Tinjauan Operasional Laporan Tata Kelola Perusahaan ... · AKUNTAN PUBLIK PUBLIC ACCOUNTANT 324 PERKARA HUKUM/LITIGASI LAWSUIT/LITIGATION 350 ... Kepentingan Non-Pengendali -86,01%

Main HighlightsIkhtisar Utama

Operational ReviewTinjauan Operasional

Management ReportsLaporan Manajemen

Corporate Governance ReportLaporan Tata Kelola Perusahaan

Corporate ProfileProfil Perusahaan

Corporate Social ResponsibilityTanggung Jawab Sosial Perusahaan

Management Discussion & AnalysisAnalisa & Pembahasan Manajemen

PB Laporan Tahunan 2017 Annual ReportPT Angkasa Pura II (Persero) 1Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero)

Di tengah era digital yang tengah melaju begitu cepat, setiap perusahaan harus terus mampu berinovasi dan beradaptasi dengan perkembangan jaman agar dapat terus bertumbuh. Demikian pula

halnya dengan PT Angkasa Pura II (Persero) sebagai salah satu badan usaha milik negara Indonesia yang bergerak di bidang jasa

kebandarudaraan, tidak pernah berhenti menghadirkan inovasi pelayanan dalam melayani pelanggannya. Layanan Mobile Check-In via Aplikasi Indonesia Airports merupakan salah satu bentuk inovasi

terkini yang dihadirkan oleh PT Angkasa Pura II (Persero). Sementara itu, kinerja istimewa Perseroan telah diakui oleh dunia yaitu sebagai “World’s

Most Improved Airport 2017” dalam ajang penghargaan bergengsi World Airport s yang diselenggarakan oleh Skytrax. PT Angkasa Pura II

(Persero) akan senantiasa berinovasi dan bertumbuh, demi mewujudkan visi Perseroan menjadi bandara terbaik dengan teknologi yang pintar dan

terkoneksi di kawasan Asia Tenggara.

In the midst of a fast-pacing digital era, every company must continue to be able to innovate and adapt to the development of the era to keep growing. Similarly, PT Angkasa Pura II (Persero) as one of Indonesia’s State Owned Enterprises which engaged in airport services, never stops bringing service innovation in serving its customers. Mobile Check-In Service via Indonesia Airports Applications is one of the latest innovations presented by PT Angkasa Pura II (Persero). Meanwhile, the

Company’s outstanding performance has been recognized by the world as “World’s Most Improved Airport 2017” in the prestigious World Airport Awards award hosted by Skytrax. PT Angkasa Pura II (Persero) will continue to innovate and grow, in order

to realize the Company’s vision to be the best airport with smart and connected technology in Southeast Asia.

Laporan Tahunan 2017 Annual ReportPT Angkasa Pura II (Persero)








4 Laporan Tahunan 2017 Annual ReportPT Angkasa Pura II (Persero) 5Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero)

IKHTISAR UTAMAHIGHLIGHTS

LAPORAN MANAJEMENMANAGEMENT REPORTS

SUMBER DAYA MANUSIAMANAJEMEN HUMAN CAPITAL

ANALISA & PEMBAHASAN MANAJEMENMANAGEMENT DISCUSSION & ANALYSIS

PROFIL PERUSAHAANCOMPANY PROFILE

06

16

112

144

40

DAFTAR ISITABLE OF CONTENT

08KILAS KINERJAFLASHBACK PERFORMANCE

10IKHTISAR KEUANGANFINANCIAL HIGHLIGHTS

18LAPORAN DEWAN KOMISARISBOARD OF COMMISSIONERS’ REPORT

28LAPORAN DIREKSIBOARD OF DIRECTOR REPORT

132SISTEM PENGEMBANGAN KARIRCAREER DEVELOPMENT SYSTEM

134SISTEM MANAJEMEN PENILAIAN KINERJAPERFORMANCE APPRAISAL MANAGEMENT SYSTEM

136SURVEI KEPUASAN KARYAWANEMPLOYEE SATISFACTION SURVEY

138HUBUNGAN INDUSTRIALINDUSTRIAL RELATIONS

139PERUBAHAN BUDAYA (TRANSFORMASI)CULTURAL CHANGE (TRANSFORMATION)

43SEKILAS ANGKASA PURA IICOMPANY AT A GLANCE

45ANGKASA PURA II DARI WAKTU KE WAKTUMILESTONES

48MAKNA LOGOLOGO PHILOSOPHY

49BIDANG USAHABUSINESS LINES

58PENGEMBANGAN BANDARA TAHUN 2017AIRPORT DEVELOPMENT IN 2017

60WILAYAH KERJA DAN LOKASI BANDARAWORKING AREA AND AIRPORT LOCATION

62VISI, MISI, BUDAYA DAN FALSAFAHPERUSAHAANCOMPANY’S VISION, MISSION, VALUES AND PHILOSOPHY

66STRUKTUR ORGANISASICOMPANY ORGANIZATION STRUCTURE

68PROFIL DEWAN KOMISARISBOARD OF COMMISSIONERS PROFILE

78PROFIL DIREKSIBOARD OF DIRECTORS PROFILE

94

DAFTAR NAMA PEJABAT SATU LEVELDI BAWAH DIREKSIPROFILE OF OFFICIALS ONE LEVELBELOW THE BOARD OF DIRECTOR

96PROFIL SUMBER DAYA MANUSIAHUMAN RESOURCE PROFILE

98STRUKTUR GRUPGROUP STRUCTURE

99KOMPOSISI PEMEGANG SAHAMSHAREHOLDERS COMPOSITION

100DAFTAR ENTITAS ANAK/ENTITAS ASOSIASILIST OF SUBSIDIARIES/ASSOCIATES

101LEMBAGA DAN PROFESI PENUNJANG PERUSAHAANINFORMATION ON NAME AND ADDRESS OF COMPANY SUPPORTING INSTITUTIONS

102PENGHARGAAN DAN SERTIFIKASIAWARDS AND CERTIFICATIONS

106

ALAMAT KANTOR PUSAT, KANTOR CABANG & ENTITAS ANAKINFORMATION ON ADDRESSES OF HEAD OFFICE,NETWORKS AND SUBSIDIARIES

146TINJAUAN EKONOMI DAN INDUSTRIECONOMIC AND INDUSTRY REVIEW

160STRATEGI DAN PENGEMBANGAN USAHASTRATEGY AND BUSINESS DEVELOPMENT

167ASPEK PEMASARAN MARKETING ASPECT

168TINJAUAN OPERASIONAL PER SEGMEN USAHAOPERATIONAL REVIEW PER BUSINESS SEGMENT

170KINERJA OPERASI PER SEGMEN USAHAOPERATIONAL PERFORMANCE PER BUSINESS SEGMENT

172KINERJA SEGMEN USAHA JASA AERONAUTIKAPERFORMANCE OF AERONAUTICS SERVICE BUSINESS SEGMENT

177KINERJA SEGMEN USAHA JASA NON-AERONAUTIKANON-AERONAUTICS SERVICE BUSINESS SEGMENT

182KINERJA SEGMEN USAHA JASA KARGOCARGO SERVICES BUSINESS SEGMENT

185TINJAUAN KEUANGANFINANCIAL REVIEW

108INFORMASI PADA WEBSITE PERUSAHAANINFORMATION ON COMPANY WEBSITE

110

DAFTAR PELATIHAN DEWAN KOMISARIS, DIREKSI,KOMITE AUDIT, KOMITE NOMINASI DAN REMUNERASI,SEKRETARIS PERUSAHAAN DAN INTERNAL AUDITLIST OF BOARD OF COMMISSIONERS, BOARD OF DIRECTORS, AUDIT COMMITTEES, NOMINATION COMMITTEES AND REMUNERATIONS, COMPANY SECRETARY AND INTERNAL AUDIT TRAINING









LAPORAN TATA KELOLA PERUSAHAANCORPORATE GOVERNANCE REPORT

220

Tanggung Jawab Sosial PerusahaanCorporate Social Responsibility

348

Laporan Keuangan KonsolidasianConsolidated Financial Statements

377

224PRINSIP DAN KOMITMEN IMPLEMENTASI GCGGCG IMPLEMENTATION PRINCIPLES AND COMMITMENTS

226PENGUKURAN IMPLEMENTASI GCGMEASUREMENT OF GCG IMPLEMENTATION

229RENCANA PENGEMBANGAN GCG TAHUN 2018GCG DEVELOPMENT PLAN IN 2018

230STRUKTUR DAN MEKANISME GCGSTRUCTURE AND GCG MECHANISM

232RAPAT UMUM PEMEGANG SAHAM (RUPS)GENERAL MEETING OF SHAREHOLDERS (GMS)

238DEWAN KOMISARISBOARD OF COMMISSIONERS

252INFORMASI MENGENAI KOMISARIS INDEPENDENINDEPENDENT BOARD OF COMMISSIONERS INFORMATION

254DIREKSIBOARD OF DIRECTORS

259

KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIREKSIDIVERSE COMPOSITION POLICY OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

261ASSESSMENT DEWAN KOMISARIS DAN DIREKSIBOARD OF COMMISSONERS AND DIRECTORS ASSESSMENT

263

PENGUNGKAPAN REMUNERASI DEWAN KOMISARIS DAN DIREKSIREMUNERATION DISCLOSURE OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

266RAPAT DEWAN KOMISARIS DAN DIREKSIBOARD OF COMMISSIONERS AND DIRECTORS MEETING

282KOMITE AUDITAUDIT COMMITTEE

287KOMITE MANAJEMEN RISIKO DAN SDMRISK MANAGEMENT AND HUMAN RESOURCES COMMITTEE

291SEKRETARIS DEWAN KOMISARISBOARD OF COMMISSIONERS SECRETARY

293SATUAN PENGAWASAN INTERNALINTERNAL CONTROL SYSTEM

313SEKRETARIS PERUSAHAAN CORPORATE SECRETARY

318AKSES DATA DAN INFORMASI PERSEROANACCESS OF DATA AND INFORMATION

323AKUNTAN PUBLIKPUBLIC ACCOUNTANT

324PERKARA HUKUM/LITIGASILAWSUIT/LITIGATION

350TANGGUNG JAWAB SOSIAL PERUSAHAANTERHADAP LINGKUNGAN HIDUPCORPORATE SOCIAL RESPONSIBILITY ON THE ENVIRONMENT

355

TANGGUNG JAWAB SOSIAL PERUSAHAANTERHADAP KETENAGAKERJAAN, KESEHATANDAN KESELAMATAN KERJACORPORATE SOCIAL RESPONSIBILITY ON LABOR, HEALTHAND SAFETY

358TANGGUNG JAWAB SOSIAL PERUSAHAANTERHADAP MASYARAKATCORPORATE SOCIAL RESPONSIBILITY TO THE COMMUNITY

370KISAH SUKSES MITRA BINAANSUCCESS STORIES OF ASSISTED PARTNER

372TANGGUNG JAWAB SOSIAL PERUSAHAANTERHADAP PELANGGANCORPORATE SOCIAL RESPONSIBILITY TO CUSTOMERS

334MANAJEMEN RISIKORISK MANAGEMENT

345KODE ETIKCODE OF CONDUCT

346PENGUNGKAPAN MENGENAI WHISTLEBLOWINGSYSTEMDISCLOSURE OF WHISTLEBLOWING SYSTEM





6 Laporan Tahunan 2017 Annual ReportPT Angkasa Pura II (Persero)

Total Aset Perusahaan tahun 2017 sebesar Rp32,65 triliun naik 16,65% dari Total Aset tahun 2016 sebesar Rp27,99 triliun.

Total Assets of the Company in 2017 amounted to Rp32.65 trillion, up 16,65% from Total Assets in 2016 of Rp27.99 trillion.

IKHTISAR UTAMAHIGHLIGHTS









7Laporan Tahunan 2017 Annual Report PT Angkasa Pura II (Persero)










KILAS KINERJAFLASHBACK PERFORMANCE

Operating Revenues in 2017 reachedPendapatan Tahun 2017 8,11triliunRp trillion





KILAS KINERJAFLASHBACK PERFORMANCE

GCG Assessment Score in 2017 reached

and categorized as EXCELLENT

Skor Assessment GCG Tahun 2017 mencapai

masuk Kategori SANGAT BAIK.89,76

933 Mitra Binaan

Jumlah mitra binaan yang mendapatkan penyaluran dana Program Kemitraan pada

tahun 2017 adalah 933 Mitra Binaan.Total partners receiving Partnership Program’s funds in 2017

amounted to 933 partners.

Total employees in 2017 reachedJumlah karyawan tahun 2017 sebanyak

5.133 Orang People

increasing 4% from 2016.meningkat 4% dari tahun 2016.

Net profit in 2017 reachedLaba Bersih Tahun 2017

Rp2,01 Triliun Trillion






DESKRIPSIPertumbuhan

Groth (2017:2016)

2017 2016 2015 2014 2013 DESCRIPTION

Pendapatan Usaha 22,04% 8.110,40 6.645,80 5.644,15 4.860,51 4.153,80 Operating Revenues

Beban Usaha 13,46% 5.190,82 4.575,03 3.577,53 3.609,72 2.982,53 Operating Expenses

Laba Usaha 40,99% 2.919,58 2.070,77 2.066,61 1.250,79 1.171,27 Operating Profit

Pendapatan (Beban) Lain-Lain -87,09% 19,31 149,52 268,37 249,95 213,96 Other Income (Expenses)

Laba Sebelum Pajak Final & Pajak Penghasilan Badan 32,37% 2.938,89 2.220,29 2.334,98 1.500,74 1.385,23

Profit Before Final Tax and Corporate Income Tax

Beban Pajak 17,42% 106,71

90,88

68,79

26,24

20,42 Tax Expenses

Laba Sebelum Pajak Penghasilan Badan 33,00% 2.832,18 2.129,41 2.266,19 1.474,50 1.364,81 Profit Before Corporate Income Tax

Beban Pajak Penghasilan Badan 334,72% 822,32

189,16

578,87

347,73

518,54 Corporate Income Tax Expense

Laba Tahun Berjalan 3,59% 2.009,86 1.940,25 1.687,32 1.126,77 846,28 Profit for the Year

Laba Tahun Berjalan Yang Dapat Diatribusikan Kepada: Profit Attributable to

Pemilik Entitas Induk 3,58% 2.009,73 1.940,25 1.687,32 1.126,77 846,28 Owner of the Parent Entity

Kepentingan Non-Pengendali -85,14% 0,12 0,82 0,34 0,16 0,15 Non-controlling Interest

Penghasilan (Rugi) Komprehensif Lain 80,07%

(75,47)

(41,91)

(52,64)

11,64

16,18 Other comprehensive Income (loss)

Penghasilan Komprehensif Tahun Berjalan 1,90% 1.934,38 1.898,34 1.634,68 1.138,41 862,46 Comprehensive Income for the Year

Penghasilan Komprehensif Tahun Berjalan Yang Dapat Diatribusikan Kepada: Comprehensive Income Attributable to:

Pemilik Entitas Induk 1,89% 1.934,26 1.898,34 1.634,68 1.138,41 862,46 Owner of the Parent Entity

Kepentingan Non-Pengendali -86,01% 0,12 0,87 0,34 0,16 0,15 Non-controlling Interest

Laba Per Saham Dasar (Rupiah Penuh) -1,35% 287.105 291.038 337.465 225.354 169.255

Basic Earnings per Share (In Full Rupiah)

Laba Per Saham Dilusian (Rupiah Penuh) -25,25% 211.407 282.830

Diluted Earnings per Share (In Full Rupiah)

LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN(dalam Rp miliar)

CONSOLIDATED STATEMENTS OF INCOME

(in billion Rp)

IKHTISAR KEUANGANFINANCIAL HIGHLIGHTS






2015

Pendapatan UsahaOperating Revenues

(dalam Rp miliar | in Rp billion)

2017 2016 2014 2013

4,1

53

.80

4,8

60

.51

5,6

44

.15

6,6

45

.80

8,1

10.4

0

2015

Laba Tahun BerjalanCurrent Year Profit


2017 2016 2014 2013

84

6.2

8

1,12

6.7

71,6

87.

32

1,9

40

.25

2,0

09

.86

2015

Beban UsahaOperating Expenses


2017 2016 2014 2013

2,9

82

.53

3,6

09

.72

3,5

77.

53

4,5

75

.03

5,1

90

.82

2015

Penghasilan Komprehensif Tahun BerjalanCurrent Year Comprehensive Income


2017 2016 2014 2013

86

2.4

6

1,13

8.4

1

1,6

34

.68

1,8

98

.31

1,9

34

.38

dari Laba tahun berjalan tahun 2016 sebesar Rp1,94 triliun.from 2016 profit of Rp1.94 trillion.3,59%

Laba tahun berjalan Perusahaan tahun 2017 sebesar Rp2,01 triliun naikThe Company’s current year earnings of 2017 amounted to Rp2.01 trillion rose







DESKRIPSIPertumbuhan

Groth (2017:2016)

2017 2016 2015 2014 2013 DESCRIPTION

Investasi Pada Entitas Asosiasi -8,23% 343,77 374,60 250,01 240,29 236,67 Investment in Associate Entities

Aset 16,65% 32.651,96 27.991,22 20.270,76 15.932,52 13.341,92 Asset

Aset Lancar -8,98% 7.355,42 8.081,13 4.023,89 1.869,57 2.392,55 Current assets

Aset Tidak Lancar 27,05% 25.296,54 19.910,08 16.246,87 14.062,95 10.949,37 Non-Current Assets

Liabilitas 31,63% 10.613,83 8.063,60 4.034,99 3.173,09 1.698,04 Liabilities

Liabilitas Jangka Pendek 29,97% 4.101,75 3.155,88 2.287,80 2.192,19 1.056,24 Current Liabilities

Liabilitas Jangka Panjang 32,69% 6.512,08 4.907,73 1.747,19 980,90 641,80 Non-Current Liabilities

Ekuitas 10,59% 22.038,13 19.927,62 16.235,77 12.759,42 11.643,87 Equity

Liabilitas Dan Ekuitas 16,65% 32.651,96 27.991,22 20.270,76 15.932,52 13.341,92 Liabilities and Equity

Modal Kerja Bersih -33,94% 3.253,68 4.925,26 1.736,09 (322,63) 1.336,30 Net Working Capital

LAPORAN POSISI KEUANGAN KONSOLIDASIAN(dalam Rp miliar)

CONSOLIDATED STATEMENTS OF FINANCIAL POSITION(in billion Rp)

2015

Investasi pada Entitas AsosiasiInvestment in Associate Entities


2017 2016 2014 2013

23

6.6

7

24

0.2

9

25

0.0

1

374

.60

34

3.7

7

2015

Liabilitas | Liabilities(dalam Rp miliar | in Rp billion)

2017 2016 2014 2013

1,6

98

.04

3,1

73

.09

4,0

34

.99

8,0

63

.6010

,613

.83

2015

Aset | Asset(dalam Rp miliar | in Rp billion)

2017 2016 2014 2013

13,3

41.

92

15,9

32

.52

20

,770

.7627,

99

1.2

2

32

,65

1.9

6

2015

Ekuitas | Equity(dalam Rp miliar | in Rp billion)

2017 2016 2014 2013

11,6

43

.87

12,7

59

.42

16,2

35

.77

19,9

27.

62

22

,03

8.1

3

dari Total Aset tahun 2016 sebesar Rp27,99 triliun.from Total Assets in 2016 of Rp27.99 trillion.16,65%

Total Aset Perusahaan tahun 2017 sebesar Rp32,65 triliun naikTotal Assets of the Company in 2017 amounted to Rp32.65 trillion, up






DESKRIPSIPertumbuhan (2017:2016)

2017 2016 2015 2014 2013 DESCRIPTION

RASIO OPERASI OPERATING RATIO

Rasio Kas -33,22% 147,60% 221,02% 128,09% 47,01% 142,96% Cash Ratio

Rasio Lancar -29,97% 179,32% 256,07% 175,88% 85,28% 226,51% Current Ratio

Rasio Liabilitas Terhadap Aset 12,84% 32,51% 28,81% 19,91% 19,92% 12,73% Liabilities to Assets Ratio

Rasio Liabilitas Terhadap Ekuitas 19,02% 48,16% 40,46% 24,85% 24,87% 14,58% Liabilitiesto Equity Ratio

RASIO OPERASI FINANCIAL RATIO

Marjin Laba Bersih -15,12% 24,78% 29,20% 29,90% 23,18% 20,37% Net Profit Margin

Rasio Laba Bersih Terhadap Aset (ROA) -11,20% 6,16% 6,93% 8,32% 7,07% 6,34% Return on Assets Ratio (ROA)

Rasio Laba Bersih Terhadap Ekuitas (ROE) -1,52% 16,33% 16,59% 17,64% 15,06% 11,84% Return on Equity Ratio (ROE)

Rasio Laba Bersih Terhadap Investasi (ROI) 9,01% 14,37% 13,19% 20,76% 17,26% 17,79% Return on Investment Ratio (ROI)

Periode Kolektibilitas (dalam satuan hari) 82,58% 37 44 32 34 57 Collectibility Period (in day)

Perputaran Persediaan (dalam satuan hari) 80,80% 0 1 1 1 1 Inventory Turnover Ratio (in days)

RASIO KEUANGAN (%) KEY FINANCIAL RATIOS (%)

dari Total Aset tahun 2016 sebesar Rp27,99 triliun.from Total Assets in 2016 of Rp27.99 trillion.

2015

Rasio Lancar | Current Ratio

2017 2016 2014 2013

22

6.5

1%

85

.28

%

175

.88

%

25

6.0

7%

179

.32

%

2015

ROA

2017 2016 2014 2013

6.3

4%7.0

7%8.3

2%

6.9

3%

6.1

6%

2015

Rasio Liabilitas | Liabilities to Equity Ratio

2017 2016 2014 2013

14.5

8%2

4.8

7%

24

.85

%

40

.46

%

48

.16

%

2015

ROE

2017 2016 2014 2013

11,8

4%15

,06

%

17,6

4%

16,5

9%

16,3

3%







Ikhtisar Posisi KeuanganPertumbuhan (2017:2016)

2017 2016 2015 2014 2013 Description

Pergerakan Pesawat (dalam satuan Rute) 13,46% 821.188 723.799 632.418 630.584 647.343 Aircraft Movement (in route unit)

Pergerakan Penumpang (dalam ribuan Pax) 10,83% 105.484 95.175 84.292 85.131 86.342

Passengers Movement (in thousands of Pax)

Pergerakan Kargo (dalam ribuan Kg) 9,90% 816.950 743.337 739.689 763.507 765.812 Cargo Movement (in thousands of Kg)

IKHTISAR OPERASIONAL (NON KEUANGAN)(dalam Rp miliar)

OPERATIONAL HIGHLIGHTS (NON FINANCE)(in billion Rp)

2015

Pergerakan PesawatAircraft Movement

(dalam satuan rute | in route unit)

2017 2016 2014 2013

64

7.3

43

63

0.5

84

63

2.4

1872

3.7

99

82

1.18

8

2015

Pergerakan KargoCargo Movement

(dalam ribu kg | in thousands of Kg)

2017 2016 2014 2013

76

5.8

12

76

3.5

07

73

9.6

89

743

.337

816

.95

0

2015

Pergerakan PenumpangPassengers Movement

(dalam ribu pax | in thousands of Pax)

2017 2016 2014 2013

86

.34

2

85

.13

1

84

.29

295

.175

105

.48

4

dari pergerakan pesawat tahun 2016 sebanyak 723.799 rute.

of the aircraft movement in 2016 amounted to 723,799 routes.

13,46%

Pergerakan pesawat tahun 2017 sebanyak 821.188 rute, naik

Aircraft movement in 2017 amounted to 821,188 routes, up






IKHTISAR SAHAMSampai dengan akhir tahun 2017 dan 2016, PT Angkasa Pura II (Persero) atau Angkasa Pura II belum 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.

IKHTISAR OBLIGASI, SUKUK ATAU OBLIGASI KONVERSISampai dengan akhir tahun 2017 dan 2016, PT Angkasa Pura II (Persero) atau Angkasa Pura II menerbitkan obligasi sehingga terdapat informasi yang memuat tentang:

1. Jumlah obligasi yang beredar (outstanding); 2. Tingkat bunga/imbalan; 3. Tanggal jatuh tempo; dan 4. Peringkat obligasi/sukuk.

IKHTISAR OBLIGASI

SHARE HIGHLIGHTSUntil the end of 2017 and 2016, PT Angkasa Pura II (Persero) or Angkasa Pura II has not conducted any trading activities in the Indonesia Stock Exchange, so there is no information about: (1) Number of shares outstanding; (2) Market capitalization; (3) The highest, lowest, and closing stock prices; and (4) Trading volume.

SUMMARY OF BONDS, SUBSCRIPTIONS OR CONVERSION BONDSUntil the end of 2017 and 2016, PT Angkasa Pura II (Persero) or Angkasa Pura II issues bonds so that there is information about:

1. Number of outstanding bonds (outstanding);2. Interest rate / reward;3. Due Date; and4. Rating of bonds / sukuk.

SUMMARY OF BONDS

No.ObligasiBonds

Jumlah Obligasi Beredar

(Rp miliar)Number of

Outstanding Bonds (Rp

billion)

Tenor

Tingkat Bunga

InterestRate

Tanggal Penerbitan

Date ofPublication

Tanggal Jatuh Tempo

MaturityDate

Peringkat (pada saat diterbitkan)

Rating (whenissued)

Status

2017

1.

Obligasi I Angkasa Pura II Tahun 2016 Seri A Bonds I of Angkasa Pura II of 2016Series A

1.000 5 8,60% 1 Juli 2016 1 Juli 2021 idAAA Belum LunasNot Settled

2.

Obligasi I Angkasa Pura II Tahun 2016 Seri B Bonds I of Angkasa Pura II of 2016Series B

100 7 8,80% 1 Juli 2016 1 Juli 2023 idAAA Belum Lunas

3.

Obligasi I Angkasa Pura II Tahun 2016 Seri C Bonds I of Angkasa Pura II of 2016Series C

900 10 9,00% 1 Juli 2016 1 Juli 2026 idAAA Belum LunasNot Settled

2016

1.

Obligasi I Angkasa Pura II Tahun 2016 Seri A Bonds I of Angkasa Pura II of 2016Series A

1.000 5 8,60% 1 Juli 2016 1 Juli 2021 idAAA Belum LunasNot Settled

2.

Obligasi I Angkasa Pura II Tahun 2016 Seri B Bonds I of Angkasa Pura II of 2016Series B

100 7 8,80% 1 Juli 2016 1 Juli 2023 idAAA Belum Lunas

3.

Obligasi I Angkasa Pura II Tahun 2016 Seri C Bonds I of Angkasa Pura II of 2016Series C

900 10 9,00% 1 Juli 2016 1 Juli 2026 idAAA Belum LunasNot Settled






Pemulihan global dan kondisi industri kebandarudaraan

terus membaik. Bank Dunia memperkirakan pertumbuhan

ekonomi global akan meningkat hingga 3,1 persen

pada 2018.

The global recovery and aviation industry have been in a better

condition. The World Bank forecasts global economic growth to edge up

to 3.1 percent in 2018.

LAPORAN MANAJEMENMANAGEMENT REPORTS



















Rhenald KasaliKomisaris Utama (Independen) | President Commissioner (Independent)

LAPORAN DEWAN KOMISARISBOARD OF COMMISSIONERS’ REPORT










Para Pemangku Kepentingan yang terhormat,Dewan Komisaris menyambut baik penerbitan Laporan Tahunan 2017 PT Angkasa Pura II (Persero). Penerbitan laporan ini merupakan bagian dari keterbukaan informasi yang mengungkapkan kinerja terpadu dalam pencapaian usaha, tata kelola perusahaan, serta pelaksanaan tanggung jawab sosial dan lingkungan (TJSL) sepanjang tahun 2017.

Dewan Komisaris memanjatkan puji dan syukur ke hadirat Allah SWT, Tuhan Yang Maha Esa. Atas karunia-Nya, Perseroan dapat mengelola berbagai tantangan di tahun 2017 dan tetap berusaha menciptakan peluang untuk menjadi perusahaan yang terus tumbuh berkelanjutan.

Honorable shareholders,The Board of Commissioners pleasantly welcomes this issuance of Annual Report of PT Angkasa Pura II (Persero). This annual report is a part of information disclosure uncovering its integrated performances on business accomplishments, good corporate governance, and implementation of social repsonsibility and environment (TJSL) during the year of 2017.

Let the Board of Commissioners praise and thank the presence of Allah Almighty, the one and only God. Through His abundance of grace, the Company is able to manage a myriad of challenges in 2017 and keep on creating opportunities to become a sustainable growing company.

Pengawasan Terhadap Implementasi StrategiDewan Komisaris menyampaikan apresiasi kepada Direksi atas kinerja pengelolaan Perseroan yang efektif selama setahun terakhir sesuai dengan tata kelola perusahaan yang baik dan Code of Conduct Perseroan. Kami juga mencatat bahwa Direksi memperhatikan adanya keseimbangan yang efektif dalam mencapai pembangunan berkelanjutan, melakukan tata kelola yang baik, mencapai kinerja keuangan yang unggul, dan melaksanakan tanggung jawab sosial perusahaan, serta inisiatif lainnya yang berkaitan dengan arahan Dewan Komisaris. Dewan Komisaris memberikan apresasi terhadap kekompakan dan kerjasama tim yang baik di tingkat Direksi, sehingga Perseroan dapat mencapai kinerja yang baik di tahun 2017.

Supervision on Strategy ImplementationThe Board of Commissioners conveys an appreciation to the Board of Directors on a effective management performace of the Company in the past year in accordance with the good corporate government and Code of Conduct of the Company. We also recorded that the Board of Directors observed an effective balance in attaining a sustainable development, undertaking a good governance, achieving an outperformed financial performance, and undergoing a corporate social responsibility, along with other initiatives related to the directions of the Board of Commissioners. The Board of Commissioners gives an appreciation towards cohesion and good teamwork in the Board of Directors level, hence, the Company can achieve the good performance in 2017.







Dewan Komisaris melaksanakan wewenang dan tanggung jawabnya sebagai organ yang melakukan fungsi pengawasan melalui berbagai pendekatan. Dewan Komisaris melakukan evaluasi atas strategi implementasi terkait kepatuhan Perseroan terhadap peraturan perundang-undangan yang berlaku dan norma-norma sosial yang baik dan menghargai pelaksanaan komitmen Perseroan terhadap tata kelola perusahaan, perilaku etis dan yang dikumpulkan dengan berbagai cara dan telah diuji. Pengawasan termasuk pertukaran pandangan diantara anggota dalam rapat Dewan Komisaris, diskusi dalam rapat gabungan dengan Direksi, perhatian mendalam terhadap isu isu penting yang dibicarakan oleh organ-organ yang membantu Dewan Komisaris yakni Komite Audit dan Komite Remunerasi, melakukan rencana kunjungan lapangan dan evaluasi kinerja sendiri.

Untuk membantu pengawasan tersebut, Dewan Komisaris melakukan pembagian tugas pengawasan Dewan Komisaris sebagaimana diuraikan dalam tabel berikut:

The Board of Commissioners carries out authority and its responsibility as the organ in performing the duties of supervision through some approaches. The Board of Commissioners evaluates a strategy and implementation regarding an obedience of the Company against applicable laws and good social norms and appreciates the implementation of the Company’s commitment on good governance, ethical behaviors and the collected different ways and been tested. The supervision, including the view exchange among members in a meeting of the Board of Commissioners, discussion in a joint meeting with the Board of Directors, in-depth interest on crucial issues mentioned by organs assited the Board of Commissioners such as the Audit Committee, and Renumerated Committee, conducted field trip plan and thier own evaluation.

To assist that supervision, the Board of Commissioners conducts a distribution of supervisioning duty of the Board of Commissioners as inscribed in below following:


No Nama Jabatan | Designation Bidang Tugas Pengawasan | Job Description

1. Rhenald Kasali Komisaris Utama President Commissioner

Mengkoordinir semua pelaksanaan tugas dan kegiatan pengawasan Dewan Komisaris serta memberikan arahan kepada Direksi terhadap pengurusan usaha Perusahaan.

Coordinate all implementation of duties and activities of supervision of the Board of Commissioners as well as provide direction to the Board of Directors on the business management of the Company.

2. M. Harpin Ondeh KomisarisCommissioner

Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan Bidang Hukum, Keamanan Bandara, dan Aset Perusahaan.

Implement the duties of monitoring and provision of direction to the Board of Directors on the business management of the Company in the fields of Law, Security of Airports and Company Assets

3. Imam Bustomi KomisarisCommissioner

Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan Bidang Teknologi Informasi, Strategi Pengembangan Usaha Makro, Keuangan, Akuntansi dan Audit.

Implement the duties of monitoring and provision of direction to the Board of Directors on the business management of the Company in the field of Information Technology, Macro-Business Development Strategy, Finance, Accounting and Audit.

4. Iswan Elmi KomisarisCommissioner

Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan Bidang Pengembangan Usaha, Komersial, Pengembangan Kebandarudaraan, dan Kebijakan Manajemen Risiko.

Implement the duties of monitoring and provision of direction to the Board of Directors on the business management of the Company in the field of development of business, Commercial, development of airports, and Risk Management Policy

5. Maryati Karma KomisarisCommissioner

Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan Bidang Operasi, Pengembangan Sumber Daya Manusia, Kebijakan Nominasi & Remunerasi dan Good Coorporate Governance (GCG).

Implement the duties of monitoring and provision of direction to the Board of Directors on the business management of the Company in the field of operation, HR empowerment, Nomination & Renumeration Policy and Good Coorporate Governance (GCG).





Frekuensi dan Cara Pemberian NasihatSebagi komitmen terhadap fungsi pengawasan yang dilakukan oleh Dewan Komisaris, Dewan Komisaris berkomitmen untuk menghadiri rapat-rapat, baik rapat internal Dewan Komisaris maupun rapat gabungan Dewan Komisaris dan Direksi.

Pertemuan gabungan dengan Direksi telah diadakan sebanyak 24 kali sepanjang tahun 2017 dengan tingkat kehadiran yang tinggi, baik oleh Dewan Komisaris maupun Direksi. Materi pertemuan didistribusikan pada waktu yang tepat, dan kedua komite Dewan Komisaris melaporkan pekerjaan mereka sesuai dengan tugas masing-masing. Dari hasil pertemuan dan pengawasan, Dewan Komisaris dapat melaporkan kepada pemegang saham bahwa Direksi telah melakukan pengelolaan Perseroan secara efektif sesuai hak dan tanggung jawabnya.

Penilaian Atas Kinerja Direksi Dewan Komisaris menyampaikan penghargaan atas kinerja Direksi yang telah mampu mengelola Perseroan dengan sangat baik. Penilaian Dewan Komisaris atas kinerja Direksi didasarkan atas pertimbangan-pertimbangan berikut ini.

Kinerja OperasionalDilihat dari sisi kinerja operasional, kondisi geografis Indonesia sebagai Negara Kepulauan yang luas mendorong peningkatan aktivitas moda transportasi udara sebagai alternatif pilihan jenis transprotasi yang efektif dan efisien waktu. Hal ini menjadi salah satu faktor yang diyakini, bahwa industri penerbangan di Indonesia memiliki prospek yang cukup baik.

Secara umum, selama 5 tahun terakhir, pergerakan armada dan rute penerbangan yang dilakukan sejumlah maskapai penerbangan domestik dan internasional, serta arus penumpang masih menunjukkan tren positif. Sebagaimana data pergerakan pesawat, penumpang, dan kargo di bandara wilayah Angkasa Pura II selama 5 tahun terakhir pada tabel dan grafik di bawah ini:

Tabel Kinerja Operasional Bandara Angkasa Pura II

Frequency and Advice-giving Method As the commitment against supervisory function conducted by the Board of Commissioners, The Board of Commissioners is committed to attend meetings, both internal meeting of the Board of Commissioners and joint meeting mechanism of the Board of Commissioners and the Board of Directors.

