persero)


• Angkasa Pura II (99%)• PT Angkasa Pura

Solusi (1%)


PT Gapura Angkasa Ground Handling & Warehouse OperatorGround Handling & Warehouse Operator

Entitas AsosiasiAssociated Entity

• Garuda Indonesia (37,5%)

• Angkasa Pura I (31,25%)



PT Railink Kereta Api BandaraAirport Train


• Kereta Api Indonesia (60%)

• Angkasa Pura II (40%)


PT Purantara Mitra Angkasa Dua

InflightCateringInflight Catering


• Purantara Mitra Angkasa (0,949%)


• Cardig International (0,267%)

• Cardig Aero Services Tbk (98,65%)

• Devro Group Limited (0,00%)


PT Bandarudara Internasional Jawa Barat

Melakukan pengusahaan Bandar Udara Internasional Jawa Barat serta membangun dan mengembangkan Kertajati AerocityCarry out operations of West Java International Airport as well as constructing and developing Kertajati Aerocity


• Pemprov Jabar sebesar 86,25%

• PT Jasa Sarana 0,71%• PT Angkasa Pura II

(Persero) 11,34%• Koperasi Konsumen

Praja Sejahtera Jawa Barat 1,70%



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Perusahaan dengan kepemilikan saham sepenuhnya dimiliki oleh PT Angkasa Pura II (Persero) dengan usaha berupa Konsultasi Bandara, Teknologi Informasi, Lounge, Periklanan, Layanan Penanganan kargo, Car-park, Manajemen Properti, Pelatihan serta Keamanan Penerbangan.

Anak usaha PT Angkasa Pura II (Persero) yang memiliki bisnis Jasa Pengelolaan Hotel, Pengelolaan Gedung, Pengelolaan Lahan atau Gedung Parkir, serta memberikan Konsultasi Bisnis Properti di Bandara. PT Angkasa Pura Propertindo diresmikan 7 Oktober 2016.

PT Angkasa Pura Kargo merupakan perusahaan yang fokus pada Jasa Pelayanan di Bidang Kargo dan Logistik sebagai Operator Terminal Kargo. PT Angkasa Pura Kargo dibentuk pada Oktober 2016.

PT Angkasa Pura Aviasi dibentuk pada 9 November 2018 dengan kepemilikan saham dipegang oleh PT Angkasa Pura II (Persero) sebanyak 9.900 lembar saham dan PT Angkasa Pura Solusi sebanyak 100 lembar saham. PT Angkasa Pura Aviasi fokus pada pengembangan dan pengoperasian lahan di area Bandara Internasional Kualanamu.

The company with share ownership is fully owned by PT Angkasa Pura II (Persero) with businesses in the form of Airport Consulting, Information Technology, Lounges, Advertising, Cargo Handling Services, Car-parks, Property Management, Training and Aviation Security.

A subsidiary of PT Angkasa Pura II (Persero) which has business in Hotel Management Services, Building Management, Land Management or Parking Buildings, as well as providing Property Business Consultations at Airports. PT Angkasa Pura Propertindo was inaugurated on October 7, 2016.

PT Angkasa Pura Kargo is a company that focuses on Services in the Cargo and Logistics Sector as a Cargo Terminal Operator. PT Angkasa Pura Kargo was formed in October 2016.

PT Angkasa Pura Aviasi was formed on November 9, 2018 with shares held by PT Angkasa Pura II (Persero) as many as 9,900 shares and PT Angkasa Pura Solusi as many as 100 shares. PT Angkasa Pura Aviasi focuses on developing and operating land in the Kualanamu International Airport area.

PT Angkasa Pura Solusi

PT Angkasa Pura Propertindo

PT Angkasa Pura Kargo

PT Angkasa Pura Aviasi

Profil Anak UsahaSubsidiaries Business Profile


Daftar En

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sosiasiList of Subsidiaries/Associated Entities

PT Gapura Angkasa dibentuk pada 26 Januari 1998 dan bergerak di bidang Jasa Ground Handling dan kegiatan usaha lainnya yang menunjang usaha penerbangan di bandar udara dengan struktur kepemilikan saham yakni Angkasa Pura II (46,62 %), Garuda Indonesia (45,62 %) dan Angkasa Pura I (7,76 %).

PT Railink yang berdiri pada 28 September 2006 merupakan anak usaha yang dibentuk oleh PT Angkasa Pura II (Persero) dan PT Kereta Api Indonesia (KAI) dengan fokus bisnis utama Pelayanan Jasa Kereta Bandara.

PT Purantara Mitra Angkasa Dua berdiri pada tahun 2000 dengan bisnis utama adalah In-Flight Catering.

PT BIJB dibentuk pada 24 November 2014 dengan fokus utama pengembangan dan pengoperasian Bandara Internasional Kertajati serta mengembangkan Kawasan Aerocity yang terintegrasi dengan bandara.

PT Gapura Angkasa was formed on January 26, 1998 and is engaged in Ground Handling Services and other business activities that support aviation businesses at airports with a share ownership structure, namely Angkasa Pura II (46.62%), Garuda Indonesia (45.62%) and Angkasa Pura I (7.76%).

PT Railink, which was established on September 28, 2006, is a subsidiary formed by PT Angkasa Pura II (Persero) and PT Kereta Api Indonesia (KAI) with the main business focus of Airport Train Services.

PT Purantara Mitra Angkasa Dua was founded in 2000 with the main business is In-Flight Catering.

PT BIJB was formed on November 24, 2014 with the main focus on the development and operation of Kertajati International Airport as well as developing the Aerocity Area which is integrated with the airport.

PT Gapura Angkasa

PT Railink

PT Purantara Mitra Angkasa Dua

PT Bandarudara Internasional Jawa Barat


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KRONOLOGIS PENCATATAN SAHAM CHRONOLOGY OF SHARE LISTING

KRONOLOGIS PENCATATAN EFEK LAINNYA CHRONOLOGY OF OTHER SECURITIES LISTING

Angkasa Pura II per 31 Desember 2020 merupakan salah satu BUMN non listed atau belum mencatatkan saham di Bursa Efek Indonesia sehingga tidak terdapat informasi mengenai kronologis pencatatan saham, corporate action, perubahan jumlah saham dan nama bursa dimana saham perusahaan dicatatkan.

Pada tanggal 1 Juli 2016, Perseroan secara resmi menerbitkan Obligasi I senilai Rp2.000.000.000.000,- (dua triliun rupiah) di Bursa Efek Indonesia (BEI). Persentase nilai kupon dalam obligasi tersebut sebesar 8,6% dengan tenor 5 (lima) tahun. Obligasi I Angkasa Pura II Tahun 2016 ini akan dibagi dalam tiga seri yakni bertenor 5 tahun, 7 tahun, dan 10 tahun. Adapun rating obligasi tersebut adalah idAAA dari PT Pemeringkat Efek Indonesia (Pefindo)danAAA(idn)dariPTFitchRatingsIndonesia.

Pada tanggal 12 Desember 2018, Perseroan secara resmi menerbitkan Obligasi II senilai Rp750.000.000.00,- (tujuh ratus lima puluh miliar rupiah) di Bursa Efek Indonesia (BEI). Persentase nilai kupon dalam obligasi tersebut sebesar 8,65% dan 8,95%. Obligasi II Angkasa Pura II Tahun 2018 ini akan dibagi dalam dua seri yakni bertenor 3 tahun dan 5 tahun. Adapun rating obligasi tersebut adalah idAAA dari PT Pemeringkat Efek Indonesia (Pefindo)danAAA(idn)dariPTFitchRatingsIndonesia.

Dalam aksi korporasinya perseroan telah menunjuk PT Danareksa Sekuritas dan PT Mandiri Sekuritas sebagai penjamin pelaksana emisi atau underwriter. Adapun PT Bank Mega Tbk bertindak sebagai wali amanat.

INFORMASI PENGHENTIAN SAHAM/OBLIGASI SEMENTARA

Sampai dengan akhir tahun 2020, tidak terdapat sanksi berupa penghentian saham sementara yang diberikan kepada Angkasa Pura II.

As of December 31, 2020, Angkasa Pura II is one of the non-listed SOEs on the Indonesia Stock Exchange so there is no information about the chronology of share listing, corporate action, changes in the number of shares and name of the exchange where the Company’s shares are listed.

On July 1, 2016, the Company officially issued Bond I worth Rp2,000,000,000,000 (two trillion Rupiah) on the Indonesia Stock Exchange (IDX). The coupon value percentage of the bond amounting to 8.6% with a tenor of 5 (five) years. Bond I Angkasa Pura II Year 2016 will be divided into three series, namely a tenor of 5 years, 7 years, and 10 years. The bond rating is idAAA from PT Pemeringkat Efek Indonesia (Pefindo) and AAA(idn) from PT Fitch Ratings Indonesia.

On December 12, 2018, the Company officially issued Bond II worth Rp750,000,000,000 (seven hundred and fifty billion Rupiah). The coupon value percentage of the bond amounting to 8.65% and 8.95%. Bond II Angkasa Pura II Year 2018 will be divided into two series, namely a tenor of 3 years and 5 years. The bond rating is idAAA from PT Pemeringkat Efek Indonesia (Pefindo) and AAA(idn) from PT Fitch Ratings Indonesia.

In its corporate actions, the Company has appointed PT Danareksa Sekuritas and PT Mandiri Sekuritas as underwriters. While PT Bank Mega Tbk acts as trustee.

INFORMATION ON TEMPORARY SHARES/BONDS SUSPENSION

Until the end of 2020, there were no sanctions in the form of temporary shares suspension granted to Angkasa Pura II.


Lemb

aga dan

Profesi Penu

njan

g Perusah

aanSupporting Institutions and Professionals

Lembaga dan Profesi Penunjang Perusahaan Supporting Institutions and Professionals

PT Kustodian Sentra Efek IndonesiaGedung Bursa Efek Indonesia, Tower I Lantai 5Jl. Jend. Sudirman Kav. 52-53Jakarta 12190

Kantor Notaris Maya Veronica, SH., M.Kn.Jl. Kelapa Puan Raya Blok AD 14 No. 6Gading Serpong, Kab. TangerangTelp. (021) 99480479/Fax. 5476693

Kantor Notaris Fathiah Helmi, S.H.Graha Irama Lt.6 Suite CJl. HR Rasuna Said Kav 1-2 Blok XI Kuningan TimurSetiabudi – Jakarta Selatan12950

Kantor Notaris Aryadi, S.H., M.Kn.Komplek Pasar Onderdil Smart AmperaJl. Daan Mogot KM 19 D.01, Batu Ceper,Kota Tangerang

Kantor Notaris Yualita Widhyadari, S.H., M.Kn.Gedung TCC BataviaTower One – Lantai 9 Jl KH Mas Mansyur Kav. 126Jakarta Pusat

Kantor Notaris I Ketut R. Herawan, S.H., M.Kn.Ruko Serpong 1 No. 17NJl. Pahlawan Seribu/Jl. Raya SerpongKelurahan Cilenggang - Kecamatan SerpongTangerang Selatan

Kantor Notaris Bambang Sularso, S.H.Ruko Puri Botanical Blok I 10 Nomor 17Jl. Joglo Raya, Kel. Joglo - Kec. KembanganJakarta Barat 11640

Kantor Notaris Liestiani Wang, S.H., M. Kn.Sampoerna Strategic SquareSouth Tower LG-17Jl. Jend Sudirman Kav. 45-46Jakarta Selatan

Kantor Notaris Ir. Nanette Cahyanie Handari Adi Warsito, S.H.Jl. Panglima Polim V/IIKelurahan Melawai, Kecamatan Kebayoran BaruJakarta Selatan

PT Pemeringkat Efek IndonesiaPanin Tower Senayan City Lantai 7Jl. Asia Afrika Lot. 19Jakarta 12220

PT Fitch RatingDBS Bank Tower Lantai 24 Suite 2403Jl. Prof. Dr. Satrio Kav. 3-5Jakarta 12940

Kantor Akuntan Publik Purwantono, Sungkoro & SurjaGedung Bursa Efek Indonesia, Tower 2 Lantai 7Jl. Jend. Sudirman Kav. 52-53Jakarta 12190

Biro Administrasi EfekSecurities Administration Bureau

NotarisNotary

Perusahaan Pemeringkat EfekSecurities Rating Companies

Kantor Akuntan PublikPublic Accounting Firm


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Rustam Efendy & AssociatesThe Premiere Corporation Building 2nd FloorSentra Bisnis Artha Gading A6B No. 5-6Jl. Boulevard Artha GadingKelapa Gading - Jakarta Utara14240

Assegaf Hamzah & PartnersCapital Place Level 36-38Jalan Jenderal Gatot Subroto Kav. 18Jakarta

Muhtar Halim & PartnersCitylofts Sudirman19th Floor - Suite 1907Jalan KH. Mas Mansyur No. 121Jakarta Pusat 10220

M. L. Sitohang, SH. MH. & RekanJalan Kebon Jeruk Raya Rawa Belong No.34Palmerah - Jakarta Barat

Dentons HPRP – Hanafiah Ponggawa & PartnersWisma 46Kota BNI 32nd and 41st Floor Main Reception Jl. Jend. Sudirman Kav. 1Jakarta Pusat 10220

Triani & Arya Law OfficeRukan Exclusive Raden IntenJalan Raden Inten No. 80 Kav. VIIDuren Sawit - Jakarta Timur

Konsultan Hukum Legal Consultant

Hermawan Juniarto & PartnersThePlazaOfficeTower32ndFloorJl. M.H Thamrin Kav 28 – 30Jakarta 10350

Ivan Almaida Baely & Firmansyah Law FirmIntiland Tower, Lantai 9Jl. Jend. Sudirman Kav. 32Karet Tengsin, Jakarta PusatDKI Jakarta 10220

Tumbuan & PartnersJl. Gandaria Tengah III/8Kebayoran BaruJakarta 12130Indonesia

Kusdiharjo & PartnersGraha Iskandarsyah, 8 th FloorJl. Iskandarsyah Raya No. 66CKebayoran BaruJakarta 12160

Ginting & Reksodiputro in Association with Allen & OveryThe Energy Building15th Floor Sudirman Central Business DistrictJl Jend Sudirman Kav 52-53, RT.5/RW.3Senayan - Kebayoran BaruJakarta 12190


Pengh

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Awards and Certifications

Penghargaan dan Sertifikasi Awards and Certifications

Penghargaan Tahun 20202020 Awards

1. Gold Winner Sub Kategori BUMN Kategori Tata Kelola Kehumasan SOE Sub Category, Public Relations Governance Category2. Silver Winner Sub Kategori BUMN Kategori Video Profile, Kategori Laporan

Tahunan dan Kategori Pedoman & Merk pada PR Indonesia Awards 2020

SOE Sub Category Video Profile Category, Annual Report Category and Guidelines & Brand Category at the 2020 PR Indonesia Awards

PR Indonesia4 Maret 2020 | April 20, 2020

1 3

4

2

BUMN Performance Excellence Award (BPEA) 2020 Kategori Industry LeaderIndustry Leader Category

Forum Ekselen BUMN4 Maret 2020 | March 4, 2020

1. Peringkat 35 Dunia | Ranked 35 in the World Kategori World’s Top 100 Airports 2020 Category for World’s Top 100 Airports 2020 2. Peringkat 4 Dunia | World Rank 4 Kategori World’s Best Airport By Passenger Number (60-70

million Passenger) World’s Best Airport By Passenger Number (60-70 million Passenger)

World Airport Survey Skytrax by Air Travellers12 Mei 2020 | May 12, 2020

1. The Most Improved Airport in Asia Pasific 2020 Bandara Internasional Soekarno-Hatta Soekarno-Hatta International Airport2. Best Airport by Size & Region, Best Environment &

Ambience, Best Customer Service and Best Infrastructure & Facility Category 2 Million Passengers

Bandara Depati Amir (PGK), Bandara Raja Haji Fisabilillah (TNJ), Bandara Silangit (DTB)

Depati Amir AIrport (PGK), Raja Haji Fisabilillah AIrport (TNJ), Silangit Airport (DTB)

3. Best Airport by Size & Region and Best Customer Service Category 2-5 Million Passengers

Bandara Husein Sastranegara (BDO) Husein Sastranegara Aiport (BDO) 4. Best Airport by Size & Region, Best Environment &

Ambience, Best Customer Service and Best Infrastructure & Facility Category 2-5 Million Passengers

Bandara Sultan Mahmud Badaruddin II (PLM) Sultan Mahmud Badaruddin II Aiport (PLM)

Airport Council International (ACI)10 Maret 2020 | March 10, 2020


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The Best PKBL for Indonesia CSR x PKBL Award With Outstanding Program in Quality Education and Training pada Indonesia CSR PKBL Awards 2020With Outstanding Program in Quality Education and Training pada Indonesia CSR PKBL Awards 2020

Warta Ekonomi23 September 2020 | September 23, 2020

BUMN Non TBK Terpopuler | The Most Popular Non TBK SOE di Media Digital 2020 pada Anugerah Humas Indonesia 2020in Digital Media 2020 at the 2020 HUMAS Indonesia Award

HUMAS Indonesia26 November 2020 | November 26, 2020

Indonesia Best BUMN Award 2020 “Very Good Financial Performance of Indonesia” dan “Airport Health Retail Services and Health Center for Passanger” “Very Good Financial Performance of Indonesia” and “Airport Health Retail Services and Health Center for Passanger”

Warta EkonomiNovember 27, 2020 | November 27, 2020

Gold Winner Customer Satisfaction, Social and Social Economy Contribution “Millenial’s Choice” pada BUMN Brand Award 2020Customer Satisfaction, Social and Social Economy Contribution “Millenial’s Choice” pada BUMN Brand Award 2020

RRI & The iConomics28 September 2020 | September 28, 2020


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Awards and Certifications

9

12

11

10

Diamond Medal Kategori Entitas Privat Tingkat Pemeringkatan pada Indonesia Consumer Protection Awards 2020Private Entity category at the Rating Level at the Indonesia Consumer Protection Awards 2020

Badan Perlindungan Konsumen Nasional National Consumer Protection Agency30 November 2020 | November 30, 2020

GATRA Awards 2020 Inovator Layanan Bandar Udara dan Transformasi Strategik Airport Service Innovators and Strategic Transformation

GATRA Media Group1 Desember 2020 | December 1, 2020

Silver Winner Kategori Transportasi Berkeadilan untuk Disabilitas pada DTKJ AwardsFair Transportation category for Disabilities at the DTKJ Awards

Dewan Transportasi - Kota Jakarta Transportation Council - Jakarta city1 Desember 2020 | December 1, 2020

Gold WinnerKategori Infrastruktur Publik – Pembangunan KA Layang (APMS) pada FIABCI Indonesia – REI Excellence Award 2020Public Infrastructure category - Elevated Train Development (APMS) at FIABCI Indonesia - REI Excellence Award 2020

Fédération Internationale des Administrateurs de Biens Conseils et Agent Immobiliers (FIABCI) Indonesia dan Real Estate Indonesia (REI)2 Desember 2020 | December 2, 2020


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2020 Iconomics CSR Award Inisiatif Tanggap Darurat COVID-19 – Dukungan Kesehatan Medis dan Program Pendidikan Pelatihan Sektor Pelayanan Lalu Lintas Udara dan Bisnis Bandar Udara COVID-19 Emergency Response Initiative - Medical Health Support and Training Education Program for Air Traffic Services and Airport Business

Iconomics5 Desember 2020 | December 5, 2020

SertifikasiManajemenMutuuntukFungsiPelayananPadaCustomerServicedanTerminalInspectionServices untuk Bandara Internasional Soekarno-Hatta, Bandara Husein Internasional Sastranegara dan Bandara Internasional Kualanamu. Quality Management Certification for Service Functions at Customer Service and Terminal Inspection Services for Soekarno-Hatta Airport, Husein Sastranegara Airport and Kualanamu Airport.

Sertifikasi atas Penerapan Protokol Kesehatan dalam Pencegahan COVID-19 oleh Airport CouncilInternational (ACI) dan telah sesuai dengan ICAO Council Aviation Recovery Task Force Recommendation untuk Bandara Internasional Soekarno-Hatta.Certification of the Application of Health Protocols in the Prevention of COVID-19 by the Airport Council International (ACI) and in accordance with the ICAO Council Aviation Recovery Task Force Recommendation for Soekarno-Hatta International Airport.

ISO 9001:2015Quality ManagementCertification

Airport HealthAccreditation (AHA)Green Star Category

Indonesia Most Trusted Company Award 2020 Most Trusted Company pada Corporate Governance Perception Index (CGPI) Most Trusted Company in the Corporate Governance Perception Index (CGPI)

The Indonesian Institute dor Corporate Governance (IICG) dan Majalah SWA17 Desember 2020 | December 17, 2020

SertifikasiCertifications

Soekarno-Hatta International AirportGedung 600, PO BOX 1001/BUSHTangerang 15125Tel : (62-21) 550 5079, 550 5021Fax : (62-21) 550 2141www.angkasapura2.co.id


Alam

at Kan

tor Pusat, K

antor C

aban

g & En

titas An

akAddresses of H

ead Offi

ce, Branch Offi

ce & Subsidiaries

Kantor PusatHead Office

Kantor CabangBranch Office

Soekarno-Hatta International AirportKantor Cabang Utama Gedung 601, PO BOX 1001/BUSHTangerang 15125Tel : (62-21) 550 7300Fax : (62-21) 550 6823

Sultan Iskandar Muda International AirportJl. Bandar Udara Sultan Iskandar MudaKecamatan Blang Bintang,Kabupaten Aceh Besar – Banda Aceh 23372Tel : (62-651) 21341Fax : (62-651) 34240

Kualanamu International AirportDeli Serdang, Medan – Sumatera Utara 20552Tel : (62-61) 8888 0300 (ext.7009)Fax : (62-61) 7955146

Sultan Syarif Kasim II International AirportJl. Perhubungan UdaraKecamatan Pekanbaru KotaKota Pekanbaru – Riau 28284Tel : (62-761) 674 694 (ext.7009)Fax : (62-761) 674 694

Alamat Kantor Pusat, Kantor Cabang & Entitas Anak Addresses of Head Office, Branch Office & Subsidiaries

Raja Haji Fisabilillah International AirportJl. Adi Sucipto KM.12 Kelurahan Pinang KencanaKecamatan Tanjungpinang TimurKepulauan Riau 29125Tel : (62-771) 442 434Fax : (62-771) 410 34

Minangkabau International AirportJl. Mr. M.Rasyid Kecamatan Batang AnaiPadang Pariaman Sumatera Barat 25585Tel : (62-751) 819 123Fax : (62-751) 819 040

Sultan Mahmud Badaruddin II International AirportJl. Letjen Harun SoharPalembang Sumatera Selatan 30761Tel : (62-711) 385 002 (ext.2053)Fax : (62-711) 385 015

Husein Sastranegara International AirportJl. Padjadjaran No.156Kecamatan Cicendo Bandung 40174Tel : (62-22) 603 3889Fax : (62-22) 603 3971

Supadio International AirportJl. Adi Sucipto KM.17PontianakKalimantan Barat 78381Tel : (62-561) 721 560Fax : (62-561) 721 212

Kertajati International AirportDesa KertajatiMajalengkaJawa Barat 45457Telp : (0231) 3000 301

Tjilik Riwut AirportJl. A. Donis SamadKel. Panarung – Kec. PahandutPalangkarayaKalimantan Tengah 73111Telp : (0536) 322 1929Fax : (0536) 322 5710

Halim Perdanakusuma International AirportJl. Protokol Halim Perdanakusuma Jakarta 13610Tel : (62-21) 809 1108Fax : (62-21) 809 3351

Sultan Thaha AirportJl. Soekarno-HattaKecamatan Jambi SelatanKota Jambi 36139Tel : (62-741) 572 444Fax : (62-741) 572 444


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Depati Amir AirportJl. Koba KM.7Pangkalan BaruKota Pangkalpinang Kep. Bangka Belitung 33684Tel : (62-717) 426 1238Fax : (62-717) 426 1238

Silangit International AirportJl. Raya Muara No.01Siborong-borongKabupaten Tapanuli Utara Sumatera Utara 22747Tel : (62-633) 41920Fax : (62-633) 41920

Banyuwangi International AirportJalan Agung WilisBlimbingsari, Rogojampi, Dusun KrajanKabupaten Banyuwangi Jawa Timur 68462Telp: (0333) 636680

Fatmawati Soekarno AirportJl. Raya Padang Kemiling KM. 15Kelurahan Pekan SabtuKecamatan SelebarKota BengkuluBengkulu 38877Telp : (0736) 51040Fax : (0736) 51450

HAS Hanandjoeddin International AirportJl. Sudirman KM.15Kel. Perawas – Kec. Tanjung PandanKab. Belitung – Kep. Bangka Belitung33413Telp : (0719) 22020, (0719) 21385Fax : (0719) 22021

Radin Inten II AirportJl. Alamsyah Ratu Prawira Negara Km.28Branti Natar – Lampung SelatanLampung 35362


PT Angkasa Pura SolusiTerminal F. Arrival Hall, Room F9P67Soekarno-Hatta Airport Jakarta 19120Tel : (62-21) 550 5117Fax : (62-21) 550 3093 PT Angkasa Pura AviasiKualanamu International AirportKecamatan BeringinKabupaten Deli Serdang, Medan – Sumatera Utara 20552Tel : (62-61) 8888 0300 (ext.7009)Fax : (62-61) 7955146 PT Angkasa Pura PropertindoGedung PT Angkasa Pura PropertindoJl. P2 Wilayah Perkantoran Bandara Internasional Soekarno-HattaTangerang – Banten15125

PT Angkasa Pura KargoTerminal KargoBandara Internasional Soekarno-HattaKomplek Gedung 528Tangerang 19120 PT Gapura AngkasaGedung Sarana Penjaminan Lt. 3 & 3AJl. Angkasa Blok B-9 Kav. 6 Kota Baru,Bandar Kemayoran Jakarta-10720Tel : (62-21) 6545410Fax : (62-21) 654 5408

PT RailinkGedung Kereta Api Lt.1Jl. Juanda 1B Jakarta PusatTel : (62-21) 350 2963Fax : (62-21) 350 3235 PT Purantara Mitra Angkasa DuaPurantara BuildingBandar Udara Soekarno-HattaTangerang 15000Tel : (62-21) 5591 5001Fax : (62-21) 550 0826


Inform

asi pad

a Web

site Perusah

aanInform

ation on Corporate Website

Informasi pada Website Perusahaan Information on Corporate Website

Website adalah halaman web yang memuat informasi atau data yang dapat diakses melalui suatu sistem jaringan internet. Sebagai sarana komunikasi, promosi, dan pemenuhan terhadap aspek good corporate governance, Angkasa Pura II telah memiliki website perusahaan yang beralamat di www.angkasapura2.co.idWebsite is a web page that contains information or data that can be accessed through an internet network system. As a means of communication, promotion, and fulfillment of good corporate governance aspects, Angkasa Pura II has a corporate website with the address of www.angkasapura2.co.id

Menu yang terdapat dalam website mencakup:Menu on the website includes:

Tentang KamiAbout Us

Peluang BisnisBusiness Opportunities

ManajemenManagement

InformasiInformation

KeselamatanSafety

Menu yang terdapatpada Tentang Kamimencakup:1. Sejarah2. Visi dan Misi3. Dewan Direksi4. Dewan Komisaris5. Struktur Organisasi6. Tata Kelola

Perusahaan7. CSR8. PKBL9. Jejak Langkah10. Penghargaan

Menu on About Usincludes:1. History2. Vision and Mission3. Board of Directors4. Board of

Commissioners5. Organization

Structure6. Corporate

Governance7. CSR8. PKBL9. Milestones10. Awards

Menu yang terdapatpada Peluang Bisnismencakup:1. Bisnis Aviasi2. Ruang Disewakan3. Kargo4. Pengembangan

Usaha5. Pelelangan

Menu on BusinessOpportunity includes:1. Aviation Business2. Space for Rent3. Cargo4. Business Development5. Auction

Menu yang terdapatpada Manajemenmencakup:1. Laporan Tahunan

dan Laporan Keuangan Audited

2. Laporan PKBL3. Perjanjian Kerja

Bersama4. Dokumen dan

Regulasi5. Majalah Internal

Menu on Managementincludes:1. Annual Report and

Audited Financial Statements

2. PKBL Report3. Collective Work

Agreement4. Documents and

Regulations5. Internal Magazine

Menu yang terdapatpada Informasimencakup:1. Infografis2. Siaran Pers3. Pengumuman4. Berita5. Kontak6. Buku Tamu7. Aplikasi Mobile8. Karir9. Info Lalu Lintas

Penerbangan10. Anjuran Perjalanan

pada Masa COVID-19 di Lingkungan Bandara Angkasa Pura II

11. Peningkatan Tindakan Pencegahan terhadap COVID-19 di Bandara Angkasa Pura II

12. Detail Perkembangan dan Kebijakan terkait COVID-19

Menu on Informationincludes:1. Infographics2. Press Conference3. Announcement4. News5. Contact Us6. Guest Book7. Mobile Application8. Careers9. Flight Traffic Info10. Travel Advice during

COVID-19 Pandemic11. Enhancement of

Precautionary Measures Against COVID-19

12. Information and Policies about COVID-19

Menu yang terdapatpada Keselamatanmencakup:1. Pelaporan

Keselamatan2. Informasi Batas

Ketinggian

Menu on Safety includes:1. Safety Reporting2. Building Height

Limitation


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Perusahaan memperbarui secara berkala informasi yang terdapat dalam website www.angkasapura2.co.id

The Company periodically updates the information on the website www.angkasapura2.co.id

Kriteria ARAARA Criteria

Kesesuaian dengan Website Compliance with Website

Informasi pemegang saham sampai dengan pemilik akhir individu; Shareholder information up to the ultimate beneficial owner;

Not ApplicablePemegang saham Angkasa Pura II adalah 100% dimiliki oleh Negara Republik Indonesia. Oleh karena itu, tidak terdapat kepemilikan saham sampai ke level individu.

Not ApplicableAngkasa Pura II shareholder is 100% owned by the Republic of Indonesia. Therefore, there is no shares ownership up to the ultimate beneficial owner.

Isi Kode Etik; Contents of the Code of Conduct;

AdaComply

Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang meliputi bahan mata acara yang dibahas dalam RUPS, ringkasan risalah RUPS, dan informasi tanggal penting yaitu tanggal pengumuman RUPS, tanggal pemanggilan RUPS, tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan; Information on the General Meeting of shareholders (GMS) at least includes agenda material discussed in the GMS, summary of minutes of the GMS, and information on important dates such as the date of GMS announcement, notice of the GMS, date of the GMS, date of the GMS Summary of Minutes announced;

AdaComply

Laporan keuangan tahunan terpisah (5 tahun terakhir); Separate annual financial statements (last 5 years);

AdaComply

ProfilDewanKomisarisdanDireksi;Profile of the Board of Commissioners and Board of Directors;

AdaComply

Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Internal. Charter of the Board of Commissioners, Board of Directors, Committees, and Internal Audit Unit.

AdaComply


Daftar Pelatih

an D

ewan

Kom

isaris, Direksi, K

omite A

ud

it, Kom

ite Nom

inasi d

an R

emu

nerasi, Sekretaris Peru

sahaan

dan

Intern

al Au

dit

List of Training of the Board of Comm

issioners, Board of Directors, Audit Com

mittee, N

omination and Rem

uneration Comm

ittee, Corporate Secretary and Internal Audit Unit

Daftar Pelatihan Dewan Komisaris, Direksi, Komite Audit, Komite Nominasi dan Remunerasi, Sekretaris Perusahaan dan Internal Audit List of Training of the Board of Commissioners, Board of Directors, Audit Committee, Nomination and Remuneration Committee, Corporate Secretary and Internal Audit Unit

Jabatan Position

Nama PelatihanTraining Name

DurasiDuration

TempatVenue

Director of Human Capital Pelatihan Manajemen Umum Dana PensiunPension Fund General Management Training

4 hari4 days

Jakarta

Director of Finance Pelatihan Manajemen Umum Dana PensiunPension Fund General Management Training

4 hari4 days

Jakarta

Director Transformasi dan Portofolio StrategisDirector of Transformation and Strategic Portfolio

Neuro Summit 2020 1 hari1 day

Jakarta

SVP of Internal Audit Audit Internal SMAPSMAP Internal Audit

3 Hari3 days

Online

Project Financing & Public Private PartFinancing Project & Public Private Part

1 hari1 day

Online

Fraud Kecurangan & Anti Korupsi Fraud & Anti-Corruption

2 hari2 day

Tangerang

Agar pengelolaan dan pengembangan SDM dapat berjalan dengan baik dan lebih terarah serta dapat

mendukung pencapaian tujuan Perseroan, Perseroan telah menyusun roadmap SDM sejak tahun 2016.

In order for HC management and development to run well and more directed as well as to support the achievement of the Company’s objectives, the Company has prepared a HC

roadmap since 2016


Sum

ber

Day

a M

anus

iaH

uman

Cap

ital

Proses pengembangan kompetensi sumber daya manusia yang dilakukan Perseroan dimaksudkan untuk mendorong peningkatan kinerja Perseroan dengan cara mengembangkan hard skill dan soft skill secara bersamaan. Hal tersebut dilaksanakan dengan menekankan pada pendekatan SDM dan budaya untuk menumbuhkan nilai corporate culture yang dicanangkan oleh Kementerian BUMN.

The competency development process of human capital carried out by the Company is intended to encourage the improvement of the Company’s performance by developing hard skills and soft skills simultaneously. This is carried out by emphasizing the HC and cultural approach to foster the value of a corporate culture launched by the Ministry of SOEs.

Agar pengelolaan dan pengembangan SDM dapat berjalan dengan baik dan lebih terarah serta dapat mendukung pencapaian tujuan Perseroan, Perseroan telah menyusun roadmap SDM sejak tahun 2016. Transformasi pada aspek Human Capital, Organization dan Corporate Culture ditetapkan dengan target untuk menjadi World Class People & High Performing Culture di tahun 2020. Roadmap ini merupakan kelanjutan dari roadmap sebelumnya dan telah disesuaikan dengan Rencana Jangka Panjang Perusahaan (RJPP).

Adapun roadmap SDM Angkasa Pura II sebagai berikut:

In order for HC management and development to run well and more directed as well as to support the achievement of the Company’s objectives, the Company has prepared a HC roadmap since 2016. The transformation in the aspects of Human Capital, Organization and Corporate Culture was set with the target to become a World Class People & High Performing Culture in 2020. This roadmap is a continuation of the previous roadmap and has been adjusted to the Company’s Long Term Plan (RJPP).

Angkasa Pura II HC Roadmap is as follows:

ROADMAP SDM ANGKASA PURA II ANGKASA PURA II HC ROADMAP


PENA

NG

GU

NG

JAW

AB

PENG

ELOLA

AN

SDM

HC M

ANAG

EMEN

T PERSON

IN CH

ARGE

Sadar akan arti penting SDM bagi Perseroan, Angkasa Pura II memberikan komitmen dan perhatian yang sangat besar terhadap pengelolaan SDM Perseroan. Angkasa Pura II ingin memastikan pengelolaan SDM dijalankan dengan fokus yang baik agar dapat mendukung tercapainya tujuan Perseroan.

Pengelolaan SDM menjadi tanggung jawab dan berada di bawah kendali Direktur Human Capital. Struktur pengelola SDM sebagai berikut:

Aware of the importance of HC for the Company, Angkasa Pura II gives great commitment and attention to the management of the Company’s HC. Angkasa Pura II wants to ensure that HC management is carried out with a good focus in order to support the achievement of the Company’s objectives.

HC management is the responsibility and is under the control of the Director of Human Capital. The HC management structure is as follows:

PENANGGUNGJAWAB PENGELOLAAN SDM HC MANAGEMENT PERSON IN CHARGE


Sum

ber

Day

a M

anus

iaH

uman

Cap

ital

Corporate Office – Directorate of Human Capital

Organizational Structure of PT Angkasa Pura II (Persero) Division OfficeDivision Office – Human Capital Center


Assistant Vice President of Organization Development

Assistant Vice President of Human Capital Planning &

Communication

Assistant Vice President of Human Capital Policy

Vice President ofHuman Capital Strategy

Vice President ofCorporate Talent Management

Assistant Vice President of Talent Acquisition & Classification

Assistant Vice President of Talent Development & Mobility

Assistant Vice President Of Performance & Talent Retention


Senior General Manager Of Human Capital Center

Senior Manager ofEmployee Service

CorporateDoctor

Senior Manager ofInternal Affairs

Senior Manager ofPersonnel & Office Data

Senior Manager ofPersonnel Welfare


TUG

AS PO

KO

K PEN

AN

GG

UN

G JA

WA

B PEN

GELO

LAA

N SD

MM

AIN D

UTIES O

F PERSON

IN CH

ARGE FO

R HC M

ANAG

EMEN

T

Organizational Structure of PT Angkasa Pura II (Persero) Division OfficeDivision Office – Airport Learning Center

Pengelolaan Sumber Daya Manusia dilaksanakan oleh 2 (dua) unit yang berada di Corporate Office yaitu Unit Human Capital Strategy dan Unit Corporate Talent Management, serta 2 (dua) divisi, yaitu Divisi Human Capital Center dan Divisi Airport Learning Center.

Tugas Pokok Unit Human Capital Strategy1. Mengarahkan desain strategi dan kebijakan

manajemen SDM serta Corporate Human Capital Strategy sesuai dengan sasaran strategis Perusahaan.

2. Mengendalikan implementasi desain strategi dan kebijakan manajemen SDM sesuai dengan desian yang ditetapkan.

Human Capital Management is carried out by 2 (two) units in the Corporate Office, namely the Human Capital Strategy Unit and the Corporate Talent Management Unit, as well as 2 (two) divisions, namely the Human Capital Center Division and the Airport Learning Center Division.

Main Duties of the Human Capital Strategy Unit1. Direct the design of HC management strategies and

policies as well as Corporate Human Capital Strategy in accordance with the Company’s strategic objectives.

2. Control the implementation of the design of HC management strategies and policies in accordance with the established design.

TUGAS POKOK PENANGGUNG JAWAB PENGELOLAAN SDM MAIN DUTIES OF PERSON IN CHARGE FOR HC MANAGEMENT


Senior General Manager of Airport Learning Center

Senior Manager of Knowledge Management

LearningQuality

Specialist

Senior Manager of Leadership & Supporting

Program

Senior Manager of Core Function Program


Sum

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3. Mengevaluasi implementasi employee satisfaction and engagement survey selaras dengan visi, misi dan values Perusahaan.

4. Mengendalikan desain dan pengelolaan anggaran secara efektif dan efisien sesuai kebutuhan.

Tugas Pokok Unit Talent Management1. Mengendalikan dan mengevaluasi kegiatan

Rekrutmen dan Seleksi secara menyeluruh melalui aspek-aspek seperti perencanaan tenaga kerja, penempatan & pengklasifikasian karyawan, dan asesmen guna tersedianya Sumber Daya Manusia yang kompeten di bidang masing-masing.

2. Mengendalikan dan mengevaluasi kegiatan Manajemen Karir dengan melakukan pengelolaan Mutasi karyawan (Promosi, Rotasi, & Demosi), Placement/Penempatan, Succession Planning, Training Needs Analysis & Training Path/Individual Development Program, dan Gap Competency Mapping.

3. Mengendalikan dan mengevaluasi Performance Management System, implementasi reward dan penyusunan strategi dalam upaya mempertahankan karyawan dan Talent sebagai bagian dari suksesi sesuai dengan kebutuhan perusahaan sesuai ketentuan perusahaan dan regulasi yang berlaku.

4. Mengendalikan dan mengevaluasi pengelolaan Hubungan Industrial dan pengelolaan disiplin karyawan untuk mendukung terciptanya Sumber Daya Manusia yang kompeten sesuai ketentuan yang berlaku.

5. Mengendalikan dan mengevaluasi implementasi Talent Management System dalam rangka mendukung jalur karir karyawan dan ketersediaan suksesi sesuai potensi dan kompetensi yang dimiliki.

Tugas Pokok Divisi Human Capital Center1. Mengarahkan, mengendalikan dan mengevaluasi

kegiatan pengelolaan kesejahteraan karyawan (payroll, tunjangan, THT, DPLK, pensiun, TKK, TK, THR, sewa rumah dan sumbangan, BPJS dan pajak).

2. Mengarahkan dan mengevaluasi pemutakhiran database karyawan, administrasi kepegawaian (SK terkait kepegawaian, cuti, dll), document management (arsip, surat masuk dan keluar, dll).

3. Mengarahkan dan mengendalikan strategi optimalisasi kegiatan pengelolaan fasilitas kantor, fasilitas kerja karyawan (seragam harian, olah raga dan laptop), fasilitas dinas karyawan/Travel Management (SPJ, biaya pindah dan detasering), pengelolaan kesehatan (medical examination),

3. Evaluate the implementation of the employee satisfaction and engagement survey in line with the Company’s vision, mission and values.

4. Control the design and budget management effectively and efficiently as needed.

Main Duties of the Talent Management Unit1. Overall control and evaluation of Recruitment and

Selection activities through aspects such as manpower planning, employee placement & classification, and assessment for the availability of competent Human Capital in their respective fields.

2. Control and evaluate Career Management activities by managing employee transfers (Promotion, Rotation, & Demotion), Placement, Succession Planning, Training Needs Analysis & Training Path/Individual Development Program, and Gap Competency Mapping.

3. Control and evaluate the Performance Management System, implement rewards and formulate strategies in an effort to retain employees and talents as part of the succession in accordance with company needs in accordance with company regulations and applicable regulations.

4. Control and evaluate the management of Industrial Relations and the management of employee discipline to support the creation of competent Human Capital in accordance with applicable regulations.

5. Control and evaluate the implementation of the Talent Management System in order to support employee career paths and the availability of succession according to their potential and competencies.

Main Duties of the Human Capital Center Division1. Direct, control and evaluate employee welfare

management activities (payrolls, allowances, Old Age Savings (THT), Financial Institution Pension Fund (DPLK), pensions, Family Welfare Allowance (TKK), Health Allowance (TK), Religious Holiday Allowance (THR), house rent and donations, Social Security Provider (BPJS) and taxes).

2. Direct and evaluate employee database updates, personnel administration (Decree related to employment, leave, etc.), document management (archives, incoming and outgoing letters, etc.).

3. Direct and control the strategy for optimizing the management of office facilities, employee work facilities (daily uniforms, sports and laptops), employee service facilities/ Travel Management (Accountability Letter (SPJ), moving costs and detasering), health management (medical examination), social activities ( binrohmas),


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kegiatan sosial (binrohmas), employee experience di seluruh Kantor Pusat, Kantor Divisi, dan Kantor Cabang untuk memastikan seluruh kegiatan dimaksud terlaksana sesuai dengan rencana kerja perusahaan dan aturan yang berlaku.

4. Mengarahkan dan mengevaluasi kegiatan internal affairs (kerumahtanggaan), building management (pada gedung yang tercatat menjadi aset kantor pusat), wisma dinas (furniture, ruangan kerja dan ruang rapat), memastikan rumah dinas operasional diperuntukan untuk karyawan yang aktif, serta pengelolaan transportasi (kantor pusat dan kendaraan operasional).

Tugas Pokok Divisi Airport Learning Center1. Mengarahkan dan mengevaluasi rencana program

kerja dan anggaran pendidikan dan pelatihan secara terintegrasi berdasarkan Learning Needs Analysis yang telah disusun oleh Departemen Corporate Talent Management.

2. Mengarahkan dan mengendalikan proses learning value chain meliputi formulasi dan evaluasi desain kurikulum dan silabus, penyusunan Instructional System Design, implementasi diklat dan penyiapan fasilitas, serta evaluasi atas program yang telah dijalankan untuk dapat memenuhi learning objective yang telah ditetapkan.

3. Mengarahkan perumusan dan implementasi konsep learning experience pada setiap program diklat untuk mendukung kualitas penyampaian materi diklat.

4. Mengarahkan dan mengendalikan pelaksanaan knowledge management dijalankan sesuai dengan sasaran strategis Perusahaan melalui prosedur yang sudah ditetapkan guna menjaga keberlangsungan kualitas pengetahuan di dalam Perusahaan.

5. Mengendalikan dan mengevaluasi proses Airport Learning Center (ALC), program, dan instruktur yang bersertifikasi Global Standard.

6. Mengendalikan proses administrasi kegiatan pendidikan dan pelatihan dilaksanakan sesuai ketentuan yang berlaku.

7. Mengarahkan dan mengendalikan pelaksanaan setiap program pendidikan dan pelatihan untuk memastikan kualitas penyampaian materi sesuai dengan standar yang berlaku meliputi namun tidak terbatas pada dokumen prosedur pengawasan internal dan jadwal program kerja, SK penunjukan pengawas internal, laporan hasil pengawasan internal, hasil evaluasi program pengawasan internal, penyelesaian tindakan korektif dan monitoring pengawasan internal.

employee experience in all Head Office, Divisional Offices, and Branch Offices to ensure that all activities are carried out in accordance with the Company’s work plan and applicable regulations.

4. Direct and evaluate the activities of internal affairs, building management (in buildings registered as assets of the head office), official residences (furniture, work rooms and meeting rooms), ensure that the operational office house is designated for active employees, as well as transportation management (head office and operational vehicles).

Main Duties of the Airport Learning Center Division1. Direct and evaluate the work program plan and

budget for education and training in an integrated manner based on the Learning Needs Analysis that has been prepared by the Corporate Talent Management Department.

2. Direct and control the learning value chain process including the formulation and evaluation of curriculum and syllabus design, preparation of Instructional System Design, implementation of education and training and preparation of facilities, as well as evaluation of programs that have been carried out to meet the learning objectives that have been set.

3. Direct the formulation and implementation of the learning experience concept in each education and training program to support the quality of the delivery of training materials.

4. Direct and control the implementation of knowledge management is carried out in accordance with the Company’s strategic objectives through established procedures to maintain the continuity of knowledge quality within the Company.

5. Control and evaluate the Airport Learning Center (ALC) process, programs, and instructors certified to the Global Standard.

6. Control the administrative process of education and training activities carried out in accordance with applicable regulations.

7. Direct and control the implementation of each education and training program to ensure the quality of material delivery in accordance with applicable standards including but not limited to internal control procedure documents and work program schedules, decrees on the appointment of internal supervisors, reports on results of internal controls, evaluation results of internal control programs , completion of corrective actions and monitoring of internal controls.


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Informasi mengenai nama dari Kepala Divisi Human Capital Strategy, Kepala Divisi Talent Management, Kepala Divisi Human Capital Center dan Kepala Divisi Airport Learning Center dapat dilihat pada Bagian Profil Perusahaan.

Komposisi SDM Angkasa Pura II dapat dilihat di Bab Profil Perusahaan halaman 96.

KEBIJAKAN DAN PELAKSANAAN REKRUTMEN

Seiring dengan perubahan dan tantangan perkembangan industri, dalam menjaring SDM terbaik, Angkasa Pura II menitikberatkan pada sumber daya manusia yang berkualitas, berintegritas tinggi, mempunyai kemampuan untuk beradaptasi pada perubahan dan memiliki kompetensi unggul sesuai dengan kebutuhan Perseroan. Dalam setiap proses rekrutmen, Angkasa Pura II menerapkan asas kesamaan kesempatan, kewajaran dan keterbukaan dalam proses rekrutmen dan seleksi.

Proses rekrutmen dan seleksi dilakukan dengan mempertimbangkan kebutuhan dan perkembangan usaha Perseroan. Pada tahun 2020, Angkasa Pura II telah

Information about the names of the Head of Human Capital Strategy Division, Head of Talent Management Division, Head of Human Capital Center Division and Head of Airport Learning Center Division can be seen in the Company Profile Section.

The composition of Angkasa Pura II HC can be seen in the Company Profile Chapter page 96.

RECRUITMENT POLICY AND IMPLEMENTATION

Along with the changes and challenges of industrial development, in recruiting the best human capital, Angkasa Pura II focuses on quality human capital with high integrity, having the ability to adapt to changes and having superior competencies according to the needs of the Company. In every recruitment process, Angkasa Pura II applies the principles of equal opportunity, fairness and openness in the recruitment and selection process.

The recruitment and selection process is carried out by considering the needs and development of the Company’s business. In 2020, Angkasa Pura II has recruited 5 (five)

DAFTAR NAMA PEJABAT PENANGGUNGJAWAB PENGELOLAAN SDM NAME LIST of THE HEAD OF HC MANAGEMENT DIVISION

KOMPOSISI SDM HC COMPOSITION

MANAJEMEN SDM HC MANAGEMENT


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merekrut 5 (lima) karyawan baru, baik yang berstatus pro-hire maupun fresh graduates. Karyawan-karyawan baru dari berbagai posisi tersebut ditempatkan di sejumlah divisi.

KEBIJAKAN DAN PELAKSANAAN PENGEMBANGAN KOMPETENSI

Kapabilitas karyawan menjadi salah satu faktor yang mempengaruhi produktivitas dan kinerja. Angkasa Pura II senantiasa berupaya untuk meningkatkan kompetensi karyawan dengan memberikan kesempatan kepada setiap karyawan yang memenuhi syarat untuk mengikuti berbagai program pengembangan yang diselenggarakan oleh pihak internal maupun eksternal. Program pengembangan SDM disesuaikan dengan training need analysis setiap karyawan yang mencakup program knowledge management dan learning services.

Angkasa Pura II merealisasikan program pengembangan kompetensi karyawan berdasarkan Model Kompetensi (Competency Model) dan kesempatannya terbuka bagi setiap karyawan. Setiap karyawan berhak mengajukan diri menjadi peserta pelatihan dengan mengajukan persyaratan administrasi tertentu dan mendapatkan persetujuan dari Kepala Satuan Kerja. Pengajuan jenis pelatihan dan pengembangan yang hendak diikuti harus selaras dengan kebutuhan tugas, rencana pengembangan kompetensi dan pengembangan usaha.

Angkasa Pura II menjamin tidak terjadi tindakan diskriminasi dalam memperlakukan karyawan sehingga tercipta perlakuan yang adil dan jujur sesuai dengan potensi, kemampuan, pengalaman dan keterampilan masing-masing untuk mencapai kinerja yang excellent.

Tabel Pendidikan dan PelatihanTabel Pendidikan dan pelatihan di tahun 2020 dapat dilihat pada bagian Profil Perusahaan

KEBIJAKAN DAN PELAKSANAAN PENGEMBANGAN KARIER

Angkasa Pura II memberikan peluang kepada setiap karyawan untuk mengembangkan karier sesuai dengan kapasitas dan kapabilitasnya. Angkasa Pura II telah menetapkan jenjang karir yang jelas dan pasti untuk setiap posisi yang ada, baik melalui jalur fungsional maupun struktural.

new employees, both pro-hire and fresh graduates. New employees from various positions are placed in a number of divisions.

COMPETENCY DEVELOPMENT POLICY AND IMPLEMENTATION

Employee capabilities are one of the factors that affect productivity and performance. Angkasa Pura II always strives to improve employee competence by providing opportunities for every qualified employee to participate in various development programs organized by internal and external parties. The HC development program is adjusted to the training need analysis of each employee which includes knowledge management programs and learning services.

Angkasa Pura II realizes an employee competency development program based on the Competency Model and the opportunity is open to every employee. Every employee has the right to apply to become a training participant by submitting certain administrative requirements and obtaining approval from the Head of the Work Unit. Submission of the type of training and development to be followed must be in line with task requirements, competency development plans and business development.

Angkasa Pura II guarantees that there will be no acts of discrimination in treating employees so as to create fair and honest treatment in accordance with their respective potentials, abilities, experience and skills to achieve excellent performance.

Table. Education and TrainingTable of Education and training in 2020 can be seen in the Company Profile section

CAREER DEVELOPMENT POLICY AND IMPLEMENTATION

Angkasa Pura II provides opportunities for every employee to develop a career according to their capacity and capability. Angkasa Pura II has established a clear and definite career path for each position, both through functional and structural paths.


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Tujuan pengembangan karir sebagai berikut:1. Membantu pencapaian tujuan individu dan

perusahaan sebagai hubungan timbal balik yang bermanfaat bagi kesejahteraan karyawan dan tujuan perusahaan.

2. Menunjukkan hubungan kesejahteraan karyawan, dimana peningkatan kesejahteraan diharapkan dapat meningkatkan produktivitas dan loyalitas.

3. Membantu karyawan memahami potensi dan keahliannya, sehingga mampu menciptakan iklim kerja positif.

4. Mengurangi turnover, dimana rendahnya turnover dapat menghemat biaya tenaga kerja, khususnya biaya untuk mendidik karyawan baru.

Dalam mempersiapkan program pengembangan karyawan, Angkasa Pura II memperhatikan kebutuhan pengembangan yang dirasakan karyawan melalui hasil coaching dalam rangka penilaian karya dan evaluasi kompetensi yang memunculkan kebutuhan pelatihan sesuai kondisi operasional di lapangan.

Pengembangan karir yang dilakukan dapat berupa:1) Promosi, merupakan alih tugas karyawan dari

satu jabatan ke jabatan lain yang lebih tinggi kelas jabatannya baik dalam satu lingkungan unit kerja/cabang, maupun antar unit kerja/cabang atau afiliasi Perusahaan atau anak Perusahaan.

2) Rotasi, merupakan alih tugas karyawan dari satu jabatan ke jabatan lain yang mempunyai tanggung jawab dan beban tugas relatif sama/setara dan tidak berdampak pada perubahan kelas jabatan, baik dalam satu lingkungan unit kerja/cabang, maupun antar unit kerja/cabang atau afiliasi Perusahaan atau anak Perusahaan.

Selain dari 2 (dua) pola tersebut, pengembangan karir karyawan di lingkungan Angkasa Pura II dapat dilakukan dengan mekanisme program orientasi kerja (magang). Berdasarkan tujuan yang hendak dicapai maka program orientasi kerja (magang) dapat dilakukan antara lain:• Pengayaan wawasan/program pengembangan; atau• Pengisian formasi

Kewenangan penyelenggaraan program orientasi kerja (magang) dimaksud dapat dibedakan sebagai berikut:• Kewenangan Kantor Pusat Dilakukan bila program magang dilakukan di area

kerja Kantor Pusat ataupun Kantor Divisi, pengisian formasi lintas fungsi kerja hingga lintas area kantor cabang;

• Kewenangan Kantor Cabang Kantor Cabang dapat menyelenggarakan program

magang secara mandiri apabila masih di lingkungan

Career development objectives are as follows:1. Help the achievement of individual and company

objectives as a reciprocal relationship that is beneficial for the welfare of employees and company objectives.

2. Demonstrate the relationship of employee welfare, where an increase in welfare is expected to increase productivity and loyalty.

3. Help employees understand their potential and expertise, so as to create a positive work climate.

4. Reduce turnover, where low turnover can save labor costs, especially costs for educating new employees.

In preparing employee development programs, Angkasa Pura II pays attention to the development needs felt by employees through coaching results in the context of evaluating work and evaluating competencies that raise training needs according to operational conditions in the field.

Career development carried out can be in the form of:1. Promotion, is a transfer of employee duties from one

position to another with a higher class position, both within one work unit/branch, as well as between work units/branches or affiliates of the Company or its subsidiaries.

2. Rotation, is the transfer of employee duties from one position to another that has relatively the same/ equal responsibilities and workload and does not have an impact on changes in the class of office, both within one work unit/ branch, as well as between work units/ branches or affiliates of the Company or its subsidiaries.

Apart from these 2 (two) patterns, employee career development within Angkasa Pura II can be carried out by means of a work orientation program (internship). Based on the objectives to be achieved, the work orientation program (internship) can be carried out, among others:• Insight enrichment/ development program; or• Formation filling

The authority to administer the work orientation program (internship) can be distinguished as follows:• Head Office Authority Conducted if the internship program is carried out in

the work area of the Head Office or Divisional Office, filling out formations across work functions to cross branch office areas;

• Branch Offices Authority Branch Offices can organize internship programs

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internal fungsi kerja dan dalam rangka pengayaan wawasan lintas fungsi kerja di kantor cabangnya masing-masing.

PENILAIAN KINERJA

Secara berkala, Angkasa Pura II melakukan penilaian kinerja (PK) berdasarkan sistem yang dimiliki dan hasilnya digunakan untuk program pengembangan, rotasi, mutasi dan promosi bagi karyawan. Angkasa Pura II menilai bahwa penilaian kinerja merupakan tanggung jawab bersama untuk mendukung kesuksesan kinerja bisnis Perseroan dan keberhasilan setiap individu karyawan. Dalam rangka mendukung penilaian kinerja tersebut, korporat berusaha membangun infrastruktur penilaian kinerja yang objektif dan berbasis data digital yang dikenal sebagai Sistem Manajemen Penilaian Kinerja.

Sistem Manajemen Penilaian Kinerja merupakan alat evaluasi pencapaian target dan tujuan yang harus dicapai oleh seluruh Karyawan maupun satuan kerja yang disusun berdasarkan visi, misi dan tujuan jangka panjang perusahaan serta KPI Angkasa Pura II. Penilaian Kinerja masing-masing individu Karyawan yang dilaksanakan secara objektif, berjenjang, periodik, dan transparan.

Sistem Manajemen Penilaian Kinerja tersebut dituangkan dalam aplikasi SAP yang disebut sebagai Performance Management System (PMS). PMS adalah sarana untuk menyelaraskan langkah kebijakan dan sasaran Perusahaan dengan sasaran individu sehingga terjadi kesepakatan bersama antara karyawan yang dinilai dengan atasan langsung/pejabat penilai mengenai KPI Individu yang harus dicapai dan kompetensi yang harus dimiliki dalam suatu penilaian yang terukur dan jelas.

PMS dimaksudkan untuk menilai KPI Individu dan kompetensi karyawan dengan suatu alat ukur melalui tahapan perencanaan, bimbingan dan penilaian dengan berbasis sistem teknologi informasi. Sistem yang digunakan dalam melakukan penilaian adalah PMS Online, yaitu aplikasi PMS yang menggunakan sistem berbasis internet yang dapat diakses oleh semua karyawan PT Angkasa Pura II (Persero).

STRATEGI REMUNERASI DAN KEBIJAKAN REMUNERASIKesejahteraan karyawan merupakan salah satu hak yang wajib dipenuhi oleh Perseroan, yang salah satunya

function and in order to enrich insights across work functions in their respective branch offices.

PERFORMANCE APPRAISALS

Periodically, Angkasa Pura II conducts performance appraisals (PK) based on the owned system and the results are used for employee development, rotation, mutation and promotion programs. Angkasa Pura II considers that performance appraisal is a shared responsibility to support the success of the Company’s business performance and the success of each individual employee. In order to support the performance appraisal, the Company is trying to build an objective and digital data-based performance appraisal infrastructure known as the Performance Appraisal Management System.

The Performance Appraisal Management System is an evaluation tool for achieving targets and objectives that must be achieved by all employees and work units that are prepared based on the Company’s long-term vision, mission and objectives as well as Angkasa Pura II KPIs. Performance appraisal of each individual employee which is carried out objectively, in stages, periodically, and transparently.

The Performance Appraisal Management System is contained in a SAP application called Performance Management System (PMS). PMS is a means to align the Company’s policy measures and objecrives with individual targets so that there is a mutual agreement between the assessed employee and his/her direct supervisor/appraiser regarding the Individual KPIs that must be achieved and the competencies that must be possessed in a measurable and clear appraisal.

PMS is intended to assess individual KPIs and employee competencies with a measuring tool through the stages of planning, guidance and appraisal based on information technology systems. The system used in conducting the assessment is PMS Online, which is a PMS application that uses an internet-based system that can be accessed by all employees of PT Angkasa Pura II (Persero).

REMUNERATION STRATEGY AND POLICY

Employee welfare is one of the rights that must be fulfilled by the Company, one of which can be fulfilled through


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dapat dipenuhi lewat remunerasi atau kompensasi yang memadai. Pada prinsipnya, remunerasi yang sepadan selain meningkatkan keterikatan karyawan akan Perseroan, juga mendukung laju perkembangan Perseroan karena setiap karyawan akan bekerja secara maksimal dalam memuluskan rencana kerja Perseroan.

Untuk memberikan remunerasi yang kompetitif, Perseroan telah menetapkan standar penggajian berdasarkan pemeringkatan Karyawan dan jenjang jabatan yang disandarkan kepada remuneration survey dalam industri sejenis dengan memperhatikan Undang-Undang Ketenagakerjaan dan peraturan Upah Minimum Provinsi (UMP).

Setiap tahun Perseroan melakukan beberapa penyesuaian terkait struktur remunerasi. Struktur ini difokuskan kepada unsur kompetitif dengan eksternal dan unsur fairness dalam penerimaan pendapatan karyawan sesuai dengan masing-masing level dan kinerja selama ini.

Komponen remunerasi di Angkasa Pura II yang berlaku adalah sebagai berikut:1. Fixed compensation Fixed Compensation diberikan secara tetap baik

bulanan maupun tahunan yang terdiri dari:a. Gaji Dasar Pensiun;b. Penunjang Gaji Dasar;c. Tunjangan Jabatan;d. Tunjangan Hari Raya Keagamaan;e. Tunjangan Kesejahteraan Keluarga;f. Tunjangan Cuti.

2. Variable Compensation Variable Compensation diberikan secara tidak tetap

namun diberikan berdasarkan persyaratan tertentu antara lain (kinerja, kehadiran, keterampilan, dan lain lain) yang terdiri dari:a. Insentif Produksi;b. Insentif Merit;c. Tunjangan Uang Makan;d. Tunjangan Uang Lembur;e. Tunjangan Lisensi dan Rating.

3. Benefit yang berupa uang (cash benefit) terdiri dari:a. Tunjangan Mobilitas;b. Sumbangan Uang Sewa Rumah;c. Tunjangan Perumahan Akhir Masa Tugas;d. Subsidi Iuran Badan Penyelenggara Jaminan

Sosial (BPJS)

adequate remuneration or compensation. In principle, commensurate remuneration in addition to increase employee engagement with the Company, also supports the pace of development of the Company because each employee will work optimally in smoothing the Company’s work plans.

To provide competitive remuneration, the Company has set a standard salary based on employee rankings and position levels that are based on remuneration surveys in similar industries by taking into account the Manpower Law and the Provincial Minimum Wage (UMP) regulations.

Every year the Company makes several adjustments related to the remuneration structure. This structure is focused on the external competitive element and the fairness element in receiving employee income according to each level and performance so far.

The applicable remuneration components at Angkasa Pura II are as follows:1. Fixed compensation Fixed Compensation is given regularly both monthly

and annually consisting of:a. Pension Basic Salary;b. Basic Salary Support;c. Position Allowance;d. Religious Holiday Allowance;e. Family Welfare Allowance;f. Leave Allowance.

2. Variable Compensation Variable Compensation is given irregularly but is

given based on certain requirements, among others (performance, attendance, skills, etc.) consisting of:

a. Production Incentives;b. Merit Incentives;c. Food Allowance;d. Overtime Allowance;e. License and Rating Allowance.

3. Benefits in the form of cash (cash benefits) consists of:a. Mobility Allowance;b. House Rent Contribution;c. End of Term Housing Allowance;d. Subsidies for Social Security Provider (BPJS)


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4. Ketenagakerjaan;a. Subsidi Iuran Tunjangan Hari Tua (THT) dan

Manfaat Pensiun;b. Sumbangan Perkawinan Karyawan;c. Sumbangan Kelahiran Anak;d. Sumbangan Kematian;e. Uang Tanda Penghargaan.

5. Benefit yang berupa bukan uang (non cash benefit) terdiri dari:a. Pelayanan kesehatan;b. Pakaian Seragam Dinas dan Pakaian Olahraga;c. Pengembangan Karyawan;d. Promote Life Balance (olah raga, olahrasio, olah

ruh, dan olah rasa).

SURVEY KEPUASAN KARYAWANAngkasa Pura II berkomitmen untuk terus memberikan kesejahteraan kepada karyawannya. Untuk itu, setiap tahunnya Perseroan melaksanakan survei kepuasan karyawan. Angkasa Pura II berharap karyawan merasa bangga bekerja di Perseroan, serta ingin memberikan lebih dari apa yang diharapkan dan akan terus berkomitmen pada Perseroan. Survei Kepuasan Karyawan Tahun 2020 diikuti oleh 2.564 karyawan. Pengukuran Survei dilakukan menggunakan teori Barlett, Kortlik, & Higgnis (2001) dengan tingkat kepercayaan 95% dan margin of error antara 1-5%.

Hasil survei pada tahun 2020 menunjukkan Skor Kepuasan 4.0 dari skala 5 dan Skor Keterikatan sebesar 4.2 dari skala 5.

PROGRAM PENSIUN

Pemberian jaminan hari tua atau pensiun merupakan salah satu bentuk penghargaan Perseroan atas loyalitas karyawan. Jaminan ini juga memberi ketenangan bagi seluruh karyawan yang bekerja di Angkasa Pura II, dengan demikian mereka lebih termotivasi dalam berkarya.

Pensiun karyawan Angkasa Pura II ditetapkan pada usia 56 tahun. Bagi karyawan yang telah berusia 55 tahun dapat mengambil Masa Persiapan Pensiun (MPP). Dalam Masa Persiapan Pensiun, Angkasa Pura II memberikan pelatihan wirausaha dan pelatihan purnabakti, sehingga diharapkan dengan para karyawan dapat mempersiapkan diri di masa mendatang.

4. Employment;a. Subsidies for Old-Age Security Benefits an Pension

Benefits;b. Employee Marriage Contribution;c. Child Birth Contribution;d. Death Contribution;e. Award Money.

5. Benefits in the form of non-cash (non-cash benefit) terdiri dari:a. Health Services;b. Office Uniforms and Sportswear;c. Employee Development;d. Promote Life Balance (sports, exercise, spiritual,

and taste).

EMPLOYEE SATISFACTION SURVEYAngkasa Pura II is committed to continue providing welfare to its employees. For this reason, every year the Company carries out an employee satisfaction survey. Angkasa Pura II hopes that employees feel proud to work in the Company, and want to give more than what is expected and will continue to be committed to the Company. The 2020 Employee Satisfaction Survey was attended by 2,564 employees. The survey measurement was conducted using the theory of Barlett, Kortlik, & Higgnis (2001) with a 95% confidence level and a margin of error between 1-5%.

The survey results in 2020 showed a Satisfaction Score of 4.0 out of a scale of 5 and an Engagement Score of 4.2 out of a scale of 5.

PENSION PROGRAM

The provision of old-age or pension benefits is a form of the Company’s appreciation for employee loyalty. This guarantee also gives peace to all employees who work at Angkasa Pura II, thus they are more motivated to work.

Angkasa Pura II employees retire at the age of 56 years. Employees who are 55 years old can take the Pension Preparation Period (MPP). During the Pension Preparation Period, Angkasa Pura II provides entrepreneurship training and retirement training, so it is hoped that employees can prepare themselves in the future.


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Karyawan yang telah memasuki usia purna bakti (56 tahun), diberikan kompensasi sesuai peraturan. Sedangkan karyawan tetap yang diikutsertakan dalam Program Hari Tua (JHT) mendapatkan Kompensasi Jaminan Hari Tua sesuai Undang-undang Ketenagakerjaan yang berlaku.

TURN OVER KARYAWAN

Tingkat turnover karyawan selama 3 (tiga) tahun terakhir dapat dijelaskan sebagai berikut:

Upaya pengendalian turnover karyawan tahun 2020 dengan melakukan penerapan retensi karyawan melalui :1. Kesempatan Pengembangan Karir;2. Pemberian Kompensasi & Benefit;3. Kesempatan Diklat dan Pengembangan Kompetensi.

BPJS KETENAGAKERJAAN

Angkasa Pura II mengikutsertakan seluruh karyawan dalam Program BPJS Ketenagakerjaan sesuai dengan Peraturan Pemerintah Republik Indonesia No. 46 Tahun 2015 tentang Penyelenggaraan Program Jaminan Hari Tua dan Program Jaminan Pensiun sesuai dengan Peraturan Pemerintah No. 45 Tahun 2015 tentang Peraturan Pemerintah (PP) tentang Penyelenggaraan Program Jaminan Pensiun.

INTERNALISASI BUDAYA KERJA

Angkasa Pura II telah memiliki budaya kerja di BUMN yang disebut dengan AKHLAK. Core Values AKHLAK yang terdiri dari Nilai-Nilai AMANAH, KOMPETEN, HARMONIS, LOYAL, ADAPTIF, dan KOLABORATIF, yang merupakan kristalisasi nilai nilai Perusahaan BUMN, diyakini selaras dengan strategi bisnis Angkasa Pura II yang akan mendorong insan Angkasa Pura II untuk berkinerja dengan lebih baik.

Employees who have entered retirement age (56 years), are compensated according to regulations. Meanwhile, permanent employees who are included in the Old-Age Security Benefits (JHT) receive Old-Age Security Benefits Compensation in accordance with the applicable Manpower Law.

EMPLOYEE TURNOVER

The employee turnover rate for the last 3 (three) years can be explained as follows:

Efforts to control employee turnover in 2020 by implementing employee retention through:

1. Career Development Opportunities;2. Compensation & Benefits;3. Training and Competency Development Opportunities.

SOCIAL SECURITY PROVIDER (BPJS KETENAGAKERJAAN)

Angkasa Pura II includes all employees in the BPJS Ketenagakerjaan Program in accordance with Government Regulation of the Republic of Indonesia No. 46 of 2015 concerning the Implementation of the Old-Age Security Benefits Program and the Pension Security Program in accordance with Government Regulation no. 45 of 2015 concerning Government Regulation (PP) concerning the Implementation of the Pension Security Program.

INTERNALIZATION OF WORK CULTURE

Angkasa Pura II already has a work culture in SOEs called AKHLAK. AKHLAK Core Values which consist of TRUSTWORTHY (AMANAH), COMPETENT (KOMPETEN), HARMONIOUS (HARMONIS), LOYAL, ADAPTIVE (ADAPTIF), and COLLABORATIVE (KOLABORATIF) values, which are crystallization of the values of state-owned enterprises, are believed to be in line with Angkasa Pura II’s business strategy which will encourage Angkasa Pura II personnel to perform better .

2018 2019 2020

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19 0,35% 16 0,29% 10 0,18%


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Deklarasi AkhlakAkhlak Declaration

14 Juli 2020July 14, 2020

Kegiatan kick-off Internalisasi AKHLAK sebagai Core Values SDM BUMN dipimpin oleh BOD dan dihadiri oleh seluruh Karyawan AP2 Group Kick-off activity of AKHLAK Internalization as Core Values of SOEs HC led by BOD and attended by all AP2 Group Employees

Akhlak Leadership Series: BOD Culture CampaignAkhlak Leadership Series: BOD Culture Campaign

Juli – Agustus 2020July – August 2020

- Penyampaian Video Campaign terkait Core Values AKHLAK oleh 3 Direksi yaitu DX, DF dan DC- Apel Internalisasi AKHLAK oleh Senior Leader di lokasi kerja masing-masing- Delivery of Video Campaign related to AKHLAK Core Values by 3 Directors, namely DX, DF and DC- AKHLAK Internalization Rally by Senior Leaders at their respective work locations

Kegiatan Internalisasi AKHLAK yang dilakukan pada tahun 2020 adalah sebagai berikut:

The AKHLAK Internalization activities carried out in 2020 are as follows:


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AKHLAK CompetitionAKHLAK Competition

AKSIKU 4.0AKSIKU 4.0

Oktober – November 2020October – November 2020

Merupakan Kompetisi berupa Video, Foto dan Yel-yel yang menunjukkan aktivasi dari nilai-nilai AKHLAK dalam keseharian bekerjaIs a competition in the form of Videos, Photos and Yells that show the activation of AKHLAK values in daily work

Mei – November 2020May – November 2020

“Ayo Kita Aktivasikan Kibar Budaya!” merupakan rangkaian kegiatan aktivasi budaya perusahaan yang dilakukan oleh seluruh entitas PT Angkasa Pura II Group yang diawali dengan kegiatan Pengisian Action Plan, Pelaporan Kegiatan Implementasi (Activity Report), dilanjutkan dengan kegiatan CULTURE SUMMIT“Ayo Kita Aktivasikan Kibar Budaya!” is a series of corporate culture activation activities carried out by all entities of PT Angkasa Pura II Group which begins with the Filling of Action Plan activities, Reporting on Implementation Activities (Activity Report), followed by CULTURE SUMMIT activities


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Senior Leaders Online Sharing (SLOS) Senior Leaders Online Sharing (SLOS)

Ashik ber-AKHLAK Ashik ber-AKHLAK

2 November – 5 Desember 2020November 2 – December 5, 2020

Diikuti oleh seluruh entitas PT Angkasa Pura II Group dengan materi seputar Core Values AKHLAK yang disampaikan oleh Senior LeadersParticipated by all entities of PT Angkasa Pura II Group with material about AKHLAK Core Values delivered by Senior Leaders

Desember 2020December 2020

Melakukan penilaian terkait dengan pemahaman AKHLAK dari seluruh PERFORMers melalui platform iPerform di aplikasi ASHiK pelaksanaan hanya dilakukan 1 x 24 jam dengan materi yang telah di sediakan oleh Unit STGConducting assessments related to the understanding of AKHLAK from all PERFORMers through the iPerform platform in the ASHiK application, implementation is only carried out 1 x 24 hours with material provided by the STG Unit


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Social Media Campaign Social Media Campaign

Inserting AKHLAK to Internal Platform Inserting AKHLAK to Internal Platform

Juli – Desember 2020July – December 2020

Penyampaian informasi yang berkaitan dengan Core Values AKHLAK dan panduan perilakunya di SAPA dan Instagram Ap2Transformaction Delivery of information related to AKHLAK Core Values and behavioral guidelines on SAPA and Instagram of Ap2Transformaction

September 2020September 2020

Pemasangan infografis tentang AKHLAK di media internal karyawan AP II, seperti Footer Email Korporat, Loading Aplikasi SIDOEL, Loading Aplikasi Presensi, Banner Information iPerform Installation of infographics about AKHLAK on AP II employees' internal media, such as Corporate Email Footer, SIDOEL Application Loading, Presence Application Loading, iPerform Banner Information


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HUBUNGAN INDUSTRIAL

Angkasa Pura II berkomitmen untuk membangun dan memelihara Hubungan Industrial yang sehat dan harmonis sebagai sebuah sistem hubungan kerja yang sehat dan konstruktif antara karyawan, Angkasa Pura II dan Pemerintah (Tripartit).

Tujuan akhir pengaturan Hubungan Industrial di lingkungan Angkasa Pura II adalah meningkatkan produktivitas dan kesejahteraan karyawan dan Perseroan. Untuk itu, Angkasa Pura II menempatkan karyawan sebagai mitra strategis dalam membangun dan memelihara hubungan industrial yang harmonis di lingkungan kerja melalui komunikasi secara berkala dan berkesinambungan.

Angkasa Pura II selalu berupaya menciptakan suasana kerja yang terbuka, positif dan progresif untuk menciptakan hubungan industrial yang sehat dan harmonis. Beberapa pendekatan yang dilakukan adalah dengan kegiatan-kegiatan dalam bentuk town hall meeting yang melibatkan seluruh karyawan atau focus group discussion (FGD) yang melibatkan Senior Leaders.

Dalam kegiatan tersebut terjadi penyampaian-penyampaian pesan kepada karyawan dan memfasilitasi karyawan untuk menyampaikan aspirasi-aspirasinya terhadap Angkasa Pura II.

Menghadapi tantangan dan perubahan di industri yang terus berkembang dengan cepat, pengembangan SDM memerlukan perencanaan strategi yang berkesinambungan. Sesuai dengan inisiatif strategi Perseroan, di tahun 2021 pengembangan SDM Perseroan akan fokus kepada Program Pengembangan Top Talent level Senior Leader berupa Excellent Talent Readiness Programme, Program Pengembangan Talenta Perempuan, dan Professional Certificate Program.

INDUSTRIAL RELATIONS

Angkasa Pura II is committed to build and maintain sound and harmonious Industrial Relations as a system of sound and constructive working relations between employees, Angkasa Pura II and the Government (Tripartite).

The ultimate goal of regulating Industrial Relations within Angkasa Pura II is to increase the productivity and welfare of employees and the Company. For this reason, Angkasa Pura II places employees as strategic partners in building and maintaining harmonious industrial relations in the work environment through regular and continuous communication.

Angkasa Pura II always strives to create an open, positive and progressive work atmosphere to create sound and harmonious industrial relations. Some of the approaches taken are through activities in the form of town hall meetings involving all employees or focus group discussions (FGD) involving Senior Leaders.

In this activity, messages were conveyed to employees and facilitated employees to convey their aspirations to Angkasa Pura II.

Facing challenges and changes in an industry that continues to grow rapidly, HC development requires continuous strategic planning. In accordance with the Company’s strategic initiatives, in 2021, the Company’s HC development will focus on the Development Program for Top Talent of the Senior Leader level in the form of the Excellent Talent Readiness Program, the Women’s Talent Development Program, and the Professional Certificate Program.

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Dengan segala tantangan yang dihadapi perusahaan tahun 2020, PT Angkasa Pura II (Persero) menjalankan strategi Business Survival

Initiatives yang terdiri dari tiga program yaitu cost leadership, capex disbursement, dan cash flow management. Program itu diterapkan dalam

bisnis aeronautika dan non aeronautika.

With all the challenges faced by the Company in 2020, PT Angkasa Pura II (Persero) implemented a Business Survival Initiatives strategy which consists of three programs,

namely cost leadership, capex disbursement, and cash flow management. The program was applied in the aeronautical and non-aeronautical businesses.


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AsetAssets

Rp44,44 Triliun | Trillion

EkuitasEquity


PendapatanOperating Revenues


Tinjauan Ekonomi dan Industri Economic and Industrial Review

PEREKONOMIAN GLOBAL DAN NASIONAL

Kinerja ekonomi global triwulan III 2020 terindikasi mengalami perbaikan dan telah melampaui titik terendah yang terjadi pada triwulan II 2020. Kinerja positif tersebut ditopang oleh stimulus kebijakan fiskal dan moneter yang ultra akomodatif, disertai pelonggaran pembatasan aktivitas masyarakat yang terus berlanjut. Relaksasi pembatasan aktivitas tercermin dari effective lockdown index yang makin menurun terutama pada negara yang berhasil mengendalikan laju penyebaran COVID-19 seperti Tiongkok. Mobilitas yang membaik mendorong peningkatan permintaan domestik dan eksternal, yang juga berimplikasi positif pada perdagangan global.

Dukungan kebijakan akomodatif dan mobilitas masyarakat mendorong pemulihan ekonomi sejumlah negara utama. Pertumbuhan ekonomi AS pada triwulan III 2020 membaik dengan kontraksi yang menyempit menjadi -2,9% yoy, dibandingkan -9,9% pada triwulan II 2020. Kinerja tersebut ditopang oleh perbaikan konsumsi, investasi, dan perdagangan. Ekonomi Kawasan Euro pada triwulan III 2020 juga tercatat membaik menjadi -4,4% dari -14,7%, ditopang perbaikan empat negara inti yaitu Jerman, Prancis, Italia, dan Spanyol.

GLOBAL AND NATIONAL ECONOMY

The global economic performance in the third quarter of 2020 was indicated to experience improvement and has surpassed the lowest point that occurred in the second quarter of 2020. This positive performance was supported by the stimulus of ultra-accommodative fiscal and monetary policies, along with the continued easing of restrictions on public activity. The relaxation of activity restrictions was reflected in the decreasing effective lockdown index, especially in countries that have managed to control the rate of COVID-19 spread such as China. Improved mobility has boosted domestic and external demand, which also has positive implications for global trade.

The support of accommodative policies and community mobility has stimulated economic recovery in a number of major countries. US economic growth in the third quarter of 2020 improved with a narrowing contraction to -2.9% yoy, compared to -9.9% in the second quarter of 2020. This performance was supported by improvements in consumption, investment and trade. The Euro Area economic in the third quarter of 2020 also recorded an improvement to -4.4% from -14.7%, supported by improvements in the four core countries, namely Germany, France, Italy and Spain.


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Dalam pertemuan Federal Open Market Committee (FOMC) yang digelar pada 15-16 Desember 2020, The Fed memutuskan untuk menjaga kisaran target suku bunga acuan alias fed fund rate (FFR) sebesar 0% hingga 0,25%. Organization for Economic Co-Operation and Development (OECD) memprediksi ekonomi global -4,2% yoy.

Sebagaimana kondisi ekonomi global, Perekonomian Indonesia di sepanjang tahun 2020 juga berada di zona negative pada tahun pertama pandemi COVID-19. Dampak pandemi COVID-19 memberikan pengaruh penurunan signifikan terhadap pertumbuhan ekonomi nasional secara keseluruhan.

Badan Pusat Statistik (BPS) mencatat, pertumbuhan ekonomi Indonesia di sepanjang tahun lalu mengalami kontraksi pertumbuhan sebesar 2,07% (cumulative to cumulative/c-to-c) dibandingkan tahun 2019. Dari sisi produksi, kontraksi pertumbuhan terdalam terjadi pada Lapangan Usaha Transportasi dan Pergudangan sebesar 15,04%. Sementara itu, dari sisi pengeluaran hampir semua komponen terkontraksi, Komponen Ekspor Barang dan Jasa menjadi komponen dengan kontraksi terdalam sebesar 7,70%. Sementara, Impor Barang dan Jasa yang merupakan faktor pengurang terkontraksi sebesar 14,71%.

Ekonomi Indonesia triwulan IV-2020 terhadap triwulan IV-2019 mengalami kontraksi pertumbuhan sebesar 2,19% (year-on-year/yoy). Dari sisi produksi, Lapangan Usaha Transportasi dan Pergudangan mengalami kontraksi pertumbuhan terdalam sebesar 13,42%. Dari sisi pengeluaran, Komponen Ekspor Barang dan Jasa mengalami kontraksi pertumbuhan terdalam sebesar 7,21%. Sementara, Impor Barang dan Jasa yang merupakan faktor pengurang terkontraksi sebesar 13,52%.

Ekonomi Indonesia triwulan IV-2020 terhadap triwulan sebelumnya mengalami kontraksi pertumbuhan sebesar 0,42% (quarter-to-quarter/q-to-q). Dari sisi produksi, kontraksi pertumbuhan terdalam terjadi pada Lapangan Usaha Pertanian, Kehutanan, dan Perikanan sebesar 20,15%. Dari sisi pengeluaran, pertumbuhan tertinggi dicapai oleh Komponen Pengeluaran Konsumsi Pemerintah (PK-P) yang tumbuh sebesar 27,15%.

Struktur ekonomi Indonesia secara spasial pada 2020 didominasi oleh kelompok provinsi di Pulau Jawa sebesar 58,75%, dengan kinerja ekonomi yang mengalami kontraksi pertumbuhan sebesar 2,51%.

At the Federal Open Market Committee (FOMC) meeting which was held on December 15-16, 2020, the Fed decided to maintain the target range for the reference rates or also known as the fed fund rate (FFR), at 0% to 0.25%. The Organization for Economic Co-Operation and Development (OECD) predicted the global economy to be -4.2% yoy.

As with global economic conditions, the Indonesian economy throughout 2020 was also in a negative zone in the first year of the COVID-19 pandemic. The impact of the COVID-19 pandemic has a significant decreasing effect on overall national economic growth.

BPS-Statistics Indonesia recorded that Indonesia’s economic growth over the past year experienced a growth contraction of 2.07% (cumulative to cumulative / c-to-c) compared to 2019. From the production side, the deepest growth contraction occurred in the Transportation and Warehousing Business Fields of 15.04%. Meanwhile, from the expenditure side, almost all components contracted, the Exports of Goods and Services Component became the component with the deepest contraction of 7.70%. Meanwhile, imports of goods and services, which were the reducing factor, contracted by 14.71%.

The Indonesian economy in the fourth quarter of 2020 against the fourth quarter of 2019 experienced a growth contraction of 2.19% (year-on-year/ yoy). From the production side, the Transportation and Warehousing Business Fields experienced the deepest growth contraction of 13.42%. From the expenditure side, the Exports of Goods and Services Component experienced the deepest growth contraction of 7.21%. Meanwhile, imports of goods and services, which were the reducing factor, contracted by 13.52%.

The Indonesian economy in the fourth quarter of 2020 compared to the previous quarter experienced a growth contraction of 0.42% (quarter-to-quarter/ q-to-q). From the production side, the deepest growth contraction occurred in the Agriculture, Forestry and Fisheries Business Fields by 20.15%. From the expenditure side, the highest growth was achieved by the Government Consumption Expenditure (PK-P) Component which grew by 27.15%.

The spatial structure of the Indonesian economy in 2020 was dominated by the group of provinces in Java Island at 58.75%, with economic performance experiencing a growth contraction of 2.51%.

Sumber | Source: Badan Pusat Statistik (2021), “Pertumbuhan Ekonomi Indonesia Triwulan IV-2020”BPS – Statistics Indonesia (2021), “Indonesian Economic Growth in the Fourth Quarter of 2020”

Pertumbuhan Ekonomi (%)Economic Growth

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Dalam laporan BPS, perekonomian Indonesia 2020 diukur berdasarkan Produk Domestik Bruto (PDB) atas dasar harga berlaku mencapai Rp15.434,2 triliun dan PDB per kapita mencapai Rp56,9 Juta atau US$3.911,7. Hal ini juga menunjukan adanya penurunan jika dibandingkan PDB per kapita pada 2019 dengan posisi Rp59,1 juta atau US$4.174,5.

Bank Indonesia pada 16-17 Desember 2020 memutuskan untuk mempertahankan BI 7-Day Reverse Repo Rate (BI7DRR) pada 3,75%, suku bunga Deposit Facility sebesar 3,00%, dan suku bunga Lending Facility sebesar 4,50%. Keputusan ini konsisten dengan prakiraan inflasi yang tetap rendah dan stabilitas eksternal yang terjaga, serta upaya untuk mendukung pemulihan ekonomi. Di samping itu, Bank Indonesia memperkuat sinergi kebijakan dan mendukung berbagai kebijakan lanjutan untuk membangun optimisme pemulihan ekonomi nasional, melalui pembukaan sektor-sektor ekonomi produktif dan aman COVID-19, akselerasi stimulus fiskal, penyaluran kredit perbankan dari sisi permintaan dan penawaran, melanjutkan stimulus moneter dan makroprudensial, serta mengakselerasi digitalisasi ekonomi dan keuangan.

Bank Indonesia memprediksi adanya perbaikan ekonomi seiring dengan langkah-langkah strategis yang telah dilakukan oleh Pemerintah dalam menghadapi dampak pandemi COVID-19. Hal ini terlihat dari, Pertumbuhan ekonomi pada triwulan IV 2020 menunjukkan berlanjutnya proses perbaikan perekonomian, ditopang realisasi stimulus dan kontribusi positif sektor eksternal.

Pada sisi pengeluaran, konsumsi rumah tangga membaik pada triwulan IV 2020 yakni tumbuh -3,61% (yoy) dari -4,05% (yoy) pada triwulan III 2020, seiring dengan perbaikan mobilitas masyarakat. Konsumsi Pemerintah menunjukkan pertumbuhan 1,94% pada tahun 2020 yang dipengaruhi oleh realisasi stimulus

In the BPS-Statistics Indonesia’s report, the Indonesian economy in 2020 was measured based on Gross Domestic Product (GDP) at current prices amounted to Rp15,434.2 trillion and GDP per capita amounted to Rp56.9 million or US$3,911.7. This was also a decrease when compared to GDP per capita in 2019 with a position of Rp59.1 million or US$4,174.5.

On December 16-17, 2020, Bank Indonesia decided to maintain the BI 7-Day Reverse Repo Rate (BI7DRR) at 3.75%, the Deposit Facility rate at 3.00%, and the Lending Facility rate at 4.50%. This decision was consistent with the forecast for low inflation and maintained external stability, as well as efforts to support economic recovery. In addition, Bank Indonesia strengthened policy synergies and supported various advanced policies to build optimism for national economic recovery, through opening up productive and safe economic sectors for COVID-19, accelerating fiscal stimulus, channeling bank credit from the demand and supply side, continuing monetary stimulus and macroprudential, as well as accelerating economic and financial digitization.

Bank Indonesia predicted an economic improvement in line with the strategic measures that have been taken by the Government in dealing with the impact of the COVID-19 pandemic. This can be seen from the economic growth in the fourth quarter of 2020 showing the continuation of the economic recovery process, supported by the realization of stimulus and positive contributions from the external sector.

On the expenditure side, household consumption improved in the fourth quarter of 2020, grew -3.61% (yoy) from -4.05% (yoy) in the third quarter of 2020, in line with improvements in community mobility. Government consumption showed a growth of 1.94% in 2020 which was influenced by the realization of Government stimulus, especially in the form


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Pemerintah, terutama berupa bantuan sosial, belanja barang dan jasa lainnya, serta TKDD. PMTB (investasi) membaik pada triwulan IV 2020 dari -6,48% (yoy) pada triwulan sebelumnya menjadi -6,15% (yoy). Net ekspor tercatat positif, ditopang perbaikan kinerja ekspor di tengah masih terbatasnya impor. Pada sisi lapangan usaha, sebagaian besar mengalami perbaikan pada Tw IV 2020, khususnya yang terkait dengan kesehatan dan aktivitas work from home serta school from home. (sumber: Bank Indonesia (2021), “Pertumbuhan Ekonomi Indonesia Triwulan IV 2020 Melanjutkan Perbaikan”)

Bank Indonesia mengarahkan bauran kebijakan akomodatif serta memperkuat sinergi dengan Pemerintah dan otoritas terkait untuk terus mendukung pemulihan ekonomi nasional. Oleh karena itu, Bank Indonesia memperkirakan Prospek 2021 meningkat secara bertahap.

INDUSTRI KEBANDARUDARAAN

Kebutuhan akan sarana transportasi udara sangat penting di masa kini dan masa yang akan datang. Hal tersebut perlu didukung oleh fasilitas bandar udara yang modern serta kapabel dalam melayani kebutuhan. Transportasi udara baik industri penerbangan nasional maupun internasional, masih menjanjikan seiring dengan pertumbuhan ekonomi masyarakat.

Namun demikian, pandemi COVID-19 yang terjadi di awal tahun 2020 sangat mempengaruhi seluruh sektor perekonomian dimana dampak terbesar adalah pada sektor pariwisata dan transportasi. Pada awal terjadinya pandemi beberapa negara mengambil kebijakan menutup akses keluar/masuk ke negaranya, dengan ditutupnya akses tersebut berimbas pada menurunnya jumlah penumpang sehingga banyak maskapai penerbangan yang juga menghentikan sementara kegiatan operasionalnya.

Pada pertengahan Tahun 2020, perusahaan mengajukan untuk melakukan Revisi RKAP yang disesuaikan dengan mengedepankan prinsip financial sustainability guna menghadapi tantangan ekonomi terhadap pandemi COVID-19 dan dalam upaya untuk terus tumbuh secara berkesinambungan dan mengurangi kerugian finansial perusahaan yang lebih besar.

Dengan segala tantangan yang dihadapi perusahaan tahun 2020, PT Angkasa Pura II (Persero) menjalankan strategi Business Survival Initiatives yang terdiri dari tiga

of social aid, spending on other goods and services, and TKDD. PMTB (investment) improved in the fourth quarter of 2020 from -6.48% (yoy) in the previous quarter to -6.15% (yoy). Net exports were positive, supported by improved export performance amidst limited imports. In terms of the business field, mostly experienced improvements in the fourth quarter of 2020, especially those related to health and work from home and school from home activities. (source: Bank Indonesia (2021), “Indonesian Economic Growth in the Fourth Quarter of 2020 Continues to Improve”)

Bank Indonesia directed the accommodative policy mix and strengthened synergies with the Government and related authorities to continue supporting the national economic recovery. Therefore, Bank Indonesia estimated that the 2021 Prospect will gradually improve.

AIRPORT INDUSTRY

The need for air transportation is very important in the present and the future. This matter needs to be supported by modern and capable airport facilities in serving the needs. Air transportation, both the national and international aviation industry, is still promising along with the economic growth of the community.

However, the COVID-19 pandemic that occurred in early 2020 greatly affected all sectors of the economy where the biggest impact was on the tourism and transportation sectors. At the beginning of the pandemic, several countries adopted a policy of closing access to/ from their own country, with the closure of this access it resulted in a decrease in the number of passengers so that many airlines also temporarily halted their operational activities.

In mid-2020, the Company proposed to revise the RKAP which was adjusted to prioritize the principles of financial sustainability in order to face the economic challenges of the COVID-19 pandemic and in an effort to continue to grow sustainably and reduce greater corporate financial losses.

With all the challenges faced by the Company in 2020, PT Angkasa Pura II (Persero) implemented a Business Survival Initiatives strategy which consists of three programs,

Tabel Kinerja Operasional Bandara Angkasa Pura IITable Airport Operational Performance of Angkasa Pura II

UraianDescription

PertumbuhanGrowth

(2020:2019)2020 2019 2018 2017 2016

Pergerakan Pesawat (dalam satuan Rute)Aircraft Movements (in Routes)

-44,2% 411.164 736.640 856.886 821.188 723.799

Pergerakan Penumpang (dalam ribuan Pax)Passenger Movements (in thousands of Pax)

-60,5% 35.870 90.779 111.454 105.484 95.175

Pergerakan Kargo (dalam ribuan Ton)Cargo Movements (in Tons)

-6,2% 712.989 759.923 953.606 816.950 743.337

Grafik Pergerakan Pesawat, Penumpang, dan Kargo 2020Graph. 2020 Aircraft, Passenger, and Cargo Movements

PesawatPlane

InternasionalInternational

DomestikDomestic

PenumpangPassenger

KargoCargo


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program yaitu cost leadership, capex disbursement, dan cash flow management. Program itu diterapkan dalam bisnis aeronautika dan non aeronautika.

POSISI ANGKASA PURA II DI INDUSTRI KEBANDARUDARAAN

Pergerakan Pesawat, Penumpang Dan KargoPergerakan pesawat, penumpang dan kargo PT Angkasa Pura II (persero) menunjukkan pertumbuhan. Berpegang pada strategi supply create demand perusahaan melakukan pendekatan-pendekatan terbaik (best effort) kepada maskapai maupun pemerintah daerah yang berdampak pada pertumbuhan postif angkutan udara AP II:

Pergerakan pesawat pada tahun 2020 mencapai 411.164 rute unit didominasi penerbangan domestik sebesar 89,5%. Sedangkan jumlah pergerakan penumpang pada Tahun 2020 sebanyak 35,87 juta penumpang dimana 89,2% dari jumlah tersebut merupakan pergerakan penumpang domestik. Untuk pergerakan kargo, terealisasi sebesar 712,99 juta kg dimana 60,0% merupakan pergerakan kargo domestik. Pergerakan pesawat, arus penumpang dan kargo pada tahun 2020 menunjukkan penurunan dibandingkan tahun sebelumnya, karena adanya dampak pandemi COVID-19.

namely cost leadership, capex disbursement, and cash flow management. The program was applied in the aeronautical and non-aeronautical businesses.

ANGKASA PURA II POSITION IN AIRPORT INDUSTRY

Aircraft, Passenger, and Cargo MovementsThe movement of aircraft, passengers and cargo of PT Angkasa Pura II (Persero) showed growth. Adhering to the supply create demand strategy, the Company made the best effort to airlines and local governments that have an impact on the positive growth of AP II air transport:

Aircraft movements in 2020 reached 411,164 routes dominated by domestic flights by 89.5%. Meanwhile, the number of passenger movements in 2020 was 35.87 million passengers, of which 89.2% were domestic passenger movements. For cargo movement, 712.99 million kg were realized, of which 60.0% was the movement of domestic cargo. Aircraft, passenger and cargo movements in 2020 showed a decrease compared to the previous year, due to the impact of the COVID-19 pandemic.

Grafik Pergerakan Pesawat Tahun 2016 s.d 2020Graph. Aircraft Movements 2016 - 2020

Pergerakan Pesawat DomestikDomestic Aircraft Movement

(Rute Unit | Routes Unit)

Pergerakan Pesawat InternasionalInternational Aircraft Movement

(Rute Unit | Routes Unit)

PergerakkanMovement

PergerakkanMovement

PertumbuhanGrowth

PertumbuhanGrowth

700.000

600.000

500.000

400.000

300.000

200.000

100.000

0

140.000

120.000

100.000

80.000

60.000

40.000

20.000

0

30%20%10%0%-10%-20%-30%-40%-50%

10%0%-10%-20%-30%-40%-50%-60%-70%-80%

2016

2016

608.649

115.150

17%

1%

693.493

127.749

14%

11%

721.439

135.447

4%

6%

602.588

134.052

-16%

-1%

367.966

43.198

-39%

-68%

2017

2017

2018

2018

2019

2019

2020

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a. Pergerakan Pesawat Realisasi pergerakan pesawat pada Tahun 2020 dari

seluruh bandara yang dikelola oleh Angkasa Pura II sebesar 411.164 pergerakan. Pergerakan tersebut terdiri dari 367.966 pergerakan pesawat domestik dan 43.198 pergerakan pesawat internasional.

Pertumbuhan pergerakan pesawat dari tahun 2016 hingga tahun 2020 cenderung menurun baik pertumbuhan pergerakan pesawat domestik maupun pertumbuhan pergerakan pesawat internasional. Penurunan di tahun 2020 diakibatkan pandemi COVID-19. Hal tersebut dapat terlihat pada grafik pergerakan pesawat berikut:

b. Pergerakan Penumpang Realisasi pergerakan penumpang pada Tahun 2020

sebesar 35.869.972 penumpang yang terdiri dari 31.990.397 penumpang domestik dan 3.879.575 penumpang internasional.

a. Aircraft Movements Realization of aircraft movements in 2020 from all

airports managed by Angkasa Pura II amounted to 411,164 movements. These movements consist of 367,966 domestic aircraft movements and 43,198 international aircraft movements.

The growth of aircraft movements from 2016 to 2020 tends to decline, both the growth of domestic aircraft movements and the growth of international aircraft movements. The decline in 2020 was due to the COVID-19 pandemic. This can be seen in the following aircraft movements graph.

b. Passenger Movements Realization of passenger movements in 2020 amounted

to 35,869,972 passengers consisting of 31,990,397 domestic passengers and 3,879,575 international passengers.


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Pergerakan penumpang di Tahun 2020 dan beberapa tahun ke belakang dapat digambarkan pada grafik berikut ini:

Pergerakan penumpang domestik dan internasional pada Tahun 2020 mengalami penurunan dibandingkan tahun sebelumnya akibat pandemi COVID-19.

Passenger movements in 2020 and the past few years can be illustrated in the following graph:

The movements of domestic and international passengers in 2020 has decreased compared to the previous year due to the COVID-19 pandemic.

Grafik Pergerakan Penumpang Tahun 2016 s.d 2020Graph. Passenger Movements 2016 - 2020

Pergerakan Penumpang DomestikDomestic Passenger Movement

(Pax Penumpang | Pax Passengers)

Pergerakan Penumpang InternasionalInternational Passenger Movement

(Pax Penumpang | Pax Passengers)

PergerakkanMovement

PergerakkanMovement

PertumbuhanGrowth

PertumbuhanGrowth

90.000

80.000

70.000

60.000

50.000

40.000

30.000

20.000

10.000

0

20.000

18.000

16.000

14.000

12.000

10.000

8.000

6.000

4.000

2.000

0

18%

8%

-2%

-12%

-22%

-32%

-42%

-52%

-62%

20%

0%

-20%

-40%

-60%

-80%

-100%

2016

2016

79.004.067

16.170.954

15%

4%

87.062.181

18.421.765

10%

14%

91.882.921

19.570.938

6%

6%

71.154.249

19.624.981

-23%

0%

31.990.397

3.879.575

-55%

-80%

2017

2017

2018

2018

2019

2019

2020

2020


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Grafik Pergerakan Kargo Tahun 2016 s.d 2020Graph. Cargo Movements 2016 - 2020

Pergerakan Kargo DomestikDomestic Cargo Movement

(Ton | Tonnes)

Pergerakan Kargo Internasional International Cargo Movement

(Ton | Tonnes)

PergerakkanMovement

PergerakkanMovement

PertumbuhanGrowth

PertumbuhanGrowth

550.000

500.000

450.000

400.000

350.000

300.000

250.000

200.000

150.000

50.000

0

450.000

400.000

350.000

300.000

250.000

200.000

150.000

50.000

0

30%

20%

10%

0%

-10%

-20%

-30%

15%

10%

0%

-5%

-10%

-15%

-20%

-25%

2016

2016

405.229

338.108

0%

1%

453.349

363.600

12%

8%

549.220

404.387

21%

11%

406.452

353.471

-26%

-13%

427.768

285.221

5%

-19%

2017

2017

2018

2018

2019

2019

2020

2020

c. Pergerakan Kargo Realisasi pergerakan kargo pada Tahun 2020

sebesar 712.989 Ton. Realisasi pergerakan kargo domestik pada Tahun 2020 sebesar 427.768 Ton dan pergerakan kargo internasional pada Tahun 2020 sebesar 285.221 Ton.

Pertumbuhan pergerakan kargo di bandara yang dikelola oleh Angkasa Pura II dalam kurun waktu 5 (lima) tahun terakhir dapat terlihat pada grafik di bawah ini:

c. Cargo Movements Realization of cargo movements in 2020 amounted to

712,989 tons. Realization of domestic cargo movements in 2020 amounted to 427,768 tons and international cargo movements in 2020 amounted to 285,221 tons.

The growth of cargo movements at airports managed by Angkasa Pura II in the last 5 (five) years can be seen in the graph below:


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Tinjauan Operasional per Segmen Usaha Operational Review per Business Segment

Penggunaan transportasi udara yang dinilai lebih efektif dan efisien dari segi waktu tempuh, mengingat kondisi geografis Indonesia sebagai negara kepulauan yang luas. Hal ini tentu berpengaruh terhadap percepatan pertumbuhan ekonomi masyarakat yang lebih dinamis dan memberikan dampak terhadap penguatan daya beli masyarakat.

DASAR PENETAPAN SEGMEN USAHA

Angkasa Pura II hadir untuk melaksanakan dan menunjang kebijakan dan program Pemerintah di bidang ekonomi dan pembangunan dalam menyelenggarakan usaha jasa kebandarudaraan dan usaha-usaha lain yang terkait sesuai anggaran dasar Perseroan. Dalam rangka memenuhi amanat Pemerintah dan sebagai usaha mendorong pertumbuhan ekonomi nasional, Angkasa Pura II melakukan berbagai upaya sebagai berikut: a. Penyediaan, pengusahaan dan pengembangan

fasilitas untuk kegiatan pelayanan pendaratan, lepas landas, parkir dan penyimpanan pesawat udara;

b. Penyediaan, pengusahaan dan pengembangan fasilitas terminal untuk pelayanan angkutan penumpang, kargo dan pos;

c. Penyediaan, pengusahaan dan pengembangan fasilitas elektronika, navigasi, listrik, air dan instalasi limbah buangan;

d. Penyediaan jasa pelayanan penerbangan;e. Penyediaan lahan untuk bangunan, lapangan, dan

kawasan industri, serta gedung-gedung bangunan yang berhubungan dengan kelancaran angkutan udara;

f. Penyediaan jasa konsultasi pendidikan dan pelatihan yang berkaitan dengan kebandarudaraan;

g. Penyediaan jasa pelayanan yang secara langsung menunjang kegiatan penerbangan yang meliputi penyediaan hanggar pesawat udara, perbengkelan pesawat udara, pergudangan, jasa boga pesawat udara, jasa pelayanan teknis penanganan pesawat udara di darat, jasa pelayanan penumpang dan bagasi, jasa penanganan kargo dan jasa penunjang lainnya yang secara langsung menunjang kegiatan penerbangan;

h. Penyediaan jasa pelayanan yang secara langsung atau tidak langsung menunjang kegiatan bandar udara yang meliputi jasa penyediaan penginapan/hotel, jasa penyediaan toko dan restoran, jasa penempatan kendaraan bermotor, jasa penyediaan

The use of air transportation is considered to be more effective and efficient in terms of travel time, given the geographic conditions of Indonesia as a vast archipelagic country. This certainly affects the acceleration of economic growth in a more dynamic society and has an impact on strengthening people’s purchasing power.

BASIC DETERMINATION OF BUSINESS SEGMENTS

Angkasa Pura II present to implement and support policies and programs of the Government in the economic field and in the development of airport service business and other businesses related to the appropriate articles of association of the Company. In order to fulfill the Government’s mandate and as an effort to encourage national economic growth, Angkasa Pura II made various efforts as follows: a. Provision, operation and development of facilities for

landing, take-off, parking and aircraft storage activities;

b. Provision, operation and development of terminal facilities for passenger, cargo and postal transportation services;

c. Provision, operation and development of electronic, navigation, electricity, water and waste disposal facilities;

d. Provision of flight services;e. Provision of land for buildings, fields, and industrial

estates, as well as buildings related to the smooth operation of air transportation;

f. Provision of education and training consulting services related to airports;

g. Provision of services that directly support flight activities including the provision of aircraft hangars, aircraft workshops, warehousing, aircraft catering services, technical services for handling aircraft on land, passenger and luggage services, cargo handling services and other supporting services that directly support flight activities;

h. Provision of services that directly or indirectly support airport activities which include lodging / hotel services, shop and restaurant provision services, motorized vehicle placement services, aviation-related recreational services, aerospace aerospace services,


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tempat rekreasi yang berhubungan dengan penerbangan, pameran dirgantara keudaraan, jasa perawatan pada umumnya dan jasa lainnya yang secara langsung atau tidak langsung menunjang kegiatan bandar udara.

Perseroan berkedudukan dan berkantor pusat di Bandara Soekarno-Hatta, Tangerang, provinsi Banten. Perseroan hingga tahun 2020 mempunyai 19 kantor cabang yang masing-masing berkedudukan di bandar udara (bandara) yang dikelola Perseroan sebagai berikut:1) Bandar Udara Internasional Soekarno-Hatta,

Tangerang;2) Bandar Udara Halim Perdanakusuma, Jakarta;3) Bandar Udara Sultan Mahmud Badaruddin II,

Palembang;4) Bandar Udara Supadio, Pontianak;5) Bandar Udara Internasional Kualanamu, Deli

Serdang;6) Bandar Udara Sultan Syarif Kasim II, Pekanbaru;7) Bandar Udara Internasional Minangkabau, Padang

Pariaman;8) Bandar Udara Internasional Sultan Iskandar Muda,

Banda Aceh;9) Bandar Udara Internasional Husein Sastranegara,

Bandung;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;14) Bandar Udara Banyuwangi, Jawa Timur;15) Bandar Udara Tjilik Riwut, Palangkalaraya16) Bandar Udara Internasional H.A.S. Hanandjoeddin17) Bandar Udara Internasional Kertajati18) Bandar Udara Internasional Radin Inten II19) Bandar Udara Fatmawati Soekarno

KINERJA OPERASI PER SEGMEN USAHA

Angkasa Pura II telah melaporkan segmen-segmen usaha sesuai Penerapan Standar Akuntasi Keuangan (PSAK). Usaha Angkasa Pura II dikelompokkan berdasarkan divisi-divisi operasi yaitu aeronautika, non-aeronautika, kargo dan lainnya dan kantor cabang. Namun demikian, secara umum produksi utama Angkasa Pura II ditopang oleh produksi segmen usaha jasa aeronautika dan segmen usaha jasa non aeronautika. Segmen Usaha Perseroan digambarkan dalam grafik berikut:

general maintenance services and other services that directly or indirectly support airport activities.

The Company is domiciled and headquartered at Soekarno-Hatta International Airport, Tangerang, Banten province. Until 2020, the Company has 19 branch offices, each of which is located in the airport managed by the Company as follows:

1) Soekarno-Hatta International Airport, Tangerang;

2) Halim Perdanakusuma Airport, Jakarta;3) Sultan Mahmud Badaruddin II Airport, Palembang;

4) Supadio Airport, Pontianak;5) Kualanamu International Airport, Deli Serdang;

6) Sultan Syarif Kasim II Airport, Pekanbaru;7) Minangkabau International Airport, Padang;

8) Sultan Iskandar Muda International Airport, Banda Aceh;

9) Husein Sastranegara International Airport, Bandung;

10) Raja Haji Fisabilillah Airport, Tanjung Pinang;11) Sultan Thaha Airport, Jambi;12) Depati Amir Airport, Pangkal Pinang;13) Silangit Airport, Siborong-Borong;14) Banyuwangi Airport, East Java;15) Tjilik Riwut Airport, Palangkaraya;16) H.A.S Hanandjoeddin International Airport17) Kertajati International Airport18) Radin Inten II International Airport19) Fatmawati Soekarno Airport

OPERATING PERFORMANCE PER BUSINESS SEGMENT

Angkasa Pura II has reported business segments in accordance with the Implementation of Financial Accounting Standards (FAS). Angkasa Pura II business is grouped based on operating divisions, namely aeronautics, non-aeronautics, cargo and others and branch offices. However, in general, the main production of Angkasa Pura II is supported by the production of the aeronautical services business segment and the non-aeronautical services business segment. The Company’s Business Segments are depicted in the following graph:


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Segment of Business StreamSegment of Business Stream

Segmen Usaha Jasa AeronautikaAeronautical Service Business Segment

Angkasa Pura II develops its business in airport services and optimal services for its customers by undertaking activities that support airport services, including: flight arrival and departure service, plane placement and parking service, flight passenger service, air-traffic control service, embarking and disembarking service, and counter service.

Angkasa Pura II provides services that support the airport service business (Non-Aeronautics business). Airport-related service provided by Angkasa Pura II designated to create security, safe and convenience aspects for airport service users while in the Airport premises. These airport-related services among others are rental of space, warehouse, land and other facilities, concession activities, vehicle parking, airport pass and land provision for building, field and industry related with air transportation continuity.

Aeronautics

Aircraft ServicePassenger ServiceAviobridgeCounter

Non-Aeronautics

Land RentConcessionUtilityVehicle ParkingAirport PassEtc.

Cargo

Angkasa Pura II has capitalized on strategic business opportunity by operating a cargo terminal since 2007. The company has formed a strategic business unit that manages air cargo services in every airport under its management. The company continues to enhance the quality of its cargo services in all of its airports, among other things by expanding cargo warehouse facilities in order to book growing shipment volume.

1 2 3

Usaha Jasa Aeronautika merupakan bidang usaha kebandarudaraan yang menyediakan jasa pelayanan langsung terhadap kegiatan penerbangan. Pelayanan tersebut antara lain pelayanan jasa pendaratan, pelayanan jasa penumpang, pemakaian Garbarata (Aviobridge), dan pemakaian konter.

Aeronautical Business is an airport business field that provides direct services to aviation activities. These services include landing services, passenger services, the use of garbarata (aviobridge), and the use of counters.


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Tabel Produksi Segmen Usaha Jasa AeronautikaTable. Aeronautical Service Business Segment Production

Kinerja Segmen Usaha Jasa Aeronautika

Produksi Jasa AeronautikaSecara umum, realisasi kinerja produksi jasa aeronautika tahun 2020 mengalami penurunan terhadap realisasi kinerja produksi jasa aeronautika tahun 2019 maupun terhadap target yang ditetapkan pada tahun berjalan, hal ini dikarenakan adanya pandemi COVID-19. Capaian produksi aeronautika perusahaan pada Tahun 2020 dapat dilihat pada tabel berikut ini:

Aeronautical Service Business Segment Performance

Aeronautical Service ProductionIn general, the realization of aeronautical service production performance in 2020 experienced a decrease compared to the realization of aeronautical service production performance in 2019 and against the targets set in the current year, this was due to the COVID-19 pandemic. The Company’s aeronautical production achievements in 2020 can be seen in the following table:

UraianDescription

SatuanUnit

RealisasiRealization

RKAP Revisi 20202020

Revised RKAP

Realisasi 20202020

Realization

PertumbuhanGrowth Capaian

20202020

Achievement2018 2019 2019-2018 2020-2019

Pelayanan PendaratanLanding Services

Domestik | Domestic Ton 25.177.226 2.258.264 12.288.425 12.619.086 -19,5% -37,7% 102,7%

Internasional | International Ton 9.102.506 9.055.959 3.832.113 3.548.195 -0,5% -60,8% 92,6%

Jumlah | Total Ton 34.279.732 29.314.223 16.120.538 16.167.281 -14,5% -44,8% 100,3%

Pelayanan PenempatanPlacement Services

Domestik | Domestic Ton 16.336.968 16.802.314 19.092.158 14.601.882 2,8% -13,1% 76,5%

Internasional | International Ton 7.276.022 7.497.591 4.587.576 4.149.123 3,0% -44,7% 90,4%

Jumlah | Total Ton 23.612.990 24.299.905 23.679.733 18.751.005 2,9% -22,8% 79,2%

Pelayanan Parking Surcharge Surcharge Parking Services

Domestik | Domestic Ton 29.540.856 35.097.651 64.393.419 48.933.851 18.8% 39,4% 76,0%

Internasional | International Ton 13.709.177 16.639.432 21.972.036 14.587.948 21,4% -12,3% 66,4%

Jumlah | Total Ton 43.250.033 51.737.083 86.365.455 63.521.799 19,6% 22,8% 73,6%

Pelayanan PenumpangPassenger Services

Domestik | Domestic Pax 41.732.202 32.436.991 12,162,495 14.178.522 -22,3% -56,3% 116,6%

Internasional | International Pax 9.841.921 10.064.262 2.327.190 1.888.671 2,3% -81,2% 81,2%

Jumlah | Total Pax 51.574.123 42.501.253 14.489.684 16.067.193 -17,6% -62,2% 110,9%

Pemakaian AviobridgeAviobridge Usage

Domestik | Domestic Pes 388.852 321.675 135.151 194.486 -17,3% -39,5% 143,9%

Internasional | International Pes 106.503 104.233 30.365 31.426 -2,1% -69,9% 103,5%

Jumlah | Total Pes 495.355 425.908 165.516 225.912 -14,0% -47,0% 136,5%

Pemakaian KonterCounter Usage

Domestik | Domestic Pax 46.390.157 35.622.909 13.451.452 16.069.973 -23,2% -54,9% 119,5%

Internasional | International Pax 9.878.171 10.142.794 2.362.374 1.925.275 2,7% -81,0% 81,5%

Jumlah | Total Pax 56.268.328 45.765.703 15.813.827 17.995.248 -18,7% -60,7% 113,8%


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a. Pelayanan Pendaratan Kinerja pelayanan pendaratan tahun 2020

mengalami penurunan sebesar 44,8% dibandingkan kinerja pelayanan pendaratan tahun sebelumnya. Namun terhadap target RKAP Revisi untuk pelayanan pendaratan tercapai 100,3%.

Pelayanan pendaratan domestik tercapai 102,7% dari RKAP Revisi, realisasi produksi tercapai dikarenakan adanya peningkatan penerbangan domestik dan pelayanan pendaratan internasional tercapai 92,6% dari RKAP Revisi dikarenakan dampak pemberlakuan Peraturan Menteri Hukum & HAM Nomor 11 Tahun 2020 perihal Pelarangan Sementara Orang Asing masuk Wilayah Negara Republik Indonesia (yang berlaku sejak 31 Maret 2020), penutupan penerbangan Umroh dan Haji serta Surat Edaran Gugus Tugas COVID-19 tentang Protokol Kesehatan Perjalanan Orang Selama Pandemi COVID-19.

b. Pelayanan Penempatan Kinerja pelayanan penempatan tahun 2020

mengalami penurunan sebesar 22,8% dibandingkan kinerja pelayanan penempatan tahun sebelumnya. Sedangkan terhadap target RKAP Revisi pelayanan penempatan tercapai 79,2%.

Pelayanan penempatan domestik tercapai 76,5% dari RKAP Revisi dan pelayanan penempatan internasional tercapai 90,4% dari RKAP Revisi. Realisasi produksi tidak tercapai dikarenakan pesawat sudah mulai mengurangi waktu penempatan pesawat udaranya serta pemberlakuan cut off untuk penagihan penempatan pesawat udara di seluruh Kantor Cabang sejak Mei 2020.

a. Landing Services The landing services performance in 2020 experienced

a decrease of 44.8% compared to the landing services performance in the previous year. However, the Revised RKAP target for landing services was achieved by 100.3%.

Domestic landing services achieved 102.7% of the Revised RKAP, production realization was achieved due to an increase in domestic flights and the international landing service reached 92.6% of the Revised RKAP due to the impact of the enactment of the Minister of Law & Human Rights Regulation No. 11 of 2020 on Temporary Ban for Foreigners to Enter Indonesian Territory (in effect since March 31, 2020), closure of Umrah and Hajj flights and the COVID-19 Task Force Circular Letter on Health Protocols for Travelers During the COVID-19 Pandemic.

b. Placement Services The placement services performance in 2020

experienced a decrease by 22.8% compared to the placement services performance in the previous year. Meanwhile, the Revised RKAP target for placement services was achieved by 79.2%.

Domestic placement services achieved 76.5% of the Revised RKAP and international placement services achieved 90.4% of the Revised RKAP. The realization of production was not achieved because the aircraft had begun to reduce aircraft placement time and the enactment of cut-off for aircraft placement billing in all Branch Offices since May 2020.

2019

2019

2020

2020

16.167.281

18.751.005

29.314.223

24.299.905

Pelayanan Pendaratan (dalam ton)Landing Services (in ton)

Pelayanan Penempatan (dalam ton)Placement Services (in ton)


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c. Pelayanan Parking Surcharge Kinerja pelayanan parking surcharge tahun 2020

mengalami kenaikan sebesar 22,8% dibandingkan kinerja pelayanan parking surcharge tahun sebelumnya. Sedangkan terhadap target RKAP Revisi pelayanan parking surcharge tercapai 73,6%.

Pelayanan parking surcharge domestik tercapai 76,0% dari RKAP Revisi dan pelayanan parking surcharge internasional tercapai 66,4% dari RKAP Revisi. Hal ini dikarenakan ground time airlines menurun serta pemberlakuan cut off untuk penagihan parking surcharge pesawat udara di seluruh Kantor Cabang sejak Mei 2020.

d. Pelayanan Penumpang Kinerja pelayanan penumpang tahun 2020

mengalami penurunan sebesar 62,2% dibandingkan kinerja pelayanan penumpang tahun sebelumnya. Namun terhadap target RKAP Revisi pelayanan penumpang tercapai 110,9%.

Pelayanan penumpang domestik tercapai 116,6% dari RKAP Revisi sedangkan pelayanan penumpang internasional tercapai 81,2% dari RKAP Revisi dikarenakan masih adanya pembatasan penerbangan internasional sesuai Permenkumham 11 Tahun 2020.

c. Surcharge Parking Services The surcharge parking services performance in 2020

increased by 22.8% compared to the surcharge parking services performance in the previous year. Meanwhile, the Revised RKAP target for surcharge parking services was achieved by 73.6%.

Domestic surcharge parking services reached 76.0% of the Revised RKAP and international surcharge parking services reached 66.4% of the Revised RKAP. This was due to the decreasing airlines ground time and the implementation of cut-offs for aircraft surcharge parking in all Branch Offices since May 2020.

d. Passenger Services The passenger services performance in 2020 decreased

by 62.2% compared to the passenger services performance in the previous year. However, the Revised RKAP target for passenger services was achieved by 110.9%.

Domestic passenger services achieved 116.6% of the Revised RKAP while international passenger services achieved 81.2% of the Revised RKAP due to restrictions on international flights according to Minister of Law & Human Rights Regulation (Permenkumham) 11/2020.

2019

2019

2020

2020

63.521.799

16.067.193

51.737.083

42.501.253

Pelayanan Parking Surcharge (dalam ton)Surcharge Parking Services (in ton)

Pelayanan Penumpang (dalam pax)Passenger Services (in pax)


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e. Pemakaian Garbarata (Aviobridge) Kinerja pelayanan garbarata tahun 2020 mengalami

penurunan sebesar 47,0% dibandingkan kinerja pelayanan garbarata tahun sebelumnya. Namun terhadap target RKAP Revisi pelayanan garbarata tercapai 136,5%.

Pemakaian aviobridge domestik tercapai 143,9% dari RKAP Revisi dan pemakaian aviobridge internasional tercapai 103,5% dari RKAP Revisi. Realisasi produksi tercapai dikarenakan penggunaan garbarata yang meningkat.

f. Pemakaian Konter Kinerja pemakaian konter tahun 2020 mengalami

penurunan sebesar 60,7% dibandingkan kinerja pemakaian konter tahun sebelumnya. Namun terhadap target RKAP Revisi pemakaian konter tercapai 113,8%.

Pemakaian konter domestik tercapai 119,5% dari RKAP Revisi sedangkan pemakaian konter internasional tercapai 81,5% dari RKAP Revisi, seiring dengan tercapainya PJP2U.

e. Garbarata (Aviobridge) Usage The aviobridge service performance in 2020 decreased

by 47.0% compared to the aviobridge service performance in the previous year. However, the target of the Revised RKAP for aviobridge service achieved by 136.5%.

The domestic aviobridge usage achieved 143.9% of the Revised RKAP and the international aviobridge usage reached 103.5% of the Revised RKAP. Production realization was achieved due to the increased use of aviobridge.

f. Counter Usage The counter usage performance in 2020 decreased by

60.7% compared to the counter usage performance in the previous year. However, the Revised RKAP target for counter usage achieved by 113.8%.

The domestic counter usage reached 119.5% of the Revised RKAP, while the international counter usage reached 81.5% of the Revised RKAP, in line with the achievement of PJP2U.

2019

2019

2020

2020

225.912

17.995.248

425.908

45.765.703

Pemakaian Garbarata (Aviobridge) (dalam Pes)Garbarata (Aviobridge) Usage (in Pes)

Pemakaian Konter (dalam Pax)Counter Usage (in Pax)


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Pendapatan Usaha Jasa AeronautikaRealisasi pendapatan aeronautika Tahun 2020 sebesar Rp2,17 triliun atau terealisasi 98,9% dari RKAP Revisi sebesar Rp2,19 triliun. Apabila dibandingkan dengan realisasi pendapatan aeronautika Tahun 2019, pendapatan aeronautika menurun sebesar 62,3%. Realisasi pendapatan aeronautika pada tahun 2020, dapat dilihat pada tabel berikut ini:

Profitabilitas Jasa AeronautikaPada tahun 2020, terdapat rugi segmen jasa aeronautika mencapai Rp2,27 triliun, menurun dibandingkan perolehan laba segmen jasa aeronautika tahun 2019 sebesar Rp641,18 miliar.

Aeronautical Service RevenuesRealization of aeronautical revenues in 2020 amounted to Rp2.17 trillion or 98.9% of the Revised RKAP of Rp2.19 trillion. When compared with the realization of aeronautical revenues in 2019, aeronautical revenues decreased by 62.3%. Realization of aeronautical revenues in 2020 can be seen in the following table:

Aeronautical Service ProfitabilityIn 2020, there was a loss in the aeronautical service segment of Rp2.27 trillion, a decrease compared to the profit of the aeronautical service segment in 2019 of Rp641.18 billion.

Pendapatan Usaha Jasa Aeronautika (dalam Jutaan Rupiah)Aeronautical Service Revenues (in million Rupiah)

UraianDescription

Realisasi 2018

Restated2018

Restated Realization

Realisasi 20192019

Realization

2020 RKAP Revisi2020

Revised RKAP

Realisasi 20202020

Realization

PertumbuhanGrowth

Pencapaian Achievement

2019-2018 2020-2019

Pendapatan AeronautikaAeronautical Revenues

Pelayanan Pendaratan DomestikDomestic Landing Services

230.905 197.714 224.376 174.658 -14,4% -11,7% 77,8%

Pelayanan Penumpang DomestikDomestic Passenger Services

2.630.236 2.291.930 876.656 1.028.646 -12,9% -55,1% 117,3%

Pemakaian Aviobridge DomestikDomestic Aviobridge Usage

107.528 90.350 40.055 56.317 -16,0% -37,7% 140,6%

Pemakaian Konter DomestikDomestic Counter Usage

207.112 143.600 53.706 61.849 -30,7% -56,9% 115,2%

Pelayanan Pendaratan InternasionalInternational Landing Services

882.236 888.531 455.108 394.919 0,7% -55,6% 86,8%

Pelayanan Penumpang InternasionalInternational Passenger Services

1.618.902 1.818.476 442.582 351.695 12,3% -80,7% 79,5%

Pemakaian Aviobridge InternasionalInternational Aviobridge Usage

178.972 185.012 67.988 75.654 3,4% -59,1% 111,3%

Pemakaian Konter InternasionalInternational Counter Usage

153.989 143.961 34.395 27.461 -6,5% -80,9% 79,8%

Jumlah Pendapatan AeronautikaTotal Aeronautical Revenues

6.009.880 5.759.575 2.194.865 2.171.199 -4,2% -62,3% 98,9%


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Segmen Usaha Jasa Non-Aeronautika dan GroundhandlingNon-Aeronautical and Groundhandling Service Business Segment

Usaha non aeronautika dan groundhandling merupakan bidang usaha kebandarudaraan yang menyediakan pelayanan jasa penunjang penerbangan. Beberapa jenis pendapatan dari non aeronautika dan groundhandling diantaranya, sewa ruang, sewa gudang, sewa tanah, sewa tanah diperkeras, reklame, konsesi, throughput fee, parkir kendaraan, utilities dan groundhandling.

Non-aeronautical and groundhandling businesses are the airport business fields that provide flight support services. Several types of income from non-aeronautical and groundhandling include space rental, warehouse rental, land rental, hardened land rental, billboards, concessions, throughput fees, vehicle parking, utilities, and groundhandling.

Kinerja Segmen Usaha Jasa Non-Aeronautika dan Groundhandling

Produksi Jasa Non Aeronautika dan Groundhandling

Secara umum, realisasi kinerja produksi jasa non aeronautika dan groundhandling tahun 2020 menunjukkan penurunan seiring dengan penurunan produksi aeronautika terhadap realisasi kinerja produksi jasa non aeronautika tahun 2019. Capaian produksi non aeronautika dan groundhandling pada Tahun 2020 dapat dilihat sebagaimana tabel berikut:

Non-Aeronautical And Groundhandling Service Business Segment Performance

Non-Aeronautical and Groundhandling Service ProductionIn general, the realization of non-aeronautical and groundhandling service production performance in 2020 showed a decrease in line with the decrease in aeronautical production towards the realization of non-aeronautical service production performance in 2019. Non-aeronautical and groundhandling production achievements in 2020 can be seen in the following table:

Tabel Produksi Segmen Usaha Jasa Non Aeronautika dan GroundhandlingTable. Non-Aeronautical and Groundhandling Service Business Segment Production

UraianDescription

SatuanUnit


RKAP Revisi 2020

2020 Revised RKAP

Realisasi 20202020

Realization

PertumbuhanGrowth

Capaian 20202020

Achievement2018 2019 2019-2018 2020-2019

Sewa-sewa Lease

Sewa RuangSpace Rental

M2 1.534.301 1.324.374 773.833 1.080.698 -13,7% -18,4% 139,7%

Inter Sewa GudangWarehouse Rental

M2 784.081 114.170 110.910 102.226 -85,4% -10,5% 92,2%


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UraianDescription

SatuanUnit


RKAP Revisi 2020

2020 Revised RKAP

Realisasi 20202020

Realization

PertumbuhanGrowth

Capaian 20202020

Achievement2018 2019 2019-2018 2020-2019

Sewa TanahLand Rental

M2 20.946.727 21.407.284 19.487.034 21.281.929 2,2% -0,6% 109,2%

Sewa Tanah DiperkerasHardened Land Rental

M2 1.302.297 1.225.196 674.487 855.362 -5,9% -30,2% 126,8%

ReklameBillboard

M2 98.558 147.057 183.357 181.322 49,2% 23,3% 98,9%

KonsesiConcession

Rp JutaRp Million

14.412.383 15.495.352 6.853.904 10.495.499 7,5% -32,3% 153,1%

Throughput FeeThroughput Fee

Ribu LtrThousand Ltr

5.182.770 4.822.459 2.603.648 2.521.382 -7,0% -47,7% 96,8%

Parkir KendaraanVehicle Parking

Parkir MobilCar Parking

JamHour

62.560.992 54.862.875 28.778.891 23.196.918 -12,3% -57,7% 80,6%

Parkir MotorMotorcycle Parking

JamHour

54.411.030 41.572.329 35.928.714 28.927.943 -23,6% -30,4% 80,5%

UtilitasUtilities

Sewa ListrikElectricity Rental

Kwh 83.819.974 85.022.379 45.768.039 58.349.373 1,4% -31,4% 127,5%

Sewa AirWater Lease

M2 1.598.538 1.756.045 1.010.716 1.330.792 9,9% -24,2% 131,7%

Sewa TeleponPhone Rental

Pes 2.985 2.606 2.905 2.593 -12,7% -0,5% 89.3%

Pencapaian produksi non aeronautika dan groundhandling selama tahun 2020 adalah sebagai berikut:1) Realisasi produksi sewa ruang Tahun 2020 sebesar

1.080.698 m², turun sebesar 18,4% dibandingkan dengan realisasi pada tahun sebelumnya. Namun terhadap dari RKAP Revisi tercapai 139,7%, hal ini dikarenakan jumlah tenant yang mempertahankan usaha lebih baik dari yang diperkirakan pada saat penyusunan revisi, sebagai dampak positif dari kebijakan komersial yang efektif (customer retention).

2) Realisasi produksi sewa gudang Tahun 2020 sebesar 102.226 m², turun sebesar 10,5% dibandingkan dengan realisasi pada tahun sebelumnya. Sedangkan terhadap dari RKAP Revisi tercapai atau 92,2%.

3) Realisasi produksi sewa tanah turun sebesar 0,6% dibandingkan dengan realisasi pada tahun sebelumnya. Namun terhadap dari RKAP Revisi tercapai 109,2%.

4) Realisasi produksi sewa tanah diperkeras turun sebesar 30,2% dibandingkan dengan realisasi pada tahun sebelumnya. Namun terhadap dari RKAP Revisi tercapai 126,8%.

The achievements of non-aeronautical and groundhandling production during 2020 are as follows:

1) Realization of space rental production in 2020 amounted to 1,080,698 m², a decrease of 18.4% compared to the realization in the previous year. However, the Revised RKAP reached 139.7%, this was due to the number of tenants who maintained their business better than expected at the time of preparing the revision, as a positive impact of effective commercial policies (customer retention).

2) Realization of warehouse rental production in 2020 amounted to 102,226 m², a decrease of 10.5% compared to the realization in the previous year. Meanwhile, the Revised RKAP reached 92.2%.

3) Realization of land rental production decreased by 0.6% compared to the realization in the previous year. However, the Revised RKAP reached 109.2%.

4) Realization of hardened land rental production decreased by 30.2% compared to the realization in the previous year. However, the Revised RKAP reached 126.8%.


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5) Realisasi produksi sewa reklame naik sebesar 23,3% dibandingkan dengan realisasi pada tahun sebelumnya. Sedangkan terhadap dari RKAP Revisi tercapai 98,9%, hal ini karena ada pengembalian titik reklame akibat penutupan T1 CGK.

6) Realisasi produksi konsesi Tahun 2020 sebesar Rp 10,495 triliun, turun sebesar 32,3% dibandingkan dengan realisasi pada tahun sebelumnya. Namun terhadap dari RKAP Revisi tercapai tercapai 153,1%, hal ini seiring dengan capaian sewa ruang dan jumlah sales tenant lebih baik yang diperkirakan.

7) Realisasi produksi throughput fee turun sebesar 47,7% dibandingkan dengan realisasi pada tahun sebelumnya. Sedangkan terhadap dari RKAP Revisi tercapai 96,8%, hal ini dikarenakan realisasi jumlah pergerakan pesawat lebih rendah dari asumsi yang digunakan dalam perhitungan RKAP Revisi (khususnya internasional), sehingga realisasi jumlah pemakaian Aviation Fuel lebih rendah dari target RKAP Revisi 2020.

8) Parkir mobil turun sebesar 57,7% dibandingkan dengan realisasi pada tahun sebelumnya, sedangkan terhadap dari RKAP Revisi tercapai 80,6%. Adapun parkir motor turun sebesar 30,4% dibandingkan dengan realisasi pada tahun sebelumnya, sedangkan terhadap dari RKAP Revisi tercapai 80,5%. Hal ini dikarenakan berkurangnya pengguna jasa parkir baik penumpang maupun karyawan bandara.

9) Realisasi produksi sewa listrik turun sebesar 31,4% dibandingkan dengan realisasi pada tahun sebelumnya, sedangkan terhadap dari RKAP Revisi tercapai 127,5%. Adapun sewa air turun sebesar 24,2% dibandingkan dengan realisasi pada tahun sebelumnya, sedangkan terhadap dari RKAP Revisi tercapai 131,7%. Hal ini seiring dengan capaian sewa ruang dan jumlah pemakaian utilitas oleh mitra usaha lebih tinggi dari yang diperkirakan, sedangkan sewa telepon terealisasi 89,3% dari RKAP Revisi

Pendapatan Usaha Jasa Non Aeronautika dan GroundhandlingRealisasi pendapatan non aeronautika dan groundhandling Tahun 2020 mengalami penurunan sebesar 33,0% jika dibandingkan dengan realisasi pendapatan non aeronautika dan groundhandling pada Tahun 2019. Realisasi pendapatan non aeronautika dan groundhandling Tahun 2020, dapat dilihat pada tabel di bawah ini:

5) Realization of billboard rental production increased by 23.3% compared to the realization in the previous year. Meanwhile, the Revised RKAP reached 98.9%, this was due to a return on the billboard point from the closing of the T1 of CGK.

6) Realization of concession production in 2020 amounted to Rp10.495 trillion, a decrease of 32.3% compared to the realization in the previous year. However, the Revised RKAP reached 153.1%, this was in line with the achievement of space rental and the number of tenant sales that was better than estimated.

7) Realization of throughput fee production decreased by 47.7% compared to the realization in the previous year. Meanwhile, 96.8% of the Revised RKAP was achieved, this was due to the realization of total aircraft movements that was lower than the assumptions used in the calculation of the Revised RKAP (especially international), so that the realization of the total use of Aviation Fuel was lower than the 2020 Revised RKAP target.

8) Car parking decreased by 57.7% compared to the realization in the previous year, while the Revised RKAP reached 80.6%. Meanwhile, motorcycle parking decreased by 30.4% compared to the realization in the previous year, while the Revised RKAP reached 80.5%. This was due to the reduced number of parking service users, both passengers and airport employees.

9) Realization of electricity rental production decreased by 31.4% compared to the realization in the previous year, while the Revised RKAP reached 127.5%. Meanwhile, water lease decreased by 24.2% compared to the realization in the previous year, while the Revised RKAP reached 131.7%. This was in line with the achievement of space rental and the amount of utility usage by business partners which was higher than expected, while the realization of phone rental was 89.3% of the Revised RKAP

Non-Aeronautical and Groundhandling Service RevenuesRealization of non-aeronautical and groundhandling revenues in 2020 decreased by 33.0% when compared to the realization of non-aeronautical and groundhandling revenues in 2019. Realization of non-aeronautical and groundhandling revenues in 2020 can be seen in the table below:


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Pendapatan Usaha Jasa Non Aeronautika (dalam Jutaan Rupiah)Non-Aeronautical Service Revenues (in million Rupiah)

UraianDescription

Realisasi 2018

Restated2018 Restated

Realization

Realisasi 20192019

Realization

RKAP 2020 Revisi

2020 Revised RKAP

Realisasi 20202020

Realization

PertumbuhanGrowth Pencapaian

Achievement2019-2018 2020-2019

Sewa Ruangan & GudangSpace & Warehouse Rental

545.920 533.350 242.839 385.546 -2,3% -27,7% 158,8%

Sewa Tanah & Tanah DiperkerasLand & Hardened Land Rental

101.285 135.537 122.853 129.465 33,8% -4,5% 105,4%

Reklame 254.093 295.275 270.706 278.446 16,2% -5,7% 102,9%

Konsesi & Thoughput FeeConcession & Thoughput Fee

1.485.051 1.520.077 623.834 1.017.724 2,4% -33,0% 163,1%

Parkir Mobil & MotorCar & Motorcycle Parking

234.240 183.212 85.864 96.465 -21,8% -47,3% 112,3%

UtilitasUtilities

239.487 237.488 124.977 235.656 -0,8% -0,8% 188,6%

Non Aernautika lainnyaOther Non-Aeronautical

253.482 385.666 709.450 265.036 52,1% -31,3% 37,4%

Groundhandling & AHANGroundhandling & AHAN

1.400.340 1.329.613 499.153 686.911 -5,1% -48,3% 137,6%

JumlahTotal

4.513.898 4.620.218 2.679.677 3.095.250 2,4% -33,0% 115,5%

Profitabilitas Jasa Non Aeronautika dan GroundhandlingPada tahun 2020, Laba segmen jasa non aeronautika dan groundhandling mencapai Rp601,04 miliar, menurun sebesar Rp772,51 miliar atau 56,2% terhadap laba (rugi) segmen jasa non aeronautika dan groundhandling tahun 2019 sebesar Rp1,37 triliun.

Non-Aeronautical and Groundhandling Service ProfitabilityIn 2020, profit for the non-aeronautical and groundhandling service segment reached Rp601.04 billion, decreased by Rp772.51 billion or 56.2% of the profit (loss) for the non-aeronautical and groundhandling service segment in 2019 amounted to Rp1.37 trillion.

2019

2020 601,04

1.373,54

Laba Jasa Non Aeronautika dan Groundhandling (dalam Rp miliar)Profit of Non-Aeronautical and Groundhandling Service (in billion Rp)


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Segmen Usaha Jasa Kargo Cargo Service Business Segment

Usaha jasa kargo merupakan salah satu segmen bidang usaha kebandarudaraan yang menyediakan pelayanan jasa kegiatan kargo bandara baik dengan tujuan domestik maupun untuk tujuan internasional.

The cargo service business is one segment of the airport business sector that provides airport cargo services for both domestic and international destinations.

Kinerja Segmen Usaha Jasa Kargo

Produksi Jasa KargoSecara umum, realisasi kinerja produksi jasa kargo tahun 2020 menunjukkan penurunan. Realisasi produksi jasa kargo terealisasi 652.741 ton, turun 17,2% dari realisasi produksi jasa kargo tahun sebelumnya sebanyak 788.331 ton, sedangkan terhadap target 2020 sebanyak 631.898 tercapai 103,3%.

Cargo Service Business Segment Performance

Cargo Service ProductionIn general, the realization of cargo service production performance in 2020 showed a decline. Realization of cargo service production was 652,741 tons, down 17.2% from the previous year’s cargo service production of 788,331 tons, while the 2020 target was 631,898 or reached 103.3%.

2019

2018

2020 652,741

788.331

980.878

Produksi Jasa Kargo (dalam Ton)Cargo Service Production (in Ton)

Realisasi | Realization




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2019

2019

2018

2020

2020

577,28

316,59

704,44

362,24

669,53

Pendapatan Jasa Kargo (dalam miliar Rupiah)Cargo Service Revenues (in billion Rupiah)

Laba Jasa Kargo (dalam miliar Rupiah)Cargo Service Profit (in billion Rupiah)





Pendapatan Usaha Segmen Jasa KargoPendapatan usaha segmen jasa kargo tahun 2020 mencapai Rp577,28 miliar, turun sebesar 18,1% terhadap pendapatan usaha segmen jasa kargo tahun 2019 sebesar Rp704,44 miliar. Pendapatan usaha segmen jasa kargo memberikan kontribusi terhadap total pendapatan usaha Perseroan sebesar 9,9%.

Profitabilitas Jasa KargoPada tahun 2020, Laba segmen jasa kargo mencapai Rp316,59 miliar, menurun sebesar 12,6% terhadap laba segmen jasa kargo tahun 2019 sebesar Rp362,24 miliar. Laba segmen usaha jasa kargo termasuk yang memberikan kontribusi positif bagi kinerja perusahaan.

Cargo Service Segment RevenuesCargo service segment revenues in 2020 reached Rp577.28 billion, a decrease of 18.1% of the cargo service segment revenues in 2019 of Rp704.44 billion. Cargo service segment revenues contributed 9.9% to the Company’s total operating revenues.

Cargo Service ProfitabilityIn 2020, the cargo service segment profit reached Rp316.59 billion, a decrease of 12.6% against the cargo service segment profit in 2019 of Rp362.24 billion. Profits from the cargo service business segment are among those that make a positive contribution to the Company’s performance.



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Kinerja Anak Usaha Performance of Subsidiaries

Tabel Laba Rugi setelah Pajak Anak Perusahaan (dalam miliar Rupiah) Table. Profit (Loss) After Tax of Subsidiaries (in billion Rupiah)

Angkasa Pura II menjalankan bisnis kebandarudaraan yang saat ini akan mengembangkan jasa layanannya ke sektor bisnis non-organik. Strategi pertumbuhan dan ekspansi bisnis yang optimal diharapkan dapat meningkatkan nilai pendapatan bagi korporasi secara keseluruhan. Salah satu bentuk upaya pengembangan bisnis korporasi adalah melalui pembentukan anak usaha, untuk mengelola lini bisnis yang sebelumnya dikerjasamakan dengan mitra usaha, dengan tingkat layanan, kecepatan, dan adaptasi bisnis yang lebih baik dari induk. Portofolio bisnis yang saat ini dikelola oleh anak usaha meliputi passenger services; digital services; facility services; dan aviation security oleh PT Angkasa Pura Solusi (APS), cargo service provider; logistic integrated system provider; dan managed logistics service provider oleh PT Angkasa Pura Kargo (APK), dan property development and investment; property management services; oleh PT Angkasa Pura Propertindo (APP).

Kinerja Anak Perusahaan di tahun 2020 dapat terlihat pada rekap Laba rugi Anak Usaha pada tabel berikut:

Angkasa Pura II runs an airport business which will now develop its services to the non-organic business sector. The optimal growth and business expansion strategy is expected to increase the value of revenue for the corporation as a whole. One form of corporate business development efforts is through the establishment of a subsidiary, to manage business lines that were previously cooperated with business partners, with a better level of service, speed, and business adaptation from the parent. The business portfolio currently managed by a subsidiary includes passenger services; digital services; facility services; and aviation security by PT Angkasa Pura Solusi (APS), a cargo service provider; logistics integrated system provider; and managed logistics service provider by PT Angkasa Pura Kargo (APK), and property development and investment; property management services; by PT Angkasa Pura Propertindo (APP).

The performance of Subsidiaries in 2020 can be seen in the recapitulation of Subsidiary’s income statement in the following table:

UraianDescription 2020 2019

PertumbuhanGrowth

Nominal %

PT Angkasa Pura Solusi (APS) 29,92 168,33 -138,42 -82,2%

PT Angkasa Pura Kargo (APK) 65,85 55,48 10,37 18,7%

PT Angkasa Pura Propertindo (APP) -4,12 3,46 -7,58 -219,0%

PT Angkasa Pura Aviasi (APA) 4,31 -3,79 8,10 213,5%

PT Gapura Angkasa -119,23 -18,33 -100,90 -550,5%


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Tinjauan Keuangan Financial Review

Uraian mengenai kinerja keuangan ini disusun berdasarkan Laporan Keuangan Perusahaan yang disajikan sesuai dengan prinsip-prinsip akuntansi keuangan yang berlaku umum di Indonesia (PSAK) untuk tahun yang berakhir pada tanggal 31 Desember 2020. Laporan keuangan tersebut telah diaudit oleh Kantor Akuntan Publik: Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited) dan Akuntan Publik: Said Amru, CPA. dengan opini bahwa laporan keuangan terlampir menyajikan secara wajar, dalam segala hal yang material, posisi keuangan konsolidasian PT Angkasa Pura II (Persero) dan entitas anaknya tanggal 31 Desember 2020, serta kinerja keuangan dan arus kas konsolidasiannya untuk tahun yang berakhir pada tanggal tersebut, sesuai dengan Standar Akuntansi Keuangan di Indonesia.

Bahasan kinerja keuangan Angkasa Pura II, disampaikan dengan memperhatikan penjelasan pada catatan Laporan Keuangan Konsolidasi dari pihak eksternal auditor tersebut sebagai bagian yang tidak terpisahkan dari Laporan tahunan ini.

Bahasan serta analisis tentang kondisi keuangan ini disajikan dalam empat bagian sebagai berikut:1. Kinerja posisi keuangan konsolidasian;2. Kinerja laba rugi dan penghasilan komprehensif lain

konsolidasian;3. Kinerja arus kas konsolidasian;4. Kinerja rasio keuangan.

Tahun 2020, Kinerja keuangan Angkasa Pura II masih terkendali. Hal ini terlihat dari adanya peningkatan kinerja baik dari sisi laporan posisi keuangan maupun laporan laba rugi dan penghasilan komprehensif perusahaan. Dari sisi laporan posisi keuangan, aset perusahaan mencapai Rp44,44 triliun, tumbuh sebesar 1,0%, sedangkan ekuitas perusahaan mencapai Rp21,32 triliun, menurun sebesar 12,8%.

Pada sisi laporan laba rugi dan penghasilan komprehensif Perusahaan, pendapatan usaha mencapai Rp5,84 triliun, turun sebesar 47,3%. Rugi tahun berjalan mencapai Rp2,50 triliun, turun sebesar 347,9%, adapun Rugi komprehensif tahun berjalan mencapai Rp3,01 triliun, turun sebesar 427,3%

The description of the financial performance is prepared based on the Company’s Financial Statements which are presented in accordance with generally accepted financial accounting principles in Indonesia (PSAK) for the year ended December 31, 2020. The financial statements have been audited by a Public Accountant Office: Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited) and Public Accountant: Said Amru, CPA. with the opinion that the attached financial statements present fairly, in all material respects, the consolidated financial position of PT Angkasa Pura II (Persero) and its subsidiaries as of December 31, 2020, and the consolidated financial performance and cash flows for the year ended on that date, in accordance with Financial Accounting Standards in Indonesia.

The discussion of Angkasa Pura II’s financial performance is delivered with due regard to the explanation in the Consolidated Financial Statement notes from the external auditor as an inseparable part of this annual report.

This discussion and analysis of financial conditions is presented in four sections as follows:1. Consolidated financial position performance;2. Consolidated profit or loss and other comprehensive

income performance;3. Consolidated cash flows performance;4. Financial ratios performance.

In 2020, Angkasa Pura II’s financial performance was still under control. This can be seen from an increase in performance both in terms of the statement of financial position and the statement of profit or loss and comprehensive income of the Company. In terms of the statement of financial position, the Company’s assets reached Rp44.44 trillion, a growth of 11.9%, while the Company’s equity reached Rp21.32 trillion, grew by 2.0%.

On the side of the Company’s statement of profit or loss and comprehensive income, operating revenues reached Rp5.84 trillion, a decrease of 47.3%. Loss for the year reached Rp2.43 trillion, decreased by 347.9%, while the comprehensive loss for the year reached Rp3.01 trillion, decreased by 427.3%


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LAPORAN POSISI KEUANGAN KONSOLIDASIAN

Realisasi kinerja keuangan Angkasa Pura II tahun 2020 menunjukkan peningkatan. Hal ini terlihat dari instrumen posisi keuangan Perusahaan mengalami pertumbuhan dibandingkan tahun sebelumnya. Posisi aset meningkat sebesar 1,0% dibandingkan posisi aset pada tahun sebelumnya. Sedangkan posisi ekuitas turun sebesar 12,8% dibandingkan dengan posisi ekuitas tahun 2019.

CONSOLIDATED STATEMENT OF FINANCIAL POSITION

Realization of Angkasa Pura II’s financial performance in 2020 showed an increase. This can be seen from the Company’s financial position instruments which experienced growth compared to the previous year. The assets position increased by 1.0% compared to the assets position in the previous year. Meanwhile, the equity position decreased by 12.8% compared to the equity position in 2019.

Tabel Laporan Posisi Keuangan Konsolidasian (dalam miliar Rupiah) Table. Consolidated Statement of Financial Position (in billion Rupiah)


PertumbuhanGrowth

Nominal %

AsetAssets

44.435,97 43.998,03 437,94 1,0%

Aset LancarCurrent Assets

5.357,89 5.964,27 -606,38 -10,2%

Aset Tidak LancarNon-Current Assets

39.078,08 38.033,76 1.044,32 2,7%

Liabilitas Liabilities

23.118,36 19.555,22 3.563,14 18,2%


6.788,89 5.339,91 1.448,98 27,1%


16.329,47 14.215,31 2.114,16 14,9%

EkuitasEquity

21.317,61 24.442,81 -3.125,20 -12,8%


44.435,97 43.998,03 437,94 1,0%

Aset

Realisasi total aset Angkasa Pura II per 31 Desember 2020 mencapai Rp44,44 triliun, meningkat sebesar Rp437,9 miliar atau 1,0% dibandingkan total aset per 31 Desember 2019 sebesar Rp44,00 triliun. Secara komposisi, aset Perseroan terdiri dari aset lancar sebesar 12,1% dan aset tidak lancar sebesar 87,9%.

Assets

Realization of Angkasa Pura II’s total assets as of December 31, 2020 reached Rp44.44 trillion, an increase of Rp437.9 billion or 1.0% compared to total assets as of December 31, 2019 of Rp44.00 trillion. In terms of composition, the Company’s assets consist of current assets at 12.1% and non-current assets at 87.9%.

2019

2020 44.435,97

43.998,03

Aset (dalam miliar Rupiah)Assets (in billion Rupiah)


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Tabel Aset Lancar (dalam miliar Rupiah) Table. Current Assets (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Kas dan setara kasCash and Cash Equivalents

2.337,08 3.424,09 -1.087,01 -31,8%

Piutang usaha, bersihTrade Receivables, Net

2.128,77 1.442,49 686,28 47,6%

Piutang lain-lain, bersihOther Receivables, Net

53,05 74,27 -21,22 -28,6%

PersediaanInventories

23,37 24,06 -0,69 -2,9%

Pajak dibayar di muka - bagian lancarPrepaid taxes – current portion

429,86 333,26 96,60 29,0%

Uang mukaAdvances

31,24 86,70 -55,46 -64,0%

Biaya dibayar di mukaPrepaid Expenses

40,20 56,31 -16,11 -28,6%

Aset keuangan yang tersedia untuk dijual - bagian lancarAvailable-for-sale financial assets – current portion

- 10,18 -10,18 -100,0%

Pendapatan yang masih harus diterimaAccrued Revenue

314,32 512,90 -198,58 -38,7%

Total Aset LancarTotal Current Assets

5.357,89 5.964,27 -606,38 -10,2%

2019

2020 2.337,08

3.424,09

Kas dan Setara Kas (dalam miliar Rupiah)Cash and Cash Equivalents (in billion Rupiah)

a. Aset Lancar Realisasi aset Lancar Perseroan per 31 Desember

2020 mencapai Rp5,36 triliun, turun sebesar Rp606,38 miliar atau 10,2% dibandingkan jumlah aset lancar per 31 Desember 2019 sebesar Rp5,96 triliun. Penurunan aset lancar terbesar berasal dari kas dan setara kas.

Kas dan Setara Kas Pada laporan arus kas, kas dan setara kas mencakup

kas, simpanan yang sewaktu-waktu bisa dicairkan. Hingga 31 Desember 2020, posisi kas dan setara kas Perseroan sebesar Rp2,34 triliun, turun sebesar 31,8% dari jumlah kas dan setara kas 31 Desember 2019 sebesar Rp3,42 triliun.

a. Current Assets Realization of the Company’s Current Assets as of

December 31, 2020 reached Rp5.36 trillion, decreased by Rp606.38 billion or 10.2% compared to the total current assets as of December 31, 2019 of Rp5.96 trillion. The largest decrease in current assets came from cash and cash equivalents.

Cash and Cash Equivalents In the statement of cash flows, cash and cash equivalents

include cash on hand, deposits held at call. As of December 31, 2020, the position of the Company’s cash and cash equivalents was Rp2.34 trillion, a decrease of 31.8% from the total cash and cash equivalents of December 31, 2019 of Rp3.42 trillion.


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Piutang Usaha Hingga 31 Desember 2020, Perseroan mencatatkan

piutang usaha sebesar Rp2,13 triliun, meningkat sebesar Rp686,28 miliar atau 47,6% dibandingkan piutang usaha per 31 Desember 2019 sebesar Rp1,44 triliun. Peningkatan piutang berasal dari kenaikan piutang berelasi sebesar Rp749,34 miliar atau 114,7%.

Piutang Lain-lain Hingga 31 Desember 2020, Perseroan mencatatkan

piutang lain-lain sebesar Rp53,05 miliar, turun sebesar Rp21,23 miliar atau 28,6% dibandingkan piutang lain-lain per 31 Desember 2019 sebesar Rp74,28 miliar. Pada tanggal 31 Desember 2020, seluruh piutang lain-lain Perusahaan berada dalam kategori lancar dan tidak mengalami penurunan nilai.

Persediaan Hingga 31 Desember 2020, Perseroan mencatatkan

jumlah persediaan sebesar Rp23,37 miliar, menurun sebesar Rp694 juta atau 2,9% dibandingkan jumlah persediaan per 31 Desember 2019 sebesar Rp24,06 miliar.

Trade Receivables As of December 31, 2020, the Company recorded trade

receivables of Rp2.65 trillion, an increase of Rp929.48 billion or 53.9% compared to trade receivables as of December 31, 2019 of Rp1.72 trillion. The increase in trade receivables originated from the increase in related receivables by Rp749.34 billion or 114.7%.

Other Receivables Until December 31, 2020, the Company recorded other

receivables of Rp53.05 billion, a decrease of Rp21.23 billion or 28.6% compared to other receivables as of December 31, 2019 of Rp74.28 billion. As of December 31, 2020, all of the Company’s other receivables are in the current category and are not impaired.

Inventories Until December 31, 2020, the Company recorded total

inventories of Rp23.37 billion, a decrease of Rp69 million or 2.9% compared to the total inventories as of December 31, 2019 of Rp24.06 billion.

Tabel Piutang Usaha (dalam miliar Rupiah)Table. Trade Receivables (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Piutang Usaha BerelasiTrade Receivables – Related Party

1.402,69 653,35 749,34 114,7%

Piutang Usaha Tidak BerelasiTrade Receivables – Non Related Party

1.251,67 1.071,54 180,13 16,8%

Cadangan PiutangReceivables Allowance

-525,59 -282,40 -243,19 86,1%

Jumlah Piutang UsahaTotal Trade Receivables

2.128,77 1.442,49 686,28 47,6%

2019

2020 23,37

24,06

Persediaan (dalam miliar Rupiah)Inventories (in billion Rupiah)


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Pajak Dibayar di Muka Hingga 31 Desember 2020, Perseroan mencatatkan

pajak dibayar di muka sebesar Rp429,86 miliar, meningkat sebesar Rp96,60 miliar atau 29,0% dibandingkan jumlah pajak dibayar di muka per 31 Desember 2019 sebesar Rp333,26 miliar. Komponen terbesar dari akun pajak dibayar di muka adalah pajak pertambahan nilai entitas anak sebesar 245,89 miliar dengan komposisi sebesar 57,2%.

Uang Muka Hingga 31 Desember 2020, Perseroan mencatatkan

uang muka sebesar Rp31,24 miliar turun sebesar Rp55,46 miliar atau 64,0% dibandingkan posisi uang muka per 31 Desember 2019 sebesar Rp86,7 miliar.

Biaya Dibayar di Muka Hingga 31 Desember 2020, Perseroan mencatatkan

biaya dibayar di muka sebesar Rp40,20 miliar, turun sebesar Rp16,11 miliar atau 28,6% dibandingkan jumlah biaya dibayar di muka per 31 Desember 2019 sebesar Rp56,31 miliar. Komponen terbesar dari akun biaya dibayar di muka adalah beban asuransi.

Prepaid Taxes Until December 31, 2020, the Company recorded

prepaid taxes of Rp429.86 billion, an increase of Rp96.60 billion or 29.0% compared to the amount of prepaid taxes as of December 31, 2019 of Rp333.26 billion. The largest component of the prepaid taxes account was the value added tax of subsidiaries amounted to Rp245.89 billion, an increase of Rp49.62 billion or 57.2 %.

Advances As of December 31, 2020, the Company recorded

advances of Rp31.24 billion, decreased by Rp55.46 billion or 64.0% compared to the position of advances as of December 31, 2019, which amounted to Rp86.7 billion.

Prepaid Expenses Until December 31, 2020, the Company recorded

prepaid expenses of Rp40.20 billion, a decrease of Rp16.11 billion or 28.6% compared to the total prepaid expenses as of December 31, 2019 of Rp56.31 billion. The largest component of the prepaid expenses account was insurance expense.

Tabel Pajak Dibayar Di Muka (dalam miliar Rupiah)Table Prepaid Taxes (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Pajak Pertambahan Nilai PerusahaanValue Added Tax of Company

183,97 136,99 46,99 34,3%

Pajak Pertambahan nilai Entitas anakValue Added Tax of Subsidiaries

245,89 196,27 49,62 25,3%

JumlahTotal

429,86 333,26 96,61 29,0%

2019

2020 31,24

86,70

Uang Muka (dalam miliar Rupiah)Advances (in billion Rupiah)


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Tabel Biaya dibayar di muka (dalam miliar Rupiah)Table. Prepaid Expenses (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Asuransi Insurance

26,95 29,73 -2,78 -9,4%

Kontribusi Tetap Fixed contribution

- 11,13 -11,13 -100,0%

Sewa Leases

0,99 6,07 -5,07 -83,5%

Lain - Lain Others

12,25 9,38 2,87 30,6%

JumlahTotal

40,20 56,31 -16,11 -28,6%

Aset Keuangan yang Tersedia untuk Dijual – Bagian Lancar

Hingga 31 Desember 2020, Perseroan tidak mencatatkan aset keuangan yang tersedia untuk dijual – bagian lancar sehingga turun sebesar Rp10,18 miliar atau 100,0% dibandingkan jumlah aset keuangan yang tersedia untuk dijual – bagian lancar per 31 Desember 2019 sebesar Rp10,18 miliar.

Pendapatan yang Masih Harus Diterima Hingga 31 Desember 2020, Perseroan mencatatkan

pendapatan yang masih harus diterima sebesar Rp314,32 miliar, turun sebesar Rp198,58 miliar atau 38,7% dibandingkan posisi pendapatan yang masih harus diterima per 31 Desember 2019 sebesar Rp512,90 miliar.

Available-for-Sale Financial Assets – Current Portion Until December 31, 2020, the Company did not record

any available-for-sale financial assets - current portion so that it decreased by Rp10.18 billion or 100.0% compared to the total available-for-sale financial assets - current portion as of December 31, 2019 amounted to Rp10.18 billion.

Accrued Revenue As of December 31, 2020, the Company recorded

accrued revenue amounted to Rp314.32 billion, a decrease of Rp198.58 billion or 38.7% compared to the position of accrued revenue as of December 31, 2019, which was Rp512.90 billion.

2019

2020 314,32

512,90

Pendapatan yang masih harus diterima (dalam miliar Rupiah)Accrued Revenue (in billion Rupiah)

b. Aset Tidak Lancar Realisasi aset tidak lancar per 31 Desember 2020

mencapai Rp39,08 triliun, meningkat Rp1,04 triliun atau 2,8% dibandingkan aset tidak lancar per 31 Desember 2019 sebesar Rp38,03 triliun. Peningkatan ini didominasi oleh peningkatan aset tetap sebesar Rp1.059,14 miliar atau 3,2%.

b. Non-Current Assets Realization of non-current assets as of December 31,

2020 reached Rp39.08 trillion, an increase of Rp1.04 trillion or 2.8% compared to non-current assets as of December 31, 2019 of Rp38.03 trillion. This increase was dominated by an increase in fixed assets of Rp646.62 billion or 1.9%.


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Aset Keuangan yang Tersedia untuk Dijual Hingga 31 Desember 2020, Perseroan mencatatkan

aset keuangan yang tersedia untuk dijual sebesar Rp55,48 miliar, turun sebesar Rp7,32 miliar atau 11,7% dibandingkan jumlah aset keuangan yang tersedia untuk dijual per 31 Desember 2019 sebesar Rp62,80 miliar.

Penyertaan Saham Penyertaan saham per 31 Desember 2020 adalah

sebesar Rp426,56 miliar, turun sebesar Rp1,44 miliar atau 0,3% dari penyertaan saham periode tahun sebelumnya senilai Rp428,00 miliar.

Available-for-Sale Financial Assets Until December 31, 2020, the Company recorded

available-for-sale financial assets of Rp55.48 billion, a decrease of Rp7.32 billion or 11.7% compared to the total available-for-sale financial assets as of December 31, 2019 of Rp62.80 billion.

Investments in Shares of Stock Investments in shares of stock as of December 31, 2020

was Rp426.56 billion, decreased by Rp426.56 billion or 0.3% from the investments in shares of stock in the previous year amounted to Rp428.00 billion.

2019

2019

2020

2020

55,48

426,56

62,80

428,00

Aset Keuangan yang Tersedia untuk Dijual (dalam miliar Rupiah)Available-for-Sale Financial Assets (in billion Rupiah)

Penyertaan Saham (dalam miliar Rupiah)Investments in Shares of Stock (in billion Rupiah)

Tabel Aset Tidak Lancar (dalam miliar Rupiah) Table. Current Assets (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Aset keuangan yang tersedia untuk dijualAvailable-for-sale financial assets – non current portion

55,48 62,80 -7,32 -11,7%

Penyertaan sahamInvestments in shares of stock

426,56 428,00 -1,44 -0,3%

Uang muka pembelian tanahAdvance for land acquisition

3.316,00 3.316,00 0,00 0,0%

Properti investasi, bersihInvestment Properties, net

74,46 75,23 -766 -1,0%

Aset tetapFixed Assets

34.565,83 33.506,68 1.059,14 3,2%

Estimasi Tagihan Pajak Estimated Claims for refundable tax

441,33 459,33 -18,00 -3,9%

Aset pajak tangguhan, bersihDeferred tax assets, net

109,94 67,65 42,29 62,5%

Aset tidak lancar lain-lainOther non-current assets

88,48 118,07 -29,59 -25,1%

Total Aset Tidak LancarTotal non-current assets

39.078,08 38.033,76 1.044,32 2,8%


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Uang Muka Pembelian Tanah Uang muka pembelian tanah per 31 Desember 2020

sebesar Rp3,32 triliun, tidak mengalami perubahan terhadap jumlah uang muka pembelian tanah periode tahun sebelumnya.

Properti Investasi Properti investasi per 31 Desember 2020 adalah

sebesar Rp74,46 miliar, turun Rp766 juta atau 1,0% dari jumlah properti investasi periode tahun sebelumnya senilai Rp75,23 miliar.

Aset Tetap Hingga 31 Desember 2020, Aset tetap naik sebesar

Rp1,06 triliun atau 3,2% menjadi Rp34,56 triliun dari posisi tahun sebelumnya Rp33,51 triliun. Kenaikan ini dipengaruhi oleh kenaikan asset tetap karena adanya kemajuan fisik atas proyek Runway 3 Bandara Internasional Soekarno Hatta, East Connection Taxiway dan pembangunan terminal Bandara Internasional Minangkabau dan adanya penerapan PSAK 73 sehubungan dengan Aset Sewa Hak Guna.

Advance for land acquisition Advance for land acquisition as of December 31, 2020

amounted to Rp3.32 trillion, did not experience any changes in the amount of advance for land acquisition in the previous year period.

Investment Properties Investment properties as of December 31, 2020 was

Rp74.46 billion, decreased by Rp766 million or 1.0% from the total investment properties in the previous year period of Rp75.23 billion.

Fixed Assets As of December 31, 2020, fixed assets increased by

Rp1.06 trillion or 3.2% to Rp34.56 trillion from the previous year’s position of Rp33.51 trillion. This increase was influenced by the increase in fixed assets due to the physical progress of the Runway 3 project of Soekarno-Hatta International Airport, East Connection Taxiway and the construction of the Minangkabau International Airport terminal and the adoption of PSAK 73 in relation to Right-of-Use Leased Assets.

2019

2019

2019

2020

2020

2020

3,32

74,46

34.565,82

3,32

75,23

33.506,68

Uang Muka Pembelian Tanah (dalam miliar Rupiah)Advance for Land Acquisition (in billion Rupiah)

Properti Investasi (dalam miliar Rupiah)Investment Properties (in billion Rupiah)

Aset Tetap (dalam miliar Rupiah)Fixed Assets (in billion Rupiah)


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Estimasi tagihan pajak Hingga 31 Desember 2020, Estimasi tagihan pajak

Perseroan mencapai Rp441,33 miliar dengan penurunan sebesar Rp18,00 miliar atau 3,9%. Di tahun sebelumnya, Estimasi tagihan pajak sebesar Rp459,33 miliar.

Aset Pajak Tangguhan Hingga 31 Desember 2020, aset pajak tangguhan

Perseroan mencapai Rp109,94 miliar dengan peningkatan sebesar Rp42,29 miliar atau 62,5%. Di tahun sebelumnya, aset pajak tangguhan sebesar Rp67,65miliar.

Aset Tidak Lancar Lain-lain Aset tidak lancar lain-lain Perseroan turun sebesar

29,60 miliar atau 25,1% menjadi Rp88,48 miliar di tahun 2020. Pada tahun sebelumnya Aset tidak lancar lain-lain sebesar Rp118,07 miliar.

Estimated claims for refundable tax As of December 31, 2020, Estimated claims for

refundable tax of the Company reached Rp441.33 billion with a decrease of Rp18.00 billion or 3.9%. In the previous year, Estimated claims for refundable tax amounted to Rp459.33 billion.

Deferred Tax Assets As of December 31, 2020, the Company’s deferred tax

assets reached Rp109.94 billion with an increase of Rp42.29 billion or 62.5%. In the previous year, deferred tax assets amounted to Rp67.65 billion.

Other Non-Current Assets The Company’s other non-current assets decreased by

Rp29.60 billion or 25.1% to Rp88.48 billion in 2020. In the previous year, other non-current assets amounted to Rp118.07 billion.

2019

2019

2019

2020

2020

2020

441,33

109,94

88,48

459,33

67,65

118,07

Estimasi tagihan pajak (dalam miliar Rupiah)Estimated claims for refundable tax (in billion Rupiah)

Aset Pajak Tangguhan (dalam miliar Rupiah)Deferred Tax Assets (in billion Rupiah)

Aset Tidak Lancar Lain-lain (dalam miliar Rupiah)Other Non-Current Assets (in billion Rupiah)


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Liabilitas

Realisasi total liabilitas Angkasa Pura II per 31 Desember 2020 mencapai Rp23,12 triliun, meningkat sebesar Rp3,56 triliun atau 18,2% dibandingkan total liabilitas per 31 Desember 2019 sebesar Rp19,56 triliun. Secara komposisi, liabilitas Perseroan terdiri dari liabilitas jangka pendek sebesar 29,4% dan liabilitas jangka panjang sebesar 70,6%.

Liabilities

Realization of Angkasa Pura II’s total liabilities as of December 31, 2020 reached Rp23.12 trillion, an increase of Rp3.56 trillion or 18.2% compared to the total liabilities as of December 31, 2019 of Rp19.56 trillion. In terms of composition, the Company’s liabilities consist of 29.4% current liabilities and 70.6% non-current liabilities.

2019

2020 23.118,36

19.555,22

Liabilitas (dalam miliar Rupiah)Liabilities (in billion Rupiah)

a. Liabilitas Jangka Pendek Realisasi liabilitas jangka pendek Perseroan

mencapai Rp6,79 triliun, meningkat sebesar Rp1,45 triliun atau 27,1% dibandingkan liabilitas jangka pendek per 31 Desember 2019 sebesar Rp5,34 triliun. Kontribusi kenaikan liabilitas jangka pendek terutama berasal dari utang lain-lain dan beban akrual.

a. Current Liabilities Realization of the Company’s current liabilities reached

Rp6.79 trillion, an increase of Rp1.45 trillion or 27.1% compared to the current liabilities as of December 31, 2019 of Rp5.34 trillion. The increase in current liabilities mainly came from other payables and accrued expenses.

Tabel Liabilitas Jangka Pendek (dalam miliar Rupiah)Table. Current Liabilities (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Utang usahaTrade Payables

452,85 408,41 44,44 10,9%

Utang lain-lainOther Payables

2.446,64 2.391,33 55,31 2,3%

Beban akrualAccrued Expenses

1.510,23 1.396,54 113,69 8,1%

Utang pajakTaxes Payable

64,41 90,86 -26,45 -29,1%

Liabilitas dana pensiunPension Fund Liabilities

55,54 30,57 24,97 81,7%

Pendapatan yang diterima di mukaUnearned Revenues

135,79 196,61 -60,82 -30,9%

Liabilitas imbalan kerja jangka pendekShort-term employee benefit liabilities

143,81 240,20 -96,39 -40,1%

Liabilitas yang jatuh tempo dalam satu tahunCurrent maturities of long-term bank loans

1.979,62 585,39 1.394,23 238,2%

Total Liabilitas Jangka PendekTotal Current Liabilities

6.788,89 5.339,91 1.448,98 27,1%


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Utang usaha Hingga 31 Desember 2020, utang usaha Perseroan

menjadi Rp452,85 miliar mengalami peningkatan sebesar Rp44,44 miliar atau 10,9% dari utang usaha per 31 Desember 2019 sebesar Rp408,41 miliar.

Utang lain-lain Hingga 31 Desember 2020, utang lain-lain

menunjukkan peningkatan sebesar Rp55,31 miliar atau 2,3% menjadi Rp2,45 triliun. Pada tahun sebelumnya, nilai utang lain-lain mencapai Rp2,39 triliun.

Beban akrual Hingga 31 Desember 2020, beban akrual Perseroan

naik sebesar Rp113,69 miliar atau 8,1% menjadi Rp1,51 triliun. Nilai beban akrual tersebut di tahun sebelumnya mencapai Rp1,40 triliun.

Utang pajak Hingga 31 Desember 2020, utang pajak Perseroan

turun sebesar Rp26,45 miliar atau 29,1% menjadi Rp64,41 miliar. Nilai utang pajak tersebut di tahun sebelumnya mencapai Rp90,86 miliar.

Liabilitas dana pensiun Hingga 31 Desember 2020, liabilitas dana pensiun

Perseroan mengalami peningkatan sebesar Rp24,97 miliar atau 81,7% dari Rp30,57 miliar per 31 Desember 2019, menjadi Rp55,54 miliar. Hal ini dipengaruhi oleh kenaikan pembayaran premi asuransi dan iuran dana pensiun.

Pendapatan yang diterima di muka Hingga 31 Desember 2020, pendapatan yang

diterima di muka Perseroan mengalami penurunan sebesar Rp60,82 miliar atau 30,9% dari Rp196,61 miliar per 31 Desember 2019, menjadi Rp135,79 miliar.

Liabilitas imbalan kerja jangka pendek Hingga 31 Desember 2020, liabilitas imbalan kerja

jangka pendek Perseroan mengalami penurunan sebesar Rp96,39 miliar atau 40,1% dari Rp240,20 miliar per 31 Desember 2019, menjadi Rp143,81 miliar.

Liabilitas yang jatuh tempo dalam satu tahun Hingga 31 Desember 2020, liabilitas yang jatuh

tempo dalam satu tahun terdiri atas: bagian jangka pendek utang bank jangka panjang Perseroan

Trade Payables As of December 31, 2020, the Company’s trade payables

amounted to Rp452.85 billion, an increase of Rp44.44 billion or 10.9% of trade payables as of December 31, 2019, amounted to Rp408.41 billion.

Other Payables As of December 31, 2020, other payables showed a

increase of Rp55.31 billion or 2.3% to Rp2.45 trillion. In the previous year, the amount of other payables reached Rp2.39 trillion.

Accrued Expenses As of December 31, 2020, the Company’s accrued

expenses increased by Rp113.69 billion or 8.1% to Rp1.51 trillion. The amount of accrued expenses in the previous year reached Rp1.40 trillion.

Taxes Payable As of December 31, 2020, the Company’s taxes payable

decreased by Rp26.45 billion or 29.1% to Rp64.41 billion. The amount of taxes payable in the previous year reached Rp90.86 billion.

Pension Fund Liabilities Until December 31, 2020, the Company’s pension fund

liabilities experienced an increase by Rp24.97 billion or 81.7% from Rp30.57 billion as of December 31, 2019 to Rp55.54 billion. This was influenced by the increase in insurance premium payments and pension fund contributions.

Unearned Revenues Until December 31, 2020, the Company’s unearned

revenues experienced a decrease by Rp60.82 billion or 30.9% from Rp196.61 billion as of December 31, 2019 to Rp135.79 billion.

Short-term employee benefits liabilities As of December 31, 2020, the Company’s short-term

employee benefits liabilities experienced a decrease by Rp96.39 billion or 40.1% from Rp240.20 billion as of December 31, 2019 to Rp143.81 billion.

Current maturities of long-term bank loans As of December 31, 2020, liabilities with maturities of

one year consist of: the Company’s current maturities of long-term bank loans decreased by Rp355.79 billion


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mengalami penurunan sebesar Rp355,79 miliar atau 60,8% dari Rp585,39 miliar per 31 Desember 2019, menjadi Rp229,60 miliar; bagian jangka pendek utang obligasi jangka panjang sebesar Rp1,2 triliun atas utang obligasi tahun 2018 yang jatuh tempo di 2021; utang bank jangka pendek sebesar Rp526 miliar atas Kredit Modal Kerja; dan Liabilitas sewa jangka pendek sebesar Rp23 miliar.

b. Liabilitas Jangka Panjang Realisasi liabilitas jangka panjang Perseroan

mencapai Rp16,33 triliun, meningkat sebesar Rp2,11 triliun atau 14,9% dibandingkan liabilitas jangka panjang per 31 Desember 2019 sebesar Rp14,22 triliun. Kontribusi peningkatan liabilitas jangka panjang terutama berasal dari utang bank jangka Panjang.

Pinjaman jangka panjang Hingga 31 Desember 2020, pinjaman jangka

panjang Perseroan naik sebesar Rp1,32 triliun atau 10,1% menjadi Rp14,36 triliun. Di tahun sebelumnya pinjaman jangka panjang mencapai Rp13,04 triliun. Hal ini dipengaruhi oleh kenaikan utang obligasi dan utang bank jangka Panjang

Utang jaminan pelanggan Hingga 31 Desember 2020, utang jaminan pelanggan

Perseroan naik sebesar 30,8% atau setara dengan

or 60.8% from Rp585.39 billion as of December 31, 2019, to Rp229.60 billion; current maturities of long-term bonds payable amounted to Rp1.2 trillion of 2018 bonds payable maturing in 2021; short-term bank loans of Rp526 billion for Working Capital Loans; and Short-term lease liabilities amounted to Rp23 billion.

b. Non-Current Liabilities Realization of the Company’s non-current liabilities

reached Rp16.33 trillion, an increase of Rp2.11 trillion or 14.9% compared to non-current liabilities as of December 31, 2019 of Rp14.22 trillion. The increase in non-current liabilities mainly came from long-term bank loans.

Long-term Loans As of December 31, 2020, the Company’s long-term

loans increased by Rp1.32 trillion or 10.1% to Rp14.36 trillion. In the previous year, long-term loans reached Rp13.04 trillion. This was influenced by the increase in bonds payable and long-term bank loans.

Customers Deposits As of December 31, 2020, the Company’s customers

deposits increased by 30.8% or equivalent to Rp8.32

Tabel Liabilitas Jangka Panjang (dalam miliar Rupiah)Table. Non-Current Liabilities (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Pinjaman jangka panjang:Long-Term Loans:

Utang bank jangka panjangLong-term Bank Loans

10.566,63 10.300,25 266,38 2,6%

Utang obligasiBonds Payable

3.795,16 2.739,86 1.055,30 38,5%

Utang jaminan pelangganCustomers Deposits

35,34 27,02 8,32 30,8%

Utang jangka panjang lainnyaOther Long-Term Payables

17,19 41,08 -23,89 -58,2%

Liabilitas pajak tangguhanDeferred Tax Liabilities

231,02 522,51 -291,49 -55,8%

Liabilitas imbalan kerjaEmployee Benefits Liabilities

1.265,44 584,61 680,84 116,5%

Liabilitas sewa jangka panjangLong-term lease liabilities

418,69 0 0 0,0%

Total Liabilitas Jangka PanjangTotal Non-Current Liabilities

16.329,47 14.215,31 2.114,16 14,9%


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Rp8,32 miliar menjadi Rp35,34 miliar. Di tahun sebelumnya utang jaminan pelanggan mencapai Rp27,02 miliar.

Utang jangka panjang lainnya Hingga 31 Desember 2020, utang jangka panjang

lainnya Perseroan turun 58,2% atau setara dengan Rp23,89 miliar menjadi Rp17,19 miliar. Di tahun sebelumnya utang jangka panjang lainnya mencapai Rp41,08 miliar.

Liabilitas pajak tangguhan Hingga 31 Desember 2020, liabilitas pajak tangguhan

Perseroan turun 55,8% atau setara dengan Rp291,48 miliar menjadi Rp231,02 miliar. Di tahun sebelumnya liabilitas pajak tangguhan mencapai Rp522,50 miliar.

Liabilitas imbalan kerja Hingga 31 Desember 2020, liabilitas imbalan kerja

Perseroan naik 116,5% atau setara dengan Rp680,84 miliar menjadi Rp1,27 triliun. Di tahun sebelumnya liabilitas imbalan kerja mencapai Rp584,60 miliar.

Liabilitas sewa jangka panjang Hingga 31 Desember 2020, liabilitas sewa jangka

Panjang perusahaan tercatat sebesar Rp418 miliar atas dampak penerapan PSAK 73 di tahun 2020 terkait dengan liabilitas sewa hak guna.

Ekuitas

Perseroan Ekuitas Angkasa Pura II per 31 Desember 2020 mencapai Rp21,32 triliun, menurun sebesar Rp3,13 triliun atau 12,8% dibandingkan jumlah ekuitas per 31 Desember 2019 sebesar Rp24,44 triliun. Kenaikan ekuitas dipengaruhi oleh peningkatan komponen modal disetor

billion to Rp35.34 billion. In the previous year, customers deposits reached Rp27.02 billion.

Other Long-Term Payables As of December 31, 2020, the Company’s other long-

term payables decreased by 58.2% or equivalent to Rp23.89 billion to Rp17.19 billion. In the previous year, other long-term payables reached Rp41.08 billion.

Deferred Tax Liabilities As of December 31, 2020, the Company’s deferred tax

liabilities decreased by 55.8% or equivalent to Rp291.48 billion to Rp231.02 billion. In the previous year, the deferred tax liabilities reached Rp522.50 billion.

Employee Benefits Liabilities As of December 31, 2020, the Company’s employee

benefits liabilities increased by 116.5% or equivalent to Rp680.84 billion to Rp1.27 trillion. In the previous year, the employee benefits liabilities reached Rp584.60 billion.

Long-term lease liabilities As of December 31, 2020, the Company’s long-term

lease liabilities were recorded at Rp418 billion due to the impact of the adoption of PSAK 73 in 2020 related to right-of-use lease liabilities.

Equity

Angkasa Pura II’s equity as of December 31, 2020 reached Rp21.32 trillion, decreased by Rp3.13 trillion or 12.8% compared to total equity as of December 31, 2019 of Rp24.44 trillion. The increase in equity was influenced by the increase in the paid-in capital component

Tabel Ekuitas (dalam miliar Rupiah)Table. Equity (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Modal SahamShare Capital

15.971,65 15.971,65 - 0,0%

Tambahan modal disetor Additional Paid-In Capital

-59,05 -59,05 - 0,0%

Modal disetor lainnyaOther Paid-In Capital

881,02 - 881,02 100,0%

Komponen ekuitas lainnyaOther Components of Equity

-11,56 869,46 -881,02 -101,3%


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PertumbuhanGrowth

Nominal %

Rugi komprehensif lainOther Comprehensive Loss

-844,01 -316,39 -527,62 166,8%

Selisih ekuitas entitas anakEquity Difference of Subsidiary

-26,32 -26,32 0,00 0,0%

Ekuitas emerging entity Merging Entity Equity

Saldo labaRetained Earnings

DicadangkanAppropriated

8.088,31 7.072,64 1.015,67 14,4%

Belum dicadangkanUnappropriated

-2.959,40 548,81 -3.508,21 -639,2%

Ekuitas yang dapat diatribusikan kepada Equity Attributable to

Pemilik entitas indukOwner of the parent entity

21.040,65 24.060,81 -3.020,16 -12,6%

Kepentingan non-pengendaliNon-controlling interests

276,96 382,00 -105,04 -27,5%

Total EkuitasTotal Equity

21.317,61 24.442,81 -3.125,2 -12,8%

Modal SahamHingga 31 Desember 2020, Perseroan mencatatkan modal saham sebesar Rp15,97 triliun. Jumlah tersebut sama dengan posisi modal saham pada tahun sebelumnya. Adapun Pemegang Saham Perusahaan per tanggal 31 Desember 2020 dan 2019 adalah Pemerintah Republik Indonesia sebesar 100%.

Modal Disetor LainnyaHingga 31 Desember 2020, modal disetor lainnya sebesar Rp881,02 triliun. Hal ini, meningkat dibandingkan jumlah modal disetor lainnya tahun 2019.

Komponen Ekuitas LainnyaHingga 31 Desember 2020, komponen ekuitas lainnya minus sebesar Rp11,56 miliar, turun dibandingkan komponen ekuitas lainnya pada tahun 2019 sebesar Rp881,2 Miliar atau -101,3%.

Rugi Komprehensif LainHingga 31 Desember 2020, rugi komprehensif lain sebesar Rp844,01 miliar, meningkat 166,8% dibandingkan rugi komprehensif lain tahun 2019 sebesar Rp316,39 miliar.

Selisih Ekuitas Entitas AnakHingga 31 Desember 2020, selisih ekuitas entitas anak sebesar Rp26,32 miliar, sama dengan posisi selisih ekuitas entitas anak tahun 2019.

Share CapitalAs of December 31, 2020, the Company recorded a share capital of Rp15.97 trillion. This amount was the same as the share capital position in the previous year. The Company’s Shareholder as of December 31, 2020 and 2019 was the Government of the Republic of Indonesia at 100%.

Other Paid-In CapitalAs of December 31, 2020, other paid-in capital amounted to Rp881.02 trillion. This was an increase compared to other paid-in capital in 2019.

Other Components of EquityAs of December 31, 2020, the other components of equity amounted to minus Rp11.56 billion, decreased compared to other components of equity in 2019 amounted to Rp881.2 billion or -101.3%.

Other Comprehensive LossAs of December 31, 2020, other comprehensive loss amounted to Rp844.01 billion, an increase of 166.8% compared to other comprehensive loss in 2019 of Rp316.39 billion.

Equity Difference of SubsidiaryAs of December 31, 2020, the equity difference of subsidiary amounted to Rp26.32 billion, the same as the position of the equity difference of subsidiary in 2019.


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Saldo Laba DicadangkanHingga 31 Desember 2020, saldo laba dicadangkan sebesar Rp8,09 triliun, naik 14,4% dibandingkan posisi saldo laba dicadangkan tahun 2019 sebesar Rp7,07 triliun. Sedangkan saldo laba yang belum dicadangkan turun dibandingkan pada tahun sebelumnya.

Ekuitas yang Dapat DiatribusikanHingga 31 Desember 2020, ekuitas yang dapat diatribusikan kepada pemilik entitas induk sebesar Rp21,04 triliun, turun 12,6% dibandingkan ekuitas yang dapat diatribusikan kepada pemilik entitas induk tahun 2019 sebesar Rp24,06 triliun. Sedangkan ekuitas yang dapat diatribusikan kepada kepentingan non pengendali mencapai Rp276,96 miliar, turun sebesar 27,5% dibandingkan tahun sebelumnya.

LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN

Pada tahun 2020, Angkasa Pura II mencatatkan kinerja laba rugi perusahaan yang cukup berat karena dampak pandemi COVID-19 terhadap penurunan aktivitas pada sektor pariwisata dan transportasi yang signifikan. Perseroan membukukan pendapatan usaha sebesar Rp5,84 triliun, turun sebesar Rp5,24 triliun atau 47,3% dibandingkan pendapatan usaha pada tahun 2019 sebesar Rp11,08 triliun.

Adapun laba tahun berjalan tercatat minus sebesar Rp2,50 triliun, turun sebesar Rp3,50 triliun atau 347,9% dibandingkan laba tahun berjalan pada tahun 2019 sebesar Rp1,01 triliun. Sedangkan laba komprehensif tahun berjalan tahun 2020 tercatat minus sebesar Rp3,01 triliun, turun sebesar Rp3,93 triliun atau 427,3% dibandingkan laba komprehensif tahun berjalan pada tahun 2019 sebesar Rp919,93 miliar.

Appropriated Retained EarningsAs of December 31, 2020, the appropriated retained earnings amounted to Rp8.09 trillion, up 14.4% compared to the position of appropriated retained earnings in 2019 of Rp7.07 trillion. Meanwhile, the unappropriated retained earnings decreased compared to the previous year.

Equity Attributable toAs of December 31, 2020, equity attributable to owners of the parent entity amounted to Rp21.04 trillion, down 12.6% compared to equity attributable to owners of the parent entity in 2019 of Rp24.06 trillion. Meanwhile, equity attributable to non-controlling interests reached Rp276.96 billion, a 27.5% decrease compared to the previous year.

CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME

In 2020, Angkasa Pura II recorded a fairly heavy performance in the Company’s profit and loss due to the impact of the COVID-19 pandemic on the significant decrease in activity in the tourism and transportation sectors. The Company posted operating revenues of Rp5.84 trillion, decreased by Rp5.24 trillion or 47.3% compared to operating revenues in 2019 of Rp11.08 trillion.

Profit for the year was recorded at minus Rp2.50 trillion, decreased by Rp3.50 trillion or 347.9% compared to profit for the year in 2019 amounted to Rp1.01 trillion. Meanwhile, comprehensive income for the year in 2020 was recorded at minus Rp3.01 trillion, decreased by Rp3.93 trillion or 427.3% compared to comprehensive income for the year in 2019 which was Rp919.93 billion.

Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam miliar Rupiah)Table. Consolidated Statement of Profit or Loss and Other Comprehensive Income (in billion Rupiah)


PertumbuhanGrowth

Nominal %


5.843,73 11.084,23 -5.240,50 -47,3%


7.209,80 8.747,21 -1.537,41 -17,6%

Pendapatan (Beban) Lain-LainOther Revenues (Expenses)

-34,96 105,74 -140,70 -133,1%

Laba (Rugi) UsahaOperating Profit (Loss)

-1.401,03 2.442,77 -3.843,80 -157,4%


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PertumbuhanGrowth

Nominal %

Laba (Rugi) Sebelum Pajak Penghasilan BadanProfit (Loss) Before Corporate Income Tax

-2.606,75 1.572,53 -4.179,28 -265,8%

Manfaat (Beban) Pajak Penghasilan BadanCorporate Income Tax Benefit (Expense)

-110,29 565,27 675,56 -119,5%

Laba (Rugi) Tahun BerjalanProfit (Loss) For The Year

-2.496,47 1.007,26 -3.503,73 -347,9%

Laba (Rugi) Tahun Berjalan Yang Dapat Diatribusikan Kepada:Profit (Loss) For The Year Attributable To:

Pemilik Entitas IndukOwners of the parent entity

-2.433,51 1.018,28 -3.451,79 -339,0%

Kepentingan Non-PengendaliNon-controlling interests

-62,96 -2,68 -60,28 2.249,3%

Penghasilan Komprehensif Lain Tahun Berjalan Setelah PajakOther Comprehensive Income For The Year After Tax

-514,42 -87,33 -427,09 489,1%

Laba (Rugi) Komprehensif Tahun BerjalanComprehensive Income (Loss) For The Year

-3.010,89 919,93 -3.930,82 -427,3%

Laba (Rugi) Komprehensif Tahun Berjalan Yang Dapat Diatribusikan Kepada:Comprehensive Income (Loss) For The Year Attributable To:

Pemilik Entitas IndukOwners of the parent entity

-2.938,54 950,32 -3.888,86 -409,2%

Kepentingan Non-PengendaliNon-controlling interests

-72,35 -6,34 -66,01 1.041,2%

Laba Per Saham Dasar (Rupiah Penuh)Basic Earnings per Share (Full Rupiah Amount)

-152.364 74.171 -226.535 -305,4%

Pendapatan Usaha

Realisasi pendapatan usaha tahun 2020 mencapai Rp5,84 triliun, menurun sebesar Rp5,24 triliun atau 47,3% dibandingkan pendapatan usaha tahun 2019 sebesar Rp11,08 triliun. Secara komposisi, pendapatan usaha bersumber dari pendapatan aeronautika sebesar 37,2% dan pendapatan non aeronautika sebesar 62,8%.