The joint sessions with the Board of Directors were conducted 24 times during the year of 2017 with high attendance level, both of the Board of Commissioners and the Board of Directors. The meeting material was distributed in the right time, and both Committee Board of Commissioners reported their tasks in accordance with each respective duty. From the result of the meeting and supervision, the Board of Commissioners can report to the shareholders that directos have implemented an effective management in accordance with right and responsibility.

The Board of Directors Performance AssessmentThe Board of Commissioner conveys an appreciation of the Board of Directors’ performance assessment in managing its Company with high distinction. Assessments from Board of Commissioner on the Board of Directors performance are based on below following considerations:

Operational PerformanceLooking from operational performance perspective, the geographical condition in Indonesia as an extensive archipelago boosts up the enhancement on air transportation mode activities as one alternative transportation that provides both time efficiency and efficacy. Hence, it has been becoming one of considered aspects that aviation industry in Indonesia has a pretty good prospect.

Over the past 5 years, the movement of fleets and flight routes by a number of domestic and international airlines, flows of passengers, has generally recorded a positive trend. Regarding movements of aircrafts, passengers, and cargo at the airports of the Angkasa Pura II region in over the past 5 years, those data are described in below table and graph:

Table of Operational Performance of Angkasa Pura II Airport


UraianPertumbuhan

Growth (2017:2016)2017 2016 2015 2014 2013 Description

Pergerakan Pesawat (dalam satuan Rute) 13,46% 821.188 723.799 632.418 630.584 647.343

Aircraft Movements (in units of Route)


Passenger Movement (in thousands of Pax)

Pergerakan Kargo (dalam ribuan Kg) 9,90% 816.950 743.337 739.689 763.507 765.812

Cargo Movement (in thousands of Kg)






Pergerakan pesawat pada tahun 2017 meningkat 13,46% dibandingkan pergerakan pesawat pada tahun 2016. Jumlah pergerakan penumpang yang menggunakan jasa penerbangan di bandara-bandara Angkasa Pura II mencapai sebanyak 105.484 ribu pax. Sedangkan pergerakan kargo tahun 2017, tercatat sebanyak 816.950 ribu kg. Pergerakan arus penumpang dan kargo pada tahun 2017 juga meningkat dibandingkan tahun sebelumnya. Namun, secara umum dalam kurun waktu 5 tahun terakhir masih menunjukkan tren positif.

Kinerja KeuanganTahun 2017, Kinerja keuangan Angkasa Pura II telah menunjukkan prestasi yang baik. 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 meningkat sebesar 16,65% menjadi Rp32,65 triliun, sedangkan ekuitas perusahaan meningkat sebesar 10,59% menjadi Rp22,04 triliun.

Pada sisi laporan laba rugi dan penghasilan komprehensif Perusahaan, pendapatan usaha meningkat sebesar 22,04% menjadi Rp8,11 triliun. Laba tahun bejalan meningkat 3,59% menjadi Rp2,01 triliun sedangkan penghasilan komprehensif mengalami peningkatan sebesar 1,90% menjadi Rp1,93 triliun.

Perseroan mencatat kenaikan laba tahun berjalan menjadi Rp2,01 triliun dari sebelumnya di tahun 2016 yaitu Rp1,94 triliun atau naik sebesar 3,59%. Sedangkan penghasilan komprehensif tahun berjalan tahun 2017sebesar Rp1,93 triliun dari sebelumnya di tahun 2016 sebesar Rp1,90 triliun atau naik sebesar 1,90%.

Aircraft movements in 2017 was increased by 13.46% compared to the movement of aircraft in 2016. The number of passengers movements using the services of flights in Angkasa Pura II airports, reaching as much as 105.484 thousand pax. While the movement of cargo in 2017, recorded as much as 816.950 thousand kg. The movement of passenger and cargo flows in 2017 also increased compared to the previous year. However, in general within the last 5 years is still showing a positive trend.

Financial PerformanceIn 2017, the financial performance of Angkasa Pura II has shown a good accomplishment. It could be seen by the good uplifting performances in both statements of financial position and profit or loss and the Company’s comprehensive income. From statement of financial position, the asset of the Company increased by 16.65% to 32.65 trillion rupiah, meanwhile, the equity increased by 10.59% to 22.04 trillion rupiah.

In the scope of statement of profit or loss and comprehensive income of the Company, the revenues boosted up by 22.04% to 8.11 trillion rupiah. Annual profit for the year grew by 3.59% to 2.01 trillion while the comprehensive income increased by 1.90% to 1.93 trillion rupiah.

The Company recorded an upturn of profit for the year was increased to 2.01 trillion rupiah from the previous year in 2016 of 1.94 trillion rupiah or an increase by 3.59%. Meanwhile, profit for the year of its comprehensive income in 2017 was Rp1.93 trillion from the previous year in 2016 by 1.90 trillion rupiah or an increase by 1.90%.


22.04%Pendapatan usaha meningkat sebesarThe revenues boosted up by






Pandangan atas Prospek Usaha Seiring berlalunya tahun 2017, pemulihan global dan kondisi industri kebandarudaraan terus membaik. Bank Dunia memperkirakan pertumbuhan ekonomi global akan meningkat hingga 3,1 persen pada 2018 setelah pertumbuhan ekonomi pada 2017 jauh lebih kuat dari perkiraan, akibat pemulihan berlanjut pada investasi, manufaktur, dan perdagangan, dan juga negara-negara berkembang yang mengekspor komoditas mendapatkan keuntungan dari menguatnya harga komoditas.

Tahun 2018 akan menjadi tahun pertama sejak krisis keuangan dimana ekonomi global akan beroperasi mendekati atau pada kapasitas penuh. Pelemahan ekonomi diperkirakan akan hilang. Pembuat kebijakan perlu melihat melampaui alat kebijakan fiskal dan moneter untuk merangsang pertumbuhan jangka pendek dan mempertimbangkan prakarsa yang mungkin meningkatkan potensi jangka panjang.

Dewan Komisaris memandang bahwa kondisi ekonomi global dan domestik tersebut perlu disikapi oleh Direksi dengan seksama. Dewan Komisaris menilai bahwa target dan rencana kerja yang ditetapkan Perseroan untuk tahun 2018 telah memadai dan berpendapat bahwa program-program tersebut dapat dijalankan dengan baik. Namun demikian, Dewan Komisaris mengingatkan Direksi untuk senantiasa mengedepankan prinsip kehati-hatian dalam mengeksekusi program-program tersebut. Prinsip kehati-hatian tersebut perlu dikawal dengan kepatuhan terhadap peraturan perundang-undangan yang berlaku serta mengedepankan prinsip-prinsip good corporate governance (GCG). Hal ini diperlukan untuk menghindari dampak negatif yang dapat ditimbulkan di masa mendatang.

Oleh karena itulah, untuk menjadi perusahaan yang terus tumbuh berkelanjutan (sustainable company), Dewan Komisaris berharap Direksi terus mengedepankan inovasi dan mencari peluang-peluang baru yang dapat diambil oleh Perseroan. Peluang-peluang tersebut diharapkan dapat meningkatkan kinerja Perseroan di masa mendatang. Dewan Komisaris siap mendukung dalam batasan yang telah ditentukan.

Dewan Komisaris juga berpandangan, bahwa pangsa pasar yang telah dimiliki sampai dengan saat ini perlu dijaga dan dipertahankan. Upaya-upaya tersebut dilakukan dengan memberikan pelayanan yang terbaik dan menjadi solusi terhadap jebutuhan pelanggan. Untuk memperkuat pangsa pasar di tahun-tahun mendatang, kami mendorong adanya upaya penguatan nilai-nilai Perseroan untuk menjaga kepuasan pelanggan.

Views on Business Prospects In tandeem with the past 2017, the global recovery and aviation industry have been in a better condition. The World Bank forecasts global economic growth to edge up to 3.1 percent in 2018 after a much stronger than expected 2017 of the economic growth, as the recovery in investment, manufacturing, and trade continues, and as the commodity-exporting developing economics benefit from much stronger commodity prices.

2018 will be on its first year since the financial crisis that the global economy will be operating near or at full capacity. Slack in the economy is expected to dissipate. Policymakers will need to look beyond monetary and fiscal policy tools to stimulate short-term growth and consider initiatives more likely to boost long-term potential.

The Board of Commissioners considers that both global and domestic economy condition need to be precisely considered by the Board of Directors. The Board of Commissioners evaluates that action plan and target set by the Company for 2018 should be sufficed enough and concludes that those programs can be well implemented. Nevertheless, the Board of Commissioners warns its the Board of Directors to take into account the precautionary principle to execute those programs. That precautionary principle needs to be overseen by the compliance with laws and regulations along with putting forward the good corporate governance (GCG) principles. It is hence needed to avoid any negative impacts caused in future.

Therefore, to keep on being a sustainable company, the Board of Commissioners expects its Board of Directors to put forward innovations and look for new opportunities taken for the Company. Those opportunities are expected to enhance the Company’s performance in future. The Board of Commissioners is ready to underpin any disclaimers been set.

The Board of Commissioners also considers, the owned market share up until now has to be kept and maintained. These efforts can be undertaken by providing the best service and the best solution toward the needs of customers. To accentuate its market share in the incoming years, we support any reinforcement for the values of the Company to preserve customer satisfaction.






Pandangan Atas Penerapan Corporate Social ResponsibiltyHal penting lainnya yang mendapatkan perhatian dari Dewan Komisaris adalah Corporate Social Responsibility (CSR). Dewan Komisaris berpendapat bahwa CSR akan berdampak bagi kinerja Perseroan, melalui legitimasi dari para stakeholders. CSR akan meningkatkan reputasi Perseroan dan selanjutnya akan terjalin hubungan yang harmonis antara Perseroan dan para pemangku kepentingan.

Dewan Komisaris berpendapat bahwa Direksi telah menjalankan kegiatan CSR dengan efektif meliputi program pelestarian alam dan lingkungan hidup; ketenagakerjaan, kesehatan dan keselamatan kerja; pengembangan sosial kemasyarakatan dan taggung jawab terhadap konsumen. Sehingga, parameter keberhasilan adalah dengan mengedepankan prinsip moral dan etis, yakni menggapai hasil terbaik tanpa merugikan kelompok masyarakat lainnya.

Perseroan menyakini implementasi CSR dalam jangka panjang akan memberikan banyak manfaat bagi Perseroan, terutama pada aspek tumbuhnya kepercayaan, terciptanya keharmonisan dan meningkatkan reputasi yang pada akhirnya memiliki implikasi pada penciptaan nilai tambah yang mendorong kelancaran kestabilan dan pertumbuhan usaha Perusahaan.

Penilaian Terhadap Kinerja Komite-komite Dewan KomisarisDewan Komisaris memiliki komite-komite penunjang yang telah memiliki tugas dan tanggung jawab untuk mendukung kinerja Dewan Komisaris. Komite-komite tersebut telah memiliki pedoman kerja yang jelas, sehingga pelaksanaan tugasnya bisa terarah dan efektif. Komite-komite yang berada di bawah Dewan Komisaris adalah Komite Audit serta Komite Manajemen Risiko dan SDM.

Komite Audit memiliki tugas dan tanggung jawab untuk melakukan pengawasan atas efektivitas sistem pengendalian intern, manajemen risiko, internal audit, proses pelaporan keuangan. 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:

Views on Corporate Social Responsibility ImplementationOther crucial view that got paid an attention from the Board of Commissioners is Corporate Social Responsibility (CSR). The Board of Commissioners considers that CSR will affect the performance of the Company, through legitimation from stakeholders. CSR will enhance the reputation of the Company, and then forge a harmonious relationship between the Company and its stakeholders.

The Board of Commissioners considers that its Board of Directors had undertaken the CSR activities effectively in such programs as natural preservation and environment; labor; occupational health and safety, social community development and responsibility toward consumers. Hence, the successful parameter has to be putting forward the ethical and moral principles, such as attaining the best result without harming any other groups of society.

The Company believes the CSR implementation in long-term will provide benefits for the Company, notably of the aspects on growing trust, creating a harmony, and enhancing a reputation which will be ending up an implication on the added values underpinning stability and business growth of the Company.

Committees of the Board of Commissioners Performance AssessmentThe Board of Commissioners have supporting committees been given roles of duties and responsibilities to support performance of the Board of Commissioners. Those committees have had the clear work guidelines, so that the implementation of their duties could be targeted and effective. Committees under the Board of Commissioners are the Audit Committee along with Risk Management and HR Committees.

The Audit Committee has duties and responsibilities to undertake supervisory on the effectiveness of internal control system, risk management, audit internal, and financial reporting process. The Audit Committee of Angkasa Pura II consists of 1 (one) Chairman and 1 (one) Vice Chairman of Committee who are the members of Board of Commissioners and 2 (two) members from independent parties, as below following:


Nama Jabatan | Designation

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

Imam Bustomi Wakil Ketua Komite Audit | Vice Chairman of Audit Committee

Irwanda Wisnu Wardhana Anggota Komite Audit | Member of Audit Committee

Dewi Hanggraeni Anggota Komite Audit | Member of Audit Committee





Komite Manajemen Risiko dan SDM merupakan organ pendukung yang dimaksudkan untuk membantu Dewan Komisaris terkait permasalahan kebijakan Direksi yang berkaitan dengan pengelolaan risiko (risk management) dan kemungkinan terjadinya risiko usaha, serta pengelolaan sumber daya manusia sebagai salah satu aset penting bagi Perseroan. 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:

Risk Management and HR Committee is the supporting organ intended to assist the Board of Commissioners regarding any policy issues related to risk management and probable business risk, and human resource management as one of crucial assets for the Company.

The Risk Management and HR Committee of Angkasa Pura II consists of 1 (one) Chairman and 1 (one) Vice Chairman who are the members of Board of Commissioners and and 2 (two) members from independent parties, as below following:

Dewan Komisaris secara periodik melakukan penilaian atas efektivitas kinerja komite-komite di bawah Dewan Komisaris. Dewan Komisaris menilai bahwa selama tahun 2017 komite-komite telah menjalankan tugas dan tanggung jawabnya dengan cukup efektif. Hal tersebut didasarkan pada frekuensi dan efektivitas pelaksanaan rapat dan telah dilaksanakannya program kerja sesuai dengan yang telah direncanakan dalam Rencana Kerja dan Anggaran Komite.

Pandangan Atas Penerapan Tata Kelola Perusahaan dan Whistleblowing SystemDewan Komisaris berpendapat bahwa Direksi telah menerapkan tata kelola perusahaan (GCG) dengan baik di 2017. Dewan Komisaris secara khusus menyampaikan penghargaannya kepada Direksi atas upaya penerapan tata kelola perusahaan yang dimulai dari jajaran Direksi. Sosialisasi, internalisasi dan penerapan tata kelola perusahaan telah dilakukan secara masif dan menjangkau seluruh karyawan Perseroan.

Pada 2016, assessment dilakukan menggunakan pihak independen yakni Badan Pengawasan Keuangan dan Pembangunan (BPKP) dengan menggunakan indikator/parameter penilaian berdasarkan Keputusan Sekretaris Kementerian Badan Usaha Milik Negara Nomor: SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/ Parameter Penilaian dan Evaluasiatas Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) Pada BUMN. Capaian GCG assessment untuk tahun 2017 adalah sebesar 89,77 atau mencapai kategori Sangat Baik.

The Board of Commissioners periodically undertakes assessments on effectiveness of committees performance under Board of Commissioners. The Board of Commissioners evaluates during the year of 2017 committees have performed effective duties and responsibilities. It was due to their frequency and an effective meeting implementation and the undergone work programs in accordance with the previously planned of Committee’s Work Plan and Budget.

Views on the Implementation of Corporate Governance and Whistleblowing SystemThe Board of Commissioners considers the Board of Directors has implemented the good corporate governance (GCG) well in 2017. The Board of Commissioners in particular announces achievement to the Board of Directors on their implementation of the good corporate governance starting from the entire Board of Directors, Socialization, Internalization, and implementation of the good corporate governance that have been undergone massively and reached to the entire employees of the Company.

In 2016, assessment was conducted by inviting an independent party such as the Finance and Development Supervisory Agency (BPKP) using the parameters/indicators of assessments based on the Decree of Secretary to the Ministry of SOEs No. 16/S.MBU/2012 dated 6 June 2012 on Parameter Indicators of Assessment and Evaluation on Good Corporate Governance Implementation in State-Owned Enterprises (BUMN). Achievement of GSG assessment for 2017 was at 89.77 or in category of “Very Good.”


Nama Jabatan

Iswan Elmi Ketua Komite MRS | Chairman of Risk Management and HR Committee

Maryati Karma Wakil Ketua Komite MRS | Vice Chairman of Risk Management and HR Committee

Lailly Prihatiningtyas Anggota Komite MRS | Member of Risk Management and HR Committee

Moh. Romli Anggota Komite MRS | Risk Management and HR Committee






Beberapa kelemahan pelaksanaan good corporate governance yang berhasil di identifikasi dari proses assessment GCG selanjutnya direkomendasikan untuk ditindaklanjuti guna peningkatan kualitas implementasi GCG kedepannya.

Terkait dengan hubungan yang baik dan stabil dengan komunitas sekitar, Perseroan telah memberikan komitmen untuk menyediakan personel dan pembiayaan yang cukup memadai untuk tanggung jawab sosial perusahaan (CSR). Dewan Komisaris sangat menghargai pendekatan program yang dilakukan Direksi untuk membantu penguatan lingkungan dan masyarakat sekitar. Dewan Komisaris berharap Direksi dapat terus menjalankan CSR sebagai bagian dari pelaksanaan kegiatan operasional Perseroan.

Keberagaman dan Perubahan Komposisi Dewan Komisaris

Komposisi Dewan Komisaris telah memenuhi unsur keberagaman yaitu perpaduan dari sisi independensi, pendidikan, pengalaman kerja, dan usia. Seluruh Anggota Dewan Komisaris Perseroan memiliki integritas, kompetensi dan reputasi yang baik. Dalam penetapan komposisi Dewan Komisaris telah dilakukan dengan mempertimbangkan kebutuhan dan kompleksitas Perseroan termasuk memperhatikan unsur keberagaman dengan tetap mempertimbangkan kebutuhan Perusahaan sesuai dengan bidang usaha yang dijalankan.

Selama periode pelaporan di tahun 2017 ini, RUPS telah menyetujui perubahan dalam komposisi Dewan Komisaris. RUPS memutuskan untuk memberhentikan dengan hormat Bapak Hadi Tjahjanto sebagai Komisaris dikarenakan Bapak Hadi Tjahjanto mendapatkan penugasan baru. Dengan demikian, susunan Dewan Komisaris per 31 Desember 2017 sebagai berikut:

Some weak implementations on the good corporate governance that been successfully identified from GCG assessment process will be recommended next to be followed-up in order to enhance the quality of GCG implementation in future.

Relating to the good and stable relationship with communities in the vicinity, the Company has given a commitment to provide personnels and sufficient fundings for the corporate social responsibility (CSR). The Board of Commissioners truly appreciates the approaching programs run by the Board of Directors to assist in strengthening environment and surrounding communities. The Board of Commissioners expects the Board of Directors to sustainably undertake the CSR as an implementation part of the Company’s operational activities.

Composition Diversity and Changes of Board of CommissionersComposition of the Board of Commissioners has fulfilled elements of diversity such as independence, education, work experience, and age. All members of Board of the Commissioners in the Company have integrity, competence, and good reputation. Determining a composition of the Board of Commissioners, it considers the needs and complexities of the Company that include an observation in elements of diversity on continuously considering the needs of the Company in accordance with underpinning its business purview.

During the reporting period in 2017, RUPS has approved changes on the Composition of the Board of Commissioners. RUPS decided to dismiss the honorable Bapak Hadi Tjahjanto as the Commissioner due to a new assignment of Bapak Hadi Tjahjanto. Therefore, structure of the Board of Commissioners per December 31, 2017 is as below following:


Nama Jabatan Dasar Pengangkatan Lulus Fit & Proper Test Domisili

Rhenald Kasali Komisaris Utama (Independen)President Commissioner (Independent) SK-86/MBU/06/2015 Lulus

PassJakarta SelatanSouth Jakarta

Iswan Elmi Anggota Komsaris Commissioner SK-217/MBU/10/2014 Lulus

PassBekasi SelatanSouth Bekasi

M. Harpin Ondeh Komisaris IndependenIndependent Commissioner SK-86/MBU/06/2015 Lulus

PassBekasi SelatanSouth Bekasi

Imam Bustomi Anggota Komsaris Commissioner SK-139/MBU/07/2016 Lulus

PassJakarta TimurEast Jakarta

Maryati Karma Anggota Komsaris Commissioner SK-139/MBU/07/2016 Lulus

PassJakarta BaratWest Jakarta





ApresiasiAtas nama Dewan Komisaris, kami mengucapkan terima kasih kepada pemegang saham atas dukungan dan kepercayaan mereka terhadap masa depan Perseroan. Kami juga ingin mengucapkan terima kasih kepada Direksi, manajemen dan semua karyawan Perseroan atas kerja keras dan cerdas mereka.

Akhirnya, kami mengucapkan terima kasih kepada semua pemangku kepentingan lainnya, terutama komunitas di sekitar kami, atas terjalinnya pengertian yang baik dengan Perseroan. Tanpa dukungan dan upaya terus-menerus, Perseroan tidak akan mencapai keberhasilan seperti saat ini. Jalan di depan mungkin menantang, tetapi dengan semangat disiplin dan kesatuan, kita akan terus maju di tahun 2018 dan tahun-tahun selanjutnya.

AppreciationAs on behalf of Board of Commissioners, we would like to thank the shareholders on trust and support given to the future of the Company. We would also like to convey our gratitude to the wish to the Board of Directors, management, and all employees for their hard work and aptitude.

At last, we wish to thank to all stakeholders, notably communities in our vicinity, on forging a good understanding with the Company. Without support and continuous efforts given, the Company will not attain any current accomplishments. The pathforward might be challenging, but through our vibrant spirit of discipline and unity, driving us forward in 2018 and in the upcoming years.

Jakarta, April 2018PT Angkasa Pura II (Persero)

Atas nama Dewan Komisaris | On behalf of the Board of Commissioners,

Rhenald KasaliKomisaris Utama (Independen) | President Commissioner (Independent)







Muhammad AwaluddinDirektur Utama | President Director

LAPORAN DIREKSIBOARD OF DIRECTOR REPORT











Para Pemangku Kepentingan yang terhormat,Puji dan syukur kepada Tuhan Yang Maha Esa, tahun 2017 PT Angkasa Pura II (Persero) kembali berhasil mencatatkan kinerja yang menggembirakan. Dalam kesempatan ini, mewakili Direksi perkenankanlah kami menyampaikan pencapaian kinerja dan berbagai upaya Manajemen dalam melakukan transformasi untuk meningkatkan pelayanan publik praktik tata kelola perusahaan yang baik (GCG), sehingga memberikan hasil terbaik kepada seluruh stakeholders.

Honorable stakeholders,Praise and gratitude to the Almighty God, for showering us His grace so that in 2017 PT Angkasa Pura II (Persero) again managed to record an exhilarating performance. On this occasion, representing the Board of Directors, let us convey the achievements and efforts of the Management in transforming to improve the public services of good corporate governance (GCG) practices, thereby providing the best results to all stakeholders.

PEREKONOMIAN GLOBAL DAN NASIONAL Bank Dunia memperkirakan pertumbuhan ekonomi global akan meningkat hingga 3,1% pada 2018 setelah pertumbuhan ekonomi pada 2017 jauh lebih kuat dari perkiraan, akibat pemulihan berlanjut pada investasi, manufaktur, dan perdagangan, dan juga negara-negara berkembang yang mengekspor komoditas mendapatkan keuntungan dari menguatnya harga komoditas.

Bank Indonesia (BI) memprediksi pertumbuhan ekonomi Indonesia pada tahun 2017 akan mencapai 5,1% secara tahunan (yoy). Prediksi tersebut lebih tinggi dibandingkan pertumbuhan ekonomi pada tahun 2016 yang tercatat sebesar 5,02% (yoy) yang mengindikasikan pemulihan ekonomi yang terus berlanjut. Pertumbuhan ekonomi Indonesia pada tahun 2017 membaik sejalan dengan meningkatnya ketahanan fundamental perekonomian. Hal ini tercermin dari angka inflasi yang terjaga pada level 3,61% (yoy), surplus neraca pembayaran yang berlanjut menjadi 11 miliar dollar AS, dan stabilitas nilai tukar rupiah yang terjaga. Defisit transaksi berjalan 2017 di 17 miliar dollar AS, dimana defisit transaksi berjalan 2017 ada di bawah 2% dari Produk Domestik Bruto (PDB) sebesar 1,8%.

GLOBAL AND NATIONAL ECONOMYThe World Bank estimated0 global economic growth will increase to 3.1% in 2018 after stronger economic growth in 2017 than expected, due to ongoing recovery in investment, manufacturing and trade, as well as developing countries which exporting commodities got benefit from the strengthening of commodity prices.

Bank Indonesia (BI) has predicted that Indonesia’s economic growth in 2017 will reach 5.1% annually (yoy). The forecast was higher than the 5.02% (yoy) economic growth in 2016 which indicates an ongoing economic recovery. Indonesia’s economic growth in 2017 was improving in line with the increasing fundamental resilience of the economy. This was reflected in inflation rates was maintained at the level of 3.61% (yoy), the surplus balance of payments continues to be at 11 billion dollars, and the stability of the exchange rate was maintained. The current account deficit in 2017 at 17 billion dollars, of which the current account deficit in 2017 was below 2% of Gross Domestic Product (GDP) of 1.8%.






Adapun Badan Pusat Statistik (BPS), mencatat pertumbuhan ekonomi 2017 hanya 5,07% dari target 5,2% dalam Anggaran Pendapatan dan Belanja Negara (APBN) Perubahan 2017. Hal ini tidak lepas dari pertumbuhan ekonomi pada triwulan IV 2017 yang hanya sebesar 5,19%. Perekonomian Indonesia 2017 diukur berdasarkan Produk Domestik Bruto (PDB) atas dasar harga berlaku mencapai Rp13.588,8 triliun dan PDB perkapita mencapai Rp51,89 juta atau US$3.876,8. Namun demikian, ekonomi Indonesia tahun 2017 yang tumbuh 5,07% ini lebih tinggi dibanding capaian tahun 2016 sebesar 5,03%.

Dari sisi produksi, pertumbuhan tertinggi dicapai oleh Lapangan Usaha Informasi dan Komunikasi sebesar 9,81%. Sementara dari sisi pengeluaran pertumbuhan tertinggi dicapai oleh Komponen Ekspor Barang dan Jasa sebesar 9,09%.

Badan Pusat Statistik (BPS) melaporkan inflasi Desember 2017 sebesar 0,71%. Adapun untuk inflasi tahun kalender atau dari Januari hingga Desember sebesar 3,61%. Angka inflasi ini masih berada jauh dari target Anggaran Pendapatan dan Belanja Negara (APBN) di 4,3%.

Besaran inflasi pada 2017 disebabkan oleh kebijakan pemerintah terkait dengan pengaturan harga barang atau jasa, mulai harga bahan bakar minyak dan tarif dasar listrik. Tren inflasi 2017 yang yang memberikan kontribusi paling tinggi adalah administered price terutama pada saat kenaikan harga listrik, namun volatile food dan dari sisi core inflation cukup stabil, bahkan volatile food mengalami penurunan tajam.

Pertumbuhan ekonomi diharapkan mampu didorong oleh belanja infrastruktur pemerintah dalam rangka menguatkan sektor produktif sebagai penggerak pertumbuhan perekonomian. Tidak hanya itu, sebanyak empat belas paket kebijakan yang telah diluncurkan pemerintah diharapkan dapat mendorong investasi yang mampu mempercepat pertumbuhan ekonomi dan menjaga stabilitas ekonomi makro.

Dengan kondisi ekonomi di akhir tahun 2017 tersebut dan beberapa langkah yang telah ditempuh oleh Pemerintah, berbagai kalangan merasa optimis dengan perekonomian Indonesia di tahun 2018 dan selanjutnya akan kembali meningkat.

The Central Bureau of Statistics (BPS), recorded the economic growth in 2017 was only 5.07% of 5.2% target in the State Budget (APBN) for 2017. This in line with the economic growth in the fourth quarter of 2017 which only amounted to 5,19%. The Indonesian economy in 2017 measured by Gross Domestic Product (GDP) at current prices reached Rp13.588,8 trillion and GDP per capita reached Rp51,89 million or US $ 3876.8. Nevertheless, the Indonesian economy of 2017 which grew 5.07% was higher than the achievement in 2016 of 5.03%.

In terms of production, the highest growth was achieved by the Information and Communication Business Field of 9.81%. Meanwhile, from the side of highest expenditure growth was achieved by the Export Components of Goods and Services of 9.09%.

Central Bureau of Statistics (BPS) reported inflation in December 2017 of 0.71%. As for inflation for calendar year or from January to December amounted to 3.61%. This inflation rate is still far from the target of the State Budget (APBN) at 4.3%.

The inflation rate in 2017 is due to government policies related to the regulation of the price of goods or services, starting from the price of oil fuel and basic electricity tariffs. The inflationary trend of 2017, which contributed the most was administered price, especially when electricity price hike, but volatile food and from core inflation were stable, even volatile food decreased sharply.

Economic growth is expected to be encouraged by government infrastructure spending in order to strengthen the productive sector as a driver of economic growth. Not only that, as many as fourteen policy packages that have been launched by the government are expected to encourage investment that can accelerate economic growth and maintain macroeconomic stability.

With the economic conditions at the end of 2017 and several steps taken by the Government, various groups feel optimistic about the Indonesian economy in 2018 and will further increase.






AIRPORT SERVICE INDUSTRY2017 is the year that is promising for the aviation industry nationally and internationally, driven by the rapid growth of the Chinese middle class people who are a potential market for the aviation industry. Likewise with the middle east with strong capital and geographical position that allows the Middle East to take its share of direct long-haul flights between the continents, especially to Asia.

This world conditions also have an impact on the health of the airline business climate in Indonesia in 2017, but the airline industry is a very high regulated industry that the government’s role as regulator is very important to ensure the sustainability of the aviation industry.

For Angkasa Pura II itself in 2017 is a very good year where passenger movement grew 12% compared to 2016 year i.e. from 95 million passengers to 105 million passengers. In the coming year the Indonesian aviation industry is projected to grow as the impact of aviation industry growth in China and the Middle East and the growth of the middle economic community in Indonesia.

COMPANY PERFORMANCE ANALYSISStrategy PolicyImproved national economic growth has a positive impact on the company. Based on the condition, Angkasa Pura II has done strategic planning and efforts to ensure success on the achievement of the set targets. The strategic efforts that have been done by Angkasa Pura II in supporting the achievement of performance are:

1. Accelerate the growth of movement in all airports, with appropriate airport positioning strategies, as follows:

a. Soekarno Hatta Airport to become a major international hub (primary international hub country) in 2020

Tahun 2017 adalah tahun yang sangat baik dimana pergerakan penumpangnya tumbuh 12% dibandingkan tahun 2016.2017 is a very good year where passenger movement grew 12% compared to 2016 year.


INDUSTRI KEBANDARUDARAANTahun 2017 adalah tahun yang cukup menjanjikan bagi industri penerbangan nasional maupun internasional, di drive dari pesatnya pertumbuhan masyarakan ekonomi menengah cina yang merupakan potensial market bagi industri penerbangan. Demikian juga dengan timur tengah dengan modalnya yang kuat dan posisinya geografisnya yang memungkinkan timur tengah untuk mengambil pangsa pada penerbangan-penerbangan direct jarak jauh antar benua terutama ke asia.

Kondisi dunia ini juga berdampak pada sehatnya iklim bisnis penerbangan di Indonesia di tahun 2017, namun industri penerbangan adalah industri yang sangat high regulated sehingga peranan pemerintah sebagai regulator sangat penting untuk menjamin sustainability dari industri penerbangan.

Bagi Angkasa Pura II sendiri tahun 2017 adalah tahun yang sangat baik dimana pergerakan penumpangnya tumbuh 12% dibandingkan tahun 2016 yaitu dari 95 juta penumpang menjadi 105 juta penumpang. Dalam tahun yang akan datang industri penerbangan Indonesia diproyeksikan masih bertumbuh sebagai dampak pertumbuhan industri penerbangan di cina dan timur tengah dan pertumbuhan masyarakat ekonomi menengah di Indonesia.

ANALISA KINERJA PERUSAHAAN Kebijakan Strategi Pertumbuhan ekonomi nasional yang semakin membaik memberikan dampak positif bagi perusahaan. Atas kondisi tersebut, Angkasa Pura II telah melakukan perencanaan dan upaya-upaya strategis untuk memastikan keberhasilan atas pencapaian target yang telah ditetapkan. Upaya-upaya strategis yang telah dilakukan oleh Angkasa Pura II dalam mendukung pencapaian kinerja antara lain:

1. Percepatan pertumbuhan pergerakan di semua bandara, dengan strategi posisi bandara yang tepat, sebagai berikut:

a. Bandara Soekarno Hatta dengan menjadi Hub internasional utama (primary international country Hub) di tahun 2020

12%YoY






b. Bandara Kualanamu dengan menjadi Hub internasional kedua (secondary international country Hub) di tahun 2020

c. Bandara lainnya dengan mengembangkan fungsi sebagai bandara asal-tujuan (origin-destination)

2. Transformasi bisnis perusahaan dilakukan melalui strategi inorganic yaitu partnership atau kemitraan.

3. Pengembangan properti di wilayah bandara dan sekitarnya bertujuan untuk meningkatkan nilai kemanfaatan lahan.

4. Optimalisasi pengalaman pelanggan dilakukan dengan penggunaan teknologi terkini yang terintegrasi satu sama lainnya sehingga tercipta kepastian waktu dan proses bagi pelanggan.

5. Peningkatan pembelanjaan penumpang harus ditunjang dengan strategi retail yang tepat.

Realisasi Kinerja dan Target1. Kinerja Operasional

Pergerakan pesawat, penumpang dan kargo Angkasa Pura II bertumbuh dengan cukup tinggi di tahun 2017, disebabkan oleh pembukaan rute baru, penambahan frekuensi penerbangan dan pengambil alihan bandara baru oleh Angkasa Pura II.

b. Kualanamu Airport by becoming the second international hub (secondary international country Hub) in 2020

c. The other airport by developing the function as the origin-destination airport,

2. Corporate business transformation is done through inorganic strategy that is partnership or partnership.

3. The development of property in the airport and surrounding areas aims to increase the value of land use.

4. Optimizing the customer experience is done with the use of the latest technology that is integrated with each other so as to create certainty of time and process for customers.

5. Increased passenger expenditure should be supported by appropriate retail strategy.

Realization of Performance and Target1. Operational Performance

The movement of aircraft, passengers and cargo of Angkasa Pura II grew quite high in 2017, due to the opening of new routes, the addition of flight frequencies and the acquisition of new airports by Angkasa Pura II.



Aircraft movement in 2017 increased 13.46% compared to in 2016. The number of passenger movements using the services at Angkasa Pura II airports reached as many as 105.484 thousand pax. While the movement of cargo in 2017, recorded as much as 816.950 thousand kg. The movement of passenger and cargo flows in 2017 also increased compared to the previous year. However, in general within the last 5 years is still showing a positive trend

2017

816

,95

0

105

,48

4

82

1,18

8

2016

743

,337

95

,175

72

3,7

99

Aircraft Movement (in units of Route)








Aset per 31 Desember 2017 mencapai Rp32,65 triliun, meningkat sebesar Rp4,66 triliun atau 16,65% dibandingkan total aset per 31 Desember 2016 sebesar Rp27,99 triliun, sedangkan pencapaian terhadap target RKAP atas aset sebesar 93,51%. Ekuitas per 31 Desember 2017 mencapai Rp22,04 triliun, meningkat sebesar Rp2,11 triliun atau 10,59% dibandingkan jumlah ekuitas per 31 Desember 2016 sebesar Rp19,93 triliun, sedangkan pencapaian terhadap target RKAP atas ekuitas sebesar 105,52%.

As of December 31, 2017, the assets reached Rp32.65 trillion, an increase of Rp4.66 trillion or 16.65% compared to total assets as of 31 December 2016 of Rp27.99 trillion, while achievement of the target of RKAP on assets amounted to 93.51%. Equity as of December 31, 2017 reached Rp22.04 trillion, an increase of Rp2.11 trillion or 10.59% compared to total equity as of 31 December 2016 of Rp19.93 trillion, while the achievement of RKAP targets for equity was 105.52%.

Realisasi 2016Realization

Kinerja Keuangan | Financial performance(Dalam Trilliun Rupiah | in trillion Rupiah)

Realisasi 2017Realization

Target 2017Realization

8.2

5

8.1

1

6.6

5

1.9

4

2.0

1

1.6

7

The achievement of aeronautical service performance was contributed by the performance of landing service by 43,749,038 tons (grew 6%), passenger service 49,130,446 pax (10% growth), avibridge service 445,178 pes (31% growth) and counter service 53,687 .433 pax (growing 9%)

The achievement of non-aeronautical service performance was contributed by the performance of rental services with negative growth of 3.85%, advertisement service performance with 136.87% growth, concession service performance with growth of 6.87%, throughput fee service performance with negative growth 17.97%, vehicle parking service performance with 4.72% growth and utility service performance with growth of 5.52%.

2. Financial Performance Angkasa Pura II succeeded in improving its financial performance in 2017. Operating revenues reached Rp8.11 trillion, growing by Rp1.46 trillion or 22.04% compared to revenues in 2016 of Rp6.65 trillion, while the targeted revenue was 98.34 %. Angkasa Pura II managed to book a net profit of Rp2.01 trillion, an increase of Rp69.6 billion,

Pencapaian kinerja jasa aeronautika dikontribusi oleh kinerja pelayanan pendaratan sebesar 43.749.038 ton (tumbuh 6%), pelayanan penumpang sebesar 49.130.446 pax (tumbuh 10%), pelayanan pemakaian aviobridge sebesar 445.178 pes (tumbuh 31%) dan pelayanan pemakaian konter sebesar 53.687.433 pax (tumbuh 9%)

Pencapaian kinerja jasa non aeronautika dikontribusi oleh kinerja jasa sewa-sewa dengan pertumbuhan negatif sebesar 3,85%, kinerja jasa reklame dengan pertumbuhan sebesar 136,87%, kinerja jasa konsesi dengan pertumbuhan sebesar 6,87%, kinerja jasa throughput fee dengan pertumbuhan negatif sebesar 17,97%, kinerja jasa parkir kendaraan dengan pertumbuhan sebesar 4,72% dan kinerja jasa utilities dengan pertumbuhan sebesar 5,52%.

2. Kinerja Keuangan Angkasa Pura II berhasil meningkatkan kinerja keuangan di tahun 2017. Pendapatan usaha mencapai Rp8,11 triliun, tumbuh sebesar Rp1,46 triliun atau 22,04% dibandingkan pendapatan usaha tahun 2016 sebesar Rp6,65 triliun, sedangkan terhadap target pendapatan usaha mencapai 98,34%. Angkasa Pura II berhasil membukukan laba bersih sebesar Rp2,01 triliun, meningkat sebesar Rp69,6 miliar atau 3,59% dibandingkan tahun 2016 yang tercatat sebesar Rp1,94 triliun, sedangkan terhadap target laba bersih yang ditetapkan mencapai 120,49%.

Pendapatan usaha

Laba Tahun berjalan







Kendala-kendala yang Dihadapi Pengelolaan perusahaan tentunya tidak dapat dilepaskan dari kendala yang dihadapi. Kendala yang dihadapi oleh Angkasa Pura II. Direksi dan seluruh karyawan telah bekerja keras dan berupaya untuk mengatasi kendala yang ada, sehingga kinerja Angkasa Pura II mampu memenuhi target yang telah ditetapkan. Adapun kendala-kendala yang dihadapi oleh Perseroan pada tahun 2017 antara lain:

1. Profitabilitas perusahaan secara keseluruhan mengalami penurunan disebabkan adanya kontribusi profitabilitas negatif pada 6 bandara.

2. Kepemilikan atas lahan sebagian bandara tidak sepenuhnya pada perusahaan,

3. Struktur biaya pada mayoritas bandara yang belum efisien.4. Biaya bahan bakar pesawat di Indonesia lebih mahal 14%

dibandingkan kompetitor Kuala Lumpur mengakibatkan harga yang kurang kompetitif.

5. Kurang berkembangnya bisnis kargo antara lain karena tidak adanya basis data kargo yang tersentral (terkoneksi dengan seluruh cargo player).

PROSPEK USAHASecara umum peran angkutan udara adalah sebagai simpul dalam jaringan transportasi udara, pengembangan ekonomi, sosial dan budaya serta keamanan dan pertahanan. Di bidang pengembangan ekonomi, sosial dan budaya, angkutan udara memberikan kontribusi yang cukup besar di bidang transportasi, pengembangan ekonomi daerah, pertumbuhan pariwisata dan ketenagakerjaan. Bidang pengangkutan dan komunikasi memiliki kontribusi rata-rata 7% dari PDB nasional.

Pertumbuhan penumpang angkutan udara di Indonesia pasca deregulasi industri penerbangan tahun 1999 sangat menakjubkan. Berdasarkan data pertumbuhan industri penerbangan dalam kurun waktu 5 tahun terakhir yang dilihat dari kinerja pergerakan pesawat udara, jumlah penumpang, dan jumlah kargo yang terus meningkat.

Bisnis angkutan udara masih menjadi bisnis dengan peluang finansial paling besar. Sektor Bandara memberikan Total Shareholder Return (TSR) tertinggi dibandingkan sektor transportasi lainnya. Tingginya nilai peluang dalam bisnis bandara didorong oleh pertumbuhan tahunan dalam bisnis.

Perkembangan industri pariwisata dalam negeri juga memberikan peluang peningkatan jumlah wisatawan yang menggunakan jasa penerbangan. Lebih lanjut, maskapai penerbangan asing masuk ke dalam negeri, menambah ramainya pasar penerbangan

Constraints FacedManagement of the company certainly cannot be separated from the constraints faced. Constraints faced by Angkasa Pura II. The Board of Directors and all employees have worked hard and strive to overcome the existing obstacles, so that the performance of Angkasa Pura II is able to meet the set targets. The constraints faced by the Company in 2017, among others:

1. Profitability of the company as a whole decreased due to the negative profitability contribution at 6 airports.

2. Land ownership of some airports are not entirely by the company,

3. The cost structure of the majority of airports is not yet efficient.

4. The cost of aircraft fuels in Indonesia is 14% more expensive than Kuala Lumpur’s competitors resulting in less competitive prices.

5. Less developed cargo business among others due to the absence of a centralized cargo database (connected with all cargo players).

BUSINESS OUTLOOKIn general the role of air transport is as a node in the air transport network, economic, social and cultural development and security and defense. In the field of economic, social and cultural development, air transport contributes substantially to transportation, regional economic development, tourism growth and employment. The transport and communications sector contributes an average of 7% of the national GDP.

Total airline passengers increased significantly since the deregulation of aviation industry in 1999. Based on the data of aviation industry growth within the last 5 years, it can be seen from the performance of aircraft movement that total passengers and cargos are continuously increased.

Airport business is still the business with the greatest financial opportunity. The Airport Sector provides the highest Total Shareholder Return (TSR) compared to other transport sectors. The high value of opportunities in the airport business is driven by annual growth in business.

Development of the tourism industry in the country also provides improvement opportunity in the number of tourists who use flight services. Furthermore, foreign airlines entering the country, increase the traffic of Indonesian aviation market.





Indonesia. Persaingan maskapai penerbangan baik maskapai penerbangan asing maupun domestik menciptakan persaingan harga yang mendorong pemberlakuan konsep Low Cost Carrier (LCC). Pemberlakuan konsep tersebut akan semakin mendorong pertumbuhan penumpang dan maskapai penerbangan yang kemudian menjadikan industri penerbangan udara sebagai pilihan sarana transportasi antarwilayah yang lebih diminati.

Perkembangan industri penerbangan Indonesia juga akan semakin cerah dengan ikut sertanya Indonesia dalam World Route Airlines. Acara pertemuan global bagi pihak-pihak yang berkecimpung dalam industri penerbangan yang diadakan beberapa tahun sekali ini diikuti oleh lebih dari 110 negara.

Beberapa peluang yang menciptakan prospek usaha yang cemerlang bagi Angkasa Pura II sebagai berikut:

1. Besarnya potensi pariwisata yang masih dapat dikembangkan di Indonesia

2. Peningkatan traffic penerbangan dan penumpang yang bersumber dari pembukaan rute domestik baru, penerbangan rute internasional untuk transit di bandara CGK, pemberlakuan MEA dan Open Sky Policy, dan penyelenggaraan event internasional seperti ASIAN games di Indonesia.

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

4. Akusisi Bandara Baru5. Potensi pengembangan bisnis kargo CGK 6. Teknologi untuk mendukung operasional bandara

PENERAPAN TATA KELOLA PERUSAHAAN Dalam jangka panjang, penerapan GCG mempunyai relevansi terhadap kinerja atau performance suatu perusahaan karena nilai akhir (ultimate value) penerapan GCG adalah meningkatkan kinerja (high performance) serta citra perusahaan yang baik (good corporate image). Aktualisasi GCG di Angkasa Pura II dilakukan di seluruh tingkatan dan jenjang organisasi dengan berpedoman pada ketentuan dan persyaratan terkait dengan pelaksanaan GCG bagi perusahaan.

Optimalisasi penerapan GCG Perseroan terus dilakukan dengan penguatan infrastruktur untuk mencapai praktik terbaik, penyesuaian sistem dan prosedur yang diperlukan untuk mendukung pelaksanaan GCG yang semakin efektif. Angkasa Pura II secara rutin melaksanakan Assessment terhadap praktik GCG dalam rangka mengevaluasi dan meningkatkan kualitas penerapan GCG.

Airlines competition both foreign and domestic airlines creates price competition that encourages the enforcement of Low Cost Carrier (LCC) concept. Enforcement of such concept will further encourage the growth of passengers and airlines which then makes air travel industry as a more desirable transportation choices.

Development of Indonesian aviation industry will also be brighter with the participation of Indonesia in World Route Airlines. The global meeting event for parties involved in the aviation industry which is held every few years attended by more than 110 countries.

Several opportunities that create brilliant business prospects for Angkasa Pura II as follows:

1. The amount of tourism potential that can still be developed in Indonesia

2. Increased flight and passenger traffic sourced from the opening of new domestic routes, international route flights for transit at CGK airport, MEA and Open Sky Policy, and international events such as ASIAN games in Indonesia.

3. Kualanamu Airport Management (KNO), which is the only Indonesian airport 3 star SKYTRAX and has a large area of land, so the potential to be developed further.

4. Acquire New Airport5. Potential development of cargo business CGK6. Technology to support airport operations

CORPORATE GOVERNANCE IMPLEMENTATIONIn the long term, the implementation of GCG have relevance to the performance or the performance of a company because the value of the final (ultimate value) GCG implementation was to improve performance (high performance) as well as a good corporate image (good corporate image). GCG actualization in Angkasa Pura II is done at all levels of the organization with reference to the terms and conditions related to the implementation of GCG for the company.

The optimization of GCG implementation of the Company is continuously carried out by strengthening the infrastructure to achieve best practices, adjusting the systems and procedures necessary to support more effective GCG implementation. Angkasa Pura II regularly conducts Assessment of GCG practices in order to evaluate and improve the quality of GCG implementation.








Pada tahun 2017, hasil penilaian penerapan GCG menunjukkan capaian skor sebesar 89,77% dengan predikat “Sangat Baik”. Hasil tersebut menjelaskan peningkatan kualitas penerapan GCG dibandingkan dengan tahun sebelumnya. Selain hal tersebut, Angkasa Pura II juga melakukan sosialisasi code of conduct, program Pengendalian Gratifikasi dan penguatan Sistem Pelaporan Pelanggaran (Whistleblowing System).

PENGEMBANGAN SUMBER DAYA MANUSIA Angkasa Pura II memiliki komitmen tinggi untuk senantiasa memberikan perlakuan yang adil dan setara bagi seluruh pegawainya. Angkasa Pura II memberikan kesempatan yang sama bagi setiap pegawai untuk mengembangkan diri dan menunjukkan potensi terbaiknya bagi organisasi. Sebagai bagian dari komitmen untuk peningkatan kualitas SDM secara berkelanjutan, Angkasa Pura II mengikutkan karyawan dalam berbagai pendidikan dan pelatihan. Perseroan memberikan kesempatan yang sama bagi setiap pegawai untuk mengembangkan diri dan menunjukkan potensi terbaiknya bagi organisasi tanpa membedakan gender, suku, agama, ras dan golongan.

Selama tahun 2017, Angkasa Pura II telah mengikutsertakan karyawan sebanyak 5.208 orang dalam kegiatan pengembangan SDM melalui 298 program pendidikan dan pelatihan. Adapun biaya yang telah digunakan untuk program pengembangan SDM mencapai Rp53,68 miliar, meningkat dibandingkan tahun sebelumnya sebesar Rp46,45 miliar.

TANGGUNG JAWAB SOSIAL PERUSAHAAN (CSR) Angkasa Pura II menyakini implementasi CSR dalam jangka panjang akan memberikan banyak manfaat bagi Perseroan, terutama pada aspek tumbuhnya kepercayaan, terciptanya keharmonisan dan meningkatkan reputasi yang pada akhirnya memiliki implikasi pada penciptaan nilai tambah yang mendorong kelancaran kestabilan dan pertumbuhan usaha.

Untuk itu, Angkasa Pura II terus meningkatkan kualitas pengelola jasa kebandarudaraan dan mengutamakan keselamatan penerbangan dan kepuasan pelanggan, serta memberikan manfaat secara berkelanjutan masyarakat dan lingkungan bandara. Pada tahun 2017, Angkasa Pura II menyalurkan dana untuk program kemitraan sebesar Rp54,05 miliar kepada 933 mitra binaan yang terbagi dalam 8 (delapan ) sektor usaha. Sedangkan penyaluran dana CSR melalui program bina lingkungan mencapai Rp45,43 miliar. Penggunaan dana pada program Bina Lingkungan diperuntukan sebagai bantuan korban bencana alam, bantuan pendidikan atau pelatihan,

In 2017, GCG implementation assessment results indicate attainment score of 89.77% to the category of “Very Good”. These results explain the improved quality of GCG implementation compared to the previous year. Besides that, Angkasa Pura II also socializes code of conduct, Gratification Control program and strengthening of Whistleblowing System.

HUMAN RESOURCE DEVELOPMENTAngkasa Pura II has a high commitment to always give fair and equal treatment for all its employees. Angkasa Pura II provides the same opportunity for every employee to develop themselves and show their best potential for the organization. As part of its commitment to continuously improve the quality of human resources, Angkasa Pura II includes employees in various education and training. The Company provides equal opportunities for every employee to develop themselves and demonstrate the best potential for the organization regardless of gender, ethnicity, religion, race and class.

During 2017, Angkasa Pura II has employed 5,208 employees in human resource development activities through 298 education and training programs. The cost that has been used for human resource development program reached Rp53, 68 billion, an increase compared to the previous year amounting to Rp46, 45 billion.

CORPORATE SOCIAL RESPONSIBILITY (CSR)Angkasa Pura II believes that the long term implementation of CSR will provide many benefits to the Company, especially on the aspect of growing trust, creating harmony and enhancing reputation that ultimately has implications for creating added value that encourages smooth stability and business growth.

To that end, Angkasa Pura II continues to improve the quality of airport services and prioritize flight safety and customer satisfaction, as well as provide sustainable benefits to the airport community and environment. In 2017, Angkasa Pura II disbursed funds for the partnership program amounting to Rp54.05 billion to 933 partners assisted in 8 (eight) business sectors. While the distribution of CSR funds through environmental development program reached Rp45, 43 billion. The use of funds in the Community Development program is intended to assist victims of natural disasters, educational or training assistance, health promotion assistance, development of public facilities and





bantuan peningkatan kesehatan, pengembangan sarana & prasarana umum, bantuan sarana ibadah, pelestarian alam, pengentasan kemiskinan.

PERUBAHAN KOMPOSISI DIREKSI Selama tahun 2017, terdapat perubahan komposisi Direksi dengan pengangkatan Ibu Tina T. Kemala Intan sebagai Direktur berdasarkan Surat Keputusan Menteri BUMN No. SK-54/MBU/3/2017. Sehingga komposisi Direksi tahun 2017 sebagai berikut:

infrastructure, religious facilities, nature conservation, poverty alleviation.

CHANGE IN THE BOARD OF DIRECTORS COMPOSITIONDuring 2017, there is a change in the composition of the Board of Directors with the appointment of Ibu Tina T. Kemala Intan as Director based on the Decree of the Minister of SOE No. SK-54 / MBU / 3/2017. So the composition of the Board of Directors in 2017 as follows:

APRESIASIAtas 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. Dukungan tersebut memberikan arti yang besar bagi keberhasilan Perusahaan dalam mengarungi tahun-tahun yang penuh tantangan dimasa mendatang.

Kami menyadari sepenuhnya tahun-tahun ke depan merupakan tahun yang penuh tantangan tetapi juga sekaligus memberikan peluang bagi Perseroan untuk lebih maju, unggul dan terpercaya. Dengan dukungan dan kerjasama dari para pemangku kepentingan, Angkasa Pura II optimis dapat mencapai kemajuan lebih baik dalam mewujudkan visi, misi dan tujuan Perusahaan.

APPRECIATIONFor all these achievements, we would like to express our highest appreciation for the dedication shown by the employees. We are also grateful to the Board of Commissioners, shareholders, business partners and customers for their trust. Such support provides great significance for the Company’s success in navigating the challenging years of the future.

We are fully realize that the years ahead is a challenging year but also at the same time would provide opportunities for the Company to become more advanced, superior and reliable. With the support and cooperation of the stakeholders, Angkasa Pura II is optimistic to achieve better progress in realizing the Company’s vision, mission and objectives.


Jakarta, April 2018PT Angkasa Pura II (Persero)

Atas Nama Direksi | On Behalf of the Board of Directors,

Muhammad Awaluddin Direktur Utama | President Director

Nama Jabatan Dasar Pengangkatan

Muhammad Awaluddin President Director SK-227/MBU/09/2016

Djoko Murjatmodjo Director of Operation & Enginering SK-227/MBU/09/2016

Daan Achmad Director of Commercial & Business Development SK-227/MBU/09/2016

Andra Y. Agussalam Director of Finance SK-227/MBU/09/2016

Ituk Herarindri Director of Airport Service & Facility SK-227/MBU/09/2016

Tina T. Kemala Intan Director of Human Capital, General Affair & Information Technology SK-54/MBU/3/2017






Rhenald KasaliPresiden Komisaris (Independen)

President Commissioner (Independent)

SURAT PERNYATAAN ANGGOTA DEWAN KOMISARIS DAN DIREKSI TENTANG TANGGUNG JAWAB ATAS LAPORAN TAHUNAN DAN LAPORAN KEUANGAN KONSOLIDASIAN TAHUN 2017 PT ANGKASA PURA II (PERSERO)

Dewan KomisarisBoard of Commissioners

Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan PT Angkasa Pura II (Persero) tahun 2017 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi Laporan Tahunandan Laporan Keuangan Konsolidasian 2017 PT Angkasa Pura II (Persero).

Demikian pernyataan ini dibuat dengan sebenarnya.

Jakarta, April 2018

Iswan ElmiKomisaris | Commissioner

Imam BustomiKomisaris | Commissioner

Maryati KarmaKomisaris | Commissioner

M. Harpin OndehKomisaris Independen | Independent Commissioner

Tanggung Jawab Manajemen Atas Laporan Tahunan dan Laporan Keuangan Konsolidasian Tahun 2017





Muhammad AwaluddinPresiden Direktur | President Director

STATEMENT OF THE BOARD OF COMMISSIONERS AND DIRECTORSCONCERNING RESPONSIBILITY TO 2017 ANNUAL REPORT AND CONSOLIDATED FINANCIAL STATEMENTS PT ANGKASA PURA II (PERSERO)We the undersigned hereby declare on the completeness of information in 2017 Annual Report of PT Angkasa Pura II (Persero) and shall be fully responsible on the accuracy of contents stated in 2017 Annual Report and Consolidated Financial Statements of PT Angkasa Pura II (Persero).

Thus this statement is duly executed and can be used deemed fit.

DireksiBoard of Directors

Jakarta, April 2018

Djoko MurjatmodjoDirektur Teknik dan Operasi

Director of Engineering and Operation

Ituk HerarindriDirektur Pelayanan dan Fasilitas

Director of Airport Service and Facility

Tina T. Kemala IntanDirektur Sumber Daya Manusia, Umum dan TI

Director of Human Capital, General Affairs and IT

Daan AchmadDirektur Komersial dan Pengembangan Usaha

Director of Commercial and Business Development

Andra Y AgussalamDirektur KeuanganDirector of Finance

Management Responsibility To 2017 Annual Report and Consolidated Financial Statements











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

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















Kegiatan UsahaLine of Business

Dasar Hukum Pendirian

Legal Basis of Establishment

Alamat PerseroanCompany Address

T (62-21) 550 5079, 550 5074

1. Pelayanan Jasa Kebandarudaraan / Airport Services2. Pelayanan Jasa Terkait Bandar Udara / Airport-related Services

18 November 2008 sesuai dengan Akta Notaris Silvia Abbas Sudrajat, SH, SpN Nomor 38

November 18, 2008, pursuant to the Notarial Deed of Silvia Abbas Sudrajat, SH, SpN, No. 38

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

Status PerusahaanCompany’s Status

Perusahaan Badan Usaha Milik Negara (BUMN)

State-Owned Enterprise (SOE)

Modal DasarAuthorized Capital

Rp 20.000.000.000.000

Modal Ditempatkan dan DisetorIssued and Fully Paid-In Capital

Rp 7.000.000.000.000

Tanggal PendirianEstablishment Date

Oktober | October1995

3


Untuk informasi lebih lanjut silahkan kunjungi situs www.angkasapura2.co.id Dalam situs tersebut tersedia berbagai informasi yang dibutuhkan oleh para pemangku kepentingan.

For more information please visit www. angkasapura2.co.id. The website provides a wide range of information required by stakeholders.

Nama Perusahaan | Company Name

PT ANGKASA PURA II (PERSERO)(THE “COMPANY”)

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

KepemilikanOwnership

Layanan InformasiInformation Service

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









SEKILAS ANGKASA PURA IICOMPANY AT A GLANCE

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 wilayah Indonesia Barat. Angkasa Pura II 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.

Keberadaan Angkasa Pura II berawal dari perusahaan Umum dengan nama Perum Pelabuhan Udara Jakarta Cengkareng melalui Peraturan Pemerintah Nomor 20 tahun 1984, kemudian pada 19 Mei 1986 melalui Peraturan Pemerintah Nomor 26 tahun 1986 berubah menjadi Perum Angkasa Pura II. Selanjutnya, pada 17 Maret 1992 melalui Peraturan Pemerintah

PT Angkasa Pura II (Persero) is one of the State-Owned Enterprises in the Ministry of Transportation environment engaged in airport services and airport-related services in Western part of Indonesia. Angkasa Pura II has earned the trust of the Government of Republic of Indonesia to manage anddevelop 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.

Angkasa Pura II is originated from a public company under the name of Perum Pelabuhan Udara Jakarta Cengkareng established through Government Regulation No. 20 year 1984, which subsequently on May 19, 1986 through Government Regulation No. 26 year 1986 was amended to Perum Angkasa Pura II. Thereafter, on March 17, 1992, through Government









Nomor 14 tahun 1992 berubah menjadi Perusahaan Perseroan (Persero). Seiring perjalanan perusahaan, pada 18 November 2008 sesuai dengan Akta Notaris Silvia Abbas Sudrajat, SH, SpN Nomor 38 resmi berubah menjadi PT Angkasa Pura II (Persero).

Berdirinya Angkasa Pura II bertujuan untuk menjalankan 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.

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 14 Bandara, antara lain yaitu Bandara Soekarno-Hatta (Jakarta), Halim Perdanakusuma (Jakarta), Kualanamu (Medan), Supadio (Pontianak), Minangkabau (Padang), Sultan Mahmud Badaruddin II (Palembang), Sultan Syarif Kasim II (Pekanbaru), Husein Sastranegara (Bandung), Sultan Iskandarmuda (Banda Aceh), Raja Haji Fisabilillah (Tanjungpinang), Sultan Thaha (Jambi), Depati Amir (Pangkalpinang), Bandara Silangit (Tapanuli Utara) dan Bandara Banyuwangi (Banyuwangi).

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).

Regulation No. 14 year 1992, it became a limited liability stateowned enterprise (Persero).

The establishment of Angkasa Pura II is to carry out the management and business of airport and airport-related services by optimizing the utilization of potential resources owned by the Company and implement good corporate governance practices. This is expected to yield high-quality products and services that are highly competitive in orderto increase the value of the Company as well as the trust of its stakeholders and the general public.

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

At present, Angkasa Pura II operates 14 airports, namely Soekarno-Hatta Airport (Jakarta), Halim Perdanakusuma (Jakarta), Kualanamu (Medan), Supadio (Pontianak), Minangkabau (Padang), Sultan Mahmud Badaruddin II (Palembang), Sultan Syarif Kasim II (Pekanbaru), Husein Sastranegara (Bandung), Sultan Iskandarmuda (Banda Aceh), Raja Haji Fisabilillah (Tanjungpinang), Sultan Thaha (Jambi), Depati Amir (Pangkalpinang), Silangit (Tapanuli Utara) and Bandara Banyuwangi (Banyuwangi).

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 providing the best services and consumer protection to airport services users, implementing good corporate governance practices, improving the welfare of employees and their families, and increasing social care to the surrounding communities and environment through Corporate Social Responsibility (CSR) programs.

SEKILAS ANGKASA PURA IIANGKASA PURA II IN BRIEF





ANGKASA PURA II DARI WAKTU KE WAKTUMILESTONES

1984

1985

1986

1991

1993

1994

1998

1999

2000

2004

2005

2006

Pendirian Perum Pelabuhan Udara Cengkareng

Establishment of the Public Company (Perum) Cengkareng Airport

Pemindahan operasi penerbangan berjadwal dari Kemayoran dan Halim Perdanakusuma ke Bandara Internasional Soekarno-Hatta

Transfer of scheduled flight operations from Kemayoran and Halim Perdanakusuma to Soekarno-Hatta International Airport

Perubahan nama Perum Pelabuhan Udara Cengkareng menjadi Perum Angkasa Pura II

Renaming Perum Cengkareng Airport into Perum Angkasa Pura II

Serah terima pemilikan dan pengoperasian Bandara Sultan Mahmud Badaruddin II Palembang dari Ditjen Perhubungan Udara ke Perum Angkasa Pura II

Handover of ownership and operations of Sultan Mahmud Badaruddin II Airport - Palembang from the Directorate General of Air Transporation to Perum Angkasa Pura II

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

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

Perusahaan mendapat tugas mengelola Bandara Polonia Medan,Simpang Tiga Pekanbaru, Tabing Padang

The Company is tasked to manage Airports of Polonia Medan, Simpang Tiga Pekanbaru, Tabing Padang, Husein Sastranegara Bandung, and Blang Bintang Banda Aceh, and Senopen Pekanbaru

Manajemen Kantor Cabang Utama PT (Persero) Angkasa Pura II Bandar Udara Soekarno-Hatta terbentuk

Management of the Main Branch Office of PT (Persero) Angkasa Pura II at Soekarno-Hatta Airport was formed

Dilkaukan perubahan nama Bandara Simpang Tiga menjadi Bandara Sultan Syarif Kasim II

Renaming Simpang Tiga Airport into Sultan Syarif Kasim II Airport

Serah terima opersi Bandara Kijang Tanjung Pinang dari Ditjen Perhubungan Udara ke Angkasa Pura II

Handover of Kijang Tanjung Pinang Airport operations from the Directorate General of Air Transportation to Angkasa Pura II

Peresmian penggunaan Terminal Khusus Haji Bandara Soekarno-Hatta oleh Menteri Agama dan Menteri Perhubungan

Inauguration of Pilgrims Special Terminal at Soekarno-Hatta Airport by the Minister of Religious Affairs and Minister of Transportation

Peresmian penggunaan Bandara Internasional Minangkabau, Ketaping, Sumatera Barat, oleh Presiden RI

Inauguration of Minangkabau International Airport, Ketaping, West Sumatra, by President of the Republic of Indonesia

• Peletakkan batu pertama pembangunan Bandara Internasional Kualanamu oleh Wapres RI• Peresmian TKI Lounge di Bandara Soekarno-Hatta oleh Presiden RI• Penandatanganan akta pendirian PT Railink antara Angkasa Pura II dengan PT Kereta Api Indonesia

• Groundbreaking of Kualanamu International Airport by The Vice President of Republic of Indonesia• Official Ceremoy of Indonesian Workers Lounge at Soekarno-Hatta International Airport by The President of Republic Indonesia• Signing of PT Railink’s Deed of Incorporation between PT Angkasa Pura II (Persero) and PT Kereta Api Indonesia










2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

Bandara Depati Amir, Pangkal Pinang, dan Sultan Thaha resmi dikelola perusahaanPT Angkasa Pura II (Persero)

Officially manage Depati Amir Airport in Pangkalpinang and Sultan Thaha Airport in Jambi

Perencanaan Program Bersih Bandara “Clean Airport Action” dan peresmian fasilitas umum di Bandara

Declaration of “Clean Airport Action” and inauguration of public facilities at Soekarno-Hatta Airport by the Minister of Transportation, Minister of Culture and Tourism, and Governor of Banten

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

Inauguration of Eco & Modern Terminal, namely the Terminal 3 of Soekarno-Hatta Airport

• Sosialisasi rencana pengembangan Bandara Soekarno-Hatta sebagai Indonesia gateway• Peresmian kembali Terminal 1C di Bandara Soekarno-Hatta

• Socialization of Soekarno-Hatta development plan as Indonesia gateway• Inauguration of the reopening of Terminal 1C at Soekarno-Hatta Airport

• Ground breaking pembangunan Terminal Bandara Depati Amir• Ground breaking pembangunan Terminal Bandara Supadio

• Ground breaking of Depati Amir Airport Terminal construction• Ground breaking of Supadio Airport Terminal construction

• Penandatanganan nota kesepahaman mengenai sister airport dengan Incheon International Airport Corporation• Peresmian pengoperasian terminal baru Bandara Sultan Syarif Kasim II

• Signing of the Memorandum of Understanding with Incheon International Airport Corporation on Sister Airport• Inauguration of new terminal of Sultan Syarif Kasim II Airport

• Serah terima dan peresmian pengalihan operasional Bandara Silangit dari Kementrian Perhubungan kepada Angkasa Pura II

• Bandara Internasional Kualanamu mulai beroperasi• Terminal baru Bandara Raja Haji Fisabilillah mulai beroperasi

• Handover and inauguration of Silangit Airport operational transfer from the Ministry of Transportation to Angkasa Pura II• Kualanamu International Airport commenced operations• New terminal of Raja Haji Fisabilillah Airport commenced operations

Peluncuran logo baru “Sky City”

Launching of new “Sky City” logo

Pengangkatan Direksi Baru PT Angkasa Pura II (Persero) di Kementerian BUMN

Appointment of The New PT Angkasa Pura II (Persero) Board of Director at Ministry of SOEs

Pada tanggal 9 Agustus 2016, Terminal 3 Ultimate Bandara Internasional Soekarno- Hatta secara resmi Beroperasi

On August 9, 2016, the Terminal 3 Ultimate of Soekarno-Hatta International Airport began operating






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.

• Tiga bandara di bawah pengelolaan PT Angkasa Pura II (Persero) meraih sertifikat internasional terkait manajemen mutu ISO 9001:2015 untuk fungsi pelayanan padaCustomer Service dan Terminal Inspection Services. Bandara-bandara tersebut adalah Bandara Internasional Soekarno-Hatta di Tangerang, Husein Sastranegara di Bandung, dan Kualanamu di Deli Serdang

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

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

• PT Angkasa Pura II (Persero) bersama dengan sejumlah pihak pada tanggal 17 November 2017 menandatangani nota kesepahaman (Memorandum of Understanding/MoU) terkait pengelolaan dan pengembangan Bandara Jenderal Besar Soedirman di Purbalingga, Jawa Tengah.

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

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

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

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

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

• Depati Amir Airport, Pangkal Pinang, starting on January 11, 2017, operates with the new and magnificent Terminal and promotes the local wisdom.

• Soekarno-Hatta International Airport is designated as the winner of The World’s Most Improved Airport 2017 category at the World Airport Awards hosted by Skytrax

• PT Angkasa Pura II (Persero), managing 13 airports in Western Indonesia, on Friday April 7, 2017 opened the 138 Customer Service Contact Center in Soekarno-Hatta International Airport area.

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

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

• On Sunday, September 17, 2017, or coinciding with the National Transportation Day, the Skytrain is operated after the Ministry of Transportation.

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

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

• On December 26, 2017 at 03.47 Train (KA) Soekarno-Hatta International Airport departing from New Sudirman Station (BNI City) and commenced operations for public.

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

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







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.

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

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 aspect in Angkasa Pura II to compete in the era of globalization with determination to welcomes its customers with perfect service supported with first class work system with dynamic and international standard. Angkasa Pura II marks displays a strong and responsible personality, supported by the readiness and commitment of the management and entire staff of Angkasa Pura II.

MAKNA LOGOLOGO PHILOSOPHY

BIRU: LOGISTIKMerupakan simbol pergerakan logistik yang stabil dan terus tumbuh dan berkembang pesat, termasuk dalam segi pengadaan, perawatan, penyediaan dan ketenagaan.A symbol of stable logistic flow and continues to grow and thrive, including in procurement, maintenance, supply and workforce.

MERAH: TINDAKAN DAN AKSIMerupakan simbol akan tindakan yang dilandasi

dengansemangat kerja yang tinggi dan komitmen dari Angkasa Pura II demi menghasilkan aksi

dan performa berkelas demi kenyamanan dan keselamatan pelanggan.

A symbol of effort based on high morale and commitment of Angkasa Pura II to generate action

and performance excellence for the customer’s safety and comfort.

KUNING: KEMAKMURANMerupakan 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 Angkasa Pura II prosperity

generated from hard work and commitment to Angkasa Pura II performance excellence

to provide maximum results for our shareholders, management, staff and for

Indonesia.





PERUBAHAN NAMA PERUSAHAAN Per 31 Desember 2017, Angkasa Pura II tidak melakukan perubahan nama. Nama yang digunakan sampai saat ini adalah PT Angkasa Pura II (Persero).dari manajemen dan seluruh staff Angkasa Pura II.