Semua segmen usaha mengalami penurunan pendapatan di tahun 2020 dimana penurunan terbesar adalah dari pendapatan aeronautika menurun sebesar 62,3% menjadi Rp2,17 triliun dibandingkan pendapatan aeronautika tahun 2019 sebesar Rp5,76 triliun. Di tahun

Operating Revenues

Realization of operating revenues in 2020 reached Rp5.84 trillion, decreased by Rp5.24 trillion or 47.3% compared to 2019 operating revenues of Rp11.08 trillion. In terms of composition, the operating revenues came from aeronautical revenues of 37.2% and non-aeronautical revenues of 62.8%.

All business segments experienced a decline in revenues in 2020, where the largest decrease was from aeronautical revenues, which decreased by 62.3% to Rp2.17 trillion compared to aeronautical revenues in 2019 of Rp5.76 trillion. In 2019, non-aeronautical revenues decreased by

2019

2020 5.843,73

11.084,23

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


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Beban pegawai juga memberikan kontribusi penurunan terhadap penurunan beban usaha sebesar Rp548,18 miliar atau 24,6%. Adapun penurunan komponen beban usaha yang lain dibandingkan tahun sebelumnya adalah beban umum dan administrasi turun sebesar Rp238,33 miliar (18,2%), sedangkan beban pemasaran turun sebesar Rp7,9 miliar (35,8%).

Employee expenses also contributed to the decrease in operating expenses by Rp548.18 billion or 24.6%. The decrease in other operating expenses compared to the previous year was general and administrative expenses which decrease by Rp238.33 billion (18.2%), while marketing expenses decreased by Rp7.9 billion (35.8%).

2019

2020 7.209,80

8.747,21

Beban Usaha (dalam miliar Rupiah)Operating Expenses (in billion Rupiah)

2019, pendapatan non aeronautika menurun sebesar 31,0% menjadi Rp3,67 triliun dibandingkan pendapatan non aeronautika tahun 2019 sebesar Rp5,32 triliun.

Kontribusi peningkatan pendapatan Aeronautika diantaranya berasal dari Jasa pelayanan penumpang, pemakaian counter, jasa parking surcharge, pemakaian aviobridge, dan jasa pendaratan. Jasa pelayanan penumpang merupakan jasa pelayanan yang berkontribusi terbesar terhadap total pendapatan jasa aeronautika. Kontribusi pendapatan non aeronautika diantaranya berasal dari konsesi, Groundhandling & AHAN, dan pelayanan kargo.

Beban Usaha

Realisasi beban usaha pada tahun 2020 mencapai Rp7,21 triliun, turun dibandingkan dengan beban usaha tahun 2019 Rp8,75 triliun. Beban usaha tersebut mengalami penurunan sebesar Rp1,54 triliun atau sebesar 17,6%. Penurunan ini berasal dari penurunan pada beban operasional bandara sebesar Rp743,01 miliar atau 14,3% dibandingkan beban operasional tahun sebelumnya.

31.0% to Rp3.67 trillion compared to non-aeronautical revenues in 2019 of Rp5.32 trillion.

Contributions to the increase in Aeronautical revenue include passenger services, counter usage, surcharge parking services, aviobridge usage, and landing service. Passenger services are services that have the largest contribution to total aeronautical service revenues. While contributions of in non-eronautical revenues, among others, came mainly from concessions, Groundhandling & AHAN, and cargo services.

Operating Expenses

Realization of operating expenses in 2020 reached Rp7.21 trillion, a decrease compared to 2019 operating expenses of Rp8.75 trillion. The operating expenses decreased by Rp1.54 trillion or 17.6%. This decrease came from an decrease in airport operation expenses by Rp743.01 billion or 14.3% compared to operating expenses in the previous year.

Tabel Pendapatan Usaha (dalam miliar rupiah)Table. Operating Revenues (in billion rupiah)


PertumbuhanGrowth

Nominal %

Pendapatan aeronautikaAeronautical revenues

2.171,20 5.759,57 -3.588,37 -62,3%

Pendapatan non-aeronautikaNon-Aeronautical revenues

3.672,53 5.324,66 -1.652,13 -31,0%


5.843,73 11.084,23 -5.240,50 -47,3%


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Beban Usaha (dalam miliar rupiah)Operating Expenses (in billion rupiah)

Penghasilan (Beban) Keuangan (dalam miliar rupiah)Finance Income (Costs) (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Beban operasional bandaraAirport operation expenses

4.437,93 5.180,94 -743,01 -14,3%

Beban pegawaiEmployee expenses

1.683,56 2.231,74 -548,17 -24,6%

Beban umum dan administrasiGeneral and Administrative expenses

1.074,11 1.312,44 -238,34 -18,2%

Beban pemasaranMarketing expenses

14,19 22,09 -7,9 -35,8%

Total Beban UsahaTotal Operating Expenses

7.209,80 8.747,21 -1.537,41 -17,6%


PertumbuhanGrowth

Nominal %

Penghasilan keuanganFinance Income

126,40 152,8 -26,4 -17,3%

Pajak final atas penghasilan keuanganFinal tax on finance income

-25,08 -30,63 5,55 -18,1%

Biaya keuanganFinance costs

-1.136,91 -795,85 -341,06 42,9%

Bagian laba (rugi) entitas asosiasiEquity profit (loss) of associates entities

-86,53 -55,36 -31,17 56,3%

Total Penghasilan (Beban) Keuangan Total Finance Income (Costs)

-1.122,12 -729,04 -393,08 53,9%

Laba Usaha

Angkasa Pura II mencatatkan penurunan laba usaha pada tahun 2020 dibandingkan tahun 2019. Laba usaha tahun 2020 tercatat minus sebesar Rp1,40 triliun, menurun sebesar Rp3,84 triliun atau 157,4% dibanding laba usaha tahun 2019 yang tercatat sebesar Rp2,44 triliun. Realisasi tersebut sejalan dengan penurunan pendapatan usaha dan beban usaha.

Penghasilan (Beban) Keuangan

Realisasi beban keuangan pada tahun 2020 mencapai Rp1,12 triliun. Hal ini menunjukkan adanya kenaikan sebesar Rp393,08 miliar dibandingkan pada tahun 2019 yang mencatatkan beban keuangan sebesar Rp729,04 miliar. Secara umum, faktor yang mempengaruhi peningkatan tersebut yaitu peningkatan biaya keuangan dan penurunan penghasilan keuangan.

Operating Profit

Angkasa Pura II recorded an increase in operating profit in 2020 compared to 2019. Operating profit in 2020 was recorded at minus Rp1.40 trillion, decreased by Rp3.84 trillion or 157.4% compared to operating profit in 2019 which was recorded at Rp2.44 trillion. This realization was in line with the decrease in operating revenues and operating expenses.

Finance Income (Costs)

Realization of finance costs in 2020 reached Rp1.12 trillion. This shows an increase of Rp393.08 billion compared to 2019 which recorded finance costs of Rp729.04 billion. In general, the factors affecting the increase were an increase in finance costs and a decrease in financial income.


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Table Laba Tahun Berjalan yang Dapat Diatribusikan (dalam miliar rupiah)Table. Profit For The Year Attributable To (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Laba tahun berjalan yang dapat diatribusikan kepada:Profit for the year attributable to:


-2.433,51 1.018,28 -3.451,79 -339,0%


-62,96 -2,68 -60,28 2.249,3%

Laba Sebelum Pajak Penghasilan Badan

Angkasa Pura II mencatatkan penurunan laba sebelum pajak penghasilan badan pada tahun 2020 dibandingkan tahun 2019. Laba sebelum pajak penghasilan badan tahun 2020 tercatat minus sebesar Rp2,61 triliun, turun sebesar Rp4,18 triliun atau 265,8% dibanding 2019 yang tercatat sebesar Rp1,57 triliun.

Manfaat (Beban) Pajak Penghasilan Badan

Manfaat pajak penghasilan badan tahun 2020 sebesar minus Rp110,29 miliar turun sebesar Rp675,56 miliar atau minus 119,5% dibandingkan beban pajak penghasilan badan tahun 2019 sebesar Rp565,27 miliar.

Laba Tahun Berjalan

Angkasa Pura II membukukan rugi tahun berjalan pada tahun 2020 minus sebesar Rp2,50 triliun. Posisi tersebut turun dibandingkan posisi laba tahun berjalan yang tercatat pada tahun 2019 sebesar Rp1,01 triliun.

Seiring dengan realisasi rugi tahun berjalan pada tahun 2020, maka rugi yang dapat diatribusikan kepada pemilik entitas induk mencapai minus sebesar Rp2,43 triliun, turun dibandingkan laba yang dapat diatribusikan kepada pemilik entitas induk tahun 2019 sebesar Rp1,02 triliun.

Laba Komprehensif Tahun Berjalan

Angkasa Pura II juga mencatatkan total rugi komprehensif tahun berjalan tahun 2020 minus sebesar Rp3,01 triliun, turun dibandingkan posisi laba komprehensif tahun berjalan yang tercatat pada tahun 2019 sebesar Rp919,93 miliar.

Profit Before Corporate Income Tax

Angkasa Pura II recorded a decrease in profit before corporate income tax in 2020 compared to 2019. Profit before corporate income tax in 2020 was recorded at minus Rp2.61 trillion, decreased by Rp4.18 trillion or 265.8% compared to 2019 which was recorded at Rp1.57 trillion.

Corporate Income Tax Expense (Benefit)

Corporate income tax expense in 2020 amounted to minus Rp110.29 billion, decreased by Rp675.56 billion or minus 119.5% compared to corporate income tax expense in 2019 of Rp565.27 billion.

Profit For the Year

Angkasa Pura II posted a loss for the year in 2020 which amounted to minus Rp2.50 trillion. This position decreased compared to the position of profit for the year which was recorded in 2019 amounted to Rp1.01 trillion.

In line with the realization of loss for the year in 2020, the loss attributable to owner of the parent entity reached minus Rp2.43 trillion, decreased compared to profit attributable to owner of the parent entity in 2019 amounted to Rp1.02 trillion.

Comprehensive Income For the Year

Angkasa Pura II also recorded a total comprehensive loss for the year in 2020 amounted to minus Rp3.01 trillion, a decrease compared to the comprehensive income for the year position recorded in 2019 of Rp919.93 billion.


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Tabel Laba Komprehensif Tahun Berjalan yang Dapat Diatribusikan (dalam miliar rupiah)Table. Comprehensive Income For The Year Attributable To (in billion miliar rupiah)

Laporan Arus Kas Konsolidasian (dalam miliar Rupiah)Consolidated Statement of Cash Flows (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Laba komprehensif tahun berjalan yang dapat diatribusikan kepada:Comprehensive income for the year attributable to:


-2.938,54 950,32 -3.888,86 -409,2%


-72,35 -6,34 -66,01 1.041,2%


PertumbuhanGrowth

Nominal %

Arus Kas Dari Aktivitas OperasiCash Flows From Operating Activities

-1.242,49 2.095,74 -3.338,23 -159,3%

Arus Kas Dari Aktivitas InvestasiCash Flows From Investing Activities

-2.435,65 -5.787,31 3.351,66 -57,9%

Arus Kas Dari Aktivitas PendanaanCash Flows From Financing Activities

2.591,13 3.328,91 -737,78 -22,2%

Kenaikan (Penurunan) Bersih Kas Dan Setara KasNet Increase (Decrease) in Cash and Cash Equivalents

-1.087,01 -362,66 -724,35 199,7%

Kas Dan Setara Kas Awal TahunCash and Cash Equivalents at Beginning of Year

3.424,09 3.786,76 -362,67 -9,6%

Kas Dan Setara Kas Akhir TahunCash and Cash Equivalents at End of Year

2.337,08 3.424,09 -1.087,01 -31,7%

Laba Per Saham Dasar

Di tahun 2020, laba per saham dasar tercatat lebih rendah nilainya dibandingkan tahun 2019. Laba per saham di tahun 2020 tercatat minus sebesar Rp152.364, sedangkan di tahun 2019 adalah sebesar Rp74.171.

LAPORAN ARUS KAS KONSOLIDASIAN

Angkasa Pura II mencatatkan kas dan setara kas per 31 Desember 2020 sebesar Rp2,34 triliun, turun sebesar Rp1,09 triliun atau 31,7% dibandingkan dengan kas dan setara kas per 31 Desember 2019 yang sebesar Rp3,42 triliun. Penurunan ini terutama disebabkan oleh penurunan arus kas dari aktivitas operasi.

Basic Earnings Per Share

In 2020, basic earnings per share was recorded at a lower value than in 2019. Earnings per share in 2020 was recorded at minus Rp152,364, while in 2019 it was Rp74,171.

CONSOLIDATED STATEMENT OF CASH FLOWS

Angkasa Pura II recorded cash and cash equivalents as of December 31, 2020 of Rp2.34 trillion, a decrease of Rp1.09 trillion or 31.7% compared to cash and cash equivalents as of December 31, 2019 which amounted to Rp3.42 trillion. This decrease was mainly due to a decrease in cash flows from operating activities.


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Arus Kas dari Aktivitas Operasi (dalam miliar Rupiah)Cash Flows from Operating Activities (in billion Rupiah)

Arus Kas dari Aktivitas Investasi (dalam miliar Rupiah)Cash Flows from Investing Activities (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Penerimaan dari pelangganReceipts from Customers

5.006,72 10.881,19 -5.874,47 -54,0%

Pembayaran kepada pemasok, kontraktor dan pihak ketiga lainnyaPayments to Suppliers, Contractors, and other third parties

-2.972,16 -5.172,34 2.200,18 -42,5%

Pembayaran kepada karyawanPayments to Employees

-1.957,12 -2.035,81 78,69 -3,9%

Pembayaran pajakPayments for Taxes

-182,70 -863,37 680,67 -78,8%

Pembayaran beban bungaPayment of Interest Expense

-1.199,99 -795,85 -404,14 50,8%

Penerimaan pendapatan bungaReceipt of Interest Income

101,31 122,17 -20,86 -17,1%

Pembayaran lainnyaOther Payments

-38,54 -40,25 1,71 -4,2%

Kas bersih yang diperoleh dari aktivitas operasiNet Cash Provided by Operating Activities

-1.242,49 2.095,74 -3.338,23 -159,3%


PertumbuhanGrowth

Nominal %

Perolehan aset tetap dan uang muka pembelian tanah Acquisition of Fixed Assets and Advance for Land Acquisition

-2.372,12 -5.695,39 3.323,27 -58,4%

Penerimaan dari penjualan aset tetapProceeds from Sales of Fixed Asset

1,47 187,68 -186,22 -99,2%

Penambahan penyertaan saham Additional Investment in Shares of Stocks

-85,00 -291,60 206,6 -70,9%

Arus Kas Dari Aktivitas Operasi

Arus kas dari aktivitas operasi per 31 Desember 2020 tercatat minus sebesar Rp1,24 triliun, menurun sebesar Rp3,34 triliun atau 159,3% dibandingkan arus kas dari aktivitas operasi per 31 Desember 2019 sebesar Rp2,10 triliun. Hal ini disebabkan karena penurunan penerimaan dari pelanggan secara signifikan.

Arus Kas untuk Aktivitas Investasi

Arus kas dari aktivitas investasi per 31 Desember 2020 tercatat minus sebesar Rp2,44 triliun, menurun sebesar Rp3,35 triliun atau 57,9% dibandingkan arus kas dari aktivitas investasi per 31 Desember 2019 sebesar minus Rp5,79 triliun. Hal ini, disebabkan adanya penurunan perolehan asset tetap dan uang muka pembelian tanah.

Cash Flows From Operating Activities

Cash flows from operating activities as of December 31, 2020 was recorded at minus Rp1.24 trillion, decreased by Rp3.34 trillion or 159.3% compared to cash flows from operating activities as of December 31, 2019 of Rp2.10 trillion. This was due to a significant decrease in receipts from customers.

Cash Flows From Investing Activities

Cash flows from operating activities as of December 31, 2020 was recorded at minus Rp-2.44 trillion, decreased by Rp3.35 trillion or 57.9% compared to cash flows from operating activities as of December 31, 2019 of minus Rp5.79 trillion. This was due to a decrease in the acquisition of fixed assets and advance for land acquisition.


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PertumbuhanGrowth

Nominal %

Hasil penjualan asset keuangan tersedia untuk dijual Proceed from the sale of financial assets available-for-sale

20,00 12,00 8 66,7%

Kas neto yang digunakan untuk aktivitas investasiNet Cash Used in Investing Activities

-2.435,65 -5.787,31 3.351,66 -57,9%

Arus Kas untuk Aktivitas Pendanaan

Arus kas untuk aktivitas pendanaan per 31 Desember 2020 tercatat sebesar Rp2,59 triliun, turun sebesar Rp737,78 miliar. Sementara per 31 Desember 2019, Angkasa Pura II mencatatkan arus kas untuk aktivitas pendanaan sebesar Rp3,33 triliun. Penurunan arus kas untuk aktivitas pendanaan disebabkan oleh berkurangnya penerimaan utang bank jangka panjang.

Cash Flows from Financing Activities

Cash flows for financing activities as of December 31, 2020 was recorded at Rp2.59 trillion, decreased by Rp737.78 billion. Meanwhile, as of December 31, 2019, Angkasa Pura II recorded cash flows for financing activities of Rp3.33 trillion. The decrease in cash flows for financing activities was due to reduced acceptance of long-term bank loans

Arus Kas dari Aktivitas Pendanaan (dalam miliar Rupiah)Cash Flows from Investing Activities (in billion Rupiah)


PertumbuhanGrowth

Nominal %

Penerimaan utang jangka panjang:Proceeds from Long-Term Loans:

Utang bankBank Loans

100,18 4.110,31 -4.010,13 -97,6%

Utang obligasiBonds Payable

2.250,00 - 2.250,00 100,0%

Penerimaan Utang Bank Jangka PendekProceeds from Short-Term Bank Loans

558,55 - 558,55 100%

Pembayaran Utang Bank Jangka PendekPayments of Short-Term Bank Loans

-32,00 - -32,00 100%

Pembayaran utang bank Jangka panjangPayment of Long-Term Bank Loans

-195,81 -335,34 139,53 41,6%

Pembayaran biaya transaksi utang bankPayment of Transaction Costs for Bank Loans

-8,00 -6,39 -1,61 -25,2%

Pembayaran biaya transaksi utang obligasiPayment of Transaction Costs for Bonds Payable

-3,46 - -3,46 -100,0%

Pembayaran dividen kasPayments of Cash Dividend

- -439,67 439,67 -100,0%

Pembayaran liabilitas sewaPayment of Lease Liabilities

-78,33 - -78,33 100.0%

Kas bersih yang diperoleh dari aktivitas pendanaanNet Cash Provided By Financing Activities

2.591,13 3.328,91 -737,78 -22,2%

LAPORAN RASIO KEUANGAN PENTING

Rasio keuangan yang digunakan dalam penilaian kinerja perusahaan per 31 Desember 2020 adalah mengacu kepada Keputusan Menteri Badan Usaha Milik Negara Nomor: KEP-100/MBU/2002 tentang Penilaian Tingkat

STATEMENT OF KEY FINANCIAL RATIOS

The financial ratios used in assessing the Company’s performance as of December 31, 2020 refer to the Minister for State-Owned Enterprises Decree No: KEP-100/MBU/2002 on Assessment of the Soundness of State-


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Rasio Likuiditas (%)Liquidity Ratio (%)

Rasio KasCash Ratio

34,43 64,12


78,92 111,69

Rasio Leverage (%)Leverage Ratio (%)

Rasio Liabilitas Terhadap EkuitasLiabilities to Equity Ratio

108,45 80,00

Rasio Profitabilitas (%)Profitability Ratio (%)

Rasio Laba Bersih Terhadap Aset (ROA)Return on Assets Ratio (ROA)

-5,62 2,29

Rasio Laba Bersih Terhadap Ekuitas (ROE)Return on Equity Ratio (ROE)

-14,88 6,00

Rasio Laba Bersih Terhadap Investasi (ROI)Return on Investment Ratio (ROI)

1,54 11,50

Rasio AktivitasActivity Ratio

Periode Kolektibilitas (dalam satuan hari)Collectability Period (in days)

133 48

Perputaran Persediaan (dalam satuan hari)Inventory Turnover Ratio (in days)

1 1

Total Aset Turn OverTotal Assets Turnover Ratio

16,42 32,23

TMS terhadap Total AsetTMS to Total Assets

35,76 39,04

Kesehatan Badan Usaha Milik Negara. Berikut uraian mengenai rasio keuangan konsolidasian penting yang menggambarkan pencapaian kinerja keuangan dan operasional Perseroan untuk tahun 2020 dan 2019.

Rasio LikuiditasAdalah ukuran yang dipergunakan untuk menghitung tingkat kemampuan perusahaan dalam memenuhi liabilitas jangka pendeknya. Adapun tingkat kemampuan Angkasa Pura II dan entitas anak (Persero) tahun 2020 dalam memenuhi liabilitas jangka pendeknya ditunjukkan dengan:• Rasio Lancar mencapai sebanyak 78,92%.• Rasio Kas mencapai sebanyak sebesar 34,43%.

Dibanding dengan tahun 2019, rasio lancar, rasio likuiditas lainnya tahun 2020 mengalami penurunan. Namun demikian, secara umum likuiditas Perseroan dan entitas anak di tahun 2020 masih cukup baik dalam memenuhi kebutuhan likuditasnya.

Owned Enterprises. The following is a description of key consolidated financial ratios that describe the Company’s financial and operational performance achievements for 2020 and 2019.

Liquidity Ratiois a measure used to calculate the Company’s ability to meet its short-term liabilities. The level of ability of Angkasa Pura II and its subsidiaries (Persero) in 2020 to meet their short-term liabilities is indicated by:

• Current ratio reached 78.92%.• Cash Ratio reached as much as 34.43%.

Compared to 2019, current ratio, other liquidity ratios in 2020 experienced a decrease. However, in general the liquidity of the Company and its subsidiaries in 2020 was still quite good in meeting their liquidity needs.


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Rasio Leverage

Adalah ukuran yang dipergunakan untuk menghitung tingkat kemampuan perusahaan dalam memenuhi segala liabilitasnya apabila saat ini perusahaan dan entitas anak dilikuidasi. Adapun tingkat kemampuan Angkasa Pura II tahun 2020 dalam memenuhi liabilitas apabila dilakukan likuidasi pada saat ini ditunjukkan dengan:• Rasio Liabilitas atas Ekuitas sebesar 108,45%.

Dibandingkan dengan tahun 2019, terjadi kenaikan dalam rasio leverage perusahaan tahun 2020, meskipun tahun 2020 rasio leverage mengalami kenaikan di bandingkan dengan tahun 2019 namun masih cukup baik dalam memenuhi kebutuhan likuiditasnya.

Rasio Aktivitas

Adalah ukuran yang dipergunakan untuk menghitung tingkat efektivitas perusahaan dan entitas anak dalam memanfaatkan semua sumber daya yang ada pada pengendaliannya.

Adapun tingkat efektivitas Angkasa Pura II dan entitas anak tahun 2020 dalam mengendalikan sumber daya yang dimiliki ditunjukkan dengan:• Rasio Perputaran Persediaan sebanyak 1 hari. • Periode Kolektibilitas sebanyak 133 hari.

Dibandingkan dengan tahun 2019, Rasio Perputaran persediaan tahun 2020 sama seperti rasio tahun 2019, sedangkan Rasio kolektibitas tahun 2020 terjadi peningkatan jumlah hari perputaran penagihan dari tahun lalu.

Rasio Profitabilitas (Rasio Kemampuan Laba)

Adalah ukuran yang dipergunakan untuk menghitung hasil akhir bersih dari berbagai kebijakan dan keputusan manajemen yang akan memberikan jawaban akhir tentang efektivitas manajemen dalam mengelola perusahaan. Adapun tingkat profitabilitas Angkasa Pura II dan entitas anak tahun 2020 ditunjukkan dengan:• Rasio Imbalan Ekuitas sebesar -14,88%. • Rasio Imbalan Aset sebesar -5,62%. • Rasio Imbalan Investasi sebesar 1,54%.

Dibandingkan dengan tahun 2019, rasio margin laba bersih, rasio imbalan ekuitas, rasio imbalan aset, dan rasio imbalan investasi, mengalami penurunan signifikan pada tahun 2020.

Leverage Ratio

is a measure used to calculate the Company’s ability to meet all of its liabilities if currently the Company and its subsidiaries are liquidated. The level of ability of Angkasa Pura II in 2020 in fulfilling its liabilities if being liquidated at this time is shown by:

• Liabilities to Equity Ratio of 108.45%.

Compared to 2019, there was an increase in the Company’s leverage ratio in 2020, although in 2020 the leverage ratio has increased compared to 2019 but is still quite good in meeting its liquidity needs.

Activity Ratio

is a measure used to calculate the effectiveness level of the Company and its subsidiaries in utilizing all the controlled resources.

The effectiveness level of Angkasa Pura II and its subsidiaries in 2020 in controlling the owned resources is shown by:

• Inventory Turnover Ratio of 1 day. • Collectability period of 133 days.

Compared to 2019, the Inventory Turnover Ratio in 2020 was the same as the ratio in 2019, while the Collectibility Ratio in 2020 experienced an increase in the number of billing turnover days from last year.

Profitability Ratio

is a measure used to calculate the net final outcome of various management policies and decisions that will provide the final answer about management effectiveness in managing the Company. The level of profitability of Angkasa Pura II and its subsidiaries in 2020 is shown by:

• Return on Equity Ratio of -14.88%. • Return on Assets Ratio of -5.62%. • Return on Investment Ratio of 1.54%.

Compared to 2019, the net profit margin ratio, the return on equity ratio, the return on assets ratio, and the return on investment ratio, experienced a significant decline in 2020.


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KEMAMPUAN MEMBAYAR UTANG DAN TINGKAT KOLEKTIBILITAS PIUTANG PERUSAHAAN

Kemampuan perusahaan untuk membayar hutang atas pinjaman dapat dijelaskan melalui kemampuan membayar utang jangka pendek dan jangka panjang tahun 2019, sebagai berikut.

Kemampuan Membayar Utang Jangka Pendek

Untuk mengukur tingkat kemampuan perusahaan dalam memenuhi liabilitas/utang jangka pendek berdasarkan rasio likuiditas. Tingkat likuiditas dapat ditunjukkan dengan Rasio Kas dan Rasio Lancar. Rasio Kas menjelaskan kemampuan Perseroan untuk melunasi liabilitas jangka pendeknya melalui kas dan setara kas (aset yang paling likuid) yang dimiliki. Rasio Lancar merupakan rasio yang digunakan untuk melihat kemampuan perusahaan untuk membayar hutang dengan menggunakan aktiva lancar.

Dibanding dengan tahun 2019, Rasio Kas dan Rasio Lancar tahun 2020 lebih rendah. Likuiditas berdasarkan rasio kas dan rasio lancar tahun 2020 sebesar 34,43% dan 78,92%, dibandingkan rasio kas dan rasio lancar tahun 2019 sebesar 64,12% dan 111,69%.

Kemampuan Membayar Utang Jangka Panjang

Sedangkan untuk mengukur tingkat kemampuan perusahaan dalam memenuhi segala liabilitasnya termasuk liabilitas/utang jangka panjang berdasarkan rasio solvabilitas. Dalam hal ini, rasio solvabilitas adalah ukuran yang dipergunakan untuk menghitung tingkat kemampuan perusahaan dalam memenuhi segala liabilitasnya apabila saat ini perusahaan dan entitas anak dilikuidasi.

Tingkat kemampuan Perseroan dalam memenuhi liabilitas apabila dilakukan likuidasi pada saat ini ditunjukkan dengan Rasio Liabilitas atas Aset dan Rasio Liabilitas atas Ekuitas. Kemampuan Perseroan dalam memenuhi kewajiban hutangnya berdasarkan rasio liabilitas terhadap aset dan ekuitas tahun 2020 sebesar 52,03% dan 108,45%.

ABILITY TO PAY DEBT AND RECEIVABLES COLLECTABILITY LEVEL OF THE COMPANY

The Company’s ability to pay debts on payables can be explained by its ability to pay short-term and long-term payables in 2019, as follows.

Ability to Pay Short-Term Debt

To measure the level of the Company’s ability to fulfill short-term liabilities/ debt based on liquidity ratios. The level of liquidity can be indicated by the Cash Ratio and Current Ratio. The Cash Ratio explains the Company’s ability to pay off its short-term liabilities through cash and cash equivalents (the most liquid assets) owned. Current Ratio is a ratio used to see the Company’s ability to repay debt using current assets.

Compared to 2019, the Cash Ratio and Current Ratio for 2020 were lower. Liquidity based on cash ratio and current ratio in 2020 amounted to 34.43% and 78.92%, compared to the cash ratio and the current ratio of 2019 of 64.12% and 111.69%.

Ability to Pay Long-Term Debt

Meanwhile, to measure the level of the Company’s ability to meet all of its liabilities including long-term liabilities/ debts based on the solvency ratio. In this case, the solvency ratio is a measure used to calculate the level of the Company’s ability to meet all of its liabilities if the Company and its subsidiaries are currently liquidated.

The level of the Company’s ability to meet its liabilities if it is currently liquidated is indicated by the ratio of Liabilities to Assets and Liabilities to Equity Ratio. The Company’s ability to meet its debt obligations based on the ratio of liabilities to assets and equity in 2020 is 52.03% and 108.45%.


UraianDescription 2020 2019 Δ 2020-2019

Rasio KasCash Ratio

34,43% 64,12% -29,70%


78,92% 111,69% -32,77%


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Kolektibilitas Piutang

Tingkat kolektibilitas piutang Angkasa Pura II menunjukkan peningkatan kinerja dalam periode perputaran piutang dari tahun sebelumnya. Kolektibilitas piutang di tahun 2020 adalah sebesar 133 hari, sedangkan di tahun 2019 adalah sebesar 48 hari. Berdasarkan hasil penelaahan kolektibilitas piutang usaha pada akhir tahun, manajemen berkeyakinan bahwa cadangan penurunan nilai piutang usaha adalah cukup.

STRUKTUR MODAL DAN KEBIJAKAN MANAJEMEN ATAS STRUKTUR MODAL

Struktur Modal

Ekuitas yang dapat diatribusikan kepada pemilik entitas induk merupakan modal yang dikelola oleh Perusahaan. Tujuan utama pengelolaan modal Perusahaan adalah untuk memastikan pemeliharaan rasio modal yang sehat untuk mendukung usaha dan memaksimalkan nilai pemegang saham. Perusahaan mengelola struktur permodalan dan melakukan penyesuaian berdasarkan perubahan kondisi ekonomi.

Komposisi struktur modal tahun 2020 yang dimiliki oleh Perseroan adalah 52,0% berasal dari Liabilitas dan 48,0% berupa Ekuitas, komposisi ini mengalami perubahan jika dibandingkan dengan tahun 2019. Komposisi struktur modal yang berasal dari Liabilitas mengalami peningkatan sebesar 7,6%, sedangkan modal dari Ekuitas turun sebesar 7,6%.

Receivables Collectability

Angkasa Pura II’s receivables collectability level shows an increase in performance in the receivables turnover period from the previous year. The receivables collectability in 2020 was 133 days, while in 2019 it was 48 days. Based on the review of the collectability of the receivables at the end of the year, management believes that the allowance for impairment of trade receivables is adequate.

CAPITAL STRUCTURE AND MANAGEMENT POLICY ON CAPITAL STRUCTURE

Capital Structure

Equity attributable to owner of the parent entity is capital managed by the Company. The main objective of the Company’s capital management is to ensure the maintenance of healthy capital ratios to support its business and maximize shareholders’ value. The Company manages its capital structure and makes adjustments based on changes in economic conditions.

The capital structure composition in 2020 owned by the Company was 52.0% from Liabilities and 48.0% in the form of Equity, this composition has changed when compared to 2019. The composition of the capital structure originating from Liabilities has increased by 18.2%, while capital from equity decreased by 12.8%.

Rasio Solvabilitas Solvency Ratio

Struktur Modal (dalam Rpmiliar) Capital Structure (in billion Rp)

UraianDescription 2020 2019 Δ 2020-2019

Rasio Liabilitas Terhadap AsetLiabilities to Assets Ratio

52,03% 44,45% 7,6%

Rasio Liabilitas Terhadap EkuitasLiabilities to Equity Ratio

108,45% 80,00% 28,4%

UraianDescription

2020 2019

Nominal PosisiPosition Nominal Posisi

Position


23.118,36 52,0% 19.555,22 44,4%


6.788,89 29,4% 5.339,91 27,3%


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Kebijakan Manajemen Atas Struktur Modal

Total modal ditempatkan dan disetor yang diambil penuh oleh Negara Republik Indonesia adalah sebesar Rp15.971.652.000.000, dan terbagi atas:a. 1 saham Seri A Dwiwarna dengan nilai nominal per

saham sebesar Rp1.000.000.b. 15.971.651 saham Seri B masing-masing dengan

nilai nominal per saham sebesar Rp1.000.000 atau seluruhnya dengan nilai nominal Rp15.971.651.000.000.

Peningkatan modal ditempatkan dan disetor penuh sebesar Rp8.971.652.000.000 tersebut berasal dari:

1. Konversi cadangan sebesar Rp4.536.728.176.398.

2. Konversi cadangan sebesar Rp81.099.573.644 dan Penyertaan Modal Negara (PMN) sebesar Rp4.353.824.249.958 yang seluruhnya dicatat pada akun Modal Disetor Lainnya.

Manajemen Modal

Ekuitas yang dapat diatribusikan kepada pemilik entitas induk merupakan modal yang dikelola oleh Perusahaan. Tujuan utama pengelolaan modal Perusahaan adalah untuk memastikan pemeliharaan rasio modal yang sehat untuk mendukung usaha dan memaksimalkan nilai pemegang saham. Perusahaan mengelola struktur permodalan dan melakukan penyesuaian berdasarkan perubahan kondisi ekonomi.

Berdasarkan Peraturan Pemerintah (“PP”) No. 38 Tahun 2020 tanggal 16 Juli 2020, Perusahaan menerima tambahan penyertaan modal Negara Republik Indonesia sebesar Rp881.022.753.453 yang berasal dari pengalihan Barang Milik Negara pada Kementerian Perhubungan yang pengadaanya berasal dari Anggaran Pendapatan dan Belanja Negara Tahun Anggaran 1998/1999, 2001, 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013 dan 2017 yang sebelumnya telah dicatat sebagai bagian dari Bantuan Pemerintah yang Belum Ditentukan Statusnya dalam Komponen Ekuitas Lainnya.

Management Policy on Capital Structure

Total issued and paid-up capital that is held by Government of Republic of Indonesia amounting to Rp15,971,652,000,000, are divided into:a. 1 Dwiwarna Series A share with par value of Rp1,000,000

per share.b. 15,971,651 Series B share with par value of Rp1,000,000

per share or total nominal value of shares amounting to Rp15,971,651,000,000.

The increase of issued and paid-up capital of Rp8,971,652,000,000 is derived from:1. Conversion of appropriated retained earnings

amounting to Rp4,536,728,176,398.2. Conversion of capital reserve amounting to

Rp81,099,573,644 and State Equity Participation (PMN) amounting to Rp4,353,824,249,958 which were recorded in Other Paid-in Capital account.

Capital Management

The equity attributable to the equity holder of the parent company is the capital managed by the Company. The primary objective of the Company’s capital management is to ensure that it maintains healthy capital ratios in order to support its business and maximize shareholder value. The Company manages its capital structure and makes adjustments based on changes in economic conditions.

Based on Government Regulation (“PP”) No. 38 of 2020 dated July 16, 2020, the Company received additional capital investment from the Republic of Indonesia amounting to Rp881,022,753,453 resulting from the transfer of Government’s Assets under the Ministry of Transportation from the Indonesian State Budget Year 1998/1999, 2001, 2003 , 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013 and 2017 which has been previously recognized as part of Government Contribution with Undetermined Status under Other Components of Equity.

UraianDescription

2020 2019

Nominal PosisiPosition Nominal Posisi

Position


16.329,47 70,6% 14.215,31 72,7%

EkuitasEquity

21.317,61 48,0% 24.442,81 55,6%


44.435,97 100,0% 43.998,03 100,0%


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IKATAN MATERIAL UNTUK INVESTASI BARANG MODAL PADA TAHUN TERAKHIR

Pengelompokkan kategori belanja modal berikut ini untuk keperluan replacement/rutin dan development/pengembangan, yaitu: a. Kelompok program keselamatan dan keamanan

operasi penerbangan; b. Kelompok program keselamatan dan keamanan

bandara; c. Kelompok program pelayanan penumpang dan

kargo; d. Kelompok pengembangan usaha; dan e. Kelompok program pendukung.

Belanja modal Perseroan dan Perusahaan Anak adalah sebagai berikut:

MATERIAL COMMITMENTS FOR CAPITAL GOODS INVESTMENT IN LAST YEAR

Grouping the following capital expenditure categories for replacement/ routine and development purposes, namely:

a. Aviation safety and security program group;

b. Airport safety and security program group;

c. Passenger and cargo service program group;

d. Business development group; ande. Supporting program group.

The capital expenditure of the Company and Subsidiaries are as follows:

UraianDescription

RKAP Tahun 2020 (Rp)2020 RKAP (Rp)



PerseroanCompany

712.014 13.910.055 18.768.843

Perusahaan Anak (APS, APK, APP,APA, GAPURA) Subsidiaries (APS, APK, APP,APA, GAPURA)

161.317 538.743 216.498

Tujuan atas Ikatan Material

Tujuan dari ikatan material tersebut untuk belanja barang modal ada untuk mendukung serta meningkatkan pelayanan kebandarudaraan guna menjaga keselamatan dan keamanan operasi penerbangan dan bandar udara, peningkatan pelayanan penumpang dan mitra usaha, serta mengembangkan bisnis Perseroan.

Pihak yang Melakukan Ikatan

Adapun pihak-pihak yang melakukan ikatan material yaitu: Mitra BUMN Karya dan beberapa perusahaan Swasta.

Sumber dana, Mata Uang Denominasi dan Langkah Mitigasi Risiko

Sumber dana untuk pembelian barang modal tersebut berasal dari arus kas operasional Perseroan dan pinjaman bank dan non-bank. Adapun mata uang

Objectives of Material Commitments

The objectives of these material commitments for capital expenditures are to support and improve airport services in order to maintain the safety and security of flight and airport operations, improve passenger and business partner services, and develop the Company’s business.

Parties Conducting the Commitments

As for the parties who conduct material commitments, namely: Karya SOEs Partners (Mitra BUMN Karya) and private companies.

Source of Funds, Denomination Currency and Risk Mitigation Measures

Source of funds for the purchase of capital goods comes from the Company’s operational cash flows as well as bank and non-bank loans. The currency that becomes the

(dalam jutaan Rupiah | in million Rupiah)


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yang menjadi denominasi dalan ikatan material untuk investasi barang modal tersebut berupa mata uang Rupiah. Perseroan dan Perusahaan Anak tidak memiliki transaksi pembelanjaan modal dalam mata uang asing, dan tidak memiliki transaksi lindung nilai.

Jika pengikatan tersebut tidak terealisasi, maka Perseroan akan melakukan perubahan perjanjian kerjasama dengan vendor tersebut yang berupa addendum nilai, addendum jangka waktu ataupun addendum ruang lingkup sesuai dengan kondisi yang terjadi. Dalam hal terjadi wan prestasi, Perseroan akan melakukan pemanggilan vendor kembali terkait dengan perubahan rencana yang dilakukan. Perseroan tidak memiliki utang dalam mata uang asing sehingga perubahan tingkat suku bunga tidak memberikan pengaruh yang signifikan terhadap kemampuan Perseroan dalam mengembalikan pinjaman atau membayar kewajibannya. Perseroan berkeyakinan untuk dapat mengembalikan pinjaman atau membayar kewajibannya. Semua utang Perseroan memiliki tingkat bunga yang telah ditentukan.

INVESTASI BARANG MODAL YANG DIREALISASIKAN PADA TAHUN BUKU TERAKHIR

Untuk tahun 2020, target program investasi PT Angkasa Pura II (Persero) adalah sebanyak 89 (delapan puluh sembilan) program. Realisasi secara program adalah sebanyak 73 (tujuh puluh tiga) program atau 82,02% dari target RKAP.

denomination in material commitments for investment in capital goods is in the form of Rupiah. The Company and Subsidiaries do not have capital expenditure transactions in foreign currencies, and do not have hedging transactions

If the commitments are not realized, the Company will make changes to the cooperation agreement with the vendor in the form of an addendum of value, time period addendum or addendum in accordance with the conditions that occur. In the event that a default occurs, the Company will call the vendor again in connection with the changes made to the plan. The Company does not have debt in foreign currencies so that changes in interest rates do not have a significant effect on the Company’s ability to repay loans or pay its obligations. The Company believes to be able to repay the loan or pay its obligations. All of the Company’s debts have a predetermined interest rate.

CAPITAL GOODS INVESTMENT REALIZED IN THE LAST FINANCIAL YEAR

For 2020, the investment program target of PT Angkasa Pura II (Persero) was 89 (eighty-nine) programs. The realized programs were 73 (seventy-three) programs or 82.02% of the RKAP target.

No Uraian ProgramDescription

RKA 20202020 Work Plan & Budget

Jumlah ProgramNumber of Program

Pagu Rp(juta) Cap Rp(million)

1 Keselamatan & Keamanan Operasi Penerbangan Flight Operation Safety & Security

8 8.000.000

2 Keselamatan & Keamanan Bandara Airport Safety & Security

4 478.005

3 Pelayanan Penumpang dan Kargo Passenger and Cargo Services

6 -

4 Pengembangan UsahaBusiness Development

43 229.145.000

5 Pendukung Support

12 460.079.998

JumlahTotal

73 697.703.003


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PERBANDINGAN TARGET 2020 DENGAN REALISASI 2020 DAN PROYEKSI 2020

Angkasa Pura II mencatatkan realisasi pendapatan usaha sebesar Rp5,84 triliun atau tercapai sebesar 114,6% terhadap target RKAP Revisi atas pendapatan usaha 2020. Sebesar Rp5,10 triliun. Sedangan tahun 2020, terdapat rugi tahun berjalan sebesar Rp2,50 triliun atau 120,1% terhadap perkiraan rugi tahun berjalan (RKAP Revisi) tahun 2020.

RUPS PT Angkasa Pura II (Persero) telah memberikan persetujuan mengenai Rencana Kerja dan Anggaran Perusahaan (RKAP) 2020, sekaligus menjadi rancangan proyeksi pencapaian kinerja perusahaan pada tahun 2020. Proyeksi pencapaian kinerja tersebut adalah:

COMPARISON OF THE 2020 TARGET WITH 2020 REALIZATION AND 2021 PROJECTION

Angkasa Pura II recorded realized operating revenues of Rp5.84 trillion or 114.6% of the Revised RKAP target for 2020 operating revenues of Rp5.10 trillion. Whereas in 2020, there was a loss for the year of Rp2.50 trillion or 120.1% of the estimated loss for the year (Revised RKAP) in 2020.

The GMS of PT Angkasa Pura II (Persero) has approved the 2020 Company Work Plan and Budget (RKAP), as well as becoming a projection of the Company’s performance achievement in 2020. Projection of performance achievement is as follows:

UraianDescription

Target (RKAP) Revisi 2020

2020 Revised (RKAP) Target

Realisasi 20202020 Realization

Proyeksi(RKAP) 20212021 (RKAP) Projection

Pencapaian Realisasi dan RKAP Revisi

2020 Achievement of Realization and

2020 Revised RKAP

Pencapaian Realisasi 2020 dan Proyeksi

2021Achievement of 2020 Realization

and 2021 Projection

Pendapatan Usaha:Operating Revenues:

Pendapatan AeronautikaAeronautical Revenues

2.194,87 2.171,20 2.259,89 98,9% 96,1%

Pendapatan Non AeronautikaNon-Aeronautical Revenues

2.904,63 3.672,53 4.483,16 126,4% 81,9%

Jumlah Pendapatan UsahaTotal Operating Revenues

5.099,50 5.843,73 6.743,04 114,6% 86,7%.


7.243,61 7.209,80 7.579,94 99,5% 95,1%

Laba (Rugi) Usaha Operating Profit (Loss)

(2.203,00) (1.401,03) (960,85) 136,4% 54,2%

Laba (Rugi) Sebelum Pajak Penghasilan BadanProfit (Loss) Before Corporate Income Tax

(3.136,55) (2.606,75) (2.387,06) 116,9% 90,8%

Laba (Rugi) Tahun BerjalanProfit (Loss) For The Year

(3.124,71) (2.496,47) (2.662,30) 120,1% 106,2%.

Tabel Perbandingan Realisasi Laba Rugi 2020 dengan Target 2020 dan Proyeksi 2021 (dalam miliar Rupiah) Table. Comparison of 2020 Profit or Loss Realization with 2020 Target and 2021 Projection (in billion Rupiah)


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Dari kinerja posisi keuangan, Angkasa Pura II mencatatkan realisasi aset sebesar Rp44,44 triliun atau tercapai 94,8% terhadap RKAP Revisi aset 2020. Sedangkan realisasi liabilitas mencapai Rp23,12 triliun atau 90,0% terhadap RKAP Revisi liabilitas 2020 dan realisasi ekuitas mencapai Rp21,32 triliun atau 100,6% terhadap RKAP ekuitas 2020. Perbandingan realisasi posisi keuangan terhadap RKAP Tahun 2020 dapat dilihat pada tabel berikut.

INFORMASI DAN FAKTA MATERIAL YANG TERJADI SETELAH TANGGAL LAPORAN AKUNTAN

Pada tahun 2020, terdapat peristiwa/kejadian penting setelah tanggal laporan akuntan antara lain:a. Setelah tanggal pelaporan, terdapat ketidakpastian

terhadap kondisi makro ekonomi baik di Indonesia maupun global yang terutama disebabkan oleh virus COVID-19. Operasi Perusahaan telah dan mungkin terus dipengaruhi oleh penyebaran virus COVID-19

From the performance of financial position, Angkasa Pura II recorded realized assets of Rp44.44 trillion or reached 94.8% of the 2020 RKAP of assets. Meanwhile, realized liabilities reached Rp23.12 trillion or 90.0% of the 2020 RKAP of liabilities, and realized equity reached Rp21.32 trillion or 100.6% of the 2020 RKAP of equity. Comparison of the realization of financial position against the 2020 RKAP can be seen in the following table.

INFORMATION AND MATERIAL FACT THAT OCCUR AFTER THE DATE OF ACCOUNTANT’S REPORT

In 2020, there were important events after the date of accountant’s report, including:a. After the reporting date, there was uncertainty on

the macro-economic condition both in Indonesia and global which mainly due to impact of COVID-19 virus. The Company operations has and may continue to be impacted by the outbreak of COVID-19 virus which

UraianDescription

Target (RKAP) Revisi 2020

2020 Revised (RKAP) Target

Realisasi 20202020 Realization

Proyeksi(RKAP) 20212021 (RKAP) Projection

Pencapaian Realisasi dan RKAP Revisi

2020 Achievement of Realization and

2020 Revised RKAP

Pencapaian Realisasi 2020 dan Proyeksi

2021Achievement of 2020 Realization

and 2021 Projection

AsetAssets

46.869,92 44.435,97 46.510,32 94,8% 95,5%

LiabilitasLiabilities

25.687,99 23.118,36 27.984,67 90,0% 82,6%

EkuitasEquity

21.181,93 21.317,61 18.525,65 100,6% 115,1%

Liabilitas & EkuitasLiabilities & Equity

46.869,92 44.435,97 46.510,32 94,8% 95,5%

Perbandingan Realisasi Posisi Keuangan 2020 dengan Target 2020 dan Proyeksi 2020 (dalam miliar Rupiah)Comparison of 2020 Financial Position Realization with 2020 Target and 2021 Projection (in billion Rupiah)


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yang dimulai di Cina dan kemudian menyebar ke negara-negara lain termasuk Indonesia. Kondisi ini berdampak pada menurunnya secara signifikan operasi dan kondisi keuangan Perusahaan. Efek masa depan dari merebaknya virus COVID-19 terhadap Indonesia dan Perusahaan masih belum dapat ditentukan saat ini. Peningkatan jumlah infeksi COVID-19 yang signifikan atau penyebaran yang berkepanjangan dapat mempengaruhi Indonesia dan Perusahaan.

b. Pada tanggal 2 Maret 2020, Perusahaan menerima Salinan Keputusan Menteri Badan Usaha Milik Negara Selaku Rapat Umum Pemegang Saham Perusahaan Perseroan (Persero) PT Angkasa Pura II No. SK- 67/MBU/03/2020 yang memutuskan:- Memberhentikan dengan hormat Daan Achmad,

Djoko Murjatmodjo, Ituk Herarindri dan Bayu Rafisukmawan sebagai Direktur Perusahaan.

- Mengangkat Ghamal Peris Aulia, Agus Wialdi, Muhamad Wasid dan Wiweko Probojakti sebagai Direktur Perusahaan.

c. Pada tanggal 31 Maret 2020, Pemerintah menerbitkan Peraturan Pemerintah Pengganti Undang-Undang Republik Indonesia Nomor 1 Tahun 2020 yang menetapkan, antara lain, penurunan tarif pajak penghasilan wajib pajak badan dalam negeri dan bentuk usaha tetap dari semula 25% menjadi 22% untuk tahun pajak 2020 dan 2021 dan 20% mulai tahun pajak 2022 dan seterusnya, serta pengurangan lebih lanjut tarif pajak sebesar 3% untuk wajib pajak dalam negeri yang memenuhi persyaratan tertentu.

Tarif pajak yang baru tersebut akan digunakan sebagai acuan untuk pengukuran aset dan liabilitas pajak kini dan tangguhan mulai sejak tanggal berlakunya peraturan tersebut yaitu 31 Maret 2020.

PROSPEK USAHA

Pandemi Virus COVID-19 yang terjadi di awal tahun 2020 sangat mempengaruhi seluruh sektor perekonomian dimana dampak terbesar adalah pada sektor pariwisata dan transportasi. Pada awal terjadinya pandemi beberapa negara mengambil kebijakan menutup akses keluar/masuk ke negaranya, dengan ditutupnya akses tersebut berimbas pada menurunnya jumlah penumpang sehingga banyak maskapai penerbangan yang juga menghentikan sementara kegiatan operasionalnya.

started in China and subsequently spread to other countries including Indonesia. This condition has affected the significant decreased in the Company’s operations and financial condition. The future effects of the outbreak of COVID-19 virus to Indonesia and the Company are unclear at this time. A significant rise in the number of COVID-19 virus infections or prolongation of the outbreak may affect Indonesia and the Company.

b. On March 2, 2020, the Company received a Copy of Decree of the Minister of State-Owned Enterprises as the Company’s General Meeting of Shareholders of PT Angkasa Pura II (Persero) No. SK-67/MBU/03/2020 which decides:- Dismiss with respect Daan Achmad, Djoko

Murjatmodjo, Ituk Herarindri and Bayu Rafisukmawan as Directors of the Company.

- Appoint Ghamal Peris Aulia, Agus Wialdi, Muhamad Wasid and Wiweko Probojakti as Directors of the Company.

c. On March 31, 2020, the Government issued a Government Regulation in lieu of the Law of the Republic of Indonesia No. 1 of 2020 which stipulates, among others, reduction to the tax rates for corporate income tax payers and permanent establishments entities from previously 25% to become 22% for financial years 2020 and 2021 and 20% starting financial year 2022 and onwards, and further reduction of 3% for corporate income tax payers that fulfill certain criteria.

The new tax rates will be used as reference to measure the current and deferred tax assets and liabilities starting from the enactment date of the new regulation on March 31, 2020.

BUSINESS PROSPECTS

The COVID-19 virus pandemic that occurred in early 2020 greatly affected all sectors of the economy where the biggest impact was on the tourism and transportation sectors. At the beginning of the pandemic, several countries adopted a policy of closing access to/from their own country, with the closure of this access resulted in a decrease in the number of passengers so that many airlines also temporarily halted their operational activities.


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Pada pertengahan Tahun 2020, perusahaan mengajukan untuk melakukan Revisi RKAP yang disesuaikan dengan mengedepankan prinsip financial sustainability guna menghadapi tantangan ekonomi terhadap pandemi COVID-19 dan dalam upaya untuk terus tumbuh secara berkesinambungan dan mengurangi kerugian finansial perusahaan yang lebih besar.

Dengan segala tantangan yang dihadapi perusahaan tahun 2020, PT Angkasa Pura II (Persero) menjalankan strategi Business Survival Initiatives yang terdiri dari tiga program yaitu cost leadership, capex disbursement, dan cash flow management. Program itu diterapkan dalam bisnis aeronautika dan non aeronautika.

Selain itu, Angkasa Pura II telah mengatur kebijakan bisnis Perusahaan dibagi ke dalam tiga tingkat yang disusun secara hierarkis, yaitu Strategi Perusahaan (Korporasi), Strategi Bisnis, dan Strategi Fungsional.a. Strategi korporasi (Corporate level strategy) Strategi Perusahaan merupakan level strategi paling

atas yang berfungsi menentukan arah perencanaan perusahaan secara keseluruhan. Pada level ini terdapat tiga strategi yang diterapkan, yaitu strategi pertumbuhan usaha, strategi portofolio dan strategi parenting. 1. Strategi pertumbuhan Strategi pertumbuhan usaha perusahaan

meliputi strategi organik dan non organik. Strategi organik dilakukan dengan memaksimalkan bisnis yang sudah ada saat ini (bisnis inti dan bisnis terkait). Strategi non organik dilakukan melalui langkah merger, akusisi atau partnership

2. Strategi Portofolio Untuk melakukan pemetaan terhadap portofolio

produk dan pelanggan Angkasa Pura II telah menetapkan strategi portofolio yang mengacu pada konsep 3A yaitu: • Airport Sebagai alat produksi utama perusahaan.

Airport adalah pondasi utama untuk menghasilkan revenue dalam bisnis kebandarudaraan yang terbagi dalam pendapatan aeronautika dan non aeronautika. Airport disini termasuk infrastruktur dan seluruh fasilitas pendukungnya sehingga setiap jengkal yang ada di airport seharusnya menghasilkan uang bagi perusahaan.

• Airlines Memegang posisi yang sangat penting

karena keberlangsungan bisnis kita sangat tergantung pada airlines. Airlines merupakan customer utama sehingga perlu untuk

In mid-2020, the Company proposed to revise the RKAP which was adjusted to prioritize the principles of financial sustainability in order to face the economic challenges of the COVID-19 pandemic and in an effort to continue to grow sustainably and reduce greater corporate financial losses.

With all the challenges faced by the Company in 2020, PT Angkasa Pura II (Persero) implemented a Business Survival Initiatives strategy which consists of three programs, namely cost leadership, capex disbursement, and cash flow management. The program was applied in the aeronautical and non-aeronautical businesses.

In addition, Angkasa Pura II has arranged the Company’s business policies to be divided into three hierarchical levels, namely Corporate Strategy (Corporation), Business Strategy, and Functional Strategy.a. Corporate Sstrategy (Corporate level strategy) The Company’s strategy is the top level of strategy that

serves to determine the overall direction of corporate planning. At this level there are three strategies applied, namely business growth strategy, portfolio strategy and parenting strategy.

1. Growth strategy The company’s growth strategy includes organic

and nonorganic strategies. Organic strategy is done by maximizing existing business (core business and related business). Nonorganic strategy is done through merger, acquisition or partnership.

2. Portfolio Strategy For mapping the product and customer portfolio,

Angkasa Pura II has set a portfolio strategy that refers to the concept of 3A namely:

• Airport As the company’s main production tool. Airport

is the main foundation for generating revenue in airport business which is divided into aeronautical and non-aeronautical revenues. Airport here includes the infrastructure and all the supporting facilities so that every inch of the airport should make money for the company.

• Airlines Holding a very important position because the

continuity of our business is very dependent on the airlines. Airlines is a major customer so it is necessary to understand the portfolio of airlines


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memahami portfolio business airlines untuk dapat melakukan sinergi dalam upaya untuk memberikan manfaat lebih banyak bagi perusahaan.

• Arena Adalah gelanggang tempat kita berperang,

dimana disitulah kita mencari peluang-peluang bisnis baru dalam kaitannya dengan strategi pertumbuhan yang akan kita lakukan. Penting untuk mengetahui portfolio business yang ada dalam arena untuk bisa menangkap peluang bisnis baru.

3. Strategi Parenting Strategi parenting adalah strategi yang

diterapkan induk kepada anak perusahaan. Dimana induk melakukan pengontrolan kepada anak perusahaan yang meliputi tiga hal yaitu pengontrolan terhadap perencanaan yang dilakukan oleh anak perusahaan, pengontrolan terhadap anggaran anak perusahaan dan pengontrolan terhadap strategi-strategi yang akan dilakukan oleh anak perusahaan

Strategi parenting induk terhadap anak perusahaan adalah dilakukan melalui 3 hal yaitu:• Menetapkan bisnis inti anak perusahaan Dengan memastikan anak perusahaan

fokus dan konsisten pada bisnis utama yang telah ditetapkan, memastikan setiap anak perusahaan memiliki bisnis inti yang berbeda untuk menghindari duplikasi, dan melakukan optimalisasi sinergi antara induk perusahaan dengan anak perusahaan.

• Memetakan kompetensi Inti anak perusahaan

Perusahaan memetakan kompetensi inti anak perusahaan berdasarkan bisnis intinya. Apabila anak perusahaan akan melakukan pengembangan portfolio bisnisnya harus dengan persetuujuan induk, dengan memastikan anak perusahaan memiliki SDM yang berkualitas dan berkompeten di bidangnya.

• Menghitung kapasitas anak perusahaan Perusahaan menghitung kapasitas anak

perusahaan dengan cara memastikan anak perusahaan memiliki kapasitas yang memadai untuk memberikan pelayanan dan memastikan bahwa anak perusahaan memiliki alat produksi dan sumber daya pendukung yang dikembangkan sesuai perkembangan bisnis dan jumlah pelanggan yang ditanganinya.

business to be able to synergize in an effort to provide more benefits for the company.

• Arena It is the arena where we fight, where we seek

new business opportunities in relation to our growth strategy. It is important to know which business portfolio is in the arena to capture new business opportunities.

3. Parenting Strategy Parenting strategy is a strategy applied by the

parent to a subsidiary. Where the parent controls subsidiaries which includes three things: controlling the planning undertaken by a subsidiary, controlling the subsidiary’s budget and controlling the strategies to be undertaken by the subsidiary.

Parenting strategy for subsidiaries is done through 3 things:• Establish the subsidiary’s core business By ensuring that the subsidiaries are focused

and consistent on the core business they have set, ensure each subsidiary has a different core business to avoid duplication, and optimize the synergy between the parent company and its subsidiaries.

• Map the core competencies of subsidiaries The company maps the core competencies of

its subsidiaries based on its core business. If the subsidiary will develop its business portfolio, it must be with the parent agreement, by ensuring the subsidiary has qualified and competent human resources in its field.

• Calculate the capacity of subsidiaries The Company calculates the capacity of

subsidiaries by ensuring that subsidiaries have sufficient capacity to provide services and ensure that subsidiaries have production equipment and supporting resources developed as the business grows and the number of customers it handles.


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b. Strategi Bisnis (Business Level Strategy) Strategi bisnis yang telah ditetapkan perusahaan

terdiri dari empat strategi utama, yaitu pertama, percepatan pertumbuhan pergerakan di semua bandara, dengan strategi posisi bandara yang tepat yaitu akselerasi bisnis aero dengan berfokus pada Bandara Soekarno Hatta dan Kualanamu. Kedua, transformasi bisnis melalui kemitraan dengan pelaku bisnis kelas dunia berfokus pada bisnis kargo dan kerjasama operasional bandara. Ketiga, mengembangkan bisnis di sekitar bandara untuk meningkatkan nilai kemanfaatan lahan dan terakhir, optimasi pengalaman pelanggan dan menstimulasi pembelanjaan penumpang di bandara.1. Percepatan pertumbuhan pergerakan di semua

bandara, dengan strategi posisi bandara yang tepat dapat dilakukan dengan langkah sebagai berikut:

2. Transformasi bisnis perusahaan dilakukan melalui strategi inorganic yaitu partnership atau kemitraan. Kemitraan diarahkan dengan mitra strategis global yang sudah memiliki nama baik dalam industri. Kemitraan dengan mitra strategis global diharapkan dapat memberikan nilai tambah kepada Angkasa Pura II pada umumnya dan bandara-bandara pada khususnya.

3. Strategi kemitraan dilakukan dengan fokus pada:• Kemitraan strategis pengoperasian Bandar

Udara: Kemitraan strategis pengelolaan Bandar Udara Kualanamu

• Kemitraan pada bisnis kargo: kemitraan dengan pelaku kargo global untuk meningkatkan pangsa pasar dan pendapatan kargo perusahaan melalui pembangunan cargo village.

4. Pengembangan properti di wilayah bandara dan sekitarnya bertujuan untuk meningkatkan nilai kemanfaatan lahan. Ada 3 tahap pengembangan bandara :• Melengkapi fungsi-fungsi utama bandara

untuk penerbangan dan sirkulasi penumpang.

b. Business Level Strategy The company’s business strategy consists of four

main strategies, namely first, the growth acceleration of movement in all airports, with the right airport positioning strategy that is aero business acceleration by focusing on Soekarno Hatta Airport and Kualanamu. Second, business transformation through partnerships with worldclass businesses focuses on cargo business and airport operational cooperation. Third, develop business around the airport to increase the value of land use and last, optimize the customer experience and stimulate passenger spending at the airport.

1. Acceleration of growth of movement in all airports, with the right airport positioning strategy can be done with the following steps:

2. Corporate business transformation is done through inorganic strategy that is partnership. Partnerships are directed with a global strategic partner who already has a good name in the industry. Partnership with global strategic partners is expected to provide added value to Angkasa Pura II in general and airports in particular.

3. Partnership strategy is done with focus on:• Strategic partnership of airport operation:

Strategic partnership of Kualanamu Airport management

• Partnership on cargo business: partnership with global cargo players to increase market share and corporate cargo revenue through cargo village development.

4. The development of property in the airport and surrounding areas aims to increase the value of land use. There are 3 stages of airport development:

• Complete the main functions of airports for aviation and passenger circulation.

No BandaraAirport

StrategiStrategy

1 Bandara Soekarno HattaSoekarno Hatta Airport

Menjadi Hub internasional utama (primary international country Hub) di tahun 2020Become a major international hub (primary international country Hub) in 2020

2 Bandara KualanamuKualanamu Airport

Menjadi Hub internasional kedua (secondary international country Hub) di tahun 2020Become the second international Hub (secondary international country Hub) in 2020

3 Bandara lainnyaOther Airports

Mengembangkan fungsi sebagai bandara asal-tujuan (origin-destination)Developing function as an origin-destination airport


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• Development of supporting facilities in airportowned areas such as hotels, offices, etc.

• Development of an area around the airport that is not an airport area itself.

5. Optimizing the customer experience is done with the use of the latest technology that is integrated with each other to create certainty oftime and process for the customer, with certainty of time and process at the airport can stimulate passenger spending in airports. Increased passenger spending should be supported b appropriate retail strategies.

c. Functional Level Strategy1. Technology and operations Technology and operations are focused on

implementing smart airports. The application of smart airport is the use of the latest technology both for airport operations and to improve the passenger experience. Smart airport concept will streamline airport operations and passenger services. The latest technology is used to streamline the passenger process to improve passenger comfort.

2. Agile and Lean Organization In order to achieve the organization’s new goals,

it takes an organizational structure that can accommodate the creation of performance improvements. The bureaucratic organizational structure is difficult to adapt to the demands of environmental change. For that required transformation of organizational structure so that it becomes agile. An agile organization has a range of controls with fewer layers, less deep structures, where each member has a clearer role and the authority to coordinate with each other.

3. Human resources This strategy includes an HR management system

by fostering performance-oriented culture with world-class capabilities. Safety and security.

4. Corporate Finance & In Organic growth Innovative funding has a very important role as an

enabler in the implementation of all investment plans in the company’s longterm plan. The paradigm of traditional funding sources needs to be changed to be more innovative in order to open up new sources of funding. Innovative financing needs to be done, among others through the issuance of bonds, the

• Pengembangan fasilitas pendukung di area milik bandara seperti hotel, perkantoran, dsb.

• Pengembangan area di sekitar bandara yang bukan merupakan wilayah bandara sendiri.

5. Optimalisasi pengalaman pelanggan dilakukan dengan penggunaan teknologi terkini yang terintegrasi satu sama lainnya sehingga tercipta kepastian waktu dan proses bagi pelanggan, dengan kepastian waktu dan proses di Bandar udara dapat menstimulasi pembelanjaan penumpang dibandara. Peningkatan pembelanjaan penumpang harus ditunjang dengan strategi retail yan tepat.

c. Strategi Fungsional (Functional Level Strategy)1. Teknologi dan operasional Teknologi dan operasional berfokus pada

penerapan smart airport. penerapan smart airport yaitu penggunaan teknologi terkini baik untuk operasional bandara maupun untuk meningkatkan pengalaman penumpang. Konsep Smart airport akan mengefisienkan operasional di bandara dan pelayanan penumpang. Teknologi terkini dpergunakan untuk mengefisienkan proses penumpang sehingga dapat meningkatkan kenyamanan penumpang

2. Organisasi yang Agile dan Ramping Guna mencapai tujuan baru organisasi,

dibutuhkan sebuah struktur organisasi yang mampu mengakomodasi terciptanya peningkatan kinerja. Struktur organisasi yang birokratis sulit untuk beradaptasi dengan tuntutan perubahan lingkungan. Untuk itu dibutuhkan transformasi struktur organisasi sehingga menjadi agile. Sebuah organisasi yang agile memiliki rentang kendali dengan lapisan yang lebih sedikit, struktur yang tidak terlalu dalam, dimana setiap anggota memiliki peran yang lebih jelas serta kewenangan untuk saling berkoordinasi satu sama lain.

3. Sumber daya manusia Strategi ini meliputi sistem manajemen SDM

dengan mendorong budaya yang berorientasi kinerja dengan kapabilitas kelas dunia Keselamatan dan keamanan

4. Corporate Finance & In Organic growth Pendanaan inovatif (innovative funding) memiliki

peranan sangat penting sebagai enabler dalam terlaksananya seluruh rencana investasi dalam rencana jangka panjang perusahaan. Paradigma sumber pendanaan tradisional perlu diubah menjadi lebih inovatif agar dapat membuka beragam sumber pendanaan baru. Pendanaan


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exploration of local and global partnership, related to operational cooperation and the establishment of subsidiaries for several investment initiatives, the sale of noncore assets, these various funding sources are expected to provide adequate funding access and the transfer of financial liabilities and risks to others which strategically and mutually beneficial.

5. Safety and security To achieve the 2020 vision there are several strategic

steps of safety and security aspects that are crucial. This aspect is not directly related to income but is the first and main requirement of the core business of an airport and needs to be developed at all Angkasa Pura II airports.

6. Management of Change Considering that Angkasa Pura II’s strategic

initiatives are complex and long-term, Angkasa Pura II needs to prepare a Transformation Office (TO), an organ that proactively guards the implementation of each initiative, ensures that every initiative is in place to achieve the target. This organ reports the progress of implementation of direct initiatives to the Board of Directors. Initiative owner remains the responsible and executor of the initiative, ensuring the initiative works successfully. Initiative owner in collaboration with Initiative Sponsor to address issues that require coordination of cross-sectoral settlement.

MARKETING ASPECT

Market Share

The Company has used the Customer-Centric Organization concept with the Structure Follow Strategy approach. This concept focuses on both internal and external customers by creating services that understand customer needs, issues and expectations through the application of digital technology in every performance of the Company.

With the implementation of Customer-Centric Organization that focuses on customers, a strategy that supports the service function is not only something that complements the product, but is one of the keys to the success of the

inovatif yang perlu dilakukan antara lain melalui penerbitan bonds, penjajakan kerjasama baik lokal (local partnership) maupun global, terkait kerjasama operasional maupun pendirian anak perusahaan (subsidiaries) untuk beberapa inisiatif investasi, penjualan aset-aset non-inti (non-core assets). Beragam sumber pendanaan ini diharapkan dapat memberikan akses pendanaan yang memadai dan pengalihan kewajiban finansial serta risiko kepada pihak lain secara strategis dan saling menguntungkan.

5. Keselamatan dan keamanan Untuk mencapai visi 2020 ada beberapa langkah

strategis dari aspek keselamatan dan keamanan yang krusial. Aspek ini tidak terkait langsung dengan pendapatan namun merupakan syarat pertama dan utama bisnis inti suatu bandara dan perlu dikembangkan di seluruh bandara Angkasa Pura II.

6. Manajemen Perubahan Dengan mempertimbangkan bahwa inisiatif

strategis Angkasa Pura II bersifat kompleks dan jangka panjang, Angkasa Pura II perlu mempersiapkan sebuah Transformation Office (TO), sebuah organ yang secara proaktif mengawal implementasi setiap inisiatif yang telah dicanangkan, memastikan setiap inisiatif berjalan dalam rangka mencapai target. Organ ini melaporkan perkembangan implementasi inisiatif langsung kepada Direksi. Initiative owner tetap merupakan penanggung jawab dan pelaksana inisiatif, memastikan inisiatif terlaksana dengan sukses. Initiative owner bekerjasama dengan Initiative Sponsor untuk mengatasi masalah yang membutuhkan koordinasi penyelesaian lintas sektoral.

ASPEK PEMASARAN

Pangsa Pasar

Perseroan telah menggunkan konsep Customer Centric Organization dengan pendekatan Structure Follow Strategy. Konsep ini berfokus kepada pelanggan baik internal maupun external dengan menciptakan layanan yang memahami kebutuhan, permasalahan, dan harapan pelanggan melalui penerapan teknologi digital dalam setiap kinerja Perseroan.

Dengan penerapan Customer Centric Organization yang berfokus kepada pelanggan, maka dilakukan strategi yang mendukung fungsi pelayanan bukan hanya sesuatu yang melengkapi produk, tetapi merupakan


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salah satu kunci dari keberhasilan produk. Keberhasilan penerapan strategi ini menunjukan peningkatan pendapatan usaha sebesar 17% dari tahun 2018 dengan pencapaian 101% dari RKAP 2019. Strategi pemasaran yang mendukung pencapaian kinerja di tahun 2019 adalah sebagai berikut:

product. The success of implementing this strategy shows an increase in operating revenues by 17% from 2018 with the achievement of 101% from the 2019 RKAP. Marketing strategies that support the achievement of performance in 2019 are as follows:

StrategiStrategy

KebijakanPolicy

KeteranganDescription

Product Peningkatan pencapaian target pendapatan produk utama jasa aeronautika dan non aeronautika dengan cara penyesuaian Pedoman Kegiatan Komersial secara menyeluruh dalam PD 55 dan membuka kesempatan kerjasama sebesar-besarnya dalam bidang Adjacent Bisnis terutama untuk bisnis dengan platform digital. Serta mengembangankan bisnis komplementer jasa kebandarudaraan. Increasing the achievement of the main product revenue targets for aeronautical and non-aeronautical services by adjusting the Guidelines for Commercial Activities as a whole in PD 55 and opening up opportunities for maximum collaboration in the field of Adjacent Business especially for businesses with digital platforms. In addition, develop the complementary business of airport services.

Penggantian PD 31 menjadi PD 55 menyesuaikan dengan harapan dan kebutuhan para pelanggan komersial. Bisnis komplementer jasa kebandarudaraan tercermin dalam kerjasama Pemanfaatan Helipad dengan White Sky Aviation di area bandara CGK.The replacement of PD 31 became PD 55 adjusting to the expectations and needs of commercial customers. The complementary business of airport services is reflected in the collaboration of Helipad Utilization with White Sky Aviation in the CGK airport area.

Price Penyesuaian tarif aeronautika dengan pemberian insentif diskon tarif kepada maskapai, penyesuaian tarif PJP2U, Konter, dan Garbarata untuk CGK, KNO, PKU, PNK, DTB, PGK, dan penyesuaian tarif Non aeronautika seperti parkir kendaraan bermotor, sewa-sewa, konsesi, dan tarif non aero lainnya untuk KC CGK, KNO, PKU, HLP, PLM, PNK, PDG, BDO, BTJ, DJB, PGK, TNJ, DTB, dan BWXAeronautical tariff adjustments by providing tariff discount incentives to airlines, PJP2U, counter, and Garbarata tariff adjustments for CGK, KNO, PKU, PNK, DTB, PGK, and Nonaeronautical tariff adjustments such as motorized vehicle parking, leases, concessions, and other non aero tariffs for KC CGK, KNO, PKU, HLP, PLM, PNK, PDG, BDO, BTJ, DJB, PGK, TNJ, DTB, and BWX

Kenaikan tarif dan penyesuaian aspek komersial (penurunan nilai kerjasama) akan memberikan pengaruh yang signifikan terhadap pencapaian pendapatan PerseroanThe increase in tariffs and adjustments to commercial aspects (decreasing value of cooperation) will have a significant effect on the Company’s revenue achievement

Place Memastikan mitra usaha Perseroan ditempatkan di area yang sesuai dengan fasilitas yang dibutuhkan dalam penataan Tenant Mixing di setiap bandara dan penetapan Advertising Media Placement Indoor dan Outdoor (digital dan konvensional)Ensure that the Company’s business partners are placed in areas that are in accordance with the facilities needed in the Tenant Mixing arrangement at each airport and the determination of Indoor and Outdoor Advertising Media Placement (digital and conventional)

Perubahan bentuk media dari konvensional ke digital memberikan dampak signifikan bagi pencapaian pendapatanChanges in media form from conventional to digital have a significant impact on revenue Achievement

Promotion Business Partner Gathering dilakukan rutin setiap tahun secara Korporat sebagai wadah promosi available commercial space (aero, non aero, kargo, adjacent) serta untuk mendapatkan feedback (komplain dan saran) dari seluruh lini mitra usaha eksisting dan calon mitra potensialBusiness Partner Gathering is routinely held every year as Corporate as a promotional container available commercial space (aero, non aero, cargo, adjacent) and to get feedback (complaints and suggestions) from all lines of existing business partners and potential partners

Coffee Morning & Rapat Bulanan dilakukan rutin di masing-masing Kantor Cabang sebagai sarana promosi dan mendapatkan feedback dari mitra usahaCoffee Morning & Monthly Meetings are held regularly at each Branch Office as a means of promotion and get feedback from business partners

Participants/ People

- Perubahan struktur unit komersial KC menjadi divisi dalam Commercial Service Division mendukung tercapainya Commercial One Stop Service untuk dukungan dan kebutuhan mitra usaha.

- Unit Airport Service memberikan dukungan dengan Airport Helper, Customer Service, Call Center dengan pengetahuan komersial yang mencukupi

- Changes in the structure of the commercial unit of KC to become a division in the Commercial Service Division supporting the achievement of Commercial One Stop Service for the support and needs of business partners.

- The Airport Service Unit provides support with Airport Helper, Customer Service, Call Centers with sufficient commercial knowledge

Melalui training dan pelatihan guna meningkatkan kompetensi SDMThrough training to improve HR competencies


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Strategi Pemasaran

Mengingat bisnis bandar udara bersifat captive market, maka untuk pengembangan bisnis dilakukan melalui pendekatan directional strategy dengan menitikberatkan pendekatan strategi bertumbuh (growth strategy) , dan memadukan pendekatan concentrate strategy dan conglomerate strategy. Untuk meningkatkan pendapatan usaha, telah dilakukan beberapa strategi sebagai berikut.

Marketing Strategy Given that airport business is captive market, then business development is carried out through a directional strategy approach by emphasizing a growth strategy approach, and integrating the concentrate strategy and conglomerate strategy approaches. To increase business revenue, several strategies have been carried out as follows.

StrategiStrategy

KebijakanPolicy


Market Penetration

Mengembangkan bisnis inti dengan mengelola bandar udara lain baik melalui penugasan pemegang saham maupun melalui inisiatif perusahaan yang didukung dengan kajian bisnis yang memadai Develop core business by managing other airports both through assignment of shareholders and through company initiatives supported by adequate business studies.

Pengelolaan bandara-bandara baru seperti Banyuwangi (BWX), Palangkaraya (PKY) dan beberapa bandara lainnya yang sampai saat ini masih dalam tahap pengerjaan / konstruksi.Management of new airports such as Banyuwangi (BWX), Palangkaraya (PKY) and several other airports which are still under construction.

Market Development

Pemanfaatan sumber daya yang dimiliki perusahaan yang berada diluar daerah lingkungan kerja bandar udara sebagai portofolio usaha yang memberikan nilai tambah bagi perusahaan. Utilization of resources owned by companies located outside the airport working area as a business portfolio that provides added value for the company.

Optimalisasi portofolio bisnis anak perusahaan sesuai dengan kompetensi masing-masing anak perusahaan tanpa adanya duplikasi (portofolio alignment) bisnis yang dilakukan (Pengembangan Bisnis Inorganik), contoh : hotel, parkir, KargoOptimizing the business portfolio of subsidiaries in accordance with the competencies of each subsidiary without any business duplication (alignment portfolio) (Inorganic Business Development), for example: hotels, parking, Cargo.

Service Development

Pengembangan layanan baru dengan teknologi terkait untuk melayani pasar saat ini, dengan melakukan pengembangan terminal kargo modern (bonded zone), pengembangan integrated offices building, pengembangan Check-in Lounge/CIP Lounge, e-kiosk, e-payment, e-commerce, dan komersialisasi ICT.Development of new services wit technology related to serving the current market, by developing bonded zone terminals, developing building integrated offices, developing Check-in Lounges / CIP Lounges, e-kiosks, e-payments, e-commerce, and commercialization of ICT.

Instalasi ekiosk, ecommerce di beberapa bandara, TravyPass, TravyMeal, TravyShop dll.Ekiosk installation, e-commerce at several airports, TravyPass, TravyMeal, TravyShop etc.

Diversification Partnership dengan Pengelola bandara dan Pengelola Kargo kelas dunia dalam upaya membuka peluang untuk meningkatkan performa dan mempercepat pertumbuhan bisnis perusahaan.Partnership with world-class airport managers and Cargo Managers in an effort to open opportunities to improve performance and accelerate the company’s business growth.

Pendirian PT Angkasa Pura Aviasi sebagai shell company untuk melakukan strategic partnership dengan operator bandara kelas dunia , serta meningkatkan traffic, transfer knowledge dan peningkatan ekuitas.The establishment of PT Angkasa Pura Aviasi as a shell company for conducting strategic partnerships with world-class airport operators, as well as increasing traffic, knowledge transfer and increasing equity.

StrategiStrategy

KebijakanPolicy


Physical Evidence

Layanan kepada pelanggan internal dan eksternal dibuktikan dengan diterbitkannya peraturan-peraturan direksi untuk mendukung layanan kepada pelanggan, kemudahan berkomunikasi antara pelanggan dengan Perseroan, pengaturan sistem yang berhubungan dengan pelangganServices for internal and external customers are evidenced by the issuance of the directors’ regulations to support services to customers, ease of communication between customers and the Company, system settings related to customers

Melalui media social Perseroan, aplikasi Indonesia Airport, Aplikasi Smart Toilet, Aplikasi antrian damri, Aplikasi Antrian TaksiThrough the Company’s social media, the Indonesia Airport application, the Smart Toilet Application, the Damri queue application, the Taxi Queue Application

Process Peningkatan pelayanan didukung dengan SOP yang jelas yang tercantum dalam Petunjuk Teknis Perseroan dan telah dikomunikasikan dengan seluruh lini yang terlibat.A clear SOP that is listed in the Company’s Technical Guidelines and has been communicated to all lines involved supports Service improvement

Kententuan tentang Petunjuk Teknis Monitoring dan Evaluasi Provisions regarding Technical Guidelines for Monitoring and Evaluation


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KEBIJAKAN DIVIDEN

Kebijakan Dividen

Perusahaan adalah badan usaha milik negara, dimana 100% saham dipegang oleh Pemerintah RI. Penyetoran dividen sepenuhnya menjadi hak pemerintah. Penentuan besarnya dividen yang disetorkan kepada Pemegang Saham berdasarkan keputusan Kementerian BUMN selaku RUPS dan kuasa pemegang saham.

Pembagian Dividen

Berdasarkan Risalah Rapat Umum Pegang Saham nomor KEP.08.03.01/00/05/2019/0210 tanggal 20 Mei 2019, pemegang saham Perusahaan setuju untuk membagikan dividen kas sebesar Rp439.670.327.000 dan menaikkan cadangan umum atas saldo laba tahun buku 2018 sebesar Rp1.471.939.790.788. Perusahaan telah melakukan pembayaran dividen pada tanggal 20 Juni 2019.

Berdasarkan Risalah Rapat Umum Pegang Saham nomor KEP.08.03.01/00/07/2020/0273 tanggal 2 Juli 2020, pemegang saham Perusahaan setuju untuk tidak membagikan dividen kas dan menaikkan cadangan umum atas saldo laba tahun buku 2019 sebesar Rp1.015.672.090.991.

DIVIDEND POLICY

Dividend Policy

The Company is a state-owned enterprise, of which the Government of Indonesia holds 100% of the shares. Dividend payment is entirely the right of the government. Determination of the amount of dividends paid to Shareholders based on the decision of the Ministry of SOEs as the GMS and proxy of shareholder.

Dividend Distribution

Based on the Minutes of the General Meeting of Shareholders no. KEP.08.03.01/00/05/2019/0210 dated May 20, 2019, the Company’s shareholders agreed to distribute cash dividends of Rp439,670,327,000 and increase the general reserves for retained earnings for the 2018 financial year by Rp1,471,939,790,788. The Company has paid dividends on June 20, 2019.

Based on the Minutes of the General Meeting of Shareholders no. KEP.08.03.01/00/07/2020/0273 dated July 2, 2020, the Company’s shareholders agreed not to distribute cash dividends and to increase the general reserves for retained earnings for the 2019 financial year amounted to Rp1,015,672,090,991.

Kebijakan DividenDividend Policy

Tahun BukuFinancial Year

2020* 2019 2018

Laba (Rugi) Tahun Berjalan (dalam Rupiah)Profit (Loss) For The Year (in Rupiah)

- 1.007.256.149.471 1.911.552.377.626

Dividen kas yang dibagikan (dalam Rupiah)Cash Dividend distributed (in Rupiah)

- Tidak membagikan dividen kasDid not distribute cash dividend

439.670.327.000

Dividen per lembar sahamDividend per share

- - 27.528

Rasio Pembagian Dividen (Payout Ratio)Dividend Payout Ratio

- - 23,00%

Keputusan RUPSGMS Resolution

- KEP.08.03.01/00/07/2020/0273 KEP.08.03.01/00/05/2019/0210

Tanggal Pengumuman Announcement Date

- 2 Juli 2020July 2, 2020

20 Mei 2019May 20, 2019

Tanggal PembayaranPayment Date

- - 20 Juni 2019June 20, 2019

Dividen interim (dalam Rupiah)Interim Dividend (in Rupiah)

- - -

Tabel Pembagian Dividen per Tahun Buku Table. Dividend Distribution per Financial Year

*) Pembagian dividen tahun buku 2020 akan diputuskan dalam RUPS Tahunan yang diselenggarakan pada tahun 2021. Dividend distribution for the financial year 2020 will be decided at the Annual GMS held in 2021.


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PROGRAM KEPEMILIKAN SAHAM OLEH MANAJEMEN DAN/ATAU KARYAWAN (ESOP/MSOP)

Sampai tahun 2020, Angkasa Pura II belum menjadi perusahaan publik sehingga Perseroan tidak melaksanakan program kepemilikan saham oleh manajemen dan/atau karyawan (ESOP/MSOP). Oleh karena itu, tidak ada informasi yang memuat uraian mengenai: 1. Jumlah saham ESOP/MSOP dan realisasinya;2. Jangka waktu;3. Persyaratan karyawan dan/atau manajemen yang

berhak;4. Harga exercise.

REALISASI PENGGUNAAN DANA HASIL PENAWARAN UMUM

Pada tahun 2020, Angkasa Pura II telah melakukan penawaran umum dengan menerbitkan “Obligasi Berkelanjutan I PT Angkasa Pura (Persero) Tahun 2020”.

Pada tanggal 13 Agustus 2020, Perusahaan menerbitkan Obligasi Berkelanjutan I AngkasaPura II Tahap II Tahun 2020 dengan 4 (empat) seri yaitu:a. Seri A senilai Rp32,00 miliar dan suku bunga 7,80%

per tahun, akan jatuh tempo tanggal 13 Agustus 2023b. Seri B senilai Rp159,00 miliar dan suku bunga 8,50%

per tahun, akan jatuh tempo tanggal 13 Agustus 2025c. Seri C senilai Rp1,60 triliun dan suku bunga 9,10% per

tahun, akan jatuh tempo tanggal 13 Agustus 2027d. Seri D senilai Rp457,00 miliar dan suku bunga 9,25%

per tahun, akan jatuh tempo tanggal 13 Agustus 2030

Total dana yang diterima Perusahaan pada tanggal 13 Desember 2020 dari hasil penerbitan Obligasi Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020 adalah sebesar Rp2,25 triliun.

Berikut informasi terkait penerbitan obligasi tersebut:1. Total Perolehan Dana Penawaran Umum

MANAGEMENT AND/OR EMPLOYEE STOCK OWNERSHIP PROGRAM (ESOP/MSOP)

Until 2020, Angkasa Pura II has not yet become a public company so the Company does not implement any management and/or employee stock ownership program (ESOP/MSOP). Therefore, there is no information that contains description regarding:

1. Number of ESOP / MSOP shares and the realization2. Time period3. Requirements for employees and / or management who

are entitled4. Exercise prices.

REALIZATION OF THE USE OF PROCEEDS FROM PUBLIC OFFERING

In 2020, Angkasa Pura II has conducted a public offering by issuing “Shelf Registration Bonds I PT Angkasa Pura (Persero) Year”.

On August 13, 2020, the Company issued Shelf Registration Bonds I Angkasa Pura II Stage II Year 2020 with 4 (four) series, namely:a. Series A worth Rp32.00 billion and interest rate of

7.80% per annum, maturity date on August 13, 2023b. Series B worth Rp159.00 billion and interest rate of

8.50% per annum, maturity date on August 13, 2025c. Series C worth Rp1.60 trillion and interest rate of 9.10%

per annum, maturity date on August 13, 2027d. Series D worth Rp457.00 billion and interest rate of

9.25% per annum, maturity date on August 13, 2030

Total proceeds received by the Company on December 13, 2020 from the issuance of Shelf Registration Bonds I Angkasa Pura II Stage II Year 2020 amounted to Rp2.25 trillion.

The following is information regarding the bonds issuance:1. Total Proceeds from Public Offering

No UraianDescription Nominal (Rp)

1 Hasil Penawaran UmumPublic Offering Results

2.250.000.000.000

2 Biaya Penawaran UmumPublic Offering Fee

3.813.305.731

3 Hasil BersihNet Results

2.246.186.694.269


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2. Rencana penggunaan dana; Dana hasil Penawaran Umum Obligasi

Berkelanjutan I Angkasa Pura II Tahap I Tahun 2020, setelah dikurangi biaya-biaya emisi, seluruhnya akan dipergunakan Perseroan untuk melakukan pembayaran atas sebagian outstanding pinjaman Perusahaan, memenuhi kebutuhan pembayaran modal kerja serta memenuhi kebutuhan pembayaran capital expenditure, yaitu untuk pembangunan dan pengembangan serta pemeliharaan sisi udara dan sisi darat dari bandara-bandara yang dikelola Perusahaan.

3. Rincian penggunaan dana; Sampai dengan 31 Desember 2020, penggunaan

dana hasil Penawaran Umum Obligasi Berkelanjutan I PT Angkasa Pura II (Persero) Tahap I Tahun 2020 telah terserap sebesar Rp1,29 triliun dengan rincian penggunaan dana sebagai berikut:

2. Plan for the Use of Proceeds; The proceeds from the Public Offering of Shelf

Registration Bonds I Angkasa Pura II Stage I Year 2020, after deducting emission costs, will entirely be used by the Company to make payments for a part of the Company’s outstanding loans, to meet working capital payment needs and to fulfill capital expenditure payments, namely for construction and development as well as maintenance of the air side and land side of airports managed by the Company.

3. Details of the Use of Proceeds; As of December 31, 2020, the use of proceeds from the

Public Offering of Shelf Registration Bonds I PT Angkasa Pura II (Persero) Stage I Year 2020 has been absorbed in the amount of Rp1.29 trillion with details of the use of the proceeds as follows:

No Rincian Penggunaan DanaDetails of the Use of Proceeds Nominal (Rp)

1 Pembayaran Sebagian Outstanding PinjamanPayments for a Part of Outstanding Loans

32.000.000.000

2 Pembayaran Modal Kerja Working capital payments

450.000.000.000

3 Pembayaran Capital ExpenditureCapital Expenditure Payments

806.955.854.957

Total Penggunaan DanaTotal Use of Proceeds

1.288.955.854.957

INFORMASI TRANSAKSI MATERIAL DENGAN PIHAK BERELASI/ AFILIASI

Pihak Berelasi

Orang atau anggota keluarga terdekat mempunyai relasi dengan Perusahaan jika mereka:a. memiliki pengendalian atau pengendalian bersama

atas Perusahaan;b. memiliki pengaruh signifikan atas Perusahaan; atauc. merupakan personil manajemen kunci Perusahaan

atau entitas induk dari Perusahaan.

Suatu pihak dianggap berelasi dengan Perusahaan jika:a. langsung, atau tidak langsung yang melalui satu atau

lebih perantara, suatu pihak (i) mengendalikan, atau dikendalikan, atau berada di bawah pengendalian bersama dengan, Perusahaan; (ii) memiliki kepentingan dalam Perusahaan yang memberikan pengaruh signifikan atas Perusahaan; atau (iii) memiliki pengendalian bersama atas Perusahaan;

INFORMATION ON MATERIAL TRANSACTIONS WITH RELATED PARTIES/ AFFILIATED PARTIES

Related Parties

As individual or family member is related to the Company if it:a. has control or joint control over the Company;

b. has significant influence over the Company; orc. is a member of the key management personnel of the

Company.

A party is considered to be related to the Company if:a. directly, or indirectly through one or more

intermediaries, the party (i) controls, is controlled by, or is under common control with, the Company; (ii) has an interest in the Company that gives it significant influence over the Company; or (iii) has joint control over the Company;


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b. suatu pihak adalah entitas asosiasi Perusahaan;c. suatu pihak adalah ventura bersama dimana

Perusahaan sebagai venturer;d. suatu pihak adalah anggota dari personil manajemen

kunci Perusahaan atau induknya;e. suatu pihak adalah anggota keluarga dekat dari

individu yang diuraikan dalam butir (a) atau (d);f. suatu pihak adalah entitas yang dikendalikan,

dikendalikan bersama atau dipengaruhi signifikan oleh atau di mana hak suara signifikan dimiliki oleh, langsung maupun tidak langsung, individu seperti diuraikan dalam butir (d) atau (e);

g. suatu pihak adalah suatu program imbalan pasca kerja untuk imbalan kerja dari Perusahaan atau entitas yang terkait dengan Perusahaan.

Transaksi dengan Pihak Berelasi

Dalam kegiatan usaha normal, Perusahaan melakukan transaksi dengan pihak-pihak berelasi, yang terafiliasi dengan Perusahaan melalui kepemilikan langsung dan tidak langsung, dan/atau di bawah kendali pihak yang sama.

Rincian sifat hubungan dan jenis transaksi yang signifikan dengan pihak berelasi adalah sebagai berikut:

b. the party is an associate of the Company;c. the party is a joint venture in which the Company is a

venturer;d. the party is a member of the key management personnel

of the Company or its parent;e. the party is a close member of the family of any

individual referred to in (a) or (d);f. the party is an entity that is controlled, jointly controlled

or significantly influenced by or for which significant voting power in such entity resides with, directly or indirectly, any individual referred to in (d) or (e);

g. the party is a post-employment benefit plan for the benefit of employees of the Company, or of any entity that is a related party of the Company.

Transaction with Related Parties

In the normal course of business, the Group entered into transactions with related parties, which is affiliated with the Group through direct and indirect ownership and / or under the control of the same party.

Details of the nature of relationship and type of significant transaction with related parties are as follows:

StrategiStrategy

KebijakanPolicy


PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia

Penempatan kas dan setara kas dan Fasilitas pinjaman berjangkaPlacement of cash and cash equivalents andvterm loan facilities

PT Bank Negara Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia


PT Bank Rakyat Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia


PT Bank Tabungan Negara (Persero) Tbk Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia


Lembaga Pembiayaan Ekspor Impor Indonesia (EXIM)

Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia


PT Bank Rakyat Indonesia Agroniaga Tbk Dikendalikan oleh PT Bank Rakyat Indonesia (Persero) TbkControlled by PT Bank Rakyat Indonesia (Persero) Tbk

Penempatan kas dan setara kasPlacement of Cash and Cash Equivalents

PT Bank BNI Syariah Dikendalikan oleh PT Bank Negara Indonesia (Persero) TbkControlled by PT Bank Rakyat Indonesia (Persero) Tbk


PT Bank Syariah Mandiri Dikendalikan oleh PT Bank Mandiri (Persero) TbkControlled by PT Bank Mandiri (Persero) Tbk



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StrategiStrategy

KebijakanPolicy


PT Garuda Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia

Piutang usaha pihak berelasiTrade receivables from related parties

PT Garuda Maintenance Facility AeroAsia Tbk

Dikendalikan oleh PT Garuda Indonesia (Persero) TbkControlled by PT Garuda Indonesia (Persero) Tbk


PT Citilink Indonesia Dikendalikan oleh PT Garuda Indonesia (Persero) TbkControlled by PT Garuda Indonesia (Persero) Tbk


PT Aerofood Indonesia Dikendalikan oleh PT Garuda Indonesia (Persero) TbkControlled by PT Garuda Indonesia (Persero) Tbk


PT Merpati Nusantara Airlines Dikendalikan oleh PT Garuda Indonesia (Persero) TbkControlled by PT Garuda Indonesia (Persero) Tbk


PT Telekomunikasi Indonesia (Persero) Tbk



PT Telekomunikasi Selular Tbk Dikendalikan oleh PT Telekomunikasi Indonesia (Persero)Controlled by PT Telekomunikasi Indonesia (Persero) Tbk


Perum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia



PT Angkasa Pura I (Persero) Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia

Utang usaha pihak berelasiTrade payables to related parties

PT Aero Systems Indonesia Dikendalikan oleh PT Garuda Indonesia (Persero) TbkControlled by PT Garuda Indonesia (Persero) Tbk

Utang usaha pihak berelasiTrade payables to related parties

PT Pertamina (Persero) Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia

Jasa pengisian bahan bakar pesawat udaraAirplane refueling services

PT Hutama Karya (Persero) Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia

Jasa kontraktorContractor services

PT PP (Persero) Tbk Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia


PT Adhi Karya (Persero) Tbk Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia


PT Wijaya Karya (Persero) Tbk Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia


PT Waskita Karya (Persero) Tbk Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia


PT Sarana Multi Infrastruktur (Persero) Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia

Fasilitas pinjaman berjangkaTerm Loan Facility

PT Indonesia Infrastructure Finance Dikendalikan oleh Pemerintah Republik IndonesiaControlled by the Government of the Republic of Indonesia

Fasilitas pinjaman berjangkaTerm Loan Facility

PT Purantara Mitra Angkasa Dua Entitas asosiasiAssociated Entity

Penyertaan sahamInvestment in shares

PT Railink Entitas asosiasiAssociated Entity


PT Bandar Udara Internasional Jawa Barat

Entitas asosiasiAssociated Entity



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Kebijakan perusahaan terkait dengan mekanisme review atas transaksi

Perusahaan memiliki kebijakan dalam mereview transaksi dengan pihak berelasi melalui mekanisme evaluasi kontrak dan perjanjian kerjasama sesuai pelaksanaan kontrak dan ketentuan peraturan-perundangan dan peraturan perusahaan yang terkait.

Penjelasan mengenai kewajaran transaksi

Perusahaan menilai bahwa transaksi yang dilakukan dengan pihak berelasi dalam rangka proses bisnis masih dalam batas kewajaran.

Pemenuhan ketentuan terkait

Perusahaan menilai bahwa transaksi yang dilakukan dengan pihak berelasi dalam rangka proses bisnis telah memenuhi ketentuan peraturan-perundangan yang terkait dan perjanjian kerja sama.

PERUBAHAN PERATURAN PERUNDANG-UNDANGAN YANG BERPENGARUH SIGNIFIKAN

Tahun 2020, terdapat perubahan peraturan perundang-undangan yang berpengaruh signifikan terhadap perusahaan. Adapun perubahan peraturan perundang-undangan tersebut diuraikan sebagai berikut:

Company policy related to the reviewing mechanism of the transactions

The Company has a policy in reviewing transactions with related parties through contract evaluation mechanisms and cooperation agreements in accordance with the implementation of the contract and the provisions of the relevant statutory regulations.

Explanation of the fairness of the transactions

The Company considers that transactions conducted with related parties in the framework of business processes are still within reasonable limits.

Compliance with relevant provisions

The Company considers that the transactions carried out with related parties in the context of business processes have fulfilled the provisions of the relevant laws and cooperation agreements.

STATUTORY REGULATIONS AMENDMENT AFFECTING SIGNIFICANTLY

In 2020, there were amendments in statutory regulations that have significant effects on the Company. The amendments to the statutory regulations are described as follows:

Nama Peraturan Perundang-undanganName of Statutory Regulations

UraianDescription

DampakImpact

Peraturan Pemerintah Nomor 35 Tahun 2021 (PP 35/2021)Government Regulation No. 35 of 2021 (PP 35/2021)

Pada tanggal 2 Februari 2021, Pemerintah mengundangkan dan memberlakukan Peraturan Pemerintah Nomor 35 Tahun 2021 (PP 35/2021) untuk melaksanakan ketentuan Pasal 81 dan Pasal 185 (b) UU No. 11/2020 mengenai Cipta Kerja yang bertujuan untuk menciptakan lapangan kerja yang seluasluasnya.

PP 35/2021 mengatur mengenai perjanjian kerja waktu tertentu (karyawan tidak tetap), alih daya, waktu kerja, waktu istirahat dan pemutusan hubungan kerja, yang dapat mempengaruhi manfaat imbalan minimum yang harus diberikan kepada karyawan.

On February 2, 2021, the Government promulgated and enforced Government Regulation No. 35 of 2021 (PP 35/2021) to implement the provisions of Article 81 and Article 185 (b) of Law no. 11/2020 on Job Creation which aims to create the widest possible job opportunities.

PP 35/2021 regulates work agreements for a certain period of time (non-permanent employees), outsourcing, working hours, resting hours and termination of employment, which can affect the minimum benefits that must be given to employees.

Perusahaan masih mengevaluasi dampak potensial penerapan peraturan pelaksana PP 35/2021, termasukdampaknya pada laporan keuangan konsolidasian Perusahaan untuk periode pelaporan berikutnya.The Company is still evaluating the potential impact of applying the implementing regulations of Government Regulation (PP) 35/2021, including the impact on the Company’s consolidated financial statements for the next reporting period.


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PERUBAHAN KEBIJAKAN AKUNTANSI

Pada tahun 2020, Perusahaan dan Entitas Anak telah menerapkan semua standar akuntansi revisi serta interpretasi yang dikeluarkan oleh Dewan Standar Akuntansi Keuangan dari Ikatan Akuntan Indonesia yang relevan dengan operasinya dan efektif untuk periode akuntansi yang dimulai pada tanggal 1 Januari 2020.

Standar Akuntansi Yang Telah Disahkan Namun Belum Berlaku Efektif

Standar akuntansi dan interpretasi yang telah disahkan oleh Dewan Standar Akuntansi Keuangan (DSAK), tetapi belum berlaku efektif untuk laporan keuangan konsolidasian tahun berjalan diungkapan dibawah ini. Perusahaan bermaksud untuk menerapkan standar tersebut, jika dipandang relevan, saat telah menjadi efektif.a. Amendemen PSAK 73: Sewa tentang Konsesi Sewa

terkait COVID-19, berlaku efektif untuk periode pelaporan tahunan yang dimulai pada atau setelah 1 Juni 2020 dan penerapan dini diperkenankan.

CHANGES IN ACCOUNTING POLICY

In 2020, the Company and Subsidiaries have applied all revised accounting standards and interpretations issued by the Indonesian Financial Accounting Standards Board (DSAK) of the Institute of Indonesia Chartered Accountants that are relevant to its operations and are effective for accounting periods beginning on January 1, 2020.

Accounting Standards Issued But Not Yet Effective

The standards and interpretations that are issued by the Indonesian Financial Accounting Standards Board (DSAK), but not yet effective for current consolidated financial statements are disclosed below. The Company intends to adopt these standards, if applicable, when they become effective.

a. Amendments to PSAK 73: Leases regarding Lease Concessions related to COVID-19, are effective for the annual reporting period starting on or after June 1, 2020 and early adoption is permitted.


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Amandemen tersebut memberikan kelonggaran bagi lessee untuk menerapkan pedoman PSAK 73 tentang modifikasi sewa akuntansi untuk konsesi sewa yang timbul sebagai akibat langsung dari pandemi COVID-19. Sebagai cara praktis, lessee dapat memilih untuk tidak menilai apakah konsesi sewa terkait COVID-19 dari lessor merupakan modifikasi sewa. Lessee yang membuat pemilihan ini memperhitungkan setiap perubahan dalam pembayaran sewa yang dihasilkan dari konsesi sewa terkait COVID-19 dengan cara yang sama akan menjelaskan perubahan berdasarkan PSAK 73, jika perubahan tersebut bukan merupakan modifikasi sewa.

b. Amendemen PSAK 22: Kombinasi Bisnis tentang Definisi Bisnis, efektif untuk kombinasi bisnis yang tanggal akuisisinya pada atau setelah awal periode tahun buku yang dimulai pada atau setelah tanggal 1 Januari 2021 dan untuk akuisisi aset yang terjadi pada atau setelah awal periode tersebut dengan penerapan lebih dini diperkenankan.

Amandemen PSAK 22 Kombinasi Bisnis mengklarifikasi unsur bisnis bahwa untuk dipertimbangkan sebagai

The amendments provide leeway for lessees to apply the PSAK 73 guidelines regarding modification of accounting leases for lease concessions arising as a direct result of the COVID-19 pandemic. As a practical way, the lessee may choose not to assess whether the lessor’s COVID-19-related lease concessions constitute a modification of the lease. The lessee who made this selection took into account any changes in lease payments resulting from the COVID-19 related lease in the same way would account for the changes under PSAK 73, if the changes were not lease modifications.

b. Amendments to PSAK 22: Business Combinations concerning Business Definitions, are effective for business combinations whose acquisition date is on or after the beginning of the financial year period beginning on or after January 1, 2021 and for assets acquisitions that occur at or after the beginning of that period with earlier application is permitted.

Amendments to PSAK 22 Business Combinations clarify the business element that to be considered as


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suatu bisnis, suatu rangkaian terintegrasi dari aktivitas dan aset yang diakuisi mencakup, minimum, input dan proses substantif yang bersama-sama berkontribusi secara signifikan terhadap kemampuan untuk menghasilkan output.

c. Amendemen PSAK 71: Instrumen Keuangan, Amendemen PSAK 55: Instrumen Keuangan: Pengakuan dan Pengukuran, Amendemen PSAK 60: Instrumen Keuangan: Pengungkapan, Amendemen PSAK 62: Kontrak Asuransi dan Amendemen PSAK 73: Sewa tentang Reformasi Acuan Suku Bunga – Tahap 2, berlaku efektif per 1 Januari 2021 dengan penerapan lebih dini diperkenankan.

Reformasi Acuan Suku Bunga - Tahap 2 membahas isu yang mungkin mempengaruhi pelaporan keuangan selama reformasi acuan suku bunga, termasuk dampak perubahan arus kas kontraktual atau hubungan lindung nilai yang timbul dari penggantian acuan suku bunga dengan acuan alternatif yang baru. Amendemen ini mengubah persyaratan dalam PSAK 71: Instrumen Keuangan, PSAK 55: Instrumen Keuangan: Pengakuan dan Pengukuran, PSAK 60: Instrumen Keuangan: Pengungkapan, PSAK 62: Kontrak Asuransi dan PSAK 73: Sewa yang terkait dengan:• perubahan dasar untuk menentukan arus

kas kontraktual dari aset keuangan, liabilitas keuangan dan liabilitas sewa;

• akuntansi lindung nilai; dan • pengungkapan.

Reformasi Acuan Suku Bunga - Tahap 2 hanya berlaku untuk perubahan yang disyaratkan oleh reformasi acuan suku bunga untuk instrument keuangan dan hubungan lindung nilai.

d. Amendemen PSAK 57: Provisi, Liabilitas Kontinjensi, dan Aset Kontinjensi tentang Kontrak Memberatkan - Biaya Memenuhi Kontrak, berlaku efektif pada 1 Januari 2022 dengan penerapan dini diperkenankan.

Amendemen ini mengklarifikasi biaya untuk memenuhi suatu kontrak dalam kaitannya dalam menentukan apakah suatu kontrak merupakan kontrak memberatkan.

Amendemen PSAK 57 mengatur bahwa biaya untuk memenuhi kontrak meliputi biaya yang berhubungan langsung dengan kontrak. Biaya yang berhubungan langsung dengan kontrak terdiri dari:

a business, an integrated set of activities and assets acquired includes, as a minimum, substantive inputs and processes that together contribute significantly to the ability to produce outputs.

c. Amendments to PSAK 71: Financial Instruments, Amendments to PSAK 55: Financial Instruments: Recognition and Measurement, Amendments to PSAK 60: Financial Instruments: Disclosures, Amendments to PSAK 62: Insurance Contracts and Amendments to PSAK 73: Leases on Interest Rate Benchmark Reform - Phase 2, effective January 1, 2021 with earlier application is permitted.

Interest Rate Benchmark Reform—Phase 2, address issues that might affect financial reporting during the reform of an interest rate benchmark, including the effects of changes to contractual cash flows or hedging relationships arising from the replacement of an interest rate benchmark with an alternative benchmark. This amendment amends the requirements in PSAK 71: Financial Instruments, PSAK 55: Financial Instruments: Recognition and Measurement, PSAK 60: Financial Instruments: Disclosures, PSAK 62: Insurance Contracts and PSAK 73: Leases related to:

• Changes in the basis for determining contractual cash flows of financial assets, financial liabilities and lease liabilities;

• Hedge accounting; and • disclosures.

Interest Rate Benchmark Reform—Phase 2 apply only to changes required by the interest rate benchmark reform to financial instruments and hedging relationships.

d. Amendments to PSAK 57: Provisions, Contingent Liabilities, and Contingent Assets regarding Aggravating Contracts - Contract Fulfillment Costs, effective January 1, 2022 with earlier application is permitted.

This amendment clarifies the cost of fulfilling a contract in relation to determining whether a contract is an aggravating contract.

Amendments to PSAK 57 requires that costs to fulfill contracts include costs that are directly related to the contract. Costs that are directly related to the contract consist of:


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1. biaya inkremental untuk memenuhi kontrak tersebut, dan

2. alokasi biaya lain yang berhubungan langsung untuk memenuhi kontrak.

Entitas menerapkan amendemen tersebut pada kontrak yang belum terpenuhi semua kewajibannya pada awal periode pelaporan tahunan yang mana entitas pertama kali menerapkan amendemen (tanggal aplikasi awal). Entitas tidak menyajikan Kembali informasi komparatif. Sebagai gantinya, entitas mengakui dampak kumulatif dari penerapan awal amendemen sebagai penyesuaian terhadap saldo awal atas saldo laba atau komponen ekuitas lainnya, sebagaimana mestinya, pada tanggal aplikasi awal.

e. Amendemen PSAK 1: Penyajian Laporan Keuangan tentang Klasifikasi Liabilitas sebagai Jangka Pendek atau Jangka Panjang, efektif untuk periode pelaporan tahunan yang dimulai pada atau setelah 1 Januari 2023 dan harus diterapkan secara retrospektif dengan penerapan lebih dini diperkenankan.

Amandemen menentukan persyaratan untuk mengklasifikasikan liabilitas sebagai jangka pendek atau jangka panjang. Amandemen tersebut menjelaskan:• Apa yang dimaksud dengan hak untuk

menangguhkan penyelesaian• Bahwa hak entitas untuk menangguhkan

penyelesaian liabilitas harus ada pada akhir periode pelaporan

• Klasifikasi tersebut tidak terpengaruh oleh kemungkinan bahwa entitas akan menggunakan haknya untuk menangguhkan penyelesaian liabilitas

• Hanya jika suatu derivatif melekat dalam liabilitas konvertibel merupakan instrument ekuitas saja, penggunaan frasa liabilitas tidak akan memengaruhi klasifikasinya

Alasan perubahan kebijakan akuntansi

Penerapan perubahaan kebijakan akuntansi mengikuti perubahan standar akuntansi revisi serta interpretasi yang dikeluarkan oleh Dewan Standar Akuntansi Keuangan dari Ikatan Akuntan Indonesia yang relevan dengan operasi bisnis Perusahaan.

1. incremental costs of fulfilling the contract, and2. allocation of other costs that are directly related to

fulfill the contract.

An entity applies the amendment to a contract that has not fulfilled all of its obligations at the beginning of the annual reporting period in which the entity first applied the amendment (initial application date). The entity does not restate comparative information. Instead, an entity recognizes the cumulative effect of the initial application of the amendments as an adjustment to the beginning balance of retained earnings or other components of equity, as appropriate, at the date of initial application.

e. Amendments to PSAK 1: Presentation of Financial Statements regarding the Classification of Liabilities as Short Term or Long Term, is effective for the annual reporting period beginning on or after January 1, 2023 and should be applied retrospectively with earlier application is permitted.

The amendment determines the requirements for classifying liabilities as short term or long term. The amendment explains:

• What is meant by the right to defer settlement

• That the entity’s right to defer settlement of the liabilities must exist at the end of the reporting period

• The classification is not affected by the possibility that the entity will exercise its right to defer settlement of the liabilities

• Only if a derivative embedded in convertible liabilities is an equity instrument only, the use of the phrase liabilities not affect its classification.

Reasons for changing accounting policies

The adoption of changes in accounting policies follows changes in revised accounting standards and interpretations issued by the Financial Accounting Standards Board of the Institute of Indonesia Chartered Accountants that are relevant to the Company’s business operations.


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Dampaknya terhadap laporan keuangan

Penerapan sedang mengevaluasi dampak dari standar akuntansi tersebut dan belum menentukan dampaknya terhadap laporan keuangan konsolidasian.

INFORMASI KELANGSUNGAN USAHA

Hal-Hal yang Berpotensi Berpengaruh Signifikan terhadap Kelangsungan Usaha

Sampai dengan tahun 2020, Angkasa Pura II terdapat hal-hal yang berpengaruh signifikan terhadap kelangsungan usaha, yaitu:• Penyebaran virus COVID-19 ke seluruh penjuru

dunia termasuk Indonesia yang menyebabkan ketidakpastian makro ekonomi sehubungan dengan volatilitas nilai tukar mata uang asing, harga dan permintaan. Kondisi ini berdampak pada menurunnya secara signifikan operasi dan kondisi keuangan Perusahaan. Perkembangan masa depan mungkin berubah akibat perubahan pasar atau situasi lainnya di luar kendali Perusahaan. Peningkatan jumlah infeksi virus COVID-19 yang signifikan atau penyebaran yang berkepanjangan dapat mempengaruhi Indonesia dan operasi Perusahaan. Manajemen akan terus memantau hal ini dan mengatasi risiko dan ketidakpastian terkait hal ini di masa mendatang.

Asumsi Dasar dan Assessment Kelangsungan Usaha

Asumsi tersebut berlandaskan pada posisi Angkasa Pura II, jika dilihat dari analisis kekuatan (strengths) dan kelemahan (weaknesses), peluang (opportunities) dan hambatan (threatment), serta identifikasi. Dari analisa tersebut, telah menghasilkan asumsi-asumsi yang menjelaskan tentang kondisi ekternal dan kondisi internal Perseroan, yaitu sebagai berikut:a. Kondisi Eksternal

1) Kondisi Ekonomi Kesepakatan asumsi makro tersebut tidak lepas

dari adanya pengaruh dari faktor eksternal dan faktor internal. Dari faktor eksternal, kondisi perekonomian dunia masih belum stabil, akibat adanya pandemi COVID-19.

Impact on financial statements

The adoption is currently being evaluated of the impact of these accounting standards and has not yet determined the impact on the consolidated financial statements.

BUSINESS CONTINUITY INFORMATION

Matters that Potentially Have Significant Impact on Business Continuity

Until 2020, Angkasa Pura II has matters that significantly affect the business continuity, namely:

• The spread of the COVID-19 virus throughout the world, including Indonesia, which has caused macroeconomic uncertainty in relation to the volatility of foreign currency exchange rates, prices and demand. This condition resulted in a significant decline in the Company’s operations and financial condition. Future developments may change as a result of market changes or other situations beyond the Company’s control. A significant increase in the number of COVID-19 virus infections or prolonged spread could affect Indonesia and the Company’s operations. Management will continue to monitor this and address the risks and uncertainties associated with this in the future.

Basic Assumptions and Assessment of Business Continuity

This assumption is based on the position of Angkasa Pura II, when viewed from the analysis of strengths and weaknesses, opportunities and threats, and identification. From this analysis, assumptions have been generated that explain the external conditions and internal conditions of the Company, which are as follows:

a. External Conditions 1) Economic Conditions The agreement on macro assumptions cannot

be separated from the influence of external and internal factors. From external factors, world economic conditions are still unstable due to the COVID-19 pandemic.


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Namun demikian, secara konsisten pemerintah terus melakukan stimulus dan program-program Pemulihan Ekonomi Nasional (PEN), yang diharapkan dapat mempercepat perbaikan pertumbuhan ekonomi dan menjaga stabilitas ekonomi makro serta mendorong investasi.

2) Industri Pandemi Virus COVID-19 yang terjadi di awal

tahun 2020 sangat mempengaruhi seluruh sektor perekonomian dimana dampak terbesar adalah pada sektor pariwisata dan transportasi. Pada awal terjadinya pandemi beberapa negara mengambil kebijakan menutup akses keluar/masuk ke negaranya, dengan ditutupnya akses tersebut berimbas pada menurunnya jumlah penumpang sehingga banyak maskapai penerbangan yang juga menghentikan sementara kegiatan operasionalnya.

b. Kondisi Internal Dengan kondisi makro ekonomi nasional yang

mengalami tekanan, pada pertengahan tahun 2020, Perusahaan mengajukan untuk melakukan Revisi RKAP yang disesuaikan dengan mengedepankan prinsip financial sustainability guna menghadapi tantangan ekonomi terhadap pandemi COVID-19 dan dalam upaya untuk terus tumbuh secara berkesinambungan dan mengurangi kerugian finansial perusahaan yang lebih besar.

Dengan segala tantangan yang dihadapi perusahaan tahun 2020, Angkasa Pura II menjalankan strategi Business Survival Initiatives yang terdiri dari tiga program yaitu cost leadership, capex disbursement, dan cash flow management. Program itu diterapkan dalam bisnis aeronautika dan non aeronautika.

However, the government consistently continues to carry out stimulus and programs for the National Economic Recovery (PEN), which are expected to accelerate the improvement of economic growth and maintain macroeconomic stability and encourage investment.

2) Industry The COVID-19 virus pandemic that occurred in early

2020 greatly affected all sectors of the economy where the biggest impact was on the tourism and transportation sectors. At the beginning of the pandemic, several countries adopted a policy of closing access to/from their own country, with the closure of this access resulted in a decrease in the number of passengers so that many airlines also temporarily halted their operational activities.

b. Internal Conditions With the national macroeconomic conditions under

pressure, in mid-2020, the Company proposed to revise the RKAP which was adjusted to prioritize the principles of financial sustainability in order to face the economic challenges of the COVID-19 pandemic and in an effort to continue to grow sustainably and reduce greater corporate financial losses.

With all the challenges faced by the Company in 2020, PT Angkasa Pura II (Persero) implemented a Business Survival Initiatives strategy which consists of three programs, namely cost leadership, capex disbursement, and cash flow management. The program was applied in the aeronautical and non-aeronautical businesses.


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Bagi Angkasa Pura II, penerapan GCG merupakan aspek penting dalam rangka meningkatkan dan memaksimalkan nilai

perusahaan, mendorong pengelolaan Angkasa Pura II yang profesional, transparan, dan efisien guna memenuhi kewajiban

secara bertanggung jawab kepada Pemegang Saham, mitra bisnis, serta masyarakat pada umumnya.

For Angkasa Pura II, implementing GCG is an important aspect in order to increase and maximize its value, encourage a professional, transparent and efficient management of Angkasa Pura II to fulfill obligations responsibly to

shareholders, business partners, and the community at large.


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KOMITMEN PENERAPAN GCGGCG IMPLEMENTATION COMMITMENT

Komitmen Penerapan GCG di lingkungan Angkasa Pura II ditegaskan di dalam Anggaran Dasar dan berbagai kebijakan GCG. Segenap insan Angkasa Pura II menerapkan praktik-praktik GCG dalam pengelolaan Perseroan yang dituangkan dalam Pedoman Good Corporate Governance (GCG Code). Segenap insan Angkasa Pura II bertekad untuk selalu menerapkan GCG secara efektif dan efisien, serta menggunakannya sebagai landasan untuk meningkatkan kinerja bisnis yang berkelanjutan dan juga sebagai bentuk pertanggungjawaban Perseroan kepada para pemangku kepentingan.

Komitmen ini diwujudkan antara lain dengan melengkapi infrastruktur GCG yang melandasi penerapan GCG di lingkup Angkasa Pura II, serta melakukan penyempurnaan berbagai softstructure atau perangkat lunak struktur GCG yang dimiliki Perseroan.

Untuk menunjukkan komitmen terhadap pelaksanaan GCG di Angkasa Pura II, GCG Code akan dikaji relevansinya secara berkala guna melihat kesesuaian terhadap kondisi lingkungan bisnis Perseroan yang mutakhir.

Commitment to GCG Implementation within Angkasa Pura II is affirmed in the Articles of Association and various GCG policies. All Angkasa Pura II personnel apply GCG practices in the management of the Company as outlined in the Good Corporate Governance Guidelines (GCG Code). All Angkasa Pura II personnel are determined to always implement GCG effectively and efficiently, and use it as a basis for improving sustainable business performance and also as a form of the Company’s accountability to stakeholders.

This commitment is realized, among others, by completing the GCG infrastructure that underlies the implementation of GCG in the scope of Angkasa Pura II, as well as making improvements to various GCG soft structures owned by the Company.

To show the commitment to GCG implementation at Angkasa Pura II, the GCG Code will be reviewed periodically for its relevance to see its suitability with the latest conditions of the Company’s business environment.

Angkasa Pura II berkomitmen untuk membangun landasan kuat bagi penerapan prinsip tata kelola perusahaan yang

baik dan benar (good corporate governance) atau GCG. Hal tersebut tercermin dari berbagai kebijakan GCG yang telah

menjadi acuan bagi seluruh insan Angkasa Pura II.Dari tahun ke tahun, penerapan prinsip-prinsip tata kelola yang

baik atau Good Corporate Governance (GCG) di seluruh level organisasi. Tujuannya agar Angkasa Pura II dapat terus menjaga dan

meningkatkan akuntabilitas dan kinerja sesuai harapan para pemangku kepentingan. Penerapan prinsip GCG tentunya juga dapat membangun

dan meningkatkan kepercayaan dari para pemangku kepentingan.


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CGKami mendefinisikan GCG sebagai pola pikir dan pola kerja yang diterapkan di seluruh jajaran perusahaan untuk meningkatkan transparansi dan akuntabilitas demi terciptanya sistem manajemen yang efisien dan efektif. Komitmen secara penuh untuk menerapkan prinsip-prinsip GCG dapat menjadi landasan dalam menciptakan nilai tambah yang berkelanjutan bagi kepentingan para pemegang saham, masyarakat secara luas, dan berbagai pemangku kepentingan lainnya (pegawai, konsumen, regulator, mitra kerja, dan lain-lain) baik dalam jangka pendek maupun jangka panjang.

Dalam pengelolaan sumber daya dan usaha, GCG juga akan meningkatkan tanggung jawab manajemen pada pemegang saham (shareholders), pemangku kepentingan (stakeholders), serta mengakomodasi berbagai pihak yang berkepentingan dengan perusahaan seperti kreditor, supplier, asosiasi usaha, konsumen, pekerja, Pemerintah dan masyarakat luas.

We define GCG as a mindset and work pattern that is applied at all levels of the company to increase transparency and accountability for the creation of an efficient and effective management system. Fully committed to implementing GCG principles can be the basis for creating sustainable added value for the interests of shareholders, society at large, and various other stakeholders (employees, consumers, regulators, work partners, etc.) both in short term as well as long term.

In managing resources and business, GCG will also increase management responsibility to shareholders, stakeholders, and accommodate various parties with an interest in the company such as creditors, suppliers, business associations, consumers, workers, the Government and the wide community.

Implementasi Prinsip-prinsip Dasar GCGImplementation of Basic Principles of GCG

Penerapan praktik GCG menjadi landasan proses dan mekanisme pengelolaan entitas usaha berlandaskan kepatuhan terhadap peraturan dan perundang-undangan yang berlaku yang wajib dijalankan seluruh pelaku usaha di dunia, termasuk Indonesia. GCG juga juga dapat digunakan untuk menjaga kepercayaan pemegang saham (shareholders) dan juga pemangku kepentingan (stakeholders).

Bagi Angkasa Pura II, penerapan GCG merupakan aspek penting dalam rangka meningkatkan dan memaksimalkan nilai perusahaan, mendorong pengelolaan Angkasa Pura II yang profesional, transparan, dan efisien guna memenuhi kewajiban secara bertanggung jawab kepada Pemegang Saham, mitra bisnis, serta masyarakat pada umumnya.

The implementation of GCG practices is the basis for the process and mechanism for managing business entities based on compliance with applicable laws and regulations that must be carried out by all business actors in the world, including Indonesia. GCG can also be used to maintain the trust of shareholders and stakeholders.

For Angkasa Pura II, implementing GCG is an important aspect in order to increase and maximize its value, encourage a professional, transparent and efficient management of Angkasa Pura II to fulfill obligations responsibly to shareholders, business partners, and the community at large.


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Melalui penerapan prinsip-prinsip GCG diharapkan mampu memaksimalkan nilai Angkasa Pura II bagi para stakeholders dalam bentuk meningkatnya kinerja dalam bentuk nilai perusahaan dalam jangka panjang serta citra perusahaan. Sehingga semakin menguatkan posisi Angkasa Pura II didalam persaingan global serta pertumbuhan bisnis berkelanjutan.

GCG merupakan sistem sekaligus struktur dalam rangka memberi keyakinan kepada seluruh stakeholders bahwa perusahaan dikelola dan dikendalikan untuk melindungi kepentingan stakeholders sejalan dengan peraturan perundang-undangan dan prinsip-prinsip GCG yaitu:1. Transparansi (transparency), yaitu keterbukaan dalam

melaksanakan proses pengambilan keputusan dan keterbukaan dalam mengungkapkan informasi material dan relevan mengenai perusahaan;

2. Akuntabilitas (accountability), yaitu kejelasan fungsi, pelaksanaan dan pertanggungjawaban Organ sehingga pengelolaan perusahaan terlaksana secara efektif;

3. Tanggung Jawab (responsibility), yaitu kesesuaian di dalam pengelolaan perusahaan terhadap peraturan perundangundangan dan prinsip-prinsip korporasi yang sehat;

4. Independensi (independency), yaitu keadaan di mana perusahaan dikelola secara profesional tanpa benturan kepentingan dan pengaruh/tekanan dari pihak manapun yang tidak sesuai dengan peraturan perundangundangan dan prinsip-prinsip korporasi yang sehat;

5. Kewajaran (fairness), yaitu keadilan dan kesetaraan di dalam memenuhi hak-hak Pemangku Kepentingan (stakeholders) yang timbul berdasarkan perjanjian dan peraturan perundang-undangan.

Through the application of GCG principles, it is expected to be able to maximize the value of Angkasa Pura II for stakeholders in the form of improved performance through long-term corporate value and corporate image. So as to further strengthen the position of Angkasa Pura II in global competition and sustainable business growth.

The GCG is a system as well as a structure in order to provide confidence to all stakeholders that the Company is managed and controlled to protect the interests of stakeholders in line with statutory regulations and GCG principles, namely:

1. Transparency, namely openness in carrying out the decision making process and openness in disclosing material and relevant information about the Company;

2. Accountability, namely clarity of functions, implementation and accountability of Organs so that the Company’s management is carried out effectively;

3. Responsibility, namely compliance in the management of the Company with statutory regulations and sound corporate principles;

4. Independency, namely a situation where the Company is professionally managed without any conflicts of interest and influences/pressures from any parties that are not in accordance with the statutory regulations and sound corporate principles;

5. Fairness, namely fairness and equality in fulfilling the rights of stakeholders that arise based on agreements and statutory regulations.

TUJUAN DAN MANFAAT PENERAPAN GCG

Perseroan mengimplementasikan GCG sebagai sebuah strategi fundamental dalam melakukan transformasi dan turnaround, yang diharapkan dapat menciptakan PT Angkasa Pura II (Persero) sebagai sebuah korporasi yang berkelanjutan (sustainable company). Untuk itu, dengan menerapkan GCG, PT Angkasa Pura II (Persero)bertujuan untuk:1. Mengoptimalkan nilai perusahaan untuk

membangun daya saing yang kuat baik secara nasional maupun internasional, agar dapat menjaga eksistensi dan pertumbuhan secara berkelanjutan;

GCG OBJECTIVES AND BENEFITS

The Company implements GCG as a fundamental strategy in conducting transformation and turnaround, which is expected to create PT Angkasa Pura II (Persero) as a sustainable company. For this reason, by implementing GCG, PT Angkasa Pura II (Persero) aims to:

1. Optimize the value of the Company to build strong competitiveness both nationally and internationally, so that it can maintain its existence and sustainable growth;


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2. Mendorong pengelolaan perusahaan secara profesional, efisien serta efektif selain juga memberdayakan fungsi dan meningkatkan kemandirian organ-organ dalam perusahaan;

3. Mengarahkan serta mengendalikan hubungan kerja antara Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris dan Direksi;

4. Mendorong agar setiap pengambilan keputusan maupun pelaksanaannya harus dilandasi nilai moral yang tinggi dan sesuai dengan peraturan perundang-undangan yang berlaku serta tanggung jawab sosial yang tinggi;

5. Menciptakan sumber daya manusia yang profesional dan akan menjadi dasar

6. Meningkatkan pertanggung jawaban kepada Stakeholders

7. Mencegah terjadinya penyimpangan dalam pengelolaan Perseroan

8. Memperbaiki Budaya Kerja Perseroan.9. Meningkatkan pencitraan Perseroan (Image) yang

semakin baik.

2. Encourage the management of the Company in a professional, efficient and effective manner while also empower functions and increase the independence of the organs in the Company;

3. Direct and control the working relationship between the General Meeting of Shareholders (GMS), the Board of Commissioners and the Board of Directors;

4. Encourage that every decision-making and its implementation must be based on high moral values and in accordance with the statutory regulations that have high social responsibility;

5. Create professional human resources and will become a foundation;

6. Increase accountability to stakeholders;

7. Prevent irregularities in the management of the Company;

8. Improve the Company’s Work Culture;9. Improve the better image of the Company.

Jejak Langkah Pelaksanaan GCGGCG Implementation Milestones

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2002 Angkasa Pura II menerapkan tata kelola perusahaan yang baik berdasarkan standar Kementerian BUMN yang tertuang dalam Keputusan Menteri Badan Usaha Milik Negara Nomor : KEP-117/M-MBU/2002 tanggal 31 Juli 2002 tentang Penerapan Praktek Good Corporate Governance Pada Badan Usaha Milik Negara (BUMN)Angkasa Pura II implements good corporate governance based on the standards of the Ministry of SOE as stated in the Decree of the Minister for State-Owned Enterprises Number: KEP-117 / M-MBU / 2002 dated July 31, 2002 concerning the Implementation of Good Corporate Governance Practices in State Owned Enterprises (SOE)

2007 Angkasa Pura II menyusun Pedoman pelaksanaan Good of Corporate Governance (GCG) dan Pedoman Perilaku (Code of Conduct) di lingkungan PT Angkasa Pura II (Persero) yang ditetapkan dalam keputusan bersama Dewan Komisaris dan Dewan Direksi nomor KEP.448/UM.004/X/APII-2007, KEP.02.03.01/00/10/2007.461Angkasa Pura II compiled Guidelines for the implementation of Good of Corporate Governance (GCG) and Code of Conduct within PT Angkasa Pura II (Persero) which was stipulated in a joint decision of the Board of Commissioners and Board of Directors number KEP.448 / UM. 004 / X / APII-2007, KEP. 02.03.01 / 00/10 / 2007.461

Dilakukan pengukuran penerapan GCG oleh tim Independen menggunakan indikator parameter assessment berdasarkan Surat Kementerian Negara BUMN Nomor S-612/S.MBU/2005 tanggal 19 Oktober 2005, dengan skor 77.80 Measurement of GCG implementation was carried out by the Independent team using the assessment parameter indicator based on the letter of State Ministry of SOE Number S-612 / S.MBU / 2005 dated October 19, 2005, with a score of 77.80


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2009 Dilakukan pengukuran penerapan GCG oleh tim independen menggunakan indikator parameter assessment baru berdasarkan surat Surat Sekretaris Kementerian Negara BUMN Nomor S-168/MBU/2008 tanggal 27 Juni 2008. dan mendapatkan nilai sebesar 80.63Measurement of GCG implementation was carried out by an independent team using a new assessment parameter indicator based on the Letter of the Secretary of the State Ministry for SOEs Number S-168 / MBU / 2008 dated June 27, 2008 with a score of 80.63

2012 Dilakukan pengukuran penerapan GCG oleh tim Internal menggunakan indikator parameter assessment baru berdasarkan Surat Keputusan Sekretaris Kementerian Badan Usaha Milik Negara Nomor SK-16/S.MBU/2012 tentang Indikator/Parameter Penilaian Dan Evaluasi Atas Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) Pada Badan Usaha Milik Negara. dan mendapatkan skor 82.08The internal team measures the implementation of GCG using new assessment parameter indicators based on the letterDecree of the Secretary of the Ministry of State-Owned Enterprises Number SK-16 / S.MBU / 2012 concerning Indicators / Parameters for Assessment and Evaluation of the Implementation of Good Corporate Governance in State-Owned Enterprises with a score of of 82.08

2014 Dilakukan revisi atas Pedoman Tata Kelola Perusahaan Nomor : KEP.448/UM.004/X/APII-2007, KEP.02.03.01/00/10/2007.461 tentang Pedoman pelaksanaan Good of Corporate Governance (GCG) dan Pedoman Perilaku (Code of Conduct) di lingkungan PT Angkasa Pura II (Persero) yang dicabut dan digantikan dengan Pedoman Tata Kelola Perusahaan Nomor : DKOM.390.1/HK.201/APII-2014 & KEP.02.03.01/08/2014.3A revision was made to the Corporate Governance Guidelines Number: KEP.448 / UM.004 / X / APII-2007, KEP.02.03.01 / 00/10 / 2007.461 concerning Guidelines for the implementation of Good Corporate Governance (GCG) and Code of Conduct within PT Angkasa Pura II (Persero) which was revoked and replaced by Corporate Governance Guidelines Number: DKOM.390.1 / HK.201 / APII-2014 & KEP.02.03.01 / 08 / 2014.3

Diterbikan Pedoman Pengelolaan dan Pengendalian Gratifikasi Di Lingkungan PT Angkasa Pura II (Persero) yang ditetapkan dalam Keputusan Bersama Dewan Komisaris dan Dewan Direksi PT Angkasa Pura II (Persero) Nomor DKOM.036.2/HK.201/APII-2014 & KEP.02.03.01/01/2014Issuance of Guidelines for the Management and Control of Gratuities within PT Angkasa Pura II (Persero) which were stipulated in the Joint Decree of the Board of Commissioners and Board of Directors of PT Angkasa Pura II (Persero) Number DKOM.036.2 / HK.201 / APII-2014 & KEP.02.03.01 / 01/2014

Diterbikan Pedoman Perilaku (Code of Conduct) Insan Perusahaan yang ditetapkan dalam Keputusan Bersama Dewan Komisaris Dan Direksi PT Angkasa Pura II (Persero) Nomor : DKOM.036.1/HK.201/APII-2014 & KEP.02.03.01/01/2014.1Issuance of Code of Conduct for the Company’s Individuals as stipulated in the Joint Decree of the Board of Commissioners and Board of Directors of PT Angkasa Pura II (Persero) Number: DKOM.036.1 / HK.201 / APII-2014 & KEP.02.03.01 / 01 / 2014.1

Diterbitkan Pedoman Sistem Pengaduan Pelanggaran (Whistle-Blowing System) PT Angkasa Pura II (Persero) yang ditetapkan dalam keputusan bersama Dewan Komisaris dan Direksi PT Angkasa Pura II (Persero) Nomor : DKOM.036.3/HK.201/APII-2014 & KEP.02.03/00/01/2014/082Issuance of the Guidelines for the Whistle-Blowing System of PT Angkasa Pura II (Persero) as stipulated in a joint decision of the Board of Commissioners and Board of Directors of PT Angkasa Pura II (Persero) Number: DKOM.036.3 / HK.201 / APII-2014 & KEP. 02.03 / 00/01/2014/082

Diterbitkan Pedoman Pengisian dan Penyampaian Laporan Harta Kekayaan Penyelenggara Negara (LHKPN) di Lingkungan PT Angkasa Pura II (Persero) yang ditetapkan dalam Keputusan Direksi PT Angkasa Pura II (Persero) Nomor : KEP.02.03/08/2014Issuance of Guidelines for Completion and Submission of Wealth Statements for State Administrators (LHKPN) within PT Angkasa Pura II (Persero) as stipulated in the Decree of the Board of Directors of PT Angkasa Pura II (Persero) Number: KEP.02.03 / 08/2014

2015 Angkasa Pura II mendapatkan predikat “sangat baik” untuk penilaian penerapan GCG yang diukur dengan menggunakan parameter berdasarkan Surat Keputusan Sekretaris Kementerian Badan Usaha Milik Negara Nomor SK-16/S.MBU/2012 tentang Indikator/Parameter Penilaian Dan Evaluasi Atas Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) Pada Badan Usaha Milik NegaraAngkasa Pura II received the predicate “very good” for the assessment of GCG implementation as measured by using parameters based on the Decree of the Secretary of the Ministry of State-Owned Enterprises Number SK-16 / S.MBU / 2012 concerning Indicators / Parameters for Assessment and Evaluation of Implementation Good Corporate Governance at State-Owned Enterprises

2016 Diterbitkan Pedoman Penanganan Benturan Kepentingan (Conflict Of Interest) di Lingkungan PT Angkasa Pura II (Persero) yang ditetapkan dalam peraturan Direksi Nomor : PD.16.01/03/2016/0012Issuance of Guidelines for Handling Conflict of Interest in PT Angkasa Pura II (Persero) as stipulated in the Board of Directors Regulation Number: PD.16.01 / 03/2016/0012

2018 Angkasa Pura II mendapatkan predikat “Most Trusted Company” pada ajang penganugrahan Corporate Governance Perception Index (CGPI) oleh Indonesia Institute for Corporate Governance (IICG) untuk penerapan GCG tahun 2017Angkasa Pura II received the title of “Most Trusted Company” at the Corporate Governance Perception Index (CGPI) awarding ceremony by the Indonesia Institute for Corporate Governance (IICG) for the implementation of GCG in 2017


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Structure and Mechanicm

Struktur dan Mekanisme GCGGCG Structure and Mechanicm

STRUKTUR GCG DAN KESESUAIAN TERHADAP PERATURAN PERUNDANG-UNDANGAN YANG BERLAKU

Berdasarkan Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas, infrastruktur keorganisasian sebuah Perseroan Terbatas mencakup kepentingan pemegang saham yang dituangkan melalui Rapat Umum Pemegang Saham (RUPS); Direksi dengan tugasnya untuk mengelola; serta Dewan Komisaris yang berfungsi melakukan pengawasan. Sistem kepengurusan Perseroan Terbatas menganut model 2 (dua) badan (two tier system), yaitu Dewan Komisaris dan Direksi, yang memiliki wewenang dan tanggung jawab yang jelas sesuai fungsinya masing-masing sebagaimana diamanahkan dalam peraturan dan perundang-undangan.

Angkasa Pura II telah memiliki ketiga organ utama tersebut, baik RUPS, Dewan Komisaris dan Direksi. Berdasarkan Board Manual, bahwa organ Perseroan terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris, dan Direksi. RUPS adalah organ Perseroan yang mempunyai wewenang yang tidak diberikan kepada Direksi atau Dewan Komisaris dalam batas yang ditentukan dalam peraturan perundangundangan dan/atau Anggaran Dasar. Dewan Komisaris adalah organ Perseroan yang bertugas melakukan pengawasan secara umum dan/atau khusus sesuai dengan Anggaran Dasar serta memberi nasihat kepada Direksi. Sementara Direksi adalah organ

TahunYear


2020 Perusahaan membangun sistem manajemen anti penyuapan Perusahaan berbasis ISO 37001:2016 yang ditetapkan dalam Peraturan Bersama Dewan Komisaris dan Direksi PT Angkasa Pura II (Persero) Nomor : CO.01.02/00/10/2020/0211 & PD.01.02/10/2020/0056The company builds an ISO 37001: 2016-based corporate anti-bribery management system as stipulated in the Joint Regulation of the Board of Commissioners and Board of Directors of PT Angkasa Pura II (Persero) Number: CO.01.02 / 00/10/2020/0211 & PD.01.02 / 10/2020 / 0056

Angkasa Pura II (persero) mendapatkan sertifikasi ISO 37001:2016 untuk sistem manajemen anti penyuapan perusahaan.Angkasa Pura II (Persero) received ISO 37001: 2016 certification for the company’s anti-bribery management system.

GCG STRUCTURE AND COMPLIANCE WITH APPLICABLE LAWS AND REGULATIONS

Based on Law No. 40 Year 2007 concerning Limited Liability Companies, the organizational infrastructure of a Limited Liability Company includes the interests of shareholders as outlined in the General Meeting of Shareholders (GMS); Directors with their duties to manage; as well as the Board of Commissioners whose function is to supervise. The management system of a Limited Liability Company adheres to a 2 (two) body model (two tier system), namely the Board of Commissioners and the Board of Directors, which have clear powers and responsibilities according to their respective functions as mandated in the laws and regulations.

Angkasa Pura II already has the three main organs, both the GMS, the Board of Commissioners and the Board of Directors. Based on the Board Manual, the Company’s organs consist of the General Meeting of Shareholders (GMS), the Board of Commissioners and the Board of Directors. The GMS is an organ of the Company that has the authority not given to the Board of Directors or the Board of Commissioners within the limits specified in the laws and regulations and / or the Articles of Association. The Board of Commissioners is an organ of the Company that is tasked with conducting general and / or specific supervision in accordance with the Articles of Association and providing advice to the Board of Directors. Meanwhile, the Board of


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Perseroan yang berwenang dan bertanggung jawab penuh atas pengurusan Perseroan untuk kepentingan Perseroan, sesuai dengan maksud dan tujuan Perseroan serta mewakili Perseroan, baik di dalam maupun di luar pengadilan sesuai dengan ketentuan Anggaran Dasar.

Ketiga organ Perseroan tersebut memainkan peran kunci dalam keberhasilan pelaksanaan GCG. Organ Perseroan menjalankan fungsinya sesuai dengan ketentuan perundangundangan, Anggaran Dasar dan ketentuan lainnya atas dasar prinsip bahwa masing-masing organ mempunyai independensi dalam melaksanakan tugas, fungsi dan tanggung jawabnya untuk kepentingan Perseroan.

Directors is an organ of the Company which is authorized and fully responsible for the management of the Company for the interests of the Company, in accordance with the aims and objectives of the Company and represents the Company, both inside and outside the court in accordance with the provisions of the Articles of Association.

These three organs of the Company play a key role in the successful implementation of GCG. The Company’s organs carry out their functions in accordance with statutory provisions, the Articles of Association and other provisions on the basis of the principle that each organ has independence in carrying out its duties, functions and responsibilities for the benefit of the Company.

Rapat UmumPemegang Saham (RUPS)

General Meeting of Shareholders (GMS)

Komite AuditAudit Committee

Komite Manajemen Risiko & SDMAudit Comitee

Risk Management & HR Committte

Sekretaris Perusahaan & Legal

Corporate Secretary & Legal

Satuan Pengawas Internal

Internal Auditor

Unit Kerja LainnyaAudit Comitee

Other Working Unit



PENANGUNGJAWAB IMPLEMENTASI GCG DI LINGKUP ANGKASA PURA II

Direksi telah menunjuk Director of Human Capital, General Affairs & IT sebagai Direktur yang bertanggung jawab terhadap penerapan dan pemantauan Tata Kelola Perusahaan yang baik melalui keputusan direksi nomor KEP.02.03/00/06/2015/0313 tentang Penunjukan Director of Human Capital, General Affairs & IT Sebagai Penanggungjawab dalam penerapan dan pemantauan tata kelola perusahaan yang baik.

PERSON IN CHARGE OF GCG IMPLEMENTATION IN ANGKASA PURA II

The Board of Directors has appointed the Director of Human Capital, General Affairs & IT as Director who is responsible for the implementation and monitoring of Good Corporate Governance through the decision of the board of directors number KEP.02.03 / 00/06/2015/0313 concerning the Appointment of the Director of Human Capital, General Affairs & IT Responsible for the implementation and monitoring of good corporate governance.


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Tugas dan tanggung jawab Direktur sebagai penanggungjawab GCG adalah:1. Menyusun rencana kerja yang diperlukan untuk

memastikan perusahaan memenuhi pedoman penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara dan peraturan perundang-undangan lainnya dalam rangka melaksanakan prinsip-prinsip Tata Kelola Perusahaan yang Baik;

2. Memantau dan menjaga agar kegiatan usaha perusahaan tidak menyimpang dari ketentuan yang berlaku;

3. Memantau dan menjaga kepatuhan perusahaan terhadap seluruh perjanjian dan komitmen yang dibuat oleh perusahan dengan pihak ketiga;

4. Tugas lainnya yang berkaitan dengan Tata Kelola Perusahaan yang Baik.

MEKANISME GCG

Mekanisme GCG merupakan mekanisme implementasi GCG yang tercermin dalam sistem yang kuat. Hal ini menjadi penting, karena implementasi GCG tidak cukup hanya dengan mengandalkan pilar governance structure, melainkan dibutuhkan adanya aturan main yang jelas dalam bentuk mekanisme. Governance mechanism dapat diartikan sebagai aturan main, prosedur dan hubungan yang jelas antara pihak yang mengambil keputusan dengan pihak yang melakukan kontrol (pengawasan) terhadap keputusan tersebut.

Angkasa Pura II telah memiliki aturan main yang lengkap yang terdapat dalam:

The duties and responsibilities of the Director as person in charge of GCG are:1. Develop a work plan necessary to ensure that the

company meets the guidelines for implementing Good Corporate Governance in State-Owned Enterprises and other laws and regulations in order to implement the principles of Good Corporate Governance;

2. Monitor and maintain so that the company’s business activities do not deviate from applicable regulations;

3. Monitor and maintain company compliance with all agreements and commitments made by the company with third parties;

4. Other duties related to Good Corporate Governance.

GCG MECHANISM

The GCG mechanism is a mechanism for implementing GCG which is reflected in a strong system. This becomes important, because the implementation of GCG is not enough just to rely on the pillars of governance structure, but it needs clear rules in the form of mechanisms. Governance mechanism can be interpreted as the rules of the game, procedures and clear relations between the parties that make decisions with those who exercise control (supervision) of these decisions.

Angkasa Pura II already has complete rules of the game contained in:

No Nama Kebijakan GCG GCG Policy Name

No PeraturanRegulations Number

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1 Pedoman Tata Kelola PerusahaanCode of Corporate Governance

CO.01.04/04/00/11/2019/0406PD.01.04/11/2019/0106CO.01.04/04/00/11/2019/0406PD.01.04/11/2019/0106

Mengatur mekanisme hubungan kerja organ Perusahaan (RUPS, Dewan Komisaris dan Direksi) dalam menjalankan tugas sebagai upaya untuk mewujudkan sistem pengelolaan perusahaan secara professional, transparan dan efisien sebagai wujud nyata pelaksanaan prinsip-prinsip GCG di Perusahaan.Regulate the mechanism of work relationships of the Company’s organs (GMS, Board of Commissioners and Board of Directors) in carrying out their duties in an effort to realize a corporate management system that is professional, transparent and efficient as a concrete manifestation of the implementation of GCG principles in the Company.


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IsiContents

2 Board of Commisioner CharterBoard of Director CharterBoard of Commisioner CharterBoard of Director Charter

PD.01.02-08-2017-0041;

PD.01.02-05-2017-0029 sebagaimana telah diubah terakhir dengan perubahan kedua Nomor PD.01.02-12-2018-0110

PD.01.02-08-2017-0041;

PD.01.02-05-2017-0029 as last amended with the second amendment Number PD.01.02-12-2018-0110

Panduan bagi Dewan Komisaris dan Direksi mengenai Tata Kerja Dewan yang harus dipedomani pada tingkat kewenangan dan tanggung jawab masing-masing dalam upaya untuk meningkatkan penerapan GCG di lingkungan PT AP II (Pesero).Guidance for the Board of Commissioners and Board of Directors regarding the Work Procedures of the Board which must be guided at the level of authority and responsibility of each in an effort to improve the implementation of GCG within PT Angkasa Pura II (Persero).

3 Pedoman PerilakuCode of Conduct

KEP.CO.02.03.01/00/10/2018/0406.1;PD.01.04/10/2018/0095KEP.CO.02.03.01/00/10/2018/0406.1;PD.01.04/10/2018/0095

Panduan perilaku bagi seluruh insan Perusahaan yang harus dipatuhi dalam melaksanakan segala aktivitas perusahaan, serta mewujudkan hubungan harmonisasi dengan para pemangku kepentingan dan mewujudkan visi & misi perusahaan secara professional dan beretika bisnis.Code of conduct for all of the Company’s personnels that must be obeyed in carrying out all activities of the Company, as well as creating harmonious relationships with stakeholders and realizing the Company’s vision & mission in a professional and ethical manner.

4 Pedoman Pengendalian GratifikasiGratification Control Guidelines

KEP. CO. 02.03.01/10/2018/0414PD.01.04/10/2018/0088KEP. CO. 02.03.01/10/2018/0414PD.01.04/10/2018/0088

Pedoman bagi seluruh insan PT AP II untuk memahami dan menanggulangi praktik penerimaan dan pemberian hadiah dan hiburan yang bertentangan dengan hukum di perusahaan untuk mewujudkan pengelolaan perusahaan yang bebas dari segala bentuk Korupsi, Kolusi dan Nepotisme (KKN).Guidelines for all personnels of PT Angkasa Pura for understanding and overcoming the implementation of receiving and giving gifts and entertainment that is against the law in the company for realizing a management of the Company that is free from all forms of Corruption, Collusion and Nepotism (KKN).

5 Pedoman Pengaduan PelanggaranViolation Complaint Guideline

DKOM.036.3/HK.201/APII-2014KEP.02.03.01/01/2014.082DKOM.036.3/HK.201/APII-2014KEP.02.03.01/01/2014.082

Tata cara pengelolaan penanganan pengaduan bagi Dewan Komisaris, Direksi, Karyawan serta pihak yang berkepentingan dalam hubungan dengan perusahaan, agar setiap laporan yang dikirimkan terjaga kerahasiaannya dan kasus yang dilaporkan dapat dipertanggungjawabkan serta dapat ditindaklanjuti. Pedoman pengaduan pelanggaran ini sebagai salah satu bentuk peningkatan perlindungan terhadap para pemangku kepentingan dan perlindungan nama baik Perusahaan.Procedures for managing complaints handling for the Board of Commissioners, Board of Directors, Employees and other interested parties in relations with the Company, so that every report submitted is kept confidential and the reported cases can be accounted for and can be acted upon. This violation complaint guideline is one form of increased protection for stakeholders and protection of the Company’s reputation.


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6 Pedoman Pengisian dan Penyampaian Laporan Harta Kekayaan Penyelenggara Negara (LHKPN)Guidelines for Filling and Submiting Report on Assets of States Officials (LHKPN)

PD.01.01/02/2018/0065PD.01.01/02/2018/0065

Pedoman atau panduan kepada seluruh pejabat di Lingkungan PT Angkasa Pura II (Persero) dalam mematuhi penyampaian laporan harta kekayaan penyelenggara negara sehingga mendorong terciptanya penerapan Tata Kelola Perusahaan yang Baik serta menciptakan organisasi dan lingkungan kerja PT Angkasa Pura II (Persero) yang patuh terhadap undang undang dan bebas dari korupsi.Guidelines for all officials in the PT Angkasa Pura II (Persero) environment to comply with statutory regulations so as to encourage the creation of Good Corporate Governance and create an organization and work environment of PT Angkasa Pura II (Persero) that is conducive, clean and free of corruption.

7 Pedoman Umum Manajemen Risiko PT Angkasa Pura II (Persero) General Guidelines for Risk Management of PT Angkasa Pura II (Persero)

CO.16.04/00/02/2020/0040 PD.16.04/02/2020/0012CO.16.04/00/02/2020/0040 PD.16.04/02/2020/0012

Pedoman atau panduan bagi Dewan Komisaris, Direksi dan seluruh insan di lingkungan PT Angkasa Pura II (Persero) dalam pengendalian risiko perusahaan, melekat pada sasaran strategis perusahaan sebagai tolak ukur pencapaian tujuan perusahaan dan terlaksananya aktivitas secara efektif dan efisien. Pedoman ini bertujuan untuk menciptakan dan melindungi nilai perusahaan.Guidelines or guidance for the Board of Commissioners, Board of Directors and all personnel in the environment PT Angkasa Pura II (Persero) in controlling corporate risk, adheres to the company’s strategic objectives as a measure for achieving company goals and carrying out activities effectively and efficiently. These guidelines aim to create and protect corporate value.

8 Internal Audit CharterInternal Audit Charter

PD.16.01/03/2019/0028PD.16.01/03/2019/0028

Pedoman bagi unit Internal Audit sehubungan dengan pengendalian manajemen serta dalam melaksanakan tanggung jawab pengawasan. Internal Audit Charter merupakan Pedoman dalam mengevaluasi efektivitas pengendalian manajemen, manajemen risiko dan proses tata kelola perusahaan.Guidelines for the Internal Audit unit with regard to management control and in carrying out supervisory responsibilities. The Internal Audit Charter is a guideline in evaluating the effectiveness of management control, risk management and corporate governance processes.

9 Sistem Manajemen Anti PenyuapanAnti-Bribery Management System

Co.01.02/00/10/2020/0211PD.01.02/10/2020/0056Co.01.02/00/10/2020/0211PD.01.02/10/2020/0056

Pedoman atau panduan bagi Dewan Komisaris, Direksi dan seluruh insan di lingkungan PT Angkasa Pura II (Persero) dalam meningkatkan sistem pencegahan tindak penyuapan di perusahaan dan melakukan kontrol anti penyuapan. Pedoman Anti Penyuapan ini sebagai salah satu bentuk peningkatan kredibilitas perusahaan sebagai sebuah organisasi yang taat pada peraturan anti-suap dan peraturan pemerintah.Guidelines or guidance for the Board of Commissioners, Board of Directors and all personnel in the environment PT Angkasa Pura II (Persero) in improving the bribery prevention system in companies and implementing anti-bribery controls. The Anti-Bribery Guidelines are a form of increasing the company’s credibility as an organization that adheres to anti-bribery regulations and government regulations.


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SOSIALISASI DAN INTERNALISASI STRUKTUR DAN MEKANISME GCGSOCIALIZATION AND INTERNALIZATION OF GCG STRUCTURE AND MECHANISM

Angkasa Pura II menyadari bahwa penerapan GCG secara sistematis dan konsisten merupakan kebutuhan yang harus dilaksanakan. Penerapan GCG pada Perseroan diharapkan dapat memacu perkembangan bisnis, akuntabilitas serta mewujudkan nilai Pemegang Saham dalam jangka panjang tanpa mengabaikan kepentingan Pemangku Kepentingan lainnya.

Angkasa Pura II melakukan tahapan sosialisasi dan implementasi GCG Code secara berkesinambungan. Tahapan kegiatan tersebut dilaksanakan oleh Unit Kerja yang membidangi GCG. Kegiatan sosialisasi secara berkala sekurang-kurangnya setahun sekali dilakukan terhadap pihak internal maupun eksternal Perseroan.

Sosialisasi terhadap pihak internal dititikberatkan pada adanya pemahaman GCG dan timbulnya kesadaran dan kebutuhan untuk menerapkan GCG secara konsisten. Sosialisasi kepada pihak eksternal ditujukan untuk memberikan pemahaman tentang cara kerja sesuai GCG yang berlaku di Perseroan.

Implementasi GCG Code dilaksanakan secara konsisten dengan didukung adanya laporan dari masing-masing unit kerja secara berkala mengenai implementasi pedoman dan dikaitkan dengan sistem reward dan punishment yang dilaksanakan oleh Perseroan.

Laporan penerapan GCG di Angkasa Pura II dilakukan oleh Unit Kerja yang membidangi GCG secara berkala setiap tahun kepada Direksi dan Dewan Komisaris.

Angkasa Pura II realizes that implementing GCG systematically and consistently is a necessity that must be implemented. The implementation of GCG in the Company is expected to spur business development, accountability and realize Shareholder value in the long term without neglecting the interests of other Stakeholders.

Angkasa Pura II conducts socialization and implementation stages of GCG Code on an ongoing basis. The stages of these activities are carried out by the Work Unit in charge of GCG. Periodic socialization activities are conducted at least once a year to internal and external parties of the Company.

Socialization to internal parties is focused on understanding GCG and raising awareness and the need to implement GCG consistently. Outreach to external parties is intended to provide an understanding of how to work in accordance with the GCG prevailing in the Company.

The implementation of GCG Code is carried out consistently with the support of regular reports from each work unit regarding the implementation of the guidelines and is linked to the reward and punishment system implemented by the Company.

Reports on the implementation of GCG at Angkasa Pura II are carried out by the Work Unit in charge of GCG periodically every year to the Board of Directors and the Board of Commissioners.


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Pemantauan Hasil Penilaian, Evaluasi dan Peningkatan Penerapan GCGMonitoring the Results of the Assessment, Evaluation and Improvement of GCG Implementation

Hasil Tata Kelola, atau Governance Outcome, merupakan keluaran hasil dari penerapan Struktur dan Proses Tata Kelola, baik dari aspek hasil kinerja maupun cara-cara/praktik-praktik yang digunakan untuk mencapai hasil kinerja tersebut. Untuk dapat mengetahui dan mendapatkan gambaran kualitas Hasil Tata Kelola, Perseroan memiliki mekanisme Assessment atau penilaian penerapan GCG secara periodik dan berkala setiap tahun. Perseroan melakukan penilaian penerapan GCG dengan menggunakan model penilaian Assessment Penerapan GCG Berbasis Pendekatan BUMN.

Penilaian ini didasarkan pada Pasal 44 Peraturan Menteri BUMN No. PER-01/MBu/2011 tanggal 1 Agustus 2011 tentang Penerapan Tata Kelola yang Baik pada BUMN Bab XII tentang Pengukuran Terhadap Penerapan GCG, dengan ketentuan teknis diatur dalam Salinan Keputusan Sekretari Kementerian BUMN No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada BUMN.

Tujuan pelaksanaan assessment adalah untuk:1. Menguji dan menilai penerapan GCG melalui

elaborasi kondisi penerapan GCG dan pembandingan dengan indikator dan parameter pengujian yang telah ditentukan.

2. Memberikan gambaran hasil pengukuran melalui pemberian nilai atas penerapan GCG, berikut rekomendasi perbaikan yang diusulkan, guna mengurangi kesenjangan antara tataran praktik dengan indikator dan parameter pengujian.

3. Memantau konsistensi penerapan GCG di lingkungan organisasi Perseroan, serta untuk memperoleh masukan demi penyempurnaan dan pengembangan kebijakan GCG.

4. Mendorong pengelolaan Perseroan yang semakin profesional, transparan, dan efisien, serta memberdayakan fungsi dan meningkatkan kemandirian Organ Perseroan.

Governance Outcomes, are the results of the implementation of the Governance Structure and Process, both in terms of performance results and the methods / practices used to achieve these performance results. To be able to find out and get an overview of the quality of Governance Results, the Company has a periodic assessment mechanism of GCG implementation every year. The Company assesses the implementation of GCG by using the assessment model for the Assessment of GCG Implementation Based on the SOE Approach.

This assessment is based on Article 44 of the Minister of SOE Regulation No. PER-01 / MBu / 2011 dated August 1, 2011 concerning the Implementation of Good Governance in SOE Chapter XII concerning Measurement of GCG Implementation, with technical provisions stipulated in the Copy of Secretariat Decree of the Ministry of SOE No. SK-16 / S.MBU / 2012 dated June 6,2012 concerning Indicators / Parameters for Assessment and Evaluation of the Implementation of Good Corporate Governance in SOE.

The objectives of implementing the assessment are to:1. Test and assess the implementation of GCG through the

elaboration of the conditions of GCG implementation and comparison with predetermined test indicators and parameters.

2. Provide an overview of measurement results through the scoring of GCG implementation, along with recommendations for proposed improvements, in order to reduce the gap between the level of practice and the test indicators and parameters.

3. Monitor the consistency of GCG implementation within the Company’s organizational environment, and to obtain input for the improvement and development of GCG policies.

4. Encourage the management of the Company that is increasingly professional, transparent and efficient, as well as empower functions and increase the independence of the Company’s Organs.


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KRITERIA ASSESSMENT GCG

Parameter assessment GCG yang digunakan adalah berdasarkan parameter dari Surat Keputusan Sekretaris Kementerian BUMN Nomor: SK-16/MBU/2012. Terdapat 6 (enam) aspek, 43 Parameter, 153 Indikator dan 568 Faktor Uji Kesesuaian.

PIHAK YANG MELAKUKAN PENILAIAN

Pengukuran terhadap implementasi GCG dilakukan dengan 2 cara, yaitu Penilaian (assessment) GCG yang dilaksanakan secara berkala setiap 2 tahun oleh penilai independen dan Evaluasi (review) GCG yang dilakukan pada tahun berikutnya. Pelaksanaan assessment pada tahun 2019 dilakukan secara independent assessment yang dilakukan oleh BPKP Perwakilan Provinsi Banten.

SKOR ASSESSMENT GCG DALAM 6 (ENAM) TAHUN TERAKHIR

Capaian hasil assessment GCG Angkasa Pura II selama 6 (enam) tahun terakhir adalah sebagai berikut:

TahunYear

Skor Assessment GCGGCG Asessment Score

Pelaksana PenilaiAssessor

2014 84,63 Self-Assesment (AP II)

2015 85,14 Independen Assessment (BPKP)






GCG ASSESSMENT CRITERIA

The GCG assessment parameters used are based on parameters from the Decree of Secretary to the Ministry of SOEs No: SK-16/ MBU/2012. There are 6 (six) aspects, 43 Parameters, 153 Indicators and 568 Factors of Fit and Proper Test.

ASSESSOR

Measurement of GCG implementation is carried out in 2 ways, namely GCG assessment which is carried out regularly every 2 years by an independent assessor and GCG evaluation (review) which is carried out the following year. The 2019 assessment was carried out through an independent assessment conducted by Indonesia’s National Government Internal Auditor (BPKP) of Banten Province Representative.

GCG ASSESSMENT SCORE IN THE LAST 6 (SIX) YEARS

The achievements of GCG assessment by Angkasa Pura II over the past 6 (six) years are as follows:


Penilaian

Penerap

an G

CG

Tahu

n 2020

2020 GCG

Assessment

Penilaian Penerapan GCG Tahun 20202020 GCG Assessment

HASIL ASSESSMENT GCG

Hasil assessment GCG terakhir dilakukan pada tahun 2020 yang dilaksanakan secara Self Assessment. Hasil penilaian GCG Perseroan pada tahun 2020 memperoleh skor sebesar 90,36%.

Berdasarkan hasil assessment tersebut, PT Angkasa Pura II (Persero) memperoleh skor 90,36 masuk dalam kategori “SANGAT BAIK”. Hasil ini meningkat dibandingkan tahun-tahun sebelumnya yang masuk dalam peringkat BAIK.

Ringkasan hasil penilaian/evaluasi atas penerapan GCG pada PT Angkasa Pura II (Persero) sebagai berikut:

Tabel di atas menggambarkan perbandingan antara kondisi penerapan GCG di Angkasa Pura II (Persero) dengan praktik terbaik penerapan GCG. Beberapa aspek penilaian telah mendekati standar dan best practice, namun pada area tertentu masih memerlukan peningkatan.

Dari hasil self-assessment GCG tahun 2020, terdapat 45 rekomendasi perbaikan dengan perincian per penanggung jawab sebagai berikut:

No Penanggungjawab RekomendasiPerson-in-Charge of Recommendations

Jumlah RekomendasiTotal Recommendations

1 Pemegang SahamShareholders

8

2 Dewan KomisarisBoard of Commissioners

14

3 DireksiBoard of Directors

23

GCG ASSESSMENT RESULT

The last GCG assessment results was carried out in 2020 which was carried out which were carried out by Self Assessment. For the GCG assessment results in 2020, the Company obtained a score of 90.36%.

Based on the assessment results, PT Angkasa Pura II (Persero) obtained a score of 90.36, in the category of “VERY GOOD”. This result is an increase compared to previous years which were ranked as GOOD.

Summary of the assessment/evaluation results of the GCG implementation at PT Angkasa Pura II (Persero) as follows:

The table above illustrates the comparison between the conditions for implementing GCG in Angkasa Pura II (Persero) and the best practices for implementing GCG. Several aspects of the assessment have approached standards and best practices, but in certain areas they still need improvement.

From the results of the 2020 GCG self-assessment, there are 45 recommendations for improvement with details of the person in charge as follows:

Aspek Pengujian/Indikator/ParameterAspects of Testing/Indicators/Parameters

BobotWeight

Capaian Tahun 20202020 Achievements

SkorScore

% Pencapaian% Achievements

I Komitmen terhadap penerapan tata kelola Perusahaan yang baik secara berkelanjutan.Commitment Towards Sustainable Implementation of Good Corporate Governance.

7,00 6,657 95,11

II Pemegang Saham dan RUPS/Pemegang saham.Shareholders and GMS/Shareholders.

9,00 7,651 85,02

III Dewan Komisaris/Dewan PengawasBoard of Commissioners/Supervisory Board

35,00 32,471 92,77

IV DireksiBoard of Directors

35,00 31,599 90,28

V Pengungkapan Informasi dan TransparansiDisclosure of Information and Transparency

9,00 8,237 91,53

VI Aspek LainnyaOther Aspects

5,00 3,7500 75,000

Skor KeseluruhanTotal Score

100,00 90,36 90,36

Klasifikasi Kualitas Penerapan GCGClassification of GCG Implementation Quality

Sangat BaikVery Good


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PENILAIAN PENERAPAN GCG TAHUN 20192019 GCG Assessment

Hasil assessment GCG tahun 2019 dilaksanakan secara independent assessment oleh Badan Pengawas Keuangan dan Pembangunan (BPKP) Perwakilan Provinsi Banten.Hasil penilaian GCG Perseroan pada tahun 2019 memperoleh skor sebesar 89,89%.

Berdasarkan hasil assessment tersebut, PT Angkasa Pura II (Persero) memperoleh skor 89,89% masuk dalam kategori “SANGAT BAIK”.

Ringkasan hasil penilaian/evaluasi atas penerapan GCG pada PT Angkasa Pura II (Persero) sebagai berikut:

The GCG assessment results in 2019 which was carried out independently by Indonesia’s National Government Internal Auditor (BPKP) of Banten Province Representative. For the GCG assessment results in 2019, the Company obtained a score of 89.89%.

Based on the assessment results, PT Angkasa Pura II (Persero) obtained a score of 89.89, entered the category of “VERY GOOD”.

Summary of the assessment/evaluation results of the GCG implementation at PT Angkasa Pura II (Persero) as follows:

Aspek Pengujian / Indikator / ParameterAspects of Testing / Indicators / Parameters

BobotWeight

Capaian Tahun 20192019 Achievements

SkorScore

% Pencapaian% Achievements

I Komitmen terhadap penerapan tata kelola Perusahaan yang baik secara berkelanjutan.Commitment Towards Sustainable Implementation of Good Corporate Governance.

7,00 6,506 92,94

II Pemegang Saham dan RUPS / Pemegang saham.Shareholders and GMS/Shareholders.

9,00 7,753 86,14

III Dewan Komisaris / Dewan PengawasBoard of Commissioners/Supervisory Board

35,00 32,435 92,67

IV DireksiBoard of Directors

35,00 31,586 90,25

V Pengungkapan Informasi dan TransparansiDisclosure of Information and Transparency

9,00 8,238 91,53

VI Aspek LainnyaOther Aspects

5,00 3,375 67,50

Skor KeseluruhanTotal Score

100,00 89,893 89,89

Klasifikasi Kualitas Penerapan GCGClassification of GCG Implementation Quality

Sangat BaikVery Good

Dari hasil independent assessment GCG tahun 2019, terdapat 41 rekomendasi perbaikan dengan perincian per penanggung jawab sebagai berikut:

From the results of the GCG independent assessment in 2019, there were 41 recommendations for improvement with details per person in charge as follows:

No Penanggungjawab Rekomendasi

Jumlah Rekomendasi

Tindak Lanjut di Tahun 2019 Alasan Belum Ditindaklanjuti


12 - Belum ditindaklanjuti dikarenakan masih menunggu tanggapan dari Pemegang SahamIt has not been followed up because it is still waiting for a response from the Shareholders


11 2 tindak lanjut2 follow up

Masih terdapat 9 (sembilan) rekomendasi yangbelum ditindaklanjuti. Hal ini dikarenakansedang dalam proses di Dewan KomisarisThere are still 9 (nine) recommendations that have not been followed up because they are being processed by the Board of Commissioners


Inform

asi Pemegan

g Saham

Utam

a dan

Pengen

dali

Information on M

ain and Controlling Shareholders

No Penanggungjawab Rekomendasi

Jumlah Rekomendasi

Tindak Lanjut di Tahun 2019 Alasan Belum Ditindaklanjuti


24 18 tindak lanjut 18 follow-up

Masih terdapat 6 (enam) rekomendasi yangbelum ditindaklanjuti. Hal ini dikarenakansedang dalam proses di Direksi.There are still 6 (six) recommendations that have not been followed up because they are being processed by the Board of Directors

No Penanggungjawab RekomendasiPerson-in-Charge of Recommendations

Jumlah RekomendasiTotal Recommendations


12


11


24

Informasi Pemegang Saham Utama dan PengendaliInformation on Main and Controlling Shareholders

INFORMASI PEMEGANG SAHAM UTAMA DAN PENGENDALI

Pemegang Saham Pengendali Perseroan adalah Negara Republik Indonesia yang menguasai 100% saham.

INFORMATION ON MAIN AND CONTROLLING SHAREHOLDERS

The Company’s controlling shareholder is the Republic of Indonesia which holds 100% of the shares.

BHINNEKA TUNGGAL IKA


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RUPS mempunyai wewenang untuk mengangkat dan memberhentikan anggota Dewan Komisaris dan Direksi, mengevaluasi kinerja Dewan Komisaris dan Direksi, mengesahkan perubahan Anggaran Dasar, memberikan persetujuan atas laporan tahunan, menetapkan alokasi penggunaan laba, menunjuk akuntan publik, dan menetapkan jumlah dan jenis kompensasi Dewan Komisaris dan Direksi.

RUPS, Dewan Komisaris dan Direksi saling menghormati tugas, tanggung jawab dan wewenang masing-masing sesuai Peraturan Perundang-undangan dan Anggaran Dasar. Dasar kepatuhan penyelenggaraan RUPS Ketentuan yang mengatur tentang mekanisme penyelenggaraan RUPS adalah Undang-undang No. 19 tahun 2003 tentang Badan Usaha Milik Negara khususnya pasal 14, Undang - undang No. 40 tahun 2007 tentang Perseroan Terbatas, pasal 13-14 dan Anggaran Dasar. Sesuai dengan Anggaran Dasar Perusahaan, RUPS terdiri dari RUPS Tahunan dan RUPS Lainnya.

Jenis-jenis pelaksanaan RUPS adalah:

RUPS TAHUNAN

RUPS yang diadakan untuk laporan tahunan dan perhitungan tahunan Perseroan dan dilaksanakan paling lambat 6 (enam) bulan setelah penutupan tahun buku. RUPS Tahunan juga berfungsi untuk menyetujui RKAP yang diadakan paling lambat 30 hari setelah tahun anggaran berjalan.

RUPS LAINNYA

RUPS yang dapat diadakan sewaktu-waktu jika dipandang perlu oleh Direksi, Dewan Komisaris atau Pemegang Saham untuk menetapkan hal-hal yang tidak dilakukan dalam RUPS Tahunan.

KETENTUAN PENYELENGGARAAN RUPS

RUPS diselenggarakan sesuai dengan kepentingan Perseroan dan dengan memperhatikan Anggaran Dasar dan peraturan perundang-perundang, serta dengan persiapan yang memadai, sehingga dapat mengambil keputusan yang sah, wajar dan transparan dengan memperhatikan hal-hal yang diperlukan untuk menjaga kepentingan usaha Perseroan dalam jangka panjang, meliputi:

Rapat Umum Pemegang SahamGeneral Meeting of Shareholders

The GMS has the authority to appoint and dismiss members of the Board of Commissioners and Board of Directors, evaluate the performance of the Board of Commissioners and the Board of Directors, approve amendments to the Articles of Association, approve the annual report, determine the allocation of the use of profits, appoint a public accountant, and determine the amount and type of compensation for the Board of Commissioners and Board of Directors.

The GMS, the Board of Commissioners and the Board of Directors respect each other’s duties, responsibilities and authorities in accordance with the laws and regulations and the Articles of Association. The basis for compliance in holding the GMS, The provisions governing the mechanism for holding a GMS are Law No. 19 Year 2003 concerning State-Owned Enterprises, especially Article 14, Law No. 40 Year 2007 concerning Limited Liability Companies, articles 13-14 and the Articles of Association. In accordance with the Articles of Association of the Company, the GMS consists of the Annual GMS and Other GMS.

The types of GMS implementation are:

ANNUAL GMS

GMS which is held for the annual report and annual calculation of the Company and is held no later than 6 (six) months after the closing of the financial year. The Annual GMS also functions to approve the RKAP which is held no later than 30 days after the current fiscal year.

OTHER GMS

A GMS that can be held at any time if deemed necessary by the Board of Directors, Board of Commissioners or Shareholders to determine matters that are not carried out in the Annual GMS.

PROVISIONS FOR HOLDING A GMS

The GMS is held in accordance with the interests of the Company and with due observance of the Articles of Association and laws and regulations, as well as with adequate preparation, so that it can take legal, fair and transparent decisions by taking into account matters necessary to safeguard the Company’s long-term business interests, including:


Rap

at Um

um

Pemegan

g Saham

General M

eeting of Shareholders

1. Semua RUPS diadakan di tempat kedudukan Perseroan atau di tempat Perseroan melakukan kegiatan usahanya yang utama yang terletak di wilayah Negara Republik Indonesia.

2. Penyelenggara RUPS merupakan tanggung jawab Direksi. Dalam hal Direksi berhalangan, maka penyelenggaraan RUPS dilakukan oleh Dewan Komisaris atau Pemegang Saham sesuai dengan peraturan perundang-undangan dan Anggaran Dasar Perseroan. Mekanisme penyelenggaraan RUPS sejak pemberitahuan hingga dipublikasikannya risalah Sebelum RUPS dilaksanakan, Direksi wajib melakukan pemanggilan RUPS dalam waktu paling lambat 15 (lima belas) hari, terhitung sejak permintaan penyelenggaraan RUPS diterima. Jika Direksi tidak melakukan pemanggilan tersebut maka, permintaan penyelenggaraan RUPS untuk pemegang saham diajukan kembali kepada Dewan Komisaris atau melakukan pemanggilan sendiri RUPS. Dewan Komisaris wajib melakukan pemanggilan RUPS dalam waktu paling lambat 15 (lima belas) hari, terhitung sejak permintaan penyelenggaraan RUPS diterima.

1. All GMS are held at the domicile of the Company or at the place where the Company conducts its main business activities which is located in the territory of the Republic of Indonesia.

2. The organizer of the GMS is the responsibility of the Board of Directors. In the event that the Board of Directors is unavailable, the GMS will be held by the Board of Commissioners or Shareholders in accordance with the laws and regulations and the Articles of Association of the Company. The mechanism for organizing a GMS from the notification to the publication of the minutes. Before the GMS is held, the Board of Directors is required to call the GMS within 15 (fifteen) days at the latest, starting from the receipt of the request for a GMS to be held. If the Board of Directors does not make such summons, the request for holding a GMS for shareholders is submitted back to the Board of Commissioners or calls for the GMS themselves. The Board of Commissioners is obliged to call the GMS at the latest 15 (fifteen) days, starting from the receipt of the request for a GMS.

PENYELENGARAAN RUPS TAHUN 2020

Selama tahun 2020, Angkasa Pura II telah menyelenggarakan 9 kali RUPS di antaranya:

2020 GMS

During 2020, Angkasa Pura II has held 9 GMS including:

No TanggalDate

AgendaAgenda

1 24 Januari 2020January 24, 2020

1. Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP).2. Pengesahan Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan (RKA-PKBL)

Tahun 2020.3. Persetujuan dan pengesahan Kontrak Manajemen (Key Performance Indicators) antara Direksi

dan Dewan Komisaris dengan Pemegang Saham Tahun 2020.4. Persetujuan dan pengesahan Kontrak Manajemen (Key Performance Indicators) antara Dewan

Komisaris dengan Pemegang Saham Tahun 2020.5. Persetujuan Penetapan Indikator Aspek Operasional untuk Peningkatan Aspek Kesehatan.6. Persetujuan pelimpahan kewenangan kepada Direksi untuk melakukan perubahan dan relokasi

anggaran program/kegiatan dalam satu kelompok investasi dalam nilai maksimum 10% dari total investasi tahun 2020 pada kelompok investasi tersebut dan kepada Dewan Komisaris untuk melakukan persetujuan perubahan penambahan/penghapusan antar kelompok investasi dengan nilai maksimum 10% dari total investasi tahun 2020 tanpa merubah nilai total investasi dan ketentuan ini berlaku sampai adanya perubahan keputusan.

1. Ratification of the Company’s Work Plan and Budget (RKAP).2. Ratification of the 2020 Partnership and Community Development Program Work Plan and Budget

(RKA-PKBL).3. Approval and ratification of Management Contracts (Key Performance Indicators) between the Board

of Directors and the Board of Commissioners and the Shareholders for 2020.4. Approval and ratification of Management Contracts (Key Performance Indicators) between the Board

of Commissioners and Shareholders in 2020.5. Approval of the Establishment of Operational Aspect Indicators for Improvement of Health Aspects.6. Approval of delegation of authority to the Board of Directors to make changes and relocation

of program / activity budgets in one investment group in a maximum value of 10% of the total investment in 2020 in that investment group and to the Board of Commissioners to approve changes to additions / deletions between investment groups with a value a maximum of 10% of the total investment in 2020 without changing the total investment value and this provision is valid until a change of decision.


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No TanggalDate

AgendaAgenda

2 18 Juni 2020June 18, 2020

Rapat Umum Pemegang Saham dalam rangka pengesahan laporan pertanggungjawaban Tahun Buku 2019 audited PT Angkasa Pura II (Persero).General Meeting of Shareholders in order to ratify the accountability report for the 2019 audited Fiscal Year of PT Angkasa Pura II (Persero).

3 18 Juni 2020June 18, 2020


4 18 Juni 2020June 18, 2020


5 18 Juni 2020June 18, 2020


6 18 Juni 2020June 18, 2020


7 18 Juni 2020June 18, 2020


8 18 Juni 2020June 18, 2020

Rapat Umum Pemegang Saham1. Persetujuan Laporan Tahunan, Pengesahan Laporan Keuangan Konsolidasian Perseroan Tahun

Buku 2019 termasuk Penyajian Kembali Laporan Keuangan Konsolidasian Perseroan Tahun Buku 2018 serta Laporan Tugas Pengawasan Dewan Komisaris Tahun Buku 2019.

2. Persetujuan dan Pengesahan Laporan Program Kemitraan dan Bina Lingkungan Perseroan Tahun Buku 2019.

3. Penetapan Penggunaan Laba Bersih Konsolidasian Perseroan Tahun Buku 2019.4. Penetapan Gaji/Honorarium berikut fasilitas dan tunjangan lainnya untuk Direksi dan Dewan

Komisaris Perseroan Tahun Buku 2020, serta tantiem untuk Direksi dan Dewan Komisaris Perseroan Tahun Buku 2019.

5. Penetapan Kantor Akuntan Publik (KAP) untuk mengaudit Laporan Keuangan Konsolidasian Perseroan dan Laporan Keuangan Pelaksanaan Program Kemitraan dan Bina Lingkungan untuk Tahun Buku 2020.

6. Pengesahan Laporan Pertanggungjawaban Realisasi Penggunaan Dana Tambahan Penyertaan Modal Negara (PMN) Tahun 2016 Untuk Tahun Buku 2019.

General Meeting of Shareholders1. Approval of the Annual Report, Ratification of the Company’s Consolidated Financial Statements for

the 2019 Fiscal Year including Restatement of the Company’s Consolidated Financial Statements for the 2018 Fiscal Year and the Supervisory Report of the Board of Commissioners for the 2019 Fiscal Year.

2. Approval and Ratification of the Company’s Partnership and Community Development Program Report for the 2019 Fiscal Year.

3. Determination of the Use of the Company’s Consolidated Net Profits for the Fiscal Year 2019.4. Determination of Salary / Honorarium along with other facilities and benefits for the Board of

Directors and Board of Commissioners of the Company for the 2020 Fiscal Year, as well as bonuses for the Board of Directors and Board of Commissioners of the Company for the 2019 Fiscal Year.

5. Determination of a Public Accounting Firm (KAP) to audit the Company’s Consolidated Financial Statements and Financial Statements for the Implementation of the Partnership and Community Development Program for the 2020 Fiscal Year.

6. Ratification of the 2016 Accountability Report for the Use of Additional State Equity Participation Funds (PMN) for the 2019 Fiscal Year.

9 18 Juni 2020June 18, 2020



Uraian

Dew

an K

omisaris

Description of the Board of Com

missioners

Uraian Dewan KomisarisDescription of the Board of Commissioners

Dewan Komisaris merupakan organ Perseroan yang bertanggung jawab secara kolektif untuk melakukan pengawasan dan memberikan nasihat kepada Direksi serta memastikan bahwa Angkasa Pura II melaksanakan GCG pada seluruh tingkatan atau jenjang organisasi.

Anggota Dewan Komisaris diangkat dan diberhentikan oleh RUPS serta memenuhi persyaratan umum dan khusus yang ditetapkan dalam Anggaran Dasar Perseroan, Board Manual dan ketentuan lain yang berlaku. Dewan Komisaris tidak turut serta dalam pengambilan keputusan terkait operasional perusahaan namun tetap tegas dalam fungsi pengawasan Dewan Komisaris.

Dalam melaksanakan tugasnya, Dewan Komisaris dibantu komite-komite sebagai organ pendukung Dewan Komisaris yaitu:1. Komite Audit yang dalam melaksanakan tugas dan

tanggung jawab serta kewenangannya dilakukan sesuai dengan Piagam Komite Audit.

2. Komite Manajemen Risiko dan SDM yang berfungsi membantu Dewan Komisaris memberikan masukan serta melakukan evaluasi sistem pengelolaan risiko, pengawasan internal dan menyediakan informasi kepada Dewan Komisaris mengenai masalah-masalah terkait untuk mengantisipasi risiko yang mungkin akan terjadi serta di SDM.

KOMPOSISI DEWAN KOMISARIS

Dewan Komisaris beranggotakan 6 (enam) orang. Dewan Komisaris diketuai oleh seorang Komisaris Utama. Dewan Komisaris telah melakukan pembagian tugas pengawasan yang diputuskan secara internal oleh Dewan Komisaris.

Adapun Komposisi Dewan Komisaris Angkasa Pura II per 31 Desember 2020 adalah sebagai berikut:

The Board of Commissioners is the Company organ that is collectively responsible for supervising and providing advice to the Board of Directors and ensuring that Angkasa Pura II carries out GCG at all levels of the organization.

Members of the Board of Commissioners are appointed and dismissed by the GMS and meet the general and specific requirements set out in the Company’s Articles of Association, Board Manual and other applicable provisions. The Board of Commissioners does not participate in decision making related to company operations, but remains firm in the supervisory function of the Board of Commissioners.

In carrying out its duties, the Board of Commissioners is assisted by committees as the supporting organs of the Board of Commissioners, namely:1. The Audit Committee in carrying out its duties and

responsibilities as well as authorities is carried out in accordance with the Audit Committee Charter.

2. The Risk Management and HR Committee which functions to assist the Board of Commissioners in providing input and evaluating the risk management system, internal controls and providing information to the Board of Commissioners regarding issues related to anticipate risks that may occur as well as in HR.

BOARD OF COMMISSIONERS COMPOSITION

The Board of Commissioners has 5 (five) members. The Board of Commissioners is chaired by a President Commissioner. The Board of Commissioners has carried out the division of supervisory duties which were decided internally by the Board of Commissioners.

The composition of the Board of Commissioners of Angkasa Pura II as of December 31, 2020 is as follows:

NamaName

JabatanPosition

Dasar Pengangkatan

Basis of Appointment

Masa JabatanLength of

Service


Agus Santoso Komisaris UtamaPresident Commissioner

Surat Keputusan Menteri BUMN Nomor SK 127/MBU/04/2020 tanggal27 April 2020.Minister of SOEs Decree No: SK-127/MBU/04/2020dated April 27, 2020


Mochtar Husein Wakil Komisaris UtamaVice President Commissioner

Surat Keputusan Menteri BUMN nomor SK - 127/MBU/04/2020.Minister of SOEs Decree No: SK-127/MBU/04/2020




Surat Keputusan Menteri BUMN nomor SK - 127/MBU/04/2020.Minister of SOEs Decree No: SK-127/MBU/04/2020



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NamaName

JabatanPosition

Dasar Pengangkatan


Masa JabatanLength of

Service



Surat Keputusan Menteri BUMN nomor SK-37/MBU/02/2019.Minister of SOEs Decree No: SK-37/MBU/02/2019


Abdul Muis KomisarisCommissioner

Surat Keputusan Menteri BUMN Nomor SK-127/MBU/04/2020 tanggal 27 April 2020.Minister of SOEs Decree No: SK-127/MBU/04/2020dated April 27, 2020



Surat Keputusan Menteri BUMN nomor SK-48/MBU/02/2019 tanggal 11 Februari 2019.Minister of SOEs Decree No: SK-127/MBU/02/2019dated February 11, 2019


TUGAS DAN LINGKUP TANGGUNG JAWAB DEWAN KOMISARIS

Dewan Komisaris merupakan organ Perseroan yang secara kolektif bertugas melakukan pengawasan secara umum dan atau khusus sesuai dengan Anggaran Dasar serta memberikan nasihat kepada Direksi. Dewan Komisaris tidak turut serta dalam mengambil keputusan operasional. Kedudukan masing-masing anggota Dewan Komisaris termasuk Komisaris Utama adalah setara. Tugas Komisaris Utama sebagai primus inter pares adalah mengkoordinasikan kegiatan Dewan Komisaris.

Dewan Komisaris diangkat dan diberhentikan oleh RUPS. Dalam melaksanakan tugas, Dewan Komisaris bertanggung jawab kepada RUPS. Pertanggungjawaban Dewan Komisaris kepada RUPS merupakan perwujudan akuntabilitas pengawasan atas pengelolaan perusahaan dalam rangka pelaksanaan prinsip-prinsip GCG.

Tugas dan Tanggungjawab Dewan Komisaris meliputi:

1. Tugas Dewan KomisarisDalam menjalankan fungsinya, Dewan Komisaris bertugas:a. Melakukan pengawasan terhadap kebijaksanaan

pengurusan Perusahaan yang dilakukan Direksi serta memberi nasehat kepada Direksi termasuk pengawasan terhadap pelaksanaan Rencana Jangka Panjang Perusahaan, Rencana Kerja dan Anggaran Perusahaan, ketentuan Anggaran Dasar dan keputusan RUPS serta peraturan perundang-undangan yang berlaku.

BOARD OF COMMISSIONERS DUTIES AND RESPONSIBILITIES

The Board of Commissioners is a Company organ that is collectively tasked to conduct general and/or specific supervision in accordance with the Articles of Association and provide advice to the Board of Directors. The Board of Commissioners does not participate in making operational decisions. The position of each member of the Board of Commissioners including the President Commissioner is equal. The duty of the President Commissioner as primus inter pares is to coordinate the activities of the Board of Commissioners.

The Board of Commissioners is appointed and dismissed by the GMS. In carrying out its duties, the Board of Commissioners is responsible to the GMS. The responsibility of the Board of Commissioners to the GMS is a manifestation of the accountability of supervision of the Company’s management in the context of implementing GCG principles.

Duties and Responsibilities of the Board of Commissioners include:1. Board of Commissioners Duties

In carrying out its function, the Board of Commissioners is tasked to:a. Supervise the Company’s management policies

conducted by the Board of Directors and provide advice to the Board of Directors including supervision towards the implementation of the Company’s Long-Term Plan, Work Plan and Budget, the provisions of the Articles of Association and GMS resolutions as well as applicable statutory regulations.


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missionersb. Membuat program kerja pengawasan dan

pemberian nasihat, serta mengevaluasi atas kebijakan perusahaan dalam rangka pengurusan perusahaan, termasuk: sistem pengendalian internal, manajemen risiko, sistem teknologi informasi, pengelolaan SDM, kebijakan akuntansi, kebijakan pengadaan barang/jasa, kebijakan mutu pelayanan.

c. Mematuhi Anggaran Dasar Perusahaan, keputusan RUPS dan peraturan perundang-undangan yang berlaku serta prinsip-prinsip profesionalisme, efisiensi, transparansi, kemandirian, akuntabilitas, pertanggungjawaban serta kewajaran.

d. Melakukan pembagian tugas di antara Anggota Dewan Komisaris terkait dengan pelaksanaan fungsi pengawasan.

e. Mengawasi investasi yang dilakukan oleh Perusahaan.

f. Mengawasi dan mengevaluasi arah pengelolaan Anak Perusahaan oleh Direksi.

g. Menindaklanjuti saran, permasalahan atau keluhan yang disampaikan langsung kepada Dewan Komisaris.

h. Melakukan pengawasan dan pengukuran atas kepatuhan Direksi terhadap peraturan perundang undangan dan perjanjian dengan pihak ketiga.

i. Melakukan penilaian terhadap kinerja Direksi baik secara kolegial maupun secara individual berdasarkan target kinerja yang tertuang dalam kontrak manajemen.

j. Meneliti dan menelaah Laporan Tahunan yang disiapkan Direksi serta menandatangani laporan tersebut.

k. Memantau efektivitas penerapan GCG di Perusahaan termasuk memastikan ditaatinya kebijakan etika berusaha.

l. Memberikan pendapat dan saran kepada RUPS dalam hal pengangkatan dan pemberhentian Direksi.

m. Memberikan pendapat dan saran kepada RUPS mengenai setiap persoalan lainnya yang dianggap penting bagi pengelolaan Perusahaan.

n. Mengusulkan penetapan Auditor Eksternal kepada RUPS berdasarkan usulan dari Komite Audit termasuk menyampaikan kepada RUPS mengenai alasan pencalonan tersebut dan besarnya honorarium/imbal jasa yang diusulkan untuk Auditor Eksternal tersebut.

o. Memantau kinerja Satuan Pengawas Internal.p. Memastikan Direksi agar menetapkan sistem

pengendalian internal yang efektif untuk mengamankan aset Perusahaan.

b. Create a work program of supervisory and advisory as well as evaluate the policies for managing the Company, including: internal control systems, risk management, information technology systems, human capital management, accounting policies, procurement of goods/services policies, service quality policies.

c. Comply with the Company’s Articles of Association, GMS resolutions and applicable statutory regulations as well as the principles of professionalism, efficiency, transparency, independence, accountability, responsibility and fairness.

d. Carry out division of duties among the Board of Commissioners members related to the implementation of the supervisory function.

e. Supervise investments made by the Company.

f. Supervise and evaluate the direction of Subsidiaries management by the Directors.

g. Follow up on suggestions, issues or complaints submitted directly to the Board of Commissioners.

h. Monitor and measure the compliance of the Board of Directors with the statutory regulations and agreements with third parties.

i. Assess the performance of the Board of Directors both collegially and individually based on performance targets set out in the management contracts.

j. Research and review the Annual Report prepared by the Board of Directors and sign the report.

k. Monitor the effectiveness of the implementation of GCG in the Company and to ensure the compliance with business ethics policies.

l. Provide opinions and suggestions to the GMS regarding the appointment and dismissal of the Board of Directors.

m. Provide opinions and suggestions to the GMS regarding any other issues deemed important for the management of the Company.

n. Propose the appointment of an External Auditor to the GMS based on a proposal from the Audit Committee including the reasons for the nomination and the amount of the proposed honorarium/fees for the External Auditor.

o. Monitor the performance of the Internal Audit Unit.p. Ensure that the Board of Directors establishes an

effective internal control system to safeguard the Company’s assets.