BIDANG USAHA UTAMA SESUAI ANGGARAN DASAR 1. Penyediaan, pengusahaan dan pengembangan fasilitas

untuk kegiatan pelayanan pendaratan, lepas landas, parkir dan penyimpanan pesawat udara;

2. Penyediaan, pengusahaan dan pengembangan fasilitas terminal untuk pengangkutan penumpang;

3. Penyediaan, pengusahaan dan pengembangan fasilitas elektronika, listrik, air dan instalasi limbah buangan;

4. Penyediaan lahan untuk bangunan, lapangan dan kawasan industri serta gedung/bangunan yang berhubungan dengan kelancaran angkutan udara;

5. Penyediaan jasa konsultansi, pendidikan dan pelatihan yang berkaitan dengan kebandarudaraan;

6. Penyediaan jasa pelayanan yang secara langsung menunjang kegiatan penerbangan yang meliputi penyediaan hanggar pesawat udara, perbengkelan pesawat udara, pergudangan, jasa boga pesawat udara, jasa ramp, jasa pelayanan penumpang dan bagasi, jasa penanganan kargo dan surat, pelayanan jasa load control, komunikasi dan operasi penerbangan, pelayanan jasa pengamatan, pelayanan jasa pemeliharaan dan perbaikan pesawat udara, pelayanan penyediaan dan pendistribusian bahan bakar pesawat udara;

7. Penyediaan jasa pelayanan yang secara langsung atau tidak langsung menunjang kegiatan bandar udara yang meliputi jasa penyediaan penginapan/hotel, penyediaan restoran dan cafe, jasa penempatan kendaraan bermotor/parkir, jasa perawatan pada umumnya (kegiatan yang melayani pembersihan dan pemeliharaan gedung dan kantor di bandar udara, jasa pelayanan otomatisasi pelaporan keberangkatan penerbangan;

BUSINESS LINES BASED ON ARTICLES OF ASSOCIATION 1. Provision, exploitation and development of facilities for

activities of landing services, taking off, parking and storage of aircraft;

2. Provision, exploitation and development of terminal facilities for passenger transport;

3. Provision, exploitation and development of electronic, power, water and waste disposal installations facilities;

4. Provision of land for buildings, fields and industrial areas, as well as buildings related to air transportation smoothness;

5. Provision of consulting, education and training services related to airport affairs;

6. The provision of services that directly support flight activities that include the provision of aircraft hangars, aircraft overhaul, warehousing, aircraft catering, ramp services, passenger and baggage services, cargo and mail handling services, load control services, flight communication and operations, surveillance services, aircraft maintenance and overhaul services, provision and distribution of aircraft fuel services;

7. Provision of services that directly or indirectly support airport activities which include the provision of accommodation/ hotels, restaurants and cafe, motor vehicles placement/ parking services, general maintenance services (activities to support cleaning and maintenance of airport buildings and offices, automated services for flight departure reporting;

CHANGE OF COMPANY NAME As of December 31st, 2015, Angkasa Pura II does not change its name. The name used to date is PT Angkasa Pura II (Persero).

PERUBAHAN NAMA PERUSAHAANCHANGE OF COMPANY NAME

BIDANG USAHABUSINESS LINES






Bidang usaha penunjang dilakukan dalam rangka optimalisasi pemanfaatan sumber daya yang dimiliki Angkasa Pura II yang berada di luar daerah lingkungan kerja bandar udara

The Company carries out supporting business lines in order to optimize the utilization of resources owned by Angkasa Pura II that are outside of airport work environment

8. Jasa penunjang kegiatan bandar udara lainnya, meliputi penjualan bahan bakar dan pelumas kendaraan bermotor di bandar udara, jasa pelayanan pengangkutan barang, penumpang di terminal kedatangan dan pemberangkatan, jasa pelayanan pos, jasa pelayanan telekomunikasi, jasa tempat bermain dan rekreasi, jasa aluan wisata, agen perjalanan, bank untuk pelayanan jasa perbankan di bandar udara, penukaran uang, jasa pelayanan angkutan darat, penitipan barang, jasa advertensi, first class lounge, business class lounge dan VIP room, wellness and beauty salon, agrobusiness service, nursery, asuransi, jasa penyediaan ruangan, vending machine, jasa pengolahan limbah buang, jasa pelayanan kesehatan, jasa penyediaan kawasan industri, jasa lainnya yang secara langsung atau tidak langsung menunjang kegiatan usaha bandar udara.

BIDANG USAHA PENUNJANGBidang usaha penunjang dilakukan 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.


“

8. Other airport supporting services, including sales of vehicle fuel and lubricant at the airport, transportation service for baggage, passengers at departure and arrival terminal, postal services, communication services, playground and recreational services, tourism services, travel agents, airport banking services, money changer, land transportation services, deposit counters, advertising services, first class lounge, business class lounge and VIP room, wellness and beauty salon, agribusiness services, nursery, insurance, room/space for rent, vending machines, waste management services, health services, industrial areas services, other services that directly or indirectly support airport business activities.

SUPPORTING BUSINESS LINES The Company carries out supporting business lines in order to optimize the utilization of resources owned by Angkasa Pura II that are outside of airport work environment, covering the businesses of properties, warehousing, offices, hotels, housing, apartments, car markets, garages, restaurants, gas stations, shopping centers and tourism business, resorts, sports and recreation, hospitals, education and research, of telecommunication infrastructure and energy resources, rental services and exploitation of facilities and infrastructure owned by Angkasa Pura II, as well as optimization of funds utilization of Angkasa Pura II through capital market and money market.






BIDANG USAHA ANGKASA PURA II YANG SAAT INI DIJALANKAN SEBAGAI BERIKUT: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.

Sejalan dengan hal tersebut, Angkasa Pura II juga memberikan perlindungan konsumen atas pelayanan yang merugikan pelanggan melalui saluran-saluran pengaduan yang tersedia sehingga mampu merespon dengan cepat setiap aduan dan memberikan penyelesaian secara bijaksana. Pada aspek operasional penerbangan, Angkasa Pura II senantiasa mengutamakan keselamatan penerbangan dengan memastikan seluruh sektor operasional kebandarudaraan mengikuti dan mematuhi prosedur yang berlaku. Sehingga, semua aspek yang menjadi perhatian/tumpuan perusahaan, dapat memenuhi ekspektasi harapan semua pihak dan mampu meningkatkan citra perusahaan.

Angkasa Pura II melakukan pengembangan usaha dalam bidang jasa kebandarudaraan dan peningkatan pelayanan yang optimal kepada pengguna jasa bandara melalui penyelenggaraan pelayanan-pelayanan yang menunjang jasa kebandarudaraan. Pelayanan-pelayanan tersebut antara lain: pelayanan jasa pendaratan, penempatan dan penyimpanan pesawat udara (PJP4U), pelayanan jasa penumpang pesawat udara (PJP2U), pelayanan jasa penerbangan (PJP), pelayanan jasa Garbarata dan Pelayanan jasa konter. Dalam menjalankan usahanya, Angkasa Pura II selalu 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 (Departemen 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.

CURRENT BUSINESS LINES OF ANGKASA PURA II:

Airport ServicesAngkasa Pura II is one of the SOEs that run airport services business. The Company understands well the importance of maintaining the performance quality of the Company andthe public trust. Improvement of service quality is conducted by Angkasa Pura II through the provision of completeness of public facilities and infrastructure in the airport environmentand affects the level of comfort perceived by the public as airport service users.

Therefore, Angkasa Pura II also provides consumer protection for detrimental services to customers through channels of complaint provided so as to respond quickly to any complaints and provide closure in a smart manner. In the aspect of flight operations, Angkasa Pura II always prioritizes flight safety by ensuring that all airport operational sectors follow and comply with the applicable procedures. Thus, all aspects of concern/ foundation of the Company, can fulfill the expectations of all parties and enhance the corporate image.

Angkasa Pura II performs business development in the field of airport services and improvement of optimum service to the airport service users through services that support airport services. Such services include: landing services, placement and storage of aircraft (PJP4U), air passenger services (PJP2U), flight services (PJP), Jet Bridge services and counter services.

In running its business, Angkasa Pura II always obeys and follows various regulations and standards related to air traffic services, both that apply internationally (International Civil Aviation Organization/ICAO) and nationally (Ministry of Transportation - Directorate General of Air Transportation). All regulations and standards are applicable so that flight safety aspects are fulfilled; thus, all parties are able to experience the comfort and tranquility during the flight.






Angkasa Pura II memiliki komitmen yang tinggi dalam mengelola jasa pelayanan lalu lintas udara dengan mengutamakan keselamatan penerbangan dan kepuasan pelanggan/pengguna jasa bandara. Untuk mewujudkan hal tersebut, Angkasa Pura II terus mengupayakan peningkatan kualitas pelayanan baik dari aspek pemberdayaan kompetensi SDM yang dimiliki, penyempurnaan dan pengawasan kepatuhan atas prosedur kerja maupun penambahan serta perbaikan fasilitas dan sistem bandar udara.

Jasa Terkait Bandar UdaraMemaksimalkan pelayanan terbaik melalui penyediaan beragam pelayanan jasa penunjang 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 kelancaraan 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 keamanan dan keselamatan bandara, pelayanan pertolongan kecelakaan penerbangan dan pemadam kebakaran (PKP-PK) serta pelayanan penanggulangan gawat darurat.

Angkasa Pura II is strongly committed to managing air traffic services by prioritizing aviation safety and satisfaction of customers/airport service users. To realize such commitment, Angkasa Pura II continues to work on improving service quality both from the aspect of competence empowerment of existing HR, improvement and monitoring of the Company’s compliance with the working procedures as well as additions and improvement of airport facilities and systems.

Airport Related Services Maximizing the best service by providing various airport supporting services that are modern and supported with hightech facilities is the commitment of Angkasa Pura II to realizing convenience for service users while in the airport environment.

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

Other supporting services that are also developed by Angkasa Pura II, among others, are: airport operation services, pilgrim flight services, Indonesian worker services, cargo services, airport security and safety services, rescue and fire fighting services (PKP-PK) as well as emergency response services.






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 Pelayanan angkutan Jama’ah Haji tahun 2017 secara umum berjalan dengan tertib, aman dan lancar berkat komunikasi dan koordinasi yang baik antar instansi terkait antara lain: Departemen Agama, maskapai penerbangan, penyedia jasa ground handling, dan CIQ (custom, imigration, quarantine). Pelayanan angkutan udara jamaah haji Indonesia terbagi menjadi 2 (dua) fase. Fase I keberangkatan (embarkasi) dimulai pada 28 Juli 2017 sampai dengan 26 Agustus 2017, sementara itu fase II pemulangan (debarkasi) dimulai pada 6 September 2017 sampai dengan 6 Oktober 2017.

Airport ServicesThe increasing public demand for air transport services impacts on the traffic of airport service users which have become very congested, both at the time before the flight (departure) or after the flight (arrival). This requires the needs for a serious and adequate management. Angkasa Pura II seeks to grantthe best service through airport operation 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 aim to increase the capability of airports to accommodate the growing number of passengers and to bring comfort for the airport service users.

Addition and improvement of airport facilities performed 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 increase in the 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 adds sales counters that provide various needsof airport service 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 ServicesIn general, during 2017 pilgrim flight services ran normally, orderly, safely and smoothly due to the good coordination and cooperation between the relevant institutions, among others: Ministry of Religious Affairs, Airlines, Ground Handling Agents, National Air Force and CIQ (Custom, Immigration, and Quarantine). Air freight service of the Indonesian Pilgrims in 2017 was divided into 2 (two) phases. The 1st Phase of Departure (embarkation) began on July 28 until August 26, 2017, while the 2nd Phase of Arrival (debarkation) began on September 6 until October 6, 2017.







Pelayanan Tenaga Kerja Indonesia (TKI)Indonesia mempunyai jumlah tenaga kerja yang relatif banyak yang tersebar di berbagai negara, di mana sebagian besar memanfaatkan pelayanan jasa angkutan udara. Lalu lintas tenaga kerja Indonesia yang melalui pintu keberangkatan maupun pintu ke kedatangan bandara yang dikelola oleh Angkasa Pura II menunjukkan peningkatan seiring dengan meningkatnya jumlah tenaga kerja yang ada di luar negeri.

Besarnya kontribusi para tenaga kerja Indonesia dalam menggunakan pelayanan jasa bandar udara, Angkasa Pura II berkomitmen untuk memberikan pelayanan yang maksimal dan fasilitas kemudahan bagi TKI diantaranya adalah penyediaan jalur khusus keberangkatan dan kedatangan TKI, pusat layanan informasi TKI dan layanan angkutan darat bagi TKI yang pulang ke kampung. Angkasa Pura II juga memeberikan perhatian khusus dan perlindungan bagi para TKI dari aksi-aksi penipuan oleh orang-orang yang tidak bertanggungjawab di lingkungan bandara. Dengan demikian, diharapkan para TKI merasa nyaman dan aman selama berada di bandara.

Indonesian Worker Services (TKI)Indonesia has a relatively large amount of workers spread across various countries, where mostly take advantage of air transport services. Indonesian workers traffic that go through the departure gate or the arrival gate managed by Angkasa Pura II shows an improvement in line with the growth of total workers outside the country.

Due to the large amount of contributions of Indonesian workers in using the airport services, Angkasa Pura II is committed to providing superior service and convenient facilities for the TKI including the provision of special line for departure and arrival of TKI, TKI information service center and land transportation services for TKI who return home. Angkasa Pura II also provides special attention and protection for TKI from the acts of fraud by irresponsible people in the airport environment. Hence, it is expected that the TKI will feel comfortable and secure while in the airport.


Angkasa Pura II berkomitmen untuk memberikan pelayanan yang maksimal dan fasilitas kemudahan bagi TKI diantaranya adalah penyediaan jalur khusus keberangkatan dan kedatangan TKI, pusat layanan informasi TKI dan layanan angkutan darat bagi TKI yang pulang ke kampung.

Angkasa Pura II is committed to providing superior service and convenient facilities for the TKI including the provision of special line for departure and arrival of TKI, TKI information service center and land transportation services for TKI who return home.





Pelayanan 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 bertanggungjawab atas keamanan dan keselamatan di kawasan bandara, perusahaan telah memberikan berbagai pelatihan baik yang bersifat pengetahuan sampai pada ketrampilan 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

Cargo ServicesBaggage delivery or transport business has quite strategic prospects, including the delivery of baggage business through air freight (cargo). This strategic business opportunity is exploited by Angkasa Pura II by operating a cargo terminal which was initiated in 2007. Angkasa Pura II formed a strategic business unit that manages cargo services in all managed airports.

In order to ensure the fulfillment of the aspects of smoothness, security and safety of baggage shipping operations, starting from the warehouse process to air shipment, Angkasa Pura II supervises the compliance with applicable procedures and standards.

Angkasa Pura II strives to improve cargo services quality at its managed airports, such as the improvement of cargo stowage capacity to accommodate increased transaction volume.

Airport Security and SafetyAngkasa Pura II is fully committed to fulfilling the aspects of security and safety in the airports against all forms of threats and disturbances that may harm the passengers, airport serviceusers and the Company itself. The Company’s commitment is manifested through the provision of airport security and safety services.

Angkasa Pura II has equipped all airports under its management with modern security facilities and high-tech equipments ranging from X-Ray for baggage and cargo inspection, walk-through and handheld metal detectors, CCTV systems, perimeter fencing and so on. In the aspect of quality of human resources responsible for the security and safety at the airport area, the Company has provided various trainings, both knowledge and technical skills in the field. It aims at establishing security personnel that are reliable and professional to carry outairport security operational duties.

In regard to the quantity aspect of airport security personnel, Angkasa Pura II also increases the number of security personnel in accordance with the applicable safety requirements and







dengan keamanan dan keselamatan 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.

Di samping peningkatan kualitas infra struktur 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.

standards. Furthermore, related to airport safety and security, Angkasa Pura II constantly coordinates and cooperates with the Indonesian National Police and the Indonesian Military (TNI) to provide training for airport security personnel as well as to create airport atmosphere that is safe and comfortable.

Rescue and Fire Fighting Services (PKP-PK)

Angkasa Pura II is extremely aware of the fact that the management of airport services business related to air 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, namely the program of rescue and fire fighting services (PKP-PK).

Angkasa Pura II strives to ensure that all infrastructure/facilities related to PKP-PK 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 replacement and revitalization of PKP-PK operationalvehicles, among others, foam tenders, rescue invention vehicle (rapid car), ambulance and commando car, and are in accordance with the applicableprovisions and standards to the respective airports.

In addition to improving the quality of PKP-PK infrastructure, Angkasa Pura II also improves the service capabilities of PKPPK through the fulfillment of quality and quantity of PKP-PK personnel. In order to meet the quality of PKP-PK personnel, Angkasa Pura II cooperates with several government agencies such as the Fire Department to provide training to improve thecompetence of PKP-PK personnel. In the aspect of compliance with procedures, the Company conducts study and assessment to measure the service quality of PKP-PK in response to any accidents that occur.






Layanan Penanggulangan Gawat DaruratKesiapan bandara menghadapi kemungkinan terjadinya kecelakaan pesawat udara, memiliki dampak yang sangat signifikan dalam mencegah atau meminimalkan timbulnya kerugian jiwa maupun material. Kesiapan ini bergantung pada kondisi bandara atas ketersediaan fasilitas yang memadai, yang didukung oleh personil 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).

Emergency Response Services Airport readiness to respond to the possibility of airplane accident 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, supported with reliable and trained personnel to perform emergency response.

Angkasa Pura II, through emergency response services, seeks to provide rapid response on airplane accident. 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 cooperates and coordinates with various elements and institutions joined in the Airport Emergency Committee (AEC) in accordance with procedures or standards stipulated in the Airport Emergency Plan (AEP).


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

Angkasa Pura II cooperates and coordinates with various elements and institutions joined in the Airport Emergency Committee (AEC) in accordance with procedures or standards stipulated in the Airport Emergency Plan (AEP).users and the Company itself.






PENGEMBANGAN BANDARA TAHUN 2017AIRPORT DEVELOPMENT IN 2017

Angkasa Pura II berkomitmen untuk memberikan pelayanan di setiap bandara yang dimiliki untuk memenuhi harapan stakeholders. Selama tahun 2017, pengembangan bandara yang telah dilakukan sebagai berikut:

Angkasa Pura II is committed to providing service in each airport owned to meet the expectation of the stakeholders. For 2016, the airport development conducted is as follows:

Pengoperasian Terminal Internasional Baru BandaraHusein Sastranegara BandungOperation of New International Airport Terminals: Husein Sastranegara Bandung

1.





Pengembangan fasilitas penunjang diBandara Internasional Soekarno-Hatta Development of supporting facilities at Soekarno-Hatta International Airport

Pengoperasian Terminal Baru BandaraDepati Amir Pangkal Pinang Operation of New Terminal of Depati Amir Pangkal Airport Pinang

2.

3.






WILAYAH KERJA DAN LOKASI BANDARAWORKING AREA AND AIRPORT LOCATION

BTJSULTAN ISKANDARMUDA AIRPORTBanda Aceh

KNOKUALA NAMU INTERNATIONAL AIRPORTMedan

SQTSILANGIT AIRPORTTapanuli Utara

PDGMINANGKABAU INTERNATIONAL AIRPORTPadang

HLPHALIM PERDANAKUSUMAH AIRPORTJakarta

PGKDEPATI AMIR AIRPORTPangkal Pinang

PNKSUPADIO AIRPORTPontianak

CGKSOEKARNO HATTA INTERNATIONAL AIRPORTTangerang

1

2

3

4

5

6

7 8

9

10

11 12

1413





WILAYAH KERJA DAN LOKASI BANDARAWORKING ARE AND AIRPORT LOCATION

DJBSULTAN THAHA AIRPORTJambi

PLMSULTAN MAHMUD BADARUDDIN AIRPORTPalembang

PKUSULTAN SYARIF II INTERNATIONAL AIRPORTPekanbaru

TNJRAJA HAJI FISABILILLAH AIRPORTTanjung Pinang

BDOHUSEIN SASTRANEGARA AIRPORTBandung

BWXBANYUWANGI AIRPORTBandung











BANDARA TERBAIK DENGAN TEKNOLOGI YANG PINTAR DAN TERKONEKSI DI KAWASAN

THE BEST SMART CONNECTED AIRPORT OPERATOR IN THE REGION

Visi | Vision

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

The best smart connected airport in the region means that airports managed by Angkasa Pura II become the airports that are connected to various routes and destination, both domestic and international, in accordance with the status of each airport (domestic/international airport). Connecting time and connecting process, both for the passengers and goods must run easily and without any delay. APII airports must entirely become smart airports through the utilization of modern technology. The word Region in the vision is defined as Asia; thus, it can be concluded that the vision of Angkasa Pura II is to become an airport with high connectivity to many cities or countries through the use of sophisticated technology that is integrated into airport operations and the efforts to improve service quality for the passengers.

VISI & MISIVISION & MISSION














“Kami mendorong seluruh karyawan dan mitra untuk memberikan pengalaman

bepergian yang aman dan nyaman bagi pelanggan.”

“We bring the best of our people and partners to deliver safe and pleasant travel experience to our customers.”

Misi | Mission

• 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

• Ensuring that safety and security aspect always become the key priority.• Providing world-class infrastructure and service to support the economic development of Indonesia through inter-region and

intercountry connectivity.• Offering reliable, consistent and enjoyable traveling experience to all customers by the use of modern technology.• Developing partnership to complement its ability and to expand company offering• Becoming the preferred SOE and maximizing potentials of each employee of the company• Upholding corporate social responsibility aspect For the needs of communication and publication, the following mission statement

can be used: “We encourage all employees and partners to provide safe and comfortable traveling experience to the customers”

VISI & MISIVISSION & MISSION










VISI, MISI, BUDAYA DAN FALSAFAH PERUSAHAANCOMPANY’S VISION, MISSION, VALUES AND PHILOSOPHY

Tahapan Penyusunan Visi, Misi, Tata Nilai dan Falsafah Perusahaan:

1. Direksi melakukan evaluasi terhadap pencapaian kinerja dan kekuatan internal Angkasa Pura II

2. Direksi melakukan evaluasi terhadap perubahan strategis lingkungan eksternal Perusahaan dan mempertimbangkan peluang bisnis di masa akan datang

3. Direksi melakukan evaluasi dan identifikasi terhadap 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 Perusahaan

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.

Stages in Formulating the Company’s Vision, Mission, Values, and Philosophy:

1. The Board of Directors conducts evaluation on the performance and internal capability of Angkasa Pura II.

2. The Board of Directors conducts evaluation on strategic changes of the Company’s external environment and considers future business opportunities.

3. The Board of Directors conducts evaluation on and identification of expectations and needs of the stakeholders.

4. By taking into account the Company’s Internal capability and External Opportunities as well as the needs of stakeholders, the Board of Directors formulates the Company’s Vision, Mission, Values and Philosophy.

5. The Company’s Vision, Mission, Values and Philosophy is presented to and evaluated by the Board of Commissioners which will be jointly established and agreed by the Board of Commissioners and Board of Directors.

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





VISI, MISI, BUDAYA DAN FALSAFAH PERUSAHAANCOMPANY’S VISION, MISSION, VALUES AND PHILOSOPHY

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.

PERNYATAAN BUDAYA PERUSAHAAN

APPROVAL FOR THE VISION AND MISSION BY THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORSVision and Mission of Angkasa Pura II have been discussed and determined in the Corporate Long Term Plan (RJPP) of 2016- 2020 that is signed by all members of Board of Commissioners and Board of Directors.

Corporate Values

Nilai | Value Perilaku yang Diinginkan | Expected Behaviour

We support our country’s development and offer the best Indonesian experience to the world

Pride of Indonesia

P

We talk less and do more, we implement new ideas fast

Enterpreneurial

E

We commit personally on delivering results

Responsible

R

We focus our efforts on what matters the most

Focused

F

We always take the perspective of our customers in everything we do

Outstanding Service

O

We treat everyone with respect

Respectful

R

We recognize and reward achievements

Meritocratic

M






STRUKTUR ORGANISASICOMPANY ORGANIZATION STRUCTURE

Sesuai dengan Surat Keputusan Nomor : PD.01.01/12/2017/0077 tentang organisasi dan tata kerja PT Angkasa Pura II (Persero) maka struktur organisasi PT Angkasa Pura II (Persero) adalah sebagaimana bagan di bawah ini:

In accordance with Decision Letter of Board of Directors No. PD.01.01/12/2017/0077 regarding organization and work procedures of PT Angkasa Pura II (Persero), the organization structure of PT Angkasa Pura II (Persero) is detailed in the following chart:

BOARD OF COMMISSIONERS

PRESIDENT DIRECTOR

BRANCH OFFICES SUBSIDIARIES

DIRECTOR OF COMMERCIAL & BUSINESS

DEVELOPMENT

DIRECTOR OF FINANCE

DIRECTOR OF ENGINEERING &

OPERATION

VICE PRESIDENT OF AIRPORT

ENGINEERING DEVELOPMENT

VICE PRESIDENT OF AIRPORT SERVICE DEVELOPMENT

VICE PRESIDENT OF AIRPORT BUSINESS

STRATEGY

VICE PRESIDENT OF FINANCIAL MANAGEMENT

VICE PRESIDENT OF AIRPORT OPERATION

POLICY

VICE PRESIDENT OF SERVICE & FACILITY

PERFORMANCE

VICE PRESIDENT OF AIRPORT BUSINESS

POLICY

VICE PRESIDENT OF CORPORATE

FINANCIAL CONTROL

VICE PRESIDENT OF AIRPORT QUALITY

ASSURANCE

VICE PRESIDENT OF INFRASTRUCTURE &

FACILITY POLICY

VICE PRESIDENT OF BUSINESS PARENTING &

PERFORMANCE

VICE PRESIDENT OF ASSETS

MANAGEMENT & INVENTORY

EXECUTIVE GENERAL MANAGER OF

AIRPORT DESIGN DIVISION

EXECUTIVE GENERAL MANAGER OF AIRPORT

MAINTENANCE DIVISION

EXECUTIVE GENERAL MANAGER OF COMMERCIAL

SERVICE DIVISION

SENIOR GENERAL MANAGER OF COMMUNITY

DEVELOPMENT CENTER

EXECUTIVE GENERAL MANAGER OF AIRPORT

CONSTRUCTION DIVISION


AIRPORT CONTACT CENTER


AIRPORT OPERATION CONTROL CENTER

DIRECTOR OF AIRPORT SERVICE & FACILITY

COMMITTEES SECRETARY OF BOC





STRUKTUR ORGANISASICOMPANY ORGANIZATION STRUCTURE

DIRECTOR OF HUMAN CAPITAL,

GENERAL AFFAIRS, & IT

VICE PRESIDENT OF HUMAN CAPITAL

STRATEGY


SERVICE

VICE PRESIDENT OF GENERAL AFFAIRS

SENIOR GENERAL MANAGER OF INFORMATION

TECHNOLOGY CENTER

SENIOR GENERAL MANAGER OF

AIRPORT LEARNING CENTER

SENIOR VICE PRESIDENT OF

INTERNAL AUDIT

SENIOR VICE PRESIDENT OF CORPORATE SECRETARY

SENIOR VICE PRESIDENT OF

CORPORATE STRATEGIC DEVELOPMENT

SENIOR VICE PRESIDENT OF CORPORATE SAFETY

& RISK

VICE PRESIDENT OF PROCUREMENT &

LOGISTIC ASSISTANCE


COMMUNICATION

VICE PRESIDENT OF PROGRAM

MANAGEMENT OFFICE

VICE PRESIDENT OF CORPORATE SAFETY

MANAGEMENT

VICE PRESIDENT OF LEGAL &

COMPLIANCE


TRANSFORMATION GROUP

VICE PRESIDENT OF CORPORATE RISK MANAGEMENT


PLANNING

BO

AR

D O

FD

IREC

TOR

S

CEO

’SO

FFICE

CO

RPO

RATE

OFFIC

ED

IVIS

ION

OFFIC

E






PROFIL DEWAN KOMISARISBOARD OF COMMISSIONERS PROFILE

Susunan Dewan Komisaris per 31 Desember 2017 sebagai berikut:

The composition of the Board of Commissioners as of December 31, 2017 is as follows:

NAMA / NAME JABATAN / POSITION

Rhenald Kasali Komisaris Utama / Komisaris IndependenPresident Commissioner / Independent Commissioner

Iswan Elmi Komisaris / Commissioner

M. Harpin Ondeh Komisaris Independen / Independent Commissioner

Imam Bustomi Komisaris / Commissioner

Maryati Karma Komisaris / Commissioner

Rhenald KasaliKomisaris Utama/Komisaris IndependenPresident Commissioner / Independent Commissioner

Kewarganegaraan:Indonesia

Tempat, Tanggal Lahir:Jakarta, 13 Agustus 1960

Riwayat Pendidikan:S1 di Universitas Indonesia (1985), dan Master in Business Administration (1993) dan Ph.D (1998) dari University of Illinois, Amerika Serikat.

Riwayat Jabatan:

Dasar Hukum Penunjukan:SK-86/MBU/06/2015

Pengalaman Kerja:Staff Pengajar Tetap di Universitas Indonesia (1988-sekarang), Ketua Program Studi Ilmu Manajemen Pascasarjana FE UI program Doktoral dan Magister Sains (1998-2005), PLH Kepala Badan Pengembangan Ekspor Nasional (2005-2006), Ketua Program Studi Magister Manajemen FE UI (2005-2013), dan Pendiri Yayasan Rumah Perubahan (2007- sekarang).

Jabatan Rangkap:-

Pendidikan dan Pelatihan:Pernah mengikuti training Asian Productivity Center, Japan Productivity Center di Tokyo (1990), Harvard Business School (Microeconomics of Competitiveness: Firm, Cluster, & Economic Development), Cluster & Competitiveness (2000-2005), Yale School of Management (Yale Global Network on Advanced Management), Advanced Management (2011-2013), dan Advanced Training di Babson College, Amerika Serikat (2014), Leadership in a Transformational Digital Era at Cambridge AGLP (2017), Glomac Stragic Thinking & Bisnis Planing GLOMACS NY-USA (2017).

Hubungan Afiliasi:-

Domisili:JL Kemuning IV No 33, RT/RW 0101006, Kelurahan Pejaten Timur, Kecamatan Pasar Minggu, Jakarta Selatan






Nationality:Indonesia

Place, Date of Birth:Jakarta, 13 Agustus 1960

Educational Background:Bachelor’s degree in Economics from the University of Indonesia in 1985, Master of Science degree in Business Administration from the University of Illinois at Urbana & Campaign, USA, in 1993, and Doctor of Philosophy degree from the University of Illinois at Urbana & Campaign, USA, in 1998.

Career History:

Basis of Appointment:SK-86/MBU/06/2015

Work ExperiencePermanent Lecturer at the University of Indonesia (1988-present), Chairman of the Management Study Postgraduate Program of FEUI (Doctorate and Master of Science in Management Programs) (1998-October 2005) PLH Kepala Badan Pengembangan Ekspor Nasional (2005-2006), Acting Head of National Agency for Export Development

(2005-2006), Chairman of the Master of Management Study Program of FEUI (November 2005-July 2013), Founder of Rumah Yayasan Perubahan (2007-Present)

Concurrent Position:-

Training and Informal Education:Asian Productivity Center, Japan Productivity Center – Tokyo, 1990; Harvard Business School (Microeconomics of Competitiveness: Firm, Cluster & Economic Development), serial 2000 – 2005; Cluster & Competitiveness; Yale School of Management (Yale Global Network on Advanced Management), serial 2011 – 2013: Advanced Management; Babson College, USA, 2014.Leadership in a Transformational Digital Era at Cambridge AGLP (2017), Glomac Stragic Thinking & Bisnis Planing GLOMACS NY-USA (2017).

Affiliate Relations:-

Domicile:JL Kemuning IV No 33, RT/RW 0101006, Kelurahan Pejaten Timur, Kecamatan Pasar Minggu, South Jakarta







Tempat, Tanggal Lahir:Belinyu, 27 Januari 1960

Riwayat Pendidikan:Diploma III Accounting from State Accounting College (1981), Diploma IV Accounting from State Accounting College (1987), and obtained his Master in Accounting Science from University of Missourri, Amerika Serikat (1991).

Riwayat Jabatan:


Pengalaman Kerja:Kepala Sub Direktorat Investigasi Instansi Pemerintah Daerah Deputi Bidang Investigasi BPKP (2000-2004), Manager Komponen Anti Korupsi BPKP (2002-2004), Direktur Penyelidikan KPK (2005-2011), Deputi Bidang Pencegahan KPK (2012-2014), dan Deputi Bidang Investigasi BPKP (2014-Now)

Jabatan Rangkap:-

Pendidikan dan Pelatihan:Training dan memiliki keahlian profesional Akuntan, Certified Fraud Examiner (CFE), Ikatan Akuntan Indonesia (IAI), Association for Certified Fraud Examiner (ACFE), dan international Association for Accounting Education Education & Reseracher (IAAER), The Institute of Internal Auditor Canada National Conferance Canada 2016, Frauditing, Sydney IIA (The Institute of Internal Auditor) 2017.

Hubungan Afiliasi:-

Domisili:Jl. Pakis VI BB.17/10 RT.06 RW.12 Pekayon Jaya, Bekasi Selatan

Iswan ElmiKomisarisCommissioner







Place, Date of Birth:Belinyu, January 27, 1960

Educational Background:Diploma III degree in Accounting from the State College of Accounting (STAN) in 1981, and Diploma IV degree in Accounting from STAN in 1987. He obtained his Master’s degree in AccountingScience from the University of Missourri, USA, in 1991.

Career History:


Work ExperienceHead of Sub Directorate of Investigation of Local Government Institution of BPKP Investigation Department (2000-2004), Manager of Anti-Corruption Component of BPKP (2002-2004), Director of Investigation of Corruption Eradication Commission (KPK) (2005-2011), Acting Deputy of Enforcement (2011), Deputy of Prevention and Acting Deputy of Information and Data of KPK (2012-2014), and Deputy of Investigation Department of BPKP (2014-present).


Training and Informal Education:Training and professional accounting expertise, Certified Fraud Examiner (CFE), Indonesian Institute of Accountants (IAI), Association for Certified Fraud Examiner (ACFE), and International Association for Accounting Education Education & Reserachers (IAAER), The Institute of Internal Auditors Canada National Conferance Canada 2016, Frauditing, Sydney IIA (The Institute of Internal Auditors) 2017


Domicile:Jl. Pakis VI BB.17/10 RT.06 RW.12 Pekayon Jaya, South Bekasi








M. Harpin Ondeh


Tempat, Tanggal Lahir:Gorontalo, 10 November 1956

Riwayat Pendidikan:Pendidikan militer AKABRI Bagian Udara (1981), SESKOAU (1995), dan SESKO TNI (2005), S1 Hukum STHI Gorontalo (2009).

Riwayat Jabatan:


Pengalaman Kerja:Danpuslat Kodiklat TNI (2012-2013), Komandan Korphaskas (2013-2014), Vice President Security & Risk Management PT Freeport Indonesia (2015). Dan riwayat penugasan luar negeri sebagai United Nation Mission Observer di Iran dan Iraq (1989-1990), Penugasan Operasi, Pendidikan, dan Latihan di Amerika Serikat, Eropa, Australia, dan Asia (2000-2014).

Jabatan Rangkap:-

Pendidikan dan Pelatihan:Program ACI 8th Annual Airport Economics & Finance Conference & Exhibition di London – Inggris (2016), Program 6th Airport Construction Summit ACS di Shanghai – China (2016), Corporate Compliance Seminars (CCS) - Continuing Professional Education (CPE) di Washington DC – USA (2016), Expand Leadership Program CLDI (2017), Leadership in a Transformational Digital Era at Cambridge AGLP (Asean Global Leadership Program) 2017.

Hubungan Afiliasi:-

Domisili:Komp. Jaka Kencana 5 No. A 145, RT.01 RW.04 Jaka Setia, Bekasi Selatan

Komisaris IndependenIndependent Commissioner







Place, Date of Birth:Gorontalo, November 10, 1956

Educational Background:Military education from the Indonesian Armed Force Academy (AKABRI) – Air Force in 1981,SESKO AU in 1995, SESKO TNI in 2005, and LEMHANAS PPRA 41 in 2008.

Career History:


Work ExperiencePUSLAT KODIKLAT TNI (2012-2013), COMMANDER OF KORPASKHAS (2013-2014), Vice President of Security & Risk Management of PT FREEPORT INDONESIA(March-June 2015), Flight Commander of PASKHAS 462 (1989-1990),Assignments of Operations, Education and Training in the United States, Europe, Australia and Asia (2000-2014).


Training and Informal Education:Program ACI 8th Annual Airport Economics & Finance Conference & Exhibition di London – Inggris (2016), Program 6th Airport Construction Summit ACS di Shanghai – China (2016), Corporate Compliance Seminars (CCS) - Continuing Professional Education (CPE) di Washington DC – USA (2016), Expand Leadership Program CLDI (2017), Leadership in a Transformational Digital Era at Cambridge AGLP (Asean Global Leadership Program) 2017.


Domicile:Komp. Jaka Kencana 5 No. A 145, RT.01 RW.04 Jaka Setia, South Bekasi






Imam Bustomi


Tempat, Tanggal Lahir:Bojonegoro, 3 Mei 1970

Riwayat Pendidikan:S1 Universitas Sebelas Maret 1995 di SurakartaS2 Sekolah Tinggi Manajemen PPM 2014 di Jakarta

Riwayat Jabatan:


Pengalaman Kerja:PPT Kepala Seksi Pertanian (11 Juni 1999), PPT Kepala Seksi Industri Strategis I (5 Mei 2000), Kepala Seksi Pengolah Data I (8 Maret 2001), Kepala Subbidang Pengumpulan dan Pengolahan Data (2 Juli 2002), Kepala Bidang Usaha Aneka Industri (14 Februari 2006, Kabid Sistem Informasi (8 Oktrober 2010), Kabid Usaha Jasa Ia (19 September 2013), Kepala Bidang Usaha Perbankan dan Asuransi II (9 Mei 2014), Kepala Bidang Jasa Keuangan, Jasa Survei dan Konsultan IIa (22 Oktober 2015), dan saat ini merangkap jabatan sebagai Asisten Deputi Manajemen Sumber Daya Manusia Eksekutif BUMN (19 Januari 2016) dan Plt. Asisten Deputi Layanan Hukum BUMN (12 Februari 2016).

Jabatan Rangkap:-

Pendidikan dan Pelatihan:Training dan pendidikan yang pernah diikuti yaitu Pelatihan Prajabatan Golong III (1997), Diklat Manajemen Keungan untuk Eksekutif (1999), Pendidikan dan Pelatihan Jabatan PNS (2000), Diklat ADUM (2000), Pengadaan Barang dan Jasa Kategori L2 (2006), ESQ Leadership (2007), dan Diklatim Tingkat III (2007), Pelatihan Pengadaan Barang dan Jasa kelas Paralel (2010), Training Leadership Program (2017).

Hubungan Afiliasi:-

Domisili:Jl. Maskoki V No.24 RT.04 RW.05, Jati, Pulo Gadung, Jakarta Timur


KomisarisCommissioner







Place, Date of Birth:Bojonegoro, May 3, 1970

Educational Background:Bachelor’s degree in Mathematics from Universitas Sebelas Maret (1995)Master’s degree in PPM Management High School 2014 in Jakarta

Career History:


Work ExperiencePPT of Head of Agriculture Section (June 11, 1999), PPT of Head of Strategic Industry Section I (May 5, 2000), Head of Data Processing Section I (March 8, 2001), Head of Data Collecting and Processing Sub-Department (July 2, 2002), Head of Miscellaneous Industry Business Department (February 14, 2006), Head of Information System Department (October 8, 2010), Head of Service Business Ia (September 19, 2013),Head of Banking and Insurance Business II (May 9, 2014), Head of Financial Service, Survey Service and Consulting IIa (October 22, 2015). Currently, he also serves as Assistant to the Executive Deputy Management of Human Resources of SOE (January 19, 2016) and Acting Deputy for Legal Service of SOE (February 12, 2016).


Training and Informal Education:Pre-service Training Group III (1997), Training and Education of Financial Management for Executive (1999), Training and Education for Civil Servants (2000), Training and Education of ADUM (2000), Procurement of Goods and Services of L2 Category (2006), ESQ Leadership (2007) and Diklatim Timgkat III (2007), Training of Goods and Services Procurement Parallel class (2010), Training Leadership Program (2017).


Domicile:Jl. Maskoki V No.24 RT.04 RW.05, Jati, Pulo Gadung, East Jakarta







Tempat, Tanggal Lahir:Jakarta, 27 November 1957

Riwayat Pendidikan:S1 Teknik Sipil di Universitas Indonesia (1982) dan Pascasarjana Manajemen di STIE (2000)

Riwayat Jabatan:


Pengalaman Kerja:Kementerian Perhubungan sebagai Staf Seksi Landasan (1988 – 1992), KASI Landasan Taxi Apron (1992 - 2002), KASI Fasilitas Sisi Udara (2002 – 2007), KASI Bimbingan Usaha Udara (2007 – 2009), KASI Bilateral dan Perusahaan Angkutan Udara (2009), KABID Keamanan dan Ketertiban (2009), KABID Program (2009 – 2010), Ketua Sekolah Tinggi Penerbangan (2010), Kepala Pusat Pengembangan SDM Aparatur Perhubungan (2013 – 2015), Kepala Pusat Penelitian dan Pengembangan Perhubungan Udara (2015 – 2016), dan Direktur Angkutan Udara Ditjen Perhubungan Udara (2016-2017)

Jabatan Rangkap:-

Pendidikan dan Pelatihan:pelatihan dan seminar diantaranya Pelatihan Prajabatan (1988), Civil Aviation Management (CAM) (1993), Seminar Airport Engineering di Tokyo (1996), Post Graduate Airport Engineering di Singapura (1997), Financing Modalities in Civil Aviation (2000), Commercial Airport Course di Perancis (2001), Public Private Internship di HIS Belanda (2007), ASEAN Japan Logistic Expert Group Meeting di Bangkok (2008), General Management Course (2008), Aviation Security Workshop (2009), Konferensi Keamanan Penerbangan (2009), dan Peningkatan Motivasi (2013), Leadership in a Transformational Digital Era at Cambridge AGLP (Asean Global Leadership Program) 2017.

Hubungan Afiliasi:-

Domisili:Jl. Udara No.27 RT.06 RW.06 Pesanggrahan, Jakarta Barat


Maryati KarmaKomisarisCommissioner







Place, Date of Birth:Jakarta, November 27, 1957

Educational Background:Bachelor’s degree in Civil Engineering from the University of Indonesia (1982) and Postgraduate degree in Management from STIE (2000)

Career History:


Work ExperienceMinistry of Transportation as Runway Section Staff (1988-1992), KASI Taxi Apron Runway (1992-2002), KASI Airside Facility (2002-2007), KASI Aviation Business Guidance (2007-2009), KASI Bilateral and Air Transport Company (2009),KABID Safety and Security (2009), KABID Program (2009-2010), Head of IndonesianAviation School (2010), Head of Human Capital Development, Ministry of Transportation (2013-2015), Head of Center of Aviation Research and Development (2015-2016), and Director of Air Transport of Directorate General of Air Transport (2016), and Director of Air Transportation Directorate General of Civil Aviation (2016-2017)


Training and Informal Education:Pre-service Training (1988), civil Aviation Management (CAM) (1993), Airport Engineering Seminar in Tokyo (1996), Post-Graduate Airport Engineering in Singapore (1997), Financing Modalities in Civil Aviation (2000), Commercial Airport Course in France (2001), Public Private Internship at HIS the Netherlands (2007), ASEAN Japan Logistic Expert Group Meeting in Bangkok (2008), General Management Course (2008), Aviation Security Workshop (2009), Flight Safety Conference (2009), and Motivation Improvement (2013), Leadership in a Transformational Digital Era at Cambridge AGLP (Asean Global Leadership Program) 2017


Domicile:Jl. Udara No.27 RT.06 RW.06 Pesanggrahan, West Jakarta






PROFIL DIREKSIBOARD OF DIRECTORS PROFILE

Susunan Direksi per 31 Desember 2015 sebagai berikut: The composition of the Board of Directors as of December 31, 2017 is as follows:

NAMA / NAME JABATAN / POSITION

Muhammad Awaluddin Direktur Utama / President Director

Djoko Murjatmodjo Direktur Teknik dan Operasi / Director of Engineering and Operations

Daan Achmad Direktur Komersial dan Pengembangan Usaha / Director of Commercial and Business Development

Andra Y Agussalam Direktur Keuangan / Director of Finance

Ituk Herarindri Direktur Pelayanan dan Fasilitas / Director of Services and Facilities

Tina T. Kemala Intan Direktur Sumber Daya Manusia, Umum & TI / Director of Human Resources, General & IT

Muhammad AwaluddinDirektur UtamaPresident Director


Tempat, Tanggal Lahir:Jakarta, 15 Januari 1968

Riwayat Pendidikan:1. S1 Sarjana Teknik Elektro Universitas Sriwijaya (1990)2. S2 Master of Business AdministrationEuropean University

(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:1. Direktur Utama PT Angkasa Pura II (Persero) (september

2016-sekarang)2. CEO Enterprise Business PT Telekomunikasi Indonesia

(Persero) Tbk (Januari 2016-September 2016)3. Director of Enterprise & Business Service PT

Telekomunikasi Indonesia (Persero) Tbk (12 Mei 2012-Januari 2016)

4. President Director PT. Infomedia Nusantara (1 Desember 2010-11 Mei 2012)

5. President Commissioner PT. Patra Telekomunikasi Indonesia (Desember 2015-September 2016)

6. Chief of Commissioner PT. Sigma Citra Caraka (Februari 2015-September 2016)

7. Chief of Commissioner PT. Telkom Akses (Maret 2014-Maret 2015)

8. Chief of Commissioner PT. Infomedia Nusantara (6 Juni 2012-Agustus 2014)

9. Chairman PT. Batam Bintan Telekomunikasi (Telkom Subsidiary) (15 Agustus 2007-20 September 2011)

10. Executive General Manager, Access Network Infrastructure PT. Telekomunikasi Indonesia (Persero),Tbk (1 Juli 2010-30 November 2010)

11. Executive General Manager, Regional Division I Sumatra PT. Telekomunikasi Indonesia (Persero), Tbk (1 Maret 2007-30 Juni 2010)

12. Vice President Public & Marketing Communication, PT. Telekomunikasi Indonesia (Persero), Tbk (1 September 2005-28 Februari 2007)

Jabatan Rangkap:1. Komisaris Utama PT Angkasa Pura Solusi (Februari 2017–

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

sekarang)






Pendidikan dan Pelatihan:

Diklat Jabatan:1. Commisionership & Directorship Training Program-

Learning Center Telkom (2012)2. Kursus Staf dan Pimpinan (SUSPIM) 135- Training Division

– Telkom, Bandung – Indonesia (2006)3. Kursus Staf dan Pimpinan (SUSPIM) II- Training Division –

Telkom, Bandung – Indonesia (2000)4. Kursus Staf dan Pimpinan (SUSPIM) III- Training Division –

Telkom, Bandung – Indonesia (1999)

Diklat Fungsional:1. Executive Education Program, Strategic Management:

Creating and Sustaining Competitive Advantage - Cambridge Judge Business School, UK (2015)

2. Indonesia Certified Professional Marketer (ICPM) - Indonesia Marketing Association (IMA), Indonesia (2014)

3. Executive Education Program - Wharton University of Pennsylvania, USA (2013)

4. Asia Change Leader’s Forum - McKinsey Company, Singapore (2012)

5. Executive Education Program “Building New Businesses In Established Organization” - Harvard Business School – Boston, USA (2011)

6. Advanced Senior Executive Program (ASEP) - Kellogg School of Management, Northwestern University – Chicago, USA (2009)

7. Managing Partnership & Startegic Alliances - INSEAD Business School, France (2007)

8. Senior Executive Program (SEP) - Sassin Business School, Chulalongkorn University – Bangkok, Thailand (2006)

9. Advance Leadership Program (ALP), Executive Centre for Global Leadership (ECGL) - Erasmus University Netherlands, Jakarta – Indonesia (2004)

10. Material Process Management - SAGEM, Paris – France (2004)

11. Intelligent Network (IN) Advance Technology & Interconnect - AT&T Solution – New Jersey, USA (1998)

12. Service Marketing - Knowledge Transfer Program - AT&T Solution, USA (1996)

13. Telecommunication Management Course - Telecom Finland, Helsinki (1996)


15. Total Quality Management Training - PTT Netherlands – Groningen – Netherlands (1995)

Hubungan Afiliasi:-

Domisili:Jl. Radio I No. 17 RT 003 RW 004, Keramat Pela, Kebayoran Baru. Jakarta Selatan








Place, Date of Birth:Jakarta, January 15, 1968

Educational Background:1. Bachelor’s degree in Electrical Engineering from Sriwijaya

University (1990)2. Master’s degree in Business Administration from the

European University Antwerp Belgium (1998) 3. Doctorate degree in Management from Padjajaran

University (2016)

Career History:

Basis of Appointment:Decision Letter No. SK-227/MBU/09/2016

Work Experience:1. President Director of PT Angkasa Pura II (Persero)

(september 2016-present)2. CEO of Enterprise Business of PT Telekomunikasi Indonesia

(Persero) Tbk (January 2016-September 2016)3. Director of Enterprise & Business Service of PT

Telekomunikasi Indonesia (Persero) Tbk (May 12, 2012-January 2016)

4. President Director of PT. Infomedia Nusantara (December 1, 2010-11 May 2012)

5. President Commissioner of PT. Patra Telekomunikasi Indonesia (December 2015-September 2016)

6. Chief of Commissioner of PT. Sigma Citra Caraka (February 2015-September 2016)

7. Chief of Commissioner of PT. Telkom Access (March 2014-March 2015)

8. Chief of Commissioner of PT. Infomedia Nusantara (June 6, 2012-August 2014)

9. Chairman of PT. Batam Bintan Telekomunikasi (Telkom Subsidiary) (15 August 2007-20 September 2011)

10. Executive General Manager, Access Network Infrastructure PT. Telekomunikasi Indonesia (Persero), Tbk (July 1, 2010-30 November 2010)

11. Executive General Manager, Regional Division I Sumatra PT. Telekomunikasi Indonesia (Persero), Tbk (March 1, 2007-30 June 2010)

12. Vice President Public & Marketing Communication, PT. Telekomunikasi Indonesia (Persero), Tbk (September 1, 2005 - February 28, 2007)

Concurrent Position:1. President Commissioner of PT Angkasa Pura Solusi

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

(February 2017-present)






Training and Informal Education:

Departmental Training:1. Commisionership & Directorship Training Program-

Learning Center Telkom (2012)2. Kursus Staf dan Pimpinan (SUSPIM) 135- Training Division

– Telkom, Bandung – Indonesia (2006)3. Kursus Staf dan Pimpinan (SUSPIM) II- Training Division –

Telkom, Bandung – Indonesia (2000)4. Kursus Staf dan Pimpinan (SUSPIM) III- Training Division –

Telkom, Bandung – Indonesia (1999)

Functional Training:1. Executive Education Program, Strategic Management:

Creating and Sustaining Competitive Advantage - Cambridge Judge Business School, UK (2015)

2. Indonesia Certified Professional Marketer (ICPM) - Indonesia Marketing Association (IMA), Indonesia (2014)

3. Executive Education Program - Wharton University of Pennsylvania, USA (2013)

4. Asia Change Leader’s Forum - McKinsey Company, Singapore (2012)

5. Executive Education Program “Building New Businesses In Established Organization” - Harvard Business School – Boston, USA (2011)

6. Advanced Senior Executive Program (ASEP) - Kellogg School of Management, Northwestern University – Chicago, USA (2009)

7. Managing Partnership & Startegic Alliances - INSEAD Business School, France (2007)

8. Senior Executive Program (SEP) - Sassin Business School, Chulalongkorn University – Bangkok, Thailand (2006)

9. Advance Leadership Program (ALP), Executive Centre for Global Leadership (ECGL) - Erasmus University Netherlands, Jakarta – Indonesia (2004)

10. Material Process Management - SAGEM, Paris – France (2004)

11. Intelligent Network (IN) Advance Technology & Interconnect - AT&T Solution – New Jersey, USA (1998)


13. Telecommunication Management Course - Telecom Finland, Helsinki (1996)


15. Total Quality Management Training - PTT Netherlands – Groningen – Netherlands (1995)


Domicile:Jl. Radio I No. 17 RT 003 RW 004, Keramat Pela, Kebayoran Baru. South Jakarta







Tempat, Tanggal Lahir:Yogyakarta, 27 September 1956

Riwayat Pendidikan:Strata 1 - TEKNIK SIPIL TRANSPORTASI UNIVERISTAS GADJAH MADA (1982)

Riwayat Jabatan:


Pengalaman Kerja:1. Direktur Teknik & Operasi, PT Angkasa Pura II (Persero)

(2015-sekarang)2. Sekretaris Direktorat Jenderal Perhubungan Udara (2014-

2015)3. Direktur Angkutan Udara, Direktorat Jendral Perhubungan

Udara (2012-2014)4. Kasubdit Pengembangan & Pembinaan Usaha Angkutan

Udara, Direktorat Jendral Perhubungan Udara (2002-2012)

5. Kasubdit Pengembangan & Pembinaan Usaha Bandar Udara – DJPU (2002)

6. Kasubag Pengumpulan & Pengelolahan Data, Direktorat Jenderal Perhubungan Udara (1999-2002)

7. Kasubag Analisis dan Evaluasi, Direktorat Jenderal Per-hubungan Udara (1992-1999)

8. Teknisi pada Direktorat Teknik Bandar Udara, Direktorat Jenderal Perhubungan Udara (1983-1992)

Jabatan Rangkap:1. Dewan Komisaris GMF (2013-2015)2. Komisaris Utama Railink (2016-sekarang)

Pendidikan dan Pelatihan:

Diklat Jabatan:1. ADUM (Jakarta)2. PIM II (Jakarta)

Diklat Fungsional:1. Advance Course on the CNS/ATM (Perancis)2. Airport Equipment (Perancis)3. Aerodrome (Jepang)

Hubungan Afiliasi:-

Domisili:Komp. Perhubud II Blok J/07, RT 005 RW 006, Kel. Jurumudi, Benda, Tangerang

Djoko MurjatmodjoDirektur Teknik dan OperasiDirector of Engineering and Operations








Place, Date of Birth:Yogyakarta, September 27, 1956

Educational Background:Bachelor’s degree in Engineering from Gadjah Mada University in 1983

Career History:

Basis of Appointment:Decision Letter of State Minister of SOE No. SK-227/MBU/09/2016

Work Experience:1. Director of Engineering & Operations, PT Angkasa Pura II

(Persero) (2015-present)2. Secretary of the Directorate General of Civil Aviation

(2014-2015)3. Director of Air Transport, Directorate General of Civil

Aviation (2012-2014)4. Head of Air Transport Development and Development

Division, Directorate General of Civil Aviation (2002-2012)5. Kasubdit Development & Business Development Airport -

DJPU (2002)Head of Data Collecting and Processing at the Directorate of Airport Services (1999-2002)

6. Head of Analysis and Evaluation at the Directorate of Airport Services (1992-1999)

7. Directorate of Airport Services (1983-1992)

Concurrent Position:1. GMF Board of Commissioners (2013-2015)2. President Commissioner of Railink (2016-present)


Job Training:1. ADUM (Jakarta)2. PIM II (Jakarta)

Functional Training:1. Advance Course on the CNS / ATM (France)2. Airport Equipment (France)3. Aerodrome (Japan)


Domicile:Komp. Perhubud II Blok J/07, RT 005 RW 006, Kel. Jurumudi, Benda, Tangerang








Tempat, Tanggal Lahir:Medan, 6 Februari 1959

Riwayat Pendidikan:1. S1 Ekonomi Perusahaan Universitas Islam Indonesia (1976-1983)2. S2 Air Transportation Business Joint Programme University of

Indonesia and Massachusetts Institute of Technology (1993-1995)

Riwayat Jabatan:


Pengalaman Kerja:1. Commercial and Business Development Director, PT Angkasa Pura

II (Persero) (2016 – sekarang)2. Human Capital, GA & IT Director, PT Angkasa Pura II (Persero)

(2015-2016)3. Human Capital & GA Director, PT Angkasa Pura II (Persero) (2013-

2015)4. Vice Chairman, The President Airplane Team of Republic of

Indonesia (2010-2013)5. Corporate Expert, PT Garuda Indonesia (Persero) (2005-2013)6. VP Human Resources & Development, PT Garuda Indonesia

(Persero) (2003-2005)7. VP of IT PT Garuda Indonesia (Persero) (2000-2002)8. VP OF Budget & Management Information System PT Garuda

Indonesia (Persero) (1998-2000)9. Chairman Refinancing Team, PT Garuda Indonesia (Persero)

(1997-1998)10. VP of Financial System & Procedure, PT Garuda Indonesia

(Persero) (1996-1998)11. Financial System Expert, OAA Manila Philippines (1995-1996)12. Manager Accounting System/Procedures & Computer

Applications SAP, PT Garuda Indonesia (Persero) (1994-1995)13. Electronic Data Processing Coordinator, General Ledger Project,

PT Garuda Indonesia (Persero) (1992-1993)

14. System Analyst, PT Garuda Indonesia (Persero) (1990-1991)15. Financial System Supervisor, PT Garuda Indonesia (Persero) (1988-

1990)16. IT Programmer for Financial System PT Garuda Indonesia (Persero)

(1986-1988)

Jabatan Rangkap:-Pendidikan dan Pelatihan:1. Workshop Formulating Holding Company Management, Jakarta

(2014)2. Workshop “Tatanan Benefit Kesehatan untuk BUMN di Era BPJS”,

Yogyakarta (2014)3. Workshop on Strengthening Integrity Through Publi-Private

Patnership, Medan (2013)4. Initial Public Offering, BAPEPAM Government Auditor for Capital

Market Society of Indonesia, Jakarta (1997)5. Top Executive Leaders, BPIS, Jakarta (1996)6. Revenue First, British Airways, London (1996)7. Data Base 2, Dun & Bradstreet, Hongkong (1992)8. General Ledger System & Technical Concepts, Dun & Bradstreet,

Boston (1990)9. IMS/DC Structure & Flow, USA (1990)10. Data Base Administration, Institute of Information Technology,

Univ. of New South Wales, Australia (1989)11. IMS/VS and DL/1 Advance Programming, Metrodata & Genesis,

Singapore (1988)

Hubungan Afiliasi:-

Domisili:Prima Lingkar Asri A-2 No.23 RT 001/008 Kel. Jati Bening Kec. Pondok Gede - Bekasi

Daan AchmadDirektur Komersial dan Pengembangan BisnisDirector of Commercial and Business Development







Place, Date of Birth:Medan, February 6, 1959

Educational Background:1. Bachelor’s degree in Economics from Universitas Islam Indonesia

in 19832. Master of Management degree in the field of Air Transport

Management from the Joint Program of the University of Indonesia and Massachusetts Institute of Technology (MIT) in 1995.

Career History:


Work Experience:1. Commercial and Business Development Director, PT Angkasa Pura

II (Persero) (2016 – sekarang)2. Human Capital, GA & IT Director, PT Angkasa Pura II (Persero)

(2015-2016)3. Human Capital & GA Director, PT Angkasa Pura II (Persero) (2013-

2015)4. Vice Chairman, The President Airplane Team of Republic of

Indonesia (2010-2013)5. Corporate Expert, PT Garuda Indonesia (Persero) (2005-2013)6. VP Human Resources & Development, PT Garuda Indonesia

(Persero) (2003-2005)7. VP of IT PT Garuda Indonesia (Persero) (2000-2002)8. Vp OF Budget & Management Information System PT Garuda

Indonesia (Persero) (1998-2000)9. Chairman Refinancing Team, PT Garuda Indonesia (Persero)

(1997-1998)10. VP of Financial System & Procedure, PT Garuda Indonesia

(Persero) (1996-1998)11. Financial System Expert, OAA Manila Philippines (1995-1996)12. Manager Accounting System/Procedures & Computer

Applications SAP, PT Garuda Indonesia (Persero) (1994-1995)

13. Electronic Data Processing Coordinator, General Ledger Project, PT Garuda Indonesia (Persero) (1992-1993)

14. System Analyst, PT Garuda Indonesia (Persero) (1990-1991)15. Financial System Supervisor, PT Garuda Indonesia (Persero) (1988-

1990)16. IT Programmer for Financial System PT Garuda Indonesia (Persero)

(1986-1988)

Concurrent Position:Deputy Chairman of Supervisory Board of Dana Pensiun Angkasa Pura II


1. Workshop Formulating Holding Company Management, Jakarta (2014)

2. Workshop “Tatanan Benefit Kesehatan untuk BUMN di Era BPJS”, Yogyakarta (2014)

3. Workshop on Strengthening Integrity Through Publi-Private Patnership, Medan (2013)

4. Initial Public Offering, BAPEPAM Government Auditor for Capital Market Society of Indonesia, Jakarta (1997)

5. Top Executive Leaders, BPIS, Jakarta (1996)6. Revenue First, British Airways, London (1996)7. Data Base 2, Dun & Bradstreet, Hongkong (1992)8. General Ledger System & Technical Concepts, Dun & Bradstreet,

Boston (1990)9. IMS/DC Structure & Flow, USA (1990)10. Data Base Administration, Institute of Information Technology,

Univ. of New South Wales, Australia (1989)11. IMS/VS and DL/1 Advance Programming, Metrodata & Genesis,

Singapore (1988)


Domicile:Prima Lingkar Asri A-2 No.23 RT 001/008 Kel. Jati Bening Kec. Pondok Gede - Bekasi






Andra Y AgussalamDirektur KeuanganDirector of Finance


Tempat, Tanggal Lahir:Jakarta, 24 Maret 1963

Riwayat Pendidikan:1. Master of Business Administration, Southern New

Hampshire University, USA (1988-1990)2. Doctorandus in Accountary, Univeristas Brawijaya, Malang

(1982-1987)

Riwayat Jabatan:


Pengalaman Kerja:1. Director of Finance PT Angkasa Pura II (Persero)

(2015-sekarang)2. Director of Administration and Finance PT Len Industri

(Persero) (2008-2015)3. Head of Finance (Director Level) & Operation Department

Badan Pengelola Transjakarta (2004-2008)4. Commissioner PT Centris Multipersada Pratama Tbk

(CMPP) (1995-2008)5. Vice President Public Equity Advisory PT Sigma Batara

Securities (1993–1995)6. Manager PT Muij Asta Consult (1991–1993)7. Officer Bank Rakyat Indonesia (BRI) New York Agency,

New York, USA (1990 – 1991)

Jabatan Rangkap:-

Pendidikan dan Pelatihan:1. The Annual CFO Forum: Driving Finance Transformation,

Manila, Philippines. 2. Strategic Business Performance Excellence Management,

Jakarta. 3. Credit & International Trade, BRI New York Agency – Bank

of New York Program. 4. Corporate Finance Seminar, Euromoney, Singapore. 5. Advanced Executive Development Program, Centris

Group. 6. Airfinance Management Seminar, San Francisco, USA. 7. The 3rd ASEM Transport Ministers Meeting, Latvia. 8. Asset Assurance Training by Underwriter Hardys’

Syndicate, London, England.

Hubungan Afiliasi:-

Domisili:Jl. Terusan Hang Lekir I/11 Kebayoran Baru Jakarta 12220








Place, Date of Birth:Jakarta, March 24, 1963

Educational Background:1. Master of Business Administration, Southern New

Hampshire University, USA (1988-1990)2. Doctorandus in Accountary, Univeristas Brawijaya, Malang

(1982-1987)

Career History:

Basis of Appointment:Salinan Keputusan Menteri BUMN selaku RUPS Pemegang Saham PT AP II Nomor: SK-227/MBU/09/2016

Work Experience:1. Director of Finance PT Angkasa Pura II (Persero)

(2015-sekarang)2. Director of Administration and Finance PT Len Industri

(Persero) (2008-2015)3. Head of Finance (Director Level) & Operation Department

Badan Pengelola Transjakarta (2004-2008)4. Commissioner PT Centris Multipersada Pratama Tbk

(CMPP) (1995-2008)5. Vice President Public Equity Advisory PT Sigma Batara

Securities (1993–1995)6. Manager PT Muij Asta Consult (1991–1993)7. Officer Bank Rakyat Indonesia (BRI) New York Agency,

New York, USA (1990 – 1991)

Concurrent Position:1. GMF Board of Commissioners (2013-2015)2. President Commissioner of Railink (2016-present)


1. The Annual CFO Forum: Driving Finance Transformation, Manila, Philippines.

2. Strategic Business Performance Excellence Management, Jakarta.

3. Credit & International Trade, BRI New York Agency – Bank of New York Program.

4. Corporate Finance Seminar, Euromoney, Singapore. 5. Advanced Executive Development Program, Centris

Group. 6. Airfinance Management Seminar, San Francisco, USA. 7. The 3rd ASEM Transport Ministers Meeting, Latvia. 8. Asset Assurance Training by Underwriter Hardys’

Syndicate, London, England


Domicile:Jl. Terusan Hang Lekir I/11 Kebayoran Baru Jakarta 12220






Ituk HerarindriDirektur Pelayanan dan Fasilitas Bandar UdaraDirector of Airport Services and Facilities



Tempat, Tanggal Lahir:Yogyakarta, 15 Agustus 1965

Riwayat Pendidikan:S1 Fakultas Ekonomi Universitas Surabaya (1991)

Riwayat Jabatan:


Pengalaman Kerja:1. Director of Airport Services & Facility PT ANGKASA PURA II

(Persero) (2015-sekarang)2. Vice President of Customer Care PT. Kereta Api Indonesia

(KAI) (2014-2015)3. Managing Director PT. INASTI Mitra Solusi Consultant

(2011–2014)4. Head of Internal Communication – Group Corporate

Communication PT. INDOSAT Tbk (2009–2011)5. Manager Training Operation – Group Human Capital

Management PT. INDOSAT Tbk (2007–2009)6. Branch Manager of Area Jakarta Barat, Jakarta Pusat &

Tangerang PT. INDOSAT Tbk (2005–2007)7. Manager Revenue Assurance, Customer Service &

Loyalty Customers of Jabodetabek PT. SATELIT PALAPA INDONESIA (SATELINDO) (2002–2005)

8. Vice Chairman ORCA Diving School (1994 – 1996)9. Assistant Account Officer (AAO) BANK NIAGA (1991–

1994)

Jabatan Rangkap:Board of Commissioner PT Railink

Pendidikan dan Pelatihan:1. Training Communication for BOD - 2015 2. Hospitality Training for Railway, SNCF-Paris,France 3. The New Strategic Service Management, Mark Plus 4. Certification of Menjadi Trainer Andalan, by Proaktif

Schoolen 5. Certification Professional Human Resources (CPHR), by

QQI 6. Certification of Training Designer & Delivery Professional,

by Lutan Edukasi Consultant 7. Certification of Service Excellence, by Service Quality

Center 8. Certification of Managerial II, by Prasetya Mulya

Hubungan Afiliasi:-

Domisili:Puri Botanical Residence Jl.Eugenia 3 Blok H.4/No.23 Joglo-Jakarta Barat DKI Jakarta Indonesia







Place, Date of Birth:Yogyakarta, August 15, 1965

Educational Background:Bachelor’s degree in Economics from the University of Surabaya

Career History:


Work Experience:1. Director of Airport Services & Facility PT ANGKASA PURA II

(Persero) (2015-sekarang)2. Vice President of Customer Care PT. Kereta Api Indonesia

(KAI) (2014-2015)3. Managing Director PT. INASTI Mitra Solusi Consultant

(2011–2014)4. Head of Internal Communication – Group Corporate

Communication PT. INDOSAT Tbk (2009–2011)5. Manager Training Operation – Group Human Capital

Management PT. INDOSAT Tbk (2007–2009)6. Branch Manager of Area Jakarta Barat, Jakarta Pusat &

Tangerang PT. INDOSAT Tbk (2005–2007)7. Manager Revenue Assurance, Customer Service &

Loyalty Customers of Jabodetabek PT. SATELIT PALAPA INDONESIA (SATELINDO) (2002–2005)

8. Vice Chairman ORCA Diving School (1994 – 1996)9. Assistant Account Officer (AAO) BANK NIAGA (1991–

1994)

Concurrent Position:Board of Commissioner PT Railink

Training and Informal Education:1. Training Communication for BOD - 2015 2. Hospitality Training for Railway, SNCF-Paris,France 3. The New Strategic Service Management, Mark Plus 4. Certification of Menjadi Trainer Andalan, by Proaktif

Schoolen 5. Certification Professional Human Resources (CPHR), by

QQI 6. Certification of Training Designer & Delivery Professional,

by Lutan Edukasi Consultant 7. Certification of Service Excellence, by Service Quality

Center 8. Certification of Managerial II, by Prasetya Mulya


Domicile:Puri Botanical Residence Jl.Eugenia 3 Blok H.4/No.23 Joglo-Ja-karta Barat DKI Jakarta Indonesia






Tina T. Kemala IntanDirektur Sumber Daya Manusia, Umum dan TIDirector of Human Resources, General Affairs and IT


Tempat, Tanggal Lahir:Kalijati/Subang, 23 September 1959

Riwayat Pendidikan:S1 Fakultas Psikologi Universitas Padjajaran (1985)

Riwayat Jabatan:


Pengalaman Kerja:1. Director of Human Capiital, General Affairs, and IT PT Angkasa

Pura II (Persero) (2017-sekarang)2. Trainer & Konsultan di Bidang Manajemen SDM & Pengembang

an SDM (2012-2017)3. HR Expert, GIZ – Particip (2015-2016)4. Adult Training Advisor, MCA-I (2015-2017)5. HR Expert, GIZ – Particip (2016)6. HR Expert, UNDP (2015-2016)7. Konsultan, Komisi Pengawas Persaingan Usaha (KPPU) (2013-

2014, 2015, 2016)8. HR Expert, USAID – MSI (2015)9. HR Expert, USAID – MSI (2015)10. Konsultan, PT Dok & Perkapalan Kodja Bahari (DKB) (2014-2015)11. HR Expert, GIZ - GFA, Germany (2013-2015)12. Konsultan, PT Taruko Energi (TE) (2012-2015)13. HR Expert, GIZ, Germany (2014)14. Konsultan, PT Mitra Perubahan Indonesia (MPI) (2013-2014)15. Konsultan, PT Elnusa Petrofin (2012-2014)16. Konsultan, Magna Consulting (2013)17. HR Expert, AUSAID – AIPJ (2012-2013)18. Konsultan, Magna Consulting (2013)19. Konsultan, PT Patra Nusa Data (PND) (2013)20. Konsultan, PT Mitra Perubahan Indonesia (MPI) (2012)21. Konsultan, PT Bina Dinamika Potensia (BDP) (2012-2013)

22. Konsultan, USAID – CHEMONICS (2012)23. Konsultan, PT Pengerukan Indonesia (RUKINDO) (2012-2013)24. Konsultan, RS Ibu & Anak Ummi Bogor (2012-2013)25. Koordinator Asesor, PPM OJK (2014)26. Asesor, DUNAMIS BAPPENAS (2014)27. SVP Organization Development, Human Capital, and General

Service, PT Merpati Nusantara Airlines (2010-2012)28. Kepala Biro SDM, Komisi Pemberantasan Korupsi (KPK) (2005-

2010)29. Head of Change Management Project, PT Merpati Nusantara

Ailines (2004-2005)30. General Manager Human Resources Management PT. Merpati

Nusantara (1999-2004)31. Deputy VP Corporate Planning, Planning Bureau PT. MERPATI

NUSANTARA (1996-1999)32. Corporate Development Manager, Planning Bureau PT. MERPATI

NUSANTARA (1996)33. Commercial & General Training Manager, Training Department

PT. MERPATI NUSANTARA (1995-1996)34. Organization Development & Regulation of Employment

Manager, HR Dept. PT. MERPATI NUSANTARA (1992-1995)35. HR & Organization Manager, HR Dept PT. MERPATI NUSANTARA

(1991-1992)36. Chief HR & Organization Development, Planning Bureau PT.

MERPATI NUSANTARA (1988-1991)37. Chief Recruitment & Formation, Personnel Dept. PT. MERPATI

NUSANTARA (1987-1988)

Jabatan Rangkap:-

Pendidikan dan Pelatihan:1. Making Corporate Boards More Effective (2017)2. Certified Human Resources Professional (CHRP) (2008)

Hubungan Afiliasi:-

Domisili:Jl. Raya Semplak No.351 Bogor 16114, Jawa Barat, Indonesia








Place, Date of Birth:Kalijati/Subang, September 23, 1959

Educational Background:Bachelor’s degree in Psychology from Padjajaran University, Bandung in 1985.)