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q. Ensure that the Board of Directors discloses significant information of the Company in the Annual Report (including Financial Statements) to other parties in accordance with applicable statutory regulations in a timely, accurate, clear and objective manner.

r. Maintain the confidentiality of information obtained while serving as a member of the Board of Commissioners in accordance with applicable statutory regulations.

2. Board of Commissioners Responsibilitiesa. In carrying out its function, the Board of

Commissioners is responsible to:1. Supervise and provide advice to the Board of

Directors in carrying out the management of the Company in good intention, prudence and responsibility.

2. Provide opinions and suggestions to the Board of Directors and all of its ranks related to the management of the Company.

3. Provide opinions and suggestions to the Board of Directors relating to the preparation of the Vision and Mission and other strategic plans of the Company as stipulated in the Articles of Association.

4. Conduct research and review of the Board of Directors reports.

5. Assess the performance of the Board of Directors.

6. Research and examine reports from committees under the Board of Commissioners.

7. Follow the development of the Company’s activities both from internal information provided by the Company and from external information coming from the media or from other sources.

8. Make efforts to ensure that the Board of Directors and its ranks have complied with statutory provisions, the Company’s Articles of Association, and other regulations in managing the Company.

b. Each member of the Board of Commissioners is personally and jointly liable if the Board of Commissioners is guilty or negligent in carrying out its duties, causing loss to the Company.

q. Memastikan Direksi mengungkapkan informasi penting Perusahaan dalam Laporan Tahunan (termasuk Laporan Keuangan) kepada pihak lain sesuai peraturan perundang-undangan yang berlaku secara tepat waktu, akurat, jelas dan obyektif.

r. Menjaga kerahasiaan informasi yang diperoleh sewaktu menjabat sebagai Anggota Komisaris sesuai dengan peraturan perundang-undangan yang berlaku.

2. Tanggung jawab Dewan Komisarisa. Dalam menjalankan fungsinya, Dewan Komisaris

bertanggungjawab:1. Melakukan pengawasan dan memberikan

nasihat kepada Direksi dalam melaksanakan pengurusan Perusahaan dengan itikad baik, kehati-hatian dan bertanggung jawab.

2. Memberikan pendapat dan saran kepada Direksi dan segenap jajarannya berkaitan dengan pengurusan Perusahaan.

3. Memberikan pendapat dan saran kepada Direksi berkaitan dengan penyusunan Visi dan Misi serta rencana-rencana strategis Perusahaan lainnya seperti yang diatur dalam Anggaran Dasar.

4. Melakukan penelitian dan penelaahan atas laporan-laporan Direksi.

5. Melakukan penilaian terhadap kinerja Direksi.

6. Meneliti dan menelaah laporan-laporan dari komite-komite yang ada di bawah Dewan Komisaris.

7. Mengikuti perkembangan kegiatan Perusahaan baik dari informasi-informasi internal yang disediakan oleh Perusahaan maupun dari informasi-informasi eksternal yang berasal dari media maupun dari sumber-sumber lainnya.

8. Melakukan usaha-usaha untuk memastikan bahwa Direksi dan jajarannya telah mematuhi ketentuan perundang-undangan, Anggaran Dasar Perusahaan, serta peraturan-peraturan lainnya dalam mengelola Perusahaan.

b. Setiap anggota Dewan Komisaris ikut bertanggungjawab secara pribadi dan secara tanggung renteng apabila Dewan Komisaris bersalah atau lalai menjalankan tugasnya sehingga menyebabkan kerugian Perusahaan.


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missionersc. Members of the Board of Commissioners cannot

be held responsible for the Company’s losses as referred to in letter (b) above if they can prove:1. has conducted supervision in good intention

and prudence for the interests of the Company and in accordance with the aims and objectives of the Company;

2. Does not have personal interests either directly or indirectly over the management actions of the Board of Directors which results in losses;

3. Has given advice to the Board of Directors to prevent losses from arising or continuing.

c. Anggota Dewan Komisaris tidak dapat dipertanggungjawabkan atas kerugian Perusahaan sebagaimana dimaksud pada huruf (b) di atas apabila dapat membuktikan:1. Telah melakukan pengawasan dengan itikad

baik dan kehati-hatian untuk kepentingan Perusahaan dan sesuai dengan maksud dan tujuan Perusahaan;

2. Tidak mempunyai kepentingan pribadi baik langsung maupun tidak langsung atas tindakan pengurusan Direksi yang mengakibatkan kerugian;

3. Telah memberikan nasihat kepada Direksi untuk mencegah timbul atau berlanjutnya kerugian tersebut.

PEMBIDANGAN TUGAS DEWAN KOMISARIS

Dalam melakukan tindakan pengawasan terhadap jalannya perusahaan, Dewan Komisaris telah melakukan pembagian tugas, sebagaimana terlihat dalam tabel berikut:

NamaName

JabatanPositions

Bidang TugasField of Duties


Mengkoordinir semua pelaksanaan tugas dan kegiatan pengawasan Dewan Komisaris serta memberikan arahan kepada DIreksi terhadap pengurusan usaha Perusahaan pada bidang engineering, maintenance, construction, dan legal.Coordinates all the implementation of duties and supervisory activities of the Board of Commissioners and provides direction to the Board of Directors regarding the management of the Company’s business in the engineering, maintenance, construction, and legal fields.


Membantu pelaksanaan tugas Komisaris Utama dan melaksanakan tugas pengawasan serta pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan pada bidang audit, financial, logistic, aset, parenting and subsidiary, community development dan procurement.Assist in the implementation of the duties of the President Commissioner and carry out supervisory duties and provide direction to the Board of Directors regarding the management of the Company’s business in the fields of audit, financial, logistics, assets, parenting and subsidiary, community development and procurement.

Tubagus Fiki Chikara Satari KomisarisCommissioner

Melaksanakan tugas pengawasan dan pemberian arahan kepada DIreksi terhadap pengurusan usaha Perusahaan pada bidang safety, risk, operation dan service.Carry out supervisory duties and provide direction to the Board of Directors regarding the management of the Company’s business in the areas of safety, risk, operation and service.


Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan pada bidang human capital, talent management dan learning and human development.Carry out supervisory duties and provide direction to the Board of Directors regarding the management of the Company’s business in the fields of human capital, talent management and learning and human development.


Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan pada bidang planning and development, transformation, adjacent business dan information system.Carry out supervisory duties and provide direction to the Board of Directors regarding the management of the Company’s business in the fields of planning and development, transformation, adjacent business and information system.

DIVISION OF DUTIES OF THE BOARD OF COMMISSIONERS

In carrying out its supervisory actions on the Company’s operations, the Board of Commissioners has carried out the division of duties, as shown in the following table:


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NamaName

JabatanPositions

Bidang TugasField of Duties


Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan pada bidang communication dan commercial.Carry out supervisory duties and provide direction to the Board of Directors regarding the management of the Company’s business in the communication and commercial fields.

BOARD CHARTER DEWAN KOMISARIS

Dewan Komisaris berpedoman pada Pedoman Kerja Dewan Komisaris dan Direksi (Board Manual). Board Manual berisi tentang petunjuk tata laksana kerja Dewan Komisaris dan Direksi serta menjelaskan tahapan aktivitas secara terstruktur, sistematis, mudah dipahami dan dapat dijalankan dengan konsisten, dapat menjadi acuan bagi Dewan Komisaris dan Direksi dalam melaksanakan tugas masing-masing untuk mencapai Visi dan Misi Perusahaan, sehingga diharapkan akan tercapai standar kerja yang tinggi selaras dengan prinsip-prinsip GCG.

Board Manual disusun berdasarkan prinsip-prinsip hukum korporasi, ketentuan Anggaran Dasar, peraturan dan ketentuan perundang-undangan yang berlaku, arahan Pemegang Saham serta praktik-praktik terbaik (best practices) Good Corporate Governance.

Isi dari Board Manual adalah:Pedoman dan tata kerja Dewan Komisaris dalam melaksanakan tugas dan tanggung jawabnya dalam melakukan pengawasan terhadap jalannya perusahaan, serta memberikan nasihat kepada Direksi untuk kepentingan Perusahaan sesuai dengan maksud dan tujuan Perusahaan.

KRITERIA DEWAN KOMISARIS

Anggota Dewan Komisaris telah memenuhi kriteria pemilihan berikut:1. Memiliki kemampuan dan integritas sehingga

pelaksanaan fungsi pengawasan dan pemberian nasihat untuk kepentingan perusahaan dapat dilaksanakan dengan baik;

2. Memahami dan mematuhi anggaran dasar perusahaan dan peraturan perundang-undangan yang berkaitan dengan tugasnya;

3. Memahami dan melaksanakan GCG;4. Memiliki keahlian dan pengalaman di bidang yang

akan menjadi tanggung jawabnya;

BOARD CHARTER OF THE BOARD OF COMMISSIONERS

The Board of Commissioners is guided by the Board Manual of the Board of Commissioners and Board of Directors. The Board Manual contains guidelines for the work procedures of the Board of Commissioners and Board of Directors and explains the stages of activities in a structured, systematic, easily understood and consistent manner, which can be a reference for the Board of Commissioners and Board of Directors in carrying out their respective duties to achieve the Company’s Vision and Mission, so that high work standards are expected to be achieved in line with GCG principles.

The Board Manual is prepared based on the principles of corporate law, the provisions of the Articles of Association, applicable statutory regulations, the direction of the Shareholders and the best practices of Good Corporate Governance.

Contents of the Board Manual are:Guidelines and work procedures for the Board of Commissioners in carrying out their duties and responsibilities in supervising the running of the Company, as well as providing advice to the Board of Directors for the interests of the Company in accordance with the aims and objectives of the Company.

BOARD OF COMMISSIONERS CRITERIA

Members of the Board of Commissioners have fulfilled the following selection criteria:1. Have the ability and integrity so that the implementation

of the supervisory function and providing advice for the benefit of the Company can be carried out properly;

2. Understand and comply with the Articles of Association of the Company and the statutory regulations relating to its duties;

3. Understand and implement GCG;4. Have the expertise and experience in the field that will

be his responsibility;


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missioners

NamaName

Terhitung Mulai TanggalStarting Date

Nomor SKDecree No.

Agus Santoso 27 April 2020April 27, 2020

Surat Keputusan Menteri BUMN Nomor SK 127/MBU/04/2020 tanggal 27 April 2020.Minister of SOEs Decree No: SK-127/MBU/04/2020dated April 27, 2020.

Mochtar Husein 27 April 2020April 27, 2020


Tubagus Fiki Chikara Satari 27 April 2020April 27, 2020

Surat Keputusan Menteri BUMN nomor SK - 127/MBU/04/2020.Minister of SOEs Decree No: SK-127/MBU/04/2020dated April 27, 2020.

Abdul Muis 27 April 2020April 27, 2020

Surat Keputusan Menteri BUMN Nomor SK-127/MBU/04/2020 tanggal 27 April 2020.Surat Keputusan Menteri SOE Nomor SK-127/MBU/04/2020 tanggal 27 April 2020.

5. Have a good leadership spirit;6. Have a good reputation in carrying out previous duties;

7. Have a good character and morals;8. Able to carry out law actions;9. Never been declared bankrupt or convicted for causing

a company to be declared bankrupt within 5 (five) years prior to the election;

10. Never been convicted of committing a criminal act within 5 (five) years before the election.

ORIENTATION AND TRAINING PROGRAM OF THE BOARD OF COMMISSIONERS

In line with the Company’s Board Manual, Members of the Board of Commissioners who are appointed for the first time must be given an introduction program. This activity is carried out in order to provide orientation to the newly appointed members of the Board of Commissioners in order to understand the background and business activities of the Company as well as to understand all aspects related to the roles and responsibilities of supervision, so that it is hoped that it can streamline the duties of the Board of Commissioners effectively.

In 2020 there will be a change in the composition of the Board of Commissioners, namely:

5. Memiliki jiwa kepemimpinan yang baik;6. Memiliki reputasi yang baik dalam menjalankan

tugas-tugas sebelumnya;7. Memiliki akhlak dan moral yang baik;8. Mampu melaksanakan tindakan acto;9. Tidak pernah dinyatakan pailit atau yang dinyatakan

bersalah yang menyebabkan suatu perusahaan dinyatakan pailit dalam waktu 5 (lima) tahun sebelum pemilihan;

10. Tidak pernah dihukum karena melakukan tindak pidanadalam waktu 5 (lima) tahun sebelum pemilihan.

PROGRAM PENGENALAN DAN PELATIHAN DEWAN KOMISARIS

Sejalan dengan Board Manual Perseroan, Anggota Dewan Komisaris yang diangkat untuk pertama kalinya wajib diberikan program pengenalan. Kegiatan ini dilaksanakan dalam rangka memberikan orientasi kepada anggota Dewan Komisaris yang baru diangkat agar dapat memahami latar belakang dan kegiatan usaha Perseroan serta memahami segala aspek yang terkait dengan peran dan tanggung jawab pengawasan, sehingga diharapkan dapat memperlancar tugas Dewan Komisaris secara efektif.

Pada tahun 2020 terdapat perubahan komposisi Dewan Komisaris yakni:

Atas perubahan komposisi Dewan Komisaris tersebut, Perseroan melaksanakan Program Pengenalan bagi Anggota Dewan Komisaris dengan materi yang disampaikan dalam Program Pengenalan adalah:

Due to the change in the composition of the Board of Commissioners, the Company conducted an Orientation Program for Members of the Board of Commissioners with the material presented in the Orientation Program as follows:


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1. Pelaksanaan prinsip-prinsip Good Corporate Governance;

2. Gambaran mengenai Perseroan berkaitan dengan tujuan, sifat, dan lingkup kegiatan, kinerja keuangan dan operasi, strategi, rencana usaha jangka Pendek, jangka panjang, posisi kompetitif, risiko, pengendalian internal dan masalah-masalah strategis lainnya;

3. Keterangan berkaitan dengan kewenangan yang didelegasikan, audit internal dan eksternal, sistem dan kebijakan pengendalian internal serta Komite Audit dan Komite Lain yang dibentuk Dewan Komisaris;

4. Keterangan mengenai kewajiban, tugas, tanggung jawab dan hak-hak Dewan Komisaris dan Direksi serta hal-hal yang tidak diperbolehkan;

5. Pemahaman terkait dengan prinsip etika dan norma yang berlaku di lingkungan Perseroan serta masyarakat setempat.

Selama tahun 2020, Anggota Dewan Komisaris telah mengikuti Pelatihan Pengembangan Kompetensi. Informasi mengenai pengembangan kompetensi Dewan Komisaris dapat dilihat pada Bab Profil Perusahaan.

RANGKAP JABATAN DEWAN KOMISARIS

Informasi mengenai rangkap jabatan Dewan Komisaris dapat dilihat pada Bab Profil Perusahaan, pada Bagian Profil Dewan Komisaris.

PELAKSANAAN TUGAS DAN TANGGUNG JAWAB DEWAN KOMISARIS TAHUN 2020

Dalam melakukan mekanisme proses pengawasan dan pemberian arahan serta nasihat kepada Direksi dalam pengelolaan dan pengurusan Perseroan, Dewan Komisaris berpedoman pada peraturan perundang-undangan dan ketentuan internal Perseroan yang berlaku. Proses pengawasan ini adalah untuk memastikan tercapainya target kinerja yang telah ditetapkan sehingga mampu memberikan imbal jasa yang memuaskan bagi Pemegang Saham dan Para Pemangku Kepentingan lainnya.

Pelaksanaan tugas pengawasan Dewan Komisaris selama tahun 2020 meliputi:

1. Implementation of Good Corporate Governance principles;

2. An overview of the Company in relation to the objectives, nature and scope of activities, financial and operational performance, strategy, short-term, long-term business plans, competitive position, risk, internal control and other strategic issues;

3. Information relating to delegated authority, internal and external audits, internal control systems and policies as well as the Audit Committee and Other Committees established by the Board of Commissioners;

4. Information regarding the obligations, duties, responsibilities and rights of the Board of Commissioners and Directors as well as matters that are not allowed;

5. Understanding of the ethical principles and norms that apply in the Company environment and the local community.

During 2020, Members of the Board of Commissioners have attended Competency Development Training. Information regarding the competency development of the Board of Commissioners can be seen in the Company Profile Chapter.

CONCURRENT POSITIONS OF THE BOARD OF COMMISSIONERS

Information on concurrent positions of the Board of Commissioners can be seen in Company Profile Chapter, in the Board of Commissioners Profile Section.

IMPLEMENTATION OF DUTIES AND RESPONSIBILITIES OF THE BOARD OF COMMISSIONERS IN 2020

In carrying out the mechanism of the process of supervision and the provision of direction and advice to the Board of Directors in the management of the Company, the Board of Commissioners is guided by the applicable statutory regulations and the internal provisions of the Company. This supervision process is to ensure the achievement of predetermined performance targets so as to be able to provide satisfactory services for Shareholders and other Stakeholders.

The implementation of the Board of Commissioners supervisory duties throughout 2020 includes:


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Description of ActivitesSasaran

Objectives

1 Pengawasan terhadap pelaksanaan RJPP dan RKAPSupervision of the implementation of RJPP and RKAP

• Laporan Manajemen Bulanan dan Triwulanan (Capaian RKAP dan RJPP) Tahun 2020• Memberikan tanggapan atas Laporan Manajemen triwulanan Tahun 2020 kepada

pemegang saham• Pemantauan tentang kebijakan akuntansi dan penyusunan laporan keuangan sesuai

dengan Standar Akuntansi yang berlaku umum di Indonesia (SAK)• Pemantauan dan pembahasan tindak lanjut keputusan dan arahan pemegang saham

serta rekomendasi Dewan Komisaris setiap triwulan tahun 2020• Monthly and Quarterly Management Reports (Achievements of RKAP and RJPP) for 2020• Provide feedback on the quarterly Management Report 2020 to shareholders• Monitoring of accounting policies and preparation of financial statements in accordance

with generally accepted accounting standards in Indonesia (SAK)• Monitoring and follow-up discussion of the decision and the direction of shareholders and

the Board of Commissioners on a quarterly basis in 2020

2 Pengawasan Terhadap Efektivitas Audit Eksternal Dan Audit Internal Serta Efektifitas Tata Kelola Perusahaan Supervision of the Effectiveness of External and Internal Audits and the Effectiveness of Corporate Governance

• Melakukan pemantauan/ memberikan tanggapan dan nasihat kepada Direksi tentang pengendalian intern perusahaan dan pelaksanaannya

• Melakukan pemantauan/ memberikan tanggapan dan nasihat kepada Direksi atas temuan Auditor Internal dan Eksternal

• Melakukan pemantauan/memberikan tanggapan dan nasihat atas pengaduan yang berkaitan dengan BUMN yang diterima oleh Dewan Komisaris

• Pemantauan dan pembahasan atas pengelolaan perusahaan sesuai prinsip-prinsip Good Corporate Governance

• Monitoring/providing feedback and advice to the Board of Directors regarding the company’s internal control and its implementation

• Monitoring/providing feedback and advice to the Board of Directors on the findings of Internal and External Auditors

• Monitoring/providing feedback and advice on complaints related to SOEs received by the Board of Commissioners

• Monitoring and discussion of the company’s management in accordance with the principles of Good Corporate Governance

3 Pengawasan Terhadap Pengelolaan Risiko PerusahaanSupervision of Company Risk Management

• Melakukan monitoring /pembahasan dalam rangka pelaksanaan kebijakan manajemen risiko korporat

• Memberikan tanggapan/nasihat atas risiko-risiko strategis yang dihadapi perusahaan• Memberikan tanggapan / nasihat dalam penyempurnaan / penyusunan pedoman

manajemen risiko.• Melakukan monitoring/pembahasan dalam rangka pemberdayaan/pengembangan

karir SDM dan kebijakan nominasi dan remunerasi di perusahaan• Conduct monitoring/discussion in the context of implementing corporate risk management

policies• Provide feedback/advice on strategic risks faced by the company• Provide feedback / advice in the improvement / preparation of risk management

guidelines.• Conduct monitoring/discussion in the context of empowerment/career development of HR

and nomination and remuneration policies in the company

4 Pengawasan Program Strategis PerusahaanCompany Strategic Program Supervision

Melakukan pemantauan dan pembahasan dengan Direksi dalam rangka monitoring program-program strategis perusahaan Monitoring and discussion with the Board of Directors in the context of monitoring the company’s strategic programs

BENTURAN KEPENTINGAN

Dalam upayanya meminimalkan terjadinya benturan kepentingan, setiap anggota Dewan Komisaris wajib membuat Daftar Khusus yang memuat informasi mengenai kepemilikan sahamnya dan/atau keluarganya di Angkasa Pura II maupun di perusahaan lain. Daftar tersebut disimpan dan diadministrasikan oleh Sekretaris Dewan Komisaris.

Hingga 31 Desember 2020, seluruh Anggota Dewan Komisaris tidak memiliki saham di Angkasa Pura II.

CONFLICTS OF INTEREST

In an effort to minimize the occurrence of conflicts of interest, each member of the Board of Commissioners is required to make a Special Register that contains information on the ownership of shares and/or his families in Angkasa Pura II as well as in other companies. The register is kept and administered by the Secretary to the Board of Commissioners.

As of December 31, 2020, all Members of the Board of Commissioners did not own any shares in Angkasa Pura II.


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SURAT MENYURAT DEWAN KOMISARIS

Selama tahun 2020, Dewan Komisaris telah mengeluarkan sebanyak 82 surat keluar.

REALISASI ANGGARAN DEWAN KOMISARIS

Realisasi anggaran untuk kegiatan pengawasan dewan komisaris sampai dengan akhir desember 2020 adalah sebesar Rp.12.127.144.000,- atau terealisasi 100% dibandingkan dengan RKAP yang sebesar Rp.12.127.144.000,-.

Adapun perbandingan RKA dan Realisasi penggunaan anggaran dewan komisaris tahun 2018 - 2020, adalah sebagai berikut :

BOARD OF COMMISSIONERS CORRESPONDENCE

During 2020, the Board of Commissioners issued 82 letters.

REALIZED BUDGET OF THE BOARD OF COMMISSIONERS

The budget realization for the supervisory activities of the board of commissioners until the end of December 2020 was Rp. 12,127,144,000,- or 100% realized compared to the RKAP which was Rp. 12,127,144,000.

The comparison of the RKA and the realization of the use of the board of commissioners’ budget for 2018 - 2020, are as follows

No Anggaran DekomBoard of Commissioners Budget 2018 2019 2020

1 RKA Rp21.282.532.000,- Rp22.094.309.810,- Rp12.127.144.000,-

2 RealisasiRealization

Rp20.963.973.695,- Rp19.618.192.767,- Rp12.127.144.000,-

3 Persentase percentation

98,5% 88,79% 100%

PENILAIAN KINERJA KOMITE-KOMITE DIBAWAH DEWAN KOMISARIS

Dalam pelaksanaan tugasnya, Dewan Komisaris dibantu oleh 2 (dua) Komite, yakni Komite Audit dan Komite Manajemen Risiko dan SDM. Dewan Komisaris bahwa kedua Komite ini telah melaksanakan tugasnya dengan baik.

KOMISARIS INDEPENDEN

Angkasa Pura II memiliki Komisaris Independen. Organ Dewan Komisaris yang memiliki kewenangan dalam ranah pengawasan dan pemberian saran dituntut untuk selalu bersikap independen dan dapat menempatkan tujuan tujuan GCG di atas kepentingan yang ada. Untuk mencegah terjadinya benturan kepentingan (conflict of interest) di tubuh Dewan Komisaris maka peraturan perundang-undangan yang berlaku mewajibkan perusahaan untuk menghadirkan Komisaris Independen di dalam susunan organ tersebut.

PERFORMANCE APPRAISAL OF THE COMMITTEES UNDER THE BOARD OF COMMISSIONERS

In carrying out its duties, the Board of Commissioners is assisted by 2 (two) Committees, namely the Audit Committee and the Risk Management and HR Committee. Board of Commissioners stated that these two Committees have carried out their duties properly.

INDEPENDENT COMMISSIONERS

The Company has Independent Commissioners. Organ of the Board of Commissioners who has the authority in the realm of supervision and providing advice is demanded to always be independent and can put the objectives of GCG above the existing interests. To prevent conflicts of interest in the Board of Commissioners body, the applicable statutory regulations require companies to present an Independent Commissioner in the composition of these organs.


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missionersSusunan anggota Dewan Komisaris terdiri dari 6

(enam) orang anggota dengan 2 (dua) anggota sebagai Komisaris Independen. Komposisi Komisaris Independen di Perseroan telah memenuhi ketentuan Peraturan Menteri Negara BUMN Nomor PER-09/MBU/2012 tentang Perubahan atas Peraturan Menteri Negara BUMN Nomor PER -01/MBU/2011 Tentang Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara. Yang menerangkan bahwa 20% komposisi Dewan Komisaris berasal dari independen.

KRITERIA PENENTUAN KOMISARIS INDEPENDEN

Komisaris Independen merupakan anggota Komisaris yang berasal dari luar Perseroan (tidak memiliki hubungan afiliasi dengan perusahaan) yang dipilih secara transparan dan independen, memiliki integritas dan kompetensi yang memadai, bebas dari pengaruh yang berhubungan dengan kepentingan pribadi atau pihak lain, serta dapat bertindak secara objektif dan independen dengan berpedoman pada prinsip-prinsip GCG.

Keberadaan Komisaris Independen di Perseroan senantiasa menjamin mekanisme pengawasan berjalan secara efektif dan sesuai dengan peraturan perundang-undangan. Perseroan menerapkan kriteria Anggota Komisaris Independen. Kriteria Komisaris Independen di sebagai berikut:• Tidak menjabat sebagai Direksi di perusahaan

terafiliasi;• Tidak bekerja pada Pemerintah termasuk di

departemen, lembaga, dan kemiliteran dalam kurun waktu tiga tahun terakhir;

• Tidak bekerja di BUMN yang bersangkutan atau afiliasinya dalam kurun waktu tiga tahun terakhir;

• Tidak mempunyai keterkaitan finansial, baik langsung maupun tidak langsung dengan BUMN yang bersangkutan atau perusahaan yang menyediakan jasa dan produk kepada BUMN yang bersangkutan dan afiliasinya;

• Bebas dari kepentingan dan aktivitas bisnis atau hubungan lain yang dapat menghalangi atau mengganggu kemampuan Komisaris Independen yang berasal dari kalangan di luar BUMN yang bersangkutan untuk bertindak atau berpikir secara bebas di lingkup BUMN.

Komisaris Independen di PT Angkasa Pura II (Persero) per 31 Desember 2020 adalah Mochtar Husein yang juga merangkap sebagai Wakil Komisaris Utama.

The composition of the Board of Commissioners consists of 6 (six) members with 2 (two) members as Independent Commissioners. The composition of Independent Commissioners in the Company has complied with the provisions of State Minister of SOEs Regulation No. PER-09/ MBU/2012 on the Amendment to the State Minister of SOEs Regulation No. PER-01/MBU/2011 on the Implementation of Good Corporate Governance in State-Owned Enterprises which explains that 20% of the composition of the Board of Commissioners should be independent.

CRITERIA OF THE INDEPENDENT COMMISSIONERS DETERMINATION

Independent Commissioners are members of the Board of Commissioners who come from outside the Company (not affiliated with the company) who are chosen transparently and independently, have adequate integrity and competence, are free from influences related to personal interests or other parties, and can act objectively and independent based on GCG principles.

The existence of Independent Commissioners in the Company always ensures that the supervision mechanism runs effectively and in accordance with the statutory regulations. The Company applies the criteria of Independent Commissioners Members. Criteria for Independent Commissioners are as follows:• Not serving as a Board of Directors in any affiliated

companies;• Not working for the Government including in

departments, institutions and the military in the past three years;

• Not working for the relevant SOEs or its affiliates within the last three years;

• Has no financial links, either directly or indirectly with the relevant SOEs or the company providing services and products to the relevant SOEs and its affiliates;

• Is free from business interests and activities or other relationships that can hinder or interfere with the ability of Independent Commissioners who come from outside the relevant SOEs to act or think freely within the scope of SOEs.

Independent Commissioner of PT Angkasa Pura II (Persero) as of December 31, 2020 was Mochtar Husein who was also the Deputy President Commissioner.


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PERNYATAAN INDEPENDENSI KOMISARIS INDEPENDEN

Sejalan dengan penerapan praktik GCG yang baik, Dewan Komisaris telah menyelenggarakan Daftar Khusus, menandatangani Pakta Integritas, dan menyerahkan Laporan Harta Kekayaan Penyelenggara Negara (LHKPN) maupun Laporan Pajak-Pajak Pribadi (LP2P) sebagai bentuk komitmen menghindari transaksi yang mengandung benturan kepentingan.

Masing-masing anggota Komisaris Independen bertindak mandiri dan bebas intervensi dari pihak manapun. Komisaris Independen memiliki independensi dan kemandirian dalam melaksanakan tugas, tanggung jawab, dan wewenangnya dalam melakukan pengawasan terhadap kinerja Angkasa Pura II. Setiap anggota Komisaris Independen dipastikan tidak memiliki hubungan darah ataupun ikatan perkawinan dengan satu sama lain hingga derajat ketiga baik secara vertikal maupun horizontal. Komisaris Independen tidak mempunyai benturan kepentingan secara pribadi terhadap hal-hal yang termaktub dalam RKAP 2016, dan Komisaris Independen berkomitmen tidak akan memanfaatkan Perseroan baik secara langsung maupun tidak langsung untuk kepentingan pribadi.

INDEPENDENCE STATEMENT OF THE INDEPENDENT COMMISSIONER

In line with the implementation of good GCG practices, the Board of Commissioners has held a Special Register, signed an Integrity Pact, and submitted the Report on Assets of States Officials (LHKPN) and Personal Tax Report (LP2P) as a form of commitment to avoid transactions that contain conflicts of interest.

Each member of the Independent Commissioner acts independently and free from intervention from any parties. Independent Commissioners have independence in carrying out their duties, responsibilities and authorities in conducting supervision of the Company’s performance. Each member of the Independent Commissioner is ascertained not to have blood relations or marriage bonds with each other to the third degree both vertically and horizontally. The Independent Commissioners do not have any personal conflicts of interest on the matters contained in the 2016 RKAP, and the Independent Commissioners are committed not to take benefits of the Company either directly or indirectly for personal interests.

Surat Pernyataan Independensi Dewan KomisarisIndependence Statement Letter of the Board of Commissioners


DIR

EKSI

Board of Directors

Direksi merupakan organ perseroan yang bertugas dan bertangung jawab secara kolegial dalam mengelola Perseroan. Tugas utama Direksi adalah bertindak dan mewakili untuk dan atas nama Perseroan. Direksi bertanggung jawab penuh dalam melaksanakan tugasnya untuk kepentingan Perseroan dalam mencapai visi dan misi.

Direksi juga menjadi kunci bagi keberlangsungan aktivitas serta operasional Perseroan, memastikan kinerja optimal dan nilai tambah optimal bagi Pemegang Saham. Tiap-tiap anggota Direksi dapat melaksanakan tugas dan mengambil keputusan sesuai dengan pembagian tugas dan wewenangnya.

KOMPOSISI DIREKSI

Direksi terdiri dari 8 (delapan) orang dengan komposisi sebagai berikut:

DIREKSIBoard of Directors

The Board of Directors is the Company organ that has a collegial duty and responsibility in managing the Company. The main duty of the Board of Directors is to act and represent for and on behalf of the Company. The Board of Directors is fully responsible for carrying out its duties for the benefit of the Company in achieving its vision and mission.

The Board of Directors is also the key to the continuity of the Company’s activities and operations, ensuring optimal performance and optimal added value for Shareholders. Each member of the Board of Directors can carry out their duties and make decisions in accordance with the division of duties and authorities.

BOARD OF DIRECTORS COMPOSITION

The Board of Directors consists of 8 (eight) members with the following composition:

NamaName

JabatanPosition

Dasar Pengangkatan


Masa JabatanLength of service

Periode JabatanTerms of Office

Muhammad Awaluddin Direktur UtamaPresident Director

Surat Keputusan Menteri BUMN selaku Pemegang Saham PT AP II Nomor: SK-227/MBU/09/2016 tanggal 9 September 2016.Minister of SOEs Decree as Shareholder of PT Angkasa Pura II No: SK-227/MBU/09/2016 dated September 9, 2016.

5 (lima) tahun5 ( five ) years

9 September 2016- 9 September 2021September 9, 2016- September 9, 2021

Edwin Hidayat Wakil Direktur UtamaVice President Director

Surat Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham Perusahaan Perseroan PT Angkasa Pura II Nomor SK-271/MBU/11/2019 tanggal 18 November 2019.Minister of SOEs Decree as the General Meeting of Shareholders ofPT Angkasa Pura II No: SK-271/MBU/11/2019 dated November 18, 2019.


18 November 2019-18 November 2024November 18, 2019- November 18, 2024

Ajar Setiadi Direktur Human CapitalDirector of HumanCapital

Surat Keputusan Menteri BUMN nomor SK-188/MBU/08/2019 tanggal 26 Agustus 2019.Minister of SOEs Decree No: SK-188/MBU/08/2019 dated August 26, 2019.


26 Agustus 2019- 26 Agustus 2024August 26, 2019- August 26, 2024

Armand Hermawan Direktur Transformasi dan Portofolio StrategisDirector of Transformationand Strategic Portfolio

Surat Keputusan Menteri BUMN nomor SK-188/MBU/08/2019 tanggal 26 Agustus 2019.Minister of SOEs Decree No: SK-188/MBU/08/2019 dated August 26, 2019.


26 Agustus 2019- 26 Agustus 2024August 26, 2019- August 26, 2024


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NamaName

JabatanPosition

Dasar Pengangkatan


Masa JabatanLength of service

Periode JabatanTerms of Office

Muhamad Wasid Direktur Operasi dan PelayananDirector of Operations &Services

Surat Keputusan Menteri BUMN selaku Pemegang Saham PT AP II Nomor: SK-67/MBU/03/2020 tanggal 2 Maret 2020.Minister of SOEs Decree No: SK-67/MBU/03/2020 dated March 2, 2020.


2 Maret 2020- 2 Maret 2025March 2, 2020- March 2, 2025













Semua anggota Direksi memiliki integritas, kompetensi, reputasi dan pengalaman serta keahlian yang dibutuhkan dalam menjalankan fungsi dan tugasnya masing-masing. Seluruh Direksi telah memenuhi persyaratan yang terdapat dalam Board Charter Angkasa Pura II.

All members of the Board of Directors have the integrity, competence, reputation and experience as well as the expertise required to carry out their respective functions and duties. All Directors have met the requirements contained in the Angkasa Pura II Board Charter.

TUGAS DAN LINGKUP TANGGUNG JAWAB DIREKSI

Tugas dan Lingkup Tanggung jawab Direksi Perseroan sebagai berikut:

DUTIES AND SCOPE OF RESPONSIBILITIES OF THE BOARD OF DIRECTORS

The duties and scope of responsibilities of the Board of Directors of the Company are as follows:

JabatanPosition

Tugas dan TanggungjawabDuties and Responsibilities

Direktur UtamaPresident DIrector

Memimpin dan mengelola perusahaan sesuai dengan kepentingan dan tujuan perusahaan dalam merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan mengendalikan kegiatan korporasi non direktorat seperti internal audit, komunikasi perusahaan dan manajemen keselamatan & risiko serta pengendalian kinerja korporasi.Leading and managing the company in accordance with the interests and objectives of the company in planning, analyzing, formulating policies, fostering the implementation and controlling of non-directorate corporate activities such as internal audit, corporate communications and safety & risk management as well as controlling corporate performance.


DIR

EKSI

Board of Directors

JabatanPosition

Tugas dan TanggungjawabDuties and Responsibilities

Wakil Direktur UtamaVice President Director

Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan, pengendalian progress investasi, masterpiece program, program utama dan breakthrough program AP II;Melakukan pembinaan kegiatan operasional Direktorat Transformasi & Portofolio Strategis, Direktorat Komersial, dan Direktorat Human Capital;Memberikan arahan dan saran-saran perbaikan dalam mengawal transformasi perusahaan kepada seluruh Direktorat guna terciptanya proses transformasi perusahaan yang berkesinambungan.Planning, analyzing, formulating policies, fostering implementation, controlling investment progress, masterpieces of programs, main programs and breakthroughs of AP II programs;To provide guidance to the operational activities of the Transformation & Strategic Portfolio Directorate, the Commercial Directorate, and the Human Capital Directorate;Provide direction and suggestions for improvements in guarding the company’s transformation to all Directorates in order to create a sustainable corporate transformation process.

Direktur KeuanganDirector of Finance

Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan mengendalikan kegiatan perencanaan keuangan, akuntansi, pengendalian anggaran, pajak, perbendaharaan, manajemen asset, pengadaan, serta program kemitraan dan bina lingkungan (PKBL).Plan, analyze, formulate policies, foster the implementation and control of financial planning, accounting, budget control, taxes, treasury, asset management, procurement, as well as partnership and environmental development programs (PKBL).

Direktur Human CapitalDirector of Human Capital

Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan mengendalikan kegiatan perencanaan, pelatihan & pengembangan sumber daya manusia (SDM), dan pelayanan administrasi dan umum.Planning, analyzing, formulating policies, fostering implementation and controlling of planning, training & development of human resources (HR), and administrative and general services.

Direktur Transformasi dan Portfolio StrategisDirector of Transformationand Strategic Portfolio

Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan mengendalikan kegiatan penyusunan strategi perusahaan, pengembangan bisnis bandar udara serta penyusunan program transformasi perusahaan.Planning, analyzing, formulating policies, fostering implementation and controlling of corporate strategy formulation activities, airport business development and compilation of corporate transformation programs.

Direktur KomersialDirector of Commercial

Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan mengendalikan kegiatan bisnis aeronautika, bisnis non aeronautika, dan bisnis terminal kargoPlanning, analyzing, formulating policies, fostering the operation and controlling of aeronautical business activities, non-aeronautical business, and cargo terminal business

Direktur TeknikDirector of Engineering

Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan mengendalikan kegiatan pengembangan infrastruktur dan fasilitas bandar udara, pemeliharaan infrastruktur bandar udara, fasilitas elektronika, listrik, mekanikal, peralatan dan pemastian kualitas infrastruktur dan fasilitas bandar udara.Planning, analyzing, formulating policies, fostering the implementation and control of airport infrastructure and facilities development activities, maintenance of airport infrastructure, electronic, electrical, mechanical, equipment and quality assurance of airport infrastructure and facilities.

Direktur Operasi dan PelayananDirector of Operations &Services

Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan mengendalikan kegiatan operasi bandar udara, manajemen keamanan dan keselamatan bandar udara, pelayanan bandar udara, dan pengelolaan fasilitas serta pemastian kualitas pelayanan bandar udara.Planning, analyzing, formulating policies, fostering the implementation and control of airport operations, airport security and safety management, airport services, and facility management as well as ensuring the quality of airport services.

BOARD CHARTER DIREKSI

Direksi berpedoman pada Pedoman Tata Kerja Direksi (Board of Directors Charter) PT Angkasa Pura II (Persero). Board Charter berisi tentang petunjuk tata laksana kerja Dewan Direksi serta menjelaskan tahapan aktivitas secara terstruktur, sistematis, mudah dipahami dan dapat dijalankan dengan konsisten, dapat menjadi acuan bagi Dewan Direksi dalam melaksanakan tugas masing-masing untuk mencapai Visi dan Misi Perusahaan,

BOARD OF DIRECTORS CHARTER

The Board of Directors is guided by the PT Angkasa Pura II (Persero) Board of Directors Charter. The Board Charter contains instructions for the work procedures of the Board of Directors and explains the stages of activities in a structured, systematic, easy to understand and consistent manner, can be used as a reference for the Board of Directors in carrying out their respective duties to achieve the Company’s Vision and Mission, so that it is expected


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sehingga diharapkan akan tercapai standar kerja yang tinggi selaras dengan prinsip-prinsip GCG.

Board of Director Charter PT Angkasa Pura II disusun berdasarkan prinsip-prinsip hukum korporasi, ketentuan Anggaran Dasar, peraturan dan ketentuan perundang-undangan yang berlaku, arahan Pemegang Saham serta praktik-praktik terbaik (best practices) Good Corporate Governance.

Board of Directors Charter ini mencakup penjabaran mengenai hal-hal apa yang menjadi tugas dan kewenangan Direksi serta kesepakatan mengenai mekanisme dan hubungan kerja dengan Dewan Komisaris di lingkungan Perusahaan dengan mengacu pada ketentuan dan peraturan perudang-undangan yang berlaku, Anggaran Dasar, dan arahan Pemegang Saham yang ditetapkan dalam Rapat Umum Pemegang Saham (RUPS) yang mengatur tata kerja Direksi.

KRITERIA DIREKSI

Kriteria umum dalam pemilihan anggota Direksi antara lain adalah sebagai berikut:1. Memenuhi persyaratan kemampuan dan integritas

sehingga pelaksanaan fungsi pengelolaan perusahaan dapat dilaksanakan dengan baik;

2. Memahami dan mematuhi Anggaran Dasar Perusahaan dan peraturan perundang-undangan yang berkaitan dengan tugasnya;

3. Memahami dan melaksanakan GCG serta dapat menjaga iklim usaha yang sehat berdasarkan peraturan yangberlaku;

4. Memahami kompleksitas usaha, keuangan, audit, pengelolaan SDM dan lain-lain;

5. Memiliki tanggung jawab terhadap pengelolaan Perusahaan agar dapat menghasilkan keuntungan dan memastikan kesinambungan perusahaan;

6. Memiliki keahlian dan pengalaman di bidang yang akan menjadi tanggung jawabnya;

7. Memiliki leadership yang baik;8. Reputasi yang baik selama yang bersangkutan

mengemban tugas-tugas sebelumnya;9. Memiliki akhlak dan moral yang baik;10. Mampu melaksanakan perbuatan acto;11. Tidak pernah dinyatakan pailit atau menjadi anggota

Dewan Komisaris/Direksi yang dinyatakan bersalah yang menyebabkan suatu perseroan dinyatakan pailit dalam waktu 5 (lima) tahun sebelum pemilihan;

12. Tidak pernah dihukum karena melakukan tindak pidanadalam waktu 5 (lima) tahun sebelum pemilihan.

to achieve high work standards which in line with GCG principles.

The Board of Director Charter of PT Angkasa Pura II is prepared based on the principles of corporate law, the provisions of the Articles of Association, the prevailing laws and regulations, the direction of the Shareholders as well as the best practices of Good Corporate Governance.

This Board of Directors Charter includes a description of what matters are the duties and authorities of the Board of Directors as well as an agreement on the working mechanism and relationship with the Board of Commissioners within the Company by referring to the prevailing statutory provisions and regulations, the Articles of Association, and the direction of the Shareholders. determined in the General Meeting of Shareholders (GMS) which governs the work procedures of the Board of Directors.

BOARD OF DIRECTORS CRITERIA

The general criteria for selecting members of the Board of Directors include the following:1. Meet the requirements of capability and integrity so

that the implementation of the company’s management function can be carried out properly;

2. Understand and comply with the Company’s Articles of Association and laws and regulations relating to its duties;

3. Understand and implement GCG and be able to maintain a sound business climate based on the prevailing regulations;

4. Understand the complexities of business, finance, auditing, HR management and others;

5. Have responsibility for the management of the Company in order to generate profits and ensure the sustainability of the company;

6. Has expertise and experience in the field that will be his/her responsibility;

7. Have good leadership;8. Good reputation as long as the person concerned takes

up his previous assignments;9. Have good character and morals;10. Able to carry out acto’s actions;11. Have never been declared bankrupt or have been a

member of the Board of Commissioners / Directors who was found guilty of causing a company to go bankrupt within 5 (five) years prior to the election;

12. Never been convicted of a criminal act within 5 (five) years prior to the election.


DIR

EKSI

Board of Directors

NOMINASI ANGGOTA DIREKSI

Nomisasi dan pemilihan calon anggota Direksi berdasarkan arahan atau usulan dari Kementerian BUMN sesuai peraturan perundang-undangan yang berlaku.

PROGRAM PENGENALAN DIREKSI

Sejalan dengan Board Manual Perseroan, Anggota Direksi yang diangkat untuk pertama kalinya wajib diberikan program pengenalan. Kegiatan ini dilaksanakan dalam rangka memberikan orientasi kepada anggota Direksi yang baru diangkat agar dapat memahami latar belakang dan kegiatan usaha Perseroan serta memahami segala aspek yang terkait dengan peran dan tanggung jawab pengelolaan Perseroan, sehingga diharapkan dapat memperlancar tugas Direksi dalam menjalankan tugas masing-masing secara efektif.

Tahun 2020, terdapat 1 (satu) kali pengangkatan dengan 4 (empat) anggota Direksi baru dan telah dilakukan program pengenalan pada tanggal 10 Maret 2020 untuk program pengenalan perusahaan kepada Dewan Direksi

Adapun materi program pengenalan Direksi baru adalah sebagai berikut:1. Pelaksanaan prinsip-prinsip GCG;2. Gambaran mengenai Perseroan berkaitan

dengan tujuan, sifat, dan lingkup kegiatan, kinerja keuangan dan operasi, strategi, rencana usaha jangka Pendek, jangka panjang, posisi kompetitif, risiko, pengendalian internal dan masalah-masalah strategis lainnya;

3. Keterangan berkaitan dengan kewenangan yang didelegasikan, audit internal dan eksternal, sistem dan kebijakan pengendalian internal serta Komite Audit dan Komite Lain yang dibentuk Dewan Komisaris;

4. Keterangan mengenai kewajiban, tugas, tanggung jawab dan hak-hak Dewan Komisaris dan Direksi serta hal-hal yang tidak diperbolehkan;

5. Pemahaman terkait dengan prinsip etika dan norma yang berlaku di lingkungan Perseroan serta masyarakat setempat.

NOMINATION OF THE BOARD OF DIRECTORS’ MEMBERS

Nomination and selection of members candidate of the Board of Directors are based on directions or recommendations from the Ministry of SOE in accordance with the prevailing laws and regulations.

BOARD OF DIRECTORS ORIENTATION PROGRAM

In line with the Company’s Board Manual, Members of the Board of Directors who are appointed for the first time must be given an orientation program. This activity is carried out in order to provide orientation to the newly appointed members of the Board of Directors so that they can understand the background and business activities of the Company and understand all aspects related to the roles and responsibilities of managing the Company, so that it is expected to facilitate the duties of the Board of Directors in carrying out their respective duties effectively. .

In 2020, there was 1 (one) appointment with 4 (four) new members of the Board of Directors and an orientation program was carried out on March 10, 2020 for the company orientation program to the Board of Directors

The materials for the orientation of the new Board of Directors are as follows:1. Implementation of GCG principles;2. An overview of the Company in relation to the objectives,

nature and scope of activities, financial and operational performance, strategy, short-term, long-term business plans, competitive position, risk, internal control and other strategic issues;

3. Information relating to delegated authority, internal and external audits, internal control systems and policies as well as the Audit Committee and Other Committees established by the Board of Commissioners;

4. Information regarding the obligations, duties, responsibilities and rights of the Board of Commissioners and Board of Directors as well as matters that are not allowed;

5. Understanding of the ethical principles and norms that apply in the Company environment and the local community.


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RANGKAP JABATAN DIREKSI

Anggota Direksi Angkasa Pura II tidak ada yang menjabat sebagai anggota Direksi di perusahaan lain, atau jabatan lain yang dilarang berdasarkan Anggaran Dasar Perusahaan dan peraturan perundangan yang berlaku.

BENTURAN KEPENTINGAN

Dalam upayanya meminimalkan terjadinya benturan kepentingan, setiap anggota Direksi wajib membuat Daftar Khusus yang memuat informasi mengenai kepemilikan sahamnya dan/atau keluarganya di Perseroan maupun di perusahaan lain. Daftar tersebut disimpan dan diadministrasikan oleh Corporate Secretary. Hingga 31 Desember 2020, seluruh Anggota Direksi tidak memiliki saham di Perseroan.

PROGRAM PENGEMBANGAN DIREKSI

Selama tahun 2020, anggota Direksi telah mengikuti kegiatan pelatihan dan seminar. Informasi mengenai Program Pengembangan Kompetensi Direksi dapat dilihat pada Bab Profil Perusahaan.

KEPUTUSAN-KEPUTUSAN DIREKSI TAHUN 2020

Selama tahun 2020 anggota Direksi telah mengeluarkan berbagai keputusan baik di bidang pengelolaan sumber daya manusia, keuangan, operasional bisnis, maupun aspek strategis.

CONCURRENT POSITIONS OF THE BOARD OF DIRECTORSThere are no members of the Board of Directors of Angkasa Pura II who serve as members of the Board of Directors in other companies, or other positions that are prohibited under the Company’s Articles of Association and applicable laws and regulations.

CONFLICT OF INTEREST

In an effort to minimize conflicts of interest, each member of the Board of Directors is required to make a Special Register containing information regarding his and / or family’s share ownership in the Company or in other companies. The list is kept and administered by the Corporate Secretary. Until December 31, 2020, all members of the Board of Directors do not own shares in the Company.

BOARD OF DIRECTORS DEVELOPMENT PROGRAM

During 2020, members of the Board of Directors have participated in training activities and seminars. Information regarding the Competency Development Program for the Board of Directors can be seen in the Company Profile Chapter.

DIRECTORS’ DECISIONS FOR 2020

During 2020 members of the Board of Directors have issued various decisions in the areas of human resource management, finance, business operations, and strategic aspects.


Assessm

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Implem

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issioners and the Board of Directors

Assessment Penerapan GCG Untuk Aspek Dewan Komisaris dan DireksiAssessment of GCG Implementation for the Aspect of the Board of Commissioners and the Board of Directors

Sebagai organ utama, Dewan Komisaris dan Direksi memiliki peran sentral dalam gerak pertumbuhan Perseroan. Assessment atas kedua organ ini menjadi sebuah keharusan, terutama karena Perseroan merupakan BUMN yang diarahkan untuk menerapkan prinsip GCG pada standar BUMN sekaligus penilaian terhadap penerapan tersebut.

Assessment terhadap penerapan GCG mengacu kepada Salinan Keputusan Sekretaris Kementerian Badan Usaha Milik Negara No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada BUMN. Metode penilaian dan evaluasi dilakukan dengan menggunakan alat ukur yang terdiri dari 6 (enam) aspek dengan bobot yang telah ditentukan sebagaimana diatur dalam Salinan Keputusan di atas.

Hasil assessment untuk aspek Dewan Komisaris dan Direksi dapat disajikan sebagai berikut:

Aspek PengujianParameter Aspects

BobotWeight

Pencapaian Tahun 20202020 Achievments

NilaiScore

Pencapaian (%)Achievment (%)

Klasifikasi Kualitas Penerapan GCG

GCG Quality Classification


35,00 32,471 92,77 Sangat BaikVery Good


35,00 31,600 90,28 Sangat BaikVery Good

As the main organs, the Board of Commissioners and Board of Directors have a central role in the movement of the Company’s growth. The assessment of these two organs is a must, especially because the Company is a state-owned company that is directed to apply the principles of GCG to SOE standards as well as an assessment of the implementation.

The assessment of the implementation of GCG refers to the Copy of the Decree of the Secretary of the Ministry of State-Owned Enterprises No. SK-16 / S.MBU / 2012 dated June 6, 2012 concerning Indicators / Parameters for Assessment and Evaluation of the Implementation of Good Corporate Governance in SOE. The method of assessment and evaluation is carried out using a measuring instrument consisting of 6 (six) aspects with a predetermined weight as stipulated in the Copy of the Decree above.

The results of the assessment for the aspects of the Board of Commissioners and the Board of Directors can be presented as follows:


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Uraian Mengenai Kebijakan Remunerasi Dewan Komisaris dan DireksiDescription of the Remuneration Policy of the Board of Commissioners and the Board of Directors

Merujuk pada Pasal 96 ayat (1) UU Perseroan Terbatas No. 40 tahun 2007 yang mengatur besarnya gaji dan tunjangan Direksi ditetapkan berdasarkan keputusan RUPS. Kewenangan tersebut berdasarkan Pasal 96 ayat (2) dapat dilimpahkan kepada Dewan Komisaris.

Dalam menentukan remunerasi Dewan Komisaris dan Direksi didasari pertimbangan meliputi: kewajaran, meningkatnya tuntutan dan tanggung jawab pengurusan perusahaan serta meningkatnya kebutuhan Cost of Living Adjustment (COLA) dan perbandingan industri sejenis.

Dalam penentuan besaran remunerasi Dewan Komisaris dan Direksi, Perseroan memiliki Komite Nominasi dan Remunerasi yang merupakan organ pendukung Dewan Komisaris.

PROSEDUR PENETAPAN REMUNERASI DEWAN KOMISARIS DAN DIREKSI

Mekanisme penetapan remunerasi sebagai berikut:1. Dewan Komisaris yang menjalankan fungsi nominasi

dan remunerasi. Kajian ini dapat dilakukan dengan meminta bantuan dari pihak independen.

2. Dewan Komisaris mempelajari usulan dari Komite dan selanjutnya menyampaikan kepada RUPS

3. RUPS melakukan kajian terhadap usulan dari Dewan Komisaris

4. RUPS akan memberikan persetujuan dan menetapkan remunerasi bagi Dewan Komisaris dan Direksi

Pemberian remunerasi Dewan Komisaris dan Direksi mengacu kepada keputusan dari RUPS dengan memperhatikan hasil kajian yang dilakukan oleh Perusahaan. Kajian dalam penetapan remunerasi mempertimbangkan aspek seperti:1. Kinerja keuangan dan pencapaian Key Performance

Indicator (KPI).2. Prestasi kerja individu.

Referring to Article 96 paragraph (1) of the Limited Liability Company Law No. 40 Year 2007 which regulates the amount of the Board of Directors’ salaries and allowances, which is determined based on the resolution of the GMS. This authority based on Article 96 paragraph (2) can be delegated to the Board of Commissioners.

In determining the remuneration of the Board of Commissioners and the Board of Directors, it is based on considerations including: fairness, increasing demands and responsibilities for managing the company as well as the increasing need for Cost of Living Adjustment (COLA) and comparisons of similar industries.

In determining the amount of remuneration for the Board of Commissioners and the Board of Directors, the Company has a Nomination and Remuneration Committee which is a supporting organ for the Board of Commissioners.

PROCEDURE FOR DETERMINING THE REMUNERATION OF THE BOARD OF COMMISSIONERS AND THE BOARD OF DIRECTORS

The mechanism for determining remuneration is as follows:1. The Board of Commissioners which carries out the

nomination and remuneration functions. This study can be carried out by requesting assistance from an independent party.

2. The Board of Commissioners studies the recommendations from the Committee and then submits them to the GMS

3. The GMS reviews the suggestions from the Board of Commissioners

4. The GMS will approve and determine the remuneration for the Board of Commissioners and Directors

Determination of remuneration for the Board of Commissioners and Board of Directors is based on the resolution of the GMS, taking into account the results of the review conducted by the Company, which considers the following aspects:1. Financial Performance and achievement of Key

Performance Indicators (KPI).2. Individual work Performance.


Uraian

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escription of the Remuneration Policy of the Board of Com

missioners and the Board of D

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3. Kewajaran dengan peer perusahaan lainnya.4. Pertimbangan sasaran dan strategi jangka panjang

Perusahaan.

STRUKTUR REMUNERASI DEWAN KOMISARIS

Remunerasi Dewan Komisaris terdiri dari komponen:

1. Honorarium2. Tunjangan Rincian remunerasi Dewan Komisaris sebagai berikut:

3. Fairness with other equivalent companies.4. Consideration of the Company’s long-term goals and

strategies.

REMUNERATION STRUCTURE FOR THE BOARD OF COMMISSIONERS

Remuneration for the Board of Commissioners consists of the following components:1. Honorarium2. Allowances

The details of the remuneration for the Board of Commissioners are as follows:

Nama Dewan KomisarisBoard of Commissioners Name

JabatanPosition

Take Home Pay (per bulan)Take Home Pay (per month)


Rp112.500.000

Mochtar Husein Wakil Komisaris UtamaDeputy President Commissioner

Rp106.250.000


Rp101.250.000


Rp101.250.000


Rp101.250.000


Rp101.250.000

STRUKTUR REMUNERASI DIREKSI

Remunerasi Direksi terdiri dari komponen:

1. Gaji2. Tunjangan

Komponen remunerasi Direksi sebagai berikut:

REMUNERATION STRUCTURE FOR THE BOARD OF DIRECTORS

Remuneration for the Board of Directors consists of the following components:1. Salary2. Allowances

The components of the remuneration of the Board of Directors are as follows:

No Nama DireksiBoard of Directors

JabatanPosition

GajiSalary

Tunjangan Allowance

1. Muhammad Awaluddin

Direktur UtamaPresident Director

Rp250.000.000IDR 250,000,000

a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gajib. Asuransi Purna Jabatan premi yang ditanggung oleh

perusahaan sebesar 25% dari Gaji dalam 1 tahunc. Tunjangan Perumahan Rp22.500.000 per buland. Fasilitas Telepon Rp5.000.000 perbulane. Tunjangan BBM Rp9.000.000a. Religious holiday allowance for 1 (one) time salaryb. Post-Employment Insurance The premium borne by the

company is 25% of the salary in 1 yearc. Housing allowance of IDR 2,500,000 per monthd. Telephone facility IDR 5,000,000 per monthe. Fuel allowance of IDR 9,000,000


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JabatanPosition

GajiSalary

Tunjangan Allowance

2. Edwin Hidayat Wakil Direktur UtamaVice President Director

Rp237.500.000IDR 237,500,000




3. Ajar Setiadi Direktur Human CapitalDirector of Human Capital

Rp212.500.000IDR 212,500,000




4. Armand Hermawan Direktur Transformasi dan Portofolio StrategisDirector of Transformation and Strategic Portfolios

Rp225.000.000IDR 225,000,000




5. Muhamad Wasid Direktur Operasi dan PelayananDirector of Operations and Services

Rp212.500.000IDR 212,500,000




6 Agus Wialdi Direktur TeknikDirector of Engineering

Rp212.500.000IDR 212,500,000


perusahaan sebesar 25% dari Gaji dalam 1 tahunc. Tunjangan Perumahan Rp 22.500.000 per buland. Fasilitas Telepon Rp5.000.000 perbulane. Tunjangan BBM Rp9.000.000a. Religious holiday allowance for 1 (one) time salaryb. Post-Employment Insurance The premium borne by the



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Frequency and Meeting Attendance Level of Board of Com

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JabatanPosition

GajiSalary

Tunjangan Allowance

7 Ghamal Peris Aulia Direktur KomersialCommercial Director

Rp212.500.000IDR 212,500,000




8 Wiweko Probojakti Direktur KeuanganDirector of Finance

Rp212.500.000IDR 212,500,000




BONUS NON KINERJA DAN OPSI SAHAM

Tidak terdapat bonus non kinerja dan opsi saham yang diberikan kepada setiap anggota Dewan Komisaris dan Direksi.

NON PERFORMANCE BONUSES AND STOCK OPTIONS

There are no non-performance bonuses and share options given to each member of the Board of Commissioners and Board of Directors.

Frekuensi dan Tingkat Kehadiran Rapat Dewan Komisaris dan DireksiFrequency and Meeting Attendance Level of Board of Commissioners and Board of Directors

RAPAT DEWAN KOMISARIS

Board Manual Angkasa Pura II menjelaskan bahwa rapat Dewan Komisaris diselenggarakan sekurang-kurangnya 1 (satu) kali dalam sebulan. Rapat Dewan Komisaris terdiri dari Rapat Internal Dewan Komisaris dan Rapat Gabungan Dewan Komisaris dan Direksi.

BOARD OF COMMISSIONERS MEETING

Angkasa Pura II Board Manual explains that the Board of Commissioners meeting is held at least 1 (one) time a month. Meetings of the Board of Commissioners consist of Internal Meetings of the Board of Commissioners and Joint Meetings of the Board of Commissioners and Directors.


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Dewan Komisaris secara berkala melaksanakan rapat baik rapat internal maupun Rapat Gabungan dengan Direksi. Selama 2020, Dewan Komisaris menyelenggarakan 62 kali rapat.

Frekuensi kehadiran setiap anggota Dewan Komisaris dalam Rapat Internal Dewan Komisaris dan Komite 2020 adalah sebagai berikut:

The Board of Commissioners regularly holds meetings, both internal meetings and Joint Meetings with the Board of Directors. During 2020, the Board of Commissioners held 62 meetings.

The attendance frequency of each member of the Board of Commissioners at the 2020 Board of Commissioners and Committee Internal Meetings is as follows:

NamaName

JabatanPosition

Rapat Internal Dewan Komisaris (31 kali rapat)

Internal Meeting of the Board of Commissioners(31 meetings)

JumlahTotal %


31 100%


31 100%


31 100%


31 100%


31 100%


31 100%

AGENDA RAPAT INTERNAL DEWAN KOMISARISBOARD OF COMMISSIONERS INTERNAL MEETING AGENDA

No TanggalDate Agenda

1 07 Januari 2020 Rapat Dewan Komisaris dengan Komite MRS• Paparan evaluasi dan catatan-catatan yang ditemukan oleh Komite MRS atas kandidat yang diusulkan

sebagai calon Direksi• Pembahasan dan Penentuan Kandidat Calon Direksi yang akan diusulkan oleh Dekom kepada Pemegang

SahamMeetings of the Board of Commissioners and the MRS Committee• Exposure of evaluations and notes found by the MRS Committee on candidates proposed as candidates for the

Board of Directors• Discussion and Determination of Candidates for Board of Directors to be proposed by the Board of

Commissioners to Shareholders

2 30 Januari 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite MRS• Pembahasan Laporan Manajemen Unaudited Tahun 2019• Pembahasan Kajian Pemanfaatan dan Optimalisasi Sisa Anggaran PMN Tahun 2016 serta Laporan PMN

TW IV Tahun 2019• Pembahasan PKPT Tahun 2020 dan Laporan Profil Manajemen Risiko Tahun 2020 serta Evaluasi atas

Laporan Manajemen Risiko TW IV Tahun 2019• Pembahasan atas Rencana Perubahan Pedoman Manajemen Risiko PT Angkasa Pura II (Persero)• Pembahasan Konsep Peraturan Bersama Dewan Komisaris dan Direksi PT Angkasa Pura II (Persero)

tentang Pedoman Tata Kelola Perusahaan (Code of Corporate Governance) PTAngkasa Pura II (Persero)Meetings of the Board of Commissioners with the Audit Committee & MRS Committee• Discussion on the 2019 Unaudited Management Report• Discussion on Utilization and Optimization of 2016 PMN Remaining Budget and PMN Q4 2019 Report• Discussion on PKPT 2020 and Risk Management Profile Report for 2020 and Evaluation of Risk Management

Report for Q4 2019• Discussion of the PT Angkasa Pura II (Persero) Risk Management Guidelines Change Plan• Discussion on the Concept of Joint Regulations for the Board of Commissioners and Board of Directors of PT

Angkasa Pura II (Persero) regarding the Code of Corporate Governance of PT Angkasa Pura II (Persero)


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3 20 Februari 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite MRS• Pembahasan Laporan Manajemen Bulan Januari Tahun 2020• Pembahasan Hasil Sementara Valuasi Bandara KNO, Pembahasan Profil Risiko Perusahaan Tahun 2020,

Dan Lain-lainMeetings of the Board of Commissioners with the Audit Committee & MRS Committee• Discussion on Management Reports for January 2020• Discussion of Interim Results of KNO Airport Valuation, Discussion of 2020 Company Risk Profiles, and Others

4 27 Maret 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite MRS• Pembahasan kinerja perusahaan s.d bulan Februari 2020• Evaluasi komite terhadap strategi perusahaan kedepan terkait dengan dampak COVID – 19• Profiling Manajemen Risiko yang perlu disiapkan, Dan Lain-lainMeetings of the Board of Commissioners with the Audit Committee & MRS Committee• Discussion of company performance until February 2020• The committee’s evaluation of the company’s future strategy related to the impact of COVID - 19• Risk Management Profiling that needs to be prepared, etc.

5 14 April 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite MRS• Pembentukan Komite Nominasi dan Remunerasi dan Talent & Succession ManagementMeetings of the Board of Commissioners with the Audit Committee & MRS Committee• Establishment of the Nomination and Remuneration Committee and Talent & Succession Management

6 21 April 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite MRS• Pembahasan Laporan Manajemen TW I Tahun 2020• Evaluasi Komite Audit terhadap Ketahanan Cash Flow Perusahaan sampai dengan Akhir Tahun 2020• Hasil Monitoring Komite Manajemen Risiko terhadap Pelaksanaan Manajemen Risiko TW I Tahun 2020,

Dan Lain-lainMeetings of the Board of Commissioners with the Audit Committee & MRS CommitteeDiscussion on Management Reports for Q1 2020• Evaluation of the Audit Committee on the Company’s Cash Flow Resilience until the End of 2020• Monitoring Results of the Risk Management Committee on the Implementation of Risk Management for Q1

2020, and others

7 05 Mei 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Presentasi tata kelola internal Dewan Komisaris dan ketentuan fasilitas Dewan Komisaris (disampaikan

oleh Sekdekom)• Menyepakati pembagian tugas Dewan Komisaris sesuai bidang tugas Direksi• Menyepakati pembagian tugas Dewan Komisaris sebagai wali bandara• Menyepakati susunan Dewan Komisaris dalam keanggotaan Komite• Update dari Komite terhadap beberapa aksi korporasi Direksi yang memerlukan persetujuan/tanggapan

Dewan Komisaris• Update dari Sekdekom terhadap beberapa tanggapan/laporan Dewan Komisaris kepada RUPS dalam

rangka persiapan RUPS Tahunan tahun buku 2019Meetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Presentation of the Board of Commissioners’ internal governance and terms of the facilities for the Board of

Commissioners (submitted by Sekdekom)• Agree on the division of duties of the Board of Commissioners according to the duties of the Board of Directors• Agree on the division of duties of the Board of Commissioners as the airport trustee• Agree on the composition of the Board of Commissioners in the Committee membership• Updates from the Committee on several corporate actions of the Board of Directors that require the approval /

response of the Board of Commissioners• Updates from the Sekdekom on several responses / reports from the Board of Commissioners to the GMS in

preparation for the Annual GMS for the 2019 Fiscal Year

8 07 Mei 2020 Rapat Dewan Komisaris dengan Komite Nominasi & RemunerasiPenetapan Usulan Top Talent dan Penetapan Usulan Gaji dan Tantiem.Meetings of the Board of Commissioners and the Nomination & Remuneration Committee• Determination of Top Talent Recommendations and Determination of Proposed Salary and Tantiem.

9 18 Mei 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Isu terkini dan solusi konkret terkait protocol COVID-19 di lingkungan Bandar Udara• Isu terhadap strategi komunikasi Perseroan• Isu komersial, operasional dan pelayanan• Langkah–Langkah Perseroan menuju new normalMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Current issues and concrete solutions related to the COVID-19 protocol in the airport environment• Issues on the Company’s communication strategy• Commercial, operational and service issues• The Company’s steps towards a new normal


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10 23 Juni 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Evaluasi Kinerja Perseroan s.d Bulan Mei 2020• Laporan Isu Strategis Dari Masing-Masing Komite Dewan Komisaris dan Lain-LainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Evaluation of the Company’s Performance until May 2020• Report on Strategic Issues from Each Committee of the Board of Commissioners and Others

11 24 Juni 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Evaluasi Kinerja Perseroan s.d Bulan Mei 2020• Laporan Isu Strategis Dari Masing-Masing Komite Dewan Komisaris dan Lain-LainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Evaluation of the Company’s Performance until May 2020• Report on Strategic Issues from Each Committee of the Board of Commissioners and Others

12 17 Juli 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan Laporan Manajemen Triwulan II Tahun 2020 dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion on Management Report for the 2nd Quarter of 2020 and others

13 23 Juli 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Persiapan Rapat Gabungan Dewan Komisaris dengan Direksi Tanggal 23 Juli 2020• Pembahasan draft surat tanggapan Dewan Komisaris atas pelepasan saham PT AP II pada Railink dan

Lain-Lain.Meetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Preparation for the Joint Meeting of the Board of Commissioners and the Board of Directors on July 23, 2020• Discussion on the draft response letter from the Board of Commissioners regarding the release of PT AP II’s

shares to Railink and Others.

14 28 Juli 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Penyelesaian Surat-Surat Tanggapan Dekom terkait: Tanggapaan Dekom atas Laporan Manajemen

Triwulan II Tahun 2020• Tanggapan Dekom atas Usulan Revisi RKAP Tahun 2020• Tanggapan Dekom atas Permohonan Pelepasan Saham PT AP II Pada PT Railink• Laporan Realisasi KPI Dekom s.d Triwulan II Tahun 2020• Permintaan Rencana Kerja SPI Tahun 2019 dan 2020 yang disertai dengan Realisasi dan Laporan Hasil

Pemeriksaannya serta Permintaan atas Penyampaian Laporan manajemen Risiko Triwulan II Tahun 2020Meetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Completion of related Dekom Response Letters: Dekom’s Response to the 2020 Second Quarterly Management

Report• The Board of Commissioners’ Response to the Proposed Revision of the 2020 RKAP• The Board of Commissioners’ Response to the Request for the Release of PT AP II Shares at PT Railink• Report on the realization of KPI Dekom up to Quarter II of 2020• Request for IAU Work Plans for 2019 and 2020 accompanied by the Realization and Report on the Results of the

Examination and Request for Submission of the Risk Management Report for the Second Quarter of 2020

15 5 Agustus 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Laporan Manajemen TW II Tahun 2020• Pembahasan Permasalahan PT Gapura Angkasa• Pembahasan Pengelolaan Kargo• Pembahasan Hasil Evaluasi Komite Nominasi & Remunerasi terkait dengan isu pro-hire pada Direktorat

KomersialMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Management Report for Q2 2020• Discussion of PT Gapura Angkasa’s Problems• Discussion on Cargo Management• Discussion on the Evaluation Results of the Nomination & Remuneration Committee related to pro-hire issues at

the Commercial Directorate

16 12 Agustus 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan Surat Tanggapan Laporan Manajemen TW II• Pembahasan Surat Dekom Mengenai PT Gapura Angkasa• Pembahasan Realisasi PMN TW IIMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion of Management Report Response Letter for TW II• Discussion of Dekom Letter regarding PT Gapura Angkasa• Discussion on the Realization of PMN TW II


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17 26 Agustus 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan Telaahan Komite Audit atas PMN TW II Tahun 2020• Laporan dan Tindak lanjut atas Gagal lelang Pemilihan KAP Tahun 2020• Pembahasan Evaluasi Penyesuaian Organisasi Sesuai Dengan Kelas BUMN• Update Project Dokumen Proses Pemilihan Mitra Bandar Kualanamu Pembahasan Isu Pro-HireMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion on the Audit Committee’s Review on PMN Q2 / 2020• Report and follow-up on failed 2020 KAP election auction• Discussion on Evaluation of Organizational Adjustments according to SOE Class• Update Project Document Selection Process of Kualanamu Airports Partner Discussion of Pro-Hire Issues

18 4 September 2020

Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi • Pendalaman Project Document Pemilihan Mitra Strategis Program Pengembangan Bandara Kualanamu• Pembahasan Lanjutan Isu Komersial TMT Terminal 3 Bandara Soekarno-Hatta, dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Deepening of Project Document Selection of Strategic Partner of Kualanamu Airport Development Program• Continuation Discussion on Commercial Issues of TMT Terminal 3 Soekarno-Hatta Airport, and others

19 16 September 2020

Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Paparan Komite Audit atas masalah legal terkait ketiadaan kontrak pada tenant Terminal 3 Internasional• Diskusi perkembangan refocusing anak perusahaan• Tren produksi dan keuangan dari pendapatan Kargo, Dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Exposure to the Audit Committee on legal issues related to the absence of contracts on International Terminal

3 tenants• Discussion on the refocusing development of subsidiaries• Production and financial trends from cargo revenue, and others


Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan Pedoman Sistem Manajemen Anti Penyuapan (SMAP) PT Angkasa Pura II (Persero)Meetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion on PT Angkasa Pura II (Persero) Anti-Bribery Management System Guidelines


Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan Laporan Manajemen bulan Agustus 2020• Pembahasan Analisa Trend Revenue dari tahun 2018 s.d 2020, atas: (i) parkir, (ii) iklan, (iii) tenant, dan (iv)

ground handling• Monitoring Pelaksanaan Penataan Anak Perusahaan, Dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion on Management Reports for August 2020• Discussion on Trend Revenue Analysis from 2018 to 2020, on: (i) parking, (ii) advertising, (iii) tenants, and (iv)

ground handling• Monitoring of Subsidiary Arrangement Implementation, and others

22 06 Oktober 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan tanggapan Dekom atas penambahan modal pada PT Railink• Pembahasan surat tanggapan Dekom atas RJPP 2020-2024, pembahasan isu SDM pada Direktorat

Komersial, dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion of Dekom’s response to the additional capital at PT Railink• Discussion of Dekom’s response letter to RJPP 2020-2024, discussion of HR issues at the Commercial

Directorate, and others

23 15 Oktober 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan kronologi laporan Sekarpura• Pembahasan surat tanggapan Dekom atas RJPP 2020-2024• Pembahasan capaian KPI Dekom TW III-2020 dan capaian pelaksanaan tugas masing-masing Komite

selama TW III-2020, dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion of the Sekarpura report chronology• Discussion of Dekom’s response letter to RJPP 2020-2024• Discussion on the achievements of KPI Dekom for Q III-2020 and achievements in carrying out the duties of

each Committee during Q III-2020, etc.


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24 22 Oktober 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan Laporan Manajemen TW III Tahun 2020, dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee● Discussion on Management Reports for Q3 / 2020, and others

25 05 November 2020

Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Finalisasi tanggapan Dekom atas RJPP 2020- 2024• Finalisasi tanggapan Dekom atas kinerja perusahaan s.d Triwulan III tahun 2020• Pendalaman terhadap efektifitas pelaksanaan manajemen risiko s.d Triwulan III tahun 2020• Monitoring dan review atas pelaksanaan tindak lanjut temuan SPI, temuan KAP, temuan BPK dan arahan

RUPS s.d Triwulan III tahun 2020Meetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Finalization of Dekom’s response to RJPP 2020-2024• Finalization of Dekom’s response to the company’s performance up to the third quarter of 2020• Deepening of the effectiveness of risk management implementation up to Quarter III 2020• Monitoring and reviewing the implementation of follow-up findings of SPI, KAP findings, BPK findings and

direction of the GMS up to Quarter III of 2020

26 10 November 2020

Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan hasil telaahan realisasi penggunaan PMN Triwulan III tahun 2020• Pembahasan efektifitas pelaksanaan cost leadership dan telaahan atas kurikulum pembelajaran ALC• Pembahasan pemberian tinjauan Dewan Komisaris selaku Dewan Pengarah dalam Sistem Manajemen

Anti Penyuapan PT AP II dalam rangka pemenuhan sertifikasi SMAP• Pembahasan rencana visiting virtual ke seluruh cabang melalui kegiatan presentasi inovasi oleh masing-

masing EGM CabangMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion on the results of a review of the realization of the use of PMN for the third quarter of 2020• Discussion on the effectiveness of cost leadership implementation and review of the ALC learning curriculum• Discussion on the review of the Board of Commissioners as the Steering Committee in the PT AP II Anti-Bribery

Management System in order to fulfill the SMAP certification• Discussion of virtual visiting plans to all branches through innovation presentation activities by each EGM

Branch

27 19 November 2020

Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan Laporan Manajemen Bulan Oktober Tahun 2020• Pembahasan Rencana Kerja dan Anggaran Dekom dan Komite tahun 2021• Pembahasan RKAP Tahun 2021 dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion on Management Reports for October 2020• Discussion of the Work Plan and Budget of the Board of Commissioners and Committees for 2021• Discussion on the 2021 RKAP and others

28 03 Desember 2020

Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan Persetujuan Penambahan Modal Railink• Pembahasan Tanggapan Tertulis Dewan Komisaris atas Partisipasi PT Angkasa Pura II (Persero) dalam

Tender KPBU Bandara Internasional Hang Nadim Batam• Pembahasan Progress Report Direktorat Komersial• Pembahasan Kesesuaian Jawaban Direksi atas Surat- Surat Dewan Komisaris, dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion of Railink Capital Increase Approval• Discussion of the Board of Commissioners ‘Written Responses to PT Angkasa Pura II (Persero)’ s Participation in

the Hang Nadim Batam International Airport PPP Tender• Discussion on the Progress Report of the Commercial Directorate• Discussion on the suitability of the Directors ‘Answers to the Board of Commissioners’ Letters, and others


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29 10 Desember 2020

Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan aspek operasional untuk pengukuran tingkat kesehatan perusahaan tahun 2021• Pembahasan usulan KPI Dekom tahun 2021• Pembahasan isu strategis kegiatan usaha kargo sebagai bahan kunjungan Dekom pada unit kargo BSH• Pembahasan pembentukan perusahaan patungan dan setoran modal untuk badan usaha pengelola

Bandara Hang Nadim Batam, dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion of operational aspects for measuring the company’s health level in 2021• Discussion on the proposed KPI Dekom for 2021• Discussion on strategic issues of cargo business activities as material for the visit by Dekom to the BSH cargo

unit• Discussions on the formation of joint ventures and capital deposits for business entities managing Hang Nadim

Airport, Batam, and others

30 17 Desember 2020

Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan Evaluasi Temuan Hasil Kunjungan Pada Area Kargo Bandara Soekarno-Hatta• Pembahasan Rekomendasi Usulan Direksi PT Gapura Angkasa, dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion on Evaluation of Findings of Visit Results in the Cargo Area of Soekarno-Hatta Airport• Discussion of recommendations from the Board of Directors of PT Gapura Angkasa, and others

31 22 Desember 2020

Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi• Pembahasan Laporan Manajemen Bulan November Tahun 2020, dan lain-lainMeetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination & Remuneration Committee• Discussion on Management Reports for November 2020, and others

Frekuensi kehadiran setiap anggota Dewan Komisaris dalam Rapat Gabungan Dewan Komisaris dan Direksi 2020 adalah sebagai berikut:

The attendance frequency of each member of the Board of Commissioners at the 2020 Joint Meeting of the Board of Commissioners and the Board of Directors is as follows:

NamaName

JabatanPosition

Rapat GabunganDewan Komisaris dan Direksi (31 kali rapat)Joint Meetings of the Board of Commissioners and the Board

Directors (31 meetings)

JumlahTotal %


31 100%


31 100%


31 100%


31 100%


31 100%


31 100%


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1 Rapat Evaluasi Dewan Komisaris dengan Direksi mengenai Laporan manajemen Tahun Buku 2019• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen tahun 2019 (Unaudited). (30 Januari 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen tahun 2019 (Audited). (5 Mei 2020)Evaluation Meeting of the Board of Commissioners and the Board of Directors regarding the Management Report for the Fiscal Year 2019• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the 2019 Management Report

(Unaudited). (January 30, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the 2019 Management Report

(Audited). (May 5,2020)

2 Memantau kepatuhan Direksi dalam menjalankan Perusahaan sesuai RKAP dan/atau RJPP• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Tahun 2019 (Unaudited). (30 Januari 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Januari Tahun 2020. (20 Februari 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Februari Tahun 2020. (27 Maret 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Maret / Triwulan I Tahun 2020. (21

April 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Pertanggungjawaban Kinerja Perusahaan tahun 2019 dalam

rangka persiapan RUPS Tahun Buku 2019. (5 Mei 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Evaluasi Kinerja Perseroan s.d bulan Mei 2020. (26 Juni 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Juni / Triwulan II Tahun 2020. (23 Juli

2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Triwulan II Tahun 2020. (5 Agustus 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Juli Tahun 2020. (8 September 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Agustus Tahun 2020. (29 September

2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Triwulan III Tahun 2020. (22 Oktober 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Oktober Tahun 2020. (20 November

2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan November Tahun 2020. (22 Desember

2020)Monitor the compliance of the Board of Directors in running the Company in accordance with the RKAP and / or RJPP• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the 2019 Management Report

(Unaudited). (January 30, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for January 2020. (February 20,

2020)• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for February 2020. (March 27,

2020)• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for March / Quarter I 2020. (April

21, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion on the Responsibility for Corporate

Performance in 2019 in preparation for the 2019 Annual General Meeting of Shareholders (May 5, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding the Company’s Performance Evaluation Discussion until

May 2020. (June 26, 2020)• Board of Commissioners and Directors Meeting on Management Report Discussion for June / Quarter II of 2020. (July 23, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the Management Report for the Second

Quarter of 2020. (August 5, 2020)• Board of Commissioners and Board of Directors Meeting on Management Report Discussion for July 2020. (September 8, 2020)• Board of Commissioners and Board of Directors Meeting on Management Report Discussion for August 2020. (September 29, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the Management Report for the 3rd

Quarter of 2020. (October 22, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding Management Report Discussion for October 2020.

(November 20, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding Management Report Discussion for November 2020.

(December 22, 2020)

AGENDA RAPAT GABUNGAN DEWAN KOMISARIS DENGAN DIREKSI AGENDA FOR JOINT MEETINGS OF THE BOARD OF COMMISSIONERS AND THE BOARD OF DIRECTORS


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3 Pemantauan tentang kebijakan akuntansi dan penyusunan laporan keuangan sesuai dengan standar akuntansi yang berlaku umum di Indonesia (SAK)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Tahun 2019 (Unaudited). (30 Januari 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Januari Tahun 2020. (20 Februari 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Februari Tahun 2020. (27 Maret 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Maret / Triwulan I Tahun 2020. (21

April 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Pertanggungjawaban Kinerja Perusahaan tahun 2019 dalam

rangka persiapan RUPS Tahun Buku 2019. (5 Mei 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan EvaluasiKinerja Perseroan s.d bulan Mei 2020. (26 Juni 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Juni / Triwulan II Tahun 2020. (23 Juli

2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Triwulan II Tahun 2020. (5 Agustus 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Juli Tahun 2020. (8 September 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Agustus Tahun 2020. (29 September

2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Triwulan III Tahun 2020. (22 Oktober 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Oktober Tahun 2020. (20 November

2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan November Tahun 2020. (22 Desember

2020)Monitoring of accounting policies and preparation of financial reports in accordance with generally accepted accounting standards in Indonesia (FAS)• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the 2019 Management Report

(Unaudited). (January 30, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for January 2020. (February 20,

2020)• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for February 2020. (March

27,2020)• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for March / Quarter I 2020. (April

21, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion on the Responsibility for Corporate

Performance in 2019 in preparation for the 2019 Annual General Meeting of Shareholders (May 5, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding the Evaluation of the Company’s Performance until May

2020. (June 26, 2020)• Board of Commissioners and Directors Meeting on Management Report Discussion for June / Quarter II of 2020. (July 23, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the Management Report for the Second

Quarter of 2020. (August 5, 2020)• Board of Commissioners and Board of Directors Meeting on Management Report Discussion for July 2020. (September 8, 2020)• Board of Commissioners and Board of Directors Meeting on Management Report Discussion for August 2020. (September 29, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the Management Report for the 3rd

Quarter of 2020. (October 22, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding Management Report Discussion for October 2020.

(November 20, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding Management Report Discussion for November 2020.

(December 22, 2020)

4 Menelaah usulan remunerasi Direksi• Rapat Dewan Komisaris dengan Direksi dalam agenda lain-lain yaitu usulan remunerasi tahun 2020 dan tantiem 2019 Direksi

dan Dewan Komisaris. (21 April 2020)• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Pertanggungjawaban Kinerja Perusahaan tahun 2019 dalam

rangka persiapan RUPS Tahun Buku 2019. (5 Mei 2020)Reviewing the proposed remuneration for the Board of Directors• Meetings of the Board of Commissioners with the Board of Directors on other agendas, namely the proposed remuneration for 2020

and the 2019 bonus for the Board of Directors and the Board of Commissioners. (April 21, 2020)• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion on the Responsibility for Corporate

Performance in 2019 in preparation for the 2019 Annual General Meeting of Shareholders (May 5, 2020)

5 Pemantauan implementasi teknologi informasi• Rapat Dewan Komisaris dan Direksi tanggal 30 Desember 2020 pembahasan Progress Pengembangan Data Analitics with IQRA.

(30 Desember 2020)• Risalah rapat BOC dan BOD perihal Progress Pengembangan Data Analitics with IQRA. (30 Desember 2020)Monitoring the implementation of information technology• Board of Commissioners and Board of Directors Meeting on December 30, 2020 to discuss the Progress of Data Analytics with IQRA

Development. (December 30, 2020)• Minutes of BOC and BOD meetings regarding the Progress of Data Analytics with IQRA Development. (December 30, 2020)


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AGENDA RAPAT DEWAN KOMISARIS BERSAMA KOMITE AUDIT DAN KOMITE MANAJEMEN RISIKOAGENDA FOR THE MEETING OF THE BOARD OF COMMISSIONERS WITH THE AUDIT COMMITTEE AND THE RISK MANAGEMENT COMMITTEE

No Tanggal RapatMeeting Date

Agenda RapatMeeting Agenda

Peserta RapatParticipants

1 12 February 2020February 12, 2020

Presentasi Hasil Audit oleh Kantor Akuntan Publik untuk Tahun Buku 2019Presentation of Audit Results by the Public Accounting Firm for the 2019 Fiscal Year

• Dewan Komisaris• Komite Audit• Manajemen dengan KAP EY• Board of Commissioners• Audit Committee• Management with KAP EY

2 20 April 2020April 20, 2020

Presentasi Hasil Final Pelaksanaan Audit Tahun Buku 2019 oleh Akuntan PublikPresentation of the Final Results of the 2019 Fiscal Year Audit by a Public Accountant

• Dewan Komisaris• Komite Audit• Manajemen dengan KAP EY • Board of Commissioners• Audit Committee• Management with KAP EY

RAPAT DIREKSI

Berdasarkan ketentuan dalam Board Manual, Direksi mengadakan rapat internal secara berkala setiap 1 minggu sekali.

Direksi melaksanakan rapat internal secara berkala dan menghadiri rapat gabungan Dewan Komisaris dan Direksi. Keputusan yang diambil dalam rapat Direksi didasarkan pada asas musyawarah untuk mufakat atau dengan melakukan pemungutan suara terbanyak.

Jumlah realisasi rapat selama tahun 2020 adalah 91 kali rapat dengan rincian 67 kali rapat dilaksanakan pada Semester I Tahun 2020 dan 24 kali rapat dilaksanakan pada semester II Tahun 2020. Frekuensi kehadiran masing-masing anggota dalam Rapat Internal Direksi selama tahun 2020 sebagai berikut:

BOARD OF DIRECTORS MEETINGS

Based on the provisions in the Board Manual, the Board of Directors holds regular internal meetings once a week.

The Board of Directors holds regular internal meetings and attends joint meetings of the Board of Commissioners and the Board of Directors. Decisions made in the Board of Directors’ meeting are based on the principle of deliberation to reach consensus or by voting.

The number of meeting realized during 2020 was 91 meetings with details of 67 meetings held in Semester I of 2020 and 24 meetings held in semester II of 2020. The frequency of attendance of each member at the Internal Meeting of the Board of Directors during 2020 is as follows:

NamaName

JabatanPosition

Rapat Direksi (91 kali Rapat)Board of Directors Meetings (91 Meetings)

Jumlah yang diikutiNumber of Attendance


Muhammad Awaluddin Direktur UtamaPresident Director (PD)

90 99

Edwin Hidayat Wakil Direktur UtamaVice President Director (DX)

75 82

Ajar Setiadi Direktur Human CapitalDirector of Human Capital (DH)

83 91

Armand Hermawan Direktur Transformasi dan Portfolio StrategisDirector of Transformation & Portofolio Strategic (DS)

86 94

Ghamal Peris Aulia Direktur KomersialDirector of Commercial (DC)

77 84

Wiweko Probojakti Direktur KeuanganDirector of Finance (DF)

91 100


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NamaName

JabatanPosition

Rapat Direksi (91 kali Rapat)Board of Directors Meetings (91 Meetings)

Jumlah yang diikutiNumber of Attendance


Muhamad Wasid Direktur Operasi & PelayananDirector of Operation & Service (DO)

82 90

Agus Wialdi Direktur TeknikDirector of Engineering (DE)

83 91

AGENDA RAPAT INTERNAL DIREKSIBOARD OF DIRECTORS INTERNAL MEETING AGENDA

No Waktu/Tempat RapatTime / Place of Meeting


BOD yang HadirPresent BOD

1 Jum’at, 03 Januari 2020Pukul 13.00 WIB s.d selesaiTempat: Ruang Rapat Wijaya Kusuma Lantai 6, Gedung 600, Kantor Pusat PT Angkasa Pura II (Persero)Friday, January 3 202013.00 WIB until finishedVenue: Wijaya Kusuma Meeting Room, 6th Floor, 600 Building, Head Office of PT Angkasa Pura II (Persero)

Rapat Direksi1. Pembahasan Usulan RKAP Tahun 2020 Anak Perusahaan PT Angkasa

Pura II (Persero)2. Paparan terkait Kinerja Kesehatan Perusahaan3. Paparan Integrated Building untuk Layanan Public Transportation CGK

& Rencana Pengembangan dan Komersialisasi Integrated Building Hotel & Convention CGK meliputi:a. Progress Pembangunan Gedung;b. Konsep Integrated Building;c. Rencana Pengembangan dan Komersialisasi.

4. Paparan Rencana Komersialisasi Pasca Revitalisasi Terminal 1 & 2 BSHBoard of Directors Meeting1. Discussion on the Proposed RKAP for 2020 for the Subsidiary of PT

Angkasa Pura II (Persero)2. Exposure related to Company Soundness Performance3. Exposure to Integrated Building for CGK Public Transportation Services

& Development and Commercialization Plans for the Integrated Building Hotel & Conventions CGK include:a. Building Construction Progress;b. Integrated Building Concept;c. Development and Commercialization Plan.

4. Exposure to the Post-Revitalization Plan for Terminal 1 & 2 BSH

BOD

2 Rabu, 08 Januari 2020Pukul 08.30 WIB s.d selesaiTempat: Ruang Rapat Wijaya Kusuma Lantai 6, Gedung 600 Kantor Pusat PT Angkasa Pura II (Persero)Wednesday, January 08, 202008.30 WIB until finishedVenue: Wijaya Kusuma Meeting Room, 6th Floor, 600 Building, Head Office of PT Angkasa Pura II (Persero)

Rapat Direksi1. Paparan Kepala Bandara KSP BMN (PKY, TJQ, BKS, TKG) sebagai

berikut:a. Pending Items Pasca Integrasi ke PT Angkasa Pura II (Persero);b. RKAP Tahun 2020 per Kantor Cabang PT Angkasa Pura II

(Persero);c. Hal-hal Penting lainnya.

2. Rencana Integrasi Transportasi Jabodetabek dengan PT Railink;3. Progress Perpindahan Traffic Bandara Halim Perdanakusuma.Board of Directors Meeting1. Exposure of the Head of KSP BMN Airport (PKY, TJQ, BKS, TKG) as follows:

a. Pending Items Post Integration to PT Angkasa Pura II (Persero);b. 2020 RKAP per Branch Office of PT Angkasa Pura II (Persero);c. Other Important Matters.

2. Plans for Integration of Jabodetabek Transportation with PT Railink;3. Progress of Halim Perdanakusuma Airport Traffic Transfer.

BOD


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3 Selasa, 21 Januari 2020Pukul 08.30 WIB s.d selesaiTempat : Ruang Rapat Wijaya Kusuma Lantai 6, Gedung 600Kantor Pusat PT Angkasa Pura II (Persero)Tuesday, January 21, 202008.30 WIB until finishedPlace: Wijaya Kusuma Meeting Room, 6th Floor, Building 600Head Office of PT Angkasa Pura II (Persero)

Rapat Direksi1. Progress Penyiapan BDO sebagai Turboprop Airport Hub2. Paparan Integrated Building untuk Layanan Public Transportation CGK

& Rencana Pengembangan dan Komersialisasi Integrated Building Hotel & Convention CGK meliputi:a. Progress Pembangunan Gedung;b. Konsep Integrated Building;c. Rencana Pengembangan dan Komersialisasi.

3. Evaluasi Pasca Pengoperasian Runway 3 CGK tanggal 20 Desember 2019

4. Progress Konstruksi Bandara JB Soedirman Wirasaba – PurbalinggaBoard of Directors Meeting1. Progress of BDO preparation as Turboprop Airport Hub2. Exposure to Integrated Building for CGK Public Transportation Services

& Development and Commercialization Plans for the Integrated Building Hotel & Conventions CGK include:a. Building Construction Progress;b. Integrated Building Concept;c. Development and Commercialization Plan.

3. Post-Operational Evaluation of Runway 3 CGK on December 20, 20194. Construction Progress of JB Soedirman Wirasaba Airport - Purbalingga

BOD

4 Selasa, 04 Februari 2020Pukul 09.00 WIB s.d selesaiTempat : Ruang Rapat Wijaya Kusuma Lantai 6, Gedung 600, Kantor Pusat PT Angkasa Pura II (Persero)Tuesday, February 4, 202009.00 WIB until finishedVenue: Wijaya Kusuma Meeting Room, 6th Floor, 600 Building, Head Office of PT Angkasa Pura II (Persero)

Rapat Direksi1. Paparan Hasil Interpretasi Awal Pemahaman Proses Bisnis dan

Kebutuhan Kompetensi;2. Strategic Portfolio AP II Group;3. Update Progress Design Project Terminal 4 CGK;4. Progress Cargo Village;5. Progres Revitalisasi Terminal 1 & Terminal 2 BSH;6. Rencana Pengoperasian Hotel T3 Internasional & APS LoungeBoard of Directors Meeting1. Exposure to the Results of Initial Interpretation of Understanding Business

Processes and Competency Needs;2. AP II Group’s Strategic Portfolio;3. Update the Progress Design Project for CGK Terminal 4;4. Progress Cargo Village;5. Progress of Revitalization of Terminal 1 & Terminal 2 of BSH;6. Operation Plan for T3 International Hotel & APS Lounge

BOD

5 Rabu, 12 Februari 2020Pukul 14.00 WIB s.d Selesai Tempat : Ruang Rapat Sabang 1Hotel Mercure Sabang – JakartaWednesday, February 12, 202014.00 WIB to Finish Place: Sabang Meeting Room 1Hotel Mercure Sabang - Jakarta

Rapat Direksi1. Radirtas2. Rencana Pengoperasian Bandara JB Soedirman untuk Moda Angkutan

Lebaran dan Laporan persiapan FGD Wirasaba3. Rolling Plan RJPP 2019-2020 dan Rencana RJPP 2020-2024Board of Directors Meeting1. Radirtas2. Operational Plan of JB Soedirman Airport for Lebaran Transportation

Mode and Report for Preparation of Wirasaba FGD3. 2019-2020 RJPP Rolling Plans and 2020-2024 RJPP Plans

BOD

6 Selasa, 18 Februari 2020Pukul 14.00 WIB s.d selesaiTempat : Ruang Rapat Wijaya Kusuma Lantai 6, Gedung 600Kantor Pusat PT Angkasa Pura II (Persero)Tuesday, February 18, 202014.00 WIB until finishedPlace: Wijaya Kusuma Meeting Room, 6th Floor, Building 600Head Office of PT Angkasa Pura II (Persero)

Rapat Direksi1. Keputusan Viability Batam Project2. Keputusan Owner Estimate KNO Project3. Paparan tentang Penguatan Corporate Culture, Pengawalan Change

Management dan Pengukuran Transformation Index4. Progress Perpindahan Traffic Bandara Halim Perdanakusuma5. Standarisasi Operasi dan Pelayanan di 4 Bandara KSP BMN6. Penyelesaian Permasalahan Warga Ex. IrigasiBoard of Directors Meeting1. Decision on Viability Batam Project2. Decision of Owner Estimate KNO Project3. Presentation on Strengthening Corporate Culture, Escorting Change

Management and Measuring the Transformation Index4. Traffic Transfer Progress of Halim Perdanakusuma Airport5. Standardization of Operations and Services at 4 BMN KSP Airports6. Settlement of Ex. Citizen Problems. Irrigation

PDDXDSDF


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7 Kamis, 20 Februari 2020Pukul 11.00 WIB s.d SelesaiTempat : Ruang Rapat Sabang 3, Hotel Mercure Sabang – JakartaThursday, February 20, 202011.00 WIB until finishedVenue: Meeting Room Sabang 3, Hotel Mercure Sabang - Jakarta

Rapat Direksi 1. Pembahasan Laporan Manajemen bulan Januari tahun 20202. Pembahasan Profil Resiko Perusahaan tahun 20203. Laporan Progress Tender Bandara KPBU Hang Nadim Batam4. Laporan Progres Strategic Partnership Bandara KualanamuBoard of Directors Meeting1. Discussion on Management Reports for January 20202. Discussion on the Company’s 2020 Risk Profile3. Report on the Progress Tender for Hang Nadim Airport, Batam PPP4. The Kualanamu Airport Strategic Partnership Progress Report

BOD

8 Selasa, 25 Februari 2020Pukul 13.00 WIB s.d SelesaiTempat : Ruang Rapat Wijaya Kusuma Lantai 6, Gedung 600Kantor Pusat PT Angkasa Pura II (Persero)Tuesday, February 25, 202013.00 WIB until finishedPlace: Wijaya Kusuma Meeting Room, 6th Floor, Building 600Head Office of PT Angkasa Pura II (Persero)

Rapat Direksi1. Incentive Strategy sebagai Market Stimulan dalam Peningkatan Traffic

Maskapai Pasca Wabah Virus Corona2. Kondisi Keuangan dan Dampak dari Corona Virus terhadap PT Gapura

Angkasa3. Rencana Implementasi Fix Base Operator (FBO) Bandara JB Soedirman,

Wirasaba4. Standarisasi Operasi dan Pelayanan di 4 Bandara KSP BMN5. Evaluasi Synergy Group PT Angkasa Pura II (Persero)Board of Directors Meeting1. Incentive Strategy as a Market Stimulant in Increasing Airline Traffic After

the Corona Virus Outbreak2. Financial Condition and Impact of Corona Virus on PT Gapura Angkasa3. Implementation Plan for Fix Base Operator (FBO) JB Soedirman Airport,

Wirasaba4. Standardization of Operations and Services at 4 BMN KSP Airports5. PT Angkasa Pura II (Persero) Synergy Group Evaluation

PDDXDFDHDS

9 Selasa, 03 Maret 2020Pukul 10.00 WIB s.d selesaiTempat : Ruang Rapat Wijaya Kusuma Lantai 6, Gedung 600, Kantor Pusat PT Angkasa Pura II (Persero)Tuesday, March 03, 202010.00 WIB until finishedVenue: Wijaya Kusuma Meeting Room, 6th Floor, 600 Building, Head Office of PT Angkasa Pura II (Persero)

Rapat Direksi1. Rencana Implementasi Fix Base Operator (FBO) Bandara JB Soedirman,

Wirasaba2. Pembahasan Konsep & Finalisasi Design LCCT di Terminal 23. Business Optimization Initiatives AP II Pasca COVID-194. Incentive Strategy sebagai Market Stimulan dalam Peningkatan Traffic

Maskapai Pasca Wabah Virus Corona5. Update Progress Rencana Akuisisi Project Crystal Board of Directors

Meeting1. Implementation Plan for Fix Base Operator (FBO) JB Soedirman Airport,

Wirasaba2. Discussion on the Concept & Finalization of the LCCT Design in Terminal 23. Business Optimization Initiatives AP II Post-COVID-194. Incentive Strategy as a Market Stimulant in Increasing Traffic to Reaching

Post-Corona Virus Outbreak5. Update Crystal Project Acquisition Progress Progress

BOD

10 Selasa, 10 Maret 2020Pukul 09.00 WIB s.d selesaiTempat : Ruang Rapat Wijaya Kusuma Lantai 6, Gedung 600 Tuesday, March 10, 202009.00 WIB until finishedPlace: Wijaya Kusuma Meeting Room, 6th Floor, Building 600

Rapat Direksi1. Proyeksi dan Stress Test Financial Performance atas Dampak COVID-19

meliputi: a. Aspek Operasib. Aspek Komersialc. Business Plan/RKAPd. CAPEX

2. Prognosa Profit and LossBoard of Directors Meeting1. Projections and Stress Test of Financial Performance on the Impact of

COVID-19 include:a. Operational Aspectsb. Commercial Aspectsc. Business Plan / RKAPd. CAPEX

2. Profit and Loss Prognosis

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11 Selasa, 17 Maret 2020Pukul 09.00 WIB s.d Selesai Via Zoom MeetingTuesday, March 17, 202009.00 WIB - Finish Via Zoom Meeting

Rapat Direksi1. Radirtas2. Finalisasi Report Audited 20193. Program Kerja Internal Audit Tahun 20204. Finalisasi Peraturan Direksi Baru Tentang Pengadaan Barang dan Jasa

di Linkungan PT Angkasa Pura II (Persero)Board of Directors Meeting1. Radirtas2. Finalization of the 2019 Audited Report3. Internal Audit Work Program 20204. Finalization of the New Directors Regulation Regarding the Procurement

of Goods and Services in the PT Angkasa Pura II (Persero) Environment

BOD

12 Rabu, 25 Maret 2020Pukul 09.00 WIB s.d selesaiVia Zoom MeetingWednesday, March 25, 202009.00 WIB until finishedVia Zoom Meeting

Rapat Direksi1. Skema SOP & Protokol Operasi Minimum di Bandara PT Angkasa Pura

II (Persero)2. Update Progress Rencana Akuisis Project Crystal oleh PT Angkasa Pura

Kargo3. Update Progress Rencana Akuisisi Perusahaan Cargo dan Ground

Handling (Project Caspian) oleh PT Angkasa Pura KargoBoard of Directors Meeting1. Scheme of SOP & Minimum Operation Protocol at PT Angkasa Pura II

(Persero) Airport2. Update the progress of the Crystal Project Acquisition Plan by PT Angkasa

Pura Kargo3. Update on the Progress of the Planned Acquisition of Cargo and Ground

Handling Companies (Project Caspian) by PT Angkasa Pura Kargo

BOD

13 Jumat, 27 Maret 2020Pukul 10 00 WIB s.d SelesaiVia Zoom MeetingFriday, March 27, 202010 00 WIB until finishedVia Zoom Meeting

Rapat Dieksi lanjutan pada tanggal 25 Maret 20201. Commercial Policy Selama COVID-192. Pembahasan NKU Tahun 2019The Board of Directors Meeting continuation on March 25, 20201. Commercial Policy During COVID-192. Discussion on the 2019 NKU

BOD

14 Selasa, 31 Maret 2020Pukul 09.00 WIB s.d selesaiVia Zoom MeetingTuesday, March 31, 202009.00 WIB until finishedVia Zoom Meeting

Rapat Direksi1. Radirtas HCT2. Radirtas DF

a. Penetapan: • Cost Setting Alignment• Interest Setting Alignment• Depreciation Setting Alignment• RKAP Maret dan YTD Maret 2020

b. Penetapan:• Cost Setting Alignment• Interest Setting Alignment• Depreciation Setting Alignment

3. RKAP April dan YTD April 2020Board of Directors Meeting1. Radirtas HCT2. Radirtas DF

a. Determination:• Cost Setting Alignment• Interest Setting Alignment• Depreciation Setting Alignment• RKAP March and YTD March 2020

b. Determination• Cost Setting Alignment• Interest Setting Alignment• Depreciation Setting Alignment

3. RKAP April and YTD April 2020

BOD

15 Senin, 6 April 2020Pukul 15.00 s.d. 17.20 WIB Tempat : Via Zoom Meeting Monday, April 6, 202015.00 to 17.20 WIBPlace: Via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives meliputi: Workforce ProtectionBoard of Directors MeetingBusiness Survival Initiatives include: Workforce Protection

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16 Selasa, 7 April 2020Pukul 13.00 s.d. 15.30 WIB Tempat : Via Zoom MeetingTuesday, April 7, 202013.00 to 15.30 WIBPlace: Via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives meliputi: Optimizing Cash FlowBoard of Directors MeetingBusiness Survival Initiatives include: Optimizing Cash Flow

BOD

17 Rabu, 08 April 2020Pukul 16.30 s.d 22.00 WIB Tempat : Via Zoom MeetingWednesday, April 8, 202016.30 to 22.00 WIBPlace: Via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives – Securing P/LBoard of Directors MeetingBusiness Survival Initiatives - Securing P / L

BOD

18 Kamis, 9 April 2020Pukul 16.00 s.d. 18.00 WIB Tempat : Via Zoom MeetingThursday, April 9, 202016.00 to 18.00 WIBPlace: Via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives meliputi: Workforce ProtectionBoard of Directors MeetingBusiness Survival Initiatives include: Workforce Protection

BOD

19 Senin, 10 April 2020Pukul 16.00 s.d. 18.05 WIB Tempat : Via Zoom MeetingMonday, April 10, 202016.00 to 18.05 WIBPlace: Via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives meliputi: Optimizing Cash FlowBoard of Directors MeetingBusiness Survival Initiatives include: Optimizing Cash Flow

BOD

20 Sabtu, 11 April 2020Pukul 16.00 s.d 18.00 WIB Tempat : Via Zoom MeetingSaturday, April 11, 202016.00 to 18.00 WIBPlace: Via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives – Securing P/LBoard of Directors MeetingBusiness Survival Initiatives - Securing P /L

BOD

21 Senin, 13 April 2020Pukul 14.00 s.d. 19.30 WIB Tempat : Via Zoom MeetingMonday, April 13, 202014.00 to 19.30 WIBPlace: Via Zoom Meeting

Rapat Direksi1. Rencana Optimasi Fasilitas Terminal Bandar Udara Internasional

Soekarno-Hatta2. Workforce protection (Workforce Performance/Productivity and

Communication)3. Progres Update Strategic Partnership Kualanamu International AirportBoard of Directors Meeting1. Plan for Optimization of Soekarno-Hatta International Airport Terminal

Facilities2. Workforce protection (Workforce Performance / Productivity and

Communication)3. Progress of Kualanamu International Airport Strategic Partnership Update

BOD

22 Selasa, 14 April 2020Pukul 14.00 s.d. 18.00 WIBTempat : Via Zoom MeetingTuesday, April 14, 202014.00 to 18.00 WIBPlace: Via Zoom Meeting

Rapat Direksi1. Regulation Related Business Survival2. Progres Pembangunan Bandara Wirasaba3. Rapat Direksi Terbatas4. Business Survival Initiatives – Optimizing CashflowBoard of Directors Meeting1. Regulation Related Business Survival2. Progress of Wirasaba Airport Development3. Limited Meeting of the Board of Directors4. Business Survival Initiatives - Optimizing Cashflow

BOD

23 Rabu, 15 April 2020Pukul 14.30 s.d. selesaiTempat : Via Zoom MeetingWednesday, April 15, 202014.30 to donePlace: Via Zoom Meeting

Rapat Direksi1. Business Survival Initiative - Securing P/L meliputi: 2. Progress Implementasi Commercial Policy3. Lanjutan Pembahasan Skenario Pengoperasian HLP dan BSHBoard of Directors Meeting1. Business Survival Initiative - Securing P / L includes:2. Progress of Commercial Policy Implementation3. Continuation of Discussion on HLP and BSH Operation Scenarios

BOD

24 Kamis, 16 April 2020Pukul 19.30 WIB s.d 22.00 WIB Tempat : Via Zoom MeetingThursday, April 16, 202019.30 WIB to 22.00 WIBPlace: Via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives – Workforce ProtectionBoard of Directors MeetingBusiness Survival Initiatives - Workforce Protection

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25 Jum’at, 17 April 2020Pukul 14.00 s.d. 17.40 WIB Tempat : Via Zoom MeetingFriday, April 17, 202014.00 to 17.40 WIBPlace: Via Zoom Meeting

Rapat Direksi1. Business Survival Initiatives – Optimizing Cashflow2. Optimasi operasional BSH dan HLP3. Progress Dashboard Keuangan

Rapat Direksi TerbatasArahan Menteri BUMN RI

Board of Directors Meeting1. Business Survival Initiatives - Optimizing Cashflow2. Operational optimization of BSH and HLP3. Financial Progress Dashboard

Limited Meeting of the Board of DirectorsDirection of the Minister of SOE RI

BOD

26 Sabtu, 18 April 2020Pukul 14.00 s.d. 17.30 WIB Tempat : Via Zoom MeetingSaturday, April 18, 202014.00 to 17.30 WIBPlace: Via Zoom Meeting

Rapat Direksi1. Securing P/L

• Revenue Q2• Satgas A/R

2. Rencana Pengoperasian Bandara WirasabaBoard of Directors Meeting1. Securing P / L

• Q2 revenue• Task Force A / R

2. Plan for Operation of Wirasaba Airport

BOD

27 Senin, 20 April 2020Pukul 16.00 s.d. 18.00 WIBTempat : Via Zoom MeetingMonday, April 20, 202016.00 to 18.00 WIBPlace: Via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives – Workforce ProtectionBoard of Directors MeetingBusiness Survival Initiatives - Workforce Protection

PDDODHDFDCDE

28 Selasa, 21 April 2020Pukul 19.00 s.d. 22.00 WIB Tempat : Via Zoom MeetingTuesday, April 21, 202019.00 to 22.00 WIBPlace: Via Zoom Meeting

Rapat Direksi1. Business Survival Initiative – Optimizing Cashflow – Putaran V2. Perhitungan Restitusi PPh Pasal 21 dan Pasal 253. Optimalisasi Terminal BSHBoard of Directors Meeting1. Business Survival Initiative - Optimizing Cashflow - Round V2. Calculation of Article 21 and Article 25 Income Tax Restitution3. Optimizing the BSH Terminal

BOD

29 Rabu, 22 April 2020Pukul 14.00 s.d. 17.40 WIBTempat : Via Zoom MeetingWednesday, April 22, 202014.00 to 17.40 WIBPlace: Via Zoom Meeting

Rapat Direksi1. Comercial Strategy2. Business Survival Initiatives – Securing P/LBoard of Directors Meeting1. Comercial Strategy2. Business Survival Initiatives - Securing P / L

BOD

30 Kamis, 23 April 2020Pukul 14.30 s.d. 17.00 WibTempat : Via Zoom MeetingThursday, April 23, 202014.30 to 17.00 WIBPlace: Via Zoom Meeting

Rapat Direksi1. CEO Brief berkaitan dengan Hasil Pembahasan Rapat Koordinasi

dengan Ditjen Perhubungan Udara2. Business Survival Initiatives - Workforce Protection

• Workforce Safety and Health• Workforce Communication • Workforce Performance

Board of Directors Meeting1. CEO Brief relating to the Discussion Results of the Coordination Meeting

with the Directorate General of Civil Aviation2. Business Survival Initiatives - Workforce Protection

• Workforce Safety and Health• Workforce Communication• Workforce Performance

BOD


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31 Sabtu, 25 April 2020Pukul 09.00 WIB s.d 23.30 WIBTempat : Via Zoom MeetingSaturday, April 25, 202009.00 WIB 23.30 WIBPlace: Via Zoom Meeting

Rapat Direksi1. Business Survival Initiatives – Optimizing Cashflow Putaran ke-62. Business Survival Initiatives – Securing P/L Putaran ke-63. Evaluasi Kinerja Anak Perusahaan

a. Evaluasi Kinerja Keuangan TWI 2020;b. Prognosa Kinerja Keuangan TWII 2020;c. Hal-hal strategis yang dibutuhkan dari Induk Perusahaan

(Contoh: Keputusan, Kewenangan, kendali anggaran, dll).4. Profiling Capex5. Portfolio ManagementBoard of Directors Meeting1. Business Survival Initiatives - Optimizing Cashflow Round 62. Business Survival Initiatives - Securing P / L Round 63. Evaluation of Subsidiary Performance

a. Financial Performance Evaluation for QI 2020;b. Financial Performance Prognosis for QII 2020;c. Strategic matters required from the Parent Company (Example:

Decision, Authority, budget control, etc).4. Profiling Capex5. Portfolio Management

BOD

32 Senin, 27 April 2020Pukul 13.22 s.d. 22.30 WIB Tempat : Via Zoom MeetingMonday, April 27, 20201:22 p.m. to 22.30 WIBPlace: Via Zoom Meeting

Rapat Direksi1. Progres Strategic Patnership KNO2. Persiapan Pra Rapat Umum Pemegang Saham Tahun Buku 20193. Business Survival Initiatives; 4. Workforce Protection :

• Updating Workforce Safety and Health• Updating Workforce Communication• Paparan Workforce Performance

Board of Directors Meeting1. Progress of the KNO’s Strategic Partnership2. Preparation for the Pre-General Meeting of Shareholders for the 2019

Fiscal Year3. Business Survival Initiatives;4. Workforce Protection:

• Updating Workforce Safety and Health• Updating Workforce Communication• Workforce Performance Exposure

BOD

33 Selasa, 28 April 2020Pukul 14.30 s.d. 15.30 WIBTempat : Via Zoom MeetingTuesday, April 28, 202014.30 to 15.30 WIBPlace: Via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives – Workforce Optimizing Cash FlowBoard of Directors MeetingBusiness Survival Initiatives - Workforce Optimizing Cash Flow

BOD

34 Rabu, 29 April 2020Pukul 14.30 s.d. 16.30 WIB Tempat : Via Zoom MeetingWednesday, April 29, 202014.30 to 16.30 WIBPlace: Via Zoom Meeting

Rapat Direksi1. Business Survival Initiatives: Securing P/L – Putaran VII2. Penetapan Jadwal RUPS Anak PerusahaanBoard of Directors Meeting1. Business Survival Initiatives: Securing P / L - Round VII2. Determination of the Subsidiary’s GMS Schedule

BOD

35 Kamis, 30 April 2020Pukul 09.30 s.d. 13.00 WIBTempat : Via Zoom MeetingThursday, April 30, 202009.30 to 13.00 WIBPlace: Via Zoom Meeting

Rapat Direksi1. Business Survival Initiatives:

• Workforce Protection• Workforce Engagement

Board of Directors Meeting1. Business Survival Initiatives:

• Workforce Protection• Workforce Engagement

BOD

36 Jumat, 1 Mei 2020Pukul 13.00 s.d. 14.45Tempat : via Zoom Meeting Friday, May 1, 202013.00 to 14.45Place: via Zoom Meeting

Rapat Direksi1. Business Survival Initiatives – Optimizing Cash Flow Putaran 82. Valuasi Divestasi Kepemilikan Saham PT AP II di PT RailinkBoard of Directors Meeting1. Business Survival Initiatives - Optimizing Cash Flow Round 82. Valuation of Divestment of Share Ownership for PT AP II in PT Railink

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37 Sabtu, 02 Mei 2020Pukul 13.00 WIB s.d 15.30 WIBTempat : via Zoom MeetingSaturday, May 02, 202013.00 WIB - 15.30 WIBPlace: via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives – Securing P/L Putaran 8Board of Directors MeetingBusiness Survival Initiatives - Securing P / L Round 8

PDDXDHDODCDE

38 Senin, 4 Mei 2020Pukul 13.30 s.d. 17.15 WIB Tempat : via Zoom MeetingMonday, May 4, 202013.30 to 17.15 WIBPlace: via Zoom Meeting

Rapat Direksi1. Creating Value in Light of Demand Shock from COVID-192. Pembahasan Materi Rapat Gabungan BOC-BOD3. Business Survival Initiatives: Workforce Protection Putaran IXBoard of Directors Meeting1. Creating Value in Light of Demand Shock from COVID-192. Discussion of Material for the Joint Meeting of the BOC-BOD3. Business Survival Initiatives: Workforce Protection Round IX

PDDSDHDODE

39 Selasa, 05 Mei 2020Pukul 10.16 s.d. 11.50 WIB Tempat : via Zoom MeetingTuesday, May 05, 202010:16 a.m. to 11.50 WIBPlace: via Zoom Meeting

Rapat Direksi1. Persiapan Bahan Ragab BOC-BOD2. Business Survival Initiatives – Optimizing Cashflow Putaran IXBoard of Directors Meeting1. Preparation of BOC-BOD Ragab Materials2. Business Survival Initiatives - Optimizing Cashflow Round IX

BOD

40 Rabu, 06 Mei 2020Pukul 20.30 s.d. 22.00 WIB Tempat : via Zoom MeetingWednesday, May 6, 202020.30 to 22.00 WIBPlace: via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives – Securing P/L Putaran IXBoard of Directors MeetingBusiness Survival Initiatives - Securing P / L Round IX

BOD

41 Kamis, 7 Mei 2020Pukul 13.30 s.d. 15.00 WIB Tempat : via Zoom MeetingThursday, May 7, 202013.30 to 15.00 WIBPlace: via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives - Workforce Protection Putaran XBoard of Directors MeetingBusiness Survival Initiatives - Workforce Protection Round X

BOD

42 Jumat, 8 Mei 2020Pukul 16.00 s.d. 17.30 WIB Tempat : via Zoom MeetingFriday, May 8, 202016.00 to 17.30 WIBPlace: via Zoom Meeting

Rapat Direksi1. Business Survival Initiatives - Optimizing Cashflow Putaran X2. Paparan SK Business Continuity ManagementBoard of Directors Meeting1. Business Survival Initiatives - Optimizing Cashflow Round X2. Exposure to SK Business Continuity Management

PDDSDHDODCDE

43 Sabtu, 9 Mei 2020Pukul 15.30 s.d. 17.30Tempat : via Zoom MeetingSaturday, May 9, 202015.30 to 17.30Place: via Zoom Meeting

Rapat Direksi1. Legal Review terkait Proyek Hotel Domestik dan Internasional

Terminal 3 Bandara Soekarno-Hatta2. Business Survival Initiatives – Workforce Protection Putaran XBoard of Directors Meeting1. Legal Review related to Domestic and International Hotel Project Terminal

3 Soekarno-Hatta Airport2. Business Survival Initiatives - Workforce Protection Round X

BOD

44 Senin, 11 Mei 2020Pukul 20.30 s.d 22.30 WIB Tempat : via Zoom MeetingMonday, May 11, 202020.30 to 22.30 WIBPlace: via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives – Workforce Protection Putaran XIBoard of Directors Meeting Business Survival Initiatives - Workforce Protection Round XI

PDDXDHDODCDE

45 Selasa, 12 Mei 2020Pukul 21.04 s.d. 21.55 WIB Tempat : via Zoom MeetingTuesday, May 12, 202021.04 to 21.55 WIBPlace: via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives – Optimizing Cashflow Putaran XIBoard of Directors MeetingBusiness Survival Initiatives - Optimizing Cashflow Round XI

BOD


Rapat Direksi1. Business Survival Initiatives – Securing P/L Putaran XI2. Business Survival Initiatives – Workforce Protection Putaran XIIBoard of Directors Meeting1. Business Survival Initiatives - Securing P / L Round XI2. Business Survival Initiatives - Workforce Protection Round XII

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47 Sabtu, 16 Mei 2020Pukul 15.30 s.d. 17.00 WIBTempat : via Zoom MeetingSaturday, May 16, 202015.30 to 17.00 WIBPlace: via Zoom Meeting

Rapat DireksiBussiness Survival Initiatives – Optimizing Cash Flow Putaran XIIBoard of Directors MeetingBussiness Survival Initiatives - Optimizing Cash Flow Round XII

BOD

48 Senin, 18 Mei 2020Pukul 16.30 s.d. 17.20 WIBTempat : via Zoom MeetingMonday, 18 May 202016.30 to 17.20 WIBPlace: via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives - Securing P/L Putaran XIIBoard of Directors MeetingBusiness Survival Initiatives - Securing P / L Round XII

BOD

49 Rabu, 20 Mei 2020Pukul 15.30 s.d. 17.30 dan Pukul 20.30 s.d 22.30 WIB Tempat : via Zoom MeetingWednesday, May 20, 202015.30 to 17.30 and 20.30 to 22.30 WIBPlace: via Zoom Meeting

Rapat Direksi1. Update Progress Strategic Partnership KNO2. Laporan Progress Tender Bandara KPBU Hang Nadim Batam3. WORK FORCE PROTECTION

a. Work Force Safety & Healthb. Work Force Performancec. Pembahasan Konsep Pola Kerja “The New Normal” di PT AP II

4. Safety & Public Health Emergency in Airport Contingency PlanBoard of Directors Meeting1. Update the progress of the KNO’s Strategic Partnership2. Hang Nadim Airport Tender Progress Report, Batam3. WORK FORCE PROTECTION

a. Work Force Safety & Healthb. Work Force Performancec. Discussion on the Concept of “The New Normal” Work Pattern at PT

AP II4. Safety & Public Health Emergency in Airport Contingency Plan

BOD

50 Jumat, 22 Mei 2020Pukul 09.30 s.d 22.00 WIB Tempat : via Zoom MeetingFriday, May 22, 202009.30 a.m. to 22.00 WIBPlace: via Zoom Meeting

Rapat Direksi1. Business Survival Initiatives – Optimizing Cash Flow Putaran XIII2. Business Survival Initiatives – Securing P/L Putaran XIII3. Pembahasan Pola Kerja “The New Normal”Board of Directors Meeting1. Business Survival Initiatives - Optimizing Cash Flow Round XIII2. Business Survival Initiatives - Securing P / L Round XIII3. Discussion of the Work Pattern “The New Normal”

BOD

51 Selasa, 26 Mei 2020Pukul 15.50 s.d. 17.00 WIBTempat : via Zoom MeetingTuesday, May 26, 202015.50 to 17.00 WIBPlace: via Zoom Meeting

Rapat DireksiBusiness Survival Initiatives – Workforce Protection Putaran XIVBoard of Directors MeetingBusiness Survival Initiatives - Workforce Protection Round XIV

BOD


Rapat DireksiBusiness Survival Initiatives – Optimizing Cashflow Putaran XIVBoard of Directors MeetingBusiness Survival Initiatives - Optimizing Cashflow Round XIV

PDDXDHDSDE

53 Sabtu, 30 Mei 2020Pukul 13.00 s.d. 15.00 WIB Tempat : via Zoom MeetingSaturday, May 30, 202013.00 to 15.00 WIBPlace: via Zoom Meeting

Rapat DireksiBussiness Survival Initiatives – Securing P/L Putaran XIVBoard of Directors MeetingBussiness Survival Initiatives - Securing P/L Round XIV

PDDXDHDSDODC

54 Senin, 01 Juni 2020Pukul 10.00 s.d. 13.00 WIBVia Zoom MeetingMonday, June 01, 202010:00 a.m. to 11:00 p.m. 13.00 WIBVia Zoom Meeting

1. Business Survival Initiatives –Workforce Protection - Putaran XV2. New Normal Initiatives 1: Human Capital & Culture - Putaran 11. BusinessSurvival Initiatives –Workforce Protection – XV Round2. New Normal Initiatives 1: Human Capital & Culture - round 1

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55 Rabu, 3 Juni2020Sesi I: Pukul 11.30 s.d.12.30 WIBSesi II: Pukul 20.00 s.d. 22.30 WIBVia Zoom MeetingWednesday, June 3, 2020Session I: 11.30 to 12.30 WIBSession II: 20.00 to 22.30 WIBVia Zoom Meeting

1. Business Survival Initiatives2: Optimizing Cashflow Putaran ke XV2. Revisi RKAP 20203. New Normal Initiatives 2: Process & Technology Putaran ke I1. Business Survival Initiatives2: Optimizing Cashflow Turns to XV2. Revised RKAP 20203. New Normal Initiatives2: Process & Technology Round I

PDDODEDFDSDHDC

56 Jum’at, 05 Juni 2020 Pukul 09.00 s.d. 15.00 WIB Via Zoom MeetingFriday, 05 June 202009.00 to 15.00 WIBVia Zoom Meeting

1. Business Survival Initiatives : Securing P/L Putaran ke-XV2. New Normal Initiative: External Relation Putaran I3. Pembahasan Tindak Lanjut Surat Dewan Komisaris Atas Rencana

Pendanaa Melalui PUB Obligasi I Tahap II Tahun20204. Restrukturisasi Portfolio PT AP II Group1. Business Survival Initiatives: Securing P/L Round XV2. New Normal Initiative: External Relation Round I3. Discussion on the Follow-up to the Letter of the Board of Commissioners

on the Funding Plan through PUB Bonds I Phase II of 20204. PT AP II Group Portfolio Restructuring

BOD

57 Senin, 08 Juni 2020 Pukul 10.00 s.d 16.30 WIB Via Zoom MeetingMonday, June 8 2020, 10:00 a.m. to 4:30 p.m. WIBVia Zoom Meeting

1. New Normal Initiatives – Human Capital & Culture Putaran ke-II2. Konsep Usulan Kriteria Revisi Program Investasi RKAP 2020 Periode

New Normal3. Innovative Financing for Cargo Village Development4. Kick off Meeting RJPP (Rencana JangkaPanjang Perusahaan PT Angkasa

Pura II (Persero) Tahun 2020-20241. New Normal Initiatives –Human Capital & Culture Second Round2. Concept of Proposed Criteria for Revision of the 2020 RKAP Investment

Program for the New Normal Period3. Innovative Financing for Cargo Village Development4. Kick off Meeting of the RJPP (PT Angkasa Pura II (Persero) Company Long

Term Plan for 2020-2024

PDDODEDFDSDHDC

58 Selasa, 09 Juni 2020 Pukul 13.15 s.d. 16.27 WIB Via Zoom MeetingTuesday, June 9, 202013.15 to 16.27 WIBVia Zoom Meeting

1. Business Survival Initiatives 1 – Workforce Protection –Putaran XVI2. BusinessSurvival Initiatives 2 – Optimizing Cashflow –Putaran XVI3. Business Survival Initiatives 3 – Securing P/L –Putaran XVI4. Laporan Satgas AR dan Tindak Lanjut Kerjasama PT Taurus Gemilang1. Business Survival Initiatives 1 – Workforce Protection – Putaran XVI2. Business Survival Initiatives 2 – Optimizing Cashflow – Putaran XVI3. Business Survival Initiatives 3 – Securing P/L – Putaran XVI4. Laporan Satgas AR dan Tindak Lanjut Kerjasama PT Taurus Gemilang

PDDEDFDSDC

59 Rabu, 10 Juni 2020Pukul 10.00 s.d.12.30 WIB Via Zoom MeetingWednesday, June 10, 202010:00 a.m. to 12:30 p.m. WIBVia Zoom Meeting

1. New Normal Initiatives 2: Process & Technology Putaran ke II2. Laporan Satgas AR dan Tindak Lanjut Kerjasama PT Taurus Gemilang1. New Normal Initiatives 2: Process & Technology Putaran ke II2. Laporan Satgas AR dan Tindak Lanjut Kerjasama PT Taurus Gemilang

BOD

60 Jum’at, 12 Juni 2020 Pukul 09.00 s.d. 11.30 WIBVia Zoom MeetingFriday, 12 June 2020 at 09.00 to 11.30 WIBVia Zoom Meeting

1. New Normal Initiative: External Relation & Stake Holder Management Putaran II

2. Tindak lanjut Surat Dewan Komisaris Atas Penerapan Manajemen Risiko PT Angkasa Pura II (Persero) Triwulan I Tahun 2020

1. New Normal Initiative: External Relations & Stake Holder Management Round II

2. Follow up on the Letter of the Board of Commissioners on the Implementation of Risk Management of PT Angkasa Pura II (Persero) in the First Quarter of 2020

BOD

61 Senin, 15 Juni 2020 Pukul 09.00 s.d 11.00 WIB Via Zoom MeetingMonday, June 15 2020 at 9:00 a.m. to 11:00 a.m. WIBVia Zoom Meeting

New Normal Initiatives-1: Human Capital & Culture Putaran ke-IIINew Normal Initiatives-1: Human Capital & Culture 3rd Round

BOD


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62 Selasa, 16 Juni 2020 Pukul 13.00 s.d. 18.00 WIB Via Zoom MeetingTuesday, June 16 2020 at 13.00 to 18.00 WIBVia Zoom Meeting

1. Business Survival Initiatives 1 – Workforce Protection –Putaran XVII2. Business Survival Initiatives 2 – Optimizing Cashflow –Putaran XVII3. Business Survival Initiatives 3 – Securing P/L –Putaran XVII4. Revisi RKAP 20205. Tindak lanjut Surat Dekom terkait PKPT SPI 20201. Business Survival Initiatives 1 - Workforce Protection - Round XVII2. Business Survival Initiatives 2 - Optimizing Cashflow - Round XVII3. Business Survival Initiatives 3 - Securing P/L - Round XVII4. Revised RKAP 20205. Follow up on the Decommission Letter regarding PKPT SPI 2020

PDDODEDFDSDHDC

63 Rabu, 17 Juni 2020 Pukul 10.30 s.d. 13.30 WIB Via Zoom MeetingWednesday, 17 June 2020 at 10.30 to 13.30 WIBVia Zoom Meeting

New Normal Initiatives 2: Process & Technology Putaran ke IIINew Normal Initiatives 2: Process & Technology Round III

PDDODEDFDH

64 Jum’at, 19 Juni 2020Pukul 09.00 s.d. 11.30 WIBVia Zoom MeetingFriday, 19 June 202009.00 to 11.30 WIBVia Zoom Meeting

New Normal Initiative: External Relation & Stakeholder Management - Putaran IIINew Normal Initiative: External Relations & Stakeholder Management - Round III

PDDXDODEDFDH

65 Senin, 22 Juni 2020 Pukul 10.00 s.d 13.00 WIB Via Zoom MeetingMonday, June 22 2020, 10:00 a.m. to 1:00 p.m. WIBVia Zoom Meeting

1. New Normal Initiatives – Human Capital & Culture Putaran ke-IV2. Progress Update dan Pembahasan Consortium Structure Strategic

Partnership KNO1. New Normal Initiatives – Human Capital & Culture 4th round2. Progress Update and Discussion of the Consortium Structure Strategic

Partnership of the KNO

PDDODXDFDSDHDC

66 Selasa, 23 Juni 2020 Pukul 16.00 s.d. 18.00 WIBVia Zoom MeetingTuesday, June 23, 202016.00 to 18.00 WIBVia Zoom Meeting

1. BSI 1 - Workforce Protection - Putaran XVIII2. BSI 2 - Optimizing Cashflow - Putaran ke XVIII3. BSI 3 - Securing P/L - Putaran ke-XVIII1. BSI 1 - Workforce Protection -Round XVIII2. BSI 2 - Optimizing Cashflow -Circulation to XVIII3. BSI 3 - Securing P / L -XVIII Round

BOD

67 Rabu, 24 Juni 2020 Pukul 15.00 s.d.18.00 WIB Via Zoom MeetingWednesday, June 24 2020 at 15.00 to18.00 WIBVia Zoom Meeting

1. New Normal Initiatives 2: Process & Technology Putaran ke III2. Revisi RKAP 20201. New Normal Initiatives 2: Process & Technology Round III2. Revised RKAP 2020

PDDFDSDHDE

68 Selasa, 30 Juni 2020 Pukul 13.30 s.d.17.00 WIBR.R Wijayakusuma Lt.6 & Via Zoom MeetingTuesday, June 30, 202013.30 to 17.00 WIBR.R Wijayakusuma 6th Floor & Via Zoom Meeting

1. Serah Terima Gedung Polres BSH Persiapan RUPS 20202. Rencana Pengembangan Cargo Village1. Handover of the BSH Police Building for the 2020 GMS Preparation2. Cargo Village Development Plan

BOD

69 Selasa, 7 Juli 2020Pukul 09.30 s.d. 16.30 R.RWijayakusuma & Via Zoom MeetingTuesday, July 7, 202009.30 to 16.30R.RWijayakusuma & Via Zoom Meeting

1. Innovative Financing Terminal 4 2. Update Proses Seleksi Kemitraan Strategis Bandara KNO3. Approval Pelaksanaan Sosialisasi Core Value BUMN terbaru - (AKHLAK)1. Innovative Financing Terminal 42. Update on the KNO Airport Strategic Partnership Selection Process3. Approval for the implementation of the latest SOE Core Value Socialization

- (AKHLAK)

BOD

70 Selasa, 14 Juli 2020Pukul 13.30 s.d. 16.30 WIB R.R Wijayakusuma Lt.6Tuesday, July 14, 202013.30 to 16.30 WIBR.R Wijayakusuma Lt. 6

1. Capex Assessment2. Revisi RKAP 20201. Capex Assessment2. Revised RKAP 2020

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71 Selasa, 21 Juli 2020Pukul 09.00 s.d. 14.00 WIB Via Zoom MeetingTuesday, July 21, 202009.00 to 14.00 WIBVia Zoom Meeting

1. Pembahasan Jawaban Surat Dewan Komisaris tanggal 24 Juni 20202. Pembahasan Materi Ragab BOC-BOD:

a. Laporan Manajemen TW II tahun 2020b. Revisi RKAP 2020c. Lain-Lain

3. Persiapan Rapat Pimpinan Q3 Tahun 2020 Angkasa Pura II Group4. Penetapan Terhitung Mulai Tanggal (TMT) dan Pemberlakuan

Minimum Annual Guarantee (MAG)1. Discussion of Answers to the Letter of the Board of Commissioners dated

24 June 20202. Discussion of materials for the joint meeting of the BOC-BOD:

a. Management Report for Q2 2020b. Revised RKAP 2020c. Etc

3. Preparation for Q3 Leadership Meeting 2020 Angkasa Pura II Group Determination from the Commencement Date (TMT) and Enforcement of the Minimum Annual Guarantee (MAG)

PDDODEDFDSDXDC

72 Rabu, 22 Juli 2020Pukul 13.30 s.d. 15.45 WIB Via Zoom MeetingWednesday, July 22, 202013.30 to 15.45 WIBVia Zoom Meeting

1. Laporan Progress Pekerjaan Restrukturisasi Portfolio/Penataan Portfolio PT AP II Group

2. Pembahasan Pro-Hire dari Eksternal Perusahaan 1. PT AP II Group’s Portfolio Restructuring Work Progress Report2. Discussion on Pro-Hire from External Companies

PDDODEDFDSDXDC

73 Selasa, 04 Agustus 2020Pukul 13.00 s.d. 17.00 WIB Via Zoom MeetingTuesday, August 04, 202013.00 to 17.00 WIBVia Zoom Meeting

1. Sinkronisasi Program Strategic Partnership dengan Airport City Development di Bandara International Kualanamu

2. Pembahasan Materi Persiapan Ragab a. Laporan Manajemen TW II thn 2020b. Pembahasan Gapura Angkasac. Pembahasan Kargo

1. Synchronization of the Strategic Partnership Program with Airport City Development at Kualanamu International Airport

2. Discussion of Joint Meeting Preparation Materiala. Management Report for 2nd Quarter of 2020b. Discussion of “Gapura Angkasa”c. Cargo discussion

BOD

74 Selasa, 11 Agustus 2020Pukul 08.30 s.d. 12.00 WIBVia Zoom MeetingTuesday, August 11, 202008.30 to 12.00 WIBVia Zoom Meeting

1. Paparan persiapan HUT AP II2. Rencana Adopsi Core Values SDM BUMN “AKHLAK”3. Finalisasi Project Document Kemitraan KNO4. Report Progres RJPP Tahun 2020-20241. Presentation of AP II Anniversary preparations2. Adoption Plan for SOE HR Core Values “AKHLAK”3. Finalizing the KNO Partnership Project Document4. Report on the 2020-2024 RJPP Progress

BOD


Presentasi Proyeksi Keuangan PT AP IIPT AP II Financial Projection Presentation

PDDFDSDHDC


1. Proses pengalihan kepemilikan PT Railink2. Progres Tindak Lanjut Kasus dengan Taurus Gemilang3. Progres Pelepasan Aset1. The process of transferring ownership of PT Railink2. Progress of Case Follow-Up with Taurus Gemilang3. Progress of Disposal of Assets

BOD


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77 Selasa, 1 September 2020Pukul 09.00 s.d. 16.30 WIB Via Zoom MeetingTuesday, September 1, 202009.00 to 16.30 WIBVia Zoom Meeting

1. Pengembangan Energi baru dan Terbarukan di Lingkungan PT Angkasa Pura II (Persero)

2. Laporan Proses Tindak Lanjut Rapim Q3/2020 tentang Progress Penetapan Pembayaran Mitra Kontraktor Tahun 2020

3. Update Progress Kemitraan KNO4. Laporan Progress Pekerjaan Design dan Perencanaan Terminal 4 CGK5. Optimalisasi Aset6. Radirtas1. Development of New and Renewable Energy within PT Angkasa Pura II

(Persero)2. Report on the Follow-up Process Report Q3/2020 regarding the Progress

of Determining Contractor Partner Payments in 20203. Update on Partnership Progress of KNO4. Report on the progress of the design and planning work for the CGK

Terminal 45. Asset Optimization6. Radirtas

BOD

78 Selasa, 15 September 2020Pukul 13.30 s.d 20.12 WIB Via Zoom MeetingTuesday, September 15, 202013.30 to 20.12 WIBVia Zoom Meeting

1. Progress Pekerjaan Design dan Perencanaan Terminal 4 2. Inovative Financing Terminal 43. Usulan Penambahan Setoran Modal PT Railink Tahun 20204. Penyertaan Modal BIJB5. Tim Rencana Implementasi Kemitraan Strategis di Bandar Udara

International Kualanamu1. Progress of Terminal 4 Design and Planning 2. Inovative Financing of Terminal 43. Proposed Additional Capital Deposit for PT Railink in 20204. BIJB Equity Participation5. The Strategic Partnership Implementation Plan Team at Kualanamu

International Airport

BOD

79 Selasa, 22 September 2020Pukul 09.00 s.d. 15.00 WIBVia Zoom MeetingTuesday, September 22, 202009.00 to 15.00 WIBVia Zoom Meeting

1. Progress Report & Manajemen Review SMAP2. Restructuring Portfolio AP II Group3. Update Progress RJPP4. Radirtas1. Progress Report and Management Review of SMAP2. AP II Group’s Restructuring Portfolio3. Progress Update of RJPP4. Radirtas

BOD

80 Selasa, 29 September 2020Pukul 09.50 s.d. 12.30 WIB Via Zoom MeetingTuesday, September 29, 202009.50 to 12.30 WIBVia Zoom Meeting

1. Rencana Pelaksanaan Rapim Q4 Tahun 20202. Pembahasan Materi Ragab BOC-BOD

a. Laporan Manajemen Bulan Agustus tahun 2020b. Pembahasan Analisa Trend Revenue dari Tahun 2018 s.d 2020 atas

Parkir, Iklan, Tenant, Ground Handling dan Non-Aero Lainnyac. Pembahasan Progres Pelaksanaan Penataan Anak Perusahaand. Pembahasan RJPP Tahun 2021-2025

3. Rencana Valuasi Holding BUMN Pariwisata dan Pendukung1. 1. The 2020 Q4 Leadership Plan Implementation Plan2. 2. Discussion of materials for the joint meeting of the BOC-BOD

a. Management Report for August 2020b. Discussion on Trend Revenue Analysis from 2018 to 2020 on Parking,

Advertising, Tenants, Ground Handling and Other Non-Aeroc. Discussion on the Progress of Subsidiary Arrangement

Implementationd. Discussion on RJPP for 2021-2025

3. Valuation Plan for SOE Tourism and Supporting Holding

BOD

81 Selasa, 6 Oktober 2020Pukul 10.00 s.d. 11.30 WIB Via Zoom MeetingTuesday, October 6, 202010.00 a.m. to 11.30 p.m. WIBVia Zoom Meeting

Rencana Pelaksanaan Rapim Q4 Tahun 2020The 2020 Q4 Leadership Plan Implementation Plan

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82 Selasa, 13 Oktober 2020Pukul 10.00 s.d. 17.30 WIB Via Zoom MeetingTuesday, October 13, 202010.00 a.m. to 5.30 p.m. WIBVia Zoom Meeting

1. Laporan Draft Usulan KPI 20202. Tindak Lanjut Rencana Pekerjaan Valuasi Aset & Bisnis3. Pedoman kebijakan Pengadaan Barang & Jasa selama Pandemi

COVID-191. Report on the Draft 2020 KPI Proposal2. Follow-up on the Asset & Business Valuation Work Plan3. Policy guidelines for the procurement of goods & services during the

COVID-19 pandemic

BOD

83 Selasa, 20 Oktober 2020Pukul 09.00 s.d. 15.30 WIB Via Zoom MeetingTuesday, October 20, 202009.00 to 15.30 WIBVia Zoom Meeting

1. Keputusan atas Progress Tindak Lanjut Strategic Partnership KNO2. Draft Corporate Annual Message 20213. Laporan Pelaksanaan Rapim Q4 Tahun 20204. Pembahasan Kesepakatan Bersama Tentang Pemberian Stimulus

PJP2U Pada 13 Bandara Pendukung Destinasi Wisata;5. Radirtas

a. Proyeksi Cashflow 2021b. Piutang Tenant (Non Aero)c. Anak Usaha

1. Decision on the Follow-up Progress of the KNO Strategic Partnership2. Draft Corporate Annual Message 20213. Report on the Implementation of Q4 Report for the Year 20204. Discussion of the Mutual Agreement on Providing PJP2U Stimulus at 13

Supporting Airports for Tourist Destinations;5. Radirtas

a. Projected Cashflow 2021b. Tenant Receivables (Non Aero)c. Subsidiaries

BOD

84 Kamis, 5 November 2020Pukul 13.00 s.d. 17.30 WIB Via Zoom MeetingThursday, November 5, 202013.00 to 17.30 WIBVia Zoom Meeting

1. Kick off Tim Pelaksana Asesmen Tindak Lanjut Pekerjaan Program Investasi di PT Angkasa Pura II (Persero)

2. Penunjukan Unit Teknis Pekerjaan Konsultan untuk Workstream 1 s.d 5 Rencana Holding BUMN Pariwisata & Pendukung

3. RADIRTAS• Update Progress dan Pembahasan Kelanjutan Batam Project• Update Progress Strategic Partnership KNO• Pembahasan Tindak Lanjut HoA Lini 1 Cargo Village dengan PT

Garuda Indonesia• Tinjauan Manajemen SMAP

1. Kick off the Implementation Team for the Follow-up Assessment of the Investment Program Work at PT Angkasa Pura II (Persero)

2. Appointment of Technical Consultant Work Unit for Workstream 1 to 5 SOE Tourism & Support Holding Plans

3. RADIRTAS• Update progress and discussion on the continuation of the Batam

Project• Update the progress of the KNO Strategic Partnership• Discussion on the follow-up of HoA Line 1 Cargo Village with PT Garuda

Indonesia• Management Review OF SMAP

PDDODSDXDEDHDF

85 Selasa, 10 November 2020Pukul 16.00 s.d. 17.30 WIB Via Zoom MeetingTuesday, November 10, 202016.00 to 17.30 WIBVia Zoom Meeting

KPI Korporasi 2020Corporate KPI 2020

BOD

86 Rabu, 25 November 2020Pukul 08.30 s.d. 12.05 WIBVia Zoom MeetingWednesday, November 25, 202008.30 to 12.05 WIBVia Zoom Meeting

1. Usulan Perubahan Anggaran Dasar PT Railink2. Radirtas: Penyampaian Restrukturisasi Jiwasraya3. Konsep Strategi Komersial LCCT Terminal 1 dan Terminal 2 BSH1. Proposed Amendment to PT Railink’s Articles of Association2. Radirtas: Delivery of the Jiwasraya Restructuring3. Concept of Commercial Strategy for LCCT Terminal 1 and Terminal 2 of

BSH

BOD

87 Selasa, 01 Desember 2020Pukul 09.00 s.d. 10.30 WIB Via Zoom MeetingTuesday, December 01, 202009.00 to 10.30 WIBVia Zoom Meeting

Top Management Interview Audit ISO 37001:2016 Stage 2Top Management Interview Audit ISO 37001:2016 Stage 2

BOD


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88 Selasa, 08 Desember 2020Pukul 11.00 s.d SelesaiVia Zoom MeetingTuesday, December 08, 202011.00 to finishVia Zoom Meeting

1. Progres Kegiatan dan Sample Project PGK2. Juknis Pengelolaan Bandara yang dikelola berdasarkan KSP BMN3. Program Pengembangan Energi Baru dan Terbarukan di Lingkungan

PT Angkasa Pura II (Persero)4. Konsep Airlines Allocation Perencanaan Terminal 4 BSH5. Persiapan Hari Raya Natal 2020 & Tahun Baru 20211. Progress of PGK Activities and Sample Projects2. Technical Guidance for Airport Management which is managed based on

KSP BMN3. New and Renewable Energy Development Program within PT Angkasa

Pura II (Persero)4. Concept of Airlines Allocation Planning for Terminal 4 BSH5. Preparation for Christmas 2020 & New Year 2021

89 Rabu, 16 Desember 2020Pukul 08.30 s.d SelesaiVia Zoom MeetingWednesday, December 16, 202008.30 until finishedVia Zoom Meeting

1. Piket Nataru BOD2. Progres Report Piutang Usaha3. KPI Operasi & Pelayanan Bandara dalam Periode Angkutan Nataru

2020/20214. RADIRTAS5. Persetujuan Final Doc Release KNO6. Update Usulan RKAP 2021 Paska Rapat Teknis dengan Pemegang

Saham1. Christmas pickets and new year BOD2. Accounts Receivable Progress Report3. KPI for Airport Operations & Services in the 2020/2021 Nataru Transport

Period4. RADIRTAS5. Approval of Final Doc Release KNO6. Update Proposed RKAP 2021 Post Technical Meeting with Shareholders

PD, DX, DE, DF, DS, DO, DC

90 Senin, 21 Desember 2020Pukul 16.30 s.d SelesaiVia Zoom MeetingMonday, December 21, 202016.30 until finishedVia Zoom Meeting

1. Persiapan Ragaba. Laporan Manajemen Bulan November Tahun 2020b. Kesiapan Operasional dan Protokol Kesehatan atas Potensi

Lonjakan Penumpang Natal dan Tahun Baru 2020-2021c. Update Agreement Stategic Partnership KNOd. Progres Pengembangan Data Analytics with IQRA

1. Joint meeting preparationa. Management Report for November 2020b. Operational Readiness and Health Protocols for Potential Jumps in

Christmas and New Year’s Passengers 2020-2021c. Update of the KNO Strategic Partnership Agreementd. Progress of Data Analytics with IQRA Development

PD, DX, DF, DE, DO, DS, DC

91 Selasa, 29 Desember 2020Pukul 09.00 s.d SelesaiVia Zoom MeetingTuesday, December 29, 202009.00 - FinishVia Zoom Meeting

1. Agenda Persiapan Ragab: Pembahasan Profil Bulanan atas Pendapatan dan Biaya selama 3 Tahun Terakhir (2018-2020), Dampak dan Inovasinya bagi Perusahaan per masing-masing Direktorat

2. Rencana Seleksi Mitra Pengelola Terminal Cargo Cluster 2 CGK3. Rencana Seleksi Mitra Pengelola Cargo Cluster 3 dan 44. Rencana Seleksi Mitra Usaha Pengelola Advertising Outdoor5. Progres Asesmen Program Investasi1. Joint Meeting Preparation Agenda: Discussion of Monthly Profiles

on Income and Costs for the Last 3 Years (2018-2020), Impacts and Innovations for the Company per each Directorate

2. Plan for the Selection of CGK Terminal Cluster 2 Cargo Terminal Management Partners

3. Plan for Selection of Cargo Cluster Management Partners 3 and 44. Plan for Selection of Business Partners for Outdoor Advertising

Management5. Progress of Investment Program Assessment

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PENGUNGKAPAN HUBUNGAN AFILIASI DIREKSI, DEWAN KOMISARIS DAN PEMEGANG SAHAMDisclosure of Affiliation Relationships of the Board of Directors, Board of Commissioners and Shareholders

INFORMASI TENTANG PEMEGANG SAHAM UTAMA/PENGENDALI

Pemegang saham utama/pengendali sekaligus pemegang saham tunggal Angkasa Pura II adalah Negara Republik Indonesia, melalui Pemerintah Republik Indonesia/Kementerian BUMN, yang memiliki seluruh saham Perseroan (100,00%).

HUBUNGAN AFILIASI ANGGOTA DIREKSI

Sesuai dengan ketentuan yang berlaku, masing-masing organ Perusahaan Perusahaan bersifat independen dan tidak salingmencampuri satu sama lain. Setiap anggota Direksi dapat bertindak independen dalam melaksanakan fungsi dan tugasnya baik secara individual maupun kolegial semata-mata demi kepentingan Perusahaan. Hubungan antara Dewan Komisarisdan Direksi adalah hubungan kerja sebagai organ utama tata kelola perusahaan yang masing-masing memiliki peran sebagai fungsi pengawasan dan fungsi pengelolaan Perusahaan.

Hubungan keluarga dan kepengurusan perusahaan lain anggota Direksi dengan sesama anggota Direksi dan/atau anggota Dewan Komisaris serta Pemegang Saham selama periode tahun 2020 sebagai berikut:

INFORMATION ABOUT MAIN / CONTROLLING SHAREHOLDERS

The main / controlling shareholder as well as the sole shareholder of Angkasa Pura II is the Republic of Indonesia, through the Government of the Republic of Indonesia / the Ministry of SOE, which owns all of the Company’s shares (100.00%).

AFFILIATION RELATIONSHIP OF MEMBERS OF THE BOARD OF DIRECTORS

In accordance with applicable provisions, each Company organ is independent and does not interfere with one another. Each member of the Board of Directors can act independently in carrying out their functions and duties both individually and collegially solely in the interests of the Company. The relationship between the Board of Commissioners and the Board of Directors is a working relationship as the main organs of corporate governance, each of which has a role as a supervisory function and management function of the Company.

Family relationships and managerial relationships with other companies by members of the Board of Directors with fellow members of the Board of Directors and/or members of the Board of Commissioners and Shareholders throughout the period of 2019 as follows:

NamaName

Hubungan Keluarga Dengan Organ PerseroanFamily Relationships with the Company Organs

Hubungan Kepengurusan di Perusahaan LainManagerial Relationships in Other Companies

Dewan KomisarisBoard of

Commissioners

DireksiBoard ofDirectors

Pemegang Saham

Shareholders

Sebagai Dewan KomisarisAs Board of

Commissioners

Sebagai Direksi

As Board ofDirectors

Sebagai Pemegang

SahamAs Shareholders

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

Muhammad Awaluddin

√ √ √ √ √ √

Edwin Hidayat √ √ √ √ √ √

Ajar Setiadi √ √ √ √ √ √

Armand Hermawan √ √ √ √ √ √

Muhamad Wasid √ √ √ √ √ √

Agus Wialdi √ √ √ √ √ √


Sekretaris Dew

an K

omisaris

Secretary to the Board of Comm

issioners

NamaName




Commissioners


Pemegang Saham

Shareholders


Commissioners

Sebagai Direksi


Sebagai Pemegang


YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

Ghamal Peris Aulia √ √ √ √ √ √

Wiweko Probojakti √ √ √ √ √ √

HUBUNGAN AFILIASI DEWAN KOMISARIS

Hubungan keluarga dan kepengurusan perusahaan lain anggota Dewan Komisaris dengan sesama anggota Dewan Komisaris dan/atau anggota Direksi serta Pemegang Saham selama periode tahun 2020 sebagai berikut:

AFFILIATION RELATIONSHIPS OF MEMBERS OF THE BOARD OF COMMISSIONERS

Family relationships and managerial relationships with other companies by members of the Board of Commissioners with fellow members of the Board of Commissioners and/ or members of the Board of Directors and Shareholders throughout the period of 2020 as follows:

NamaName




Commissioners


Pemegang Saham

Shareholders


Commissioners

Sebagai Direksi


Sebagai Pemegang


YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

Agus Santoso √ √ √ √ √ √

Mochtar Husein √ √ √ √ √ √


√ √ √ √ √ √

Andus Winarno √ √ √ √ √ √

Abdul Muis √ √ √ √ √ √

Dodi Iskandar √ √ √ √ √ √

Sekretaris Dewan KomisarisSecretary to the Board of Commissioners

Dalam rangka membantu kelancaran pelaksanaan tugasnya, Dewan Komisaris dibantu oleh Sekretariat Dewan Komisaris yang berfungsi sebagai penghubung Dewan Komisaris dengan pihak lain. Sekretariat Dewan Komisaris dipimpin oleh seorang pejabat Sekretaris Dewan Komisaris.

In order to help the smooth performance of its duties, the Board of Commissioners is assisted by the Secretary of the Board of Commissioners who functions as a liaison between the Board of Commissioners and other parties. The Secretary of the Board of Commissioners is chaired by an official Secretary of the Board of Commissioners.


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KRITERIA SEKRETARIS DEWAN KOMISARIS

Pengangkatan Sekretaris Dewan Komisaris telah berdasarkan pada Kriteria Sekretaris Dewan Komisaris sebagai berikut:1. Memahami sistem pengelolaan, pengawasan, dan

pembinaan BUMN.2. Memiliki integritas yang baik.3. Memahami fungsi kesekretariatan.4. Memiliki kemampuan untuk berkomunikasi dan

berkoordinasi dengan baik.

DASAR PENGANGKATAN DAN PROFIL SEKRETARIS DEWAN KOMISARIS

Sekretaris Dewan Komisaris Perusahaan dijabat oleh Sarpi berdasarkan KEP.03.03/00/04/2019/0098 tanggal 1 April 2019 perihal “Pemberhentian dan Pengangkatan Sekertaris Dewan Komisaris Perusahaan Perseroan (Persero) PT Angkasa Pura II.

CRITERIA FOR THE SECRETARY OF THE BOARD OF COMMISSIONERS

The appointment of the Secretary of the Board of Commissioners is based on the Criteria for the Secretary of the Board of Commissioners as follows:1. Understand the SOE management, supervision and

guidance system.2. Have good integrity.3. Understand the secretarial function.4. Have the ability to communicate and coordinate well.

BASIS OF APPOINTMENT AND PROFILE OF THE SECRETARY OF THE BOARD OF COMMISSIONERS

The Secretary of the Board of Commissioners of the Company is held by Sarpi based on KEP.03.03 / 00/04/2019/0098 dated 1 April 2019 regarding “Dismissal and Appointment of Secretary of the Board of Commissioners of the Company (Persero) PT Angkasa Pura II.

PROFIL SEKRETARIS DEWAN KOMISARIS

SarpiWarga Negara Indonesia, umur 37 tahun. Menyelesaikan pendidikan Diploma III dari Sekolah Tinggi Akuntansi Negara dan Sarja dari Universitas Indonesia. Sebelum menjabat sebagai Sekretaris Dewan Komisaris, memiliki pengalaman sebagai Komite Audit dan Manajemen Risiko PT Pertamina (Persero), Sekretaris Dewan Komisaris PT Taman Wisata Candi Borobudur, Prambanan dan Ratu Boko (Persero) serta Sekretaris Dewan Komisaris PT Pupuk Sriwidjaja.

PEDOMAN KERJA, TUGAS DAN TANGGUNG JAWAB SEKRETARIS DEWAN KOMISARIS

Pedoman kerja Sekretaris Dewan Komisaris mengacu pada Board Manual Perseroan. Tugas dan tanggung jawab Sekretaris Dewan Komisaris Perusahaan antara lain:1. Membantu Dewan Komisaris mempersiapkan

rapat, termasuk bahan rapat (briefing sheet) Dewan Komisaris;

2. Membuat risalah rapat Dewan Komisaris sesuai ketentuan anggaran dasar perusahaan;

WORK GUIDELINES, DUTIES AND RESPONSIBILITIES OF THE SECRETARY OF THE BOARD OF COMMISSIONERS

The work guidelines for the Secretary of the Board of Commissioners refer to the Company’s Board Manual. The duties and responsibilities of the Secretary of the Company’s Board of Commissioners include:1. Assisting the Board of Commissioners in preparing for

meetings, including meeting materials (briefing sheets) for the Board of Commissioners;

2. Prepare minutes of the Board of Commissioners’ meetings in accordance with the provisions of the company’s articles of association;

PROFILE OF THE SECRETARY OF THE BOARD OF COMMISSIONERS

SarpiIndonesian citizen, 37 years old. Completed Diploma III education from the State College of Accountancy and a Bachelor’s Degree from the University of Indonesia. Prior to serving as Secretary of the Board of Commissioners, he has experience as the Audit and Risk Management Committee of PT Pertamina (Persero), Secretary of the Board of Commissioners of PT Taman Wisata Candi Borobudur, Prambanan and Ratu Boko (Persero) and Secretary of the Board of Commissioners of PT Pupuk Sriwidjaja.


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Secretary to the Board of Comm

issioners3. Mengadministrasikan dokumen Dewan Komisaris, baik surat masuk, surat keluar, risalah rapat, maupun dokumen lainnya;

4. Menyusun Rancangan Rencana Kerja dan Anggaran Dewan Komisaris;

5. Menyusun Rancangan Laporan-laporan Dewan Komisaris;

6. Melaksanakan tugas lain dari Dewan Komisaris; 7. Memastikan bahwa Dewan Komisaris mematuhi

peraturan perundang-undangan serta menerapkan prinsip GCG;

8. Memberikan informasi yang dibutuhkan oleh Dewan Komisaris secara berkala dan/atau sewaktu-waktu apabila diminta;

9. Mengkordinasikan anggota komite, jika diperlukan dalam rangka memperlancar tugas Dewan Komisaris;

10. Sebagai Penghubung (liaison Officer) Dewan Komisaris dengan pihak lainnya.

LAPORAN PELAKSANAAN TUGAS SEKRETARIS DEWAN KOMISARIS

Selama tahun 2020, Sekretaris Dewan Komisaris telah melakukan berbagai kegiatan sebagai berikut:A. Pengesahan Rencana Kerja

1. Rencana kerja dan anggaran perusahaan tahun 2020 telah disahkan berdasarkan keputusan Rapat Umum Pemegang Saham. Berkenaan dengan pengesahan RKAP tahun 2020 tersebut, berikut adalah kontribusi saya selaku Sekertaris Dewan Komisaris:a. Penyiapan evaluasi untuk Dewan Komisaris

pada saat pembahasan dengan direksi.

b. Penyiapan tanggapan Dewan Komisaris untuk Rapat Persiapan RUPS dan pelaksanaan RUPS.

c. Penyiapan Konsep KPI Dewan Komisaris

2. Rencana kerja dan anggaran Dewan Komisaris tahun 2020 disahkan berdasarkan keputusan Rapat Umum Pemegang Saham Berkenaan dengan pengesahan RKA Dewan Komisaris tahun 2020 tersebut, berikut adalah kontribusi saya selaku Sekertaris Dewan Komisaris:a. Penyiapan evaluasi untuk Dewan Komisaris

pada saat pembahasan internal.b. Kooridansi dengan komite untuk penyiapan

Rencana Kerja masing-masing Komite.

3. Administering Board of Commissioners documents, including incoming, outgoing, meeting minutes and other documents;

4. Prepare the Draft Work Plan and Budget for the Board of Commissioners;

5. Compiling Draft Reports of the Board of Commissioners;

6. Carry out other duties of the Board of Commissioners;7. Ensure that the Board of Commissioners complies with

laws and regulations and applies GCG principles;

8. Provide information needed by the Board of Commissioners periodically and / or at any time if requested;

9. Coordinating committee members, if necessary in order to expedite the duties of the Board of Commissioners;

10. As a liaison officer for the Board of Commissioners with other parties.

IMPLEMENTATION REPORT OF THE SECRETARY OF THE BOARD OF COMMISSIONERS

During 2020, the Secretary of the Board of Commissioners has carried out various activities as follows:A. Ratification of the Work Plan

1. The company’s 2020 work plan and budget have been ratified based on the resolution of the General Meeting of Shareholders.With regard to the ratification of the 2020 RKAP, here are my contributions as Secretary of the Board of Commissioners:a. Preparation of evaluation for the Board of

Commissioners during discussions with the board of directors.

b. Preparation of the Board of Commissioners’ response to the GMS Preparation Meeting and the implementation of the GMS

c. Preparation of the KPI Concept for the Board of Commissioners.

2. The work plan and budget of the Board of Commissioners for 2020 are ratified based on the resolution of the General Meeting of ShareholdersWith regard to the ratification of the 2020 RKA of the Board of Commissioners, here are my contributions as Secretary of the Board of Commissioners:

a. Preparation of evaluation for the Board of Commissioners during internal discussions

b. Coordinate with committees for the preparation of work plans for each committee.


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c. Penyiapan konsep KPI Dewan Komisaris dan masing-masing komite.

d. Koordinasi dengan bagian keuangan untuk penetapan pagu anggaran Dewan Komisaris.

B. Pengesahan Laporan Tahunan 1. Menyiapkan bahan evaluasi capaian kinerja

tahun 2020 dibandingkan dengan RKAP 20202. Menyiapkan bahan evaluasi hasil audit oleh

kantor akuntan publik dan mendorong Direksi untuk menyelesaikan temuan-temuan auditor

3. Menyiapkan bahan evaluasi penilaian terhadap pencapaian kinerja Direksi melalui pengusulan remunerasi tahun 2020 dan tantiem atas kinerja tahun 2019

4. Menyiapkan bahan evaluasi dan memberikan penilaian terhadap kinerja kantor akuntan publik.

c. Preparation of the KPI concept for the Board of Commissioners and respective committees.

d. Coordination with the finance department to determine the budget ceiling for the Board of Commissioners.

B. Ratification of the Annual Report1. Prepare materials for evaluating 2020 performance

achievements compared to the 2020 RKAP2. Prepare materials for evaluating the audit results

by the public accounting firm and encouraging the Board of Directors to resolve the auditor’s findings

3. Prepare evaluation materials for the assessment of the performance achievement of the Board of Directors through proposing remuneration for 2020 and bonuses for performance in 2019

4. 4repare evaluation materials and provide an assessment of the performance of the public accounting firm.

Komite AuditAudit Committee

Dalam rangka membantu Dewan Komisaris dalam melaksanakan tugas pengawasan, Angkasa Pura II membentuk Komite Audit yang memberikan opini profesional dan independen kepada Dewan Komisaris mengenai laporan atau hal-hal lain yang diajukan oleh Direksi kepada Dewan Komisaris.

Tugas Komite ini termasuk mengevaluasi laporan dari fungsi Audit Internal dan memberikan argumen mendasar terkait pengendalian internal yang dijalankan di seluruh unit Perseroan. Komitmen Komite Audit dijalankan dengan fokus pada efektivitas Corporate Governance, pengendalian internal, risks assessment, dan pengelolaan Perseroan secara keseluruhan.

PENGANGKATAN DAN PEMBERHENTIAN KOMITE AUDIT

Komite Audit diangkat dan diberhentikan oleh Dewan Komisaris. Pengangkatan Anggota Komite Audit Perusahaan telah berdasarkan pada kriteria anggota

In order to assist the Board of Commissioners in carrying out supervisory duties, Angkasa Pura II established an Audit Committee which provides professional and independent opinion to the Board of Commissioners regarding reports or other matters submitted by the Board of Directors to the Board of Commissioners.

The duties of this Committee include evaluating reports from the Internal Audit function and providing basic arguments regarding internal control that is implemented in all units of the Company. The Audit Committee’s commitment is carried out with a focus on the effectiveness of Corporate Governance, internal control, risk assessment, and overall management of the Company.

APPOINTMENT AND DISMISSAL OF THE AUDIT COMMITTEE

The Audit Committee is appointed and dismissed by the Board of Commissioners. The appointment of members of the Company’s Audit Committee has been based on the


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Komite Audit sebagaimana yang diatur dalam Piagam Komite Audit.

SUSUNAN KEANGGOTAAN KOMITE AUDIT

Komite Audit Angkasa Pura II terdiri dari 1 (satu) orang Ketua Komite dan 1 (satu) orang Wakil Ketua Komite yang merupakan Anggota Dewan Komisaris dan 2 (dua) orang anggota Komite yang berasal dari pihak independen sebagai berikut:

criteria for members of the Audit Committee as stipulated in the Audit Committee Charter.

AUDIT COMMITTEE MEMBERSHIP COMPOSITION

Angkasa Pura II Audit Committee consists of 1 (one) Committee Chairman and 1 (one) Vice Committee Chairman who is a Member of the Board of Commissioners and 2 (two) Committee members from independent parties as follows:

NamaName

JabatanPosition

Agus Santoso Ketua Komite Audit Perusahaan AP IIChairman of the AP II Audit Committee

Dodi Iskandar Wakil KetuaVice Chairman

Adi Prasetyana Mahendradani AnggotaMember

Irwanda Wisnu Wardhana AnggotaMember

Profil Anggota Komite AuditProfile of Audit Committee Members

Nama / FotoName / Photo

Profil Ringkas Anggota Komite Nominasi dan RemunerasiBrief Profile of the Members of the Nomination and Remuneration Committee

Agus Santoso Lahir di Solo 4 Agustus 1958, Menyelesaikan Pendidikan Sarjana Civil Engineering di ITB, Magister Traffic Engineering di ITB-Leeds University (Inggris), Pascasarjana Teknik Penerbangan di ENAC & ENSICA (Prancis) dan Doktor Management di Universitas Negeri Jakarta.

Sebelumnya pernah menjabat di Kementerian Perhubungan sebagai Direktur Jenderal Perhubungan Udara (2017), Kepala Badan Penelitian & Pengembangan Transportasi (2016), Direktur Bandar Udara (2015), Kepala Puslitbang Udara (2014), Kepala Bandar Udara (2009), Kepala Bagian Perencanaan DJU (2007), Kepala Bagian Perencanaan BPSDM (2005), Inspektor Kelaikudaraan Pesawat Terbang (1997).

Pernah menjabat di BUMN sebagai Komisaris Utama PT Garuda Indonesia (2018), Ketua Dewan Pengawas Perum Air Navigation Indonesia (2017), Komisaris PT Angkasa Pura I (2014), Senior Structure Engineer Industri Pesawat Terbang PT IPTN (1985).

Selain itu juga pernah menjadi Ketua Delegasi Misi Pencabutan Larangan Terbang Europhean Union (2018), Ketua Delegasi Harmonisasi Regulasi dengan EASA-Eropa (2018), Ketua Delegasi Harmonisasi Regulasi dengan FAA-Amerika (2017), Ketua Delegasi Indonesia Safety Compliance ICAO-Canada (2017), Ketua Kelompok Industri & Manufacture Badan Kejuruan Kedirgantaraan Persatuan Insinyur Indonesia PII.

Born in Solo on August 4, 1958, Graduated from Civil Engineering at ITB, Masters in Traffic Engineering at ITB-Leeds University (UK), Postgraduate Aviation Engineering at ENAC & ENSICA (France) and Doctor of Management at Jakarta State University.

Previously served at the Ministry of Transportation as Director General of Civil Aviation (2017), Head of the Transportation Research & Development Agency (2016), Director of Airports (2015), Head of Air Research and Development Center (2014), Head of Airport (2009), Head of the Planning Division of DJU (2007), Head of Planning Division of BPSDM (2005), Inspector of Airworthiness of Aircraft (1997).

He has served in SOE as President Commissioner of PT Garuda Indonesia (2018), Chairman of the Supervisory Board of Perum Air Navigation Indonesia (2017), Commissioner of PT Angkasa Pura I (2014), Senior Structure Engineer for the Aircraft Industry of PT IPTN (1985).

In addition, he has also been the Chair of the Delegation of the Europhean Union Flight Prohibition Mission (2018), Head of the Delegation to Harmonization of Regulations with EASA-Europe (2018), Head of the Delegation of Harmonization of Regulations with FAA-America (2017), Head of the Delegation of Indonesia Safety Compliance ICAO-Canada ( 2017), Chairman of the Industry & Manufacturing Group of the Aerospace Vocational Board of the Indonesian Engineers Association PII.


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Dodi Iskandar Lahir pada 24 Januari 1960. Menyelesaikan pendidikan formal Diploma IV Akuntansi-STAN (1990), dan pendidikan S2 di University of Colorado, Amerika Serikat (1994).

Memiliki riwayat pekerjaan sebagai Komite Audit PT Pusri (2004 - 2018), Sekretaris Badan Pendidikan dan Pelatihan Keuangan (2008-2013), Direktur Bank Milik Negara, Direktorat Jenderal Kekayaan Negara (2013), Komisaris PT Perkebunan Nusantara VII (2014-2019), Sekretaris Direktorat Jenderal Kekayaan Negara (2013-sekarang).

Born on January 24, 1960. Completed his formal education Diploma IV Accounting-STAN (1990), and master’s education at the University of Colorado, United States (1994).

Has a work experience as the Audit Committee of PT Pusri (2004 - 2018), Secretary of the Financial Education and Training Agency (2008-2013), Director of State-Owned Banks, Directorate General of State Assets (2013), Commissioner of PT Perkebunan Nusantara VII (2014-2019), Secretary of the Directorate General of State Assets (2013-present).

Adi Prasetyana Mahendradani Lahir di Banyumas 19 Januari 1963 berdomisili di Jakarta. Telah menyelesaikan pendidikan formal Diploma 3 Spesialisasi Akuntansi pada Sekolah Tinggi Akuntansi Negara (STAN), S1 Ekonomi Manajemen Universitas Indonesia, S1 Ekonomi Akuntansi Universitas Indonesia dan Magister Management STIE IPWI Jakarta Indonesia.

Memiliki sertifikasi Chartered Accountant (D25078) dan Brevet Pajak A, B, dan C.

Tergabung dalam keanggotaan organisasi profesi sebagai Anggota IAI (No. 11.D25078).

Memiliki riwayat pekerjaan sebagai Auditor BPKP (Anggota tim, ketua tim, Pengendali Teknis) tahun 1984 - 2006, menjadi Auditor PT Pertamina EP pada tahun 2006 - 2010, pernah menjabat sebagai Manajer Internal Audit PT Pertamina EP 2010 - 2014, sebagai Vice President Treasury & FO PT Pertamina EP tahun 2014 - 2016, lalu menjabat sebagai Vice President Tax PT Pertamina (Persero) tahun 2016 - 2018, sebagai Vice President Controller PT Pertamina EP 2018 - 2019, menjabat sebagai Komisaris PT Pertamina Bina Medika 2018 - 2019, dan Menjabat Finance & Business Support Director PT Pertamina EP.

Born in Banyumas January 19, 1963 domiciled in Jakarta. Has completed formal education Diploma 3 Accounting Specialization at the State College of Accountancy (STAN), S1 Management Economics, University of Indonesia, S1 Accounting Economics, University of Indonesia and Masters of Management STIE IPWI Jakarta Indonesia.

Has Chartered Accountant (D25078) certification and Tax Brevet A, B, and C.

Joined in the membership of a professional organization as a Member of IAI (No. 11.D25078).

Has a work experience as a BPKP Auditor (team member, team leader, Technical Controller) from 1984 - 2006, became an Auditor of PT Pertamina EP in 2006 - 2010, served as Internal Audit Manager of PT Pertamina EP 2010 - 2014, as Vice President Treasury & FO PT Pertamina EP in 2014 - 2016, then served as Vice President Tax of PT Pertamina (Persero) in 2016 - 2018, as Vice President Controller of PT Pertamina EP 2018 - 2019, served as Commissioner of PT Pertamina Bina Medika 2018 - 2019, and served as Finance & Business Support Director PT Pertamina EP.

Irwanda Wisnu Wardhana Warga Negara Indonesia, yang berdomisili di Jakarta lahir pada tanggal 21 Juli 1980, saat ini berusia 38 tahun) tahun. Beliau memperoleh gelar sarjana dari STAN pada 2005, Master in Public Economic dari Hitotsubashi University, Japan pada 2010 dan Ph.D in Public Policy and Political Economy, University of Texas pada 2016). Sebelum menjabat sebagai anggota Komite Audit Perseroan, beliau sempat berkarier pada Kementerian Keuangan dari (2007-2012) sebagai analis kebijakan PKSSI, BKF, Kemenkeu; Keapala Bagian Energi, PKPPIM,BKF Kemenkeu. Selain itu juga menjabat sebagai Konsultan untuk UNPSA, Kementerian PAN-RB (2014-sekarang) dan Peneliti Muda di Bidang Kebijakan Fiskal, LIPI (2012-sekarang).

Indonesian citizen, domiciled in Jakarta, born on July 21, 1980, currently 38 years old. He obtained his bachelor’s degree from STAN in 2005, Master in Public Economics from Hitotsubashi University, Japan in 2010 and Ph.D in Public Policy and Political Economy, University of Texas in 2016). Prior to serving as a member of the Company’s Audit Committee, he had a career at the Ministry of Finance from (2007-2012) as a policy analyst at PKSSI, BKF, Ministry of Finance; Head of the Energy Section, PKPPIM, BKF, Ministry of Finance. In addition, he also serves as a Consultant for UNPSA, Ministry of PAN-RB (2014-present) and Young Researcher in Fiscal Policy, LIPI (2012-present).


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INDEPENDENSI KOMITE AUDIT

Komite Audit diketuai oleh salah seorang anggota Dewan Komisaris serta wakil ketua seorang Anggota Dewan Komisaris dengan anggota berasal dari 2 (dua) anggota profesional lainnya berasal dari luar Angkasa Pura IIserta mempunyai latar belakang Keuangan sesuai dengan bidang industri Angkasa Pura II.

Dalam pelaksanan Tugasnya, Komite Audit bersifat mandiri serta bekerja secara profesional dan independen.

INDEPENDENCE OF THE AUDIT COMMITTEE

The Audit Committee is chaired by a member of the Board of Commissioners and 2 (two) other professional members from outside of Angkasa Pura II and has a financial background in accordance with the industrial field of Angkasa Pura II.

In carrying out its duties, the Audit Committee is independent and works professionally and independently.

Tabel Independensi Komite AuditAudit Committee Independence Table

Aspek IndependensiIndependence Aspects Agus Santoso Dodi Iskandar Adi Prasetyana

MahendradaniIrwanda Wisnu

Wardhana

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan DireksiHas no financial relationship with the Board of Commissioners and Board of Directors

√ √ √ √

Tidak memiliki hubungan kepengurusan di PT Angkasa Pura II (Persero), anak perusahaan maupun perusahaan afiliasiHas no managerial relationship at PT Angkasa Pura II (Persero), subsidiaries and affiliated companies

√ √ √ √

Tidak memiliki hubungan kepemilikan saham di PT Angkasa Pura II (Persero)Has no managerial relationship at PT Angkasa Pura II (Persero), subsidiaries and affiliated companies

√ √ √ √

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi dan/atau sesama anggota Komite AuditHas no family relationship with the Board of Commissioners, Board of Directors and/or fellow members of the Audit Committee

√ √ √ √

Tidak menjabat sebagai pengurus partai politik, pejabat pemerintah daerah Does not serve as a political party official, local government official

√ √ √ √


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URAIAN TUGAS DAN TANGGUNG JAWAB

Sebagaimana yang tertuang dalam Keputusan Dewan Komisaris Perseroan (Persero) PT Angkasa Pura II Nomor: KEP. 218/KP.1013.3/APII-2003 tanggal 1 Agustus 2003 Tentang Pembentukan Komite Audit Perusahaan di Perseroan (Persero) PT Angkasa Pura II serta dalam pelaksanaan fungsi dan tugasnya, Komite Audit dilengkapi dengan Piagam (charter) Komite yang di dalamnya memuat uraian tugas secara jelas.

Sesuai KEP. 218/KP.1013.3/APII-2003 tanggal 1 Agustus 2003 Komite Audit bertanggung Jawab untuk:1. Menilai hasil pelaksanaan kegiatan sefta hasil audit

yang dilakukan oleh Satuan Pengawasan Intern (SPD atau auditor eksternal sehingga dapat dicegah pelaksanaan dan pelaporan yang tidak memenuhi standar;

2. Memberikan rekomendasi mengenai penyempurnaan sistem pengendalian manajemen Perusahaan serta pelaksanaannya;

3. Memastikan bahwa telah terdapat prosedur review yang memuaskan terhadap informasi yang dikeluarkan PT (Persero)Angkasa Pura II, termasuk brosur, laporan keuangan berkala,proyeksi/forecast dan lain-lain informasi keuangan yangdisampaikan kepada pemegang saham;

4. Mengidentifikasi hal-hal yang memerlukan perhatian Komisaris;

5. Melaksanakan tugas lain yang diberikan oleh Dewan Komisaris sepanjang masih dalam lingkup tugas dan kewajiban Dewan Komisaris berdasarkan ketentuan peraturan perundangundangan Yang berlaku.

6. Komite Audit wajib melaporkan segera hasil evaluasi yang telah dilakukan kepada Dewan Komisaris;

7. Komite Audit wajib membuat laporan berkala paling tidak setiap 3 bulan yang berisi pokok hasil kerjanya;

8. Kornite Audit wajib membuat laporan khusus yang berisi setiap temuan yang di perkirakan dapat mengganggu kegiatan PT (Persero) Angkasa Pura II yang disampaikan kepada Dewan Komisaris selambat-lambantnya- 10 hari kerja sejak tanggal temuan diketahui.

DESCRIPTION OF DUTIES AND RESPONSIBILITIES

As mentioned in the Board of Commissioners Decree of PT Angkasa Pura II No: KEP. 218/KP.1013.3/APII-2003 dated August 1, 2003 on the Audit Committee Composition at PT Angkasa Pura II and the implementation of its duties and functions, the Audit Committee is also equipped with Committee Charter which consists of a clear job description.

In accordance with KEP. 218/KP.1013.3/APII-2003 dated August 1, 2003, the Audit Committee is responsible for: 1. Assessing the audit results conducted by the Internal

Control Unit (SPD or external auditors) so as to prevent any unqualified implementation and reporting;

2. Providing recommendations on the improvement the Company’s management control system and its implementation;

3. Ensuring the existence of satisfactory review procedures towards the information shared by PT Angkasa Pura II (Persero), including brochure, periodical financial statements, forecast/projection, and other financial information submitted to the Shareholders;

4. Identifying matters that require the attention of the Board of Commissioners;

5. Carrying out other duties given by the Board of Commissioners as long as they are within the scope of duties and responsibilities of Board of Commissioners based on the provisions of the applicable statutory regulations;

6. The Audit Committee must report immediately the evaluation results that has been made to the Board of Commissioners;

7. The Audit Committee is required to make periodic reports at least every 3 months that contains main results of its work;

8. The Audit Committee is required to make a special report that consists of any findings that are expected to disrupt the activities of PT Angkasa Pura II (Persero) to the Board of Commissioners at the latest of 10 working days since the date of finding been known.


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URAIAN PELAKSANAAN KEGIATAN KOMITE AUDIT TAHUN 2020

Komite Audit telah melaksanakan beberapa kegiatan terkait audit dan pengawasan untuk memastikan implementasi Tata Kelola Perusahaan atau Good Corporate Governance (GCG) telah dikelola dengan efektif:

Pelaksanaan kegiatan Komite Audit tahun 2020 dapat dilaksanakan sesuai dengan rencana kerja yang sudah ditetapkan, secara umum kegiatan Komite Audit di kelompokan menjadi 3 (tiga) kelompok yaitu kegiatan rapat, kegiatan kunjungan kerja dan kegiatan Seminar. Hal ini dapat digambarkan sebagai berikut:1. Kegiatan Rapat Komite Audit Dalam melaksanakan kegiatan rapat, Komite Audit

telah melakukan rapat-rapat baik rapat rutin maupun tidak rutin. Rapat rutin adalah rapat yang dilakukan secara berkala dan berkelanjutan sedangkan rapat tidak rutin adalah rapat yang dilakukan berdasarkan kebutuhan sesuai dengan tugas Komite Audit.

2. Kegiatan Kunjungan Kerja ke Kantor Cabang PT Angkasa Pura II (Persero) Dalam rangka monitoring permasalahan–

permasalahan strategis di Kantor Cabang dan guna melihat langsung kondisi bandara serta kendala yang ada.

3. Kegiatan Seminar & Studi Banding Dalam rangka menambah wawasan serta

meningkatkan pengetahuan tentang tugas dan fungsi Komite, Komite Audit tidak mengikuti seminar atau workshop dikarenakan masih mengalami pandemi COVID-19 selama periode Triwulan IV Tahun 2020.

Secara umum program kegiatan Komite Audit dapat dilaksanakan dengan optimal. Dedikasi dan semangat untuk memberikan kontribusi kepada Dewan Komisaris sangat tinggi, sehingga kiranya dapat memberikan masukan dan manfaat bagi Dewan Komisaris dalam menentukan kebijakan lebih lanjut.

FREKUENSI PERTEMUAN DAN TINGKAT KEHADIRAN RAPAT KOMITE AUDIT

Selama tahun 2020, Komite Audit telah melaksanakan 31 kali rapat, yang terdiri dari rapat internal dengan Dewan Komisaris dan Rapat Komite dengan Manajemen serta rapat gabungan dengan Internal Auditor, Eksternal Auditor. Tingkat kehadiran anggota Komite Audit dalam rapat-rapat tersebut adalah:

DESCRIPTION OF THE 2020 AUDIT COMMITTEE ACTIVITIES

The Audit Committee has carried out several activities related to auditing and supervision to ensure the implementation of Good Corporate Governance (GCG) has been effectively managed:

The implementation of the Audit Committee activities in 2020 can be carried out in accordance with the work plan that has been set, in general, the Audit Committee activities are grouped into 3 (three) groups, namely meeting activities, work visit activities and seminar activities. These can be described as follows:1. Audit Committee Meeting Activities In carrying out meeting activities, the Audit Committee

has held meetings both routine and non-routine meetings. Routine meetings are meetings that are held regularly and continuously, while non-routine meetings are meetings that are conducted based on needs in accordance with the duties of the Audit Committee.

2. Working Visits Activities to PT Angkasa Pura II (Persero) Branch Offices

In the context of monitoring strategic problems at the Branch Office and to see firsthand the condition of the airport and the existing obstacles.

3. Seminar & Comparative Study Activities In order to add insight and increase knowledge about

the duties and functions of the Committee, the Audit Committee did not attend seminars or workshops because we still experiencing the COVID-19 pandemic during the Fourth Quarter of 2020.

MEETINGS FREQUENCY AND ATTENDANCE LEVEL OF THE AUDIT COMMITTEE

Throughout 2020, the Audit Committee held 31 meetings, consisting of internal meetings with the Board of Commissioners and Committee Meetings with Management and joint meetings with Internal Auditors, External Auditors. The attendance level of Audit Committee members at these meetings was:

In general, the Audit Committee’s program of activities can be carried out optimally. The dedication and enthusiasm to contribute to the Board of Commissioners is very high, so that it can provide input and benefits for the Board of Commissioners in determining further policies.


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Tabel Tingkat Kehadiran Rapat Komite AuditTable of Audit Committee Meeting Attendance Level

NamaName

JabatanPosition

Jumlah Kehadiran RapatNumber of Meeting Attendance

JumlahTotal %

Irwanda Wisnu Wardhana Anggota Komite AuditAudit Committee Member

31 100

Adi Prasetyana Mahendradani* Anggota Komite AuditAudit Committee Member

12 100

* Adi Prasetyana Mahendradani sebagai komite per 14 September 2020 sesuai KEP.03.01/00/09/2020/0180 (mengikuti 12 kali rapat BOC & Komite)

Adi Prasetyana Mahendradani as committee as of September 14, 2020 according to KEP.03.01/00/09/2020/0180 (participated in 12 BOC & Committee meetings)

REMUNERASI KOMITE AUDIT

Rincian remunerasi Komite Audit sebagai berikut:

No Nama Komite AuditName of the Audit Committee

JabatanPosition

Honorarium Take Home Pay (per bulan)Honorarium Take Home Pay (per month)

1 Adi Prasetyana Mahendradani Anggota Komite AuditAudit Committee Member

Rp. 49.871.710

2 Irwanda Wisnu Wardhana Anggota Komite AuditAudit Committee Member

Rp. 49.871.710

REMUNERATION OF THE AUDIT COMMITTEE

Details of remuneration of the Audit Committee are as follows:

Anggota Komite Audit yang bukan Komisaris memperoleh remunerasi yang terdiri dari honorarium. Honorarium yang diberikan sebesar Rp. 49.871.710,- per bulan Total Remunerasi Komite Audit yang bukan Anggota Dewan Komisaris selama tahun 2020 sebesar Rp. 1.196.921.040,- .

EVALUASI DAN PENILAIAN KINERJA KOMITE AUDIT OLEH DEWAN KOMISARIS

Penilaian atas kinerja Komite audit dilakukan oleh Dewan Komisaris setiap 1 (satu) tahun sekali. Penilaian tersebut berdasarkan realisasi dan penyelesaian program kerja yang tercantum dalam Rencana Kerja dan anggaran Komite.

Audit Committee members who are not Commissioners receive a remuneration consisting of honorarium. The honorarium given is Rp. 49,871,710,- per month. The total remuneration of the Audit Committee Members who were not Members of the Board of Commissioners in 2020 was Rp. 1.196.921.040,-.

EVALUATION AND PERFORMANCE ASSESSMENT OF THE AUDIT COMMITTEE BY THE BOARD OF COMMISSIONERS

Assessment of the performance of the audit committee is carried out by the Board of Commissioners every 1 (one) year. The assessment is based on the realization and completion of work programs listed in the Committee’s Work Plan and budget.


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ination and Remuneration Com

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Komite Nominasi dan RemunerasiNomination and Remuneration Committee

Angkasa Pura II telah memiliki secara khusus Komite Nominasi dan Remunerasi yang dibentuk berdasarkan Keputusan Dewan Komisaris Nomor: KEP.03.01/00/05/2020/0073 Tentang Pembentukan Komite Nominasi dan Remunerasi Perusahaan Perseroan (Persero) PT Angkasa Pura II tanggal 5 Mei 2020.

PENGANGKATAN DAN PEMBERHENTIAN KOMITE NOMINASI DAN REMUNERASI

Komite Nominasi dan Remunerasi diangkat dan diberhentikan oleh Dewan Komisaris. Pengangkatan Anggota Komite Nominasi dan Remunerasi Perusahaan telah berdasarkan pada kriteria anggota Komite Nominasi dan Remunerasi sebagaimana yang diatur dalam Piagam Komite Nominasi dan Remunerasi.

SUSUNAN KEANGGOTAAN KOMITE NOMINASI DAN REMUNERASI

Komite Nominasi dan Remunerasi Angkasa Pura II terdiri dari 1 (satu) orang Ketua Komite dan 1 (satu) orang Sekretaris merupakan Anggota Dewan Komisaris dan 2 (dua) orang anggota Komite yang berasal dari pihak independen sebagai berikut:

Angkasa Pura II has specifically a Nomination and Remuneration Committee which was formed based on the Decree of the Board of Commissioners Number: KEP.03.01/00/05/2020/0073 concerning the Establishment of the Nomination and Remuneration Committee for the Company (Persero) PT Angkasa Pura II on May 5, 2020.

APPOINTMENT AND DISMISSAL OF THE NOMINATION AND REMUNERATION COMMITTEE

The Nomination and Remuneration Committee is appointed and dismissed by the Board of Commissioners. The appointment of the members of the Nomination and Remuneration Committee of the Company is based on the criteria for members of the Nomination and Remuneration Committee as stipulated in the Charter of the Nomination and Remuneration Committee.