Career History:

Basis of Appointment:Salinan Keputusan Menteri BUMN selaku RUPS Pemegang Saham PT AP II Nomor: SK-54/MBU/3/2017

Work Experience:1. Director of Human Capiital, General Affairs, and IT PT Angkasa

Pura II (Persero) (2017-sekarang)2. Trainer & Konsultan di Bidang Manajemen SDM & Pengembang

an SDM (2012-2017)3. HR Expert, GIZ – Particip (2015-2016)4. Adult Training Advisor, MCA-I (2015-2017)5. HR Expert, GIZ – Particip (2016)6. HR Expert, UNDP (2015-2016)7. Konsultan, Komisi Pengawas Persaingan Usaha (KPPU) (2013-

2014, 2015, 2016)8. HR Expert, USAID – MSI (2015)9. HR Expert, USAID – MSI (2015)10. Konsultan, PT Dok & Perkapalan Kodja Bahari (DKB) (2014-2015)11. HR Expert, GIZ - GFA, Germany (2013-2015)12. Konsultan, PT Taruko Energi (TE) (2012-2015)13. HR Expert, GIZ, Germany (2014)14. Konsultan, PT Mitra Perubahan Indonesia (MPI) (2013-2014)15. Konsultan, PT Elnusa Petrofin (2012-2014)16. Konsultan, Magna Consulting (2013)17. HR Expert, AUSAID – AIPJ (2012-2013)18. Konsultan, Magna Consulting (2013)19. Konsultan, PT Patra Nusa Data (PND) (2013)20. Konsultan, PT Mitra Perubahan Indonesia (MPI) (2012)21. Konsultan, PT Bina Dinamika Potensia (BDP) (2012-2013)22. Konsultan, USAID – CHEMONICS (2012)

23. Konsultan, PT Pengerukan Indonesia (RUKINDO) (2012-2013)24. Konsultan, RS Ibu & Anak Ummi Bogor (2012-2013)25. Koordinator Asesor, PPM OJK (2014)26. Asesor, DUNAMIS BAPPENAS (2014)27. SVP Organization Development, Human Capital, and General

Service, PT Merpati Nusantara Airlines (2010-2012)28. Kepala Biro SDM, Komisi Pemberantasan Korupsi (KPK) (2005-

2010)29. Head of Change Management Project, PT Merpati Nusantara

Ailines (2004-2005)30. General Manager Human Resources Management PT. Merpati

Nusantara (1999-2004)31. Deputy VP Corporate Planning, Planning Bureau PT. MERPATI

NUSANTARA (1996-1999)32. Corporate Development Manager, Planning Bureau PT. MERPATI

NUSANTARA (1996)33. Commercial & General Training Manager, Training Department

PT. MERPATI NUSANTARA (1995-1996)34. Organization Development & Regulation of Employment

Manager, HR Dept. PT. MERPATI NUSANTARA (1992-1995)35. HR & Organization Manager, HR Dept PT. MERPATI NUSANTARA

(1991-1992)36. Chief HR & Organization Development, Planning Bureau PT.

MERPATI NUSANTARA (1988-1991)37. Chief Recruitment & Formation, Personnel Dept. PT. MERPATI

NUSANTARA (1987-1988)



1. Making Corporate Boards More Effective (2017)2. Certified Human Resources Professional (CHRP) (2008)


Domicile:Jl. Raya Semplak No.351 Bogor 16114, West Java, Indonesia






DAFTAR NAMA PEJABAT SATU LEVEL DI BAWAH DIREKSIPROFILE OF OFFICIALS ONE LEVELBELOW THE BOARD OF DIRECTOR

No Nama Jabatan Profil

1. M. Suriawan WakanExecutive General Manager Bandara Int’ Soekarno Hatta

Lahir di Jakarta pada tanggal 21 April 1970. Menamatkan S1 Teknik Elektro dari Universitas Mercu Buana. Memiliki masa kerja di Angkasa Pura II selama 22 tahun 2 bulan

Born in Jakarta on April 21,1970. Obtained his Bachelor’s degree in Electrical Engineering from Mercu Buana University. He has been working at Angkasa Pura II for 22 years and 2 months.

2. Arif DarmawanExecutive General Manager Bandara Kualanamu

Lahir di Jakarta pada tanggal 10 Februari 1964. Menamatkan S2 Magister Manajemen dari Universitas Gadjah Mada. Memiliki masa kerja di PT Angkasa Pura II selama 31 tahun 9 bulan

Born in Jakarta on February 10, 1964. Obtained his Master’s degree in Management from Gadjah Mada University. He has been working at Angkasa Pura II for 31 years and 9 months.

3. A. Rasyid JauhariExecutive General Manager Halim Perdanakusuma

Lahir di Bandung 8 Februari 1962. Menamatkan pendidikan S1 dari Universitas Nurtanio Bandung. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 1 tahun 1 bulan

Born in Bandung, february 8, 1962. He earned his Bachelor’s degree from Nurtanio University, Bandung. He has 1 year 1 month term of office in PT Angkasa Pura II (Persero).

4. Bayuh IswantoroExecutive General Manager Sultan Mahmud Badaruddin II

Lahir di Jakarta pada tanggal 25 Juli 1969. Menamatkan S1 Ekonomi Manajemen dari Universitas Surapati. Memiliki masa kerja di Angkasa Pura II selama 3 tahun 3 bulan.

5. Jon Mukhtar Rita Executive General Manager SupadioLahir di Jambi, 9 Mei 1969. Menamatkan pendidikan S2 Magister Administrasi Bisnis dari ITB Bandung. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 17 tahun 5 bulan.

6. Dwi Ananda WicaksanaExecutive General Manager Minangkabau

Lahir di Jakarta, 5 Januari 1976. Menamatkan pendidikan S2 Teknik Komputer dari Universitas Gunadarma. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 18 tahun.

7. Jaya Tahoma SiraitExecutive General Manager Sultan Syarif Kasim II

Lahir di Lumban Julu pada tanggal 10 Agustus 1964. Menamatkan S2 Magister Manajemen dari Universitas Gadjah Mada. Memiliki masa kerja di Angkasa Pura II selama 31 tahun 9 bulan.

8. Eko PrihadiExecutive General Manager Husein Sastranegara

Lahir di Surabaya, 3 September 1969. Menamatkan pendidikan S2 Manajemen dari Universitas ITB Bandung. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 19 tahun 9 bulan

9. Yos SuwagiyonoExecutive General Manager Sultan Iskandar Muda

Lahir di Jakarta, 28 Desember 1965. Menamatkan pendidikan S1 Teknik Elektro dari STT Jakarta. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 26 tahun 8 bulan

10. Hotasi ManaluExecutive General Manager Raja Haji Fisabilillah

Lahir di Dolok Sanggul, 23 Juli 1963. Menamatkan pendidikan S1 Komputerisasi Akuntansi dari STMIK Bina Nusantara. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 32 tahun 8 bulan

11. Ibut Astono Executive General Manager Depati Amir

Lahir di Jakarta, 9 Oktober 1965. Menamatkan pendidikan D III Bahasa Asing dari ABA. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 31 tahun 6 bulan

12. Yogi PrasetyoExecutive General Manager Sultan Thaha

Lahir di Bandung, 29 September 1981. Menamatkan pendidikan S1 Manajemen SDM dari Universitas Islam SYEKH YUSUF. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 11 tahun 7 bulan





DAFTAR NAMA PEJABAT SATU LEVEL DI BAWAH DIREKSIPROFILE OF OFFICIALS ONE LEVEL BELOW THE BOARD OF DIRECTOR


13. Eri BriliantoroExecutive General Manager Silangit, Siborong-Borong

Mulai menjabat TMT 1 Januari 2018, Lahir di Bandung pada tanggal 27 September 1970. Menamatkan S1 Teknik Arsitektur dari Universitas Jakarta. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 10 bulan.

14. Dodi Dharma CahyadiExecutive General Manager Banyuwangi

Lahir di Bangkalan pada tanggal 22 September 1979. Menamatkan S2 Manajemen Teknik. Mulai bergabung dengan PT Angkasa Pura 1 Januari 2018.

15. Zulfahmi Senior Vice President of Internal AuditLahir di Belawan pada tanggal 15 November 1962. Menamatkan S1 Ekonomi Manajemen dari Universitas Islam Syekh Yusuf. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 7 bulan.

16. Agus HaryadiSenior Vice President of Corporate Secretary

Lahir di Jakarta pada tanggal 14 Maret 1962. Menamatkan S2 Magister Adminitrasi Bisnis dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 24 tahun11 bulan.

17. Gautsil MadaniSenior Vice President of Corporate Strategic Development

Lahir di Jakarta pada tanggal 14 Mei 1974. Menamatkan S2 Magister Manajemen dari Universitas Indonesia. Memiliki masa kerja di Angkasa Pura II selama 18 tahun.

18. Achmad RifaiSenior Vice President of Corporate Safety & Risk

Lahir di Tanjung Uban pada tanggal 2 April 1969. Menamatkan S1 Ekonomi Manajemen dari Universitas Al Azhar Medan. Memiliki masa kerja di Angkasa Pura II selama 2 tahun 3 bulan.

19. Radityo Ari Purwoko Vice President of Airport Engineering Development

Lahir di Semarang pada tanggal 1 Desember 1973. Menamatkan S2 Manajemen Proyek dari Universitas Indonesia. Memiliki masa kerja di Angkasa Pura II selama 18 tahun.

20. RuchyanaVice President of Airport Operation Policy

Lahir di Tangerang pada tanggal 7 Juni 1963. Menamatkan DIII POBU dari STPI. Memiliki masa kerja di Angkasa Pura II selama 31 tahun 9 bulan.

21.Muhammad Putra Pariadi

Vice President of Airport Quality Assurance

Lahir di Mataram pada tanggal 2 November 1967. Menamatkan S2 Manajemen SDM dari Universitas Riau. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 8 bulan.

22. Agus WialdiExecutive General Manager of Airport Design Division

Lahir di Bukittinggi pada tanggal 11 Juni 1968. Menamatkan S2 Magister Administrasi Bisnis dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 17 tahun 1 bulan

23. Agung SedayuExecutive General Manager of Airport Construction Division

Lahir di Jakarta pada tanggal 22 Mei 1971. Menamatkan S2 Teknik dari Unversite De Nantes. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 10 bulan.

24. Marzuki BatungExecutive General Manager of Airport Maintenance Division

Lahir di Ujung Pandang pada tanggal 5 Maret 1968. Menamatkan S2 Manajemen Operasi dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 17 tahun 1 bulan.

25. Eko WahyudiExecutive General Manager of Airport Contact Center

Lahir di Karanganyar pada tanggal 9 Juni 1980. Menamatkan S1 Teknik Planologi dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 13 tahun 5 bulan.

26. Dorma ManaluExecutive General Manager of Commercial Service Division

Lahir di Dolok Sanggul pada tanggal 16 April 1965. Menamatkan pendidikan S1 Publisistik dari IISIP – Jakarta memiliki masa kerja di Angkasa Pura II selama 30 tahun 7 bulan.

27. Kistamadji MeiputraSenior General Manager of Airport Learning Center

Lahir di Klaten pada tanggal 29 Mei 1963. Menamatkan S1 Manajemen dari STIE Kusuma Negara. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 6 bulan.







28. Didi KristiantoSenior General Manager of Information Technology Center

Lahir di Jakarta pada tanggal 8 Maret 1971. Menamatkan S1 Manajemen dari Universitas Islam As-Syafiiyah. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 10 bulan.

29. Wandi AnharSenior General Manager of Community Development Center

Lahir di Takengon pada tanggal 10 Juli 1963. Menamatkan SMEA dari SMEA Negeri Takengon. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 10 bulan.

30. Rosita KurniawatiVice President of Airport Service Development

Menjabat TMT 1 Januari 2018, Lahir di Jakarta pada tanggal 18 Desember 1974. Menamatkan S1 Manajemen Informatika dari UPN Veteran Jakarta. Memiliki masa kerja di Angkasa Pura II selama 18 tahun

31. Tommy AriesdiantoVice President of Service & Facility Performance

Lahir di Ujung Pandang pada tanggal 5 Maret 1968. Menamatkan S1 Manajemen Transportasi Udara dari Sekolah Tinggi Manajemen Transportasi Trisakti. Memiliki masa kerja di Angkasa Pura II selama 17 tahun 1 bulan.

32. HarisVice President of Airport Business Strategy

Lahir di Jakarta pada tanggal 24 Januari 1978. Menamatkan S2 Magister Administrasi Bisnis dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 14 tahun 11 bulan.

33. Achmad SyahirVice President of Airport Business Policy

Lahir di Ambon pada tanggal 10 November 1976. Menamatkan pendidikan S1 Hukum dari Unis-Tangerang. Memiliki masa kerja di Angkasa Pura II selama 9 tahun 3 bulan.

34. Muhamad WasidVice President of Business Parenting & Performance

Lahir di Lebak pada tanggal 14 April 1970. Menamatkan S2 Magister Administrasi Bisnis dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 2 tahun 3 bulan.

35. Ahmad TavidVice President of Corporate Financial Management

Lahir di Tarutung pada tanggal 17 November 1965. Menamatkan S1 Akuntansi dari Universitas Ekasakti. Memiliki masa kerja di Angkasa Pura II selama 22 tahun 8 bulan.

36. AmirzalVice President of Corporate Financial Control

Lahir di Agam pada tanggal 2 Februari 1968. Menamatkan S1 Ekonomi Akuntansi dari STIE YAI. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 8 bulan.

37. AriyadiVice President of Assets Management & Inventory

Lahir di Jakarta pada tanggal 11 Agustus 1963. Menamatkan D III Akuntansi dari Akademi Akuntansi Bogor. Memiliki masa kerja di Angkasa Pura II selama 29 tahun 9 bulan.

38. Binta PrabasenaVice President of Human Capital Strategy

Lahir di Jakarta pada tanggal 14 Mei 1980. Menamatkan S2 Teknik Mesin dari Universitas Duisburg-Essen. Memiliki masa kerja di Angkasa Pura II selama 13 tahun 5 bulan.

39. Rini IndrawatiVice President of Human Capital Service

Lahir di Malang pada tanggal 2 Juli 1968. Menamatkan S1 Hukum dari Universitas Merdeka Malang. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 6 bulan.

40.Mauludin Budi Sungkowo

Vice President of General AffairsLahir di Pekalongan 2 Mei 1969. Menamatkan pendidikan S1 Manajemen dari STIE Muhammadiyah. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 25 tahun.

41. Yosrizal Syamsuri Chief of Project Business Digital Airport Lahir di Dabo Singkep 29 Juni 1981. Menamatkan pendidikan S2 Transportasi Management dari University of Sydney. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 11 tahun 7 bulan.

42. Ferdian AgustianaChief of Project Business Airport Digital Business

Lahir di Tasikmalaya 14 Agustus 1983. Menamatkan pendidikan S2 Statistik dari Universitas Padjajaran. Memiliki masa kerja di PT Angkasa Pura II (Persero) selama 8 tahun 2 bulan.








43. Hufron KurniadiChief of Project Business Air Traffic Development

Lahir di Purwokerto pada tanggal 16 September 1967. Menamatkan S1 Manajemen Informatika dari UPN Veteran Jakarta. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 8 bulan.

44. Rosita Kurniawati Chief of Project Business Tourism Development

Lahir di Jakarta pada tanggal 18 Desember 1974. Menamatkan S1 Manajemen Informatika dari UPN Veteran Jakarta. Memiliki masa kerja di Angkasa Pura II selama 18 tahun

45. Huzain Achmadi Chief of ORAT

Lahir di Surabaya pada tanggal 22 April 1963. Menamatkan S1 Administrasi Negara dari STIA Menarasiswa Bogor. Memiliki masa kerja di Angkasa Pura II selama 31 tahun 6 bulan

46. Denny Krisnowibowo Chief of Airport Development

Lahir di Jakarta pada tanggal 10 April 1970. Menamatkan S2 Magister Manajemen dari Universitas Gadjah Mada. Memiliki masa kerja di Angkasa Pura II selama 26 tahun 6 bulan

47. Bambang Sunarso Ketua Tim Pembebasan TanahLahir di Jakarta pada tanggal 3 Juli 1965. Menamatkan S1 Hukum dari Universitas Pancasila. Memiliki masa kerja di Angkasa Pura II selama 32 tahun 8 bulan






PROFIL SUMBER DAYA MANUSIAHUMAN RESOURCE PROFILE

Untuk mendukung pertumbuhan perusahaan yang berkelanjutan, saat ini Angkasa Pura II berusaha mengoptimalisasi pendayagunaan SDM yang ada. Jumlah karyawan pada tahun 2017 mencapai 5.133 orang.

To support the company’s sustainable growth, Angkasa Pura II is currently trying to optimize the utilization of existing human resources. The number of employees in 2017 reached 5,133 people.

Komposisi SDM Berdasarkan Status KepegawaianNumber of Employees by Employment Status

Komposisi SDM Berdasarkan Jenis KelaminNumber of Employees by by Gender

PriaMale

WanitaFemale

Total

5133

5327

5546

2017

2016

2015

4159

4324

4483

974

1003

1063

USIA / AGE 2017 2016 2015

<=40 4044 4094 4091

>=41 1089 598 802

Total 5133 5327 5546

Komposisi SDM Berdasarkan UsiaNumber of Employees by Age

STATUS KARYAWAN/ EMPLOYMENT STATUS

2017 2016 2015

Tetap / Permanent Employees 5133 5327 5546

Tidak Tetap / Temporary Employees 4850 3989 2776

Total 9983 9316 8322

Komposisi SDM Berdasarkan PendidikanNumber of employees by Education Level

Komposisi SDM Menurut JabatanNumber of Employees Based on Position Group

TINGKAT PENDIDIKAN/ EDUCATION LEVEL

2017 2016 2015

Pasca Sarjana / Postgraduate 134 45 45

Sarjana / Undergraduate 1844 937 729

Diploma / Diploma 977 1526 1738

<SMA / <High School 2178 2819 3034

Total 5133 5327 5546

JABATAN / POSITION 2017 2016 2015

Manajerial / Managerial 717 851 627

Non-Manajerial / Non-Managerial 4416 4476 4919

Total 5133 5327 5546





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.

Policy in Employment OpportunitiesPolicies in terms of employment opportunities, both employee placement and employee career development are set forth in the Collective Labor Agreement (PKB). Angkasa Pura II carries out selective and open career formation and career development without discrimination (gender, race, ethnicity, religion), by prioritizing internal resources with respect to employee performance, competence and competence.

Komposisi SDM Menurut Work LevelNumber of Employees by Work Level

Komposisi SDM Berdasarkan Masa KerjaNumber of Employees by Years of Service

JABATAN / POSITION 2017 2016 2015

Kelas 21 / Class 21 6 5 3

Kelas 20 / Class 20 6 5 6

Kelas 19 / Class 19 40 37 40

Kelas 18 / Class 18 26 25 21

Kelas 17 / Class 17 11 9 14

Kelas 16 / Class 16 197 207 196

Kelas 15 / Class 15 37 26 37

Kelas 14 / Class 14 453 481 342

Kelas 13 / Class 13 58 57 3

Kelas 12 / Class 12 336 270 241

Kelas 11 / Class 11 845 715 778

Kelas 10 / Class 10 1053 1134 1325

Kelas 09 / Class 09 798 885 859

Kelas 08 / Class 08 1089 816 1021

Kelas 07 / Class 07 169 648 646

Kelas 06 / Class 06 9 7 14

Total 5133 5327 5546

MASA KERJA / AGE 2017 2016 2015

< 5 tahun / < 5 years 2816 3206 2894

5-10 tahun / 5-10 years 847 605 535

11-15 tahun / 11-15 years 502 390 382

16-20 tahun / 16-20 years 100 123 164

21-25 tahun / 21-25 years 436 617 836

26-30 tahun / 26-30 years 194 121 503

> 30 tahun / > 30 years 238 265 232

Total 5133 5327 5546

PROFIL SUMBER DAYA MANUSIAHUMAN RESOURCE PROFILE






STRUKTUR GRUPGROUP STRUCTURE

Terkait dengan Struktur Grup Perusahaan, dapat dijelaskan sebagai berikut:

1. Angkasa Pura II memiliki 3 (tiga) Entitas Anak, yakni:• PT Angkasa Pura Solusi dengan kepemilikan saham

99,99%.• PT Angkasa Pura Propertindo dengan kepemilikan saham

99,93%• PT Angkasa Pura Kargo dengan kepemilikan saham 99,95%

2. Angkasa Pura II memiliki 3 (tiga) Entitas Asosiasi, yakni :• PT Railink dengan kepemilikan saham 40%, • PT Gapura Angkasa dengan kepemilikan saham 31,25%

dan • PT Purantara Mitra Angkasa Dua dengan kepemilikan

saham 0,134%.

Cargo Handling & Services

Groundhandling

Retail & Property

Aviation Catering

Lounges, Parking, Security, VVIP Handling, ICT, Services

Airport Train & Station

ANGKASA PURA II GROUP

SUBSIDIARIES

AFFILIATED COMPANIES

In relation with the Company’s Group Structure, it can be explained as follows:

1. Angkasa Pura II has 3 (three) Subsidiaries, namely:• Angkasa Pura Solusi with share ownership of 99.99%.

• Angkasa Pura Propertindo with share ownership in Angkasa Pura II at (99.93%).

• Angkasa Pura Kargo with share ownership in Angkasa Pura II (99.95%).

2. Angkasa Pura II has 3 (three) Associate Entities, namely:• PT Railink (40%)• PT Gapura Angkasa (31.25%)

• PT Purantara Mitra Angkasa Dua (0.134%).

99,95%

31,25%

99,93%

0,134%

99,99%

40,00%





KOMPOSISI PEMEGANG SAHAMSHAREHOLDERS COMPOSITION

3. Angkasa Pura II tidak memiliki joint venture company

4. Angkasa Pura II tidak memiliki special purpose vehicle (SPV)Komposisi Kepemilikan Saham Angkasa Pura II 100% dimiliki oleh Negara Republik Indonesia.

RINCIAN 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 YANG MENCAPAI 5% ATAU LEBIHPER 31 DESEMBER 2017

KEPEMILIKAN SAHAM DEWAN KOMISARIS DAN DIREKSIPer 31 Desember 2017 tidak terdapat kepemilikan saham Dewan Komisaris dan Direksi Angkasa Pura II di Perusahaan.

SHARES OWNERSHIP BY THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORSAs of December 31, 2017, the Board of Commissioners and Board of Directors of Angkasa Pura II do not have any share ownership in the Company.

3. Angkasa Pura II does not have a joint venture company.

4. Angkasa Pura II does not have a special purpose vehicle (SPV)PT Angkasa Pura II (Persero) Is 100% owned by the Republic of Indonesia.

DETAILS OF LARGEST SHAREHOLDERSAngkasa Pura II only has 1 (one) shareholder, the Republic of Indonesia. Therefore, the Republic of Indonesia is the largest shareholder of Angkasa Pura II.

SHAREHOLDERS WITH 5% OWNERSHIP OR MOREPER 31 DECEMBER 2017

NamaNegara Republik Indonesia

NameThe Republic of Indonesia

Status PemilikNegara Republik Indonesia

Shareholding StatusMajor and Controlling Shareholder100%






DAFTAR ENTITAS ANAK/ENTITAS ASOSIASILIST OF SUBSIDIARIES/ASSOCIATES

KRONOLOGIS PENCATATAN EFEK LAINNYACHRONOLOGY OF OTHER SECURITIES

KRONOLOGIS PENCATATAN SAHAMCHRONOLOGY OF SHARE LISTING

Per 31 Desember 2017, Angkasa Pura II memiliki 3 (tiga) Entitas Anak dan 3 (tiga) Entitas Asosiasi sebagai berikut:

Angkasa Pura II per 31 Desember 2017 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 triliun 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) dan AAA(idn) dari PT Fitch Ratings Indonesia.

On July 1, 2016, the Company officially issued Bonds I of Rp2 trillion on the Indonesia Stock Exchange (IDX). The percentage of coupon value of the Bonds amounted to 8.6% with tenor of 5 (five) years. Bonds I of Angkasa Pura II of 2016 shall be divided into three series with tenors of 5, 7 and 10 years. Bonds ratings are idAAA from PT Pemeringkat Efek Indonesia (Pefindo) and AAA(idn) from PT Fitch Ratings Indonesia.

As of December 31, 2017, Angkasa Pura II is one of the nonlisted SOEs or has not listed its shares on the Indonesia Stock Exchange. Thus, there is no information about the chronology of share listing, corporate action, changes in the number of shares and name of the stock exchange on which the company shares are listed.

As of December 31, 2017, Angkasa Pura II has 1 (one) Subsidiary and 3 (three) Associates as follows:

PERUSAHAAN / COMPANYBIDANG USAHA/ BUSINESS LINE

STATUS / STATUSKOMPOSISI SAHAM

/ SHARE COMPOSITIONSTATUS OPERASI

/ OPERATING STATUS

PT Angkasa Pura Solusi Airport Consultancy,

Media, Supproting & IT

Airport Consultancy,

Media, Supproting & IT

Entitas Anak

Subsidiary

• Angkasa Pura II (99,999%)

• Luthfy Edrus (0,0001%)

Telah Beroperasi

Operating

PT Angkasa Pura Propertindo Property & Hospitality

Property & Hospitality

Entitas Anak

Subsidiary


• Koperasi Satya Ardhia (0,07%)

Telah Beroperasi

Operating

PT Angkasa Pura Kargo Kargo

Cargo

Entitas Anak

Subsidiary


• Koperasi Satya Ardhia (0,05%)

Telah Beroperasi

Operating

PT Gapura Angkasa Ground Handling &

Warehouse Operator

Ground Handling &

Ware house Operator

Entitas Asosiasi

Associates

• Garuda Indonesia (37,5%)

• Angkasa Pura I (31,25%)


Telah Beroperasi

Operating

PT Railink Kereta Api Bandara

Airport Train

Entitas Asosiasi

Associates

• Kereta Api Indonesia (60%)

• Angkasa Pura II (40%)

Telah Beroperasi

Operating

PT Purantara Mitra Angkasa Dua Inflight Catering

Inflight Catering

Entitas Asosiasi

Associates

• Purantara Mitra Angkasa (0,949%)


• Cardig International (0,267%)

• Cardig Aero Services Tbk (98,65%)

• Devro Group Limited (0,00%)

Telah Beroperasi

Operating





KRONOLOGIS PENCATATAN EFEK LAINNYACHRONOLOGY OF OTHER SECURITIES

LEMBAGA DAN PROFESI PENUNJANG PERUSAHAANINFORMATION ON NAME AND ADDRESS OF COMPANY SUPPORTING INSTITUTIONS

BIRO ADMINISTRASI EFEKSHARE REGISTRARPT Kustodian Sentrak Efek IndonesiaGedung Bursa Efek Indonesia, Tower I Lantai 5Jl. Jend. Sudirman Kav 52-53Jakarta 12190

PERUSAHAAN PEMERINGKAT EFEKRATING AGENCYPT Pemeringkat Efek IndonesiaPanin Tower Senayan City Lantai 7Jl. Asia Afrika Lot.19Jakarta 1220

PT FITCH RATINGDBS Bank Tower Lantai 24 Suite 2403Jl. Prof. Dr. Satrio Kav-3-5Jakarta 12940

KANTOR AKUNTAN PUBLIKPUBLIC ACCOUNTING FIRMKantor Akuntan Publik Purwanto, Sungkoro & SurjaGedung Bursa Efek Indonesia, Tower 2 Lantai 7Jl. Jend. Sudirman Kav.52-53Jakarta 12190

NOTARISNOTARYKantor Notaris Maya Veronica, SH.,M.Kn.Jl. Kelapa Puan Raya Blok AD 14 No.6Gading Serpong, Kab. TangerangTelp (021) 99480479/Fax.5476693

KONSULTAN HUKUMLEGAL CONSULTANTLQQ Media Law OfficesCitylofts Sudirman Suite 10.21 Jl. KH. Mas Mansyur No.121 Jakarta Pusat Telp: (021) 25556717

SIP Law FirmNo. 7 Building, Jl. Buncit Raya No 7, Jakarta Selatan 12760Telp: (021) 7997973

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

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 2017, tidak terdapat sanksi berupa penghentian saham sementara yang diberikan kepada Angkasa Pura II.

In this corporate action, the Company appointed PT Danareksa Sekuritas and PT Mandiri Sekuritas as the underwriters. PT Bank Mega acted as a trustee.

INFORMATION ON TEMPORARY SHARE/BOND SUSPENSIONAs of the end of 2017, there were no sanctions in the form of temporary share suspension imposed to the Company by the stock exchange party.






PENGHARGAAN DAN SERTIFIKASIAWARDS AND CERTIFICATIONS

PENGHARGAAN AWARDS

1 2

3

The World’s Most Improved Airports dari Sky Trax Bandata Soekarno-Hatta memperoleh Peringkat Ke – 44 dari 100 Bandara terbaik di Dunia menurut Sky trax dan berdasarkan hasil voting Bandara Soekarno-Hatta memperoleh penghargaan The World’s Most Improved Airports

The World’s Most Improved Airports from Sky Trax Soekarno-Hatta Airport gets the 44th Rank of 100 Best Airport in the World according to Sky trax and based on the voting result, Soekarno-Hatta Airport awarded The World’s Most Improved Airports

Sky Trax Audit Rating 2017 Bandara Kualanamu, Bandara Sultan Mahmud Badaruddin II, Bandara Sultan Syarif Kasim meraih sertifikasi bintang 4 dan Bandara Soekarno-Hatta meraih sertifikasi bintang 3

Sky Trax Audit Rating 2017 Kualanamu Airport, Sultan Mahmud Badaruddin II Airport, Sultan Syarif Kasim Airport won 4 star certification and Soekarno-Hatta Airport achieved 3 star certification

Stevie Award on Customer Service Mobile Category Gold Asia Pacific Stevie Award 2017

Stevie Award Kategori Customer Service Mobile Gold Asia Pacific Stevie Award 2017

21

43





PENGHARGAAN DAN SERTIFIKASIAWARDS AND CERTIFICATIONS

4

5

6

7

8

Penghargaan Contact Center World (CCW) Asia Pasific 20172 Gold, 3 Silver, 1 Bronze

Penghargaan Contact Center World (CCW) 2017 3 Gold, 2 Silver

The Best Contact Center Indonesia 2017 APCCAL Expo 2017 – Thailand Runner Up #4

Service Quality Award 2017 Diamond for Soekarno-Hatta Airport Carre – Service Excellence

Penghargaan Marketing Award 2017 The Best In Experiential Marketing

Contact Center World (CCW) Asia Pasific 2017 Awards2 Gold, 3 Silver, 1 Bronze

Contact Center World (CCW) 2017 Awards3 Gold, 2 Silver

The Best Contact Center Indonesia 2017APCCAL Expo 2017 – ThailandRunner Up #4

Service Quality Award 2017 Diamond for Soekarno-Hatta Airport Carre – Service Excellence

Marketing Award 2017The Best In Experiential Marketing

65

87






10

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

Penghargaan Indonesia Contact Center Award 2017 (ICCA) Kategori Corporate 3 Platinum, 1 Gold, 1 Bronze

Indonesia Contact Center Award 2017 (ICCA), Individual Categories4 Platinum, 1 Gold, 2 Bronze dan TOP 4 Winners

Indonesia Contact Center Award 2017 (ICCA)Corporate Categries3 Platinum, 1 Gold, 1 Bronze

11 Survei Airport Service Quality (ASQ) Quarter II/2017 oleh Airport Council International (ACI) 1. Bandara Supadio

sebagai peringkat 1 untuk kategori bandara berkapasitas 2 – 5 juta penumpang.

2. Bandara Sultan Thaha, Jambi, peringkat 1 untuk kategori bandara berkapasitas di bawah 2 juta penumpang.

3. Bandara Raja Haji Fisabilillah (Tanjung Pinang) Peringkat 2 untuk kategori bandara berkapasitas di bawah 2 juta penumpang.

BUMN Awards 2017 1. The Best Overall BUMN2. Peringkat 1 Kategori

Kinerja Keuangan Terbaik

3. Peringkat 2 Kategori Transformasi Perusahaan Terbaik

4. Penghargaan kepada Muhammad Awaluddin sebagai The Best CEO Kategori Visioner

Airport Service Quality (ASQ) Quarter II/2017 Survey by Airport Council International (ACI)1. Supadio Airport as the

1st rank for airport category with a capacity of 2 - 5 million passengers.

2. Sultan Thaha Airport, Jambi, ranked 1st for the category of airport with a capacity of less than 2 million passengers.

3. Raja Haji Fisabilillah Airport (Tanjung Pinang) Rank 2 for the category of airport with a capacity of less than 2 million passengers.

BUMN Awards 20171. The Best Overall SOE2. Ranking 1 Category

Best Financial Performance

3. Ranking 2 Category Best Corporate Transformation

4. Award to Muhammad Awaluddin as The Best CEO of Visionary Category.

9

1110





BRONZE Winner, The Most Promising Company in Strategic Marketing (kategori perusahaan) dari BUMN Marketeers Award 2017

BRONZE Winner, The Most Promising Company in Strategic Marketing (corporate category) from BUMN Marketeers Award 2017

12 14

15

13

Sertifikasi Manajemen Mutu ISO 9001;2015 Sertifikasi Manajemen Mutu untuk Fungsi Pelayanan Pada Customer Service dan Terminal Inspection Services untuk Bandara Soekarno-Hatta, Bandara Husein Sastranegara dan Bandara Kualanamu.

PT Angkasa Pura II (Persero) meraih Rating AAA dari PT Pemeringkatan Efek Indonesia (Pefindo) dengan prospek untuk keuangan perusahaan stabil.

Penghargaan Infobank BUMN Award 2017 kepada PT Angkasa Pura II (Persero) atas kinerja keuangan perusahaan BUMN dengan predikat “sangat bagus”

Bandara Awards 2017 Terminal 3 Bandara Soekarno-Hatta meraih The Best Airport of The Year

Quality Management Certification ISO 9001; 2015Quality Management Certification for Service Functionality In Customer Service and Terminal Inspection Services for Soekarno-Hatta Airport, Husein Sastranegara Airport and Kualanamu Airport.

PT Angkasa Pura II (Persero) achieved AAA rating from PT Pemeringkatan Efek Indonesia (Pefindo) with prospect as the stable corporate financial.