MEMBERSHIP COMPOSITION OF THE NOMINATION AND REMUNERATION COMMITTEE

The Nomination and Remuneration Committee of Angkasa Pura II consists of 1 (one) Chairman of the Committee and 1 (one) Secretary who is a Member of the Board of Commissioners and 2 (two) Committee members from independent parties as follows:

NamaName

JabatanPosition

Abdul Muis Ketua Komite Nominasi & RemunerasiChairman of the Nomination & Remuneration Committee

Andus Winarno Wakil Ketua Komite Nominasi dan RemunerasiVice Chairman of the Nomination and Remuneration Committee

Hermawan Syahrul Anggota Komite Nominasi dan RemunerasiMember of the Nomination and Remuneration Committee

Lailly Prihatiningtyas Anggota Komite Nominasi dan RemunerasiMember of the Nomination and Remuneration Committee


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Profil Anggota Komite Nominasi dan RemunerasiProfiles of Members of the Nomination and Remuneration Committee



Abdul Muis Diangkat menjadi Komisaris di PT Angkasa Pura II (Persero) berdasarkan Surat Keputusan Menteri BUMN Nomor SK-127/MBU/04/2020 tanggal 27 April 2020.

Lahir di Sengkang pada 4 Desember 1960, beliau menyelesaikan pendidikan di Universitas Satria Makassar pada tahun 2015.

Sebelumnya pernah menjabat sebagai Tenaga Ahli Kepala BNPB (2019), Dirjen Perencanaan Pertahanan Kementerian Pertahanan (2017), Panglima Komando Pertahanan Udara Nasional (2015), Gubernur Akademi TNI AU (2015), Panglima Komando Operasi TNI AU II Makassar (2014), Waasops Kepala Staf Angkatan Udara (2013), Komandan Pangkalan TNI AU Adi SUtjipto Yogyakarta (2011), hingga Komandan Pangkalan TNI AU Supadio Pontianak (2007).

Pernah mengikuti pelatihan antara lain Pelatihan Lemhannas (2011), Pelatihan di SESKO TNI (2008), Pelatihan di SESKOAD (1998), Pelatihan di SEKKAU (1992) hingga pelatihan di SEKBANG (1985).

Appointed as Commissioner at PT Angkasa Pura II (Persero) based on the Decree of the Minister of SOE Number SK-127/MBU/04/2020 dated April 27, 2020.

Born in Sengkang on December 4, 1960, he completed his education at the University of Satria Makassar in 2015.

Previously, he served as the Chief Expert of BNPB (2019), Director General of Defense Planning, Ministry of Defense (2017), Commander of the National Air Defense Command (2015), Governor of the Indonesian Air Force Academy (2015), Commander of the Indonesian Air Force Operations Command II Makassar (2014), Waasops Air Force Chief of Staff (2013), TNI AU Base Commander Adi Sutjipto Yogyakarta (2011), to TNI AU Base Commander Supadio Pontianak (2007).

He has attended training including Lemhannas Training (2011), Training at SESKO TNI (2008), Training at SESKOAD (1998), Training at SEKKAU (1992) to training at SEKBANG (1985).

Andus Winarno Diangkat menjadi Komisaris PT Angkasa Pura II (Persero) berdasarkan Keputusan Menteri BUMN nomor SK-37/MBU/02/2019.

Lahir di Gombong, 14 September 1971. Menyelesaikan pendidikan formal S1 di Universitas Merdeka, Malang (1994), dan menyelesaikan Magister Hukum di Universitas Indonesia (2012, Jakarta).

Memiliki riwayat pekerjaan sebagai Kepala Subbidang Perencanaan Usaha Prasarana Perhubungan (2002 – 2006), Kepala Sub Bidang Inventarisasi Kekayaan BUMN (2006 – 2010), Kabid Usaha Infrastruktur dan Logistik IIb (2010 – 2013), Sekretaris Dekom PT Bank Mandiri (Persero) Tbk (2010 – 2015), Kabid Usaha Industri Primer IIIb (2013 – 2014), Kepala Bidang Kebijakan SDM Eksekutif BUMN (2014 – 2015),Kepala Bidang Kebijakan Sumber Daya Manusia Eksekutif BUMN (2015 – 2016), Komisaris PT Kereta Api Indonesia (2017 – 2019), Asisten Deputi Data dan Teknologi Informasi (2016 – 2019), Asisten Deputi Manajemen SDM Eksekutif BUMN (2019 - Sekarang)

Appointed as Commissioner of PT Angkasa Pura II (Persero) based on the Decree of the Minister of SOEs number SK-37/MBU/02/2019.

Born in Gombong, September 14, 1971. Completed his formal education at Merdeka University, Malang (1994), and completed his Masters in Law at the University of Indonesia (2012, Jakarta).

Has a work experience as Head of the Transportation Infrastructure Business Planning Sub-Sector (2002 – 2006), Head of the SOE Wealth Inventory Sub Division (2006 – 2010), Head of Infrastructure and Logistics Business IIb (2010 – 2013), Secretary to the Board of Commissioners of PT Bank Mandiri (Persero) Tbk ( 2010 – 2015), Head of Primary Industry IIIb (2013 – 2014), Head of HR Policy for Executive SOEs (2014 – 2015), Head of Human Resources Policy for Executive SOEs (2015 – 2016), Commissioner of PT Kereta Api Indonesia (2017 – 2019), Assistant Deputy for Data and Information Technology (2016 – 2019), Assistant Deputy for SOE Executive HR Management (2019 - Present)


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mittee

INDEPENDENSI KOMITE NOMINASI DAN REMUNERASI

Komite Nominasi dan Remunerasi diketuai oleh salah seorang anggota Dewan Komisaris serta 2 (dua) anggota profesional lainnya berasal dari luar Angkasa Pura II serta mempunyai latar belakang Keuangan sesuai dengan bidang industri Angkasa Pura II.

Dalam pelaksanaantugasnya, Komite Nominasi dan Remunerasi bersifat mandiri serta bekerja secara profesional dan independen.

INDEPENDENCE OF THE NOMINATION AND REMUNERATION COMMITTEE

The Nomination and Remuneration Committee is chaired by a member of the Board of Commissioners and 2 (two) other professional members who come from outside Angkasa Pura II and have a financial background in accordance with the Angkasa Pura II industry.

In carrying out its duties, the Nomination and Remuneration Committee is independent and works professionally and independently.



Hermawan Syahrul Warga Negara Indonesia, 58 tahun, lahir di Jakarta 9 Februari 1963, berdomisili di Tangerag. Memperoleh gelar Sarjana dari Institut Teknologi Bandung (ITB) jurusan Teknik Mesin tahun 1987; Magister of Management dari Universitas Indonesia International Management tahun 1990 - 1992; Candidate Doctor Human Resources Management tahun 2017.

Memiliki riwayat pekerjaan General Manager Aircraft Cabin Maintenance PT Garuda Indonesia tahun 1993 - 1996; General Manager Aircraft Reliability Engineering PT Garuda Indonesia tahun 1996 - 1999; General Business Process & IT PT Garuda Indonesia tahun 1999 - 2002; General Manager Engine Maintenance PT GMF Aero Asia tahun 2002 - 2005; General Manager Human Capital Development, PT GMF AeroAsia tahun 2005 - 2009; Vice President Learning Services, PT GMF AeroAsia 2009 - 2018; Vice President Human Capital Management PT GMF AeroAsia 2018 - 2019; Management Consultant PT Management Inovasi Teknologi, Jakarta tahun 2019 hingga sekarang.

Beliau diangkat sebagai anggota Komite Nominasi dan Remunerasi berdasarkan surat keputusan dewan komisaris nomor : KEP.03.01/00/05/2020/0078

Indonesian citizen, 58 years old, born in Jakarta, February 9, 1963, domiciled in Tangerang. Obtained a Bachelor’s degree from the Bandung Institute of Technology (ITB) majoring in Mechanical Engineering in 1987; Master of Management from the University of Indonesia International Management in 1990 - 1992; Candidate Doctor of Human Resources Management in 2017.

Has a work experience of General Manager Aircraft Cabin Maintenance at PT Garuda Indonesia in 1993 - 1996; General Manager Aircraft Reliability Engineering PT Garuda Indonesia 1996 - 1999; General Business Process & IT PT Garuda Indonesia 1999 - 2002; General Manager Engine Maintenance PT GMF Aero Asia 2002 - 2005; General Manager of Human Capital Development, PT GMF AeroAsia 2005 - 2009; Vice President Learning Services, PT GMF AeroAsia 2009 - 2018; Vice President Human Capital Management PT GMF AeroAsia 2018 - 2019; Management Consultant PT Management Innovation Technology, Jakarta in 2019 until now.

He was appointed as a member of the Nomination and Remuneration Committee based on the decision letter of the board of commissioners number: KEP.03.01/00/05/2020/0078

Laily Prihatiningtyas Warga Negara Indonesia, 35 tahun, lahir di Jombang, 22 Desember 1985, berdomisili di Jakarta. Memperoleh gelar Diploma dari Sekolah Tinggi Akuntansi Negara (2006); Sarjana Akuntansi dari Universitas Indonesia (2009); MSc, Accounting dari Tilburg University (2011). Sebelum menjabat sebagai anggota Komite Manajemen Risiko dan SDM beliau berkarir di Kementerian BUMN sebagai Kepala Informasi dan Presentasi Subdivisi Kementerian BUMN (2012-2013); Direktur Utama PT Taman Wisata Candi Borobudur, Prambanan dan Ratu Boko (Persero) (2013-2015); Kepala Sub Divisi Konstruksi dan Infrastruktur Transportasi Ib.1 Kementerian BUMN (2015-2016). Beliau diangkat sebagai anggota Komite Nominasi dan Remunerasi berdasarkan Surat Keputusan Dewan Komisaris No: KEP.03.01/00/05/2020/0078.

Indonesian citizen, 35 years old, born in Jombang, December 22, 1985, domiciled in Jakarta. Obtained a Diploma from the State College of Accountancy (2006); Bachelor of Accounting from the University of Indonesia (2009); MSc, Accounting from Tilburg University (2011). Prior to serving as a member of the Risk Management and HR Committee, he had a career at the Ministry of SOEs as Head of Information and Presentation Subdivision of the Ministry of SOEs (2012-2013); President Director of PT Taman Wisata Candi Borobudur, Prambanan and Ratu Boko (Persero) (2013-2015); Head of Sub Division of Construction and Transportation Infrastructure Ib.1 Ministry of SOEs (2015-2016). He was appointed as a member of the Nomination and Remuneration Committee based on the Decree of the Board of Commissioners No: KEP.03.01/00/05/2020/0078.


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Tabel Independensi Komite Nominasi dan RemunerasiIndependency Table of the Nomination and Remuneration Committee

Aspek IndependensiIndependence Aspects Abdul Muis Andus Winarno Hermawan

SyahrulLaily

Prihatiningtyas

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan DireksiHas no financial relationship with the Board of Commissioners and Board of Directors

√ √ √ √

Tidak memiliki hubungan kepengurusan di PT Angkasa Pura II (Persero), anak perusahaan maupun perusahaan afiliasiHas no managerial relationship at PT Angkasa Pura II (Persero), subsidiaries and affiliated companies

√ √ √ √

Tidak memiliki hubungan kepemilikan saham di PT Angkasa Pura II (Persero)Has no shares ownership at PT Angkasa Pura II (Persero)

√ √ √ √

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi dan/atau sesama anggota Komite AuditHas no family relationship with the Board of Commissioners,Board of Directors and/or fellow members of the Audit Committee

√ √ √ √

Tidak menjabat sebagai pengurus partai politik, pejabat pemerintah daerah Does not serve as a political party official, local governmentofficial

√ √ √ √


Sebagaimana yang tertuang dalam Keputusan Dewan Komisaris Perseroan (Persero) PT Angkasa Pura serta dalam pelaksanaan fungsi dan tugasnya, Komite Audit dilengkapi dengan Piagam (charter) Komite yang didalamnya memuat uraian tugas secara jelas.

Sesuai KEP.03.01/00/05/2020/0073 tanggal 5 Mei 2020 Komite Nominasi dan Remunerasi bertanggung Jawab untuk:1. Memberikan rekomendasi kepada Dewan Komisaris

mengenai:a. komposisi para Direktur dan para Komisaris;

b. kebijakan dan kriteria untuk proses nominasi; dan

c. kebijakan mengenai evaluasi kinerja para Direktur dan Komisaris.

2. Membantu Dewan Komisaris dalam melakukan penilaian kinerja para Direktur dan Komisaris;

3. Membantu Dewan Komisaris untuk menyusun rekomendasi calon Direktur untuk selanjutnya disampaikan kepada Pemegang Saham Perseroan sesuai dengan aturan yang berlaku;


As stated in the Decree of the Board of Commissioners of the Company (Persero) PT Angkasa Pura and in carrying out its functions and duties, the Nomination and Remuneration Committee is equipped with a Committee Charter which contains a clear job description.

In accordance with KEP.03.01/00/05/2020/0073 dated May 5, 2020, the Nomination and Remuneration Committee is responsible for:1. Provide recommendations to the Board of

Commissioners regarding:a. Composition of Board of Directors and Board of

Commissioners;b. Policies and criteria for the nomination process;

andc. Policies regarding performance evaluation of Board

of Directors and Board of Commissioners.2. Assist the Board of Commissioners in assessing the

performance of the Board of Directors and Board of Commissioners;

3. Assisting the Board of Commissioners in preparing recommendations for Directors candidates to be further submitted to the Shareholders of the Company in accordance with the applicable regulations;


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mittee4. Memberikan rekomendasi kepada Dewan Komisaris

mengenai usulan Calon Direksi dan Komisaris anak perusahaan yang diajukan oleh Direksi untuk ditetapkan di dalam rapat Umum Pemegang Saham anak perusahaan sesuai dengan aturan yang berlaku;

5. Membantu Dewan Komisaris dalam melakukan evaluasi atas usulan talenta yang disampaikan oleh Direksi untuk kemudian menyusun rekomendasi talenta yang diajukan kepada Pemegang Saham sesuai dengan aturan yang berlaku;

6. Memberikan rekomendasi kepada Dewan Komisaris mengenai program pengembangan kemampuan /kompetensi anggota Direksi dan/atau anggota Dewan Komisaris.

Sedangkan terkait dengan fungsi remunerasi, tugas KNR meliputi:1. memberikan masukan kepada Dewan Komisaris

mengenai struktur, kebijakan, dan besaran remunerasi, bonus dan imbalan (benefits) bagi Komisaris dan Direktur untuk diajukan dan disetujui oleh pemegang saham pada Rapat Umum Pemegang Saham Perseroan;

2. memberikan nasihat kepada Dewan Komisaris mengenai hal-hal lain yang berhubungan dengan remunerasi, imbalan (benefits), jangka waktu jabatan dari Komisaris, Direktur maupun karyawan Perseroan sesuai dengan tugas dan kewenangan Dewan Komisaris;

3. membantu Dewan Komisaris dalam melakukan evaluasi atas struktur, kebijakan dan skala/jumlah remunerasi sesuai dengan aturan yang berlaku.

Dewan Komisaris dapat memberikan tugas tambahan dan/atau mendelegasikan kewenangan tertentu kepada KNR mengenai hal-hal yang berkaitan dengan nominasi dan remunerasi maupun tugas lain yang relevan dengan tugas, fungsi, dan kewenangan Dewan Komisaris.

URAIAN PELAKSANAAN KEGIATAN KOMITE NOMINASI DAN REMUNERASI TAHUN 2020

Komite Nominasi dan Remunerasi telah melaksanakan beberapa kegiatan terkait audit dan pengawasan untuk memastikan implementasi Tata Kelola Perusahaan atau Good Corporate Governance (GCG) telah dikelola dengan efektif.

4. Provide recommendations to the Board of Commissioners regarding the proposals for the Board of Directors and Board of Commissioners of subsidiaries proposed by the Board of Directors to be determined at the General Meeting of Shareholders of the subsidiary in accordance with applicable regulations;

5. Assisting the Board of Commissioners in evaluating talent proposals submitted by the Board of Directors to then formulate talent recommendations submitted to Shareholders in accordance with applicable regulations;

6. Provide recommendations to the Board of Commissioners regarding the capability/competency development program for members of the Board of Directors and/or members of the Board of Commissioners.

Meanwhile, related to the remuneration function, the duties of NRC include:1. provide input to the Board of Commissioners regarding

the structure, policies, and amount of remuneration, bonuses and benefits for Board of Commissioners and Board of Directors to be proposed and approved by the shareholders at the General Meeting of Shareholders of the Company;

2. provide advice to the Board of Commissioners regarding other matters related to remuneration, benefits, term of office of the Board of Commissioners, Board of Directors and employees of the Company in accordance with the duties and authorities of the Board of Commissioners;

3. assisting the Board of Commissioners in evaluating the structure, policies and scale/amount of remuneration in accordance with applicable regulations.

The Board of Commissioners may assign additional tasks and/or delegate certain authorities to the NRC regarding matters relating to nomination and remuneration as well as other tasks relevant to the duties, functions, and authorities of the Board of Commissioners.

DESCRIPTION OF THE 2020 NOMINATION AND REMUNERATION COMMITTEE ACTIVITIES

The Nomination and Remuneration Committee has carried out several activities related to audits and supervision to ensure that the implementation of Good Corporate Governance (GCG) is managed effectively:


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Pelaksanaan kegiatan Komite Nominasi dan Remunerasi tahun 2020 dapat dilaksanakan sesuai dengan rencana kerja yang sudah ditetapkan, secara umum kegiatan Komite Nominasi dan Remunerasi di kelompokan menjadi 3 (tiga) kelompok yaitu kegiatan rapat, kegiatan kunjungan kerja dan kegiatan Seminar. Hal ini dapat digambarkan sebagai berikut:1. Kegiatan Rapat Komite Nominasi dan Remunerasi Dalam melaksanakan kegiatan rapat, Komite

Nominasi dan Remunerasi telah melakukan rapat-rapat baik rapat rutin maupun tidak rutin. Rapat rutin adalah rapat yang dilakukan secara berkala dan berkelanjutan sedangkan rapat tidak rutin adalah rapat yang dilakukan berdasarkan kebutuhan sesuai dengan tugas Komite Nominasi dan Remunerasi.

2. Kegiatan Kunjungan Kerja ke Kantor Cabang PT Angkasa Pura II (Persero)

Dalam rangka melakukan monitoring permasalahan – permasalahan strategis di Kantor Cabang dan guna melihat langsung kondisi bandara serta kendala yang ada.

3. Kegiatan Seminar & Studi Banding Dalam rangka menambah wawasan serta

meningkatkan pengetahuan tentang tugas dan fungsi Komite, Komite Nominasi dan Remunerasi tidak mengikuti seminar atau workshop dikarenakan masih mengalami pandemi COVID-19 selama periode Triwulan IV Tahun 2020.

Secara umum, tugas dan fungsi KNR sudah dapat dijalankan dengan baik di sepanjang tahun 2020. Mengingat KNR baru terbentuk di bulan Mei 2020 serta adanya COVID-19, jumlah kegiatan Komite masih terbatas terutama untuk kegiatan-kegiatan yang mengharuskan adanya pertemuan fisik. Namun demikian, secara garis besar, KNR telah melaksanakan tugas-tugas utama yang terkait dengan fungsi nominasi dan remunerasi dalam rangka membantu Dewan Komisaris.

FREKUENSI PERTEMUAN DAN TINGKAT KEHADIRAN RAPAT KOMITE NOMINASI DAN REMUNERASI

Selama tahun 2020, Komite Audit telah melaksanakan 31 kali rapat, yang terdiri dari rapat internal dengan Dewan Komisaris dan Rapat Komite dengan Manajemen serta rapat gabungan dengan Internal Auditor, Eksternal Auditor. Tingkat kehadiran anggota Komite Audit dalam rapat-rapat tersebut adalah:

The implementation of the 2020 Nomination and Remuneration Committee activities can be carried out in accordance with the work plan that has been determined, in general the activities of the Nomination and Remuneration Committee are grouped into 3 (three) groups, namely meeting activities, work visit activities and Seminar activities. This can be described as follows:1. Nomination and Remuneration Committee Meeting

Activities In carrying out meeting activities, the Nomination and

Remuneration Committee has held meetings both routine and non-routine meetings. Routine meetings are meetings that are held regularly and continuously while non-routine meetings are meetings that are conducted based on need in accordance with the duties of the Nomination and Remuneration Committee.


In order to monitor strategic problems at the Branch Office and to see firsthand the condition of the airport and the existing obstacles.

3. Seminar & Comparative Study Activities In order to add insight and increase knowledge

about the duties and functions of the Committee, the Nomination and Remuneration Committee did not attend seminars or workshops due to the COVID-19 pandemic during the Fourth Quarter of 2020.

In general, the tasks and functions of the NRC have been carried out well throughout 2020. Given that the NRC was only formed in May 2020 and due to COVID-19, the number of Committee activities is still limited, especially for activities that require physical meetings. However, in general, the NRC has carried out the main tasks related to the nomination and remuneration functions in order to assist the Board of Commissioners.

MEETING FREQUENCY AND ATTENDANCE AT THE NOMINATION AND REMUNERATION COMMITTEE MEETINGS

During 2020, the Nomination and Remuneration Committee held 31 meetings, which consisted of internal meetings with the Board of Commissioners and Committee meetings with Management as well as joint meetings with the Internal Auditor, External Auditor. The attendance levels of the Nomination and Remuneration Committee members at these meetings are:


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Table of Nomination and Remuneration Committee Attendance Level

No TanggalDate

JabatanPosition


JumlahTotal %

1 Laily Prihaningtyas Komite Remunerasi & Nominasi Remuneration & Nomination Committee

31 100

2 Hermawan Syahrul* Komite Remunerasi & Nominasi Remuneration & Nomination Committee

10 100

REMUNERASI KOMITE NOMINASI DAN REMUNERASI


No

Nama Komite Nominasi dan Remunerasi

Name of the Nomination and Remuneration Committee

JabatanPosition


1 Laily Prihatiningtyas AnggotaMember

Rp. 49.871.710

2 Hermawan Syahrul AnggotaMember

Rp. 49.871.710

REMUNERATION OF THE NOMINATION AND REMUNERATION COMMITTEE

Details of remuneration of the Nomination and Remuneration Committee are as follows:

Anggota Komite Nominasi dan Remunerasi yang bukan Komisaris memperoleh remunerasi yang terdiri dari honorarium. Honorarium yang diberikan sebesar Rp. 49.871.710,- per bulan Total Remunerasi Komite Audit yang bukan Anggota Dewan Komisaris selama tahun 2020 sebesar Rp. 1.196.921.040,- .

Nomination and Remuneration Committee members who are not Commissioners receive a remuneration consisting of honorarium. The honorarium given is Rp. 49.871.710, - per month. The total remuneration of the Nomination and Remuneration Committee Members who were not Members of the Board of Commissioners in 2020 was Rp. 1.196.921.040,-.

* Hermawan Syahrul sebagai komite per 1 Oktober 2020 sesuai KEP.03.01/00/09/2020/0181 (mengikuti 10 kali rapat BOC & Komite) Hermawan Syahrul as committee as of October 1, 2020 in accordance with KEP.03.01/00/09/2020/0181 (participated in 10 BOC & Committee

meetings)

EVALUASI DAN PENILAIAN KINERJA KOMITE NOMINASI DAN REMUNERASI OLEH DEWAN KOMISARIS

Penilaian atas kinerja Komite audit dilakukan oleh Dewan Komisaris setiap 1 (satu) tahun sekali. Penilaian tersebut berdasarkan realisasi dan penyelesaian program kerja yang tercantum dalam Rencana Kerja dan anggaran Komite.

EVALUATION AND PERFORMANCE APPRAISAL OF THE NOMINATION AND REMUNERATION COMMITTEE BY THE BOARD OF COMMISSIONERS

Assessment of the performance of Nomination and Remuneration Committee is carried out by the Board of Commissioners every 1 (one) year. The assessment is based on the realization and completion of work programs listed in the Committee’s Work Plan and budget.


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KOMITE LAIN DI BAWAH DEWAN KOMISARISOther Committees under the Board of Commissioners

Selain Komite Audit, Angkasa Pura II memiliki 1 (satu) Komite lainnya yakni Komite Manajemen Risiko dan SDM. Uraian mengenai Komite Manajemen Risiko dan SDM akan diuraikan dalam sub bab tersendiri.

In addition to the Audit Committee, Angkasa Pura II has 1 (one) other committee, namely the Risk Management and HR Committee. Description of the Risk Management and HR Committee will be described in a separate section.

Komite Manajemen Risiko dan SDMRisk Management and HR Committee

SUSUNAN KEANGGOTAAN KOMITE MANAJEMEN RISIKO DAN SDM

Komite Manajemen Risiko dan SDM Angkasa Pura II terdiri dari 1 (satu) orang Ketua Komite dan 1 (satu) orang Wakil Ketua Komite yang merupakan Anggota Dewan Komisaris dan 2 (dua) orang anggota Komite yang berasal dari pihak independen sebagai berikut:

COMPOSITION OF THE RISK MANAGEMENT AND HR COMMITTEE MEMBERSHIP

The Risk Management and HR Committee of Angkasa Pura II consists of 1 (one) Committee Chairman and 1 (one) Vice Committee Chairman who is a Member of the Board of Commissioners and 2 (two) Committee members from independent parties as follows:

KEBIJAKAN SUKSESI DIREKSI

Kebijakan suksesi Direksi dilakukan sesuai dengan ketentuan yang ditetapkan oleh pemegang saham, dalam RUPS. Selain itu ketentuan tersebut juga mengacu pada Anggaran Dasar dan Board Manual Angkasa Pura II. Pemilihan Direksi dilakukan melalui sesuai dengan ketentuan yang berlaku.

DIRECTORS SUCCESSION POLICY

The succession policy of the Board of Directors is carried out in accordance with the provisions stipulated by the shareholders at the GMS. In addition, these provisions also refer to the Articles of Association and Board Manual of Angkasa Pura II. The selection of the Board of Directors is carried out in accordance with the applicable regulations.


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NamaName

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Mochtar Husein Ketua Komite Manajemen Risiko dan SDMChairman of the Risk Management and HR Committee

TB. Fiki C. Satari Wakil Ketua Komite Manajemen Risiko dan SDMVice Chairman of the Risk Management and HR Committee

M. Romli Anggota Komite Manajemen Risiko dan SDMMember of the Risk Management and HR Committee

Mirza Mahendra Anggota Komite Manajemen Risiko dan SDMMember of the Risk Management and HR Committee

Profil Anggota Komite Manajemen Risiko dan SDMProfile of Risk Management and HR Committee Members


Profil Ringkas Anggota Komite Manajemen Risiko dan SDMBrief Profiles of Members of the Risk Management and HR Committee

Mochtar Husein Lahir di Sumenep, 24 Februari 1958. Menyelesaikan pendidikan formal S1 di Universitas Brawijaya, Malang (1982).

Memiliki riwayat pekerjaan sebagai Kepala Seksi Pengawasan Jasa, Perdagangan dan Lembaga Keuangan, Bidwas BUMN/ BUMD - BPKP Provinsi Bengkulu (1993 - 1997), Kepala Seksi Pengawasan Penyaluran Bahan Bakar Minyak dan Non Minyak - Deputi Bidwas Perminyakan dan Gas Bumi BPKP (1997), Kepala Bidang Pengawasan BUMN/BUMD - BPKP Propinsi NTT (1997 - 2000), Kepala Bidang Pengawasan BUMN /BUMD 1 - BPKP DKI Jakarta (2000 - 2004), Kepala Perwakilan - BPKP Propinsi Lampung (2004 - 2005), Direktur Pengawasan Fiskal dan Investasi - Deputi Bidang PIP Bidang Perekonomian BPKP (2005 - 2009), Kepala Perwakilan - BPKP Propinsi Jawa Tengah (2009 - 2012), Direktur PLP Bidang Pertahanan dan Keamanan - Deputi Bidang PIP Bidang Polsoskam BPKP (2012), Direktur PLP Bidang Kesra - Deputi Bidang PIP Bidang Polsoskam BPKP (2012-2013), Inspektur Jenderal - Inspektorat Jenderal Kementerian ESDM (2013 - 2018), Komisaris - PT.Timah (Persero) Tbk (2014 - 2018).

Born in Sumenep, February 24, 1958. Completed his formal education at Brawijaya University, Malang (1982).

Has a work experience as Section Head of Supervision of Services, Trade and Financial Institutions, Bidwas BUMN/BUMD - BPKP Bengkulu Province (1993 - 1997), Head of Section for Supervision of Distribution of Oil and Non-Oil Fuel - Deputy Bidwas Oil and Gas BPKP (1997), Head of Supervision of BUMN/BUMD - BPKP of NTT Province (1997 - 2000), Head of Supervision of BUMN / BUMD 1 - BPKP DKI Jakarta (2000 - 2004), Head of Representative - BPKP of Lampung Province (2004 - 2005), Director of Fiscal and Investment Supervision - Deputy for PIP for Economic Affairs at BPKP (2005 - 2009), Head of Representative - BPKP for Central Java Province (2009 - 2012), Director for PLP for Defense and Security - Deputy for PIP for Social Security and Security for BPKP (2012), Director for PLP for Welfare - Deputy for Social Security Sector PIP for Polsoskam BPKP (2012-2013), Inspector General - Inspectorate General of the Ministry of Energy and Mineral Resources (2013 - 2018), Commissioner - PT. Timah (Persero) Tbk (2014 - 2018).

TB. Fiki C. Satari Lahir di Bandung, 3 Februari 1976. Menyelesaikan pendidikan formal S1 di Universitas Padjadjaran, Bandung (1999), dan Diploma I Teknik Audio dan Bisnis Musik di Sekolah Musik Studio 21, Jakarta (2000), serta menyelesaikan pendidikan S2 di Universitas Padjadjaran (2005).

Memiliki riwayat pengalaman kerja sebagai Tim Manajemen Dossier Bandung untuk Jaringan Kota Kreatif UNESCO - Ketua Tim (2012 - 2015), Program Kewirausahaan Kreatif & Budaya, Magister Administrasi Bisnis, ITB (CCE MBA ITB) - Mentor (2013 - 2015), PT Idealog Komunikasi Kreatif - Pemilik & CEO (2015 - sekarang), Jaringan Kota Kreatif Indonesia (ICCN) - Ketua (2019 - 2022), Laboratorium & Pengembangan Inovasi Perkotaan Bandung (BUiLD) - Pemilik & Direktur (2017 - sekarang), Asosiasi Pengusaha Nahdliyin Kota Bandung - Ketua (2017 - 2019), Kementerian Koperasi, Usaha Kecil dan Menengah Khusus - Staf Menteri (2019 - sekarang), Tim Perumus untuk Rencana Peraturan Presiden tentang Koordinasi Manajemen Pendanaan untuk Koperasi Lintas Sektoral dan Usaha Mikro, Kecil dan Menengah - Anggota Tim (2019 - sekarang).

Born in Bandung, February 3, 1976. Completed his formal education at Padjadjaran University, Bandung (1999), and Diploma I in Audio Engineering and Music Business at Studio 21 Music School, Jakarta (2000), and completed his master’s degree at Padjadjaran University (2005).

Has a working experience as Bandung Dossier Management Team for UNESCO Creative Cities Network - Team Leader (2012 - 2015), Creative & Cultural Entrepreneurship Program, Master of Business Administration, ITB (CCE MBA ITB) - Mentor (2013 - 2015), PT Idealog Communication Creative - Owner & CEO (2015 - present), Indonesian Creative Cities Network (ICCN) - Chair (2019 - 2022), Bandung Urban Innovation Development & Laboratory (BUiLD) - Owner & Director (2017 - present), Bandung City Nahdliyin Entrepreneurs Association - Chair (2017 - 2019), Ministry of Cooperatives, Special Small and Medium Enterprises - Ministerial Staff (2019 - present), Formulating Team for the Presidential Regulation Plan on Funding Management Coordination for Cross-Sectoral Cooperatives and Micro, Small and Medium Enterprises - Team Members ( 2019 - present).


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Profil Ringkas Anggota Komite Manajemen Risiko dan SDMBrief Profiles of Members of the Risk Management and HR Committee

M. Romli Warga Negara Indonesia, 43 tahun, lahir di Semarang 26 Februari 1978, berdomisili di Jakarta. Memperoleh gelar Diploma Akuntansi dari Sekolah Tinggi Akuntansi Negara (STAN) pada tahun 2000 dan memperoleh gelar Master of Science of Corporate Finance Management dari Universitas Indonesia pada tahun 2013. Sebelum menjabat sebagai anggota Komite Manajemen Risiko dan SDM Perseroan beliau memulai karir sebagai verifikator Laporan Keuangan di Kementerian Keuangan Republik Indonesia (2001-2006); Financial Consultant BRIngin Life Insurance (2008), Banking and Financial Analyst di Pusat Kajian Kebijakan Makroekonomi, Ditjen Kebijakan Fiskal, Kementerian Keuangan (2006-2009); Kepala Bidang Divisi Ekonomi Domestik, Kementerian Keuangan (2011- 2013);; Staf ahli Kantor Kepresidenan RI (2015-2016); dan Kepala Bagian Investasi, Pusat Kebijakan Makroekonomi, Kementerian Keuangan Republik Indonesia (2015-Sekarang). Beliau diangkat sebagai anggota Komite Manajemen Risiko dan SDM berdasarkan Surat Keputusan Dewan Komisaris No: KEP.03.01/00/05/2020/0077.

Indonesian citizen, 43 years old, born in Semarang on February 26, 1978, domiciled in Jakarta. Obtained a Diploma in Accounting from the State College of Accountancy (STAN) in 2000 and obtained a Master of Science of Corporate Finance Management from the University of Indonesia in 2013. Prior to serving as a member of the Company’s Risk Management and HR Committee, he started his career as a Financial Statement verifier at the Ministry of Finance of the Republic of Indonesia (2001-2006); Financial Consultant BRIngin Life Insurance (2008), Banking and Financial Analyst at the Center for Macroeconomic Policy Studies, Directorate General of Fiscal Policy, Ministry of Finance (2006-2009); Head of Domestic Economic Division, Ministry of Finance (2011-2013);; Expert staff of the Presidential Office of the Republic of Indonesia (2015-2016); and Head of Investment Division, Center for Macroeconomic Policy, Ministry of Finance of the Republic of Indonesia (2015-present). He was appointed as a member of the Risk Management and HR Committee based on the Decree of the Board of Commissioners No: KEP.03.01/00/05/2020/0077.

Mirza Mahendra Warga Negara Indonesia, 40 tahun, lahir 3 February 1981, berdomisili di Jakarta Selatan. Memperoleh gelar Sarjana Teknik dari Universitas Trisakti Jakarta pada tahun 2003 dan memperoleh gelar Master of Engineering – Majority in Gas Management dari Universitas Indonesia tahun 2008, dan mendapatkan gelar Doctor – majority on Chemical Engineering dari Universitas Indonesia, tahun 2015. Sebelum menjabat sebagai anggota komite manajemen resiko dan sdm perseroan beliau memulai karir sebagai Quality Assurance Supervisor PT LG Electronic Indonesia pada 2003 – March 2005; lalu menjabat sebagai Oil & Gas Inspector pada Ministry of Energy and Mineral Resources Republic of Indonesia – Directorate General Oil and Gas pada April 2005 – Oct 2013; sebagai Section Head of Upstream Oil & Gas Worker & Public Safety pada Ministry of Energy and Minerals Resources Republic Indonesia – Directorate General Oil and Gas pada Oct 2013 – June 2015; sebagai Safety Section Head of Downstream Oil & Gas Installation Ministry of Energy and Minerals Resources Republic Indonesia – Directorate General Oil and Gas pada June 2015 – Nov 2015; Deputy Director of Downstream Oil & Gas Safety Ministry of Energy and Minerals Resources Republic Indonesia – Directorate General Oil and Gas pada June 2015 – Sept 2018; Deputy Director of Upstream Oil & Gas Safety Ministry of Energy and Minerals Resources Republic Indonesia – Directorate General Oil and Gas pada Sept 2018 – sekarang. Beliau diangkat sebagai anggota Komite Manajemen Risiko dan SDM berdasarkan Surat Keputusan Dewan Komisaris No: KEP.03.01/00/05/2020/0077.

Indonesian citizen, 40 years old, born February 3, 1981, domiciled in South Jakarta. Obtained a Bachelor of Engineering degree from Trisakti University Jakarta in 2003 and obtained a Master of Engineering – Majority in Gas Management from the University of Indonesia in 2008, and obtained a Doctor – majority on Chemical Engineering from the University of Indonesia, 2015. Prior to serving as a member of the management committee risk and human resources of the company he started his career as Quality Assurance Supervisor at PT LG Electronic Indonesia in 2003 – March 2005; then served as Oil & Gas Inspector at the Ministry of Energy and Mineral Resources Republic of Indonesia – Directorate General Oil and Gas in April 2005 – Oct 2013; as Section Head of Upstream Oil & Gas Worker & Public Safety at the Ministry of Energy and Minerals Resources Republic of Indonesia – Directorate General Oil and Gas in Oct 2013 – June 2015; as Safety Section Head of Downstream Oil & Gas Installation Ministry of Energy and Minerals Resources Republic of Indonesia – Directorate General Oil and Gas in June 2015 – Nov 2015; Deputy Director of Downstream Oil & Gas Safety Ministry of Energy and Minerals Resources Republic of Indonesia – Directorate General Oil and Gas in June 2015 – Sept 2018; Deputy Director of Upstream Oil & Gas Safety Ministry of Energy and Minerals Resources Republic of Indonesia – Directorate General Oil and Gas in Sept 2018 – present. He was appointed as a member of the Risk Management and HR Committee based on the Decree of the Board of Commissioners No: KEP.03.01/00/05/2020/0077.


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Sebagaimana yang tertuang dalam Keputusan Dewan Komisaris Perseroan (Persero) PT Angkasa Pura II Nomor: KEP. 547.1/KP.1013.3/APII-2014 tanggal 20 Oktober 2014 Tentang Pembentukan Komite Audit Perusahaan di Perseroan (Persero) PT Angkasa Pura II serta dalam pelaksanaan fungsi dan tugasnya, Komite Audit dilengkapi dengan Piagam (charter) Komite yang didalamnya memuat uraian tugas secara jelas.

TUGAS KOMITE MANAJEMEN RISIKO DAN SDM

1. Memberikan masukan kepada Dewan Komisaris dalam penyusunan dan perbaikan kebijakan Manajemen Risiko yang berkaitan dengan pengendalian risiko di bidang pengelolaan asset dan liability, financial, investasi, teknik dan operasional perusahaan, pengelolaan sumber daya manusia.

2. Melakukan evaluasi terhadap akurasi model dan validitas data yang digunakan untuk mengukur risiko.

3. Melakukan evaluasi terhadap usulan calon pejabat 1 (satu) tingkat di bawah Direksi sesuai permintaan Dewan Komisaris.

4. Melakukan pemantauan dan mengevaluasi pelaksanaan kebijakan pengembangan SDM sesuai permintaan Dewan Komisaris.

5. Melakukan monitoring dan mengevaluasi konsep struktur organisasi sesuai permintaan Dewan Komisaris.

6. Melakukan pemantauan dan mengevaluasi pelaksanaan kebijakan remunerasi sesuai permintaan Dewan Komisaris.

7. Melakukan diskusi/koordinasi dengan unit terkait.8. Memberikan masukan terhadap pelaksanaan tugas

pada rapat internal Dewan Komisaris maupun rapat gabungan antara Dewan Komisaris dengan Direksi.

RENCANA KERJA DAN REALISASI KEGIATAN KOMITE MANAJEMEN RISIKO DAN SDM TAHUN 2020

Pelaksanaan kegiatan Komite tahun 2020 sebagai berikut:1. Kegiatan/Rapat Komite Komite telah melakukan rapat-rapat baik rapat

rutin maupun tidak rutin, sesuai rencana yang telah ditetapkan. Kegiatan/Rapat rutin adalah rapat yang dilakukan secara berkala dan berkelanjutan


As stated in the Board of Commissioners Decree of PT Angkasa Pura II (Persero) No. KEP.547.1/KP.1013.3/APII-2014 dated October 20, 2014 on the Establishment of Audit Committee at PT Angkasa Pura II (Persero) and in carrying out its functions and duties, the Audit Committee is equipped with a Committee Charter which contains a clear job description.

DUTIES OF THE RISK MANAGEMENT AND HR COMMITTEE

1. Provide input to the Board of Commissioners in the preparation and improvement of Risk Management policies relating to risk control in the fields of assets and liabilities management, financial, investment, engineering and company operations, human capital management.

2. Evaluate the accuracy of the model and the validity of the data used to measure risk.

3. Evaluate the proposed candidates for 1 (one) level below the Board of Directors according to the request of the Board of Commissioners.

4. Monitor and evaluate the implementation of HC development policies at the request of the Board of Commissioners.

5. Monitor and evaluate the concept of organizational structure according to the request of the Board of Commissioners.

6. Monitor and evaluate the implementation of remuneration policies at the request of the Board of Commissioners.

7. Conduct discussions/coordination with related units.8. Provide input on the implementation of duties at

internal meetings of the Board of Commissioners and joint meetings between the Board of Commissioners and the Board of Directors.

2020 WORK PLAN AND REALIZED ACTIVITIES OF THE RISK MANAGEMENT AND HR COMMITTEE

The implementation of the Committee’s activities in 2020 is as follows:1. Committee Activities/Meetings The Committee has held meetings, both routine and

non-routine meetings, according to a predetermined plan. Routine activities/meetings are meetings that are held regularly and continuously while non-routine


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sedangkan rapat tidak rutin adalah rapat yang dilakukan berdasarkan kebutuhan sesuai dengan tugas Komite.

2. Kegiatan Kunjungan Kerja ke Kantor Cabang PT Angkasa Pura II (Persero)

Dalam rangka memonitoring permasalahan – permasalahan strategis di Kantor Cabang dan guna melihat langsung kondisi bandara serta kendala yang ada, Komite telah melakukan kunjungan Kantor cabang.

3. Program Pendidikan Profesional Berkelanjutan Dalam rangka menambah wawasan serta

meningkatkan pengetahuan tentang tugas dan fungsi Komite, Komite Audit tidak mengikuti seminar atau workshop dikarenakan masih mengalami pandemi COVID-19 selama periode Triwulan IV Tahun 2020.

Dalam rangka mendukung penguatan Penerapan Manajemen Risiko di PT Angkasa Pura II (Persero) yang berbasis pada ISO 31000 framework 2018 saat ini, penting bagi Dewan Komisaris untuk terus memberikan arahan kepada Direksi mengenai penguatan penerapan Enterprise Risk Management Fundamental termasuk memberikan penguatan kompetensi secara berkala dalam bentuk pelatihan dan/atau training melalui koordinasi dengan Unit Corporate Safety & Risk PT Angkasa Pura II (Persero).

Loyalitas dan dedikasi dari Anggota KPMR yang sangat tinggi kepada Dewan Komisaris diharapkan dapat memberikan masukan yang optimal dalam mendukung pelaksanaan tugas dan fungsi Dewan Komisaris.

RAPAT KOMITE MANAJEMEN RISIKO DAN SDM

Selama tahun 2020, Komite Manajemen Risiko dan SDM telah melaksanakan 31 kali rapat, yang terdiri dari rapat internal dengan Dewan Komisaris dan Rapat Komite dengan Manajemen serta rapat gabungan dengan Internal Auditor, Eksternal Auditor. Tingkat kehadiran anggota Komite Manajemen Risiko dan SDM dalam rapat-rapat tersebut adalah:

meetings are meetings that are conducted based on needs in accordance with the duties of the Committee.


In order to monitor strategic problems at the Branch Offices and to see firsthand the condition of the airport and the existing obstacles, the Committee has visited branch offices.

3. Continuing Professional Education Program In order to add insight and increase knowledge about

the duties and functions of the Committee, the Audit Committee did not attend seminars or workshops because they were still experiencing the COVID-19 pandemic during the Fourth Quarter of 2020.

In order to support the strengthening of the Implementation of Risk Management at PT Angkasa Pura II (Persero) based on the current ISO 31000 framework 2018, it is important for the Board of Commissioners to continue to provide direction to the Board of Directors regarding strengthening the implementation of Enterprise Risk Management Fundamentals including providing periodic competency strengthening in the form of training and/or training through coordination with the Corporate Safety & Risk Unit of PT Angkasa Pura II (Persero).

The very high loyalty and dedication of KPMR Members to the Board of Commissioners is expected to provide optimal input in supporting the implementation of the duties and functions of the Board of Commissioners.

MEETINGS OF THE RISK MANAGEMENT AND HR COMMITTEE

Throughout 2020, the Risk Management and HR Committee held 31 meetings, consisting of internal meetings with the Board of Commissioners and Committee meetings with Management as well as joint meetings with the Internal Auditor, External Auditor. The attendance levels of the Risk Management and HR Committee members at these meetings are:


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Tabel Tingkat Kehadiran Rapat Komite Manajemen Risiko dan SDMTable of Attendance Level of Risk Management and HR Committee Meetings

No TanggalDate

JabatanPosition


JumlahTotal %

1 M. Romli Komite Manajemen Resiko dan SDMRisk Management and HR Committee

31 100

2 Mirza Mahendra* Komite Manajemen Resiko dan SDMRisk Management and HR Committee

12 100

* Mirza Mahendra sebagai komite per 14 September 2020 sesuai KEP.03.01/00/09/2020/0180 (mengikuti 12 kali rapat BOC & Komite) Mirza Mahendra as committee as of September 14, 2020 according to KEP.03.01/00/09/2020/0180 (participated in 12 BOC & Committee

meetings)

REMUNERASI KOMITE MANAJEMEN RISIKO & SDM


REMUNERATION FOR THE RISK MANAGEMENT & HR COMMITTEE

Details of the remuneration of the Risk Management & HR Committee are as follows:

Anggota Komite Manajemen Risiko & SDM yang bukan Komisaris memperoleh remunerasi yang terdiri dari honorarium. Honorarium yang diberikan sebesar Rp. 49.871.710,- per bulan. Total Remunerasi Komite Manajemen Risiko & SDM yang bukan Anggota Dewan Komisaris selama tahun 2020 sebesar Rp. 1.196.921.040,-.

Members of the Risk Management & HR Committee who are not Commissioners receive remuneration consisting of an honorarium. The honorarium given is Rp. 49.871.710, - per month. Total Remuneration for the Risk Management & HR Committee who are not members of the Board of Commissioners during 2020 amounting Rp. 1.196.921.040,.

No

Nama Komite Manajemen Risiko & SDM

Name of Risk Management & HR Committee

JabatanPosition


1 M. Romli AnggotaMember

Rp. 49.871.710,-

2 Mirza Mahendra AnggotaMember

Rp. 49.871.710,-


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Sekretaris Perusahaan & LegalCorporate Secretary & Legal

Sekretaris Perusahaan memiliki tugas utama menjaga citra perusahaan utamanya dengan membangun komunikasi dan hubungan yang baik dalam rangka mendukung pengelolaan perusahaan yang dilakukan oleh Direksi. Sekretaris Perusahaan memainkan peran penting dalam memastikan aspek keterbukaan dari perusahaan.

KEDUDUKAN SEKRETARIS PERUSAHAAN & LEGAL

Sekretaris Perusahaan & Legal dijabat oleh pejabat setingkat Senior Vice President yang diangkat dan diberhentikan oleh Direksi dengan persetujuan Dewan Komisaris. Kedudukan Sekretaris Perusahaan & Legal berada di bawah Direktur Utama.

Sekretaris Perusahaan & Legal diangkat berdasarkan keputusan Direksi. Dalam struktur organisasi Perseroan, Sekretaris Perusahaan bertanggung jawab langsung kepada Direktur Utama. Dalam menjalankan fungsi dan perannya, Sekretaris Perusahaan mencakup: 1. Mengikuti perkembangan dunia usaha;2. Memberikan pelayanan atas setiap informasi yang

dibutuhkan pemangku kepentingan yang berkaitan dengan kondisi perseroan

3. Sebagai penghubung atau contact person antara perseroan dengan otoritas terkait serta masyarakat.

The Corporate Secretary has the main duty of maintaining the Company’s image by establishing good communication and relationships in order to support the management of the Company conducted by the Board of Directors. The Corporate Secretary plays an important role in ensuring the disclosure aspect of the Company.

POSITION OF CORPORATE SECRETARY & LEGAL

The Corporate Secretary & Legal is held by an official with the level of Senior Vice President who is appointed and dismissed by the Board of Directors with the approval of the Board of Commissioners. The position of Corporate & Legal Secretary is under the President Director.

The Corporate Secretary & Legal is appointed based on the Board of Directors decree. In the Company’s organizational structure, the Corporate Secretary reports directly to the President Director. In carrying out its functions and roles, the Corporate Secretary includes:1. Follow the development of the business world;2. Provide services for any information needed by

stakeholders relating to the condition of the Company;

3. As a liaison or contact person between the Company and related authorities and the community.

PROFIL CORPORATE SECRETARY

Deni Krisnowibowo S.H., M.M. Lahir di Jakarta pada tanggal 10 April 1970, dengan tingkat pendidikan Strata (S1) ilmu Hukum di Universitas Tanjungpura(1998) dan melanjutkan S2 - Magister Manajemen di Universitas Gajah Mada (2005). Mulai bekerja di PT Angkasa Pura II (Persero) pada tahun 1991 dengan pengalaman menjabat sebagai Asisten Pemeriksa (1998), Chief of Airport Development (2017-2019), SVP of Corporate Secretary (2019).

PIHAK YANG MENGANGKAT DAN MEMBERHENTIKAN CORPORATE SECRETARY

Corporate Secretary diangkat dan diberhentikan oleh Direktur Utama berdasarkan mekanisme internal Perusahaan dengan persetujuan Dewan Komisaris.

PROFILE OF CORPORATE SECRETARY

Deni Krisnowibowo S.H., M.M. Born in Jakarta on April 10, 1970, with a Bachelor of Laws at the University of Tanjung Pura (1998) and continued his Master of Management at Gajah Mada University (2005). Started working at PT Angkasa Pura II (Persero) in 1991 with experience of serving as Assistant Inspector (1998), Chief of Airport Development (2017-2019), SVP of Corporate Secretary (2019).

PARTY APPOINTING AND DISMISSING CORPORATE SECRETARY

The Corporate Secretary is appointed and dismissed by the President Director based on the Company’s internal mechanism with the approval of the Board of Commissioners.


Sekretaris Perusah

aan &

LegalCorporate Secretary &

Legal

RIWAYAT PELATIHAN CORPORATE SECRETARY

Riwayat Pelatihan Corporate Secretary dapat dilihat pada Bab Profil Perusahaan.


Sekretaris Perusahaan memiliki peranan penting dalam memfasilitasi komunikasi antara organ Perusahaan, hubungan antara Perusahaan dengan stakeholders, dan komunikasi Untuk mendukung peran tersebut, Sekretaris Perusahaan memiliki fungsi untuk merencanakan, mengarahkan, memonitor, membina, dan mengevaluasi kegiatan terkait dengan: Hubungan masyarakat (eksternal dan internal); Hubungan kelembagaan dan tata kelola perusahaan; Administrasi kesekretariatan Board of Directors dan Board of Commissioners Penyusunan dan penelaahan peraturan, perjanjian non komersial, kerjasama, dan dokumentasi hukum; serta Pelaksanaan advokasi dan penyelesaian/tindak lanjut permasalahan hukum.

Adapun tugas dan tanggung jawab Sekretaris Perusahaan dan Legal sebagai berikut:1. Memberi arahan melalui formulasi kebijakan

fungsional atas kegiatan fungsi sekretariat perusahaan dan hukum serta memastikan kesesuaian kebijakan dengan arahan strategis perusahaan;

2. Menyusun strategi untuk optimalisasi kegiatan fungsi sekretariat perusahaan dan hukum pada wilayah kerja Perusahaan;

3. Mengawasi dan mengendalikan pelaksanaan program, sistem, dan prosedur serta penggunaan anggaran Subdirektorat Corporate Secretary & Legal;

4. Memastikan pelaksanaan pembinaan hubungan dengan pihak luar, lembaga pemerintah dan non pemerintah, institusi lain, serta pemegang saham;

5. Memastikan pelaksanaan penyiapan, perumusan, dan penyelesaian peraturan, perjanjian dan kerja sama perusahaan dan inventarisasi dokumentasi hukum serta konsultasi dan bantuan hukum untuk kepentingan perusahaan dan karyawan di dalam maupun di luar pengadilan;

6. Mengawasi kegiatan corporate branding di dalam maupun luar lingkungan kerja Perusahaan;

7. Memastikan pelaksanaan kegiatan resmi perusahaan serta analisa dan evaluasi bahan materi acara resmi perusahaan;

TRAINING HISTORY OF CORPORATE SECRETARY

Training history of Corporate Secretary can be seen in the Company Profile Chapter.


The Corporate Secretary has an important role in facilitating communication between the Company organs, the relationship between the Company and stakeholders, and communication. To support this role, the Corporate Secretary has the function to plan, direct, monitor, foster, and evaluate activities related to: Community relations (external and internal); Institutional and corporate governance relations; Secretarial administration of the Board of Directors and Board of Commissioners; Draft and review regulations, commercial agreements, cooperation, and legal documentation; and Implementation of advocacy and resolution/follow-up of legal issues.

Duties and responsibilities of Corporate Secretary and Legal are as follows:1. Provide direction through the formulation of functional

policies on the activities of the corporate secretariat and legal functions and ensure policy conformity with the Company’s strategic direction;

2. Develop strategies for optimizing the activities of the corporate secretariat and legal functions in the Company’s working area;

3. Supervise and control the implementation of programs, systems and procedures as well as the use of budget of the Corporate Secretary & Legal Sub Directorate;

4. Ensure the implementation of fostering relations with external parties, government and non-government agencies, other institutions, and shareholders;

5. Ensure the implementation of the preparation, formulation and settlement of regulations, agreements and cooperation of the Company and inventory of legal documentation as well as consultation and legal assistance for the benefit of the Company and employees inside and outside the court;

6. Supervise corporate branding activities within and outside the Company’s working environment;

7. Ensure the implementation of the Company’s official activities as well as the analysis and evaluation of the Company’s official event materials;


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8. Berkoordinasi dengan Subdirektorat Corporate Social Responsibility untuk pelaksanaan kegiatan CSR Perusahaan;

9. Memberi arahan dan bertanggung jawab penuh atas pemenuhan kebutuhan SDM dan peningkatan kompetensi organisasi dalam lingkup kerja fungsi sekretariat perusahaan dan hukum;

10. Memberi arahan dan memastikan asesmen dan mitigasi risiko telah dilakukan pada Subdirektorat Corporate Secretary & Legal;

11. Memberi arahan dan memastikan kegiatan Subdirektorat Corporate Secretary & Legal sesuai dengan kebijakan dan ketentuan K3;

12. Memberi arahan dan memastikan prinsip-prinsip Good Corporate Governance diterapkan di dalam seluruh aktivitas Subdirektorat Corporate Secretary & Legal;

13. Memberi arahan dan bertanggung jawab atas pengelolaan penilaian kinerja bawahan dan KPI unit kerjanya;

14. Menjadi anggota tim kerja internal maupun eksternal

URAIAN PELAKSANAAN TUGAS TAHUN 2020

Selama tahun 2020, Sekretaris Perusahaan telah melaksanakan tugas sebagai berikut:

8. Coordinate with the Corporate Social Responsibility Sub Directorate for the implementation of the Company’s CSR activities;

9. Provide direction and take full responsibility for meeting the needs of human capital and improving organizational competence within the scope of work of the corporate secretariat and legal functions;

10. Provide direction and ensure the assessment and mitigation of risks have been carried out at the Corporate Secretary & Legal Sub Directorate;

11. Provide direction and ensure that the activities of the Corporate Secretary & Legal Sub Directorate are in accordance with K3 policies and provisions;

12. Provide direction and ensure the principles of Good Corporate Governance are applied in all activities of the Corporate Secretary & Legal Sub Directorate;

13. Provide direction and responsible for managing the performance assessment of subordinates and the KPI of their work units;

14. Become a member of internal and external task forces.

DESCRIPTION OF THE 2020 DUTIES IMPLEMENTATION

During 2020, the Corporate Secretary has carried out the following tasks:

No KegiatanActivities

Bulan / TanggalMonth / Date

1. Peresmian Runway 3 East Connection Taxiway, Terminal 3 dan Gedung VIP Bandar Udara Internasional Soekarno - Hatta oleh Presiden RIInauguration of Runway 3 East Connection Taxiway, Terminal 3 and VIP Building Soekarno - Hatta International Airport by the President of the Republic of Indonesia

23 Januari 2020January 23, 2020

2. Melakukan Rapat Pimpinan Q1 Tahun 2020 “From Spirit to Strategy” Evaluasi pelaksanaan dan pencapaian kinerja Rencana Kerja dan Anggaran Perusahaan Tahun 2019, sekaligus perumusan Rencana Kerja dan Anggaran Perusahaan Tahun 2020 Conducting the Q1 2020 Leadership Meeting “From Spirit to Strategy” Evaluation of the implementation and performance achievements of the 2019 Company Work Plan and Budget, as well as the formulation of the 2020 Company Work Plan and Budget

29 - 31 Januari 2020January 29 - 31 , 2020

3. Penandatanganan kerjasama antara Universitas Negeri Jakarta dan PT Angkasa Pura II (Persero) tentang SInergi dalam bidang Pendidikan, Penelitian dan Pengabdian kepada Masyarakat Signing of cooperation between Jakarta State University and PT Angkasa Pura II (Persero) on Synergy in the fields of Education, Research and Community Service

31 Januari - 1 Februari 2020January 31 – February 1, 2020

4. Rapat Dengar Pendapat Evaluasi Penanganan Sarana & Prasarana Transportasi dalam rangka Perayaan Natal dan Tahun Baru 2021Hearing Meeting Evaluation of the Handling of Transportation Facilities & Infrastructure in the framework of the Christmas and 2021 New Year Celebration


5. Pendampingan Kunjungan Kerja Menteri Pariwisata RI ke Bandara Soekarno - Hatta Assistance in the Working Visit of the Minister of Tourism of the Republic of Indonesia to Soekarno - Hatta Airport


6. Kunjungan Kerja Komisi IX DPR RI ke Bandara Internasional Soekarno-HattaWorking Visit of Commission IX DPR RI to Soekarno-Hatta International Airport


7. Kunjungan Kerja Komisi VIII DPR RI ke Bandara Internasional KertajatiWorking Visit of Commission VIII DPR RI to Kertajati International Airport

(31.01.2020)January 31, 2020


Sekretaris Perusah

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LegalCorporate Secretary &

Legal



8 Survey Lokasi Peresmian Runway Ke-3 dan East Cross Taxiway BSHSurvey Location of the Inauguration of the 3rd Runway and East Cross Taxiway BSH

(17.01.2020)January 17, 2020

9. Rapat dengan Sekjen DPR RIMeeting with the Secretary General of the DPR RI


10. RUPS RKAP Tahun 2020 PT Angkasa Pura II (Persero)RKAP GMS 2020 PT Angkasa Pura II (Persero)


11. Penandatanganan Nota Kesepahaman antara PT via Technics Dirgantara dan PT Angkasa Pura II (Persero) tentang Rencana Kerja Sama Pengembangan Bisnis BersamaSigning of Memorandum of Understanding between PT via Technics Dirgantara and PT Angkasa Pura II (Persero) regarding the Joint Business Development Cooperation Plan

26 Februari 202026 February 2020

12. Rapat Dengar Pendapat Komisi V DPR RI Terkait Persiapan Infrastruktur dan Transportasi Pendukung di Lima Destinasi Prioritas Wisata Nasional Hearing Meeting of Commission V of the Indonesian House of Representatives Regarding the Preparation of Supporting Infrastructure and Transportation in Five National Tourism Priority Destinations

05 Februari 2020February 5, 2020

13. Kunjungan Kerja President Director PT AP II ke Gubernur Jawa TengahWorking Visit of the President Director of PT AP II to the Governor of Central Java

6 Februari 2020February 6, 2020

14 Kunjungan Kerja Reses Komisi V DPR RICommission V Recess Working Visit of the Indonesian House of Representatives

05 Maret 2020March 5, 2020

15 Peninjauan Direktur Jenderal Perhubungan ke Area Kedatangan Internasional T3 BSHInspection of the Director General of Transportation to the International Arrivals Area T3 BSH

06 Maret 2020March 6, 2020

16 Menteri BUMN RI dan Wamen II BUMN RI melakukan peninjauan prosedur pemeriksaan/screening melalui 3 tahapan yaitu dengan menggunakan thermo gun, HAC, & Thermal ScannerThe Minister of SOEs of the Republic of Indonesia and the Deputy Minister of State-Owned Enterprises II of the Republic of Indonesia conducted a review of the inspection/screening procedure through 3 stages, namely using a thermo gun, HAC, & Thermal Scanner.

11 Maret 2020March 11, 2020

17 Kunjungan Presiden terkait pencegahan dan pengawasan penyebaran Virus COVID-19 President's visit related to the prevention and supervision of the spread of the COVID-19 Virus

13 Maret 2020March 13, 2020

18 Penandatanganan komitmen Kick-off ISO 37001 bersama Dewan Komisaris dan Dewan Direksi PT Angkasa Pura II (Persero)Signing of the ISO 37001 Kick-off commitment with the Board of Commissioners and Board of Directors of PT Angkasa Pura II (Persero)

26 Juni 2020June 26, 2020

19 Kunjungan kerja Presiden RI di Bandara BanyuwangiPresident of the Republic of Indonesia working visit at Banyuwangi Airport

25 Juni 2020June 25, 2020

20 Kunjungan Kerja Menteri Perhubungan ke Bandara Soekarno-HattaWorking Visit of the Minister of Transportation to Soekarno-Hatta Airport

25 Juni 2020June 25, 2020

21 sosialisasi AKHLAK bersama Dewan Direksi, Para Senior Leader dan Karyawan Angkasa Pura II Groupsocialization of AKHLAK with the Board of Directors, Senior Leaders and Employees of Angkasa Pura II Group

14 Juli 2020July 14, 2020

22 Penandatanganan Kesepakatan Bersama antara PT AP II dengan Kejaksaan Tinggi Banten tentang Penanganan Masalah Hukum Bidang Perdata dan Tata Usaha BersamaSigning of a Memorandum of Understanding between PT AP II and the Banten High Prosecutor's Office regarding the Handling of Legal Issues in the Civil and Joint Administrative Sector

20 Juli 202020 July 2020

23 Rapat pimpinan Perusahaan dilaksanakan pada tanggal 27-28 Juli 2020 via Zoom Meeting dengan tema “Strengthening The Core Beyond Stability”, rapat diselenggarakan dalam rangka pencapaian kinerja Rencana Kerja dan Anggaran Perusahaan Tahun 2020, sekaligus perumusan Rencana Kerja dan Anggaran Perusahaan Tahun 2020The company board meeting held on July 27-28, 2020 via Zoom Meeting with the theme "Strengthening the Core Beyond Stability", a meeting was held in order to achieve the performance of the Work Plan and Budget 2020, as well as the formulation of the Work Plan and Budget 2020

27-28 Juli 2020July 27-28 , 2020

24 Mendampingi Kunjungan BURT DPR RI Accompanying the visit of BURT DPR RI

6 Juli 2020July 6th, 2020

25 Kunjungan kerja komisi VI DPR RI Ke Provinsi BantenWorking visit of Commission VI DPR RI to Banten Province

21 Juli 2020July 21, 2020

26 Mendampingi PD & DE Kunker Menhub, Menpar & MenBUMNAccompanying PD & DE Kunker Menhub, Menpar & MenBUMN

25 Juli 2020July 25, 2020


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27 Acara Ulang Tahun Angkasa Pura II dilaksanakan pada tanggal 13 Agustus 2020 Pukul 09.00 WIB s.d 11.00 WIB di Smmile Center Terminal 3 Domestik BSH – Ulang Tahun PT Angkasa Pura II (Persero) dihadiri oleh Dewan Komisaris, Dewan Direksi, SVP, Sekarpura dan diikuti oleh Para Senior Leader melalui Zoom Meeting serta Karyawan Angkasa Pura II Group melalui 3 platform (Youtube, cuAP2TV, dan Live Instagram)Angkasa Pura II Birthday Event will be held on August 13, 2020 at 09.00 WIB to 11.00 WIB at Smile Center Terminal 3 Domestic BSH - PT Angkasa Pura II (Persero) Birthday attended by the Board of Commissioners, Board of Directors, SVP, Sekarpura and attended by the Senior Leader through Zoom Meeting and Employees of Angkasa Pura II Group through 3 platforms (Youtube, cuAP2TV, and Live Instagram)


28 Kunjungan Kerja DPRD Provinsi BengkuluBengkulu Provincial DPRD Working Visit


29 Penandatanganan Nota Kesepahaman Antara Badan Perlindungan Pekerja Migran Indonesia Dan PT Angkasa Pura II (Persero) tentang Pelayanan Keberangkatan Dan Kepulangan Bagi Pekerja Migran Indonesia The signing of a Memorandum of Understanding between the Indonesian Migrant Workers Protection Agency and PT Angkasa Pura II (Persero) regarding Departure and Return Services for Indonesian Migrant Workers

4 September 2020 September 4, 2020

30 Penandatanganan Nota Kesepahaman antara Direktorat Jenderal Energi Baru Terbarukan dan Konservasi Energi, Kementerian Energi dan Sumber Daya Mineral dengan PT Angkasa Pura II (Persero) tentang Penerapan Konservasi Energi dan Pemanfaatan Energi Terbarukan Secara Berkelanjutan Pada Bandar UdaraSigning of Memorandum of Understanding between the Directorate General of New Renewable Energy and Energy Conservation, Ministry of Energy and Mineral Resources and PT Angkasa Pura II (Persero) regarding the Implementation of Energy Conservation and Sustainable Use of Renewable Energy at Airports

22 Oktober 2020October 22, 2020

31 Kegiatan Sosialisasi Holding BUMN Pariwisata dan Pendukung kepada Karyawan PT Angkasa Pura II (Persero)Socialization Activities for Holding Tourism and Supporting SOEs to Employees of PT Angkasa Pura II (Persero)


32 Rapat pimpinan Perusahaan dilaksanakan pada tanggal 26-27 Oktober 2020 via Zoom Meeting dengan tema The New Business Dynamics of Angkasa Pura II “From Surviving to Thriving”, rapat diselenggarakan dalam rangka pencapaian kinerja Rencana Kerja dan Anggaran Perusahaan Tahun 2020, sekaligus perumusan Rencana Kerja dan Anggaran Perusahaan Tahun 2020The company board meeting held on October 26-27 ,2020 via Zoom Meeting with the theme of The New Business Dynamics of Angkasa Pura II, "From Surviving to Thriving", a meeting was held in order to achieve the performance of the Work Plan and Budget 2020, as well as the formulation of the Work Plan and 2020 Corporate Budget

26-27 Oktober 2020October 26-27, 2020

33 Mendampingi Dirjen Hubud melakukan tinjauan ke Terminal 2 & 3 Bandara Soekarno-Hatta, serta kegiatan Ramp Check PesawatAccompanying the Director General of Hubud in conducting a review of Terminal 2 & 3 of Soekarno-Hatta Airport, as well as Ramp Check Aircraft activities


34 Penandatanganan Nota Kesepahaman antara PT Angkasa Pura II (Persero) dengan Perusahaan Perseroan (Persero) PT LEN Industri tentang Kajian potensi pembangkit listrik tenaga surya (PLTS) di Lingkungan PT Angkasa Pura (Persero) The signing of a Memorandum of Understanding between PT Angkasa Pura II (Persero) and the Company (Persero) PT LEN Industri regarding the study of the potential for solar power plants (PLTS) in the PT Angkasa Pura (Persero) environment

4 November 2020November 4, 2020

35 Kunjungan Kerja Spesifik Komisi VI DPR RI Ke Provinsi Jawa BaratSpecial Working Visit of Commission VI DPR RI to West Java Province


36 RDP Komisi V DPR RI membahas mengenai kesiapan infrastruktur dan transportasi terkait Libur Natal 2020 dan Tahun Baru 2021 di tengah Pandemi COVID-19RDP Commission V of the DPR RI discussed the readiness of infrastructure and transportation related to the 2020 Christmas and 2021 New Year's Holidays in the midst of the COVID-19 Pandemic


37 Penandatanganan Perjanjian Kerja sama antara Direktorat Jenderal Kependudukan dan Pencatatan Sipil Kementerian Dalam Negeri dengan PT AP II tentang Pemanfaatan Nomor Induk Kependudukan, Data Kependudukan dan Kartu Tanda Penduduk Elektronik Dalam Lingkup Layanan PT AP II yang dilaksanakan The signing of the Cooperation Agreement between the Directorate General of Population and Civil Registration of the Ministry of Home Affairs and PT AP II concerning the Utilization of Population Identification Numbers, Population Data and Electronic Identity Cards within the Scope of Services of PT AP II carried out

30 Desember 2020 December 30, 2020


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38 Penandatanganan Perjanjian Restrukturisasi Hutang Garuda Indonesia kepada PT AP II Penandatanganan Perjanjian Restrukturisasi Hutang antara PT Garuda Indonesia (Persero) Tbk kepada PT Angkasa Pura II (Persero)Signing of Garuda Indonesia Debt Restructuring Agreement to PT AP II Signing of Debt Restructuring Agreement between PT Garuda Indonesia (Persero) Tbk to PT Angkasa Pura II (Persero)

31 Desember 2020 December 31, 2020

39 Kunjungan Kerja Spesifik Komisi VI DPR RI Ke Provinsi SumateraSpecial Working Visit of Commission VI DPR RI to Sumatra Province

14 Desember 2020December 14, 2020

KETERBUKAAN INFORMASI

Untuk memenuhi kewajiban keterbukaan informasi kepada publik, Sekretaris Perusahaan senantiasa melakukan pelaporan kepada regulator. Setiap tahun, Angkasa Pura II menyusun Laporan Tahunan yang mengacu pada kriteria Annual Report Award (ARA) dan secara rutin berpartisipasi dalam kegiatan tersebut.

INFORMATION DISCLOSURE

To fulfill the obligation to disclose information to the public, the Corporate Secretary always reports to regulators. Every year, Angkasa Pura II compiles an Annual Report that refers to the criteria for the Annual Report Award (ARA) and regularly participates in these activities.

Audit InternalInternal Audit

INTERNAL AUDIT

Angkasa Pura II telah memiliki Fungsi Audit Internal yang dijalankan oleh Internal Audit. Di dalam melaksanakan fungsinya, Internal Audit selalu diposisikan sebagai mitra strategis bagi manajemen yang dipercaya, profesional, obyektif, dan independen yang dapat memberikan nilai tambah bagi pencapaian tujuan Angkasa Pura II dengan meningkatkan efektivitas pengelolaan risiko, pengendalian dan proses tata kelola perusahaan yang baik.

Unit Kerja Internal Audit mempunyai tugas membantu Direktur Utama dalam melakukan pengawasan pelaksanaan tugas seluruh unit kerja dilingkungan Perusahaan serta memberikan saran-saran perbaikannya sesuai dengan rencana dan program serta kebijakan yang telah ditetapkan oleh Direksi Berdasarkan ketentuan yang berlaku.

INTERNAL AUDIT

Angkasa Pura II already has an Internal Audit Function which is carried out by Internal Audit. In carrying out its functions, Internal Audit has always been positioned as a strategic partner for the management that is trusted, professional, objective and independent that can provide added value to the achievement of Angkasa Pura II’s objectives by increasing the effectiveness of risk management, control and processes of good corporate governance.

The Internal Audit Work Unit has the duties of assisting the President Director in supervising the implementation of all work units within the Company and providing recommendations for improvement in accordance with the plans and programs as well as policies set by the Board of Directors based on applicable provisions.


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Terkait dengan tugasnya tersebut Internal Audit harus dapat menilai kinerja Unit Kerja dan melakukan pemantauan untuk memberikan informasi dini (early warning system) kepada Direktur Utama bila terjadi penurunan atau penyimpangan terhadap kinerja dalam rangka mencapai sasaran perusahaan khususnya pelaksanaan RKAP tahun berjalan.

Seiring dengan perubahan lingkungan usaha yang berdampak pada perkembangan proses bisnis dan organisasi yang berimplikasi pada berkembangnya risiko usaha serta isu tata kelola perusahaan (corporate governance), maka sistem pengendalian internal mengalami perubahaan dan memasuki paradigma yang berfokus pada pengendalian risiko (risk control), sehingga unit Internal Auditor dapat memberikan nilai tambah (value added) dan peningkatan kualitas kerja organisasi (improve an organization operations) dalam mencapai sasaran atau tujuan perusahaan. Dengan demikian peran Internal Auditor lebih dibutuhkan sebagai Consulting/adviser.

Dalam kerangka pengendalian internal, manajemen harus melakukan penilaian risiko yang dihadapi pada setiap proses bisnis, sehingga dapat menerapkan bentuk/prosedur pengendalian yang tepat dengan risiko seminimal mungkin.

Perencanaan audit berbasis risiko merupakan upaya audit internal dalam rangka melaksanakan perannya untuk membantu manajemen mempermudah pencapaian tujuan organisasi. Kegiatan utama dalam perencanaan audit berbasis risiko adalah menentukan alokasi kegiatan audit agar lebih terarah pada area yang memiliki risiko besar yang dapat menghambat pencapaian tujuan organisasi.

KEDUDUKAN UNIT INTERNAL AUDIT

Fungsi Audit Internal Angkasa Pura II dilakukan oleh Internal Audit yang dipimpin oleh Senior Vice President yang diangkat dan diberhentikan oleh Direksi dengan persetujuan Dewan Komisaris. Kedudukan Internal Audit berada di bawah Direktur Utama.

Struktur Organisasi Internal Audit sebagai berikut:

In connection with these duties, Internal Audit must be able to assess the performance of the Work Unit and conduct monitoring to provide early warning system to the President Director if there is a decrease or deviation from the performance in order to achieve the Company’s targets, specifically the implementation of RKAP of the current year.

Along with changes in the business environment that have an impact on the development of business processes and organizations that have implications for the development of business risk and corporate governance issues, the internal control system has changed and entered a paradigm that focuses on risk control, so that the Internal Auditor unit can provide added value and improve an organization operations in achieving the goals or objectives of the Company. Thus, the role of the Internal Auditor is more needed as a Consultant/Advisor.

In the framework of internal control, management must conduct an assessment of the risks faced in each business process, so that it can implement appropriate forms/ procedures of control with minimal risk.

Risk-based audit planning is an internal audit effort in order to carry out its role to help the management to facilitate the achievement of organizational goals. The main activity in risk-based audit planning is to determine the allocation of audit activities so that they are more focused on areas of high risk that can hinder the achievement of organizational goals.

POSITION OF INTERNAL AUDIT UNIT

The Internal Audit Function of Angkasa Pura II is carried out by an Internal Audit led by a Senior Vice President who is appointed and dismissed by the Board of Directors with the approval of the Board of Commissioners. The position of Internal Audit is under the President Director.

The Organizational Structure of Internal Audit is as follows:


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Internal Audit

Arief DarmawanSenior Vice President of

Internal Audit

Andang SantosoVice President of Operation

& Service Audit

Senior Auditor1. Dwi Warasto2. Prio Ambardi3. Indah Wijayanti4. Cecep Kurnia5. Purbantoro6. Dalisnia

Junior Auditor-

Junior Auditor1. Dania Nuraini2. Elfin3. Irviandi Irfan4. Hetty Sulistyawaty5. Yusup Andi Kurniawan6. Anandita Arief

Junior Auditor1. Karnedi2. Reiza Irfansyah

Senior Auditor1. Evi Heltysiana2. Desy Susanti3. Mulyana4. Dwi Aries Darmawan5. Tarsono6. Batte Raymond7. Dude Rahmawan

Senior Auditor1. Imam Zaenal Ehwan2. Rafdi3. Prayoedi Herlebeng

SyamsuddinVice President of Business &

Supporting Audit

SiswantoVice President of Infrastructure

& Facility Audit

Ferry WirawanStaff

Sesuai struktur organisasi tersebut di atas dapat dijelaskan bahwa, Internal Audit Mempunyai tugas membantu President Director (Direktur Utama) dalam melaksanakan pengawasan pelaksanaan tugas seluruh unit kerja unit kerja dilingkungan perusahaan serta memberikan saran-saran perbaikan sesuai dengan rencana dan program serta kebijakan yang telah ditetapkan oleh Board of Directors (Direksi) berdasarkan ketentuan.

Unit Internal Audit merupakan aparat pengawas internal perusahaan yang dipimpin oleh seorang Senior Vice President of Internal Audit yang bertanggung jawab langsung kepada President Director (Direktur Utama). Dimana dalam pelaksanaan tugasnya, Senior Vice President of Internal Audit dibantu oleh Vice President Of

In accordance with the above organizational structure it can be explained that, Internal Audit has the duty of assisting the President Director in carrying out supervision of the implementation of the duties of all work units within the Company and providing suggestions for improvement in accordance with the plans and programs as well as policies set by the Board of Directors based on the provisions.

The Internal Audit Unit is the Company’s internal supervisory apparatus led by a Senior Vice President of Internal Audit who reports directly to the President Director. Where in carrying out his duties, the Senior Vice President of Internal Audit is assisted by the Vice President of Operations & Service Audit, the Vice President of Infrastructure & Facility


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Operation & Service Audit, Vice President Of Infrastructure & Facility Audit dan Vice President Of Business & Supporting Audit beserta para Senior Auditor dan Junior Auditor.

Untuk mendukung independensi dan obyektivitas serta kelancaran pelaksanaan tugas, maka Senior Vice President Of Internal Audit Dapat berkomunikasi langsung dengan Dewan Komisaris melalui Komite Audit untuk menginformasikan berbagai hal yang berhubungan dengan hasil pengawasan.

Audit and the Vice President of Business & Supporting Audit along with the Senior Auditors and Junior Auditors.

To support the independence and objectivity as well as smooth implementation of duties, the Senior Vice President of Internal Audit can communicate directly with the Board of Commissioners through the Audit Committee to inform various matters related to the results of supervision.

No NamaName

Profil SVP Internal AuditProfil of the SVP of Internal Audit

1 Ahmad Tavid SE, Lahir di Tarutung pada 17 November 1965. Menyelesaikan Pendidikan: S1 pada Jurusan Akutansi di Universitas Ekasakti. • Bergabung di unit Internal Audit tanggal 03 Februari 2020 sebagai Senior Vice President of Internal

Audit. Memiliki pengalaman menduduki jabatan penting antara lain : • Vice President of Financial & Logistic P Financial & Logistic Policy Tangerang - Pusat (16.09.2019)• VP of Corporate Financial Management Corporate Financial Management Tangerang - Pusat (05.01.2018)• VP of Corp. Financial Mgt. Corporate Office - Kantor Pusat Tangerang - Pusat (02.10.2017)• VP of Assets Management & Inventory Sub Dir Assets Management & Inventory Tangerang - Pusat

(05.06.2015)• Deputi Direktur Manajemen Aset & Perleng Manajemen Aset & Perlengkapan Tangerang - Pusat

(29.11.2012)• VP of Budgeting Budgeting Tangerang - Pusat (12.06.2012)Born in Tarutung on November 17, 1965.Completing Education: S1 in Accounting Department at Ekasakti University.• Joined the Internal Audit unit on February 3, 2020 as Senior Vice President of Internal Audit.Having experience in important positions, including:• Vice President of Financial & Logistic P Financial & Logistic Policy Tangerang - Center (16.09.2019)• VP of Corporate Financial Management Corporate Financial Management Tangerang - Center (05.01.2018)• VP of Corp. Financial Mgt. Corporate Office - Tangerang Head Office - Center (02.10.2017)• VP of Assets Management & Inventory Sub Dir Assets Management & Inventory Tangerang - Center

(05.06.2015)• Deputy Director of Asset Management & Assets & Equipment Management Tangerang - Center (29.11.2012)• VP of Budgeting Budgeting Tangerang - Center (12.06.2012)

PIHAK YANG MENGANGKAT DAN MEMBERHENTIKAN SVP INTERNAL AUDIT

SVP Internal Audit diangkat dan diberhentikan oleh Direksi dengan persetujuan Dewan Komisaris.

JUMLAH PEGAWAI (KOMPOSISI) INTERNAL AUDIT

Sampai dengan bulan Desember 2020, Unit Internal Audit didukung oleh Tiga Puluh (30) personil dengan kualitas dan kompetensi sesuai yang dipersyaratkan dalam uraian tugasnya. Komposisi SDM Internal Audit berdasarkan jabatan pada akhir Desember 2020 adalah sebagai berikut:

PARTY WHO APPOINTS AND DISMISSES THE SVP OF INTERNAL AUDIT

SVP of Internal Audit is appointed and dismissed by the Board of Directors with the approval of the Board of Commissioners.

NUMBER OF EMPLOYEES (COMPOSITION) OF INTERNAL AUDIT

As of December 2020, the Internal Audit Unit was supported by 30 (thirty) personnels with the quality and competence as required in the description of their duties. The HC composition of the Internal Audit based on position at the end of December 2020 is as follows:


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Internal Audit

No JabatanPosition

JumlahTotal

1 Senior VP of Internal Audit 1

2 Vice President

VP of Operation & Service Audit 1

VP of Business & Supporting Audit 1

VP of Infrastructure & Facility Audit 1

VP of Project Audit 1

3 Senior Auditor

Operation & Service Audit 2

Business & Supporting Audit 6

Infrastructure & Facility Audit 2

Project Audit 3

4 Junior Auditor

Operation & Service Audit 3

Business & Supporting Audit 4

Infrastructure & Facility Audit 4

Project Audit 3

5 Officer 1

6 Staff 2

Total 35

SDM DAN SERTIFIKASI PROFESI

Jumlah SDM di Internal Audit sebanyak 35 (tiga puluh lima) orang, yang terdiri dari 33 (tiga puluh tiga) SDM Auditor memiliki kualifikasi dan kompetensi yang memadai dalam melaksanakan fungsi dan tugasnya. Terdapat 4 (empat) orang memiliki sertifikasi profesi Professional Internal Audit (PIA) dan 1 (satu) orang memiliki sertifikasi profesi Qualified Internal Audit (QIA).

HR AND PROFESSIONAL CERTIFICATION

The number of HR in Internal Audit is 35 (thirty five) people, consisting of 33 (thirty three) HR Auditors who have adequate qualifications and competencies in carrying out their functions and duties. There are 4 (four) people who have a Professional Internal Audit (PIA) certification and 1 (one) person has a Qualified Internal Audit (QIA) certification.

PIAGAM INTERNAL AUDIT

Internal Audit memiliki Piagam Internal Audit (Internal Audit Charter) yang disahkan pada tahun 2013 Isi dari Internal Audit Charter sebagai berikut:1. Umum2. Tujuan 3. Unit SPI4. Visi SPI5. Misi SPI6. Kedudukan7. Wewenang8. Tugas dan Tanggung Jawab9. Ruang lingkup Tugas SPI10. Standar Profesi dan Kode Etik11. Independensi, Obyektivitas dan Integritas12. Akuntabilitas13. Pola Hubungan14. Penutup

INTERNAL AUDIT CHARTER

Internal Audit has an Internal Audit Charter which was approved in 2013. The contents of the Internal Audit Charter are as follows:1. General2. Objectives3. Internal Audit Unit (SPI) Unit4. Internal Audit Unit (SPI) Vision5. Internal Audit Unit (SPI) Mission6. Position7. Authorities8. Duties and Responsibilities9. Scope of Duties of the Internal Audit Unit (SPI)10. Professional Standards and Code of Conduct11. Independence, Objectivity and Integrity12. Accountability13. Relationship Pattern14. Closing


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URAIAN PELAKSANAAN KEGIATAN INTERNAL AUDIT TAHUN 2020

Sesuai kewenangannya, Internal audit memiliki wewenang penuh dan tidak terbatas untuk mengakses seluruh sumber daya (informasi, dokumen, catatan, personil dan lain-lain) perusahaan dalam rangka melaksanakan tugasnya sebagai Pengawas Intern (Internal audit).

Pelaksanaan tugas Internal Audit disusun dalam suatu program kerja tahunan dimana pada tahun 2020 dirinci dalam kegiatan PKAT (Program Kerja Audit Tahunan), Reviu Proyek Pengembangan Bandara, Reviu Pekerjaan Penunjukan Langsung, Pemeriksaan Khusus, Pendampingan Auditor Eksternal, Reviu Fungsi Internal Audit oleh Independen, Sosialisasi dan Penyempurnaan WBS (Whistle Blowing System), Benchmarking, Kegiatan In-House Training and Sharing Session, Pelaksanaan Pemeriksaan Khusus, Monitoring Tindak Lanjut Temuan Auditor, Pelaksanaan Pendidikan dan Pelatihan (Diklat), Sosialisasi Pedoman Sistem Pengendalian Manajemen dan Penyusunan Pedoman Probity Audit Berbasis Risiko Fraud.

PROGRAM KERJA AUDIT TAHUNAN

Audit tahunan pada Kantor Pusat dan Kantor Cabang dilaksanakan dengan berpedomanpada Program Audit yang telah dibuat pada awal tahun. Dalam Program Kerja Audit Tahunan Internal audit Tahun 2020, telah diprogramkan pelaksanaan kegiatan audit dalam satu tahun yakni pelaksanaan Audit rutin dan beberapa program lainnya. Dalam realisasi pelaksanaannya, kegiatan audit operasional tahunan berjalan dengan lancar.

Sesuai dengan Program Kerja Audit Tahunan (PKAT) Internal Audit Tahun 2020 yang telah disusun berdasarkan basis risiko, maka Internal Audit telah menetapkan prioritas obyek audit di tahun ini sebanyak lima (5) obyek audit yang terdiri atas:1. Infrastructure & Facility2. Commercial3. Operation & Service4. Finance & CSR5. HC, GA & IT

Pada pelaksanaan audit tahunan, Internal Audit juga melakukan salah satu fungsinya yakni sebagai konsultan kepada perusahaan. Hal ini telah dilakukan bersamaan dengan kegiatan Audit Operasional pada tahun 2020

DESCRIPTION OF THE 2020 INTERNAL AUDIT ACTIVITIES

In accordance with its authorities, the Internal audit has full and unlimited authority to access all resources (information, documents, records, personnels, etc) of the Company in order to carry out its duties as Internal Audit.

The implementation of the Internal Audit duties is arranged in an annual work program which in 2020 was detailed in the activities of the PKAT (Annual Audit Work Program), Review of Airport Development Projects, Review of Direct Appointment Work, Special Inspections, Assistance of External Auditors, Review of Internal Audit Functions by Independent, Socialization and Completion of WBS (Whistle Blowing System), Benchmarking, In-House Training and Sharing Session Activities, Implementation of Special Inspections, Monitor the Follow-Up on Auditor Findings, Implementation of Education and Training (Diklat), Socialization of Guidelines for Management Control Systems and Preparation of Fraud Risk-Based Probity Audit Guidelines.

ANNUAL AUDIT WORK PROGRAM

Annual audits at the Head Office and Branch Offices are conducted based on the Audit Program that was established at the beginning of the year. In 2020 Internal Audit Annual Work Program, the audit program has been programmed for one year, namely the implementation of routine audits and several other programs. In the realization of its implementation, annual operational audit activities run smoothly.

In accordance with the Annual Audit Work Program (PKAT) for Internal Audit in 2020 which has been prepared on risk based, the Internal Audit has set the priority of audit objects in this year as many as 5 audit objects consisting of:

1. Infrastructure & Facility2. Commercial3. Operation & Service4. Finance & CSR5. HC, GA & IT

During the implementation of annual audit, Internal Audit has also conducted one of its functions such as consultant to the Company. This has been carried out along with Operational Audit activities in 2020.


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Internal Audit

1. Audit OperasionalPada Program Kerja Audit Tahun 2020 telah direncanakan untuk dilakukan audit operasional yang terdiri dari lima belas (15) obyek audit yaitu:a. KC. Bandara Husein Sastranegara - Bandung; b. KCU. Bandara Kualanamu – Sumatra Utara; c. KC. Bandara Sultan Thaha - Jambi; d. KC. Bandara Raja Haji Fisabilillah, Tanjungpinang; e. KC. Bandara Depati Amir – Pangkal Pinang; f. KC. Bandara Blimbing Sari, Banyuwangi; g. KC. Bandara Sultan Iskandar Muda, Banda Aceh; h. KC. Bandara Supadio - Pontianak.i. KC. Bandara Sultan Syarif Kasim II - Pekanbaru; j. KC. Bandara Halim Perdanakusumah - Jakarta; k. KC. Bandara Radin Inten – Bandar Lampung; l. KC. Bandara Fatmawati – Bengkulu; m. KC. Bandara Hanandjoeddin – Tanjung Pandan; n. KCU. Bandara Soekarno-Hatta – Tangerang; o. Kantor Pusat.

2. Reviu Proyek Pengembangan BandaraSeiring dengan pelaksanaan proyek pengembangan bandara di lingkungan PT Angkasa Pura II (Persero), Internal Audit turut membantu manajemen dalam pengawasan pelaksanaan proyek tersebut dengan melakukan reviu pengadaan barang dan jasa atas pekerjaan proyek pengembangan bandara dimaksud.

Kegiatan reviu proyek dimaksudkan untuk menilai pelaksanaan pekerjaan pengembangan bandara yang dilakukan oleh PT Angkasa Pura II (Persero) di seluruh kantor cabang apakah telah berjalan lancar, sesuai dengan ketentuan yang berlaku dan memenuhi prinsip-prinsip tata kelola perusahaan yang baik (Good Corporate Governance). Pada tahun 2020 sesuai rencana dilakukan reviu proyek pengembangan bandara pada 5 (lima) Bandara/ Kantor Cabang yaitu:a. Bandara Supadio – Pontianak; b. Bandara Int’l Minangkabau – Padang; c. Bandara Sultan Thaha – Jambi; d. Bandara Silangit – Siborongborong; e. Bandara Soekarno Hatta – Tangerang.

3. Probity AuditPelaksanaan probity audit tahun 2020 masih pada tahap persiapan tenaga auditor dengan meningkatkan kompetensi dan pengetahuan tentang probity audit melalui Pendidikan dan pelatihan yang telah dilakukan bekerjasama dengan Pusdiklatwas Badan Pengawas Keuangan dan Pembangunan (BPKP) sesuai surat perintah Director of Human

1. Operational AuditIn the 2020 Audit Work Program, an operational audit has been planned to consist of fifteen (15) audit objects, namely:a. KC. Husein Sastranegara Airport - Bandung;b. KCU. Kualanamu Airport - North Sumatra;c. KC. Sultan Thaha Airport - Jambi;d. KC. Raja Haji Fisabilillah Airport, Tanjungpinang;e. KC. Depati Amir Airport - Pangkal Pinang;f. KC. Blimbing Sari Airport, Banyuwangi;g. KC. Sultan Iskandar Muda Airport, Banda Aceh;h. KC. Supadio Airport - Pontianak.i. KC. Sultan Syarif Kasim II Airport - Pekanbaru;j. KC. Halim Perdanakusumah Airport - Jakarta;k. KC. Radin Inten Airport - Bandar Lampung;l. KC. Fatmawati Airport - Bengkulu;m. KC. Hanandjoeddin Airport - Tanjung Pandan;n. KCU. Soekarno-Hatta Airport - Tangerang;o. Head Office.

2. Review of the Airport Development ProjectAlong with the implementation of an airport development project within PT Angkasa Pura II (Persero), Internal Audit also assisted the management in supervising the implementation of the project by conducting a review of the procurement of goods and services for the work of the airport development projects.

The project review activity is intended to assess the implementation of airport development work carried out by PT Angkasa Pura II (Persero) in all branch offices whether it has been running smoothly, in accordance with applicable regulations and meets the principles of good corporate governance in 2020 according to the plan an airport development project review will be carried out at 5 (five) Branch Offices namely:

a. Supadio Airport - Pontianak;b. Int’l Minangkabau Airport - Padang;c. Sultan Thaha Airport - Jambi;d. Silangit Airport - Siborongborong;e. Soekarno Hatta Airport - Tangerang.

3. Probity AuditThe implementation of probity audits in 2020 is still in the preparation stage of auditors by increasing competence and knowledge about probity audits through education and training that has been carried out in collaboration with the Pusdiklatwas of the Financial and Development Supervisory Agency (BPKP) in accordance with the Director of Human


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Capital nomor: SPR.10.04/00/10/2020/0308 tanggal 7 Oktober 2020 dengan jumlah peserta 22 orang dilaksanakan pada 12 – 16 Oktober 2020.

Capital’s order number: SPR.10.04 / 00/10/2020/0308 datedOctober 7, 2020 with 22 participants held on October 12 – 16, 2020.

PELAKSANAAN PROGRAM KERJA

Sebagaimana program kerja tahun 2020 sampai dengan TW IV telah dilaksanakan kegiatan audit sebagai berikut:

IMPLEMENTATION OF WORK PROGRAMS

For the work program in 2020, until Q IV the following audit activities have been carried out:

No Objek AuditAudit Object

Waktu PelaksanaanExecution Date

Jangka WaktuTime period

1 Bandara Internasional Husein Sastranegara BandungHusein Sastranegara International Airport Bandung

24 Februari - 2 Maret 2020February 24 - March 2, 2020

6 Hari Kerja6 working days

2 Bandara Internasional Kualanamu Deli SerdangKualanamu International Airport Deli Serdang

24 Februari - 6 Maret 2020February 24 - March 6, 2020


3 Bandara Sultan Thaha JambiSultan Thaha Airport Jambi

16 - 23 Maret 2020March 16 - 23, 2020


4 Bandara Raja Haji Fisabilillah Tanjung PinangRaja Haji Fisabilillah International Airport Tanjungpinang

06 - 13 April 2020April 06 - 13, 2020


5 Bandara Depati Amir Pangkal PinangDepati Amir Airport Pangkalpinang

06 - 13 April 2020April 6 - 13, 2020


6 Bandara Blimbingsari BanyuwangiBlimbingsari Airport Banyuwangi

08 - 15 Juni 2020June 08 - 15, 2020


7 Bandara Sultan Iskandar Muda AcehSultan Iskandar Muda International Airport Aceh

08 - 15 Juni 2020June 08 - 15, 2020


8 Bandara Supadio PontianakSupadio Airport Pontianak

06 - 13 Juli 2020July 06 - 13, 2020


9 Bandara Sultan Syarif Kasim II PekanbaruSultan Syarif Kasim II International Airport Pekanbaru

06 - 13 Juli 2020July 06 - 13, 2020


10 Bandara Internasional Halim PK JakartaHalim Perdanakusuma International Airport Jakarta

06 - 13 Juli 2020July 06 - 13, 2020


11 Bandara Radin Inten Bandar LampungRadin Inten Airport Lampung

24 - 27 Agustus 2020August 24 - 27, 2020


12 Bandara Fatmawati BengkuluFatmawati Airport Bengkulu

24 - 27 Agustus 2020August 24 - 27, 2020


13 Bandara Hanandjoeddin Tanjung PandanHanandjoeddin Airport Tanjung Pandan

24 - 27 Agustus 2020August 24 - 27, 2020


14 Bandara Internasional Soekarno-Hatta TangerangSoekarno-Hatta International Airport Tangerang

07 September - 07 Oktober 2020September 07 - October 07, 2020

1 Bulan1 Month

15 Kantor PusatHead Office

02 November - 02 Desember 2020November 02 - December 02, 2020

1 Bulan1 Month

No Kantor CabangBranch Office

Nama PekerjaanJob Description

Waktu PelaksanaanTime period

1 Bandara Sultan Thaha JambiSultan Thaha Airport Jambi

a. Pekerjaan Terminal;b. Pekerjaan Perpanjangan Runwaya. Terminal Workb. Runway Extension Work

April 202April 2020

Daftar Kegiatan Reviu Proyek 2020List of 2020 Project Review Activities

Penentuan Jadwal AuditDetermination of audit schedule


Aku

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Pub

likPublic Accounting Firm

No Kantor CabangBranch Office

Nama PekerjaanJob Description

Waktu PelaksanaanTime period

2 Bandara Silangit Siborong-BorongSilangit airport Siborong borong

Pekerjaan Perluasan & Renovasi Gedung TerminalTerminal Building Expansion & Renovation Works

Juni 2020June 2020

3 Bandara Supadio PontianakSupadio International Airport Pontianak

Pekerjaan Perpanjangan RunwayRunway Extension Works

Agustus 2020August 2020

4 Bandara Minangkabau PadangMinangkabau airport Padang

Perluasan Apron & Pembangunan TerminalApron Expansion & Terminal Construction

September 2020September 2020

5 Bandara Internasional Soekarno-Hatta TangerangSoekarno-Hatta International Airport Tangerang

a. Pekerjaan Perpanjangan Runwayb. Pekerjaan East Crossa. Runway Extension Worksb. East Cross work

Oktober 2020October 2020

Akuntan PublikPublic Accounting Firm

Fungsi pengawasan independen terhadap aspek keuangan Angkasa Pura II dilakukan dengan melaksanakan pemeriksaan Audit Eksternal yang dilakukan oleh Kantor Akuntan Publik. Kantor Akuntan Publik Purwantono, Sungkoro dan Surja (Ernst & Young (EY)) telah melakukan pemeriksaan audit laporan keuangan Angkasa Pura II sebanyak 6 (enam) kali untuk tahun buku 2020.

Periode Pemeriksaan Akuntan PublikPenunjukan external audit adalah wewenang pemegang saham, dan diputuskan dalam RUPS. Berikut adalah Kantor Akuntan Publik yang melakukan Pemeriksaan Laporan Keuangan selama 5 (lima) tahun terakhir sebagai berikut:

The function of independent audit on financial aspects of PT Angkasa Pura II (Persero) is carried out by conducting External Audit by Public Accounting Firm. The Public Accounting Firm of Purwantono, Sungkono dan Surja (Ernst & Young (EY) has conducted 6 (six) times audit of PT Angkasa Pura II (Persero) annual report for 2020 fiscal year.

Public Accounting Firm PeriodExternal audit appointment is a shareholder authority, and is decreed in GMS. Following is the Public Accounting Firm that has conducted audits on financial report within the past 5 (five) years:

Tahun Buku

Fiscal Year

AkuntanAccountant

Kantor Akuntan PublikPublic Accounting Firm

Fee AuditAudit Fee

2020 Purwantoro, Sungkoro dan Surja KAP Purwantono, Sungkoro dan Surja (Ernst & Young (EY)) 2.686.200.000






2014 Indra Soesetiawan, CPA Hertanto, Sidik & Rekan 1.052.782.500


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Jasa Lain yang Diberikan Kantor Akuntan PublikKantor Akuntan Publik Purwantoro, Sungkoro dan Surja selain melakukan Audit Laporan Keuangan Tahun Buku 2020 juga mencakup :

1. Audit umum atas laporan keuangan Konsolidasi PT Angkasa Pura II (Persero) • Laporan posisi keuangan• Laporan laba rugi• Laporan perubahan ekuitas • Laporan arus kas• Catatan atas laporan keuangan

2. Audit kepatuhan PT Angkasa Pura II (Persero) terhadap perundang-undangan yang berlaku dan penerapan standar audit (SA) 600

3. Audit pengendalian intern terhadap ketentuan yang berlaku

4. Asurans atas hasil evaluasi kinerja keuangan dan Key Performance Indicator (KPI) perusahaan, berdasarkan keputusan menteri BUMN nomor KEP-100/MBU/2002 tanggal 4 Juni 2002 tentang Penilaian tingkat kesehatan BUMN

5. Melaksanakan audit atas laporan program

kemitraan dan bina lingkungan (PKBL) yang meliputi • Laporan posisi keuangan:

• Laporan Aktivitas• Catatan atas laporan keuangan• Laporan arus kas• Evaluasi atas kinerja pengelolaan (tingkat

efektivitas penyaluran dana dan tingkat kolektibilitas pinjaman kemitraan)

6. Audit umum laporan keuangan untuk bandar udara kerjasama pemanfaatan BUMN pada Unit Penyelenggaraan Bandar Udara (UPBU) antara lain : • Bandara Tjilik Riwut, Palangkaraya• Bandara Fatmawati, bengkulu• Bandara Raden Inten, Lampung• Bandara H.A.S Hananjoeddin, tanjung pandan• Bandara Panglima Besar Jend. Soedirman,

Purbalingga

Other Services Provided by the Public Accounting Firm Other Services Provided by the Public Accounting Firm Purwantoro, Sungkoro and Surja Public Accountants Office besides conducting an Audit of Financial Statements for the 2020 Financial Year also includes:1. General audit of the consolidated financial statements

of PT Angkasa Pura II (Persero)• Statements of financial position• The income statement• Statement of changes in equity• The cash flow statement• Notes to the financial statements

2. PT Angkasa Pura II (Persero) compliance audit with applicable laws and the implementation of audit standard (SA) 600

3. Internal control audit against applicable regulations

4. Assurance on the results of the evaluation of the company’s financial performance and Key Performance Indicators (KPI), based on the Decree of the Minister of State-Owned Enterprises No. KEP-100/MBU/2002 dated June 4, 2002 concerning Assessment of the Soundness Level of SOE

5. Carry out an audit of the report on the partnership and community development program (PKBL) which includes:• Statements of financial position• Activity Report• Notes to the financial statements• The cash flow statement• Evaluation of performance management

(distribution of funds and the level of effectiveness of the loan collectability level of partnership)

6. General audit of financial reports for airports in cooperation with the use of SOEs at the Airport Management Unit (UPBU), including:• Tjilik Riwut Airport, Palangkaraya• Fatmawati Airport, Bengkulu• Raden Inten Airport, Lampung• H.A.S Hananjoeddin Airport, tanjung pandan• Panglima Besar Jend. Soedirman Airport,

Purbalingga


Man

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Risiko

Risk Managem

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Manajemen RisikoRisk Management

URAIAN SISTEM MANAJEMEN RISIKO

Unit Corporate Risk Management (DRM) sebagai unit pengelola manajemen risiko dan sistem manajemen mutu perusahaan memiliki 10 (sepuluh) program kerja utama di tahun 2020 yang disusun untuk mendukung pencapaian target kinerja dan sasaran strategis Perusahaan.

Program kerja utama Unit DRM di tahun 2020 meliputi:1. Pelaksanaan Risk Assessment di seluruh unit kantor

pusat, kantor divisi dan kantor cabang PT AP2;2. Monitoring & evaluasi program mitigasi risiko;3. Pengukuran Risk Maturity Index (RMI) 4. Penyusunan Kajian Risiko terhadap bisnis baru

ataupun isu lainnya yang dihadapi Perusahaan;5. Pengelolaan Airport Liability Insurance;6. Assessment GCG;7. Corporate Governance Perception Index (CGPI) Award

2020;8. Sertifikasi ISO 37001:2016 Sistem Manajemen – Anti

Penyuapan9. Kriteria Penilaian Kinerja Uggul (KPKU)10. Penyusunan Pedoman Business Continuity

Management

KEBIJAKAN DAN PROSEDUR PENGELOLAAN RISIKO

Pengelolaan manajemen risiko di Angkasa Pura II bertujuan untuk meningkatkan kepastian pencapaian sasaran dan target-target Perusahaan dengan cara menurunkan tingkat kemungkinan terjadinya peristiwa-peristiwa yang dapat menghambat kelancaran proses bisnis serta meminimalkan potensi kerugian sebagai dampak yang ditimbulkan oleh peristiwa-peristiwa tersebut. Pengelolaan risiko di Angkasa Pura II berbasis pada standar internasional ISO 31000 - Risk Management Principles & Guidelines yang diadopsi Peraturan Bersama Dewan Komisaris dan Direksi PT Angkasa Pura II (Persero) Nomor: CO. 16.04/00/02/2020/0040: PD.16.04/02/2020/0012 tentang Pedoman Umum Manajemen Risiko PT Angkasa Pura II (Persero).

RISK MANAGEMENT SYSTEM DESCRIPTION

The Corporate Risk Management (DRM) unit as a risk management unit and the company’s quality management system has 10 (ten) main work programs in 2020 which are designed to support the achievement of the Company’s performance targets and strategic goals.

The main work programs of the DRM Unit in 2020 include:1. Implementation of Risk Assessment in all head office

units, division offices and branch offices of PT AP2;2. Monitoring & evaluation of risk mitigation programs;3. Measurement of the Risk Maturity Index (RMI)4. Preparation of Risk Assessments for new businesses or

other issues faced by the Company;5. Airport Liability Insurance Management;6. GCG Assessment;7. Corporate Governance Perception Index (CGPI) Award

2020;8. SO 37001: 2016 Management System Certification -

Anti-Bribery9. Uggul Performance Assessment Criteria (KPKU)10. Preparation of Business Continuity Management

Guidelines

RISK MANAGEMENT POLICIES AND PROCEDURES

Risk management at Angkasa Pura II aims to improve the certainty of achievement of the objectives and targets of the Company by lowering the level of the likelihood of events that may hamper the business process as well as minimize the potential loss impact caused by these events. Risk management in Angkasa Pura II is based on the international standard ISO 31000 - Risk Management Principles & Guidelines adopted by the Joint Regulation of the Board of Commissioners and Board of Directors of PT Angkasa Pura II (Persero) Number: CO. 16.04 / 00/02/2020/0040: PD.16.04 / 02/2020/0012 concerning General Guidelines for Risk Management of PT Angkasa Pura II (Persero).


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Penciptaan dan perlindungan nilaii

Perbaikan Sinambung

Faktor manusia dan budaya

Informasi terbaik yang tersedia

Terstruktur dan komprehensif

Terintegrasi

Inklusif

Disesuaikan

Dinamis

Integrasi

Perbaikan

Evaluasi Implementasi

Desain

Lingkup, konteks dan kriteria

Pencatatan dan pelaporan

Penilaian risiko

Identifikasi risiko

Analisis risiko

Evaluasi risiko

Perlakuan risiko

Kom

unik

asi d

an k

onsu

ltas

i Pemantauan dan tinjauan

PENGAWASAN AKTIF DEWAN KOMISARIS DAN DIREKSI DALAM MANAJEMEN RISIKO

ACTIVE SUPERVISION OF THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS IN RISK MANAGEMENT

Struktur Pengelola Manajemen RisikoPembentukan unit Corporate Risk Management merupakan salah satu wujud pelaksanaan tata kelola perusahaan yang baik dimana dalam Pasal 25 Peraturan Menteri BUMN nomor PER-01/MBU/2011 disebutkan bahwa (1) Direksi dalam setiap pengambilan keputusan, harus mempertimbangkan risiko usaha, (2) Direksi wajib membangun dan melaksanakan program manajemen risiko korporasi secara terpadu yang merupakan bagian dari pelaksanaan program GCG, (3) Pelaksanaan program manajemen risiko dapat dilakukan dengan membentuk unit kerja tersendiri yang ada di bawah Direksi atau memberi penugasan kepada unit kerja yang ada dan relevan untuk menjalankan fungsi manajemen risiko.

Risk Management StructureThe establishment of a Corporate Risk Management unit is a form of implementation of good corporate governance in which Article 25 of the Regulation of the Minister of SOE number PER-01 / MBU / 2011 states that (1) the Board of Directors in every decision making must consider business risks, (2) the Board of Directors must build and implement an integrated corporate risk management program which is part of the implementation of the GCG program, (3) Implementation of the risk management program can be carried out by forming a separate work unit under the Board of Directors or assigning existing and relevant work units to carry out functions risk management.

Proses manajemen risiko


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Melalui Keputusan Direksi nomor PD.01.01/09/2019/0046 tanggal 12 September 2019 tentang Organisasi dan Tata Kerja PT Angkasa Pura II (Persero), telah ditetapkan struktur organisasi Angkasa Pura II yang didalamnya terdapat Unit Corporate Risk Management selaku unit pengelola manajemen.

Through the Decree of the Board of Directors number PD.01.01 / 09/2019/0046 dated September 12, 2019 concerning the Organization and Work Procedures of PT Angkasa Pura II (Persero), the organizational structure of Angkasa Pura II has been established, which includes a Corporate Risk Management Unit as the management management unit.

Struktur Organisasi dan Personil DRM (Per 31 Desember 2020)Organization Structure and DRM Personnel (Per December 31, 2020)

PROFIL RISIKO

Pengelolaan risiko menjadi aspek strategis dalam upaya PT Angkasa Pura II (Persero) mencapai tujuan jangka pendek memastikan pencapaian Kontrak Manajemen Tahun 2020 dan tujuan jangka panjang. Dengan pengelolaan risiko yang baik diharapkan dapat meningkatkan kemungkinan pencapaian tujuan, memperbaiki identifikasi peluang dan ancaman secara efektif serta mengalokasikan dan menggunakan sumber daya untuk mengelola risiko secara efisien.

RISK PROFILE

Risk management is a strategic aspect in the efforts of PT Angkasa Pura II (Persero) to achieve short-term goals to ensure the achievement of the 2020 Management Contract and long-term goals. Good risk management is expected to increase the likelihood of achieving goals, improve the identification of opportunities and threats effectively and allocate and use resources to manage risk efficiently.

PLT. VP of Corporate Risk Managament

Ari PriyatnaAVP of Businees Risk

Management

Yusuf AwalinAVP of Operational Risk

Management

Nicolas PrimaAVP of Quality

Management System

Janu DiomatraSenior Officer

Tanti HadiantiSenior Officer

Rizky R.HSenior Officer

Wahyu Handayani

Staff

Yudha Aidil Adha

Senior Officer

Duma Natalia SSenior Officer

NadyaNirvanda KStaff of AVP(Resign Per 1

Desember 2020)

Ulfa Anggia Pratami

Staff

Andreas AntonSenior Officer

Luluk IndriantiSenior Officer

Diana BengawanSenior Officer

Dania Ramadhani

Staff

Limbarrian PSStaff of VP

Joko NugrohoJan - Mar 2020

Ivone ClearaAug - Nov 2020

Ex. VP of Corporate Risk Management


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Sebagai bagian dari penerapan Manajemen Risiko, PT Angkasa Pura II (Persero) telah menyusun profil risiko yang diharapkan mampu memberikan informasi mengenai risiko yang dihadapi Perseroan sehingga Perseroan dapat dengan segera menentukan langkah-langkah strategis dalam menghadapi ketidakpastian di masa yang akan datang.

Berdasarkan hasil identifikasi resiko, diketahui bahwa terdapat 30 (tiga puluh) risk register dengan level resiko sangat tinggi dan tinggi yang masih perlu mendapatkan perhatian dalam pecapaian target corporate tahun 2021.

Data Risk Register dengan level risiko sangat tinggi dan tinggi tersebut (selanjutnya disebut: Top Residual Risk Tahun 2020) akan di analisa dan dicari kesesuaiannya dengan data-data terkait seperti Program/Target RKAP tahun 2021, sehingga dapat menjadi data awal Profil Risiko tahun 2021.

Berikut rincian dari 30 (tiga puluh) risk register aktif dengan level risiko sangat tinggi atau tinggi dalam setiap kategori risiko:1. Risiko Bisnis, terdapat 1 (satu) Risk Register dengan

level risik sangat tinggi, yaitu:a. Risiko Pendapatan Usaha Kurang Optimal

2. Risiko Hukum & Kepatuhan, terdapat 1 (satu) Risk Register aktif dengan level risik sangat tinggi, yaitu:a. Risiko timbulnya tuntutan hukum (litigation)

3. Risiko Strategis, terdapat 6 (enam) Risk Register dengan level risik sangat tinggi dan tinggi, yaitu:a. Risiko terhambatnya Program Strategis

perusahaanb. Risiko terlambatnya penyelesaian proyek

pengembangan Bandar Udarac. Risiko terhambatnya pengembangan bandar

udarad. Risiko terhambatnya proses transformasi

perusahaane. Risiko ketidaksesuaian program strategis

perusahaan dengan rencana kerja perusahaanf. Risiko target transformasi perusahaan tidak

tercapai

4. Risiko Operasional, terdapat 14 (empat belas) Risk Register akitf dengan level risik tinggi, yaitu:a. Risiko menurunnya fasilitas runwayb. Risiko Ketersediaan Catu Daya Listrikc. Risiko menurunnya fasilitas listrikd. Risiko menurunnya layanan IT (network, hardware

dan/atau software)

As part of the application of Risk Management, PT Angkasa Pura II (Persero) has compiled a risk profile which is expected to be able to provide information about the risks faced by the Company so that the Company can immediately determine strategic steps in dealing with uncertainties in the future.

Based on the results of risk identification, it is known that there are 30 (thirty) risk registers with very high and high risk levels that still need attention in the achievement of corporate targets in 2021.

The Risk Register data with a very high and high risk level (hereinafter referred to as: Top Residual Risk Year 2020) will be analyzed and matched with related data such as the RKAP Program / Target for 2021, so that it can become the initial Risk Profile data for 2021.

Following are the details of 30 (thirty) active risk registers with very high or high risk levels in each risk category:

1. Business Risk, there is 1 (one) Risk Register with a very high risk level, namely:a. Risk of Less Optimal Business Revenue

2. Legal & Compliance Risk, there is 1 (one) active Risk Register with a very high risk level, namely:a. Risk of legal claims (litigation)

3. trategic Risk, there are 6 (six) Risk Registers with very high and high risk levels, namely:a. Risk of obstruction of the company's strategic

programb. Risk of late completion of airport development

projectsc. Risk of hampering airport development

d. Risk of obstruction of the company's transformation process

e. Risk of incompatibility of the company's strategic program with the company's work plan

f. The risk of the company's transformation target not being achieved

4. Operational Risk, there are 14 (fourteen) active Risk Registers with a high risk level, namely:a. Risk of decreasing runway facilitiesb. Risk of Availability of Electric Power Supplyc. The risk of decreasing electricity facilitiesd. Risk of decline in IT services (network, hardware

and/or software)


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e. Risiko terganggunya ketersediaan sistem pengelolaan energi listrik

f. Risiko keterlambatan penanganan kondisi emergency di bandara

g. Risiko terbatasnya kapasitas jaringan listrik bandara

h. Risiko menurunnya fasilitas elektronikai. Risiko gangguan pengelolaan database FIDSj. Risiko menurunnya fasilitas taxiwayk. Risiko terganggunya fasilitas pengawasan

keamanan bandaral. Risiko kebakaran di terminal (Bandara)m. Risiko penanganan Domestic Firen. Risiko kesalahan dalam perencanaan kebutuhan

karyawan

5. Risiko Keuangan, terdapat 5 (lima) Risk Register aktif dengan level risik tinggi, yaitu:a. Risiko tidak terpenuhinya persyaratan Financial

Covenantsb. Risiko piutang terlambat dibayarc. Risiko Piutang Macetd. Risiko Keselarasan RKA Terhadap Sasaran yang

akan Dicapaie. Risiko keterlambatan pengadaan barang dan

jasa

6. Risiko Keselamatan, Kesehatan, Keamanan & Lingkungan, tidak terdapat 3 (tiga) Risk Register aktif dengan level risik tinggi, yaitu:a. Risiko kecelakaan pesawat udara di runwayb. Risiko kecelakaan pesawat udara di apronc. Risiko gangguan keamanan bandara

e. The risk of disrupting the availability of the electrical energy management system

f. Risk of delays in handling emergency conditions at the airport

g. Risk of limited airport power network capacityh. Risk of decreasing electronic facilitiesi. Risk of disruption in the management of the FIDS

databasej. Risk of decreasing taxiway facilitiesk. Risk of disruption of airport security surveillance

facilitiesl. Risk of fire at the terminal (Airport)m. Risk of handling Domestic Firen. Risk of errors in planning employee needs

5. Financial Risk, there are 5 (five) active Risk Registers with a high risk level, namely:a. Risk of non-compliance with the requirements of

the Financial Covenantsb. Risk of overdue receivablesc. Risk of Bad Debtsd. Risk of RKA Alignment to the Goals to be Achieved

e. Risk of delays in the procurement of goods and services

6. Safety, Health, Security & Environment Risks, there are no 3 (three) active Risk Registers with a high risk level, namely:a. Risk of aircraft accidents on the runwayb. Risk of aircraft accidents on the apronc. Risk of airport security disruption

HASIL REVIEW/EVALUASI EFEKTIVITAS MANAJEMEN RISIKO TAHUN 2020

1. Risk Assessment Angkasa Pura II telah melaksanakan kegiatan Risk Assessment pada 19 (Sembilan belas) Kantor Cabang dan Kantor Pusat dengan jumlah resiko yang teridentifikasi sebanyak 457 risk event. Adapun rincian risk event tersebut diantaranya: 12 Risk Event pada level Sangat Tinggi, 93 Risk Event pada kategori Tinggi, 306 Risk Event kategori Sedang dan 46 Risk Event dengan kategori Rendah.

Secara korporat jumlah Risiko Teridentifikasi (Risiko Event) pada tahun 2020 didominasi dari fungsi Opstek. Untuk diketahui, pembagian dari masing-masing fungsi adalah sebagai berikut:

RESULT OF REVIEW / EVALUATION OF RISK MANAGEMENT EFFECTIVENESS IN 2020

1. Risk Assessment Angkasa Pura II has carried out Risk Assessment activities at 19 (nineteen) Branch Offices and Head Office with a total identified risk of 457 risk events. The details of the risk events include: 12 Risk Events at the Very High level category, 93 Risk Events in the High category, 306 Risk Events in the Medium category and 46 Risk Events in the Low category.

Corporally, the number of Identified Risks (Event Risk) in 2020 is dominated by the Opstek function. To note, the division of each function is as follows:


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4 Tipe Mitigasi RisikoFour Types of Risk

Mitigation

RisikoRisk

TerimaAccept

HindariAvoid

TransferTransfer

KurangiReduce

RisikoRisk

RisikoRisk

RisikoRisk

• Fungsi Adkom berasal dari fungsi Commercial, Business Development, Finance, Human Capital & Legal (*include: Non Direktorat) sedangkan;

• Fungsi Opstek adalah berasal dari fungsi IT, Engineering (Facility and Project), Operation & Service (*include: Direktorat Transformation and Strategic Portfolio)

Total Risk Event hasil Identifikasi Risiko tahun 2020 adalah 457 Risk Event dengan pembagian sebagai berikut:• Dari fungsi Adkom: 139 Risk Event (30,42% dari

Total Risiko Teridentifikasi) dan; • Dari fungsi Opstek: 318 Risk Event (69,58% dari

Total Risiko Teridentifikasi)

• The function of Adkom comes from the functions of Commercial, Business Development, Finance, Human Capital & Legal (* include: Non Directorate) while;

• Opstek functions are derived from the functions of IT, Engineering (Facility and Project), Operation & Service (* include: Directorate of Transformation and Strategic Portfolio)

Total Risk Events resulting from Risk Identification in 2020 are 457 Risk Events which are divided as follows:

• From the Adkom function: 139 Risk Events (30.42% of the Total Identified Risks) and;

• From Opstek function: 318 Risk Events (69.58% of Total Identified Risks)


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CGK

Risk Event Adkom Risk Event Opstek Jumlah Risk Event (Hasil Identifikasi Risiko)

HLP BKS* TJQ* TKG* PNK KNO TNJ BTJ PLM BDO PDG DJB PKU DTB PGK BWX PKY KJT CGK

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Rincian dari setiap Risk Event pada masing-masing fungsi di Kantor Cabang dan Kantor Pusat dapat dilihat pada grafik berikut:

Details of each Risk Event for each function at Branch Offices and Head Office can be seen in the following graph:

Hasil analisa pada akhir tahun 2020, masih terdapat 729 Risk Event yang masih harus dimonitor yang terdiri dari: hasil identifikasi risiko tahun 2020 sebanyak 457 Risk Event dan sisanya merupakan hasil identifikasi risiko tahun sebelumnya yang belum dilaporkan dan/atau belum dinilai dapat dikelola dengan baik (Risk Event belum termitigasi). Dari total risk event tersebut dapat dibagi berdasarkan sumber dari setiap Direktorat.

Terdapat 6 (enam ) Direktorat dan 1 (satu) Non direktorat yang diketahui telah melakukan Identifikasi Risiko selama periode 2017-2020. Diagram berikut dapat menggambarkan posisi setiap Risk Event dalam setiap Direktorat. Data tersebut dapat dilihat pada Dashboard Aplikasi IRiMS dan merupakan hasil monitoring dana review laporan realisasi mitigasi per 31 Desember 2020.

The results of the analysis at the end of 2020, there are still 729 Risk Events that still need to be monitored, consisting of: the results of the 2020 risk identification totaling 457 Risk Events and the rest are the results of the previous year's risk identification that have not been reported and / or have not been assessed to be properly managed ( Risk Event has not been mitigated). The total risk event can be divided based on sources from each Directorate.

There are 6 (six) Directorates and 1 (one) Non-directorate known to have carried out Risk Identification during the 2017-2020 period. The following diagram illustrates the position of each Risk Event in each Directorate. This data can be seen on the IRiMS Application Dashboard and is the result of monitoring funds reviewing the mitigation realization report as of December 31, 2020.


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Risiko teridentifikasi (Risk Event) per Direktorat Identified Risk (Risk Event) per Directorate

Dari diagram diatas dapat disimpulkan bahwa Risk Event didominasi dari Direktorat Engineering sebanyak 218 Risk Event (29,94%), kemudian dari Direktorat Operation and Service sebanyak 134 Risk Event (18,34%), Direktorat Finance sebanyak 102 Risk Event (14,04%), Direktorat Human Capital sebanyak 87 Risk Event (11,89%), Direktorat Commercial sebanyak 73 Risk Event (9,97%), Non Direktorat sebanyak 64 Risk Event (8,74%) dan terakhir Direktorat Transformation & Strategic Portfolio sebanyak 51 Risk Event (7,02%)

Dari total Risk Event tersebut, telah dilakukan monitoring dan review kemudian diperoleh jumlah Risk Event dengan level risiko yang masih sangat tinggi/tinggi dan masih harus dilakukan monitoring lanjutan. Terdapat Risk Event yang masih perlu dimonitor dari Direktorat Engineering sebanyak 73 Risk Event, kemudian dari Direktorat Commercial sebanyak 50 Risk Event, Direktorat Operation and Service sebanyak 38 Risk Event, Direktorat Finance sebanyak 39 Risk Event, Direktorat Transformation & Strategic Portfolio sebanyak 33 Risk Event, Direktorat Human Capital sebanyak 29 Risk Event, dan terakhir Non Direktorat sebanyak 22 Risk Event.

Diagram berikut dapat menggambarkan posisi setiap Risk Event dalam setiap Faktor Risiko. Data tersebut dapat dilihat pada Dashboard Aplikasi IRiMS dan merupakan hasil monitoring dana review laporan realisasi mitigasi per 31 Desember 2020.

From the diagram above it can be concluded that the Risk Event is dominated by the Engineering Directorate with 218 Risk Events (29.94%), then from the Operations and Service Directorate as many as 134 Risk Events (18.34%), the Finance Directorate with 102 Risk Events (14.04%). %), The Human Capital Directorate with 87 Risk Events (11.89%), the Commercial Directorate with 73 Risk Events (9.97%), the Non Directorate with 64 Risk Events (8.74%) and finally the Transformation & Strategic Portfolio Directorate 51 Risk Event (7.02%)

From the total Risk Event, monitoring and review has been carried out, then it was found that the number of Risk Events with a risk level is still very high / high and still needs to be carried out further monitoring. There are 73 Risk Events that still need to be monitored from the Engineering Directorate, then 50 Risk Events from the Commercial Directorate, 38 Risk Events from the Operations and Service Directorate, 39 Risk Events from the Finance Directorate, 33 Transformation & Strategic Portfolios Directorate Risk Events, Human Capital Directorate with 29 Risk Events, and lastly Non Directorate with 22 Risk Events.

The following diagram illustrates the position of each Risk Event in each Risk Factor. This data can be seen on the IRiMS Application Dashboard and is the result of monitoring funds reviewing the mitigation realization report as of December 31, 2020.

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218

30%

134

18%102

14%

87

12%

73

10%

51

7%

649%

DE

DO

DF

DH

DC

DS

ND


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Dapat disimpulkan bahwa Faktor Risiko masih didominasi dari Facilities sebanyak 328 Risk Event (44,99%), kemudian dari Policy & Procedure sebanyak 127 Risk Event (17,72%), Environment sebanyak 116 Risk Event (15,91%), Finance & Assets sebanyak 81 Risk Event (11,11%), dari Human Resoureces sebanyak 77 Risk Event (10,56%).

It can be concluded that Risk Factors are still dominated by Facilities as many as 328 Risk Events (44.99%), then from Policy & Procedure as many as 127 Risk Events (17.72%), Environment as many as 116 Risk Events (15.91%), Finance & Assets were 81 Risk Events (11.11%), from Human Resources as many as 77 Risk Events (10.56%).

Risiko teridentifikasi (Risk Event) berdasarkan Faktor RisikoIdentified risk (Risk Event) based on Risk Factors

2. Monitoring dan Evaluasi Mitigasi ResikoSetelah risiko teridentifikasi dari hasil Risk Assessment dan ditentukan langkah-langkah mitigasi yang akan dilakukan, tahapan selanjutnya adalah memastikan bahwa upaya-upaya mitigasi risiko yang sudah dirancang betul-betul dilakukan dan secara efektif menurunkan tingkat risiko pada level yang dapat diterima Perusahaan.

Dari total 457 Risk Event, Realisasi Mitigasi Risiko secara korporat, berdasarkan hasil monitoring laporan mitigasi per 31 Desember 2020 yaitu 327 Risk Event sebesar 71,55%, masih terdapat sebanyak 130 Risk Event yang belum dilaporkan dan/atau belum dilakukan rencana mitigasinya oleh kantor cabang diantaranya:• Soekarno Hatta – Tangerang, • Halim Perdanakusuma – Jakarta, • Husein Sastranegara – Bandung, • Sultan Mahmud Badaruddin II – Palembang,

2. Risk Mitigation Monitoring and EvaluationAfter the risks are identified from the results of the Risk Assessment and the mitigation steps to be taken are determined, the next step is to ensure that the risk mitigation efforts that have been designed are properly implemented and effectively reduce the risk level to a level that is acceptable to the Company.

From a total of 457 Risk Events, the realization of risk mitigation in a corporate manner, based on the monitoring results of the mitigation report as of 31 December 2020, namely 327 Risk Events of 71.55%, there are still 130 Risk Events that have not been reported and / or the mitigation plan has not been carried out by the branch office. including:• Soekarno Hatta - Tangerang,• Halim Perdanakusuma Jakarta -• Husein Sastranegara - Bandung,• Sultan Mahmud Badaruddin II - Palembang,

729

116

16%

81

11%

127

17%

328

45%

77

11%

Environment

Policy & Prosedur

Human Resources

Finance & Assets

Facilities


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• Kualanamu – Deli Serdang, • Sultan Syarif Kasim II – Pekanbaru, • Supadio –.Pontianak, • Minangkabau – Padang, • Sultan Thaha – Jambi, • Raja Haji Fisabilillah – Tanjung Pinang, • Sultan Iskandar Muda – Aceh, • Depati Amir – Pangkal Pinang, • Silangit – Siborong-borong, • Banyuwangi, Kertajati, • Tjilik Riwut – Palangkaraya, • Raden Inten II – Lampung, • H.A.S. Hanandjoeddin – Tanjung Pandan, • Fatmawati Soekarno – Bengkulu • Direktorat (Corporate dan Division) Kantor Pusat.

• Kualanamu - Deli Serdang,• Sultan Syarif Kasim II - Pekanbaru,• Supadio – Pontianak,• Minangkabau - Padang,• Sultan Taha - Jambi,• Raja Haji Fisabilillah - Tanjung Pinang,• Sultan Iskandar Muda - Aceh,• Depati Amir - Pangkal Pinang,• Silangit - Siborong-borong,• Banyuwangi, Kertajati,• Tjilik Riwut - Palangkaraya,• Raden Inten II - Lampung,• H.A.S. Hanandjoeddin - Tanjung Pandan,• Fatmawati Soekarno - Bengkulu• Directorate (Corporate and Division) Head

Office.

Capaian Realisasi Mitigasi Korporat tahun 2020Achievements in Corporate Mitigation Realization in 2020

No Kantor Cabang Waktu Pelaksanaan Risk Assesment Risiko

Teridentifikasi Risiko Termitigasi Progres Risiko Termitigasi

1 CGK Juni - September 2020 82 25 30%

2 HLP 28 - 31 Januari 2020 13 13 100%

3 BKS 17 - 19 Februari 2020 15 0 0%

4 TJQ 17 - 19 Februari 2020 16 7 44%

5 TKG 25 - 27 Februari 2020 11 11 100%

6 PNK 10 - 12 Maret 20 19 95%

7 KNO Mei - Juni 2020 41 39 95%

8 TNJ 24 - 27 Agustus 2020 12 12 100%

9 BTJ 24 - 27 Agustus 2020 13 13 100%

10 PLM 31 Agustus - 3 September 2020 14 14 100%

11 BDO 31 Agustus - 4 September 2020 14 14 100%

12 PDG 7 - 11 Sepetember 2020 15 15 100%

13 DJB 7 - 11 Sepetember 2020 18 18 100%

14 PKU 14 - 17 September 2020 15 15 100%

15 DTB 14 - 18 September 2020 16 13 81%

16 PGK 21 - 24 September 2020 16 16 100%

17 BWX 21 - 25 September 2020 8 8 100%

18 PKY 28 September - 1 Oktober 2020 20 12 60%


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No Kantor Cabang Waktu Pelaksanaan Risk Assesment Risiko

Teridentifikasi Risiko Termitigasi Progres Risiko Termitigasi

19 KJT 28 September - 2 Oktober 2020 16 16 100%

20 KP 04 November - 8 Desember 2020 82 48 59%

Total Risk Event 457 327 71,55%

CGK

Risk Event Adkom Risk Event Opstek Jumlah Risk Event (Belum Termitigasi)

HLP BKS* TJQ* TKG* PNK KNO TNJ BTJ PLM BDO PDG DJB PKU DTB PGK BWX PKY KJT CGK

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Risk Event Belum Termitigasi Tahun 2020Risk Event That Has Not Been Mitigated In 2020

Grafik menggambarkan bahwa masih terdapat Risk Event belum termitigasi dengan jumlah yang bervariasi, dengan jumlah yang tertinggi pertama ada pada Kantor Cabang Bandara Soekarno Hatta, tertinggi kedua ada pada Kantor Pusat dan tertinggi ketig ada pada Kantor Cabang Bandara Fatmawati Soekarno. Persentase Risk Event yang belum termitigasi secara total adalah 130 risk event atau sebesar 28,45%.

Hal ini tentunya perlu mendapat perhatian dan analisa lebih dalam terkait faktor apa saja yang menyebabkan beberapa Kantor Cabang dan beberapa Direktorat Kantor Pusat (Corporate dan Division) masih memiliki jumlah Risk Event (belum dinilai termitigasi) yang cukup tinggi.

Dari total Risk Event tersebut, telah dilakukan monev dan menghasilkan jumlah Risk Event dengan level risiko yang masih sangat tinggi/tinggi dan masih harus dilakukan monitoring lanjutan sebanyak

The graph illustrates that there is still a Risk Event has not mitigated by varying amounts, with the highest amount of the first on the Branch Office Soekarno Hatta airport, the second highest is in the Central Office and the highest is in the Branch Office Asses Fatmawati Soekarno Airport. The percentage of risk events that have not been mitigated in total is 130 risk events or 28.45%.

This of course needs attention and deeper analysis related to what factors have caused several Branch Offices and several Head Office Directorates (Corporate and Division) to still have a fairly high number of Risk Events (not assessed as mitigated).

Of the total Risk Events, monitoring and evaluation have been carried out and resulted in a number of Risk Events with a very high / high level of risk and 294 Risk Events still need to be carried out further monitoring based on


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294 Risk Event berdasarkan Faktor Risiko yaitu: dari Facilities sebanyak 110 Risk Event, kemudian dari Policy & Procedure sebanyak 67 Risk Event, Environment sebanyak 66 Risk Event, Finance & Assets sebanyak 26 Risk Event, dari Human Resoureces sebanyak 25 Risk Event.

Risk Factors, namely: from Facilities, as many as 110 Risk Events, then from Policy & Procedure 67 Risk Events, 66 Environment Risk Events, Finance & Assets 26 Risk Events, 25 Risk Events from Human Resources.

3. Risk Maturity IndexSebagai bagian dari proses penerapan manajemen risiko, AP II telah menerapkan Pedoman Umum Manajemen Risiko (PUMR) yang mengacu pada ISO 31000:2018 Risk Management–Guidelines. Untuk itu, perlu dilakukan pengukuran tingkat kematangan penerapan manajemen risiko di seluruh tingkatan level di lingkungan kerja AP II. Selain itu menindaklanjuti Surat Dari Asisten Deputi Bidang Sarana dan Prasarana Perhubungan, Kementerian Badan Usaha Milik Negara Nomor S-47/Wk2.MBU.F/09/2020 Tanggal 30 September 2020 Perihal Permintaan Data Laporan Profil Risiko dan Penilaian Tingkat Kematangan Manajemen Risiko (Risk Maturity Index) BUMN.

Manajemen telah melakukan pengukuran tingkat kematangan risiko dengan mengunakan metode pengukuran Risk Maturity Index (RMI) dengan berdasarkan pendekatan Panduan Pengelolaan Risiko – ISO 31000:2018 dan Aon Risk Maturity Index.

3. Risk Maturity IndexAs part of the risk management implementation process, AP II has implemented the General Risk Management Guidelines (PUMR) which refer to ISO 31000: 2018 Risk Management – Guidelines. For this reason, it is necessary to measure the maturity level of risk management implementation at all levels in the AP II work environment. In addition, following up on a letter from the Deputy Assistant for Transportation Facilities and Infrastructure, the Ministry of State-Owned Enterprises Number S-47 / Wk2.MBU.F / 09/2020 dated September 30, 2020 Regarding Request for Risk Profile Report Data and Assessment of the Risk Maturity Index of SOE.

Management has measured the risk maturity level using the Risk Maturity Index (RMI) measurement method based on the Risk Management Guide - ISO 31000: 2018 and Aon Risk Maturity Index approach.

Risiko Event dengan level risiko sangat tinggi & tinggi berdasarkan Faktor RisikoRisk Event with very high & high risk level by Risk Factor

294

26

9%

110

37%

67

23%

66

22%

25

9%

Facilities

Environment

Human Resources

Policy & Procedure

Finance & Assets


Man

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Risiko

Risk Managem

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Dimana sebelumnya pengukuran menggunakan metode pengukuran Risk Maturity Level (RML) dengan berdasarkan pendekatan Risk and Insurance Management Society (RIMS).

Pengukuran maturitas risiko atau Risk Maturity Index (RMI) mulai diterapkan pada tahun 2011. Metode ini telah dikembangkan oleh Aon dan bekerjasama dengan Wharton School of the University of Pennsylvania. Pengukuran RMI Tahun 2020 untuk AP II dapat dilakukan dengan menggunakan pendekatan terintegrasi dari beberapa kerangka kerja manajemen, yakni:a. Panduan Pengelolaan Risiko – ISO 31000:2018b. Aon Risk Maturity Index (skala likert)

Berdasarkan hal tersebut tahun 2020 ini telah dilakukan pengukuran Risk Maturity Index (RMI) untuk kantor cabang, kantor divisi, kantor pusat dan perwakilan unit corporate risk management. Berikut hasil pengukuran Risk Maturity Index (RMI) Tahun 2020.

Where previously the measurement used the Risk Maturity Level (RML) measurement method based on the Risk and Insurance Management Society (RIMS) approach.

Measuring risk maturity or the Risk Maturity Index (RMI) began to be applied in 2011. This method has been developed by Aon in collaboration with the Wharton School of the University of Pennsylvania. The 2020 RMI measurement for AP II can be done using an integrated approach from several management frameworks, namely:

a. Risk Management Guide - ISO 31000: 2018b. Aon Risk Maturity Index (Likert scale)

Based on this, in 2020 the Risk Maturity Index (RMI) measurement has been carried out for branch offices, division offices, head offices and representatives of the corporate risk management unit. Following are the results of the 2020 Risk Maturity Index (RMI) measurement.

Diagram Standar Peringkat Penilaian RMIRMI Rating Standard Diagram

0%

10%

20%

Initial• Component and

associated activities are very limited in scope

• Implementation could be on an ad-hoc basic to address specific risks

Basic• Limited capabilities to

identitfy asses, manage and monitor risks

Defined• Sufficent capabilities

to identify, measure, manage, report and monitor major risks

• Policies and techniques are defined and utilized (perhaps inconsistently) across organization

Operational• Consistent ability to

identify, measure, manage, report and monitor risks

• Consistent application of policies and techniques across organizatio

Advanced• Well-developed ability to

identify, measure, manage and monitor risks across the organization

• Process is dynamic and able to adopt to changing risk and varying business cycles

• Explicit consideration of risk and risk management in management decisions

1.0 1.5 2.5 3,5 4.52.0 3.0 4.0 5.0


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10%

20%

30%

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0,14% 0,78%

2,73%6,74%

19,44%19,44%

31,83%

14,93%

0,00%

1.5 2.5 3,5 4.52.0 3.0 4.0 5.0

Initial Basic Defined Operational Advanced

Pola Distribusi Nilai RMI Setelah WawancaraDistribution Pattern of RMI Value After Interview

Hasil Penilaian RMI Tahun 2020 PT Angkasa PURA II (Persero) sebesar 3,58

Hasil penilaian RMI Tahun 2020 PT Angakasa Pura II (Persero) adalah 3,58 dari skala 5,00 atau berada pada zona “Defined to Operational” dengan persentasi sebesar 71,58%.Hasil penilaian RMI Tahun 2020 PT Angakasa Pura II (Persero) adalah 3,58 dari skala 5,00 atau berada pada zona “Defined to Operational” dengan persentasi sebesar 71,58%.

4. Penyusunan Kajian Resiko Sesuai dengan ketentuan Peraturan Menteri BUMN nomor PER-01/MBU/2011 bahwa Direksi dalam setiap pengambilan keputusan, harus mempertimbangkan risiko usaha, selain melakukan kegiatan Risk Assessment secara rutin, Unit Corporate Risk Management juga membuat telaah/ kajian.

Kajian risiko khusus atas adanya rencana bisnis baru atau risk event tertentu yang perlu dilakukan pemetaan risiko sebelum terjadinya proses pengambilan keputusan. Unit DRM telah membuat 9 (sembilan) kajian risiko pada tahun 2020 sebagai berikut:

4. Preparation of Risk AssessmentIn accordance with the provisions of the SOE Ministerial Regulation number PER-01 / MBU / 2011 that the Board of Directors in every decision making, must consider business risks, in addition to carrying out routine Risk Assessment activities, the Corporate Risk Management Unit also makes reviews / studies.

A special risk assessment of the existence of a new business plan or a certain risk event that requires risk mapping before the decision-making process takes place. The DRM Unit has made 9 (nine) risk studies in 2020 as follows:


Sistem Pen

gend

alian In

ternal

Internal Control System

Daftar Kajian Risiko Unit DRM Tahun 2020List of Risk Assessment Unit DRM 2020

No Nama Kajian Nomor Kajian Bulan PIC

1 Kajian Risiko atas Usulan Pendanaan KMK Tahun 2020Risk Assessment of Proposed KMK Funding for 2020

KR-001/DRM/04/2020 AprilApril

DRMB

2 Kajian Risiko Rencana Implementasi Tarif PJP4U Berdasarkan Peraturan Menteri Perhubungan Republik Indonesia Nomor: PM 36 Tahun 2014 Jo. Nomor: PM 179 Tahun 2015Risk Assessment of PJP4U Tariff Implementation Plan Based on the Regulation of the Minister of Transportation of the Republic of Indonesia Number: PM 36 of 2014 Jo. Number: PM 179 Year 2015

KR-002/DRM/07/2020 JuliJuly

DRMO

3 Kajian Risiko Penerapan Keadaan Kahar (Force Majeur) Atas Pekerjaan Di Lingkungan Airport Construction Division (ACD)Risk Assessment of the Application of Force Majeure on Work in the Airport Construction Division (ACD) Environment

KR-003/DRM/07/2020 JuliJuly

DRMB

4 Kajian Risiko pengembangan bisnis AdjecentRisk Assessment of Adjacent business development

KR-005/DRM/08/2020 AgustusAugust

DRMB

5 Perubahan Besaran Nilai Dan Tata Cara Pembayaran Atas Pekerjaan Capex Tahun 2019 Dan 2020 Di Pt Angkasa Pura II(Persero) (Pengesampingan Rupa-Rupa)Changes in the Amount of Value and Payment Procedures for the 2019 and 2020 Capex Work at Pt Angkasa Pura II (Persero) (Miscellaneous Waiver)

KR-004/DRM/08/2020 AgustusAugust

DRMB

6 Kajian Risiko Rencana Kerjasama Pengelolaan Terminal Kargo Cluster 2 Bandara Soekarno-Hatta TangerangRisk Assessment of Cooperation Plan for Cargo Terminal Management Cluster 2 of Soekarno-Hatta Airport, Tangerang

KR-006/DRM/10/2020 OktoberOctober

DRMB

7 Kajian Risiko Rencana Seleksi Mitra Usaha Outdoor Advertising di 13 Bandara PT Angkasa Pura II (Persero)Risk Assessment of Outdoor Advertising Business Partner Selection Plans at 13 PT Angkasa Pura II (Persero) Airports

KR-007/DRM/10/2020 OktoberOctober

DRMB

8 Kajian Risiko Rencana Penambahan Modal PT Railink Tahun 2020Risk Study of PT Railink Capital Increase Plan 2020

KR-008/DRM/11/2020 NovemberNovember

DRMB

9 Kajian Risiko atas Usulan Share Holder Loan PT RailinkRisk Assessment of Proposed Share Holder Loan for PT Railink

KR-009/DRM/12/2020 DesemberDecember

DRMB

Sistem Pengendalian InternalInternal Control System

Salah satu implementasi tata kelola perusahaan yang baik adalah memastikan bahwa sistem pengendalian internal berjalan secara efektif. Penerapan sistem pengendalian internal diarahkan untuk memastikan bahwa Perseroan telah memiliki kehandalan laporan dan informasi keuangan, kepatuhan terhadap peraturan yang berlaku serta efisiensi dan efektivitas kegiatan operasional.

One of the good corporate governance implementations is to ensure an effective internal control system. The implementation of internal control is set to ensure the Company on having a reliability of financial report and information, the compliance on provision of applicable laws along with its effective and efficient operational activities.


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Untuk itulah Angkasa Pura II terus berupaya menerapkan sistem pengendalian internal yang efektif dengan melibatkan Dewan Komisaris, Direksi, dan seluruh Insan Perseroan mengacu pada prinsip-prinsip Internal Control-Integrated Framework yang diterbitkan oleh The Committee of Sponsoring Organization (COSO) of the Treadway Commission.

Angkasa Pura II melakukan evaluasi atau penilaian atas efektivitas pengendalian internal pada tingkat korporat maupun tingkat operasional/aktivitas dengan menerapkan dan memelihara sistem pengendalian internal dan prosedur pelaporan keuangan yang memadai sesuai ketentuan yang berlaku.

KERANGKA SISTEM PENGENDALIAN INTERNAL

Kerangka Sistem Pengendalian internal Angkasa Pura II terdiri 5 (lima) komponen dan dikelola melalui 4 (empat) tahapan yang dapat dijelaskan sebagai berikut:1. Lingkungan Pengendalian

Merupakan pondasi dari Pengendalian Intern yang menentukan efektivitas seluruh komponen Pengendalian Internal lainnya. Lingkungan Pengendalian merupakan cerminan dari komitmen dan kesadaran Direksi dan Karyawan untuk berperilaku dan bertindak sesuai dengan kepentingan dan tujuan Perseroan.

2. Penilaian RisikoEfektivitas penilaian risiko tidak terpisahkan dari tahapan tahapan sebelum dan setelahnya, sehingga dalam perancangan dan implementasi Pengendalian Intern komponen-komponen yang terkait langsung dengan penilaian risiko juga menjadi bahan pertimbangan dalam standar Pengendalian internal Perseroan. Komponen-komponen yang terkait langsung dengan penilaian risiko tersebut adalah Penetapan Tujuan, Identifikasi Risiko, Mitigasi Risiko.

3. Aktivitas PengendalianAktivitas Pengendalian adalah inti dari Pengendalian Internal yaitu segala tindakan yang ditetapkan melalui pedoman dan prosedur untuk memastikan bahwa kemungkinan terjadinya sebab risiko dan atau dampak risiko bila risiko benar-benar terjadi menjadi hilang atau sekecil mungkin.

4. Informasi dan KomunikasiInformasi Dan Komunikasi menjadi salah satu komponen pengendalian intern karena menginformasikan pengendalian yang telah

Therefore, PT Angkasa Pura II (Persero) is constantly striving for implementing an effective internal control system that involves Board of Commissioners, Board of Directors, and the whole company entity which refers to the Internal Control- Integrated Framework principles issued by The Committee of Sponsoring Organization (COSO) of the Treadway Commission.

PT Angkasa Pura II (Persero) conducts an evaluation or assessment on an effective internal control system at corporate level and operational/activity level by implementing and maintaining an internal control system and a sufficient financial report procedure.

INTERNAL CONTROL SYSTEM FRAMEWORK

Angkasa Pura II’s internal control system framework consists of 5 (five) components and is managed through 4 (four) stages which can be explained as follows:1. Control Environment

Control Environment is the foundation of Internal Control which determines the effectiveness of all other components of Internal Control. The Control Environment is a reflection of the commitment and awareness of the Directors and Employees to behave and act in accordance with the interests and objectives of the Company.

2. Risk AssessmentThe effectiveness of risk assessment is inseparable from the stages before and after, so that in the design and implementation of Internal Control the components directly related to risk assessment are also taken into consideration in the Company’s internal control standards. Components The components directly related to the risk assessment are Goal Setting, Risk Identification, and Risk mitigation.

3. Control activitiesControl activities are the essence of Internal Control, namely all actions that are determined through guidelines and procedures to ensure that the possibility of risk causes and / or risk impacts if the risk actually occurs becomes lost or is as small as possible.

4. Information and CommunicationInformation and Communication is one of the components of internal control because it informs the controls that have been implemented and informs each


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dilaksanakan dan menginformasikan masing-masing pelaksanaan tanggung jawab beserta tugas Direksi dan Karyawan.

5. PemantauanPemantauan adalah komponen terakhir dari pengendalian intern. Pemantauan memungkinkan perusahaan untuk mengevaluasi efektivitas pelaksanaan keempat komponen pengendalian intern lainnya serta merumuskan langkah langkah penyempurnaan atau perbaikan.

of the implementation of the responsibilities and duties of the Board of Directors and Employees.

5. MonitoringMonitoring is the last component of internal control. Monitoring enables the company to evaluate the effectiveness of the implementation of the other four components of internal control and to formulate steps for improvement or improvement.

URAIAN MENGENAI CSR TERKAIT TATA KELOLA TANGGUNGJAWAB SOSIALDESCRIPTION OF CSR RELATED TO SOCIAL RESPONSIBILITY GOVERNANCE

No UraianDescription

PengungkapanDisclosure

YaYes

TidakNo

1 Informasi komitmen pada tanggung jawab sosialCommitment Information to social responsibility

√

2 Informasi mengenai methoda dan lingkup due diligent terhadap dampak sosial, ekonomi dan lingkungan dari aktifitas perusahaanInformation regarding methods and scope of due diligence on the social, economic and environmental impacts of Company activities

√

3 Informasi tentang stakeholder penting yang terdampak atau berpengaruh pada dampak dari kegiatan perusahaanInformation regarding important stakeholders who are affected or affect the impact of Company activities

√

4 Informasi tentang isu isu penting sosial ekonomi dan lingkungan terkait dampak kegiatan perusahaanInformation regarding important socio-economic and environmental issues related to the impact of Company activities

√

Uraian mengenai CSR Terkait Core Tata Kelola Tanggung Jawab Sosial diungkapkan pada Bab Tanggung Jawab Sosial Perusahaan.

Hal-hal yang diungkapkan mencakup:

A description of CSR Related to Core Social Responsibility is disclosed in the Corporate Social Responsibility Chapter.

Matters disclosed include:


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5 Informasi tentang lingkup tanggung jawab sosial perusahaan baik yang merupakankan kewajiban maupun yang melebihi kewajibanInformation regarding of corporate social responsibility both as an obligation and in excess of obligations

√

6 Informasi tentang strategi dan program kerja perusahaan dalam menangani isu isu sosial, ekonomi dan lingkungan dalam upaya stakeholders engagement dan meningkatkan value untuk stakeholder dan shareholderInformation regarding the Company’s strategy and work program in dealing with social, economic and environmental issues in the effort of stakeholder engagement and increasing value for stakeholders and shareholders

√

7 Informasi tentang berbagai program yang melebihi tanggung jawab minimal perusahaan yang relevan dengan bisnis yang dijlaankanInformation regarding various programs that exceed the Company’s minimum responsibilities that are relevant to the business conducted

√

8 Informasi tentang pembiayaan dan anggaran tanggung jawab sosialInformation regarding financing and social responsibility budgets

√

Uraian Mengenai CSR Terkait Core Subject Hak Asasi ManusiaDescription of CSR Related to Human Rights Core Subject



YaYes

TidakNo

1 Informasi tentang komitmen dan kebijakan tanggung jawab sosial core subject Hak Asasi ManusiaInformation regarding commitments and social responsibility policies on Human Rights core subject

√

2 Informasi tentang rumusan perusahaan lingkup tanggung jawab sosial core subject Hak Asasi ManusiaInformation regarding the Company formulation of social responsibility on Human Rights core subject

√

3 Informasi tentang perencanaan corporate social responsibility bidang Hak Asasi ManusiaInformation regarding corporate social responsibility planning in the field of Human Rights

√

4 Informasi tentang pelaksanaan inisiatif CSR bidang Hak Asasi ManusiaInformation regarding the implementation of CSR initiatives on Human Rights field

√

5 Informasi tentang capaian dan penghargaan inisiatif CSR bidang Hak Asasi ManusiaInformation regarding the achievements and awards of CSR initiatives in the field of Human Rights

√

Uraian mengenai CSR Terkait Core Subject Hak Asasi Manusia diungkapkan pada Bab Tanggung Jawab Sosial Perusahaan.


A description of CSR Related to Human Rights Core Subject is disclosed in the Corporate Social Responsibility Chapter.



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URAIAN MENGENAI CSR TERKAIT CORE SUBJECT OPERASI YANG ADILDESCRIPTION OF CSR RELATED TO FAIR OPERATIONS CORE SUBJECT



YaYes

TidakNo

1 Informasi tentang komitmen dan kebijakan tanggung jawab sosial core subjek operasi yang adilInformation on commitment and social responsibility policy on fair operation core subject

√

2 Informasi tentang rumusan perusahaan lingkup tanggung jawab sosial core subjek operasi yang adilInformation about the formulation of corporate social responsibility core subject to fair operations

√

3 Informasi tentang perencanaan corporate social responsibility bidang operasi yang adilInformation concerning corporate social responsibility planning on fair operating field

√

4 Informasi tentang pelaksanaan inisiatif CSR bidang operasi yang adilInformation about implementing CSR initiatives in fair operations field

√

5 Informasi tentang capaian dan penghargaan inisiatif CSR bidang operasi yang adilInformation about the achievements and awards of CSR initiatives in fair operations field.

√

Uraian mengenai CSR Terkait Core Subject Operasi yang Adil diungkapkan pada Bab Tanggung Jawab Sosial Perusahaan.


A description of CSR Related to the Fair Operations Core Subject is disclosed in the Corporate Social Responsibility Chapter.


URAIAN MENGENAI CSR TERKAIT LINGKUNGAN HIDUPDESCRIPTION OF CSR RELATED TO ENVIRONMENT

Uraian mengenai CSR Terkait Lingkungan Hidup diungkapkan pada Bab Tanggungjawab Sosial Perusahaan.


Description of CSR related to the environment is disclosed in the Corporate Social Responsibility Chapter.




YaYes

TidakNo

1 Informasi tentang komitmen dan kebijakan lingkunganInformation about the commitment and environmental policy

√

2 Informasi tentang dampak dan resiko lingkungan penting yang terkait secara langsung atau tidak langsung dengan perusahaanInformation about important environmental impacts and risks that are directly or indirectly related to the Company

√


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3 Informasi tentang target/rencana kegiatan pada tahun 2019 yang ditetapkan manajemenInformation about the target/planned activities in 2019 which set management

√

4 Informasi tentang kegiatan yang dilakukan dan terkait program lingkungan hidup yang berhubungan dengan kegiatan operasional perusahaanInformation about activities carried out and related to environmental programs which related to the Company’s operational activities

√

5 Informasi tentang pelaksanaan inisitaif CSR terkait lingkungan hidupInformation on the implementation of environment-related CSR initiatives

√

6 Informasi tentang capaian dampak kuantitatif atas kegiatan tersebutInformation on the achievements of the quantitative impact on these activities

√

7 Sertifikasi di bidang lingkungan yang dimiliki.Certification in the environmental field owned

√

Uraian Mengenai CSR Terkait Ketenagakerjaan, Kesehatan dan Keselamatan KerjaDescription of CSR Related to Labor, Health and Safety

Uraian mengenai CSR Terkait Ketenagakerjaan, Kesehatan dan Keselamatan Kerja diungkapkan pada Bab Tanggung Jawab Sosial Perusahaan.


Description of CSR Related to Labor, Health and Safety is disclosed in the Corporate Social Responsibility Chapter.




YaYes

TidakNo

1 Kebijakan dan komitmen tanggung jawab sosial perusahaan core subject ketenagakerjaanPolicy and commitment to corporate social responsibility of labor core subjects

√

2 Informasi lingkup dan perumusan tanggung jawab sosial bidang ketenagakerjaanInformation on the scope and formulation of social responsibility in the field of labor

√

3 Informasi terkait target/rencana kegiatan pada tahun 2019 yang ditetapkan manajemen danInformation related to targets/planned activities in 2019 set by management and

√

4 Kegiatan yang dilakukan dan dampak kuantitatif atas kegiatan tersebutActivities undertaken and quantitative impact on these activities

√

5 Informasi terkait praktik ketenagakerjaan, kesehatan, dan keselamatan kerjaInformation related to labor, health and safety practices

√


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URAIAN MENGENAI CSR TERKAIT TANGGUNGJAWAB KEPADA KONSUMENDESCRIPTION OF CSR RELATED TO CUSTOMERS

Uraian mengenai CSR Terkait Tanggung Jawab Keapda Konsumen Kerja diungkapkan pada Bab Tanggung Jawab Sosial Perusahaan.


Description of CSR Regarding Costumers Responsibility is disclosed in the Corporate Social Responsibility Chapter.




YaYes

TidakNo

1 Target/rencana kegiatan yang pada tahun 2018 ditetapkan manajemenTargets/plans for 2018 will be set by management

√

2 Kegiatan yang dilakukan dan dampak atas kegiatan tersebutActivities undertaken and the impact of these activities

√


√

Uraian Mengenai CSR Terkait Pengembangan Sosial dan KemasyarakatanDescription of CSR Related to Social and Community Development

Uraian mengenai CSR Terkait Pengembangan Sosial Dan Kemasyarakatan diungkapkan pada Bab Tanggungjawab Sosial Perusahaan.

Description of CSR Related to Social and Community Development is disclosed in the Corporate Social Responsibility Chapter.


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1 Kebijakan dan komitmen tanggung jawab sosialSocial responsibility policies and commitments

√

2 Informasi tentang isu isu sosial yang relevan dengan perusahaanInformation about social issues that are relevant to the Company

√

3 Informasi tentang resiko sosial yang dikelola perusahaanInformation about social risks managed by the Company

√

4 Informasi lingkup dan perumusan tanggung jawab sosial bidang pengembangan sosial dan kemasyarakatanInformation on the scope and formulation of social responsibility in the field of social and community development

√

5 Target/rencana kegiatan pada tahun 2019 yang ditetapkan manajemenTargets/activity plans for 2019 set by management

√


√

7 Biaya yang dikeluarkanCost incurred

√

8 Informasi Terkait pengembangan sosial dan kemasyarakatanInformation related to social and community development

√

Hal-hal yang diungkapkan mencakup: Matters disclosed include:


Perkara Pentin

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Kom

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An

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Important Case Faced by the Com

pany, Subsidiaries and Mem

bers of the Board of Comm

issioners and Board of Directors

Perkara Penting yang Dihadapi Perusahaan, Entitas Anak serta Anggota Dewan Komisaris dan Anggota DireksiImportant Case Faced by the Company, Subsidiaries and Members of the Board of Commissioners and Board of Directors

PERKARA YANG DIHADAPI PERSEROANCASES FACED BY THE COMPANY

No PerkaraCase

Status Penyelesaian PerkaraCase Settlement Status

Risiko Yang Dihadapi Perusahaan

Risks Faced bythe Company

Nilai Nominal

1 Perkara Perdata Nomor 86/PDT.G/2020/PN.TNG di Pengadilan Negeri TangerangCivil Case Number 86 / PDT.G / 2020 / PN.TNG at the Tangerang District Court

Proses Persidangan di PN TangerangTrial Process at the Tangerang District Court

Menghambat Pembangunan Nasional dalam hal ini Pembangunan Runway 3 Bandar Udara Internasional Soekarno-HattaInhibiting National Development, in this case the Development of Runway 3 at Soekarno-Hatta International Airport

Obyek sengketa berupa tanah seluas ± 1.420 m2 senilai Rp1.635.744.125,00 yang terletak di Desa Rawa Rengas, Kecamatan Kosambi, Kabupaten TangerangThe object of the dispute is a land area of ± 1,420 m2, valued at IDR 1,635,744,125.00 which is located in Rawa Rengas Village, Kosambi District, Tangerang Regency.

2 Perkara Banding atas Putusan Pengadilan TUN Palembang Nomor 32/G/2020/PTUN.PLG di Pengadilan Tinggi TUN MedanPerkara Banding atas Putusan Pengadilan TUN Palembang Nomor 32/G/2020/PTUN.PLG di Pengadilan Tinggi TUN Medan

Proses Banding di Pengadilan Tinggi TUN MedanThe Appeal Process at the Medan State Administrative High Court

Menghambat dalam pengelolaan dan pengoperasian Bandara Sultan Mahmud Badaruddin II PalembangInhibiting the management and operation of the Sultan Mahmud Badaruddin II Palembang

Sertifikat Hak Pakai (SHP) Nomor 11/Kel. Talang Betutu, SU No. 6417/Talang Betutu/2019 seluas 2.067.811 m2 dengan nilai obyek sengketa sebesar Rp3.850.264.082.000,00Right to Use Certificate (SHP) Number 11 / Kel. Talang Betutu, SU No. 6417 / Talang Betutu / 2019 covering an area of 2,067,811 m2 with a disputed object value of IDR 3,850,264,082,000.00

3 Perkara Perdata Nomor 251/PDT.G/2020/PN.TNG di Pengadilan Negeri TangerangPerkara Perdata Nomor 251/PDT.G/2020/PN.TNG di Pengadilan Negeri Tangerang


Menghambat dalam pemanfaatan dan pengelolaan aset-aset yang dimiliki oleh PT AP IIInhibiting the use and management of assets owned by PT AP II

Obyek sengketa berupa tanah seluas 6.910 m2 yang terletak di Kelurahan Karangsari, Kec. Batuceper, Kota TangerangThe object of the dispute is a land area of 6,910 m2 which is located in Karangsari Village, Kec. Batuceper, Tangerang City


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Nilai Nominal

4 Perkara Perdata Nomor 329/PDT.G/2020/PN.TNG di Pengadilan Negeri TangerangPerkara Perdata Nomor 329/PDT.G/2020/PN.TNG di Pengadilan Negeri Tangerang



Obyek sengketa berupa tanah seluas 890 m2 senilai Rp3.615.950.640,00 yang terletak di Desa Rawa Rengas, Kecamatan Kosambi, Kabupaten TangerangThe object of the dispute is a land area of 890 m2 valued at IDR 3,615,950,640.00 which is located in Rawa Rengas Village, Kosambi District, Tangerang Regency.

5 Perkara Banding atas Putusan Pengadilan Negeri Bandung Nomor 216/PDT.BTH/2020/ PN.BDGCase of Appeal for the Decision of the Bandung District Court Number 216 / PDT.BTH / 2020 / PN.BDG

Proses Banding di Pengadilan Tinggi BandungAppeal Process at the Bandung High Court

Menghambat pembangunan apron dan overlay taxiway Bandara Husein Sastranegara;Arus lalu lintas tidak maksimal akibat akses yang belum jadiInhibiting the construction of the apron and taxiway overlay of Husein Sastranegara Airport; Traffic flow is not optimal due to unfinished access

Obyek sengketa berupa apron dan taxiway Bandara Husein Sastranegara Bandung dengan nilai obyek sengketa sebesar Rp6.263.625.733,00. The object of the dispute is in the form of an apron and taxiway at Husein Sastranegara Airport Bandung with a value of the object of the dispute of IDR 6,263,625,733.00.

6 Perkara Banding atas Putusan Pengadilan Negeri Bandung Nomor 217/PDT.BTH/2020/ PN.BDGCase of Appeal for the Decision of the Bandung District Court Number 217 / PDT.BTH / 2020 / PN.BDG

Proses Banding di PT BandungThe Appeal Process at PT Bandung

Menghambat pembangunan apron dan overlay taxiway Bandara Husein Sastranegara;Arus lalu lintas tidak maksimal akibat akses yang belum jadiInhibiting the construction of the apron and taxiway overlay of Husein Sastranegara Airport; Traffic flow is not optimal due to unfinished access

Obyek sengketa berupa apron dan taxiway Bandara Husein Sastranegara Bandung dengan nilai obyek sengketa sebesar Rp1.218.634.787,00. The object of the dispute is in the form of an apron and taxiway at Husein Sastranegara Airport Bandung with a value of the object of the dispute of IDR 1,218,634,787.00.

7 Perkara Tata Usaha Negara (TUN) Nomor 28/G/2020/ PTUN.SRG di Pengadilan TUN SerangState Administration Case (TUN) Number 28 / G / 2020 / PTUN.SRG at the Serang State Administrative Court

Proses Banding di PT TUN DKI JakartaAppeal Process at DKI Jakarta State Administrative High Court

Menghambat dalam pemanfaatan dan pengelolaan aset-aset yang dimiliki oleh PT AP IIInhibiting the use and management of assets owned by PT AP II

Obyek sengketa berupa tanah seluas 81.500 m2 yang terletak di Desa Dadap, Kecamatan Kosambi, Kabupaten Tangerang yang tercatat sebagai asset PT AP II.The object of the dispute is a land area of 81,500 m2 located in Dadap Village, Kosambi District, Tangerang Regency which is listed as an asset of PT AP II.




Obyek sengketa berupa tanah seluas 2.997 m2 senilai Rp3.323.885.527,00 yang terletak di Kelurahan Benda, Kecamatan Benda, Kota TangerangThe object of the dispute is a land area of 2,997 m2 valued at IDR 3,323,885,527.00 located in Benda Village, Benda District, Tangerang City.


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No PerkaraCase




Nilai Nominal


Proses Persidangan di PN TangerangTrial Process at the Tangerang District Cour


Tanah Seluas 300 m2 yang terletak di Desa Rawa Rengas, Kecamatan Kosambi, Kabupaten TangerangLand covering an area of 300 m2, located in Rawa Rengas Village, Kosambi District, Tangerang Regency

10 Perkara Banding atas Putusan Pengadilan Negeri Tangerang Nomor 608/PDT.G/2019/ PN.TNGAppeal Case for the Decision of the Tangerang District Court Number 608 / PDT.G / 2019 / PN.TNG

Proses Banding di PT BantenAppeal Process at the Banten High Court


Tanah seluas 15.441 m2 senilai Rp30.882.000.000,00 yang terletak di Kampung Kresek Asin RT 02/08 Kelurahan Benda, Kecamatan Benda, Kota Tangerang Land with an area of 15,441 m2 worth IDR 30,882,000,000, located in Kresek Asin Village RT 02/08 Kelurahan Benda, Benda District, Tangerang City


Putusan. PT AP II menang.Verdict. PT AP II won.


Tanah seluas 1.650 m2 senilai Rp 5.451.391.371,00 yang terletak di Desa Rawa Rengas Kecamatan Teluk Naga Kabupaten TangerangLand area of 1,650 m2 valued at Rp. 5,451,391,371.00 located in Rawa Rengas Village, Teluk Naga District, Tangerang Regency.



Fasilitas Komersial di Terminal 3 Bandar Udara Internasional Soekarno-HattaCommercial Facilities at Terminal 3 of Soekarno-Hatta International Airport

Obyek sengketa berupa Perjanjian Kerjasama Fasilitas Komersial antara PT AP II dan PT Taurus Gemilang dengan nilai obyek sengketa sebesar Rp56.721.469.772,00.The object of the dispute is in the form of a Commercial Facility Cooperation Agreement between PT AP II and PT Taurus Gemilang with a value of the object of the dispute of IDR 56,721,469,772.00.




Obyek sengketa berupa tanah seluas 65.311 m2 senilai Rp74.825.900.403,00 yang terletak di Kelurahan Benda, Kecamatan Benda, Kota TangerangThe object of the dispute is in the form of land with an area of 65,311 m2, valued at IDR 74,825,900,403.00 which is located in Benda Village, Benda District, Tangerang City.


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Nilai Nominal

14 Perkara Hubungan Industrial Nomor 303/PDT.SUS-PHI/ 2020/PN.MDN di Pengadilan Hubungan Industrial pada Pengadilan Negeri MedanIndustrial Relations Case Number 303 / PDT.SUS-PHI / 2020 / PN.MDN at the Industrial Relations Court at the Medan District Court

Proses Persidangan di Pengadilan Hubungan Industrial pada Pengadilan Negeri Medan Trial Process at the Industrial Relations Court at the Medan District Court

Merusak nama baik Perusahaan;Pelayanan di Bandara Kualanamu Medan menjadi tidak maksimal.Ruin the reputation of the Company;Services at Kualanamu Airport in Medan are not optimal.

Obyek sengketa berupa perjanjian antara PT AP II dan karyawan dengan nilai sengketa sebesar Rp87.500.000,00The object of the dispute is an agreement between PT AP II and employees with a value of IDR 87,500,000.00



Menghambat Pembangunan Nasional dalam hal ini Pembangunan Runway 3 Bandar Udara Internasional Soekarno-Hatta Inhibiting National Development, in this case the Development of Runway 3 at Soekarno-Hatta International Airport

Obyek sengketa berupa tanah seluas 7.473 m2 senilai Rp1.902.125.937,00 yang terletak di Desa Rawa Rengas, Kecamatan Kosambi, Kabupaten TangerangThe object of the dispute is in the form of a land area of 7,473 m2 valued at IDR 1,902,125,937.00 which is located in Rawa Rengas Village, Kosambi District, Tangerang Regency.

16 Gugatan TUN atas Penerbitan Sertipikat Pengganti dari Sertipikat Hak Milik 1840/BendaLawsuit on the State Administration for the Issuance of Certificate in Substitution for Freehold Certificate 1840 / Object

Proses Persidangan di PTUN SerangTrial Process at the Serang State Administrative Court

Menghambat dalam pengelolaan dan pengoperasian Bandara Internasional Soekarno-HattaInhibiting the management and operation of Soekarno-Hatta International Airport

Obyek sengketa berupa Sertipikat pengganti dari Sertipikat Hak Milik 1840/Benda milik PT AP IIThe object of the dispute is in the form of a certificate replacing the certificate of ownership rights 1840 / objects belonging to PT AP II




Obyek sengketa berupa Sertipikat pengganti dari Sertipikat Hak Milik 1841/Benda milik PT AP IIThe object of the dispute is in the form of a certificate replacing the 1841 Freehold Certificate / Object owned by PT AP II




Obyek sengketa berupa Sertipikat pengganti dari Sertipikat Hak Milik 1847/Benda milik PT AP IIThe object of the dispute is in the form of a certificate replacing the 1847 Freehold Certificate / Object owned by PT AP II

19 Gugatan TUN atas Penerbitan Sertipikat Hak Milik 3117/Benda dan 3262/BendaState Administration Lawsuit on the Issuance of Freehold Certificate 3117 / object and 3262 / object



Obyek sengketa berupa Sertipikat Hak Milik 3117/Benda dan 3262/Benda yang terbit di atas tanah milik PT AP IIThe object of the dispute is in the form of Freehold Certificate 3117 / Benda and 3262 / Benda issued on land owned by PT AP II


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No PerkaraCase




Nilai Nominal


Proses persidangan di PN TangerangThe trial process at the Tangerang District Court


Obyek sengketa berupa tanah seluas 2.961 m2 senilai Rp6.238.078.772,00 yang terletak di Desa Rawa Rengas Kecamatan Kosambi, Kabupaten TangerangThe object of the dispute is a land area of 2,961 m2 valued at IDR 6,238,078,772.00 which is located in Rawa Rengas Village, Kosambi District, Tangerang Regency.




Obyek sengketa berupa tanah seluas 3.117 m2 senilai Rp3.142.928.927,00 yang terletak di Desa Rawa Rengas Kecamatan Kosambi, Kabupaten TangerangThe object of the dispute is a land area of 3,117 m2, valued at IDR 142,928,927.00 which is located in Rawa Rengas Village, Kosambi District, Tangerang Regency.




Obyek sengketa berupa tanah seluas 2.737 m2 senilai Rp3.266.246.662,00 yang terletak di Desa Rawa Rengas Kecamatan Kosambi, Kabupaten TangerangThe object of the dispute is a land area of 2,737 m2 worth IDR 3,266,246,662.00 which is located in Rawa Rengas Village, Kosambi District, Tangerang Regency.

Perkara yang Dihadapi Entitas AnakHingga 31 Desember 2020, tidak terdapat perkara hukum yang melibatkan Entitas Anak.

Perkara yang Dihadapi Dewan Komisaris dan Direksi

Pada tahun 2020, tidak terdapat perkara hukum yang melibatkan Dewan Komisaris dan Direksi yang sedang menjabat.

Sanksi Administrasi dari RegulatorHingga 31 Desember 2020, tidak terdapat sanksi administrasi yang diberikan kepada Angkasa Pura II oleh Regulator.

Cases Faced by SubsidiaryAs of December 31, 2020, there were no legal cases involving Subsidiaries.

Cases Faced by the Board of Commissioners and Board of DirectorsIn 2020, there were no legal cases involving the incumbent Board of Commissioners and Board of Directors

Administrative Sanctions from RegulatorsUntil 31 December 2020, there were no administrative sanctions imposed on the Company by the Regulator.


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Akses Data dan Informasi PerseroanAccess to Data and Company Information

Perseroan terus mendorong pengungkapan informasi secara tepat waktu, akurat lengkap sesuai dengan peraturan dan perundang-undang yang berlaku mengenai perusahaan kepada pemegang saham dan pemangku kepentingan.

Penyebaran informasi kepada seluruh pemangku kepentingan merupakan bagian penting dari perwujudan prinsip transparansi informasi. Untuk itu Perseroan menyediakan akses informasi seluas-luasnya bagi para pemangku kepentingan dan investor melalui situs Perseroan di www.angkasapura2.co.id.

Akses Data dan Informasi Perseroan disajikan dalam bentuk: Informasi pada website perusahaan

Perseroan telah menyajikan informasi pada website yang meliputi:• Informasi pemegang saham sampai dengan pemilik

akhir individu;• Isi kode etik• Infromasi RUPS yang terdiri dari mata acara,

ringkasan risalah RUPS, informasi tunggal pengumuman RUPS dan tanggal ringkasan RUPS diumumkan

• Profil Dewan komisaris dan DIreksi

• Piagam Dewan Komisaris, Direksi, komite-komite dan unit audit internal

Siaran PersAngkasa Pura II secara aktif mempublikasikan setiap kejadian atau kegiatan penting dalam bentuk siaran pers yang tersedia di situs Perseroan.

Media Massa:Angkasa Pura II selalu memuat informasi yang perlu diketahui oleh publik sebagai bentuk transparansi bagi para pemangku kepentingan dalam surat kabar berperadaran nasional,

Kontak PerusahaanPerseroan secara terbuka menyiapkan jalur komunikasi dengan para pemangku kepentingan melalui email untuk mengakomodir berbagai pertanyaan terkait Angkasa Pura II dengan menghubungi:

KANTOR PUSAT/HEAD OFFICEGEDUNG 600, SOEKARNO-HATTA INTERNATIONAL AIRPORTPO BOX 1001/BUSH-Jakarta 19120Tel (62-21) 5505079, 550 5074FAX (62-21) 5502141CONTACT CENTER : 138www.angkasapura2.co.id

The Company continues to encourage timely, accurate and complete disclosure of information in accordance with applicable laws and regulations concerning the company to shareholders and stakeholders.

Dissemination of information to all stakeholders is an important part of the realization of the principle of information transparency. For this reason, the Company provides access to the widest possible information for stakeholders and investors through the Company’s website at www.angkasapura2.co.id.

Access to Company Data and Information is presented in the form of: Information on the Company’s website

The Company has presented information on the website which includes:• Shareholder information up to the individual final

owner;• The code of ethics contents;• GMS information consisting of agenda items,

summary of GMS minutes, single information of GMS announcement and date of the GMS summary announced;

• Profile of the Board of Commissioners and Board of Directors;

• Board of Commissioners, Board of Directors, committees and internal audit units charter.

Press ConferenceAngkasa Pura II actively publishes every important event or activity in the form of press releases available on the Company’s website.

Mass media:Angkasa Pura II always contains information that needs to be known by the public as a form of transparency for stakeholders in national awareness newspapers.

Company ContactThe Company has openly prepared a communication channel with stakeholders via email to accommodate various questions related to Angkasa Pura II by contacting:

HEAD OFFICEGEDUNG 600, SOEKARNO-HATTA INTERNATIONAL AIRPORTPO BOX 1001/BUSH-Jakarta 19120Tel (62-21) 5505079, 5505074FAX (62-21) 5502141CONTACT CENTER : 138www.angkasapura2.co.id


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iscussion on Code of Ethics

POKOK-POKOK ISI KODE ETIK ANGKASA PURA II

Code of Conduct Angkasa Pura II terdiri dari:Penyusunan code of conduct telah disesuaikan dengan perkembangan hukum, sosial, dan dinamika bisnis Angkasa Pura II. Code of Conduct yang berlaku untuk seluruh insan Angkasa Pura II terdiri atas:

1. Bab I: Pendahuluan2. Bab II: Etika Bisnis3. Bab III: Etika Kerja dan Tata Perilaku4. Bab IV: Donasi, Hadiah, dan Jamuan5. Bab V: Penegakan Etika6. Bab VI: Penerapan Pedoman Perilaku

PENGUNGKAPAN KEBERLAKUAN KODE ETIK

Keberlakuan kode etik diterapkan kepada segenap insan perseroan mudai karyawan hingga manajemen Angkasa Pura II. Kandungan dari nilai-nilai perusahaan selalu disosialisasikan kepada seluruh pegawai.

Setiap tahun, seluruh Insan Angkasa Pura II membuat pernyataan kepatuhan terhadap Kode Etik dengan menandatangani Pernyataan Kepatuhan Tahunan. Dokumen Pernyataan Kepatuhan Tahunan yang ditandatangani merupakan salah syarat bagi kelanjutan masa bakti Insan Angkasa Pura II di Perusahaan.

PENEGAKAN KODE ETIK

Untuk mengawal implementasi tersebut, Perseroan menerapkan sistem reward dan punishment secara tegas selain mewajibkan manajemen dan karyawan untuk menandatangani pernyataan kepatuhan terhadap pelaksanaan kode etik perusahaan

JENIS SANKSI PELANGGARAN KODE ETIK

Sanksi yang diberikan dalam Kode Etik ditetapkan dalam Peraturan Perusahaan terkait dengan Tingkatan Pelanggaran, Sanksi Pelanggaran dan Pihak yang berwenang mengeksekusi sanksi.

JUMLAH PELANGGARAN KODE ETIK DAN SANKSI YANG DIBERIKAN

Pada tahun 2020 tidak terdapat pelanggaran kode etik, sehingga dengan demikian tidak terdapat sanksi yang diberikan.

Bahasan Mengenai Kode EtikDiscussion on Code of Ethics

MAIN SUBJECTS OF THE ANGKASA PURA II CODE OF ETHICS

Angkasa Pura II’s Code of Conduct consists of: The preparation of the code of conduct has been adjusted to the legal, social and business dynamics development of Angkasa Pura II. Code of Conduct that applies to all Angkasa Pura II people consists of:1. Chapter I Introduction2. Chapter II: Business Ethics3. Chapter III: Work Ethics and Code of Conduct4. Chapter IV: Donations, Gifts and Entertainment5. Chapter V: Ethical Enforcement6. Chapter VI: Application of the Code of Conduct

DISCLOSURE OF CODE OF CONDUCT

The implementation of the code of conduct is applied to all employees of the company, from the employees to the management of Angkasa Pura II. The contents of the company’s values are always socialized to all employees.

Every year, all Angkasa Pura II Individuals make statements of compliance with the Code of Ethics by signing the Annual Compliance Statement. The Annual Compliance Statement document signed is a condition for the continuation of the service life of Angkasa Pura II’s personnel at the Company.

ENFORCEMENT OF THE CODE OF ETHICS

To oversee the implementation, the Company applies a system of reward and punishment explicitly in addition to requiring management and employees to sign a statement of compliance with the implementation of the Company’s code of ethics.

TYPES OF SANCTIONS FOR CODE VIOLATIONS

Sanctions given in the Code of Ethics are stipulated in Company Regulations relating to the Level of Violations, Sanctions for Violations and the Authorized Party to execute sanctions.

NUMBER OF CODE OF CONDUCT VIOLATIONS AND SANCTIONS IMPOSED

In 2020 there were no violations of the code of ethics, so as a result there were no sanctions imposed.


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Pengungkapan Mengenai Whistleblowing SystemDisclosure of Whistleblowing System

PENYAMPAIAN PELAPORAN PELANGGARAN

Sebagai bentuk komitmen Angkasa Pura II dalam menerapkan tata kelola perusahaan yang baik serta sebagai suatu bentuk penanganan terhadap tindak penyimpangan Code of Conduct maka Angkasa Pura II menerapkan mekanisme Whistleblowing System (WBS)

WBS merupakan mekanisme pelaporan pelanggaran yang dilakukan secara rahasia oleh karyawan atau pimpinan Angkasa Pura II. Yang dimaksud pelanggaran dalam lingkup WBS adalah: penyimpangan dan kecurangan terkait dengan aspek yang diatur dalam Code of Conduct, Peraturan Perusahaan, kepatuhan hukum, Anggaran Dasar, perjanjian/ kontrak, kerahasiaan Perusahaan, kebijakan tentang transaksi benturan kepentingan, dan kejadian penting lainnya yang relevan yang dapat merugikan Perusahaan maupun pemangku kepentingan. Pelaporan ditujukan melalui suatu mekanisme baku untuk selanjutnya diambil tindakan terhadap pelanggaran tersebut.

SOSIALISASI DAN EVALUASI WHISTLEBLOWING SYSTEM

Angkasa Pura II melaksanakan sosialisasi Whistleblowing System secara berkelanjutan kepada seluruh Insan Perusahaan Dan secara berkala akan melaksanakan pemutakhiran dan penyempurnaan dalam rangka perbaikan berkelanjutan sesuai dengan perkembangan bisnis Perusahaan. Sosialisasi inidilaksanakan bersamaan dengan sosialisasi penerapan GCG.

JAMINAN PERLINDUNGAN PELAPOR

Untuk melindungi pelapor, Perseroan memiliki komitmen dengan menyediakan fasilitas saluran pelaporan (telepon, surat, email) yang independen, bebas, dan rahasia bagi pelapor, agar terlaksana proses pelaporan yang aman. Selain itu, WBS juga menjaga kerahasiaan identitas pelapor dengan tujuan memberikan perlindungan kepada pelapor dan anggota keluarga atas tindakan balasan dari terlapor atau organisasi. Informasi pelaksanaan tindak lanjut laporan akan disampaikan secara rahasia kepada pelapor yang identitasnya lengkap.

SUBMISSION OF REPORTING VIOLATIONS

As a form of Angkasa Pura II’s commitment in implementing good corporate governance and as a form of handling the deviation from the Code of Conduct, Angkasa Pura II applies the Whistleblowing System (WBS) mechanism.

WBS is a mechanism for reporting violations conducted in secret by employees or leaders of Angkasa Pura II. What is meant by violations within the scope of WBS are: irregularities and fraud related to aspects set out in the Code of Conduct, Company Regulations, legal compliance, Articles of Association, agreements / contracts, Company confidentiality, policies regarding conflict of interest transactions, and other relevant important events that are relevant can be detrimental to the Company and its stakeholders. Reporting is addressed through a standard mechanism for further action taken against these violations.

WHISTLEBLOWING SYSTEM SOCIALIZATION AND EVALUATION

Angkasa Pura II conducts ongoing Whistleblowing System socialization to all Company Personnel and will periodically carry out updates and improvements in the context of continuous improvement in accordance with the Company’s business development. This socialization was carried out in conjunction with the socialization of the implementation of GCG.

REPORTING PROTECTION GUARANTEE

To protect whistleblowers, the Company is committed to providing reporting facilities (telephone, letter, e-mail) that are independent, free and confidential for whistleblowers, so that a safe reporting process is carried out. In addition, WBS also maintains the confidentiality of the reporter’s identity with the aim of providing protection to the reporter and family members for retaliation from the reported party or organization. Information on the implementation of the report follow-up will be delivered confidentially to the reporter whose identity is complete.


Pengu

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istleblow

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Disclosure of W

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PENANGANAN PENGADUAN

Angkasa Pura II berkomitmen untuk menindaklanjuti setiap laporan yang masuk. Setiap laporan yang masuk akan diverifikasi sebelum diputuskan kelanjutannya.

PENGELOLA PELAPORAN PELANGGARAN

WBS dikelola oleh unit Internal Audit sesuai Keputusan Direksi AP-II Nomor KEP.02.03/00/01/2014/082 dan dibantu oleh Tim Verifikasi yang bertugas melakukan pemeriksaan dan penilaian secara independen atas kelayakan pengaduan/penyingkapan pada tingkat awal. Anggota Tim Verifiksai berasal dari unit-unit kerja Kantor Pusat, dengan pertimbangan bahwa keberadaan anggota Tim Verfikasi pada unit kerja tertentu, dapat mempermudah proses klarifikasi dan mendapatkan informasi guna mendapatkan bukti yang cukup dan relevan. Surat Keputusan mengenai Tim Verifikasi mengalami beberapa kali perubahan, sebagai berikut:

THE HANDLING OF COMPLAINTS

Angkasa Pura II is committed to following up on every incoming report. Every incoming report will be verified before it is decided to be continued.

INFRINGEMENT REPORTING MANAGER

WBS is managed by the Internal Audit unit in accordance with the Board of Directors Decree of Angkasa Pura II No. KEP.02.03/00/01/2014/082 and is assisted by the Verification Team which is tasked to conduct an independent inspection and assessment of the appropriateness of complaints/ disclosures at the initial level. The Verification Team members come from Head Office work units, with the consideration that the presence of Verification Team members in certain work units can facilitate the clarification process and obtain information in order to obtain sufficient and relevant evidence. Decree regarding the Verification Team has been amended several times, as follows:

2015 2016 2017

KEP.16.01/00/02/2015/031 Tentang Tim Verifikasi SistemPengaduan Pelanggaran (WBS)KEP.16.01/00/02/2015/031 on the VerificationTeam of Whistleblowing System (WBS)

KEP.16.01/00/02/2016/0091 Tentang Tim Pengaduan Pelanggaran (Whistleblowing)KEP.16.01/00/02/2016/0091 onWhistleblowing Team

KEP.16.01/00/06/2019/0305 Tentang Tim Pengaduan Pengaduan Pelanggaran (WBS)KEP.16.01/00/06/2019/0305 on Whistleblowing Team (WBS)

Dalam menilai kelayakan isi laporan pelanggaran, Tim Verifikasi mengupayakan perolehan bukti dengan cara berkomunikasi dengan pelapor, dapat melalui chat pada sistem WBS maupun media lainnya (telepon dan surat tertutup).

In assessing the appropriateness of the violation report contents, the Verification Team seeks to obtain evidence by communicating with the whistleblower, through chat on the WBS system and other media (telephone and sealed letters).

JUMLAH PELAPORAN PELANGGARAN YANG MASUK

Hingga 31 Desember 2020, terdapat 4 (empat) laporan dugaan pelanggaran yang masuk ke Perseroan, sebagai berikut:

NUMBER OF INCOMING VIOLATION REPORTS

As of December 31, 2012, there were 4 (four) reports of alleged violations that entered as follow:

No TanggalDate

Media LaporanReport Media

Kesimpulan Hasil VerifikasiConclusion of Verification Results

Alat BuktiEvidence

1 31 DesemberDecember 31

website WBS PT Angkasa Pura II (Persero)PT Angkasa Pura II (Persero) WBS website

Pengaduan pelanggaran administrasi ketentuan Promosi Kelas Jabatan unit kerja unit ARFF di KC KNOComplaints about administrative violations of the provisions for Promotion of Class Positions of ARFF work units at KC KNO

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Keluhan pengguna jasa terkait perubahan sistem parkir dari autogate menjadi sistem karcis manual dan pengaturan parkir inapComplaints from service users regarding the change in the parking system from autogate to manual ticketing system and overtime parking arrangements

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Kebijakan Keberagaman Komposisi Dewan Komisaris dan DireksiDiverse Composition Policy of Board of Commissioners and Board of Directors

KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS

Komposisi Dewan Komisaris yang ditunjuk memiliki keberagaman komposisi, baik dari sisi usia, pengalaman pekerjaan serta latar belakang pendidikan.

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Usia (tahun)Age (years)

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PendidikanEducational Background


62 Laki LakiMale

Menyelesaikan Pendidikan Sarjana Civil Engineering di ITB, Magister Traffic Engineering di ITB-Leeds University (Inggris), Pascasarjana Teknik Penerbangan di ENAC & ENSICA (Prancis) dan Doktor Management di Universitas Negeri Jakarta.Completed Bachelor of Civil Engineering Education at ITB, Masters in Traffic Engineering at ITB-Leeds University (UK), Postgraduate Aviation Engineering at ENAC & ENSICA (France) and Doctor of Management at Jakarta State University.


62 Laki LakiMale

Menyelesaikan pendidikan formal S1 di Universitas Brawijaya, Malang (1982).completed his undergraduate formal education at Brawijaya University, Malang (1982).

DIVERSE COMPOSITION POLICY OF THE BOARD OF COMMISSIONERS

The selected composition of the Board of Commissioners has a diverse composition, such as from age, work experience and study background.

No TanggalDate

Media LaporanReport Media

Kesimpulan Hasil VerifikasiConclusion of Verification Results

Alat BuktiEvidence



Keluhan key user SAP PT AP IISAP user key complaint of PT AP II

Tidak adaNo



Pengaduan pelanggaran administrasi ketentuan jam kerja unit ARFF di KC KNO (Kategori Hijau)Complaints about administrative violations of the provisions on working hours of ARFF units at KC KNO (Green Category)

Absensi Unit ARFF KC KNO Bulan Desember 2020ARFF KC KNO Unit Attendance in December 2020


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44 Laki LakiMale

Menyelesaikan pendidikan formal S1 di Universitas Padjadjaran, Bandung (1999), dan Diploma I Teknik Audio dan Bisnis Musik di Sekolah Musik Studio 21, Jakarta (2000), serta menyelesaikan pendidikan S2 di Universitas Padjadjaran (2005).Completed his undergraduate formal education at Padjadjaran University, Bandung (1999), and Diploma I in Audio Engineering and Music Business at Studio 21 Music School, Jakarta (2000), and completed his Masters education at Padjadjaran University (2005).


49 Laki LakiMale

Menyelesaikan pendidikan formal S1 di Universitas Merdeka, Malang (1994), dan menyelesaikan Magister Hukum di Universitas Indonesia (2012, Jakarta)Completed formal undergraduate education at Merdeka University, Malang (1994), and completed his Master of Law at the University of Indonesia (2012, Jakarta)


60 Laki LakiMale

menyelesaikan pendidikan di Universitas Satria Makassar pada tahun 2015.completed education at Satria University Makassar in 2015.

Dodi Iskandar Komisaris 60 Laki LakiMale

Menyelesaikan pendidikan formal Diploma IV Akuntansi-STAN (1990), dan pendidikan S2 di University of Colorado, Amerika Serikat (1994).Completed formal education Diploma IV Accounting-STAN (1990), and Masters education at the University of Colorado, United States (1994).