Infobank BUMN Award 2017 for PT Angkasa Pura II (Persero) as consequence of the state-owned enterprise financial performance with honors “EXCELLENT”

Airport Award 2017Terminal 3 of Soekarno-Hatta won the Best Airport of the Year

SERTIFIKASI CERTIFICATION

1312

14 15

16






ALAMAT KANTOR PUSAT,KANTOR CABANG & ENTITAS ANAKINFORMATION ON ADDRESSES OF HEAD OFFICE,NETWORKS AND SUBSIDIARIESKANTOR PUSATHEAD OFFICESoekarno-Hatta International AirportGedung 600, PO BOX 1001/BUSHJakarta 19120Tel : (62-21) 550 5079, 550 5021Fax : (62-21) 550 2141www.angkasapura2.co.id

CABANGBRANCH OFFICESoekaro-Hatta International AirportKantor Cabang Utama Gedung 601, PO BOX 1001/BUSHJakarta 19120Tel : (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, Pekanbaru – Riau 28284Tel : (62-761) 674 694 (ext.7009)Fax : (62-761) 674 694

Raja Haji Fisabilillah International AirportJl. Adi Sucipto KM.21 Kelurahan Pinang KencanaKecamatan Tanjungpinang TimurKepulauan Riau 29125Tel : (62-771) 442 434Fax : (62-771) 410 34

Minangkabau International AirportJl. Mr. M.Rasyid Kec. Batang AnaiPadang Pariaman – Sumatera Selatan 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.156, Kec. Cicendo – Bandung 40174Tel : (62-22) 603 3889Fax : (62-22) 603 3971

Supadio International AirportJl. Adi Sucipto KM.17, PontianakKalimantan Barat 78381Tel : (62-561) 721 560Fax : (62-561) 721 212





ALAMAT KANTOR PUSAT, KANTOR CABANG & ENTITAS ANAKINFORMATION ON ADDRESSES OF HEAD OFFICE, NETWORKS AND SUBSIDIARIES

Halim Perdanakusuma International AirportJl. Protokol Halim Perdanakusuma – Jakarta 13610Tel : (62-21) 809 1108Fax : (62-21) 809 3351

Sultan Thaha AirportJl. Soekarno-Hatta, Jambi 36139Tel : (62-741) 572 444Fax : (62-741) 572 444

Deapti Amir AirportJl. Soekarno-HattaPangkal Pinang – Bangka 33171Tel : (62-717) 426 1238Fax : (62-717) 426 1238

Silangit International AirportJl. Raya Muara No.01, Siborong-borongKabupaten Tapanuli Utara – Sumatera Utara 22747Tel : (62-633) 41920Fax : (62-633) 41920

Banyuwangi AirportJalan Agung Wilis, Blimbingsari, RogojampiKabupaten Banyuwangi - Jawa Timur 68462Telp: (0333) 636680

ENTITAS ANAKSUBSIDIARIESPT Angkasa Pura SolusiTerminal F. Arrival Hall, Room F9P67Soekarno-Hatta Airport Jakarta 19120Tel : (62-21) 550 5117Fax : (62-21) 550 3093

PT Angkasa Pura PropertindoBasecamp Building Project Management Unit (PMU)Bandara Internasional Soekarno-Hatta 19120Tel: 021-55913590Fax: 021-55913590

PT Angkasa Pura Kargo Komplek Gedung 528Terminal Kargo Bandara Internasional Soekarno-Hatta, Tangerang 19120Tel: 021-29215821Fax: 021-29215812

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






INFORMASI PADA WEBSITE PERUSAHAANINFORMATION ON COMPANY 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 sejak tahun 2002 Website Perseroan adalah www.angkasapura2.co.id

Website is a web page containing information or data that can be accessed through an internet network system. As a means of communication, promotion, and fulfillment of good corporate governance, Angkasa Pura II has had a company website since 2002 Company website is www.angkasapura2.co.id

TENTANG KAMI/ ABOUT US

PELUANG BISNIS/ BUSINESS OPPORTUNITY

MANAJEMEN/ MANAGEMENT

INFORMASI/ INFORMATION

KESELAMATAN/ SAFETY

Menu yang terdapat pada Tentang Kami mencakup:• Sejarah• Visi dan Misi• Dewan Direksi• Dewan Komisaris• Struktur Organisasi• Tata Kelola Perusahaan• CSR• PKBL• Jejak Langkah• Penghargaan

Menu contained inAbout Us Include:• History• Vision and Mission• Board of Directors• Board of

Commissioners• Organization Structure• Corporate Governance• CSR• PKBL / Partnership

and Community Development Program (PKBL)

• Milestones• Awards

Menu yang terdapat pada Peluang Bisnis mencakup:• Bisnis Aviasi• Ruang Disewakan• Kargo• Pengembangan Usaha• Pelelangan

The menu contained in Business Opportunities includes:• Business Aviation• Space for Rent• Cargo• Business development• Auction

Menu yang terdapat pada Manajemen mencakup:• Laporan Tahunan dan

Lporan Keuangan Audited

• Laporan PKBL• Perjanjain Kerja Bersama• Dokumen dan Regulasi• Majalah Internal

Menus contained in Management include:• Annual Report and

Audited Financial Statements

• PKBL report• Collective Work

Agreement• Documents and

Regulations• Internal Magazine

Menu yang terdapat pada Informasi mencakup:• Infografis• Siaran Pers• Pengumuman• Berita• Kontak• Buku Tamu• Aplikasi Mobile• Karir• Info Lalu Lintas• Penerbangan

The menus contained in Information include:• Infographics• Press conference• Announcement• News• Contacts• Guest Book• Mobile Application• Careers• Traffic Info• Flight

Menu yang terdapat pada Keselamatan:• Pelaporan Keselamatan• Informasi Batas

Ketinggian

The menu contained on Safety:• Safety Reporting• Elevation Limit

Information





INFORMASI PADA WEBSITE PERUSAHAANINFORMATION ON COMPANY WEBSITE

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 ARA / ARA Criterion KESESUAIAN DENGAN WEBSITE / COMPATIBILITY WITH THE WEBSITE

Informasi pemegang saham sampai dengan pemilik akhir individu;Shareholder information up to the individual end owner;

Not Applicable. Pemegang saham Angkasa Pura II adalah 100% dimiliki oleh Negara Republik Indonesia. Oleh karena itu, tidak terdapat kepemilikan saham sampai ke level individu.Not Applicable. Angkasa Pura II shareholder is 100% owned by the Republic of Indonesia. Therefore, there is no stock ownership to the individual level.

Isi Kode Etik;The contents of the Code of Conduct;

AdaExist

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;General Shareholders’ Meeting (AGMS) at least includes the agenda items discussed in the GMS, summaries of minutes of the GMS, and information on important dates, namely the date of the GMS announcement, the date of the GMS’s invitation, the date of the GMS, the summary date of the minutes of the GMS;

AdaExist

Laporan keuangan tahunan terpisah (5 tahun terakhir);Separate annual financial statements (last 5 years);

AdaExist

Profil Dewan Komisaris dan Direksi;Profile of Board of Commissioners and Board of Directors;

AdaExist

Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Internal.Charter of the Board of Commissioners, Directors, Committees, and Internal Audit Unit

AdaExist






DAFTAR PELATIHAN DEWAN KOMISARIS, DIREKSI, KOMITE AUDIT, KOMITE NOMINASI DAN REMUNERASI, SEKRETARIS PERUSAHAAN DAN INTERNAL AUDITLIST OF BOARD OF COMMISSIONERS, BOARD OF DIRECTORS, AUDIT COMMITTEES, NOMINATION COMMITTEES AND REMUNERATIONS, COMPANY SECRETARY AND INTERNAL AUDIT TRAINING

NAMA / NAMEMATERI PENDIDIKAN

DAN PELATIHAN / EDUCATION AND TRAINING MATERIALS

WAKTU PELAKSANAAN / DATE TEMPAT / PLACE

Harpin Ondeh Expand Leadership ProgramExpand Leadership Program

8-12 Februari 2017February 8-12 ,2017

BaliBali

Iswan Elmi FrauditingFrauditing

22-29 Juli 2017July 22-29, 2017

Sydney - AustraliaSydney - Australia

Rhenald Kasali, Harpin Ondeh, Maryati Karma

Leadership in a Transformational Digital EraLeadership in a Transformational Digital Era

9-22 September 2017

September 9-22 ,2017

Cambridge - UK

Cambridge - UK

Imam Bustomi Training Leadership ProgramTraining Leadership Program

25-26 September 2017September 25-26 ,2017

JakartaJakarta

Rhenald Kasali Glomac Stragic Thinking & Bisnis PlaningGlomac Stragic Thinking & Bisnis Planing

16-27 Desember 2017

December 16-27 , 2017

New York – USA

New York – USA




Tina T. Kemala Intan DirekturDirector

27 Nov – 01 Des 2017Nov 27 – Dec 01, 2017

HBS Campus, Boston, MAHBS Campus, Boston, MA

DEWAN KOMISARIS BOARD OF COMMISSIONERS

DIREKSI BOARD OF DIRECTOR





DAFTAR PELATIHAN DEWAN KOMISARIS, DIREKSI, KOMITE AUDIT, KOMITE NOMINASIDAN REMUNERASI, SEKRETARIS PERUSAHAAN DAN INTERNAL AUDIT

LIST OF BOARD OF COMMISSIONERS, BOARD OF DIRECTORS,AUDIT COMMITTEES, NOMINATION COMMITTEES AND REMUNERATIONS,

COMPANY SECRETARY AND INTERNAL AUDIT TRAINING




Agus Haryadi

Strategic Management Batch 2 Sesi 1Strategic Management Batch 2 Sesi 1

25-26 Maret 2017

March 25-26, 2017

Gedung 600 PT Angkasa Pura II (Persero)Building 600 PT Angkasa Pura II (Persero)

Sosialisasi Evaluasi Jabatan (Batch I)Socialization of Job Evaluation (Batch I)

28 September 2017September 28, 2017

Airport Learning AcademyAirport Learning Academy




Zulfahmi

Interpretasi KPKU Batch 2Interpretation of KPKU Batch 2

22-24 Maret 2017March 22 - 24, 2017


Strategic Management Batch 2 Sesi 1Strategic Management Batch 2 Sesi 1

25 s.d 26 Maret 2017March 25 – 26, 2017


Pengukuhan Gelar Prof Internal AuditorInauguration of Prof Internal Auditor Degree

02 s.d 05 Mei 2017May 02 – 05, 2017

Lorin Solo HotelLorin Solo Hotel

Dispute Board International ConferenceDispute Board International Conference

23 s.d 24 Agustus 2017August 23 – 24, 2017

The Werdhapura Village CenterThe Werdhapura Village Center

Sosialisasi Evaluasi Jabatan (Batch I)Socialization of Job Evaluation (Batch I)


Airport Learning AcademyAirport Learning Academy

Probity Audit Batch 2Probity Audit Batch 2

05 s.d 07 Oktober 2017October 05 – 07, 2017

Harris HotelHarris Hotel

Coaching Training ProgramCoaching Training Program

16 s.d 11 November 2017November 11 – 16, 2017

18 Office Park18 Office Park

CORPORATE SECRETARY CORPORATE SECRETARY

INTERNAL AUDIT INTERNAL AUDIT






Sepanjang tahun 2017, Angkasa Pura II fokus pada penguatan sistem ke-SDM-an secara menyeluruh (restrengthening HC System.

Throughout 2017, Angkasa Pura II focuses on strengthening the HR system as a whole (restrengthening HC System).

SUMBER DAYA MANUSIAMANAJEMEN HUMAN CAPITAL



















SUMBER DAYA MANUSIAHUMAN RESOURCES

Angkasa Pura II terus berupaya untuk meningkatkan kualitas SDM karena Angkasa Pura II meyakini dengan SDM yang tangguh akan mampu mempertahankan keunggulan kompetitif dan keberlanjutan bisnis Angkasa Pura II

Angkasa Pura II continually strives to improve the quality of human resources because Angkasa Pura II believes that a strong human resources will be able to maintain competitive advantage and sustainability of Angkasa Pura II

“






Hingga 31 Desember 2017, jumlah SDM berjumlah 5.088 orang.Until December 31, 2017, the number of employees are 5,088 people.

Angkasa Pura II memandang bahwa Sumber Daya Manusia (SDM) merupakan komponen yang sangat penting dalam rangka mempertahankan keunggulan kompetitif dan mendukung strategi bisnis. Angkasa Pura II terus berupaya untuk meningkatkan kualitas SDM karena Angkasa Pura II meyakini kualitas SDM sangat berperan dalam meningkatkan daya saing Perusahaan. Upaya tersebut salah satunya dilakukan melalui pelatihan profesional yang berkelanjutan maupun dengan merekrut SDM yang berkualitas.

Rekrutmen dan pengembangan kompetensi karyawan serta program pengembangan karir secara berjenjang dilakukan Angkasa Pura II secara terstruktur dalam rangka menyiapkan mereka yang nantinya akan menempati posisi senior dan strategis di masa yang akan datang. Angkasa Pura II senantiasa mendorong setiap karyawan untuk dapat berkembang dan mencapai potensi terbaiknya. Hal ini dilakukan melalui penyelenggaraan berbagai kebijakan dan program yang bertujuan untuk mengembangkan potensi, bakat, minat, serta karakter seluruh individu.

Sepanjang tahun 2017, Angkasa Pura II fokus pada penguatan sistem ke-SDM-an secara menyeluruh (restrengthening HC System.

Angkasa Pura II considers that Human Resources (HR) is a very important component in order to maintain competitive advantage and support business strategy. Angkasa Pura II continues its efforts to improve the quality of human resources because Angkasa Pura II believes that human resource quality plays an important role in improving the competitiveness of the Company. These efforts are either through continuous professional training or by recruiting qualified human resources.

Recruitment and employee’s competency development and career development programs in a stratified manner was done by Angkasa Pura II in a structured manner in order to prepare those who will occupy senior and strategic position in the future. Angkasa Pura II always encourages every employee to be able to grow and achieve its best potential. This is done through the implementation of various policies and programs aimed at developing the potential, talent, interest, and character of all individuals.ruh individu.

Throughout 2017, Angkasa Pura II focuses on strengthening the HR system as a whole (restrengthening HC System).

PriaMale

WanitaFemale

4120 968






DIRECTOR OFHUMAN CAPITAL,

GENERAL AFFAIRS, & IT


STRATEGY

VICE PRESIDENTOF HUMAN

CAPITAL SERVICE

VICE PRESIDENT OF GENERAL AFFAIRS

SENIOR GENERAL MANAGER OF AIRPORT

LEARNING CENTER

Struktur Organisasi Pengelola SDMHR Management Organizational Structure

JOB DESCRIPTION DIVISI SDM1. VICE PRESIDENT OF HUMAN CAPITAL STRATEGY FUNGSI &

RUANG LINGKUP :a. Memastikan tersusunnya strategi dan kebijakan

manajemen SDM serta Human Capital road map sesuai dengan sasaran strategis Perusahaan;

b. Memastikan implementasi kebijakan dan sistem SDM yang sudah ditetapkan oleh Perusahaan berjalan sesuai ketentuan yang berlaku;

c. Menetapkan Corporate Culture blueprint dan mengawasi implementasinya di seluruh wilayah kerja Pusahaan termasuk Anak Perusahaan;

d. Memastikant proses pengembangan organisasi PT Angkasa Pura II (Persero) untuk mencapai Visi Misi Perusahaan;

e. Monitoring dan evaluasi kegiatan manajemen SDM di seluruh wilayah kerja Perusahaan.

2. VICE PRESIDENT OF HUMAN CAPITAL SERVICE FUNGSI & RUANG LINGKUP :a. Memimpin pelaksanaan kegiatan manajemen SDM dimulai

dari rekrutmen dan seleksi sampai dengan pensiun, sesuai dengan ketentuan yang berlaku;

b. Memastikan pelaksanaan pengelolaan kegiatan payroll dan benefit bagi karyawan;

c. Memastikan dan memberikan arahan terkait pengelolaan hubungan industrial.

HR DIVISION JOB DESC1. VICE PRESIDENT OF HUMAN CAPITAL STRATEGY

FUNCTION & SCOPE:a. Ensure the formulation of HR management strategy

and policies as well as Human Capital road map in accordance with the strategic objectives of the Company;

b. Ensure the implementation of HR policies and systems established by the Company is in compliance with applicable regulations;

c. Establish Corporate Culture blueprint and oversee its implementation throughout the Company’s work areas including Subsidiaries;

d. Ensure the organization development process of PT Angkasa Pura II (Persero) to achieve the Vision and Mission of the Company;

e. Monitoring and evaluation of HR management activities throughout the Company’s work areas.

2. VICE PRESIDENT OF HUMAN CAPITAL SERVICE:a. Leading the implementation of HR management

activities starting from recruitment and selection to retirement, in accordance with applicable regulations;

b. Ensure the implementation of management of payroll and benefit activities for employees;

c. Ensure and provide direction related to the management of industrial relations.


TUGAS DAN TANGGUNG JAWAB PENGELOLA SDMTanggung jawab Pengelolaan SDM berada di Divisi SDM yang berada di bawah koordinasi dari Direktur SDM, Umum & Informasi Teknologi. Struktur Pengelola SDM sebagai berikut

DUTIES AND RESPONSIBILITIES OF HR MANAGEMENTHuman Resource Management responsibilities are in the HR Division under the coordination of the Director of Finance & Administration. Human Resource Management Structure is as follows





3. VICE PRESIDENT OF GENERAL AFFAIRS FUNGSI & RUANG LINGKUP :a. Memastikan implementasi kegiatan kerumahtanggaan

dan pengelolaan persediaan rumah tangga;b. Memastikan manajemen pelayanan karyawan dapat

berjalan sesuai dengan ketentuan dan berdasarkan atas kebutuhan dan kesejahteraan karyawan;

c. Memastikan kegiatan office management berjalan dengan efektif dan efisien.

4. SGM OF AIRPORT LEARNING CENTER FUNGSI & RUANG LINGKUP :a. Memastikan tersedianya rencana dan desain program

learning seluruh fungsi di Perusahaan;b. Menetapkan kurikulum, silabus, dan modul learning

termasuk materi pembelajaran yang akan diberikan;c. Memastikan terlaksananya program-program learning

serta mengevaluasi pelaksanaannya;d. Mengawasi pelaksanaan kegiatan knowledge

management di Perusahaan.

KEBIJAKAN PENGELOLA SDMAngkasa Pura II telah menetapkan kebijakan pengelolaan SDM dalam rangka mendukug strategi pengelolaan SDM. Kebijakan tersebut mengatur berbagai aspek terkait manajemen SDM diantaranya mengenai strategi pengelolaan SDM, evaluasi jabatan, perencanaan tenaga kerja, rekrutmen dan seleksi, pengembangan dan pelatihan karyawan, kompensasi, pengelolaan talent, sistem manajemen kinerja karyawan serta aturan mengenai pemberhentian karyawan.

Pengelolaan SDM di Angkasa Pura II dilakukan dengan mengacu pada beberapa kebijakan, antara lain:

• PD.03.02/04/2016/0015 sebagaimana diubah terakhir PD.03.02/11/2017/0070 tentang Peraturan Rekrutmen Eksternal di Lingkungan PT Angkasa Pura II (Persero)

• PD.03.05/04/2015/0038 sebagaimana diubah terkahir PD.03.05/02/2017/0011 tentang Pola Karir dan Mutasi Karyawan

• PD.03.08/08/2017/0050 tentang Kompensasi Karyawan

• KEP.03.04/05/2013 sebagaimana diubah terakhir PD.03.04/07/2016/0041 tentang Talent Management System PT Angkasa Pura II (Persero)

• PD.03.04/07/2016/0040 tentang Performance Management System (PMS) di Lingkungan PT Angkasa Pura II (Persero).

3. VICE PRESIDENT OF GENERAL AFFAIRS FUNCTION & SCOPE:

a. Ensure the implementation of household activities and management of household supplies;

b. Ensure the employees’ services management can run in accordance with the provisions and based on the needs and welfare of employees;

c. Ensure the office management activities are effective and efficient.

4. SGM OF AIRPORT LEARNING CENTER FUNCTION & SCOPE:

a. Ensure the availability of plans and the design of all-function learning programs in the Company;

b. Establish the curriculum, syllabus, and learning modules including learning materials that will be provided;

c. Ensure the implementation of learning programs and evaluating their implementation;

d. Supervise the implementation of knowledge management activities in the Company.

HR MANAGEMENT POLICYAngkasa Pura II has established a human resources management policy in order to support human resource management strategies. The policy regulates various aspects related to HR management such as HR strategy, job evaluation, employment planning, recruitment and selection, employee development and training, compensation, talent management, employee performance management system and employee termination rules.

The management of human resources in Angkasa Pura II is conducted by referring to several policies, among others:

• PD.03.02 / 04/2016/0015 as amended last PD.03.02 / 11/2017/0070 on External Recruitment Policies in the PT Angkasa Pura II (Persero) Environment.

• PD.03.05 / 04/2015/0038 as amended last PD.03.05 / 02/2017/0011 on Career Patterns and Employee Mutations

• PD.03.08 / 08/2017/0050 regarding Employee Compensation

• KEP.03.04 / 05/2013 as amended last PD.03.04 / 07/2016/0041 about Talent Management System of PT Angkasa Pura II (Persero)

• PD.03.04 / 07/2016/0040 on Performance Management System (PMS) in PT Angkasa Pura II (Persero) Environment.







KOMPOSISI SDMHingga 31 Desember 2017, jumlah SDM berjumlah 5.088 orang. Berikut Komposisi SDM Angkasa Pura II dalam 3 (tiga) tahun terakhir:

HUMAN RESOURCE COMPOSITIONUntil December 31, 2017, the number of employees are 5,088 people. The following composition of the HR Angkasa Pura II in three (3) years:

Komposisi SDM BerdasarkanStatus KepegawaianHuman Resource Composition by Employment Status

Komposisi SDM Berdasarkan Jenis KelaminHuman Resource Composition by Gender

PriaMale

WanitaFemale

Total

5133

5327

5546

2017

2016

2015

4159

4324

4483

974

1003

1063


USIA (TAHUN)/AGE (YEARS)

2017 2016 2015

<=40 4044 4094 4091

>=41 1089 598 802

Total 5133 5327 5546

Komposisi SDM Berdasarkan UsiaHuman Resources Composition by Age

STATUS KARYAWAN/ EMPLOYMENT STATUS

2017 2016 2015

TetapPermanent Employee 5133 5327 5546

Tidak TetapTemporary Employees 4850 3989 2776

Total 9983 9316 8322





Komposisi SDM Menurut Work LevelHuman Resources Composition by Work Level

Komposisi SDM Berdasarkan Masa KerjaHuman Resources Composition by years of service

Komposisi SDM Berdasarkan PendidikanHuman Resource Composition by Education

Komposisi SDM Menurut JabatanHuman Resource Composition by Position Group


TINGKAT PENDIDIKAN/ EDUCATION LEVEL

2017 2016 2015

Pasca SarjanaPostgraduate 134 45 45

SarjanaUndergraduate 1844 937 729

DiplomaDiploma 977 1526 1738

<SMA<High School 2178 2819 3034

Total 5133 5327 5546

JABATAN/ POSITION

2017 2016 2015

Manajerial / Managerial 717 851 627

Non-Manajerial / Non-Managerial 4416 4476 4919

Total 5133 5327 5546

JABATAN/ POSITION

2017 2016 2015

Kelas 21Class 21 6 5 3





Kelas 16Class 16 197 207 196


Kelas 14Class 14 453 481 342


Kelas 12Class 12 336 270 241

Kelas 11Class 11 845 715 778

Kelas 10Class 10 1053 1134 1325

Kelas 09Class 09 798 885 859

Kelas 08Class 08 1089 816 1021

Kelas 07Class 07 169 648 646


Total 5133 5327 5546

MASA KERJA/ AGE

2017 2016 2015

< 5 tahun< 5 Year 2816 3206 2894

5-10 tahun5-10 Year 847 605 535

11-15 tahun11-15 Year 502 390 382

16-20 tahun16-20 Year 100 123 164

21-25 tahun21-25 Year 436 617 836

26-30 tahun26-30 Year 194 121 503

> 30 tahun> 30 Year 238 265 232

Total 5133 5327 5546






ROADMAP PENGEMBANGAN SDMUntuk mengoptimalkan potensi SDM yang ada di Angkasa Pura II, Angkasa Pura II telah menyusun Roadmap Pengembangan SDM yang dilakukan secara terpadu dengan merujuk pada perencanaan korporasi jangka panjang maupun tahunan. Penyusunan Roadmap SDM ini juga didasarkan atas hasil analisis terhadap penawaran dan permintaan yang akurat serta terukur, yaitu dengan menggunakan referensi data acuan.

PERENCANAAN SDM DAN SISTEM REKRUTMEN

Angkasa Pura II telah memiliki dan menyusun Man Power Planning sebagai dasar pertimbangan kebutuhan tenaga kerja dengan mempertimbangkan rencana jangka pendek dan jangka panjang Angkasa Pura II. Selain itu, dengan mempertimbangkan perkembangan usaha, Angkasa Pura II menerapkan strategi pemenuhan SDM yang tepat, akurat dan cepat, dengan tetap memperhatikan kualitas ataupun kompetensi dasar para kandidat.

Mekanisme rekruitmen dilaksanakan Angkasa Pura II secara selektif dilakukan oleh lembaga profesional atau Angkasa Pura II dengan tahapan seleksi melalui test administrasi, wawancara, psikotest/assessment serta test kesehatan yang selanjutnya disetujui oleh pejabat berwenang memutus sesuai ketentuan.

Strategi rekrutmen yang diterapkan Angkasa Pura II antara lain pembagian pola rekrutmen menjadi Specific Recruitment, Regular Recruitment dan Fast Track Recruitment.

1. Regular Recruitment Merupakan proses rekrutmen untuk memenuhi kebutuhan

SDM yang menjalankan day to day operation business perusahaan.

2. Specific Recruitment Merupakan proses rekrutmen untuk mengisi posisi yang

membutuhkan keahlian secara spesifik yang disesuaikan dengan rencana strategis perusahaan.

3. Fast Track Recruitment Merupakan proses rekrutmen untuk mengisi posisi yang

kompetensinya dibutuhkan perusahaan untuk jangka waktu menengah, dengan berdasarkan trend bisnis yang perusahaan butuhkan. Salah satunya dengan cara melakukan pendekatan terhadap universitas atau sekolah tinggi yang memiliki akreditasi terbaik di Indonesia.

HUMAN RESOURCE DEVELOPMENT ROADMAPTo optimize the human resources potential in Angkasa Pura II, Angkasa Pura II has prepared an integrated Human Resource Development Roadmap with reference to long-term and annual corporate planning. The preparation of this HR Roadmap is also based on the results of an accurate and measurable supply and demand analysis, ie by using reference data.

HUMAN RESOURCE PLANNING AND RECRUITMENT SYSTEMAngkasa Pura II has owned and arranged Man Power Planning as the basis for consideration of manpower requirements by considering short-term and long-term plans of Angkasa Pura II. In addition, by taking into account the development of the business, Angkasa Pura II implements appropriate, accurate and rapid human resource fulfillment strategies, while maintaining the quality or basic competence of the candidates.

The recruitment mechanism carried out by Angkasa Pura II is selectively carried out by professional institutions or Angkasa Pura II with selection stages through administrative tests, interviews, psychotest / assessment as well as health tests which are subsequently approved by the competent authority to decide upon the provisions.

The recruitment strategy applied by Angkasa Pura II is among others the division of recruitment pattern into Specific Recruitment, Regular Recruitment and Fast Track Recruitment.

1. Regular Recruitment Is a recruitment process to meet the needs of human

resources who run the company’s day to day business operation.

2. Specific Recruitment It is a recruitment process to fill a position that requires

specific expertise tailored to the company’s strategic plan.

3. Fast Track Recruitment It is a recruitment process to fill the position that the

company needs for a medium-term competence, based on the business trend that the company needs. One of them by way of approaching universities or high schools that have the best accreditation in Indonesia.






Selain itu, guna mengoptimalisasi penggunaan anggaran, pelaksanaan rekrutmen & seleksi juga dilakukan. Pada tahun 2017, Angkasa Pura II merekrut 436 karyawan baru yang terdiri dari fungsi Operasi, Teknik, dan Administrasi. Sebagai bentuk komitmen implementasi GCG, seluruh karyawan baru Angkasa Pura II diikutsertakan dalam Program Induction GCG.

PENGEMBANGAN SDMPeningkatan sumber daya manusia Angkasa Pura II melalui pendidikan dan pelatihan yang diadakan tahun 2017 untuk meningkatkan pertumbuhan dan perkembangan bisnis yang semakin meningkat setiap tahunnya. Pengembangan sumber daya manusia dilakukan secara menyeluruh baik proses seleksi, penilaian kinerja, serta pelatihan dan pendidikan.

Untuk mencapai peningkatan kinerja yang telah ditargetkan, Angkasa Pura II mempunyai komitmen untuk terus mengembangkan potensi karyawan secara konsisten dan berkesinambungan melalui proses pembelajaran, antara lain menyelenggarakan berbagai pendidikan, pelatihan dan workshop baik secara internal maupun secara eksternal bekerjasama dengan lembaga pendidikan. Pendidikan dan pelatihan ini diharapkan dapat meningkatkan pengetahuan dan keterampilan karyawan dalam meningkatkan produktivitas kerja, pengelolaan risiko, budaya perusahaan serta profesionalitas.

Komitmen Pemberian Kesempatan yang Sama kepada Seluruh KaryawanAngkasa Pura II memberikan kesempatan yang sama bagi seluruh karyawan untuk mengikuti program pendidikan dan pelatihan. Program pelatihan tersebut disusun didasarkan kebutuhan pengembangan individu untuk menunjang keberhasilan kinerja dan karir mereka, serta diselaraskan dengan kebutuhan Perseroan dan mengacu pada strategi bisnis yang diterapkan Angkasa Pura II.

Angkasa Pura II juga menyelenggarakan program pelatihan bagi calon pemimpin masa depan disiapkan melalui program pengembangan manajemen.

In addition, in order to optimize the use of the budget, the implementation of recruitment & selection is also done. In 2017, Angkasa Pura II recruited 436 new employees consisting of Operation, Engineering, and Administration functions. As a commitment to the implementation of GCG, all new employees of Angkasa Pura II are included in the GCG Induction Program.

HR DEVELOPMENTThe human resources improvement of Angkasa Pura II through education and training held in 2017 to increase the growth and business development is increasing every year. Human resource development is done thoroughly in both the selection process, performance appraisal, and training and education.

To achieve the targeted performance improvement, Angkasa Pura II is committed to continuously develop the potential of its employees through the learning process, including organizing various education, training and workshops both internally and externally in cooperation with educational institutions. Education and training is expected to increase employee knowledge and skills in improving work productivity, risk management, corporate culture and professionalism.

A Commitment to Equal Opportunity to All Employees

Angkasa Pura II provides equal opportunities for all employees to attend education and training programs. The training program is based on individual development needs to support their performance and career success, and aligned with the needs of the Company and refers to the business strategy adopted by Angkasa Pura II.

Angkasa Pura II also organizes training programs for future leaders candidates prepared through management development programs.w







Pie Chart Pendidikan dan Pelatihan KaryawanEmployee Education and Training TableSetiap tahun, keikutsertaan karyawan Angkasa Pura II dalam Program Pelatihan terus meningkat. Berikut adalah data jumlah karyawan Angkasa Pura II yang mengikuti Pelatihan sejak tahun 2013.

Every year, Angkasa Pura II employee participation in Training Program continues to increase. Below is the total number of employees of Angkasa Pura II who participated in Training since 2013.

Tabel Jumlah Inhouse dan Public Training Dari sisi jumlah training, selama tahun 2017 telah diselenggarakan pelatihan dalam bentuk Inhouse Training dan Public Training sebagai berikut:

Table of Inhouse and Public Training Number In terms of number of training, during the year 2017 AP II has held training in the form of Inhouse Training and Public Training as follows:

Tabel Judul Inhouse dan Public Training Inhouse and Public Training Tables


JENIS TRAININGJUMLAH TRAINING

/NUMBER OF TRAININGJUMLAH PESERTA (ORANG)

/ NUMBER OF PARTICIPANTS (PEOPLE)

Inhouse Training 196 4818

Public Training 101 289

Pie Chart Pendidikan dan

Pelatihan KaryawanEmployee Education

and Training Table

NO. JENIS DIKLAT | TYPE OF TRAINING PROGRAM | PROGRAM

1 ManajerialManagerial

AELP Batch IAELP Batch IAELP Batch I (Tahap 2) & Nation Building Leadership ProgramAELP Batch I (Tahap 2) & Nation Building Leadership ProgramAELP Batch II (Tahap 1) & Nation Building Leadership ProgramAELP Batch II (Tahap 1) & Nation Building Leadership ProgramPresentasi AELP Batch IPresentasi AELP Batch IAOLP 2017 Batch IAOLP 2017 Batch IAOLP 2017 Batch IIAOLP 2017 Batch IIAOLP 2017 Batch IIIAOLP 2017 Batch III

20134.807

20154.056

20144.735

20165.881

2017

5.998







AOLP 2017 Batch IVAOLP 2017 Batch IVAOLP 2017 Batch VAOLP 2017 Batch VNation Building Program AOLP Batch INation Building Program AOLP Batch INation Building Program AOLP Batch IINation Building Program AOLP Batch IINation Building Program AMLP Nation Building Program AMLP

2 FormalFormal

Pendidikan Progran S2 MBA In House Program - SBM ITBMBA Masters In House Program Education - SBM ITB

3 Substantif Dalam NegeriSubstantif In Domestic

Workshop Corporate CultureWorkshop Corporate CultureDiklat Leading From ASEAN Awareness To Action Tahun 2017Training of Leading From ASEAN Awareness To Action Tahun 2017Diklat Manajemen Umum Dana PensiunTraining of General Management of Pension FundDiklat Contact Center Social MediaContact Center Social Media TrainingLeader As A CoachLeader As A CoachSalary Structure DevelopmentSalary Structure DevelopmentAuditor SMK3Auditor SMK3Global Mind LeadersGlobal Mind LeadersBig Data Enterprise Data Warehouse TrendBig Data Enterprise Data Warehouse TrendInvitation to Coffee TalkInvitation to Coffee TalkCertified Contact Center SupervisorCertified Contact Center SupervisorHuman Capital Management System (HCMS)Human Capital Management System (HCMS)Human Capital Management System (HCMS)Human Capital Management System (HCMS)Human Capital Management System (HCMS)Human Capital Management System (HCMS)Reformulating Strategy In The EraReformulating Strategy In The EraSouth East Asia Toilet Conference 2017South East Asia Toilet Conference 2017Workshop Kolaborasi Tunas Integritas IWorkshop Kolaborasi Tunas Integritas IAhli K3 UmumGeneral K3 expertPenyusunan Cash Flow Neraca & AnggaranPreparation of Cash Flow Balance Sheet & BudgetReformulating Strategy In The Era of DisruptionReformulating Strategy In The Era of DisruptionPenyusunan Cash Flow Neraca & AnggaranPreparation of Cash Flow Balance Sheet & BudgetDigital Mastery Conference 2017Digital Mastery Conference 2017Seminar Undang-Undang DisabilitasDisability Law SeminarLeadership Series Perempuan PemimpinLeadership Series of Women LeadersPengukuhan Gelar Prof Internal AuditorInauguration of Prof Internal Auditor DegreeReformulating Strategy In The EraReformulating Strategy In The Era







CIA Review CourseCIA Review CourseTraining on Community DevelopmentTraining on Community DevelopmentHR Meet and TalkHR Meet and TalkManaging DisruptionManaging DisruptionDesktop Assessment Pemeringkatan KAMIKAMI Rating Desktop AssessmentPelatihan PKBL di BUMNPKBL Training in BUMNMenciptakan Nilai Melalui Merger & AkuisCreating Value Through Mergers & AcquisitionsAirport Rescue & Fire FightingAirport Rescue & Fire FightingPelatihan Dewan Komisaris/Dewan Pengawas Direksi & Manager SDM BUMNTraining of Board of Commissioners / Board of Trustees of Board of Directors & Managerof BUMN Human ResourcesDiklat Pendayagunaan Aktiva Tetap & Strategi Penyelamatan Aset BUMN dan Anak Perusahaan Training on Utilization of Fixed Assets & Asset Rescue Strategies of SOEs and SubsidiariesAsean Corporate Governance ScorecardAsean Corporate Governance ScorecardDigital Mindset Transformation in Disruptive EraDigital Mindset Transformation in Disruptive EraReformulating Strategy In The Era of DisruptionReformulating Strategy In The Era of DisruptionDigital mindset Transformation in Disruptive ERADigital mindset Transformation in Disruptive ERAWorkshop Digital ForensicWorkshop Digital ForensicTraining Project Risk ManagementTraining Project Risk ManagementReformulating Strategy in The Era of DisruptionReformulating Strategy in The Era of DisruptionPelatihan Chartered Financial Analyst (CFA) Training of Chartered Financial Analyst (CFA)Workshop Dispute Board International Conference & WorkshopWorkshop Dispute Board International Conference & WorkshopPembahasan Penyusunan Kursil AvsecDiscussion on Avsec Course PreparationPelatihan The 2nd Asia Pasific HR ForumTraining of The 2nd Asia Pacific HR ForumWorkshop on Advanced TechnologyWorkshop on Advanced TechnologyDiklat MC & ProtokolerTraining of MC & ProtokolerMetode Penyusunan HPS/OEHPS / OE Arrangement MethodThe Fundamental of Route DevelopmentThe Fundamental of Route DevelopmentTraining risk managementTraining of risk managementTraining Business Simulation For Business Acumen&Strategic Leadership Skill Desicion Base Training of Business Simulation For Business Acumen&Strategic Leadership Skill Desicion BaseDiklat Key Account Management Training of Key Account ManagementReformulating Strategy in the era of DisruptionReformulating Strategy in the era of DisruptionPelatihan Public Safety Inspector Bersertifikasi BNSPBNSP Certified Public Safety Inspector TrainingSeamless Indonesia ConferenceSeamless Indonesia ConferencePelatihan professional secretary Professional secretary trainingFinance for non finance managerFinance for non finance managerDiklat Fundamentals of IT AuditingTraining of Fundamentals of IT Auditing