KEBIJAKAN KEBERAGAMAN KOMPOSISI DIREKSI

Keberagaman komposisi Direksi telah memberikan kontribusi positif terhadap pelaksanaan fungsi pengelolaan dan pengurusan Perseroan yang mendukung pencapaian kinerja Perseroan secara keseluruhan. Selain itu, keberagaman usia anggota Direksi yang masih pada usia produktif membuat kinerja Perusahaan menjadi lebih dinamis. Keberagaman Komposisi Direksi sebagai berikut:

DIVERSE COMPOSITION OF BOARD OF DIRECTORS POLICY

The diverse composition of the Board of Directors has brought a positive contribution on the implementation of management and stewardship function of the Company underpinning the achievement as a whole. Besides, the diverse ages of members of the Board of Directors who are still in productive period have possessed a much more dynamic performance in the Company. Such diverse composition of the Board of Directors as following:

NamaName

JabatanPosition


Jenis KelaminGender


Muhammad Awaluddin

Direktur UtamaPresident Director

52 Laki LakiMale

Menyelesaikan pendidikan Sarjana Teknik Elektro dari Universitas Sriwijaya (1990), Master of Business Administration dari European University Antwerp Belgium (1998), dan S3 Doktor Ilmu Manajemen dari Universitas Padjadjaran (2016).Completed his Bachelor of Electrical Engineering education from Sriwijaya University (1990), Master of Business Administration from European University Antwerp Belgium (1998), and Doctor of Management Science from Padjadjaran University (2016).

Edwin Hidayat Wakil Direktur UtamaDeputy President Director

49 Laki LakiMale

menyelesaikan Sarjana Ekonomi di Universitas Gadjah Mada dan melanjutkan pendidikan S2 di Lee Kuan Yew School of Public Policy dengan gelar Master of Public Management.completed a Bachelor of Economics at Gadjah Mada University and continued his Masters education at Lee Kuan Yew School of Public Policy with a Master of Public Management.


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Ajar Setiadi Direktur Human CapitalDirector of Human Capital

53 Laki LakiMale

Menyelesaikan pendidikan di Universitas Gadjah Mada jurusan Fisika Nuklir dan melanjutkan pendidikan pasca sarjana dalam bidang Ekonomi Pembangunan di kampus yang sama.Completed his education at Gadjah Mada University majoring in Nuclear Physics and continued his postgraduate education in Development Economics at the same campus.

Armand Hermawan Direktur Transformasi dan Portofolio StrategisDirector of Transformation and Strategic Portfolio

Laki LakiMale

Menyelesaikan pendidikan Sarjana Ekonomi (SE, Ak) dari Universitas Padjadjaran (1990), pendidikan Master of Commerce & Management (MCM) in Financial Econometrics dari University of Lincoln - New Zealand dan Ph.D in Finance dari University of Newcastle - Australia.Completed Bachelor of Economics (SE, Ak) from Padjadjaran University (1990), Master of Commerce & Management (MCM) in Financial Econometrics from University of Lincoln - New Zealand and Ph.D in Finance from University of Newcastle - Australia.

Muhamad Wasid Direktur Operasi dan PelayananDirector of Operations and Services

50 Laki LakiMale

Menyelesaikan pendidikan D3 Air Traffic Controller dari PLP Curug Tangerang pada 1997, pendidikan Strata 1 Bahasa Inggris dari Universitas Islam Riau tahun 2001 dan menyelesaikan pendidikan Magister Administrasi Bisnis dari Institut Teknologi Bandung pada tahun 2015.Completed his D3 Air Traffic Controller education from PLP Curug Tangerang in 1997, undergraduate education in English from Riau Islamic University in 2001 and completed his Masters in Business Administration from the Bandung Institute of Technology in 2015.


52 Laki LakiMale

Menyelesaikan Sarjana Teknik Sipil di Universitas Brawijaya pada tahun 1993 dan Magister Administrasi Bisnis dari Institut Teknologi Bandung pada 2006. Completed a Bachelor of Civil Engineering at Brawijaya University in 1993 and a Masters in Business Administration from the Bandung Institute of Technology in 2006.


40 Laki LakiMale

Menyelesaikan pendidikan Strata 1 di bidang Manajemen dari Universitas Indonesia, dan juga memiliki gelar MBA dari HEC-Paris dan The Wharton School - University of Pennsylvania serta dilanjutkan EMBA Course di W.P. Carey School of Business dari Arizona State University.Completed his undergraduate education in Management from the University of Indonesia, and also has an MBA from HEC-Paris and The Wharton School - University of Pennsylvania and continued with an EMBA Course at W.P. Carey School of Business from Arizona State University.


52 Laki LakiMale

Menyelesaikan Bachelor of Accounting dari Universitas Gadjah Mada dan menyelesaikan MBA dari Indonesia Institute of Management Development.Completed Bachelor of Accounting from Gadjah Mada University and completed MBA from Indonesia Institute of Management Development.


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Angkasa Pura II sadar akan pentingnya berpartisipasi dalam menjaga keseimbangan antara People, Profit, dan Planet atau konsep Triple Bottom Line dalam mendukung

keberlangsungan perusahaan.

Angkasa Pura II is aware of the importance of participating in maintaining the balance between People, Profit and Planet or the Triple Bottom Line concept in supporting the sustainability

of the Company.


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Corporate Social Responsibility yang Terkait Tata Kelola Tanggung Jawab SosialCorporate Social Responsibility Related to Social Responsibility Governance

KOMITMEN PADA TANGGUNG JAWAB SOSIAL

Sebagaimana tercantum dalam Pasal 3 Anggaran Dasar, Perusahaan memiliki tujuan untuk melaksanakan, menunjang kebijaksanaan dan Program Pemerintah di bidang ekonomi dan pembangunan serta untuk memupuk keuntungan bagi perusahaan dengan menjalankan usaha kebandarudaraan dalam arti seluas-luasnya dan usaha lain yang memiliki keterkaitan dengan usaha tersebut.

Selain melaksanakan aktivitas operasional, Angkasa Pura II juga turut melaksanakan tanggung jawab sosial dan lingkungan (TJSL), hal ini dilakukan karena Perusahaan sadar akan pentingnya berpartisipasi dalam menjaga keseimbangan antara People, Profit, dan Planet atau konsep Triple Bottom Line dalam mendukung keberlangsungan perusahaan. Guna mendukung hal tersebut, Angkasa Pura II berkomitmen untuk melaksanakan tanggung jawab sosial perusahaan dengan menjaga keberlanjutan lingkungan dan kesejahteraan sosial.

COMMITMENT TO SOCIAL RESPONSIBILITY

As stated in Article 3 of the Articles of Association, the Company aims to implement, support Government policies and programs in the economic and development sector as well as to foster profits for the Company by running an airport business in the broadest sense and other businesses related to the business.

Besides carrying out its business operations, Angkasa Pura II also conducts Social and Environmental Responsibility (TJSL), this was performed because the Company is aware of the importance of participating in maintaining the balance between People, Profit and Planet or the Triple Bottom Line concept in supporting the sustainability of the Company. To support this, Angkasa Pura II is committed to carry out corporate social responsibility by maintaining environmental sustainability and social welfare.


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Corporate Social Responsibility Related to Social Responsibility Governance

Melalui pelaksanaan CSR oleh Perusahaan, Angkasa Pura II berharap dapat turut mejaga keseimbangan lingkungan dan sosial sehingga mampu meningkatkan kepercayaan dan reputasi Perusahaan dimata masyarakat dan pemangku kepentingan. Disamping itu, juga diharapkan dapat memberikan dampak positif bagi masyarakat Indonesia baik secara langsung maupun tidak langsung.

Tanggung jawab sosial dan lingkungan yang dilakukan oleh perusahaan dimulai pada tahun 1991, yang pada saat itu kegiatan tersebut bernama PUKK. Adapun dasar hukum pelaksanaan PKBL oleh PT Angkasa Pura II (Persero), sebagai berikut:1. Surat Keputusan Menteri Negara BUMN Nomor:

PER-05/MBU/2007 tanggal 27 April 2007 tentang Program Kemitraan dan Bina Lingkungan.

2. Surat Keputusan Menteri Negara BUMN Nomor: KEP.100/MBU/2002 tentang Penilaian Tingkat Kesehatan Badan Usaha Milik Negara.

3. Standar Operasional Prosedur (SOP) PKBL PT Angkasa Pura II (Persero) Nomor: PD.05.08/09/2015/0059 tanggal 07 September 2015.

4. Surat Kementerian BUMN Nomor: S-19/D5.MBU/2012 Tanggal 03 Maret 2012 Tentang Format Laporan Tahunan.

5. Surat Edaran Menteri Negara BUMN Nomor: SE-02/MBU/Wk/2012 Tanggal 23 Maret 2012 Tentang Penetapan Pedoman Akuntansi Program Kemitraan dan Bina Lingkungan.

6. Surat Keputusan Menteri BUMN Nomor: PER-20/MBU/2012 Tanggal 27 Desember 2012 Tentang Perubahan Atas Peraturan Menteri Negara BUMN Nomor: PER-05/MBU/2007 tanggal 27 April 2007 tentang Program Kemitraan dan Bina Lingkungan.

7. Surat Keputusan Menteri BUMN Nomor: PER-08/MBU/2013 Tanggal 10 September 2013 tentang Perubahan Keempat Atas Peraturan Menteri Negara BUMN Nomor PER-05/MBU/2007 tentang Program Kemitraan BUMN Dengan Usaha Kecil dan Program Bina Lingkungan.

8. Surat Keputusan Menteri BUMN Nomor: PER-07/MBU/05/2015 Tanggal 22 Mei 2015 tentang Program Kemitraan BUMN Dengan Usaha Kecil dan Program Bina Lingkungan.

9. Surat Keputusan Menteri BUMN Nomor: PER-09/MBU/07/2015 Tanggal 03 Juli 2015 tentang Program Kemitraan BUMN Dengan Usaha Kecil dan Program Bina Lingkungan.

By implementing CSR, Angkasa Pura II hopes to take part in maintaining environmental and social balance so as to increase the Company’s trust and reputation in the eyes of the community and stakeholders. Besides that, it is also hoped to have a positive impact on the Indonesian people, either directly or indirectly.

Social and environmental responsibility carried out by the Company began in 1991, at that time was called PUKK. The legal basis for implementing PKBL by PT Angkasa Pura II (Persero) is as follows:

1. State Minister of SOEs Decree No: PER-05/MBU/2007 dated April 27, 2007 on Partnership and Community Development Program.

2. State Minister of SOEs Decree No: KEP.100/MBU/2002 on Soundness Level Assessment of State-Owned Enterprises.

3. PKBL Standard Operating Procedure (SOP) of PT Angkasa Pura II (Persero) No: PD.05.08/09/2015/0059 dated September 7, 2015.

4. Ministry of SOEs Letter No: S-19/D5.MBU/2012 dated March 3, 2012 on Annual Report Format.

5. State Minister of SOEs Circular Letter No: SE-02/MBU/Wk/2012 dated March 23, 2012 on the implementation of Accounting Guidelines for Parthership and Community Development Program.

6. Minister of SOEs Decree No: PER-20/MBU/2012 dated December 27, 2012 on Amendment to the State Minister of SOEs Regulation No: PER-05/MBU/2007 dated April 27, 2007 on Partnership and Community Development Program.

7. Minister of SOEs Decree No: PER-08/MBU/2013 dated September 10, 2013 on Fourth Amendment to the State Minister of SOEs Regulation No: PER-05/MBU/2007 on SOEs Partnership Program with Small Enterprises and Community Development Program.

8. Minister of SOEs Decree No: PER-07/MBU/05/2015 dated May 22, 2015 on SOEs Partnership Program with Small Enterprises and Community Development Program.

9. Minister of SOEs Decree No: PER-09/MBU/07/2015 dated July 3, 2015 on SOEs Partnership Program with Small Enterprises and Community Development Program.


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10. Surat Keputusan Menteri BUMN Nomor: PER-03/MBU/12/2016 Tanggal 16 Desember 2016 tentang Perubahan atas Peraturan Menteri Badan Usaha Milik Negara No. PER-09/MBU/07/2015 tentang Program Kemitraan dan Program bina Lingkungan Badan Usaha Milik Negara.

11. Surat Keputusan Menteri BUMN Nomor: PER-02/MBU/7/2017 Tanggal 05 Juli 2017 tentang Perubahan Kedua atas Peraturan Menteri Badan Usaha Milik Negara No. PER-09/MBU/07/2015 tentang Program Kemitraan dan Program bina Lingkungan Badan Usaha Milik Negara.

12. Surat Keputusan Menteri BUMN Nomor : PER-02/MBU/04/2020 Tanggal 02 April 2020 tentang Perubahan Ketiga atas Peraturan Menteri Badan Usaha Milik Negara No. PER-09/MBU/07/2015 tentang Program Kemitraan dan Program bina Lingkungan Badan Usaha Milik Negara

METODE DAN LINGKUP DUE DILIGENT TERHADAP DAMPAK SOSIAL, EKONOMI DAN LINGKUNGAN DARI AKTIVITAS PERUSAHAAN

Tanggung jawab sosial yang dilaksanakan oleh Angkasa Pura II, dilaksanakan melalui Program Kemitraan dan Bina Lingkungan. Terdapat Unit PKBL yang berada di Perusahaan sebagai penanggung jawab kegiatan tersebut, dan secara struktur berada di bawah pengawasan Direksi. Unit PKBL memiliki tanggung jawab menentukan metode dan lingkup due diligence terhadap dampak sosial, ekonomi dan lingkungan. Dalam melaksanakan program CSR, Unit PKBL bekerja sama dengan beberapa pihak di luar perusahaan, antara lain Akademik, instansi pemerintah, lembaga kemanusiaan nasional, dan lembaga sosial lokal. Adapun pelaksanaannya dilakukan sesuai kebutuhan, dengan tetap memperhatikan efisiensi dan efektivitas program. Dalam hal terkait aspek ketenagakerjaan dan tanggung jawab terhadap konsumen, koordinasi dilakukan oleh unit SDM dan divisi terkait lainnya.

Sebagaimana mengacu pada Surat Keputusan Menteri BUMN Nomor : PER-02/MBU/04/2020 Tanggal 02 April 2020 tentang Perubahan Ketiga atas Peraturan Menteri Badan Usaha Milik Negara No. PER-09/MBU/07/2015 tentang Program Kemitraan dan Program bina Lingkungan Badan Usaha Milik Negara. Adapun lingkup kerja unit PKBL mencakup antara lain:a. Pelaksanaan fungsi pembinaan yaitu evaluasi,

penyaluran penagihan, pelatihan, monitoring, promosi dan lainnya termasuk fungsi administrasi dan keuangan,

10. Minister of SOEs Decree No: PER-03/MBU/12/2016 dated December 16, 2016 on the Amendment to the Minister of SOEs Regulation No. PER-09/MBU/07/2015 on Partnership Program and Community Development Program of State-Owned Esnterprises.

11. Minister of SOEs Decree No: PER-02/MBU/7/2017 dated July 5, 2017 on Second Amandment to the Minister of SOEs Regulation No. PER-09/MBU/07/2015 on Partnership Program and Community Development Program of State-Owned Esnterprises.

12. Minister of SOEs Decree No: PER-02/MBU/04/2020 dated April 2, 2020 on Third Amendment to the Minister of SOEs Regulation No. PER-09/MBU/07/2015 on Partnership Program and Community Development Program of State-Owned Enterprises.

METHOD AND SCOPE OF DUE DILIGENCE ON SOCIAL, ECONOMIC, AND ENVIRONMENTAL IMPACTS FROM THE COMPANY’S ACTIVITIES

Social responsibility carried out by Angkasa Pura II, was implemented through the Partnership and Community Development Program. There is a PKBL Unit in the Company who is in charge of these activities, and structurally it is under the supervision of the Board of Directors. The PKBL unit has the responsibility to determine the method and scope of due diligence on social, economic and environmental impacts. In implementing the CSR program, the PKBL Unit collaborates with several parties outside the Company, including academics, government agencies, national humanitarian institutions, and local social institutions. The implementation is carried out as needed, while still paying attention to the efficiency and effectiveness of the program. In matters related to aspects of manpower and responsibility to consumers, coordination is carried out by the HR unit and other related divisions.

As referred to the the Minister of SOEs Decree No: PER-02/MBU/04/2020 dated April 2, 2020 on Third Amendment to the Minister of SOEs Regulation No. PER-09/MBU/07/2015 on the Partnership Program and the Community Development Program for State-Owned Enterprises. The scope of work of the PKBL unit includes, among others:

a. Implement the function of coaching, namely evaluation, distribution, billing, training, monitoring, promotion and others including administrative and financial functions,


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b. Bagi unit kerja PKBL kantor pusat melakukan monitoring jumlah dana yang dikelola, luas wilayah binaan dan jumlah mitra binaan serta mempertimbangkan kondisi perusahaan, sedangkan unit kerja PKBL kantor cabang/perwakilan menyesuaikan sesuai dengan kebutuhan PKBL di wilayah kerjanya.

c. Bertanggung jawab secara langsung kepada Direksi Perusahaan, sebagaimana telah ditetapkan dalam rapat Direksi. Bagi karyawan yang ditunjuk untuk menangani unit PKBL, hak dan kewajibannya sama dengan karyawan lainnya yang berada di BUMN Pembina.

STAKEHOLDERS PENTING YANG TERDAMPAK ATAU BERPENGARUH DAN ISU-ISU PENTING PADA DAMPAK DARI KEGIATAN.

Angkasa Pura II senantiasa membangun hubungan baik dan positif antara Perusahaan dengan Pemangku Kepentingan. Hubungan yang dibangun, merupakan wujud usaha perusahaan dalam mencapai visi dan misi, melalui pelaksanaan pengelolaan sumber daya yang optimal dan efisien.

Adapun Pemangku Kepentingan dan isu-isu penting yang dapat terdampak dari aktivitas perusahaan:

b. For the PKBL work unit of the head office monitors the amount of funds managed, size of the assisted area and the number of assisted partners as well as considers the condition of the Company, while the PKBL work unit of branch offices/representatives adjusts according to the PKBL needs in its working area.

c. Responsible directly to the Company’s Board of Directors, as determined in the Board of Directors meetings. For employees who are appointed to handle the PKBL unit, their rights and obligations are the same as for other employees who are in the fostering SOEs.

KEY STAKEHOLDERS WHO ARE AFFECTED OR INFLUENTIAL AND IMPORTANT ISSUES ON THE IMPACT FROM THE ACTIVITIES.

Angkasa Pura II always builds good and positive relationships between the Company and Stakeholders. The relationship that is built is a form of the Company’s efforts in achieving its vision and mission, through the implementation of optimal and efficient resource management.

The Stakeholders and important issues that can be impacted by the Company’s activities:

Pemangku KepentinganStakeholders

Basic IdentifikasiIdentification Base

Pendekatan HubunganRelationship Approach

Isu-Isu PentingImportant Issues

Pelanggan (Penumpang, Maskapai Penerbangan, Tenant Bandara, Perusahaan Ekspedisi)Customers (Passengers, Airlines, Airport Tenants, Expedition Companies)

Ketergantungan dan kerjasamaDependency and Cooperation

• Survey customer satisfaction index

• Layanan Call Centre• Coffee morning• Forum Group Discussion• Customer Statisfaction Index

Survey• Call Center Services• Morning Coffee• Forum Group Discussion

• Memberikan layanan dengan kualitas yang melebihi harapan pelanggan dan meningkatkan nilai bagi pelanggan.

• Akses informasi• Provide quality service that exceed

customers’ expectations and increase value for customers

• Access to Information

KaryawanEmployees

KetergantunganDependency

• Remunerasi• Reward & Punishment• Family Gathering• Employee Gathering• Working Group• Remuneration• Reward & Punishment• Family Gathering• Employee Gathering• Working Group

• Kesetaraan dan perlakuan yang adil.

• Tidak berlaku diskriminasi.• Menjamin keamanan, kesehatan,

dan keselamatan kerja.• Memberikan hak-hak sesuai

ketentuan yang berlaku.• Equality and fair treatment• No discrimination applies• Ensure Occupational security,

health and safety• Granting rights in accordance with

applicable provisions


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LINGKUP TANGGUNG JAWAB SOSIAL PERUSAHAAN BAIK YANG MERUPAKAN KEWAJIBAN MAUPUN YANG MELEBIHI KEWAJIBAN.

Perusahaan secara rutin melaksanakan Program Kemitraan, Program Bina Lingkungan, dan Kegiatan CSR. Ketiga program ini dilaksanakan oleh Perusahaan sebagai bentuk tanggung jawab sosial Perusahaan. Perusahaan menetapkan 8 bidang/sektor usaha yang dapat memperoleh bantuan dari perusahaan, bidang/sektor usaha tersebut yaitu:a. Perdaganganb. Industric. Pertaniand. Perkebunane. Perikananf. Peternakang. Jasah. Lainnya

Sedangkan dalam Program Bina Lingkungan, perusahaan memberikan bantuan dalam bentuk sebagai berikut:a. Bantuan bagi korban bencana alam dan bencana

non alamb. Sarana Ibadahc. Sarana Pendidikand. Sarana Kesehatane. Sarana Umum

SCOPE OF CORPORATE SOCIAL RESPONSIBILITY BOTH AS OBLIGATIONS AND EXCEEDING OBLIGATIONS

The Company routinely implements the Partnership Program, Community Development Program, and CSR Activities. These three programs are implemented by the Company as a form of corporate social responsibility. The Company determines 8 business fields/ sectors that can obtain assistance from the Company, these business fields/ sectors, namely:a. Tradingb. Industrialc. Agricultured. Plantatione. Fisheryf. Livestockg. Servicesh. Others

Whereas in the Community Development Program, the Company provides assistance in the following forms:

a. Aid for victims of natural disasters and non-natural disasters

b. Place of Worshipc. Education Facilityd. Health Facilitye. Public Facility

Pemangku KepentinganStakeholders

Basic IdentifikasiIdentification Base

Pendekatan HubunganRelationship Approach

Isu-Isu PentingImportant Issues

MasyarakatCommunity

Pengaruh,Tanggung jawabInfluence,Responsbility

• Program kemitraan• Program bina lingkungan• Partnership Program• Community Development

Program

• Menjalin hubungan yang serasi dan harmonis dengan masyarakat sekitar wilayah operasi.

• Pemberdayaan potensi masyarakat dengan memberi sustainable value.

• Establish harmonious relations with the community around the oprating area

• Empowerment of community potential by providing sustainable value

LingkunganEnvironment

Tanggung jawabResponsibility

• Penanaman pohon (penghijauan)

• Pembinaan pelestarian lingkungan

• Konservasi Satwa• Planting Trees (greening)• Development of environmental

preservation• Animal conservation

• Berperan aktif dalam mengurangi dampak operasional perusahaan terhadap kerusakan lingkungan.

• Berperan aktif dalam kegiatan pelestarian lingkungan.

• Take an active role in reducing the Company’s operational impact on environmental damage.

• Take an active role in environmental conservation activities.


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f. Pelestarian alamg. Sosial Kemasyarakatan dalam rangka pengentasan

kemiskinan.

Terdapat 19 wilayah di Indonesia yang menjadi tujuan pelaksanaan program kemitraan dan bina lingkungan Angkasa Pura II, wilayah-wilayah tersebut antara lain: 1. Bandar Udara Soekarno-Hatta di Tangerang Provinsi

Banten.2. Bandar Udara Halim Perdanakusuma Provinsi DKI

Jakarta.3. Bandar Udara Sultan Mahmud Badaruddin II di

Palembang Provinsi Sumatera Selatan.4. Bandar Udara Supadio di Pontianak Provinsi

Kalimantan Barat.5. Bandar Udara Kualanamu di Deli Serdang Provinsi

Sumatera Utara6. Bandar Udara Minangkabau di Padang Provinsi

Sumatera Barat.7. Bandar Udara Sultan Syarif kasim II di Pekanbaru

Provinsi Riau.8. Bandar Udara Husein Sastranegara di Bandung

Provinsi Jawa Barat.9. Bandar Udara Sultan Iskandar Muda di Banda Aceh

Provinsi Aceh.10. Bandar Udara Raja Haji Fisabilillah di Tanjung Pinang

Provinsi Kepri.11. Bandar Udara Depati Amir di Pangkal Pinang

Provinsi Bangka Belitung.12. Bandar Udara Sultan Thaha di Jambi Provinsi Jambi.13. Bandar Udara Silangit di Siborong-borong Provinsi

Sumatera Utara.14. Bandar Udara Blimbingsari di Banyuwangi Provinsi

Jawa Timur.15. Bandar Udara Kertajati di Majalengka Provinsi Jawa

Barat.16. Bandar Udara Tjilik Riwut di Palangkaraya Provinsi

Kalimantan Tengah.17. Bandar Udara Radin Inten di Lampung Provinsi

Lampung.18. Bandar Udara Tanjung Pandan di Belitung Kepulauan

Bangka Belitung.19. Bandar Udara Fatmawati di Bengkulu Provinsi

Bengkulu.

f. Nature Conservationg. Community socialization in the context of poverty

alleviation

There are 19 regions in Indonesia that become the objectives of the partnership and community development program of Angkasa Pura II, these regions include: 1. Soekarno-Hatta Airport, Tangerang, Banten Province.

2. Halim Perdanakusuma Airport, DKI Jakarta Province.

3. Sultan Mahmud Badaruddin II Airport, Palembang, South Sumatra Province.

4. Supadio Airport, Pontianak, West Kalimantan Province.

5. Kualanamu Airport, Deli Serdang, North Sumatra Province.

6. Minangkabau Airport, Padang, West Sumatra Province.

7. Sultan Syarif Kasim II Airport, Pekanbaru, Riau Province.

8. Husein Sastranegara Airport, Bandung, West Java Province.

9. Sultan Iskandar Muda Airport, Banda Aceh, Aceh Province.

10. Raja Haji Fisabilillah Airport, Tanjung Pinang, Kepri Province.

11. Depati Amir Airport, Pangkal Pinang, Bangka Belitung Province.

12. Sultan Thaha Airport, Jambi, Jambi Province. 13. Silangit Airport, Siborong-borong, North Sumatra

Province.14. Blimbingsari Airport, Banyuwangi, East Java Province.

15. Kertajati Airport, Majalengka, West Java Province.

16. Tjilik Riwut Airport, Palangkaraya, Central Kalimantan Province.

17. Radin Inten Airport, Lampung, Lampung Province.

18. Tanjung Pandan Airport, Belitung, Bangka Belitung Island.

19. Fatmawati Airport, Bengkulu, Bengkulu Province.

STRATEGI DAN PROGRAM KERJA PERSEROAN DALAM MENANGANI ISU ISU SOSIAL, EKONOMI DAN LINGKUNGAN

Dalam melaksanakan Program Kemitraan, Bina Lingkungan dan kegiata CSR,terdapat 3 (tiga) prinsip yang menjadi dasar, yaitu:

CORPORATE STRATEGIES AND WORK PROGRAMS IN HANDLING SOCIAL, ECONOMIC, AND ENVIRONMENTAL ISSUES

In implementing the Partnership Program, Community Development Program, and CSR activities, there are 3 (three) principles that become the basis, namely:


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1. ProximityPosisi kegiatan bisnis perusahaan dengan program CSR, memiliki kedekatan wilayah.

2. RelevanceKegiatan CSR yang dilaksanakan relevan dengan bisnis perusahaan serta dapat menjadi upaya mitigasi risiko terhadap aktivitas perusahaan yang berdampak pada lingkungan dan sosial, disamping itu kegiatan tersebut dapat meningkatkan brand awareness.

3. MagnitudeProgram CSR yang dilaksanakan dapat memberikan manfaat yang sebesar-besarnya oleh pihak yang menerima program CSR.

PROGRAM YANG MELEBIHI TANGGUNG JAWAB MINIMAL PERUSAHAAN YANG RELEVAN DENGAN BISNIS YANG DIJALANKAN

Program Tanggung Jawab Sosial dan Lingkungan (TJSL) yang dilaksanakan oleh perusahaan, mengacu pada Surat Keputusan Menteri BUMN Nomor : PER-02/MBU/04/2020 Tanggal 02 April 2020 tentang Perubahan Ketiga atas Peraturan Menteri Badan Usaha Milik Negara No. PER-09/MBU/07/2015 tentang Program Kemitraan dan Program bina Lingkungan Badan Usaha Milik Negara

Adapun program tanggung jawab sosial yang dilaksanakan oleh perusahaan, mencakup 2 (dua) yaitu:a. Program Kemitraanb. Program Bina Lingkungan, meliputi

1. Bantuan sektor bencana alam dan non alam berupa:• Sembako, air mineral, genset, perahu karet,

peralatan mandi, diapers untuk korban bencana banjir.

• Paket sembako untuk korban dampak COVID-19 di seluruh kantor cabang.

• Pembangunan ruang isolasi di Rumah Sakit Universitas Andalas Padang Sumatera Barat

• Kegiatan penanggulangan COVID-19 berupa pemberian perlatan kesehatan, tempat cuci tangan portabel, masker, antiseptik, hand sanitizer, disinfektan untuk Rumah Sakit Rujukan, Sekolah, Rumah Ibadah, Puskesmas, Satuan Tugas BUMN Peduli COVID-19

2. Bantuan sektor pelestarian alam berupa:• Kegiatan pelestarian lingkungan dan edu

ekowisata.• Bantuan penghijauan untuk penanaman

pohon produktif di lahan tidur dan ruang terbuka.

1. ProximityPosition of the Company’s business activities with the CSR programs has a regional proximity.

2. RelevanceCSR activities carried out are relevant to the Company’s business and can be efforts to mitigate risks to the Company’s activities that have an impact environmentally and socially, besides that these activities can increase brand awareness.

3. MagnitudeThe implemented CSR programs can provide maximum benefits by the beneficiaries of the CSR programs.

PROGRAMS THAT EXCEED THE MINIMUM RESPONSIBILITIES OF THE COMPANY THAT ARE RELEVANT TO THE BUSINESS

The Social and Environmental Responsibility Program (TJSL) implemented by the Company, refers to Minister of SOEs Decree No: PER-02/MBU/04/2020 dated April 2, 2020 on Third Amendment to the Minister of SOEs Regulation No: PER-09/MBU/07/2015 on Partnership Program and Community Development Program of State-Owned Enterprises.

The social responsibility program implemented by the Company includes 2 (two), namely:a. Partnership Program b. Community Development Program, covering:

1. Aid to Natural and Non-Natural Disasters Sector, including:• Basic food, mineral water, generators, rubber

boats, toiletries, diapers for flood victims.

• Basic food packages for victims of the COVID-19 impact in all branch offices.

• Construction of an isolation room at the Andalas University Hospital, Padang, West Sumatra

• COVID-19 countermeasures in the form of providing health equipment, portable hand washing stations, masks, antiseptics, hand sanitizers, disinfectants for referral hospitals, schools, places of worship, integrated healthcare centers, SOEs COVID-19 Task Force

2. Aid to nature conservation sector, including:• Environmental conservation and ecotourism

education activities.• Greening aid for planting productive trees in

dormant land and open spaces.


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3. Bantuan sektor pengentasan kemiskinan berupa:• Perbaikan rumah dalam rangka BUMN Bakti

Sosial Bedah Rumah.

• Paket sembako dalam rangka “Ramadhan Berbagi” untuk panti asuhan dan pantai jompo

• Santunan dan pemberian perlengkapan shalat untuk anak yatim.

4. Bantuan sektor pendidikan berupa:• Pelatihan pengolahan sabut kelapa,

Pelatihan Achievement Motivation Training, Pelatihan online (webinar) “Membangun Strategi Promosi Diwaktu PSBB Transisi/New Normal” dan “Design Visual with Canva Apps”

• Pengadaan taman bacaan, bantuan aplikasi dan buku digital library bantuan komputer, alat perbengkelan, alat drum band, laptop untuk sekolah

• Bantuan material untuk pembangunan lapangan olahraga dan ruang kelas.

• Pemberian beasiswa terhadap putra putri TNI dan Polri di wilayah Banten dan Yogyakarta.

5. Bantuan sektor sarana ibadah berupa :• Bantuan bahan material untuk rumah ibadah• Bantuan dukungan pelaksanan MTQ ke V

Kecamatan Marpoyan Damai Pekanbaru.• Penyaluran 1000 kitab Al-Quran

6. Bantuan sektor sarana umum berupa :• Bantuan material untuk pembuatan sumur

bor, pembangunan sarana air bersih, selang pemadam, alat potong rumput dan alat fogging, motor gerobak sampah untuk Desa Pangkalan, Tangerang.

• Pengengelolaan bank sampah dan budidaya maggot di Desa Kebon Cau, Desa Rawa Burung dan Kampung Airport Tangerang.

• Sharing dana pembangunan Balkondes di Purbalingga.

7. Bantuan sektor peningkatan Kesehatan berupa :• Bantuan peralatan posyandu, Paket Susu Ibu

Hamil untuk Puskesmas.

• Program Kaki Palsu dan Kacamata bekerja sama dengan Yayasan Kick Andy.

• Pemberian mobil ambulans beserta APD bekerjasama dengan Dinas Kesehatan Kota Jambi.

c. Kegiatan CSR

3. Aid to Poverty Alleviation sector, including:

• House repair in the context of BUMN Bakti Sosial Bedah Rumah (SOEs Social Service for Home Improvement).

• Basic food packages in the framework of “Ramadhan Berbagi” for orphanages and nursing homes.

• Compensation and provision of prayer equipment for orphans.

4. Aid to education sector, including:• Coconut coir processing training, Achievement

Motivation Training, online training (webinar) “Membangun Strategi Promosi Diwaktu PSBB Transisi/ New Normal” and “Design Visual Design with Canva Apps”

• Procurement of reading garden, application aid and digital books for computer-assisted libraries, workshop tools, drum band instruments, laptops for schools

• Material aid for the construction of sports fields and classrooms.

• Provision of scholarships for the sons and daughters of the Indonesian National Armed Forces (TNI) and Indonesian Police (Polri) in Banten and Yogyakarta.

5. Aid to worship facility in the form of:• Material aid for places of worship• Aid to support the implementation of MTQ to V

Marpoyan Damai Sub-District, Pekanbaru.• Distribution of 1,000 Noble Quran

6. Aid to public facility in the form of:• Material aid for drilling wells, construction of

clean water facilities, fire hoses, lawn mowers and fogging tools, garbage cart motorcycles for Pangkalan Village, Tangerang.

• Waste bank management and maggot cultivation in Kebon Cau Village, Rawa Burung Village and Tangerang Airport Village.

• Sharing of Village Economic Hall (Balkondes) development funds in Purbalingga.

7. Aid to health improvement sector in the form of:• Integrated healthcare center equipment aid,

Maternal Milk Packages for community health center

• Prosthetic leg and eyeglasses programs in collaboration with Kick Andy Foundation

• Provision of ambulance and Personal Protective Equipments (APD) in collaboration with Jambi City Health Office.

c. CSR activities


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PEMBIAYAAN DAN ANGGARAN TANGGUNG JAWAB SOSIAL

Setiap tahunnya Angkasa Pura II selalu menyusun rencana kerja dan melakukan pengalokasian anggaran bagi program kemitraan, bina lingkungan dan kegiatan CSR. Anggaran yang dipersiapkan oleh Perseroan terbagi ke dalam 4 (empat) sumber, yaitu:1. Penyisihan laba bersih setelah pajak yang ditetapkan

Rapat Umum Pemegang Saham (“RUPS”)/Menteri dalam pengesahan Laporan Tahunan BUMN Pembina maksimum sebesar 4% (empat persen) dari laba setelah pajak tahun buku sebelumnya;

2. Jasa administrasi pinjaman/marjin/bagi hasil dari Program Kemitraan;

3. Hasil bunga deposito dan/atau jasa giro dari dana Program Kemitraan dan Program BL yang ditempatkan; dan

4. Sumber lain yang sah.

Rincian pelaksanaan program kemitraan, bina lingkungan dan kegiatan CSR yang dilaksanakan pada tahun 2020, dapat dilihat pada tabel berikut:

SOCIAL RESPONSIBILITY FINANCING AND BUDGET

Angkasa Pura II annually compiles work plans and allocates budgets for partnership programs, community development, and CSR activities. The budget prepared by the Company is divided into 4 (four) sources, namely:

1. Allowance for net profit after tax stipulated by the General Meeting of Shareholders (“GMS”)/Minister in ratifying the Annual Report of Fostering SOEs amounting to a maximum of 4% (four percent) of the previous year’s net profit after tax;

2. Loan/margin/profit sharing administration services from the Partnership Program;

3. The deposit interest rate and/of current account services from the funds issued for the Partnership Program and Community Development Program; and

4. Another legitimate sources.

Details of the implementation of partnership program, community development and CSR activities carried out in 2020 can be seen in the following table:

DanaFunds

Program KemitraanPartnership Program

Program Bina LingkunganCommunity Development

Program

Kegiatan CSRCSR Activities

AnggaranBudget

47.073.589.964,35 29.502.882.900,00 6.700.000.000,00

PenggunaanUsage

26.637.162.899,00 29.074.198.080,01 3.942.000.000,00

PenyerapanAbsorption

(43,41) (1,45) 58,84


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Corporate Social Responsibility Terkait Core Subject Hak Asasi ManusiaCorporate Social Responsibility Related to Core Subject of Human Rights

KOMITMEN DAN KEBIJAKAN

Sumber Daya Manusia merupakan hal yang sangat penting dalam membangun dan mencapai tujuan Perseroan. Oleh karena itu, Perseroan berkomitmen bahwa perlindungan terhadap Hak Asasi Manusia di Perseroan merupakan sebuah prioritas, khususnya terhadap Hak Asasi Manusia yang terdampak oleh aktivitas Perseroan. Pelaksanaan tanggung jawab sosial Perseroan berkaitan dengan Hak Asasi Manusia, merupakan bentuk penghargaan atas hak sebagai manusia seutuhnya.

Dalam mengelola Sumber Daya Manusia, Perseroan secara konsisten tunduk dan patuh terhadap setiap ketentuan yang berlaku, termasuk pada peraturan Ketenagakerjaan. Disamping itu, Perseroan juga selama ini telah menerapkan ISO 26000 sebagai wujud tanggung jawab sosial Perseroan.

Adapun komitmen perusahaan terhadap perlindungan Hak Asasi Manusia diwujudkan dalam bentuk sebagai berikut:1. Tanggung jawab berkaitan dengan risiko yang

berasal dari situasi organisasi, yang berdampak pada Hak Asasi Manusia.

2. Penyelesaian keluhan-keluhan yang berkaitan dengan Hak Asasi Manusia yang dirasakan oleh pemangku kepentingan.

3. Antisipasi terhadap hal-hal yang bersifat diskriminatif, dan penanganan kelompok-kelompok rentan (Discrimination & vulnerable groups)

4. Penghormatan terhadap hak-hak sipil dan politik yang dimiliki oleh masing-masing individu (Civil & Political Rights)

5. Penghormatan terhadap hak ekonomi, sosial, dan budaya masyarakat (Economic, social, and cultural), dan hak-hak dasar karyawan ketika di tempat kerja (Fundamental rights at work)

6. Dan lain-lain.

COMMITMENT AND POLICY

Human Resources are very important in building and achieving the Company’s objectives. Therefore, the Company is committed that the protection of Human Rights in the Company is a priority, especially for Human Rights which are affected by the Company’s activities. The implementation of the Company’s social responsibility related to Human Rights is a form of appreciation for the rights as a whole human being.

In managing Human Resources, the Company consistently adheres and complies with all applicable regulations, including Manpower regulations. In addition, the Company has implemented ISO 26000 as a form of corporate social responsibility.

The Company’s commitment to protect human rights is manifested in the following forms:

1. Responsibility related to possible risks from the organizational situation, which have an impact on Human Rights.

2. Complaints resolution relating to Human Rights felt by stakeholders. (Resolving grievances)

3. Anticipation of discriminative matters and vulnerable groups.

4. Respect on civil and political rights owned by each individual.

5. Respect on Economic, social and cultural rights and Fundamental rights at work

6. Etc.


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Corporate Social Responsibility Terkait Core Subject Operasi yang AdilCorporate Social Responsibility Related to Core Subject of Fair Operations


Memperoleh perlakuan yang adil merupakan harapan semua karyawan di Perseroan, guna mewujudkan hal tersebut, Angkasa Pura II secara konsisten melakukan pengembangan dan penyempurnaan terhadap kebijakan yang berlaku di Perseroan. Melalui hal tersebut, diharapkan setiap karyawan merasakan keadilan di Perseroan sehingga dapat berdampak pada meningkatnya kinerja karyawan yang mampu mendorong tercapainya visi dan misi Perseroan. Berbagai upaya juga telah dilakukan oleh Perseroan dalam mewujudkan pengelolaan operasi Perseroan yang Adil, antara lain:1. Dukungan dan tindakan pencegahan korupsi (Anti-

Corruption) melalui:a. Penetapan kebijakan gratifikasi dan anti korupsi,

b. Sosialisasi dan implementasi GCG, COC, kebijakan gratifikasi dan anti korupsi


Obtaining fair treatment becomes the hope of all employees in the Company, in order to make this happen, Angkasa Pura II consistently develops and enhances policies that apply in the Company. Through this, it is hoped that every employee will feel justice in the Company so that it can have an impact on improving employee performance which is able to encourage the achievement of the Company’s vision and mission. Various efforts have also been made by the Company in realizing fair operational management of the Company, including:

1. Support and preventive measures of corruption (Anti-Corruption) through:a. Determination in gratification and anti-corruption

policy,b. Socialization and Implementation of GCG, COC,

gratification and anti-corruption policy


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c. Saluran mekanisme pelaporan gratifikasi dan Laporan Penyelenggara Negara (LHKPN)

d. Berperan aktif dalam kegiatan-kegiatan yang menyuarakan budaya anti korupsi.

2. Penghindaran terhadap perilaku pelanggaran hukum, terutama penggunaan pengaruh politik (Responsible political involvement)Angkasa Pura II berkomitmen untuk selalu mematuhi peraturan perundang-undangan yang berlaku sehingga terhindar dari pelanggaran hukum. Komitmen tersebut secara jelas diatur dalam Pedoman Etika (Kode Etik) yang mengatur mengenai aktivitas politik.

3. Berkompetisi dengan pesaing sejara jujur dan adil (Fair Competition)Dalam menjaga iklim bisnis yang kondusif, Angkasa Pura II berkomitmen menciptakan praktik bisnis yang bersih dan sehat serta jauh dari terjadinya praktik kecurangan. Salah satu upaya yang dilakukan oleh perusahaan adalah, dengan menjadikan persaingan sehat ini sebagai budaya dan etika bisnis di perusahaan.

4. Melaksanakan program tanggung jawab sosial di wilayah-wilayah yang terkena dampak aktivitas opersional perusahaan (Promoting social responsibility in the sphere of influence).

5. Menghormati hak-hak kekayaan intelektual seperti, hak paten, hak cipta, dan lain sebagainya (Respect for property rights)

c. Channel of gratification reporting mechanism and the Report of State Officials’ Wealth (LHKPN)

d. Active in any activities concerning the culture of anti-corruption.

2. Avoid law infringement, primarily the use of political influence political involvement

Angkasa Pura II is committed to always comply with applicable statutory regulations so as to avoid law infringement. This commitment is clearly regulated in the Code of Conduct which regulates political activities.

3. Compete with competitors in a fair and honest manner

In maintaining condusive business climate, Angkasa Pura II is commited to create a clean, healty and also far from all forms of frauds. One of the efforts made by the Company is, by making this healthy competition a business culture and ethics in the Company.

4. Implement the Corporate Social Responsibility program in the sphere of influenced by the operational activities of the Company.

5. Respect intellectual property rights such as patent, copyright, and others.

RUMUSAN, LINGKUP DAN PERENCANAAN CSR BIDANG OPERASI YANG ADIL

Perlakuan yang adil di Perseroan difokuskan kepada karyawan Angkasa Pura II. Setiap karyawan Angkasa Pura II memiliki kesempatan yang sama dalam berbagai hal, dan tidak ada praktik diskriminasi yang diizinkan terjadi di Perseroan, baik diskriminasi etnik, agama, jenis kelamin, usia, maupun cacat tubuh yang dimiliki seseorang. Salah satu bentuk perlakuan yang adil terhadap karyawan adalah melalui pemberian kesempatan keikutsertaan karyawan dalam pendidikan dan pelatihan. Terkait pendidikan dan pelatihan di Angkasa Pura II, realisasi penyerapan anggaran mencapai sebesar Rp25.098.869,-

CSR FORMULATION, SCOPE AND PLANNING RELATED TO FAIR OPERATIONS

Fair treatment in the Company is focused on employees of Angkasa Pura II. Every employee of Angkasa Pura II has equal opportunity in various matters, and no discriminatory practices are allowed to occur in the Company, whether discrimination on ethnicity, religion, gender, age, or someone’s disability. One form of fair treatment of employees is through providing opportunities for employee participation in education and training. Regarding education and training at Angkasa Pura II, the realization of budget absorption reached Rp25,098,869, -


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PELAKSANAAN INISIATIF CSR BIDANG OPERASI YANG ADIL

Sebagaimana telah disampaikan sebelumnya, bahwa tanggung jawab sosial terhadap operasi yang adil merupakan salah satu hal yang dilaksanakan oleh Perseroan. Dalam mewujudkan hal tersebut, Perseroan menetapkan dan menerapkan kebijakan internal serta mematuhi ketentuan eksternal yang berlaku. Salah satu kebijakan mendasar yang berlaku di Perseroan adalah Code of Conduct. Setiap insan di Angkasa Pura wajib mematuhi Code of Conduct tanpa terkecuali, dan pelanggaran terhadap Code of Conduct akan dikenakan sanksi secara tegas oleh Perseroan.

Disamping perwujudan melalui kepatuhan terhadap kebijakan internal dan eksternal yang berlaku, tanggung jawab sosial terhadap operasi yang adil juga diwujudkan dalam proses pengadaan di Perseroan yang dilaksanakan secara terbuka dan adil berdasarkan prinsip dan kebijakan yang berlaku, sehingga tercipta persaingan yang sehat diantara para penyedia barang dan jasa. Selain itu, berkaitan dengan kerja sama dengan pihak eksternal, agar tercipta suatu integritas pada setiap aktivitas Perseroan, maka Perseroan memberlakukan perjanjian dan nota kesepahaman sehingga para pihak terikat wajib berintegritas dan tidak saling merugikan.

Dikarenakan setiap aktivitas Perseroan dapat menimbulkan terjadinya konflik, maka Perseroan menyediakan sarana penyampaian keluhan atau permasalahan bagi Internal maupun eksternal Perseroan, dengan tujuan untuk mencegah ataupun menyelesaikan konflik yang terjadi. Penyampaian keluhan maupun permasalahan, dapat disampaikan kepada Perseroan, melalui surat, telepon, email, sosial media, ataupun sarana pelaporan pelanggaran (whistleblowing system).

IMPLEMENTATION OF CSR INITIATIVES IN THE FIELD OF FAIR OPERATIONS

As previously stated, that social responsibility towards fair operations is one of the matters that is carried out by the Company. In realizing this, the Company establishes and implements internal policies and complies with applicable external regulations. One of the fundamental policies that apply in the Company is the Code of Conduct. Every personnel at Angkasa Pura is obliged to comply with the Code of Conduct without exception, and violations of the Code of Conduct will be subject to strict sanctions by the Company.

In addition to the realization through compliance with applicable internal and external policies, social responsibility for fair operations is also manifested in the procurement process in the Company which is carried out openly and fairly based on applicable principles and policies, so as to create healthy competition among providers of goods and services. In addition, with regard to cooperation with external parties, in order to create integrity in each of the Company’s activities, the Company enforces an agreement and memorandum of understanding so that the bound parties are obliged to have integrity and not harm each other.

Because every activity of the Company can lead to conflicts, the Company provides a means of submitting complaints or issues for both Internal and external, with the aim of preventing or resolving conflicts that occur. Complaints and issues can be submitted to the Company, via letter, telephone, email, social media, or whistleblowing system.


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Corporate Socal Responsibility Related to Environment

Corporate Socal Responsibility Terkait Lingkungan HidupCorporate Socal Responsibility Related to Environment


Perseroan selalu berupaya mengurangi setiap dampak lingkungan yang timbul akibat kegiatan operasional Perseroan. Dampak lingkungan yang ditimbulkan oleh aktivitas operasional Perseroan, diupayakan untuk ditekan serendah mungkin agar kelestarian lingkungan dapat terjaga. Dalam upaya menjaga lingkungan, Perseroan menyusun dan menetapkan kebijakan yang dituangkan dalam Peraturan Perusahaan Nomor 38 Tentang Master Plan Eco-Airport PT Angkasa Pura II (Persero) yang ditetapkan dalam Keputusan Direksi Nomor: KEP.02.04/10/2012. Tujuan dari peraturan ini adalah untuk melindungi lingkungan dari dampak pengoperasian dan pengembangan bandar udara, yang pengaturannya didasarkan pada kerangka pengelolaan lingkungan bandar udara dan wilayah sekitarnya.

Pengelolaan dan pengembangan bandar udara oleh Angkasa Pura II berlandaskan pada komitmen untuk membangun Perseroan yang ramah lingkungan. Komitmen Perseroan tersebut, yaitu:1. Mematuhi ketentuan dan peraturan tentang

lingkungan hidup;2. Mengidentifikasi dan mengelola dampak penting

lingkungan di bandar udara;3. Mengelola Lingkungan secara berkelanjutan

melalui program yang berdampak langsung pada pelestarian alam;

4. Melakukan pengukuran, pemantauan, pelaporan dan peningkatan kualitas pengelolaan limbah operasional;

5. Mengkomunikasikan komitmen terhadap pelestarian lingkungan kepada pegawai dan seluruh pemangku kepentingan.

RUMUSAN, LINGKUP DAN PERENCANAAN CSR TERKAIT LINGKUNGAN HIDUP

CSR terkait lingkungan hidup dilaksanakan oleh Angkasa Pura II di wilayah sekitar operasional bandara yang dimiliki oleh Angkasa Pura II. Rumusan dan lingkup CSR terkait dengan lingkungan hidup difokuskan pada aspek antara lain:


The Company always seeks to reduce the environmental impact arising from the Company’s operational activities. Efforts are made to ensure that environmental impacts caused by the Company’s operational activities are kept as low as possible so that environmental sustainability can be maintained. In an effort to protect the environment, the Company formulates and establishes policies as outlined in the Company’s Regulation No. 38 on the Eco-Airport Master Plan of PT Angkasa Pura II (Persero) which is stipulated in the Board of Directors Decree No: KEP.02.04/10/2012. The purpose of this regulation is to protect the environment from the impacts of airport operations and development, the regulation of which is based on the environmental management framework of the airport and its surrounding areas.

The management and development of airports by Angkasa Pura II is based on a commitment to build an environmentally friendly Company. The Company’s commitments, namely:1. Comply to provisions and regulations about

environment;2. Indentify and manage important impacts at airport;

3. Manage environment sustainably through direct impacted program in nature conservation

4. Conduct measurement, monitoring, reporting and improvement in management quality of operational waste;

5. Communicate its commitment on the environment towards employees and all stakeholders.

CSR FORMULATION, SCOPE AND PLANNING RELATED TO THE ENVIRONMENT

CSR related to the environment is carried out in the vicinity of the airport operations owned by Angkasa Pura II. The formulation and scope of CSR related to the environment are focused on aspects including:


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1. Penanaman pohon (penghijauan)2. Pembinaan pelestarian lingkungan3. Konservasi Satwa

Sedangkan perencanaan CSR terkait dengan lingkungan hidup diarahkan pada aktifitas antara lain:1. Berperan aktif dalam mengurangi dampak

operasional Perseroan terhadap kerusakan lingkungan.

2. Berperan aktif dalam kegiatan pelestarian lingkungan.

DAMPAK DAN RISIKO LINGKUNGAN PENTING YANG TERKAIT SECARA LANGSUNG ATAU TIDAK LANGSUNG DENGAN PERSEROAN

Angkasa Pura II sebagai Perseroan yang bergerak dibidang pengelolaan bandar udara, sudah pasti menyumbang dampak terhadap lingkungan. Dampak yang dihasilkan oleh aktivitas operasional Perseroan antara lain:1. Pencemaran udara (Emisi udara) di sekitar bandara2. Limbah padat dari kegiatan operasional bandara3. Limbah cair dari kegiatan operasional bandara

TARGET DAN KEGIATAN TAHUN 2020

1. TargetAngkasa Pura II telah menetapkan target dan menyusun rencana kerja tahun 2020 berkaitan dengan Lingkungan Hidup, target yang ditetapkan oleh Perseroan merupakan tolak ukur tercapainya tujuan akhir, dengan melaksanakan kegiatan-kegiatan yang sebelumnya telah disusun dalam sebuah rencana kerja sehubungan dengan tanggung jawab sosial berkaitan dengan lingkungan hidup.

2. Pelaksanaan KegiatanTanggung jawab sosial berkaitan dengan lingkungan hidup dilaksanakan oleh Perseroan dengan mengacu pada peraturan perundangan, peraturan terkait dan best practice yang ada. Salah satu pelaksanaannya adalah terkait Rencana Pengelolaan Lingkungan/Rencana Pemantauan Lingkungan di seluruh Cabang Bandar Udara Angkasa Pura II. Program-program yang dilaksanakan oleh Angkasa Pura II, antara lain:a. Pelaporan Pelaksanaan RKL-RPL

Setiap tahunnya seluruh Bandar Udara Cabang PT Angkasa Pura II (Persero) melakukan pelaporan atas pelaksanaan RKL-RPL per semester. Pada pelaporan tersebut, disampaikan

1. Planting trees (greening)2. Fostering environmental preservation3. Animal Conservation

While CSR planning related to the environment is directed at activities including:1. Play an active role in reducing the Company’s

operational impact on environmental damage.

2. Play an active role in environmental preservation activities.

IMPORTANT ENVIRONMENTAL IMPACTS AND RISKS RELATED DIRECTLY OR INDIRECTLY TO THE COMPANY

Angkasa Pura II as a Company engaged in airport management, certainly contributes to the impact on the environment. Impacts produced by the Company include:

1. Air pollution (air emissions) around the airport2. Solid waste from airport operational activities3. Liquid waste from airport operational activities

TARGET AND ACTIVITIES IN 2020

1. TargetAngkasa Pura II has set targets and prepared a work plan for 2020 related to the Environment, the targets set by the Company are the benchmarks for achieving the final objectives, by carrying out activities that have previously been prepared in a work plan related to environmental social responsibility.

2. Activity ImplementationSocial responsibility related to the environment is carried out by the Company with reference to statutory regulations, related regulations and existing best practices. One of its implementations is related to the Environmental Management Plan/ Environmental Monitoring Plan in all Airport Branch Offices of Angkasa Pura II. The programs implemented by Angkasa Pura II include:a. Reporting of RKL-PKL Implementation

All Airport Branch Offices of PT Angkasa Pura II (Persero) report the implementation of the RKL-RPL per semester each year. There are 11 (eleven) management and monitoring items related to


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11 sebelas) item RKL-RPL yang dilaporkan, yaitu Kualitas Udara, Energi, Kebisingan/Getaran, Limbah Padat, Kualitas Air Permukaan, Limbah Cair, Pencemaran Tanah, Flora Fauna, Kawasan Keselamatan Operasi Penerbangan, Transportasi Darat, dan Sosekbud dan Kesmas.

b. Penggunaan Material dan Energi Ramah LingkunganAngkasa Pura II berkomitmen untuk mendukung penggunaan material dan energi ramah lingkungan, yang diwujudkan melalui penggunaan energi tidak langsung berupa energi listrik yang dipasok secara langsung oleh PT PLN (Persero). Selain itu, Perseroan juga telah melakukan pemasangan taxiway light dengan menggunakan lampu jenis LED yang hemat energi, pemasangan tersebut dilakukan di Bandara Soekarn0-Hatta.

Sejak tahun-tahun sebelumnya, Angkasa Pura II juga telah mengembangkan Bandar Udara dengan konsep ramah lingkungan dan mendukung pelestarian alam, yang diwujudkan melalui:• Konsep Airport Garden dan Eco Airport

Konsep Airport Garden dan Eco Airport telah digunakan pada setiap Bandar Udara yang dimiliki oleh Angkasa Pura II. Konsep ini direalisasikan dengan menyediakan ruang/daerah resapan air, dan tata ruang bandara dengan nuansa taman.

• Desain Bangunan Ramah LingkunganPada beberapa Bandar Udara yang dimiliki oleh Angkasa Pura II, telah dibangun dengan desain yang mengusung tema ramah lingkungan, antara lain telah direalisasikan pada Bandar Udara Soekarno-Hatta dan Bandar Udara Kualanamu Medan, bangunan tersebut memiliki spesifikasi yang berbeda yaitu pada atap bangunan yang bergaya modern, yang dapat memanfaatkan sinar dari luar sebagai penerangan sehingga hemat energi, dan pencahayaan yang baik dengan memanfaatkan kaca bangunan yang transparan.

• Pengelolan Limbah/Sampah Air (Cair)Terhadap limbah/sampah air, dikelola dengan menggunakan system water treatment, dengan mengembalikan air ke alam dengan tetap memperhatikan keamanan, dan juga sampah/limbah air dimanfaatkan untuk menyiram tanaman dan taman bandara.

RKL-RPL that are reported, namely: Air Quality, Energy, Noise/ Vibration, Solid Waste, Surface Water Quality, Liquid Waste, Soil Contamination, Flora and Fauna, Aviation Safety Operation Area, Land Transportation, and Socio-Culture and Public Health.

b. Material and Environmentally Friendly Energy UsageAngkasa Pura II is commited to support the use of environmentally friendly materials and energy, which is manifested by using indirect energy in the form of electrical energy supplied directly by PT PLN (Persero). In addition, the Company has also installed taxiway lights using energy-saving LED lamps, which was installed at Soekarno-Hatta Airport.

Since previous years, Angkasa Pura II has also developed an airport with an environmentally friendly concept and supports nature conservation, which is realized through:

• Airport Garden and Eco Airport ConceptThe concept of Airport Garden and Eco Airport has been used at every airport owned by Angkasa Pura II. This concept is realized by providing water infiltration spaces/ areas and airport layouts with a garden feel.

• Environmentally Friendly Building DesignAt several airports owned by Angkasa Pura II, it has been built with a design that carries an environmentally friendly theme, among others, it has been realized at Soekarno-Hatta Airport and Kualanamu Airport, Medan, the building has different specifications, namely on the roof of a modern-style building, which can utilize light from outside as lighting so as to save energy, and good lighting by utilizing transparent building glass.

• Liquid Waste ManagementLiquid Waste Management is managed using a water treatment system, so water can be returned to nature safely and used to water plants and airport gardens.


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• Pengelolaan Limbah/Sampah PadatLimbah padat dikelola melalui proses pembakaran, tujuannya adalah untuk menghilangkan endemik penyakit dari wilayah lain, khususnya yang berasal dari luar negeri.

3. Sistem Pengelolaan LimbahTerhadap limbah padat/sampah serta limbah B3 yang dihasilkan akibat aktivitas operasional Perseroan dikelola secara terpadu dan terintegrasi dengan baik. Pengelolaan ini dilakukan guna menciptakan lingkungan yang bersih dan bebas dari dampak negatif seperti bau, penyakit, kotor, serta dampak lainnya. Pengelolaan atas limbah padat/sampah dan limbah B3 diatur dalam suatu kebijakan Perseroan, yaitu Peraturan Perusahaan Nomor 38 Tentang Master Plan Eco-Airport PT Angkasa Pura II (Persero) yang ditetapkan dalam Keputusan Direksi Nomor: KEP.02.04/10/2012, yang diperkuat dengan keputusan Direksi PT Angkasa Pura II (Persero) Nomor: KEP.14.11/04/2014 tentang Pengelolaan Limbah Padat/Sampah serta Limbah Bahan Berbahaya dan Beracun (B3) di Bandar Udara PT Angkasa Pura II (Persero).

Dalam pengelolaan limbah ini, terdapat satu komponen yang menjadi perhatian perusahaan, yaitu pengelolaan limbah padat, yang termasuk di dalamnya limbah Bahan Berbahaya dan Beracun (limbah B3). Limbah padat juga merupakan dampak dari pengoperasian bandar udara, dan masuk dalam kategori sampah jenis rumah tangga dalam Kawasan khusus.

Berikut adalah 5 (lima) tahapan dalam pengelolaan limbah Bandar Udara:• Tahap Pemilahan

Pemilahan dilakukan untuk memisahkan 5 (lima) jenis sampah, yaitu sampah mengandung B3 serta limbah B3, sampah mudah terurai, sampah yang dapat digunakan kembali, sampah yang dapat didaur ulang, dan sampah lainnya.

• Tahap PengumpulanMenyediakan TPS, TPS 3R (Reduce, Reuse, Recycle), dan menyediakan alat pengumpul untuk sampah terpilah.

• Tahap PengangkutanPengangkutan sampah dari TPS atau TPS 3R ke Tempat Pemrosesan Akhir (TPA).

• Solid Waste ManagementSolid waste is managed through a combustion process with the aim of eliminate endemic diseases from other regions, especially those from overseas.

3. Waste Management SystemSolid waste and B3 waste generated as a result of the Company’s operational activities are managed in a well-integrated manner. This management is carried out in order to create a clean environment free from negative impacts such as odors, disease, dirt, and other impacts. The management of solid waste and B3 waste is regulated in the Company’s policy, namely the Company’s Regulation No. 38 on Eco-Airport Master Plan of PT Angkasa Pura II (Persero) which is stipulated in the Board of Directors Decree No: KEP.02.04/10/2012, which is reinforced with the Board of Directors Decree of PT Angkasa Pura II (Persero) No: KEP.14.11/04/2014 on Solid Waste and Hazardous and Toxic Substances (B3) Waste Management at Airports of PT Angkasa Pura II (Persero).

In this waste management, there is one component that concerns the Company, which is solid waste management, which includes Hazardous and Toxic Substances Waste (B3 waste). Solid waste is also the operational airport impacts and falls into the category of household and specific regional waste.

The following are 5 (five) stages in Airport waste management:

• Sorting StageSorting is done to separate 5 (five) types of waste, namely: waste containing B3 and B3 waste, biodegradable waste, reusable waste, recyclable waste, and other waste.

• Collection StageProviding TPS, 3R (Reduce, Reuse, Recycle) TPS and providing collecting tools for disaggregated waste.

• Conveyance StageCarrying out waste from TPS or 3R TPS to Final disposal


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• Tahap PengolahanPengolahan yang dilakukan berupa pemadatan sampah, pengomposan sampah, pendaurulangan materi sampah, mengubah sampah menjadi energi.

• Hasil Akhir

Adapun Limbah/Sampah Bandar Udara dikelompokkan dalam 4 (empat) kategori, antara lain:• Limbah/Sampah Landside (Terminal, Kargo,

Perkantoran, Landscape, Parkir).• Limbah/Sampah Airside (Pesawat, Landscape).• Limbah/Sampah B3 (Limbah Airside, Limbah

Landside, Kendaraan, Genset).• Limbah/Sampah Proyek Pengembangan Bandar

udara.

site (TPA)• Processing Stage

Processing in the form trash compactor, waste composer, recycling of waste materials, distorting waste into energy.

• End Result

As for waste at Airports can be divided into 4 (four) categories, such as:

• Landsite Waste (Terminal, Cargo, Office, Landscape, Parking lot)

• Airside Waste (Aircraft, Landscape)• Hazardous and Toxic Subtances (B3) waste (Airside

waste, Landside waste, Transportation, Generator set)• Airport development project Waste

Skema pengelolaan limbah/sampah proyek pengembangan bandar udara sama dan sesuai dengan skema pengelolaan limbah/sampah landside bandar udara.

Scheme of waste management of airport development project is similar and in accordance with the scheme of landside waste management in the airport.

Skema Pengelolaan Limbah/Sampah Landside Bandar UdaraScheme of Landside Waste Management in Airport

Limbah/Sampah LandsideLandside Waste/Debris

PemilahanSorting

PengumpulanCollection

PengangkutanConveyance

PengolahanProcessing

Hasil AkhirEnd Result

Terminal Kargo, Perkantoran, Landscape, ParkirTerminal, Cargo, Office, Landscape, Parking lot

Pemisahan Wadah Sesuai Jenis Sampah (5 Jenis Sampah)Separation of Containers Based on Types of Waste (5 Types of Waste)

Dikumpulkan Pada Masing-Masing Zona Sesuai Dengan Jenis Sampah (5 Jenis Sampah)Collecting at Each Zone Based on Types of Waste (5 Types of Waste)

Pemanfaatan 3R (Reuse, Reduce, Recycle)3R Utilization (Reuse, Reduce, Recycle)

Bekerjasama dengan Pihak Ketiga/Diangkut ke TPACooperating With Third Party/Carrying Out to TPA

Menggunakan Bak Tertutup Dengan Pemisahan Jenis SampahUsing a Closed Tub with Separation Based on Types of Waste


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Skema Pengelolaan Limbah/Sampah Bahan Berbahaya dan Beracun (B3) Bandar UdaraScheme of Hazardous and Toxic Subtances (B3) Waste Management in Airport

Limbah Airside, Limbah Landside, Kendaraan, GensetAirside Waste, Landside Waste, Transportation, Generator Set

Pemilahan Spesifik Limbah B3Sorting a Specific B3 Waste

Ditampung di Tempat Penyimpanan Sementara/TPS Limbah B3 (Berizin Walikota/Bupati/BLH) dan Dicatat(Log Book Harian & Neraca Bulanan)Waste is Stored at Temporary Storage/B3 Waste TPS ( Under Permission of Mayor/Regent/BLH) and Recorded (Daily Log Book & Monthly Balance Sheet)

Bekerjasama dengan Pihak Ketiga yang Memiliki Izin Sesuai Dengan Peraturan yang Berlaku Dilengkapi Dengan Manifest Limbah B3Cooperating with Third Party Who has Owned a License Based on Applicable Regulation Equipped with B3 Waste Manifestation

Menggunakan Bak Tertutup dengan Pemisah Jenis SampahUsing a Closed Tub with Separation Based on Types of Waste

Limbah/Sampah B3B3 Waste/Debris

PemilahanSorting




Skema Pengelolaan Limbah/Sampah Airside Bandar UdaraScheme of Airside Waste Management in Airport

Limbah/Sampah AirsideAirside Waste/Debris

PemilahanSorting




Hasil AkhirEnd Result

Pesawat, LandscapeAircraft, Landscape

Pemisahan Wadah Sesuai Jenis Sampah (5 Jenis Sampah)Separation of Containers Based on Types of Waste (5 Types of Waste)

Pemisahan Sesuai Dengan Jenis Sampah (5 Jenis Sampah)Collection Based on Types of Waste (5 Types of Waste)

Insinerasi/Pembakaran di IncineratorIncineration: Combustion at Incinerator

Dibawa ke IncineratorConveyance to the Incinerator

Sludge - Limbah B3Sludge - Hazardous & Toxic Subtances (B3) Waste


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Corporate Social Responsibility Related to Employm

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Dampak Terhadap LingkunganImpacts on the Environment

Kegiatan pelestarian lingkungan dan edu ekowisata.Environmental conservation and ecotourism education

Pelestarian lingkunganEnvironmental conservation

Bantuan penghijauan untuk penanaman pohon produktif di lahan tidur dan ruang terbuka.Greening aid for planting productive trees in dormant land and open spaces.

Pelestarian lingkunganEnvironmental conservation

PELAKSANA INISIATIF CSR TERKAIT LINGKUNGAN HIDUP

Angkasa Pura II telah melaksanakan berbagai kegiatan dalam rangka menjaga dan melestarikan lingkungan hidup, khususnya bagi yang terdampak langsung maupun yang tidak langsung, akibat dari aktivitas Perseroan. Adapun kegiatan yang telah dilaksanakan, antara lain:

EXECUTOR OF CSR INITIATIVES RELATED TO THE ENVIRONMENT

Angkasa Pura II has carried out various activities in order to protect and conserve the environment, especially for those who are directly or indirectly affected, as a result of the Company’s activities. The activities that have been carried out include:

Tanggung Jawab Sosial Perusahaan Terhadap Ketenagakerjaan, Kesehatan dan Keselamatan KerjaCorporate Social Responsibility Related to Employment, Occupational Health and Safety


Seluruh tenaga kerja di Angkasa Pura II merupakan aset Perseroan, untuk itu Perseroan berkomitmen untuk bertanggung jawab atas Kesehatan, Keselamatan Kerja, dan Kesejahteraan seluruh karyawan. Sebagai wujud pelaksanaan atas tanggung jawab tersebut, Perseroan melaksanakan berbagai program, antara lain program berkaitan dengan Kesehatan dan keselamatan, program peningkatan kualitas dan profesionalisme, evaluasi kinerja, serta program kesejahteraan. Seluruh


The entire workforce at Angkasa Pura II is an asset of the Company, for that the Company is committed to be responsible for the Occupational Health, Safety and Welfare of all employees. As a form of implementation of this responsibility, the Company carries out various programs, including programs related to health and safety, programs to improve quality and professionalism, performance evaluation, and welfare programs. All of these programs are carried out regularly every year by the Company.


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program ini dilaksanakan secara rutin setiap tahunnya oleh Perseroan. Lebih jelas mengenai tanggung jawab sosial dalam aspek ketenagakerjaan, dapat dilihat pada bagian Laporan SDM pada Laporan Tahunan ini.

Dasar pelaksanaan tanggung jawab sosial oleh Perseroan kepada karyawan adalah Undang-Undang Nomor 13 Tahun 2003 tentang Ketenagakerjaan, Undang-Undang Nomor 2 Tahun 2004 tentang Penyelesaian Perselisihan Hubungan Industrial, Undang-Undang Nomor 1 Tahun 1970 tentang Keselamatan Kerja serta Perjanjian Kerja Bersama (PKB) antara manajemen dan serikat karyawan. Melalui implementasi kebijakan-kebijakan tersebut, diharapkan dapat mencegah dan meminimalisir terjadinya pelanggaran terhadap hak asasi manusia dalam hubungan kerja.

RUMUSAN TANGGUNG JAWAB SOSIAL BIDANG KETENAGAKERJAAN

Dalam melaksanakan tanggung jawab sosial bidang ketenagakerjaan, Perseroan mengacu pada peraturan perundang-undangan yang berlaku khususnya yang berkaitan dengan ketenagakerjaan dan Perjanjian Kerja Bersama (PKB). Adapun rumusan dan lingkup tanggung jawab sosial bidang ketenagakerjaan, meliputi aspek:1. Kesetaraan dan perlakuan yang adil serta tidak

berlaku diskriminasi.2. Jaminan keamanan, kesehatan, dan keselamatan

kerja.3. Pemberian hak-hak ketenagakerjaan sesuai

ketentuan yang berlaku.4. Kebebasan berserikat.


Angkasa Pura II telah memiliki target dan rencana kerja tahun 2020 berkaitan dengan Kesehatan dan keselamatan kerja para tenaga kerjanya. Rencana kerja tersebut telah direalisasikan melalui serangkaian kegiatan Perseroan, dengan tujuan mencapai target yang telah ditetapkan.

CAPAIAN DAMPAK KUANTITATIF ATAS KEGIATAN

Dampak atas kegiatan tanggung jawab di bidang ketenagakerjaan dapat dijelaskan dalam pelaksanaan kebijakan berkaitan dengan ketenagakerjaan berikut:

More details regarding social responsibility in the aspect of manpower can be seen in the HR Report section of this Annual Report.

Basis for the implementation of social responsibility by the Company to employees is Law No. 13 of 2003 on Manpower, Law No. 2 of 2004 on Industrial Relations Disputes Settlement, Law No. 1 of 1970 on Occupational Safety and Collective Labor Agreement (PKB) between management and labor union. Through the implementation of these policies, it is hoped that it can prevent and minimize the occurrence of violations of human rights in employment relations.

FORMULATION OF SOCIAL RESPONSIBILITY IN EMPLOYMENT SECTOR

In carrying out its social responsibility in the field of employment, the Company refers to the applicable statutory regulations, especially related to employment and the Collective Labor Agreement (CLA). The formulation and scope of social responsibility in the field of employment include aspects of:1. Equality and fair treatment as well as no discrimination.

2. Guaranteed occupational safety, health and safety.

3. Provision of employment rights in accordance with applicable regulations.

4. Freedom of association


Angkasa Pura II already has a target and work plan for 2020 related to the occupational health and safety of its workforce. The work plan has been realized through a series of Company activities, with the aim of achieving the predetermined targets.

QUANTITATIVE IMPACT ACHIEVEMENTS ON ACTIVITIES

The impact on responsible activities in the employment sector can be explained in the implementation of the following employment-related policies:


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1. Kesetaraan Gender dan Kesempatan KerjaAngkasa Pura II selalu berupaya memberikan perlakuan terbaik bagi para karyawannya, dengan tidak membiarkan adanya praktik diskriminasi dalam hal apapun termasuk gender. Perwujudan atas hal tersebut dilaksanakan dalam proses rekrutmen dan pengembangan karyawan dari awal sampai dengan akhir masa jabatan.Jumlah karyawan Angkasa Pura II tahun 2020 mencapai 10.082 Orang, yang terdiri dari 4.445 orang karyawan laki-laki, dan 1.060 Orang karyawan perempuan.

Jumlah Karyawan Angkasa Pura II Berdasarkan Jenis Kelamin

1. Gender Equality and Job OpportunitiesAngkasa Pura II always strives to provide the best treatment for its employees, by not allowing any discriminatory practices, including gender. The manifestation is carried out in the recruitment and development process of employees from the beginning to the end of the term of office.

The number of employees of Angkasa Pura II in 2020 reached 10,082 people, consisting of 4,445 male employees and 1,060 female employees.

Number of Angkasa Pura II Employees Based on Gender

Jenis KelaminGender 2020 2019

PriaMale

4.445 8.538

WanitaFemale

1.060 2.013

JumlahTotal

5.505 10.551

2. Sarana dan Keselamatan KerjaAngkasa Pura II selalu berkomitmen untuk menjaga Kesehatan dan keselamatan Kerja (K3) para karyawannya, oleh karena itu Perseroan berusaha untuk mewujudkan tercapainya tingkat kecelakaan nihil (zero accident) di Perseroan. Komitmen Perseroan ini didasarkan pada penerapan Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3) di Angkasa Pura II mengacu pada Peraturan Menteri Tenaga Kerja Nomor: 5 Tahun 1996 tentang Sistem Manajemen Keselamatan dan Kesehatan Kerja yang telah disempurnakan dengan Peraturan Pemerintah Nomor: 50 Tahun 2012 tentang Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3). Peraturan ini mengatur sistem manajemen Perseroan dalam pengendalian risiko kegiatan kerja, yang mana di dalamnya termasuk pencegahan terhadap kecelakaan kerja dan penyakit yang ditimbulkan akibat aktivitas kerja.

Perseroan sebelumnya telah melaksanakan Sertifikasi SMK3 Tingkat Awal 64 Kriteria pada tahun 2015, dan telah melakukan perpanjangan Sertifikasi SMK3 Tingkat Lanjutan 166 Kriteria/Audit Eksternal SMK3 pada tahun 2019. Adapun pada tahun 2020, Perseroan tidak melaksanakan sertifikasi berkaitan dengan pelaksanaan SMK3.

2. Occupational Faciities and SafetyAngkasa Pura II is always committed to maintain Occupational Health and Safety (K3) of its employees, therefore the Company strives to achieve zero accident rates in the Company. The Company’s commitment is based on the implementation of the Occupational Safety and Health Management System (SMK3) at Angkasa Pura II referring to the Minister of Manpower Regulation No. 5 of 1996 on the Occupational Safety and Health Management System which has been enhanced by Government Regulation No. 50 of 2012 on Occupational Health and Safety Management System (SMK3). This regulation regulates the Company’s management system in controlling the risk of work activities, which includes the prevention of work accidents and diseases caused by work activities.

Previously, the Company has carried out the Certification of SMK3 Initial Level of 64 criteria in 2015, and has extended to Certification of SMK3 Advanced Level of 166 Criteria/ SMK3 External Audit Certification in 2019. As for 2020, the Company did not carry out any certification related to the implementation of SMK3.


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3. Peningkatan Kesejahteraan KaryawanDalam mendorong peningkatan motivasi kerja, kinerja, dan loyalitas karyawan, Perseroan berupaya meningkatkan kesejahteraan karyawan melalui pemberian remunerasi berupa gaji pokok, insentif prestasi, tunjangan dan fasilitas lainnya, yang disesuaikan secara proporsional berdasarkan jenjang jabatan, masa kerja, dan penilaian kinerja individu tanpa adanya diskriminasi.

4. Rekrutmen dan Perputaran (Turnover) KaryawanPerseroan memberikan kesempatan yang sama bagi setiap orang yang mengikuti proses rekrutmen Angkasa Pura II, sepanjang orang yang bersangkutan memenuhi kriteria yang dipersyaratkan oleh Perseroan. Oleh karena itu, dalam proses rekrutmen yang diselenggarakan oleh Perseroan, sudah pasti dilaksanakan dengan berdasarkan keterbukaan dan transparan sebagai wujud penolakan praktik diskriminasi apapun, baik itu suku, agama, ras, golongan, gender ataupun diskriminasi lainnya.

Lingkungan kerja memiliki dampak yang cukup berpengaruh terhadap tingkat turnover karyawan. Adapun tingkat perputaran karyawan pada tahun 2020 mencapai 10 orang atau 0,18%.

5. Pengembangan Potensi KaryawanPerseroan melaksanakan kegiatan Pendidikan dan Pelatihan (Diklat) bagi para karyawan, sebagai bentuk upaya Perseroan dalam mengembangkan kompetensi pekerja. Diklat yang dilaksanakan oleh Perseroan, mencakup Diklat yang langsung maupun yang tidak langsung berkaitan dengan strategi bisnis dan operasional. Terdapat 2 (dua) hal yang menjadi fokus Perseroan, yaitu pengembangan kompetensi untuk mempersiapkan karyawan dalam menghadapi kompetensi tertentu, dan perubahan kompetensi untuk mempersiapkan karyawan dalam menyikapi perubahan.

Selama tahun 2020, Perseroan telah melaksanakan 8.279 pelatihan. Lebih lanjut mengeai pelatihan dapat dilihat secara detil pada bagian Sumber Daya Manusia.

6. Tingkat Kecelakaan KerjaSebagai wujud komitmen Perseroan dalam mengelola Kesehatan dan Keselamatan Kerja (K3), Perseroan berupaya mencapai tingkat kecelakaan nihil (zero accident).

3. Employee Welfare ImprovementIn encouraging improvement of work motivation, performance, and loyalty of employees, the Company seeks to improve employee welfare by providing remuneration in the form of basic salary, performance incentives, allowances and other facilities, which are adjusted proportionally based on position level, term of office, and individual performance appraisals without discrimination.

4. Employee Recruitment and TurnoverThe Company provides equal opportunities for everyone who participates in the recruitment process for Angkasa Pura II, as long as the person concerned meets the criteria required by the Company. Therefore, in the recruitment process organized by the Company, it is certain to be carried out based on openness and transparency as a form of rejection of any discriminatory practice, either ethnicity, religion, race, class, gender or other discrimination.

The work environment has a significant impact on employee turnover rates. The employee turnover rate in 2020 reached 10 people or 0.18%.

5. Employee Potential DevelopmentThe Company carries out Education and Training (Diklat) activities for employees, as a form of the Company’s efforts to develop employee competencies. The training carried out by the Company includes training that is directly or indirectly related to business and operational strategies. There are 2 (two) matters that become the focus of the Company, namely competency development to prepare employees for certain competencies, and competency changes to prepare employees to respond to changes.

Throughout 2020, the Company conducted 8,279 trainings. Further details about the training can be seen in the Human Resources section.

6. Work Accident RateAs a manifestation of the Company’s commitment in managing Occupational Health and Safety (K3), the Company strives to achieve zero accident rates.


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7. Remunerasi terhadap UMPPerseroan memberikan remunerasi bagi karyawan, yang terdiri dari gaji dasar, insentif prestasi, dan berbagai tunjangan serta fasilitas lainnya, yaitu:a. Bulanan, mencakup tunjangan transportasi/

BBM, tunjangan uang makan, tunjangan uang lembur, tunjangan license dan rating, tunjangan jabatan, tunjangan telepon, dan tunjangan operasional.

b. Tahunan, mencakup Bantuan Sewa Rumah, tunjangan cuti, tunjangan kesejahteraan keluarga, tunjangan khusus, dan insentif produksi.

Pada dasarnya, remunerasi yang diberikan oleh Perseroan kepada karyawan Angkasa Pura II, telah lebih besar dari ketentuan Upah Minimum Regional maupun Sektoral yang ditetapkan oleh Pemerintah Daerah setempat.

8. Mekanisme Pengaduan Masalah Ketenagakerjaan, dan Lain-LainBerkaitan dengan masalah yang timbul dalam hubungan ketenagakerjaan, Perseroan telah menyediakan ruang bagi karyawan untuk menyelesaikan permasalahan tersebut. Hal tersebut telah diakomodir dalam Perjanjian Kerja Bersama antara Perseroan dengan Karyawan.

7. Remuneration against Provincial Minimum Wage (UMP)The Company provides remuneration for employees, which consists of basic salary, performance incentives, and various allowances and other facilities, namely:a. Monthly, including transportation/fuel allowance,

meal allowance, overtime allowance, license and rating allowances, position allowance, phone allowance, and operational allowance

b. Anually, including House rent contribution, leave allowance, Family welfare allowance, particular allowance and production incentives.

Basically, the remuneration given by the Company to Angkasa Pura II employees is greater than the Regional and Sectoral Minimum Wages stipulated by the local Regional Government.

8. Complaint Mechanism on Employment Issues and OthersIn connection with issues that arise in employment relations, the Company has provided space for employees to resolve these issues. This has been accommodated in the Collective Labor Agreement between the Company and the Employees.


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Corporate Social Responsibility Terkait Tanggung Jawab Kepada KonsumenCorporate Social Responsibility Related to Responsibility to Customers

KEBIJAKAN DAN KOMITMEN

Kepuasan Pelanggan merupakan salah satu fokus utama Perseroan, karena Perseroan menganggap bahwa Pelanggan termasuk ke dalam salah satu pemangku kepentingan. Untuk itu, Perseroan selalu menjaga tingkat kepuasan pelanggan agar tetap pada tingkatan yang terbaik, melalui penetapan dan pelaksanaan kebijakan dan standar, dengan tujuan memberikan pelayanan terbaik bagi pelanggan.


Setiap tahunnya, Perseroan melaksanakan Survei Kepuasan Pelanggan sebagai bentuk evaluasi atas pelayanan yang diberikan oleh Perseroan kepada para pelanggannya,disamping itu juga dilaksanakan penyelesaian pengaduan pelanggan.Hasil evaluasi Survei Kepuasan Pelanggan dan penyelesaian pengaduan pelanggan, dipergunakan oleh Perseroan untuk meningkatkan kepuasan pelanggan sehubungan dengan pelayanan Angkasa Pura II. Perseroan menetapkan target penyelesaian pengaduan di bawah Service Level Agreement (SLA) yang telah ditetapkan

KEGIATAN YANG DILAKUKAN DAN DAMPAKNYA

Guna menjaga hubungan baik dengan konsumen, terdapat beberapa kegiatan yang dilaksanakan oleh Angkasa Pura II, antara lain:1. Keamanan dan Keselamatan Konsumen

Keamanan dan keselamatan konsumen merupakan salah satu prioritas bagi Perseroan, oleh karena itu Angkasa Pura II secara mutlak menerapkan sistem keamanan yang baik di Bandar Udara. Melalui terwujudnya keamanan, diharapkan pelanggan merasa nyaman sehingga dapat tercapai kepuasan pelanggan. Sebagaimana diatur dalam Undang-Undang Nomor 1 Tahun 2009 tentang Penerbangan pasal 219 ayat (1) menyebutkan bahwa: “Setiap

POLICY AND COMMITMENT

Customer Satisfaction is one of the main focuses of the Company, because the Company considers that the Customer is one of the stakeholders. For this reason, the Company always maintains the level of customer satisfaction in order to remain at the best level, through the establishment and implementation of policies and standards, with the aim of providing the best service for customers.


Every year, the Company carries out a Customer Satisfaction Survey as a form of evaluation of the services provided by the Company to its customers, in addition to that, customer complaints are resolved. The results of the evaluation of the Customer Satisfaction Survey and the resolution of customer complaints are used by the Company to increase customer satisfaction with respect to Angkasa Pura II services. The Company sets a target for complaint resolution under the established Service Level Agreement (SLA)

ACTIVITIES IMPLEMENTATION AND ITS IMPACT

In order to maintain good relations with customers, there are several activities carried out by Angkasa Pura II, including:1. Customer Security and Safety

Customer security and safety is one of the priorities for the Company, therefore Angkasa Pura II absolutely implements a good security system at the airport. Through the realization of security, it is hoped that customers will feel comfortable so that customer satisfaction can be achieved. As regulated in Law No. 1 of 2009 on Aviation, article 219 paragraph (1) stating that: “Every airport enterprise or airport management unit shall provide airport facilities which fulfill the


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badan usaha bandar udara atau unit penyelenggara bandar udara wajib menyediakan fasilitas bandar udara yang memenuhi persyaratan keselamatan dan keamanan penerbangan, serta pelayanan jasa bandar udara sesuai dengan standar pelayanan yang ditetapkan”. Adapun sistem kemanan yang diterapkan di Bandar Udara, sebagai berikut:a. Screening (Pemeriksaan Orang, Barang dan

Kendaraan)b. Access control/perimeter protectionc. Surveillance (Pengawasan dan Patroli)d. Protection against infiltration (melalui koordinasi

dan informasi dari pihak eksternal: Kepolisian & BIN)

e. Staff participating (Partisipasi petugas dalam bentuk security awareness melibatkan airport community)

f. Quality Control & Quality Assurance

Disamping memberikan rasa nyaman bagi pelanggan, Angkasa Pura II juga memastikan seluruh fasilitas keselamatan penerbangan dalam kondisi baik dan siap untuk dipergunakan, melalui Unit Manajemen Keselamatan. Unit Manajemen Keselamatan memiliki fungsi untuk melakukan pengelolaan, pengendalian dan pembinaan kegiatan berkaitan dengan:g. Pelaksanaan Sistem Manajemen Keselamatan;h. Standarisasi, kalibrasi, dan pemeliharaan teknik

elektronika;i. Standarisasi, kalibrasi dan pemeliharaan teknik

listrik, mekanikal, dan peralatan;j. Standarisasi, kalibrasi dan pemeliharaan teknik

bandara.

Berkaitan dengan terjaminnya kesiagaan fasilitas keselamatan penerbangan, Angkasa Pura II memastikan unit-unitnya melaksanakan persiapan sebagai berikut:k. Teknik Elektronika

Unit Teknik Elektronika melaksanakan fungsi perencanaan, pelaksanaan dan evaluasi terhadap kegiatan standarisasi, kalibrasi dan pemeliharaan peralatan elektronika bandara (PAS,FIS, Flight Communication System, Integrated Ground Communication System, Fire Alarm System, Master Clock), peralatan security equipment dan peralatan navigasi, komunikasi, otomasi dan surveillance di seluruh kantor cabang bandara Angkasa Pura II.

requirements of aviation safety and security, as well as airport services in accordance with the determined service standards “. The security system implemented at the airport is as follows:

a. Screening (inspection of people, goods, and vehicles

b. Access control/perimeter protectionc. Surveillance (monitoring and patrolling)d. Protection against infiltration (through coordination

and information from external parties, which are Police and State Intelligence Agency/ BIN)

e. Staff participating (participation of staff in the form of security awareness, involving the airport community)

f. Quality Control & Quality Assurance

Besides providing a sense of comfort for customers, Angkasa Pura II also ensures that all flight safety facilities are in good condition and ready to use, through the Safety Management Unit. The Safety Management Unit has a function to manage, control and coach activities related to:

g. Implementation of Safety Management System;h. Standardization, calibration, and maintenance of

electronics engineering;i. Standardization, calibration, and maintenance of

electrical, mechanical, and equipment engineering;j. Standardization, calibration, and maintenance of

airport engineering.

In ensuring the readiness of flight safety facilities, Angkasa Pura II ensures that the units carry out the following preparations:

k. Electronic EngineeringElectronic Engineering Unit performs planning, implementation and evaluation functions towards the activities of standardization, calibration and maintenance of airport electronic equipments (PAS, FIS, Flight Communication System, Integrated Ground Communication System, Fire Alarm System, Master Clock), security equipment tools and navigation tools, communication, automation and surveillance at all airport branch offices of Angkasa Pura II.


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l. Teknik Listrik Mekanikal & PeralatanUnit Teknik Listrik, Mekanikal & Peralatan melaksanakan fungsi perencanaan, pelaksanaan dan evaluasi terhadap kegiatan standarisasi, kalibrasi dan pemeliharaan fasilitas listrik, fasilitas PKPPK dan alat-alat besar dan fasilitas operasi pada sisi udara di seluruh kantor cabang bandara Angkasa Pura II.

m. Teknik BandaraUnit Teknik Bandara melaksanakan fungsi perencanaan, pelaksanaan dan evaluasi terhadap kegiatan standarisasi, kalibrasi dan pemeliharaan dan perbaikan fasilitas operasi pada sisi udara (meliputi: apron, runway, taxiway, bangunan terminal) dan fasilitas operasi pada sisi darat (meliputi: gedung non terminal, lapangan, parkir, pertamanan, jalan akses) di seluruh kantor cabang bandara Angkasa Pura II.

2. Akses Informasi Layanan dan Pengaduan PelangganDalam memberikan kemudahan bagi pelanggan untuk memperoleh informasi, serta untuk mendukung peningkatan kepuasan pelanggan, Angkasa Pura II menyediakan fasilitas berupa pusat informasi dan layanan pelanggan/para penumpang di setiap terminal bandara, serta pusat pengaduan pelanggan, yang dapat diakses melalui saluran berikut:a. Contact Center dengan hotline 138b. Website Perseroan:

www.angkasapura2.co.id via “Kontak Kami”c. Email Perseroan:

[email protected]. Twitter: @contactap2e. Facebook: www.facebook.com/angkasa.puraii

3. Sarana dan Penanggulangan atas Pengaduan KonsumenAduan maupun keluhan pelanggan merupakan hal yang harus direspon secara cepat dan tepat oleh Perseroan. Salah satu langkah yang dilakukan oleh Perseroan sebagai bentuk komitmen dalam memberikan pelayanan terbaik, adalah dengan menetapkan standar mutu pelayanan, sebagai berikut:a. Standar dalam merespon atas pengaduan

pelanggan 1 x 24 Jam.b. Pengaduan yang masuk melalui contact center,

website, email, twitter, atau facebook Perseroan akan segera ditindaklanjuti oleh unit kerja Sekretaris Perseroan dan unit kerja Pelayanan Bandara.

l. Electrical, Mechanical & Equipment EngineeringElectrical, Mechanical & Equipment Engineering performs planning, implementation and evaluation functions towards the activities of standardization, calibration an maintenance of electrical facilities, PKPP facilities and large equipment and operating facilities at the air side at all airport branch offices of Angkasa Pura II.

m. Airport EngineeringAirport Engineering Unit performs planning, implementation and evaluation functions towards the activities of standardization, calibration and maintenance as well as improvement of operating facilities on the air side (include: apron, runway, taxiway, terminal buildings) and operating facilities on the land side (include: non-terminal buildings, field, parking, landscaping, access roads) in all airport branch offices of Angkasa Pura II.

2. Access to Service Information and Customer ComplaintsIn order to provide convenience for customers to obtain infromation, as well as to support the improvement of customer satisfaction, Angkasa Pura II provides facilities in the form of an information center and customer/ passenger service at each airport terminal, as well as a customer complaint center, which can be accessed through the following channels:

a. Contact Center with hotline 138b. Corporate Website:

www.angkasapura2.co.id via “Contact Us”c. Corporate Email:

[email protected]. Twitter: @contactap2e. Facebook: www.facebook.com/angkasa.puraii

3. Facilities and Handling of Customer Complaints

Customer complaints are matters that must be responded immediately and precisely by the Company. One of the measures taken by the Company as a form of commitment in providing the best service, is by setting service quality standards, as follows:

a. Standard in responding customer complaints is 1 x 24 hour.

b. Complaints received through contact center, website, email, twitter, or Facebook of the Company will be immediately followed up by the Community Development Center (CDC) work unit and the Airport Services work unit.


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c. Selanjutnya keluhan pelanggan diproses dan diselesaikan oleh unit terkait. Unit terkait dapat langsung berkomunikasi kepada pelanggan dalam proses penyelesaian keluhan.

4. Survei Kepuasan PelangganSecara rutin setiap tahunnya Angkasa Pura II melaksanakan Survei Kepuasan Pelanggan. Hal tersebut dilaksanakan untuk mengetahui sejauh mana kepuasan pelanggan atas kinerja Perseroan, untuk selanjutnya hasil survei tersebut ditindaklanjuti guna meningkatkan kinerja Perseroan pada tahun-tahun berikutnya, agar tercapai pelayanan terbaik dan tingkat kepuasan pelanggan yang maksimal. Survei kepuasan pelanggan dilaksanakan dengan membandingkan antara harapan dan persepsi Stakeholders. Responden dalam survei kepuasan pelanggan meliputi penumpang, airliner, kargo dan konsesioner.

Survei yang dilaksanakan pada tahun 2020 menunjukkan rata-rata 4,67 yang menyatakan “Sangat Puas” terhadap kualitas layanan Angkasa Pura II.

c. Subsequently, customer complaints are processed and settled by the relevant units. The relevant units can communicate directly to customers in the completion process of the complaints.

4. Customer Satisfaction SurveyRegularly every year Angkasa Pura II conducts a Customer Satisfaction Survey. This is carried out to determine the extent of customer satisfaction with the Company’s performance, henceforth the survey results are followed up in order to improve the Company’s performance in the following years, in order to achieve the best service and the maximum level of customer satisfaction. Customer satisfaction surveys are carried out by comparing the expectations and perceptions of stakeholders. Respondents in customer satisfaction surveys include passengers, airliners, cargo and concessionaires.

The survey carried out in 2020 showed an average of 4.67 which stated “Very Satisfied” with the quality of Angkasa Pura II services.

Tabel Pencapaian CSITable CSI Achievement

No CabangBranch Office

CSI

2020 2019

1. Soekarno Hatta 4,70 4,48

2. Silangit 4,64 4,57

3. Halim Perdanakusuma 4,60 4,54

4. Minangkabau 4,56 4,56

5. Depati Amir 4,80 4,76

6. Sultan Mahmud Badaruddin II 4,76 4,56

7. Husein Sastranegara 4,62 4,67

8. Sultan Iskandar Muda 4,57 4,55

9. Sultan Thaha 4,82 4,79

10. Kualanamu 4,74 4,63

11. Sultan Syarif Kasim II 4,67 4,61

12. Supadio 4,86 4,79

13. Raja Haji Fisabilillah 4,64 4,63

14. Blimbingsari 4.51 4,47

15. Kertajati - -

16. Tjilik Riwut 4,61 4,41

17. Radin Inten - -

18. Tanjung Pandan - -

19. Fatmawati - -


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Corporate Social Responsibility yang Terkait Dengan Pengembangan Sosial & Pemberdayaan MasyarakatCorporate Social Responsibility Related to Social Development & Community Empowerment

KEBIJAKAN DAN KOMITMEN

Masyarakat memiliki peranan penting dalam mendukung keberlangsungan bisnis Perseroan. Antara Perseroan dengan masyarakat perlu dibangun hubungan yang harmonis dan positif, agar keduanya sama-sama memperoleh manfaat . Untuk membangun hubungan tersebut, Perseroan melaksanakan tanggung jawab sosial kepada masyarakat melalui Program Kemitraan, Bina Lingkungan dan Kegiatan CSR. Program Kemitraan dan Bina Lingkungan yang dilaksanakan oleh Perseroan, merupakan pelaksanaan atas kebijakan terkait program kemitraan dan bina lingkungan sebagaimana diatur dalam Keputusan Menteri BUMN Nomor: No. PER- 02/MBU/07/2017 tangal 5 Juli 2017 tentang Perubahan Kedua atas Peraturan Menteri Badan Usaha Milik Negara No. PER-09/MBU/07/2015 tentang Program Kemitraan dan Program Bina Lingkungan Badan Usaha Milik Negara.

POLICY AND COMMITMENT

The community has an important role in supporting the sustainability of the Company’s business. Between the Company and the community, it is necessary to build a harmonious and positive relationship, so that both of them can be benefited. To build this relationship, the Company carries out social responsibility to the community through the Partnership Program, Community Development and CSR Activities. The Partnership and Community Development Program implemented by the Company is an implementation of policies related to partnership and community development programs as stipulated in the Minister of SOEs Decree No. PER-02/MBU/07/2017 dated July 5, 2017 on Second Amendment to the Minister of SOEs Regulation No. PER-09/MBU/07/2015 on Partnership Program and Community Development Program for State-Owned Enterprises.


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Program Kemitraan dilaksanakan melalui penyaluran pinjaman kepada masyarakat sebagai bentuk pemberdayaan ekonomi Perseroan melalui aktivitas usaha yang dilakukan oleh Perseroan. Sedangkan Bina Lingkungan dan kegiatan CSR dilaksanakan melalui penyediaan sarana dan prasarana yang berguna bagi pengembangan masyarakat.

ISU-ISU, LINGKUP DAN PERUMUSAN TANGGUNG JAWAB SOSIAL BIDANG PENGEMBANGAN SOSIAL DAN KEMASYARAKATAN

Wilayah sekitar operasional bandara yang dikelola oleh Angkasa Pura II, menjadi tempat dilaksanakannya tanggung jawab sosial bidang pengembangan sosial dan kemasyarakatan oleh Perseroan. Adapun isu-isu, rumusan dan lingkup tanggung jawab sosial berkaitan dengan bidang pengembangan sosial dan kemasyarakatan, meliputi aspek:1. Pemberdayaan ekonomi masyarakat melalui

program kemitraan.2. Pembinaan lingkungan dan perbaikan kualitas

kehidupan masyarakat melalui program bina lingkungan.

Pelaksanaan tanggung jawab sosial bidang pengembangan sosial dan kemasyarakatan, dilakukan dengan strategi dan langkah yang dipersiapkan oleh Perseroan, yaitu:1. Menjalin hubungan baik yang serasi dan harmonis

dengan masyarakat sekitar wilayah operasi.2. Pemberdayaan potensi masyarakat melalui

pemberian sustainable value

TARGET DAN KEGIATAN PENGEMBANGAN SOSIAL

Program Kemitraan dan Bina LingkunganAngkasa Pura II melaksanakan tanggung jawab sosial Perseroan melalui pelaksanaan Program Kemitraan dan Bina Lingkungan (PKBL). Pelaksanaan PKBL dilakukan dengan menggunakan anggaran atas PKBL, yang merupakan laba Perseroan yang telah disisihkan untuk keperluan pembinaan usaha kecil/koperasi dan pembinaan masyarakat.

Tingkat efektivitas penyaluran Program Kemitraan pada tahun 2020 adalah 93,78% dengan tingkat kolektabilitas pengembalian sebesar 94,11% Sedangkan persentase tingkat efektivitas penyaluran Program Bina Lingkungan adalah sebesar 98,55%.

The Partnership Program is implemented through distribution of loan to the community as a form of the Company’s economic empowerment through business activities carried out by the Company. Meanwhile, Community Development and CSR activities are carried out through the provision of facilities and infrastructure that are useful for community development.

ISSUES, SCOPE AND FORMULATION OF SOCIAL RESPONSIBILTY IN THE FIELD OF SOCIAL AND COMMUNITY DEVELOPMENT

The area around the airport operations managed by Angkasa Pura II becomes the place for the implementation of social responsibility in the field of social and community development by the Company. The issues, formulation and scope of social responsibility related to the field of social and community development include the following aspects:

1. Community economic empowerment through partnership programs

2. Fostering the community and improving the quality of people’s lives through the community development program.

The implementation of social responsibility in the field of social and community development, is carried out with the strategies and measures prepared by the Company, namely:1. Establishing a harmonious relationship with the

community around the operational area.2. Empowering the potential of the community by

providing sustainable value.

TARGET AND ACTIVITIES OF SOCIAL DEVELOPMENT

Partnership and Community Development ProgramAngkasa Pura II carries out the Company’s social responsibility through the implementation of the Partnership and Community Development Program (PKBL). PKBL implementation is carried out using the budget for PKBL, which is the Company’s profit that has been set aside for the purposes of fostering small businesses/ cooperatives and community development.

The level of effectiveness of the Partnership Program distribution in 2020 was 93.78% with a collectability rate of return of 94.11%, while the percentage level of effectiveness in the Community Development Program distribution was 98.55%.


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1. Program Kemitraan Program Kemitraan adalah program yang dilaksanakan oleh Perseroan dengan memberikan bantuan kepada kelompok usaha skala kecil dan menengah. Bantuan yang diberikan adalah berupa pinjaman uang untuk dipergunakan bagi pengembangan usaha mitra binaan tersebut. Adapun tujuan dari program ini adalah untuk meningkatkan produktivitas masyarakat agar lebih produktif dan berkembang, sehingga usahanya dapat berkelanjutan, tangguh, dan mandiri. Pelaku usaha yang menjadi mitra binaan Perseroan, dapat dikelompokkan ke dalam 8 (delapan) sektor, yaitu perdagangan, industri, pertanian, perkebunan, perikanan, peternakan, jasa dan lainnya.

Tahun 2020, Angkasa Pura II telah melaksanakan Program Kemitraan, yang dapat dijelaskan melalui tabel berikut:

UraianDescription

Target RKA 20202020 Work Plan and

Budget Target

Realisasi RKA 20202020 Work Plan and Budget Realization

DeviasiDeviation

NominalNominal %

Saldo Awal | Beginning balance 593.487.932,43

Penerimaan | Revenues

1. Alokasi Laba PerseroanCompany Profit Allocation

2. Angsuran Pokok PinjamanLoan Principal Installments

44.678.594.800,35 26.493.579.344 (18.185.015.456) (40,70)

3. Angsuran Pokok Pinjaman BermasalahPrincipal Installments with Troubled Loans

506.850.245,52 429.926.232 (76.924.014) (15,18)

4. Angsuran Tanpa IdentitasUnidentified installments

(3.422.975) (3.422.975)

5. Kelebihan AngsuranExcess installments

31.279.667,67 31.279.668

6. Jasa Administrasi PinjamanLoan Administration Services

1.718.604.823,65 698.383.221 (1.022.221.603) (59,36)

7. Bunga Jasa Giro/DepositoCurrent Account/deposit interest

169.540.094,83 160.365.297,04 (9.174.798) (5,41)

Jumlah PenerimaanAmount of Receipt

47.073.589.964,35 27.810.110.786,71 (19.263.479.178)

Jumlah Dana TersediaAmount of Funds Available

47.073.589.964,35 28.403.598.719,14 (18.669.991.245)

Penggunaan DanaUse of funds

1. Penyaluran PinjamanLoan Distribution

45.355.000.000 25.723.000.000 (19.632.000.000) (43,29)

2. Dana PembinaanDevelopment Fund

1.718.589.964,35 914.162.899 (804.427.065) (46,81)

3. PersekotAdvance

Jumlah Penggunaan Dana Amount of Use of Funds

47.073.589.964,35 26.637.162.899 (20.436.427.065,35) (43,41)

Saldo Program KemitraanPartnership Program balance

0 1.766.435.820,14 1.766.435.820,14

1. Partnership Program The Partnership Program is a program implemented by the Company by providing aid to small and medium scale business groups. The aid provided is in the form of loan money to be used for the business development of the assisted partners. The purpose of this program is to increase the productivity of the community to be more productive and developed, so that their business can be sustainable, resilient, and independent. Business players who become the Company’s assisted partners can be grouped into 8 (eight) sectors, namely trade, industrial, agriculture, plantation, fishery, livestock, services and others.

In 2020, Angkasa Pura II has implemented Partnership Program which can be explained through the following table:


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Penyaluran Kemitraan Berdasarkan Sektor Usaha Mitra BinaanPartnership Distribution Based on Business Sector of Assisted Partners

No Sektor Usaha Mitra BinaanBusiness Sector of Assisted Partners

2020 2019

Jumlah Unit Mitra Binaan

Number of Assisted Partners

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Rp

1 Industri | Industrial 77 3.539.000.000 150 6.402.000.000

2 Perdagangan | Trade 302 15.926.000.000 485 26.190.000.000

3 Pertanian | Agriculture 3 73.000.000 9 495.000.000

4 Peternakan | Livestock 15 450.000.000 16 770.000.000

5 Perkebunan | Plantation 4 630.000.000 10 1.000.000.000

6 Perikanan | Fishery 7 175.000.000 5 133.000.000

7 Jasa | Services 84 4.585.000.000 144 9.315.000.000

8 Lainnya | Others 3 345.000.000 3 320.000.000

Jumlah | Total 495 25.723.000.000 822 44.625.000.000

Penyaluran Kemitraan Berdasarkan WilayahPartnership Distribution Based on Region

No WilayahRegion

2020 2019



Rp



Rp

1 Nangroe Aceh Darussalam 31 1.725.000.000 41 1.830.000.000

2 Sumatera Utara | North Sumatra 28 975.000.000 36 1.160.000.000

3 Sumatera Barat | West Sumatra 47 3.465.000.000 55 2.365.000.000

4 Riau 44 1.320.000.000 74 1.847.000.000

5 Kepulauan Riau | Riau Island 27 995.000.000 38 1.208.000.000

6 Jambi 38 2.325.000.000 72 4.220.000.000

7 Sumatera Selatan | South Sumatra 29 1.190.000.000 65 2.380.000.000

8 Kepulauan Bangka BelitungBangka Belitung Island

31 775.000.000 41 920.000.000

9 DKI Jakarta 21 620.000.000 36 960.000.000

10 Jawa Barat 23 750.000.000 57 3.097.000.000

11 Banten 67 2.425.000.000 92 3.200.000.000

Dana Program Kemitraan diperuntukkan bagi penyaluran pinjaman, baik yang dilakukan secara mandiri, maupun melalui sinergi BUMN, serta untuk pembinaan kepada mitra binaan. Sejumlah dana yang telah dialokasikan untuk Program Kemitraan, telah disalurkan kepada para mitra binaan yang berada di wilayah sekitar Angkasa Pura II.

Tahun 2020, penyaluran dana Program Kemitraan adalah sebesar Rp26.637.162.899, jumlah ini turun/naik sebesar 58% apabila dibandingkan dengan tahun 2019, dimana penyaluran dana Program Kemitraan adalah sebesar Rp46.262.432.666,- Secara rinci mengenai penyaluran dana Program Kemitraan dapat dilihat pada tabel berikut:

The Partnership Program Fund is intended for loan distribution, both independently and through a synergy with SOEs, as well as for development to assisted partners. A number of funds that have been allocated for the Partnership Program, have been distributed to assisted partners in the area around Angkasa Pura II.

In 2020, the distribution of Partnership Program funds was Rp26,637,162,899. This amount decreased by 58% when compared to 2019, where the distribution of Partnership Program funds was Rp46,262,432,666.


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Rp



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12 Kalimantan Barat |West Kalimantan 77 4.158.000.000 116 5.438.000.000

13 Bali 11 2.000.000.000 40 7.000.000.000

14 Jawa Tengah | Central Java 21 3.000.000.000

15 D.I. Yogyakarta 7 1.000.000.000

16 Maluku

17 Jawa Timur | East Java 19 3.000.000.000

18 Lampung 21 3.000.000.000

19 Sulawesi Selatan | South Sulawesi 12 2.000.000.000

Jumlah | Total 495 25.723.000.000 822 44.625.000.000

Pendidikan dan Pelatihan Mitra BinaanDalam tujuan untuk membentuk mitra binaan menjadi pelaku usaha yang tangguh dan mandiri, Perseroan melakukan pembinaan melalui pemberian pendidikan dan pelatihan, dengan tujuan agar wawasan dan pengetahuan pelaku usaha lebih luas sehingga produktivitas mereka dapat meningkat. Pendidikan dan Pelatihan ini merupakan program yang telah dianggarkan oleh Perseroan, dengan jumlah alokasi anggaran pada tahun 2020 adalah sebesar Rp1.718.589.964,35.

Education and Training for Assisted PartnersWith the aim of forming assisted partners to become strong and independent business players, the Company provides coaching through the provision of education and training, with the aim of broadening the insights and knowledge of business players so as to increase that their productivity. This education and training is a program that has been budgeted by the Company, with the total budget allocation in 2020 amounted to Rp1,718,589,964.35.

2. Program Bina LingkunganPartisipasi Perseroan dalam upaya meningkatkan kesejahteraan masyarakat salah satunya dilakukan melalui Program Bina Lingkungan. Program ini dilaksanakan dengan memberikan bantuan kepada masyarakat, dalam bentuk:a. Bantuan Korban Bencana Alam dan Bencana

Non Alamb. Bantuan Sarana Ibadah.c. Bantuan Sarana Pendidikan.d. Bantuan Sarana Kesehatan.e. Bantuan Sarana Umum.f. Bantuan Untuk Pelestarian Alam (Penghijauan).g. Bantuan Sosial Kemasyarakatan Dalam Rangka

Pengentasan Kemiskinan.

Bantuan-bantuan tersebut agar lebih tepat sasaran, maka dprioritaskan oleh Perseroan untuk daerah yang berada di sekitar bandara atau kantor cabang Angkasa Pura II, sehingga kondisi sosial masyarakat yang berada wilayah sekitar tempat usaha Angkasa Pura II, dapat mengalami kenaikan, tercipta situasi yang tertib, aman, dan nyaman.

2. Community Development ProgramOne of the Company’s participation in efforts to improve community welfare is through the Community Development Program. This program is implemented by providing aid to the community, in the form of:

a. Aid for victims of natural disasters and non-natural disasters

b. Aid for Place of Worshipc. Aid for Education Facilityd. Aid for Health Facilitye. Aid for Public Facilityf. Aid for Nature Conservation (greening)g. Aid for Community socialization in the context of

poverty alleviation

In order to make these aids more targeted, the Company prioritizes areas around the airport or branch offices of Angkasa Pura II, so that the social conditions of the community in the area around Angkasa Pura II’s business areas can increase, creating an orderly, safe, and comfortable situation.


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Berikut adalah tabel perbandingan antara Rencana Kerja Anggaran Tahun 2020 dengan realisasi pelaksanaan program Bina Lingkungan Tahun 2020:

Berdasarkan Jenis BantuanBased on Type of Aid

No Jenis Bantuan Target RKA 2020 Realisasi 2020 Realisasi 2019

1 Bantuan Korban Bencana AlamAid for Victims of Natural Disasters

8.850.864.870 9.387.304.571 241.051.130

2 Bantuan Pendidikan/PelatihanAid for Education/ Training

8.850.864.870 5.097.536.436 9.204.270.984

3 Bantuan Peningkatan KesehatanAid for Health Improvement

1.475.144.145 2.303.387.400 2.707.411.813

4 Bantuan Pengembangan Prasarana dan SaranaAid for Infrastructure and Facilities Development

1.475.144.145 3.215.560.562 6.599.454.327

5 Bantuan Sarana IbadahAid for Place of Worship

1.475.144.145 5.137.744.053 5.149.693.869

6 Bantuan Pelestarian AlamAid for Nature Conservation

2.950.288.290 488.838.291 2.015.505.433

7 Bantuan Pengentasan KemiskinanAid for Poverty Alleviation

4.425.432.435 3.443.826.767 5.848.954.406

JumlahTotal

29.502.882.900 29.074.198.080 31.766.341.962

Berdasarkan WilayahBased on Region

No Wilayah 2020 2019

1 Nangroe Aceh Darussalam 749.166.500 2.108.890.000

2 Sumatera Utara | North Sumatra 1.899.045.838 1.526.053.652

3 Sumatera Barat | West Sumatra 731.524.286 795.550.838

4 Riau 840.736.800 1.044.004.231

5 Kepulauan Riau | Riau Island 750.006.900 1.324.822.361

6 Jambi 761.519.060 1.127.450.777

7 Sumatera Selatan | South Sumatra

760.000.000 1.280.000.000

8 Kepulauan Bangka Belitung | Bangka Belitung Island 759.259.447 1.742.029.346

9 DKI Jakarta 1.050.000.000 900.000.000

10 Jawa Barat | West Java 994.067.500 2.099.946.464

11 Banten 19.008.871.749 16.385..811.483

12 Kalimantan Barat | West Kalimantan 770.000.000 1.431.782.810

Jumlah | Total 29.074.198.080 31.766.341.962

Penyaluran bantuan Bina Lingkungan tahun 2020 antara lain:1. Bantuan sektor bencana alam dan non alam

berupa:• Sembako, air mineral, genset, perahu karet,

peralatan mandi, diapers untuk korban bencana banjir di Wilayah Tangerang dan Jakarta Timur.

The following is a comparison table between the 2020 Work Plan and Budget with the realization of the 2020 Community Development program:

Distribution of Community Development Aid in 2020, among others:1. Aid for Natural Disasters and Non-Natural Disasters

in the form of:• Basic food, mineral water, generators, rubber

boats, toiletries, diapers for flood victims in the Tangerang and East Jakarta regions.


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• Masker kain 2000 pcs di Kabupaten Labuhan Batu, Sumatera Utara.

• Masker N95 8210, Hazmat Grade Premium, Face Shield, Sepatu Boot, Hand Sanitizier, Masker kain, Disinfektan untuk Puskesmas Talang Betutu, Puskesmas Sukarami, Kelurahan Talang Betutu, Kelurahan Sukodasi, Kelurahan Talang Jambe, Kelurahan Kebun Bunga Sumatera Selatan.

• Bantuan sembako untuk dapur umum di Lanud Supadio Pontianak Kalimantan Barat.

• Paket sembako untuk korban dampak COVID-19 di seluruh kantor cabang.

• Pembangunan ruang isolasi di Rumah Sakit Universitas Andalas Padang Sumatera Barat

• Kegiatan penanggulangan COVID-19 berupa pemberian sembako, masker, antiseptik, hand sanitizer, disinfektan untuk Rumah Sakit Rujukan di Provinsi Aceh, Kalimantan Barat, Sumatera Barat, Kalimantan Tengah, Jawa Barat dan Banten.

• Kegiatan penanggulangan COVID-19 berupa pemberian alat Ekstrasi Otomatis Magnapure 96 dan Alat Deteksi Light Cycle 480 bekerja sama dengan Yayasan BUMN Hadir Untuk Negeri.

• Kegiatan penyemprotan disinfektan rumah ibadah dan sekolah di sekitar Bandara Soekarno Hatta.

• Bantuan APD untuk Satuan Tugas BUMN Peduli COVID-19 Wilayah Kabupaten Tapanuli Utara, Satuan Tugas BUMN Peduli COVID-19 Provinsi Bengkulu, Satuan Tugas BUMN Peduli COVID-19 Provinsi Kalimantan Tengah, Satuan Tugas BUMN Peduli COVID-19 Provinsi Sumatera Barat.

• Alat Pelindung Diri (APD) terdiri dari: Protective coverall disposable, Helm safety, Sepatu safety, Penutup kepala, Masker medis 3 ply, Sarung tangan karet, Sarung tangan karet panjang, Kacamata pelindung) untuk Satuan Tugas BUMN Peduli COVID-19 Provinsi Bangka Belitung.

• Pengadaan APD, Peralatan Medis, Vitamin dan Sembako untuk wilayah Sumatera Utara

• Pengadaan 25 unit tempat cuci tangan portabel untuk sekolah dan puskesmas yang berada di Ring 1 wilayah operasional Bandara Sultan Thaha Jambi.

• Penyaluran Vitamin, Thermal Gun, Hazmat, Surgical Mask, Masker N95 dan Hand Sanitizer ke Puskesmas yang berada di Ring 1 wilayah operasional Bandara Soekarno Hatta.

• 2,000 pcs of cloth masks in Labuhan Batu Regency, North Sumatra.

• 8,210 pcs of N95 masks, Premium Grade Hazmat, Face Shields, Boot shoes, Hand Sanitizier, cloth masks, disinfectants for Talang Betutu Community Health Center, Sukarami Community Health Center, Talang Betutu Village, Sukodasi Village, Talang Jambe Village, Kebun Bunga Village, South Sumatra.

• Basic food aid for public kitchens at Supadio Airport, Pontianak, West Kalimantan.

• Food packages for victims of the impact of COVID-19 in all branch offices.

• Construction of isolation rooms at the Andalas University Hospital, Padang, West Sumatra

• COVID-19 countermeasures in the form of providing basic food, masks, antiseptics, hand sanitizers, disinfectants for referral hospitals in Aceh, West Kalimantan, West Sumatra, Central Kalimantan, West Java and Banten Provinces.

• COVID-19 countermeasures in the form of providing the Magnapure 96 Automatic Extraction Tool and the 480 Light Cycle Detection Tool in collaboration with the BUMN Hadir Untuk Negeri Foundation.

• Spraying disinfectants for places of worship and schools around Soekarno-Hatta Airport.

• PPE aid for the SOEs COVID 19 Task Force in North Tapanuli Regency, SOEs COVID-19 Task Force in Bengkulu Province, SOEs COVID-19 Task Force in Central Kalimantan Province, SOEs COVID-19 Task Force in West Sumatra Province.

• Personal protective equipment (PPE) consisting of: disposable protective coveralls, safety helmets, safety shoes, head covers, 3 ply medical masks, rubber gloves, long rubber gloves, protective goggles) for SOEs COVID-19 Task Force in Bangka Belitung Province.

• Procurement of PPE, medical equipment, vitamins and basic foods for the North Sumatra region

• Procurement of 25 portable hand washing units for schools and health centers located in Ring 1 in the operational area of Sultan Thaha Airport, Jambi.

• Distribution of Vitamins, Thermal Guns, Hazmat, Surgical Masks, N95 Masks and Hand Sanitizers to Community Health Center located in Ring 1 in the operational area of Soekarno-Hatta Airport.


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• Provision of 50,000 masks to the community and the Banten Provincial Health Office.

• Provision of 150 masks for Kualanamu airport service users.

• Provision of vitamins, hand sanitizers, milk and socialization brochures for handling COVID 19 for the Aceh Provincial Social Office.

• Distribution of basic food by Husein Sastranegara Branch Office for victims of flash floods in South Garut Educational Facilities.

• Distribution of Aid for Hazmat Clothing to the Air Force Head of Oral and Dental Health Institute, First Marshal of the Indonesian National Armed Forces, Siswanto at Halim PK Airport

• Distribution of PPE for the Ahmad Ripin Regional Hospital, the H. Abdul Manap Regional Hospital and the Raden Mataher Regional Hospital, Jambi City.

• Distribution of 600 Basic Food Packages for Communities Around Banyuwangi Airport Affected by the COVID-19 Crisis.

• Basic food aid for flood victims in Kebumen and Tebing Tinggi.

• Distribution of masks, PPE, vitamins and 70 units of hand washing equipment in the context of COVID-19 countermeasures/ alert in collaboration with the Education Office and the West Kalimantan Health Office.

2. Aid for nature conservation in the form of:• Environmental conservation activities and eco-

tourism activities for Pasir Jambak turtles in Padang.

• Greening aid for Hamlet (RW) 05 Rancaekek Village, Bandung.

• Provision of aid for planting productive trees in dormant land and open spaces in Tangerang and Palembang.

• Hill Pauh Tree Planting amounted to 600 Seedlings in Pangkalan Baru Pangkal Pinang Sub-District.

3. Aid for poverty alleviation in the form of:

• House repair for the purpose of BUMN Bakti Sosial for Home Improvement of the Indonesian Air Force in Purbalingga Regency.

• Basic food packages in the context of “Ramadhan Berbagi” for orphanages and nursing homes in Sultan Thaha, Sultan Iskandar Muda, Sultan Mahmud Badaruddin, Halim Perdanakusuma.

• Pemberian 50.000 masker untuk masyarakat dan Dinas Kesehatan Provinsi Banten.

• Pemberian 150 masker untuk pengguna jasa bandara Kualanamu.

• Pemberian vitamin, hand sanitizer, susu dan brosur sosialisasi penanganan COVID-19 untuk Dinas Sosial Provinsi Aceh.

• Pembagian sembako oleh KC Husein Sastranegara untuk korban banjir bandang di Garut Selatan Sarana Pendidikan.

• Penyaluran Bantuan Baju Hazmat Kepada KaLakesgilud AU (Kepala Lembaga Kesehatan Gigi Mulut) Marsma TNI Siswanto di Lanud Halim PK

• Pembagian APD untuk Rumah Sakit Daerah Ahmad Ripin, RumahSakit Daerah H. Abdul Manap dan Rumah Sakit Daerah Raden Mataher kota Jambi.

• Penyaluran Bantuan 600 Paket Sembako Untuk Masyarakat Sekitar Bandara Banyuwangi Yang Terdampak Krisis COVID-19.

• Bantuan sembako untuk korban banjir di Kebumen dan Tebing Tinggi.

• Pembagian Masker, APD, Vitamin dan 70 unit alat cuci tangan dalam rangka penanggulangan/siaga COVID-19 kerjasama dengan Dinas Pendidikan dan Dinas Kesehatan Kalimantan Barat.

2. Bantuan sektor pelestarian alam berupa:• Kegiatan pelestarian lingkungan dan edu

ekowisata penyu Pasir Jambak di Padang.

• Bantuan penghijauan untuk RW 05 Kelurahan Rancaekek, Bandung.

• Pemberian bantuan untuk penanaman pohon produktif di lahan tidur dan ruang terbuka di Tangerang dan Palembang.

• Penanaman Pohon Bukit Pauh 600 Bibit Tanaman di Kecamatan Pangkalan Baru Pangkal Pinang.

8. Bantuan sektor pengentasan kemiskinan berupa:• Perbaikan rumah dalam rangka BUMN Bakti

Sosial Bedah Rumah TNI AU di Kabupaten Purbalingga.

• Paket sembako dalam rangka “Ramadhan Berbagi” untuk panti asuhan dan pantai jompo di Sultan Thaha, Sultan Iskandar Muda, Sultan Mahmud Badaruddin, Halim Perdanakusuma.


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• Paket sembako di Wilayah Tangerang, Pangkal Pinang dan Tanjung Pinang

• Santunan dan pemberian perlengkapan shalat untu 200 anak yatim di sekitar wilayah Bandara Sultan Iskandar Muda.

• Penyerahan tujuh ekor sapi untuk Wilayah Situbondo, Banyuwangi dan Bondowoso.

• Penyerahan 36 ton sembako untuk masyarakat kurang mampu di sekitar wilayah Bandara Soekarno Hatta dalam rangka HUT AP 2.

• Bantuan perbaikan rumah masyarakat tidak mampu Yayasan Hero Center Cirebon dan wilayah Banda Aceh.

• Bantuan Sembako gratis ke 4 kelurahan di wilayah kecamatan Tanjungpinang timur sebanyak 600 paket.

• Pembangunan 10 rumah tidak layak huni di Kota dan Kabupaten Tangerang.

• Pembangunan rumah tidak layak huni di Padang.

9. Bantuan sektor pendidikan berupa:• Pelatihan pengolahan sabut kelapa untuk 30

peserta di Padang.• Pelatihan Achievement Motivation Training di

Pekanbaru.• Pengadaan taman bacaan Lumban Huala

Silangit di Kabupaten Toba Samosir.• Bantuan komputer untuk SMP Swasta

Wiraswasta di Kabupaten Deli Serdang• Bantuan donasi untuk kegiatan Summercamp

Khatulistiwa XI Provinsi Kalimantan Barat• Pelatihan online (webinar) “Membangun

Strategi Promosi Diwaktu PSBB Transisi/New Normal” dan “Design Visual with Canva Apps” di Rumah Kreatif BUMN Tangerang.

• Bantuan peralatan komputer Yayasan Pendidikan Kosgoro Provinsi Bangka Belitung.

• Bantuan satu set alat drum band untuk SDN 107 Pekanbaru.

• Bantuan 4 unit Laptop ke SDN 1,2,3 & 4 Desa Bojong Renged.

• Pelatihan webinar UMKM Rumah BUMN Kota Tangerang dengan tema “Dualisme Peran UMKM di Tengah Krisis Ekonomi Nasional”.

• Bantuan material untuk pembangunan Yayasan Bekal Akhirat Palembang dan Yayasan Khazanah Kebajikan Pondok Pesantrean Tadabbur Al-Quran Anak Yatim dan Orang Miskin Siti Khazanah Kebajikan Palembang.

• Basic food packages in Tangerang, Pangkal Pinang and Tanjung Pinang areas

• Compensation and provision of prayer equipment for 200 orphans around the Sultan Iskandar Muda Airport area.

• Handover of seven cows for Situbondo, Banyuwangi and Bondowoso areas.

• Handover of 36 tons of basic foods to underprivileged people around the Soekarno-Hatta Airport area in the framework of the 2nd Anniversary of AP.

• Aid to repair houses for poor people, Hero Center Cirebon Foundation and Banda Aceh area.

• Free basic foods aid to 4 urban villages in the East Tanjungpinang sub-district, totaling 600 packages.

• Construction of 10 uninhabitable houses in Tangerang City and Regency.

• Construction of uninhabitable houses in Padang.

4. Aid for Education in the form of:• Coconut coir processing training for 30

participants in Padang.• Achievement Motivation Training in Pekanbaru.

• Procurement of Lumban Huala Silangit reading garden in Toba Samosir Regency.

• Computer aid for Private Junior High Schools in Deli Serdang Regency

• Donation for the activities of Summercamp Khatulistiwa XI, West Kalimantan Province

• Online training (webinar) “Membangun Strategi Promosi Diwaktu PSBB Transisi/New Normal” dan “Design Visual with Canva Apps” at the SOEs Creative House, Tangerang.

• Aid of computer equipment for Kosgoro Education Foundation, Bangka Belitung Province.

• Aid of one drum band set for Public Elementary School (SDN) 107 Pekanbaru.

• Aid of 4 laptops to State Elementary School (SDN) 1,2,3 & 4 of Bojong Renged Village.

• MSME webinar training for SOEs Houses in Tangerang City with the theme “Dualisme Peran UMKM di Tengah Krisis Ekonomi Nasional”.

• Material aid for the construction of Bekal Akhirat Foundation, Palembang and the Khazanah Virtue Foundation for the Tadabbur Al-Quran Islamic Boarding School for the Orphans and the Poor People of Siti Khazanah Virtue Palembang.


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• Bantuan material untuk pembangunan lapangan olahraga SMP Tunas Harapan Islam Bogor.

• Pembangunan taman bacaan di Pulau Penyengat Tanjung Pinang.

• Bantuan material untuk pembangunan Pondok Tahfiz Raudatul Mushallin dan TK Miftahulfallah Tanjung Pinang, Pondok Pesantren Al Fath Bekasi.

• Pembangunan Ruang Kelas MTsN 30 Munjul Cipayung Jakarta Timur.

• Pemberian beasiswa terhadap putra putri TNI dan Polri di wilayah Banten dan Yogyakarta.

• Pembangunan ruang kelas MTsN 30 Jakarta, Madrasah Siratul Jannah Kalimantan Barat, SDN 105347 Sidourip Sumatera Utara.

• Pemberian bantuan aplikasi dan buku digital library dan lima unit komputer bekerjasama dengan Dinas Perpustakaan dan Kearsipan Kota Pangkalpinang.

• Pemberian bantuan Alat-Alat Praktek Perbengkelan untuk SMK PGRI 2 Kota Jambi.

• Material aid for the construction of a sports field for Junior High School (SMP) of Tunas Harapan Islam Bogor.

• Construction of a reading garden on Penyengat Island, Tanjung Pinang.

• Material aid for the construction of Pondok Tahfiz Raudatul Mushallin and Miftahulfallah Kindergarten, Tanjung Pinang, Al Fath Islamic Boarding School, Bekasi.

• Construction of classrooms for MTsN 30 Munjul Cipayung, East Jakarta.

• Provision of scholarships for the sons and daughters of the Indonesian National Armed Forces (TNI) and Indonesian Police (Polri) in Banten and Yogyakarta.

• Construction of classrooms for MTsN 30 Jakarta, Madrasah Siratul Jannah West Kalimantan, State Elementary School (SDN) of 105347 Sidourip, North Sumatra.

• Provision of aid for applications and digital library books and five computers in collaboration with the Pangkalpinang City Library and Archives Office.

• Provision of workshop tools aid for Vocational High School (SMK) of PGRI 2, Jambi City.


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10. Bantuan sektor sarana ibadah berupa:• Bantuan bahan material untuk Masjid Al

Ikhlas dan Gereja Jemaat Kristus Indonesia (GJKI) Batang Kuis di Kabupaten Deli Serdang

• Bantuan dukungan pelaksanan MTQ ke V Kecamatan Marpoyan Damai Pekanbaru.

• Penyaluran 1000 kitab Al-Quran• Penyerahan material pembuatan toilet

Mesjid Al Amin Kel. Bakung Merang Palangka Raya

• Pembangunan dan renovasi Masjid Taqwa dan Masjid Al Hikmah di Langkat, Masjid Al Ikhlas Aceh Jaya, Masjid At Tanwir Jakarta Pusat, Masjid Al Muhajirin Bekasi dan Masjid Al Huda Bogor.

• Bantuan material untuk pembangunan Surau Nurussalam dan Surau Nurul Ilmi di Tanjung Pinang, Musholla Nurul Hidayah di Palembang, Masjid At Taubah dan Madjid Darunnajah Kota Tangerang.

• Bantuan material dan perlengkapan ibadah untuk Gereja GPDI Hosana Kubu Raya, Meunasah Gampong Cot Nambak, Meunasah Gampong Cot Meulangen dan Meunasah Gampong Cot Mancang Aceh.

11. Bantuan sektor sarana umum berupa :• Pembuatan sumur bor di SMK Negeri

Penerbangan Aceh.• Pembuatan Taman Integritas, Ruang Tunggu

Jaksa, Ruang Bermain Anak dan Ruang Tunggu Tilang di Kejaksaan Negeri Kota Tangerang.

• Bantuan material untuk pembangunan sarana air bersih di SMPN 9 Bandung

• Bantuan selang pemadam untuk MPA Desa Limbung Kecamatan Sungai Raya Pontianak.

• Bantuan alat potong rumput dan alat fogging untuk Kelurahan Sukodadi dan Talang Jambe Palembang.

• Pemberian motor gerobak sampah untuk Desa Pangkalan, Tangerang.

• Pengengelolaan bank sampah dan budidaya maggot di Desa Kebon Cau, Desa Rawa Burung dan Kampung Airport Tangerang.

• Sharing dana pembangunan Balkondes di Purbalingga.

5. Aid for Worship Facility in the form of:• Material aid for Al Ikhlas Mosque and Jemaat

Kristus Indonesia Church (GJKI) in Deli Serdang Regency

• Support for the implementation of MTQ to V Marpoyan Damai Sub-District, Pekanbaru.

• Distribution of 1,000 noble quran• Handover of materials for making toilet at Al

Amin Mosque, Bakung Merang Village, Palangka Raya

• Construction and renovation of Taqwa Mosque and Al Hikmah Mosque in Langkat, Aceh Jaya Al Ikhlas Mosque, At Tanwir Mosque Central Jakarta, Al Muhajirin Mosque Bekasi and Al Huda Mosque Bogor.

• Material aid for the construction of Surau Nurussalam and Surau Nurul Ilmi in Tanjung Pinang, Nurul Hidayah Mosque in Palembang, At Taubah Mosque and Madjid Darunnajah, Tangerang City.

• Material aid and worship equipment for Hosana Kubu Raya GPDI Church, Meunasah Gampong Cot Nambak, Meunasah Gampong Cot Meulangen and Meunasah Gampong Cot Mancang Aceh.

6. Aid for public facility in the form of:• Construction of drilling wells at Aceh Aviation

State Vocational High School.• Establishment of an Integrity Park, Prosecutor’s

Waiting Room, Children’s Play Room and Ticket Waiting Room at the Tangerang City District Attorney’s Office.

• Material aid for the construction of clean water facilities at State Junior High School (SMPN) 9, Bandung

• Fire hose aid for MPA Limbung Village, Sungai Raya Sub-District, Pontianak.

• Aid in the form of lawn mowers and fogging equipment for Sukodadi and Talang Jambe villages, Palembang.

• Provision of garbage cart motorcycles to Pangkalan Village, Tangerang.

• Waste bank management and maggot cultivation in Cau Village Garden, Rawa Burung Village and Tangerang Airport Village.

• Sharing of Village Economic Hall (Balkondes) development funds in Purbalingga.


Corp

orate Social Resp

onsib


engan

Pengem

ban

gan Sosial &

Pemb

erdayaan

Masyarakat


ent & Com

munity Em

powerm

ent

12. Bantuan sektor peningkatan Kesehatan berupa :• Bantuan peralatan posyandu untuk

Posyandu Balita dan Lansia Taruna Karya Kelurahan Sukajaya Sumatera Selatan.

• Bantuan 350 Paket Susu Ibu Hamil untuk Puskesmas Kecamatan Pangkalan Baru Kabupaten Bangka Tengah.

• Program Kaki Palsu dan Kacamata bekerja sama dengan Yayasan Kick Andy.

• Pemberian mobil ambulans beserta APD bekerjasama dengan Dinas Kesehatan Kota Jambi.

Biaya Yang DikeluarkanBiaya yang dikeluarkan oleh Perseroan untuk melaksanakan kegiatan tanggung jawab sosial dan kemasyarakatan pada tahun 2020 melalui program kemitraan dan bina lingkungan (PKBL) adalah sebesar Rp45.355.000.000,00 untuk penyaluran pinjaman kepada mitra dan Rp1.718.589.964,35 untuk dana pembinaan dan program bina lingkungan sebesar Rp29.502.882.900,00.

7. Aid for health improvement in the form of:• Integrated healthcare center equipment aid for

toddlers and Elderly of Taruna Karya, Sukajaya Village, South Sumatra

• 350 Maternal Milk Packages aid for community health center of Pangkalan Baru Sub-District, Central Bangka Regency

• Prosthetic leg and eyeglasses programs in collaboration with Kick Andy Foundation

• Provision of ambulance and Personal Protective Equipments (APD) in collaboration with Jambi City Health Office.

Cost IncurredCost incurred by the Company to carry out social and community responsibility activities in 2020 through the partnership and community development program (PKBL) amounted to Rp45,355,000,000.00 for loan distribution to partners and Rp1,718,589,964.35 for development funds and community development programs of Rp29,502,882,900.00.

PT Angkasa Pura II (Persero)dan entitas anaknya/and its subsidiaries

Laporan keuangan konsolidasiantanggal 31 Desember 2020dan untuk tahun yang berakhir pada tanggal tersebutbeserta laporan auditor independen/Consolidated financial statementsas of December 31, 2020 andfor the year then endedwith independent auditors’ report

The original consolidated financial statements included herein are inthe Indonesian language.

PT ANGKASA PURA II (PERSERO)DAN ENTITAS ANAKNYA

LAPORAN KEUANGAN KONSOLIDASIANTANGGAL 31 DESEMBER 2020

DAN UNTUK TAHUN YANG BERAKHIR PADATANGGAL TERSEBUT

BESERTA LAPORAN AUDITOR INDEPENDEN

PT ANGKASA PURA II (PERSERO)AND ITS SUBSIDIARIES

CONSOLIDATED FINANCIAL STATEMENTSAS OF DECEMBER 31, 2020

AND FOR THE YEAR THEN ENDEDWITH INDEPENDENT AUDITORS’ REPORT

Daftar Isi Table of Contents

Halaman/Page

Surat Pernyataan Direksi Directors’ Statement

Laporan Auditor Independen Independent Auditors’ Report

Laporan Posisi Keuangan Konsolidasian........................ 1-3 ............Consolidated Statement of Financial Position

Laporan Laba Rugi dan Penghasilan Consolidated Statement of Profit or LossKomprehensif Lain Konsolidasian............................ 4-6 .......................and Other Comprehensive Income

Laporan Perubahan Ekuitas Konsolidasian .................... 7 ...........Consolidated Statement of Changes in Equity

Laporan Arus Kas Konsolidasian .................................... 8 ..................... Consolidated Statement of Cash Flows

Catatan atas Laporan Keuangan Konsolidasian ............. 9-179 ....... Notes to the Consolidated Financial Statements

Informasi Keuangan Entitas Induk Financial Information of the Parent Entity

Laporan Posisi Keuangan ............................................... 1-2 .................................. Statement of Financial Position

Laporan Laba Rugi dan Penghasilan Statement of Profit or LossKomprehensif 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 ................................... 6-7 ............................. Notes to the Financial Statements

************************


Catatan atas laporan keuangan konsolidasian terlampirmerupakan bagian yang tidak terpisahkan dari laporan

keuangan konsolidasian ini secara keseluruhan.

The accompanying notes to the consolidated financial statementsform an integral part of these consolidated financial

statements taken as a whole.

1


LAPORAN POSISI KEUANGANKONSOLIDASIAN31 Desember 2020

(Disajikan dalam Rupiah, kecuali dinyatakan lain)


CONSOLIDATED STATEMENT OFFINANCIAL POSITION

December 31, 2020(Expressed in Rupiah, unless otherwise stated)

31 Desember 2020/ Catatan/ 31 Desember 2019/December 31, 2020 Notes December 31, 2019

ASET ASSETS

ASET LANCAR CURRENT ASSETS2e,2f

Kas dan setara kas 2.337.083.951.067 2aa,5,44 3.424.094.211.192 Cash and cash equivalentsPiutang usaha, neto 2.128.774.591.993 2f,2aa,6,44 1.442.487.935.626 Trade receivables, netPiutang lain-lain, neto 53.046.117.545 2f,2aa,7,44 74.271.645.469 Other receivables, netPersediaan 23.365.787.396 2g,8 24.059.502.684 InventoriesPajak dibayar di muka 429.862.533.005 2r,22a 333.262.533.655 Prepaid taxesUang muka 31.238.882.069 9 86.695.232.739 AdvancesBiaya dibayar di muka 40.201.348.984 2h,10 56.310.659.186 Prepaid expensesAset keuangan lainnya - 2aa,12 10.180.000.000 Other financial assetsPendapatan yang masih

harus diterima 314.317.926.668 2f,11 512.903.865.795 Accrued revenue

TOTAL ASET LANCAR 5.357.891.138.727 5.964.265.586.346 TOTAL CURRENT ASSETS

ASET TIDAK LANCAR NON-CURRENT ASSETSAset keuangan lainnya 55.483.500.000 2aa,12 62.790.400.000 Other financial assetsPenyertaan saham 426.562.437.245 2i,13 428.001.399.752 Investments in shares of stockUang muka pembelian tanah 3.316.002.785.219 14 3.316.002.785.219 Advance for land acquisitionProperti investasi, neto 74.461.619.610 2k,15 75.227.374.501 Investment properties, netAset tetap, neto 34.153.295.859.285 2j,16 33.506.683.261.071 Fixed assets, netAset hak-guna, neto 412.529.277.927 2q,17 - Right-of-use assets, netEstimasi tagihan pajak 441.332.702.045 2r,22b 459.333.257.714 Estimated claims for refundable taxAset pajak tangguhan, neto 109.936.598.314 2r,22f 67.652.175.200 Deferred tax assets, netAset tidak lancar lain-lain 88.477.220.809 2l,2aa,18 118.074.128.590 Other non-current assets

TOTAL ASET TIDAK LANCAR 39.078.082.000.454 38.033.764.782.047 TOTAL NON-CURRENT ASSETS

TOTAL ASET 44.435.973.139.181 43.998.030.368.393 TOTAL ASSETS






2


LAPORAN POSISI KEUANGANKONSOLIDASIAN (lanjutan)

31 Desember 2020(Disajikan dalam Rupiah, kecuali dinyatakan lain)


CONSOLIDATED STATEMENT OFFINANCIAL POSITION (continued)



LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY

LIABILITAS JANGKA PENDEK CURRENT LIABILITIESUtang usaha 452.849.214.408 2f,2aa,19,44 408.397.617.755 Trade payablesUtang lain-lain 2.446.643.710.551 2j,2aa,20 2.391.330.891.966 Other payablesBeban akrual 1.510.228.332.452 2n,2aa,21 1.396.542.137.591 Accrued expensesUtang pajak 64.411.047.501 2r,22c 90.862.815.720 Taxes payableLiabilitas tunjangan hari tua Retirement and pension

dan dana pensiun 55.537.993.744 23 30.573.571.049 fund liabilitiesPendapatan yang diterima di muka 135.790.487.483 2f,2p,24 196.609.797.290 Unearned revenuesLiabilitas imbalan kerja Short-term employee

jangka pendek 143.807.097.980 2o,2aa,28a 240.201.253.449 benefit liabilitiesUtang bank jangka pendek 526.554.535.799 2aa,25 - Short-term bank loansLiabilitas jangka panjang yang jatuh Current maturities of long-term

tempo dalam waktu satu tahun: liabilities:Utang bank jangka panjang 229.597.480.000 2m,2aa,26a 585.388.500.000 Long-term bank loansUtang obligasi 1.200.000.000.000 2m,2aa,26b - Bonds payableLiabilitas sewa 23.465.339.874 2q,17 - Lease liabilities

TOTAL LIABILITAS JANGKA PENDEK 6.788.885.239.792 5.339.906.584.820 TOTAL CURRENT LIABILITIES

LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIESLiabilitas jangka panjang setelah

dikurangi bagian yang jatuh Long-term liabilities - net oftempo dalam waktu satu tahun: current maturities:Utang bank jangka panjang 10.566.626.915.103 2f,26a,44 10.300.247.308.156 Long-term bank loansUtang obligasi 3.795.155.314.648 26b 2.739.857.615.285 Bonds payableLiabilitas sewa 418.694.168.382 2q,17 - Lease liabilities

Utang jaminan pelanggan 35.342.034.475 2aa,27 27.020.229.649 Customers depositsUtang jangka panjang lainnya 17.194.013.740 2f,2aa 41.079.508.873 Other long-term payablesLiabilitas pajak tangguhan 231.024.839.341 2r,22f 522.505.012.962 Deferred tax liabilitiesLiabilitas imbalan kerja 1.265.435.788.650 2o,28b 584.605.223.307 Employee benefits liabilities

TOTAL LIABILITAS JANGKA TOTAL NON-CURRENTPANJANG 16.329.473.074.339 14.215.314.898.232 LIABILITIES

TOTAL LIABILITAS 23.118.358.314.131 19.555.221.483.052 TOTAL LIABILITIES






3


LAPORAN POSISI KEUANGANKONSOLIDASIAN (lanjutan)

31 Desember 2020(Disajikan dalam Rupiah, kecuali dinyatakan lain)


CONSOLIDATED STATEMENT OFFINANCIAL POSITION (continued)



EKUITAS EQUITY

Ekuitas yang dapat diatribusikan Equity attributable to ownerkepada pemilik entitas induk of the parent entity

Modal saham - nilai nominal Share capital - par value ofRp1.000.000 per saham Rp1,000,000 per shareModal dasar - Authorized capital -63.886.608 saham pada 68,886,608 sharestahun 2020 dan 2019 15.971.652.000.000 29 15.971.652.000.000 in 2020 and 2019

Tambahan modal disetor (59.048.538.134) 2z (59.048.538.134) Additional paid-in capitalModal disetor lainnya 881.022.753.453 30 - Other paid-in capitalKomponen ekuitas lainnya (11.560.732.585) 31 869.462.020.868 Other components of equityPenghasilan komprehensif lain (844.007.693.355) (316.390.911.302) Other comprehensive incomeSelisih ekuitas entitas anak (26.316.798.626) 33 (26.316.798.626) Equity difference of subsidiarySaldo laba Retained earnings

Dicadangkan 8.088.312.455.585 32 7.072.640.364.594 AppropriatedBelum dicadangkan (2.959.398.938.755) 548.808.292.108 Unappropriated

Ekuitas yang dapat diatribusikan Equity attributable to owner ofkepada pemilik entitas induk 21.040.654.507.583 24.060.806.429.508 the parent entity

Kepentingan nonpengendali 276.960.317.467 382.002.455.833 Non-controlling interests

TOTAL EKUITAS 21.317.614.825.050 24.442.808.885.341 TOTAL EQUITY

TOTAL LIABILITAS DAN EKUITAS 44.435.973.139.181 43.998.030.368.393 TOTAL LIABILITIES AND EQUITY






4


LAPORAN LABA RUGI DAN PENGHASILANKOMPREHENSIF LAIN KONSOLIDASIAN

Untuk Tahun Yang Berakhir Pada31 Desember 2020



CONSOLIDATED STATEMENT OF PROFIT OR LOSSAND OTHER COMPREHENSIVE INCOME

For The Year EndedDecember 31, 2020

(Expressed in Rupiah, unless otherwise stated)

Tahun yang berakhir pada tanggal 31 Desember/Years ended December 31,

Catatan/2020 Notes 2019

PENDAPATAN USAHA 2s,34 OPERATING REVENUESPendapatan aeronautika 2.171.198.581.420 5.759.574.609.569 Aeronautical revenuesPendapatan non-aeronautika 3.672.527.135.839 5.324.659.506.095 Non-aeronautical revenues

TOTAL 5.843.725.717.259 11.084.234.115.664 TOTAL

Beban pegawai (1.683.563.709.516) 2s,35 (2.231.734.949.879) Employee expensesBeban operasional bandara (4.437.934.311.035) 2s,36 (5.180.941.217.008) Airport operation expenses

General and administrativeBeban umum dan administrasi (1.074.107.881.048) 2s,37 (1.312.442.880.879) expensesBeban pemasaran (14.190.792.047) 2s,38 (22.092.117.390) Marketing expensesPendapatan lain-lain 43.817.908.567 2s,39 225.355.991.492 Other incomeBeban lain-lain (78.775.373.076) 2s,40 (119.611.513.287) Other expenses

LABA (RUGI) USAHA (1.401.028.440.896) 2.442.767.428.713 OPERATING PROFIT (LOSS)

Penghasilan keuangan 126.395.814.044 2s,41 152.803.094.116 Finance incomePajak final atas

penghasilan keuangan (25.082.409.302) 2r (30.633.465.128) Final tax on finance incomeBeban keuangan (1.136.911.624.572) 2s,42 (795.854.208.984) Finance costsBagian rugi entitas asosiasi (86.534.504.977) 13 (55.364.133.788) Equity loss of associates entities

LABA (RUGI) SEBELUM PROFIT (LOSS) BEFOREBEBAN PAJAK FINAL DAN FINAL TAX EXPENSE ANDMANFAAT (BEBAN) PAJAK CORPORATE INCOMEPENGHASILAN BADAN (2.523.161.165.703) 1.713.718.714.929 TAX BENEFIT (EXPENSE)

Beban pajak final (83.593.361.045) 2r (141.192.429.077) Final tax expense

LABA (RUGI) SEBELUM PAJAK PROFIT (LOSS) BEFOREPENGHASILAN BADAN (2.606.754.526.748) 1.572.526.285.852 CORPORATE INCOME TAX

Manfaat (beban) pajak Corporate income taxpenghasilan badan, neto 110.287.349.715 2r,22d (565.270.136.381) benefit (expense), net

LABA (RUGI) TAHUN BERJALAN (2.496.467.177.033) 1.007.256.149.471 PROFIT (LOSS) FOR THE YEAR






5



(lanjutan)Untuk Tahun Yang Berakhir Pada

Tanggal 31 Desember 2020(Disajikan dalam Rupiah, kecuali dinyatakan lain)



(continued)For The Year EndedDecember 31, 2020




PENGHASILAN OTHER COMPREHENSIVEKOMPREHENSIF LAIN INCOME

Pos-pos yang akan Item that will bedireklasifikasi ke laba rugi reclassified to profit or lossperiode berikutnya in subsequent period changesPerubahan nilai wajar aset Changes in fair value of

keuangan lainnya 2.513.100.000 12 3.783.337.000 other financial assets

Pos-pos yang tidak akan Item that will not bedireklasifikasi ke laba rugi reclassified to profit or lossperiode berikutnya in subsequent periodPengukuran kembali Remeasurement of

program imbalan pasti (662.855.663.077) 28b (121.391.387.547) defined benefit plansEfek beban pajak penghasilan 145.828.245.877 2r,22f 30.347.846.886 Effect on income tax expenseBagian laba (rugi) komprehensif Other comprehensive income

dari entitas asosiasi 95.542.470 (66.355.345) (loss) from associate company

PENGHASILAN KOMPREHENSIF OTHER COMPREHENSIVELAIN TAHUN BERJALAN INCOME FOR THE YEARSETELAH PAJAK (514.418.774.730) (87.326.559.006) AFTER TAX

TOTAL LABA (RUGI) TOTAL COMPREHENSIVEKOMPREHENSIF TAHUN INCOME (LOSS) FOR THE YEARBERJALAN SETELAH EFEK AFTER EFFECT OF MERGINGPENYESUAIAN LABA ENTITY’S INCOMEMERGING ENTITY (3.010.885.951.762) 919.929.590.465 ADJUSTMENT

Penyesuaian atas laba Adjustment of mergingmerging entity: entity’s profit:Pemilik entitas induk - 2.607.952.386 Owner of the parent entityKepentingan non-pengendali - 5.737.495.247 Non-controlling interests

- 8.345.447.633

TOTAL LABA (RUGI) TAHUN PROFIT (LOSS) FOR THEBERJALAN SEBELUM EFEK YEAR BEFORE THE EFFECTPENYESUAIAN LABA MERGING OF MERGING ENTITY’SENTITY YANG DAPAT PROFIT ADJUSTMENTDIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:

Pemilik entitas induk (2.433.507.256.198) 1.018.280.043.377 Owner of the parent entityKepentingan non-pengendali (62.959.920.835) (2.678.446.273) Non-controlling interests

(2.496.467.177.033) 1.015.601.597.104






6



(lanjutan)Untuk Tahun Yang Berakhir Pada




(continued)For The Year EndedDecember 31, 2020




Penyesuaian penghasilankomprehensif lainnya Adjustment of merging entity’satas merging entity: other comprehensive income:Pemilik entitas induk - 7.516.227.045 Owner of the parent entityKepentingan non-pengendali - 16.535.699.498 Non-controlling interests

- 24.051.926.543

TOTAL LABA (RUGI) TOTAL OTHERKOMPREHENSIF LAINNYA COMPREHENSIVETAHUN BERJALAN SEBELUM INCOME (LOSS) FOR THEEFEK PENYESUAIAN YEAR BEFORE EFFECT OFPENGHASILAN KOMPREHENSIF MERGING ENTITY’SLAIN MERGING ENTITY OTHER COMPREHENSIVEYANG DAPAT DIATRIBUSIKAN INCOME ADJUSTMENTKEPADA: ATTRIBUTABLE TO:

Pemilik entitas induk (2.938.536.818.560) 950.319.114.334 Owner of the parent entityKepentingan non-pengendali (72.349.133.202) (6.337.597.326) Non-controlling interests

(3.010.885.951.762) 943.981.517.008

Laba(rugi) per saham (152.364) 2x,43 74.171 Earnings(loss) per share

Laba(rugi) per saham dilusian (144.399) 2x,43 68.345 Diluted earnings(loss) per share

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statements taken as a whole.8


LAPORAN ARUS KAS KONSOLIDASIANUntuk Tahun Yang Berakhir Pada



CONSOLIDATED STATEMENT OF CASH FLOWSFor The Year EndedDecember 31, 2020




ARUS KAS DARI CASH FLOWS FROMAKTIVITAS OPERASI OPERATING ACTIVITIESPenerimaan dari pelanggan 5.006.718.737.623 10.881.188.634.900 Receipts from customersPembayaran kepada pemasok Payments to suppliers

dan pihak ketiga lainnya (2.972.164.855.634) (5.172.339.093.770) and other third partiesPembayaran kepada karyawan (1.957.123.327.340) (2.035.809.792.736) Payments to employeesPembayaran pajak (182.700.213.993) (863.369.337.203) Payments for taxesPembayaran beban bunga (1.199.988.391.864) (795.854.208.984) Payment of interest expensePenerimaan pendapatan bunga 101.308.535.762 122.169.628.987 Receipt of interest incomePembayaran lainnya (38.540.463.970) (40.248.726.215) Other payments

Kas neto yang (digunakan untuk) Net cash provided (used in)diperoleh dari aktivitas operasi (1.242.489.979.416) 2.095.737.104.979 by operating activities

ARUS KAS DARI CASH FLOWS FROMAKTIVITAS INVESTASI INVESTING ACTIVITIESPerolehan aset tetap dan Acquisition of fixed assets and

uang muka pembelian tanah (2.372.120.043.999) 14,16 (5.695.390.700.612) advance for land acquisitionPenerimaan dari penjualan aset tetap 1.466.441.770 187.680.217.564 Proceeds from sales of fixed asset

Additional investmentPenambahan penyertaan saham (85.000.000.000) (291.600.000.000) in shares of stocksHasil penjualan aset keuangan Proceed from the sale of

lainnya 20.000.000.000 12.000.000.000 other financial assets

Kas neto yang digunakan untuk Net cash used inaktivitas investasi (2.435.653.602.229) (5.787.310.483.048) investing activities

ARUS KAS DARI CASH FLOWS FROMAKTIVITAS PENDANAAN FINANCING ACTIVITIESPenerimaan utang bank jangka pendek 558.554.535.799 25 - Proceed from short-term bank loanPenerimaan pinjaman jangka panjang: Proceeds from long-term loans:

Utang bank jangka panjang 100.184.440.564 26a 4.110.309.262.998 Long-term bank loansUtang obligasi 2.250.000.000.000 26b - Bonds payable

Pembayaran utang bank Payment of short-termjangka pendek (32.000.000.000) 25 - bank loans

Pembayaran utang bank Payment of long-termjangka panjang (195.813.500.000) 26a (335.336.000.000) bank loans

Pembayaran biaya Payments of transaction coststransaksi utang bank (8.000.000.000) (6.391.058.290) for bank loans

Pembayaran biaya Payments of transaction coststransaksi utang obligasi (3.461.768.000) - for bonds payable

Pembayaran dividen kas - 32 (439.670.327.000) Payments of cash dividendPembayaran liabilitas sewa (78.330.386.843) 17 - Payments of lease liabilities

Kas neto yang diperoleh dari Net cash provided byaktivitas pendanaan 2.591.133.321.520 3.328.911.877.708 financing activities

PENURUNAN NETO NET DECREASE INKAS DAN SETARA KAS (1.087.010.260.125) (362.661.500.361) CASH AND CASH EQUIVALENTS

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTSAWAL TAHUN 3.424.094.211.192 5 3.786.755.711.553 AT BEGINNING OF YEAR

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTSAKHIR TAHUN 2.337.083.951.067 5 3.424.094.211.192 AT END OF YEAR

The original consolidated financial statements included herein are in theIndonesian language.


CATATAN ATAS LAPORANKEUANGAN KONSOLIDASIAN

Tanggal 31 Desember 2020 dan untukTahun yang Berakhir pada Tanggal Tersebut



NOTES TO THE CONSOLIDATEDFINANCIAL STATEMENTS

As of December 31, 2020 andfor the Year Then Ended


9

1. UMUM 1. GENERAL

a. Pendirian Perusahaan a. The Company’s Establishment

PT Angkasa Pura II (Persero) (“Perusahaan”)adalah Badan Usaha Milik Negara (BUMN) dilingkungan Kementerian Perhubungan.Sebelumnya bernama Perum Pelabuhan UdaraJakarta Cengkareng, yang didirikanberdasarkan Peraturan Pemerintah (PP)No. 20 Tahun 1984. Perubahan nama dariPerum Pelabuhan Udara Jakarta Cengkarengmenjadi Perum Angkasa Pura II dilakukanberdasarkan PP No. 26 Tahun 1986.Selanjutnya, dengan PP No. 14 Tahun 1992,Perum Angkasa Pura II berubah status badanhukumnya menjadi Perusahaan Perseroan(Persero).

PT Angkasa Pura II (Persero) (“the Company”)is a State-Owned Enterprises (BUMN) underthe supervision of Ministry of Transportation.Previously named Perum Pelabuhan UdaraJakarta Cengkareng, which was established byGovernment Regulation (PP) No. 20 Year1984. The change from Perum PelabuhanUdara Jakarta Cengkareng to Perum AngkasaPura II is based on PP No. 26 Year 1986.Furthermore, with the PP No. 14 Year 1992,Perum Angkasa Pura II changed its status oflegal entity into a Perusahaan Perseroan(Persero).

Perusahaan didirikan berdasarkan Akta NotarisMuhani Salim S.H., No. 3 tanggal2 Januari 1993 dan diubah dengan Akta NotarisNo. 96 tanggal 19 Maret 1993 oleh notaris yangsama. Akta pendirian tersebut disahkan olehMenteri Kehakiman Republik Indonesiasesuai dengan Surat KeputusanNo. C2-2471.HT.01.01.Th.93 tanggal 24 April1993 dan diumumkan dalam Berita NegaraRepublik Indonesia No. 63 tanggal8 Agustus 1995.

Anggaran Dasar Perusahaan telah disesuaikandengan Undang-Undang Nomor 40 Tahun 2007tentang Perseroan Terbatas berdasarkan AktaNotaris Silvia Abbas Sudrajat, S.H., Sp.N.,No. 38 tanggal 18 November 2008 yang telahdisetujui oleh Menteri Hukum dan Hak AsasiManusia Republik Indonesia melalui keputusanNo. AHU-98879.AH.01.02. Tahun 2008 tanggal22 Desember 2008 dan diumumkan dalamBerita Negara RI Tahun 2009 Nomor 10,Tambahan Berita Negara RI Nomor 3214.

Anggaran Dasar Perusahaan telah beberapakali mengalami perubahan, terakhirberdasarkan Akta Notaris Maya Veronica, S.H.,M.Kn., No. 21 tanggal 26 Maret 2019di antaranya tentang perubahan ruang lingkupkegiatan usaha, peningkatan modal dasar, danpenambahan modal ditempatkan dan disetorPerusahaan. Akta tersebut telah disetujui olehMenteri Hukum dan Hak Asasi ManusiaRepublik Indonesia melalui keputusan No.AHU-0018760.AH.01.02.TAHUN 2019 tanggal5 April 2019 (Catatan 29).

The Company was established based on DeedNo. 3 dated January 2, 1993 of Notary MuhaniSalim, S.H., and amended by Deed No. 96dated March 19, 1993 by the same notary. Thedeed of establishment was approved by theMinister of Justice of the Republic of Indonesiain its Decision Letter No. C2-2471.HT.01.01.Th.93 dated April 24, 1993 and publishedin the State Gazette No. 63 dated August 8,1995.

The Company’s articles of association havebeen adjusted to Law No. 40 of 2007concerning Perseroan Terbatas throughNotarial Deeds No. 38 dated November 18,2008 of Silvia Abbas Sudrajat, S.H., Sp.N. Thedeed was approved by the Minister of Law andHuman Rights of the Republic of Indonesia indecission letter No. AHU-98879.AH.01.02.Tahun 2008 and published in the State GazetteYear 2009 No.10, Suplement to the StateGazette No. 3214

The Company’s articles of association havebeen amended several times, the latestamendments through Notarial Deeds No. 21dated March 26, 2019 of Maya Veronica, S.H.,M.Kn., regarding, among others, changes inscope of business activities, increase inauthorized capital, increase issued and paid upcapital of the Company. The deed wasapproved by the Minister of Law and HumanRights of the Republic of Indonesia in decissionletter No. AHU-0018760.AH.01.02.TAHUN2019 dated April 5, 2019 (Note 29).










10

1. UMUM (lanjutan) 1. GENERAL (continued)

a. Pendirian Perusahaan (lanjutan) a. The Company’s Establishment (continued)

Berdasarkan pasal 3 Anggaran DasarPerusahaan, kegiatan utama Perusahaanadalah menyelenggarakan usaha jasakebandarudaraan dan pelayanan jasa terkaitbandar udara dalam arti seluas-luasnya danusaha-usaha lainnya yang mempunyaihubungan dengan usaha tersebut sesuaidengan prinsip-prinsip Perseroan Terbatas.

Based on article 3 of its Articles of Association,the Company’s main activities are conductingairport service business and other relatedbusinesses in conformity with businessprinciples of a limited company.

Perusahaan memulai operasi komersialnyapada tahun 1984.

The Company started its commercial operationin 1984.

Kantor pusat Perusahaan berlokasi di BandaraSoekarno-Hatta, Tangerang, Provinsi Banten.Perusahaan saat ini mempunyai 19 (sembilanbelas) kantor cabang yang masing-masingberlokasi di bandar udara yang dikelolaPerusahaan, dengan rincian sebagai berikut:

The Company is located in Soekarno-HattaAirport in Tangerang, Banten Province. TheCompany currently have 19 (nineteen) branchoffices located in each airport managed by theCompany with details as follows:

1) Bandar Udara Internasional Soekarno-Hatta, Tangerang

2) Bandar Udara Halim Perdanakusuma,Jakarta

3) Bandar Udara Sultan Mahmud BadaruddinII, Palembang

4) Bandar Udara Supadio, Pontianak5) Bandar Udara Internasional Kualanamu,

Deli Serdang6) Bandar Udara Sultan Syarif Kasim II,

Pekanbaru7) Bandar Udara Internasional Minangkabau,

Padang8) Bandar Udara Internasional Sultan

Iskandar Muda, Banda Aceh9) Bandar Udara Internasional Husein

Sastranegara, Bandung10) Bandar Udara Raja Haji Fisabilillah,

Tanjung Pinang11) Bandar Udara Sultan Thaha, Jambi12) Bandar Udara Depati Amir, Pangkal

Pinang13) Bandar Udara Silangit, Siborong-Borong14) Bandar Udara Banyuwangi, Banyuwangi15) Bandar Udara Internasional Jawa Barat,

Kertajati16) Bandar Udara Tjilik Riwut, Palangkaraya17) Bandar Udara H.A.S. Hanandjoeddin,

Tanjung Pandan18) Bandar Udara Fatmawati, Bengkulu19) Bandar Udara Internasional Radin Inten II,

Lampung

1) Soekarno-Hatta International Airport,Tangerang

2) Halim Perdanakusuma Airport, Jakarta

3) Sultan Mahmud Badaruddin II Airport,Palembang

4) Supadio Airport, Pontianak5) Kualanamu International Airport, Deli

Serdang6) Sultan Syarif Kasim Il Airport, Pekanbaru

7) Minangkabau International Airport, Padang

8) Sultan Iskandar Muda International Airport,Banda Aceh

9) Husein Sastranegara International Airport,Bandung

10) Raja Haji Fisabilillah Airport, TanjungPinang

11) Sultan Thaha Airport, Jambi12) Depati Amir Airport, Pangkal Pinang

13) Silangit Airport, Siborong-Borong14) Banyuwangi Airport, Banyuwangi15) West Java International Airport, Kertajati

16) Tjilik Riwut Airport, Palangkaraya17) H.A.S Hanandjoeddin Airport, Tanjung

Pandan18) Fatmawati Soekarno Airport, Bengkulu19) Radin Inten II International Airport,

Lampung










11


b. Dewan Komisaris dan Direksi, Komite Auditdan Karyawan

b. Board of Commissioners and Directors,Audit Committee and Employees

Susunan Dewan Komisaris dan DireksiPerusahaan pada tanggal 31 Desember 2020dan 2019 adalah sebagai berikut:

The compositions of the Company’s Boardof Commissioners and Directors as ofDecember 31, 2020 and 2019 were as follows:

31 Desember 2020/ 31 Desember 2019/December 31, 2020 December 31, 2019

Dewan Komisaris Board of CommissionersKomisaris Utama & President Commissioner &

Komisaris Independen Agus Santoso Iswan Elmi (Plt) Independent CommissionerWakil Komisaris Utama & Vice President Commisioner &

Komisaris Independen Mochtar Husein - Independent CommissionerKomisaris Independen Abdul Muis Mujahidin Harpin Ondeh Independent CommissionerKomisaris Andus Winarno Andus Winarno CommissionerKomisaris Dodi Iskandar Mohamad Pramintohadi CommissionerKomisaris Tubagus Fiki Chikara Satari Dodi Iskandar Commissioner

Direksi DirectorsDirektur Utama Muhammad Awaluddin Muhammad Awaluddin President DirectorWakil Direktur Utama Edwin Hidayat Abdullah Edwin Hidayat Abdullah Vice President DirectorDirektur Komersial Ghamal Peris Aulia Djoko Murjatmodjo Director of CommercialDirektur Teknik Agus Wialdi Daan Achmad Director of EngineeringDirektur Operasi dan Pelayanan Muhammad Wasid Ituk Herarindri Director of Operation and ServiceDirektur Keuangan Wiweko Probojakti Bayu Rafisukmawan Director of FinanceDirektur Human Capital Ajar Setiadi Ajar Setiadi Director of Human CapitalDirektur Transformasi Director of Transformation

dan Portofolio Strategis Armand Hermawan Armand Hermawan and Strategic Portofolio

Susunan Komite Audit Perusahaan padatanggal 31 Desember 2020 dan 2019 adalahsebagai berikut:

The composition of the Company’s AuditCommittee as of December 31, 2020 and 2019are as follows:


Komite Audit Audit CommitteeKetua/Anggota Agus Santoso Mujahidin Harpin Ondeh Chairman/MemberWakil Ketua/Anggota - Andus Winarno Vice Chairman/MemberWakil Ketua/Anggota Dodi Iskandar Dodi Iskandar Vice Chairman/MemberAnggota Irwanda Wisnu Wardhana Irwanda Wisnu Wardhana MemberAnggota Hermawan Syahrul Dewi Hanggraeni Member

Total manfaat yang dibayarkan oleh KelompokUsaha untuk Dewan Komisaris dan Direksimasing-masing sebesar Rp61.642.669.219dan Rp88.376.137.432 untuk tahun yangberakhir pada tanggal-tanggal 31 Desember2020 dan 2019.

Total benefits paid by the Group for the Boardof Commissioners and Board of Directorsamounted to Rp61,642,669,219 andRp88,376,137,432 for the years endedDecember 31, 2020 and 2019, respectively.

Pada tanggal 31 Desember 2020 dan 2019,jumlah karyawan tetap Kelompok Usahamasing-masing sebanyak 7.077 dan 7.144.

On December 31, 2020 and 2019, the numberof permanent employees of the Group are7,077 and, 7,144 respectively.

Induk Perusahaan, yang juga adalah indukterakhir Perusahaan, adalah PemerintahRepublik Indonesia.

The Company’s parent, which is also theCompany’s ultimate parent, is the Governmentof the Republic of Indonesia.

Laporan keuangan konsolidasian PT AngkasaPura II (Persero) dan entitas anaknya tanggal31 Desember 2020 dan 2019 diselesaikan dandiotorisasi untuk terbit oleh Direksi Perusahaanpada tanggal 16 April 2021. Direksi Perusahaanyang menandatangani Surat PernyataanDireksi bertanggung jawab atas penyusunandan penyajian wajar laporan keuangankonsolidasian tersebut.

The consolidated financial statements ofPT Angkasa Pura II (Persero) and itssubsidiaries as of December 31, 2020and 2019 are completed and authorized forissuance on April 16, 2021. The Company’sDirectors who signed the Directors’ statementare responsible for the fair preparation andpresentation of such consolidated financialstatements.










12


c. Entitas Anak c. Subsidiaries

Laporan keuangan konsolidasian mencakupakun-akun Perusahaan dan Entitas Anak(selanjutnya disebut “Kelompok Usaha”) berikutini, dimana Perusahaan mempunyaipengendalian:

The consolidated financial statements include theaccounts of the Company and the followingSubsidiaries (collectively referred to hereafter as“the Group”), over which the Company hascontrol:

Entitas Anak/Subsidiaries

Jenis Usaha/Nature of Business

Domisili/Domicile

Kepemilikan (%)/Ownership (%)

Total Aset sebelum Eliminasi/Total Assets before Elimination

31 Desember/December 31, 31 Desember/December 31,

2020 2019 2020 2019

Kepemilikan Langsung/Direct Ownership

PT Angkasa Pura Solusi(“APS”)

Penyedia jasa aviation security (avsec),Information Communication andTechnology (ICT) dan media, jasakebersihan dan pengelolaan parkir/Engaged in aviation security (avsec),Information Communication andTechnology (ICT) and media, cleaningservices and parking.

Tangerang 99,99 99,99 954.716.346.019 1.303.968.338.504

PT Angkasa Pura Kargo(“APK”)

Operator gudang public restricted area danoperator groundhandling, jasa pelayanankargo dan pos udara, jasa transportasi danjasa logistik lainnya, penyediaan jasapelayanan kargo khusus, penyediaan jasakeamanan dan safety barang, penyediaanjasa tenaga kerja (outsourcing) serta jasatitipan/ Public warehouse restricted areaoperator and groundhandling operator,cargo and airmail services, transportationservices and other logistic services,provides services in exclusive cargo,provides security services, providesoutsourcing services and delivery services.

Tangerang 99,95 99,95 449.962.382.364 441.853.442.744

PT Angkasa PuraPropertindo (“APP”)

Melakukan jasa konsultasi dan konstruksiproperti, pengelolaan ruangan secarakomersial di bandar udara, penyediaan danpengelolaan aset komersial, penyediaantenaga listrik bandar udara dan lingkungansekitar bandar udara, serta pengadaan jasatenaga kerja untuk kegiatan yangberhubungan dengan properti/Providing property consultancy andconstructions, room management servicesin airport, provision and management forcommercial assets, electricity supplyservices at the airport and around theairport and providing workforce in relationto property.

Tangerang 99,93 99,93 215.526.931.492 231.314.868.739

PT Angkasa PuraAviasi (“APA”)

Melakukan jasa pelayanan jasakebandarudaraan meliputi jasa pesawatudara, penumpang, barang dan pos,melakukan jasa terkait bandar udara,penyediaan jasa dalam rangka optimalisasipemanfaatan sumber daya di luar daerahlingkungan kerja bandar udara/ Providingairport services including aircraft,passenger, goods and postal, providingairport-related services, providing service tooptimize the use of resources outside airportarea.

Medan 99,00 99,00 27.296.090.212 42.348.538.040

PT Gapura Angkasa(“GA”)

Kegiatan utama Gapura berdasarkananggaran dasarnya adalah menyediakanjasa penunjang pengangkutan(groundhandling) udara danpengangkutan barang/ The mainbusiness of Gapura based on its Articlesof Association are providinggroundhandling services in airports andcargo services.

Jakarta 46,62 46,62 1.438.530.126.994 1.363.184.643.494

Kepemilikan Tidak Langsung/ Indirect OwnershipDimiliki melalui APS/Owned through APS

PT Angkasa Pura SolusiIntegra (“APSI”)

Menyediakan jasa tenaga kerja, jasakonsultasi, jasa pendidikan dan pelatihandan jasa meeting, incentive, conventionand exhibition (MICE)/Providing outsource services, consultancyservices, education and training services,and meeting, incentive, convention andexhibition (MICE) services.

Tangerang 80,00 80,00 25.357.875.105 34.274.098.298










13


c. Entitas Anak (lanjutan) c. Subsidiaries (continued)

PT Angkasa Pura Solusi (“APS”) PT Angkasa Pura Solusi (“APS”)

Kepemilikan Perusahaan di APS sebelumakuisisi saham pada tanggal 28 November2011 adalah 50% atau 15.000 saham senilaiRp3.428.250.000.

The Company’s ownership in APS beforeshares acquisition on November 28, 2011 was50% or 15,000 shares amounting toRp3,428,250,000.

Berdasarkan Akta Notaris Otty H.C Ubayani,S.H., No. 49 tanggal 28 November 2011,Schipol International B.V setuju untukmengalihkan 14.999 sahamnya kepadaPerusahaan dengan Rp228.550 per sahamatau senilai Rp3.428.021.450 dan 1 lembarsahamnya kepada Tuan Luthfy Edrus denganharga Rp228.550 per saham atau senilaiRp228.550. Dengan demikian, kepemilikansaham Perusahaan di APS menjadi 29.999lembar atau 99,997% dan PT Angkasa PuraSchipol merubah namanya menjadiPT Angkasa Pura Solusi.

Based on Deed No. 49 dated November 28,2011 of Notary Otty H.C Ubayani, S.H., SchipolInternational B.V agreed to transfer its 14,999shares to the Company with nominal value ofRp228,550 per share or amounting toRp3,428,021,450 and its 1 share to Mr. LuthfyEdrus with nominal value of Rp228,550 pershare or amounting to Rp228,550. Thus, theCompany’s ownership in APS became 29,999shares or 99.997% and PT Angkasa PuraSchipol changed its name to PT Angkasa PuraSolusi.

Berdasarkan Akta Notaris Maya Veronica, SH.,M.Kn. No. 1 tanggal 1 Februari 2017,Tuan Luthfy Edrus mengalihkan 1 lembarsahamnya kepada Koperasi KaryawanPT Angkasa Pura II (Persero) Satya Ardhiadengan harga Rp228.550 per saham atausenilai Rp228.550.

Based on Deed No. 1 dated February 1, 2017of Notary Maya Veronica, SH., M.Kn.,Mr. Luthfy Edrus transfer its 1 share to theKoperasi Karyawan PT Angkasa Pura II(Persero) Satya Ardhia with nominal value ofRp228,550 per share or amounting toRp228,550.

APS memulai operasi komersialnya pada tahun1998.

APS started its commercial operation in 1998.

Berdasarkan Keputusan Menteri Hukum danHak Asasi Manusia Republik Indonesia nomorAHU-0029303.AH.01.02. Tahun 2019 tanggal28 Mei 2019, Perusahaan menyetujui untukmeningkatkan modal dasar menjadi 1.870.216lembar dengan Rp228.550 per saham atausenilai Rp427.437.866.800 di APS.

Based on Ministry of Law and Human RightsRepublic of Indonesia’s Decision numberAHU-0029303.AH.01.02. Year 2019 on May28, 2019, the Company agree to increase theauthorized capital to 1,870,216 shares withnominal value of Rp228,550 per shares oramounting to Rp427,437,866,800 in APS.

Entitas Anak/Subsidiaries

Jenis Usaha/Nature of Business

Domisili/Domicile



31 Desember/December 31, 31 Desember/December 31,

2020 2019 2020 2019

Kepemilikan Tidak Langsung/ Indirect OwnershipDimiliki melalui/Owned through APS

PT Angkasa Pura SolusiDigital (“APSD”)

Melakukan usaha dibidang aktivitaspemrograman, konsultasi computer dankegiatan YBDI; perdagangan besar, bukanmobil dan sepeda motor; aktivitas jasainformasi; telkomunikasi; aktivitaspenerbitan; periklanan dan penelitianpasar; aktivitas administrasi kantor,aktivitas penunjang kantor dan aktivitaspenunjang usaha lainya.Operates in programming activity,computer consultation and other relatedactivities; large trade, except cars andmotorvehicles; information service activity;telecommunication; publishing activity;market advertising and research; officeadministration activity, office supportingactivity and other supporting businessactivity.

Tangerang 99,00 99,00 65.281.153.109 24.500.374.214










14



PT Angkasa Pura Solusi (“APS”) (lanjutan) PT Angkasa Pura Solusi (“APS”)(continued)

Dari modal dasar tersebut telah ditempatkandan disetor oleh Perusahaan dan Koperasi PTAngkasa Pura II (Persero) Satya Ardhia,masing-masing sejumlah 467.539 lembar atausenilai Rp106.856.038.450 dan sejumlah 15lembar atau senilai Rp3.428.250.

From this authorized capital, 467,539 sharesamounting to Rp106,856,038,450 and15 shares amounting to Rp3,428,250 has beenissued and fully paid by the Company and byKoperasi Karyawan PT Angkasa Pura II(Persero) Satya Ardhia.

Susunan pemegang saham dan kepemilikansaham APS pada tanggal 31 Desember 2020adalah sebagai berikut:

The details of the shareholders and their shareownerships of APS as of December 31, 2020are as follows:

Saham Ditempatkan PersentaseTotal Saham/ dan Disetor/ Kepemilikan/Total Shares Shares Issued Percentage

Pemegang Saham (Lembar/Shares) and Fully Paid of ownership (%) Shareholders

PT Angkasa Pura II (Persero) 467.539 106.856.038.450 99,997 PT Angkasa Pura II (Persero)Koperasi Karyawan Koperasi Karyawan

PT Angkasa Pura II PT Angkasa Pura II (Persero)(Persero) Satya Ardhia 15 3.428.250 0,003 Satya Ardhia

Total 467.554 106.859.466.700 100,000 Total

Saat ini, APS bergerak dalam kegiatan-kegiatan penyedia jasa aviation security(avsec), Information Communication andTechnology (ICT) dan media, jasa kebersihandan pengelolaan parkir.

APS is presently engaged in aviation security(avsec), Information Communication andTechnology (ICT) and media, cleaning servicesand parking.

Laporan keuangan APS mencakup akun-akunAPS dan Kerjasama Operasi dibawah ini sesuaidengan PSAK No. 66 (selanjutnya disebut“KSO”), dimana APS mengakui proporsi hakatas aset dan kewajiban atas liabilitasberdasarkan pengaturan bersama sebagaiberikut:

Financial statements of APS include theaccounts of APS and the following JointOperation in accordance with PSAK No. 66(hereafter referred to as “JO”), over which APSrecognize proportions of rights to the assets,and obligations for the liabilities, based on thejoint arrangement as follows:

KSO/JO Jenis Usaha/Nature of Business

Domisili/Domicile



31 Desember/December 31, 31 Desember/ December 31,2020 2019 2020 2019

KSO AP SolusiPremair

Menyediakan jasa pelayananpenumpang di bandara (ruangtunggu)/Providing passengers service inairport (lounge).

Halim,Jakarta

51 51 3.041.092.860 5.000.821.826

KSO AP SolusiMandai Prima


Tangerang 60 60 2.579.259.228 4.854.827.988

KSO AP Solusi BlueSky


Medan 51 51 15.223.285.491 23.290.006.572










15




Laporan keuangan APS mencakup akun-akunAPS dan Kerjasama Operasi dibawah ini sesuaidengan PSAK No. 66 (selanjutnya disebut“KSO”), dimana APS mengakui proporsi hakatas aset dan kewajiban atas liabilitasberdasarkan pengaturan bersama sebagaiberikut: (lanjutan)

Financial statements of APS include theaccounts of APS and the following JointOperation in accordance with PSAK No. 66(hereafter referred to as “JO”), over which APSrecognize proportions of rights to the assets,and obligations for the liabilities, based on thejoint arrangement as follows: (continued)

KSO/JO Jenis Usaha/Nature of Business

Domisili/Domicile



31 Desember/December 31, 31 Desember/ December 31,2020 2019 2020 2019

KSO AP Solusi - ISSIndonesia

Mengoperasikan, mengelola danmengembangkan jasa kebersihan diseluruh bandara pengelolaan APII/Operate, manage and develop cleaningservice in all airport areas under AP IImanagement.

Jakarta 51 51 104.920.256.354 118.297.474.736

KSO AP Solusi BlueSky BDO

Menyediakan jasa pelayananpenumpang di bandara (ruang tunggu) dibandara HuseinSastranegara/Providing passengersservice in airport (lounge) in HuseinSastranegara airport

Bandung 60 60 4.642.726.719 5.017.159.187

KSO AP Solusi -Trikama Boga


Tangerang 60 60 3.658.640.897 5.733.232.331

KSO AP Solusi BlueSky PGK

Menyediakan jasa pelayananpenumpang di bandara (ruang tunggu)di bandara Depati Amir/Providing passengers service in airport(lounge) in Depati Amir airport

PangkalPinang

60 60 6.115.566.610 6.451.721.341

KSO AP Solusi -WRK

Kerjasama dalam melakukan operasidan pemeliharaan peralatan mekanikalelektrikal di bandara-bandara yangdikelola oleh pemberi kerja denganlingkup pekerjaan secara terperinci yangdisepakati kemudian oleh para pihakdengan pemberi kerja/ Cooperation inoperating and maintaining mechanical-electrical equipment in airports operatedby employer with detailed scope of worklater agreed by all parties with theemployer.

Jakarta 51 51 16.048.461.554 31.415.851.112

KSO AP Solusi -Trikama Boga

Menyediakan jasa pelayananpenumpang di bandara (ruangtunggu)/Providing passengers servicein airport (lounge).

Jambi 60 60 4.861.807.668 4.877.288.892

KSO AP SolusiGlobal


Tangerang 70 70 61.053.873.670 65.636.379.576

*) KSO AP Solusi - Inovasi Lintas Media berakhir pada tanggal 1 Januari 2019/KSO AP Solusi - Inovasi Lintas Media has ended on January 1, 2019**) KSO APSarana berakhir pada tanggal 28 Februari 2019/KSO APSarana has ended on February 28, 2019

Berdasarkan Akta Notaris Aryadi, SH., Mkn.No. 37 tanggal 31 Desember 2018, APSmendirikan PT Angkasa Pura Solusi Integra(“APSI”). Akta tersebut telah disahkan olehMenteri Hukum dan Hak Asasi ManusiaRepublik Indonesia melalui Surat KeputusanNo. AHU-0000717.AH.01.01 Tahun 2019tanggal 8 Januari 2019.

Based on Deed No. 37 dated December 31,2018 of Notary Aryadi, SH., Mkn., APSestablished PT Angkasa Pura Solusi Integra(“APSI”). The deed has been approved by theMinister of Law and Human Rights of Republicof Indonesia through Decision Letter No. AHU-0000717.AH.01.01 Year 2019 dated January 8,2019.










16




Susunan pemegang saham dan kepemilikansaham APSI pada tanggal 31 Desember 2020adalah sebagai berikut:

The details of the shareholders and their shareownerships of APSI as of December 31, 2020are as follows:



PT Angkasa Pura Solusi 4.000 4.000.000.000 80,00 PT Angkasa Pura SolusiPT Delta Angkasa PT Delta Angkasa

Pratama 1.000 1.000.000.000 20,00 Pratama

Total 5.000 5.000.000.000 100,000 Total

Kegiatan utama APSI berdasarkan anggarandasarnya adalah menyediakan jasa tenagakerja, jasa konsultasi, jasa pendidikan danpelatihan dan jasa meeting, incentive,convention and exhibition (MICE).

The main business of APSI based on its Articlesof Association are providing outsourceservices, consultancy services, education andtraining services, and meeting, incentive,convention and exhibition (MICE) services.

Berdasarkan Akta Notaris Maya Veronika, SH.,Mkn. No 10 tanggal 26 Juni 2019, APSmendirikan PT Angkasa Pura Sarana Digital(“APSD”). Akta tersebut telah disahkan olehMenteri Hukum dan Hak Asasi ManusiaRepublik Indonesia melalui Surat KeputusanNo. AHU-0033120.AH.01.01 Tahun 2019tanggal 11 Juli 2019.

Based on Deed No. 10 dated June 26, 2019 ofNotary Maya Veronica, SH., Mkn., APSestablished PT Angkasa Pura Sarana Digital(“APSD”). The deed has been approved by theMinister of Law and Human Rights of Republicof Indonesia through Decision Letter No. AHU-0033120.AH.01.01 Year 2019 dated July 11,2019.

Susunan pemegang saham dan kepemilikansaham APSD pada tanggal 31 Desember 2020adalah sebagai berikut:

The details of the shareholders and their shareownerships of APSD as of December 31, 2020are as follows:



PT Angkasa Pura Solusi 9.900 9.900.000.000 99,00 PT Angkasa Pura SolusiKoperasi Karyawan Koperasi Karyawan

PT Angkasa Pura PT Angkasa PuraSolusi 100 100.000.000 1,00 Solusi

Total 10.000 10.000.000.000 100,000 Total

Kegiatan utama APSD berdasarkan anggarandasarnya adalah melakukan usaha dibidangaktivitas pemrograman, konsultasi komputerdan kegiatan YBDI; perdagangan besar, bukanmobil dan sepeda motor; aktivitas jasainformasi; telkomunikasi; aktivitas penerbitan;periklanan dan penelitian pasar; aktivitasadministrasi kantor, aktivitas penunjang kantordan aktivitas penunjang usaha lainya.

The main business of APSD based on itsArticles of Association is to operats inprogramming activity, computer consultationand other related activities; large trade, exceptcars and motorvehicles; information serviceactivity; telecommunication; publishing activity;market advertising and research; officeadministration activity, office supporting activityand other supporting business activity.










17



PT Angkasa Pura Kargo (“APK”) PT Angkasa Pura Kargo (“APK”)

Dibentuk sesuai dengan Surat KementerianBUMN nomor S-171/MBU/03/2016 tanggal14 Maret 2016 perihal Persetujuan PengurusanAnak Perusahaan dan Keputusan Rapat UmumPemegang Saham Rencana Kerja danAnggaran Perusahaan (RKAP)PT Angkasa Pura II (Persero) Tahun 2016Nomor 04 tanggal 7 Januari 2016. Setoranmodal awal Perusahaan pada APK adalahRp199.900.000.000.

Formed based on the Letter of the Ministry ofState-Owned Enterprises No.S-171/MBU/03/2016 dated March 14, 2016regarding the Approval for Management ofSubsidiary and the General Meeting ofShareholders on the Company’s Budget Plan(CBP) PT Angkasa Pura II (Persero) 2016 No.04 dated January 7, 2016. The Company’sinitial subscription in APK totalledRp199,900,000,000.

Akta Pendirian APK No. 8 tanggal 20 April 2016oleh notaris Maya Veronica, S.H, M.Kn., telahdisahkan oleh Menteri Hukum dan Hak AsasiManusia Republik Indonesia melalui SuratKeputusan No. AHU-0020686.AH.01.01 Tahun2016 tanggal 22 April 2016.

Deed of Establishment of APK No. 8 datedApril 20, 2016 under notary Maya Veronica,S.H., M.Kn. has been approved by the Ministerof Law and Human Rights of Republic ofIndonesia through Decision Letter No. AHU-0020686. AH.01.01 Year 2016 datedApril 22, 2016.

Anggaran dasar APK telah mengalamiperubahan, terakhir berdasarkan Akta NotarisMaya Veronika, SH., M.Kn. No. 1 tanggal1 Oktober 2019 tentang perubahan pasal 3 dan14 Anggaran Dasar Perusahaan. PerubahanAnggaran Dasar tersebut telah disetujui olehMenteri Hukum dan Hak Asasi ManusiaRepublik Indonesia berdasarkan SuratKeputusan No. AHU-0085784.AH.01.02 Tahun2019 tanggal 23 Oktober 2019.

The Articles of APK have been amended, mostrecently by Notary Maya Veronika, SH., M.K.nNo. 1, dated October 1, 2019 regardingAmendments to the Article 3 and 14 of Articlesof Associations. Amendments to the Articles ofAssociation was approved by the Ministry ofLaw and Human Rights of the Republic ofIndonesia based on Decree No. AHU-0085784.AH.01.02 Year 2017 datedOctober 23, 2019.

Susunan pemegang saham dan kepemilikansaham APK pada tanggal 31 Desember 2020adalah sebagai berikut:

The details of the shareholders and their shareownerships of APK as of December 31, 2020are as follows:





Total 200.000 200.000.000.000 100,000 Total










18



PT Angkasa Pura Kargo (“APK”) (lanjutan) PT Angkasa Pura Kargo (“APK”)(continued)

Kegiatan utama APK berdasarkan anggarandasarnya adalah operator gudang publicrestricted area dan operator groundhandling,jasa pelayanan kargo dan pos udara,pengembangan potensi bisnis seperti operatorlini 2 (distribution center), gudang berikat, jasatransportasi dan jasa logistik lainnya,penyediaan dan pelayanan IT di bidang kargodan logistik, penyediaan jasa pelayanan kargokhusus, penyediaan jasa keamanan dan safetybarang, penyediaan jasa tenaga kerja(outsourcing), jasa konstruksi sebagaipersyaratan dalam melaksanakan programperbaikan dan pemeliharaan fasilitas dikawasan kargo serta jasa titipan yang meliputijasa titipan paket, uang dan pos.

The main business of APK based on its Articlesof Association are public warehouse restrictedarea operator and groundhandling operator,cargo and airmail services, developing potentialbusiness such as line 2 operator (distributioncenter), bonded warehouse, transportationservices and other logistic services, provides ITservices in cargo and logistic, provides servicesin exclusive cargo, provides security services,provides outsourcing services, constructionservices as the requirement to perform facilityrepairment and maintenance program in cargoarea as well as delivery services, consists ofpackages, money and mail deliveries.

PT Angkasa Pura Propertindo (“APP”) PT Angkasa Pura Propertindo (“APP”)

Dibentuk sesuai dengan Surat KementerianBUMN No. S-171/MBU/03/2016 tanggal14 Maret 2016 perihal Persetujuan PengurusanAnak Perusahaan dan Keputusan Rapat UmumPemegang Saham Rencana Kerja danAnggaran Perusahaan (RKAP) PT AngkasaPura II (Persero) Tahun 2016 No. 04 tanggal7 Januari 2016. Setoran modal awalPerusahaan pada APP adalahRp149.900.000.000.

Formed based on the Letter of the Ministry ofState-Owned Enterprises No. S-171/MBU/03/2016 dated March 14, 2016 regarding theApproval for Management of Subsidiary and theGeneral Meeting of Shareholders on theCompany’s Budget Plan (CBP) PT AngkasaPura II (Persero) 2016 No. 04 datedJanuary 7, 2016. The Company’s initialsubscription in APP totalledRp149,900,000,000.

Akta Pendirian APP No. 9 tanggal 20 April 2016oleh notaris Maya Veronica, S.H, M.Kn. telahdisahkan oleh Menteri Hukum dan Hak AsasiManusia Republik Indonesia melalui SuratKeputusan No. AHU-0020770.AH.01.01.Tahun2016 tanggal 25 April 2016.

Deed of establishment of APP No. 9 datedApril 20, 2016 under notary Maya Veronica,S.H., M.Kn., has been approved by the Ministerof Law and Human Rights of the Republic ofIndonesia through Decision Letter No. AHU-0020770.AH.01.01.Year 2016 datedApril 25, 2016.

Anggaran dasar APP telah mengalamiperubahan, terakhir berdasarkan Akta NotarisMaya Veronica, SH., M.Kn. No. 31 tanggal31 Januari 2020 tentang perubahan pasal 3Anggaran Dasar Perseroan. PerubahanAnggaran Dasar tersebut telah disetujui olehMenteri Hukum dan Hak Asasi ManusiaRepublik Indonesia berdasarkan SuratKeputusan No. AHU-0010748.AH.01.02.Tahun2020 tanggal 7 Februari 2020.

The Articles of APP have been amended, mostrecent by Notary Maya Veronica, SH., M.Kn No.31, dated January 31, 2020 regardingAmendments to the Article 3 of Article ofAssociations. Amendments to the Articles ofAssociation was approved by the Minister ofLaw and Human Rights of the Republic ofIndonesia based on Decree No. AHU-0010748.AH.01.02.Year 2017 datedFebruary 7, 2020.










19



PT Angkasa Pura Propertindo (“APP”)(lanjutan)

PT Angkasa Pura Propertindo (“APP”)(continued)

Susunan pemegang saham dan kepemilikansaham APP pada tanggal 31 Desember 2020adalah sebagai berikut:

The details of the shareholders and their shareownerships of APP as of December 31, 2020are as follows:





Total 150.000 150.000.000.000 100,000 Total

Kegiatan usaha APP berdasarkan anggarandasarnya adalah kegiatan-kegiatan usaha yangbertujuan untuk mencapai tujuan Perusahaanuntuk pengelolaan kawasan bisinis di BandarUdara Indonesia, perdagangan yangberhubungan dengan real estate dan properti,dan pengelolaan dan pemeliharaan propertiberikut fasilitas di dalamnya.

The business of APP based on its Articles ofAssociation are activities that aim to achievethe Company's objectives in relation withmanagement of Airport’s business areas inIndonesia, trading related to real estate andproperty, and property management andmaintenance including its facilities.

PT Angkasa Pura Aviasi (“APA”) PT Angkasa Pura Aviasi (“APA”)

Dibentuk sesuai dengan Surat KementerianBUMN No. S-666/MBU/10/2018 tanggal8 Oktober 2018 perihal Persetujuan PendirianAnak Perusahaan yang Akan Mengeloladan/atau Melakukan Pengusahaan BandaraKualanamu.

Formed based on the Letter of the Ministry ofState-Owned Enterprises No. S-666/MBU/10/2018 dated October 8, 2018 regarding theApproval of the Establishment Subsiadarywhich will manage and/or conduct business inKualanamu Airport.

Akta pendirian APA No. 7 tanggal 7 Nopember2018 oleh Notaris Maya Veronica, S.H, M.Kn.telah disahkan oleh Menteri Hukum dan HakAsasi Manusia Republik Indonesia melaluiSurat Keputusan No. AHU0053600.AH.01.01.Tahun 2018 tanggal 9 November 2018.

Deed of establishement of APA No. 7 datedNovember 7, 2018 under Notary MayaVeronica, S.H., M.Kn., has been approved bythe Minister of Law and Human Rights of theRepublic of Indonesia through Decision LetterNo. AHU-0053600.AH.01.01.Year 2018 datedNovember 9, 2018.










20



PT Angkasa Pura Aviasi (“APA”) (lanjutan) PT Angkasa Pura Aviasi (“APA”)(continued)

Susunan pemegang saham dan kepemilikansaham APA pada tanggal 31 Desember 2020adalah sebagai berikut:

The details of the shareholders and their shareownerships of APA as of December 31, 2020are as follows:



PT Angkasa Pura II (Persero) 9.900 9.900.000.000 99,00 PT Angkasa Pura II (Persero)PT Angkasa Pura Solusi 100 100.000.000 1,00 PT Angkasa Pura Solusi

Total 10.000 10.000.000.000 100,00 Total

Kegiatan utama APA berdasarkan anggarandasarnya adalah melakukan jasa penyediaan,pengusahaan dan/atau pengembangan fasilitasuntuk kegiatan pelayanan pendaratan, lepaslandas, manuver, parkir dan penyimpananpesawat, fasilitas terminal untuk pelayananangkutan penumpang, kargo dan pos, fasilitaselektronika, listrik, air dan instalasi limbahbuangan, lahan untuk bangunan, lapangan dankawasan industri serta bangunan yangberhubungan dengan kelancaran angkutanudara, melakukan jasa terkait untuk menunjangkegiatan pelayanan operasi pesawat udara dibandar udara, jasa untuk menunjang kegiatanpelayanan penumpang dan barang, jasa terkaituntuk memberikan nilai tambah bagipengusahaan bandar udara dan melakukankegiatan usaha dalam rangka optimalisasipemanfaatan sumber daya yang berada di luardaerah lingkungan kerja bandar udara meliputiusaha properti, pergudangan, perkantoran,perhotelan, perumahan, apartemen, bursamobil, bengkel, restoran, SPBU, pusatperbelanjaan dan bisnis pariwisata, resort,olahraga dan rekreasi, rumah sakit, pendidikandan penelitian, prasarana telekomunikasi dansumber daya energi, dan jasa penyewaan.

The main business of APA based on its Articlesof Association are providing provision,enterprising, and/or development facilities forlanding, take off, maneuvering, parking andaircraft storage services, terminal facilities forpassenger, cargo and postal transportationservices, facilities for electronical, electricity,water and waste disposal services, lands forbuilding, filed construction and industrial areaas well as buildings that are related to theoperation of air traffic, providing relatedservices to support aircraft operation in airport,sevices to support passenger and goods,providing related services to increasing valueadded for the enterprising of airport and doingbusiness activity to optimize the use ofresources outside airport area includingproperty, warehousing, offices, hotels, housing,apartment, car showroom, garage, restaurant,SPBU, shopping center and business tourism,resort, sports and recreation, hospitals,education and researches, telecommunicationsinfrastructure and energy resources, rentalservices.

PT Gapura Angkasa (“Gapura”) PT Gapura Angkasa (“Gapura”)

Berdasarkan akta pendirian Gapura yangdibuat oleh Notaris Imas Fatimah, S.H., No. 32tanggal 26 Januari 1998, nilai penyertaanPerusahaan di Gapura adalah sebesarRp67.200.000.000 atau 31,25%.

Based on the deed of establishment of GapuraNo. 32 dated January 26, 1998 prepared byNotary Imas Fatimah, S.H., investment inshares of the Company in Gapura amounted toRp67,200,000,000 or 31.25%.










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PT Gapura Angkasa (“Gapura”) (lanjutan) PT Gapura Angkasa (“Gapura”) (continued)

Pada tanggal 18 November 2019, Perusahaanmenambah kepemilikan saham di Gapuramenjadi 46,62% dengan membeli saham baruyang diterbitkan oleh Gapura dengan total nilaisaham sebesar Rp61.900.000.000sebagaimana dinyatakan dalam Akta NotarisJimmy Tanal, S.H.,M.Kn., No. 105 tanggal 18November 2019 dengan imbalan sebesarRp247.600.000.000. Akta notaris tersebut telahdiberitahukan kepada Kementerian Hukum danHAM Republik Indonesia dan memperolehsurat penerimaan pemberitahuan No. AHU-AH.01.03-0362922 tanggal 21 November 2019.

On November 18, 2019, the Companyincreased the share ownership in Gapura to46.62% by purchasing new shares issued byGapura with total shares amount ofRp61,900,000,000 as stated in the NotarialDeed No. 105 of Jimmy Tanal, S.H., M.Kn.,dated November 18, 2019 with considerationpaid of Rp247,600,000,000. The deed hasbeen reported to Ministry of Law and HumanRights of the Republic of Indonesia and hasbeen acknowledged through its letter ofknowledgement No. AHU-AH.01.03-0362922dated November 21, 2019.

Pembelian saham Gapura oleh Perusahaantersebut memenuhi kategori kombinasi bisnisantara entitas sepengendali sebagaimanadiuraikan di dalam PSAK 38 (Revisi 2012)tentang “Kombinasi Bisnis EntitasSepengendali”, dengan demikian, transaksipenambahan kepemilikan di Gapura tersebutdiakui menggunakan metode penyatuankepentingan. Selisih antara jumlah imbalanyang dialihkan dengan jumlah penambahanaset neto di Gapura diakui sebagai bagian dariakun “Tambahan Modal Disetor” pada laporanposisi keuangan konsolidasian pada tanggal 31Desember 2019.

The acquisition of Gapura by the Companymeet the criteria of business combinationentities under common control as described inPSAK 38 (Revised 2012) concerning "BusinessCombinations of Entities Under CommonControl", therefore, the increase in ownership ofGapura transaction is recognized using thepooling of interest method. The differencebetween the consideration paid and thecarrying amount of the net assets in Gapura isrecognized as part of the "Additional Paid-inCapital" account in the consolidated statementof financial position as of December 31, 2019.

Nilai tercatat aset neto Gapura pada tanggaltransaksi adalah sebagai berikut:

The carrying amount of net assets of Gapura asat the date of transaction were:

Nilai yang diakui pada saat transaksi/Amount recognized on transaction

Total nilai tercatat aset neto Total carrying amount ofsebelum penerbitan saham baru 475.894.418.546 net assets before right issue

Total nilai tercatat aset neto Total carrying amount ofsetelah penerbitan saham baru 723.494.418.546 net assets after right issue

31,25% dari total nilai tercatat aset neto 31.25% of total carrying amount ofsebelum penerbitan saham baru 148.717.005.796 net assets before right issue

46,62% dari total nilai tercatat aset neto 46.62% of total carrying amount ofsetelah penerbitan saham baru 337.268.467.662 net assets after right issue

Peningkatan aset neto 188.551.461.866 Increase in net assets

Imbalan yang dialihkan 247.600.000.000 Consideration paid

Tambahan modal disetor 59.048.538.134 Additional paid-in capital

Selisih antara imbalan yang dialihkan dan nilaitercatat neto dari aset yang diperoleh padatanggal transaksi dicatat dan disajikan sebagai“Tambahan modal disetor” pada bagian ekuitasdari laporan posisi keuangan konsolidasian.

The difference between the consideration paidand the net carrying values of assets acquired,on transaction date are recorded and presentedas “Additional paid-in capital” under the equitysection of the consolidated statements offinancial position.










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PT Gapura Angkasa (“Gapura”) (lanjutan) PT Gapura Angkasa (“Gapura”) (continued)

Gapura merupakan entitas di bawahpengendalian yang sama dengan Perusahaan.Hubungan sepengendali antara Perusahaandan Gapura tidak bersifat sementara.

Gapura is an entity under common control asthe Company. The relationship under commoncontrol between the Company and Gapura isnot temporary.

Susunan pemegang saham dan kepemilikansaham Gapura pada tanggal 31 Desember2020 adalah sebagai berikut:

The details of the shareholders and their shareownerships of Gapura as of December 31,2020 are as follows:



PT Angkasa Pura II (Persero) 1.291.000 129.100.000.000 46,62 PT Angkasa Pura II (Persero)PT Garuda Indonesia Tbk. PT Garuda Indonesia Tbk.(Persero) 1.263.360 126.336.000.000 45.62 (Persero)

PT Angkasa Pura I (Persero) 215.040 21.504.000.000 7,76 PT Angkasa Pura I (Persero)

Total 2.769.400 276.940.000.000 100,00 Total

Kegiatan utama Gapura berdasarkan anggarandasarnya adalah menyediakan jasa penunjangpengangkutan (groundhandling) udara danpengangkutan barang.

The main business of Gapura based on itsArticles of Association are providinggroundhandling services in airports and cargoservices.

2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN 2. SUMMARY OF SIGNIFICANT ACCOUNTINGPOLICIES

Berikut ini adalah kebijakan akuntansi signifikanyang diterapkan dalam penyusunan laporankeuangan konsolidasian Kelompok Usaha yangsesuai dengan Standar Akuntansi Keuangan diIndonesia (SAK) yang mencakup PernyataanStandar Akuntansi Keuangan (PSAK) danInterpretasi Standar Akuntansi Keuangan (ISAK)yang dikeluarkan oleh Dewan Standar AkuntansiKeuangan Ikatan Akuntan Indonesia. Laporankeuangan konsolidasian ini juga disusun sesuaidengan ketentuan yang ditetapkan dalamKeputusan Ketua Bapepam-LK No.KEP-347/BL/2012 tertanggal 25 Juni 2012 tentangPenyajian dan Pengungkapan Laporan KeuanganEmiten atau Perusahaan Publik. Kebijakan ini telahditerapkan secara konsisten terhadap seluruhperiode yang disajikan, kecuali jika dinyatakan lain.

Presented below are the significant accountingpolicies adopted in preparing the Group’sconsolidated financial statements, which are inconformity with Indonesian Financial AccountingStandards (SAK) which comprises the Statementsof Financial Accounting Standards (PSAK) andInterpretations of Financial Accounting Standards(ISAK) issued by the Board of Financial AccountingStandards of the Indonesian Institute ofAccountants. The consolidated financial statementshave also been prepared in conformity with Decreeof the Chairman of Bapepam-LK No.KEP-347/BL/2012 dated June 25, 2012 regardingthe Presentation and Disclosure of FinancialStatements of an Issuer or a Public Company.These policies have been consistently applied to allperiods presented, unless otherwise stated.










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2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN(lanjutan)

2. SUMMARY OF SIGNIFICANT ACCOUNTINGPOLICIES (continued)

a. Dasar Penyajian Laporan KeuanganKonsolidasian

a. Basis of Preparation of the ConsolidatedFinancial Statements

Laporan keuangan konsolidasian, kecualilaporan arus kas konsolidasian, disusunberdasarkan konsep akrual dan biayaperolehan historis, kecuali beberapa akuntertentu yang diukur dengan cara sebagaimanayang diuraikan dalam kebijakan akuntansi diakun yang bersangkutan.

The consolidated financial statements, exceptfor the consolidated statement of cash flows, areprepared using the accrual basis and based onhistorical costs, except for certain accountswhich are measured on the bases described inthe related accounting policies of thoseaccounts.

Laporan arus kas konsolidasian disajikandengan menggunakan metode langsung yangmengelompokkan penerimaan danpengeluaran kas dan setara kas ke dalamaktivitas operasi, investasi dan pendanaan.Untuk tujuan penyajian laporan arus kaskonsolidasian, kas dan setara kas terdiri darikas dan bank, simpanan yang sewaktu-waktubisa dicairkan dan investasi likuid jangkapendek lainnya yang jatuh tempo dalam waktu3 (tiga) bulan atau kurang, dikurangi dengancerukan.

The consolidated statement of cash flows ispresented using the direct method by classifyingthe receipts and disbursements of cash andcash equivalents into operating, investing andfinancing activities. For the purpose of theconsolidated statement of cash flows, cash andcash equivalents include cash on hand and inbanks, deposits held at call with banks and othershort-term highly liquid investments with originalmaturities of 3 (three) months or less, net ofbank overdrafts.

Seluruh angka dalam laporan keuangankonsolidasian ini, disajikan dalam Rupiah(“Rp”), kecuali dinyatakan lain.

All figures in the consolidated financialstatements are expressed in of Rupiah (“Rp”),unless otherwise stated.

b. Penerapan Standar Akuntansi Baru b. Adoption of New Accounting Standards

Kelompok Usaha telah menerapkan sejumlahamandemen dan penyesuaian standarakuntansi yang relevan dengan pelaporankeuangan dan efektif untuk tahun periode yangdimulai pada atau setelah 1 Januari 2020sebagai berikut:

The Group has applied a number ofamendments and improvements to accountingstandards that are relevant to its financialreporting and effective for annual periodsbeginning on or after January 1, 2020 as follow:

• Amendemen PSAK 1 dan PSAK 25: DefinisiMaterial berlaku efektif 1 Januari 2020.

• Amendments to PSAK 1 and PSAK 25:Definition of Material, effective January 1,2020.

Amendemen ini mengklarifikasi definisimateri dengan tujuan menyelaraskandefinisi yang digunakan dalam kerangkakerja konseptual dan beberapa PSAKterkait. Selain itu, juga memberikanpanduan yang lebih jelas mengenai definisimaterial dalam konteks penguranganpengungkapan yang berlebihan karenaperubahan ambang batas definisi material.

This amendment clarifies the definition ofmaterial with the aim of harmonizing thedefinitions used in the conceptualframework and some relevant PSAKs. Inaddition, it also provides clearer guidanceregarding the definition of material in thecontext of reducing over disclosure due tochanges in the threshold of the materialdefinition.










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b. Penerapan Standar Akuntansi Baru(lanjutan)

b. Adoption of New Accounting Standards(continued)

• PSAK 71: Instrumen Keuangan, berlakuefektif 1 Januari 2020.

• PSAK 71: Financial Instruments, effectiveJanuary 1, 2020.

PSAK ini mengatur klasifikasi danpengukuran instrumen keuanganberdasarkan karakteristik dari arus kaskontraktual dan model bisnis entitas;metode kerugian kredit ekspektasian untukpenurunan nilai yang menghasilkaninformasi yang lebih tepat waktu, relevandan dimengerti oleh pemakai laporankeuangan; akuntansi untuk lindung nilaiyang merefleksikan manajemen risikoentitas lebih baik dengan memperkenalkanpersyaratan yang lebih umum berdasarkanpertimbangan manajemen.

This PSAK provides classification andmeasurement of financial instrumentsbased on the characteristics of contractualcash flows and business model of theentity; expected credit loss impairmentmodel that resulting in information that aremore timely, relevant and understandableto users of the financial statements;accounting for hedging that reflect theentity's risk management better byintroducing a more general requirementbased on management's judgment.

• PSAK 72: Pendapatan dari Kontrak denganPelanggan, berlaku efektif 1 Januari 2020.

• PSAK 72: Revenue from Contracts withCustomers, effective January 1, 2020.

PSAK ini adalah standar tunggal untukpengakuan pendapatan yang merupakanhasil dari joint project yang sukses antaraInternational Accounting Standards Board(“IASB”) dan Financial AccountingStandards Board (“FASB”), mengatur modelpengakuan pendapatan dari kontrakdengan pelanggan, sehingga entitasdiharapkan dapat melakukan analisissebelum mengakui pendapatan.

This PSAK is a single standard that is ajoint project between the InternationalAccounting Standards Board (“IASB”) andthe Financial Accounting Standards Board(“FASB”), provides revenue recognitionfrom contracts with customers, and theentity is expected to perform analysisbefore recognizing the revenue.

• PSAK 73: Sewa, berlaku efektif 1 Januari2020.

• PSAK 73: Leases, effective January 1,2020.

PSAK ini menetapkan prinsip pengakuan,pengukuran, penyajian, dan pengungkapanatas sewa dengan memperkenalkan modelakuntansi tunggal dengan mensyaratkanuntuk mengakui aset hak-guna (right-of-useassets) dan liabilitas sewa. Terdapat 2 (dua)pengecualian opsional dalam pengakuanaset dan liabilitas sewa, yakni untuk: (i)sewa jangka-pendek dan (ii) sewa yangaset pendasarnya (underlying assets)bernilai rendah.

This PSAK establishes the principles ofrecognition, measurement, presentation,and disclosure of the lease by introducinga single accounting model, with therequirement to recognize the right-of-useassets and liability of the lease. There are2 (two) optional exclusions in therecognition of the lease assets andliabilities: (i) short-term lease and (ii) leasewith low-value underlying assets.










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b. Penerapan Standar Akuntansi Baru(lanjutan)

b. Adoption of New Accounting Standards(continued)

Kelompok Usaha telah menerapkan standarakuntansi baru dan penyesuaian atauamendemen tersebut sejak 1 Januari 2020.Kelompok Usaha tidak melakukan penyajiankembali atas informasi komparatif tahun 2019atas penerapan PSAK 71 “InstrumenKeuangan” dan PSAK 73 “Sewa”, oleh karenaitu informasi komparatif tahun 2019 tidak dapatdibandingkan dengan informasi keuangan yangdisajikan untuk tahun yang berakhir padatanggal 31 Desember 2020. Perbedaan yangtimbul dari penerapan PSAK 71 “InstrumenKeuangan” telah dibebankan ke saldo labapada tanggal 1 Januari 2020. Sedangkan untukPSAK 73 “Sewa”, Kelompok Usaha telahmencatat aset hak-guna dan liabilitas sewapada tanggal 1 Januari 2020. Dampakpenerapan atas PSAK 71 “InstrumenKeuangan” dan PSAK 73 “Sewa” pada tanggal1 Januari 2020 di ungkapkan pada Catatan 4,dampak atas penerapan standar baru danpenyesuaian atau amendemen lainnya tidakmaterial terhadap laporan keuangankonsolidasian.

The Group has implemented new accountingstandards and such adjustments oramendments since January 1, 2020. The Groupdid not restate comparative information in 2019on the implementation ofPSAK 71 "Financial Instruments" andPSAK 73 "Leases", therefore comparativeinformation for 2019 cannot be compared tofinancial information presented for the yearended December 31, 2020. Differences arisingfrom the implementation of PSAK 71 "FinancialInstruments" have been charged to the retainedearnings on January 1, 2020. As for PSAK 73"Leases", the Company has recorded right-of-use assets and lease liabilities as of January 1,2020. The impact of the application of PSAK 71"Financial Instruments" and PSAK 73 "Leases"on January 1, 2020 were disclosed in Note 4,the impact on the application of new standardsand adjustments or other amendments is notmaterial to the interim financial statements.

c. Prinsip-prinsip Konsolidasi c. Principles of Consolidation

Laporan keuangan konsolidasian meliputilaporan keuangan Perusahaan dan entitasanaknya seperti yang diungkapkan dalamCatatan 1c. Entitas anak merupakan semuaentitas dimana Perusahaan terekspos ataumemiliki hak atas imbal hasil variabel dariketerlibatannya dengan entitas tersebut danmemiliki kemampuan untuk mempengaruhiimbal hasil tersebut melalui kekuasaannya atasentitas tersebut. Dengan demikian, suatuentitas dianggap sebagai entitas anak jika danhanya jika Perusahaan memiliki kekuasaanatas entitas tersebut, eksposur atau hak atasimbal hasil variabel dari keterlibatannya denganentitas tersebut dan kemampuan untukmenggunakan kekuasaannya atas entitastersebut untuk mempengaruhi jumlah imbalhasil Perusahaan.

The consolidated financial statements includethe financial statements of the Company and itssubsidiaries as disclosed in Note 1c.Subsidiaries are all entities over which theCompany is exposed, or has rights, to variablereturns from its involvement with the entitiesand has the ability to affect those returnsthrough its power over the entities. Thus, anentity is considered a subsidiary if and only if theCompany has power over the entity, exposureor rights to variable returns from its involvementwith the entity and the ability to use its powerover the investee to affect the amount of theCompany’s returns.

Semua saldo dan transaksi antar entitas yangmaterial, termasuk keuntungan atau kerugianyang belum direalisasi, jika ada, dieliminasiuntuk mencerminkan posisi keuangan dan hasiloperasi Kelompok Usaha sebagai satukesatuan usaha. Kebijakan akuntansi di entitasanak telah diubah seperlunya agar konsistendengan kebijakan akuntansi yang diterapkanoleh Kelompok Usaha.

All material intercompany accounts andtransactions, including unrealized gains orlosses, if any, are eliminated to reflect thefinancial position and the results of operationsof the Group as a single business entity.Accounting policies of subsidiaries have beenchanged where necessary to ensureconsistency with the policies adopted by theGroup.










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c. Prinsip-prinsip Konsolidasi (lanjutan) c. Principles of Consolidation (continued)

Entitas anak dikonsolidasikan mulai daritanggal pengendalian beralih kepadaPerusahaan dan tidak lagi dikonsolidasikan daritanggal hilangnya pengendalian.

Subsidiaries are fully consolidated from thedate on which control is transferred to theCompany. They are deconsolidated from thedate on which that control ceases.

Kepentingan nonpengendali (“KNP”)mencerminkan bagian atas laba rugi,penghasilan komprehensif lain dan aset netodari entitas anak yang tidak dapat diatribusikansecara langsung maupun tidak langsungkepada pemilik entitas induk, yang masing-masing disajikan dalam laporan laba rugi danpenghasilan komprehensif lain konsolidasiandan sebagai ekuitas dalam laporan posisikeuangan konsolidasian, terpisah dari bagianyang dapat diatribusikan kepada pemilik entitasinduk.

Non-controlling interest (“NCI”) represents theportion of profit or loss, other comprehensiveincome and net assets of the subsidiary notattributable directly or indirectly to the owners ofthe parent entity, which are presented in theconsolidated statement of profit or loss andother comprehensive income and under theequity section of the consolidated statement offinancial position, respectively, separately fromthe corresponding portion attributable to theowners of the parent entity.

Rugi entitas anak yang tidak dimiliki secarapenuh diatribusikan kepada KNP, bahkan jikahal ini mengakibatkan KNP mempunyai saldodefisit.

Losses of a non-wholly owned subsidiary areattributed to NCI even if such losses result in adeficit balance for the NCI.

Jika kehilangan pengendalian atas suatu entitasanak, maka Perusahaan:

In case of loss of control over a subsidiary, theCompany:

• menghentikan pengakuan aset (termasuksetiap goodwill) dan liabilitas entitas anak;

• derecognizes the assets (includinggoodwill) and liabilities of the subsidiary;

• menghentikan pengakuan jumlah tercatatsetiap kepentingan non-pengendali;

• derecognizes the carrying amount of anynon-controlling interests;

• menghentikan pengakuan akumulasi selisihpenjabaran, yang dicatat di ekuitas, bila ada;

• derecognizes the cumulative translationdifferences, recorded in equity, if any;

• mengakui nilai wajar pembayaran yangditerima;

• recognizes the fair value of theconsideration received;

• mengakui setiap sisa investasi pada nilaiwajarnya;

• recognizes the fair value of any investmentretained;

• mengakui setiap perbedaan yang dihasilkansebagai keuntungan atau kerugian dalamlaporan laba rugi dan penghasilankomprehensif lain konsolidasian; dan

• recognizes any surplus or deficit inconsolidated statement of profit or loss;and other comprehensive income; and

• mereklasifikasi bagian Kelompok Usahaatas komponen yang sebelumnya diakuisebagai penghasilan komprehensif lain kelaba rugi, atau mengalihkan secaralangsung ke saldo laba.

• reclassifies its share of componentspreviously recognized in othercomprehensive income to profit or loss orretained earnings, as appropriate.

Perubahan dalam bagian kepemilikanKelompok Usaha pada entitas anak yang tidakmengakibatkan hilangnya pengendalian dicatatsebagai transaksi ekuitas.

A change in the ownership interest of asubsidiary, without a loss of control, isaccounted for as an equity transaction.










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d. Investasi pada Ventura Bersama d. Investment in Joint Ventures

Ventura bersama adalah semua entitas yangdikendalikan bersama oleh Kelompok Usahabersama dengan venturer lain dimanaKelompok Usaha memilik hak atas aset netoventura bersama tersebut. Investasi padaventura bersama dicatat dengan menggunakanmetode ekuitas yang pada awalnya diakui padaharga perolehannya.

Joint ventures are all entities which are jointlycontrolled by the Group and other venturers, inwhich the Group has rights to only the netassets of the joint ventures. Investments in jointventures are accounted for using the equitymethod of accounting and initially recognized atcost.

Bagian Kelompok Usaha atas laba rugi venturabersama pasca akuisisi diakui dalam laba rugidan bagian atas mutasi penghasilankomprehensif lain pasca akuisisi diakui di dalampenghasilan komprehensif lain dan diikutidengan penyesuaian pada jumlah tercatatinvestasi. Dividen yang akan diterima dariventura bersama diakui sebagai pengurangjumlah tercatat investasi. Jika bagian KelompokUsaha atas kerugian ventura bersama samadengan atau melebihi nilai kepemilikannya diventura bersama, Kelompok Usahamenghentikan pengakuan bagian kerugiannya,kecuali Kelompok Usaha memiliki kewajibanhukum atau harus melakukan pembayarantertentu atas nama ventura bersama tersebut.

The Group’s share of the joint ventures’ post-acquisition profits or losses is recognized inprofit or loss, and its share of post-acquisitionmovements in other comprehensive income isrecognized in other comprehensive income witha corresponding adjustment to the carryingamount of the investment. Dividends receivablefrom joint ventures are recognized asreductions in the carrying amount of theinvestment. When the Group’s share of lossesin a joint venture equals or exceeds its interestin the joint venture, the Group does notrecognize further losses, unless the Group hasincurred legal or constructive obligations ormade payments on behalf of the joint venture.

Laba rugi yang dihasilkan dari transaksi antaraKelompok Usaha dengan ventura bersamadiakui dalam laporan keuangan konsolidasianKelompok Usaha hanya sebesar bagianventurer lain yang tidak berelasi dalam venturabersama. Pada setiap tanggal pelaporan,Kelompok Usaha menentukan apakah terdapatbukti obyektif bahwa telah terjadi penurunannilai pada investasi di ventura bersama. Jikademikian, maka Kelompok Usaha menghitungbesarnya penurunan nilai sebagai selisih antarajumlah yang terpulihkan dan jumlah tercatatinvestasi pada ventura bersama dan mengakuiselisih tersebut pada “bagian atas laba (rugi)ventura bersama” dalam laba rugi.

Profits and losses resulting from transactionsbetween the Group and its joint ventures arerecognized in the Group’s consolidatedfinancial statements only to the extent ofunrelated venturer’s interest in the jointventures. The Group determines at eachreporting date whether there is any objectiveevidence that the investment in the joint ventureis impaired. If this is the case, the Groupcalculates the amount of impairment as thedifference between the recoverable amount ofthe joint venture and its carrying amount andrecognizes the amount adjacent to “shares ofprofit (loss) of joint ventures” in profit or loss.

e. Kas dan Setara Kas e. Cash and Cash Equivalents

Kas dan setara kas terdiri dari kas, bank dandeposito berjangka yang jatuh tempo dalam 3(tiga) bulan atau kurang dari tanggalpenempatannya dan tidak digunakan sebagaijaminan atau dibatasi penggunaannya.

Cash and cash equivalents are cash on hand,cash in banks and time deposits with maturityperiods of 3 (three) months or less at the timeof placement and which are not used ascollateral or not restricted.










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e. Kas dan Setara Kas (lanjutan) e. Cash and Cash Equivalents (continued)

Kas dan setara kas yang dibatasipenggunaannya yang akan digunakan untukmembayar liabilitas yang akan jatuh tempodalam waktu 1 (satu) tahun disajikan sebagai“kas yang dibatasi penggunaannya” sebagaibagian dari ”aset lancar lainnya”. Kas dansetara kas yang dibatasi penggunaannya untukmembayar liabilitas yang akan jatuh tempodalam waktu lebih dari 1 (satu) tahun disajikansebagai bagian dari “aset tidak lancar lain-lain”.

Cash and cash equivalents which are restrictedfor repayment of current maturing obligationsare presented as “restricted cash” under “othercurrent financial assets”. Cash and cashequivalents which are restricted for repaymentof obligations maturing after 1 (one) year arepresented as part of “other non-current financialassets”.

f. Transaksi dengan Pihak-pihak Berelasi f. Transactions with Related Parties

Orang atau anggota keluarga terdekatmempunyai relasi dengan Perusahaan jikamereka:

An individual or family member is related to theCompany if it:

(i) memiliki pengendalian atau pengendalianbersama atas Perusahaan;

(i) has control or joint control over theCompany;

(ii) memiliki pengaruh signifikan atasPerusahaan; atau

(ii) has significant influence over theCompany; or

(iii) merupakan personil manajemen kunciPerusahaan atau entitas induk dariPerusahaan.

(iii) is a member of the key managementpersonnel of the Company.

Suatu pihak dianggap berelasi denganPerusahaan jika:

A party is considered to be related to theCompany if:

a. langsung, atau tidak langsung yang melaluisatu atau lebih perantara, suatu pihak (i)mengendalikan, atau dikendalikan, atauberada di bawah pengendalian bersamadengan, Perusahaan; (ii) memilikikepentingan dalam Perusahaan yangmemberikan pengaruh signifikan atasPerusahaan; atau (iii) memilikipengendalian bersama atas Perusahaan;

a. directly, or indirectly through one or moreintermediaries, the party (i) controls, iscontrolled by, or is under common controlwith, the Company; (ii) has an interest inthe Company that gives it significantinfluence over the Company; or (iii) hasjoint control over the Company;

b. suatu pihak adalah entitas asosiasiPerusahaan;

b. the party is an associate of the Company;

c. suatu pihak adalah ventura bersamadimana Perusahaan sebagai venturer;

c. the party is a joint venture in which theCompany is a venturer;

d. suatu pihak adalah anggota dari personilmanajemen kunci Perusahaan atauinduknya;

d. the party is a member of the keymanagement personnel of the Company orits parent;

e. suatu pihak adalah anggota keluarga dekatdari individu yang diuraikan dalam butir (a)atau (d);

e. the party is a close member of the family ofany individual referred to in (a) or (d);










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f. Transaksi dengan Pihak-pihak Berelasi(lanjutan)

f. Transactions with Related Parties(continued)

f. suatu pihak adalah entitas yangdikendalikan, dikendalikan bersama ataudipengaruhi signifikan oleh atau di manahak suara signifikan dimiliki oleh, langsungmaupun tidak langsung, individu sepertidiuraikan dalam butir (d) atau (e);

f. the party is an entity that is controlled,jointly controlled or significantly influencedby or for which significant voting power insuch entity resides with, directly orindirectly, any individual referred to in (d) or(e);

g. suatu pihak adalah suatu program imbalanpasca kerja untuk imbalan kerja dariPerusahaan atau entitas yang terkaitdengan Perusahaan.

g. the party is a post-employment benefit planfor the benefit of employees of theCompany, or of any entity that is a relatedparty of the Company.

Seluruh transaksi dan saldo yang signifikandengan pihak-pihak berelasi telah diungkapkandalam Catatan 43.

All significant transactions and balanceswith related parties are disclosed inNote 43.

g. Persediaan g. Inventories

Persediaan dinyatakan berdasarkan nilaiterendah antara biaya perolehan atau nilairealisasi neto. Biaya perolehan ditentukandengan menggunakan metode pertama masukpertama keluar, kecuali untuk suku cadangyang menggunakan metode rata-rata bergerak.Cadangan keusangan/kerugian persediaanditetapkan untuk menurunkan nilai tercatatpersediaan ke nilai realisasi netonya.

Inventories are stated at the lower of cost or netrealizable value. Cost is determined using thefirst in first out, except for spare parts which usethe moving average method. Allowance forinventory obsolescence/losses is provided toreduce the carrying value of inventories to theirnet realizable value.

Nilai realisasi neto adalah taksiran harga jualdalam kegiatan usaha normal setelah dikurangidengan taksiran biaya penyelesaian dantaksiran biaya yang diperlukan untukmelaksanakan penjualan.

Net realizable value is the estimated sellingprice in the ordinary course of business lessestimated cost of completion and estimatedcost necessary to make the sale.

h. Biaya Dibayar di Muka h. Prepaid Expenses

Biaya dibayar dimuka diamortisasi selamamasa manfaat masing-masing biaya denganmetode garis lurus.

Prepaid expenses are amortized over theirbeneficial periods using the straight-linemethod.

i. Penyertaan Saham i. Investments In Shares of Stock

Investasi Perusahaan pada entitas asosiasidiukur dengan menggunakan metode ekuitas.Entitas asosiasi adalah suatu entitas di manaPerusahaan mempunyai pengaruh signifikan.Sesuai dengan metode ekuitas, nilai perolehaninvestasi ditambah atau dikurang denganbagian Perusahaan atas laba atau rugi neto danpenerimaan dividen dari entitas asosiasi sejaktanggal perolehan.

The Company’s investments in associatedcompanies are accounted for using the equitymethod. An associated company is an entity inwhich the Company has significant influence.Under the equity method, the cost of investmentis increased or decreased by the Company’sshare in net earnings or losses of, anddividends received from, the associatedcompany since the date of acquisition.










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i. Penyertaan Saham (lanjutan) i. Investments In Shares of Stock (continued)

Laporan laba rugi dan penghasilankomprehensif lain konsolidasian mencerminkanbagian atas hasil operasi dari entitas asosiasi.Bila terdapat perubahan yang diakui langsungpada ekuitas dari entitas asosiasi, Perusahaanmengakui bagiannya atas perubahan tersebutdan mengungkapkan hal ini, jika dapatditerapkan, dalam laporan perubahan ekuitaskonsolidasian. Laba atau rugi yang belumdirealisasi sebagai hasil dari transaksi-transaksiantara Perusahaan dengan entitas asosiasidieliminasi pada jumlah sesuai dengankepentingan Perusahaan dalam entitasasosiasi.

The consolidated statement of profit or loss andother comprehensive income reflects the shareof the results of operations of the associatedcompany. Where there has been a changerecognized directly in the equity of theassociated company, the Company recognizesits share of any such changes and disclosesthis, when applicable, in the consolidatedstatement of changes in equity. Unrealizedgains and losses resulting from transactionsbetween the Company and the associatedcompany are eliminated to the extent of theCompany’s interest in the associated company.

Perusahaan menentukan apakah perlu untukmengakui rugi penurunan nilai atas investasiPerusahaan dalam entitas asosiasi.Perusahaan menentukan pada setiap tanggalpelaporan apakah terdapat bukti yang obyektifyang mengindikasikan bahwa investasi dalamentitas asosiasi mengalami penurunan nilai.

The Company determines whether it isnecessary to recognize an impairment loss onits investments in associated companies. TheCompany determines at each reporting datewhether there is objective evidence that any ofits investments in associated companies isimpaired.

Dalam hal ini, Perusahaan menghitung jumlahpenurunan nilai berdasarkan selisih antarajumlah terpulihkan atas investasi dalam entitasasosiasi dan nilai tercatatnya dan mengakuipenurunan nilai tersebut dalam laporan labarugi dan penghasilan komprehensif lainkonsolidasian.

If this is the case, the Company calculates theamount of impairment as the differencebetween the recoverable amount of theinvestment in the associated company and itscarrying value and recognizes the impairmentin consolidated statement of profit or loss andother comprehensive Income.

j. Aset Tetap j. Fixed Assets

Aset tetap, kecuali hak atas tanah, dinyatakansebesar biaya perolehan dikurangi akumulasipenyusutan dan rugi penurunan nilai, jika ada.Biaya perolehan termasuk biaya penggantianbagian aset tetap saat biaya tersebut terjadi,jika memenuhi kriteria pengakuan.

Fixed assets, except landrights, are stated atcost less accumulated depreciation andimpairment loss, if any. Such cost includes thecost of replacing part of the fixed assets whenthat cost is incurred, if the recognition criteria aremet.

Selanjutnya, pada saat inspeksi yangsignifikan dilakukan, biaya inspeksi itu diakuike dalam jumlah tercatat (carrying amount)aset tetap sebagai suatu penggantian jikamemenuhi kriteria pengakuan. Apabilaterdapat kewajiban untuk membongkar danmemindahkan aset tetap maka beban yangterkait akan ditambahkan ke biaya perolehanaset tetap yang bersangkutan dan kewajibanatas biaya terkait tersebut diakui.

Likewise, when a major inspection is performed,its cost is recognized in the carrying amount ofthe fixed assets as a replacement if therecognition criteria are met. In the case ofmandatory dismantling or asset removals, therelated costs are added to the cost of therelevant assets and provisions are recognized tocover the costs.










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j. Aset Tetap (lanjutan) j. Fixed Assets (continued)

Semua biaya pemeliharaan dan perbaikan yangtidak memenuhi kriteria pengakuan diakuidalam laporan laba rugi dan penghasilankomprehensif lain konsolidasian pada saatterjadinya. Aset tetap, kecuali hak atas tanah,disusutkan dengan metode garis lurusberdasarkan estimasi masa manfaat masing-masing aset tetap sebagai berikut:

All other repairs and maintenance costs that donot meet the recognition criteria are recognizedin consolidated statement of profit or loss andother comprehensive income as incurred.Depreciation of fixed assets, except forlandrights, is computed using the straight-linemethod over the estimated useful lives of theassets as follows:

Umur Ekonomis (Tahun)/Jenis Aset Tetap Economic Age (Years) Types of Fixed AssetsBangunan lapangan 10 - 80 Field constructionBangunan gedung 10 - 40 BuildingPeralatan terminal dan gedung 5 - 15 Terminal and buildings equipmentInstalasi dan jaringan 5 - 20 Installation and networkingPeralatan: Equipment:- Alat bantu navigasi 10 - 15 Navigation supporting equipment -- Pengangkutan 5 - 10 Transportation -- Kantor 3 - 15 Office -- Bengkel 5 - 10 Workshop -- Komputer 3 - 5 Computer -- Parkir 3 - 5 Parking -Lain-lain 1 - 20 OthersOverlay 1,5 - 20 Overlay

Biaya pengurusan untuk memperpanjang ataumemperbaharui hak atas tanah diakui sebagaiaset takberwujud dan diamortisasi sepanjangumur hukum hak atau umur ekonomis tanah,mana yang lebih pendek.

The legal cost of landrights to extend or renewthe landrights are recognized as intangibleassets and amortized, over the shorter of therights’ legal life or the land’s economic life.

Biaya pemeliharaan dan perbaikan diakuisebagai beban pada saat terjadinya.Pengeluaran yang memperpanjang masamanfaat aset tetap dikapitalisasi dan disusutkansesuai dengan tarif penyusutan yang sesuai.

Maintenance and repair costs are recognizedas an expense as incurred. Expenditures thatextend the useful lives of fixed assets arecapitalized and depreciated in accordance withthe applicable depreciation rates.

Aset dalam penyelesaian dinyatakan sebesarbiaya perolehan yang ditentukan berdasarkanbasis akrual dan kemajuan fisik pekerjaan sertadisajikan sebagai bagian dari aset tetap. Biayaperolehan termasuk kapitalisasi beban bungadan laba/rugi selisih kurs, jika ada, ataspinjaman dan biaya lainnya yang terjadisehubungan dengan pembiayaan aset dalampenyelesaian tersebut (Catatan 2m,“Kapitalisasi Biaya Pinjaman”). Akrual tahun2020 sehubungan dengan perolehan aset tetapdisajikan sebagai bagian dari akun utang lain-lain. Untuk tujuan perbandingan, akrual serupapada tahun 2019 juga disajikan pada akuntersebut.

Assets under construction is stated at costbased on accrual bases and progress onconstructions and presented as part of fixedassets. Cost includes capitalized interestcharges and gain/losses on foreign exchange, ifany, incurred on borrowings and other costsincurred to finance the said asset construction(Note 2m, “Capitalization of Borrowing Costs”).Accrual in 2020 of acquisition of fixed assets ispresented as part of other payables account.For comparative purposes, similar accrual in2019 were also presented in such account.










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j. Aset Tetap (lanjutan) j. Fixed Assets (continued)

Akumulasi biayanya akan dipindahkan kedalam kelompok aset tetap yang bersangkutanketika aset secara substansial selesaidikerjakan dan siap untuk digunakan.

The accumulated cost is reclassified to therelevant fixed assets account when theconstruction is substantially completed and theconstructed asset is ready for its intended use.

Biaya pemeliharaan dan perbaikan diakuisebagai beban pada saat terjadinya; biayaperbaikan yang signifikan dikapitalisasi sebagaipenggantian apabila memenuhi kriteriapengakuan. Nilai kini dari perkiraan biayapembongkaran aset setelah aset digunakantermasuk dalam nilai perolehan aset tersebutjika kriteria pengakuan untuk penetapannyaterpenuhi.

The cost of normal maintenance and repairwork is charged to operations as incurred; thecost of significant improvements or bettermentsis capitalized as replacements if the recognitioncriteria are satisfied. The present value of theexpected cost for the decommissioning of theasset after its use is included in the cost of theasset if the recognition criteria are met.

Ketika bagian-bagian penting dari aset tetapperlu untuk diganti, Kelompok Usaha mencatatbagian-bagian tersebut sebagai aset individualdengan masa manfaat dan penyusutan yangspesifik.

When significant parts of fixed assets arerequired to be replaced at intervals, the Grouprecognizes such parts as individual assets withspecific useful lives and depreciation.

Aset tetap tidak diakui lagi pada saatdilepaskan atau tidak ada manfaat ekonomis dimasa yang akan datang yang diharapkan daripenggunaan atau pelepasannya. Laba ataurugi yang timbul dari penghentian pengakuanaset tetap, diakui dalam laporan laba rugi danpenghasilan komprehensif lain konsolidasianpada periode penghentian pengakuan aset,yang merupakan selisih antara hasil pelepasanbersih dan jumlah tercatat aset.

An item of fixed asset is derecognized upondisposal or when no future economic benefitsare expected from its use or disposal. Any gainor loss on derecognition of the asset isrecognized in the consolidated statement ofprofit or loss and other comprehensive incomein the period the asset is derecognized, whichrepresents the difference between the netdisposal proceeds and the carrying amount ofthe asset.

Nilai sisa, masa manfaat dan metodepenyusutan aset tetap ditelaah dan disesuaikansecara prospektif, jika perlu, pada setiap akhirtahun buku.

The residual values, useful lives and methodsof depreciation of fixed assets are reviewed andadjusted prospectively, if appropriate, at theend of each financial year.

k. Properti Investasi k. Investment Properties

Properti investasi dinyatakan sebesar biayaperolehan termasuk biaya transaksi dikurangiakumulasi penyusutan dan penurunan nilai,kecuali tanah tidak disusutkan. Jumlah tercatattermasuk bagian biaya penggantian dariproperti investasi yang ada pada saat terjadinyabiaya, jika kriteria pengakuan terpenuhi dantidak termasuk biaya harian penggunaanproperti investasi.

Investment properties are stated at cost,including transaction costs, less accumulateddepreciation and impairment, except for landwhich is not depreciated. The carrying amountincludes the cost of replacing part of an existinginvestment property when the fee is occured, ifthe recognition criteria are met and excludesthe costs of the daily use of an investmentproperty.

Perusahaan telah memilih untuk menggunakanmodel biaya untuk pengukuran aset propertiinvestasi.

The Company has chosen to use the costmodel for the measurement of investmentproperty assets.










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k. Properti Investasi (lanjutan) k. Investment Properties (continued)

Properti investasi terdiri dari bangunan danprasarana yang dikuasai Perusahaan untukmenghasilkan sewa atau untuk kenaikan nilaiatau kedua-duanya dan tidak untuk digunakandalam produksi atau penyediaan barang ataujasa untuk tujuan administratif atau dijual dalamkegiatan usaha sehari-hari.

Investment properties consist of buildings andinfrastructure that are controlled by theCompany to earn rentals or for capitalappreciation or both, rather than for use in theproduction or supply of goods or services or foradministrative purposes or sale in the ordinarycourse of business.

l. Aset Takberwujud l. Intangible Assets

Aset takberwujud diukur sebesar nilaiperolehan pada pengakuan awal. Setelahpengakuan awal, aset takberwujud dicatat padanilai perolehan dikurangi akumulasi amortisasidan akumulasi rugi penurunan nilai. Umurmanfaat aset takberwujud dinilai apakahterbatas atau tidak terbatas. Aset takberwujuddengan umur terbatas diamortisasi selamaumur manfaat ekonomi aset dan dievaluasiapabila terdapat indikator adanya penurunannilai untuk aset takberwujud. Periode danmetode amortisasi untuk aset takberwujuddengan umur terbatas ditelaah setidaknyasetiap akhir tahun tutup buku.

An intangible asset is measured on initialrecognition at cost. Following initial recognition,the intangible asset is carried at cost less anyaccumulated amortization and anyaccumulated impairment loss. The useful life ofthe intangible asset is assessed to be eitherfinite or indefinite. An intangible asset with finitelife is amortized over the asset’s usefuleconomic life and assessed for impairmentwhenever there is an indication that theintangible asset may be impaired. Theamortization period and the amortizationmethod for an intangible asset with a finiteuseful life are reviewed at least at each financialyear end.

Aset takberwujud dihentikan pengakuannyapada saat:

An intangible asset is derecognized:

i. dijual; atau i. on disposal; orii. ketika tidak ada manfaat ekonomis di masa

depan yang dapat diharapkan daripenggunaan atau penjualan aset tersebut.

ii. when no future economic benefits areexpected from its use or disposal.

Aset takberwujud Perusahaan terdiri dari jasabantuan instalasi serta implementasi perangkatlunak.

The Company’s intangible assets consist ofinstallation assistance and implementation ofsoftware.

Pada tanggal 31 Desember 2020, aplikasipiranti lunak tersebut telah digunakan dandicatat sebagai bagian dari “Aset tidak lancarlain-lain”.

As of December 31, 2020, the applicationsoftware already used and recorded as a partof “Other non-current assets”.

m. Kapitalisasi Biaya Pinjaman m. Capitalization of Borrowing Costs

Biaya pinjaman yang dapat diatribusikanlangsung dengan perolehan, konstruksi ataupembuatan aset kualifikasian dikapitalisasisebagai bagian biaya perolehan aset tersebut.Biaya pinjaman lainnya diakui sebagai bebanpada periode terjadinya. Biaya pinjaman dapatmeliputi beban bunga, beban keuangan dalamsewa pembiayaan yang diakui sesuai denganPSAK No. 26 (Revisi 2014) dan selisih kursyang berasal dari pinjaman dalam mata uangasing sepanjang selisih kurs tersebutdiperlakukan sebagai penyesuaian atas biayabunga.

Borrowing costs that are directly attributable tothe acquisition, construction or production of aqualifying asset are capitalized as part of thecost of the related asset. Other borrowing costsare recognized as expenses in the period inwhich they are incurred. Borrowing costs mayinclude interest, finance charges in respect offinance leases recognized in accordance withPSAK No. 26 (Revised 2014) and foreignexchange differences arising from foreigncurrency borrowings to the extent that they areregarded as adjustments to interest costs.










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m. Kapitalisasi Biaya Pinjaman (lanjutan) m. Capitalization of Borrowing Costs(continued)

Kapitalisasi biaya pinjaman dimulai pada saatdimulainya aktivitas yang diperlukan untukmempersiapkan aset kualifikasian agar dapatdigunakan sesuai dengan maksudnya danpengeluaran untuk aset dan biaya pinjamannyatelah terjadi. Kapitalisasi biaya pinjamandihentikan pada saat selesainya secarasubstansial seluruh aktivitas yang diperlukanuntuk mempersiapkan aset kualifikasian agardapat digunakan sesuai dengan maksudnya.

Capitalization of borrowing costs commenceswhen the activities to prepare the qualifyingasset for its intended use have started and theexpenditures for the qualifying asset and theborrowing costs have been incurred.Capitalization of borrowing costs ceases whenall the activities necessary to prepare thequalifying asset for its intended use aresubstantially completed.

n. Beban Akrual n. Accrued Expense

Beban akrual diakui jika Kelompok Usahamemiliki kewajiban kini (baik hukum maupunkonstruktif) sebagai akibat peristiwa masa lalu,besar kemungkinannya penyelesaiankewajiban tersebut mengakibatkan arus keluarsumber daya yang mengandung manfaatekonomi dan estimasi yang andal mengenaijumlah kewajiban tersebut dapat dibuat.

Accrued expense is recognized when theGroup has a present obligation (legal andconstructive), as a result of a past event, it isprobable that an outflow of resourcesembodying economic benefits will be requiredto settle the obligation and a reliable estimatecan be made of the amount of the obligation.

Beban akrual ditelaah pada setiap tanggalpelaporan dan disesuaikan untukmencerminkan estimasi terbaik yang paling kini.Jika arus keluar sumber daya untukmenyelesaikan kewajiban kemungkinan besartidak terjadi maka provisi dibatalkan.

Accrued expenses are reviewed at eachreporting date and adjusted to reflect the currentbest estimate. If it is no longer probable that anoutflow of resources embodying economicbenefits will be required to settle the obligations,the provisions are reversed.

o. Liabilitas Imbalan Kerja o. Employee Benefits Liabilities

Imbalan Kerja Jangka Pendek Short-term Employee Benefits

Kelompok Usaha mengakui liabilitas imbalankerja jangka pendek ketika jasa diberikan olehkaryawan dan imbalan atas jasa tersebut akandibayarkan dalam waktu dua belas bulansetelah jasa tersebut diberikan.

The Group recognizes short-term employeebenefits liability when services are renderedand the compensation for such services are tobe paid within twelve months after suchservices are rendered.

Imbalan Pensiun dan Imbalan Pasca KerjaLainnya

Pension Benefits and Other PostEmployment Benefits

Biaya untuk penyediaan manfaat dibawahprogram pensiun imbalan pasti ditentukandengan menggunakan metode projected-unit-credit.

The cost of providing benefits under the definedbenefit plan is determined using the projected-unit-credit method.

Pengukuran kembali atas liabilitas (aset)imbalan pasti bersih, yang disebut sebagaipenghasilan komprehesif lain, terdiri dari:

i. Keuntungan atau kerugian aktuarial;ii. Imbalan hasil atas aset program, tidak

termasuk jumlah yang dimasukkan dalambunga bersih atas liabilitas (aset);

iii. Setiap perubahan dampak batas aset,tidak termasuk jumlah yang dimasukkandalam bunga bersih atas liablitas (aset).

Remeasurement on net deferred benefitliabilities (asset), which recognized as othercomprehensive income, consist of:i. Actuarial gain or losses;ii. Return on program aset, excluding the

amount included in liabilities (asset) netinterest;

iii. Every changes in asset ceiling, excludingthe amount included in liabilities (asset) netinterest.










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o. Liabilitas Imbalan Kerja (lanjutan) o. Employee Benefits Liabilities (continued)

Imbalan Pensiun dan Imbalan Pasca KerjaLainnya (lanjutan)

Pension Benefits and Other PostEmployment Benefits (continued)

Pengukuran kembali atas liabilitas (aset)imbalan pasti bersih, yang diakui sebagaipenghasilan komprehensif lain tidakdireklasifikasi ke laporan laba rugi danpenghasilan komprehensif lain konsolidasianpada periode berikutnya.

Remeasurement on net defined benefitliabilities (asset), is recognized as part of othercomprehensive income is not reclassified toconsolidated statement of profit or loss andother comprehensive income in the next period.

Biaya jasa lalu yang timbul dari amendemenatau kurtailmen program diakui sebagai bebandalam laporan laba rugi dan penghasilankomprehensif lain konsolidasian pada saatterjadinya.

Past service cost arising from amendment orcurtailment programs are recognized asexpense in consolidated statement of profit orloss and other comprehensive income whenincurred.

Kurtailmen terjadi apabila Kelompok Usahamengurangi secara signifikan jumlah pekerjayang ditanggung oleh program, terminasi ataupenghentian program.

A curtailment occurs when the Group eithersignificantly reduce the number of employeescovered by a plan, termination or suspension ofthe program.

Perusahaan memiliki program tunjangan haritua karyawan untuk semua karyawan tetapnya.Program tersebut dikelola oleh perusahaanasuransi jiwa (PT Asuransi Jiwasraya(Persero), AJB Bumiputera 1912 dan DPLKJiwasraya). Kontribusi dihitung secara periodikoleh perusahaan asuransi. Para karyawanmengkontribusikan persentase tertentu dari gajipokok dan sisa kontribusi ditanggung olehPerusahaan.

The Company has retirement funds programcovering all of its qualified permanentemployees. The program is managed by lifeinsurance companies (PT Asuransi Jiwasraya(Persero), AJB Bumiputera 1912 and DPLKJiwasraya). Contributions are calculatedperiodically by the insurance company. Theemployees contribute a certain percentage oftheir basic salary and the Company contributesthe remaining balance of the required amount.

Pada tanggal 15 November 1999, Perusahaanmemperoleh persetujuan dari MenteriKeuangan (No. KEP-391/KM.17/1999) untukmembentuk Lembaga (Trust) terpisah yangmengelola dana pensiun dalam bentuk ProgramPensiun Manfaat Pasti (“PPMP”) bernamaDana Pensiun Angkasa Pura II (“DPAP II”),untuk mengelola, atas nama para anggota,semua kekayaan agar dapat memenuhikewajiban pensiun dari Perusahaan.

On November 15, 1999, the Company receivedapproval from the Ministry of Finance (No. KEP-391/KM.17/1999) to establish a separate,trustee-administered pension fund as a definedbenefit retirement plan (“PPMP”), named DanaPensiun Angkasa Pura II (“DPAP II”), to hold,on behalf of plan members, assets held tosatisfy the pension obligations of the Company.

Jumlah kontribusi terdiri dari kontribusikaryawan dan Perusahaan yang masing-masing dihitung sebesar 5% dan 32,07% daripendapatan dasar pensiun.

Contributions consist of employees’ and theCompany’s contributions that are calculated as5% and 32.07% of employees’ basic pensionincome, respectively.

Kelompok Usaha harus menyediakan imbalanpensiun dengan jumlah minimal sesuai denganUndang-Undang (“UU”) Ketenagakerjaan No.13/2003 dan Perjanjian Kerja Bersama (“PKB”),mana yang lebih tinggi. Karena UUKetenagakerjaan atau PKB menentukan rumustertentu untuk menghitung jumlah minimalimbalan pensiun, pada dasarnya programpensiun berdasarkan UU Ketenagakerjaan atauPKB adalah program pensiun imbalan pasti.

The Group is required to provide a minimumamount of pension benefits in accordance withLabour Law No. 13/2003 or the Group’sCollective Labour Agreement (“CLA”),whichever is higher. Since the Labour Law andthe CLA set the formula for determining theminimum amount of benefits, in substancepension plans under the Labour Law or the CLArepresent defined benefit plans.










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o. Liabilitas Imbalan Kerja (lanjutan) o. Employee Benefits Liabilities (continued)

Imbalan Pensiun dan Imbalan Pasca KerjaLainnya (lanjutan)

Pension Benefits and Other PostEmployment Benefits (continued)

Liabilitas imbalan pensiun merupakan nilai kiniliabilitas imbalan pasti pada akhir periodepelaporan dikurangi dengan nilai wajar asetprogram. Liabilitas imbalan pasti dihitung setiaptahun oleh aktuaris independen denganmenggunakan metode projected-unit-credit.

The pension benefit obligation is the presentvalue of the defined benefit obligation at endreporting period less the fair value of planassets. The defined benefit obligation iscalculated by an independent actuary using theprojected-unit-credit method.

Nilai kini liabilitas manfaat pasti ditentukandengan mendiskontokan estimasi arus kasmasa depan dengan menggunakan tingkatbunga obligasi pemerintah jangka panjang padaakhir periode pelaporan dalam mata uangrupiah sesuai dengan mata uang di manaimbalan tersebut akan dibayarkan dan yangmemiliki jangka waktu yang sama denganliabilitas manfaat pensiun yang bersangkutan.

The present value of the defined benefitobligation is determined by discounting theestimated future cash outflows using the yield atend of the reporting period of long-termgovernment bonds denominated in rupiah inwhich the benefits will be paid and that haveterms to maturity similar to the related pensionobligation.

Perusahaan memberikan imbalan pasca kerjalainnya, seperti tanda penghargaan dan cutijangka panjang.

The Company also provides other post-employment benefits, such as long servicereward and long service leave.

Imbalan berupa uang penghargaan diberikanapabila karyawan bekerja hingga mencapaiusia pensiun. Santunan kematian diberikan bilapegawai dan anggota keluarga tertentumeninggal dunia. Nilai imbalan yang diberikandi dasari pada peraturan Perusahaan.Sedangkan imbalan berupa uang pisah,dibayarkan kepada karyawan yangmengundurkan diri secara sukarela, setelahmemenuhi minimal masa kerja tertentu.Imbalan ini dihitung dengan menggunakanmetodologi yang sama dengan metodologiyang digunakan dalam perhitungan programpensiun imbalan pasti.

The long service reward is paid when theemployees reach their retirement age. Deathallowance is paid when the employee or thequalified family members pass away. Theseparation reward benefit is paid to employeesin the event of voluntary resignation, subject toa minimum number of years of service. Thesebenefits have been accounted for using thesame methodology as for the defined benefitpension plan.

Prakiraan biaya imbalan ini diakru sepanjangmasa kerja karyawan, dengan menggunakanmetode akuntansi yang sama, namundisederhanakan, dengan metode yangdigunakan dalam perhitungan program pensiunimbalan pasti. Kewajiban ini dinilai setiap tahunoleh aktuaris independen yang memenuhikualifikasi.

The expected costs of these benefits areaccrued over the period of employment, usingan accounting methodology similar butsimplified to that for defined benefit pensionplans. These obligations are valued annually byqualified independent actuaries.










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p. Pendapatan yang Diterima di Muka p. Unearned Revenues

Pendapatan yang diterima di muka adalahpenerimaan uang dari pihak lain sehubungandengan jasa yang akan dilakukan olehKelompok Usaha di masa depan tetapi jasatersebut belum diserahkan kepada pihaktersebut.

Unearned revenues are cash received fromother parties in connection with the servicesthat will be performed by the Group in the futurebut the services not yet delivered to that parties.

q. Sewa q. Leases

Sebelum 1 Januari 2020 Before January 1, 2020

Kelompok Usaha mengklasifikasikan sewaberdasarkan sejauh mana risiko dan manfaatyang terkait dengan kepemilikan aset sewaanberada pada lessor atau lessee, dan padasubstansi transaksi daripada bentukkontraknya, pada tanggal pengakuan awal.

The Group classifies leases based on theextent to which risks and rewards incidental tothe ownership of a leased asset are vestedupon the lessor or the lessee, and thesubstance of the transaction rather than theform of the contract, at inception date.

Sewa Pembiayaan - sebagai Lessee Finance Lease - as Lessee

Suatu sewa diklasifikasikan sebagai sewapembiayaan jika sewa tersebut mengalihkansecara substansial seluruh risiko dan manfaatyang terkait dengan kepemilikan aset sewa.Sewa tersebut dikapitalisasi sejak awal masasewa sebesar nilai wajar aset sewaan atausebesar nilai kini dari pembayaran sewaminimum, jika nilai kini lebih rendah dari nilaiwajar.

A lease is classified as a finance lease if ittransfers substantially all the risks and rewardsincidental to ownership of the leased assets.Such leases are capitalized at the inception ofthe lease at the fair value of the leased assetsor, if lower, at the present value of the minimumlease payments.

Pembayaran sewa minimum harus dipisahkanantara bagian yang merupakan bebankeuangan dan bagian yang merupakanpelunasan liabilitas, sedemikian rupa sehinggamenghasilkan suatu tingkat suku bungaperiodik yang konstan atas saldo liabilitas.Beban keuangan dibebankan langsung padalaba rugi.

Minimum lease payments are apportionedbetween the financial charges and reduction ofthe lease liability so as to achieve a constantrate of interest on the remaining balance ofliability. Financial charges are charged directlyto profit or loss.

Jika terdapat kepastian yang memadai bahwalessee akan mendapatkan hak kepemilikanpada akhir masa sewa, aset sewaandisusutkan selama masa pakai aset yangdiestimasi berdasarkan umur manfaat asettersebut. Jika tidak terdapat kepastian tersebut,maka aset sewaan disusutkan selama periodeyang lebih pendek antara umur manfaat asetsewaan atau masa sewa. Laba atau rugi yangtimbul dari transaksi jual dan sewa kembaliditangguhkan dan diamortisasi selama masasewa.

If there is a reasonable certainty that the lesseewill obtain ownership by the end of the leaseterm, then, the leased assets are depreciatedover their estimated useful lives. If not, then thecapitalized leased assets are depreciated overthe shorter of the useful lives of the assets orthe lease term. Gain or loss on a sale andfinance leaseback transaction is deferred andamortized over the lease term.










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q. Sewa (lanjutan) q. Leases (continued)

Sewa Operasi - sebagai Lessee Operating Lease - as Lessee

Suatu sewa diklasifikasikan sebagai sewaoperasi jika sewa tidak mengalihkan secarasubstansial seluruh risiko dan manfaat yangterkait dengan kepemilikan aset. Dengandemikian, pembayaran sewa diakui sebagaibeban di tahun berjalan pada operasi denganmenggunakan metode garis lurus selama masasewa.

A lease is classified as an operating lease if itdoes not transfer substantially all the risks andrewards incidental to ownership of the leasedassets. Accordingly, the related leasepayments are recognized as expense in thecurrent year operations using the straight-linemethod over the lease term.

Sesudah 1 Januari 2020 After January 1, 2020

Mulai tanggal 1 Januari 2020, Kelompok Usahamenerapkan PSAK 73 “Sewa”, yangmensyaratkan pengakuan liabilitas sewasehubungan dengan sewa yang sebelumnyadiklasifikasikan sebagai “sewa operasi”.Kebijakan ini berlaku untuk kontrak yangdisepakati atau diamendemen, pada atausetelah 1 Januari 2020.

From 1 January 2020, the Group has adoptedPSAK 73 “Leases”, which sets therequirements for recognition of lease liabilitiesin relation to leases which had previously beenclassified as “operating leases”. This policy isapplied to contracts entered into or amended,on or after January 1, 2020.

Pada tanggal insepsi suatu kontrak, KelompokUsaha menilai apakah suatu kontrakmerupakan, atau mengandung, sewa. Suatukontrak merupakan, atau mengandung, sewajika kontrak tersebut memberikan hak untukmengendalikan penggunaan suatu asetidentifikasian selama suatu jangka waktu untukdipertukarkan dengan imbalan. Untuk menilaiapakah suatu kontrak memberikan hak untukmengendalikan suatu aset identifikasian,Kelompok Usaha menilai apakah:

At inception of a contract, the Group assesseswhether a contract is, or contains, a lease. Acontract is, or contains, a lease if the contractconveys the right to control the use of anidentified asset for a period of time in exchangefor consideration. To assess whether a contractconveys the right to control the use of anidentified asset, the Group assesses whether:

a) Kontrak melibatkan penggunaan suatuaset identifikasian - ini dapat ditentukansecara eksplisit atau implisit dan secarafisik dapat dibedakan atau mewakili secarasubstansial seluruh kapasitas aset yangsecara fisik dapat dibedakan. Jikapemasok memiliki hak substitusisubstantif, maka aset tersebut tidakteridentifikasi;

a) The contract involves the use of anidentified asset - this may be specifiedexplicitly or implicitly and should bephysically distinct or representsubstantially all of the capacity of aphysically distinct asset. If the supplier hasthe substantive substitution right, then theasset is not identified;

b) Kelompok Usaha memiliki hak untukmemperoleh secara substansial seluruhmanfaat ekonomik dari penggunaan asetselama periode penggunaan; dan

b) The Group has the right to obtainsubstantially all of the economic benefitsfrom use of the asset throughout the periodof use; and










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Sewa Operasi - sebagai Lessee (lanjutan) Operating Lease - as Lessee (continued)

Sesudah 1 Januari 2020 (lanjutan) After January 1, 2020 (continued)

Pada tanggal insepsi suatu kontrak, KelompokUsaha menilai apakah suatu kontrakmerupakan, atau mengandung, sewa. Suatukontrak merupakan, atau mengandung, sewajika kontrak tersebut memberikan hak untukmengendalikan penggunaan suatu asetidentifikasian selama suatu jangka waktu untukdipertukarkan dengan imbalan. Untuk menilaiapakah suatu kontrak memberikan hak untukmengendalikan suatu aset identifikasian,Kelompok Usaha menilai apakah: (lanjutan)

At inception of a contract, the Group assesseswhether a contract is, or contains, a lease. Acontract is, or contains, a lease if the contractconveys the right to control the use of anidentified asset for a period of time in exchangefor consideration. To assess whether a contractconveys the right to control the use of anidentified asset, the Group assesses whether:(continued)

c) Kelompok Usaha memiliki hak untukmengarahkan penggunaan asetidentifikasian. Kelompok Usaha memilikihak ini ketika hak pengambilan keputusanyang paling relevan untuk mengubahbagaimana dan untuk tujuan apa asettersebut digunakan. Dalam kondisi tertentudi mana semua keputusan tentangbagaimana dan untuk tujuan apa asetdigunakan telah ditentukan sebelumnya,Kelompok Usaha memiliki hak untukmengarahkan penggunaan aset tersebutjika:

c) The Group has the right to direct the use ofthe identified asset. The Group has thisright when it has the decision-making rightsthat are most relevant to changing how andfor what purpose the asset is used. Incertain circumstances where all thedecisions about how and for what purposethe asset is used are predetermined, theGroup has the right to direct the use of theasset if either:

- Kelompok Usaha memiliki hak untukmengoperasikan aset; atau

- The Group has the right to operate theasset; or

- Kelompok Usaha mendesain asetdengan cara menetapkansebelumnya bagaimana dan untuktujuan apa aset akan digunakan.

- The Group designed the asset in away that predetermines how and forwhat purpose the asset will be used.

Pada tanggal insepsi atau pada penilaiankembali atas kontrak yang mengandungsebuah komponen sewa, Kelompok Usahamengalokasikan imbalan dalam kontrak kemasing-masing komponen sewa berdasarkanharga tersendiri relatif dari komponen sewa danharga tersendiri agregat dari komponennonsewa.

At the inception or on reassessment of acontract that contains a lease component, theGroup allocates the consideration in thecontract to each lease component on the basisof the relative stand-alone prices and theaggregate stand-alone price of the non-leasecomponents.

Pada tanggal permulaan sewa, KelompokUsaha mengakui aset hak-guna dan liabilitassewa. Aset hak guna diukur pada biayaperolehan, dimana meliputi jumlah pengukuranawal liabilitas sewa yang disesuaikan denganpembayaran sewa yang dilakukan pada atausebelum tanggal permulaan, ditambah denganbiaya langsung awal yang dikeluarkan danestimasi biaya yang akan dikeluarkan untukmembongkar dan memindahkan aset pendasaratau untuk merestorasi aset pendasar kekondisi yang disyaratkan dan ketentuan sewa,dikurangi dengan insentif sewa yang diterima.

The Group recognises a right-of-use assets anda lease liability at the lease commencementdate. The right-of-use assets is initiallymeasured at cost, which comprises the initialamount of the lease liability adjusted for anylease payment made at or before thecommencement date, plus any initial direct costincurred and an estimate of costs to dismantleand remove the underlying asset or to restorethe underlying asset to the condition requiredby the terms and conditions of the lease, lessany lease incentives received.










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Sewa Operasi - sebagai Lessee (lanjutan) Operating Lease - as Lessee (continued)

Sesudah 1 Januari 2020 (lanjutan) After January 1, 2020 (continued)

Aset hak-guna kemudian disusutkanmenggunakan metode garis lurus dari tanggalpermulaan hingga tanggal yang lebih awalantara akhir umur manfaat aset hak-guna atauakhir masa sewa.

The right-of-use assets is subsequentlydepreciated using the straight-line method fromthe commencement date to the earlier of theend of the useful life of the right-of-use assetsor the end of the lease term.

Liabilitas sewa diukur pada nilai kinipembayaran sewa yang belum dibayar padatanggal permulaan, didiskontokan denganmenggunakan suku bunga implisit dalam sewaatau jika suku bunga tersebut tidak dapatditentukan, maka menggunakan suku bungapinjaman inkremental. Pada umumnya,Kelompok Usaha menggunakan suku bungapinjaman inkremental sebagai tingkat bungadiskonto.

The lease liability is initially measured at thepresent value of the lease payments that arenot paid at the commencement date,discounted using the interest rate implicit in thelease or, if that rate cannot be readilydetermined, use the incremental borrowingrate. Generally, the Group uses its incrementalborrowing rate as the discount rate.

Pembayaran sewa yang termasuk dalampengukuran liabilitas sewa meliputipembayaran tetap, termasuk pembayaran tetapsecara substansi dikurangi dengan piutanginsentif sewa.

Lease payments included in the measurementof the lease liability comprise fixed payments,including in-substance fixed payments less anylease incentive receivable.

Setiap pembayaran sewa dialokasikan sebagaibeban keuangan dan pengurangan liabilitassehingga menghasilkan tingkat suku bungayang konstan atas saldo liabilitas yang tersisa.

Each lease payment is allocated betweenfinance charges and reduction of the leaseliability so as to achieve a constant interest rateon the outstanding balance of the liabilities.

Sewa jangka-pendek dan sewa aset bernilai-rendah

Short-term leases and leases of low-valueassets

Kelompok Usaha memilih untuk tidak mengakuiaset hak-guna dan liabilitas sewa untuk sewajangka-pendek yang memiliki masa sewa 12bulan atau kurang dan sewa atas aset bernilai-rendah. Kelompok Usaha mengakuipembayaran sewa terkait dengan sewa inisebagai beban dengan dasar garis lurusselama masa sewa.

The Group has elected not to recognize right-of-use assets and lease liabilities for short-termleases that have a lease term of 12 months orless and leases of low-value assets. The Grouprecognizes the lease payments associated withthese leases as an expense on a straight-linebasis over the lease term.










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r. Perpajakan r. Taxation

Pajak final

Peraturan perpajakan di Indonesia mengaturbeberapa jenis penghasilan dikenakan pajakyang bersifat final. Pajak final yang dikenakanatas nilai bruto transaksi tetap dikenakanwalaupun atas transaksi tersebut pelakutransaksi mengalami kerugian.

Final tax

Tax regulation in Indonesia determined thatcertain taxable income is subject to final tax.Final tax applied to the gross value oftransactions is applied even when the partiescarrying the transaction recognizing losses.

Mengacu pada revisi PSAK No. 46 yangdisebutkan di atas, pajak final tersebut tidaktermasuk dalam lingkup yang diatur oleh PSAKNo. 46. Oleh karena itu, Kelompok Usahamemutuskan untuk menyajikan beban pajakfinal sehubungan dengan penjualan tanah,pendapatan sewa tanah dan jasa rekayasa dankonstruksi sebagai pos tersendiri.

Referring to revised PSAK No. 46 as mentionedabove, final tax is no longer governed by PSAKNo. 46. Therefore, the Group has decided topresent all of the final tax arising from sales ofland, land rent revenue and engineering andconstruction services as separate line item.

Perbedaan antara nilai tercatat dari asetrevaluasian dan dasar pengenaan pajakmerupakan perbedaan temporer sehinggamenimbulkan liabilitas atau aset pajaktangguhan, kecuali untuk aset tertentu sepertitanah yang pada saat realisasinya dikenakanpajak final yang dikenakan atas nilai brutotransaksi.

The difference between the carrying amount ofa revalued asset and its tax base is a temporarydifference and gives rise to a deferred taxliability or asset, except for certain asset suchas land, which realization is taxed with final taxon gross value of transaction.

Pajak kini

Aset dan liabilitas pajak kini untuk tahun berjalandiukur sebesar jumlah yang diharapkan dapatdirestitusi dari atau dibayarkan kepada otoritasperpajakan.

Current tax

Current income tax assets and liabilities for thecurrent period are measured at the amountexpected to be recovered from or paid to thetaxation authority.

Beban pajak kini ditentukan berdasarkan labakena pajak tahun berjalan yang dihitungberdasarkan tarif pajak yang berlaku.

Current tax expense is determined based onthe taxable profit for the year computed usingthe prevailing tax rates.

Kekurangan/kelebihan pembayaran pajakpenghasilan dicatat sebagai bagian dari “BebanPajak Kini” dalam laporan laba rugi danpenghasilan komprehensif lain konsolidasian.Kelompok Usaha juga menyajikan bunga/denda,jika ada, sebagai bagian dari “Beban Pajak Kini”.

Underpayment/overpayment of income tax ispresented as part of “Tax Expense - Current” inthe consolidated statements of profit or lossand other comprehensive income. The Groupalso presented interest/penalty, if any, as partof “Current Tax Expense”.

Koreksi terhadap liabilitas perpajakan diakuipada saat surat ketetapan pajak diterima atau,jika diajukan keberatan, pada saat keputusanatas keberatan ditetapkan.

Amendments to tax obligations are recordedwhen a tax assessment letter is received or, ifappealed against, when the result of the appealis determined.










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r. Perpajakan (lanjutan) r. Taxation (continued)

Pajak tangguhan Deferred tax

Aset dan liabilitas pajak tangguhan diakuimenggunakan metode liabilitas ataskonsekuensi pajak pada masa mendatang yangtimbul dari perbedaan jumlah tercatat aset danliabilitas menurut laporan keuangan dengandasar pengenaan pajak aset dan liabilitas padasetiap tanggal pelaporan.

Deferred tax assets and liabilities are recognizedusing the liability method for the future taxconsequences attributable to differencesbetween the carrying amounts of existing assetsand liabilities in the financial statements and theirrespective tax bases at each reporting date.

Liabilitas pajak tangguhan diakui untuk semuaperbedaan temporer kena pajak dan aset pajaktangguhan diakui untuk perbedaan temporeryang boleh dikurangkan dan akumulasi rugifiskal, sepanjang besar kemungkinanperbedaan temporer yang boleh dikurangkandan akumulasi rugi fiskal tersebut dapatdimanfaatkan untuk mengurangi laba kenapajak pada masa depan.

Deferred tax liabilities are recognized for alltaxable temporary differences and deferred taxassets are recognized for deductible temporarydifferences and accumulated fiscal losses to theextent that it is probable that taxable profit will beavailable in future years against which thedeductible temporary differences andaccumulated fiscal losses can be utilized.

Jumlah tercatat aset pajak tangguhan ditelaahulang pada akhir setiap periode pelaporan danditurunkan apabila laba fiskal mungkin tidakmemadai untuk mengkompensasi sebagianatau semua manfaat aset pajak tangguhantersebut. Pada akhir setiap periode pelaporan,Kelompok Usaha menilai kembali aset pajaktangguhan yang tidak diakui. Kelompok Usahamengakui aset pajak tangguhan yangsebelumnya tidak diakui apabila besarkemungkinan bahwa laba fiskal pada masadepan akan tersedia untuk pemulihannya.

The carrying amount of a deferred tax asset isreviewed at the end of each reporting period andreduced to the extent that it is no longer probablethat sufficient taxable profit will be available toallow the benefit of part or all of that deferred taxasset to be utilized. At the end of each reportingperiod, the Group reassesses unrecognizeddeferred tax assets. The Group recognizespreviously unrecognized deferred tax assets tothe extent that it has become probable that futuretaxable profit will allow the deferred tax assets tobe recovered.

Pajak tangguhan dihitung denganmenggunakan tarif pajak yang berlaku atausecara substansial telah berlaku pada tanggalpelaporan. Perubahan nilai tercatat aset danliabilitas pajak tangguhan yang disebabkan olehperubahan tarif pajak dibebankan pada usahaperiode berjalan, kecuali untuk transaksi-transaksi yang sebelumnya telah langsungdibebankan atau dikreditkan ke ekuitas.

Deferred tax is calculated at the tax rates thathave been enacted or substantively enacted atthe reporting date. Changes in the carryingamount of deferred tax assets and liabilities dueto a change in tax rates are charged to currentperiod operations, except to the extent that theyrelate to items previously charged or credited toequity.

Aset dan liabilitas pajak tangguhan disajikansecara saling hapus dalam laporan posisikeuangan konsolidasian, kecuali aset danliabilitas pajak tangguhan untuk entitas yangberbeda, sesuai dengan penyajian aset danliabilitas pajak kini.

Deferred tax assets and liabilities are offset in theconsolidated statements of financial position,except if they are for different legal entities,consistent with the presentation of current taxassets and liabilities.










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2. IKHTISAR KEBIJAKAN AKUNTANSISIGNIFIKAN (lanjutan)


s. Pengakuan Pendapatan dan Beban s. Revenue and Expense Recognition

Pendapatan diakui jika besar kemungkinanmanfaat ekonomi akan mengalir ke KelompokUsaha dan manfaat ini dapat diukur denganandal. Pendapatan diukur pada nilai wajarpenerimaan diterima, tidak termasuk diskon,rabat dan cadangan lain yang serupa. Kriteriaspesifik berikut juga harus dipenuhi sebelumpendapatan diakui:

Revenue is recognized to the extent that it isprobable that the economic benefits will flow tothe Group and the revenue can be reliablymeasured. Revenue is measured at the fairvalue of the consideration received, excludingdiscounts, rebates and other similarallowances. The following specific recognitioncriteria must also be met before revenue isrecognized:

• Pendapatan jasa aeronautika dan jasapenunjang pengangkutan (groundhandling)udara diakui pada saat jasa diserahkankepada pelanggan.

• Aeronautical and groundhandling services inairports revenues are recognized whenservices are rendered to customers.

• Pendapatan jasa non aeronautika atas sewatanah dan bangunan diakui sesuai denganperiode sewa yang sudah berjalan padatahun yang bersangkutan.

• Non-aeronautical services revenues for landand buildings rental is recognized inaccordance with the rental period which hasbeen incurred during the year.

• Pendapatan atas penggunaan fasilitasperalatan oleh pelanggan dan pendapatanjasa non aeronautika lainnya diakui pada saatfasilitas tersebut digunakan dan pada saatjasa diserahkan.

• Revenue for the use of facilities andequipment by customers and other non-aeronautical services revenues arerecognized when the facility is used andservices are rendered.

• Pendapatan atas sewa tanah dan bangunanyang diterima di muka atas periode yangbelum berjalan dicatat sebagai pendapatanyang diterima di muka.

• Land and building rental income received inadvance for a period that has not beincurred recorded as unearned revenue.

• Pendapatan lainnya diakui atas dasar akrual. • Other income is recognized on an accrualbasis.

• Pendapatan bunga diakui atas dasarproporsional berdasarkan waktu, pokok dantingkat bunga yang berlaku.

• Interest income is recognized on a timeproportion basis, the principal and theprevailing interest rate.

Beban diakui pada saat terjadinya. Expenses are recognized as incurred.

t. Transaksi dan Saldo dalam Mata Uang Asing t. Foreign Currency Transactions andBalances

Laporan keuangan konsolidasian disajikandalam Rupiah, yang merupakan mata uangfungsional Perusahaan dan mata uangpenyajian Kelompok Usaha. Transaksi dalammata uang asing dicatat dalam mata uangrupiah berdasarkan kurs tengah yang berlakupada saat transaksi dilakukan. Pada akhirperiode pelaporan, aset dan liabilitas moneterdalam mata uang asing dijabarkan ke dalamrupiah berdasarkan rata-rata kurs jual dan beliyang diterbitkan oleh Bank Indonesia padatanggal terakhir transaksi perbankan padatahun yang bersangkutan. Laba atau rugi selisihkurs yang timbul dikreditkan atau dibebankanpada operasi tahun berjalan.

The consolidated financial statements arepresented in Rupiah, which is the Company’sfunctional currency and the Group’spresentation currency. Transactions involvingforeign currencies are recorded in rupiah at themiddle rates of exchange prevailing at the timethe transactions are made. At the end of thereporting period, monetary assets and liabilitiesdenominated in foreign currencies are adjustedto reflect the average buying and selling ratesof exchange quoted by Bank Indonesia at theclosing of the last banking day of the year. Theresulting gains or losses are credited orcharged to current operations.










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t. Transaksi dan Saldo dalam Mata Uang Asing(lanjutan)

t. Foreign Currency Transactions andBalances (continued)

Kurs yang digunakan pada tanggal31 Desember 2020 dan 2019 adalah sebagaiberikut:

The exchange rates used as of December 31,2020 and 2019 were as follows:


Dolar AS 14.105 13.901 US Dollar

Selanjutnya, untuk pungutan dan penyetoranpajak-pajak (PPN dan PPh) berkenaan dengantagihan dan kewajiban dalam mata uang asingdibayarkan dengan rupiah dan dicatat sesuaidengan 'kurs pajak mingguan' yang berlakupada tanggal diterbitkannya faktur pajak yangbersangkutan.

Furthermore, for the collection and remittanceof taxes (VAT and income tax) related to claimsand liabilities in foreign currency is payable indollar and recorded based on the 'weekly taxrate' prevailing at the date of issuance of taxinvoice.

u. Kombinasi Bisnis u. Business Combinations

Kombinasi bisnis dicatat dengan menggunakanmetode akuisisi. Biaya perolehan dari suatuakuisisi diukur dari nilai agregat imbalan yangdialihkan, diukur pada nilai wajar pada tanggalakuisisi dan jumlah setiap KNP pada pihak yangdiakuisisi. Untuk setiap kombinasi bisnis, pihakpengakuisisi mengukur KNP pada entitas yangdiakuisisi pada nilai wajar atau pada proporsikepemilikan KNP atas aset neto yangteridentifikasi dari entitas yang diakuisisi. Biaya-biaya akuisisi yang timbul dibebankan langsungdan dicatat dalam “Beban Umum danAdministrasi”.

Business combinations are accounted for usingthe acquisition method. The cost of anacquisition is measured as the aggregate of theconsideration transferred, measured atacquisition date fair value and the amount ofany NCI in the acquiree. For each businesscombination, the acquirer measures the NCI inthe acquiree either at fair value or at theproportionate share of the acquiree’sidentifiable net assets. Transaction costsincurred are directly expensed and included in“General and Administrative Expenses”.

Ketika Kelompok Usaha melakukan akuisisiatas sebuah bisnis, Kelompok Usahamengklasifikasikan dan menentukan asetkeuangan dan liabilitas keuangan yang diambilalih berdasarkan pada persyaratan kontraktual,kondisi ekonomi dan kondisi terkait lainnyayang ada pada tanggal akuisisi. Hal initermasuk pemisahan atas derivatif yangmelekat pada kontrak utama oleh pihak yangdiakuisisi.

When the Group acquires a business, itassesses the financial assets acquired andliabilities assumed for appropriateclassification and designation in accordancewith the contractual terms, economiccircumstances and pertinent conditions as atthe acquisition date. This includes theseparation of embedded derivatives in hostcontracts by the acquiree.

Dalam suatu kombinasi bisnis yang dilakukansecara bertahap, pihak pengakuisisi mengukurkembali kepemilikan atas ekuitas yang dimilikisebelumnya pada pihak yang diakuisisiberdasarkan nilai wajar pada tanggal akuisisidan mengakui keuntungan atau kerugian yangterjadi dalam laba rugi.

If the business combination is achieved instages, the acquisition date fair value of theacquirer’s previously held equity interest in theacquiree is remeasured to fair value at theacquisition date and any resulting gain or lossis recognized in profit or loss.










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u. Kombinasi Bisnis (lanjutan) u. Business Combinations (continued)

Imbalan kontinjensi yang akan dibayarkan olehpihak pengakuisisi diakui pada nilai wajar padatanggal akuisisi. Perubahan nilai wajar atasimbalan kontinjensi setelah tanggal akuisisiyang diklasifikasikan sebagai aset atauliabilitas, akan diakui dalam laporan laba rugiatau sebagai pendapatan komprehensif lain.Jika diklasifikasikan sebagai ekuitas, imbalankontinjensinya tidak diukur kembali sampaipenyelesaian terakhir dalam ekuitas.

Any contingent consideration to be transferredby the acquirer will be recognized at fair valueat the acquisition date. Subsequent changes tothe fair value of the contingent considerationwhich is deemed to be an asset or liability willbe recognized either in profit or loss or as othercomprehensive income. If the contingentconsideration is classified as equity, it shouldnot be remeasured until it is finally settledwithin equity.

Pada tanggal akuisisi, pertama kali goodwilldiukur pada harga perolehan yang merupakanselisih lebih nilai agregat dari imbalan yangdibayarkan dan jumlah yang diakui untuk KNPdibandingkan dengan jumlah dari asetteridentifikasi dan liabilitas yang diperoleh. Jikaimbalan tersebut kurang dari nilai wajar asetneto Entitas Anak yang diakuisisi, selisihtersebut diakui dalam laporan laba rugi.

At acquisition date, goodwill is initiallymeasured at cost being the excess of theaggregate of the consideration transferred andthe amount recognized for NCI over the netidentifiable assets acquired and liabilitiesassumed. If this consideration is lower than thefair value of the net assets of the Subsidiaryacquired, the difference is recognized in profitor loss.

Setelah pengakuan awal, goodwill diukur padajumlah tercatat dikurangi akumulasi kerugianpenurunan nilai, jika ada. Untuk tujuan ujipenurunan nilai, goodwill yang diperoleh darisuatu kombinasi bisnis dialokasikan sejaktanggal akuisisi kepada setiap unit penghasilkas (“UPK”) dari Kelompok Usaha yangdiharapkan akan memperoleh manfaat darikombinasi tersebut, terlepas dari apakah asetatau liabilitas lain dari pihak yang mengakuisisidialokasikan kepada UPK tersebut.

After initial recognition, goodwill is measured atcost less any accumulated impairment losses.For the purpose of impairment testing, goodwillacquired in a business combination is allocatedfrom the acquisition date to each of the Group’scash-generating units (“CGU”) that areexpected to benefit from the combination,irrespective of whether other assets or liabilitiesof the acquirer are assigned to those CGUs.

Jika goodwill telah dialokasikan pada suatuUPK dan operasi tertentu dalam UPK tersebutdilepas, maka goodwill yang terasosiasi denganoperasi yang dilepas tersebut dimasukkandalam jumlah tercatat operasi tersebut ketikamenentukan keuntungan atau kerugian daripelepasan operasi. Goodwill yang dilepaskantersebut diukur berdasarkan nilai relatif operasiyang dilepas dan porsi UPK yang ditahan.

Where goodwill forms part of a CGU and part ofthe operation within that CGU is disposed of,the goodwill associated with the operationdisposed of is included in the carrying amountof the operation when determining the gain orloss on disposal of the operation. Goodwilldisposed of in this circumstance is measuredbased on the relative values of the operationdisposed of and the portion of the CGUretained.










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u. Kombinasi Bisnis (lanjutan) u. Business Combinations (continued)

Sesuai dengan ketentuan dalam PSAK No. 22(Revisi 2015), apabila proses akuntansi awaluntuk kombinasi bisnis belum selesai padaakhir periode pelaporan pada saat kombinasiterjadi, Kelompok Usaha melaporkan jumlahsementara untuk pos-pos yang prosesakuntansinya belum selesai dalam laporankeuangan konsolidasian. Selama periodepengukuran, Kelompok Usaha menyesuaikansecara retrospektif jumlah sementara yangdiakui pada tanggal akuisisi untukmencerminkan informasi baru yang diperolehtentang fakta dan keadaan yang ada padatanggal akuisisi dan, jika diketahui telahberdampak pada pengukuran jumlah yangdiakui pada tanggal tersebut.

In accordance with the provision of PSAKNo. 22 (Revised 2015), if the initial accountingfor a business combination is incomplete by theend of the reporting period in which thecombination occurs, the Group shall report inits consolidated financial statementsprovisional amounts for the items for which theaccounting is incomplete. During themeasurement period, the Group shallretrospectively adjust the provisional amountsrecognized at the acquisition date to reflectnew information obtained about facts andcircumstances that existed as of the acquisitiondate and, if known, would have affected themeasurement of the amounts recognized as ofthat date.

v. Pelaporan Segmen v. Segment ReportingSegmen operasi adalah suatu komponen darientitas: (1) yang terlibat dalam aktivitas bisnisyang mana memperoleh pendapatan danmenimbulkan beban; (2) hasil operasinya dikajiulang secara reguler oleh pengambil keputusanoperasional untuk membuat keputusan tentangsumber daya yang dialokasikan pada segmentersebut dan menilai kinerjanya; dan (3) tersediainformasi keuangan yang dapat dipisahkan.

An operating segment is a component of anentity: (1) that engages in business activitiesfrom which it may earn revenues and incurexpenses; (2) whose operating results areregularly reviewed by the entity's operatingdecision maker to make decisions aboutresources to be allocated to the segment andvalue its performance; and (3) for which discretefinancial information is available.

Kelompok Usaha mengidentifikasikan segmenoperasi berdasarkan pelaporan internal yangdireviu secara regular oleh pengambilkeputusan operasional dalam mengalokasikansumber daya dan menilai kinerja segmenoperasi Kelompok Usaha.

The Group identifies its operating segments onthe basis of internal reports that are regularlyreviewed by the Group's chief operatingdecision-maker in order to allocate resources tothe segment and assess its performance.

Pengungkapan tambahan pada masing-masingsegmen terdapat dalam Catatan 45, termasukfaktor yang digunakan untuk mengidentifikasisegmen yang dilaporkan dan dasar pengukuraninformasi segmen.

Additional disclosures on each of thesesegments are shown in Note 45, including thefactors used to identify the reported segmentsand the measurement basis of segmentinformation.

Segmen ditentukan sebelum saldo dantransaksi antar Perusahaan dan Entitas Anakdieliminasi sebagai bagian dari proseskonsolidasi.

Segments are determined before intra-groupbalances and intra-group transactions areeliminated as part of consolidation process.

w. Pengukuran Nilai Wajar w. Fair Value MeasurementKelompok Usaha telah menerapkan PSAK No.68, “Pengukuran Nilai Wajar”. PSAK ini, antaralain, memberikan panduan tentang bagaimanapengukuran nilai wajar ketika nilai wajardisyaratkan atau diizinkan. Penerapan PSAK initidak berpengaruh signifikan terhadap laporankeuangan konsolidasian. Kelompok Usahamengukur instrumen keuangan pada nilai wajarsetiap tanggal pelaporan. Pengungkapan nilaiwajar instrumen keuangan disajikan dalamCatatan 47.

The Group has adopted PSAK No. 68, “FairValue Measurement”. This PSAK, amongothers, provides guidance on how to measurefair value when fair value is required orpermitted, the adoption of this PSAK has nosignificant impact on the consolidated financialstatements. The Group measures financialinstruments at fair value at each reporting date.Fair value disclosure for financial instrumentsare disclosed in Note 47.










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w. Pengukuran Nilai Wajar (lanjutan) w. Fair Value Measurement (continued)

Nilai wajar adalah harga yang akan diterimauntuk menjual suatu aset atau harga yang akandibayar untuk mengalihkan suatu liabilitasdalam transaksi teratur antara pelaku pasarpada tanggal pengukuran. Pengukuran nilaiwajar berdasarkan asumsi bahwa transaksiuntuk menjual aset atau mengalihkan liabilitasterjadi di:• Pasar utama untuk aset dan liabilitas

tersebut, atau• Jika tidak terdapat pasar utama, di pasar

yang paling menguntungkan untuk asetatau liabilitas tersebut.

Fair value is the price that would be received tosell an asset or paid to transfer a liability in anorderly transaction between market participantsat the measurements date. The fair valuemeasurement is based on the presumption thatthe transaction to sell the assets or transfer theliabilities takes place either:

• In the principal market for the assets orliabilities, or

• In the absence of a principal market, in themost advantageous market for the assetsor liabilities.

Kelompok Usaha harus memiliki akses ke pasarutama atau pasar yang paling menguntungkan.

The principal or the most advantageous marketmust be accessible by the Group.

Nilai wajar dari aset atau liabilitas diukurmenggunakan asumsi yang akan digunakanoleh pelaku pasar pada saat melakukanpenilaian aset atau liabilitas, dengan asumsibahwa pelaku pasar akan bertindak ataskepentingan ekonomi terbaik mereka.

The fair value of an asset or a liability ismeasured using the assumptions that marketparticipants would use when pricing the assetor liabilities, assuming that market participantsact in their economic best interest.

Kelompok Usaha mengunakan teknik penilaianyang sesuai dengan kondisi Perusahaan dan dimana terdapat ketersediaan data yang cukupuntuk mengukur nilai wajar, memaksimalisasipenggunaan data masukan yang dapatdiobservasi yang relevan dan meninimalisasipenggunakan data masukan yang tidak dapatdiobservasi.

The Group uses valuation techniques that areappropriate in the circumstances and for whichsufficient data are available to measure fairvalue, maximizing the use of relevantobservable inputs and minimizing the use ofunobservable inputs.

Semua aset dan liabilitas yang diukur dengannilai wajar atau diungkapkan dalam laporankeuangan dikategorikan dalam hierarki nilaiwajar berdasarkan tingkat masukan palingrendah yang signifikan terhadap pengukurannilai wajar secara keseluruhan : • Tingkat 1 - Harga kuotasian (tidak

disesuaikan) di pasar aktif untuk aset atauliabilitas yang identik;

All assets and liabilities for which fair value ismeasured or disclosed in the financialstatements are categorized within the fair valuehierarchy, described as follows, based on thelowest level input that is significant to the fairvalue measurement as a whole:• Level 1 - Quoted (unadjusted) market

prices in active markets for identical assetsor liabilities;

• Tingkat 2 - Teknik-teknik lain atas semuainput yang memiliki efek signifikanterhadap nilai wajar yang tercatat dapatdiobservasi, baik secara langsungmaupun tidak langsung;

• Tingkat 3 - Teknik yang menggunakaninput yang memiliki pengaruh signifikanterhadap nilai wajar yang tercatat yangtidak berdasarkan data pasar yang dapatdiobservasi.

• Level 2 - Valuation techniques for whichthe lowest level input that is significant tothe fair value measurement is directly orindirectly observable;

• Level 3 - Valuation techniques for whichthe lowest level input that is significant tothe fair value measurement isunobservable.










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w. Pengukuran Nilai Wajar (lanjutan) w. Fair Value Measurement (continued)

Untuk aset dan liabilitas yang diakui dalamlaporan keuangan dalam basis yang berulang,Kelompok Usaha menentukan apakah transfertelah terjadi antara tingkat dalam hierarkidengan menilai ulang kategori (berdasarkantingkat masukan paling rendah yang signifikanterhadap pengukuran nilai wajar secarakeseluruhan) pada setiap akhir periodepelaporan.

For assets and liabilities that are recognized inthe financial statements on a recurring basis, theGroup determines whether transfers haveoccurred between levels in the hierarchy by re-assessing categorization (based on the lowestlevel input that is significant to the fair valuemeasurement as a whole) at the end of eachreporting period.

x. Laba per Saham x. Earnings per Share

Laba per saham dihitung dengan membagitotal laba tahun berjalan yang dapatdiatribusikan kepada pemilik entitas indukdengan jumlah rata-rata tertimbang sahambiasa yang beredar pada periode yangbersangkutan.

Earnings per share is calculated by dividing thetotal profit for the year attributable to owners ofthe parent by the weighted average number ofordinary shares outstanding during the period.

Laba per saham dilusian dihitung denganmembagi total laba tahun berjalan yang dapatdiatribusikan kepada pemilik entitas indukdengan jumlah rata-rata tertimbang sahambiasa yang beredar pada periode pelaporan,yang disesuaikan untuk mengasumsikankonversi efek berpotensi saham biasa yangsifatnya dilutif.

Diluted earning per share is calculated bydividing profit for the year attributable to ownersof the parent by the weighted average number ofordinary shares outstanding during the reportingperiod, adjusted to assume conversion of allpotential dilutive ordinary shares.

y. Penurunan Nilai Aset Non-keuangan y. Impairment of Non-financial Assets

Pada setiap akhir periode pelaporan, KelompokUsaha menilai apakah terdapat indikasi suatuaset mengalami penurunan nilai. Jika terdapatindikasi tersebut, maka jumlah terpulihkandiestimasi untuk aset individual. Jika tidakmungkin untuk mengestimasi jumlahterpulihkan aset individual, maka KelompokUsaha menentukan nilai terpulihkan dari UnitPenghasil Kas (UPK) yang mana aset tercakup(aset dari UPK).

The Group assesses at the end of each reportingperiod whether there is an indication that anasset may be impaired. If such indication exists,recoverable amount is estimated for theindividual asset. If it is not possible to estimatethe recoverable amount of the individual asset,the Group determines the recoverable amount ofthe Cash-Generating Unit (CGU) to which theasset belongs (the asset’s CGU).

Jumlah terpulihkan dari suatu aset (baik asetindividual maupun UPK) adalah jumlah yanglebih tinggi antara nilai wajarnya dikurangi biayauntuk menjual dengan nilai pakainya. Jika nilaitercatat aset lebih besar daripada nilaiterpulihkannya, maka aset tersebut dianggapmengalami penurunan nilai dan nilai tercatataset diturunkan menjadi sebesar nilaiterpulihkannya. Rugi penurunan nilai diakuipada laporan laba rugi dan penghasilankomprehensif lain konsolidasian sebagai “rugipenurunan nilai”.

An asset’s (either individual asset or CGU)recoverable amount is the higher of the asset’sfair value less costs to sell and its value in use.Where the carrying amount of the asset exceedsits recoverable amount, the asset is consideredimpaired and is written down to its recoverableamount. Impairment loss are recognized inconsolidated statement of profit or loss and othercomprehensive income as “impairment loss”.










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y. Penurunan Nilai Aset Non-keuangan(lanjutan)

y. Impairment of Non-financial Assets(continued)

Dalam menghitung nilai pakai, estimasi aruskas masa depan neto didiskontokan ke nilai kinidengan menggunakan tingkat diskonto sebelumpajak yang menggambarkan penilaian pasarkini dari nilai waktu uang dan risiko spesifik atasaset.

In assessing the value in use, the estimated netfuture cash flows are discounted to their presentvalue using a pre-tax discount rate that reflectscurrent market assessments of the time value ofmoney and the risks specific to the asset.

Dalam menentukan nilai wajar dikurangi biayauntuk menjual, digunakan harga transaksi pasarterakhir, jika tersedia. Jika tidak terdapattransaksi tersebut, Kelompok Usahamenggunakan model penilaian yang sesuaiuntuk menentukan nilai wajar aset.Perhitungan-perhitungan ini dikuatkan olehpenilaian berganda atau indikator nilai wajar lainyang tersedia.

In determining fair value less costs to sell,recent market transactions are taken intoaccount, if available. If no such transactionscan be identified, an appropriate valuationmodel is used to determine the fair value of theasset. These calculations are corroborated byvaluation multiples or other available fair valueindicators.

Kerugian penurunan nilai, jika ada, diakui padalaporan laba rugi dan penghasilankomprehensif lain konsolidasian sesuai dengankategori biaya yang konsisten dengan fungsidari aset yang diturunkan nilainya.

Impairment loss, if any, are recognized inconsolidated statement of profit or loss andother comprehensive income under expensecategories that are consistent with thefunctions of the impaired assets.

Penilaian dilakukan pada setiap akhir periodepelaporan apakah terdapat indikasi bahwa rugipenurunan nilai yang telah diakui dalam periodesebelumnya untuk suatu aset mungkin tidakada lagi atau mungkin telah menurun. Jikaindikasi tersebut ada, maka entitasmengestimasi jumlah terpulihkan aset tersebut.

An assessment is made at the end of eachreporting period as to whether there is anyindication that previously recognizedimpairment losses for an asset may no longerexist or may have decreased. If such indicationexists, the recoverable amount is estimated.

Kerugian penurunan nilai yang telah diakuidalam periode sebelumnya untuk suatu asetdibalik hanya jika terdapat perubahan asumsi-asumsi yang digunakan untuk menentukanjumlah terpulihkan aset tersebut sejak rugipenurunan nilai terakhir diakui.

A previously recognized impairment loss for anasset is reversed only if there has been achange in the assumptions used to determinethe asset’s recoverable amount since the lastimpairment loss was recognized.

Pembalikan tersebut dibatasi sehingga jumlahtercatat aset tidak melebihi jumlahterpulihkannya maupun jumlah tercatat, bersihsetelah penyusutan, seandainya tidak ada rugiyang telah diakui untuk aset tersebut padaperiode sebelumnya. Pembalikan rugipenurunan nilai diakui dalam laporan laba rugidan penghasilan komprehensif lainkonsolidasian. Setelah pembalikan tersebutdiakui sebagai laba rugi, penyusutan asettersebut disesuaikan di periode mendatanguntuk mengalokasikan jumlah tercatat asetyang direvisi, dikurangi nilai sisanya, dengandasar yang sistematis selama sisa umurmanfaatnya.

The reversal is limited so that the carryingamount of the asset does not exceed itsrecoverable amount, nor exceeds the carryingamount that would have been determined, netof depreciation, had no impairment loss beenrecognized for the asset in prior periods.Reversal of an impairment loss is recognized inconsolidated statement of profit or loss andother comprehensive income. After such areversal is recognized in profit or loss, thedepreciation charge on the said asset isadjusted in future periods to allocate the asset’srevised carrying amount, less any residualvalue, on a systematic basis over its remaininguseful life.










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z. Transaksi Restrukturisasi antara EntitasSepengendali

z. Restructuring Transactions among Entitiesunder Common Control

Berdasarkan PSAK No. 38 (Revisi 2012), olehkarena transaksi kombinasi bisnis entitassepengendali tidak mengakibatkan perubahansubstansi ekonomi kepemilikan atas bisnisyang dipertukarkan, transaksi tersebut diakuipada jumlah tercatat berdasarkan metodepenyatuan kepemilikan. Dalam menerapkanmetode penyatuan kepemilikan, unsur-unsurlaporan keuangan dari entitas yang bergabung,untuk periode terjadinya kombinasi bisnisentitas sepengendali dan untuk periodekomparatif sajian, disajikan seolah-olahpenggabungan tersebut telah terjadi sejak awalperiode entitas yang bergabung berada dalamsepengendalian.

Under PSAK No. 38 (Revised 2012), since thetransaction of business combination of entitiesunder common control does not result in achange of the economic substance of theownership of businesses which are exchanged,the said transaction is recognized at its carryingvalue using the pooling-of-interests method. Inapplying the pooling-of-interests method, thecomponents of the financial statements of thecombining entity, for the period during which thebusiness combination of entities under commoncontrol occurred and for the comparativeperiod, are presented in such a manner as if thecombination has occurred since the beginningof the period the combining entity is undercommon control.

Selisih antara jumlah tercatat dengan jumlahimbalan yang dialihkan dalam kombinasi bisnisentitas sepengendali atau jumlah imbalan yangditerima dalam pelepasan bisnis entitassepengendali, jika ada, dicatat sebagai bagiandari akun "Tambahan Modal Disetor" padalaporan posisi keuangan konsolidasian.

The difference between the carrying value andthe value of considerations transferred in abusiness combination of entities under commoncontrol or considerations received in a disposalof business of entities under common control, ifany, is recognized as part of "Additional Paid-inCapital" in the consolidated statement offinancial position.

aa. Instrumen Keuangan aa. Financial Instruments

aa.1. Aset Keuangan aa.1. Financial Assets

Pengakuan dan pengukuran awal Initial recognition and measurement

Perusahaan mengklasifikasikan asetkeuangannya dalam kategori: (a) asetkeuangan yang diukur pada nilai wajarmelalui laba rugi, (b) aset keuangan yangdiukur pada nilai wajar melaluipendapatan komprehensif lainnya, dan(c) aset keuangan yang diukur pada biayaperolehan diamortisasi.

The Company classifies its financialassets into the following category:(a) financial assets measured at fair valuethrough profit or loss, (b) financial assetsmeasured at fair value through othercomprehensive income, and (c) financialassets measured at amortised cost.

Aset keuangan Perusahaan terdiri darikas dan setara kas, piutang usaha,piutang lain-lain, pendapatan yang masihharus diterima dan investasi jangkapanjang diklasifikasikan sebagai asetkeuangan yang diukur dengan biayadiamortisasi. Perusahaan juga memilikiaset keuangan yang diukur pada nilaiwajar melalui laba rugi dan penghasilankomprehensif lain.

The Company’s financial assets consist ofcash and cash equivalents, tradereceivables, other receivables - thirdparties, due from related parties and otherfinancial assets classified as financialassets at amortized cost. The Companyhas no financial assets measured at fairvalue through profit or loss and othercomprehensive income.










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aa. Instrumen Keuangan (lanjutan) aa. Financial Instruments (continued)

aa.1. Aset Keuangan (lanjutan) aa.1. Financial Assets (continued)

Pengakuan dan pengukuran awal(lanjutan)

Initial recognition and measurement(continued)

Kelompok Usaha menggunakan 2 (dua)metode untuk mengklasifikasikan asetkeuangan, yaitu model bisnis KelompokUsaha dalam mengelola aset keuangandan karakteristik arus kas kontraktual dariaset keuangan (“SPPI”).

The Group used 2 (two) methods toclassify its financial assets, based on theGroup’s business model in managing thefinancial assets, and the contractual cashflow of the financial assets (“SPPI”).

Pengujian SPPI SPPI Test

Sebagai langkah pertama dari prosesklasifikasi, Kelompok Usaha menilaipersyaratan kontraktual keuangan untukmengidentifikasi apakah merekamemenuhi pengujian SPPI.

As a first step of its classification process,the Group assesses the contractual termsof financial to identify whether they meetthe SPPI test.

Nilai pokok untuk tujuan pengujian inididefinisikan sebagai nilai wajar dari asetkeuangan pada pengakuan awal dandapat berubah selama umur asetkeuangan (misalnya, jika adapembayaran pokok atau amortisasipremi/diskon).

Principal for the purpose of this test isdefined as the fair value of the financialasset at initial recognition and maychange over the life of the financial asset(for example, if there are repayments ofprincipal or amortisation of thepremium/discount).

Elemen bunga yang paling signifikandalam perjanjian biasanya adalahpertimbangan atas nilai waktu dari uangdan risiko kredit. Untuk membuatpenilaian SPPI, Kelompok Usahamenerapkan pertimbangan danmemperhatikan faktor-faktor yangrelevan seperti mata uang dimana asetkeuangan didenominasikan dan periodepada saat suku bunga ditetapkan.

The most significant elements of interestwithin an arrangement are typically theconsideration for the time value of moneyand credit risk. To make the SPPIassessment, the Group applies judgmentand considers relevant factors such asthe currency in which the financial assetis denominated, and the period for whichthe interest rate is set.

Sebaliknya, persyaratan kontraktual yangmemberikan eksposur lebih dari deminimis atas risiko atau volatilitas dalamarus kas kontraktual yang tidak terkaitdengan dasar pengaturan pinjaman, tidakmenimbulkan arus kas kontraktual SPPIatas jumlah saldo. Dalam kasus sepertiitu, aset keuangan diharuskan untukdiukur pada Fair Value through Profit orLoss (“FVTPL”).

In contrast, contractual terms thatintroduce a more than de minimisexposure to risks or volatility in thecontractual cash flows that are unrelatedto a basic lending arrangement, do notgive rise to contractual cash flows that aresolely payments of principal and intereston the amount outstanding. In suchcases, the financial asset is required to bemeasured as Fair Value through Profit orLoss (“FVTPL”).










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Penilaian Model Bisnis Business Model Assessment

Kelompok Usaha menentukan modelbisnisnya berdasarkan tingkat yangpaling mencerminkan bagaimanaKelompok Usaha mengelola kelompokatas keuangannya untuk mencapaitujuan bisnisnya.

The Group determines its business modelat the level that best reflects how itmanages the Group’s financial assets toachieve its business objective.

Model bisnis Kelompok Usaha tidakdinilai berdasarkan masing-masinginstrumennya, tetapi pada tingkatportofolio secara agregat yang lebihtinggi dan didasarkan pada faktor-faktoryang dapat diamati seperti:

The Group’s business model is notassessed on an instrument-by-instrumentbasis, but at a higher level of aggregatedportfolios and is based on observablefactors such as:

- Bagaimana kinerja model bisnis danaset keuangan yang dimiliki dalammodel bisnis tersebut dievaluasi dandilaporkan kepada personelmanajemen kunci;

- How the performance of thebusiness model and the financialassets held within that businessmodel are evaluated and reported tothe entity’s key managementpersonnel;

- Risiko yang mempengaruhi kinerjamodel bisnis (dan aset keuanganyang dimiliki dalam model bisnistersebut) dan, khususnya,bagaimana cara risiko tersebutdikelola;

- The risks that affect the performanceof the business model (and thefinancial assets held within thatbusiness model) and, in particularthe way those risks are managed;

- Bagaimana manajer bisnisdikompensasi (misalnya, apakahkompensasi didasarkan pada nilaiwajar dari aset yang dikelola ataupada arus kas kontraktual yangtertagih);

- How business managers arecompensated (for example, whetherthe compensation is based on thefair value of the assets managed oron the contractual cash flowscollected);

- Frekuensi, nilai, dan waktu penjualanyang diharapkan, juga merupakanaspek penting dari penilaianKelompok Usaha.

- The expected frequency, value, andtiming of sales are also importantaspects of the Group’s assessment.

Penilaian model bisnis didasarkan padaskenario yang diharapkan secara wajartanpa mempertimbangkan skenario“worst case” atau “stress case”. Jika aruskas setelah pengakuan awaldirealisasikan dengan cara yang berbedadari yang awal diharapkan, KelompokUsaha tidak mengubah klasifikasi asetkeuangan dimiliki yang tersisa dalammodel bisnis tersebut, tetapimemasukkan informasi tersebut dalammelakukan penilaian atas aset keuanganyang baru atau yang baru dibeliselanjutnya.

The business model assessment is basedon reasonably expected scenarios withouttaking “worst case” or “stress case”scenarios into account. If cash flows afterinitial recognition are realised in a waythat is different from the Group’s originalexpectations, the Group does not changethe classification of the remainingfinancial assets held in that businessmodel, but incorporates such informationwhen assessing newly originated or newlypurchased financial assets going forward.










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Penilaian Model Bisnis (lanjutan) Business Model Assessment(continued)

Aset keuangan yang diukur pada biayaperolehan diamortisasi jika asetkeuangan dikelola dalam model bisnisyang bertujuan untuk memiliki asetkeuangan dalam rangka mendapatkanarus kas kontraktual dan persyaratankontraktual dari aset keuangan yang padatanggal tertentu meningkatkan arus kasyang semata dari pembayaran pokok danbunga (“SPPI”) dari jumlah pokokterutang.

Financial assets are measured atamortized cost if the financial asset ismanaged in a business model aimed atowning a financial asset in order to obtaina contractual cash flow and thecontractual requirements of a financialasset that on a given date increases thecash flow solely from the principal andinterest payments (“SPPI”) of the amountowed.

Pada saat pengakuan awal, asetkeuangan yang diukur pada biayaperolehan diamortisasi diakui pada nilaiwajarnya ditambah biaya transaksi danselanjutnya diukur pada biaya perolehandiamortisasi dengan menggunakan sukubunga efektif.

At initial recognition, the financial assetsmeasured at amortized cost arerecognized at the fair value plus thetransaction fee and subsequentlymeasured at amortized cost by using theeffective interest rate.

Pendapatan bunga dari aset keuanganyang diukur pada biaya perolehandiamortisasi dicatat dalam laporan labarugi dan penghasilan komprehensif laindan diakui sebagai “PendapatanKeuangan”. Ketika penurunan nilai terjadi,kerugian penurunan nilai diakui sebagaipengurang dari nilai tercatat asetkeuangan dan diakui didalam laporankeuangan sebagai “Kerugian penurunannilai”.

Interest income from financial assetsmeasured at amortized cost is recorded inthe statements of profit and loss and othercomprehensive income and is recognizedas "Finance Income". When a decline invalue occurs, the impairment loss isrecognized as a deduction of the recordedvalue of the financial asset and isacknowledged in the financial statementsas "Impairment loss".

Sebelum 1 Januari 2020, KelompokUsaha mengklasifikasikan asetkeuangannya dalam kategori (a) asetkeuangan yang diukur pada nilai wajarmelalui laba rugi, (b) pinjaman yangdiberikan dan piutang, (c) aset keuangandimiliki hingga jatuh tempo dan (d) asetkeuangan tersedia untuk dijual. Klasifikasiini tergantung dari tujuan perolehan asetkeuangan tersebut. Manajemenmenentukan klasifikasi aset keuangantersebut pada saat awal pengakuannya.

Before January 1, 2020, the Groupclassified its financial assets into thesecategories: (a) financial assets measuredat fair value through profit or loss,(b) loans and receivables, (c) financialassets held to maturity, and (d) financialassets available for sale. Thisclassification depends on the purpose ofacquiring such financial assets.Management determines theclassification of such financial assets atthe beginning of its recognition.










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Penilaian Model Bisnis (lanjutan) Business Model Assessment(continued)

Pinjaman yang diberikan dan piutangadalah aset keuangan non-derivatifdengan pembayaran tetap atau telahditentukan dan tidak mempunyai kuotasidi pasar aktif, kecuali:

Loans and receivables are non-derivativefinancial assets with fixed or specifiedpayments and have no quotes on theactive market, except:

• yang dimaksudkan oleh KelompokUsaha untuk dijual dalam waktudekat, yang diklasifikasikan dalamkelompok diperdagangkan, sertayang pada saat pengakuan awalditetapkan diukur pada nilai wajarmelalui laba rugi;

• intended by the Group for sale in thenear future, which is classified asheld for trading, as well as which atthe time of initial recognition isdetermined to be measured at fairvalue through profit or loss;

• yang pada saat pengakuan awalditetapkan dalam kelompok tersediauntuk dijual; atau

• which at the time of initial recognitionis set as available for sale; or

• dalam hal Kelompok Usaha mungkintidak akan memperoleh kembaliinvestasi awal secara substansialkecuali yang disebabkan olehpenurunan kualitas pinjaman yangdiberikan dan piutang.

• in the case of the Group may notobtain substantial initial investmentunless caused by a decrease in thequality of loans provided andreceivables.

Pada saat pengakuan awal, pinjamanyang diberikan dan piutang diakui padanilai wajarnya ditambah biaya transaksidan selanjutnya diukur pada biayaperolehan diamortisasi denganmenggunakan metode Suku BungaEfektif (“SBE”). Pendapatan dari asetkeuangan dalam kelompok pinjamanyang diberikan dan piutang dicatat didalam laporan laba rugi dan penghasilankomprehensif lain konsolidasian dandilaporkan sebagai “PendapatanKeuangan”. Dalam hal terjadi penurunannilai, kerugian penurunan nilai dilaporkansebagai pengurang dari nilai tercatat dariaset keuangan dalam kelompok pinjamanyang diberikan dan piutang dan diakui didalam laporan laba rugi dan penghasilankomprehensif lain sebagai “Kerugianpenurunan nilai”.

At the time of initial recognition, loans andreceivables are recognized at their fairvalue plus transaction fees and are furthermeasured on amortized acquisition costsusing the Effective Interest Rate (“EIR”)method. Income from financial assets inthe category of loans and receivables isrecorded in the consolidated statementsof income and other comprehensiveincome and is reported as "FinanceIncome". In the event of impairment,impairment losses are reported as adeduction from the carrying value of thefinancial assets in loan and receivablesand are recognized in the statements ofprofit and loss and other comprehensiveincome as "Impairment loss".










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Metode Suku Bunga Efektif (“SBE”) Effective Interest Method (“EIR”)

SBE adalah metode yang digunakanuntuk menghitung biaya perolehandiamortisasi dari instrumen keuangan danmetode untuk mengalokasikanpendapatan bunga selama periode yangrelevan. SBE adalah suku bunga yangsecara tepat mendiskontokan estimasipenerimaan kas di masa datang(mencakup seluruh komisi dan bentuk lainyang dibayarkan dan diterima yangmerupakan bagian yang tak terpisahkandari SBE, biaya transaksi dan premiumdan diskonto lainnya) selama perkiraanumur instrumen keuangan, atau, jika lebihtepat, digunakan periode yang lebihsingkat untuk memperoleh nilai tercatatbersih aset keuangan pada saatpengakuan awal.

EIR is a method of calculating theamortised cost of a financial asset and ofallocating interest income over therelevant period. The EIR is the rate thatexactly discounts estimated future cashreceipts (including all fees and points paidor received that form an integral part of theEIR, transaction costs and otherpremiums or discounts) through theexpected life of the financial instrument,or, where appropriate, a shorter period tothe net carrying amount of financial assetson initial recognition.

Pendapatan diakui berdasarkan sukubunga efektif untuk instrumen keuanganselain dari aset keuangan FVTPL.

Income is recognized on an effectiveinterest rate basis for financial instrumentsother than those financial assets atFVTPL.

Penurunan nilai aset keuangan Impairment of financial assetsAset keuangan, selain aset keuanganFVTPL, dievaluasi terhadap indikatorpenurunan nilai pada setiap akhir periodepelaporan. Aset keuangan diturunkannilainya bila terdapat bukti objektif,sebagai akibat dari satu atau lebihperistiwa yang terjadi setelah pengakuanawal aset keuangan, dan peristiwa yangmerugikan tersebut berdampak padaestimasi arus kas masa depan atas asetkeuangan yang dapat diestimasi secaraandal.

Financial assets, other than those atFVTPL, are assessed for indicators ofimpairment at the end of each reportingdate. Financial assets are considered tobe impaired when there is objectiveevidence that, as a result of one or moreevents that occurred after the initialrecognition of the financial asset, theestimated future cash flows of theinvestment have been affected.

Penerapan PSAK 71 “InstrumenKeuangan” telah mengubah metodeperhitungan kerugian penurunan nilai daripendekatan kerugian yang telah terjadi(incurred loss) sesuai PSAK 55“Instrumen Keuangan Pengakuan danPengukuran” dengan pendekatanKerugian Kredit Ekspektasian (“ECL”).Perusahaan menerapkan pendekatanyang disederhanakan (simplified) dalammenghitung kerugian kredit ekspektasianyaitu kerugian kredit ekspektasiansepanjang umur (lifetime).

The adoption of PSAK 71 “FinancialInstrument” changed the method ofcalculating impairment from incurred lossin accordance with PSAK 55 “FinancialInstrument: Recognition andMeasurement” to Expected Credit Loss(“ECL”). The Company adopted thesimplified expected credit loss approachwhich is using lifetime expected creditloss.










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Penurunan nilai aset keuangan(lanjutan)

Impairment of financial assets(continued)

Sebelum 1 Januari 2020, bukti objektifpenurunan nilai aset keuangan termasuksebagai berikut:

Before January 1, 2020, objectiveevidence of impairment of financial assetscould include:

- kesulitan keuangan signifikan yangdialami penerbit atau pihakpeminjam; atau hilangnya pasar aktifdari aset keuangan akibat kesulitankeuangan.

- significant financial difficulty of theissuer or counterparty; or

- pelanggaran kontrak, sepertiterjadinya gagal bayar atautunggakan pembayaran pokok ataubunga; atau hilangnya pasar aktifdari aset keuangan akibat kesulitankeuangan.

- breach of contract, such as default ordelinquency in interest or principalpayments; or

- terdapat kemungkinan bahwa pihakpeminjam akan dinyatakan pailitatau melakukan reorganisasikeuangan; atau hilangnya pasaraktif dari aset keuangan akibatkesulitan keuangan.

- it becomes probable that theborrower will enter bankruptcy orfinancial re-organisation; or

- hilangnya pasar aktif dari asetkeuangan akibat kesulitankeuangan.

- the disappearance of an activemarket for that financial assetbecause of financial difficulties.

Untuk kelompok aset keuangan tertentu,seperti piutang, aset yang dinilai tidakakan diturunkan secara individual akandievaluasi penurunan nilainya secarakolektif. Bukti objektif dari penurunan nilaiportofolio piutang dapat termasukpengalaman Kelompok Usaha atastertagihnya piutang di masa lalu,peningkatan keterlambatan penerimaanpembayaran piutang dari rata-rataperiode kredit, dan juga pengamatan atasperubahan kondisi ekonomi nasional ataulokal yang berkorelasi dengan gagalbayar atas piutang.

For certain categories of financial assets,such as receivables, assets that areassessed not to be impaired individuallyare, in addition, assessed for impairmenton a collective basis. Objective evidenceof impairment for a portfolio of receivablescould include the Group’s past experienceof collecting payments, an increase in thenumber of delayed payments in theportfolio past the average credit period, aswell as observable changes in national orlocal economic conditions that correlatewith default on receivables.

Untuk aset keuangan yang diukur padabiaya perolehan diamortisasi, jumlahkerugian penurunan nilai merupakanselisih antara jumlah tercatat asetkeuangan dengan nilai kini dari estimasiarus kas masa depan yang didiskontokanmenggunakan suku bunga efektif awaldari aset keuangan.

For financial assets carried at amortisedcost, the amount of the impairment loss ismeasured as the difference between theasset’s carrying amount and the presentvalue of estimated future cash flows,discounted at the financial asset’s originaleffective interest rate.










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Pengakuan dan pengukuran awal(lanjutan)

Initial recognition and measurement(continued)

Liabilitas keuangan Perusahaan terdiridari utang bank jangka pendek, utangusaha, utang lain-lain, beban akrual,liabilitas imbalan kerja jangka pendek,utang bank jangka pendek, utang bankjangka panjang, utang obligasi, liabilitassewa dan utang jaminan pelanggansebagai liabilitas keuangan yang diukurdengan biaya diamortisasi. Perusahaantidak memiliki liabilitas keuangan yangdiukur pada nilai wajar melalui laba rugi.

The Company’s financial liabilities consistof short-term bank loans, trade payables,other payables, accrued expenses, short-term employee benefits liability, short-term bank loans, long-term bank loans,bonds loan, lease liabilities andcustomers’s deposit classified as financialliabilities at amortized cost. The Companyhas no financial liabilities measured at fairvalue through profit or loss.

Pengukuran selanjutnya Subsequent measurement

Setelah pengakuan awal, liabilitaskeuangan yang dikenakan bunga diukurpada biaya perolehan diamortisasidengan menggunakan metode SBE.

After initial recognition, interest-bearingfinancial liabilities are subsequentlymeasured at amortized cost using the EIRmethod.

Pada tanggal pelaporan, akrual bebanbunga dicatat secara terpisah dari pokokpinjaman terkait dalam bagian liabilitasjangka pendek. Keuntungan ataukerugian harus diakui dalam laba rugiketika liabilitas tersebut dihentikanpengakuannya serta melalui prosesamortisasi SBE.

At the reporting dates, accrued interestexpenses is recorded separately from theassociated borrowings within the currentliabilities section. Gains and losses arerecognized in profit or loss when theliabilities are derecognized as well asthrough the EIR amortisation process.

Biaya perolehan diamortisasi dihitungdengan mempertimbangkan diskontoatau premium atas perolehan dan komisiatau biaya yang merupakan bagian tidakterpisahkan dari SBE. Amortisasi SBEdicatat sebagai “Beban Keuangan” dalamlaba rugi.

Amortized cost is calculated by taking intoaccount any discount or premium onacquisition and fee or costs that are anintegral part of the EIR. The EIRamortisation is included in “FinanceCosts” in profit or loss.

Penghentian pengakuan Derecognition

Suatu liabilitas keuangan dihentikanpengakuannya pada saat kewajiban yangditetapkan dalam kontrak dihentikan ataudibatalkan atau kadaluwarsa.

A financial liability is derecognized when itis extinguished, that is when the obligationspecified in the contract is discharged orcancelled or expired.










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aa.2. Liabilitas keuangan (lanjutan) aa.2. Financial liabilities (continued)

Penghentian pengakuan (lanjutan) Derecognition (continued)

Ketika sebuah liabilitas keuangan ditukardengan liabilitas keuangan lain daripemberi pinjaman yang sama ataspersyaratan yang secara substansialberbeda, atau bila persyaratan dariliabilitas keuangan tersebut secarasubstansial dimodifikasi, pertukaran ataumodifikasi persyaratan tersebut dicatatsebagai penghentian pengakuan liabilitaskeuangan awal dan pengakuan liabilitaskeuangan baru, dan selisih antara nilaitercatat masing-masing liabilitaskeuangan tersebut diakui pada laba rugi.

When an existing financial liability isreplaced by another from the same lenderon substantially different terms, or theterms of an existing financial liability aresubstantially modified, such an exchangeor modification is treated as derecognitionof the original financial liability andrecognition of a new financial liability, andthe difference in the respective carryingamounts is recognized in the profit or loss.

aa.3. Reklasifikasi instrumen keuangan aa.3. Reclassification of financialinstruments

Kelompok Usaha diperkenankan untukmelakukan reklasifikasi atas asetkeuangan yang dimiliki jika KelompokUsaha mengubah model bisnis untukpengelolaan aset keuangan danKelompok Usaha tidak diperkenankanuntuk melakukan reklasifikasi atasliabilitas keuangan.

The Group is allowed to reclassify thefinancial assets owned if the Groupchanges the business model for themanagement of financial assets and theGroup is not allowed to reclassify thefinancial liabilities.

Perubahan model bisnis sifatnya harusberdampak secara signifikan terhadapkegiatan operasional Kelompok Usahaseperti memperoleh, melepaskan, ataumengakhiri suatu lini bisnis. Selain itu,Kelompok Usaha perlu membuktikanadanya perubahan tersebut kepada pihakeksternal.

Changes in the business model shouldsignificantly impact the Group'soperational activities such as acquiring,releasing or ending a line of business. Inaddition, the Group needs to prove thechange to external parties.

Yang bukan merupakan perubahanmodel bisnis adalah: (a) perubahanintensi berkaitan dengan aset keuangantertentu (bahkan dalam situasi perubahansignifikan dalam kondisi pasar),(b) hilangnya sementara pasar tertentuuntuk aset keuangan, dan (c) pengalihanaset keuangan antara bagian dariKelompok Usaha dengan model bisnisberbeda.

The following are not considered aschange in business model: (a) the changeof intention relates to certain financialassets (even in situations of significantchanges in market conditions),(b) temporary loss of certain markets forfinancial assets, and (c) the transfer offinancial assets between parts of theGroup and different business models.










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aa.4. Saling hapus instrumen keuangan aa.4. Offsetting of financialinstruments

Aset keuangan dan liabilitas keuangandisalinghapuskan dan nilai netonyadisajikan dalam laporan posisi keuangankonsolidasian jika Kelompok Usahamemiliki hak yang dapat dipaksakansecara hukum untuk melakukan salinghapus atas jumlah yang telah diakui; danberintensi untuk menyelesaikan secaraneto atau untuk merealisasikan aset danmenyelesaikan liabilitasnya secarasimultan. Hak saling hapus harus adapada saat ini daripada bersifat kontinjenatas terjadinya suatu peristiwa di masadepan dan harus dieksekusi oleh pihaklawan, baik dalam situasi bisnis normaldan dalam peristiwa gagal bayar,peristiwa kepailitan, atau kebangkrutan.

Financial assets and financial liabilitiesare offset and the net amount presentedin the statement of financial position whenthe Group has a legally enforceable rightto set off the recognized amounts; andintends either to settle on a net basis, orto realise the asset and settle the liabilitysimultaneously. A right to offset must beavailable today rather than beingcontingent on a future event and must beexercisable by any of the counterparties,both in the normal course of business andin the event of default, insolvency, orbankruptcy.

aa.5. Pengukuran nilai wajar aa.5. Fair value measurement

Kelompok Usaha mengukur padapengakuan awal instrumen keuanganpada nilai wajar, dan aset dan liabilitasyang diakuisisi pada kombinasi bisnis.Kelompok Usaha juga mengukur jumlahterpulihkan dari UPK tertentu berdasarkannilai wajar dikurangi biaya pelepasan.

The Group initially measures financialinstruments at fair value, and assets andliabilities of the acquirees upon businesscombinations. It also measures certainrecoverable amounts of the CGU usingfair value less cost of disposal (“FVLCD”).

Nilai wajar adalah harga yang akanditerima dari menjual suatu aset atauharga yang akan dibayar untukmengalihkan suatu liabilitas dalamtransaksi teratur antara pelaku pasar padatanggal pengukuran. Pengukuran nilaiwajar mengasumsikan bahwa transaksiuntuk menjual aset atau mengalihkanliabilitas terjadi:

Fair value is the price that would bereceived to sell an asset or paid to transfera liability in an orderly transactionbetween market participants at themeasurement date. The fair valuemeasurement is based on thepresumption that the transaction to sellthe asset or transfer the liability takesplace either:

i. di pasar utama untuk aset atauliabilitas tersebut, atau hilangnyapasar aktif dari aset keuanganakibat kesulitan keuangan.

i. in the principal market for the asset orliability, or

ii. jika tidak terdapat pasar utama, dipasar yang paling menguntungkanuntuk aset atau liabilitas tersebut.

ii. in the absence of a principal market,in the most advantageous market forthe asset or liability.

Pasar utama atau pasar yang palingmenguntungkan tersebut harus dapatdiakses oleh Kelompok Usaha.

The principal or the most advantageousmarket must be accessible to by theGroup.










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3. PERTIMBANGAN, ESTIMASI DAN ASUMSIAKUNTANSI SIGNIFIKAN

3. SIGNIFICANT ACCOUNTING JUDGMENTS,ESTIMATES AND ASSUMPTIONS

Penyusunan laporan keuangan konsolidasiansesuai dengan Standar Akuntansi Keuangan diIndonesia mewajibkan manajemen untuk membuatestimasi dan asumsi yang mempengaruhi jumlah-jumlah yang dilaporkan dari pendapatan, beban,aset dan liabilitas, dan pengungkapan liabilitaskontinjensi pada tanggal pelaporan. Ketidakpastianmengenai asumsi dan estimasi tersebut dapatmengakibatkan penyesuaian nilai tercatat aset danliabilitas dalam periode pelaporan berikutnya.

The preparation of consolidated financialstatements, in conformity with Indonesian FinancialAccounting Standards, requires management tomake judgments of estimations and assumptionsthat affect the amounts reported on income,expenses, assets and liabilities and disclosures ofcontingent liabilities at the reporting date. Theestimation uncertainty may cause adjustment to thecarrying amounts of assets and liabilities within thenext reporting period.

Manajemen berkeyakinan bahwa pengungkapanberikut telah mencakup ikhtisar pertimbangan,estimasi dan asumsi signifikan yang dibuat olehmanajemen, yang berpengaruh terhadap jumlah-jumlah yang dilaporkan serta pengungkapan dalamlaporan keuangan konsolidasian.

Management believes that the following represent asummary of the significant judgements, estimatesand assumptions made that affected certainreported amounts and disclosures in theconsolidated financial statements.

Pertimbangan Judgments

Penyusunan laporan keuangan konsolidasianKelompok Usaha mensyaratkan manajemen untukmembuat pertimbangan, estimasi dan asumsi yangmempengaruhi jumlah yang dilaporkan ataspendapatan, beban, aset dan liabilitas, sertapengungkapan laporan keuangan konsolidasi, padaakhir periode pelaporan. Namun, ketidakpastianasumsi dan estimasi ini dapat menyebabkan hasilyang memerlukan penyesuaian material atas nilaitercatat aset atau liabilitas yang berdampak padamasa mendatang.

The preparation of the Group’s consolidatedfinancial statements requires management to makejudgments, estimates and assumptions that affectthe reported amounts of revenues, expenses,assets and liabilities, and the disclosures to theconsolidate financial statements, at the end of thereporting period. However, uncertainty about theseassumptions and estimates could result inoutcomes that require a material adjustment to thecarrying amount of the assets or liabilities affectedin future years.

Penentuan Mata Uang Fungsional Determination of Functional Currency

Mata uang fungsional dari setiap entitas dalamKelompok Usaha adalah mata uang dari lingkunganekonomi utama di mana entitas tersebut beroperasi.Mata uang tersebut adalah mata uang yangmempengaruhi pendapatan dan biaya masing-masing entitas. Penentuan mata uang fungsionalbisa membutuhkan pertimbangan karena berbagaikompleksitas, antara lain, suatu entitas dapatbertransaksi dalam lebih dari satu mata uang dalamaktivitas usahanya sehari-hari.

The functional currency of each entity in the Groupis the currency of the primary economic environmentwhere such entity operates. Those currencies arethe currencies that influence the revenues and costsof each of the respective entities. The determinationof functional currency may require judgment due tovarious complexity, among others, the entity maytransact in more than one currency in its dailybusiness activities.

Klasifikasi Aset dan Liabilitas Keuangan Classification of Financial Assets and Liabilities

Kelompok Usaha menetapkan klasifikasi atas asetdan liabilitas tertentu sebagai aset keuangan danliabilitas keuangan dengan mempertimbangkanapakah definisi yang ditetapkan PSAK No. 71dipenuhi. Dengan demikian, aset keuangan danliabilitas keuangan diakui sesuai dengan kebijakanakuntansi Kelompok Usaha seperti diungkapkanpada Catatan 2aa.

The Group determines the classifications of certainassets and liabilities as financial assets and financialliabilities by judging if they meet the definition setforth in PSAK No. 71. Accordingly, the financialassets and financial liabilities are accounted for inaccordance with the Group’s accounting policiesdisclosed in Note 2aa.










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3. PERTIMBANGAN, ESTIMASI DAN ASUMSIAKUNTANSI SIGNIFIKAN (lanjutan)

3. SIGNIFICANT ACCOUNTING JUDGMENTS,ESTIMATES AND ASSUMPTIONS (continued)

Pertimbangan (lanjutan) Judgments (continued)

Sewa Leases

Kelompok Usaha mengadakan beberapa kontraksewa di mana Kelompok Usaha bertindak sebagaipenyewa dan juga pesewa. Sebelum 1 Januari 2020,Kelompok Usaha mengevaluasi apakah secarasubstansial risiko dan manfaat yang terkait dengankepemilikan aset beralih kepada Kelompok Usaha/pesewa atau ditahan oleh pesewa/ Kelompok Usahaberdasarkan PSAK 30, yang mensyaratkanKelompok Usaha untuk membuat pertimbangan daripengalihan risiko dan manfaat terkait dengan asetyang disewa.

The Group has entered into several lease contractsfor which the Group is the lessee and also as thelessor. Before January 1, 2020, the Groupevaluates whether all of the risks and rewardsincidental to ownership of the leased assets aresubstantially transferred to the Group/lessor orretained by the lessor/the Group based on PSAK 30which requires the Group to make judgments ontransfer of risks and rewards of the leased assets.

Mulai 1 Januari 2020, Kelompok Usaha menerapkanPSAK 73 yang mensyaratkan pengakuan liabilitassewa sehubungan dengan sewa yang sebelumnyadiklasifikasikan sebagai sewa operasi. Kebijakan iniberlaku untuk kontrak yang disepakati ataudiamendemen, pada atau setelah 1 Januari 2020.Pada tanggal permulaan kontrak, Perusahaanmenilai apakah kontrak merupakan, ataumengandung, sewa. Suatu kontrak merupakan ataumengandung sewa jika kontrak tersebutmemberikan hak untuk mengendalikan penggunaanaset identifikasian selama suatu jangka waktu untukdipertukarkan dengan imbalan.

Effective January 1, 2020, the Group has adoptedPSAK 73, which sets the requirement forrecognition of lease liabilities in relation to leaseswhich had previously been classified as operatingleases. This policy is applied to contracts enteredinto or amended, on or after January 1, 2020. At theinception of a contract, the Company assesseswhether the contract is, or contains, a lease. Acontract is or contains a lease if the contractconveys the right to control the use of an identifiedasset for a period of time in exchange forconsideration.

Estimasi dan Asumsi Estimates and Assumptions

Asumsi utama mengenai masa depan dan sumberkunci lainnya untuk estimasi ketidakpastian padaakhir periode pelaporan yang memiliki risikosignifikan yang menyebabkan penyesuaian materialterhadap nilai tercatat aset dan liabilitas dalam tahunpelaporan berikutnya dijabarkan sebagai berikut:

The key assumptions concerning the future andother key sources of estimation uncertainty at theend of the reporting period that have a significantrisk of causing a material adjustment to the carryingamounts of assets and liabilities within the nextfinancial year are discussed below:

Provisi kerugian kredit ekspektasian atas piutangusaha

Provision for expected credit losses of tradereceivables

Kelompok Usaha menggunakan matriks provisiuntuk menghitung ECL untuk piutang usaha. Tingkatprovisi didasarkan pada hari lewat jatuh tempo untukpengelompokan berbagai segmen pelanggan yangmemiliki pola kerugian yang serupa. Matriks provisipada awalnya didasarkan pada tingkat gagal bayarKelompok Usaha yang diamati secara historis.

The Group uses a provision matrix to calculateECLs for trade receivables. The provision rates arebased on days past due for groupings of variouscustomer segments that have similar loss patterns.The provision matrix is initially based on theGroup’s historical observed default rates.










62



Estimasi dan Asumsi (lanjutan) Estimates and Assumptions (continued)

Provisi kerugian kredit ekspektasian atas piutangusaha (lanjutan)

Provision for expected credit losses of tradereceivables (continued)

Kelompok Usaha akan mengkalibrasi matriks untukmenyesuaikan pengalaman kerugian kredit historisdengan informasi yang bersifat perkiraan masadepan (forward-looking). Misalnya, jika perkiraankondisi ekonomi (yaitu, produk domestik bruto)diekspektasikan akan memburuk pada tahunberikutnya yang dapat menyebabkan peningkatanjumlah gagal bayar di sektor manufaktur, tingkatgagal bayar historis disesuaikan. Pada setiaptanggal pelaporan, tingkat gagal bayar yang diamatisecara historis diperbarui dan perubahan dalamestimasi perkiraan masa depan dianalisis.

The Group will calibrate the matrix to adjust thehistorical credit loss experience with forward-looking information. For instance, if forecasteconomic conditions (i.e., gross domestic product)are expected to deteriorate over the next year whichcan lead to an increased number of defaults in themanufacturing sector, the historical default ratesare adjusted. At every reporting date, the historicalobserved default rates are updated and changes inthe forward-looking estimates are analyzed.

Penilaian korelasi antara tingkat default yang diamatisecara historis, prakiraan kondisi ekonomi, dan ECLadalah estimasi yang signifikan. Jumlah ECL sensitifterhadap perubahan keadaan dan prakiraan kondisiekonomi. Pengalaman kerugian kredit historisKelompok Usaha dan perkiraan kondisi ekonomimungkin juga tidak mewakili gagal bayar pelangganyang sebenarnya di masa depan. Informasi tentangECL pada piutang usaha Perusahaan diungkapkandalam Catatan 6. Jumlah kerugian kreditekspektasian pada tanggal 31 Desember 2020 dan2019 masing-masing sebesar Rp525.592.674.379dan Rp282.404.789.907 (Catatan 6).

The assessment of the correlation betweenhistorical observed default rates, forecast economicconditions and ECLs is a significant estimate. Theamount of ECLs is sensitive to changes incircumstances and of forecast economicconditions. The Groups’s historical credit lossexperience and forecast of economic conditionsmay also not be representative of customer’s actualdefault in the future. The information about theECLs on the Company’s trade receivables isdisclosed in Note 6. The amount of expected creditloss as of December 31, 2020 and 2019 amountedto Rp525,592,674,379 and Rp282,404,789,907,respectively (Note 6).

Estimasi Masa Manfaat atas Aset Tetap Estimated Useful lives of Fixed Assets

Kelompok Usaha mengestimasi masa manfaat dariaset tetap berdasarkan utilisasi dari aset yangdiharapkan dapat didukung dengan rencana danstrategi usaha yang juga mempertimbangkanperkembangan teknologi di masa depan danperilaku pasar. Estimasi dari masa manfaat asettetap adalah berdasarkan penelaahan KelompokUsaha secara kolektif terhadap praktek industri,evaluasi teknis internal dan pengalaman untuk asetyang setara.

The Group estimates the useful lives of its fixedassets based on expected asset utilization asanchored on business plans and strategies that alsoconsider expected future technologicaldevelopments and market behavior. The estimationof the useful lives of fixed asset is based on theGroup’s collective assessment of industry practice,internal technical evaluation and experience withsimilar assets.

Estimasi masa manfaat direviu paling sedikit setiapakhir tahun pelaporan dan diperbarui jika ekspektasiberbeda dari estimasi sebelumnya dikarenakanpemakaian dan kerusakan fisik, keusangan secarateknis atau komersial dan hukum atau pembatasanlain atas penggunaan dari aset. Tetapi, adalahmungkin, hasil di masa depan dari operasi dapatdipengaruhi secara material oleh perubahan-perubahan dalam estimasi yang diakibatkan olehperubahan faktor-faktor yang disebutkan di atas.

The estimated useful lives are reviewed at least ateach financial year end and are updated ifexpectations differ from previous estimates due tophysical wear and tear, technical or commercialobsolescence and legal or other limitations on theuse of the assets. It is possible, however, that futureresults of operations could be materially affected bychanges in the estimates brought about by changesin the factors mentioned above.










63



Estimasi dan Asumsi (lanjutan) Estimates and Assumptions (continued)

Liabilitas Imbalan Pasca Kerja Post Employment Benefits Obligation

Beban dari program pensiun manfaat pasti dan nilaikini dari kewajiban pensiun ditentukan oleh penilaianaktuaris dengan menggunakan beberapa asumsidiantaranya tingkat diskonto, tingkat pengembaliandana yang diharapkan, tingkat kenaikankompensasi dan tingkat kematian, kewajibanmanfaat pasti sangat sensitif terhadap perubahanasumsi. Nilai tercatat liabilitas telah diungkapkandalam Catatan 28.

The cost of defined benefit plan and present valueof the pension obligation are determined basedactuarial valuation which makes use of variousassumptions such as discount rates, expected ratesof return on plan assets, rates of compensationincreases and mortality rates. The defined benefitobligation is highly sensitive to changes in theassumptions. The carrying amount of the obligationis disclosed in Note 28.

Ketidakpastian Kewajiban Perpajakan Uncertain Tax Exposure

Dalam situasi tertentu, Kelompok Usaha tidak dapatmenentukan secara pasti jumlah liabilitas pajakmereka pada saat ini atau masa depan karenaproses pemeriksaan, atau negosiasi dengan otoritasperpajakan. Ketidakpastian timbul terkait denganintepretasi dari peraturan perpajakan yangkompleks dan jumlah dan waklu dari pendapatankena pajak di masa depan. Dalam menentukanjumlah yang harus diakui terkait dengan liabilitaspajak yang tidak pasti, Kelompok Usahamenerapkan pertimbangan yang sama yang akanmereka gunakan dalam menentukan jumlahcadangan yang harus diakui sesuai dengan PSAKNo. 57, "Provisi, Liabilitas Kontijensi dan AsetKontijensi". Pajak penghasilan telah diungkapkandalam Catatan 22.

Income taxes In certain circumstances, the Groupmay not be able to determine the exact amount ofits current or future tax liabilities due to ongoinginvestigations by, or negotiations with, the taxationauthority. Uncertainties exist with respect to theinterpretation of complex tax regulations and theamount and timing of future taxable income. Indetermining the amount to be recognized in respectof an uncertain tax liability, the Group applies similarconsiderations as it would use in determining theamount of a provision to be recognized inaccordance with PSAK No. 57, "Provisions,Contingent Liabilities and Contingent Asset. Incometax is disclosed in Note 22.

Realisasi dari Aset Pajak Tangguhan Realizability of Deferred Tax Assets

Kelompok Usaha melakukan reviu atas nilai tercatataset pajak tangguhan pada setiap akhir periodepelaporan dan mengurangi nilai tersebut sampaisebesar kemungkinan aset tersebut tidak dapatdirealisasikan, dimana penghasilan kena pajak yangtersedia memungkinkan untuk penggunaan seluruhatau sebagian dari aset pajak tangguhan tersebut.

The Group reviews the carrying amounts of deferredtax assets at the end of each reporting period andreduces these to the extent that it is no longerprobable that sufficient taxable income will beavailable to allow all or part of the deferred taxassets to be utilized.

Penelaahan Kelompok Usaha atas pengakuan asetpajak tangguhan untuk perbedaan temporer yangdapat dikurangkan didasarkan atas tingkat danwaktu dari penghasilan kena pajak yang ditaksirkanuntuk periode pelaporan berikutnya. Taksiran iniberdasarkan hasil pencapaian Kelompok Usaha dimasa lalu dan ekspektasi di masa depan terhadappendapatan dan beban, sebagaimana juga denganstrategi perencanaan perpajakan di masa depan.Tetapi tidak terdapat kepastian bahwa KelompokUsaha dapat menghasilkan penghasilan kena pajakyang cukup untuk memungkinkan penggunaansebagian atau seluruh bagian dari aset pajaktangguhan tersebut.

The Group’s assessment on the recognition ofdeferred tax assets on deductible temporarydifferences is based on the level and timing offorecasted taxable income of the subsequentreporting periods. This forecast is based on theGroup’s past results and future expectations onrevenues and expenses as well as future taxplanning strategies. However, there is no assurancethat the Group will generate sufficient taxableincome to allow all or part of the deferred tax assetsto be utilized.

Aset (liabilitas) pajak tangguhan diungkapkan dalamCatatan 22f.

Deferred tax assets (liabilities) are disclosed in Note22f.










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4. DAMPAK PENERAPAN - PSAK 71 DAN 73 4. IMPLEMENTATION IMPACT - PSAK 71 AND 73

Dampak terhadap laporan keuangan KelompokUsaha dari penerapan pertama kali dari PSAK 71dan PSAK 73 adalah sebagai berikut:

The impact to the Group’s financial statements forthe first time adoption of PSAK 71 and PSAK 73 areas follows:

PSAK 71 PSAK 71

Klasifikasi aset dan liabilitas keuangan Classification of financial assets and liabilities

Tabel di bawah ini menunjukkan klasifikasi aset danliabilitas keuangan menurut PSAK 55 dan klasifikasibaru aset dan liabilitas keuangan sesuai denganPSAK 71 pada tanggal 1 Januari 2020:

The table below shows the classification of financialassets and liabilities according to PSAK 55 and thenew classification of financial assets and liabilities inaccordance with PSAK 71 as of January 1, 2020:

Klasifikasi Klasifikasi Saldo SaldoBerdasarkan berdasarkan berdasarkan berdasarkan

PSAK 55 PSAK 71 PSAK 55 PSAK 7131 Desember 2019/ 1 Januari 2020/ 31 Desember 2019/ 1 Januari 2020/

Classification Classification Balance Balancebased on based on based on based onPSAK 55 PSAK 71 PSAK 55 PSAK 71

Catatan/Notes December 31, 2019 January 1, 2020 December 31, 2019 January 1, 2020

Aset keuangan/Financial assets

Kas dan setara kas/ Pinjaman yang Biaya perolehan 3.424.094.211.192 3.424.094.211.192Cash and cash equivalents diberikan dan piutang/ diamortisasi/

Loans and receivables Amortised cost

Investasi jangka pendek/ Pinjaman yang Nilai wajar 10.180.000.000 10.180.000.000Short-term investment diberikan dan piutang/ diukur melalui laba rugi/

Loans and receivables Fair value through profit

Piutang usaha/ Pinjaman yang Biaya perolehan 1.442.487.935.626 1.406.668.774.585Trade receivables diberikan dan piutang/ diamortisasi/


Piutang lain-lain/ Pinjaman yang Biaya perolehan 74.271.645.469 67.867.831.456Other receivables diberikan dan piutang/ diamortisasi/


Pendapatan yang masih harus diterima/ Pinjaman yang Biaya perolehan 512.903.865.795 470.777.090.918Accrued revenues diberikan dan piutang/ diamortisasi/


Aset keuangan lainnya/ Pinjaman yang Biaya perolehan 62.790.400.000 62.790.400.000Other financial instrument diberikan dan piutang/ diamortisasi/











65

4. DAMPAK PENERAPAN - PSAK 71 DAN 73(lanjutan)

4. IMPLEMENTATION IMPACT - PSAK 71 AND 73(continued)

Dampak terhadap laporan keuangan KelompokUsaha dari penerapan pertama kali dari PSAK 71dan PSAK 73 adalah sebagai berikut: (lanjutan)

The impact to the Group’s financial statements forfirst time adoption of PSAK 71 and PSAK 73 are asfollows: (continued)

PSAK 71 (lanjutan) PSAK 71 (continued)

Klasifikasi aset dan liabilitas keuangan (lanjutan) Classification of financial assets and liabilities(continued)

Tabel di bawah ini menunjukkan klasifikasi aset danliabilitas keuangan menurut PSAK 55 dan klasifikasibaru aset dan liabilitas keuangan sesuai denganPSAK 71 pada tanggal 1 Januari 2020: (lanjutan)

The table below shows the classification of financialassets and liabilities according to PSAK 55 and thenew classification of financial assets and liabilities inaccordance with PSAK 71 as of January 1, 2020:(continued)

Klasifikasi Klasifikasi Saldo SaldoBerdasarkan berdasarkan berdasarkan berdasarkan

PSAK 55 PSAK 71 PSAK 55 PSAK 7131 Desember 2019/ 1 Januari 2020/ 31 Desember 2019/ 1 Januari 2020/

Classification Classification Balance Balancebased on based on based on based onPSAK 55 PSAK 71 PSAK 55 PSAK 71

Catatan/Notes December 31, 2019 January 1, 2020 December 31, 2019 January 1, 2020

Liabilitas keuangan/Financial liabilities

Utang usaha/ Liabilitas keuangan Liabilitas keuangan 408.397.617.755 408.397.617.755Trade payables pada biaya perolehan pada biaya perolehan

diamortisasi/ diamortisasi/Financial liabilities at Financial liabilities atamortised cost amortised cost

Utang lain-lain/ Liabilitas keuangan Liabilitas keuangan 2.391.330.891.966 2.391.330.891.966Other payables pada biaya perolehan pada biaya perolehan


Beban akrual/ Liabilitas keuangan Liabilitas keuangan 1.396.542.137.591 1.396.542.137.591Accrued expenses pada biaya perolehan pada biaya perolehan


Utang bank jangka panjang/ Liabilitas keuangan Liabilitas keuangan 10.885.635.808.156 10.885.635.808.156Long-term bank loans pada biaya perolehan pada biaya perolehan


Utang jangka panjang lainnya/ Liabilitas keuangan Liabilitas keuangan 41.079.508.873 41.079.508.873Other long-term liabilities pada biaya perolehan pada biaya perolehan











66




The impact to the Group’s financial statements forthe first time adoption of PSAK 71 and PSAK 73 areas follows: (continued)


Dampak dari penerapan PSAK 71 terhadap laporanposisi keuangan konsolidasian:

Impact on the adoption of PSAK 71 to theconsolidated statement of financial position:

Saldo sebelum Saldo setelahpenerapan penerapanPSAK 71/ Klasifikasi Kerugian kredit PSAK 71/

Balance before dan pengukuran/ ekspektasian/ Balance afterimplementation Classification and Expected implementation

PSAK 71 measurement credit loss PSAK 71

Aset Assets

Aset Lancar Current AssetsKas dan setara kas 3.424.094.211.192 - - 3.424.094.211.192 Cash and cash equivalentsPiutang usaha, neto 1.442.487.935.626 - (35.819.161.041) 1.406.668.774.585 Trade receivables, netPiutang lain-lain, neto 74.271.645.469 - (6.135.559.873) 67.867.831.456 Other receivables, netPersediaan 24.059.502.684 - - 24.059.502.684 InventoriesPajak dibayar di muka 333.262.533.655 - - 333.262.533.655 Prepaid taxesUang muka 86.695.232.739 - - 86.695.232.739 AdvancesBiaya dibayar di muka 56.310.659.186 - - 56.310.659.186 Prepaid expenseAset keuangan Other financial

lainnya - bagian lancar 10.180.000.000 - - 10.180.000.000 assets - current portionPendapatan yang masih harus diterima 512.903.865.795 - (42.126.774.887) 470.777.090.918 Accrued revenue

Total Aset Lancar 5.964.265.586.346 (84.081.495.801) 5.879.915.836.415 Total Current Assets

Aset Tidak Lancar Non-Current AssetsAset keuangan Other financial

lainnya - bagian tidak lancar 62.790.400.000 - - 62.790.400.000 assets - non-current portionPenyertaan saham 428.001.399.752 - - 428.001.399.752 Long-term investmentsUang muka pembelian tanah 3.316.002.785.219 - - 3.316.002.785.219 Advance for land acquisitionProperti investasi, neto 75.227.374.501 - - 75.227.374.501 Investment properties, netAset tetap, neto 33.506.683.261.071 - - 33.506.683.261.071 Fixed assets - netEstimasi tagihan pajak 459.333.257.714 - - 459.333.257.714 Estimated claims for refundable taxAset pajak tangguhan, neto 67.652.175.200 - 18.497.929.078 86.150.104.278 Deferred tax assets, netAset tidak lancar lain-lain 118.074.128.590 - - 118.074.128.590 Other non-current assets

Total Aset Tidak Lancar 38.033.764.782.047 - 18.497.929.078 38.052.262.711.125 Total Non-Current Assets

Total Aset 43.998.030.368.393 - (65.583.566.723) 43.932.446.801.670 Total Assets


Liabilitas Jangka Pendek Current LiabilitiesUtang usaha 408.397.617.755 - - 408.397.617.755 Trade payablesUtang lain-lain 2.391.330.891.966 - - 2.391.330.891.966 Other payablesBeban akrual 1.396.542.137.591 - - 1.396.542.137.591 Accrued expensesUtang pajak 90.862.815.720 - - 90.862.815.720 Taxes payableLiabilitas dana pensiun 30.573.571.049 - - 30.573.571.049 Pension fund liabilitiesPendapatan yang diterima di muka 196.609.797.290 - - 196.609.797.290 Unearned revenueLiabilitias imbalan kerja Shor-term employee

jangka pendek 240.201.253.449 - - 240.201.253.449 benefit liabilitiesBagian jangka pendek utang bank Current maturities of

jangka panjang 585.388.500.000 - - 585.388.500.000 long-term bank loans

Total Liabilitas Jangka Pendek 5.339.906.584.820 - - 5.339.906.584.820 Total Current Liabilities

Liabilitas Jangka Panjang Non-Current LiabilitiesPinjaman jangka panjang: Long-term loans:

Utang bank jangka panjang 10.300.247.308.156 - - 10.300.247.308.156 Long-term bank loansUtang obligasi 2.739.857.615.285 - - 2.739.857.615.285 Bonds payable

Utang jaminan pelanggan 27.020.229.649 - - 27.020.229.649 Other long-term liabilitiesUtang jangka panjang lainnya 41.079.508.873 - - 41.079.508.873 Other long-term liabilitiesLiabilitas pajak tangguhan 522.505.012.962 - - 522.505.012.962 Deferred tax liabilitiesLiabilitas imbalan kerja 584.605.223.307 - - 584.605.223.307 Employee benefits liabilities

Total Liabilitas Jangka Panjang 14.215.314.898.232 - - 14.215.314.898.232 Total Non-Current Liabilities

Total Liabilitas 19.555.221.483.052 - - 19.555.221.483.052 Total Liabilities










67




The impact to the Group’s financial statements forthe first time adoption of PSAK 71 and PSAK 73 areas follows: (continued)


Dampak dari penerapan PSAK 71 terhadap laporanposisi keuangan konsolidasian: (lanjutan)

Impact on the adoption of PSAK 71 to theconsolidated statement of financial position:(continued)

Saldo sebelum Saldo setelahpenerapan penerapanPSAK 71/ Klasifikasi Kerugian kredit PSAK 71/

Balance before dan pengukuran/ ekspektasian/ Balance afterimplementation Classification and Expected implementation

PSAK 71 measurement credit loss PSAK 71

Ekuitas Equity

Modal saham 15.971.652.000.000 - - 15.971.652.000.000 Share capitalTambahan modal disetor (59.048.538.134) - - (59.048.538.134) Additional paid in capitalKomponen ekuitas lainnya 869.462.020.868 - - 869.462.020.868 Other components of equityRugi komprehensif lain (316.390.911.302) - - (316.390.911.302) Other comprehensive lossSelisih ekuitas entitas anak (26.316.798.626) - - (26.316.798.626) Equity difference of subsidiarySaldo laba Retained earnings

Dicadangkan 7.072.640.364.594 - - 7.072.640.364.594 AppropriatedBelum dicadangkan 548.808.292.108 - (59.027.883.674) 489.780.408.434 Unappropriated

Ekuitas yang dapat diatribusikan Equity attributable to owner ofkepada pemilik entitas induk 24.060.806.429.508 - (59.027.883.674) 24.001.778.545.834 the parent entity

Kepentingan nonpengendali 382.002.455.833 - (6.555.683.049) 375.446.772.784 Non-controlling interests

Total Ekuitas 24.442.808.885.341 - (65.583.566.723) 24.377.225.318.618 Total Equity

Total Liabilitas dan Ekuitas 43.998.030.368.393 - (65.583.566.723) 43.932.446.801.670 Total Liabilities and Equity

PSAK 73 PSAK 73

Tabel berikut menyajikan dampak atas penerapanPSAK 73 pada tanggal 1 Januari 2020:

The following table presents the impact of theimplementation of PSAK 73 on January 1, 2020:

1 Januari 2020/January 1, 2020

Sebelum Penyesuaian Setelahpenyesuaian/ PSAK 73/ penyesuaian/

Before PSAK 73 Afteradjustment adjustments adjustment

Aset AssetsAset hak-guna - neto - 464.520.608.883 464.520.608.883 Right-of-use assets - net

Liabilitas LiabilitiesLiabilitas sewa - 464.520.608.883 464.520.608.883 Lease liabilities










68

5. KAS DAN SETARA KAS 5. CASH AND CASH EQUIVALENTS

Rincian kas dan setara kas adalah sebagai berikut: The details of cash and cash equivalents are asfollows:


Kas Cash on handRupiah 398.517.097 556.906.563 RupiahDolar AS 62.188.989 60.206.900 US Dollar

Total kas 460.706.086 617.113.463 Total cash on hand

Bank Cash in banksRupiah RupiahPihak berelasi Related partiesPT Bank Mandiri (Persero) Tbk 589.021.818.215 1.030.338.241.127 PT Bank Mandiri (Persero) TbkPT Bank Tabungan Negara PT Bank Tabungan Negara

(Persero) Tbk 336.561.521.559 746.215.231.763 (Persero) TbkPT Bank Negara Indonesia PT Bank Negara Indonesia

(Persero) Tbk 123.307.284.513 155.379.276.679 (Persero) TbkPT Bank Rakyat Indonesia PT Bank Rakyat Indonesia

(Persero) Tbk 87.911.858.472 115.126.125.356 (Persero) TbkPT Bank BNI Syariah 34.861.502.373 635.800.977 PT Bank BNI SyariahPT Bank Syariah Mandiri 2.001.763.914 235.610.393 PT Bank Syariah MandiriIndonesia Eximbank 35.199 35.199 Indonesia Eximbank

Pihak ketiga Third partiesPT Bank CIMB Niaga Tbk 113.601.957.388 19.546.652.756 PT Bank CIMB Niaga TbkPT Bank Maybank Indonesia Tbk 7.995.429.469 50.067.846.600 PT Bank Maybank Indonesia TbkPT Bank Pembangunan Daerah PT Bank Pembangunan Daerah

Jawa Barat dan Banten Tbk 2.925.761.239 2.890.998.498 Jawa Barat dan Banten TbkPT Bank Central Asia Tbk 2.899.842.307 4.572.213.955 PT Bank Central Asia TbkPT Bank Mega Tbk 1.667.074.888 5.484.864.464 PT Bank Mega TbkPT Bank Pembangunan Daerah PT Bank Pembangunan Daerah

Sumatera Selatan dan Sumatera Selatan danBangka Belitung 118.490.430 115.096.999 Bangka Belitung

PT Bank Bukopin Tbk 276.542 36.058.447 PT Bank Bukopin Tbk

Sub-total 1.302.874.616.508 2.130.644.053.213 Sub-total

Dolar Amerika Serikat United States DollarPihak berelasi Related partiesPT Bank Negara Indonesia PT Bank Negara Indonesia

(Persero) Tbk 2.029.080.163 29.174.653.918 (Persero) TbkPT Bank Mandiri (Persero) Tbk 850.393.310 4.494.125.697 PT Bank Mandiri (Persero) TbkPT Bank Rakyat Indonesia PT Bank Rakyat Indonesia

(Persero) Tbk 497.783.321 539.146.915 (Persero) Tbk

Pihak ketiga Third partyCitibank N.A., Jakarta 1.647.854.466 1.624.089.139 Citibank N.A., Jakarta

Sub-total 5.025.111.260 35.832.015.669 Sub-total

Euro EuroPihak berelasi Related partyPT Bank Negara Indonesia PT Bank Negara Indonesia

(Persero) Tbk - 1.028.847 (Persero) Tbk

Total bank 1.307.899.727.768 2.166.477.097.729 Total cash in banks










69

5. KAS DAN SETARA KAS (lanjutan) 5. CASH AND CASH EQUIVALENTS (continued)31 Desember 2020/ 31 Desember 2019/December 31, 2020 December 31, 2019

Deposito berjangka Time depositsRupiah Rupiah

Pihak berelasi Related partiesPT Bank Negara Indonesia PT Bank Negara Indonesia

(Persero) Tbk 238.941.604.741 502.500.000.000 (Persero) TbkPT Bank Tabungan Negara PT Bank Tabungan Negara

(Persero) Tbk 641.500.000.000 271.500.000.000 (Persero) TbkPT Bank Mandiri PT Bank Mandiri


(Persero) Tbk 20.000.000.000 360.000.000.000 (Persero) Tbk

Pihak ketiga Third partiesPT Bank Mega Tbk 55.000.000.000 15.000.000.000 PT Bank Mega TbkPT Bank Tabungan Pensiunan PT Bank Tabungan Pensiunan

Nasional Tbk - 15.000.000.000 Nasional Tbk

Total deposito berjangka 1.028.723.517.213 1.257.000.000.000 Total time deposits

Total kas dan setara kas 2.337.083.951.067 3.424.094.211.192 Total cash and cash equivalents

Total kas dan setara kas yang ditempatkan padapihak berelasi merepresentasikan 4,48% dan 7,52%dari total aset Kelompok Usaha masing-masingpada tanggal 31 Desember 2020 dan 2019.

Total cash and cash equivalents placed on relatedparties represent 4.48% and 7.52% of total assetsof the Group as of December 31, 2020 and 2019,respectively.

Rentang suku bunga deposito berjangka adalahsebagai berikut:

The ranges of annual interest rates of time depositsare as follows:


Rupiah 3,00%-7,50% 6,00% - 7,50% Rupiah

Pendapatan bunga yang berasal dari kas di bankdan deposito berjangka disajikan sebagai bagiandari “Penghasilan Keuangan” pada laporan laba rugidan penghasilan komprehensif lain konsolidasian.

Interest income from cash in banks and timedeposits is presented as part of “Finance Income” inthe consolidated statement of profit or loss and othercomprehensive income.










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6. PIUTANG USAHA 6. TRADE RECEIVABLES

Rincian piutang usaha adalah sebagai berikut: The details of trade receivables are as follow:


Pihak ketiga Third partiesPT Pixel Komunitas 145.522.045.949 52.459.613.170 PT Pixel KomunitasPT Lion Mentari Airlines 123.880.237.542 20.415.482.464 PT Lion Mentari AirlinesPT Jasa Angkasa Semesta Tbk 96.794.747.374 30.492.775.952 PT Jasa Angkasa Semesta TbkPT Batik Air Indonesia 75.972.177.589 11.206.793.778 PT Batik Air IndonesiaPT Sriwijaya Air 64.159.165.507 59.380.909.921 PT Sriwijaya AirPT Taurus Gemilang 48.010.845.229 48.874.519.846 PT Taurus GemilangPT Indonesia Airasia 46.873.333.638 16.084.475.937 PT Indonesia AirasiaPT NAM Air 28.174.405.605 30.626.122.421 PT NAM AirPT Bumi Liputan Jaya 22.838.012.886 142.129.782.952 PT Bumi Liputan JayaPT Unex Rajawali 12.884.555.368 - PT Unex RajawaliDahliatama Cargo 11.701.947.038 - Dahliatama CargoPT Diya Nuansa Anugerah 8.615.240.002 7.093.315.000 PT Diya Nuansa AnugerahPT ISS Indonesia 7.857.998.267 - PT ISS IndonesiaPT Itechno Indojaya 6.600.000.000 6.600.000.000 PT Itechno IndojayaAir Niugini Ltd 5.884.110.022 7.986.275.598 Air Niugini LtdPT Jatayu Gelang Sejahtera 5.684.462.432 5.684.462.432 PT Jatayu Gelang SejahteraEthiopian Airlines 4.893.233.001 1.469.881.433 Ethiopian AirlinesBUT Qatar Airways 4.512.136.382 9.944.232.704 BUT Qatar AirwaysPT Sari Coffee Indonesia 4.189.245.303 16.243.923.839 PT Sari Coffee IndonesiaPT Mandara Jasindo Sena 4.097.829.619 4.247.126.786 PT Mandara Jasindo SenaPT Dewata Agung Wibawa 3.772.161.649 8.775.630.210 PT Dewata Agung WibawaSingapore Airlines 3.482.868.464 14.920.490.106 Singapore AirlinesSaudi Arabian Airlines 2.492.266.941 8.178.077.045 Saudi Arabian AirlinesMacau Eagle Aviation Service Ltd. 3.208.664.388 4.548.766.092 Macau Eagle Aviation Service Ltd.BUT Emirates 2.157.598.238 6.442.131.144 BUT EmiratesBUT Cathay Pacific 1.989.039.199 5.817.787.538 BUT Cathay PacificPT XL Axiata Tbk 1.555.400.000 2.053.955.119 PT XL Axiata TbkBUT Air Asia SDN. BHD. 1.329.007.401 10.263.123.247 BUT Air Asia SDN. BHD.Malaysia Airlines Berhad 1.121.715.382 5.696.752.031 Malaysia Airlines BerhadPT Media Promosi Indonesia 936.100.000 4.498.711.678 PT Media Promosi IndonesiaPT Aura Cantik 208.260.000 4.369.801.872 PT Aura CantikPT Indosat Tbk - 7.122.397.785 PT Indosat TbkPT Jakarta Boxing Stadium - 5.186.186.157 PT Jakarta Boxing StadiumEtihad Airways - 4.921.545.638 Etihad AirwaysPT Opalindo - 4.266.047.500 PT OpalindoLain-lain (masing-masing

dibawah Rp4 miliar) 500.275.768.297 503.543.116.197 Others (each below Rp4 billion)

Total piutang usaha Total trade receivablespihak ketiga 1.251.674.578.712 1.071.544.213.592 third parties










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6. PIUTANG USAHA (lanjutan) 6. TRADE RECEIVABLES (continued)

Rincian piutang usaha adalah sebagai berikut(lanjutan):

The details of trade receivables are as follow(continued):


Pihak berelasi Related partiesPT Garuda Indonesia (Persero) Tbk 1.014.524.138.405 415.015.537.591 PT Garuda Indonesia (Persero) TbkPT Citilink Indonesia 168.736.659.732 74.863.799.909 PT Citilink IndonesiaPT Garuda Maintenance Facility PT Garuda Maintenance Facility

AeroAsia Tbk 91.905.533.153 21.717.668.766 AeroAsia TbkPT Aerofood Indonesia 45.733.087.485 7.511.548.556 PT Aerofood IndonesiaPT Railink 20.439.305.490 17.044.398.802 PT RailinkPT Merpati Nusantara Airlines 9.054.086.675 9.054.086.675 PT Merpati Nusantara AirlinesPT Pertamina (Persero) 8.380.327.937 15.899.795.629 PT Pertamina (Persero)PT Telekomunikasi Indonesia PT Telekomuniksi Indonesia


(Persero) Tbk 7.591.440.965 9.345.234.722 (Persero) TbkPT Bank Mandiri (Persero) Tbk 3.561.225.768 50.114.158.814 PT Bank Mandiri (Persero) TbkLain-lain (masing-masing

dibawah Rp4 miliar) 24.359.232.976 27.828.056.573 Others (each below Rp4 billion)

Total piutang usaha Total trade receivablespihak berelasi 1.402.692.687.659 653.348.511.941 related parties

Total piutang usaha 2.654.367.266.372 1.724.892.725.533 Total trade receivablesCadangan penurunan nilai (525.592.674.379) (282.404.789.907) Allowance for impairment loss

Nilai neto 2.128.774.591.993 1.442.487.935.626 Net amount

Total piutang usaha dari pihak berelasimerepresentasikan 3,16% dan 1,48% dari total asetKelompok Usaha masing-masing pada tanggal31 Desember 2020 dan 2019.

Total trade receivables due from related partiesrepresent 3.2% and 1.48% of total assets of theGroup as of December 31, 2020 and 2019,respectively.

Berdasarkan hasil penelaahan kolektibilitas akunpiutang usaha pada akhir tahun, manajemenberkeyakinan bahwa cadangan penurunan nilaipiutang usaha di atas adalah cukup.

Based on the review of the collectibility of the tradereceivables at the end of the year, the managementbelieves that the above allowance for impairmentloss of trade receivables is sufficient.

Rincian piutang usaha berdasarkan mata uangadalah sebagai berikut:

The details of trade receivables based on currencydenominations are as follows:


Rupiah 2.605.188.752.944 1.655.815.742.819 RupiahDolar Amerika Serikat 49.178.513.428 69.076.982.714 United States Dollar

TotalT 2.654.367.266.372 1.724.892.725.533l Total

Cadangan penurunan nilai (525.592.674.379) (282.404.789.907) Allowance for impairment loss

Total neto 2.128.774.591.993 1.442.487.935.626 Net amount










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6. PIUTANG USAHA (lanjutan) 6. TRADE RECEIVABLES (continued)

Analisis umur piutang usaha adalah sebagai berikut: The aging analysis of trade receivables is asfollows:


Belum jatuh tempo 377.072.711.762 631.038.256.953 CurrentLewat jatuh tempo Overdue

1 sampai 30 hari 158.907.000.179 267.838.687.818 1 to 30 days31 sampai 60 hari 192.991.107.476 156.183.671.686 31 to 60 days61 sampai 90 hari 261.355.815.920 69.527.358.439 61 to 90 days91 sampai 180 hari 588.478.804.524 119.153.461.950 91 to 180 days181 sampai 365 hari 579.120.740.554 143.069.123.348 181 to 365 days

Lebih dari 365 hari 496.441.085.957 338.082.165.339 Over 365 days

Total 2.654.367.266.372 1.724.892.725.533 TotalCadangan penurunan nilai (525.592.674.379) (282.404.789.907) Allowance for impairment loss

Total neto 2.128.774.591.993 1.442.487.935.626 Net amount

Mutasi penyisihan penurunan nilai piutang usahaadalah sebagai berikut:

The movements of the allowance for impairmentloss of trade receivables are as follows:


Saldo awal tahun 282.404.789.907 213.847.098.603 Balance at beginning of yearDampak PSAK 71 (Catatan 4) 35.819.161.041 - PSAK 71 impact (Note 4)Pencadangan selama

tahun berjalan 207.368.723.431 74.006.098.374 Provision during the yearPenghapusan tahun berjalan - (5.448.407.070) Write-off during the year

Saldo akhir tahun 525.592.674.379 282.404.789.907 Balance at the end of year

Pada tanggal 31 Desember 2020 dan 2019, tidakterdapat piutang usaha yang dijual secara withrecourse ataupun dijaminkan sehubungan denganliabilitas apapun.

As of December 31, 2020 and 2019, there are notrade receivables sold with recourse nor used ascollateral for any obligations.

7. PIUTANG LAIN-LAIN 7. OTHER RECEIVABLES

Akun ini merupakan piutang kepada pegawai,Perusahaan Umum Lembaga PenyelenggaraPelayanan Navigasi Penerbangan Indonesia(“LPPNPI”) dan pihak lain di luar kegiatan utamaKelompok Usaha dengan rincian sebagai berikut:

This account represents receivables fromemployees, Perusahaan Umum LembagaPenyelenggara Pelayanan Navigasi PenerbanganIndonesia (“LPPNPI”) and others outside theGroup's main business with the details as follows:


Piutang pegawai 42.749.912.790 44.094.104.486 Receivable from employeesPiutang dari LPPNPI 5.917.931.049 5.883.463.339 Receivables from LPPNPIPiutang jaminan 1.393.042.932 1.401.578.432 Deposit receivablesLain-lain 16.483.763.805 27.774.726.727 Others

Total 66.544.650.576 79.153.872.984 TotalCadangan penurunan nilai (13.498.533.031) (4.882.227.515) Allowance for impairment loss

Total neto 53.046.117.545 74.271.645.469 Net amount










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7. PIUTANG LAIN-LAIN (lanjutan) 7. OTHER RECEIVABLES (continued)

Piutang pegawai merupakan kekuranganpembayaran biaya berobat yang ditanggung olehPerusahaan yang akan ditagihkan kemudiankepada pegawai. Piutang pegawai juga berisikanpiutang atas pembayaran gaji karyawan PTBandarudara Internasional Jawa Barat (“BIJB”) yangakan ditagihkan ke BIJB dan biaya sertifikasipetugas keamanan bandara (aviation security) yangditanggung oleh Perusahaan yang akan ditagihkandengan cara pemotongan gaji bulanan pegawaiaviation security.

Receivable from employees represents payment onbehalf of employees’ medical expense which will becharged to the respective employee. Receivablesfrom employees also consist payment on behalf ofthe salaries expense of PT BandarudaraInternasional Jawa Barat (“BIJB”)’s employeeswhich will be charged to BIJB and payment onbehalf of airport security (aviation security)certification expense, which will be settled bydeducting the monthly salaries of airport securityemployees.

Piutang dari LPPNPI, pihak berelasi, merupakanbiaya operasional LPPNPI yang didanai terlebihdulu oleh Perusahaan dan akan ditagihkankemudian.

Receivables from LPPNPI, a related party,represent payment on behalf of operationalexpenses which reimbursable to the respectiveentity.

Piutang lain-lain - lain-lain terutama merupakanpiutang kepada maskapai penerbangan atas jasapelayanan yang diberikan oleh Badan Meteorologi,Klimatologi dan Geofisikia (“BMKG”) dan DirektoratJenderal Perhubungan Udara kepada maskapaitersebut yang penagihannya melalui Perusahaan.

Other receivables - others mainly representsreceivables from airlines company in relation toservices provided by Indonesian Agency forMeteorology, Climatology and Geophysics(“BMKG”) and General of Civil Aviation to theairlines which were billed through the Company.

Total piutang lain-lain dari pihak berelasimerepresentasikan 0,01% dan 0,01% dari total asetKelompok Usaha masing-masing pada tanggal31 Desember 2020 dan 2019.

Total other receivables due from related partiesrepresent 0.01% and 0.01% of total assets of theGroup as of December 31, 2020 and 2019,respectively.

Analisis umur piutang lain-lain adalah sebagaiberikut:

The aging analysis of other receivables is asfollows:


Belum jatuh tempo 20.931.907.954 16.328.976.498 CurrentLewat jatuh tempo Overdue

< 1 tahun 462.576.458 11.701.449.903 < 1 year1-2 tahun 27.938.643.142 12.974.129.344 1-2 years> 2 tahun 17.211.523.022 38.149.317.239 > 2 years

Total 66.544.650.576 79.153.872.984 TotalCadangan penurunan nilai (13.498.533.031) (4.882.227.515) Allowance for impairment loss

Total bersih 53.046.117.545 74.271.645.469 Net amount

Berdasarkan hasil penelaahan kolektibilitas akunpiutang lain-lain pada akhir tahun, manajemenberkeyakinan bahwa cadangan penurunan nilaipiutang lain-lain di atas adalah cukup.

Based on the review of the collectibility of the otherreceivables at the end of the year, the managementbelieves that the above allowance for impairmentloss of other receivables is sufficient.










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8. PERSEDIAAN 8. INVENTORIES

Akun ini merupakan biaya persediaan perlengkapanuntuk mendukung operasional Kelompok Usahadengan rincian sebagal berikut:

This account represents the costs of suppliesinventory to support the Group's operations with thedetails as follows:


Persediaan suku cadang 13.056.499.378 12.218.008.251 Spareparts inventoriesPersediaan alat tulis kantor Office stationery

dan percetakan 3.028.413.882 2.307.835.849 and printing inventoriesPersediaan mekanikal dan Mechanical and air conditioning

pendingin udara 2.559.004.174 3.114.797.052 inventoriesPersediaan elektronika 1.497.509.534 1.455.148.361 Electronic inventoriesPersediaan listrik dan air 1.225.469.866 1.469.520.961 Electricity and water inventoriesPersediaan keamanan dan Security and firefighter

pemadam kebakaran 610.296.796 737.080.541 inventoriesPersediaan bahan bakar

dan pelumas 606.251.592 924.382.106 Fuel and lubricantsPersediaan pemeliharaan alat besar 302.238.860 665.862.799 Heavy equipment inventoriesPersediaan perbengkelan 157.771.500 18.527.309 Workshop inventoriesPersediaan bangunan 31.949.663 32.275.829 Buliding inventoriesPersediaan lain-lain 290.382.151 1.116.063.626 Other inventories

Total 23.365.787.396 24.059.502.684 Total

Kelompok Usaha berpendapat bahwa nilai tercatatpersediaannya tidak melebihi nilai realisasi netonyapada tanggal 31 Desember 2020 dan 2019.

The Group believes that the carrying values of itsinventories do not exceed their net realizable valuesas of December 31, 2020 and 2019.

Berdasarkan hasil penelaahan akun persediaanpada akhir tahun, manajemen Kelompok Usahaberkeyakinan bahwa tidak dibutuhkan cadanganpenurunan nilai dan penyisihan penghapusan padapersediaan.

Based on the review of the inventories account atthe end of the year, the Group’s managementbelieves there is no need for impairment andallowance of inventory.

Pada tanggal 31 Desember 2020 dan 2019, tidakterdapat persediaan yang dijaminkan sehubungandengan liabilitas apapun.

As of December 31, 2020 and 2019, there are noinventories used as collateral for any obligations.

Pada tanggal 31 Desember 2020 dan 2019, tidakada persediaan yang diasuransikan.

As of December 31, 2020 and 2019, there are noinsured inventories.










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9. UANG MUKA 9. ADVANCES

Akun ini merupakan beban yang dibayar terlebihdahulu untuk kepentingan operasional KelompokUsaha yang akan dipertanggungjawabkan atauakan jatuh tempo dalam tahun berikutnya denganrincian sebagai berikut:

This account represents expenses paid in advancefor the benefit of the Group's operations that will beaccounted for or due within the next year with thedetails as follows:


Uang muka karyawan 20.371.202.105 71.389.951.798 Advances for employeesLain-lain 10.867.679.964 15.305.280.941 Others

Total 31.238.882.069 86.695.232.739 Total

10. BIAYA DIBAYAR DI MUKA 10. PREPAID EXPENSES

Rincian akun ini adalah sebagai berikut: The details of this account is as follow:


Asuransi 26.954.526.509 29.730.154.968 InsuranceSewa 998.881.325 6.071.301.020 RentKontribusi tetap - 11.129.694.997 Fixed contributionLain-lain 12.247.941.150 9.379.508.201 Others

Total 40.201.348.984 56.310.659.186 Total

Asuransi terutama adalah asuransi dibayar di mukaatas aset tetap Perusahaan (Catatan 16).

Insurance mainly represents prepaid expensesinsurance for fixed assets of the Company (Note 16).

Kontribusi tetap adalah biaya dibayar di muka atasPerjanjian Kerja Sama Pemanfaatan (KSP) BarangMilik Negara pada beberapa Bandar Udara (Catatan47).

Fixed contribution represents prepaid expensesrelated to Cooperation Agreement for the Utilizationof State Property Airports (Note 47).

11. PENDAPATAN YANG MASIH HARUS DITERIMA 11. ACCRUED REVENUE

Pendapatan yang masih harus diterima merupakanpendapatan yang masih akan diterima daripendapatan jasa aeronautika dan non-aeronautika,dengan rincian sebagai berikut:

The accrued revenue represents the revenuesaccrued from aeronautical and non-aeronauticalservices revenues, with the details as follows:


Aeronautika 61.634.429.537 173.343.892.855 AeronauticalNon-aeronautika 303.121.607.803 339.559.972.940 Non-aeronautical

Total 364.756.037.340 512.903.865.795 Total

Cadangan penurunan nilai (50.438.110.672) - Allowance for impairment loss

Total neto 314.317.926.668 512.903.865.795 Net amount










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12. ASET KEUANGAN LAINNYA 12. OTHER FINANCIAL ASSETS

Aset keuangan lainnya terdiri dari investasi obiligasidan reksadana dengan rincian sebagai berikut:

Other financial assets consist of investments inbonds and mutual funds with details as follows:


Obligasi Negara Government BondsObligasi Negara Tahun 2007 Government Bond Year 2007

Seri FR0047 30.000.000.000 30.000.000.000 Series FR0047Obligasi Negara Tahun 2007 Government Bond Year 2007

Seri FR0045 15.150.000.000 15.150.000.000 Series FR0045Obligasi Korporat Corporate BondsObligasi XIV Bank BTN

Tahun 2010 - 10.000.000.000 Bank BTN XIV Bond Year 2010

Total 45.150.000.000 55.150.000.000 Total

Reksadana Mutual FundRDPT Syailendra Multifinance RDPT Syailendra MultifinanceRupiah 1 - 10.000.000.000 Rupiah 1

Total 45.150.000.000 65.150.000.000 Total

Kenaikan neto nilai Net increase in valueaset keuangan lainnya 10.333.500.000 7.820.400.000 of other financial assets

Total 55.483.500.000 72.970.400.000 Total

Dikurangi: bagian lancar Less: current portionaset keuangan lainnya - 10.180.000.000 of other financial assets

Total 55.483.500.000 62.790.400.000 Total

Keuntungan yang belum direalisasidari aset keuangan Unrealized gain from otherlainnya financial assets31 Desember 2020 10.333.500.000 - December 31, 202031 Desember 2019 (7.820.400.000) 7.820.400.000 December 31, 201931 Desember 2018 - (4.037.063.000) December 31, 2018

Total 2.513.100.000 (3.783.337.000) Total










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12. ASET KEUANGAN LAINNYA (lanjutan) 12. OTHER FINANCIAL ASSETS (continued)

Nilai wajar seluruh aset keuangan lainnyaberdasarkan harga penawaran yang berlaku dalampasar yang aktif dan input selain harga pasar yangdapat diobservasi. Untuk informasi lebih lanjutmengenai metode dan asumsi yang digunakandalam menentukan nilai wajar (Catatan 2w).

The fair value of all other financial assets is basedon the current bid price in active markets andobservable inputs other than quoted prices. Forfurther information about the methods used andassumptions applied in determining fair value (Note2w).

31 Desember 2020/December 31, 2020

Nilai perolehan/ Nilai pasar/ Kenaikan/Acquisition value Market value Increase

Obligasi Negara Tahun 2007 Government Bond Year 2007Seri FR0047 30.000.000.000 36.657.000.000 6.657.000.000 Series FR0047


Total 45.150.000.000 55.483.500.000 10.333.500.000 Total


Nilai perolehan/ Nilai pasar/ Kenaikan/Acquisition value Market value Increase



Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.180.000.000 180.000.000 Bank BTN XIV Bond Year 2010RDPT Syailendra Multifinance RDPT Syailendra Multifinance

Rupiah 1 10.000.000.000 10.191.400.000 191.400.000 Rupiah 1

Total 65.150.000.000 72.970.400.000 7.820.400.000 Total

13. PENYERTAAN SAHAM 13. INVESTMENTS IN SHARES OF STOCK

Rincian akun ini adalah sebagai berikut: The details of this account are as follows:


PT Railink 182.769.298.810 228.572.151.892 PT RailinkPT Bandarudara Internasional PT Bandarudara Internasional

Jawa Barat 238.539.858.310 194.175.967.735 Jawa BaratPT Purantara Mitra Angkasa Dua 5.253.280.125 5.253.280.125 PT Purantara Mitra Angkasa Dua

Total 426.562.437.245 428.001.399.752 Total

a. PT Railink (“Railink”) a. PT Railink (“Railink”)

PT Railink merupakan perusahaan joint ventureantara Perusahaan dengan PT Kereta ApiIndonesia (Persero) (“KAI”) yang bertugasuntuk mengelola kegiatan usaha kereta apibandara. Railink dibentuk berdasarkanPerjanjian Usaha Kerjasama antaraPerusahaan dengan KAINo.SPKS.023.1/KS.006/2006-APII danNo.98/HK/UM/2006 tanggal 14 Agustus 2006.

PT Railink is a joint venture between theCompany and PT Kereta Api Indonesia(Persero) (“KAI”) to conduct the businessactivities of the airport train. Railink was formedbased on Business Cooperation Agreementbetween the Company and KAINo.SPKS.023.1/KS.006/2006-APII andNo.98/HK/UM/2006 dated August 14, 2006.










78

13. PENYERTAAN SAHAM (lanjutan) 13. INVESTMENTS IN SHARES OF STOCK(continued)

a. PT Railink (“Railink”) (lanjutan) a. PT Railink (“Railink”) (continued)

Berdasarkan akta perubahan anggaran dasarRailink yang dibuat oleh Notaris YulkhaizarPanuh, S.H., No. 13 tanggal 15 Agustus 2008,nilai penyertaan Perusahaan di Railink adalahsebesar Rp40.000.000.000 atau 40%.

Based on the deed of establishment of No. 13dated August 15, 2008 prepared by NotaryYulkhaizar Panuh, S.H., the investment inshares of the Company in Railink amounted toRp40,000,000,000 or 40%.

Berdasarkan Surat Keputusan Menteri BUMNNo. S-447/MBU/2013 tanggal 5 Juli 2013, telahdisetujui untuk melakukan penambahansetoran modal Perusahaan kepada Railinksebesar Rp59.600.000.000 sehingga jumlahsetoran modal Perusahaan menjadiRp99.600.000.000 dengan persentasekepemilikan tetap.

Based on Decision Letter from Ministry ofBUMN No. S-447/MBU/2013 dated July 5,2013, it was approved to make additionalcontribution to the capital of the Company toRailink amounting to Rp59,600,000,000 hencetotal amount of the Company’s paid in capitalbecame Rp99,600,000,000 with the samepercentage of ownership.

Pada tahun 2016, Perusahaan melakukanpenambahan setoran modal kepada Railinksebesar Rp124.800.000.000 sehingga jumlahsetoran modal Perusahaan di Railink menjadiRp224.400.000.000 dengan persentasekepemilikan tetap.

In 2016, the Company paid additional capitalcontribution to Railink amounting toRp124,800,000,000 where the Company’scapital contribution in Railink becameRp224,400,000,000 with the same percentageof ownership.

Pada tahun 2019, Perusahaan melakukanpenambahan setoran modal kepada Railinksebesar Rp91.600.000.000 yang terdiri darikonversi pinjaman pemegang saham sebesarRp51.800.000.000 dan tunai sebesarRp39.800.000.000 sehingga jumlah setoranmodal Perusahaan di Railink menjadiRp316.000.000.000 dengan persentasekepemilikan tetap.

In 2019, the Company made additional capitalcontribution to Railink amounting toRp91,600,000,000 which consist of conversionof shareholder loan of Rp51,800,000,000 andcash of Rp39,800,000,000 where theCompany’s capital contribution in Railinkbecame Rp316,000,000,000 with the samepercentage of ownership.

Berdasarkan Akta Notaris Hadijah S.H Nomor14 Tanggal 12 Mei 2020, Pemegang Sahammenyetujui penambahan modal dasarPT Railink yang semula sebesarRp790.000.000.000 yang terbagi atas 790.000lembar saham menjadi Rp839.400.000.000yang terbagi dalam 839.400 lembar saham danmenyetujui pengeluaran/penempatan sahamyang masih disimpan sebesar 29.640 lembaryang masing-masing bernilai Rp1 juta dengantotal Rp29.640.000.000 yang seluruhnyadiambil oleh PT Kereta Api Indonesia (KAI)sehingga persentase kepemilikan sahamPerusahaan terdilusi menjadi 38,55%.

Based on Notarial Deed of Hadijah SH No. 14,dated May 12, 2020, the Shareholdersapproved the addition of PT Railink's authorizedcapital from Rp790,000,000,000 which wasconsist of 790,000 shares to becomeRp839,400,000,000 consist of 839,400 sharesand approved the issuance or placement ofunauthorized shares of 29,640 shares with apar value of Rp1,000,000,0000 with total valueof Rp29,640,000,0000, which all were acquiredby PT Kereta Api Indonesia (KAI) and made theCompany’s percentage of ownershipdecreased into 38.55%.


Biaya perolehan 99.600.000.000 99.600.000.000 Acquisition costTambahan biaya perolehan 216.400.000.000 216.400.000.000 Additon of acquisition cost

Total biaya perolehan 316.000.000.000 316.000.000.000 Total carrying valueAkumulasi bagian rugi (130.372.358.699) (84.473.963.147) Cummulative share of lossAkumulasi rugi komprehensif lain (2.858.342.491) (2.953.884.961) Cummulative other comprehensive loss

Total 182.769.298.810 228.572.151.892 Total










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a. PT Railink (“Railink”) (lanjutan) a. PT Railink (“Railink”) (continued)

Perhitungan bagian laba/rugi berdasarkanlaporan keuangan Railink untuk tahun yangberakhir pada tanggal 31 Desember 2020 dan2019.

The calculation of the share in profit/loss isbased on the financial statements of Railink forthe year ended December 31, 2020 and 2019,respectively.

b. PT Bandarudara Internasional Jawa Barat(“BIJB”)

b. PT Bandarudara Internasional Jawa Barat(“BIJB”)

PT Bandarudara Internasional Jawa Barat(BIJB) merupakan perusahaan yang bertugasuntuk melakukan pengusahaan Bandar UdaraInternasional Jawa Barat, serta membangundan mengembangkan Kertajati Aerocity.

PT Bandarudara Internasional Jawa Barat(BIJB) is a company tasked with operating theWest Java International Airport, as well asbuilding and developing Kertajati Aerocity

Pada tanggal 22 Januari 2018, Perusahaan,Pemerintah Daerah Provinsi Jawa Barat(Pemprov Jabar) dan BIJB menandatanganiPerjanjian Kerjasama Penyelenggaraan JasaKebandarudaraan di Bandar UdaraInternasional Jawa Barat, di mana para pihaksepakat menunjuk Perusahaan sebagaioperator untuk melaksanakanpenyelenggaraan jasa kebandarudaraan,termasuk pengoperasian dan pemeliharaanBandar Udara Internasional Jawa Barat diKecamatan Kertajati.

On January 22, 2018, the Company,Pemerintah Daerah Provinsi Jawa Barat(Pemprov Jabar) and BIJB signed aCooperation Agreement on Airport ServiceProvision at West Java International Airport,whereby the parties agreed to appoint theCompany as operator to carry out the serviceairport, including the operation andmaintenance of West Java International Airportin Kertajati Sub-district.

Berdasarkan Surat Keputusan Menteri BUMNNo. S-668/MBU/09/2019 tanggal 30 September2019, telah disetujui untuk melakukanpembelian saham BIJB oleh Perusahaansejumlah 625.000 lembar saham dengan nilaisebesar Rp625.000.000.000 yang dilakukansecara bertahap selama tiga tahun, yaitu tahun2019, 2020 dan 2021.

Based on Decision Letter from Ministry ofBUMN No. S-668/MBU/09/2019 datedSeptember 30, 2019, it was approved topurchase share in BIJB a total of 625,000shares with a value of Rp625,000,000,000which will be done in stages over three yearsin 2019, 2020 and 2021.

Berdasarkan Keputusan Sirkuler ParaPemegang Saham BIJB yang telah diaktakandengan akta notaris Surjadi Jasin, S.H., No. 23pada tanggal 26 September 2019, Perusahaanmemiliki penyertaan saham di BIJB sebesarRp100.000.000.000 atau 6,01% kepemilikan.Perusahaan telah melakukan pembayarankepemilikan saham tersebut secara bertahapyaitu sebesar Rp32.000.000.000 pada tanggal7 Oktober 2019 dan Rp68.000.000.000 padatanggal 23 Oktober 2019.

Based on Circular Shareholders’ Decision ofBIJB which has been notarized by notarialdeed of Surjadi Jasin, S.H., No. 23 datedSeptember 26, 2019, the Company ownedinvestment in shares in BIJB amounted toRp100,000,000,000 or 6.01% ownership. TheCompany has made payments on theinvestments in stages of Rp32,000,000,000 onOctober 7, 2019 and Rp68,000,000,000 onOctober 23, 2019.

Berdasarkan Rapat Umum Pemegang SahamLuar Biasa BIJB yang telah diaktakan denganakta notaris Surjadi Jasin, S.H., No. 16 padatanggal 19 Desember 2019, Perusahaanmemiliki penyertaan saham di BIJB sebesarRp200.000.000.000 atau 11,34% kepemilikan.Perusahaan telah melakukan pembayaran ataspenambahan kepemilikan saham tersebutsebesar Rp100.000.000.000 pada tanggal31 Desember 2019.

Based on Extraordinary General Meeting ofShareholders of BIJB which has beennotarized by notarial deed of Surjadi Jasin,S.H., No. 16 dated December 19, 2019, theCompany owned investment in shares in BIJBamounted to Rp200,000,000,000 or 11.34%ownership. The Company has made paymentson the addition of investments ofRp100,000,000,000 on December 31, 2019.










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b. PT Bandarudara Internasional Jawa Barat(“BIJB”) (lanjutan)

b. PT Bandarudara Internasional Jawa Barat(“BIJB”) (continued)

Berdasarkan Rapat Umum Pemegang SahamLuar Biasa BIJB yang telah diaktakan denganakta notaris Surjadi Jasin, S.H., No. 9 padatanggal 15 Desember 2020, Perusahaanmenambah penyertaan saham di BIJB sebesarRp85.000.000.000 sehingga meningkatkanpersentase kepemilikan menjadi 15,41%.Perusahaan telah melakukan pembayaran ataspenambahan kepemilikan saham tersebut padatanggal-tanggal 1 April 2020, 29 Mei 2020 dan29 September 2020 dengan masing-masingpembayaran sebesar Rp35.000.000.000,Rp15.000.000.000 dan Rp35.000.000.000..

Based on Extraordinary General Meeting ofShareholders of BIJB which has been notarizedby notarial deed of Surjadi Jasin, S.H., No. 9dated December 15, 2020, the Company madeadditional investment of Rp85,000,000,000which increased their percentage ownership to15.41%. The Company has fully paid theadditional investment on April 1, 2020, May 29,2020 and September 29, 2020 amountedRp35,000,000,000, Rp15,000,000,000 andRp35,000,000,000, respectively.

Perhitungan bagian laba/rugi berdasarkanlaporan keuangan BIJB untuk tahun yangberakhir pada tanggal 31 Desember 2020adalah sebagai berikut:

The calculation of the share in profit/loss isbased on the financial statements of BIJB forthe year ended December 31, 2020 is asfollows:


Biaya perolehan 285.000.000.000 200.000.000.000 Acquisition cost

Total biaya perolehan 285.000.000.000 200.000.000.000 Total carrying value

Akumulasi bagian rugi (46.460.141.690) (5.824.032.265) Cummulative share of loss

Total 238.539.858.310 194.175.967.735 Total

c. PT Purantara Mitra Angkasa Dua (“PMAD”) c. PT Purantara Mitra Angkasa Dua (“PMAD”)

Kepemilikan Perusahaan di PMAD sebesar0,11% merupakan kompensasi sewa tanahselama periode 11 (sebelas) tahun 3 (tiga)bulan sesuai dengan perjanjian sewa tanahNo.SPSW.02.1/TU.308/APII-2000 tanggal1 Mei 2000 yang kemudian di adendum melaluisurat perjanjian tambahan (addendum) I No.ADD.I.SPSW.12/TU.308/2002-AP II tanggal15 April 2002.

The Company’s ownership in PMAD amountingto 0.11% represents a land lease compensationfor 11 (eleven) years and 3 (three) months inaccordance with the land lease agreementNo. SPSW.02.1/TU.308/APII-2000 datedMay 1, 2000 which has been amended by letterof additional agreement (addendum) INo. ADD.I.SPSW.12/TU.308/2002-AP II datedApril 15, 2002.

Nilai investasi di PMAD pada tanggal31 Desember 2020 dan 2019 masing-masingsebesar Rp5.253.280.125.

The balance of investment in PMAD as ofDecember 31, 2020 and 2019 isRp5,253,280,125, respectively.

Kegiatan pokok dari perusahaan-perusahaantersebut di atas adalah sebagai berikut:

The principal activities of the above investeesare as follows:

Entitas/EntitiesNegara Domisili/

Country of DomicileKegiatan Usaha Pokok/

Principal Business ActivityPT Railink Indonesia Penyedia kegiatan usaha kereta api

bandara/Airport train servicePT Bandarudara Internasional Jawa Barat Indonesia Penyedia jasa kebandarudaraan/

Airport servicePT Purantara Mitra Angkasa Dua Indonesia Penyedia jasa katering penerbangan/

Providing inflight catering service










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Informasi tambahan pada tanggal31 Desember 2020 dan untuk tahun yang berakhirpada tanggal tersebut sehubungan dengan entitasasosiasi adalah sebagai berikut:

Additional information as of December 31, 2020 andfor the year then ended on the associate companiesare as follows:

Total Aset/ Total Liabilitas/ Total Pendapatan/ Rugi Neto/Total Assets Total Liabilities Total Revenues Net Loss

PT Railink 1.126.983.055.550 643.042.924.262 56.637.920.377 (116.339.692.878) PT RailinkPT BandarudaraInternasional Jawa PT BandarudaraBarat 3.059.705.303.373 1.958.908.951.735 13.373.976.324 (263.643.455.346) Internasional Jawa Barat

Rincian bagian laba (rugi) entitas asosiasi adalah: Details of the share in profit (loss) of the associatecompanies are:

31 Desember/December 31,Kepemilikan (%)/

Ownership (%) 2020 2019

PT Railink 38,55% (45.898.395.552) (49.540.101.523) PT RailinkPT Bandarudara Internasional PT Bandarudara Internasional

Jawa Barat 15,41% (40.636.109.425) (5.824.032.265) Jawa Barat

Total (86.534.504.977) (55.364.133.788) Total

14. UANG MUKA PEMBELIAN TANAH 14. ADVANCE FOR LAND ACQUISTION

Uang muka pembelian tanah terutama untukpembelian tanah sehubungan dengan perluasanBandar Udara Internasional Soekarno-Hatta.

Advance for land acquisition mainly for landacquisition regarding expansion of Soekarno-HattaInternational Airport.

Pada tanggal 25 September 2008, KementerianPerhubungan mengeluarkan Peraturan MenteriPerhubungan Nomor: KM 48 Tahun 2008 tentangRencana Induk Bandar Udara InternasionalSoekarno-Hatta Tangerang, di mana kegiatanpengoperasian, pelayanan, pengelolaan danpengusahaan serta pengembangan bandar udarasesuai rencana induk, membutuhkan lahan seluaskurang lebih 2.137,82 Ha untuk memenuhikebutuhan operasi penerbangan dan pelayananbandar udara dilakukan terutama berdasarkanperkembangan lalu lintas angkutan udara.

On September 25, 2008, Ministry of Transportationissued a Ministry of Transportation RegulationNumber: KM 48 Year 2008 on Soekarno-HattaInternational Airport Master Plan that states theairport operation, service, management, andbusiness as well as the development of airportfollowing the master plan requires land area about2,137.82 Ha. The plan to build and develop airport’sfacilities is to accommodate flight operations andairport services needs based on recent air trafficgrowth.

Berdasarkan Surat Gubernur Banten perihalRekomendasi Kesesuaian Pemanfaatan RuangPengembangan Bandar Udara Soekarno-HattaTangerang Nomor 050/1152-BAPP/2015menerangkan bahwa proses pengadaan lahanuntuk pengembangan Bandar Udara Soekarno-Hatta Tangerang harus memperhatikan pentahapanpengadaan lahan sesuai ketentuan Undang-Undang Nomor 2 tahun 2012 tentang pengadaantanah bagi pembangunan untuk kepentingan umum.

Based on Governor of Banten’s letter about theSuitability for Utilization of Soekarno-Hatta AirportDevelopment Space Recommendation number050/1152-BAPP/2015 explains that the process forland acquisition for the development of Soekarno-Hatta Airport Tangerang must be based on the landacquisition phasing regulated in Act Number 2 year2012 regarding Land Acquisition for Construction forPublic Interest.










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14. UANG MUKA PEMBELIAN TANAH (lanjutan) 14. ADVANCE FOR LAND ACQUISTION (continued)

PT Angkasa Pura II (Persero), melalui SuratPerusahaan kepada Gubernur Provinsi BantenNomor 06.02/00.1/10/2015/0799 tanggal 23Oktober 2015 perihal permohonan penetapan lokasiuntuk pembangunan runway 3 Bandar UdaraInternasional Soekarno-Hatta Tangerang, telahmenyampaikan dokumen perencanaan pengadaantanah untuk pembangunan runway 3 Bandar UdaraInternasional Soekarno-Hatta Tangerang.

PT Angkasa Pura II (Persero), through theCompany’s Letter to Governor of Banten Number06.02/00.1/10/2015/0799 dated October 23, 2015concerning the proposal to determine the locationfor developing runway 3 of Soekarno-HattaInternational Airport Tangerang, has submitted thedocument on land acquisition schemes to developerunway 3 Soekarno-Hatta International AirportTangerang.

Berdasarkan Peraturan Pemerintah (“PP”) No. 130Tahun 2015 tanggal 28 Desember 2015,Perusahaan menerima tambahan penyertaan modalNegara Republik Indonesia sebesarRp2.000.000.000.000 dalam rangka pembebasanlahan terkait dengan pembangunan landasan pacu(runway) 3 Bandar Udara Internasional Soekarno-Hatta.

Based on the Government Regulation (“PP”) No.130 Year 2015 dated December 28, 2015, theCompany received additional capital investment ofthe Republic of Indonesia amounting toRp2,000,000,000,000 in relation with the landacquisition related to the construction of runway 3 atSoekarno-Hatta International Airport.

Berdasarkan Peraturan Pemerintah (“PP”) No. 69Tahun 2016 tanggal 29 Desember 2016,Perusahaan menerima tambahan penyertaan modalNegara Republik Indonesia sebesarRp2.000.000.000.000 dalam rangka pembebasanlahan terkait dengan pembangunan landasan pacu(runway) 3 Bandar Udara Internasional Soekarno-Hatta.

Based on the Government Regulation (“PP”) No. 69Year 2016 dated December 29, 2016, the Companyreceived additional capital investment of theRepublic of Indonesia amounting toRp2,000,000,000,000 in relation with the landacquisition related to the construction of runway 3 atSoekarno-Hatta International Airport.

Selanjutnya, Keputusan Gubernur Banten Nomor598/Kep.83-Huk/2016 tanggal 5 Februari 2016tentang Penetapan Lokasi Pembangunan Runway 3Bandar Udara Internasional Soekarno-Hatta,menyatakan bahwa menetapkan lokasipembangunan Runway 3 Bandar UdaraInternasional Soekarno-Hatta seluas ±173,19Hektar (Ha) yang terletak di wilayah KelurahanBenda, Kelurahan Selapajang Jaya, Desa RawaBurung, Desa Rawa Rengas dan Desa BojongRenged.

Keputusan Gubernur Banten Nomor 598/Kep.83-Huk/2016 dimaksud berlaku untuk jangka waktu2 Tahun dan diperpanjang selama 1 Tahun melaluiKeputusan Gubernur Banten Nomor 598/Kep.19-Huk/2018 tanggal 25 Januari 2018 tentangPerpanjangan Penetapan Lokasi PembangunanRunway 3 Bandar Udara Internasional Soekarno-Hatta.

Then, Decree of Governor of Banten Number598/Kep.83-Huk/2016 dated February 5, 2016concerning the Runway 3 Soekarno-HattaInternational Airport Development LocationEstablishment, confirmed that the location for thedevelopment of Runway 3 Soekarno-HattaInternational Airport with an area of ±173.19 Hectare(Ha) located in Kelurahan Benda, KelurahanSelapajang Jaya, Desa Rawa Burung, Desa RawaRengas and Desa Bojong Renged.

The Decree of Governor of Banten Number598/Kep.83-Huk/2016 valid for 2 years period andhas been extend for another 1 year through theDecree of Governor of Banten Number 598/Kep.19-Huk/2018 dated January 25, 2018 concerning theExtension of Runway 3 Soekarno-HattaInternational Airport Development LocationEstablishment.

Dalam pelaksanaan pembebasan lahan tersebut,Perusahaan berkoordinasi dengan BPN KanwilBanten terkait pelaksanaan pengadaan tanahnya,yang mana pada prosesnya pelaksanaanpembebasan lahan tersebut dilaksanakan oleh BPNKota Tangerang dan BPN Kabupaten Tangerang.

In the process of land clearing, the Companycoordinates with the National Land Agency (BPN) ofBanten Regional Office related to the landacquisition process which conducted by BPN KotaTangerang and BPN Kabupaten Tangerang.










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14. UANG MUKA PEMBELIAN TANAH (lanjutan) 14. ADVANCE FOR LAND ACQUISTION (continued)

Pada tanggal 4 Maret 2019, BPN KabupatenTangerang telah menyerahkan hasil pembebasantanah kepada Perusahaan dengan total luas 134,06Ha berdasarkan Berita Acara Serah Terima HasilPengadaan Tanah No.263/BA-36.03.AT.02/III/2019.

On March 4, 2019 BPN Kabupaten Tangerang hashanded over the results of the land acquisition to theCompany with a total area 134.06 Ha based on theMinutes of Handover of the Results of LandAcquisition Number 263/BA-36.03.AT.02/III/2019.

Pada tanggal 11 Maret 2019, BPN Kota Tangerangtelah menyerahkan hasil pembebasan tanah kepadaPerusahaan dengan total luas 33,46 Haberdasarkan Berita Acara Serah Terima HasilPengadaan Tanah No. 01/PH/RW.3/III/2019.

On March 11, 2019 BPN Kota Tangerang hashanded over the results of the land acquisition to theCompany with a total area 33.46 Ha based on theMinutes of Handover of the Results of LandAcquisition Number 01/PH/RW.3/III/2019.

Dengan demikian, berdasarkan Berita Acara di atas,pembebasan tanah yang telah dilakukan olehPerusahaan untuk pembangunan Runway 3 BandarUdara Internasional Soekarno-Hatta adalah seluas167,52 Ha.

Therefore, based on the Minutes above, the landacquisition that has been carried out by theCompany for the development of Runway 3Soekarno-Hatta International Airport is an area of167.52 Ha.

Lahan yang telah diserahterimakan kepadaPerusahan di atas saat ini telah diajukan untukproses Sertitikasi Lahan atas nama Perusahaan diBPN Kanwil Banten berdasarkan Surat PerusahaanNomor. 06.04/00/10/2019/11388-11389 tanggal7 Oktober 2019 untuk lahan yang terletak di wilayahKota Tangerang dan Surat Perusahaan Nomor.06.04/00/10/2019/12216-12218 tanggal 28 Oktober2019 untuk lahan yang terletak di wilayahKabupaten Tangerang.

Land that has been handed over to the Companyhas now been submitted for the process of LandCertification in BPN Banten Regional Office onbehalf of the Company based on Company LetterNumber. 06.04/00/10/2019/11388-11389 datedOctober 7, 2019 for land located in Kota Tangerangarea and Company Letter Number.06.04/00/10/2019/12216-12218 dated October 28,2019 land located in Kabupaten Tangerang area.

Pada tanggal 31 Desember 2020 dan 31 Desember2019 pembebasan tanah yang telah dilakukan olehPerusahaan untuk pembangunan Runway 3 BandarUdara Internasional Soekarno-Hatta masing-masingseluas 167,5 Ha dengan jumlah pembayarankepada pemilik lahan total sebesarRp3.269.012.946.947.

As of December 31, 2020 and 2019, the progress ofcompletion of land acquisition by the Company forconstructions of Runway 3 of Soekarno-HattaInternational Airport are 167.5 Ha with totalpayments to land owner amounted toRp3,269,012,946,947, in total.

15. PROPERTI INVESTASI 15. INVESTMENT PROPERTIES

Akun ini terdiri dari: This account consists of the following:


Harga perolehan Acquisition costTanah 56.162.462.568 59.571.941.249 LandBangunan 30.548.637.738 27.139.159.057 Buildings

Total 86.711.100.306 86.711.100.306 TotalAkumulasi penyusutan (12.249.480.696) (11.483.725.805) Accumulated depreciation

Neto 74.461.619.610 75.227.374.501 Net










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15. PROPERTI INVESTASI (lanjutan) 15. INVESTMENT PROPERTIES (continued)

Beban penyusutan atas properti investasi selamatahun yang berakhir pada tanggal31 Desember 2020 dan 2019 seluruhnyadibebankan pada akun “Beban operasionalbandara”.

Depreciation expenses of investment for the yearthen ended December 31, 2020 and 2019 wereentirely charged to “Airport operation expenses”account.

Properti investasi merupakan investasi pada: Investment properties are primarily investment in:

• Tanah ex-PPD yang berada di Jalan KramatRaya No. 21 DKI Jakarta seluas 16.101 m2 dandi Jalan Batas II Kebagusan Pasar MingguJakarta Selatan seluas 14.303 m2 denganjumlah tercatat sebesar Rp56.088.006.568 danjumlah sebesar Rp55.456.000 yang merupakanbiaya sertifikasi atas tanah ex-PPD yangberada di Jalan Kramat Raya No.21 DKIJakarta seluas 16.101 m2 dan di Jalan Batas IIKebagusan Pasar Minggu Jakarta Selatanseluas 14.303 m2. Pada tanggal 31 Desember2020, tanah belum dapat dikembangkandikarenakan belum adanya izin dari PemerintahDaerah setempat.

• Ex-PPD land located in Jalan Kramat Raya No.21 DKI Jakarta totaling 16,101m2 and in JalanBatas II Kebagusan Pasar Minggu JakartaSelatan totaling 14,303 m2 with total amount ofRp56,088,006,568 and land certificate expensetotaling Rp55,456,000 relating to ex-PPD landin Jalan Kramat Raya No.21 DKI Jakartatotaling 16,101 m2 and in Jalan Batas IIKebagusan Pasar Minggu Jakarta Selatantotaling 14,303 m2. As of December 31, 2020,this land has not been developed since nopermission has been obtained from LocalGovernment.

• Tanah yang berada di Desa Saentis,Kecamatan Percut Sei Tuan, Kabupaten DeliSerdang seluas 40.000 m2 dengan jumlahtercatat Rp19.000.000.

• Land located at Saentis Village, Sub-DistrictPercut Sei Tuan, District Deli Serdang with anarea of 40,000 m2 with carrying amount ofRp19,000,000.

• Tanah dan bangunan yang merupakan tanah,bangunan dan ruang yang dimanfaatkan olehpihak lain untuk ruang tunggu di bandara,pergudangan, hotel dan perkantoran dikawasan Bandara Soekarno-Hatta danKualanamu sejumlah Rp30.548.637.738.

• Land and buildings which consist of land,building and space utilized by other parties forairport lounge, warehouse, hotel and officearound Soekarno-Hatta and KualanamuAirports area amounting Rp30,548,637,738.

Properti investasi dinyatakan sebesar biayaperolehan. Properti investasi - tanah tidakdisusutkan.

Investment properties are stated at acquisition cost.Investment property - land is not depreciated.

Nilai wajar dari properti investasi tanah ex-PPD diJalan Kramat, tanah di Pasar Minggu, tanah di DeliSerdang, tanah dan bangunan di kawasan bandaraSoekarno-Hatta dan bangunan di bandaraKualanamu pada tanggal 31 Desember 2020 adalahmasing-masing sebesar Rp618.488.295.000, Rp72.873.785.000, Rp11.482.110.000,Rp9.028.371.709.000 dan Rp173.823.940.000yang ditentukan berdasarkan Nilai Jual Objek Pajak(NJOP) atas properti investasi.

The fair value of the investment properties for landex-PPD in Jalan Kramat, land in Pasar Minggu, landin Deli Serdang, and land and building in Soekarno-Hatta airport and building in Kualanamu airportarea as of December 31, 2020 amountedto Rp618,488,295,000, Rp 72,873,785,000,Rp11,482,110,000, Rp9,028,371,709,000 danRp173,823,940,000, respectively, which weredetermined based on Sales Value of Tax Object(NJOP) of the investment properties.

Manajemen berkeyakinan bahwa NJOP telahmendekati nilai wajarnya.

Management believes that NJOP approximates itsfair value.

Manajemen berkeyakinan bahwa tidak terdapatkejadian atau perubahan keadaan yangmengindikasikan adanya penurunan nilai propertiinvestasi pada tanggal 31 Desember 2020 dan2019.

Management believes that there were no events orchanges in circumstances which indicatedimpairment in the value of the investment propertiesas of December 31, 2020 and 2019.










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16. ASET TETAP 16. FIXED ASSETS

Tahun yang berakhir pada tanggal 31 Desember 2020/Year ended December 31, 2020

Saldo Awal/ Saldo Akhir/Beginning Penambahan/ Pengurangan/ Reklasifikasi/ EndingBalance Additions Deductions Reclassifications Balance

Harga Perolehan Acquisition costKepemilikan langsung Direct ownershipTanah 632.098.848.148 1.702.919.281 - (49.829.172.900) 583.972.594.529 LandBangunan lapangan 12.821.494.353.190 74.543.062.952 547.885.754 1.350.087.628.794 14.245.577.159.182 Field constructionBangunan gedung 7.667.733.982.198 9.754.524.090 1.080.135.296 196.465.539.471 7.872.873.910.463 BuildingAlat bantu navigasi 143.027.857.792 16.219.600.128 96.634.140 159.150.823.780 Navigation supporting equipmentAlat pengangkutan 1.888.901.297.026 57.956.957.917 10.923.033.120 109.043.664 1.936.044.265.487 Transportation equipmentAlat-alat kantor 494.289.292.069 37.018.769.355 3.227.455.705 997.028.975 529.077.634.694 Office toolsInstalasi dan Jaringan 6.539.698.783.893 88.579.552.948 4.752.068.106 493.665.032.924 7.117.191.301.659 Installation and networkingPerlengkapan terminal dan gedung 5.117.369.310.627 213.240.839.809 10.222.893.722 99.436.716.645 5.419.823.973.359 Terminal and building equipmentPeralatan bengkel 220.935.301.328 2.537.539.923 4.297.325 13.573.445 223.482.117.371 Workshop equipmentPeralatan komputer 74.831.782.044 1.504.340.000 - 76.336.122.044 Computer equipmentPeralatan parkir 23.281.883.851 89.479.500 - 23.371.363.351 Property and equipment - parkingOverlay 874.269.763.932 7.630.909.091 - 550.452.590.654 1.432.353.263.677 OverlayLain-lain 357.238.107.827 13.004.406.555 2.655.688.658 (17.047.422.389) 350.539.403.335 OthersAset dalam penyelesaian 5.301.685.399.893 2.017.890.179.154 975.000.000 (2.674.865.467.791) 4.643.735.111.256 Assets under construction

Total 42.156.855.963.818 2.541.673.080.703 34.485.091.826 (50.514.908.508) 44.613.529.044.187 Total

Akumulasi penyusutan Accumulated depreciationdan penurunan nilai and impairment

Kepemilikan langsung Direct ownershipBangunan lapangan 1.583.446.735.084 354.895.416.228 529.707.262 - 1.937.812.444.050 Building and fieldBangunan gedung 1.359.243.395.588 238.696.575.674 390.757.384 - 1.597.549.213.878 Field constructionAlat bantu navigasi 98.667.703.407 9.128.967.757 96.634.140 - 107.700.037.024 Navigation supporting equipmentAlat pengangkutan 1.141.258.194.011 171.679.269.718 10.865.693.723 - 1.302.071.770.006 Transportation equipmentAlat-alat kantor 305.886.789.622 68.076.607.437 3.223.155.705 - 370.740.241.354 Office toolsInstalasi dan jaringan 2.078.168.585.985 519.736.917.497 4.759.977.827 - 2.593.145.525.655 Installation and networkingPerlengkapan terminal dan gedung 1.356.990.215.959 301.134.888.460 9.253.106.226 - 1.648.871.998.193 Terminal and building equipmentPeralatan bengkel 60.628.936.704 12.491.295.350 4.297.325 - 73.115.934.729 Workshop equipmentPeralatan komputer 51.590.542.762 14.168.846.731 - - 65.759.389.493 Computer equipmentPeralatan parkir 13.441.347.780 3.193.809.752 - - 16.635.157.532 Property and equipment - parkingOverlay 403.778.682.613 107.529.349.818 - - 511.308.032.431 OverlayLain-lain 169.217.459.450 41.107.555.983 2.655.688.658 - 207.669.326.775 Others

Total 8.622.318.588.965 1.841.839.500.405 31.779.018.250 - 10.432.379.071.120 Total

Cadangan penurunan nilai 27.854.113.782 27.854.113.782 Impairment

Nilai buku neto 33.506.683.261.071 34.153.295.859.285 Net book value


Saldo Awal/ Saldo Akhir/Beginning Penambahan/ Pengurangan/ Reklasifikasi/ EndingBalance Additions Deductions Reclassifications Balance

Harga Perolehan Acquisition costKepemilikan langsung Direct ownershipTanah 622.550.771.257 1.416.850.600 115.474.308 8.246.700.599 632.098.848.148 LandBangunan lapangan 10.295.298.774.894 - 7.821.925.757 2.534.017.504.053 12.821.494.353.190 Field constructionBangunan gedung 7.274.095.213.448 - 16.623.695.461 410.262.464.211 7.667.733.982.198 BuildingAlat bantu navigasi 140.208.266.843 2.819.590.949 - - 143.027.857.792 Navigation supporting equipmentAlat pengangkutan 1.817.474.375.566 81.378.712.722 10.278.209.151 326.417.889 1.888.901.297.026 Transportation equipmentAlat-alat kantor 394.218.725.597 78.635.726.926 1.003.419.226 22.438.258.772 494.289.292.069 Office toolsInstalasi dan Jaringan 4.391.621.327.878 194.600.144.912 2.147.753.314 1.955.625.064.417 6.539.698.783.893 Installation and networkingPerlengkapan terminal dan gedung 4.529.729.046.203 241.183.552.745 37.247.199.978 383.703.911.657 5.117.369.310.627 Terminal and building equipmentPeralatan bengkel 220.428.262.249 530.857.829 23.818.750 - 220.935.301.328 Workshop equipmentPeralatan komputer 68.349.433.092 6.482.348.952 - - 74.831.782.044 Computer equipmentPeralatan parkir 15.385.563.433 1.351.046.141 - 6.545.274.277 23.281.883.851 Property and equipment - parkingOverlay 760.362.316.199 468.270.910 - 113.439.176.823 874.269.763.932 OverlayLain-lain 294.410.251.897 44.122.876.306 35.815.200 18.740.794.824 357.238.107.827 OthersAset dalam penyelesaian 5.729.545.769.304 5.025.485.198.111 - (5.453.345.567.522) 5.301.685.399.893 Assets under construction

Total 36.553.678.097.860 5.678.475.177.103 75.297.311.145 - 42.156.855.963.818 Total

Akumulasi penyusutan Accumulated depreciationdan penurunan nilai and impairment

Kepemilikan langsung Direct ownershipBangunan lapangan 1.323.524.344.489 262.667.065.890 2.744.675.295 - 1.583.446.735.084 Building and fieldBangunan gedung 1.150.210.057.008 216.037.621.362 7.004.282.782 - 1.359.243.395.588 Field constructionAlat bantu navigasi 91.319.619.322 7.348.084.085 - - 98.667.703.407 Navigation supporting equipmentAlat pengangkutan 991.901.026.563 159.121.356.599 9.764.189.151 - 1.141.258.194.011 Transportation equipmentAlat-alat kantor 240.664.942.612 66.077.650.447 855.803.437 - 305.886.789.622 Office toolsInstalasi dan jaringan 1.686.149.618.552 394.029.865.754 2.010.898.321 - 2.078.168.585.985 Installation and networkingPerlengkapan terminal dan gedung 1.117.730.128.260 267.476.873.400 28.216.785.701 - 1.356.990.215.959 Terminal and building equipmentPeralatan bengkel 59.909.063.455 743.691.999 23.818.750 - 60.628.936.704 Workshop equipmentPeralatan komputer 32.926.999.739 18.663.543.023 - - 51.590.542.762 Computer equipmentPeralatan parkir 11.769.696.444 1.671.651.336 - - 13.441.347.780 Property and equipment - parkingOverlay 322.833.409.244 80.945.273.369 - - 403.778.682.613 OverlayLain-lain 128.989.076.121 40.228.383.329 - - 169.217.459.450 Others

Total 7.157.927.981.809 1.515.011.060.593 50.620.453.437 - 8.622.318.588.965 Total

Cadangan penurunan nilai 27.854.113.782 27.854.113.782 Impairment

Nilai buku neto 29.367.896.002.269 33.506.683.261.071 Net book value










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16. ASET TETAP (lanjutan) 16. FIXED ASSETS (continued)

Cadangan penurunan nilai merupakan penurunannilai atas aset tetap yang tidak ditemukan, tidakdimanfaatkan dan dikuasai oleh pihak lainberdasarkan clearance asset posisi tanggal31 Desember 2009 sesuai dengan Laporan BadanPengawasan Keuangan dan Pembangunan (BPKP)No. 5126/PW30/4/2010 tanggal 2 November 2010.

Impairment represents reduction in cost value offixed assets are not found, not exploited andcontrolled by other parties based on clearanceasset as of December 31, 2009 in accordance withthe Report of Finance and DevelopmentSupervisory Agency (BPKP) No.5126/PW30/4/2010 dated November 2, 2010.

Manajemen Kelompok Usaha berkeyakinan bahwatidak ada indikasi penurunan nilai aset tetap padatanggal 31 Desember 2020 dan 2019.

The Groups management believes that there is noindication of impairment of fixed assets as ofDecember 31, 2020 and 2019.

Beban penyusutan atas aset tetap seluruhnyadibebankan kepada “Beban operasional bandara”(Catatan 35).

Depreciation expenses of fixed assets were entirelyexpensed to “Airport operation expenses” (Note 35).

Pada tanggal 31 Desember 2020 dan 2019,Perusahaan telah mengasuransikan seluruh asettetap tidak bergeraknya, termasuk properti investasi(Catatan 15), terhadap risiko kerugian akibatkebakaran, huru-hara, gempa bumi dan risikolainnya yang dicantumkan dalam polis asuransidengan nilai pertanggungan masing-masingsebesar Rp18.132.655.023.102 danRp17.816.007.744.962. Manajemen berpendapatbahwa nilai pertanggungan tersebut cukup untukmenutup kemungkinan kerugian yang timbul daririsiko yang diasuransikan.

As of December 31, 2020 and 2019, the Companyhas insured their all non-movable fixed assests,including in investment properties (Note 15), againtsthe risks of lossess from fire, civil riot, earthquakeand other risks as set out in the insurance policy withtotal insurance coverage of Rp18,132,655,023,102and Rp17,816,007,744,962 respectively. Inmanagement’s opinion, the above insurancecoverage is adequate to cover possible losses thatmay arise from such risks.

Aset dalam penyelesaian merupakan proyek yangmasih belum selesai pada tanggal laporan posisikeuangan konsolidasian dengan rincian sebagaiberikut:

Assets under construction represents projects thathave not been completed at the date of theconsolidated statements of financial position withthe details as follows:

Perkiraan % Nilai Tahun perkiraanpenyelesaian/ tercatat/ penyelesaian/Estimated % Carrying Estimated years

31 Desember 2020 of completion value of completion December 31, 2020

Bangunan gedung dalampenyelesaian 84,91% 3.151.742.512.209 2020-2021 Building under construction

Bangunan lapangan dalampenyelesaian 85,21% 968.840.985.694 2020-2021 Building field under construction

Lain-lain dalam penyelesaian 78,08% 523.087.102.520 2020 Others under construction

Aset dalam penyelesaian 4.643.670.600.423 Assets under construction










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16. ASET TETAP (lanjutan) 16. FIXED ASSETS (continued)

Perkiraan % Nilai Tahun perkiraanpenyelesaian/ tercatat/ penyelesaian/Estimated % Carrying Estimated years

31 Desember 2019 of completion value of completion December 31, 2019

Bangunan gedung dalampenyelesaian 69,2% 2.686.525.438.172 2020-2021 Building under construction

Bangunan lapangan dalampenyelesaian 70,5% 1.469.408.381.467 2020-2021 Building field under construction

Lain-lain dalam penyelesaian 95,5% 1.145.751.580.254 2020 Others under construction

Aset dalam penyelesaian 5.301.685.399.893 Assets under construction

Untuk tahun yang berakhir pada tanggal31 Desember 2020 dan 2019 Perusahaanmengkapitalisasi biaya bunga pinjaman sebagaibagian dari biaya perolehan aset dalampenyelesaian masing-masing sebesarRp114.540.955.352 dan Rp196.990.629.641.Perusahaan mengkapitalisasi biaya pinjamansesuai dengan ketentuan di PSAK No. 26, “BiayaPinjaman”.

For the year ended December 31, 2020 and 2019,the Company capitalized borrowing costs as part ofthe acquisition cost of assets under constructionamounting to Rp114,540,955,352 andRp196,990,629,641, respectively. The Companycapitalized borrowing costs, in accordance withPSAK No. 26, “Borrowing Costs”.

17. ASET HAK GUNA DAN LIABILITAS SEWA 17. RIGHT-OF-USE ASSETS AND LEASELIABILITIES

Di bawah ini adalah jumlah tercatat aset hak-gunayang diakui dan pergerakannya selama periodetersebut:

Set out below are the carrying amounts of right-of-use assets recognized and the movements duringthe period:

Tanah / LandBagunan gedung /

BuildingKendaraan /

VehichlePeralatan /Equipment Total / Total

Per tanggal 1 Januari 2020,seperti dilaporkansebelumnya - - - - -

As at January 1, 2020, aspreviously reported

Pengaruh penerapan PSAK 73(Catatan 4) 393.057.287.727 525.503.207 66.620.465.531 4.317.352.417 464.520.608.883

Effect of adoption of PSAK73 (Note 4)

Penambahan 26.922.972.003 44.108.337.964 145.255.459.351 11.474.047.626 227.760.816.944 AdditionsPengurangan (8.181.309.508) (15.091.971.060) (175.069.909.161) (9.826.557.150) (208.169.746.879) DeductionsBeban penyusutan tahunberjalan (30.659.034.432) (24.388.017.938) (15.588.617.036) (946.731.615) (71.582.401.021)

Depreciation chargedduring the year

Pada tanggal 31 Desember2020 381.139.915.790 5.153.852.173 21.217.398.686 5.018.111.278 412.529.277.927

As at December 31, 2020

Rincian liabilitas sewa adalah sebagai berikut: The detail of lease liabilities is as follows:


Liabilitas sewa Lease liabilitiesBagian jangka pendek 23.465.339.874 Current portionBagian jangka panjang 418.694.168.382 Non-current potion

Total 442.159.508.256 Total










88

17. ASET HAK GUNA DAN LIABILITAS SEWA(lanjutan)

17. RIGHT-OF-USE ASSETS AND LEASELIABILITIES (continued)

Jumlah yang diakui dalam laporan laba rugi adalahsebagai berikut:

Amounts recognized in statement of profit or lossare as follows:

Tahun yang berakhirpada Tanggal

31 Desember 2020/Year Ended

December 31, 2020

Bunga atas liabilitas sewa (36.378.216.147) Interest on lease liabilitiesBeban penyusutan aset hak-guna (71.582.401.021) Depreciation of right-of-use assets

Beberapa transaksi sewa mengandung opsiperpanjangan yang dapat diambil oleh KelompokUsaha sebelum masa berakhirnya kontrak yangtidak dapat dibatalkan. Opsi perpanjangan yangdimiliki hanya dapat diambil oleh Kelompok Usaha.Kelompok Usaha mengevaluasi pada awaldimulainya masa sewa apakah besar kemungkinanakan diambilnya opsi perpanjangan. KelompokUsaha mengevaluasi kembali penentuan ini apabilaada peristiwa signifikan atau ada perubahankeadaan signifikan di dalam kendali KelompokUsaha.

Some leases contain extension options exercisableby the Group before the end of the non-cancellablecontract period. The extension options held areexercisable only by the Group. The Group assessesat lease commencement whether it is reasonablycertain to exercise the extension options. The Groupreassesses this assessment if there is a significantevent or significant change in circumstances withinits control.

Manajemen Kelompok Usaha berkeyakinan bahwatidak ada indikasi penurunan nilai aset hak gunapada tanggal 31 Desember 2020.

The Groups management believes that there is noindication of impairment of right-of-use assets as ofDecember 31, 2020.

Ringkasan komponen perubahan liabilitas yangtimbul dari sewa adalah sebagai berikut:

Summary of component of changes in the liabilitiesarising from leases is as folllow:

Tahun yang berakhirpada Tanggal

31 Desember 2020/Year Ended

December 31, 2020

Liabilitas sewa Lease liabilitiesSaldo, 31 Desember 2019 - Balance, December 31, 2019Penyesuaian saldo atas penerapan PSAK 73 464.520.608.883 Balance adjustment upon adoption of PSAK 73Penambahan selama tahun berjalan 227.760.816.948 Addition during the yearPengurangan selama tahun berjalan (208.169.746.879) Deductions during the yearPembayaran (78.330.386.843) PaymentsPertambahan bunga 36.378.216.147 Accretion of Interest

Saldo akhir 442.159.508.256 Ending balance

Bagian lancar 23.465.339.874 Current PortionBagian tidak lancar 418.694.168.382 Non-Current Portion

18. ASET TIDAK LANCAR LAIN-LAIN 18. OTHER NON-CURRENT ASSETS

Rincian aset tidak lancar lain-lain adalah sebagaiberikut:

The details of other non-current assets are asfollows:


Perangkat lunak, neto 59.879.883.349 89.754.813.002 Software, netAset LPPNPI 18.491.397.275 18.491.397.275 LPPNPI AssetsJaminan 4.001.846.764 3.294.877.037 DepositsLainnya 6.104.093.421 6.533.041.276 Others

Total 88.477.220.809 118.074.128.590 Total










89

18. ASET TIDAK LANCAR LAIN-LAIN (lanjutan) 18. OTHER NON-CURRENT ASSETS (continued)

Perangkat lunak terutama merupakan biayainstalasi, implementasi dan jasa konsultasipendukung perangkat lunak SAP. Akumulasiamortisasi atas perangkat lunak pada tanggal31 Desember 2020 dan 2019 masing-masingsebesar Rp110.125.418.435 danRp86.971.088.588.

Software mainly represents the cost of installation,implementation and consultation support service ofSAP software. Accumulated amortization ofsoftware as of December 31, 2020 and 2019amounted to, Rp110,125,418,435 andRp86,971,088,588, respectively.

Aset LPPNPI merupakan alat bantu navigasi yangbelum diserahkan Perusahaan kepada LPPNPI.

LPPNPI assets represent navigation supportequipment that have not been transferred yet by theCompany to LPPNPI.

Uang jaminan merupakan uang jaminan ataspetugas keamanan dan langganan listrik.

Deposits represents guarantee deposits fromsecurity personnel and electricity.

19. UTANG USAHA 19. TRADE PAYABLES

Akun ini merupakan utang usaha kepada pihakketiga dan berelasi dengan rincian sebagai berikut:

This account represents trade payable to thirdparties and related parties with the details asfollows:


Pihak berelasi Related partiesPT Angkasa Pura I (Persero) 46.786.534.027 1.355.033.267 PT Angkasa Pura I (Persero)PT Garuda Maintenance Facility PT Garuda Maintenance Facility

AeroAsia Tbk 33.068.481.961 13.695.717.744 AeroAsia TbkPT PP Urban 17.922.500.000 - PT PP UrbanPT Aero System Indonesia PT Aero System Indonesia

Konstruksi 9.009.248.000 12.960.000.000 KonstruksiPT Wijaya Karya Rekayasa 7.697.557.000 24.446.899.295 PT Wijaya Karya RekayasaPT Telekomunikasi Indonesia PT Telekomunikasi Indonesia

(Persero) Tbk 6.091.680.051 3.187.788.601 (Persero) TbkPT Garuda Indonesia PT Garuda Indonesia

(Persero) Tbk 4.154.890.850 1.840.034.237 (Persero) TbkPT Citilink Indonesia - 475.611.588 PT Citilink IndonesiaLainnya 3.875.914.641 - Others


Pihak ketiga Third partiesPT ISS Indonesia 88.181.993.027 41.139.948.573 PT ISS IndonesiaPT Dahliatama 15.528.362.003 7.183.608.171 PT DahliatamaPT Graha Humanindo 14.654.705.735 9.912.405.543 PT Graha HumanindoPT Lusavindra Jayamadya 14.222.596.451 13.006.115.455 PT Lusavindra JayamadyaPT Mitra Angkasa 12.730.604.848 4.165.148.689 PT Mitra AngkasaPT MCO Jaya 11.905.804.153 6.803.108.466 PT MCO JayaPT Jaya Teknik Indonesia 9.798.364.199 7.863.454.830 PT Jaya Teknik IndonesiaPT Gumilar Mandiri 7.627.521.000 - PT Gumilar MandiriPT Safari Dharma 6.892.210.221 - PT Safari DharmaPT Provis 6.033.165.630 3.899.694.863 PT ProvisPT Inhealth 6.021.258.400 - PT InhealthPT Berliankreasi Anekateknik 4.020.726.600 10.269.815.845 PT Berliankreasi AnekateknikPT Souci Indo Prima 3.631.608.672 5.838.499.219 PT Souci Indo PrimaPT Centrepark Citra Corpora 3.371.674.842 3.097.182.435 PT Centrepark Citra CorporaPT Prima Mitra 3.256.571.318 - PT Prima MitraPT Personel Alih Daya 3.173.912.566 4.484.726.202 PT Personel Alih Daya










90

19. UTANG USAHA (lanjutan) 19. TRADE PAYABLES (continued)

Akun ini merupakan utang usaha kepada pihakketiga dan berelasi dengan rincian sebagai berikut(lanjutan):

This account represents trade payable to thirdparties and related parties with the details as follows(continued):


Pihak ketiga (lanjutan) Third parties (continued)PT Sinarindo Megah Perkasa 2.750.654.663 - PT Sinarindo Megah PerkasaPT Cakra Satya 2.530.844.240 - PT Cakra SatyaPT Jakadara A 2.471.178.140 2.918.662.523 PT Jakadara APT Inti Barokah Utama 2.455.158.635 6.121.785.100 PT Inti Barokah UtamaPT Prima Karya Sejahtera 2.273.375.410 1.586.195.919 PT Prima Karya SejahteraPT Era Supplies Indonesia 2.177.499.999 1.446.321.958 PT Era Supplies IndonesiaPT Kurnia Mitra 2.164.931.905 1.716.270.144 PT Kurnia MitraPT Airlangga Hasta Brata 2.103.160.000 922.350.000 PT Airlangga Hasta BrataPT Menara Angkasa 2.079.169.500 2.560.182.500 PT Menara AngkasaPT Chitra Cogen Internasional 1.823.594.385 - PT Chitra Cogen InternasionalPT Aplikanusa Lintasarta 1.776.398.193 - PT Aplikanusa LintasartaCV Bangun Jaya Persada 1.652.954.545 - CV Bangun Jaya PersadaPT Daksina Arga 1.631.527.781 - PT Daksina ArgaPT Langgeng Arta 1.504.087.400 - PT Langgeng ArtaPT Dianangkasa Raya 1.477.440.000 - PT Dianangkasa RayaPT Dinamika Prima 1.465.438.799 3.636.938.195 PT Dinamika PrimaPT Dutagriya Sarana 1.421.795.195 - PT Dutagriya SaranaPT Sandhy Putra Makmur 1.206.427.032 2.090.498.368 PT Sandhy Putra MakmurPT SAS 1.176.750.981 - PT SASPT Galva Technologies 1.174.269.390 5.464.134.124 PT Galva TechnologiesPT Dwidaya Dinamika 1.156.712.400 - PT Dwidaya DinamikaPT Dita Persada Abadi 1.041.409.434 1.041.409.434 PT Dita Persada AbadiPT Pattra Aksa Jaya 144.001.000 2.187.981.453 PT Pattra Aksa JayaPT Bumi Liputan Jaya (Blue Sky) 130.200.000 74.216.414.630 PT Bumi Liputan Jaya (Blue Sky)PT Arianto Darmawan 14.720.100 1.279.681.900 PT Arianto DarmawanPT Nusantara Aero Mandiri - 21.104.367.750 PT Nusantara Aero MandiriPT Infinite Business Synergy - 9.469.845.000 PT Infinite Business SynergyPT Sentral Informatika - 3.780.118.334 PT Sentral InformatikaPT Tamiang Multi Trada - 3.548.387.497 PT Tamiang Multi TradaPT Airmas Adhidaksa Solusindo - 2.675.845.562 PT Airmas Adhidaksa SolusindoPT Hajar Aswad Kontruksindo - 2.626.028.365 PT Hajar Aswad KontruksindoPT Jasa Angkasa Semesta - 2.115.149.034 PT Jasa Angkasa SemestaPT Indovickers Furnitama - 1.996.555.000 PT Indovickers FurnitamaPT Indonesia National Airservice - 1.970.457.163 PT Indonesia National AirservicePT Roadmixindo Raya - 1.895.884.298 PT Roadmixindo RayaPT Triputra Tugumandiri - 1.385.970.000 PT Triputra TugumandiriPT Centrepoint Indonesia - 1.375.000.000 PT Centrepoint IndonesiaPT Multi Prada Mandiri - 1.260.000.000 PT Multi Prada MandiriLainnya (masing-masing

Dibawah Rp1 miliar) 73.300.769.886 70.380.390.481 Others (each below Rp1 billion)


Total 452.849.214.408 408.397.617.755 Total

Seluruh utang usaha Kelompok Usaha dalam matauang Rupiah.

All trade payables of the Group are in Rupiah.

Total utang usaha dari pihak berelasimerepresentasikan 0,55% dan 0,28% dari totalliabilitas Kelompok Usaha masing-masing padatanggal 31 Desember 2020 dan 2019.

Total trade payables to related parties represent0.55% and 0.28% of total liabilities of the Group asof December 31, 2020 and 2019, respectively.










91

20. UTANG LAIN-LAIN 20. OTHER PAYABLES

Utang lain-lain merupakan liabilitas jangka pendekyang terdiri dari:

Other payables are current liabilities which consistof the following liabilities:


Perolehan aset tetap 2.152.683.213.028 2.141.182.268.174 Acquisition of fixed assetTitipan dan uang muka pelanggan 130.093.456.638 122.869.210.909 Deposit and advance from customerJaminan pelaksanaan 64.909.897.257 69.244.753.564 Deposit guaranteeTitipan collection fee 17.614.124.085 14.180.424.858 Deposit for collection feeTitipan koperasi 14.581.037.989 11.951.589.203 Deposit for koperasiRetribusi parkir 4.388.684.815 5.495.895.133 Parking retributionTitipan lainnya 62.373.296.739 26.406.750.125 Other deposits

Total 2.446.643.710.551 2.391.330.891.966 Total

Perolehan aset tetap merupakan utang kepadakontraktor sehubungan proyek-proyek aset tetapPerusahaan yang dibangun oleh kontraktor (Catatan16).

Acquisition of fixed asset represents payable to thecontractors in relation with the Company’s fixedasset projects which constructed by the contractors(Note 16).

Jaminan pelaksanaan merupakan jaminan yangdiberikan oleh kontraktor sehubungan denganproyek-proyek Perusahaan.

Deposit guarantee represents guarantee fromcontractors engaged in the Company’s projects.

Titipan lainnya terdiri dari titipan BMKG dan DJU,titipan listrik, titipan PT Angkasa Pura I (Persero)(”AP I”) dan titipan zis (zakat, infaq, sodaqoh).

Other deposits consist of BMKG and DJU deposit,electrical deposit, PT Angkasa Pura I (Persero)(“AP I”), and deposit and zis deposit (zakat, infaq,sodaqoh).

21. BEBAN AKRUAL 21. ACCRUED EXPENSES

Akun ini terdiri dari akrual untuk biaya-biaya sebagaiberikut:

This account consists of accruals for the followingexpenses:


Umum dan pemeliharaan 871.345.279.016 625.080.872.265 General and maintenancePenerimaan Negara Bukan Non-Tax State

Pajak (PNBP) 270.174.029.162 340.093.040.236 Revenue (PNBP)Konsultan 60.261.202.198 39.627.606.364 ConsultantSewa 55.697.394.210 128.846.448.919 RentalBunga 57.632.175.416 29.145.101.104 InterestBiaya pegawai 53.206.310.463 77.834.387.882 Employees expenseOperasional groundhandling 39.564.621.923 42.596.717.793 Groundhandling operationalDenda 34.728.100.044 32.876.538.931 PenaltyJasa konstruksi 31.967.711.597 42.487.620.927 Construction servicePersediaan 15.789.679.197 10.745.430.696 InventoryLain-lain 19.861.829.226 27.208.372.474 OthersTotal 1.510.228.332.452 1.396.542.137.591 Total

Beban akrual pemeliharaan terutama merupakanakrual untuk pemeliharaan, kebersihan, keamanan,serta perbaikan dan perawatan aset tetap KelompokUsaha.

Accrued expenses related to maintenancerepresent the accrued for maintenance, sanitation,security, as well as repairment and preservation ofThe Group’s fixed assets.

Beban akrual umum terutama merupakan bebantelekomunikasi, kesehatan, collection fee, danbeban bagi hasil.

Accrued expenses related to general representexpenses for telecommunication, medical, collectionfee, and revenue sharing.










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21. BEBAN AKRUAL (lanjutan) 21. ACCRUED EXPENSES (continued)

Pada tanggal 15 Desember 2015, Perusahaanmengadakan Perjanjian dengan Direktorat JenderalPerhubungan Udara (DJPU) mengenai pemberiankonsesi untuk melakukan kegiatan pelayanan jasakebandarudaraan sebagaimana yang dituangkandalam perjanjian No. HK.202/2/6/DRJU.kum 2015dan PJJ.04.04/00.02/12/2015/0025 (PerjanjianKonsesi) (Catatan 48f). Berdasarkan perjanjiantersebut, Perusahaan dikenakan biaya konsesiberupa PNBP yang dihitung berdasarkanpersentase tertentu dari pendapatanaeronautikanya. Pada tanggal 31 Desember 2020dan 2019, Perusahaan telah mencatat beban akrualmasing-masing sebesar Rp270.174.029.162 danRp340.093.040.236 sehubungan dengan peraturantersebut.

On December 15, 2015, the Company entered intoan Agreement with the Directorate General of CivilAviation (DJPU) regarding the concession providedto the Company to conduct airport services as statedin agreement No. HK.202/2/6/DRJU.kum 2015 andPJJ.04.04/00.02/12/2015/0025 (ConcessionAgreement) (Note 48f). Based on that agreement,the Company is charged with concession fees in theform of PNBP which is calculated based onpredetermined percentage of its aeronauticalincome. As of December 31, 2020 and 2019, theCompany has recorded accrued expense totalingRp270,174,029,162 and Rp340,093,040,236,respectively, related to the regulation.

22. PERPAJAKAN 22. TAXATION

a. Pajak dibayar di muka a. Prepaid taxes

Akun ini terdiri dari: This account consist of:


Perusahaan The CompanyPajak pertambahan nilai 183.977.182.359 136.994.973.925 Value added tax

Entitas anak SubsidiariesPajak pertambahan nilai 245.885.350.646 196.267.559.730 Value added tax

Total 429.862.533.005 333.262.533.655 Total

b. Estimasi tagihan pajak b. Estimated claims for refundable tax


Perusahaan The CompanyKelebihan pembayaran

pajak penghasilan Overpayment of income tax- Tahun Pajak 2020 147.651.482.779 - Fiscal year 2020 -- Tahun Pajak 2019 246.291.886.238 260.187.797.286 Fiscal year 2019 -- Tahun Pajak 2018 - 146.516.998.347 Fiscal year 2018 -

Entitas anak SubsidiariesPajak penghasilan badan 47.389.333.028 52.628.462.081 Corporate income tax

Total 441.332.702.045 459.333.257.714 Total










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22. PERPAJAKAN (lanjutan) 22. TAXATION (continued)

c. Utang pajak c. Taxes payable


Perusahaan The CompanyPajak penghasilan Income taxes

Pasal 21 19.495.575.468 21.551.193.412 Article 21Pasal 4 (2) 7.823.507.643 29.464.569.175 Article 4 (2)Pasal 22 1.879.922.499 821.060.840 Article 22Pasal 23 1.837.832.335 3.030.694.282 Article 23Pajak lainnya 8.403.333 912.863.675 Other taxes


Entitas anak SubsidiariesPajak penghasilan Income taxes

Pasal 23 13.895.433.065 5.401.379.665 Article 23Pasal 29 5.795.026.196 7.910.444.743 Article 29Pasal 21 4.726.826.941 4.485.591.962 Article 21Pasal 4 (2) 4.681.389.288 4.053.568.780 Article 4 (2)Pajak pertambahan nilai 3.458.725.867 12.719.002.390 Value added taxPasal 25 622.456.582 512.446.796 Article 25Pasal 26 901.241 - Article 26Pajak lainnya 185.047.043 912.863.675 Other taxes


Total 64.411.047.501 90.862.815.720 Total

d. (Beban) manfaat pajak penghasilan d. Income tax (expense) benefit

Tahun yang berakhir pada tanggal31 Desember/

Year ended December 31,

2020 2019

Pajak kini Current taxPerusahaan The Company

Tahun berjalan - (276.844.137.750) Current yearHasil pemeriksaan pajak (6.182.919.812) (6.443.535.767) Tax assessment resultPenyesuaian tahun pajak

sebelumnya (8.772.094.760) - Prior fiscal year adjustmentEntitas anak (44.196.057.494) (63.818.232.923) Subsidiaries

Sub-total (59.151.072.066) (347.105.906.440) Sub-total

Pajak tangguhan Deferred taxPerusahaan 153.906.536.419 (229.028.213.287) The CompanyEntitas anak 15.531.885.362 10.863.983.346 Subsidiaries

Sub-total 169.438.421.781 (218.164.229.941) Sub-total

Total 110.287.349.715 (565.270.136.381) Total










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e. Taksiran pajak penghasilan e. Provision for income tax

Pada tanggal 31 Maret 2020, Pemerintahmenerbitkan Peraturan Pemerintah PenggantiUndang-Undang Republik Indonesia Nomor 1Tahun 2020 yang menetapkan, antara lain,penurunan tarif pajak penghasilan wajib pajakbadan dalam negeri dan bentuk usaha tetapdari semula 25% menjadi 22% untuk tahunpajak 2020 dan 2021 dan 20% mulai tahunpajak 2022 dan seterusnya, serta penguranganlebih lanjut tarif pajak sebesar 3% untuk wajibpajak dalam negeri yang memenuhipersyaratan tertentu.

On March 31, 2020, the Government issued aGovernment Regulation in lieu of the Law of theRepublic of Indonesia Number 1 Year 2020which stipulates, among others, reduction to thetax rates for corporate income tax payers andpermanent establishments entities frompreviously 25% to become 22% for fiscal year2020 and 2021 and 20% starting fiscal year2022 and onwards, and further reduction of 3%for corporate income tax payers that fulfillcertain criteria.

Tarif pajak yang baru tersebut akan digunakansebagai acuan untuk pengukuran aset danliabilitas pajak kini dan tangguhan mulai sejaktanggal berlakunya peraturan tersebut yaitu 31Maret 2020.

The new tax rates will be used as reference tomeasure the current and deferred tax assetsand liabilities starting from the enactment dateof the new regulation on March 31, 2020.

Rekonsiliasi antara laba sebelum pajakpenghasilan badan, seperti yang disajikandalam laporan laba rugi dan pendapatankomprehensif lain konsolidasian dan taksiranpendapatan kena pajak Perusahaan adalahsebagai berikut:

The reconciliation between profit beforecorporate income tax, as shown in theconsolidated statement of comprehensiveincome, and estimated taxable income of theCompany is as follows:



2020 2019

(Rugi) laba sebelum pajak penghasilanbadan menurut laporan laba rugi (Loss) profit before corporate income taxdan penghasilan in consolidated statementkomprehensif lain of profit or loss and otherkonsolidasian (2.606.754.526.748) 1.572.526.285.852 comprehensive income

Dikurangi: laba entitas anak sebelum Less: profit of subsidiaries beforebeban pajak penghasilan corporate income tax expensebadan dan efek eliminasi 87.557.869.069 142.859.185.872 and elimination effect

(Rugi) laba Perusahaan sebelum Profit before corporate incomepajak penghasilan badan (2.519.196.657.679) 1.429.667.099.980 tax attributable to the Company

Beban (penghasilan) yang Expense (income) alreadypajaknya bersifat final subjected to final taxPenghasilan bunga (100.087.202.249) (130.927.544.040) Interest incomePenghasilan sewa (513.154.571.555) (615.802.233.048) Rent incomeBiaya atas penghasilan Expenses related to income

dikenakan pajak final 682.707.271.041 455.001.461.756 subjected to final tax

(Rugi) laba Perusahaan sebelum Profit before corporate income taxpajak penghasilan badan after expenses (revenues)setelah beban (penghasilan) subjected to final taxyang pajaknya bersifat final (2.449.731.160.442) 1.137.938.784.648 attributable to the Company










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e. Taksiran pajak penghasilan (lanjutan) e. Provision for income tax (continued)



2020 2019

(Rugi) laba Perusahaan sebelum Profit before corporate income taxpajak penghasilan badan after expenses (revenues)setelah beban (penghasilan) subjected to final taxyang pajaknya bersifat final (2.449.731.160.442) 1.137.938.784.648 attributable to the Company

Ditambah (dikurangi): Add (deduct):

Beda temporer Temporary differencesPenyusutan aset tetap (1.031.917.142.018) (935.151.117.017) Depreciation of fixed assetsPenyisihan penurunan Provision for impairment in

nilai aset keuangan 176.755.285.721 27.651.118.676 loss of financial assetsImbalan kerja 40.089.750.340 (7.792.773.307) Employee benefitsSewa aset hak guna 25.562.724.782 - Right of use asset lease

Sub-total (789.509.381.175) (915.292.771.648) Sub-total

Beda tetap Permanent differencesBeban-beban yang tidak

dapat dikurangkan: Non-deductible expenses:Beban pegawai 191.180.072.315 319.813.320.536 Employee expensesBeban umum 216.095.654.740 288.044.548.212 General expensesLain-lain 183.754.064.710 276.872.670.187 Others


Taksiran (rugi) penghasilan kena Estimated taxable (loss) incomepajak Perusahaan (2.648.210.749.852) 1.107.376.551.935 of the Company

Taksiran (rugi) penghasilan kena Estimated taxable (loss) incomepajak Perusahaan - dibulatkan (2.648.210.749.000) 1.107.376.551.000 of the Company - rounded off

Beban pajak penghasilan - 276.844.137.750 Income tax expense

Beban pajak penghasilan - 276.844.137.750 Income tax expense

Dikurangi pajak penghasilandibayar dimuka Less prepayments of income taxPasal 23 123.591.273.777 258.208.584.238 Article 23Pasal 25 24.060.209.002 278.823.350.798 Article 25

Total pajak dibayar dimuka 147.651.482.779 537.031.935.036 Total prepaid taxes

Taksiran kelebihanpembayaran pajak Estimated income taxpenghasilan (Catatan 22b) (147.651.482.779) (260.187.797.286) refundable (Note 22b)

SPT pajak penghasilan badan tahun 2019 telahdilaporkan lebih bayar sebesarRp255.063.980.998. Selisih Rp5.123.816.288telah dicatat pada laporan laba rugi dankomprehensif lain konsolidasian tahun 2020.SPT pajak penghasilan badan tahun 2020 akandilaporkan sesuai dengan perhitungan pajak diatas.

The Company’s 2019 corporate income tax hasbeen reported which reflected an overpayment ofRp255,063,980,998. Difference in the amount ofRp5,123,816,288 has been recognized in the2020 consolidated statement of profit ot loss andother comprehensive income. 2020’s corporateincome tax will be reported based on thecomputation above.










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e. Taksiran pajak penghasilan (lanjutan) e. Provision for income tax (continued)

Rekonsiliasi antara hasil perkalian labaakuntansi sebelum pajak penghasilan badandengan tarif pajak yang berlaku dan bebanpajak penghasilan sebagai berikut:

The reconciliation between the result of themultiplication of accounting income beforecorporate income tax with the current tax rate andincome tax expense is as follows:


Year ended December 31,2020 2019

(Rugi) laba sebelum pajak penghasilan (Loss) profit before corporate incomebadan menurut laporan laba rugi tax in consolidated statementdan penghasilan komprehensif of profit or loss andlain konsolidasian (2.606.754.526.748) 1.572.526.285.852 other comprehensive income

Beban pajak penghasilanberdasarkan tarif pajak Income tax expense based onyang berlaku (573.485.995.884) 393.131.571.463 applicable tax rate

Beban tidak dapat dikurangkan 160.961.086.049 261.194.860.590 Non-deductible expensesHasil ketetapan pajak 15.623.222.022 18.458.905.522 Tax assessment letterPendapatan yang dikenakan

pajak final 7.977.982.170 (109.010.542.073) Income subject to final taxPajak tangguhan dari rugi fiskal 329.694.952.790 - Unrecognized deferred tax from tax lossPenyesuaian (51.058.596.861) 1.495.340.879 Adjustments

(Manfaat) bebanpajak penghasilan (110.287.349.714) 565.270.136.381 Income tax expense (benefit)

f. Pajak tangguhan f. Deferred tax

Perhitungan manfaat (beban) pajak dan asetpajak tangguhan adalah sebagai berikut:

The computation of deferred income tax benefit(expense) and deferred tax assets is as follows:


Dikreditkan(dibebankan)ke laba rugi/ Dikreditkan

Credited ke ekuitas/1 Januari 2020/ (charged) Credited Dampak PSAK 71/ 31 Desember 2020/January 1, 2020 to profit or loss to equity PSAK 71 effect December 31, 2020

Aset (liabilitas) Pajaktangguhan Deferred tax asset (liabilities)

Perusahaan: The Company:Aset tetap (645.665.434.019) (96.497.929.881) - - (742.163.363.900) Fixed assetsLiabilitas imbalan kerja 70.769.357.468 (10.578.315.833) 140.491.577.076 - 200.682.618.711 Employee benefits liabilityPenyisihan penurunan nilai Allowance for impairment loss

aset keuangan 52.391.063.589 25.231.894.080 - (2.917.939.874) 74.705.017.795 of financial assetsSewa aset hak guna - 5.831.422.437 - - 5.831.422.437 Right of use asset leaseKompensasi rugi fiskal - 229.919.465.616 - - 229.919.465.616 Compensation of fiscal loss

Total (522.505.012.962) 153.906.536.419 140.491.577.076 (2.917.939.874) (231.024.839.341) Total

Subsidiaries: Subsidiaries:Aset tetap (15.091.449.749) 3.897.163.725 - - (11.194.286.024) Fixed assetsLiabilitas imbalan kerja 57.861.371.681 (8.807.318.258) 5.336.668.801 - 54.390.722.224 Employee benefits liabilityPenyisihan penurunan nilai Allowance for impairment loss

aset keuangan 20.606.790.456 3.834.285.421 - 21.415.868.952 45.856.944.829 of financial assetsSewa aset hak guna - 2.076.353.014 - - 2.076.353.014 Right of use asset leaseCadangan bonus dan tantiem 750.000.000 (750.000.000) - - Provision of bonus and tantiemKompensasi rugi fiskal 3.525.462.812 15.281.401.460 - - 18.806.864.272 Compensation of fiscal loss

Total 67.652.175.200 15.531.885.362 5.336.668.801 21.415.868.952 109.936.598.314 Total










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e. Pajak tangguhan (lanjutan) f. Deferred tax (continued)

Perhitungan manfaat (beban) pajak dan asetpajak tangguhan adalah sebagai berikut(lanjutan):

The computation of deferred income tax benefit(expense) and deferred tax assets is as follows(continued):

31 Desember 2019/December 31, 2019Dikreditkan

(dibebankan)ke laba rugi/ Dikreditkan

Credited ke ekuitas/1 Januari 2019/ (charged) Credited 31 Desember 2019/January 1, 2019 to profit or loss to equity December 31, 2019

Aset (liabilitas) pajak tangguhan Deferred tax asset (liabilities)Perusahaan: The Company:Aset tetap (411.877.654.765) (233.787.779.254) - (645.665.434.019) Fixed assetsLiabilitas imbalan kerja 51.553.293.238 (1.948.193.327) 21.164.257.557 70.769.357.468 Employee benefits liabilityPenyisihan kerugian Allowance for impairment in

penurunan piutang 45.683.304.297 6.707.759.292 - 52.391.063.589 value of receivable

Total (314.641.057.230) (229.028.213.289) 21.164.257.557 (522.505.012.962) TotalEntitas Anak: Subsidiaries:Aset tetap (16.516.561.386) 1.425.111.637 - (15.091.449.749) Fixed assetsLiabilitas imbalan kerja 47.407.700.811 1.270.081.541 9.183.589.329 57.861.371.681 Employee benefits liabilityPenyisihan kerugian Allowance for impairment in

penurunan piutang 13.288.403.673 7.318.386.783 - 20.606.790.456 value of receivablePencadangan bonus dan tantiem 3.425.059.427 (2.675.059.427) - 750.000.000 Provision of bonus and tantiemKompensasi kerugian fiskal - 3.525.462.812 - 3.525.462.812 Compensation of fiscal lossTotal 47.604.602.525 10.863.983.346 9.183.589.329 67.652.175.200 Total

g. Hasil pemeriksaan pajak g. Tax assessments result

Pada tahun 2020, Gapura menerima suratketetapan pajak badan untuk tahun pajak 2018.Atas ketetapan pajak tersebut, Gapura mengakuibeban sebesar Rp9.440.302.210 dalam laporanlaba rugi dan penghasilan komprehensif lainkonsolidasian tahun 2020.

In 2020, Gapura received tax assessment letteron corporate income tax for fiscal year 2018. Inrelation to the assessment, Gapura recognizedexpenses amounted to Rp9,440,302,210 in theconsolidated statement of profit or loss andother comprehensive income 2020.

Pada tahun 2020, Perusahaan menerima suratketetapan pajak badan untuk tahun pajak 2018.Atas ketetapan pajak tersebut, Perusahaanmengakui beban sebesar Rp6.182.919.812dalam laporan laba rugi dan penghasilankomprehensif lain konsolidasian tahun 2020.Dari hasil pemeriksaan tersebut, Perusahaanmengestimasi kembali perhitungan pajakpenghasilan badan untuk tahun pajak 2019 dantelah mencatat tambahan beban pajakpenghasilan untuk tahun fiskal 2019 sebesarRp8.772.094.760 pada laporan laba rugi danpenghasilan komprehensif lain konsolidasiantahun 2020.

In 2020, the Company received taxassessment letter on corporate income tax forfiscal year 2018. In relation to the assessment,the Company recognized expenses amountedto Rp6,182,819,812 in the 2020 consolidatedstatement of profit or loss and othercomprehensive income. Based on theassessment, the Company has re-estimatedthe corporate income tax calculation for fiscalyear 2019 and made and additional corporateincome tax expense of Rp8,772,094,760 in the2020 consolidated statement of profit or lossand other comprehensive income.










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23. LIABILITAS TUNJANGAN HARI TUA DAN DANAPENSIUN

23. RETIREMENT AND PENSION FUND LIABILITIES

Pada tanggal 31 Desember 2020 dan 2019, akun initerutama merupakan kewajiban pembayaran premiasuransi dan iuran dana pensiun.

As of December 31, 2020 and 2019, this accountmainly represents payable of insurance premiumand pension fund contribution.

24. PENDAPATAN YANG DITERIMA DI MUKA 24. UNEARNED REVENUES

Akun ini merupakan pendapatan yang diterimadi muka yang berasal dari sewa dan konsesi denganrincian sebagai berikut:

This account represents unearned income derivedfrom leases and concessions with the details asfollows:


Sewa ruang 87.239.105.044 91.280.945.806 Space rentalKonsesi dan airport pass 12.398.813.385 7.500.841.388 Concession and airport passPemasangan reklame 11.521.368.510 62.135.358.061 Advertising installationSewa tanah 3.462.499.940 20.228.266.315 Land rentalLain-lain 21.168.700.604 15.464.385.720 Others

Total 135.790.487.483 196.609.797.290 Total

25. UTANG BANK JANGKA PENDEK 25. SHORT-TERM BANK LOANS


PT Bank Negara Indonesia (Persero) Tbk 362.978.395.485 - PT Bank Negara Indonesia (Persero) TbkPT Maybank Indonesia Tbk 163.576.140.314 - PT Maybank Indonesia Tbk

Total 526.554.535.799 - Total

BNI BNI

Berdasarkan perjanjian kredit tanggal 29 Mei 2020,Perusahaan memperoleh revolving loan facility dariPT Bank Nasional Indonesia (Persero) Tbk (”BNI”)dengan jumlah maksimum fasilitas pinjamansebesar Rp750.000.000.000. Hasil penerimaandari pembiayaan ini digunakan untuk kebutuhanmodal kerja Perusahaan. Pinjaman ini dikenakansuku bunga tahunan berkisar antara 8,00% - 8,50%pada tahun 2020.

Based on a loan agreement dated May 29, 2020,the Company obtained a revolving loan facility fromPT Bank Nasional Indonesia (Persero) Tbk (”BNI”)with maximum credit facility limit ofRp750,000,000,000. The proceeds of the loan fromthis facility were used to to finance the Company’sworking capital. This loan bears interest at annualrates ranging from 8.00% - 8.50% in 2020.










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25. UTANG BANK JANGKA PENDEK (lanjutan) 25. SHORT-TERM BANK LOANS (continued)

Maybank Maybank

Berdasarkan akad line fasilitas pembiayaanMusyarakah tanggal 3 Juni 2020, Perusahaanmemperoleh fasilitas pembiayaan dari PT BankMaybank Indonesia Tbk. (“Maybank”) denganjumlah maksimum sebesar Rp500.000.000.000.Hasil penerimaan dari pinjaman ini digunakan untukkebutuhan modal kerja Perusahaan. Pinjaman inidikenakan suku bunga tahunan sebesar 7,25%pada tahun 2020.

Based on Musyarakah line financing facilityagreement dated June 3, 2020, the Companyobtained a financing facility from PT Bank MaybankIndonesia Tbk. (“Maybank”) with maximumfinancing facility limit of Rp500,000,000,000. Theproceeds of the loan from this facility were used tofinance the Company’s operation. This loan bearsinterest at annual rates ranging from 7.25% in 2020.

Perusahaan juga diwajibkan untukmempertahankan rasio-rasio keuangan tertentuselama periode perjanjian pembiayaan sebagaiberikut:

The Company is also required to maintain certainfinancial ratios during the period of financingagreement as follows:

- Debt Service Coverage Ratio (DSCR) minimalsebesar 1 kali yang diperhitungkan mulaiperiode Desember 2022.

- Rasio Hutang Terhadap Ekuitas (DER)maksimum sebesar 2 kali.

- Minimum Debt Service Coverage Ratio (DSCR)of 1 time that started to be accounted onDecember 2022.

- Maximum Debt Equity Ratio (DER) of 2 times.

Pada tanggal 31 Desember 2020, Perusahaan telahmemenuhi seluruh kewajiban yang tercantum dalamperjanjian utang banknya.

As of December 31, 2020, the Company hascomplied with all covenant stated in its bank loanagreements.

Rincian jumlah sisa fasilitas pinjaman adalahsebagai berikut:

The details of the remaining amount of loan facilitiesare as follows:


Rupiah RupiahPihak ketiga Third partyMaybank 336.423.859.686 - Maybank

Rupiah RupiahPihak berelasi Related partiesBNI 355.021.604.515 - BNI

Sub-total 691.445.464.201 - Subtotal

Perusahaan diwajibkan untuk membayar provisionfee atau up-front fee sebesar 0,25% dari jumlahfasilitas pinjaman yang tersedia yang dibayarkandiawal masa peminjaman.

The Company is required to pay a provision fee oran up-front fee of 0.25% from the total loan facility,paid at the beginning of loan period.

Pada tanggal 15 September 2020, Perusahaanmelakukan pembayaran atas pinjaman jangkapendek ke BNI sebesar Rp32.000.000.000.

On September 15, 2020, the Company has maderepayment on short-term loans to BNI amountingRp32,000,000,000.










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25. UTANG BANK JANGKA PENDEK (lanjutan) 25. SHORT-TERM BANK LOANS (continued)

Rincian tanggal jatuh tempo dan jaminansehubungan dengan fasilitas pinjaman jangkapanjang pada tanggal 31 Desember 2020 adalahsebagai berikut:

The details of maturities and collaterals related withlong-term loans as of December 31, 2020 are asfollows:

31 Desember 2020/Desember 31, 2020

Jatuh Tempo/Maturities Jaminan/Collateral

BNI 28 Mei 2021/ Tidak ada jaminan khusus/May 28, 2021 No special collateral

Maybank 3 Juni 2021/ Tidak ada jaminan khusus/June 3, 2021 No special collateral

26. PINJAMAN JANGKA PANJANG 26. LONG-TERM LOANS

Pinjaman jangka panjang terdiri dari: Long-term loans consists of:


Utang bank jangka panjang 10.824.119.769.249 10.919.737.211.065 Long-term bank loansUtang obligasi 5.000.000.000.000 2.750.000.000.000 Bonds payable

Sub-total 15.824.119.769.249 13.669.737.211.065 Sub-totalBiaya transaksi

yang belum diamortisasi (32.740.059.498) (44.243.787.624) Unamortized transaction cost

Total 15.791.379.709.751 13.625.493.423.441 Total

Dikurangi: bagian lancar Less: current portionUtang bank jangka panjang (229.597.480.000) (585.388.500.000) Long-term bank loansUtang obligasi jangka panjang (1.200.000.000.000) - Long-term bonds payable

Porsi tidak lancar: Non-current portion:Utang bank jangka panjang 10.566.626.915.103 10.300.247.308.156 Long-term bank loansUtang obligasi 3.795.155.314.648 2.739.857.615.285 Bonds payable

Total 14.361.782.229.751 13.040.104.923.441 Total










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26. PINJAMAN JANGKA PANJANG (lanjutan) 26. LONG-TERM LOANS (continued)

a. Utang bank jangka panjang (lanjutan) a. Long-term bank loans (continued)

Pada tanggal-tanggal berikut, Perusahaanmenandatangani perjanjian fasilitas kreditdengan beberapa pihak bank dan institusikeuangan untuk membiayai pengembanganbandar udara Perusahaan:

On the following dates, the Company enteredinto agreements of credit facility with severalbanks and financial institutions to fund theairport development of the Company:

Jumlah maksimumFasilitas

Pinjaman (Rp)/Tanggal Perjanjian/ Maximum Credit

Rekanan/ Counterparts Agreement date Facility Limit (Rp)PT Bank Maybank Indonesia Tbk (“Maybank”) 11 Agustus 2014/ 1.500.000.000.000

August 11, 201412 Oktober 2018/ 3.000.000.000.000October 12, 2018

PT Sarana Multi Infrastruktur (Persero) (“SMI”) 20 Maret 2015/ 500.000.000.000March 20, 2015

21 November 2018/ 1.500.000.000.000November 21, 2018

PT Indonesia Infrastructure Finance (“IIF”) 15 Juli 2015/ 400.000.000.000July 15, 2015

Lembaga Pembiayaan Ekspor Impor Indonesia (“EXIM”) 1 April 2015/ 1.500.000.000.000April 1, 2015

PT Bank Rakyat Indonesia (Persero) Tbk (“BRI”) 1 April 2016/ 700.000.000.000April 1, 201630 Juli 2020/ 700.000.000.000July 30, 2020

PT Bank Negara Indonesia (Persero) Tbk (“BNI”) 1 April 2016/ 700.000.000.000April 1, 2016

PT Bank Mandiri (Persero) Tbk (“Mandiri”) 1 April 2016/ 700.000.000.000April 1, 201625 Juni 2020/ 750.000.000.000June 25, 2020

PT Bank Tabungan Negara (Persero) Tbk (“BTN”) 12 September 2018/ 1.000.000.000.000September 12, 2018

20 Juli 2020/ 500.000.000.000July 20, 2020

Rincian jumlah pinjaman jangka panjangadalah sebagai berikut:

The details of the long-term loans are as follows:


Rupiah RupiahPihak ketiga Third partyMaybank 4.218.766.419.249 4.265.625.000.000 Maybank

Sub-total 4.218.766.419.249 4.265.625.000.000 Subtotal

Rupiah RupiahPihak berelasi Related partiesSMI 1.921.875.350.001 1.847.738.211.065 SMIEXIM 1.312.648.000.001 1.375.124.000.000 EXIMBTN 1.000.000.000.000 1.000.000.000.000 BTNBRI 670.810.000.000 685.416.666.667 BRIBNI 670.810.000.001 685.416.666.667 BNIMandiri 670.810.000.000 685.416.666.666 MandiriIIF 358.399.999.999 375.000.000.000 IIF

Sub-total 6.605.353.350.002 6.654.112.211.065 Subtotal

Total 10.824.119.769.251 10.919.737.211.065 Total










102



Jumlah tersebut di atas merupakan jumlahsebelum penyesuaian nilai wajar.

Total amount above represents total amountbefore adjustment to fair value.

Rincian jumlah sisa fasilitas pinjaman adalahsebagai berikut:

The details of the remaining amount of loanfacilities are as follows:


Rupiah RupiahPihak berelasi Related partiesMandiri 750.000.000.000 - MandiriBRI 700.000.000.000 - BRIBTN 500.000.000.000 - BTNSMI - 100.184.440.564 SMIIIF - - IIFEXIM - - EXIM

Sub-total 1.950.000.000.000 100.184.440.564 Subtotal

Total 1.950.000.000.000 100.184.440.564 Total

Jumlah tersebut di atas merupakan jumlahsebelum penyesuaian nilai wajar.

Total amount above represents total amountbefore adjustment to fair value.

Seluruh pinjaman Perusahaan yangditandatangani sebelum tahun 2020, memilikimasa tenggang selama 3 (tiga) tahun,sementara yang ditandatangani di 2020 tidakmemiliki masa tenggang. Perusahaandiharuskan membayar kembali secara 3 (tiga)bulanan setelah masa tenggang.

All Company's loans signed before 2020,havegrace period of 3 (three) years, while loanssigned in 2020 have no grace period. TheCompany is required to pay quarterlyinstallments after the grace period.

Untuk Maybank I, SMI I, BRI, BNI, Mandiri, IIFdan EXIM, Perusahaan diwajibkan untukmembayar provision fee atau up-front feesebesar 0,65% dari jumlah fasilitas pinjamanyang tersedia dan untuk Mandiri (2020) dan BRI(2020) sebesar 0,25% dari jumlah fasilitaspinjaman yang tersedia yang dibayarkan sekalidiawal masa peminjaman.

For Maybank I, SMI I, BRI, BNI, Mandiri, IIF andEXIM loan facilities the Company is required topay a provision fee or an up-front fee of 0.65%,from the total loan facility, and for Mandiri(2020), and BRI (2020), 0.25% from the totalloan facility, paid once at the beginning of loanperiod.

Untuk pinjaman Maybank II, BTN, dan SMI II,Perusahaan diwajibkan untuk membayarprovision fee atau up-front fee sebesar 0,5%dan untuk BTN (2020) sebesar 0,25% darijumlah fasilitas pinjaman yang tersedia yangdibayarkan secara proposional per penarikan.

For Maybank II, BTN, and SMI II loan facilities,the Company is required to pay a provision feeor an up-front fee of 0.5%, from the total loanfacility and BTN (2020), 0.25% from the totalloan facility, paid proportionally per drawdownamount.










103



Rincian utang bank jangka panjang adalahsebagai berikut:

The details of long-term bank loans are asfollows:

31 Desember 2020/ 31 Desember 2019/Rekanan December 31, 2020 December 31, 2019 Counterparts

Maybank 4.207.894.027.756 4.254.134.024.524 MaybankSMI 1.916.922.390.029 1.845.082.303.700 SMIEXIM 1.309.265.109.950 1.368.360.430.044 EXIMBTN 997.422.850.561 999.047.877.764 BTNBRI 669.081.222.388 682.113.486.229 BRIBNI 669.081.222.389 682.063.922.085 BNIMandiri 669.081.222.388 681.912.896.487 MandiriIIF 357.476.349.642 372.920.867.323 IIF

10.796.224.395.103 10.885.635.808.156Dikurangi bagian yang jatuh

tempo dalam satu tahun (229.597.480.000) (585.388.500.000) Less current maturities

Porsi jangka panjang 10.566.626.915.103 10.300.247.308.156 Long term portion

Jumlah tersebut di atas merupakan jumlahsetelah penyesuaian nilai wajar.

Total amount above represents total amountafter adjustment to fair value.

Pada tanggal 16 November 2017, 15 Februari2018, 15 Mei 2018, 15 Agustus 2018, 15November 2018, 15 Februari 2019, 15 Mei2019, 15 Agustus 2019, 15 November 2019,dan 15 Februari 2020, Perusahaan melakukanpembayaran atas pinjaman jangka panjang keMaybank masing-masing sebesarRp11.193.241.152, Rp20.056.758.848,Rp15.625.000.000, Rp15.625.000.000,Rp31.250.000.000, Rp31.250.000.000,Rp31.250.000.000, Rp31.250.000.000,Rp46.875.000.000, dan Rp46.875.000.000.

On November 16, 2017, February 15, 2018,May 15, 2018, August 15, 2018, November 15,2018, February 15, 2019, May 15, 2019, August15, 2019, November 15, 2019, and February15, 2020, the Company has made repaymenton long-term loans to Maybank amountingRp11,193,241,152, Rp20,056,758,848,Rp15,625,000,000, Rp15,625,000,000,Rp31,250,000,000, Rp31,250,000,000,Rp31,250,000,000, Rp31,250,000,000Rp46,875,000,000, and Rp46,875,000,000respectively.

Pada tanggal 31 Mei 2018, 31 Agustus 2018,30 November 2018, 1 Maret 2019, 1 Juni 2019,1 September 2019, 29 November 2019,28 Februari 2020, dan 29 Mei 2020,Perusahaan melakukan pembayaran ataspinjaman jangka panjang ke SMI masing-masing sebesar Rp5.212.500.000,Rp5.212.500.000, Rp5.212.500.000,Rp5.212.500.000, Rp10.412.500.000,Rp10.412.500.000, Rp10.412.500.000,Rp10.412.500.000, dan Rp 15.625.000.000.

On May 31, 2018, August 31, 2018, November30, 2018, March 1, 2019, June 1, 2019,September 1, 2019 and November 29, 2019,February 28, 2020 and May 29, 2020 theCompany has made repayment on long-termloans to SMI amounting Rp5,212,500,000,Rp5,212,500,000, Rp5,212,500,000,Rp5,212,500,000, Rp10,412,500,000,Rp10,412,500,000, Rp10,412,500,000,Rp10,412,500,000, and Rp15,625,000,000,respectively.

Pada tanggal 15 Oktober 2018, 15 Januari2019, 15 April 2019, 15 Juli 2019, 15 Oktober2019, 15 Januari 2020, dan 15 April 2020,Perusahaan melakukan pembayaran ataspinjaman jangka panjang ke IIF masing-masingsebesar Rp4.160.000.000, Rp4.160.000.000,Rp4.160.000.000, Rp4.160.000.000Rp8.320.000.000, Rp8.320.000.000, danRp8.320.000.000.

On October 15, 2018, January 15, 2019, April15, 2019, July 15, 2019, October 15, 2019, andJanuary 15, 2020, April 15, 2020, the Companyhas made repayment on long-term loans to IIFamounting Rp4,160,000,000,Rp4,160,000,000, Rp4,160,000,000,Rp4,160,000,000 Rp8,320,000,000,Rp8,320,000,000, and Rp8,320,000,000,respectively.










104



Pada tanggal 25 Juli 2018, 25 Oktober 2018,25 Januari 2019, 25 April 2019, 25 Juli 2019,25 Oktober 2019, 25 Januari 2020, dan 25 April2020, Perusahaan melakukan pembayaranatas pinjaman jangka panjang ke Eximbanksebesar Rp15.600.000.000,Rp15.600.000.000, Rp15.600.000.000,Rp15.600.000.000, Rp31.238.000.000,Rp31.238.000.000, Rp31.238.000.000,dan Rp31.238.000.000.

On July 25, 2018, October 25, 2018, January25, 2019, April 25, 2019, July 25, 2019, October25, 2019, January 25, 2020 and April 25, 2020the Company has made repayment on long-term loans to Eximbank amountingRp15,600,000,000, Rp15,600,000,000,Rp15,600,000,000, Rp15,600,000,000,Rp31,238,000,000, Rp31,238,000,000,Rp31,238,000,000, and Rp31,238,000,000,respectively.

Pada tanggal 15 Juli 2019, 15 Oktober 2019, 15Januari 2020, dan 15 April 2020, Perusahaanmelakukan pembayaran atas pinjaman jangkapanjang ke Bank Mandiri sebesarRp7.297.500.000, Rp7.297.500.000,Rp7.297.500.000, dan Rp7.297.500.000.

On July 15, 2019, October 15, 2019, January15, 2020, and April 15, 2020, the Company hasmade repayment on long-term loans to BankMandiri amounting Rp7,297,500,000,Rp7,297,500,000, Rp7,297,500,000, andRp7,297,500,000, respectively.

Pada tanggal 15 Juli 2019, 15 Oktober 2019, 15Januari 2020, dan 15 April 2020 Perusahaanmelakukan pembayaran atas pinjaman jangkapanjang ke BNI sebesar Rp7.297.500.000,Rp7.297.500.000, Rp7.297.500.000 danRp7.297.500.000.

On July 15, 2019, October 15, 2019, January15, 2020 and April 15, 2020 the Company hasmade repayment on long-term loans to BNIamounting Rp7,297,500,000,Rp7,297,500,000, Rp7,297,500,000 andRp7,297,500,000, respectively.

Pada tanggal 15 Juli 2019, 15 Oktober 2019, 10Januari 2020, dan 10 April 2020, Perusahaanmelakukan pembayaran atas pinjaman jangkapanjang ke BRI sebesar Rp7.297.500.000,Rp7.297.500.000, Rp7.297.500.000 danRp7.297.500.000.

On July 15, 2019, October 15, 2019, January10, 2020, and April 10, 2020, the Company hasmade repayment on long-term loans to BRIamounting Rp7,297,500,000,Rp7,297,500,000, Rp7,297,500,000 andRp7,297,500,000, respectively.

Rincian tanggal jatuh tempo dan jaminansehubungan dengan fasilitas pinjaman jangkapanjang pada tanggal 31 Desember 2020adalah sebagai berikut:

The details of maturities and collaterals relatedwith long-term loans as of December 31, 2020are as follows:



Maybank 15 November 2017 sampai Tidak ada jaminan khusus/11 Agustus 2024/ No special collateral

November 15, 2017 untilAugust 11, 2024

12 Oktober 2018 sampai12 Oktober 2028/

October 12, 2018 untilOctober 12, 2028

SMI 20 Maret 2018 sampai Tidak ada jaminan khusus/20 Maret 2025/ No special collateral

March 20, 2018 untilMarch 20, 2025

21 November 2018 sampai21 November 2028/

November 21, 2018 untilNovember 21, 2028










105



Rincian tanggal jatuh tempo dan jaminansehubungan dengan fasilitas pinjaman jangkapanjang pada tanggal 31 Desember 2020adalah sebagai berikut: (lanjutan)

The details of maturities and collaterals relatedwith long-term loans as of December 31, 2020are as follows: (continued)



IIF 15 Juli 2018 sampai Tidak ada jaminan khusus/15 Juli 2025/ No special collateral

July 15, 2018 untilJuly 15, 2025

EXIM 1 April 2018 sampai Tidak ada jaminan khusus/1 April 2025/ No special collateral

April 1, 2018 untilApril 1, 2025

BRI 1 April 2019 sampai Tidak ada jaminan khusus/31 Maret 2026/ No special collateral

April 1, 2019 untilMarch 31, 2026

30 Juli 2023/July 30, 2023

BNI 1 April 2019 sampai Tidak ada jaminan khusus/31 Maret 2026/ No special collateral


Mandiri 1 April 2019 sampai Tidak ada jaminan khusus/31 Maret 2026/ No special collateral


24 Juni 2023/June 24, 2023

BTN 12 September 2018 sampai Tidak ada jaminan khusus/12 September 2028/ No special collateral

September 12, 2018 untilSeptember 12, 2028

6 Juli 2023/July 6, 2023

Maybank Maybank

Berdasarkan perjanjian kredit tanggal 11Agustus 2014, Perusahaan memperolehfasilitas pinjaman berjangka dari Maybankdengan jumlah maksimum fasilitas pinjamansebesar Rp1.500.000.000.000. Hasilpenerimaan dari pinjaman ini digunakan untukmembiayai pengembangan bandar udaraPerusahaan. Pinjaman ini dikenakan sukubunga tahunan berkisar antara 7,00% - 8,25%pada tahun 2020 dan antara 8,50% - 9,00%pada tahun 2019.

Based on a loan agreement datedAugust 11, 2014, the Company obtained a termloan facility from Maybank with maximum creditfacility limit of Rp1,500,000,000,000. Theproceeds of the loan from this facility were usedto finance the Company’s airport development.This loan bears interest at annual rates rangingfrom 7.00% - 8.25% in 2020 and 8.50% - 9.00%in 2019.










106



Maybank (lanjutan) Maybank (continued)

Perusahaan juga diwajibkan untukmempertahankan rasio-rasio keuangan tertentuselama periode perjanjian pinjaman sebagaiberikut:

The Company is also required to maintaincertain financial ratios during the period of loanagreement as follows:

- Debt Service Coverage Ratio (DSCR)minimal sebesar 1,20 kali.


- Rasio Lancar minimum sebesar 1,10 kali.

- Minimum Debt Service Coverage Ratio(DSCR) of 1.20 times.

- Maximum Debt Equity Ratio (DER) of 2times.

- Minimum Current Ratio of 1.10 times.

Pada tanggal 5 November 2018, Maybankmenyetujui untuk melakukan penyesuaianfinancial covenant sebagai berikut :

On November 5, 2018, Maybank agreed toadjust the financial covenant as follows:

- Penyesuaian Debt Service Coverage Ratio(DSCR) menjadi minimal sebesar 1 kali

- Menghapus permanen pembatasan RasioLancar.

- To adjust Debt Service Coverage Ratio(DSCR) to minimum of 1 time.

- Permanently removed the Current Ratiocovenant.

Pada tanggal 3 Juni 2020, Maybank setujumemberikan penangguhan pembayaranangsuran hutang pokok yang jatuh tempo padatanggal 1 Mei 2020 hingga 30 April 2021.Disamping kewajiban pembayaran tersebut,Maybank juga menyetujui untuk melakukanpenyesuaian financial covenant sebagaiberikut:

On 3 June 2020, Maybank agreed to postponethe payment of installments of principal debtdue on 1 May 2020 to 30 April 2021. In additionto the payment obligations, Maybank alsoagreed to make financial covenant adjustmentsas follows:

- Penyesuaian Debt Service Coverage Ratio(DSCR) sebesar 1 kali akan diperhitungkanmulai periode Desember 2022.

- Penyesuaian Debt to Equity (DER) sebesar2 kali akan diperhitungkan mulai periodeDesember 2021.

- To adjust the Debt Service Coverage Ratio(DSCR) of 1 time will be calculated starting fromDecember 2022.

- To adjust Debt to Equity (DER) of 2 time will becalculated starting from December 2021.

Berdasarkan perjanjian kredit tanggal 12Oktober 2018, Perusahaan memperolehfasilitas pinjaman berjangka dari Maybankdengan jumlah maksimum fasilitas pinjamansebesar Rp3.000.000.000.000. Hasilpenerimaan dari pinjaman ini digunakan untukmembiayai pengembangan bandar udaraPerusahaan. Pinjaman ini dikenakan sukubunga tahunan berkisar antara 7,15% - 8,40%pada tahun 2020 dan 8,65% - 9,15% padatahun 2019.

Based on a loan agreement datedOctober 12, 2018, the Company obtained aterm loan facility from Maybank with maximumcredit facility limit of Rp3,000,000,000,000. Theproceeds of the loan from this facility were usedto finance the Company’s airport development.This loan bears interest at annual rates rangingfrom 7.15% - 8.40% in 2020 and 8.65% - 9.15%in 2019.



- Debt Service Coverage Ratio (DSCR)minimal sebesar 1 kali.


- Minimum Debt Service Coverage Ratio(DSCR) of 1 time.











107



Maybank (lanjutan) Maybank (continued)

Berdasarkan akad line fasilitas pembiayaanMusyarakah tanggal 7 November 2019,Perusahaan memperoleh fasilitas pembiayaandari Maybank dengan jumlah maksimumsebesar Rp1.000.000.000.000. Perusahaanjuga menandatangani akad Perjanjian LimitGabungan No PJJ.04.04./00/11/2019/0792pada tanggal 7 November 2019 denganMaybank dimana Perusahaan tidak dapatmenggunakan limit fasilitas perjanjian kredityang disepakati sebelumnya pada tanggal12 Oktober 2018 jika jumlah kewajibanPerusahaan gabungan yang harus dibayar(Limit Kredit dan Limit PembiayaanMusyarakah) kepada Maybank telah melebihiRp3.000.000.000.000.

Based on Musyarakah line financing facilityagreement dated November 7, 2019, theCompany obtained a financing facility fromMaybank with maximum financing facility limit ofRp1,000,000,000,000. The Company alsosigned Combined Limit Agreeement No.PJJ.04.04./00/11/2019/0792 datedNovember 7, 2019 with Maybank where theCompany would not be able to use the creditfacility limit which previously agreed on October12, 2018 if the total Company’s liability toMaybank (Credit limit and Financing Limit) hasexceeded Rp3,000,000,000,000.

Perusahaan juga diwajibkan untukmempertahankan rasio-rasio keuangan tertentuselama periode perjanjian pembiayaan sebagaiberikut:

The Company is also required to maintaincertain financial ratios during the period offinancing agreement as follows:





Pada tanggal 19 Mei 2020, Maybank setujumemberikan penangguhan pembayaranangsuran hutang pokok yang jatuh tempo padatanggal 1 Mei 2020 hingga 30 April 2021.Disamping kewajiban pembayaran tersebut,Maybank juga menyetujui untuk melakukanpenyesuaian financial covenant sebagaiberikut:

On May 19, 2020, Maybank agreed to postponethe payment of installments of principal debtdue on 1 May 2020 to 30 April 2021. In additionto the payment obligations, Maybank alsoagreed to make financial covenant adjustmentsas follows:


- Penyesuaian Debt to Equity (DER) sebesar2 kali akan diperhitungkan mulai periodeDesember 2021.

- To adjust the Debt Service Coverage Ratio(DSCR) of 1 time will be calculated startingfrom December 2022.

- To adjust Debt to Equity (DER) of 2 time willbe calculated starting from December 2021.

SMI SMI

Berdasarkan perjanjian kredit tanggal 20 Maret2015, Perusahaan memperoleh fasilitaspembiayaan dari SMI dengan jumlahmaksimum fasilitas pinjaman sebesarRp500.000.000.000. Hasil penerimaan daripembiayaan ini digunakan untukpengembangan bandar udara Perusahaan.Pinjaman ini dikenakan suku bunga tahunanberkisar antara 4,50% - 8,25% pada tahun2020 dan antara 8,25% - 9,00% pada tahun2019.

Based on a loan agreement datedMarch 20, 2015, the Company obtained afinancing facility from SMI with maximum creditfacility limit of Rp500,000,000,000. Theproceeds of the loan from this facility were usedto to finance the Company’s airportdevelopment. This loan bears interest at annualrates ranging from 4.50% - 8.25% in 2020 and8.25% - 9.00% in 2019.










108



SMI (lanjutan) SMI (continued)









Pada tanggal 20 September 2018, SMImenyetujui untuk melakukan perubahanfinancial covenant menjadi sebagai berikut :

On September 20, 2018, SMI agreed to adjustfinancial covenant to become as follows:





Pada tanggal 30 Juni 2020, SMI setujumemberikan penangguhan pembayaranangsuran hutang pokok yang jatuh tempo padatanggal 1 September 2020 hingga1 Maret 2021. Disamping kewajibanpembayaran tersebut, SMI juga menyetujuiuntuk melakukan penyesuaian financialcovenant sebagai berikut:

On 30 June 2020, SMI agreed to postpone thepayment of installments of principal debt due on1 September 2020 to 1 March 2021. In additionto the payment obligations, SMI also agreed tomake financial covenant adjustments asfollows:

- Penyesuaian Debt Service Coverage Ratio(DSCR) sebesar 1 kali untuk diperhitungkanmulai periode Desember 2022.

- To adjust the Debt Service Coverage Ratio(DSCR) of 1 time will be calculated startingfrom December 2022.

Berdasarkan perjanjian kredit tanggal21 November 2018, Perusahaan memperolehfasilitas pembiayaan dari SMI dengan jumlahmaksimum fasilitas pinjaman sebesarRp1.500.000.000.000. Hasil penerimaan daripembiayaan ini digunakan untukpengembangan bandar udara Perusahaan.Pinjaman ini dikenakan suku bunga tahunanberkisar antara 4,50% - 8,40% pada tahun2020 dan antara 8,40% - 9,15% pada tahun2019.

Based on a loan agreement datedNovember 21, 2018, the Company obtained afinancing facility from SMI with maximum creditfacility limit of Rp1,500,000,000,000. Theproceeds of the loan from this facility were usedto finance the Company’s airport development.This loan bears interest at annual rates rangingfrom 4.50% - 8.40% in 2020 and 8.40% - 9.15%in 2019.
















109



SMI (lanjutan) SMI (continued)

Pada tanggal 30 Juni 2020, SMI setuju untukmelakukan penyesuaian financial covenantsebagai berikut:

On June 30, 2020, SMI agreed to to makefinancial covenant adjustments as follows:

- Debt Service Coverage Ratio (DSCR)minimal sebesar 1 kali yang diperhitungkanmulai periode Desember 2022.

- Minimum Debt Service Coverage Ratio(DSCR) of 1 time that started to beaccounted on December 2022.

EXIM EXIM

Berdasarkan perjanjian kredit tanggal1 April 2015, Perusahaan memperoleh fasilitaspinjaman berjangka dari EXIM dengan jumlahmaksimum fasilitas pinjaman sebesarRp1.500.000.000.000. Hasil penerimaan daripinjaman ini digunakan untuk membiayaipengembangan bandar udara Perusahaan.Pinjaman ini dikenakan suku bunga tahunanberkisar antara 6,50% - 8,25% pada tahun2020 dan antara 8,25% - 9,00% pada tahun2019.

Based on a loan agreement dated April 1, 2015,the Company obtained a term loan facility fromEXIM with maximum credit facility limit ofRp1,500,000,000,000. The proceeds of theloan from this facility were used to finance theCompany’s airport development. This loanbears interest at annual rates ranging from6.50% - 8.25% in 2020 and 8.25% - 9.00% in2019.









Perusahaan juga diwajibkan untuk melakukanpemberitahuan tertulis kepada EXIM terkaitdengan pembagian dividen.

The Company is also required to provide writtennotification to EXIM regarding dividenddeclaration.

Pada tanggal 21 Febuari 2019, EXIMmenyetujui untuk melakukan penyesuaianfinancial covenant dengan menghapus RasioLancar dan mengubah Debt Service CoverageRatio (DSCR) menjadi 1 kali.

On February 21, 2019, EXIM agreed to adjustfinancial covenant by removed the CurrentRatio and adjusted Debt Service CoverageRatio (DSCR) become 1 time.










110



EXIM (lanjutan) EXIM (continued)

Pada tanggal 8 Juni 2020, EXIM setujumemberikan penangguhan pembayaranangsuran hutang pokok yang jatuh tempo padatanggal 25 Juli 2020 hingga 25 Januari 2021.Disamping kewajiban pembayaran tersebut,EXIM juga menyetujui untuk melakukanpenyesuaian financial covenant sebagaiberikut:

On 8 June 2020, EXIM agreed to postpone thepayment of installments of principal debt due on25 July 2020 to 25 January 2021. In addition tothe payment obligations, EXIM also agreed tomake financial covenant adjustments asfollows:

- Penyesuaian Debt Service Coverage Ratio(DSCR) sebesar 1 kali akan diperhitungkanmulai periode Desember 2022

- To adjust the Debt Service Coverage Ratio(DSCR) of 1 time will be calculated starting fromDecember 2022

IIF IIF

Berdasarkan perjanjian kredit tanggal15 Juli 2015, Perusahaan memperoleh fasilitaspinjaman berjangka dari IIF dengan jumlahmaksimum fasilitas pinjaman sebesarRp400.000.000.000. Hasil penerimaan daripinjaman ini digunakan untuk membiayaipengembangan bandar udara Perusahaankhususnya Bandara Soekarno-Hatta. Pinjamanini dikenakan suku bunga tahunan berkisarantara 5,00% - 8,25% pada tahun 2020 danantara 8,50% - 9,00% pada tahun 2019.

Based on a loan agreement datedJuly 15, 2015, the Company obtained a termloan facility from IIF with maximum credit facilitylimit of Rp400,000,000,000. The proceeds ofthe loan from this facility were used to to financethe Company’s airport development, especiallyin Soekarno-Hatta Airport. This loan bearsinterest at annual rates ranging from5.00% - 8.25% in 2020 and 8.50% - 9.00% in2019.









Pada tanggal 19 Desember 2018, IIFmenyetujui untuk melakukan penyesuaianfinancial covenant menjadi sebagai berikut:

On December 19, 2018, IIF agreed to adjustfinancial covenant as follows:


- Menghapus persyaratan Rasio Lancar.


- Remove the Current Ratio requirement.










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Pada tanggal 9 Oktober 2020, IIF setujumemberikan penangguhan pembayaranangsuran hutang pokok yang jatuh tempo padatanggal 15 Juli 2020 hingga 15 Januari 2021.Disamping kewajiban pembayaran tersebut, IIFjuga menyetujui untuk melakukan penyesuaianfinancial covenant sebagai berikut:

On 9 October 2020, IIF agreed to postpone thepayment of installments of principal debt due on15 July 2020 to 15 January 2021. In addition tothe payment obligations, IIF also agreed tomake financial covenant adjustments asfollows:



BRI BRI

Berdasarkan perjanjian kredit tanggal 1 April2016, Perusahaan memperoleh fasilitaspinjaman berjangka dari BRI dengan jumlahmaksimum fasilitas pinjaman sebesarRp700.000.000.000. Hasil penerimaan daripembiayaan ini digunakan untukpengembangan bandar udara perusahaan.Pinjaman ini dikenakan suku bunga tahunanberkisar antara 7,00% - 8,25% pada tahun2020 dan antara 8,50% - 9,00% pada tahun2019.

Based on a loan agreement dated April 1, 2016,the Company obtained a term loan facility fromBRI with maximum credit facility limit ofRp700,000,000,000. The proceeds of the loanfrom this facility were used to to finance theCompany’s airport development. This loanbears interest at annual rates ranging from7.00% - 8.25% in 2020 and 8.50% - 9.00% in2019.





- Rasio Lancar minimum sebesar 1 kali.



- Minimum Current Ratio of 1 time.

Pada tanggal 5 Desember 2018, BRImenyetujui untuk melakukan penyesuaianfinancial covenant dengan menghapuspersyaratan Rasio Lancar.

On December 5, 2018, BRI agreed to adjust thefinancial covenant by removing the CurrentRatio requirement.

Pada tanggal 13 Juli 2020, BRI setujumemberikan penangguhan pembayaranangsuran hutang pokok yang jatuh tempo padatanggal 15 Juli 2020 hingga 15 Januari 2021.Disamping kewajiban pembayaran tersebut,BRI juga menyetujui untuk melakukanpenyesuaian financial covenant sebagaiberikut:

On 13 July 2020, BRI agreed to postpone thepayment of installments of principal debt due on15 July 2020 to 15 January 2021. In addition tothe payment obligations, BRI also agreed tomake financial covenant adjustments asfollows:












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BRI (lanjutan) BRI (continued)

Berdasarkan perjanjian kredit tanggal 30 Juli2020, Perusahaan memperoleh revolving loanfacility dari BRI dengan jumlah maksimumfasilitas pinjaman sebesar Rp700.000.000.000.Hasil penerimaan dari pembiayaan inidigunakan untuk kebutuhan modal kerjaPerusahaan. Perusahaan belum melakukanpenarikan atas pinjaman ini di 2020.

Based on a loan agreement dated July 30,2020, the Company obtained a revolving loanfacility from BRI with maximum credit facilitylimit of Rp700,000,000,000. The proceeds ofthe loan from this facility were used to to financethe Company’s working capital. The Companyhas not withdrawn any amount for this facility in2020.



- Menjaga ekuitas selalu positif.- Rasio Hutang Terhadap Ekuitas (DER)

maksimum sebesar 2 kali.

- Maintain a postive equity.- Maximum Debt Equity Ratio (DER) of 2

times.

BNI BNI

Berdasarkan perjanjian kredit tanggal 1 April2016, Perusahaan memperoleh fasilitaspinjaman berjangka dari BNI dengan jumlahmaksimum fasilitas pinjaman sebesarRp700.000.000.000. Hasil penerimaan daripembiayaan ini digunakan untukpengembangan bandar udara perusahaan.Pinjaman ini dikenakan suku bunga tahunanberkisar antara 7,00% - 8,25% pada tahun 2020dan antara 8,50% - 9,00% pada tahun 2019.

Based on a loan agreement dated April 1, 2016,the Company obtained a term loan facility fromBNI with maximum credit facility limit ofRp700,000,000,000. The proceeds of the loanfrom this facility were used to finance theCompany’s airport development. This loanbears interest at annual rates ranging from7,00% - 8,25% in 2020 and 8.50% - 9.00% in2019.









Pada tanggal 31 Desember 2018, BNImenyetujui untuk melakukan penyesuaianfinancial covenant dengan menghapuspersyaratan Rasio Lancar.

On December 31, 2018, BNI agreed to adjustthe financial covenant by removing CurrentRatio requirement.










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BNI (lanjutan) BNI (continued)

Pada tanggal 29 Mei 2020, BNI setujumemberikan penangguhan pembayaranangsuran hutang pokok yang jatuh tempo padatanggal 15 Juli 2020 hingga 15 Januari 2021.Disamping kewajiban pembayaran tersebut,BNI juga menyetujui untuk melakukanpenyesuaian financial covenant sebagaiberikut:

On 29 May 2020, BNI agreed to postpone thepayment of installments of principal debt due on15 July 2020 to 15 January 2021. In addition tothe payment obligations, BNI also agreed tomake financial covenant adjustments asfollows:



Mandiri Mandiri

Berdasarkan perjanjian kredit tanggal 1 April2016, Perusahaan memperoleh fasilitaspinjaman berjangka dari Mandiri dengan jumlahmaksimum fasilitas pinjaman sebesarRp700.000.000.000. Hasil penerimaan daripembiayaan ini digunakan untukpengembangan bandar udara perusahaan.Pinjaman ini dikenakan suku bunga tahunanberkisar antara 7,00% - 8,25% pada tahun 2020dan antara 8,50% - 9,00% pada tahun 2019.

Based on a loan agreement dated April 1, 2016,the Company obtained a term loan facility fromMandiri with maximum credit facility limit ofRp700,000,000,000. The proceeds of the loanfrom this facility were used to finance theCompany’s airport development. This loanbears interest at annual rates ranging from7.00% - 8.25% in 2020 and 8.50% - 9.00% in2019.









Pada tanggal 25 April 2019, Mandiri menyetujuiuntuk melakukan penyesuaian financialcovenant dengan menghapus persyaratanRasio Lancar.

On April 25, 2019, Mandiri agreed to adjust thefinancial covenant by removing Current Ratiorequirement.

Pada tanggal 25 Juni 2020, Mandiri setujumemberikan penangguhan pembayaranangsuran hutang pokok yang jatuh tempo padatanggal 15 Juli 2020 hingga 15 Januari 2021.Disamping kewajiban pembayaran tersebut,Mandiri juga menyetujui untuk melakukanpenyesuaian financial covenant sebagaiberikut:

On 25 June 2020, Mandiri agreed to postponethe payment of installments of principal debtdue on 15 July 2020 to 15 January 2021. Inaddition to the payment obligations, Mandirialso agreed to make financial covenantadjustments as follows:












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Mandiri (lanjutan) Mandiri (continued)

Berdasarkan perjanjian kredit tanggal 29 Mei2020, Perusahaan memperoleh revolving loanfacility dari Mandiri dengan jumlah maksimumfasilitas pinjaman sebesar Rp750.000.000.000.Hasil penerimaan dari pembiayaan inidigunakan untuk kebutuhan modal kerjaPerusahaan. Perusahaan belum melakukanpenarikan atas pinjaman ini di 2020.

Based on a loan agreement dated May 29,2020, the Company obtained a revolving loanfacility from Mandiri with maximum credit facilitylimit of Rp750,000,000,000. The proceeds ofthe loan from this facility were used to to financethe Company’s working capital. The Companyhas not withdrawn any amount for this facility in2020.





BTN BTN

Berdasarkan perjanjian kredit tanggal 12September 2018, Perusahaan memperolehfasilitas pinjaman berjangka dari BTN denganjumlah maksimum fasilitas pinjaman sebesarRp1.000.000.000.000. Hasil penerimaan daripembiayaan ini digunakan untukpengembangan bandar udara Perusahaan.Pinjaman ini dikenakan suku bunga tahunanberkisar antara 7,15% - 8,40% pada tahun 2020dan antara 8,65% - 9,15% pada tahun 2019.

Based on a loan agreement dated September12, 2018, the Company obtained a term loanfacility from BTN with maximum credit facilitylimit of Rp1,000,000,000,000. The proceeds ofthe loan from this facility were used to financethe Company’s airport development. This loanbears interest at annual rates ranging from7.15% - 8.40% in 2020 and 8.65% - 9.15% in2019.



- Debt Service Coverage Ratio (DSCR)minimum 1 kali.




Pada tanggal 31 Desember 2020 dan 2019,Perusahaan telah memenuhi seluruh kewajibanyang tercantum dalam seluruh perjanjian utangbank jangka panjangnya.

As of December 31, 2020 and 2019 theCompany has complied with all covenant statedin all of its long-term bank loan agreements.

Pada tanggal 13 Juli 2020, BTN setujumemberikan jadwal pembayaran pokok atauangsuran baru yang jatuh tempo mulai daritanggal 12 Desember 2021. Disampingkewajiban pembayaran tersebut, BTN jugamenyetujui untuk melakukan penyesuaianfinancial covenant sebagai berikut:

On July 13, 2020, BTN agreed to provide a newschedule for payment of principal orinstallments due starting fromDecember 12, 2021. In addition to thesepayment obligations, BTN also agreed to makefinancial covenant adjustments as follows:












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BTN (lanjutan) BTN (continued)

Berdasarkan perjanjian kredit tanggal 6 Juli2020, Perusahaan memperoleh revolving loanfacility dari Mandiri dengan jumlah maksimumfasilitas pinjaman sebesar Rp750.000.000.000.Hasil penerimaan dari pembiayaan inidigunakan untuk kebutuhan modal kerjaPerusahaan. Perusahaan belum melakukanpenarikan atas pinjaman ini di 2020.

Based on a loan agreement dated July 6, 2020,the Company obtained a revolving loan facilityfrom Mandiri with maximum credit facility limit ofRp750,000,000,000. The proceeds of the loanfrom this facility were used to to finance theCompany’s working capital. The Company hasnot withdrawn any amount for this facility in2020.



- Kas di bank minimal 2,5% dari Baki Debettiap akhir bulanya

- Cash in bank minimum 2.5% from Debit Trayat the end of each month

b. Utang Obligasi b. Bonds Payable

Pada tanggal 23 Juni 2016, Perusahaan telahmendapatkan pernyataan efektif dari OtoritasJasa Keuangan (OJK) atas penerbitanObligasi I Angkasa Pura II tahun 2016 dengan3 (tiga) seri yaitu:

On June 23, 2016, the Company has obtainedan effective statement from Otoritas JasaKeuangan (OJK) on the issuance of Bonds IAngkasa Pura II Year 2016 with 3 (three) seriesas follows:

a) Seri A senilai Rp1.000.000.000.000 dansuku bunga 8,6% per tahun, akan jatuhtempo tanggal 30 Juni 2021

b) Seri B senilai Rp100.000.000.000 dan sukubunga 8,8% per tahun, akan jatuh tempotanggal 30 Juni 2023

c) Seri C senilai Rp900.000.000.000 dansuku bunga 9,0% per tahun, akan jatuhtempo tanggal 30 Juni 2026

a) Seri A amounting Rp 1,000,000,000,000and annual interest rate of 8.6%, withmaturity date on June 30, 2021

b) Seri B amounting Rp100,000,000,000 andannual interest rate of 8.8%, with maturitydate on June 30, 2023

c) Seri C amounting Rp900,000,000,000 andannual interest of 9.0%, with maturity dateon June 30, 2026

Total dana yang diterima Perusahaan padatanggal 30 Juni 2016 dari hasil penerbitanperdana Obligasi I Angkasa Pura II tahun 2016adalah sebesar Rp2.000.000.000.000. Sesuaidengan perjanjian dengan PT Bank Mega Tbkselaku Wali Amanat dan prospektus utangobligasi Perusahaan, 92% dari dana tersebutakan digunakan untuk pengembanganbandara Soekarno-Hatta dan 8% akandigunakan untuk pengembangan bandaralainnya.

Total fund received by the Company on June30, 2016 from the first issuance of Bonds IAngkasa Pura II Year 2016 wasRp2,000,000,000,000. Based on the agreementwith PT Bank Mega Tbk as Trustee and theCompany’s prospectus for bonds payable, 92%of the funds will be used for the development ofSoekarno-Hatta airport and 8% will be used forthe development of other airports.










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b. Utang Obligasi (lanjutan) b. Bonds Payable (continued)

Perusahaan juga diwajibkan untukmempertahankan rasio-rasio keuangantertentu selama periode utang obligasi sebagaiberikut:

The Company is also required to maintaincertain financial ratios during the bonds payableperiod as follows:

a) Perbandingan Aset Lancar terhadapKewajiban Lancar tidak kurang dari 1 kali.

b) Perbandingan Total Pinjaman terhadapTotal Ekuitas tidak lebih dari 2 kali.

c) Perbandingan Profit Sebelum BebanPajak Penghasilan dan Penyusutan danAmortisasi terhadap Beban BungaPinjaman tidak kurang dari 1 kali.

a) Ratio of Current Assets to CurrentLiabilities not less than 1 time.

b) Ratio of Total Debt to Total Equity not morethan 2 times.

c) Ratio of Earnings Before Income Tax andDepreciation and Amortization to InterestExpenses not less than 1 time.

Perusahaan juga akan dianggap wanprestasiterhadap kewajibannya sehubungan denganutang obligasinya apabila terdapat utangjangka panjang lainnya yang tidak memenuhipersyaratan, sejumlah lebih dari 25% dariekuitas Perusahaan.

The Company will also be declaredincompliance with its covenant relating to thebonds payable if there is any other long-termloan that is not in compliance with theircovenant, totaling more than 25% of theCompany’s equity.

Pada tanggal 19 November 2020 dan 16Desember 2020, Pemegang Obligasi I AngkasaPura II 2016 setuju untuk melakukanpenyesuaian financial covenant sebagaiberikut:

On November 19, 2020 and December 16,2020, holders of Bonds I Angkasa Pura II Year2016 agreed to to make financial covenantadjustments as follows:

- Penghapusan Perbandingan Aset Lancarterhadap Kewajiban Lancar tidak kurangdari 1 kali.

- Pengesampingan Perbandingan ProfitSebelum Beban Pajak Penghasilan danPenyusutan dan Amortisasi terhadap BebanBunga Pinjaman tidak kurang dari 1 kaliuntuk periode laporan keuangan31 Desember 2020 dan 31 Desember 2021

- Invalidation of Ratio of Current Assets toCurrent Liabilities not less than 1 time.

- Waive Ratio of Earnings Before Income Taxand Depreciation and Amortization to InterestExpenses not less than 1 time for financialreporting period of December 31, 2020 andDecember 31, 2021.

Pada tanggal 13 Desember 2018, Perusahaantelah mendapatkan pernyataan efektif dariOtoritas Jasa Keuangan (OJK) atas penerbitanObligasi Berkelanjutan I Angkasa Pura IITahap I Tahun 2018 dengan 2 (dua) seri yaitu:

On December 13, 2018, the Company hasobtained an effective statement from OtoritasJasa Keuangan (OJK) on the issuance ofObligasi Berkelanjutan I Angkasa Pura II PhaseI Year 2018 with 2 (two) series as follows:

a) Seri A senilai Rp200.000.000.000 dansuku bunga 8,65% per tahun, akan jatuhtempo tanggal 12 Desember 2021

b) Seri B senilai Rp550.000.000.000 dansuku bunga 8,95% per tahun, akan jatuhtempo tanggal 12 Desember 2023

a) Seri A amounting to Rp200,000,000,000and annual interest rate of 8.65%, withmaturity date on December 12, 2021

b) Seri B amounting to Rp550,000,000,000and annual interest rate of 8.95%, withmaturity date on December 12, 2023










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Total dana yang diterima Perusahaan padatanggal 12 Desember 2018 dari hasilpenerbitan Obligasi Berkelanjutan I AngkasaPura II Tahap I Tahun 2018 adalah sebesarRp750.000.000.000. Sesuai dengan perjanjiandengan PT Bank Mega Tbk selaku WaliAmanat dan prospektus utang obligasiPerusahaan, seluruh dari dana tersebut akandigunakan untuk pengembangan sisi udaradan sisi darat di Bandara Soekarno Hatta danbandara lainnya yang dikelola olehPerusahaan.

Total funds received by the Company onDecember 12, 2018 from the issuance ofObligasi Berkelanjutan I Angkasa Pura II Year2018 is Rp750,000,000,000. Based on theagreement with PT Bank Mega Tbk as Trusteeand the Company’s bonds payable prospectus,all of the funds will be used for the developmentof airside and landside of Soekarno-HattaAirport and other airports managed by theCompany.


The Company is also obligated to maintaincertain financial ratios along the bonds payableperiod as follows:

a) Perbandingan Total Pinjaman terhadapTotal Ekuitas tidak lebih dari 2 kali.

b) Perbandingan Profit Sebelum BebanPajak Penghasilan dan Penyusutan danAmortisasi terhadap Beban BungaPinjaman tidak kurang dari 1 kali.

a) Ratio of Total Debt to Total Equity not lessthan 2 times.

b) The comparison of Profit Before IncomeTax and Depreciation and Amortisation toDebt Interest Expense not less than 1 time.



Pada tanggal 4 November 2020, PemegangObligasi Berkelanjutan I Angkasa Pura II TahapI Tahun 2018 setuju untuk melakukanpenyesuaian financial covenant sebagaiberikut:

On November 4, 2020, holders of ObligasiBerkelanjutan I Angkasa Pura II Phase I Year2018 agreed to to make financial covenantadjustments as follows:


- Waive Ratio of Earnings Before Income Taxand Depreciation and Amortization to InterestExpenses not less than 1 time for financialreporting period of December 31, 2020 andDecember 31, 2021.










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Pada tanggal 13 Agustus 2020, Perusahaanmenerbitkan Obligasi Berkelanjutan I AngkasaPura II Tahap II Tahun 2020 dengan 4 (empat)seri yaitu:

On August 13, 2020, the Company issuedObligasi Berkelanjutan I Angkasa Pura II PhaseII Year 2020 with 4 (four) series as follows:

a) Seri A senilai Rp32.000.000.000 dan sukubunga 7,80% per tahun, akan jatuh tempotanggal 13 Agustus 2023

b) Seri B senilai Rp159.000.000.000 dansuku bunga 8,50% per tahun, akan jatuhtempo tanggal 13 Agustus 2025

c) Seri C senilai Rp1.602.000.000.000 dansuku bunga 9,10% per tahun, akan jatuhtempo tanggal 13 Agustus 2027

d) Seri D senilai Rp457.000.000.000 dansuku bunga 9,25% per tahun, akan jatuhtempo tanggal 13 Agustus 2030

a) Seri A amounting to Rp32,000,000,000 andannual interest rate of 7.80%, with maturitydate on August 13, 2023

b) Seri B amounting to Rp159,000,000,000and annual interest rate of 8.50%, withmaturity date on August 13, 2025

c) Seri C amounting to Rp1,602,000,000,000and annual interest rate of 9.10%, withmaturity date on August 13, 2027

d) Seri D amounting to Rp457,000,000,000and annual interest rate of 9.25%, withmaturity date on August 13, 2030

Total dana yang diterima Perusahaan padatanggal 13 Desember 2020 dari hasilpenerbitan Obligasi Berkelanjutan I AngkasaPura II Tahap II Tahun 2020 adalah sebesarRp2.250.000.000.000. Sesuai denganperjanjian dengan PT Bank Mega Tbk selakuWali Amanat dan prospektus utang obligasiPerusahaan, seluruh dari dana tersebut akandigunakan untuk pengembangan sisi udaradan sisi darat di Bandara Soekarno Hatta danbandara lainnya yang dikelola olehPerusahaan.

Total funds received by the Company onDecember 12, 2020 from the issuance ofObligasi Berkelanjutan I Angkasa Pura II PhaseII Year 2020 is Rp2,250,000,000,000. Basedon the agreement with PT Bank Mega Tbk asTrustee and the Company’s bonds payableprospectus, all funds will be used for thedevelopment of airside and landside ofSoekarno-Hatta Airport and other airportsmanaged by the Company.


The Company is also obligated to maintaincertain financial ratios along the bonds payableperiod as follows:

a) Perbandingan Total Pinjaman terhadapTotal Ekuitas tidak lebih dari 2 kali.

b) Perbandingan Profit Sebelum BebanPajak Penghasilan dan Penyusutan danAmortisasi terhadap Beban BungaPinjaman tidak kurang dari 1 kali.

a) Ratio of Total Debt to Total Equity not lessthan 2 times.

b) The comparison of Profit Before IncomeTax and Depreciation and Amortisation toDebt Interest Expense not less than 1 time.












119



Pada tanggal 4 November 2020, PemegangObligasi Berkelanjutan I Angkasa Pura II TahapII Tahun 2020 setuju untuk melakukanpenyesuaian financial covenant sebagaiberikut:

On November 4, 2020, holders of ObligasiBerkelanjutan I Angkasa Pura II Phase II Year2020 agreed to to make financial covenantadjustments as follows:


- Waive Ratio of Earnings Before Income Taxand Depreciation and Amortization toInterest Expenses not less than 1 time forfinancial reporting period of December 31,2020 and December 31, 2021.

Pada tanggal 31 Desember 2020 dan 2019,Perusahaan telah memenuhi semuakewajiban dalam perjanjiannya dengan WaliAmanat dan tidak ada peristiwa gagal silangsehubungan dengan utang jangka panjanglainnya.

As of December 31, 2020 and 2019 theCompany has complied with all covenantrequired by its agreement with the Trustee andthere is no cross default incurred in relation withother long-term loans.

27. UTANG JAMINAN PELANGGAN 27. CUSTOMER DEPOSITS

Akun ini merupakan jaminan yang diberikan olehpenyewa (tenant) atas sewa ruangan, tanah daninstalasi listrik, air dan telepon di awal perjanjian.

This account represents collateral given by tenantsthat consist of deposits for space rental, land rental,electrical and water installation at the beginning ofthe contract.

Rincian utang jaminan yang akan diperhitungkanberdasarkan lokasi cabang adalah sebagai berikut:

The details of the deposits will be calculated basedon the branch location are as follows:


Soekarno - Hatta 23.550.430.442 18.179.418.303 Soekarno - HattaKualanamu 3.168.878.182 2.528.197.771 KualanamuHalim Perdanakusuma 2.804.668.650 2.288.665.246 Halim PerdanakusumaSultan Syarif Kasim II 2.391.860.077 1.663.569.207 Sultan Syarif Kasim IISupadio 2.171.520.354 1.455.250.570 SupadioKantor Pusat 622.113.908 622.113.908 Head OfficeDepati Amir 341.261.250 61.953.500 Depati AmirMinangkabau 216.701.144 216.701.144 MinangkabauHusein Sastranegara 49.752.500 - Husenin SastranegaraFatmawati 18.737.968 - FatmawatiSilangit 4.360.000 4.360.000 SilangitRadin Inten II 1.750.000 - Radin Inten

Total 35.342.034.475 27.020.229.649 Total










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28. LIABILITAS IMBALAN KERJA 28. EMPLOYEE BENEFITS LIABILITIES

a. Liabilitas imbalan kerja jangka pendek a. Short-term employee benefit liabilities

Rincian liabilitas imbalan kerja jangka pendekterdiri dari:

The detail of short-term employee benefitliabilities consist of:


Perusahaan The CompanyTantiem dan jasa produksi 132.806.241.816 228.509.428.324 Tantiem and production services

Entitas anak SubsidiariesTantiem dan jasa produksi 11.000.856.164 11.691.825.125 Tantiem and production services

Total 143.807.097.980 240.201.253.449 Total

b. Liabilitas imbalan kerja jangka panjang b. Long-term employee benefit liabilities

Perusahaan menunjuk aktuaris independen,untuk melakukan penilaian dari taksiranliabilitas untuk program imbalan pasca kerja,program pensiun dan program imbalan jangkapanjang lainnya.

The Company appointed an independentactuary, to conduct a valuation of the expectedobligation for post-retirement benefit program,pension plan and other long-term benefitprogram.

Liabilitas imbalan kerja per 31 Desember 2020dan 2019 dihitung dengan menggunakanmetode projected-unit-credit masing-masingoleh Kantor Konsultan Aktuaria Enny DiahAwal dan PT Bestama Aktuari, berdasarkanlaporannya masing-masing pada tanggal11 Maret 2021 dan 10 Januari 2020.

The employee benefits liabilities as ofDecember 31, 2020 and 2019 were calculatedusing the projected-unit-credit method byKantor Konsultan Aktuaria Enny Diah Awal danPT Bestama Aktuari,respectively, based on itsreports dated March 11, 2021 and January 10,2020, respectively.


Perusahaan The CompanyProgram imbalan Post-employment

pasca kerja 142.188.764.762 152.440.499.407 benefit programProgram pensiun 769.739.129.406 123.041.638.689 Pension planProgram imbalan Other long-term

jangka panjang lainnya 43.403.316.021 7.575.291.777 benefit programLainnya (Catatan 49) 40.078.965.772 69.482.186.328 Other (Note 49)


Entitas anak SubsidiariesProgram imbalan Post-employment

pasca kerja 270.025.612.689 232.065.607.106 benefit program

Total 1.265.435.788.650 584.605.223.307 Total










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28. LIABILITAS IMBALAN KERJA (lanjutan) 28. EMPLOYEE BENEFITS LIABILITIES (continued)

b. Liabilitas imbalan kerja jangka panjang(lanjutan)

b. Long-term employee benefit liabilities(continued)

i) Program imbalan pasca kerja i) Post-employment benefit program

Perusahaan membukukan liabilitasimbalan pasca kerja yang terdiri darimanfaat untuk pengunduran diri secarasukarela, manfaat meninggal dunia,manfaat cacat dan manfaat pensiun.

The Company recorded liabilities for post-employment benefit program whichcomprises of benefits for voluntaryresignation, benefit for death, benefit fordisability and benefit for pension.

Asumsi aktuaria yang digunakan dalammenentukan beban dan liabilitas imbalanpasca kerja adalah sebagai berikut:

The actuarial assumptions used todetermine post-employment benefitexpenses and liabilities are as follows:


Tingkat diskonto 7,50% 8,20% Discount rateEstimasi kenaikangaji pegawai 5,00% 5,00% Salary incrementTingkat mortalita TMI 2019 TMI 2011 Mortality rateTingkat cacat 10% 10% Disability rateUmur pensiun 56 tahun/56 years 56 tahun/56 years Retirement ageTingkat mengundurkan diri 5% pada usia 20 tahun, Resignation rate

menurun secara linearsampai dengan 0% pada usia

pensiun normal/5% for employees withages 20 years old, decreasing

linearly to 0% at age of normal pension

Ringkasan dari nilai kini liabilitas danjumlah aset programnya per tanggal31 Desember 2020 dan 2019 adalah:

The summary of the present value ofliabilities and its asset program as ofDecember 31, 2020 and 2019 are asfollows:


Nilai kini liabilitas 227.638.082.671 244.491.046.228 Present value of liabilitiesAset program (85.449.317.909) (92.050.546.821) Asset program

Liabilitas yang diakui 142.188.764.762 152.440.499.407 Recognized liabilities










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i) Program imbalan pasca kerja (lanjutan) i) Post-employment benefit program(continued)

Rekonsiliasi saldo awal dan akhir darinilai kini liabilitas adalah sebagai berikut:

The reconciliation of beginning and endingbalance of present value of liabilities is asfollows:


Nilai kini liabilitas - Present value of liabilities -awal tahun 244.491.046.228 182.001.882.071 beginning of year

Biaya jasa kini 26.628.359.949 22.282.434.971 Current service costBiaya bunga 19.139.030.893 15.188.318.072 Interest costPembayaran imbalan (48.804.820.874) (28.914.009.191) Benefits paidKerugian (keuntungan)

aktuaria (13.815.533.525) 53.932.420.305 Actuarial loss (gain)

Nilai kini liabilitas - Present value of liabilities -akhir tahun 227.638.082.671 244.491.046.228 end of year

Nilai wajar aset Fair value of plant assets -program - awal tahun 92.050.546.821 70.868.283.494 beginning of year

Koreksi saldo awal - (1.649.334.100) Correction beginning balancePembayaran kontribusi

aset program 17.724.640.762 30.028.079.926 Contributions paid for plan assetsImbal hasil

(kerugian) aset program (7.841.664.656) 7.997.335.821 Return (loss) on plan assetsPembayaran imbalan (16.484.205.018) (15.193.818.320) Benefit paid

Nilai wajar asset Fair value of plant assets -program - akhir tahun 85.449.317.909 92.050.546.821 end of year

Rincian beban yang diakui dalam laporanlaba rugi dan penghasilan komprehensiflain konsolidasian adalah sebagai berikut:

The details of expenses recognized in theconsolidated statements of profit or lossand other comprehensive income are asfollows:


Biaya jasa kini 19.029.357.244 15.628.174.756 Current service costBiaya bunga 19.139.030.893 15.188.318.072 Interest cost

Total 38.168.388.137 30.816.492.828 Total










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Rekonsiliasi saldo pengukuran kembaliatas liabilitas/(aset) neto di laporan posisikeuangan konsolidasian adalah sebagaiberikut:

The reconciliation of re-measurement onnet of liability/(asset) in the consolidatedstatements of financial position are asfollows:


Jumlah pengukuran Re-measurement amount kembali awal tahun 127.719.986.973 73.481.308.174 beginning of year

Kerugian (keuntungan)Aktuaria (13.815.533.525) 53.932.420.305 Actuarial loss (gain)

Imbal hasilaset program 15.440.667.361 306.258.494 Return on plan assets

Akumulasi jumlah Accumulated amount ofpengukuran kembali 129.345.120.809 127.719.986.973 re-measurements

Mutasi liabilitas neto yang diakui dilaporan posisi keuangan konsolidasianadalah sebagai berikut:

The movements of the net liabilities in theconsolidated statement of financialposition are as follows:


Liabilitas neto - awal tahun 152.440.499.407 111.133.598.577 Net liabilities - beginning of yearBeban yang diakui

dalam laba rugi 38.168.388.137 30.816.492.828 Expense recognized in profit or lossBeban (penghasilan)

yang diakui dalampenghasilan Expense (income) recognized inkomprehensif lain 1.625.133.836 54.238.678.799 the other comprehensive income

Pembayaran (50.045.256.618) (43.748.270.797) Contribution

Liabilitas - akhir tahun 142.188.764.762 152.440.499.407 Liabilities - end of year

Nilai kini liabilitas akhir setelah efekanalisa sensitivitas pada tanggal31 Desember 2020 adalah sebagaiberikut:

The present values of liabilities after theeffect of sensitivity analysis onDecember 31, 2020 are as follows:

Analisis sensitivitas Sensitivity analysisNilai kini kewajiban imbalan pasti PV defined benefits obligationsAsumsi Tingkat Diskonto Discount Rate Assumptions

+ 1,00% 204.100.605.097 + 1.00%- 1,00% 256.087.031.339 - 1.00%

Analisis sensitivitas atas asumsi tingkatkenaikan upah tidak disajikan karenatingkat kenaikan upah sudah ditetapkan5% dan tidak berubah.

Sensitivity analysys for salary incrementassumptions are not diplayed, because thesalary increment rate has been set to 5%and will not change.










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Jatuh tempo liabilitas imbalan pasca kerjapada tanggal 31 Desember 2020 adalahsebagai berikut:

The maturity of employee benefits liabilityas of December 31, 2020 is as follows:

Manfaat/ Nilai Kini dari Manfaat/Benefit Present Value of Benefit

Jatuh tempo dalam: Mature in:Kurang dari 1 tahun 56.876.945.256 53.801.490.716 Less than 1 yearAntara 1 sampai 2 tahun 35.415.169.149 29.645.812.031 Between 1 to 2 yearsAntara 2 sampai 3 tahun 28.144.466.959 20.164.155.951 Between 2 to 3 yearsAntara 3 sampai 4 tahun 36.321.431.582 22.731.458.640 Between 3 to 4 yearsAntara 4 sampai 5 tahun 29.446.798.745 16.594.518.806 Between 4 to 5 yearsLebih dari 5 tahun 2.030.722.365.689 84.700.646.527 More than 5 years

Total 2.216.927.177.380 227.638.082.671 Total

Komposisi pengelolaan dana atas asetditempatkan adalah pada depositoberjangka, reksadana dan obligasi.

The composition of management ofplanned asset are on time deposits, mutualfunds and bonds.

ii) Program pensiun ii) Pension plan

Program pensiun ini dikelola oleh DanaPensiun Angkasa Pura II yang telahdisahkan oleh Menteri KeuanganRepublik Indonesia No. KEP-391/KM.17/1999 pada tanggal15 November 1999. Jumlah karyawanyang berhak memperoleh manfaattersebut adalah sebanyak 1.269karyawan aktif, 100 karyawan keluardengan pensiun ditunda dan 3.408pensiunan (tidak diaudit).

The retirement program is managed byDana Pensiun Angkasa Pura II which hasbeen approved by the Ministry of Financeof the Republic of Indonesia No. KEP-391/KM.17/1999 on November 15, 1999.The number of employees which areentitled to these benefits are 1,269 activeemployees, 100 resigned employees withdeferred pensions and 3,408 retiredemployees (unaudited).

Asumsi aktuaria yang digunakan dalammenentukan beban dan liabilitas programpensiun adalah sebagai berikut:

The actuarial assumptions used todetermine pension plan expenses andliabilities are as follows:


Tingkat diskonto 7,80% 8,20% Discount rateTingkat kenaikan gaji 5,00% 5,00% Salary incrementTingkat mortalita The 1949 AMT (Mod) The 1949 AMT Mortality rateTingkat cacat 10% 10% Disability rateUsia pensiun normal 56 56 Pension normal ageTingkat mengundurkan diri 1% pada usia 20 tahun, Resignation rate

menurun secara linearsampai dengan 0% pada usia

pensiun normal/1% for employees withages 20 years old, decreasing

linearly to 0% at age of normal pension










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ii) Program pensiun (lanjutan) ii) Pension plan (continued)




Nilai kini liabilitas 1.904.164.344.428 1.268.060.094.165 Present value of liabilitiesAset program (1.134.425.215.022) (1.145.018.455.476) Asset program



The reconciliation of beginning and endingbalance of present value of obligation is asfollows:


Nilai kini liabilitas - Present value liabilities -awal tahun 1.268.080.094.165 1.213.955.292.285 beginning of yearBiaya bunga 99.672.558.053 95.486.755.683 Interest costBiaya jasa kini 10.055.479.803 9.779.425.982 Current service costPembayaran imbalan

kerja (115.137.666.834) (108.744.750.000) Benefits paidKerugian dari Loss from changesperubahan asumsi 641.493.879.241 57.583.370.215 in assumptions

Nilai kini liabilitas Present value liabilitiesakhir tahun 1.904.164.344.428 1.268.060.094.165 at end of year










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Rekonsiliasi saldo awal dan akhir dariaset program adalah sebagai berikut:

The reconciliation of beginning and endingbalance of asset program is as follows:


Nilai wajar aset Fair Value of Assets program -program awal tahun 1.145.038.455.476 1.127.037.132.000 beginning of yearEkspektasi imbal hasil Expected return

dari aset program 89.597.514.060 88.415.478.690 on investmentsPengukuran kembali

liabilitas imbalan Re-measurement of liabilitypasti neto imbal net defined benefithasil aset program 4.520.935.461 27.165.018.786 return of program's asset

Pembayaran iuran - Payment of contributions frompemberi kerja 9.002.419.151 9.642.261.000 employer

Pembayaran iuran - Payment of contributions frompeserta program 1.403.557.708 1.503.315.000 employee

Pembayaranimbalan kerja (115.137.666.834) (108.744.750.000) Benefits paid

Aset program akhir Assets program - end oftahun (aktual) 1.134.425.215.022 1.145.018.455.476 year (actual)

Rincian beban yang diakui dalam laporanlaba rugi dan penghasilan komprehensiflainnya konsolidasian adalah sebagaiberikut:

The details of expenses recognized in theconsolidated statements of profit or lossand other comprehensive income are asfollow:


Biaya jasa kini 10.055.479.803 9.779.425.982 Current service costIuran peserta (1.403.557.708) (1.503.315.000) Contribution of participantsBiaya bunga 10.075.043.993 7.071.276.993 Interest cost

Beban yang diakui 18.726.966.088 15.347.387.975 Recognized expenses










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Rekonsiliasi saldo pengukuran kembaliatas liabilitas/(aset) neto di laporan posisikeuangan konsolidasian adalah sebagaiberikut:

The reconciliation of re-measurement onnet of liability/(asset) in the consolidatedstatements of financial position are asfollow:


Jumlah pengukuran Re-measurement amountkembali awal tahun 233.551.571.529 203.133.220.100 beginning of year

Imbalan hasil atasaset program (4.520.935.461) (27.165.018.786) Return on program's asset

Kerugian aktuaria 641.493.879.241 57.583.370.215 Actuarial loss

Akumulasi jumlahpengukuran Accumulated amount ofkembali 870.524.515.309 233.551.571.529 re-measurements

Mutasi liabilitas neto yang diakui dilaporan posisi keuangan konsolidasianadalah sebagai berikut:

The movements of the net liabilities in theconsolidated statement of financialposition are as follows:


Liabilitas neto - awal tahun 123.041.638.689 86.918.160.285 Net liabilities - beginning of yearBeban yang diakui

dalam laba rugi 18.726.966.088 15.347.387.975 Expense recognized in profit or lossBeban yang diakui

dalam penghasilan Expense recognized inkomprehensif lain 636.972.943.780 30.418.351.429 the other comprehensive income

Pembayaran iuran (9.002.419.151) (9.642.261.000) Contributions paid

Liabilitas neto -akhir tahun 769.739.129.406 123.041.638.689 Net liabilities - end of year



Analisis sensitivitas Sensitivity analysisNilai kini kewajiban imbalan pasti PV defined benefit obligationsAsumsi Tingkat Diskonto Discount Rate Assumptions+ 1,00% 1.723.247.883.096 + 1.00%- 1,00% 2.119.876.411.075 - 1.00

Analisis sensitivitas atas asumsi tingkatkenaikan PhDP tidak disajikan karenatingkat kenaikan PhDP sudah ditetapkan5% dan tidak berubah.

Sensitivity analysys for PhDP incrementassumptions are not diplayed, because thePhDP increment rate has been set to 5%and will not change.










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Jatuh tempo liabilitas program pensiunpada tanggal 31 Desember 2020 adalahsebagai berikut:

The maturity of pension program as ofDecember 31, 2020 is as follows:

Jatuh tempo dalam: Mature in:Kurang dari 1 tahun 10.568.100.180 Less than 1 yearAntara 1 sampai 2 tahun 9.766.109.171 Between 1 to 2 yearsAntara 2 sampai 3 tahun 9.126.308.014 Between 2 to 3 yearsAntara 3 sampai 4 tahun 8.292.733.876 Between 3 to 4 yearsAntara 4 sampai 5 tahun 7.597.606.291 Between 4 to 5 yearsLebih dari 5 tahun 93.340.150.834 More than 5 years

Total 138.691.008.366 Total

Komposisi penempatan aset programadalah sebagai berikut:

The composition of placement of planassets is as follows:


Instrumen Pasar Uang 36,70% 37,72% Stock Market InstrumentInstrumen Obligasi 28,44% 31,90% Obligation InstrumentInstrumen Saham 16,85% 10,37% Shares InstrumentLain-lain 18,01% 20,01% Others

Jumlah 100,00% 100,00% Total

iii) Program imbalan jangka panjanglainnya

iii) Other long-term benefits program

Program imbalan jangka panjang lainnyaterdiri antara lain dari manfaat tandapenghargaan dan cuti jangka panjang.

Other long-term benefits program consistsof, among others, benefits from as longservice reward and long service leave.

Asumsi aktuaria yang digunakan dalammenentukan beban dan liabilitas imbalanpasca kerja adalah sebagai berikut:

The actuarial assumptions used todetermine post-employment benefitexpenses and liabilities are as follows:


Tingkat diskonto 7,10% 8,00% Discount rateEstimasi kenaikangaji pegawai 5,00% 5,00% Salary incrementTingkat mortalita TMI 2019 TMI 2011 Mortality rateTingkat cacat 10% 10% Disability rateTingkat mengundurkan

diri 5% pada usia 20 tahun, Resignation ratemenurun secara linear

sampai dengan 0% pada usiapensiun normal/5% for employees with

ages from 20 years old, decreasinglinearly to 0% at age of normal pension

Metode aktuaria Projected Unit Credit Projected Unit Credit Actuarial methodUsia pensiun normal 56 tahun/ years 56 tahun/ years Pension normal age










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iii) Program imbalan jangka panjanglainnya (lanjutan)

iii) Other long-term benefits program(continued)




Nilai kini liabilitas 43.403.316.021 7.575.291.777 Present value of liabilities



The reconciliation of beginning and endingbalance of present value of liabilities is asfollows:


Nilai kini liabilitas Present value of liabilities-pada awal tahun 7.575.291.777 8.161.414.089 beginning of yearBeban bunga 3.084.560.029 637.829.156 Interest costBiaya jasa kini 5.459.436.186 706.718.532 Current service costPembayaran imbalan (2.618.304.961) (2.021.801.871) Benefits paidKurtailmen 29.561.142.967 - Curtailment(Keuntungan) kerugian

aktuaria 341.190.023 91.131.871 Actuarial (gain) loss

Nilai kini liabilitas Present value of liabilities atpada akhir tahun 43.403.316.021 7.575.291.777 end of year

Mutasi liabilitas yang diakui di laporanposisi keuangan konsolidasian adalahsebagai berikut:

The movement in the liabilities in theconsolidated statement of financialposition are as follows:


Liabilitas - awal tahun 7.575.291.777 8.161.414.089 Liabilities - beginning of yearBeban yang diakui

dalam laba rugi 38.446.329.205 1.435.679.559 Expense recognized in profit or lossPembayaran imbalan (2.618.304.961) (2.021.801.871) Benefits paid

Liabilitas - akhir tahun 43.403.316.021 7.575.291.777 Liabilities - at end of year










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iii) Program imbalan jangka panjang lainnya(lanjutan)

iii) Other long-term benefits program(continued)

Rincian beban yang diakui dalam laporanlaba rugi dan penghasilan komprehensiflain konsolidasian adalah sebagai berikut:

The details of expenses recognized in theconsolidated statements of profit or lossand other comprehensive income are asfollow:


Biaya jasa kini 5.459.436.186 706.718.532 Current service costBeban bunga 3.084.560.029 637.829.156 Interest costKurtailmen 29.561.142.967 - Curtailment(Keuntungan) kerugian

Aktuaria 341.190.023 91.131.871 Actuarial (gain) loss

Beban yang diakui 38.446.329.205 1.435.679.559 Recognized expenses



Analisis sensitivitas Sensitivity analysisNilai kini kewajiban imbalan pasti PV defined benefits obligationsAsumsi Tingkat Diskonto Discount Rate Assumptions+ 1,00% 163.638.960.255 + 1.00%- 1,00% 179.635.752.935 - 1.00%

Analisis sensitivitas atas asumsi tingkatkenaikan upah tidak disajikan karenatingkat kenaikan upah sudah ditetapkan5% dan tidak berubah.

Sensitivity analysys for salary incrementassumptions are not diplayed, because thesalary increment rate has been set to 5%and will not change.

Jatuh tempo imbalan jangka panjanglainnya pada tanggal 31 Desember 2020adalah sebagai berikut:

The maturity of other long-term benefits asof December 31, 2020 is as follows:

Nilai Kini Manfaat/Manfaat/Benefit Present Value of Benefit

Jatuh tempo dalam: Mature in:Kurang dari 1 tahun 3.920.879.311 3.694.684.699 Less than 1 yearAntara 1 sampai 2 tahun 8.287.948.075 6.664.229.558 Between 1 to 2 yearsAntara 2 sampai 3 tahun 3.564.764.504 2.328.795.388 Between 2 to 3 yearsAntara 3 sampai 4 tahun 5.503.915.185 3.288.291.446 Between 3 to 4 yearsAntara 4 sampai 5 tahun 2.628.202.117 1.519.604.297 Between 4 to 5 yearsLebih dari 5 tahun 262.017.116.810 25.907.710.633 More than 5 years

Total 285.922.826.002 43.403.316.021 Total










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29. MODAL SAHAM 29. CAPITAL STOCK

Susunan pemegang saham Perusahaan dankepemilikan saham pada tanggal31 Desember 2020 dan 2019 adalah sebagaiberikut:

The details of the Company’s shareholder and itsshare ownership as of December 31, 2020 and 2019is as follows:

Jumlah saham ditempatkan Persentasedan disetor penuh/ kepemilikan/

Pemegang saham/ Number of shares Percentage Total/Shareholder issued and fully paid of ownership Total

Pemerintah Indonesia/ 15.971.652 100% 15.971.652.000.000Government of the Republic of Indonesia

Berdasarkan akta No. 40 tanggal 16 Agustus 2012oleh Notaris Otty Hari Chandara Ubayani, S.H.,modal dasar Perusahaan adalahRp20.000.000.000.000 yang terbagi atas20.000.000 saham masing-masing dengan nilainominal Rp1.000.000 per saham.

Based on deed No. 40 dated August 16, 2012 ofNotary Otty Hari Chandara Ubayani, S.H, theCompany’s authorized capital isRp20,000,000,000,000 which consisted of20,000,000 shares, each with par value ofRp1,000,000 per share.

Melalui Peraturan Pemerintah (“PP”) No. 130 Tahun2015 tanggal 28 Desember 2015 dan SuratKeputusan Menteri BUMN No. S-17/MBU/01/2016tanggal 8 Januari 2016, Menteri BUMN menetapkanpenambahan penyertaan modal Negara RepublikIndonesia sebesar Rp2.000.000.000.000 dalamrangka pembebasan lahan untuk pembangunanlandasan pacu (runway) 3 Bandar UdaraInternasional Soekarno-Hatta. Kenaikan modalsaham tersebut telah dicatat oleh KementerianHukum dan Hak Asasi Manusia melalui SuratNo. AHU-AH.01.03-0027712 tanggal 1 Maret 2016(Catatan 30).

Based on the Government Regulation (“PP”) No.130 Year 2015 dated December 28, 2015 andDecree of the Minister of BUMN No.S-17/MBU/01/2016 dated January 8, 2016, theMinister of State-Owned Enterprise determined theincrease in the capital investment amount of theRepublic of Indonesia amounting toRp2,000,000,000,000 related to the land acquisitionfor the construction of runway 3 at Soekarno-HattaInternational Airport. The increase in the capitalstock has been recognized by the Ministry of Lawand Human Rights through LetterNo. AHU-AH.01.03-0027712 dated March 1, 2016(Notes 30).

Berdasarkan Surat Menteri Badan Usaha MilikNegara selaku Rapat Umum Pemegang SahamPerusahaan tanggal 28 Februari 2019 yang telahdiaktakan dengan Akta Notaris Maya Veronica, SH,M.Kn No. 21 tanggal 26 Maret 2019, anggaran dasarPerusahaan mengalami perubahan. Aktaperubahan anggaran dasar tersebut telahdiberitahukan kepada Kementerian Hukum dan HakAsasi Manusia Republik Indonesia melalui SuratPenerimaan Pemberitahuan No.AHU-AH.01.03-0189035 pada tanggal 5 April 2019. SahamPerusahaan terbagi menjadi Saham Seri ADwiwarna dan Seri B. Modal Dasar Perusahaansebesar Rp63.886.608.000.000 terbagi menjadisebagai berikut:

Based on Letter of State-Owned Enterprise Ministryas Shareholder’s General Meeting dated February28, 2019 which has been notarized by MayaVeronica, SH, M.Kn. in the notarial deed No. 21dated March 26, 2019, the Articles of Association ofthe Company has been amended. This amendmenthas been acknowledged by the Ministry of Law andHuman Rights Republic of Indonesia throughNotification Receipt Letter No.AHU-AH.01.03-0189035 on April 5, 2019. The Company’s sharesare divided into Seri A Dwiwarna and Seri B. TheCompany’s authorized capital ofRp63,886,608,000,000 divided into:

a. 1 saham Seri A Dwiwarna dengan nilai nominalper saham sebesar Rp1.000.000.

a. 1 share Seri A Dwiwarna with par value ofRp1,000,000 per share.

b. 63.886.607 saham Seri B masing-masingdengan nominal sebesar Rp1.000.000 atauseluruhnya dengan nilai nominalRp63.886.607.000.000.

a. 63,886,607 shares Seri B with par value ofRp1,000,000 per share or total nominal value ofshares amounting to Rp63,886,607,000,000.










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29. MODAL SAHAM (lanjutan) 29. CAPITAL STOCK (continued)

Total modal ditempatkan dan disetor yang diambilpenuh oleh Negara Republik Indonesia adalahsebesar Rp15.971.652.000.000, dan terbagi atas:

Total issued and paid-up capital that is held byGovernment of Republic of Indonesia amounting toRp15,971,652,000,000, are divided into:

a. 1 saham Seri A Dwiwarna dengan nilai nominalper saham sebesar Rp1.000.000.

a. 1 share Seri A Dwiwarna with par value ofRp1,000,000 per share.

b. 15.971.651 saham Seri B masing-masingdengan nilai nominal per saham sebesarRp1.000.000 atau seluruhnya dengan nilainominal Rp15.971.651.000.000.

b. 15,971,651 shares Seri B with par value ofRp1,000,000 per share or total nominal value ofshares amounting to Rp15,971,651,000,000.

Peningkatan modal ditempatkan dan disetor penuhsebesar Rp8.971.652.000.000 tersebut berasal dari:

1. Konversi cadangan sebesarRp4.536.728.176.398.

2. Konversi cadangan sebesar Rp81.099.573.644dan Penyertaan Modal Negara (PMN) sebesarRp4.353.824.249.958 yang seluruhnya dicatatpada akun Modal Disetor Lainnya (Catatan 30).

The increase of issued and paid-up capital ofRp8,971,652,000,000 is derived from:

1. Conversion of appropriated retained earningsamounting to Rp4,536,728,176,398.

2. Conversion of capital reserve amounting toRp81,099,573,644 and capital investments(PMN) amounting to Rp4,353,824,249,958which were recorded in Other Paid-in Capitalaccount (Note 30).

Manajemen Modal Capital Management

Ekuitas yang dapat diatribusikan kepada pemilikentitas induk merupakan modal yang dikelola olehKelompok Usaha. Tujuan utama pengelolaan modalKelompok Usaha adalah untuk memastikanpemeliharaan rasio modal yang sehat untukmendukung usaha dan memaksimalkan nilaipemegang saham.

The equity attributable to the equity holder of theparent company is the capital managed by theGroup. The primary objective of the Group’s capitalmanagement is to ensure that it maintains healthycapital ratios in order to support its business andmaximize shareholder value.

Kelompok Usaha mengelola struktur permodalandan melakukan penyesuaian berdasarkanperubahan kondisi ekonomi.

The Group manages its capital structure and makesadjustments based on changes in economicconditions.

Selain itu, Undang-undang Perseroan TerbatasRepublik Indonesia No. 1/1995 yang diterbitkanpada Maret 1995 dan telah diubah dengan Undang-undang No. 40/2007 yang diterbitkan Agustus 2007,mensyaratkan pembentukan cadangan umum darilaba bersih sejumlah minimal 20% dari modalditempatkan dan disetor perusahaan. Tidak adabatasan waktu untuk membentuk cadangantersebut.

Additionally, Corporation Law No. 1/1995 on limitedliability companies of the Republic of Indonesiapublished in March 1995 and amended by Law No.40/2007 issued in August 2007 requires theestablishment of general reserve from net incomeamounting to at least 20% of a company's issuedand paid-up capital. There is no time limit on theestablishment of the reserve.










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30. MODAL DISETOR LAINNYA 30. OTHER PAID-IN CAPITAL

Akun ini terdiri dari: This account consists of:


Cadangan modal 177.103.463.570 177.103.463.570 Capital reservesPP No. 26 Tahun 1994 83.308.265.552 83.308.265.552 PP No. 26 Year 1994PP No. 10 Tahun 1998 91.150.231.722 91.150.231.722 PP No. 10 Year 1998

Digunakan sebagai setoran modal Used as initial capitaltahun 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 1998PP No. 53 Tahun 2013 303.400.820.848 303.400.820.848 PP No. 53 Year 2013PP No. 130 Tahun 2015 2.000.000.000.000 2.000.000.000.000 PP No. 130 Year 2015

Digunakan sebagai setoran modal Used as initial capitaltahun 2016 (2.000.000.000.000) (2.000.000.000.000) stock year 2016

PP No. 69 Tahun 2016 2.000.000.000.000 2.000.000.000.000 PP No. 69 Year 2016PP No. 53 Tahun 2016 121.989.066.868 121.989.066.868 PP No. 53 Year 2016

Digunakan sebagai setoran modal Used as initial capitaltahun 2017 stock year 2017

PP No. 16 Tahun 2017 2.245.622.588.577 2.245.622.588.577 PP No. 16 Year 2017

Digunakan sebagai pengurangan Used as deduction inModal Negara yang Government’s investmentDialihkan ke Perum LPPNPI transferred to LPPNPI

PP No. 46 Tahun 2018 (317.188.226.335) (317.188.226.335) PP No. 46 Year 2018

Konversi menjadi modal saham Conversion to capital stock(Catatan 29) (4.434.923.823.602) (4.434.923.823.602) (Note 29)

Cadangan modal Capital reservesPP No. 38 Tahun 2020 881.022.753.453 - PP No. 38 Year 2020

Total 881.022.753.453 - Total

Melalui Peraturan Pemerintah (“PP”) No. 130 Tahun2015 tanggal 28 Desember 2015, Menteri BUMNmenetapkan penambahan penyertaan modalNegara Republik Indonesia sebesarRp2.000.000.000.000 dalam rangka pembebasanlahan untuk pembangunan landasan pacu (runway)3 Bandar Udara Internasional Soekarno-Hatta yangper 31 Desember 2015 dicatat sebagai ModalDisetor Lainnya dan direklasifikasi sebagai ModalSaham di 2016 setelah mendapatkan persetujuandalam Surat Keputusan Menteri BUMN No.S-17/MBU/01/2016 tanggal 8 Januari 2016.

Based on the Government Regulation (“PP”) No.130 Year 2015 dated December 28, 2015, theMinister of BUMN determined the increase in thecapital investment amount of the Republic ofIndonesia amounting to Rp2,000,000,000,000related to the land acquisition for the construction ofrunway 3 at Soekarno-Hatta International Airportwhich was recorded as part of Other Paid-In Capitalas of December 31, 2015, and was reclassified toCapital Stock in 2016 after receiving approval inDecree of the Minister of BUMN No.S-17/MBU/01/2016 dated January 8, 2016 .

Berdasarkan Peraturan Pemerintah (“PP”) No. 69Tahun 2016 tanggal 29 Desember 2016,Perusahaan menerima tambahan penyertaan modalnegara Republik Indonesia sebesarRp2.000.000.000.000 dalam rangka pembebasanlahan terkait dengan pembangunan landasan pacu(runway) 3 Bandar Udara Internasional Soekarno-Hatta.

Based on the Government Regulation (“PP”) No. 69Year 2016 dated December 29, 2016, the Companyreceived additional capital investment of theRepublic of Indonesia amounting toRp2,000,000,000,000 in relation with the landacquisition related to the construction of runway 3 atSoekarno-Hatta International Airport.










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30. MODAL DISETOR LAINNYA (lanjutan) 30. OTHER PAID-IN CAPITAL (continued)

Berdasarkan Peraturan Pemerintah (“PP”) No. 53Tahun 2016 tanggal 17 November 2016,Perusahaan menerima tambahan penyertaan modalNegara Republik Indonesia sebesarRp121.989.066.868 yang berasal dari pengalihanBarang Milik Negara pada KementerianPerhubungan yang pengadaannya berasal dariAnggaran Pendapatan dan Belanja Negara TahunAnggaran 2008, 2009, 2010, 2011 dan 2012 yangsebelumnya telah dicatat sebagai bagian dariBantuan Pemerintah yang Belum DitentukanStatusnya dalam Komponen Ekuitas Lainnya.

Based on the Government Regulation (“PP”) No. 53Year 2016 dated November 17, 2016, the Companyreceived additional capital investment from theRepublic of Indonesia amounting toRp121,989,066,868 resulting from the transfer ofGovernment’s Assets under the Ministry ofTransportation from the Indonesian State BudgetYear 2008, 2009, 2010, 2011 and 2012 which hasbeen previously recognized as part of GovernmentContribution with Undetermined Status under OtherComponents of Equity.

Berdasarkan Peraturan Pemerintah (“PP”) No. 16Tahun 2017 tanggal 20 April 2017, Perusahaanmenerima tambahan penyertaan modal NegaraRepublik Indonesia sebesar Rp2.245.622.588.577yang berasal dari pengalihan Barang Milik Negarapada Kementerian Perhubungan yangpengadaannya berasal dari Anggaran Pendapatandan Belanja Negara Tahun Anggaran 2007, 2008,2009, 2010, 2011 dan 2012 yang sebelumnya telahdicatat sebagai bagian dari Bantuan Pemerintahyang Belum Ditentukan Statusnya dalam KomponenEkuitas Lainnya.

Based on the Government Regulation (“PP”) No. 16Year 2017 dated April 20, 2017, the Companyreceived additional capital investment from theRepublic of Indonesia amounting toRp2,245,622,588,577 resulting from the transfer ofGovernment’s Assets under the Ministry ofTransportation from the Indonesian State BudgetYear 2007, 2008, 2009, 2010, 2011 and 2012 whichhas been previously recognized as part ofGovernment Contribution with Undetermined Statusunder Other Components of Equity.

Berdasarkan Peraturan Pemerintah (“PP”) No. 46Tahun 2018 tanggal 27 September 2018,Perusahaan menerima pengurangan PenyertaanModal Negara (PMN) Republik Indonesia dengannilai buku sebesar Rp317.188.226.335 untukdijadikan penambahan Penyertaan Modal Negara(PMN) Republik Indonesia kedalam modalPerusahaan Umum LPPNPI (Catatan 31).

Based on the Government Regulation (“PP”) No. 46Year 2018 dated September 27, 2018, the Companyreceived deduction in capital investment from theRepublic of Indonesia amounting toRp317,188,226,335 to be made into addition ofcapital investment to LPPNPI (Note 31).

Berdasarkan Peraturan Pemerintah (“PP”) No. 38Tahun 2020 tanggal 16 Juli 2020, Perusahaanmenerima tambahan penyertaan modal NegaraRepublik Indonesia sebesar Rp881.022.753.453yang berasal dari pengalihan Barang Milik Negarapada Kementerian Perhubungan yangpengadaanya berasal dari Anggaran Pendapatandan Belanja Negara Tahun Anggaran 1998/1999,2001, 2003, 2004, 2005, 2006, 2007, 2008, 2009,2010, 2011, 2012, 2013 dan 2017 yang sebelumnyatelah dicatat sebagai bagian dari BantuanPemerintah yang Belum Ditentukan Statusnyadalam Komponen Ekuitas Lainnya.

Based on the Government Regulation (“PP”) No. 38Year 2020 dated July 16, 2020, the Companyreceived additional capital investment from theRepublic of Indonesia amounting toRp881,022,753,453 resulting from the transfer ofGovernment’s Assets under the Ministry ofTransportation from the Indonesian State BudgetYear 1998/1999, 2001, 2003, 2004, 2005, 2006,2007, 2008, 2009, 2010, 2011, 2012, 2013 and 2017which previously recognized as part of GovernmentContribution with Undetermined Status under OtherComponents of Equity.










135

31. KOMPONEN EKUITAS LAINNYA 31. OTHER COMPONENTS OF EQUITY


Bantuan Pemerintah yang Belum Government Contribution withDitentukan Statusnya (“BPYBDS”) Undetermined Status (“BPYBDS”)BA.122 Tahun 2016 - 49.207.567.000 BA.122 Year 2016BA.123 Tahun 2016 - 62.315.000.000 BA.123 Year 2016BA.131 Tahun 2016 - - BA.131 Year 2016BA.098 Tahun 2017 - 5.148.886.570 BA.098 Year 2017BA.099 Tahun 2017 - 45.489.907.000 BA.099 Year 2017BA.100 Tahun 2017 - 19.247.011.458 BA.100 Year 2017BA.101 Tahun 2017 - 171.547.866.694 BA.101 Year 2017BA.1504 Tahun 2017 - 528.066.514.731 BA.1504 Year 2017Modal Pemerintah yang dialihkan Government’s investment

ke Perum LPPNPI (328.748.958.920) (328.748.958.920) transferred to LPPNPIReklasifikasi sebagai pengurangan Reclassification of deduction

Penyertaan Modal Negara (PMN) in capital investmentPP No 46 Tahun 2018 317.188.226.335 317.188.226.335 PP No 46 Year 2018

Total (11.560.732.585) 869.462.020.868 Total

BPYBDS merupakan bekas proyek bantuanPemerintah yang telah diserah terimakan kepadaPerusahaan tetapi belum ditentukan statusnya olehPemerintah. Apabila bantuan tersebut telahditetapkan serta ditentukan statusnya melalui PPmaka bantuan tersebut dipindahkanpengelompokannya sesuai dengan keputusantersebut.

BPYBDS originated from the Governmentassistance projects which were handed over to theCompany but the status of which were not yetdefined by the Government. Once the status of theprojects are clarified through PP, it will bereclassified accordingly.

Perusahaan dan Direktorat Jenderal PerhubunganUdara (DJPU) menandatangani BA perbaikan No.BA.206 Tahun 2015 tentang penyerahan aset DJPUkepada Perusahaan di Bandar Udara Medan Baru(Kualanamu) dengan nilai sebesarRp2.162.380.896.926. BA tersebut mengubahBA.56 Tahun 2013 sebesar Rp2.180.877.957.620.

The Company and Directorate General of CivilAviation (DJPU) signed revision BA No.BA.206 Year2015 regarding transfer of DJPU’s assets to theCompany in Medan Baru Airport (Kualanamu)amounting to Rp2,162,380,896,926. The BAchanged BA.56 Year 2013 amounting toRp2,180,877,957,620.

Pada tahun 2016, Perusahaan menerima beritaacara serah terima (“BA”) dari Pemerintah untukaset di Jambi, Kualanamu dan Pontianak masing-masing sebesar Rp49.207.567.000,Rp62.315.000.000 dan Rp19.249.840.239.

In 2016, the Company received memorandum ofasset transfer (“BA”) from the Government forassets in Jambi, Kualanamu and Pontianakamounting to Rp49,207,567,000,Rp62,315,000,000 and Rp19,249,840,239,respectively.

Pada tanggal 17 November 2016, PeraturanPemerintah (“PP”) No. 53 Tahun 2016 diterbitkanmengenai penyertaan modal Negara RepublikIndonesia sebesar Rp121.989.066.868 yangberasal dari pengalihan Barang Milik Negara padaKementerian Perhubungan yang pengadaannyaberasal dari Anggaran Pendapatan dan BelanjaNegara Tahun Anggaran 2007, 2008, 2009, 2010,2011 dan 2012 yang sebelumnya telah dicatatsebagai bagian dari BPYBDS. Perusahaankemudian mereklasifikasikan BPYBDS tersebutsebagai Modal Disetor Lainnya.

On November 17, 2016, Government Regulation(“PP”) No. 53 Year 2016 was issued regarding theadditional capital investment of the Republic ofIndonesia amounting to Rp121,989,066,868resulting from the transfer of Government’s Assetsunder the Ministry of Transportation from theIndonesian State Budget Year 2007, 2008, 2009,2010, 2011 and 2012 which has been previouslyrecognized as part of BPYBDS. The Companyaccordingly reclassified the BPYBDS as Other Paid-in Capital.










136

31. KOMPONEN EKUITAS LAINNYA (lanjutan) 31. OTHER COMPONENTS OF EQUITY (continued)

Pada tanggal 20 Februari 2017, Perusahaan danDJPU menandatangani BA perbaikan No. BA.098Tahun 2017 tentang penyerahan aset DJPU kepadaPerusahaan di Bandar Udara Medan Baru(Kualanamu) dengan nilai sebesarRp5.148.886.570. BA tersebut mengubah BA.98Tahun 2013 sebesar Rp22.899.148.341.

On February 20, 2017, the Company and DJPUsigned revision BA No. BA.098 Year 2017 regardingtransfer of DJPU’s assets to the Company in MedanBaru Airport (Kualanamu) amounting toRp5,148,886,570. The BA changed BA.98 Year2013 amounting to Rp22,899,148,341.

Pada tanggal 20 Februari 2017, Perusahaan danDJPU menandatangani BA dengan No. BA.099Tahun 2017. Perusahaan menerima aset dari DJPUdi Bandar Udara Internasional Minangkabau(Padang) dengan nilai sebesar Rp45.489.907.000.

On February 20, 2017, the Company and DJPUsigned BA No. BA.099 Year 2017. The Companyreceived assets from DJPU in MinangkabauInternational Airport (Padang) amounting toRp45,489,907,000.

Pada tanggal 20 Februari 2017, Perusahaan danDJPU menandatangani BA perbaikan No. BA.100Tahun 2017 tentang penyerahan aset DJPU kepadaPerusahaan di Bandar Udara Supadio (Pontianak)dengan nilai sebesar Rp19.247.011.458. BAtersebut mencabut BA.131 Tahun 2016 sebesarRp19.249.840.239.

On February 20, 2017, the Company and DJPUsigned revision BA No. BA.100 Year 2017 regardingtransfer of DJPU’s assets to the Company inSupadio Airport (Pontianak) amounting toRp19,247,011,458. The BA changed BA.131 Year2016 amounting to Rp19,249,840,239.

Pada tanggal 20 Februari 2017, Perusahaan danDJPU menandatangani BA perbaikan No. BA.101Tahun 2017 atas penyerahan aset oleh DJPUkepada Perusahaan di Bandar Udara SilangitSiborong-borong (Silangit) sebesarRp171.547.866.694. BA tersebut mencabut BA.121Tahun 2012 sebesar Rp102.718.797.700.

On February 20, 2017, the Company and DJPUsigned revision BA No. BA.101 Year 2017 regardingtransfer of DJPU’s assets to the Company in SilangitSiborong-borong Airport (Silangit) amounting toRp171,547,866,694. The BA changed BA.121 Year2016 amounting to Rp102,718,797,700.

Pada tanggal 20 April 2017, Peraturan Pemerintah(“PP”) No. 16 Tahun 2017 diterbitkan mengenaipenyertaan modal Negara Republik Indonesiasebesar Rp2.245.622.588.577 yang berasal daripengalihan Barang Milik Negara pada KementerianPerhubungan yang pengadaannya berasal dariAnggaran Pendapatan dan Belanja Negara TahunAnggaran 2007, 2008, 2009, 2010, 2011 dan 2012yang sebelumnya telah dicatat sebagai bagian dariBPYBDS. Perusahaan kemudian mereklasifikanBPYBDS tersebut sebagai Modal Disetor Lainnya.

On April 20, 2017, Government Regulation (“PP”)No. 16 Year 2017 was issued regarding theadditional capital investment of the Republic ofIndonesia amounting to Rp2,245,622,588,577resulting from the transfer of Government’s Assetsunder the Ministry of Transportation from theIndonesian State Budget Year 2007, 2008, 2009,2010, 2011 and 2012 which has been previouslyrecognized as part of BPYBDS. The Companyaccordingly reclassified the BPYBDS as Other Paid-in Capital.

Pada tanggal 28 Desember 2017, Perusahaan danDJPU menandatangani BA dengan No. BA.1504Tahun 2017. Perusahaan menerima aset dari DJPUdi Bandar Udara Kualanamu (Medan) dengan nilaisebesar Rp528.066.514.731 (Catatan 48g).

On December 28, 2017, the Company and DJPUsigned BA No. BA.1504 Year 2017. The Companyreceived assets in Kualanamu Airport (Medan)amounting to Rp528,066,514,731 (Note 48g).

Modal Pemerintah yang dialihkan ke LPPNPImerupakan pengurangan penyertaan modalNegara Republik Indonesia pada Perusahaansehubungan dengan surat dari Menteri BUMN No.S-48/MBU/2014 tanggal 3 Februari 2014 tentangpersetujuan pengalihan aset tetap kenavigasianPerusahaan kepada LPPNPI dengan nilai bukusebesar Rp337.629.801.103.

Government equity transferred to LPPNPIrepresents deduction of investment amount of theRepublic of Indonesia in the Company in relation tothe letter from the Ministry of BUMN No. S-48/MBU/2014 dated February 3, 2014 regarding theapproval of fixed assets transfer to LPPNPI with thebook value of Rp337,629,801,103.










137

31. KOMPONEN EKUITAS LAINNYA (lanjutan) 31. OTHER COMPONENTS OF EQUITY (continued)

Dari nilai buku sebesar Rp337.629.801.103 terdapatnilai buku sebesar Rp8.880.842.183 yang diambilkembali oleh Direktorat Jenderal PerhubunganUdara.

Berdasarkan Peraturan Pemerintah (“PP”) No. 46Tahun 2018 tanggal 27 September 2018, ModalPemerintah yang dialihkan ke LPPNPI dijadikanpengurangan PMN Republik Indonesia untukdijadikan penambahan PMN Republik Indonesiakedalam modal Perum LPPNPI dengan nilai bukusebesar Rp317.188.226.335 (Catatan 30).

From the book value of Rp337,629,801,103, thebook value amounting to Rp8,880,842,183 wastaken back by Directorate General of Civil Aviation.

Based on the Government Regulation (“PP”) No. 46Year 2018 dated September 27, 2018, Governmentequity transferred to LPPNPI was made intodeduction in capital investment from the Republic ofIndonesia to be made into addition of capitalinvestment to LPPNPI with book value amountingRp317,188,226,335 (Note 30).

Pada tanggal 16 Juli 2020, Peraturan Pemerintah(“PP”) No. 38 Tahun 2020 diterbitkan mengenaipenyertaan modal Negara Republik Indonesiasebesar Rp881.022.753.453 yang berasal daripengalihan Barang Milik Negara pada KementerianPerhubungan yang pengadaanya berasal dariAnggaran Pendapatan dan Belanja Negara TahunAnggaran 1998/1999, 2001, 2003, 2004, 2005,2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013dan 2017 yang sebelumnya telah dicatat sebagaibagian dari BPYBDS. Perusahaan kemudianmereklasifikasikan BPYBDS tersebut sebagai ModalDisetor Lainnya.

On July 16, 2020, Government Regulation (“PP”)No. 38 Year 2020 was issued regarding theadditional capital investment of the Republic ofIndonesia amounting to Rp881,022,753,453resulting from the transfer of Government’s Assetsunder the Ministry of Transportation from theIndonesian State Budget Year 1998/1999, 2001,2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010,2011, 2012, 2013 and 2017 which previouslyrecognized as part of BPYBDS. The Companyaccordingly reclassified the BPYBDS as Other Paid-in Capital.

32. DIVIDEN DAN SALDO LABA DICADANGKAN 32. DIVIDENDS AND APPROPRIATED RETAINEDEARNINGS

Berdasarkan Risalah Rapat Umum Pegang Sahamnomor KEP.08.03.01/00/05/2019/0210 tanggal20 Mei 2019, pemegang saham Perusahaan setujuuntuk membagikan dividen kas sebesarRp439.670.327.000 dan menaikkan cadanganumum atas saldo laba tahun buku 2018 sebesarRp1.471.939.790.788. Perusahaan telahmelakukan pembayaran dividen pada tanggal20 Juni 2019.

Based on Minutes of General Meeting ofShareholders No. KEP.08.03.01/00/05/2019/0210dated May 20, 2019, the Company's shareholdersagreed to declare a cash dividend amountingRp439,670,327,000 and increased general reservefor retained earning for the year ended 2018amounting Rp1,471,939,790,788. The Companyhas paid the dividend on June 20, 2019.

Berdasarkan Risalah Rapat Umum Pegang Sahamnomor KEP.08.03.01/00/07/2020/0273 tanggal2 Juli 2020, pemegang saham Perusahaan setujuuntuk tidak membagikan dividen kas dan menaikkancadangan umum atas saldo laba tahun buku 2019sebesar Rp1.015.672.090.991.

Based on Minutes of General Meeting ofShareholders No. KEP.08.03.01/00/07/2020/0273dated July 2, 2020, the Company's shareholdersagreed to not declare a cash dividend and increasedgeneral reserve for retained earning for the yearended 2019 amounting Rp1,015,672,090,991.

33. SELISIH EKUITAS ENTITAS ANAK 33. EQUITY DIFFERENCE OF SUBSIDIARY

Selisih ekuitas entitas anak merupakan akumulasikerugian pada saat pengambilalihanPT Angkasa Pura Solusi sesuai dengan surat DKNo. 06.04/00/11/101 tanggal 23 November 2011.

Equity difference of subsidiary representsaccumulated losses on the takeover of PT AngkasaPura Solusi based on DK letter No. 06.04/00/11/101dated November 23, 2011.










138

34. PENDAPATAN USAHA 34. OPERATING REVENUES

Rincian pendapatan usaha adalah sebagai berikut: The details of operating revenues are as follows:



2020 2019

Aeronautika AeronauticalJasa pelayanan penumpang 1.380.340.684.478 4.110.406.107.061 Passenger service chargesJasa pendaratan 419.512.538.855 897.074.746.103 Landing servicesPemakaian aviobridge 131.971.000.275 275.361.990.587 Aviobridge usageJasa parking surcharge 89.745.857.200 103.759.228.559 Parking surcharge servicesPemakaian counter 89.309.739.512 287.561.037.584 Counters usageJasa penempatan 60.318.761.100 85.411.499.675 Placement services


Non-aeronautika Non-aeronauticalKonsesi 1.017.724.150.789 1.520.076.706.914 ConcessionGroundhandling dan AHAN 686.911.142.168 1.329.613.267.805 Groundhandling and AHANPelayanan kargo 577.276.786.193 704.441.620.132 Cargo servicesSewa ruangan 385.546.314.362 533.350.322.857 Room rentalPemasangan reklame 278.446.084.602 295.275.035.821 Advertising installationUtilitas 235.656.331.859 237.488.167.429 UtilitiesSewa tanah 129.465.453.586 135.536.752.190 Land rentalParkir kendaraan 96.464.527.455 183.211.546.421 ParkingLounge 84.238.633.782 171.343.277.429 LoungeJasa logistik 40.061.185.303 29.444.952.685 Logisitic servicesJasa konstruksi 25.500.927.568 15.673.067.008 Construction servicesJasa wrapping 25.354.593.666 17.784.185.970 Wrapping servicesPendapatan jasa keamanan 17.135.952.439 10.130.262.009 Security services revenuePendapatan ICT 14.942.763.955 35.779.923.255 ICT revenuePas pelabuhan 5.622.529.841 8.253.565.438 Port entrancePendapatan jasa Gapura Leis 4.577.575.230 15.901.785.540 Gapura Leis service revenueHotel 4.254.927.138 10.254.965.970 HotelPendapatan jasa - GLC 4.055.359.918 14.411.838.215 Service revenue - GLCLangganan transportasi 2.979.285.000 7.849.170.000 Transportation subscriptionE-commerce 1.823.201.919 4.583.591.429 E-commerceJasa kelebihan bagasi 1.659.045.473 7.322.761.579 Over baggage servicePemasangan iklan digital 336.333.138 2.313.469.215 Digital advertising placementLainnya 32.494.030.455 34.619.270.784 Others


Total 5.843.725.717.259 11.084.234.115.664 Total










139

34. PENDAPATAN USAHA (lanjutan) 34. OPERATING REVENUES (continued)

Jumlah pendapatan Kelompok Usaha yangdidapatkan dari pihak ketiga dan pihak berelasiadalah:

The Group’s total revenue rendered to third partiesand related parties are as follows:



2020 2019

Pihak ketiga 4.030.238.802.685 7.206.200.931.335 Third partiesPihak berelasi 1.813.486.914.574 3.878.033.184.329 Related parties

Total 5.843.725.717.259 11.084.234.115.664 Total

Kelompok Usaha memiliki pendapatan dari suatupihak tertentu yang nilainya lebih besar dari 10%dari total pendapatan usaha konsolidasiannya yaitudari PT Garuda Indonesia (Persero) Tbk.

The Group has revenues from certain party with totalamount exceeding 10% of its consolidated operatingrevenues which is from PT Garuda Indonesia(Persero) Tbk.

35. BEBAN PEGAWAI 35. EMPLOYEE EXPENSES




2020 2019

Tunjangan 1.212.613.732.496 1.157.233.417.161 AllowanceGaji dan upah 203.004.081.897 560.011.728.838 Salaries and wagesBonus 104.475.891.859 368.606.435.350 BonusPengobatan 137.064.884.654 109.758.715.276 MedicalSeragam karyawan 14.096.189.087 21.266.700.864 Employee uniformsLembur 12.308.929.523 14.857.952.390 Overtime

Total 1.683.563.709.516 2.231.734.949.879 Total

36. BEBAN OPERASIONAL BANDARA 36. AIRPORT OPERATION EXPENSES




2020 2019

Penyusutan dan amortisasi 1.876.225.766.346 1.557.531.555.732 Depreciation and amortizationGroundhandling dan AHAN 679.851.377.903 853.511.765.849 Groundhandling and AHANPemeliharaan bangunan

dan lapangan 637.564.307.166 920.649.166.979 Building and field maintenanceKomunikasi dan utilitas 443.879.776.126 662.380.253.246 Communication and utilitiesPetugas keamanan bandara 188.350.395.573 275.857.291.653 Aviation security personnelJasa alih daya 182.709.682.000 314.973.299.939 OutsourcingJasa pemeriksaan kargo 150.567.073.427 256.085.057.525 Cargo inspection serviceSewa kendaraan 89.528.837.145 65.393.619.230 Vehicle RentPenyusutan dan amortisasi aset hak guna Depreciation and amortization

aset hak guna 71.582.401.021 - right of use assetJasa logistik 30.429.701.671 4.216.737.482 Logistic services










140

36. BEBAN OPERASIONAL BANDARA (lanjutan) 36. AIRPORT OPERATION EXPENSES (continued)

Akun ini terdiri dari (lanjutan): This account consists of the following (continued):



2020 2019Perlengkapan dan bahan bakar 25.672.630.630 92.142.448.879 Supplies and fuelPenerimaan Negara Bukan Pajak 24.510.605.718 82.993.989.843 Non-Tax State RevenueKonstruksi 7.324.767.546 7.013.270.651 ConstructionGarbarata 3.763.399.759 19.103.470.644 AviobridgeHotel 3.669.206.588 8.654.344.646 HotelKontribusi tetap - 10.101.438.883 Fixed contributionPenanggulangan gawat darurat 421.267.420 2.205.703.865 Emergency preventionLainnya 21.883.114.996 48.127.801.962 Others

Total 4.437.934.311.035 5.180.941.217.008 Total

37. BEBAN UMUM DAN ADMINISTRASI 37. GENERAL AND ADMINISTRATIVE EXPENSES




2020 2019Beban pajak 302.255.330.476 179.593.300.069 Tax expensesPenurunan nilai piutang 210.942.324.454 77.574.522.000 Impairment of receivableImbalan pasca kerja, iuran Employee benefits expense,

dana pensiun dan iuran THT 151.620.089.613 220.604.857.772 pension contributions and THTGaji komisaris dan direksi 92.176.808.097 131.921.021.298 Commissioners and directors salaryAsuransi 86.222.847.237 71.888.226.696 InsuranceCollection fee 45.672.908.256 68.389.175.432 Collection feeBeban keamanan 35.154.560.680 112.810.398.616 Security expensePerjalanan dinas 18.358.833.715 42.443.998.564 Business travelPersediaan dan utilitas kantor 18.119.261.890 29.461.864.160 Office supplies and utilitiesPengembangan sumber daya

manusia 15.396.523.059 68.040.358.481 Human resources developmentBeban konsultan 12.949.905.716 111.242.666.219 Consultant feeReparasi dan pemeliharaan kantor 8.734.874.780 88.278.584.540 Office repair and maintenanceBeban promosi 6.935.612.285 11.071.924.243 Promotion expenseKendali mutu 6.599.908.186 13.075.213.989 Quality controlBeban rapat dinas 5.041.443.883 22.560.501.897 Meeting expenseAset dibiayakan 4.135.971.914 11.980.730.490 Financed assetsBeban olahraga 1.379.253.612 4.044.809.961 Sport expenseBeban umum lainnya 52.411.423.194 47.460.726.452 Others

Total 1.074.107.881.048 1.312.442.880.879 Total

38. BEBAN PEMASARAN 38. MARKETING EXPENSES

Beban pemasaran merupakan pengeluaran iklan dimedia elektronik dan cetak serta kegiatan promosidalam rangka meningkatkan citra Kelompok Usaha.

Marketing expenses represent advertisingexpenditure in electronic and print media as well aspromotion activities in order to enhance The Group’simage.










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39. PENDAPATAN LAIN-LAIN 39. OTHER INCOME

Rincian pendapatan lain-lain adalah sebagai berikut: The details of others income are as follows:



2020 2019

Pendapatan denda 28.431.079.267 34.138.416.327 Penalty incomeLaba penjualan aset tetap 1.466.441.770 175.655.887.455 Gain on sale of fixed assetsLaba selisih kurs 330.980.313 - Gain on foreign exchangeLain-lain 13.589.407.217 15.561.687.710 Others

Total 43.817.908.567 225.355.991.492 Total

40. BEBAN LAIN-LAIN 40. OTHER EXPENSES

Rincian beban lain-lain adalah sebagai berikut: The details of other expenses are as follows:


Year ended December 31,2020 2019

Beban PKBL 38.540.463.970 40.248.726.123 PKBL expensesBeban dokter jaga 5.570.360.581 7.120.358.907 Doctor expenseSumbangan 3.335.538.344 3.477.243.145 DonationPenghargaan purnabaktiawan 2.698.561.878 3.235.054.782 Pensioners awardEmployees gathering 2.057.835.476 9.582.905.006 Employees gatheringHari raya 513.075.545 3.053.706.665 HolidayRapat 350.902.059 2.695.081.862 MeetingPeresmian 246.675.000 907.862.111 InaugurationPerayaan 47.461.700 3.297.873.393 CelebrationMajalah dan koran 678.000 771.056.977 Newspaper and magazinesBeban asuransi pensiunan - 4.451.201.000 Retired employees insurance expenseRugi selisih kurs - 2.478.403.597 Loss on foreign exchangeLainnya 25.413.820.523 38.292.039.719 Others

Total 78.775.373.076 119.611.513.287 Total










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41. PENGHASILAN KEUANGAN 41. FINANCE INCOME

Rincian penghasilan keuangan adalah sebagaiberikut:

The details of finance income are as follows:



2020 2019

Penghasilan bunga deposito 62.710.585.728 76.810.642.691 Interest income from time depositsPenghasilan bunga jasa giro 57.336.026.698 68.406.496.883 Interest income from current accountPenghasilan bunga obligasi Interest income from bonds

dan reksadana 6.349.201.618 7.585.954.542 and mutual funds

Total 126.395.814.044 152.803.094.116 Total

42. BEBAN KEUANGAN 42. FINANCE COST

Rincian beban keuangan adalah sebagai berikut: The details of finance cost are as follows:



2020 2019

Bunga pinjaman bank dan obligasi 1.099.603.593.479 794.294.377.283 Bank loans and bonds interestBeban bunga atas liabilitas sewa 34.812.310.018 - Interest on liase liabilitiesBeban administrasi bank 2.495.721.075 1.559.831.701 Bank administration charges

Total 1.136.911.624.572 795.854.208.984 Total

43. LABA PER SAHAM 43. EARNINGS PER SHARE

Laba per saham dihitung dengan membagi labatahun berjalan dengan rata-rata tertimbang jumlahsaham yang beredar pada tahun yangbersangkutan.

Earnings per share is computed by dividing profit forthe year by the weighted average number of sharesoutstanding during the year.



2020 2019

Laba (rugi) tahun berjalan yang Profit (loss) for the yearDapat diatribusikan kepada attributable to ownerpemilik entitas induk (2.433.507.256.198) 1.018.280.043.377 of the parent entity

Rata-rata tertimbang jumlah saham Weighted average number ofbiasa yang beredar 15.971.652 13.728.739 common shares outstanding

Laba (rugi) per saham (152.364) 74.171 Earnings (loss) per share










143

43. LABA PER SAHAM (lanjutan) 43. EARNINGS PER SHARE (continued)

Laba per saham dilusian dihitung dengan membagitotal laba tahun berjalan yang dapat diatribusikankepada pemilik entitas induk dengan jumlah rata-rata tertimbang saham biasa yang beredar padaperiode pelaporan, yang disesuaikan untukmengasumsikan konversi efek berpotensi sahambiasa yang sifatnya dilutif.

Diluted earning per share is calculated by dividingprofit for the year attributable to owners of the parententity by the weighted average number of ordinaryshares outstanding during the reporting period,adjusted to assume conversion of all potentialdilutive ordinary shares.



2020 2019

Laba tahun berjalan yang Profit for the yeardapat diatribusikan kepada attributable to ownerpemilik entitas induk (2.433.507.256.198) 1.018.280.043.377 of the parent entity

Weighted average number ofRata-rata tertimbang jumlah saham common shares outstanding

biasa yang beredar efek dilusian 16.852.675 14.899.066 diluted effect

Laba (rugi) per saham dilusian (144.399) 68.345 Diluted earnings (loss) per share

44. TRANSAKSI DENGAN PIHAK BERELASI 44. TRANSACTIONS WITH RELATED PARTIES

Dalam kegiatan usaha normal, Kelompok Usahamelakukan transaksi dengan pihak-pihak berelasi,yang terafiliasi dengan Kelompok Usaha melaluikepemilikan langsung dan tidak langsung dan/ataudi bawah kendali pihak yang sama.

In the normal course of business, the Group enteredinto transactions with related parties, which areaffiliated with the Group through equity ownership,either direct or indirect and/or under commoncontrol.

Rincian sifat hubungan dan jenis transaksi yangsignifikan dengan pihak berelasi adalah sebagaiberikut:

The details of nature of relationship and types ofsignificant transactions with related parties are asfollows:

Pihak berelasi/Related parties Sifat hubungan/Nature of relationship Transaksi/Transactions

PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Penempatan kas dan setara kas danPT Bank Negara Indonesia Republik Indonesia/Controlled by Fasilitas pinjaman berjangka/

(Persero) Tbk the Government of Republic Indonesia Placement of cash and cash equivalentsPT Bank Rakyat and Term loan facility

Indonesia (Persero) TbkPT Bank Tabungan Negara

(Persero) TbkLembaga Pembiayaan Ekspor

Impor Indonesia (EXIM)

PT Bank Rakyat Indonesia Dikendalikan oleh PT Bank Rakyat Penempatan kas dan setara kas/Agroniaga Tbk Indonesia (Persero) Tbk/Controlled Placement of cash and cash equivalents

by PT Bank Rakyat Indonesia(Persero) Tbk

PT Bank BNI Syariah Dikendalikan oleh PT Bank Negara Penempatan kas dan setara kas/Indonesia (Persero) Tbk/Controlled Placement of cash and cash equivalentsby PT Bank Negara Indonesia(Persero) Tbk










144

44. TRANSAKSI DENGAN PIHAK BERELASI (lanjutan) 44. TRANSACTIONS WITH RELATED PARTIES(continued)

Rincian sifat hubungan dan jenis transaksi yangsignifikan dengan pihak berelasi adalah sebagaiberikut (lanjutan):

The details of nature of relationship and types ofsignificant transactions with related parties are asfollows (continued):


PT Bank Syariah Mandiri Dikendalikan oleh PT Bank Mandiri Penempatan kas dan setara kas/(Persero) Tbk/Controlled by Placement of cash and cash equivalentsPT Bank Mandiri (Persero) Tbk

PT Garuda Indonesia Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi/Trade receivables(Persero) Tbk Republik Indonesia/Controlled by related party

the Government of Republic Indonesia

PT Garuda Maintenance Facility Dikendalikan oleh PT Garuda Piutang usaha pihak berelasi/Trade receivablesAeroAsia Tbk Indonesia (Persero) Tbk /Controlled by related party

PT Garuda Indonesia (Persero) Tbk

PT Citilink Indonesia Dikendalikan oleh PT Garuda Piutang usaha pihak berelasi/Trade receivablesIndonesia (Persero) Tbk /Controlled by related partyPT Garuda Indonesia (Persero) Tbk

PT Aerofood Indonesia Dikendalikan oleh PT Garuda Piutang usaha pihak berelasi/Trade receivablesIndonesia (Persero) Tbk /Controlled by related partyPT Garuda Indonesia (Persero) Tbk

PT Merpati Nusantara Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi/Trade receivablesAirlines Republik Indonesia/Controlled by related party


PT Telekomunikasi Indonesia Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi/Trade receivables(Persero) Tbk Republik Indonesia/Controlled by related party


PT Telekomunikasi Selular Dikendalikan oleh PT Telekomunikasi Piutang usaha pihak berelasi/Trade receivablesIndonesia (Persero) Tbk/Controlled by related partyPT Telekomunikasi Indonesia (Persero)

Perum Lembaga Penyelenggara Dikendalikan oleh Pemerintah Piutang lain-lain pihak berelasi/Other receivablesPelayanan Navigasi Republik Indonesia/Controlled by related partyPenerbangan Indonesia the Government of Republic Indonesia

PT Angkasa Pura I (Persero) Dikendalikan oleh Pemerintah Utang usaha pihak berelasi/Trade payablesRepublik Indonesia/Controlled by related partythe Government of Republic Indonesia

PT Aero Systems Indonesia Dikendalikan oleh PT Garuda Utang usaha pihak berelasi/Trade payablesIndonesia (Persero) Tbk/Controlled by related partyGaruda Indonesia (Persero) Tbk

PT Pertamina (Persero) Dikendalikan oleh Pemerintah Jasa pengisian bahan bakar pesawat udara/Republik Indonesia/Controlled by Airline refueling servicesthe Government of Republic Indonesia

PT Hutama Karya (Persero) Dikendalikan oleh Pemerintah Jasa kontraktor/Contractor servicesPT PP (Persero) Tbk Republik Indonesia/Controlled byPT Adhi Karya (Persero) Tbk the Government of Republic IndonesiaPT Wijaya Karya (Persero) TbkPT Waskita Karya (Persero) Tbk










145

44. TRANSAKSI DENGAN PIHAK BERELASI (lanjutan) 44. TRANSACTIONS WITH RELATED PARTIES(continued)

Rincian sifat hubungan dan jenis transaksi yangsignifikan dengan pihak berelasi adalah sebagaiberikut (lanjutan):

The details of nature of relationship and types ofsignificant transactions with related parties are asfollows (continued):


PT Sarana Multi Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/Infrastruktur (Persero) Republik Indonesia/Controlled by Term loan facility

PT Indonesia Infrastructure the Government of Republic IndonesiaFinance

PT Railink Entitas asosiasi/Associate companies Penyertaan saham/PT Bandar Udara Internasional Investment in shares of stock Jawa Barat

Jumlah saldo dan transaksi dengan pihak berelasidijabarkan dalam catatan masing-masing akun.

The balances and transactions with related partiesare disclosed in each respective notes of theaccounts.

45. INFORMASI SEGMEN 45. SEGMENT INFORMATION

Untuk tujuan manajemen, Kelompok Usahadikelompokkan berdasarkan divisi-divisi operasiyaitu aeronautika, non-aeronautika,groundhandling, kargo dan lainnya dan kantorcabang.

For management purposes, the Group’s businessesare grouped into operational divisions, namelyaeronautical, non-aeronautical, groundhandling,cargo and others and branch offices.

Segmen aeronautika menyediakan pelayanan jasapenumpang pesawat udara (“PJP2U”), pendaratan,penempatan dan jasa aeronautika lainnya. Segmennon-aeronautika menyediakan jasa sewa, konsesi,reklame, parkir dan jasa non-aeronautika lainnya.Segmen groundhandling menyediakan jasagroundhandling dan Aircraft Handling AdditionalNote ("AHAN"). Segmen kargo menyediakan jasapelayanan kargo. Segmen usaha yang secaraindividu tidak melebihi 10% dari pendapatan usahaKelompok Usaha disajikan sebagai lain-lain.

Aeronautical segment provides airport passengerservice (“PJP2U”), landing services, placement andother aeronautics services. Non-aeronauticalsegment provides rent, concession, billboards,parking and other non-aeronautical service.Groundhandling segment provides groundhandlingand Aircraft Handling Additional Note ("AHAN").Cargo segment provides cargo services. Individualbusiness segments that do not exceed 10% of theGroup's operating revenues are presented asothers.

31 Desember/December 31, 2020

Aeronautika/ Non-aeronautika/ Kargo/ Groundhandling/ Lainnya/ Total/ Eliminasi/ Total/Aeronautical Non-aeronautical Cargo Groundhandling Others Total Elimination Total

PENDAPATAN REVENUES

Soekarno-Hatta 1.516.723.541.152 2.626.296.548.540 421.704.739.072 260.187.763.332 - 4.824.912.592.096 (659.224.866.995) 4.165.687.725.101 Soekarno-HattaKualanamu 243.613.196.254 160.388.298.189 84.470.060.548 25.749.580.566 - 514.221.135.557 (41.484.650.368) 472.736.485.189 KualanamuHalim Perdanakusuma 75.208.158.668 70.200.668.114 1.678.534.210 33.501.406.109 - 180.588.767.101 (16.051.315.734) 164.537.451.367 Halim PerdanakusumaKantor pusat - 9.755.978.299 - - - 9.755.978.299 (2.671.464.856) 7.084.513.442 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II 53.232.904.080 42.158.139.805 6.939.904.623 11.385.628.502 - 113.716.577.010 (8.467.881.139) 105.248.695.872 Badaruddin IISultan Syarif Kasim II 61.784.144.028 44.287.072.767 20.198.127.428 - - 126.269.344.223 (14.711.916.701) 111.557.427.522 Sultan Syarif Kasim IIMinangkabau 43.995.120.381 26.045.439.499 11.343.671.453 6.378.689.658 - 87.762.920.991 (5.789.901.623) 81.973.019.368 MinangkabauHusein Sastranegara 19.883.366.716 20.011.808.672 838.780.575 5.479.641.501 - 46.213.597.464 (7.062.088.312) 39.151.509.151 Husein SastranegaraSupadio 50.276.663.080 35.044.389.976 20.274.050.257 10.624.803.354 - 116.219.906.666 (9.355.503.216) 106.864.403.450 SupadioDepati Amir 16.118.167.790 12.171.853.248 7.860.552.450 2.376.325.547 - 38.526.899.035 (2.909.695.001) 35.617.204.034 Depati AmirSultan Thaha 22.468.427.425 13.354.608.870 6.336.900.673 4.131.099.647 - 46.291.036.615 (2.339.526.990) 43.951.509.625 Sultan ThahaSultan Iskandar Muda 13.493.971.043 14.178.402.926 4.032.043.905 4.631.011.090 - 36.335.428.964 (2.530.248.163) 33.805.180.801 Sultan Iskandar MudaRaja Haji Fisabilillah 4.122.742.971 4.280.844.786 3.513.336.735 1.523.434.629 - 13.440.359.121 (1.289.200.755) 12.151.158.366 Raja Haji FisabilillahSilangit 5.653.126.075 5.031.143.236 899.378.800 - - 11.583.648.111 (1.882.809.904) 9.700.838.207 SilangitBanyuwangi 3.093.014.106 10.102.716.526 271.914.500 1.614.699.575 - 15.082.344.707 (5.433.891.150) 9.648.453.556 BanyuwangiTjilik Riwut 7.748.246.113 22.639.291.564 6.801.630.598 - - 37.189.168.275 (10.925.044.604) 26.264.123.671 Tjilik RiwutHAS Hanandjoeddin 6.932.100.672 4.845.049.142 2.794.098.907 2.569.755.853 - 17.141.004.574 (2.217.985.107) 14.923.019.467 HAS HanandjoeddinFatmawati Soekarno 9.393.477.295 6.170.676.201 1.809.940.525 2.120.771.917 - 19.494.865.938 (1.805.795.108) 17.689.070.830 Fatmawati SoekarnoRadin Inten II 17.458.213.571 8.042.135.978 1.561.450.620 4.212.940.185 - 31.274.740.354 (2.044.048.170) 29.230.692.184 Radin Inten IINgurah Rai - 757.300.314 1.788.468.026 71.814.665.308 - 74.360.433.648 (2.677.353.421) 71.683.080.227 Ngurah RaiJuanda - - 832.280.734 45.320.300.611 - 46.152.581.345 (1.675.754.693) 44.476.826.652 JuandaSultan Hasanuddin - - 1.057.129.154 53.577.378.346 - 54.634.507.500 (1.941.469.538) 52.693.037.962 Sultan HasanuddinLain-lain - 47.903.811.220 3.149.520.079 141.431.464.599 - 192.484.795.898 (5.434.504.685) 187.050.291.214 Others

TOTAL 2.171.198.581.420 3.183.666.177.872 610.156.513.872 688.631.360.329 - 6.653.652.633.492 (809.926.916.233) 5.843.725.717.259 TOTAL










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45. INFORMASI SEGMEN (lanjutan) 45. SEGMENT INFORMATION (continued)

31 Desember/December 31, 2020 (lanjutan/continued)


Beban operasional bandara Airport operation expensesSoekarno-Hatta 1.425.708.519.846 1.181.887.106.799 182.592.427.686 279.046.734.289 - 3.069.234.788.620 (338.677.668.219) 2.730.557.120.400 Soekarno-HattaKualanamu 342.213.115.705 76.184.000.174 19.030.888.277 24.923.616.338 - 462.351.620.494 (56.443.213.845) 405.908.406.649 KualanamuHalim Perdanakusuma 67.529.044.395 34.688.528.942 35.824.864 19.987.545.706 - 122.240.943.906 (14.656.185.661) 107.584.758.245 Halim PerdanakusumaKantor pusat 206.001.629.323 22.580.042.749 2.025.880.756 54.342.792.044 - 284.950.344.872 (35.751.781.893) 249.198.562.979 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II 50.265.746.337 51.918.721.464 1.868.301.378 11.491.663.250 - 115.544.432.429 (14.882.722.823) 100.661.709.606 Badaruddin IISultan Syarif Kasim II 40.393.217.058 42.622.672.208 3.484.364.030 7.404.201.496 - 93.904.454.792 (11.369.869.518) 82.534.585.273 Sultan Syarif Kasim IIMinangkabau 30.105.985.466 35.797.254.050 1.416.221.865 6.631.143.494 - 73.950.604.874 (9.446.223.871) 64.504.381.003 MinangkabauHusein Sastranegara 17.311.532.715 17.323.252.570 221.335.222 4.878.056.405 - 39.734.176.912 (4.841.157.854) 34.893.019.058 Husein SastranegaraSupadio 30.744.724.857 45.293.597.796 3.212.417.310 8.045.506.744 - 87.296.246.707 (11.402.105.683) 75.894.141.024 SupadioDepati Amir 18.278.276.518 17.557.219.028 2.645.310.279 2.731.297.647 - 41.212.103.472 (5.473.150.835) 35.738.952.637 Depati AmirSultan Thaha 19.936.905.352 23.203.822.334 1.321.735.537 4.932.596.578 - 49.395.059.801 (6.467.053.761) 42.928.006.040 Sultan ThahaSultan Iskandar Muda 21.127.870.560 17.877.541.137 960.377.177 4.558.045.083 - 44.523.833.956 (5.824.989.631) 38.698.844.325 Sultan Iskandar MudaRaja Haji Fisabilillah 24.033.564.969 9.347.311.344 781.557.005 874.381.074 - 35.036.814.392 (4.727.257.596) 30.309.556.795 Raja Haji FisabilillahSilangit 31.009.115.115 6.811.306.560 - - - 37.820.421.675 (5.022.478.354) 32.797.943.321 SilangitBanyuwangi 10.572.011.144 4.459.470.400 - 1.267.223.820 - 16.298.705.364 (1.926.020.928) 14.372.684.436 BanyuwangiTjilik Riwut 14.396.115.912 19.960.321.233 - - - 34.356.437.146 (3.178.192.386) 31.178.244.760 Tjilik RiwutHAS Hanandjoeddin 6.152.225.617 4.521.043.506 - 2.653.145.899 - 13.326.415.021 (1.584.921.325) 11.741.493.697 HAS HanandjoeddinFatmawati Soekarno 3.914.693.290 4.306.423.442 (5.307.258) 1.693.527.212 - 9.909.336.687 (1.063.497.520) 8.845.839.167 Fatmawati SoekarnoRadin Inten II 11.623.202.099 5.481.595.614 - 3.516.522.042 - 20.621.319.755 (2.650.500.458) 17.970.819.297 Radin Inten IINgurah Rai - 20.596.961.459 6.500.247.114 113.251.798.361 - 140.349.006.934 (15.091.257.063) 125.257.749.871 Ngurah RaiJuanda - 5.952.903.471 - 48.479.176.335 - 54.432.079.806 (5.852.898.619) 48.579.181.187 JuandaSultan Hasanuddin - 3.588.806.353 605.627.120 35.142.380.663 - 39.336.814.136 (4.229.755.430) 35.107.058.706 Sultan HasanuddinLain-lain - 17.445.322.246 1.615.152.197 107.254.458.379 - 126.314.932.821 (13.643.680.263) 112.671.252.558 Others

Sub- total 2.371.317.496.277 1.669.405.224.878 228.312.360.559 743.105.812.858 - 5.012.140.894.572 (574.206.583.537) 4.437.934.311.035 Sub-total

Beban pegawai Employee expensesSoekarno-Hatta 319.877.439.649 180.562.675.838 23.724.042.217 5.606.458.677 - 529.770.616.381 - 529.770.616.381 Soekarno-HattaKualanamu 111.467.497.801 24.490.043.767 7.154.328.188 687.396.713 - 143.799.266.469 - 143.799.266.469 KualanamuHalim Perdanakusuma 23.762.777.024 23.444.889.089 137.721.084 797.329.216 - 48.142.716.413 - 48.142.716.413 Halim PerdanakusumaKantor pusat 462.292.964.256 45.116.427.094 3.064.075.041 48.003.842.303 - 558.477.308.694 - 558.477.308.694 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II 19.877.369.061 19.579.035.024 1.716.221.741 550.163.837 - 41.722.789.663 - 41.722.789.663 Badaruddin IISultan Syarif Kasim II 21.955.878.322 21.701.193.378 2.047.959.067 405.110.298 - 46.110.141.066 - 46.110.141.066 Sultan Syarif Kasim IIMinangkabau 24.387.448.607 15.041.148.659 1.943.429.691 258.317.617 - 41.630.344.573 - 41.630.344.573 MinangkabauHusein Sastranegara 24.111.935.830 9.714.798.673 343.053.991 236.488.106 - 34.406.276.601 - 34.406.276.601 Husein SastranegaraSupadio 19.532.145.719 18.140.579.096 2.238.178.001 360.309.043 - 40.271.211.859 - 40.271.211.859 SupadioDepati Amir 14.453.005.195 12.173.506.633 1.052.397.278 133.772.348 - 27.812.681.454 - 27.812.681.454 Depati AmirSultan Thaha 12.378.808.083 18.404.288.793 843.758.007 174.112.964 - 31.800.967.846 - 31.800.967.846 Sultan ThahaSultan Iskandar Muda 18.909.491.233 11.027.957.062 569.668.051 549.220.555 - 31.056.336.901 - 31.056.336.901 Sultan Iskandar MudaRaja Haji Fisabilillah 9.814.204.861 10.539.329.022 1.481.963.791 - - 21.835.497.673 - 21.835.497.673 Raja Haji FisabilillahSilangit 9.936.607.165 4.377.717.173 - - - 14.314.324.339 - 14.314.324.339 SilangitBanyuwangi 10.883.191.004 4.852.294.553 - - - 15.735.485.557 - 15.735.485.557 BanyuwangiTjilik Riwut 11.366.692.364 5.099.084.027 - - - 16.465.776.391 - 16.465.776.391 Tjilik RiwutHAS Hanandjoeddin 3.723.276.148 1.643.096.711 64.800 1.015.200 - 5.367.452.858 - 5.367.452.858 HAS HanandjoeddinFatmawati Soekarno 7.370.758.306 3.160.855.887 - - - 10.531.614.193 - 10.531.614.193 Fatmawati SoekarnoRadin Inten II 6.573.652.222 2.911.000.004 12.129.514 190.029.048 - 9.686.810.788 - 9.686.810.788 Radin Inten IINgurah Rai - - 314.902.870 4.933.478.298 - 5.248.381.168 - 5.248.381.168 Ngurah RaiJuanda - - 77.238.269 1.210.066.213 - 1.287.304.482 - 1.287.304.482 JuandaSultan Hasanuddin - - 117.939.661 1.847.721.351 - 1.965.661.012 - 1.965.661.012 Sultan HasanuddinLain-lain - 484.727.115 338.400.961 5.301.615.058 - 6.124.743.135 - 6.124.743.135 Others

Sub- total 1.132.675.142.850 432.464.647.598 47.177.472.222 71.246.446.846 - 1.683.563.709.516 - 1.683.563.709.516 Sub-total

Beban umum dan General and administrativeadministrasi expensesSoekarno-Hatta 421.351.306.379 122.018.223.898 7.916.617.795 3.244.614.537 - 554.530.762.609 (103.071.672.841) 451.459.089.768 Soekarno-HattaKualanamu 40.856.904.594 38.368.627.561 753.432.195 517.100.628 - 80.496.064.978 (21.871.270.022) 58.624.794.956 KualanamuHalim Perdanakusuma 15.000.385.445 11.057.671.545 191.885.006 531.740.143 - 26.781.682.139 (5.009.901.070) 21.771.781.069 Halim PerdanakusumaKantor pusat 397.259.329.418 41.617.676.448 5.153.056.719 80.731.221.934 - 524.761.284.519 (86.976.767.835) 437.784.516.684 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II 11.589.609.774 7.564.128.696 349.901.553 97.077.885 - 19.600.717.909 (3.683.431.138) 15.917.286.770 Badaruddin IISultan Syarif Kasim II 9.417.999.784 8.222.649.394 557.365.081 138.799.048 - 18.336.813.307 (3.402.251.454) 14.934.561.854 Sultan Syarif Kasim IIMinangkabau 8.902.751.773 2.549.694.094 335.926.396 148.683.950 - 11.937.056.214 (2.444.879.511) 9.492.176.703 MinangkabauHusein Sastranegara 6.750.860.533 5.299.757.859 167.562.960 267.592.501 - 12.485.773.853 (2.200.130.446) 10.285.643.407 Husein SastranegaraSupadio 5.573.187.874 4.313.512.723 818.581.737 70.984.859 - 10.776.267.193 (1.968.379.943) 8.807.887.249 SupadioDepati Amir 4.386.712.179 2.861.322.569 303.467.808 42.261.434 - 7.593.763.990 (1.378.311.799) 6.215.452.191 Depati AmirSultan Thaha 2.759.912.630 2.900.897.313 307.362.534 38.093.364 - 6.006.265.840 (1.251.057.164) 4.755.208.676 Sultan ThahaSultan Iskandar Muda 3.689.493.619 2.416.382.291 229.038.290 97.683.754 - 6.432.597.954 (1.257.539.514) 5.175.058.440 Sultan Iskandar MudaRaja Haji Fisabilillah 1.871.561.134 1.091.947.087 553.944.699 3.963.980 - 3.521.416.900 (741.572.215) 2.779.844.686 Raja Haji FisabilillahSilangit 2.532.273.303 1.495.434.163 - - - 4.027.707.466 (758.820.904) 3.268.886.562 SilangitBanyuwangi 946.022.023 965.367.534 701.046 10.983.054 - 1.923.073.657 (308.884.367) 1.614.189.290 BanyuwangiTjilik Riwut 3.368.455.016 6.341.843.929 - - - 9.710.298.945 (1.169.116.768) 8.541.182.177 Tjilik RiwutHAS Hanandjoeddin 870.860.375 723.845.081 4.469.237 70.018.053 - 1.669.192.746 (304.819.948) 1.364.372.798 HAS HanandjoeddinFatmawati Soekarno 988.666.554 760.732.054 4.628.262 72.509.440 - 1.826.536.310 (350.874.661) 1.475.661.649 Fatmawati SoekarnoRadin Inten II 1.612.403.753 1.132.814.621 2.082.183 32.620.863 - 2.779.921.420 (520.897.259) 2.259.024.161 Radin Inten IINgurah Rai - - 92.870.785 1.454.975.626 - 1.547.846.411 (5.850.040) 1.541.996.371 Ngurah RaiJuanda - - 61.633.210 965.586.949 - 1.027.220.159 (3.882.348) 1.023.337.811 JuandaSultan Hasanuddin - - 39.133.487 613.091.297 - 652.224.784 (2.465.064) 649.759.720 Sultan HasanuddinLain-lain - 482.628.676 236.444.601 3.704.298.752 - 4.423.372.029 (57.203.973) 4.366.168.057 Others

Sub- total 939.728.696.159 262.185.157.538 18.080.105.584 92.853.902.051 - 1.312.847.861.332 (238.739.980.284) 1.074.107.881.048 Sub-total

Beban pemasaran 14.190.792.047 14.190.792.047 14.190.792.047 Marketing expenses

Pendapatan lain-lain Other incomeSoekarno-Hatta - - - - 7.342.569.355 7.342.569.355 - 7.342.569.355 Soekarno-HattaKualanamu - - - - 2.876.923.140 2.876.923.140 - 2.876.923.140 KualanamuHalim Perdanakusuma - - - - 604.171.064 604.171.064 - 604.171.064 Halim PerdanakusumaKantor pusat - - - - 29.789.280.910 29.789.280.910 - 29.789.280.910 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II - - - - 272.093.249 272.093.249 - 272.093.249 Badaruddin IISultan Syarif Kasim II - - - - 1.092.699.173 1.092.699.173 - 1.092.699.173 Sultan Syarif Kasim II Minangkabau - - - - 114.135.025 114.135.025 - 114.135.025 MinangkabauHusein Sastranegara - - - - (396.268.508) (396.268.508) - (396.268.508) Husein SastranegaraSupadio - - - - 635.511.603 635.511.603 - 635.511.603 SupadioDepati Amir - - - - 269.131.408 269.131.408 - 269.131.408 Depati AmirSultan Thaha - - - - 136.523.906 136.523.906 - 136.523.906 Sultan ThahaSultan Iskandar Muda - - - - 809.065.785 809.065.785 - 809.065.785 Sultan Iskandar MudaRaja Haji Fisabilillah - - - - 249.084.494 249.084.494 - 249.084.494 Raja Haji FisabilillahSilangit - - - - 2.593.403 2.593.403 - 2.593.403 SilangitBanyuwangi - - - - 291.734 291.734 - 291.734 BanyuwangiTjilik Riwut - - - - 12.736.814 12.736.814 - 12.736.814 Tjilik RiwutHAS Hanandjoeddin - - - - 3.006.126 3.006.126 - 3.006.126 HAS HanandjoeddinFatmawati Soekarno - - - - 1.405.848 1.405.848 - 1.405.848 Fatmawati SoekarnoRadin Inten II - - - - 2.765.839 2.765.839 - 2.765.839 Radin Inten IINgurah Rai - - - - - - - - Ngurah RaiJuanda - - - - - - - - JuandaSultan Hasanuddin - - - - - - - - Sultan HasanuddinLain-lain - - - - 188.200 188.200 - 188.200 Others

Sub-total - - - - 43.817.908.567 43.817.908.567 - 43.817.908.567 Sub-total










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45. INFORMASI SEGMEN (lanjutan) 45. SEGMENT INFORMATION (continued)31 Desember/December 31, 2020 (lanjutan/continued)


Beban lain-lain Other expensesSoekarno-Hatta - - - - 20.004.350.614 20.004.350.614 - 20.004.350.614 Soekarno-HattaKualanamu - - - - 1.057.636.008 1.057.636.008 - 1.057.636.008 KualanamuHalim Perdanakusuma - - - - 523.797.768 523.797.768 - 523.797.768 Halim PerdanakusumaKantor pusat - - - - 53.947.749.612 53.947.749.612 - 53.947.749.612 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II - - - - 728.536.749 728.536.749 - 728.536.749 Badaruddin IISultan Syarif Kasim II - - - - 196.711.403 196.711.403 - 196.711.403 Sultan Syarif Kasim II Minangkabau - - - - 148.321.976 148.321.976 - 148.321.976 MinangkabauHusein Sastranegara - - - - 609.604.436 609.604.436 - 609.604.436 Husein SastranegaraSupadio - - - - 444.841.900 444.841.900 - 444.841.900 SupadioDepati Amir - - - - 256.131.059 256.131.059 - 256.131.059 Depati AmirSultan Thaha - - - - 108.397.210 108.397.210 - 108.397.210 Sultan ThahaSultan Iskandar Muda - - - - 208.963.195 208.963.195 - 208.963.195 Sultan Iskandar MudaRaja Haji Fisabilillah - - - - 242.811.705 242.811.705 - 242.811.705 Raja Haji FisabilillahSilangit - - - - 52.221.381 52.221.381 - 52.221.381 SilangitBanyuwangi - - - - 118.983.956 118.983.956 - 118.983.956 BanyuwangiTjilik Riwut - - - - 4.617.905 4.617.905 - 4.617.905 Tjilik RiwutHAS Hanandjoeddin - - - - 5.000.012 5.000.012 - 5.000.012 HAS HanandjoeddinFatmawati Soekarno - - - - 11.439.765 11.439.765 - 11.439.765 Fatmawati SoekarnoRadin Inten II - - - - 100.256.422 100.256.422 - 100.256.422 Radin Inten IINgurah Rai - - - - - - - - Ngurah RaiJuanda - - - - - - - - JuandaSultan Hasanuddin - - - - - - - - Sultan HasanuddinLain-lain - - - - 5.000.000 5.000.000 - 5.000.000 Others


Penghasilan keuangan - - - - 126.395.814.044 126.395.814.044 - 126.395.814.044 Finance incomePajak final atas

penghasilan keuangan - - - - (25.082.409.302) (25.082.409.302) - (25.082.409.302 ) Final tax on finance incomeBeban keuangan - - - - (1.140.509.241.079) (1.140.509.241.079) 3.597.616.506 (1.136.911.624.572) Finance expenseBagian laba (rugi) Share of profit (loss) of

entitas asosiasi - - - - (86.534.504.977) (86.534.504.977) - (86.534.504.977 ) associated entitiesBeban pajak final - - - - (83.593.361.045) (83.593.361.045) - (83.593.361.045 ) Final tax expenseBeban pajak penghasilan - - - Corporate income tax

badan - - - - 110.287.349.715 110.287.349.715 - 110.287.349.715 expenses

Laba (Rugi) (2.272.522.753.866) 819.611.147.858 316.586.575.508 (218.574.801.427) (1.148.184.609.200) (2.503.084.441.127) 6.617.264.094 (2.496.467.177.033) Profit (Loss)

Aset segmen Segment AssetsSoekarno-Hatta - - - - 22.058.610.395.669 22.058.610.395.669 (536.320.292.456) 21.522.290.103.213 Soekarno-HattaKualanamu - - - - 4.389.564.890.621 4.389.564.890.621 (54.421.060.334) 4.335.143.830.287 KualanamuHalim Perdanakusuma - - - - 290.108.110.271 290.108.110.271 (9.903.627.041) 280.204.483.230 Halim PerdanakusumaKantor pusat - - - - 12.527.029.659.684 12.527.029.659.684 (1.445.812.590.849) 11.081.217.068.835 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II - - - - 807.193.963.990 807.193.963.990 (9.881.420.950) 797.312.543.041 Badaruddin IISultan Syarif Kasim II - - - - 778.616.128.174 778.616.128.174 (12.581.820.150) 766.034.308.024 Sultan Syarif Kasim II Minangkabau - - - - 764.758.214.367 764.758.214.367 (9.087.446.642) 755.670.767.725 MinangkabauHusein Sastranegara - - - - 404.908.828.278 404.908.828.278 (7.951.604.579) 396.957.223.699 Husein SastranegaraSupadio - - - - 1.038.033.613.523 1.038.033.613.523 (10.485.140.973) 1.027.548.472.550 SupadioDepati Amir - - - - 483.703.987.628 483.703.987.628 (5.900.847.419) 477.803.140.209 Depati AmirSultan Thaha - - - - 700.002.682.478 700.002.682.478 (6.947.332.069) 693.055.350.409 Sultan ThahaSultan Iskandar Muda - - - - 429.000.103.289 429.000.103.289 (4.890.116.688) 424.109.986.601 Sultan Iskandar MudaRaja Haji Fisabilillah - - - - 364.051.554.336 364.051.554.336 (3.240.644.877) 360.810.909.459 Raja Haji FisabilillahSilangit - - - - 510.890.267.514 510.890.267.514 (5.375.588.410) 505.514.679.104 SilangitBanyuwangi - - - - 287.152.359.653 287.152.359.653 (6.896.401.766) 280.255.957.887 BanyuwangiTjilik Riwut - - - - 177.417.622.903 177.417.622.903 (2.827.968.660) 174.589.654.244 Tjilik RiwutHAS Hanandjoeddin - - - - 66.439.866.338 66.439.866.338 (940.692.255) 65.499.174.083 HAS HanandjoeddinFatmawati Soekarno - - - - 27.095.031.138 27.095.031.138 (487.660.803) 26.607.370.335 Fatmawati SoekarnoRadin Inten II - - - - 132.828.035.826 132.828.035.826 (1.603.287.223) 131.224.748.604 Radin Inten IINgurah Rai - - - - 70.355.470.152 70.355.470.152 (3.063.918.843) 67.291.551.309 Ngurah RaiJuanda - - - - 58.799.943.331 58.799.943.331 (2.560.685.814) 56.239.257.517 JuandaSultan Hasanuddin - - - - 57.792.685.729 57.792.685.729 (2.516.820.631) 55.275.865.098 Sultan HasanuddinLain-lain - - - - 162.916.720.531 162.916.720.531 (7.600.026.802) 155.316.693.730 Others

Total - - - - 46.587.270.135.424 46.587.270.135.424 (2.151.296.996.234) 44.435.973.139.181 Total

Liabilitas segmen Segment Liabilities

Soekarno-Hatta - - - - 1.680.583.106.173 1.680.583.106.173 (148.776.235.613) 1.531.806.870.560 Soekarno-HattaKualanamu - - - - 193.695.627.453 193.695.627.453 (25.275.083.711) 168.420.543.742 KualanamuHalim Perdanakusuma - - - - 73.965.263.674 73.965.263.674 (5.568.236.385) 68.397.027.288 Halim PerdanakusumaKantor pusat - - - - 20.814.549.103.128 20.814.549.103.128 (559.306.639.808) 20.255.242.463.320 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II - - - - 51.049.034.610 51.049.034.610 (4.636.559.929) 46.412.474.681 Badaruddin IISultan Syarif Kasim II - - - - 83.225.737.252 83.225.737.252 (4.253.817.056) 78.971.920.196 Sultan Syarif Kasim II Minangkabau - - - - 71.160.849.424 71.160.849.424 (3.764.216.478) 67.396.632.946 MinangkabauHusein Sastranegara - - - - 127.502.297.506 127.502.297.506 (5.090.183.717) 122.412.113.789 Husein SastranegaraSupadio - - - - 71.424.613.257 71.424.613.257 (4.194.474.471) 67.230.138.786 SupadioDepati Amir - - - - 42.130.784.793 42.130.784.793 (2.218.579.752) 39.912.205.041 Depati AmirSultan Thaha - - - - 17.662.290.385 17.662.290.385 (1.584.111.614) 16.078.178.771 Sultan ThahaSultan Iskandar Muda - - - - 74.157.505.107 74.157.505.107 (2.380.077.891) 71.777.427.216 Sultan Iskandar MudaRaja Haji Fisabilillah - - - - 10.501.242.192 10.501.242.192 (546.734.414) 9.954.507.777 Raja Haji FisabilillahSilangit - - - - 8.109.242.384 8.109.242.384 (290.370.511) 7.818.871.873 SilangitBanyuwangi - - - - 40.634.120.150 40.634.120.150 (1.850.477.383) 38.783.642.767 BanyuwangiTjilik Riwut - - - - 195.961.501.464 195.961.501.464 (5.725.116.511) 190.236.384.953 Tjilik RiwutHAS Hanandjoeddin - - - - 68.415.987.603 68.415.987.603 (2.151.384.180) 66.264.603.423 HAS HanandjoeddinFatmawati Soekarno - - - - 24.708.674.694 24.708.674.694 (757.105.730) 23.951.568.964 Fatmawati SoekarnoRadin Inten II - - - - 134.255.376.745 134.255.376.745 (3.584.158.528) 130.671.218.217 Radin Inten IINgurah Rai - - - - 46.776.221.416 46.776.221.416 (9.066.061.078) 37.710.160.338 Ngurah RaiJuanda - - - - 31.436.034.425 31.436.034.425 (6.092.860.849) 25.343.173.576 JuandaSultan Hasanuddin - - - - 19.203.455.456 19.203.455.456 (3.721.970.155) 15.481.485.301 Sultan HasanuddinLain-lain - - - - 47.262.944.049 47.262.944.049 (9.178.243.444) 38.084.700.605 Others

Total - - - - 23.928.371.013.339 23.928.371.013.339 (810.012.699.209) 23.118.358.314.131 Total










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45. INFORMASI SEGMEN (lanjutan) 45. SEGMENT INFORMATION (continued)31 Desember/December 31, 2019


PENDAPATAN REVENUES

Soekarno-Hatta 4.219.148.476.589 4.049.789.753.722 539.738.077.860 493.928.880.196 - 9.302.605.188.367 (1.376.268.105.375) 7.926.337.082.992 Soekarno-HattaKualanamu 654.433.487.284 304.686.013.304 77.970.316.833 37.124.422.873 - 1.074.214.240.294 (104.898.544.470 ) 969.315.695.824 KualanamuHalim Perdanakusuma 174.746.216.035 116.414.789.319 1.728.265.678 30.020.643.085 - 322.909.914.117 (37.371.602.751 ) 285.538.311.366 Halim PerdanakusumaKantor pusat - 44.697.424.763 - - - 44.697.424.763 (38.025.479.090 ) 6.671.945.673 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II 122.877.051.273 77.152.244.903 14.635.520.736 29.165.751.720 - 243.830.568.632 (22.845.161.879 ) 220.985.406.753 Badaruddin IISultan Syarif Kasim II 144.008.527.733 64.010.897.256 21.546.503.887 12.445.056.664 - 242.010.985.540 (21.950.286.748 ) 220.060.698.792 Sultan Syarif Kasim IIMinangkabau 90.523.733.742 45.862.274.472 14.168.456.268 13.924.322.335 - 164.478.786.817 (13.335.967.085 ) 151.142.819.732 MinangkabauHusein Sastranegara 94.051.483.823 49.993.528.783 2.056.718.500 12.829.332.021 - 158.931.063.127 (24.214.077.382 ) 134.716.985.745 Husein SastranegaraSupadio 85.415.689.450 59.946.046.093 19.849.386.785 14.493.113.903 - 179.704.236.231 (17.804.913.968 ) 161.899.322.263 SupadioDepati Amir 36.882.178.819 27.262.152.555 9.929.897.376 7.529.274.566 - 81.603.503.316 (9.554.753.132 ) 72.048.750.184 Depati AmirSultan Thaha 54.573.766.484 30.421.594.644 9.258.890.610 7.428.426.105 - 101.682.677.843 (8.543.797.146 ) 93.138.880.697 Sultan ThahaSultan Iskandar Muda 44.937.569.390 16.825.920.399 4.255.677.911 13.315.201.933 - 79.334.369.633 (5.995.230.457 ) 73.339.139.176 Sultan Iskandar MudaRaja Haji Fisabilillah 8.258.588.636 7.190.383.054 3.096.357.960 1.855.079.335 - 20.400.408.985 (1.704.445.936 ) 18.695.963.049 Raja Haji FisabilillahSilangit 12.620.747.515 12.483.169.611 561.996.900 2.209.257.650 - 27.875.171.676 (7.519.613.767 ) 20.355.557.909 SilangitBanyuwangi 3.253.590.662 20.332.070.305 327.612.750 3.542.552.996 - 27.455.826.713 (14.729.681.094 ) 12.726.145.619 BanyuwangiTjilik Riwut 13.843.502.134 16.552.047.780 1.946.342.765 - - 32.341.892.679 (7.201.724.954 ) 25.140.167.725 Tjilik RiwutNgurah Rai - 29.520.331.523 8.769.149.655 228.501.415.122 - 266.790.896.300 (10.014.356.757 ) 256.776.539.543 Ngurah RaiJuanda - 1.305.884.419 1.146.436.758 94.639.751.150 - 97.092.072.327 (2.099.739.693 ) 94.992.332.634 JuandaSultan Hasanuddin - 1.301.300.777 995.169.822 66.601.102.816 - 68.897.573.415 (1.549.349.899 ) 67.348.223.516 Sultan HasanuddinLain-lain - 15.841.803.674 5.290.157.306 260.059.683.335 - 281.191.644.315 (8.187.497.843 ) 273.004.146.472 Others

TOTAL 5.759.574.609.569 4.991.589.631.356 737.270.936.360 1.329.613.267.805 - 12.818.048.445.090 (1.733.814.329.426) 11.084.234.115.664 TOTAL

Beban operasional bandara Airport operation expensesSoekarno-Hatta 1.798.822.454.435 1.763.567.145.582 222.925.131.040 485.181.526.057 - 4.270.496.257.114 (877.192.622.155 ) 3.393.303.634.959 Soekarno-HattaKualanamu 395.263.445.133 150.816.024.465 22.947.081.199 30.929.397.988 - 599.955.948.785 (148.778.529.262 ) 451.177.419.523 KualanamuHalim Perdanakusuma 92.174.295.922 55.756.372.420 48.899.427 22.013.619.596 - 169.993.187.365 (40.972.516.226 ) 129.020.671.139 Halim PerdanakusumaKantor pusat 121.237.420.326 16.347.584.657 101.882.471 26.728.106.316 - 164.414.993.770 (51.425.753.411 ) 112.989.240.359 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II 61.168.246.293 78.070.776.868 2.273.530.728 19.016.993.152 - 160.529.547.041 (37.126.839.705 ) 123.402.707.336 Badaruddin IISultan Syarif Kasim II 52.402.925.116 54.570.147.403 4.517.591.378 9.238.295.618 - 120.728.959.515 (30.103.518.003 ) 90.625.441.512 Sultan Syarif Kasim IIMinangkabau 37.739.517.336 48.170.585.758 1.775.312.410 9.439.180.731 - 97.124.596.235 (15.170.256.337 ) 81.954.339.898 MinangkabauHusein Sastranegara 24.222.152.904 44.412.316.759 3.515.444.567 8.934.522.482 - 81.084.436.712 (25.730.509.125 ) 55.353.927.587 Husein SastranegaraSupadio 36.003.890.974 60.675.045.495 3.761.930.644 12.014.187.602 - 112.455.054.715 (27.242.229.793 ) 85.212.824.922 SupadioDepati Amir 22.318.705.471 24.325.018.785 1.235.708.602 6.003.189.555 - 53.882.622.413 (12.484.823.813 ) 41.397.798.600 Depati AmirSultan Thaha 21.077.156.388 29.058.536.454 835.726.445 5.943.968.267 - 56.915.387.554 (14.128.318.488 ) 42.787.069.066 Sultan ThahaSultan Iskandar Muda 25.516.586.868 22.891.218.516 1.751.631.358 7.851.906.449 - 58.011.343.191 (13.946.121.287 ) 44.065.221.904 Sultan Iskandar MudaRaja Haji Fisabilillah 25.847.694.705 10.942.089.170 208.967.890 1.788.756.576 - 38.787.508.341 (10.052.403.245 ) 28.735.105.096 Raja Haji FisabilillahSilangit 19.332.823.197 11.287.648.698 2.741.419.423 1.592.737.497 - 34.954.628.815 (9.067.732.506 ) 25.886.896.309 SilangitBanyuwangi 12.017.187.677 10.024.214.754 1.265.653.360 2.064.231.300 - 25.371.287.091 (6.080.713.461 ) 19.290.573.630 BanyuwangiTjilik Riwut 17.663.835.697 8.556.449.257 - - - 26.220.284.954 (6.624.839.928 ) 19.595.445.026 Tjilik RiwutNgurah Rai - 7.469.523.032 3.525.601.083 166.732.514.916 - 177.727.639.031 (16.062.933.903 ) 161.664.705.128 Ngurah RaiJuanda - 116.998.043 - 78.387.491.508 - 78.504.489.551 (7.095.195.962 ) 71.409.293.589 JuandaSultan Hasanuddin - 160.906.462 627.664.291 50.463.593.656 - 51.252.164.409 (4.632.144.633 ) 46.620.019.776 Sultan HasanuddinLain-lain - 5.331.003.806 1.870.465.072 164.753.826.597 - 171.955.295.475 (15.506.413.826 ) 156.448.881.649 Others

Sub- total 2.762.808.338.442 2.402.549.606.384 275.929.641.388 1.109.078.045.863 - 6.550.365.632.077 (1.369.424.415.069) 5.180.941.217.008 Sub-total

Beban pegawai Employee expensesSoekarno-Hatta 397.295.886.648 226.212.464.076 40.046.510.572 98.829.051.693 - 762.383.912.989 - 762.383.912.989 Soekarno-HattaKualanamu 148.058.330.133 25.681.173.732 9.490.345.277 12.327.141.544 - 195.556.990.686 - 195.556.990.686 KualanamuHalim Perdanakusuma 31.793.960.652 32.056.457.260 116.173.183 3.576.451.503 - 67.543.042.598 - 67.543.042.598 Halim PerdanakusumaKantor pusat 439.327.346.855 119.764.910.316 9.510.127 4.753.382.412 - 563.855.149.710 - 563.855.149.710 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II 25.449.646.623 25.312.080.853 2.152.373.663 4.958.407.418 - 57.872.508.557 - 57.872.508.557 Badaruddin IISultan Syarif Kasim II 29.162.872.763 28.589.072.451 2.685.853.521 2.467.784.190 - 62.905.582.925 - 62.905.582.925 Sultan Syarif Kasim IIMinangkabau 31.182.409.434 19.170.224.885 2.463.835.990 2.706.377.023 - 55.522.847.332 - 55.522.847.332 MinangkabauHusein Sastranegara 29.724.072.009 12.328.820.618 2.735.332.652 1.150.250.645 - 45.938.475.924 - 45.938.475.924 Husein SastranegaraSupadio 25.457.578.107 23.566.293.447 2.887.194.641 2.966.397.093 - 54.877.463.288 - 54.877.463.288 SupadioDepati Amir 18.925.852.476 15.951.650.879 697.476.539 736.311.056 - 36.311.290.950 - 36.311.290.950 Depati AmirSultan Thaha 14.993.853.652 22.288.834.859 1.828.555.493 1.471.316.088 - 40.582.560.092 - 40.582.560.092 Sultan ThahaSultan Iskandar Muda 23.134.440.219 13.885.767.036 2.354.762.182 2.190.716.775 - 41.565.686.212 - 41.565.686.212 Sultan Iskandar MudaRaja Haji Fisabilillah 13.076.738.628 13.982.428.784 451.018.895 6.391.601 - 27.516.577.908 - 27.516.577.908 Raja Haji FisabilillahSilangit 10.920.813.329 4.767.889.882 1.241.656.709 16.034.660 - 16.946.394.580 - 16.946.394.580 SilangitBanyuwangi 12.004.560.208 5.441.202.567 974.672.048 328.975.753 - 18.749.410.576 - 18.749.410.576 BanyuwangiTjilik Riwut 12.107.382.912 5.179.059.376 - - - 17.286.442.288 - 17.286.442.288 Tjilik RiwutNgurah Rai - 5.141.646.251 7.472.392.695 74.971.792.796 - 87.585.831.742 - 87.585.831.742 Ngurah RaiJuanda - 1.426.872.020 - 15.530.233.454 - 16.957.105.474 - 16.957.105.474 JuandaSultan Hasanuddin - 2.098.703.913 - 8.860.513.700 - 10.959.217.613 - 10.959.217.613 Sultan HasanuddinLain-lain - 6.942.486.427 43.875.972.008 - 50.818.458.435 - 50.818.458.435 Others

Sub- total 1.262.615.744.648 609.788.039.632 77.607.664.187 281.723.501.412 - 2.231.734.949.879 - 2.231.734.949.879 Sub-total

Beban umum dan General and administrativeadministrasi expensesSoekarno-Hatta 388.766.390.985 184.397.650.179 13.361.246.705 4.547.099.575 - 591.072.387.444 (119.068.904.985 ) 472.003.482.459 Soekarno-HattaKualanamu 62.026.242.122 48.785.053.165 1.093.702.614 846.860.002 - 112.751.857.903 (24.583.531.278 ) 88.168.326.625 KualanamuHalim Perdanakusuma 16.143.295.323 17.274.629.182 169.978.232 777.548.937 - 34.365.451.674 (6.130.417.105 ) 28.235.034.569 Halim PerdanakusumaKantor pusat 533.601.451.539 94.869.594.456 - 88.097.531.897 - 716.568.577.892 (159.326.527.712 ) 557.242.050.180 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II 22.035.256.666 16.917.800.355 653.484.463 244.289.722 - 39.850.831.206 (8.142.349.038 ) 31.708.482.168 Badaruddin IISultan Syarif Kasim II 12.756.245.720 15.843.072.012 742.925.457 270.050.209 - 29.612.293.398 (5.701.620.480 ) 23.910.672.918 Sultan Syarif Kasim IIMinangkabau 12.277.580.725 8.224.428.686 450.180.304 200.469.942 - 21.152.659.657 (3.965.752.485 ) 17.186.907.172 MinangkabauHusein Sastranegara 8.153.669.229 11.069.220.836 1.139.870.162 340.698.954 - 20.703.459.181 (3.232.055.342 ) 17.471.403.839 Husein SastranegaraSupadio 8.385.434.724 9.681.759.022 1.224.823.189 261.611.745 - 19.553.628.680 (3.336.690.562 ) 16.216.938.118 SupadioDepati Amir 7.045.480.755 5.481.284.793 339.995.341 136.876.767 - 13.003.637.656 (2.474.331.720 ) 10.529.305.936 Depati AmirSultan Thaha 4.206.839.148 7.131.104.881 779.022.598 46.000.117 - 12.162.966.744 (2.203.126.271 ) 9.959.840.473 Sultan ThahaSultan Iskandar Muda 5.479.458.894 4.573.588.033 444.242.817 246.608.420 - 10.743.898.164 (2.119.987.647 ) 8.623.910.517 Sultan Iskandar MudaRaja Haji Fisabilillah 3.126.296.219 1.792.014.739 223.778.449 727.000 - 5.142.816.407 (1.243.098.519 ) 3.899.717.888 Raja Haji FisabilillahSilangit 3.794.823.656 2.285.349.238 440.290.386 500.000 - 6.520.963.280 (1.377.714.866 ) 5.143.248.414 SilangitBanyuwangi 2.690.704.908 2.627.071.181 431.373.356 8.619.100 - 5.757.768.545 (1.024.345.331 ) 4.733.423.214 BanyuwangiTjilik Riwut 2.484.475.645 3.955.898.291 - - - 6.440.373.936 (840.665.087 ) 5.599.708.849 Tjilik RiwutNgurah Rai - - - 3.648.519.093 - 3.648.519.093 (443.144.180 ) 3.205.374.913 Ngurah RaiJuanda - - - 2.118.029.789 - 2.118.029.789 (257.253.025 ) 1.860.776.764 JuandaSultan Hasanuddin - - - 1.110.045.647 - 1.110.045.647 (134.824.639 ) 975.221.008 Sultan HasanuddinLain-lain - 279.191.899 - 6.429.799.408 - 6.708.991.307 (939.936.452 ) 5.769.054.855 Others

Sub- total 1.092.973.646.258 435.188.710.948 21.494.914.073 109.331.886.324 - 1.658.989.157.603 (346.546.276.724 ) 1.312.442.880.879 Sub-total










149



Beban pemasaran - - - - 22.092.117.390 22.092.117.390 - 22.092.117.390 Marketing expenses

Pendapatan lain-lain Other incomeSoekarno-Hatta - - - - 185.792.344.560 185.792.344.560 - 185.792.344.560 Soekarno-HattaKualanamu - - - - 2.194.989.497 2.194.989.497 - 2.194.989.497 KualanamuHalim Perdanakusuma - - - - 1.148.386.121 1.148.386.121 - 1.148.386.121 Halim PerdanakusumaKantor pusat - - - - 29.314.472.495 29.314.472.495 - 29.314.472.495 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II - - - - 628.525.524 628.525.524 - 628.525.524 Badaruddin IISultan Syarif Kasim II - - - - 1.272.066.041 1.272.066.041 - 1.272.066.041 Sultan Syarif Kasim II Minangkabau - - - - 196.164.324 196.164.324 - 196.164.324 MinangkabauHusein Sastranegara - - - - 173.055.473 173.055.473 - 173.055.473 Husein SastranegaraSupadio - - - - 220.210.331 220.210.331 - 220.210.331 SupadioDepati Amir - - - - 244.373.544 244.373.544 - 244.373.544 Depati AmirSultan Thaha - - - - 128.867.591 128.867.591 - 128.867.591 Sultan ThahaSultan Iskandar Muda - - - - 469.850.494 469.850.494 - 469.850.494 Sultan Iskandar MudaRaja Haji Fisabilillah - - - - 302.842.747 302.842.747 - 302.842.747 Raja Haji FisabilillahSilangit - - - - 227.695.856 227.695.856 - 227.695.856 SilangitBanyuwangi - - - - 27.189.771 27.189.771 - 27.189.771 BanyuwangiTjilik Riwut - - - - 366.614 366.614 - 366.614 Tjilik RiwutNgurah Rai - - - - 294.512.809 294.512.809 - 294.512.809 Ngurah RaiJuanda - - - - 532.611.293 532.611.293 - 532.611.293 JuandaSultan Hasanuddin - - - - 296.898.253 296.898.253 - 296.898.253 Sultan HasanuddinLain-lain - - - - 1.890.568.154 1.890.568.154 - 1.890.568.154 Others


Beban lain-lain Other expensesSoekarno-Hatta - - - - 49.292.932.710 49.292.932.710 - 49.292.932.710 Soekarno-HattaKualanamu - - - - 997.829.550 997.829.550 - 997.829.550 KualanamuHalim Perdanakusuma - - - - 670.600.339 670.600.339 - 670.600.339 Halim PerdanakusumaKantor pusat - - - - 61.520.711.363 61.520.711.363 - 61.520.711.363 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II - - - - 1.572.405.764 1.572.405.764 - 1.572.405.764 Badaruddin IISultan Syarif Kasim II - - - - 633.803.075 633.803.075 - 633.803.075 Sultan Syarif Kasim II Minangkabau - - - - 503.692.569 503.692.569 - 503.692.569 MinangkabauHusein Sastranegara - - - - 744.958.367 744.958.367 - 744.958.367 Husein SastranegaraSupadio - - - - 766.978.065 766.978.065 - 766.978.065 SupadioDepati Amir - - - - 298.667.232 298.667.232 - 298.667.232 Depati AmirSultan Thaha - - - - 109.977.051 109.977.051 - 109.977.051 Sultan ThahaSultan Iskandar Muda - - - - 475.314.592 475.314.592 - 475.314.592 Sultan Iskandar MudaRaja Haji Fisabilillah - - - - 284.941.620 284.941.620 - 284.941.620 Raja Haji FisabilillahSilangit - - - - 301.116.614 301.116.614 - 301.116.614 SilangitBanyuwangi - - - - 72.924.054 72.924.054 - 72.924.054 BanyuwangiTjilik Riwut - - - - 142.304.000 142.304.000 - 142.304.000 Tjilik RiwutNgurah Rai - - - - 683.430.071 683.430.071 - 683.430.071 Ngurah RaiJuanda - - - - 351.940.447 351.940.447 - 351.940.447 JuandaSultan Hasanuddin - - - - 8.418.468 8.418.468 - 8.418.468 Sultan HasanuddinLain-lain - - - - 178.567.336 178.567.336 - 178.567.336 Others


Penghasilan keuangan - - - - 152.803.094.116 152.803.094.116 - 152.803.094.116 Finance incomePajak final atas

penghasilan keuangan - - - - (30.633.465.128) (30.633.465.128 ) - (30.633.465.128 ) Final tax on finance incomeBeban keuangan - - - - (795.854.208.984) (795.854.208.984 ) - (795.854.208.984 ) Finance expenseBagian laba (rugi) Share of profit (loss) of

entitas asosiasi - - - - (55.364.133.788) (55.364.133.788 ) - (55.364.133.788 ) associated entitiesBeban pajak final - - - - (141.192.429.077) (141.192.429.077 ) - (141.192.429.077 ) Final tax expenseBeban pajak penghasilan Corporate income tax

badan - - - - (565.270.136.381) (565.270.136.381 ) - (565.270.136.381 ) expenses

Laba (Rugi) 641.176.880.221 1.544.063.274.392 362.238.716.712 (170.520.165.794) (1.351.858.918.427) 1.025.099.787.104 (17.843.637.633 ) 1.007.256.149.471 Profit (Loss)

Aset segmen Segment AssetsSoekarno-Hatta - - - - 21.165.100.172.167 21.165.100.172.167 (603.434.677.974) 20.561.665.494.193 Soekarno-HattaKualanamu - - - - 4.664.165.518.045 4.664.165.518.045 (72.594.368.279 ) 4.591.571.149.766 KualanamuHalim Perdanakusuma - - - - 311.986.452.291 311.986.452.291 (9.848.341.286 ) 302.138.111.005 Halim PerdanakusumaKantor pusat - - - - 13.214.671.366.678 13.214.671.366.678 (1.534.291.250.619) 11.680.380.116.059 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II - - - - 895.267.665.975 895.267.665.975 (19.468.881.280 ) 875.798.784.695 Badaruddin IISultan Syarif Kasim II - - - - 931.612.542.930 931.612.542.930 (21.791.556.518 ) 909.820.986.412 Sultan Syarif Kasim II Minangkabau - - - - 776.204.826.702 776.204.826.702 (12.781.495.802 ) 763.423.330.900 MinangkabauHusein Sastranegara - - - - 440.644.337.323 440.644.337.323 (10.806.869.246 ) 429.837.468.077 Husein SastranegaraSupadio - - - - 1.096.828.450.845 1.096.828.450.845 (17.702.552.694 ) 1.079.125.898.151 SupadioDepati Amir - - - - 445.450.883.507 445.450.883.507 (8.270.024.815 ) 437.180.858.692 Depati AmirSultan Thaha - - - - 636.845.393.191 636.845.393.191 (8.456.145.278 ) 628.389.247.913 Sultan ThahaSultan Iskandar Muda - - - - 411.102.344.322 411.102.344.322 (4.681.989.007 ) 406.420.355.315 Sultan Iskandar MudaRaja Haji Fisabilillah - - - - 394.426.764.811 394.426.764.811 (3.243.133.308 ) 391.183.631.503 Raja Haji FisabilillahSilangit - - - - 520.255.767.888 520.255.767.888 (3.791.457.022 ) 516.464.310.866 SilangitBanyuwangi - - - - 100.700.659.001 100.700.659.001 (9.773.408.810 ) 90.927.250.191 BanyuwangiTjilik Riwut - - - - 19.667.304.709 19.667.304.709 (3.918.935.739 ) 15.748.368.970 Tjilik RiwutNgurah Rai - - - - 89.667.721.453 89.667.721.453 (985.965.732 ) 88.681.755.721 Ngurah RaiJuanda - - - - 53.857.651.048 53.857.651.048 (592.206.398 ) 53.265.444.650 JuandaSultan Hasanuddin - - - - 34.419.416.086 34.419.416.086 (378.468.018 ) 34.040.948.068 Sultan HasanuddinLain-lain - - - - 143.545.247.922 143.545.247.922 (1.578.390.676 ) 141.966.857.246 Others

Total - - - - 46.346.420.486.894 46.346.420.486.894 (2.348.390.118.501 ) 43.998.030.368.393 Total










150



Liabilitas segmen Segment Liabilities

Soekarno-Hatta - - - - 2.403.083.607.232 2.403.083.607.232 (161.896.935.533 ) 2.241.186.671.699 Soekarno-HattaKualanamu - - - - 269.134.241.995 269.134.241.995 (26.023.183.079 ) 243.111.058.916 KualanamuHalim Perdanakusuma - - - - 103.389.832.997 103.389.832.997 (5.886.039.853 ) 97.503.793.144 Halim PerdanakusumaKantor pusat - - - - 16.791.426.980.756 16.791.426.980.756 (670.429.011.018 ) 16.120.997.969.738 Head officeSultan Mahmud Sultan Mahmud

Badaruddin II - - - - 87.152.470.159 87.152.470.159 (6.312.893.700 ) 80.839.576.459 Badaruddin IISultan Syarif Kasim II - - - - 197.345.543.263 197.345.543.263 (9.092.995.359 ) 188.252.547.904 Sultan Syarif Kasim II Minangkabau - - - - 82.386.999.707 82.386.999.707 (7.009.315.993 ) 75.377.683.714 MinangkabauHusein Sastranegara - - - - 152.743.166.114 152.743.166.114 (4.889.551.798 ) 147.853.614.316 Husein SastranegaraSupadio - - - - 98.662.079.117 98.662.079.117 (4.506.422.188 ) 94.155.656.929 SupadioDepati Amir - - - - 33.535.988.906 33.535.988.906 (2.268.564.274 ) 31.267.424.632 Depati AmirSultan Thaha - - - - 23.340.925.922 23.340.925.922 (940.516.793 ) 22.400.409.129 Sultan ThahaSultan Iskandar Muda - - - - 46.069.103.290 46.069.103.290 (2.060.740.396 ) 44.008.362.894 Sultan Iskandar MudaRaja Haji Fisabilillah - - - - 13.960.734.885 13.960.734.885 (1.333.462.343 ) 12.627.272.542 Raja Haji FisabilillahSilangit - - - - 8.749.550.473 8.749.550.473 (450.503.702 ) 8.299.046.771 SilangitBanyuwangi - - - - 30.151.799.379 30.151.799.379 (1.746.611.263 ) 28.405.188.116 BanyuwangiTjilik Riwut - - - - 17.429.355.297 17.429.355.297 - 17.429.355.297 Tjilik RiwutNgurah Rai - - - - 38.505.167.606 38.505.167.606 (3.181.943.709 ) 35.323.223.897 Ngurah RaiJuanda - - - - 22.794.282.748 22.794.282.748 (1.883.646.511 ) 20.910.636.237 JuandaSultan Hasanuddin - - - - 11.168.722.939 11.168.722.939 (922.947.487 ) 10.245.775.452 Sultan HasanuddinLain-lain - - - - 38.074.374.150 38.074.374.150 (3.048.158.884 ) 35.026.215.266 Others

Total - - - - 20.469.104.926.935 20.469.104.926.935 (913.883.443.883 ) 19.555.221.483.052 Total

46. TUJUAN DAN KEBIJAKAN MANAJEMEN RISIKOKEUANGAN

46. FINANCIAL RISK MANAGEMENT OBJECTIVESAND POLICIES

MANAJEMEN RISIKO RISK MANAGEMENT

Liabilitas keuangan pokok Kelompok Usaha terdiridari utang usaha, utang lain-lain, beban akrual,liabilitas imbalan kerja jangka pendek, utang bank,utang obligasi, utang jangka panjang lainnya danutang jaminan pelanggan. Tujuan utama dariliabilitas keuangan tersebut adalah untukmengumpulkan dana untuk operasi KelompokUsaha. Kelompok Usaha juga memiliki berbagaiaset keuangan seperti kas dan setara kas, piutangusaha, piutang lain-lain, pendapatan yang masihharus diterima, aset keuangan lainnya dan asettidak lancar lain-lain yang timbul secara langsungdari kegiatan usahanya.

The principal financial liabilities of the Group consistof trade payables, other payables, accruedexpenses, short-term employee benefit liabilities,bank loans, bonds payable, other non-currentpayables and customer deposits. The main purposeof these financial liabilities is to raise funds for theoperations of the Group. The Group also has variousfinancial assets such as cash and cash equivalents,trade receivables, other receivables, accruedrevenues, other financial assets and other non-current assets which arise directly from itsoperations.

Kegiatan Kelompok Usaha mencakup aktivitaspengambilan risiko dengan sasaran tertentu denganpengelolaan yang profesional. Fungsi Utama darimanajemen risiko Kelompok Usaha adalah untukmengidentifikasi seluruh risiko kunci, mengukurrisiko-risiko ini dan mengelola posisi risiko.Kelompok Usaha secara rutin menelaah kebijakandan sistem manajemen risiko untuk menyesuaikandengan perubahan di pasar dan praktik pasarterbaik.

The Group’s activities involve taking on risks in atargeted manner and managing them professionally.The main functions of the Group’s risk managementare to identify all key risks for the Group, measurethese risks and manage the risk positions. TheGroup regularly reviews its risk managementpolicies and systems to reflect changes in marketsand best practices.










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46. TUJUAN DAN KEBIJAKAN MANAJEMEN RISIKOKEUANGAN (lanjutan)

46. FINANCIAL RISK MANAGEMENT OBJECTIVESAND POLICIES (continued)

MANAJEMEN RISIKO (lanjutan) RISK MANAGEMENT (continued)

Tujuan Kelompok Usaha dalam mengelola risikokeuangan adalah untuk mencapai keseimbanganyang sesuai antara risiko dan tingkat pengembaliandan meminimalisasi potensi efek memburuknyakinerja keuangan Kelompok Usaha.

The Group’s aim in managing the financial risks is toachieve an appropriate balance between risk andreturn, and minimize potential adverse effects on theGroup’s financial performance.

Kelompok Usaha mendefinisikan risiko keuangansebagai kemungkinan kerugian atau laba yanghilang, yang disebabkan oleh faktor internal daneksternal yang berpotensi negatif terhadappencapaian tujuan Kelompok Usaha.

The Group defines financial risk as the possibility oflosses or profits foregone, which may be caused byinternal or external factors which might havenegative potential impact to the achievement of theGroup’s objectives.

Direksi menyediakan kebijakan tertulis manajemenrisiko secara keseluruhan termasuk kebijakantertulis untuk area khusus seperti risiko mata uangasing, risiko tingkat bunga, risiko kredit dan risikolikuiditas instrumen keuangan. Masing-masing unitusaha melaksanakan manajemen risikoberdasarkan kebijakan - kebijakan yang disetujuioleh Direksi. Biro Manajemen Risiko dan Kepatuhan(“BMRK”) memonitor pelaksanaan manajemenrisiko yang dilaksanakan oleh Kelompok Usaha.

The Directors provide written policies for overall riskmanagement, as well as written policies coveringspecific areas, such as foreign currency risk, interestrate risk, credit risk and liquidity risk of financialinstruments. Each business unit carries out the riskmanagement based on the written policies approvedby the Board of Directors. Risk Management andCompliance Bureau monitors the risk managementcarried out by the Group.

Risiko signifikan yang berasal dari instrumenkeuangan Kelompok Usaha diantaranya adalahrisiko tingkat suku bunga, risiko kredit dan risikolikuiditas.

The significant risks arising from financialinstruments to which the Group is exposed areinterest rate risk, credit risk and liquidity0risk.

a. Risiko tingkat suku bunga a. Interest rate risk

Risiko tingkat suku bunga adalah risiko dimananilai wajar atau arus kas masa datang darisuatu instrumen keuangan akan berfluktuasiakibat perubahan suku bunga pasar.

Interest rate risk is the risk that the fair value orfuture cash flows of a financial instrument willfluctuate because of changes in market interestrates.

Kelompok Usaha memiliki eksposur terhadaprisiko perubahan suku bunga pasar yangberkaitan dengan kas dan setara kas dan utangbank.

Saat ini, Kelompok Usaha belum memilikikebijakan formal untuk lindung nilai risikotingkat suku bunga.

The Group is exposed to the risk of changes inmarket interest rates related to cash and cashequivalents and bank loans.

Currently, the Group does not yet have a formalpolicy to hedge interest rate risk.

Pergerakan tingkat suku bunga diawasi untukmeminimalisasi dampak negatif terhadap posisikeuangan Kelompok Usaha. Pinjaman dalamberbagai tingkat suku bunga menyebabkanKelompok Usaha terekspos risiko tingkat bunga.Untuk mengukur risiko pasar atas pergerakansuku bunga, Perusahaan melakukan analisispada pergerakan marjin tingkat bunga dan profiljatuh tempo aset dan liabilitas keuanganberdasarkan jadwal perubahan suku bunga.

Interest rate movements are monitored tominimize any negative impact on the Group’sfinancial position. Borrowings at differentinterest rates caused the Company exposed tointerest rate risk. To measure the market risk ofinterest rate movements, the Group conductsanalysis on interest margin and the maturityprofile of financial assets and liabilities basedon schedule of changes in interest rates.










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a. Risiko tingkat suku bunga (lanjutan) a. Interest rate risk (continued)

Perusahaan menghadapi risiko tingkat sukubunga atas penarikan pinjaman berbunga darifasilitas Pinjaman Berjangka (“PB”) masing-masing sebesar Rp11.350.657.885.801 danRp10.919.737.211.065 pada tanggal 31Desember 2020 dan 2019.

The Company is exposed to the interest raterisk for the interest-bearing loans drawdownsfrom the Term Loan Facility (“PB”) totallingRp11,350,657,885,801 andRp10,919,737,211,065 as of December 31,2020 and 2019, respectively.

Pada tanggal 31 Desember 2020 dan 2019, jikatingkat bunga atas pinjaman lebih tinggi/rendah1% dan variabel lain dianggap tetap, laba setelahpajak untuk tahun berjalan akan lebihrendah/tinggi masing-masing sebesarRp90.145.442.405 dan Rp74.956.429.999,terutama sebagai akibat tingginya/rendahnyabeban bunga dari pinjaman dengan suku bungamengambang.

As of December 31, 2020 and 2019, if interestrates on Rupiah-denominated borrowings hadbeen 1% higher/lower with all other variablesheld constant, profit after tax for the year wouldhave been Rp90,145,442,405 andRp74,956,429,999 lower/higher, respectively,mainly as a result of higher/lower interestexpense on floating rate borrowings.

b. Risiko kredit b. Credit risk

Risiko kredit adalah risiko bahwa KelompokUsaha akan mengalami kerugian yang timbuldari pelanggan atau counterparty yang gagalmemenuhi kewajiban kontraktual mereka.Risiko kredit terutama berasal dari piutangusaha dari para pelanggan sehubungandengan pendapatan usaha pelayanan jasakebandarudaraan dan jasa terkaitnya.

Credit risk is the risk that the Group will incur aloss arising from its customers’ orcounterparties’ failure to fulfill their contractualobligations. Credit risk arises mainly from tradereceivables from customers relating tooperating revenues of airport services and itsrelated services.

Kelompok Usaha terekspos risiko kreditterutama dari piutang usaha dan piutang lain-lain. Risiko kredit dikendalikan denganpengawasan terus menerus atas saldo danpenagihan piutang usaha dan piutang lain-lain.

The Group is exposed to credit risk mainly fromtrade receivables and other receivables. Creditrisk is controlled by the continuous monitoringand billing accounts receivable balances andother receivables.

Tabel berikut ini menunjukkan risiko kreditmaksimum untuk komponen-komponen darilaporan posisi keuangan konsolidasian padatanggal 31 Desember 2020 dan 2019:

The table below shows the maximum exposureto credit risk on the components of theconsolidated statement of financial position asof December 31, 2020 and 2019:


< 1 tahun/ 1-2 tahun/ > 2 tahun/ Total/< 1 year 1-2 years > 2 years Total

Kas dan setara kas 2.337.083.951.067 - - 2.337.083.951.067 Cash and cash equivalentsPiutang usaha 2.128.774.591.993 - - 2.128.774.591.993 Trade receivablesPiutang lain-lain 53.046.117.545 - - 53.046.117.545 Other receivablesPendapatan yang masih

harus diterima 314.317.926.668 - - 314.317.926.668 Accrued revenueAset tidak lancar lain-lain 4.001.846.764 - - 4.001.846.764 Other non-current assets

Total 4.837.224.434.037 - - 4.837.224.434.037 Total










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b. Risiko kredit (lanjutan) b. Credit risk (continued)

Tabel berikut ini menunjukkan risiko kreditmaksimum untuk komponen-komponen darilaporan posisi keuangan konsolidasian padatanggal 31 Desember 2020 dan 2019: (lanjutan)

The table below shows the maximum exposureto credit risk on the components of theconsolidated statement of financial position asof December 31, 2020 and 2019: (continued)



Kas dan setara kas 3.424.094.211.192 - - 3.424.094.211.192 Cash and cash equivalentsPiutang usaha 1.442.487.935.626 - - 1.442.487.935.626 Trade receivablesPiutang lain-lain 74.271.645.469 - - 74.271.645.469 Other receivablesPendapatan yang masih

harus diterima 512.903.865.795 - - 512.903.865.795 Accrued revenueAset tidak lancar lain-lain 3.294.877.037 - - 3.294.877.037 Other non-current assets

Total 5.457.052.535.119 - - 5.457.052.535.119 Total

Manajemen Kelompok Usaha yakin akankemampuannya untuk mengawasi danmempertahankan eksposur risiko kredit yangminimal, dimana Kelompok Usaha telahmenyediakan provisi yang memadai untukmenutupi kerugian yang timbul dari piutangyang tidak tertagih.

The Group’s management is confident in itsability to control and sustain minimal exposureof credit risk, which the Group has providedsufficient provision to cover losses arising fromuncollectible accounts receivable based onhistorical loss data.

c. Risiko likuiditas c. Liquidity risk

Kelompok Usaha mengelola profil likuiditasnyauntuk dapat membiayai pengeluaran modalnyadan membayar utang yang jatuh tempo denganmenjaga kecukupan kas dan ketersediaanpendanaan melalui analisa proyeksi keuanganyang dilakukan pada awal tahun.

The Group manages its liquidity profile to beable to finance its capital expenditure and payits maturing debts by maintaining sufficient cashand the availability of funding through ananalysis of financial projection which isperformed at the beginning of the year.

Kelompok Usaha secara berkala mengevaluasiproyeksi arus kas dan arus kas aktual untukmemastikan ketersediaan dana untukmemenuhi kebutuhan operasional danpembayaran liabilitas yang jatuh tempo. Secaraumum, dana yang dibutuhkan untuk melunasiliabilitas jangka pendek diperoleh dari kegiatanpenjualan jasa kebandarudaraan kepadapelanggan. Kelompok Usaha juga melakukananalisis rasio-rasio likuiditas laporan posisikeuangan, dalam rangka memenuhipersyaratan yang terdapat di perjanjian kreditpinjaman.

The Group regularly evaluates its projected andactual cash flow information to ensure theavailability of funds for its operations and tosettle its maturing obligations. In general, thefunds needed to settle the current liabilities areobtained from sales airport services activities tocustomers. The Group also analyzes liquidityratios in statement of financial positionsaccordance to compliance with therequirements stated in loan credit agreements.










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c. Risiko likuiditas (lanjutan) c. Liquidity risk (continued)

Tabel di bawah ini merupakan jadwal jatuhtempo liabilitas keuangan Kelompok Usahaberdasarkan pembayaran kontraktual semulayang tidak didiskontokan.

The table below summarizes the maturity profileof the Group’s financial liabilities based onoriginal contractual undiscounted amounts tobe paid.



Utang usaha 452.849.214.408 - - 452.849.214.408 Trade payablesUtang lain-lain 2.446.643.710.551 - - 2.446.643.710.551 Other payablesBeban akrual 1.510.228.332.452 - - 1.510.228.332.452 Accrued expensesUtang bank jangka pendek 526.554.535.799 - - 525.649.436.652 Short-term bank loanLiabilitas imbalan kerja Short-term employee

jangka pendek 143.807.097.980 - - 143.807.097.980 benefit liabilityPinjaman jangka panjang Long term loans

Utang bank jangka panjang 229.597.480.000 989.027.800.000 9.577.599.115.103 10.796.224.395.103 Long-term bank loansUtang obligasi 1.200.000.000.000 682.000.000.000 3.113.155.314.648 4.995.155.314.648 Bonds payable

Liabilitas sewa 23.465.339.874 16.388.692.068 402.305.476.314 442.159.508.256 Lease liailitiesUtang jaminan pelanggan - - 35.342.034.475 35.342.034.475 Customers’ deposits

Total 6.533.145.711.064 1.687.416.492.068 13.128.401.940.540 21.363.138.930.515 Total



Utang usaha 408.397.617.755 - - 408.397.617.755 Trade payablesUtang lain-lain 2.391.330.891.966 - - 2.391.330.891.966 Other payablesBeban akrual 1.396.542.137.591 - - 1.396.542.137.591 Accrued expensesLiabilitas imbalan kerja Short-term employee

jangka pendek 240.201.253.449 - - 240.201.253.449 benefit liabilityPinjaman jangka panjang Long term loans

Utang bank jangka panjang 585.388.500.000 830.217.666.667 9.470.029.641.489 10.885.635.808.156 Long-term bank loansUtang obligasi - 998.783.459.564 1.741.074.155.721 2.739.857.615.285 Bonds payable

Utang jaminan pelanggan - - 27.020.229.649 27.020.229.649 Customers’ deposits

Total 5.021.860.400.761 1.829.001.126.231 11.238.124.026.859 18.088.985.553.851 Total










155

47. NILAI WAJAR 47. FAIR VALUE

Tabel berikut menyajikan nilai tercatat, yang jugamerefleksikan nilai wajarnya, dari instrumenkeuangan Kelompok Usaha:

The following table sets out the carrying values,which also reflects the estimated fair values, of theGroup’s financial instruments:


Aset keuangan Financial assetsLancar CurrentAset keuangan yang diukur

dengan biaya perolehan Financial liabilities measureddiamortisasi at amortized costKas dan setara kas 2.337.083.951.067 3.424.094.211.192 Cash and cash equivalentsPiutang usaha 2.128.774.591.993 1.442.487.935.626 Trade receivablesPiutang lain-lain 53.046.117.545 74.271.645.469 Other receivablesPendapatan yang masih

harus diterima 314.317.926.668 512.903.865.795 Accrued income

Aset keuangan yang diukurdengan nilai wajar Financial assets measuredmelalui OCI at fair value through OCI

Aset keuangan lainnya - 10.180.000.000 Other financial assets

Jangka panjang Non-currentAset keuangan yang diukur

dengan nilai wajar Financial assets measuredmelalui OCI at fair value through OCI

Aset keuangan lainnya 55.483.500.000 62.790.400.000 Other financial assets

Total 4.888.706.087.273 5.526.728.058.082 Total

Liabilitas keuangan Financial liabilitiesLancar CurrentLiabilitas keuangan yang diukur

dengan biaya perolehan Financial liabilities measureddiamortisasi at amortized costUtang usaha 452.849.214.408 408.397.617.755 Trade payablesUtang lain-lain 2.446.643.710.551 2.391.330.891.966 Other payablesBeban akrual 1.510.228.332.452 1.396.542.137.591 Accrued expensesLiabilitas imbalan kerja Short-term employee

jangka pendek 143.807.097.980 240.201.253.449 benefit liabilitiesPinjaman bank jangka pendek 525.649.436.652 - Short-term bank loanPorsi lancar utang bank Current maturities of

jangka panjang 229.597.480.000 585.388.500.000 long-term loan

Jangka panjang Non-currentUtang bank jangka panjang 10.567.532.014.252 10.300.247.308.156 Long-term loansUtang obligasi 3.795.155.314.648 2.739.857.615.285 Bonds payablesUtang jaminan pelanggan 35.342.034.475 27.020.229.649 Customers’ depositsUtang jangka panjang lainnya 17.194.013.836 41.079.508.873 Other long-term payables

Total 19.723.998.649.254 18.130.065.062.724 Total










156

47. NILAI WAJAR (lanjutan) 47. FAIR VALUE (continued)

Detail dari liabilitas keuangan Kelompok Usahadalam nilai tercatat dan nilai wajarnya adalah:

The details of the Group’s financial liabilities in theircarrying value and fair value:


Nilai tercatat/ Nilai wajar/Carrying value Fair value

Liabilitas keuangan Financial liabilitiesLancar Current

Utang bank jangka pendek 526.554.535.799 525.649.436.652 Short-term bank loansLiabilitas sewa 23.465.339.874 23.465.339.874 Lease liability

Tidak lancar Non-currentUtang bank jangka panjang 10.824.119.769.251 10.797.129.494.252 Long-term bank loansUtang obligasi 5.000.000.000.000 4.995.155.314.648 Bonds payablesLiabilitas sewa 418.694.168.382 418.694.168.382 Lease liability


Nilai tercatat/ Nilai wajar/Carrying value Fair value

Liabilitas keuangan Financial liabilitiesTidak lancar Non-current

Utang bank jangka panjang 10.919.737.211.065 10.885.635.808.156 Long-term bank loansUtang obligasi 2.750.000.000.000 2.739.857.615.285 Bonds payables

Nilai wajar didefinisikan sebagai jumlah dimanainstrumen tersebut dapat dipertukarkan di dalamtransaksi terkini antara pihak yang berkeinginan danmemiliki pengetahuan yang memadai melalui suatutransaksi yang wajar, bukan dalam penjualan yangdipaksakan atau penjualan likuidasi.

Fair value is defined as the amount at which aninstrument could be exchanged in a current arm’slength transaction between knowledgeable willingparties, other than in a forced or liquidation sale.

Metode-metode dan asumsi-asumsi di bawah inidigunakan untuk mengestimasi nilai wajar untukmasing-masing kelas instrumen keuangan:

The following methods and assumptions were usedto estimate the fair value of each class of financialinstruments:

a. Aset keuangan lancar dan liabilitas keuanganjangka pendek

a. Current financial assets and liabilities

Nilai wajar aset keuangan lancar dan liabilitaskeuangan jangka pendek yang akan jatuhtempo dalam waktu satu tahun atau kurangdiasumsikan sama dengan nilai tercatatnyakarena bersifat jangka pendek.

The fair values of current financial assets andliabilities with maturities of one year or less areassumed to be approximately the same as theircarrying amounts due to their short-term nature.

b. Aset keuangan tidak lancar dan liabilitaskeuangan jangka panjang

b. Non-current financial assets and liabilities

Nilai wajar dari aset keuangan tidak lancar danliabilitas keuangan jangka panjang selain asetkeuangan lainnya dan utang bank,diasumsikan sama dengan nilai tunai yangakan diterima atau dibayarkan karena saatjatuh temponya tidak dinyatakan dalamkontrak-kontrak terkait, sehingga tidakmemungkinkan untuk menentukan kapan asetkeuangan dan liabilitas keuangan jangkapanjang tersebut akan direalisasi dan dilunasi.

The fair values of non-current financial assetsand liabilities other than other financial assetsand bank loans are assumed to be the same asthe cash amount that will be received or paiddue to the fact that their maturities are notstated in the related contracts, therefore it is notpossible to determine when the financial assetsand financial liabilities will be realized andsettled, respectively.










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47. NILAI WAJAR (lanjutan) 47. FAIR VALUE (continued)

Aset keuangan lainnya merupakan asetPerusahaan yang nilai wajarnya didasarkan ataskuotasi harga pasar terakhir pada tanggal 31Desember 2020 dan 2019.

Other financial assets represent the Company’sassets which their fair value are stated at last quotedmarket prices as of December 31, 2020 and 2019.

Pinjaman jangka panjang yang memiliki sukubunga variabel dan tetap disajikan sebesar biayaperolehan diamortisasi dengan menggunakanmetode SBE.

Long-term loans with floating and fixed interestrates are carried at amortized costs using EIR.

Tabel berikut menunjukkan hirarki pengukuran nilaiwajar berulang dari aset Perusahaan:

The following table provides the recurring fair valuemeasurement hierarchy of the Company’s assets:

Total/Total

Harga kuotasiandalam pasar aktifuntuk aset yang

identik(Level 1)/

Quoted prices inactive markets

(Level 1)

Input yang dapatdiobservasi lainyang sifgnifikan

(Level 2)/Significant

observable inputs(Level 2)

Input yang tidakdapat diobservasi

yang signifikan(Level 3)/

Significantunobservable

inputs(Level 3)

31 Desember 2020 December 31, 2020Aset keuangan pada nilai

wajar melalui OCI 55.483.500.000 55.483.500.000 - -Financial assets at fair

value through OCI

31 Desember 2019 December 31, 2019Aset keuangan pada nilai

wajar melalui OCI 72.970.400.000 72.970.400.000 - -Financial assets at fair

value through OCI

Tidak ada transfer antara Level 1 dan Level 2, danmasuk atau keluar dari Level 3 selama tahun yangberakhir pada tanggal-tanggal 31 Desember 2020dan 2019.

There were no transfers between Level 1 and Level2, and into or out from Level 3 during the yearsended December 31, 2020 and 2019.

48. PERJANJIAN-PERJANJIAN PENTING 48. SIGNIFICANT AGREEMENTS

a. PT Mandara Jasindo Sena (“MJS”) a. PT Mandara Jasindo Sena (“MJS”)

Pada tanggal 15 Maret 1991, Perusahaanmengadakan Surat Perjanjian Kerja SamaPemanfaatan Lahan Bandara Soekarno-Hattadengan MJS berdasarkan Perjanjian NomorSPKPL.01/TU.308/PAPII-91 sebagaimanadiubah melalui Addendum I PerjanjianKerjasama NomorADD.SPKS.20.1/TU.208/APII-96 Tanggal 28Februari 1996, Addendum II NomorADD.SPKS.016/TU.208/APII-99 Tanggal 30Juni 1999, Addendum III NomorADD.III.SPKS.42/KM.103/2001-APII Tanggal20 Agustus 2001, dan diubah terakhir melaluiAddendum IV NomorADD.IV.SPKS.004/KM.103/2006-APII Tanggal30 Januari 2006 (“SPKL.01”), seluas 150.000m2,

On March 15, 1991, the Company entered intoa land use agreement in Soekarno-HattaAirport covering 150,000 m2 with MJS inaccordance with the Land Lease AgreementNo. SPKPL.01/TU.308/PAPII-91 as amendedthrough Addendum I Cooperation AgreementNumber ADD.SPKS.20.1/TU.208/APII-96dated February 28, 1996, Addendum II NumberADD.SPKS.016/TU.208/APII-99 dated Juni 30,1999, Addendum III NumberADD.III.SPKS.42/KM.103/2001-APII datedAgustus 20, 2001 and Addendum IV NumberADD.IV.SPKS.004/KM.103/2006-APII datedJanuary 30 2006 (“SPKL.01”)










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48. PERJANJIAN-PERJANJIAN PENTING (lanjutan) 48. SIGNIFICANT AGREEMENTS (continued)

a. PT Mandara Jasindo Sena (“MJS”) (lanjutan) a. PT Mandara Jasindo Sena (“MJS”) (continued)

dimana MJS menggunakan lahan tersebutuntuk membangun serta mengusahakanfasilitas hotel, balai sidang, perkantoran,pertokoan, restoran, fasilitas olah raga,perparkiran dan sarana rekreasi (“fasilitas”).Jangka waktu perjanjian adalah 30 tahun.Pemanfaatan lahan dibagi menjadi 2 tahap.Untuk tahap pertama dibahas dalam perjanjianini sedangkan tahap kedua dibahas terpisahdalam Perjanjian Sewa Tanah No. No.SPKS.21/TU.208/APII-96 (“SPKS.21”) tanggal1 Maret 1996.

i. Tahap pertama meliputi lahan seluas50.000 m2 untuk jangka waktu 30 tahunyang berakhir bulan Maret 2021.Perusahaan memperoleh kompensasisebesar Rp10.800.000.000 dan konsesisebesar persentase tertentu daripendapatan bersih MJS atas hasil operasikomersial dari fasilitas, terhitung sejakdimulainya operasi komersial dari fasilitas.

where MJS used the land to build andcommercialize facilities of hotel, conventioncenter, offices, stores, restaurant, sportfacilities, parking and recreation (“facilities”).The agreement is valid for 30 years. Landutilization is divided into 2 phases. The firstphase was described in this agreement whilethe second phase was described in Land LeaseAgreement No. No. SPKS.21/TU.208/APII-96(“SPKS.21”) dated March 1, 1996.

i. The first phase covers an area of 50,000m2 for period of 30 years ending in March2021. The Company receivedcompensation amountedRp10,800,000,000 and concession for acertain percentage of MJS net income overthe commercial operation of the facility,starting from the commencement of thecommercial operation of the facility.

ii Tahap kedua meliputi lahan seluas100.000 m2 untuk jangka waktu 30 tahunyang berakhir tanggal 8 Februari 2026.Perusahaan memperoleh kompensasiyang setiap lima tahun meningkat mulaidari Rp600 hingga Rp3.226,94 per m2 perbulan atau seluruhnya sebesarRp58.765.800.000 dan konsesi sebesarpersentase tertentu dari pendapatan bersihatas hasil operasi komersial dari fasilitas,terhitung sejak dimulainya operasikomersial dari fasilitas.

ii. The second phase covers a land area of100,000 m2 for a period of 30 years whichexpired on February 8, 2026. TheCompany received compensationincreases every five years starting fromRp600 to Rp3,226.94 per m2 per month ortotal amounted Rp58,765,800,000 andconcession for a certain percentage of netincome over the commercial operation ofthe facility, starting from thecommencement of commercial operationof the facility.

iii. Pada akhir periode perjanjian, MJS akanmengembalikan lahan tersebut danmengalihkan kepemilikan seluruh fasilitasyang telah dibangun di atas lahan tersebutkepada Perusahaan.

iii. At the end of the agreement period, MJSwill restore the land and transfer ownershipof the entire facility that was built on theland to the Company.

Sehubungan dengan terjadinya krisis ekonomisejak tahun 1997 sampai dengan 2003, MJSterkena dampak dari krisis ekonomi tersebutsehingga MJS tidak dapat memenuhi ketentuandalam perjanjian kerjasama pemanfaatan tanahuntuk mengembangkan lahan 100.000 m2 yangtelah disebutkan dalam perjanjian sebelumnya.

With the economic crisis from year 1997 to2003, MJS was affected by the crisis henceMJS could not meet the requirements in theland use agreement to develop 100,000 m2 ofland that has been mentioned in the previousagreement.

Dengan mempertimbangkan hal tersebut makaPerusahaan melalui Surat Direksi No.15.02.01/00/10/2007/004 tanggal 4 Oktober2007 telah membatalkan Perjanjian SPKL.01dan SPKS.21 yang menyangkut lahan seluas100.000 m2.

By considering the matter, the Companythrough Director Letter No.15.02.01/00/10/2007/004 dated October 4,2007 has canceled SPKL.01 and SPKS.21Agreement concerning a land area of 100,000m2.










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a. PT Mandara Jasindo Sena (“MJS”) (lanjutan) a. PT Mandara Jasindo Sena (“MJS”) (continued)

Berdasarkan Berita Acara Penyerahan Lahandan Sertitikat Hak Guna Bangunan (“HGB”) No.15.02.01/00/05/2008/101 tanggal 21 Mei 2008,MJS menyerahkan secara fisik lahan seluas100.000 m2 dan 4 (empat) buah sertifikat HGBkepada Perusahaan.

Based on Acceptance of Land Transferand Land Rights (“HGB”)No. 15.02.01/00/05/2008/101 dated May 21,2008, MJS physically submit a land area of100,000 m2 and 4 (four) HGBto the Company.

Pelepasan Hak Atas Tanah tersebut telahdiaktakan melalui Akta No. 4 oleh NotarisMuhammad Taufiq, S.H., tanggal 16 April 2009.

Such release of Land Rights has been ratifiedby the Deed No. 4 of Muhammad Taufiq, S.H.,dated April 16, 2009.

Dengan demikian, perjanjian kerjasamadengan MJS yang masih berlaku adalahPerjanjian SPKL.01 dengan jangka waktusampai dengan bulan Maret 2021 denganluasan tanah seluas 50.000 m2.

Thus, the valid agreement withMJS is only for SPKL.01 Agreement with timeperiod until March 2021 and covered area of50,000 m2.

Berdasarkan Berita Acara Pengukuran LahanNo. BAC.15.02.01/00/04/2010/193 tanggal16 April 2010, Perusahaan melakukanpengukuran lahan kembali yang dimanfaatkanuntuk pembangunan Hotel Sheraton denganhasil pengukuran 64.856 m2. Sehubungan hal-hal tersebut di atas MJS harus mengembalikankelebihan luas tanah sebesar 14.856 m2 ataskompensasi pemakaian kelebihan lahan seluas14.856 m2, Perusahaan mengirimkan tagihankepada MJS pada tanggal 3 Februari 2015sebesar Rp2.284.555.680.

Based on Notification Letterof Land Measurement No.BAC.15.02.01/00/04/2010/193 dated April 16,2010, the Company remeasured its land usedby Sheraton Hotel with the results of 64,856 m2.In connection with that matter, MJS shallrelease the excess of land area of 14,856 m2

for the compensation of excess land usecovering 14,856 m2, the Company sent billingto MJS on February 3, 2015 amounting toRp2,284,555,680.

b. PT Sanggraha Daksa Mitra (“SDM”) b. PT Sanggraha Daksa Mitra (“SDM”)

Perusahaan mengadakan perjanjianpenggunaan tanah di area Bandara Soekarno-Hatta seluas 1.020.000 m2 dengan SDM sesuaiPerjanjian Sewa Tanah No.SPKS.07.1/TU.208/APII-2000 tanggal30 Maret 2000 dan berlaku selama 20 (duapuluh) tahun sejak 1 Mei 2000 sampai dengan6 Januari 2019. Perusahaan menyewakantanah tersebut kepada SDM untuk dikelolasebagai fasilitas usaha yaitu lapangan golf,taman niaga dan pusat pertokoan berikutfasilitas penunjangnya.

The Company entered into land use agreementat Soekarno-Hatta Airport area covering1,020,000 m2 with SDM in accordance withLand Lease Agreement No.SPKS.07.1/TU.208/APII-2000 dated March 30,2000 and valid for 20 (twenty) years from May1, 2000 untill January 6, 2019. The Companyleased the land to SDM to be used as businessfacilities such as golf course, park and shoppingcentre, including its supporting facilities.

Perusahaan juga memperoleh pendapatankonsesi yang dihitung berdasarkan jumlahpendapatan kotor dengan persentase konsesi.Pada akhir periode perjanjian, SDM wajibmengembalikan tanah tersebut kepadaPerusahaan dan Perusahaan wajib membayarkepada SDM sebesar nilai pasar yang wajardari bangunan gedung serta kelengkapannyayang melekat termasuk infrastruktur yangterdapat di pusat pertokoan dan taman niagatersebut.

The Company also obtained a concessionincome calculated based on the amount ofgross income with the percentage ofconcession. At the end of the agreement, SDMis required to return the land to the Companyand the Company shall pay to SDM for the fairmarket value of the building as well as theaccessories attached including infrastructurelocated in the shopping centre and commercialparks.










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b. PT Sanggraha Daksa Mitra (“SDM”) (lanjutan) b. PT Sanggraha Daksa Mitra (“SDM”)(continued)

Pada tanggal 31 Mei 2017, Perusahaan danSDM menandatangani addendum INo. PJJ.04.04/00.02/05/2017/0011 atasPerjanjian Kerjasama Penggunaan Tanah No.SPKS.07.1/TU.208/APII-2000 tanggal30 Maret 2000, dimana Perusahaan dan SDMsepakat antara lain:

On May 31, 2017, the Company and SDMsigned addendum I No.PJJ.04.04/00.02/05/2017/0011 of Land UseCooperation Agreement No.SPKS.07.1/TU.208/APII-2000 dated March 30,2000, whereas the Company and SDM agreed:

1. Seluruh fasilitas usaha yang dibangunSDM, pada akhir masa perjanjiandiserahkan dan menjadi milik Perusahaantanpa kompensasi dalam bentuk apapun.

2. Mengubah objek perjanjian yang dikenakankompensasi dan besaran kompensasipenggunaan tanah.

3. Mengubah objek perjanjian yang dikenakankonsesi dan prosentase konsesi.

4. Mengembalikan sebagian tanah seluas±57.000 m² yang telah disewa SDM kepadaPerusahaan sehingga luas objek perjanjianmenjadi 963.000 m².

1. All business facilities that were built bySDM, at the end of the agreement shall bereturned and become the property of theCompany without any compensation.

2. Changes the object of the agreementsubject to compensation and the amount ofland use compensation.

3. Changes the object of the agreementsubject to concession and percentages ofconcession.

4. Returns part of the land that has beenrented by SDM measuring ±57,000 m² tothe Company and changes the object ofagreement to 963,000 m².

5. SDM melakukan pembongkaran dan/ataurelokasi aset milik SDM yang berlokasi diarea lahan seluas ±57.000 m². Bentuk dancara kompensasi yang akan dibayarkanoleh Perusahaan kepada SDM antara laindapat diperhitungkan dari pembebasankewajiban kompensasi dan/ataupembebasan nilai konsesi.

5. SDM dismantling and/or relocating assetsowned by SDM located in an area of±57,000 m². The form and method ofcompensation that will be paid by theCompany to SDM may be calculated fromthe exemption of compensation and/orexemption of the concession.

6. Memperhitungkan jangka waktu perjanjianantara lain:- Tanggal 1 Mei 2000 sampai dengan

tanggal 6 Januari 2019.- Tanggal 7 Januari 2019 sampai

dengan tanggal 6 Januari 2021 untukobjek perjanjian seluas ±643.000 m².

- Tanggal 7 Januari 2019 sampaidengan tanggal 6 Januari 2021 untukobjek perjanjian seluas ±320.000 m².Jangka waktu tersebut akandiperpanjang otomatis sampai denganmaksimal tanggal 6 Januari 2024apabila Perusahaan tidakmenggunakan objek perjanjian untukkepentingan pembangunan Terminal 4Bandara Soekarno-Hatta.

6. Considering term of agreement amongothers:- May 1, 2000 until January 6, 2019.

- January 7, 2019 until January 6, 2021for the object of the agreement of±643,000 m².

- January 7, 2019 until January 6, 2021for the object of the agreement of±320,000 m². The term willautomatically be extended untilJanuary 6, 2024 if the Company doesnot use the object of the agreement forthe construction of Terminal 4 ofSoekarno-Hatta Airport.










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b. PT Sanggraha Daksa Mitra (“SDM”) (lanjutan) b. PT Sanggraha Daksa Mitra (“SDM”)(continued)

Pada tanggal 22 Februari 2018, Perusahaandan SDM menandatangani addendum IIPerjanjian Kerjasama Penggunaan TanahNo.PJJ.04.04/00/02/2018/0043 dimanaPerusahaan dan SDM menyepakati antara lain:- Rincian aset yang akan direlokasi.- Total biaya pembongkaran dan/atau aset

yang akan direlokasi.- Bentuk dan cara kompensasi yang akan

diberikan dan/atau dibayarkan olehPerusahaan kepada SDM atas biayapembongkaran dan/atau aset yang akandirelokasi.

On February 22, 2018, the Company and SDMsigned addendum II of Land Use CooperationAgreement No. PJJ.04.04/00/02/2018/0043whereas the Company and SDM agreed:

- Details of the assets to be relocated.- Total cost of dismantling and/or assets to

be relocated.- The method of compensation to be

provided and/or paid by the Company toSDM for the costs of dismantling and/orassets to be relocated.

c. PT Garuda Indonesia (Persero) Tbk (“Garuda”) c. PT Garuda Indonesia (Persero) Tbk (“Garuda”)

Pada tanggal 3 Juli 2014, Perusahaanmengadakan Perjanjian KerjasamaPemanfaatan TanahNo.PJJ.15.02.01/00/07/2014/119 denganGaruda, dimana Perusahaan bertindak sebagaipemberi sewa dan Garuda sebagai penyewa.Beberapa isi perjanjian sebagai berikut:

On July 3, 2014, the Company entered intoLand Use Agreement No.PJJ.15.02.01/00/07/2014/119 with Garuda,where the Company acts as lessor and Garudaas lessee. Some terms of the agreement are asfollows:

• Lahan yang dimanfaatkan seluas164.742 m2.

• Area utilization of 164,742 m2.

• Tujuan pemanfaatan lahan untukadministrasi perkantoran, penunjangkegiatan operasional penerbangan berikutfasilitas penunjangnya.

• Land use objectives are for theadministrative offices, flight operations,including its supporting facilities.

• Jangka waktu perjanjian adalah 1 Januari2012 sampai dengan 31 Desember 2016.

• The agreement is valid from January 1,2012 until December 31, 2016.

Pada tanggal 29 Juli 2020, Perusahaan danGaruda telah melakukan perpanjanganPerjanjian Nomor PJJ.04.04/00/07/2020/0258dan IG/PERJ/DI-4173/2020/NON-LEG denganjangka waktu perjanjian hingga 31 Desember2021.

On July 29, 2020, the Company and Garudaagreed to extend the agreement NumberPJJ.04.04/00/07/2020/0258 and IG/PERJ/DI-4173/2020/NON-LEG with period up toDecember 31, 2021.

Pada tanggal 13 Oktober 2016, Perusahaanmengadakan perjanjian dengan GarudaNo.PJJ.04.04/00.02/10/2016/0009 danNo.WI/PERJ/DG-3368 tentang pemanfaatanfasilitas komersial, yaitu ruangan di gedung510, 520 dan 530 berlaku sampai dengan31 Desember 2018, dimana Perusahaanbertindak sebagai pemberi sewa dan Garudasebagai penyewa.

On October 13, 2016, the Company enteredinto agreement with GarudaNo.PJJ.04.04/00.02/10/2016/0009 andNo.WI/PERJ/DG-3368 regarding the use ofcommercial facility, such as building 510, 520and 530 up to December 31, 2018, where theCompany acts as lessor and Garuda as lessee.










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c. PT Garuda Indonesia (Persero) Tbk (“Garuda”)(lanjutan)

c. PT Garuda Indonesia (Persero) Tbk (“Garuda”)(continued)

Pada tanggal 20 Juni 2018, Perusahaandan Garuda telah melakukan perpanjanganberdasarkan Perjanjian Kerja SamaPemanfaatan Fasilitas KomersialPT Angkasa Pura II (Persero) NomorPJJ.04.04/00/06/2018/1435 dan IG/PERJ/DG-3718/2018 Tanggal 20 Juni 2018 denganjangka waktu 1 Juli 2018 sampai dengan30 Juni 2022.

On June 20, 2018, the Company and Garudaagreed to extend the agreement based on theCooperation Agreement for the Utilization ofCommercial Facilities of PT Angkasa Pura II(Persero) Number PJJ.04.04/00/06/2018/1435and IG/PERJ/DG-3718/2018 dated June 20,2018 with period from July 1, 2018 to June 30,2022.

d. Kerjasama Penyelenggaraan PerkeretaapianBandara

d. Cooperation Arrangement of Airport Railway

Pada tanggal 7 Juli 2015, Perusahaanmengadakan perjanjian No. HK.223/VII/5/KA-2015, PJJ.15.01/00.1/07/2015/0061 danRL/DIR/028/VII/2015 dengan KAI dan Railink(”Para Pihak”). Perjanjian ini berlaku sejakpenandatanganan Perjanjian sampai denganberakhirnya Masa Konsesi. Ruang LingkupKerjasama Penyelenggaraan PerkeretaapianBandara ialah Penyelenggaraan ssaranaPerkeretaapian meliputi pembangunan,pengadaan, pengoperasian, perawatan danpengusahaan sarana.

On July 7, 2015, the Company entered into anagreement No. HK.223/VII/5/KA-2015,PJJ.15.01/00.1/07/2015/0061 andRL/DIR/028/VII/2015 with KAI and Railink (“theParties”). This agreement is valid since thesigning of the Agreement until the end of theConcession Period. The scope of CooperationArrangement of Airport Railway is RailwayInfrastructure Implementation service includingconstruction, procurement, operation,maintenance and operation of infrastructure.

Perusahaan beserta Para Pihak sepakat bahwaKerjasama Penyelenggaraan PerkeretaapianBandara ini menggunakan skema bagi hasildengan ketentuan sebagai berikut:• Perhitungan nilai bagi hasil adalah

berdasarkan EBITDA dikurangi denganpembayaran utang;

• Nilai bagi hasil yang ditentukan, mengacukepada laporan keuangan Railink dandilakukan berdasarkan proporsi realisasiPerusahaan dan Para Pihak;

The Company and the Parties agreed that theCooperation Arrangement of Airport Railwaywill use the following profit sharing scheme:

• The calculation of the profits is based onEBITDA less the payment of the debt;

• The profit sharing portions are referred tothe Railink’s financial statements and isbased on the proportion of the realizationof the Company and the Parties;

• Pembayaran Bagi Hasil mulai dilakukanpada tahun ketiga setelahpenyelenggaraan Kereta Api BandaraSoekarno-Hatta beroperasi penuh untuk1 (satu) tahun anggaran.

• Payment of Profit Sharing begin in the thirdyear after the Soekarno-Hatta AirportRailway is fully operational for 1 (one) yearbudget.










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e. PT Pertamina (Persero) (“Pertamina”) e. PT Pertamina (Persero) (“Pertamina”)

Pada tanggal 15 Mei 2015, Perusahaan danPertamina mengadakan perjanjian No.PJJ.04.04/00.04/05/2015/0554 dan020/F00000/2015-SO untuk melaksanakanpelayanan pengisian bahan bakar pesawatudara di Bandara Soekarno-Hatta, Sultan SyarifKasim II, Minangkabau, Halim Perdanakusumadan Sultan Mahmud Badaruddin II. Jangkawaktu pelaksanaan pekerjaan adalah selama2 tahun sejak 1 April 2014 sampai dengan31 Maret 2016. Perjanjian tersebutdiperpanjang mulai dari tanggal 1 April 2016sampai dengan tanggal 31 Maret 2018berdasarkan perjanjianNo.PJJ.04.04/00.02/09/2016/0015 danNo.077/F00000/2016-SO tanggal 8 September2016.

On May 15, 2015, the Company and Pertaminaentered into an agreement No.PJJ.04.04/00.04/05/2015/0554 and020/F00000/2015-SO to perform the airlinerefueling services at Soekarno-Hatta, SultanSyarif Kasim II, Minangkabau, HalimPerdanakusuma and Sultan MahmudBadaruddin II Airport. The project period waseffective for 2 years starting on April 1, 2014until March 31, 2016. The agreement wasextended from April 1, 2016 to March 31, 2018based on agreement No.No.PJJ.04.04/00.02/09/2016/0015 andNo.077/F00000/2016-SO dated September 8,2016.

Pada tanggal 4 Mei 2018, Perusahaan danPertamina mengadakan perjanjian No.PJJ.04.04/00/05/2018/0170 dan007/F20100/2018-SO untuk melaksanakanpelayanan pengisian bahan bakar pesawatudara dan sewa pemanfaatan fasilitas DepotPengisian Pesawat Udara (DPPU) milikPerusahaan di Bandar Udara InternasionalSoekarno-Hatta. Perjanjian ini berlaku selama2 tahun terhitung sejak tanggal1 April 2018 sampai dengan 31 Maret 2020.

Perjanjian tersebut diperpanjang mulai tanggal1 April 2020 sampai dengan 31 Maret 2022berdasarkan Perjanjian NomorPJJ.04.04/00/05/2020/0127 dan SP-052/F10100/2020-S3 Tanggal 5 Mei 2020.

On May 4, 2018, the Company and Pertaminaentered into an agreement No.PJJ.04.04/00/05/2018/0170 and007/F20100/2018-SO to perform the airlinerefueling services and Aircraft Charging Depot(DPPU) facilities rental at Soekarno-HattaInternational Airport. This agreement is valid for2 years starting on April 1, 2018 until March 31,2020.

The agreement was extended from April 1,2020 until March 31, 2022 based on agreementno PJJ.04.04/00/05/2020/0127 and SP-052/F10100/2020-S3 dated May 5, 2020.










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e. PT Pertamina (Persero) (“Pertamina”) (lanjutan) e. PT Pertamina (Persero) (“Pertamina”)(continued)

Pada tanggal 4 Mei 2018, Perusahaan danPertamina mengadakan perjanjianNo. PJJ.04.04/00/05/2018/0171 dan007/F20100/2018-SO untuk melaksanakanpelayanan pengisian bahan bakar pesawatudara di Bandar Udara Halim Perdanakusuma,Minangkabau, Sultan Syarif Kasim II, SultanMahmud Badaruddin II dan Banyuwangi.Perjanjian ini berlaku selama5 tahun terhitung sejak tanggal 1 April 2018sampai dengan 31 Maret 2023.

On May 4, 2018, the Company and Pertaminaentered into an agreementNo. PJJ.04.04/00/05/2018/0171 and007/F20100/2018-SO to perform the airlinerefueling services at Halim Perdanakusuma,Minangkabau, Sultan Syarif Kasim II, andSultan Mahmud Badaruddin II and BanyuwangiAirport. This agreement is valid for 5 yearsstarting on April 1, 2018 until March 31, 2023.

Pada tanggal 31 Maret 2015, Perusahaan danPertamina mengadakan perjanjianNo. 008/F20100/2015-S0 danNo. PJJ.04.04/00.04/03/2015/0048 untukmelaksanakan pelayanan pengisian bahanbakar pesawat udara di Bandara Kualanamu.Jangka waktu pelaksanaan pekerjaanadalah selama 5 tahun sejak 25 Juli 2013sampai dengan 24 Juli 2018.Perjanjian tersebut diperpanjang mulai daritanggal 25 Juli 2018 sampai dengan tanggal24 Juli 2023 berdasarkan perjanjianNo.PJJ.04.04/00/08/2018/0626 danNo.013/F20100/2018-S0 tanggal 7 Agustus2018.

On March 31, 2015, the Company andPertamina entered into an agreement No.008/F20100/2015-S0 and No.PJJ.04.04/00.04/03/2015/0048 to perform theairline refueling services at Kualanamu Airport.The project period was effective for 5 yearsstarting on July 25, 2013 until July 24, 2018.The agreement was extended from July 25,2018 to July 24, 2023 based on agreementNo. No.PJJ.04.04/00/08/2018/0626 andNo.013/F20100/2018-S0 dated August 7, 2018.

Pada tanggal 14 Desember 2015, Perusahaandan Pertamina mengadakan perjanjianNo. 041/F00000/2015-03 danNo. PJJ.04.04/00.02/12/2015/0106 untukmelaksanakan pelayanan pengisian bahanbakar pesawat udara di Bandara HuseinSastranegara, Supadio, Sultan Iskandar Muda,Raja Haji Fisabilillah, Sultan Thaha,Depati Amir dan Silangit. Jangka waktupelaksanaan pekerjaan adalah selama 2 tahunsejak 1 Oktober 2015 sampai dengan30 September 2017. Perjanjian tersebutdiperpanjang mulai dari tanggal 1 Oktober2017 sampai dengan tanggal 30 September2022 berdasarkan perjanjianNo.PJJ.04.04/00/03/2018/0069 danNo.003/F20100/2018-S3 tanggal 14 Maret2018.

On December 14, 2015, the Company andPertamina entered into an agreement No.041/F00000/2015-03 and No.PJJ.04.04/00.02/12/2015/0106 to perform theairline refueling services at HuseinSastranegara, Supadio, Sultan Iskandar Muda,Raja Haji Fisabilillah, Sultan Thaha, DepatiAmir and Silangit Airport. The project periodwas effective for 2 years starting onOctober 1, 2015 until September 30, 2017. Theagreement was extended from October 1, 2017to September 30, 2022 based on agreementNo. No.PJJ.04.04/00/03/2018/0069 andNo.003/F20100/2018-S3 dated March 14,2018.










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f. Perjanjian Konsesi - Direktorat JenderalPerhubungan Udara

f. Concession Agreement - Directorate General ofCivil Aviation

Pada tanggal 15 Desember 2015, Perusahaanmengadakan Perjanjian dengan DirektoratJenderal Perhubungan Udara (DJPU)mengenai pemberian konsesi untuk melakukankegiatan pelayanan jasa kebandarudaraansebagaimana yang dituangkan dalamperjanjian No. HK.201/2/6/DRJU.kum 2015 danPJJ.04.04/00.02/12/2015/0025 (PerjanjianKonsesi).

On December 15, 2015, the Company enteredinto Agreement with the Directorate General ofCivil Aviation (DJPU) regarding the concessionprovided to the Company to conduct airportservices as stated in agreementNo. HK.202/2/6/DRJU.kum 2015 andPJJ.04.04/00.02/12/2015/0025 (ConcessionAgreement).

DJPU memberikan hak kepada Perusahaanmelakukan kegiatan pelayanan jasakebandarudaraan termasuk meliputi pelayanansehubungan dengan jasa pesawat udara,penumpang, barang dan pos. Layanan tersebutmencakup penyediaan dan/ataupengembangan:

DJPU granted the right to the Company toconduct the airport service activities includingaircraft, passenger, freight and postal relatedservices. Such services encompass for theprovision and/or development of:

- Fasilitas kegiatan pelayanan pendaratan,lepas landas, manuver, parkir danpenyimpanan pesawat udara;

- Fasilitas terminal untuk pelayananangkutan penumpang, kargo dan pos;

- Fasilitas elektronika, listrik, air dan instalasilimbah buangan; dan

- Lahan untuk bangunan, lapangan danindustri serta gedung atau bangunan yangdigunakan untuk mendukung transportasiudara.

- Facilities for service activities for landing,takeoff, maneuvering, parking and storage ofaircraft;

- Terminal facilities for passenger transportservices, cargo and mail;

- Electronic facilities, electricity, water andwaste disposal installations; and

- Areas for the building, grounds and industryas well as buildings provided to support airtransportation.

Ketentuan-ketentuan penting dalam PerjanjianKonsesi adalah sebagai berikut, antara lain:- Perusahaan diwajibkan untuk membayar

pendapatan konsesi dari pelayanan jasakebandarudaraan sebesar 2,5% daripendapatan pelayanan jasakebandarudaraan per tahun, yang akandievaluasi setiap 5 (lima) tahun. Nilai yangdibayarkan tersebut akan diakui sebagaiPenerimaan Negara Bukan Pajak (PNBP).

Important conditions in the ConcessionAgreement, among others, are as follows:- The Company is required to pay concession

revenue of airport service activitiesamounting to 2.5% from revenue of airportservice activities per year, which will beevaluated every 5 (five) years. The amountpaid will be recognized as Non Tax Revenue(PNBP).

- Perjanjian Konsesi berlaku selama2 (dua) tahun, terhitung sejakditandatanganinya perjanjian dandiperpanjang selama 30 tahun sesuaikesepakatan DJPU dan Perusahaan,setelah Perusahaan mendapatpersetujuan rapat umum pemegangsaham.

- The Concession Agreement is valid for2 (two) years, starting from date the

Concession Agreement is signed andextended for 30 years as agreed by DJPUand the Company, after the Companyreceived approval from shareholdersgeneral meeting.

DJPU memiliki kewenangan untuk melakukanpengawasan dan pengendalian terhadappelaksanaan Konsesi berdasarkan PerjanjianKonsesi sesuai dengan kewenangannya yangdiatur oleh Undang-Undang.

DJPU has the authority to supervise and controlthe implementation of the Concession based onConcession Agreement in accordance with itsauthority regulated by the Law.










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f. Perjanjian Konsesi - Direktorat JenderalPerhubungan Udara (lanjutan)

f. Concession Agreement - Directorate General ofCivil Aviation (continued)

Pada tanggal 31 Desember 2020 dan 2019,Perusahaan telah membukukan pencadanganbeban konsesi (Catatan 20) masing-masingsebesar Rp270.174.029.162 danRp340.093.040.236.

On December 31, 2020 and 2019, theCompany has recorded accrued concessionexpense (Note 20) amounted toRp270,174,029,162 and Rp340,093,040,236respectively.

Perjanjian Konsesi tersebut telah berakhir padatanggal 14 Desember 2017. Pada tanggalotorisasi untuk penerbitan laporan keuangankonsolidasian, perpanjangan perjanjiantersebut masih dalam proses. Perusahaan telahmembukukan cadangan beban konsesi dengantarif 1% dari pendapatan pelayanan jasakebandarudaraan pada laporan keuangankonsolidasian tahun 2020 dan 2019.

The Concession Agreement has expired onDecember 14, 2017. As of the date of theauthorization of issuance of consolidatedfinancial statements, the extension of theagreement is still in process. The Company hasrecorded provision of concession fees at a rateof 1% from revenue of airport services for theconsolidated financial statements for the year2020 and 2019.

Pada tanggal 28 Juni 2018, Perusahaan telahmenerima tagihan pembayaran konsesipelayanan jasa kebandarudaraan tahun 2016dari DJPU sebesar Rp102.578.055.679.Berdasarkan surat tagihan tersebut setiapketerlambatan pembayaran akan dikenakandenda sebesar 2% setiap bulannya, setelah 30hari sejak dikeluarkannya tagihan tersebut.

On June 28, 2018, the Company has receiveda payment bill for aeronautical serviceconcession for year 2016 from DJPU amountedto Rp102,578,055,679. Based on the bill, everylate payment will be subjected to penalty of 2%for each month, 30 days after the bill issue date.

Sampai dengan tanggal otorisasi untukpenerbitan laporan keuangan konsolidasian ini,Perusahaan belum membayar tagihan tersebut.Atas hal tersebut Perusahaan telahmembukukan pencadangan beban dendasebesar Rp32.876.538.931 (Catatan 21).

Up to the date of the authorization of issuanceof consolidated financial statements, theCompany has not paid the bill. For this matter,the Company has recorded accrual for penaltyexpense amounted to Rp32,876,538,931(Note 21).

Perusahaan telah melakukan pembayaransecara bertahap tagihan beban konsesi tahun2016, yaitu sebesar Rp10.000.000.000 danRp92.578.055.679 masing-masing padatanggal 21 Februari 2019 dan 4 Februari 2020.

The Company has paid the concession fees foryear 2016 in installments of Rp10,000,000,000and Rp92,578,055,679 on February 21, 2019and February 4, 2020, respectively.

g. Serah operasi Bandar Udara Banyuwangi g. Transfer operations of Banyuwangi Airport

Pada tanggal 22 Desember 2017, Perusahaandan Pemerintah Kabupaten Banyuwangi(Pemkab Banyuwangi) menandatangani BeritaAcara Serah Terima pemanfaatan tanahdan/atau bangunan yang dimiliki/dikuasaiPemkab Banyuwangi. Tanah dan bangunanyang diserahkan oleh Pemkab Banyuwangikepada Perusahaan masing-masing seluas±1.318.678 m² dan ±17.910 m².

On December 22, 2017, the Company and theGovernment of Banyuwangi Regency (PemkabBanyuwangi) signed an Official Report on thehandover of land and/or buildings owned/controlled by Pemkab Banyuwangi. Land andbuildings submitted by Pemkab Banyuwangi tothe Company amounting to ± 1,318,678 m² and± 17,910 m², respectively.










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g. Serah operasi Bandar Udara Banyuwangi(lanjutan)

g. Transfer operations of Banyuwangi Airport(continued)

Pada tanggal 22 Desember 2017, Perusahaandan DJPU menandatangani Berita AcaraPengalihan Pengoperasian Bandar UdaraBanyuwangi dari DJPU kepada Perusahaandengan nomor BA. 481 Tahun 2017, dimanaDJPU menyerahkan pengalihan/pengoperasian Bandar Udara Banyuwangikepada Perusahaan berikut fasilitas, peralatandan sumber daya manusia.

On December 22, 2017, the Company andDJPU signed the Minutes of Transfer ofBanyuwangi Airport Operations from DJPU tothe Company No. 481 Tahun 2017, wherebyDJPU handed over the transfer/operation ofBanyuwangi Airport to the Company includingfacilities, equipment and human resources.

Pada tanggal 22 Desember 2017, Perusahaandan DJPU menandatangani Berita Acara SerahTerima Operasional Hasil Pekerjaan BandarUdara Banyuwangi dari DJPU kepadaPerusahaan dengan No. BA.1482 Tahun 2017,dimana DJPU menyerahkan hasil pekerjaanpada Bandar Udara Banyuwangi kepadaPerusahaan. Hasil pekerjaan tersebut berupaaset peralatan dan mesin, gedung danbangunan, jalan dan jembatan, irigasi, jaringan,aset tetap lainnya dan aset takberwujud yangseluruhnya berjumlah Rp207.706.379.411 yangdinilai berdasarkan harga perolehan.

On December 22, 2017, the Company andDJPU signed an Official Report on theOperation Handover of Banyuwangi AirportWork Results from DJPU to the Company No.BA.1482 Tahun 2017, where the DJPUsubmitted the proceeds at Banyuwangi Airportto the Company. The proceeds consist ofequipment and machinery, buildings, roads andbridges, irrigation, network, other fixed assetsand intangible assets with total amounted toRp207,706,379,411 valued at cost.

Pada tanggal 5 Januari 2018, Perusahaanmengeluarkan Keputusan Direksi tentang TaskForce Alih Operasi Bandar Udara Banyuwangiyang diperuntukkan untuk mendukung danmemastikan semua kesiapan pengalihansecara menyeluruh operasional Bandar UdaraBanyuwangi kepada Perusahaan, baik dari sisifasilitas, operasi, pelayanan, komersial, sistemdan informasi serta pemenuhan sumber dayamanusia berjalan dengan baik dan tepat,dengan pembentukan Coordinator of Safety,Risk, Operation & Quality Control, Coordinatorof Airport Service & Commercial Support,Coordinator of Shared Service dan Member.

On January 5, 2018, the Company issuedDirectors' Decree on Task Force of OperationTransfer Banyuwangi Airport which is intendedto support and ensure all readiness of thecomplete transfer of Banyuwangi Airportoperations to the Company, in terms offacilities, operations, services, commercial,system and information and the fulfillment ofhuman resources goes well and appropriately,with the establishment of Coordinator of Safety,Risk, Operation & Quality Control, Coordinatorof Airport Service & Commercial Support,Coordinator of Shared Service and Member.

Pada tanggal 14 Mei 2018, Perusahaanmenerima surat dari DJPU terkait penyampaiankoreksi lampiran Berita Acara Serah TerimaOperasional (BASTO) Bandar UdaraBanyuwangi yang ditandatangani oleh DJPUdan Perusahaan dimana nilai yangdiserahterimakan kepada Perusahaan yangsebelumnya sebesar Rp207.706.379.411berubah menjadi sebesar Rp203.679.630.272.Aset Bandar Udara Banyuwangi yangdinyatakan dalam BASTO akan dicatat sebagaiaset Perusahaan dan penyertaan modal negarapada saat telah diterbitkan PeraturanPemerintah.

On May 14, 2018, the Company received aletter from DJPU regarding submission ofcorrection of Official Report on the OperationHandover (BASTO) of Banyuwangi AirportWork Results signed by DJPU and theCompany, where the value handed over to theCompany which was previously amounting toRp207,706,379,411 was changed toRp203,679,630,272. Asset of BanyuwangiAirport which stated in the BASTO will berecorded as the Company’s asset andgovernment’s investment when GovernmentRegulation is issued.










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h. Perjanjian Kerjasama Penyelenggaraan JasaKebandarudaraan di Bandar UdaraInternasional Jawa Barat

h. Cooperation Agreement on Airport ServiceProvision at West Java International Airport

Pada tanggal 22 Januari 2018, Perusahaan,Pemerintah Daerah Provinsi Jawa Barat(Pemprov Jabar) dan PT Bandar UdaraInternasional Jawa Barat (BIJB)menandatangani Perjanjian KerjasamaPenyelenggaraan Jasa Kebandarudaraan diBandar Udara Internasional Jawa Barat,dimana para pihak sepakat menunjukPerusahaan sebagai operator untukmelaksanakan penyelenggaraan jasakebandarudaraan, termasuk pengoperasiandan pemeliharaan Bandar Udara InternasionalJawa Barat di Kecamatan Kertajati. Jangkawaktu perjanjian ini berlaku selama 17 tahunterhitung sejak ditandatangani perjanjian dandapat diperpanjang atas kesepakatan tertulispara pihak.

On January 22, 2018, the Company,Pemerintah Daerah Provinsi Jawa Barat(Pemprov Jabar) and PT Bandar UdaraInternational Jawa Barat (BIJB) signed aCooperation Agreement on Airport ServiceProvision at West Java International Airport,whereby the parties agreed to appoint theCompany as operator to carry out the serviceairport, including the operation andmaintenance of West Java International Airportin Kertajati Sub-district. The term of thisagreement is valid for 17 years commencingfrom the signing of the agreement and may beextended upon the parties' written agreement.

Pada tanggal 4 Mei 2018, Perusahaan,Pemprov Jabar dan BIJB menandatanganiPerjanjian Tambahan (Addendum I) atasPerjanjian Kerjasama Penyelenggaraan JasaKebandarudaraan di Bandar UdaraInternasional Jawa Barat, yang menyepakatiantara lain:a. Perjanjian berlaku terhitung sejak

ditandatanganinya perjanjian oleh parapihak dengan kesepakatan adanya masagrace period. Masa grace period terhitungsejak tanggal ditandatanganinya perjanjiansampai dengan tanggal efektif.

b. Jangka waktu perjanjian adalah 17 tahunterhitung sejak Tanggal Efektif.

c. Tanggal Efektif diperhitungkan sejakdioperasikannya Bandara olehPerusahaan yang tanggalnya ditetapkanselambat-lambatnya pada tanggal 24 Mei2018 dan dituangkan dalam suatu BeritaAcara Operasional.

On May 4, 2018, the Company, Pemprov Jabarand BIJB entered into Additional Agreement(Addendum I) on Cooperation Agreement onAirport Service Provision at West JavaInternational Airport, that agreed on:

a. The agreement is effective as of thesigning of the agreement by the parties,with grace period. Grace period is validfrom the signing of the agreement until theeffective date.

b. Term of the agreement is 17 years from theeffective date.

c. The effective date is valid from theoperation of the airport by the Company,which the date is set not later than May 24,2018 and written in Operational Minutes.

Pada tanggal 14 Mei 2018, Perusahaanmenerima Berita Acara Serah TerimaOperasional (BASTO) Hasil PekerjaanDirektorat Bandar Udara di Bandar UdaraInternasional Kertajati Jawa Barat dari DJPUdengan No. BA. 503 Tahun 2018 atas fasilitassisi udara dengan nilai total sebesarRp831.756.590.011. Aset Bandar UdaraKertajati yang dinyatakan dalam BASTO akandicatat sebagai aset Perusahaan danpenyertaan modal negara pada saat telahditerbitkan Peraturan Pemerintah.

On May 14, 2018, the Company receivedMinutes of Operational Handover (BASTO) ofthe Work Results of the Airport Directorate atKertajati International Airport, West Java fromDJPU with No. BA. 503 Tahun 2018 for air sidefacilities amounted to Rp831,756,590,011.Asset of Kertajati Airport which stated in theBASTO will be recorded as the Company’sasset and government’s investment whenGovernment Regulation is issued.










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i. PT Pembangunan Perumahan Tbk (Persero)(“PP”)

i. PT Pembangunan Perumahan Tbk (Persero)(“PP”)

Pada tanggal 13 November 2017, Perusahaandan PP menandatangani perjanjian pengadaanjasa konstruksi No. PJJ.14.09/00/11/2017/0446untuk melakukan Pembangunan Runway 3Bandara Soekarno-Hatta Section 2 dengan nilaikontrak sebesar Rp724.748.299.000 (nilaitermasuk PPN). Jangka waktu perjanjianselama 425 hari terhitung sejak diterbitkannyaSurat Perintah Mulai Kerja dari Perusahaankepada PP. Pada tanggal 31 Desember 2019,presentase penyelesaian atas pengerjaankonstruksi tersebut telah mencapai 100% darikeseluruhan pekerjaan.

On November 13, 2017, the Company and PPsigned construction service agreement No.PJJ.14.09/00/11/2017/0446 to ConstructRunway 3 of Soekarno Hatta InternationalAirport Section 2 with contract value ofRp724,748,299,000 (include VAT). The term ofthe agreement is 425 days since the date ofcommencement letter from the Company to PP.As of December 31, 2019, the percentage ofcompletion of the construction has reached100% from total construction.

Pada tanggal 28 Maret 2018, Perusahaan danPP menandatangani perjanjian pengadaan jasakonstruksi No. PJJ.14.09/00/03/2018/0082untuk melakukan pembangunan Runway 3Bandara Soekarno Hatta section 1 dengan nilaikontrak sebesar Rp799.119.966.700 (nilaitermasuk PPN). Jangka waktu perjanjianselama 425 hari terhitung sejak diterbitkannyaSurat Perintah Mulai Kerja dari Perusahaankepada PP. Pada tanggal 31 Desember 2020,prosentase penyelesaian atas pengerjaankonstruksi tersebut mencapai 100% darikeseluruhan pekerjaan.

On March 28, 2018, the Company and PPsigned construction service agreement No.PJJ.14.09/00/03/2018/0082 to constructRunway 3 of Soekarno Hatta InternationalAirport Section 1 with contract value ofRp799,119,966,700 (include VAT). The term ofthe agreement is 425 days since the date ofcommencement letter from the Company to PP.As of December 31, 2020, the percentage ofcompletion of the construction has reached100% from total construction.

j. Perjanjian Kerjasama Pemanfaatan BandaraBanyuwangi

j. Cooperation Agreement of Utilization ofBanyuwangi

Pada tanggal 30 Agustus 2018, Perusahaandan Pemerintah Kabupaten Banyuwangimenandatangani Perjanjian Kerja SamaPemanfaatan (KSP) Tanah dan Bangunanuntuk Kegiatan Pengusahaan dan/atauPengembangan Bandar Udara BanyuwangiNo. 188/524/429.012/2018 danPJJ.04.04/00/08/2018/0754. Perjanjian iniberlaku selama 30 tahun sejakditandatanganinya perjanjian.

On August 30, 2018, the Company andGovernment of Banyuwangi signed CooperationAgreement of State Property Utilization ofOrganizing Unit Banyuwangi AirportNo. 188/524/429.012/2018 andPJJ.04.04/00/08/2018/0754. This agreement iseffective for 30 years from signing date of theagreement.

Ruang lingkup kerjasama tersebut adalahsebagai berikut :

- Memanfaatkan tanah dan bangunandengan situasi dan kondisi yang telahdiketahui untuk kegiatan pengusahaandan/atau pengembangan Bandar UdaraBanyuwangi.

- Memberikan kontribusi tetap danpembagian keuntungan atas pengelolaanBandar Udara Banyuwangi.

- Rencana pemanfaatanan tanah dan/ataubangunan adalah khusus untuk kegiatanpengusahaaan dan/atau pengembanganBandar Udara Banyuwangi.

Scopes of the cooperation are as follows:

- Utilize land and building with knownsituation and condition for commercialactivities and/or development ofBanyuwangi Airport.

- Provide fixed contribution and profit sharingfor management of Banyuwangi Airport.

- Planning for land and building utilization isspecific for commercial activities and/ordevelopment of Banyuwangi Airport










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j. Perjanjian Kerjasama Pemanfaatan BandaraBanyuwangi (lanjutan)

j. Cooperation Agreement of Utilization ofBanyuwangi Airport (continued)

Ruang lingkup kerjasama tersebut adalahsebagai berikut: (lanjutan)- Tanah dan/atau bangunan yang menjadi

objek KSP tidak boleh dijaminkan dan/ataudibebani hak tanggungan dalam bentukapapun kepada pihak lain.

Scopes of the cooperation are as follows:(continued)- Land and/or building that become objects of

KSP should not be guaranteed and/orburdened with dependent rights of any kindto other parties.

k. Perjanjian Kerjasama Pemanfaatan BandaraTjilik Riwut

k. Cooperation Agreement of Utilization of TjilikRiwut Airport

Pada tanggal 19 Desember 2018, Perusahaandan Direktorat Jenderal Perhubungan UdaraKementerian Perhubungan Republik Indonesia(Dephub) menandatangani Perjanjian KerjaSama Pemanfaatan (KSP) Barang Milik NegaraPada Unit Penyelenggara Bandar Udara(UPBU) Tjilik Riwut Palangka RayaNo. AU.2136/KUM/DJU/XII/2018 danPJJ.04.04/00/12/2018/1246. Perjanjian iniberlaku selama 30 tahun sejakditandatanganinya perjanjian.

On December 19, 2018, the Company andDirectorate General of Civil Aviation Ministry ofTransportation Republic Indonesia (Dephub)signed Cooperation Agreement of StateProperty Utilization of Organizing Unit TjilikRiwut Airport (UPBU) Palangka RayaNo. AU.2136/KUM/DJU/XII/2018 andPJJ.04.04/00/12/2018/1246. This agreement iseffective for 30 years from signing date of theagreement.


- Mengelola dan melakukan optimalisasipenyediaan dan pengembangan BandarUdara Tjilik Riwut Palangka Raya sehinggameningkatkan perannya dalam mendukungkegiatan perekonomian.

- Memberikan kontribusi tetap danpembagian keuntungan atas pengelolaanBandar Udara Tjilik Riwut Palangka Rayasebagai Penerimaan Negara Bukan Pajak(PNBP)

- Penyerahan hasil pengembangan,pembangunan dan penambahan fasilitasBandar Udara Tjilik Riwut Palangka Rayadari Perusahaan kepada Dephub.


- Manage and optimize provision anddevelopment of Tjilik Riwut Airport PalangkaRaya as the result increase its role indeveloping the economy activities.

- Provide fixed contribution and profit sharingfor management of Tjilik Riwut AirportPalangka Raya as non-tax state revenue(PNBP).

- Hand over of the result of the development,construction and addition facilities of TjilikRiwut Palangka Raya Airport from theCompany to Dephub.

Pada tanggal 27 Desember 2018, Perusahaanmengeluarkan Surat Keputusan Direksi tentangPenugasan Pegawai Negeri Sipil (PNS) KantorUnit Penyelenggara Bandar Udara Tjilik RiwutNo. KEP.03.05.01/00/12/2018/0705 yangberlaku dari 1 Januari 2019 sampai dengan30 Juni 2019.

On December 27 2018, the Company issuedBoard of Director Decree concerning theAssignment of Civil Servants (PNS) for theOrganizing Unit Tjilik Riwut AirportNo. KEP.03.05.01/00/12/2018/0705 which validfrom January 1, 2019 until June 30, 2019.










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l. Perjanjian Kerjasama Pemanfaatan BandaraKelas I Radin Inten II Lampung

l. Cooperation Agreement of Utilization of RadinInten II Class I Airport Lampung

Pada tanggal 12 Oktober 2019, Perusahaandan Direktorat Jenderal Perhubungan UdaraKementerian Perhubungan Republik Indonesia(Dephub) menandatangani Perjanjian KerjaSama Pemanfaatan (KSP) Barang Milik NegaraPada Bandar Udara Kelas I Radin Inten IILampungNo. HK.201/0030/KUM/DRJU/X/2019 danPJJ.04.04.01/00/10/2019/0917. Perjanjian iniberlaku selama 30 tahun sejak tanggal 1Januari 2020 hingga 31 Desember 2049.

On October 12, 2019, the Company andDirectorate General of Civil Aviation Ministry ofTransportation Republic Indonesia (Dephub)signed Cooperation Agreement of StateProperty Utilization of Raden Inten IIClass I Airport Lampung No.HK.201/0030/KUM/DRJU/X/2019 andPJJ.04.04.01/00/10/2019/0917. This agreementis effective for 30 years start from January 1,2020 to December 31, 2049.


- Mengelola dan melakukan optimalisasipenyediaan dan pengembangan BandarUdara Kelas I Radin Inten II Lampungsehingga meningkatkan perannya dalammendukung kegiatan perekonomian.

- Memberikan kontribusi tetap danpembagian keuntungan atas pengelolaanBandar Udara Kelas I Radin Inten IILampung.

- Penyerahan hasil pengembangan,pembangunan dan penambahan fasilitasBandar Udara Kelas I Radin Inten IILampung dari Perusahaan kepada Dephub.


- Manage and optimize provision anddevelopment of Radin Inten II Class I AirportLampung as the result increase its role indeveloping the economy activities.

- Provide fixed contribution and profit sharingfor management of Radin Inten II Class IAirport Lampung.

- Hand over of the result of the development,construction and addition facilities of RadinInten II Class I Airport Lampung from theCompany to Dephub.

m. Perjanjian Kerjasama Pemanfaatan BandaraKelas I H. AS. Hanandjoeddin Tanjung Pandandan Bandara Kelas I Fatmawati SoekarnoBengkulu

m. Cooperation Agreement of Utilization of H. AS.Hanandjoeddin Class I Airport Tanjung Pandanand Fatmawati Soekarno Class I AirportBengkulu.

Pada tanggal 13 Oktober 2019, Perusahaandan Direktorat Jenderal Perhubungan UdaraKementerian Perhubungan Republik Indonesia(Dephub) menandatangani Perjanjian KerjaSama Pemanfaatan (KSP) Barang Milik NegaraPada Bandar Udara Kelas I H. AS.Hanandjoeddin Tanjung PandanNo. HK.201/0029/KUM/DRJU/X/2019 danPJJ.04.04.01/00/10/2019/0918 dan BandarUdara Kelas I Fatmawati Soekarno BengkuluNo. HK.201/0028/KUM/DRJU/X/2019 danPJJ.04.04.01/00/10/2019/0919. Perjanjian iniberlaku selama 30 tahun sejak tanggal 1Januari 2020 hingga 31 Desember 2049.

On October 13, 2019, the Company andDirectorate General of Civil Aviation Ministry ofTransportation Republic Indonesia (Dephub)signed Cooperation Agreement of StateProperty Utilization of H. AS. HanandjoeddinClass I Airport Tanjung Pandan No.HK.201/0029/KUM/DRJU/X/2019 andPJJ.04.04.01/00/10/2019/0918 and FatmawatiSoekarno Class I Airport Bengkulu No.HK.201/0028/KUM/DRJU/X/2019 andPJJ.04.04.01/00/10/2019/0919. This agreementis effective for 30 years start from January 1,2020 to December 31, 2049.










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m. Perjanjian Kerjasama Pemanfaatan BandaraKelas I H. AS. Hanandjoeddin Tanjung Pandandan Bandara Kelas I Fatmawati SoekarnoBengkulu (lanjutan)

m. Cooperation Agreement of Utilization of H. AS.Hanandjoeddin Class I Airport Tanjung Pandanand Fatmawati Soekarno Class I AirportBengkulu (continued)


- Mengelola dan melakukan optimalisasipenyediaan dan pengembangan BandarUdara Kelas I H. AS. HanandjoeddinTanjung Pandan dan Bandar Udara Kelas IFatmawati Soekarno Bengkulu sehinggameningkatkan perannya dalam mendukungkegiatan perekonomian.

- Memberikan kontribusi tetap danpembagian keuntungan atas pengelolaanBandar Udara Kelas I H. AS.Hanandjoeddin Tanjung Pandan danBandar Udara Kelas I Fatmawati SoekarnoBengkulu.

- Penyerahan hasil pengembangan,pembangunan dan penambahan fasilitasBandar Udara Kelas I H. AS.Hanandjoeddin Tanjung Pandan danBandar Udara Kelas I Fatmawati SoekarnoBengkulu oleh Perusahaan kepadaDephub.


- Manage and optimize provision anddevelopment of H. AS. HanandjoeddinClass I Airport Tanjung Pandan andFatmawati Soekarno Class I AirportBengkulu as the result increase its role indeveloping the economy activities.

- Provide fixed contribution and profit sharingfor management of H. AS. HanandjoeddinClass I Airport Tanjung Pandan andFatmawati Soekarno Class I AirportBengkulu.

- Hand over of the result of the development,construction and addition facilities of H. AS.Hanandjoeddin Class I Airport TanjungPandan and Fatmawati Soekarno Class IAirport Bengkulu from the Company toDephub.










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49. KONTINJENSI 49. CONTINGENCIES

a. AJB Bumiputera 1912 (“AJB”) a. AJB Bumiputera 1912 (“AJB”)

Pada tanggal 25 Juli 2018, Perusahaanmengajukan permohonan ke Arbitrase NasionalIndonesia (“BANI”) terhadap AJB Bumiputera1912 (“AJB”) sebagaimana terdaftar dalamperkara nomor: 41072/VIII/ARV-BANI/2018.Permohonan tersebut diajukan sehubungandengan kewajiban AJB dalam melakukanpembayaran atas manfaat pengelolaan danaTunjangan Hari Tua (THT) kepada pegawaiPerusahaan.

On July 25, 2018, the Company submitted anapplication to the Indonesian NationalArbitration ("BANI") against AJB Bumiputera1912 ("AJB") as registered in case number:41072/VIII/ARV-BANI/2018. The applicationwas submitted in relation with AJB's obligationto provide benefit payment of retirement fundsto the Company’s employees.

Terhadap permohonan tersebut, pada tanggal4 Februari 2019, BANI memberikan putusanantara lain sebagai berikut:1. Menghukum AJB untuk membayar

kewajiban kepada Perusahaan atas klaimasuransi sebesar Rp30.469.142.984.

2. Menghukum dan memerintahkan AJBuntuk mengganti kerugian Perusahaansebesar Rp104.298.349.800 yang harusmenunjuk pengelola dana THT baru untukmenggantikan AJB.

In regard with the application, on February 4,2019, BANI has made decision, among others,is as follows:1. Convict AJB to paid its obligation to the

Company for the insurance benefit claim ofRp30,469,142,984.

2. Convict and instruct AJB to compensate theCompany’s loss of Rp104,298,349,800which must appoint new retirement fundmanager to replace AJB.

Pada tanggal 28 Maret 2019, AJB mengajukanpermohonan pembatalan atas Putusan BANIkepada Pengadilan Negeri Jakarta Selatan (PNJaksel). Pada tanggal 6 Agustus 2019, PNJaksel telah menolak Permohonan AJBtersebut. Pada tanggal 20 Agustus 2019, AJBmengajukan upaya hukum banding terhadapPutusan PN Jaksel kepada Mahkamah AgungRepublik Indonesia dengan mengajukanmemori permohonan banding pada tanggal2 September 2019.

On March 28, 2019, AJB has submitted arevocation letter on the BANI’s Decision to theSouth Jakarta District Court. On August 6,2019, the South Jakarta District Court rejectedthe AJB request. On August 20, 2019, AJB filedan appeal against the South Jakarta DistrictCourt's decision to the Supreme Court of theRepublic of Indonesia by submitting amemorandum of appeal on September 2, 2019.

Sampai dengan tanggal penyelesaian laporankeuangan konsolidasian, belum adapemberitahuan secara resmi mengenaiputusan dari Mahkamah Agung kepadaPerusahaan.

As of the completion date of the consolidatedfinancial statement, there has been no officialnotification regarding the decision of theSupreme Court to the Company.










174

49. KONTINJENSI (lanjutan) 49. CONTINGENCIES (continued)

b. PT Asuransi Jiwasraya (Persero) (“AJS”) b. PT Asuransi Jiwasraya (Persero) (“AJS”)

Program imbalan pasca kerja - THTPerusahaan bagi karyawannya diantaranyadikelola oleh AJS dalam bentuk programasuransi kumpulan untuk 1.118 karyawan.

Pada tanggal 23 Desember 2020, AJSmengirimkan surat kepada Perusahaan dimanaAJS menyampaikan PenawaranRestrukturisasi Polis Asuransi Kumpulan.Kementerian BUMN sebagai pemegang sahamAJS bekerjasama dengan PT BahanaPembinaan Usaha Indonesia (BPUI) telahmerancang Rencana Penyehatan KeuanganJiwasraya dengan cara:1. Restruktrisasi Polis Asuransi2. Pendirian IFG Life dan Transfer Portofolio

dari AJS ke IFG Life3. Pemerintah akan melakukan bail-in berupa

Penyertaan Modal Negara (PMN) kepadaIFG sebagai holding asuransi danpenjaminan untuk kemudian IFG akanmendirikan IFG Life untuk menyelamatkanpolis asuransi Jiwasraya.

Restrukturisasi polis asuransi dilakukandengan menawarkan penghentian polisasuransi eksisting, dimana 95% dari Nilai Tunaimenjadi saldo awal produk Pendanaan HariTua yang disebut JS PHT.

Pada tanggal 10 Maret 2021, Perusahaankembali menerima surat dari AJS terkait tindaklanjut penawaran restrukturisasi polis, dimanadalam surat tersebut AJS menyatakan bahwanilai tunai program THT adalah sebesarRp128.280.952.796.

Pada tanggal 26 Maret 2021, KementerianNegara BUMN mengirimkan surat kepadaBUMN-BUMN terkait dukungan restrukturisasipolis BUMN dan Afiliasi yang akan dilakukanoleh AJS. Dalam surat tersebut dihimbaukepada BUMN-BUMN yang memiliki polis diAJS untuk turut mendukung program tersebut.

Sehubungan dengan program restrukturisasitersebut, manajemen telah melakukanpencadangan atas 5% nilai tunai yang tidakdialihkan tersebut sebesar Rp6.414.047.640pada laporan keuangan Perusahaan tahun2020.

One of the Company’s post employmentbenefits – THT is being managed by AJS in theform of collective insurance program for 1.118employees.

On December 23, 2020, AJS send a letter to theCompany, where AJS present TheRestructurisation of Collective Insurance PolicyProposal. Ministry of State-owned Enterprises(BUMN) as the shareholder of AJS cooperatewith PT Bahana Pembinaan Usaha Indonesia(BPUI) had devised a Plan to FinanciallyRestructure Jiwasraya, which is as follows:1. Resturcture the Insurance Policy2. Establishment of IFG Life and Transfer

Portofolio from AJS to IFG Life3. The Government will bail-in in the form of

State Equity Participation (PMN) to IFG asthe insurance holding and guarantor,where IFG will then establish IFG Life tobail insurance policy of Jiwasraya.

The restructurisation of insurance policy will beperformed by offering the termination of theexisting insurance policy, where 95% of cashvalue will be the beginning balance ofPendanaan Hari Tua product called JS PHT.

On March 10, 2021, the Company receivedletter from AJS in relation to the restructurisationof insurance policy proposal’s response, wherein the letter, AJS stated that the cash value forthe THT program is amounting toRp128,280,952,796 billion.

On March 26, 2021, Ministry of BUMN sent aletter to BUMNs to endorse the BUMN’s andtheir Affliations insurance policy restructuringdone by AJS. In the letter, BUMNs are appealedto own policy in AJS to support the program

In relation with the restructring program,management had allocate 5% of the cash valuethat was not redirected, amountingRp6,414,047,640 in the Company’s 2020financial statement.










175

50. STANDAR AKUNTANSI YANG TELAHDISAHKAN NAMUN BELUM BERLAKU EFEKTIF

50. ACCOUNTING STANDARDS ISSUED BUT NOTYET EFFECTIVE

Standar akuntansi dan interpretasi yang telahdisahkan oleh Dewan Standar Akuntansi Keuangan(DSAK), tetapi belum berlaku efektif untuk laporankeuangan konsolidasian tahun berjalan diungkapandibawah ini. Kelompok Usaha bermaksud untukmenerapkan standar tersebut, jika dipandangrelevan, saat telah menjadi efektif.

The standards and interpretations that are issued bythe Indonesian Financial Accounting StandardsBoard (DSAK), but not yet effective for currentconsolidated financial statements are disclosedbelow. The Group intends to adopt these standards,if applicable, when they become effective.

a. Amendemen PSAK 73: Sewa tentang KonsesiSewa terkait Covid-19, berlaku efektif untukperiode pelaporan tahunan yang dimulai padaatau setelah 1 Juni 2020 dan penerapan dinidiperkenankan.

a. Amendments to PSAK 73: Covid-19 RelatedRent Concessions, effective to annual reportingperiods beginning on or after June 1, 2020 andearly adoption is permitted.

Amandemen tersebut memberikankelonggaran bagi lessee untuk menerapkanpedoman PSAK 73 tentang modifikasi sewaakuntansi untuk konsesi sewa yang timbulsebagai akibat langsung dari pandemi Covid-19. Sebagai cara praktis, lessee dapat memilihuntuk tidak menilai apakah konsesi sewa terkaitCovid-19 dari lessor merupakan modifikasisewa. Lessee yang membuat pemilihan inimemperhitungkan setiap perubahan dalampembayaran sewa yang dihasilkan dari konsesisewa terkait Covid-19 dengan cara yang samaakan menjelaskan perubahan berdasarkanPSAK 73, jika perubahan tersebut bukanmerupakan modifikasi sewa.

The amendments provide relief to lessees fromapplying PSAK 73 guidance on leasemodification accounting for rent concessionsarising as a direct consequence of the Covid-19pandemic. As a practical expedient, a lesseemay elect not to assess whether a Covid-19related rent concession from a lessor is a leasemodification. A lessee that makes this electionaccounts for any change in lease paymentsresulting from the Covid-19 related rentconcession the same way it would account forthe change under PSAK 73, if the change werenot a lease modification.

b. Amendemen PSAK 22: Kombinasi Bisnistentang Definisi Bisnis, efektif untuk kombinasibisnis yang tanggal akuisisinya pada atausetelah awal periode tahun buku yang dimulaipada atau setelah tanggal 1 Januari 2021 danuntuk akuisisi aset yang terjadi pada atausetelah awal periode tersebut denganpenerapan lebih dini diperkenankan.

b. Amendments to PSAK 22: Definition of aBusiness, effective for business combinationsfor which the acquisition date is on or after thebeginning of the first annual reporting periodbeginning on or after 1 January 2021 and toasset acquisitions that occur on or after thebeginning of that period with earlier applicationpermitted.

Amandemen PSAK 22 Kombinasi Bisnismengklarifikasi unsur bisnis bahwa untukdipertimbangkan sebagai suatu bisnis, suaturangkaian terintegrasi dari aktivitas dan asetyang diakuisi mencakup, minimum, input danproses substantif yang bersama-samaberkontribusi secara signifikan terhadapkemampuan untuk menghasilkan output.

The amendment to PSAK 22 BusinessCombinations clarifies that to be considered abusiness, an integrated set of activities andassets must include, at a minimum, an input anda substantive process that, together,significantly contribute to the ability to createoutput. Furthermore, it clarifies that a businesscan exist without including all of the inputs andprocesses needed to create outputs.










176

50. STANDAR AKUNTANSI YANG TELAHDISAHKAN NAMUN BELUM BERLAKU EFEKTIF(lanjutan)

50. ACCOUNTING STANDARDS ISSUED BUT NOTYET EFFECTIVE (continued)

c. Amendemen PSAK 71: Instrumen Keuangan,Amendemen PSAK 55: Instrumen Keuangan:Pengakuan dan Pengukuran, AmendemenPSAK 60: Instrumen Keuangan:Pengungkapan, Amendemen PSAK 62:Kontrak Asuransi dan Amendemen PSAK 73:Sewa tentang Reformasi Acuan Suku Bunga –Tahap 2, berlaku efektif per 1 Januari 2021dengan penerapan lebih dini diperkenankan.

c. Amendments to PSAK 71: FinancialInstruments, Amendments to PSAK 55:Financial Instruments: Recognition andMeasurement, Amendments to PSAK 60:Financial Instruments: Disclosures,Amendments to PSAK 62: Insurance Contractsand Amendments to PSAK 73: Leases onInterest Rate Reference Reform - Stage 2,effective as of January 1, 2021 with earlierapplication permitted.

Reformasi Acuan Suku Bunga - Tahap 2membahas isu yang mungkin mempengaruhipelaporan keuangan selama reformasi acuansuku bunga, termasuk dampak perubahan aruskas kontraktual atau hubungan lindung nilaiyang timbul dari penggantian acuan sukubunga dengan acuan alternatif yang baru.Amendemen ini mengubah persyaratan dalamPSAK 71: Instrumen Keuangan, PSAK 55:Instrumen Keuangan: Pengakuan danPengukuran, PSAK 60: Instrumen Keuangan:Pengungkapan, PSAK 62: Kontrak Asuransidan PSAK 73: Sewa yang terkait dengan:• perubahan dasar untuk menentukan aruskas kontraktual dari aset keuangan, liabilitaskeuangan dan liabilitas sewa;• akuntansi lindung nilai; dan• pengungkapan.

Reformasi Acuan Suku Bunga - Tahap 2 hanyaberlaku untuk perubahan yang disyaratkan olehreformasi acuan suku bunga untuk instrumenkeuangan dan hubungan lindung nilai.

Interest Rate Reference Reform - Stage 2addresses issues that may affect financialreporting during the benchmark interest ratereform, including the impact of changes incontractual cash flows or hedging relationshipsthat arise from replacing the benchmark interestrate with a new alternative reference. Theseamendments amend the requirements of PSAK71: Financial Instruments , PSAK 55: FinancialInstruments: Recognition and Measurement ,PSAK 60: Financial Instruments: Disclosures ,PSAK 62: Insurance Contracts and PSAK 73:Leases related to:• changes in the basis for determining thecontractual cash flows of financial assets,financial liabilities and lease liabilities;• hedge accounting; and• disclosure.

Interest Rate Reference Reform - Stage 2applies only to changes required by thebenchmark interest rate reform for financialinstruments and hedge relationships.

d. Amendemen PSAK 57: Provisi, LiabilitasKontinjensi, dan Aset Kontinjensi tentangKontrak Memberatkan - Biaya MemenuhiKontrak, berlaku efektif pada 1 Januari 2022dengan penerapan dini diperkenankan.

d. Amendments to PSAK 57: Provisions,Contingent Liabilities, and Contingent Assetsregarding Aggravating Contracts - ContractFulfillment Costs, effective on January 1, 2022with earlier application is permitted.

Amendemen ini mengklarifikasi biaya untukmemenuhi suatu kontrak dalam kaitannyadalam menentukan apakah suatu kontrakmerupakan kontrak memberatkan.

Amendemen PSAK 57 mengatur bahwa biayauntuk memenuhi kontrak meliputi biaya yangberhubungan langsung dengan kontrak. Biayayang berhubungan langsung dengan kontrakterdiri dari:1. biaya inkremental untuk memenuhi kontraktersebut, dan2. alokasi biaya lain yang berhubunganlangsung untuk memenuhi kontrak.

This amendment clarifies the cost of fulfilling acontract in relation to determining whether acontract is a burdensome contract.

The amendments to PSAK 57 provide thatcosts to fulfill a contract comprise of costs thatare directly related to the contract. Costs thatare directly related to the contract consist of:

1. incremental costs to fulfill the contract, and

2. allocation of other costs that are directlyrelated to fulfilling the contract.










177

50. STANDAR AKUNTANSI YANG TELAHDISAHKAN NAMUN BELUM BERLAKU EFEKTIF(lanjutan)

50. ACCOUNTING STANDARDS ISSUED BUT NOTYET EFFECTIVE (continued)

d. Amendemen PSAK 57: Provisi, LiabilitasKontinjensi, dan Aset Kontinjensi tentangKontrak Memberatkan - Biaya MemenuhiKontrak, berlaku efektif pada 1 Januari 2022dengan penerapan dini diperkenankan(lanjutan).

d. Amendments to PSAK 57: Provisions,Contingent Liabilities, and Contingent Assetsregarding Aggravating Contracts - ContractFulfillment Costs, effective on January 1, 2022with earlier application is permitted (continued).

Entitas menerapkan amendemen tersebut padakontrak yang belum terpenuhi semuakewajibannya pada awal periode pelaporantahunan yang mana entitas pertama kalimenerapkan amendemen (tanggal aplikasiawal). Entitas tidak menyajikan kembaliinformasi komparatif. Sebagai gantinya, entitasmengakui dampak kumulatif dari penerapanawal amendemen sebagai penyesuaianterhadap saldo awal atas saldo laba ataukomponen ekuitas lainnya, sebagaimanamestinya, pada tanggal aplikasi awal.

An entity shall apply those amendments tocontracts existing at the beginning of the annualreporting period in which the entity first appliesthe amendments (the date of initial application).The entity shall not restate comparativeinformation. Instead, the entity shall recognizethe cumulative effect of initially applying theamendments as an adjustment to the openingbalance of retained earnings (or othercomponent of equity, as appropriate) at the dateof initial application.

Kelompok Usaha sedang mengevaluasidampak dari standar akuntansi tersebut danbelum menentukan dampaknya terhadaplaporan keuangan konsolidasian.

The Group is presently evaluating and has notyet determined the effects of these accountingstandards on its consolidated financialstatements.

e. Amendemen PSAK 1: Penyajian LaporanKeuangan tentang Klasifikasi Liabilitas sebagaiJangka Pendek atau Jangka Panjang, efektifuntuk periode pelaporan tahunan yang dimulaipada atau setelah 1 Januari 2023 dan harusditerapkan secara retrospektif denganpenerapan lebih dini diperkenankan.

e. Amendments to PSAK 1: Classification ofLiabilities as Current or Non-current, effectivefor annual reporting periods beginning on orafter January 1, 2023 and must be appliedretrospectively with earlier applicationpermitted.

Amandemen menentukan persyaratan untukmengklasifikasikan liabilitas sebagai jangkapendek atau jangka panjang. Amandementersebut menjelaskan:• Apa yang dimaksud dengan hak untuk

menangguhkan penyelesaian• Bahwa hak entitas untuk menangguhkan

penyelesaian liabilitas harus ada pada akhirperiode pelaporan

• Klasifikasi tersebut tidak terpengaruh olehkemungkinan bahwa entitas akanmenggunakan haknya untukmenangguhkan penyelesaian liabilitas

• Hanya jika suatu derivatif melekat dalamliabilitas konvertibel merupakan instrumenekuitas saja, penggunaan frasa liabilitastidak akan memengaruhi klasifikasinya

The amendments specify the requirements forclassifying liabilities as current or non-current.The amendments clarify:

• What is meant by a right to defer settlement

• That a right to defer must exist at the endof the reporting period

• That classification is unaffected by thelikelihood that an entity will exercise itsdeferral right

• That only if an embedded derivative in aconvertible liability is itself an equityinstrument would the terms of a liability notimpact its classification










178

51. INFORMASI TAMBAHAN ATAS LAPORAN ARUSKAS

51. SUPPLEMENTAL INFORMATION TO THESTATEMENT OF CASH FLOW

Aktivitas signifikan yang tidak mempengaruhi aruskas konsolidasian adalah sebagai berikut:

Significant activities which did not affect theconsolidated cash flows are as follows:



2020 2019

Kapitalisasi biaya pinjaman Capitalization ofke aset tetap 114.540.955.352 196.990.629.641 borrowing costs

Perubahan pada liabilitas yang timbul dari aktivitaspendanaan pada laporan arus kas konsolidasiadalah sebagai berikut :

Movement of liabilities arising from financingactivities in the consolidated statement of cash flowsare as follows:

Non-arus kas/Non-cash flowSelisih kurs/

1 Januari 2020/ Arus kas/ Foreign exchange Lainnya/ 31 Desember 2020/January 1, 2020 Cash flow difference Other December 31, 2020

Utang bank jangkapendek - 526.554.535.799 - - 526.554.535.799 Short-term bank loans

Utang bank jangkapanjang 10.885.635.808.156 (95.629.059.436) - 6.217.646.383 10.796.224.395.103 Long-term bank loans

Pinjaman obligasi 2.739.857.615.285 2.250.000.000.000 - 5.297.699.363 4.995.155.314.648 Bonds payableLiabilitas sewa 464.520.608.883 (78.330.386.843) 55.969.286.213 442.159.508.253 Lease liability

Total 14.090.014.032.324 2.602.595.089.520 - 67.484.631.959 16.760.093.753.805 Total



Pinjaman bank jangkapanjang 7.112.810.421.949 3.768.582.204.708 - 4.243.181.499 10.885.635.808.156 Long-term bank loans

Pinjaman obligasi 2.737.654.866.132 - - 2.202.749.153 2.739.857.615.285 Bonds payable

Total 9.850.465.288.081 3.768.582.204.708 - 6.445.930.652 13.625.493.423.441 Total

52. KEJADIAN SETELAH TANGGAL PELAPORAN 52. EVENTS AFTER REPORTING PERIOD

a. Pada tanggal 26 Maret 2021, Perusahaan telahmelakukan pembayaran atas penambahankepemilikan sahamnya pada entitas asosiasiPT Railink sebesar Rp19.600.000.000sehingga meningkatkan persentasekepemilikan menjadi 40%. Hingga tanggalpenyelesaian laporan keuangan, akta ataspenambahan modal tersebut masih dalamproses.

b. Pada tanggal 2 Februari 2021, Pemerintahmengundangkan dan memberlakukanPeraturan Pemerintah Nomor 35 Tahun 2021(PP 35/2021) untuk melaksanakan ketentuanPasal 81 dan Pasal 185 (b) UU No. 11/2020mengenai Cipta Kerja yang bertujuan untukmenciptakan lapangan kerja yang seluas-luasnya.

a. On March 26, 2021, The Company has madepayment for additional investment in associateentity PT Railink amounted Rp19,600,000,000,increasing the percentage of its ownership to40%. As of the completion date of the financialstatements, the deed for this additionalinvestment is still in process.

b. On February 2, 2021, the Governmentpromulgated Government Regulation Number35 Year 2021 (PP 35/2021) to implement theprovisions of Article 81 and Article 185 (b) ofLaw no. 11/2020 concerning Job Creation(Cipta Kerja), which aims to create the widestpossible employment opportunities.










179

52. KEJADIAN SETELAH TANGGAL PELAPORAN(lanjutan)

52. EVENTS AFTER REPORTING PERIOD(continued)

PP 35/2021 mengatur mengenai perjanjiankerja waktu tertentu (karyawan tidak tetap), alihdaya, waktu kerja, waktu istirahat danpemutusan hubungan kerja, yang dapatmempengaruhi manfaat imbalan minimum yangharus diberikan kepada karyawan.

Pada tanggal laporan keuangan konsolidasiandiotorisasi, Kelompok Usaha masihmengevaluasi dampak potensial penerapanperaturan pelaksana PP 35/2021,termasukdampaknya pada laporan keuangankonsolidasian Kelompok Usaha untuk periodepelaporan berikutnya.

PP 35/2021 regulates the work agreement for acertain period (non-permanent employees),outsourcing, working time, rest time andtermination of employment, which can affect theminimum benefits that must be provided toemployees.

As of the authorization date of theseconsolidated financial statements, the Group isstill evaluating the potential impacts of PP35/2021, including the impacts on the Group'sconsolidated financial statements for the nextreporting period.

53. KETIDAKPASTIAN MAKROEKONOMI 53. MACROECONOMIC UNCERTAINTY

Sampai dengan tanggal penyelesaian laporankeuangan konsolidasian ini, telah terjadipenyebaran virus Covid-19 ke seluruh penjurudunia termasuk Indonesia yang menyebabkanketidakpastian makro ekonomi sehubungandengan volatilitas nilai tukar mata uang asing,harga dan permintaan. Kondisi ini berdampakpada menurunnya secara signifikan operasi dankondisi keuangan Kelompok Usaha.Perkembangan masa depan mungkin berubahakibat perubahan pasar atau situasi lainnya di luarkendali Kelompok Usaha. Peningkatan jumlahinfeksi virus Covid-19 yang signifikan ataupenyebaran yang berkepanjangan dapatmempengaruhi Indonesia dan operasi KelompokUsaha. Manajemen akan terus memantau hal inidan mengatasi risiko dan ketidakpastian terkaithal ini di masa mendatang.

As of the date of completion of this consolidatedfinancial statements, the Covid-19 virus hasspread all over the world including Indonesia, thatcaused uncertainty in macroeconomic related tovolatility in foreign exchange rates, prices anddemand. This condition has affected the significantdecreased in the Group’s operation and financialcondition. Future developments may change dueto market changes or other situations outside thecontrol of the Group. A significant rise in thenumber of Covid-19 virus infections or prolongationof the outbreak may affect Indonesia and theGroup’s operation. Management will continue tomonitor and overcome the risks and uncertaintiesregard with this matter in the future.

INFORMASI KEUANGAN ENTITAS INDUK/FINANCIAL INFORMATION OF THE PARENT ENTITY

1

PT ANGKASA PURA II (PERSERO)ENTITAS INDUK SAJA

LAPORAN POSISI KEUANGAN31 Desember 2020


PT ANGKASA PURA II (PERSERO)PARENT ENTITY ONLY

STATEMENT OF FINANCIAL POSITIONAs of December 31, 2020



ASET ASSETS

ASET LANCAR CURRENT ASSETSKas dan setara kas 1.609.752.720.204 2.687.545.032.950 Cash and cash equivalentsPiutang usaha, bersih 1.629.223.961.406 850.450.212.145 Trade receivables, netPiutang lain-lain 101.416.756.761 100.823.048.391 Other receivablesPersediaan 8.512.321.876 9.546.591.496 InventoriesUang muka 15.907.165.878 38.960.327.306 AdvancesAset keuangan yang tersedia untuk dijual Available-for-sale financial assets -

bagian lancar 10.180.000.000 current portionBiaya dibayar di muka 25.600.000.000 38.429.694.997 Prepaid expensesPendapatan yang masih harus diterima 157.475.997.956 236.387.587.684 Accrued revenuePajak dibayar dimuka 183.977.182.359 136.994.973.925 Prepaid taxes

TOTAL ASET LANCAR 3.731.866.106.440 4.109.317.468.894 TOTAL CURRENT ASSETS

ASET TIDAK LANCAR NON-CURRENT ASSETSAset keuangan yang tersedia Available-for-sale financial assets -

untuk dijual - bagian tidak lancar 55.483.500.000 62.790.400.000 non-current portionPenyertaan saham 1.407.639.456.461 1.322.639.456.462 Investments in shares of stockUang muka pembelian tanah 3.316.002.785.219 3.316.002.785.219 Advance for land acquisitionProperti investasi, bersih 74.461.619.610 75.227.374.501 Investment property, netAset tetap, bersih 33.747.271.115.236 33.059.433.497.423 Fixed assets, netAset hak-guna, neto 391.811.311.973 - Right-of-use assets, netEstimasi tagihan pajak 393.943.369.017 406.704.795.633 Estimated claim for refundable taxAset tidak lancar lain-lain 76.453.134.272 106.069.885.381 Other non-current assets

TOTAL ASET TIDAK LANCAR 39.463.066.291.788 38.348.868.194.619 TOTAL NON-CURRENT ASSETS

TOTAL ASET 43.194.932.398.228 42.458.185.663.513 TOTAL ASSETS

2


LAPORAN POSISI KEUANGAN (lanjutan)Tanggal 31 Desember 2020



STATEMENT OF FINANCIAL POSITION (continued)As of December 31, 2020



LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY

LIABILITAS JANGKA PENDEK CURRENT LIABILITIESUtang usaha 2.914.955.316 3.761.955.093 Trade payablesUtang lain-lain 2.470.606.754.491 2.336.922.349.458 Other payablesBeban akrual 1.696.012.475.079 1.537.630.279.360 Accrued expensesUtang pajak 31.045.241.278 54.867.517.709 Taxes payableLiabilitas dana pensiun 50.846.631.247 29.607.055.346 Pension fund liabilitiesPendapatan yang diterima di muka 79.490.213.344 143.308.318.988 Unearned revenuesLiabilitas imbalan kerja Short-term employees

jangka pendek 132.806.241.816 228.509.428.324 benefits liabilitiesUtang bank jangka pendek 526.554.535.799 - Short-terms bank loansLiabilitas jangka panjang yang jatuh Current maturities of long-term

tempo dalam waktu satu tahun: liabilities:Utang bank jangka panjang 229.597.480.000 585.388.500.000 Long-term bank loanUtang obligasi 1.200.000.000.000 - Bonds payableLiabilitas sewa 6.766.944.093 - Lease liabilities

TOTAL LIABILITASJANGKA PENDEK 6.426.641.472.463 4.919.995.404.278 TOTAL CURRENT LIABILITIES

LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIESLiabilitas jangka panjang setelah

dikurangi bagian yang jatuh Long-term liabilities - net oftempo dalam waktu satu tahun: current maturities:Utang bank jangka panjang 10.566.626.915.103 10.300.247.308.156 Long-term bank loansUtang obligasi 3.795.155.314.648 2.739.857.615.285 Bonds payableLiabilitas sewa 410.608.195.972 - Lease liabilities

Utang jaminan pelanggan 33.443.505.384 24.455.909.690 Customers depositsLiabilitas pajak tangguhan 231.024.839.340 522.505.012.960 Deferred tax liabilitiesLiabilitas imbalan kerja 995.410.175.961 352.539.616.201 Employee benefits liabilitiesDana program Tunjangan Hari Tua 3.003.447.809 - Retirement program funds

TOTAL LIABILITASJANGKA PANJANG 16.035.272.394.217 13.939.605.462.292 TOTAL NON-CURRENT LIABILITIES

TOTAL LIABILITAS 22.461.913.866.680 18.859.600.866.570 TOTAL LIABILITIES

EKUITAS EQUITYModal saham - nilai nominal Share capital - par value of

Rp1.000.000 per saham Rp1,000,000 per shareModal dasar - Authorized capital -63.886.608 saham pada 68,886,608 shares

tahun 2019 dan in 2019 and20.000.000 saham pada 20,000,000 shares

tahun 2018 dan 2017 in 2018 and 2017Modal ditempatkan dan Issued and fullydisetor penuh - paid capital -15.971.652 saham pada 15,971,652 shares

tahun 2019 dan in 2019 and7.000.000 saham pada 7,000,000 shares

tahun 2018 dan 2017 15.971.652.000.000 15.971.652.000.000 in 2018 and 2017Tambahan modal disetor (59.048.538.134) (59.048.538.134) Additional paid-in capitalModal disetor lainnya 881.022.753.453 - Other paid-in capitalKomponen ekuitas lainnya (11.560.732.585) 869.462.020.868 Other components of equityRugi komprehensif lain (758.726.667.063) (263.133.266.523) Other comprehensive lossSaldo laba Retained earnings

Dicadangkan 8.088.312.455.585 7.072.640.364.594 AppropriatedBelum dicadangkan (3.378.632.739.708) 7.012.216.138 Unappropriated

TOTAL EKUITAS 20.733.018.531.548 23.598.584.796.943 TOTAL EQUITY

TOTAL LIABILITAS DAN EKUITAS 43.194.932.398.228 42.458.185.663.513 TOTAL LIABILITIES AND EQUITY

3


LAPORAN LABA RUGI DAN PENGHASILANKOMPREHENSIF LAIN

Untuk Tahun Yang Berakhir PadaTanggal 31 Desember 2020



STATEMENT OF PROFIT OR LOSS AND OTHERCOMPREHENSIVE INCOME

For The Year EndedDecember 31, 2020




2020 2019

PENDAPATAN USAHA OPERATING REVENUESPendapatan aeronautika 2.171.198.581.426 5.759.574.609.569 Aeronautical revenuesPendapatan non-aeronautika 2.199.989.783.270 3.035.152.128.528 Non-Aeronautical revenues

TOTAL 4.371.188.364.696 8.794.726.738.097 TOTAL

Beban operasional bandara (3.145.095.980.248) (3.628.780.227.179) Airport operation expensesBeban pegawai (1.522.895.886.674) (1.750.335.047.595) Employee expenses

General and administrativeBeban umum dan administrasi (1.058.937.267.468) (1.301.046.167.065) expenseBeban pemasaran (11.465.351.614) (15.584.788.476) Marketing expensesPendapatan lain-lain 46.030.129.266 256.512.403.304 Other incomeBeban lain-lain (73.645.507.396) (106.041.277.384) Other expenses

LABA USAHA (1.394.821.499.438) 2.249.451.633.702 OPERATING PROFIT

Penghasilan keuangan 100.087.202.249 130.927.544.040 Finance incomePajak final atas penghasilan keuangan (20.424.796.962) (27.364.397.465) Final tax on finance incomeBeban keuangan (1.133.986.809.245) (794.412.431.628) Finance costs

LABA SEBELUM PROFIT BEFOREPAJAK PENGHASILAN BADAN (2.449.145.903.396) 1.558.602.348.649 CORPORATE INCOME TAX

Beban pajak final (70.050.754.283) (128.935.248.669) Final tax expense

LABA SEBELUM PAJAK PROFIT BEFOREPENGHASILAN BADAN (2.519.196.657.679) 1.429.667.099.980 CORPORATE INCOME TAX

BEBAN (MANFAAT) INCOME TAX EXPENSEPAJAK PENGHASILAN (BENEFIT)Pajak kini - 276.844.137.750 Current taxPajak tangguhan (153.906.536.419) 229.028.213.287 Deferred taxKekurangan pajak penghasilan Under provison prior year

periode sebelumnya 14.955.014.572 6.443.535.767 corporate income tax

BEBAN (MANFAAT) CORPORATE INCOME TAXPAJAK PENGHASILAN, NETO (138.951.521.847) 512.315.886.804 BENEFIT (EXPENSES), NET

LABA TAHUN BERJALAN (2.380.245.135.832) 917.351.213.176 PROFIT FOR THE YEAR

PENGHASILAN (RUGI) OTHER COMPREHENSIVEKOMPREHENSIF LAIN INCOME (LOSS)

Pos-pos yang akan Item that will bedireklasifikasi ke laba rugi reclassified to profit or lossperiode berikutnya in subsequent period

Perubahan nilai wajar aset Changes in fair value of availablekeuangan tersedia untuk dijual 2.513.100.000 3.783.337.000 for sale financial assets

Pos-pos yang tidak akan Item that will not bedireklasifikasi ke laba rugi reclassified to profit or lossperiode berikutnya in subsequent period

Kerugian aktuaria (638.598.077.616) (84.657.030.228) Actuarial lossEfek beban pajak penghasilan 140.491.577.076 21.164.257.557 Income tax effect expense

TOTAL PENGHASILAN KOMPREHENSIF TOTAL COMPREHENSIVETAHUN BERJALAN (2.875.838.536.372) 857.641.777.505 INCOME FOR THE YEAR

4

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5

PT ANGKASA PURA II (PERSERO)ENTITAS INDUK SAJALAPORAN ARUS KAS

Untuk Tahun Yang Berakhir PadaTanggal 31 Desember 2020

(Disajikan dalam Rupiah kecuali dinyatakan lain)


STATEMENT OF CASH FLOWSFor The Year EndedDecember 31, 2020




2020 2019

ARUS KAS DARI CASH FLOWS FROMAKTIVITAS OPERASI OPERATING ACTIVITIESPenerimaan dari pelanggan 3.395.556.425.523 8.747.118.671.188 Receipts from customersPembayaran kepada pemasok Payments to suppliers and

dan pihak ketiga lainnya (2.097.504.935.248) (2.948.306.449.303) other third partiesPembayaran kepada karyawan (1.632.972.080.520) (1.656.052.523.639) Payments to employeesPembayaran bunga (1.197.063.576.538) (794.412.431.628) Payment of interestPenerimaan bunga 79.657.536.306 103.563.146.575 Receipt of interestPenerimaan (pembayaran) lainnya (38.540.463.970) (40.248.726.123) Other receipts (payments)Pembayaran pajak (70.080.132.946) (670.386.279.663) Payments for taxes

Kas neto yang diperoleh (digunakan) Net cash provided (used in) bydari aktivitas operasi (1.560.947.227.393) 2.741.275.407.407 operating activities

ARUS KAS DARI CASH FLOWS FROMAKTIVITAS INVESTASI INVESTING ACTIVITIESPerolehan aset tetap dan Acquisition of fixed assets

uang muka pembelian tanah (2.087.119.567.888) (6.248.539.686.673) and advance for land acquisitionPenerimaan dari penjualan aset tetap 1.453.191.770 187.680.217.564 Proceed from sales of fixed assetsHasil penjualan aset keuangan Proceed from sale of financial

tersedia untuk untuk dijual 20.000.000.000 12.000.000.000 assets available-for-salePenambahan penyertaan pada Additional subscription in

entitas anak dan entitas asosiasi (85.000.000.000) (639.200.000.000) subsidiaries and associate entity

Kas neto yang digunakan untuk Net cash used inaktivitas investasi (2.150.666.376.118) (6.688.059.469.109) investing activities

ARUS KAS DARI CASH FLOWS FROMAKTIVITAS PENDANAAN FINANCING ACTIVITYPenerimaan utang bank jangka pendek 558.554.535.799 - Proceed from short-term bank loanPenerimaan utang jangka panjang: Proceeds from long-term liabilities:

Utang bank 100.184.440.564 4.110.309.262.998 Bank loanUtang obligasi 2.250.000.000.000 - Bonds payable

Pembayaran utang bank jangka pendek (32.000.000.000) - Payment of short-term bank loanPembayaran utang bank jangka panjang (195.813.500.000) (335.336.000.000) Payment of long-term bank loanPembayaran biaya Payments for bank

transaksi utang bank (8.000.000.000) (6.391.058.290) loan transaction costsPembayaran biaya Payments for bonds

transaksi utang obligasi (3.461.768.000) - payable transaction costsPembayaran dividen kas - (439.670.327.000) Payments of cash dividendsPembayaran liabilitas sewa (35.642.417.598) - Payments of lease liabilities

Kas neto yang diperoleh Net cashuntuk aktivitas pendanaan 2.633.821.290.765 3.328.911.877.708 provided by financing activities

PENURUNAN DECREASE IN CASHKAS DAN SETARA KAS (1.077.792.312.746) (617.872.183.994) AND CASH EQUIVALENTS

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTSAWAL TAHUN 2.687.545.032.950 3.305.417.216.944 AT BEGINNING OF YEAR

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTSAKHIR TAHUN 1.609.752.720.204 2.687.545.032.950 AT END OF YEAR

6


CATATAN ATAS LAPORAN KEUANGANTanggal 31 Desember 2020 dan untuk

Tahun yang Berakhir pada Tanggal Tersebut(Disajikan dalam Rupiah, kecuali dinyatakan lain)


NOTES TO FINANCIAL STATEMENTSAs of December 31, 2020 and

for the Year Then Ended(Expressed in Rupiah, unless otherwise stated)

1. IKHTISAR KEBIJAKAN AKUNTANSISIGNIFIKAN

1. SUMMARY OF SIGNIFICANT ACCOUNTINGPOLICIES

Dasar Penyusunan Laporan KeuanganTersendiri Entitas Induk

Basis of Preparation of the Separate FinancialStatements of the Parent Entity

Laporan keuangan tersendiri Entitas Induk disusunsesuai dengan Pernyataan Standar AkuntansiKeuangan (“PSAK”) No. 4 (Revisi 2013), “LaporanKeuangan Tersendiri”.

The separate financial statements of the ParentEntity are prepared in accordance with theStatement of Financial Accounting Standards(“PSAK”) No. 4 (Revised 2013), “Separate FinancialStatements”.

Kebijakan akuntansi yang diterapkan dalampenyusunan laporan keuangan tersendiri entitasinduk adalah sama dengan kebijakan akuntansiyang diterapkan dalam penyusunan laporankeuangan konsolidasian sebagaimana diungkapkandalam Catatan 2 atas laporan keuangankonsolidasian, kecuali untuk penyertaan padaentitas anak dan entitas asosiasi.

Accounting policies adopted in the preparation of theparent entity separate financial statements are thesame as the accounting policies adopted in thepreparation of the consolidated financial statementsas disclosed in Note 2 to the consolidated financialstatements, except for investments in subsidiariesand associates.

Penyertaan saham pada entitas anak dicatat padabiaya perolehan. Entitas induk mengakui dividendari entitas anak pada perkiraan laba rugi dalamlaporan keuangan tersendiri ketika hak menerimadividen ditetapkan.

Investments in shares of stock of subsidiaries areaccounted for at acquisition cost. The parent entityrecognizes dividends from subsidiaries in profit orloss in its separate financial statements when its rightto receive the dividends was established.

2. PENYERTAAN SAHAM PADA ENTITAS ANAKDAN ENTITAS ASOSIASI

2. INVESTMENTS IN SHARES OF STOCK OFSUBSIDIARIES AND ASSOCIATES

Informasi mengenai entitas asosiasi yang dimilikiKelompok Usaha diungkapkan dalam Catatan 1catas Laporan Keuangan Konsolidasian.

Information pertaining to associates owned by theGroup is disclosed in Note 1c to the ConsolidatedFinancial Statements.

Pada tanggal 31 Desember 2020 dan 2019, EntitasInduk memiliki penyertaan saham pada entitas anakdan entitas asosiasi berikut:

As of December 31, 2020 and 2019, the ParentEntity has the following investments in shares ofstock of subsidiaries and associates:

Persentase Biaya perolehan Persentase Biaya perolehanKepemilikan/ 31 Desember 2020/ Kepemilikan/ 31 Desember 2019/Percentage of Acquisition cost Percentage of Acquisition cost

ownership December 31, 2020 ownership December 31, 2019

Entitas Anak/SubsidiariesPT Angkasa Pura Solusi 99,99% 107.978.274.181 99,99% 107.978.274.181PT Angkasa Pura Kargo 99,95% 199.900.000.000 99,95% 199.900.000.000PT Angkasa Pura Propertindo 99,93% 149.900.000.000 99,93% 149.900.000.000PT Angkasa Pura Aviasi 99,00% 9.900.000.000 99,00% 9.900.000.000PT Gapura Angkasa 46,62% 339.764.899.780 46,62% 339.764.899.780

Entitas Asosiasi/AssociatesPT Railink 38,55% 309.943.002.376 40,00% 309.943.002.376PT Bandar Udara Internasional Jawa Barat 15,41% 285.000.000.000 11,34% 200.000.000.000PT Purantara Mitra Angkasa Dua 0,11% 5.253.280.125 0,11% 5.253.280.125

Total 1.322.639.456.462 1.322.639.456.462

7


CATATAN ATAS LAPORAN KEUANGANTanggal 31 Desember 2019 dan untuk

Tahun yang Berakhir pada Tanggal Tersebut(Disajikan dalam Rupiah, kecuali dinyatakan lain)


NOTES TO FINANCIAL STATEMENTSAs of December 31, 2019 and

for the Year Then Ended(Expressed in Rupiah, unless otherwise stated)

3. INFORMASI TAMBAHAN ATAS LAPORANARUS KAS

3. SUPPLEMENTAL INFORMATION TO THESTATEMENT OF CASH FLOW

Aktivitas signifikan yang tidak mempengaruhi aruskas adalah sebagai berikut:

Significant activities which did not affect the cashflows are as follows:



2020 2019

Kapitalisasi biaya pinjaman Capitalization ofke aset tetap 114.540.955.352 196.990.629.641 borrowing costs

Perubahan pada liabilitas yang timbul dari aktivitaspendanaan pada laporan arus kas adalah sebagaiberikut :

Movement of liabilities arising from financingactivities in the statement of cash flows are asfollows:



Utang bank jangkapendek - 526.554.535.799 - - 526.554.535.799 Short-term bank loans

Utang bank jangkapanjang 10.885.635.808.156 (95.629.059.436) - 6.217.646.383 10.796.224.395.103 Long-term bank loans

Pinjaman obligasi 2.739.857.615.285 2.250.000.000.000 - 5.297.699.363 4.995.155.314.648 Bonds payableLiabilitas sewa 417.934.408.076 (35.652.045.027) - 35.092.777.016 417.375.140.065 Lease liability

Total 14.043.427.831.517 2.645.285.048.958 - 46.608.122.762 16.735.309.385.615 Total



Pinjaman bank jangkapanjang 7.112.810.421.949 3.768.582.204.708 - 4.243.181.499 10.885.635.808.156 Long-term bank loans

Pinjaman obligasi 2.737.654.866.132 - - 2.202.749.153 2.739.857.615.285 Bonds payable

Total 9.850.465.288.081 3.768.582.204.708 - 6.445.930.652 13.625.493.423.441 Total

Laporan Tahunan 2020 Annual Report

PT Angkasa Pura II (Persero)Head Office:

Building 600, Soekarno - Hatta International AirportPO BOX 1001/BUSH

Jakarta 19120, IndonesiaTelp. : +6221 550 5079Fax. : +6221 550 2141

Email : [email protected]