Training Risk Based BudgetingTraining of Risk Based BudgetingWorkshop Legal Opinion & Legal AuditWorkshop Legal Opinion & Legal AuditPelatihan Jurnalistik KehumasanPublic Relations Journalism TrainingPelatihan Bimtek Pendanaan dan Pengadaan tanah Training of Bimtek Funding and Land ProcurementWorkshop "Sinergi BUMN/Anak Perusahaan dan Governance dalam Pengadaan Barang dan Jasa" Workshop “Synergy of SOE / Subsidiaries and Governance in Procurement of Goods and Services”Human capital summit 2017 Human capital summit 2017Training Every Business NeedTraining Every Business NeedDiklat AODN Summit 2017Training of AODN Summit 2017Workshop Nasional Manajemen Pengamanan dan Penyelamatan Arsip Vital dari Ancaman Kerusakan dan bencanaNational Workshop on Security and Rescue Management of Vital Archives of Malicious and Disaster ThreatsWorkshop "Penanganan dan Strategi Arbitrase Internasional" “International Arbitration Handling and Strategy” WorkshopPelatihan finance non finance manager Training of finance non finance managerSharing Vision Ecommerce & Fintech update 2017 & trends 2018 oleh Sharing Vision Sharing Vision Ecommerce & Fintech update 2017 & trends 2018 by Sharing VisionSeminar HR ExpoHR Expo SeminarTraining Airport Quality AssuranceAirport Quality Assurance TrainingMother's Day CelebrationsMother’s Day Celebrations

4 Substantif Luar NegeriSubstantif Overseas

Diklat Smart Airport South East Asia 2017Training of Smart Airport South East Asia 2017Asean Fixed Income ConferenceAsean Fixed Income ConferenceSingapore Route Development TrainingSingapore Route Development TrainingPassenger Terminal Expo 2017Passenger Terminal Expo 2017Airport Financial ManagementAirport Financial ManagementManaging Service Quality at AirportsManaging Service Quality at AirportsTraining Teknis Asuransi Airport LiabilityTraining Teknis Asuransi Airport LiabilityAirport Route Developmennt & Comm ManagingAirport Route Developmennt & Comm ManagingAirport Security Operations Optimization Certification CourseAirport Security Operations Optimization Certification CourseMaking Corporate Boards More Efffective (Diklat Direksi)Making Corporate Boards More Efffective (Diklat Direksi)Customer Experience Management for Airports Summit 2017Customer Experience Management for Airports Summit 2017Smart Airport & Regions Smart Airport & RegionsIATA Effective Communication Skills 2017 IATA Effective Communication Skills 2017APOSHO 32thAPOSHO 32thChange Management CourseChange Management CourseDiklat Integration of GRC Training of Integration of GRCSMART Airport Conference SMART Airport ConferenceACI Airport Revenue GenerationACI Airport Revenue Generation








Diklat Airport Master Planning Airport Master Planning TrainingACI HR Management CourseACI HR Management Course Airport Business Dev. & PlanningAirport Business Dev. & Planning Conference GAD World Business ClassConference GAD World Business ClassPelatihan 141th Slot Conference IATA141th Slot Conference IATA Training 2nd Annual Facilities Management2nd Annual Facilities ManagementHuman capital management for airport summitHuman capital management for airport summit ACI World Airport Exchange Summit 2017ACI World Airport Exchange Summit 2017

5 Teknis MandatoryTechnical Mandatory

Diklat Senior PKP-PK Batch IIITraining of Senior PKP-PK Batch IIIDiklat TCC ACSTraining of TCC ACSDiklat TCC GNSTraining of TCC GNSBasic PKP-PKBasic PKP-PKBasic PKP-PK Personil TNI KC BDOBasic PKP-PK Personil TNI KC BDOBasic AvsecBasic AvsecBasic AvsecBasic AvsecBasic PKP-PKBasic PKP-PKDiklat AMCTraining of AMCDiklat FSUTraining of FSUBasic AvsecBasic AvsecTCC PBCTCC PBCTCC P3BTCC P3BJunior PKP-PK IIIJunior PKP-PK IIIJunior PKP-PK Angkatan IVJunior PKP-PK Batch IVTCC ADGSTCC ADGSTCC A2BTCC A2BTCC BAFTCC BAFDiklat Kompetensi Teknisi Listrik Tegangan Tinggi Tahun 2017Training of High Voltage Electrical Technician Competency in 2017PNBP Lisensi dan Penyewaan Alat Praktek Diklat Senior PKP-PKPNBP License and Lease of Training Tools of Senior PKP-PK TrainingBiaya Pengambilan SKP Perpanjangan Rating P3UK an HaningExpense of Taking SKP Extension Rating P3UK an HaningDiklat Junior PKP-PK Angkatan VTraining of Junior PKP-PK BatchGeneral Instructore CourseGeneral Instructore CourseTCC TRD Tahun 2017TCC TRD in 2017TCC PSS Tahun 2017TCC PSS in 2017







TCC IFS (DITUNDA)TCC IFS (Delayed)Senior AVSEC Angkatan I Tahun 2017Senior AVSEC Batch I in 2017Junior AVSEC Angkatan I Tahun 2017Junior AVSEC Batch I in 2017Senior AVSEC Angkatan II Tahun 2017Senior AVSEC Batch II in 2017Senior AVSEC Angkatan III Tahun 2017Senior AVSEC Batch III in 2017Senior AVSEC Angkatan IVSenior AVSEC Batch IVSenior AVSEC Angkatan VSenior AVSEC Batch VSenior AVSEC Angkatan VISenior AVSEC Batch VISenior AVSEC Angkatan VIISenior AVSEC Batch VIISenior AVSEC Angkatan VIIISenior AVSEC Batch VIIISenior AVSEC Angkatan IXSenior AVSEC Batch IXTCC WPSTCC WPSDiklat Senior PKP-PK Angkatan IVSenior Training of PKP-PK Batch IVFire BuildingFire BuildingDiklat Salvage Angkatan IITraining of Salvage Batch IIPelatihan sertifikasi ahli pengadaan barang dan/ jasa tahun 2017Certification training procurement experts in 2017Diklat Internal AuditInternal Audit Training

6 RecurrentRecurent STKP Junior Avsec Angkatan IRecurent STKP Junior Avsec Batch IRecurent STKP Junior Avsec Angkatan IIRecurent STKP Junior Avsec Batch IIRecurent STKP Junior Avsec Angkatan IIIRecurent STKP Junior Avsec Batch IIIRecurent STKP Junior Avsec Angkatan IVRecurent STKP Junior Avsec Batch IVRecurent STKP Junior Avsec Angkatan VRecurent STKP Junior Avsec Batch VRecurent STKP Junior Avsec Angkatan VIRecurent STKP Junior Avsec Batch VIRecurent STKP Junior Avsec Angkatan VIIRecurent STKP Junior Avsec Batch VIIRecurent STKP Junior Avsec Angkatan VIIIRecurent STKP Junior Avsec Batch VIIIRecurent STKP Junior Avsec Angkatan IXRecurent STKP Junior Avsec Batch IXRecurent STKP Junior Avsec Angkatan XRecurent STKP Junior Avsec Batch XRecurent STKP Junior Avsec Angkatan XIRecurent STKP Junior Avsec Batch XIRecurent STKP Junior Avsec Angkatan XIIRecurent STKP Junior Avsec Batch XIIRecurent STKP Junior Avsec Angkatan XIIIRecurent STKP Junior Avsec Batch XIIIRecurent STKP Junior Avsec Angkatan XIVRecurent STKP Junior Avsec Batch XIVRecurent STKP Junior Avsec Angkatan XVRecurent STKP Junior Avsec Batch XVRecurent STKP Junior Avsec Angkatan XVIRecurent STKP Junior Avsec Batch XVI









Recurrent STKP Senior Avsec Angkatan IRecurrent STKP Senior Avsec Batch IRecurrent STKP Senior Avsec Angkatan IIRecurrent STKP Senior Avsec Batch IIRecurrent STKP Senior Avsec Angkatan IIIRecurrent STKP Senior Avsec Batch IIIRecurrent STKP Senior Avsec Angkatan IVRecurrent STKP Senior Avsec Batch IVRecurrent STKP Senior Avsec Angkatan VRecurrent STKP Senior Avsec Batch VRecurrent STKP Senior Avsec Angkatan VIRecurrent STKP Senior Avsec Batch VIRecurrent STKP Junior Avsec Angkatan IRecurrent STKP Junior Avsec Batch IRecurrent STKP Junior Avsec Angkatan IIRecurrent STKP Junior Avsec Batch IIRecurrent STKP Junior Avsec Angkatan IIIRecurrent STKP Junior Avsec Batch IIIRecurrent STKP Junior Avsec Angkatan IVRecurrent STKP Junior Avsec Batch IVRecurrent STKP Junior Avsec Angkatan VRecurrent STKP Junior Avsec Batch VRecurrent STKP Junior Avsec Angkatan VIRecurrent STKP Junior Avsec Batch VIRecurrent STKP Junior Avsec Angkatan VIIRecurrent STKP Junior Avsec Batch VIIRecurrent STKP Junior Avsec Angkatan VIIIRecurrent STKP Junior Avsec Batch VIIIRecurrent STKP Junior Avsec Angkatan IXRecurrent STKP Junior Avsec Batch IXRecurrent STKP Senior Avsec Angkatan Iecurrent STKP Senior Avsec Batch IRecurrent STKP Senior Avsec Angkatan IIecurrent STKP Senior Avsec Batch IIRefreshing Course & Recurrent Dangerous Goods Gel IRefreshing Course & Recurrent Dangerous Goods Gel IRefreshing Course & Recurrent Dangerous Goods Gel IIRefreshing Course & Recurrent Dangerous Goods Gel II

7 Teknis Non MandatoryDiklat Service Excellence & Communication SkillTraining of Service Excellence & Communication SkillEnd User SAP Modul REMEnd User SAP Modul REMDiklat Manajemen Pengawasan Proyek (Tanah & Aspal)Training on Project Supervision Management (Land & Asphalt)Diklat RadiotelephonyRadiotelephony TrainingDiklat Dasar-Dasar AuditBasic Audit TrainingDiklat Audit OperasionalOperational Audit TrainingDiklat Basic CargoBasic Cargo TrainingDiklat Strategic Modul Human Capital ManagementTraining Strategic Module Human Capital ManagementDiklat Safety AwarenessTraining on Safety AwarenessAhli K3 KebakaranFire K3 ExpertAhli K3 KonstruksiOccupational K3 ConstructionBasic CargoBasic CargoAudit Intern Tingkat Lanjutan IInternal Audit Advanced Level IDiklat Tata Cara Pengelolaan PKBLTraining of PKBL Management Procedures







Bimbingan Teknis Jabatan FungsionalFunctional Technical GuidanceSafety AwarenessSafety AwarenessDiklat Interpretasi KPKU Batch 1KPKU Interpretation Training Batch 1Assesor KPKUKPKU AssessorDiklat Interpretasi KPKU Batch 2KPKU Interpretation Training Batch 2Project Closing Implementasi ERPProject Closing ERP ImplementationStrategic Management Batch 1 (tahap 1)Strategic Management Batch 1 (stage 1)Strategic Management Batch 1 (tahap 2)Strategic Management Batch 1 (stage 2)Safety AwarenessSafety AwarenessWorkshop Keselamatan Radiasi PengionIonizing Radiation Safety WorkshopApron Control FamiliarizationApron Control FamiliarizationRakernis ITRakernis ITNation Building Program Fungsi Opstek Angkatan INation Building Program Function Opstek Batch INation Building Program Fungsi Opstek Angkatan IINation Building Program Function Opstek Batch IIStrategic Management Batch 2 (Tahap 2)Strategic Management Batch 2 (Stage 2)Basic CargoBasic CargoSafety AwarenessSafety AwarenessTraining Contact Center Analysis Batch ITraining Contact Center Analysis Batch ITraining Contact Center Analysis batch IITraining Contact Center Analysis Batch IContact Center World Tahap IContact Center World Stage IContact Center World Tahap IIContact Center World Stage IIThe Best Contact Center Materi Communication SkillThe Best Contact Center Communication Skill MaterialThe Best Contact Center Materi Contact Centre Analysis IIThe Best Contact Center Contact Centre Analysis II MaterialThe Best Contact Center Materi Contact Centre Analysis IIThe Best Contact Center Contact Centre Analysis II MaterialContact Center World Tahap IIIContact Center World Stage IIIThe Best Contact Centre Tahap IIIThe Best Contact Center Stage IIIFinance For Non Finance Batch 1Finance For Non Finance Batch 1Finance For Non Finance batch 2Finance For Non Finance Batch 2Audit Intern Tingkat Lanjutan 1Advanced Internal Audit 1Account ManagementAccount ManagementSertfikasi Pengadaan Barang & JasaCertificate of Procurement of Goods & ServicesWorkshop Pengadan Barang & JasaWorkshop of Procurement of Goods & ServicesPelatihan CMCCMC TrainingPelatihan Dasar KepariwisataanBasic Training of Tourism







SAP Modul Fico dan MMSAP Module Fico and MMManajemen Mutu ISO 9001:2015Quality Management ISO 9001: 2015Pelatihan Job EvaluationJob Evaluation TrainingTeknik Wawancara Berbasis KompetensiCompetency-Based Interviewing TechniquePelatihan Instruktur Sertifikasi BNSPTraining of BNSP Certification InstructorsService Mindset Batch 1Service Mindset Batch 1Service Mindset Batch 2Service Mindset Batch 2Service Mindset Batch 3Service Mindset Batch 3Service Mindset Batch 4Service Mindset Batch 4Service Mindset Batch 5Service Mindset Batch 5Assesor Preparation CourseAssesor Preparation CoursePelatihan Business Communication SkillTraining of Business Communication SkillWorkshop Safety InspectorWorkshop of Safety InspectorWorkshop Inspektur Keamanan Penerbangan InternalWorkshop of Internal Aviation Safety InspectorTraining SAP Modul MM Unit Aeronautical BusinessTraining SAP Module MM Unit Aeronautical BusinessPelatihan GarbarataTraining of GarbarataPelatihan Teknik PresentasiTraining of Presentation TechniquesAerodrome Auditing & Compliance TrainingAerodrome Auditing & Compliance TrainingCASO TrainingCASO TrainingOAG Analyser Modules Training OAG Analyser Modules TrainingPelatihan Basic Arcport & Sertifikasi ArcportArcport Basic Training & Arcport CertificationPelatihan Kompetensi Keselamatan dan kesehatan Kerja (K3)Training on Occupational Safety and Health Competency (K3)One Day Workshop (Teknik Wawancara Berbasis Kompetensi)One Day Workshop (Competency-Based Interview Technique)Diklat PMOPMO TrainingTeknik Wawancara Berbasis KompetensiCompetency-Based Interviewing TechniquePelatihan & Sertifikasi Instruktur BNSP 2017 (3 batch)Training & Certification BNSP Instructor 2017 (3 batch)Pelatihan Sistem Manajemen Mutu ISO 9001ISO 9001 Quality Management System TrainingPelatihan PMS ABSPMS ABS TrainingPelatihan Service Quality Inspector Batch ITraining Service Quality Inspector Batch IPelatihan Service Attitude & Etiquette for AVSEC Trainer Batch ITraining Service Attitude & Etiquette for AVSEC Trainer Batch IPelatihan Service Attitude & Etiquette for AVSEC Trainer Batch IITraining Service Attitude & Etiquette for AVSEC Trainer Batch IIPelatihan 5 Star Batch I5 Star Batch I TrainingPelatihan 5 Star Batch II5 Star Batch II TrainingPelatihan 5 Star Batch III5 Star Batch III Training







Pelatihan 5 Star Batch IV5 Star Batch IVTrainingSosialisasi JabatanSocialization of PositionPelatihan Probity Audit Probity Audit TrainingPenyusunan Standar Kompetensi Khusus(SKK)Preparation of Special Competency Standards (SKK)Pelatihan Sistem Travel CostTravel Cost System TrainingDiklat Auditor di Puncak an Prio Ambardi & Dony WAuditor Training at Peak an Prio Ambardi & Dony WDiklat Manajemen KebersihanManagement of Hygiene TrainingPelatihan coaching training program Training of coaching training programPelatihan Petugas P3KFirst Aid TrainingPelatihan Manajemen Proyek (Aspal & Tanah)Project Management Training (Asphalt & Land)Pelatihan Auditor Sistem Manajemen Keselamatan dan kes. Kerja (SMK3) Auditor Training Safety Management System and s. Work (SMK3)Pelatihan PPH21PPH21 TrainingPelatihan Service Quality Inspector Batch IIService Quality Inspector Batch II TrainingPerpanjangan Sertifikasi BNSP ITBNSP IT Certification ExtensionHealth TalkHealth TalkEnterprise Risk ManagementEnterprise Risk Management

8 OrientasiOrientation

Diklat Mental dan Kedisplinan Calon Karyawan Tahun 2017Mental Training and Diploma of Employee Prospective 2017Orientasi Gelombang IOrientation of Batch IOrientasi Gelombang IIOrientation of Batch IIOrientasi Gelombang IIIOrientation of Batch IIIOrientasi Gelombang IVOrientation of Batch IVOrientasi Gelombang VOrientation of Batch VOrientasi Rekrut STPIRecruitment Orientation of STPIDiklat Mental dan Kedisplinan Calon Karyawan Tahun 2017 fungsi ITMentionship Training and Employee Prospective Discipline Year 2017 IT functionsOrientasi KMPG Fungsi ITKMPG Orientation IT FunctionDiklat Mental dan Kedisplinan Calon Karyawan Tahun 2017 Mental Training and Diploma of Employee Prospective 2017Pembekalan Materi Profesionalisme KMPG fungsi IT Tahun 2017Professional Materials KMPG Materialization Training IT Year 2017

9 ReorientasiReorientasi Batch IReorientation Batch IReorientasi Batch IIReorientation Batch IIReorientasi Batch IIIReorientation Batch IIIReorientasi Batch IVReorientation Batch IV







Pengembangan karir dilaksanakan dengan tujuan meningkatkan motivasi kerja dan sebagai wujud pengakuan terhadap peran karyawan serta kompetensi yang dimiliki dalam menunjang tugas Perusahaan. PT Angkasa Pura II (Persero) menerapkan pola karir karyawan didasari pada kesesuaian antara kualifikasi karyawan dengan persyaratan jabatan. Pengisian formasi dan pengembangan karir dilaksanakan secara selektif dan terbuka tanpa diskriminasi (gender, ras, suku, agama), dengan memprioritaskan sumber dari dalam Perusahaan dengan memperhatikan prestasi kerja, kemampuan dan kompetensi Karyawan.

Pengembangan karir dapat berupa:• 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.

• 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 kerlas jabatan, baik dalam satu lingkungan unit kerja/cabang, maupun antar unit kerja/cabang atau afiliasi Perusahaan atau anak Perusahaan.

Career development is carried out with the aim of increasing motivation and as a form of recognition of the employee’s role and their competence in supporting the task of the Company. PT Angkasa Pura II (Persero) implements employee career pattern based on the suitability between employee qualifications with job requirements. Formation filling and career development are implemented selectively and openly without discrimination (gender, race, ethnicity, religion), by prioritizing internal sources within the Company with regard to employee performance, competence and competence.

Career development can be:• Promotion, is the transfer of duties of employees from

one position to another in a higher position of class of office either within one work unit / branch environment, or between work units / branches or affiliates of the Company or its subsidiaries.

• Rotation, is the transfer of duties of employees from one position to another positions that have responsibility and the burden of the task is relatively the same / equal and does not affect the change of position, either in one work unit / branch environment, or between work unit / branch or affiliate Company or its subsidiaries.

Pengembangan karir dilaksanakan dengan tujuan meningkatkan motivasi kerja dan sebagai wujud pengakuan terhadap peran karyawan serta kompetensi yang dimiliki dalam menunjang tugas Perusahaan

Career development is carried out with the aim of increasing motivation and as a form of recognition of the employee’s role and their competence in supporting the task of the Company.

“

SISTEM PENGEMBANGAN KARIRCAREER DEVELOPMENT SYSTEM





Selain dari 2 (dua) pola tersebut, pengembangan karir karyawan di lingkungan PT Angkasa Pura II (Persero) 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 internal fungsi kerja dan dalam rangka pengayaan wawasan lintas fungsi kerja di kantor cabangnya masing-masing.

Employee ExchangeDalam rangka sinergi Badan Usaha Milik Negara (BUMN), pada Agustus 2017 telah dilakukan employee exchange antara penyelenggara pelayanan jasa bandar udara dengan maskapai penerbangan yaitu PT Angkasa Pura II (Persero) dengan PT Garuda Indonesia Tbk. Program tersebut dilakukan selama 6 bulan terhitung sejak Agustus 2017 s.d Januari 2018.

Program tersebut merupakan salah satu bentuk kerja sama antar BUMN guna memberikan transfer knowledge, business information exchange hingga innovation action di masing-masing BUMN dimaksud. Hal ini dilakukan dengan harapan masing-masing perwakilan perusahaan dapat mempelajari proses bisnis, memberikan masukan dan saran/rekomendasi serta membangun hubungan baik sehingga kebutuhan kedua perusahaan dalam operasional bisnis dapat teridentifikasi dan dapat terpenuhi guna memberikan pelayanan prima kepada pengguna jasa.

Pelaksanaan employee exchange program dilaksanakan dengan jangka waktu 6 (enam) bulan terhitung mulai tanggal 01 Agustus 2017 sampai dengan 31 Januari 2018. Employee exchange dilakukan oleh 2 (dua) peserta dari masing-masing Perusahaan dengan kualifikasi pegawai level Analyst/Specialist dan memiliki latar belakang pendidikan minimal Strata 1 (S1).

In addition to the 2 (two) patterns, employee career development within PT Angkasa Pura II (Persero) can be done with work orientation program mechanism (internship). Based on the objectives to be achieved, so that the work orientation program (internship) which can be done, among others:• Enrichment of development programs / programs; or• Formation filling

The authority to organize the work orientation program (internship) can be distinguished as follows:

• Central Office AuthorityConducted if the apprenticeship program is conducted in the work area of the Head Office or Division Office, filling the formation across work functions to the cross-branch area of the branch office;

• Branch Office Authority Branch Offices may organize internship programs

independently if they are still in the internal environment of work functions and in the framework of enriching the insight across work functions in their respective branch offices.

Employee ExchangeIn the framework of synergy of State-Owned Enterprises (BUMN), in August 2017 an employee exchange has been conducted between airport service providers and PT Angkasa Pura II (Persero) with PT Garuda Indonesia Tbk. The program is conducted for 6 months starting from August 2017 - January 2018.

The program is one form of cooperation between SOEs to provide knowledge transfer, business information exchange up to innovation action in each SOE intended. This is done in the hope that each company representative can learn the business process, provide inputs and suggestions / recommendations and build good relations so that the needs of both companies in business operations can be identified and can be met in order to provide excellent service to service users.

The implementation of the employee exchange program shall be implemented for a period of 6 (six) months commencing from August 1, 2017 to January 31, 2018. Employee exchange is made by 2 (two) participants from each Company with qualified Analyst / Specialist level employees and has minimum education of Strata 1 (S1) background.

SISTEM PENGEMBANGAN KARIRCAREER DEVELOPMENT SYSTEM






Perseroan 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 PT Angkasa Pura II (Persero). 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).

The Company 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 such performance appraisals, corporates are working to build an objective and digital data-based performance assessment infrastructure known as the Performance Appraisal Management System.

The Performance Appraisal Management System is an evaluation tool for achieving the targets and objectives that must be achieved by all employees and work units based on the vision, mission and long-term objectives of the company and KPI of PT Angkasa Pura II (Persero). Assessment Performance of each individual Employees are implemented objectively, gradually, periodically, and transparently.

The Performance Appraisal Management System is embedded in a SAP application called the Performance Management System (PMS). PMS is a means to harmonize the Company’s policy and objectives with individual goals so that mutual agreement between the assessed employee and the appraisal officer of the Individual KPI to be achieved and the competencies that must be held in a measurable and clear assessment.

PMS is intended to assess Individual KPI and employee competence with a measuring instrument through the stages of planning, guidance and assessment with information technology based systems. The system used in the appraisal is PMS Online, PMS application that uses internet-based system that can be accessed by all employees of PT Angkasa Pura II (Persero).

Penilaian kinerja merupakan tanggung jawab bersama untuk mendukung kesuksesan kinerja bisnis Perseroan dan keberhasilan setiap individu karyawan

Performance appraisal is a shared responsibility to support the success of the Company’s business performance and the success of each individual employee.

“

SISTEM MANAJEMEN PENILAIAN KINERJA PERFORMANCE APPRAISAL MANAGEMENT SYSTEM





SISTEM MANAJEMEN PENILAIAN KINERJA PERFORMANCE APPRAISAL MANAGEMENT SYSTEM

KESEJAHTERAAN DAN JAMINAN SOSIALDalam rangka melaksanakan amanat Undang-undang ketenagakerjaan serta mempertahankan Karyawan, Angkasa Pura II senantiasa berupaya terus meningkatkan kesejahteraan Karyawan melalui berbagai aspek antara lain:

• Pemberian dan perbaikan kompensasi dan benefit, kepesertaan jaminan sosial BPJS Kesehatan, kepesertaan dalam BPJS Ketenagakerjaan, fasilitas kesehatan serta Asuransi

• Program pengembangan karyawan seperti program peningkatan jenjang pendidikan; dukungan pada kebutuhan Karyawan untuk melaksanakan ibadah sesuai agama dan kepercayaan dengan penyediaan sarana dan prasarana serta anggaran pelaksanan kegiatan keagamaan;

• Dukungan pada kebutuhan Karyawan untuk melaksanakan kegiatan olah raga dengan penyediaan sarana dan prasarana serta anggaran pelaksanan kegiatan olah raga;

• Bantuan bagi Karyawan yang mengalami duka cita. • Dan lain-lain

WELFARE AND SOCIAL SECURITYIn order to implement the mandate of the Manpower Act and to retain Employees, Angkasa Pura II always strives to continuously improve the welfare of Employees through various aspects, among others:

• Benefit and compensation provision and improvement, social security membership of BPJS Health, membership in BPJS Employment, health facilities and Insurance

• Employee development programs such as education improvement programs; support to the needs of Employees to perform religious worship according to religion and belief and the provision of facilities and infrastructure and the budget for the implementation of religious activities;

• Support to the Employee’s need to carry out sporting activities with the provision of facilities and infrastructure and the budget for sports activities;

• Help for employees who have grief.• And others.

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 purna bakti, sehingga diharapkan dengan para karyawan dapat mempersiapkandiri di masa mendatang.

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.

The provision of old-age or retirement benefits is one of the Company’s rewards for employee loyalty. This guarantee also gives composure to all employees who work in Angkasa Pura II, thus they are more motivated in working.

Employees retirement of Angkasa Pura II is at 56 years age. For employees who are 55 years old can take the Pension Preparation Period (MPP). In the Retirement Preparation Period, Angkasa Pura II provides entrepreneurship training and retirement training, so it is expected that employees can prepare for themselves in the future.

Employees who have entered the retirement age (56 years), are compensated according to the regulations. While permanent employees who are included in the Old days Program (JHT) get Old days Security Compensation in accordance with applicable Labor Law.

PROGRAM PENSIUN

PENSION PROGRAMS






Pada tahun 2017, Angkasa Pura II melakukan Survei Kepuasan Karyawan yang dilakukan dengan rangkaian kegiatan mulai pada tanggal 18 s.d. 27 Oktober 2017 di seluruh wilayah kerja Angkasa Pura II. Teknik pengumpulan data pada Survei Kepuasan Karyawan 2017 Angkasa Pura II (Persero) dilakukan melalui online.

Survei yang diselenggarakan pada tahun ini cukup mendapatkan respons positif dari para karyawan. Rincian jumlah responden adalah sebagai berikut:

In 2017, Angkasa Pura II conducted an Employee Satisfaction Survey which done with a series of activities starting on October 18 – 27, 2017 in all working areas of Angkasa Pura II. Data collection techniques at the Employee Satisfaction Survey 2017 of Angkasa Pura II (Persero) is done through online.

The survey, which was held this year, received quite a positive response from the employees. The Details of number of respondents are as follows:

SURVEI KEPUASAN KARYAWAN EMPLOYEE SATISFACTION SURVEY

NO. WILAYAH KERJA TARGET RESPONDEN REALISASI JUMLAH RESPONDEN

1 Kantor Pusat PT Angkasa Pura II (Persero) 289 305

2 KC Bandar Udara Internasional Soekarno - Hatta, Tangerang 356 800

3 KC Bandar Udara Internasional Kualanamu, Deli Serdang 273 290

4 KC Bandar Udara SUltan Syarif Kasim II, Pekanbaru 165 176

5 KC Bandara Udara Supadio, Potianak 147 157

6 KC Bandar Udara Sultan Mahmud Badaruddin II, Palembang 149 153

7 KC Bandar Udara Internasional Minangkabau, Padang 147 160

8 KC Bandar Udara Husein Sastranegara, Bandung 119 130

9 KC Bandar Udara Halim Perdanakusuma, Jakarta 150 155

10 KC Bandar Udara Sultan Thaha, Jambi 121 124

11 KC Bandar Udara Depati Amir, Pangkal Pinang 111 114

12 KC Bandar Udara Raja Haji Fisabilillah, Tanjung Pinang 96 99

13 KC Bandar Udara Sultan Iskandar Muda, Banda Aceh 121 120

14 KC Bandar Udara SIlangit, Siborong-borong 38 43

Jumlah 2284 2826

Indeks Kepuasan Karyawan PT Angkasa Pura II (Persero) pada 2017 mengalami peningkatan yang signifikan bila dibandingkan dengan tiga tahun sebelumnya yakni berada di 4,05. Indeks menunjukkan bahwa karyawan PUAS terhadap perusahaan. Sedangkan Indeks Employee Engagament PT Angkasa Pura II (Persero) pada 2017 mengalami peningkatan yang signifikan bila dibandingkan dengan tiga tahun sebelumnya yakni berada di 4,43. Indeks menunjukkan bahwa karyawan merasa ENGAGED terhadap perusahaan.

2017

2,8

26

2,6

71

2,2

91

2015 2016

Grafik 5.1 Jumlah Responden yang berpartisipasi pada Survei Kepuasan Karyawan PT Angkasa Pura II (Persero) Dalam Tiga Tahun TerakhirGraphic 5.1 Inciduci taestin placipi enimagnimped maio odit faccae cus, ipsapis et alia nistiaere siminimet repellit, quo beatem amusanda ex et ut fuga. Uptat faceri que volorest

Employee Satisfaction Index of PT Angkasa Pura II (Persero) in 2017 has increased significantly when compared with the previous three years that is at 4.05. The index shows that employees are satisfied towards the company. While the Employee Engagament Index of PT Angkasa Pura II (Persero) in 2017 has increased significantly when compared with the previous three years at 4.43. The index shows that employees feel ENGAGED towards the company.





Grafik 6.7 Indeks Kepuasan Karyawan 2017 PT Angkasa Pura II (Persero)Graphic 6.7 Inciduci taestin placipi enimagnimped maio odit faccae cus, ipsapis et alia nistiaere.

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

2017

2017

Target 2017

4,0

5

4,3

4

3,8

5

3,8

2

4,0

3

3,3

9 3,5

3,9

23

,41

3,8

7

2015

2015

2016

2016

2014

2014

2013

Grafik 6.8 Tingkat Kepuasan Karyawan 2017 PT Angkasa Pura II (Persero)Graphic 6.8 Inciduci taestin placipi enimagnimped maio odit faccae cus, ipsapis et alia nistiaere.

29,90%SANGAT PUAS

49,8%PUAS

17,7%CUKUP PUAS

2,6%TIDAKPUAS

SURVEI KEPUASAN KARYAWAN EMPLOYEE SATISFACTION SURVEY






DAMPAK KEUANGAN PENGELOLAAN SDM

HR MANAGEMENT FINANCIAL IMPACT

PT Angkasa Pura II senantiasa membina hubungan industrial sesuai dengan peraturan ketenagakerjaan yang berlaku. Setiap perselisihan hubungan industrial diselesaikan dengan mengacu pada perundang-undangan yang berlaku. Perusahaan senantiasa memperhatikan setiap pengaduan atau keluhan karyawan yang berkaitan dengan hubungan kerja dan praktik kepegawaian.

Untuk menciptakan hubungan industrial yang harmonis, dinamis dan berkeadilan antara Perusahaan dan Karyawan, Perusahaan membuat kesepakatan Bersama dalam bentuk Perjanjian Kerja Bersama (PKB). Tujuannya adalah menjamin kepastian hak dan kewajiban dengan saling mengakui keberadaan masing-masing pihak, untuk meningkatkan motivasi/produktivitas kerja yang berdaya guna sehingga menjamin terlaksananya tata kelola Perusahaan yang baik dan benar.

Di dalam PKB diatur mengenai Hubungan Kerja, Manajemen SDM, Waktu Kerja, Kesejahteraan Karyawan, Cuti Karyawan, Hubungan Industrial, Keselamatan dan Kesehatan Kerja. Setiap 2 (dua) tahun sekali dilaksanakan perundingan PKB untuk mereview materi yang diatur dalam PKB.

PT Angkasa Pura II always maintains industrial relations in accordance with applicable labor regulations. Any industrial relations disputes are resolved with reference to applicable legislation. The Company constantly pays attention to any complaints or employee complaints relating to employment relationships and employment practices.

To create harmonious, dynamic and equitable industrial relations between the Company and Employees, the Company entered into a Joint Agreement in the form of a Collective Labor Agreement (PKB). The goal is to ensure the certainty of rights and obligations by mutually recognizing the existence of each party, to improve the motivation / productivity of effective work so as to ensure the implementation of good and right corporate governance.

The PKB regulates on the Employment Relations, HR Management, Working Time, Employee Benefits, Employee Leave, Industrial Relations, Occupational Safety and Health. Every 2 (two) years, PKB negotiation is held to review the material in PKB.

Biaya pengelolaan SDM untuk kompensasi karyawan pada tahun 2017 berjumlah Rp 1.383.426.349.568,- mengalami peningkatan sebesar 4,78% jika dibandingkan dengan tahun 2016 sebesar Rp 1.320.282.569.185,-

Untuk pelaksanaan program pelatihan dan pendidikan selama tahun 2017, Angkasa Pura II mengalokasikan dana Rp 53.684.358.003,- mengalami peningkatan sebesar 15,958% jika dibandingkan dengan tahun 2016 sebesar Rp 46.449.374.786 .

The cost of HR management for employee compensation in 2017 is amounted to Rp 1,383,426,349,568, - an increase of 4.78% compared to 2016 of Rp 1,320,286,569,185, -

For the implementation of training and education programs during 2017, Angkasa Pura II allocated Rp 53.684.358.003,- an increase of 15.58% compared to 2016 ofRp 46.449.374.786.

HUBUNGAN INDUSTRIAL INDUSTRIAL RELATIONS





Transformasi budaya sangat digencarkan di PT Angkasa Pura II (Persero), dibuktikan dengan commitment dari top leader.

Cultural transformation is intensified in PT Angkasa Pura II (Persero), as evidenced by the commitment of top leaders.

PERUBAHAN BUDAYA (TRANSFORMASI)CULTURAL CHANGE (TRANSFORMATION)

CEO TALK - RAPIM Q1/2017“Transformation Moving Forward”

CEO TALK - RAPIM Q2/2017“Making the Transformation Grow Faster”

CEO TALK - RAPIM Q3/2017“Transformation Does Matter”

Making Every Journey Better

CEO TALK - RAPIM Q4/2017“Leading a Sustainable Transformation”

Jakarta, 20 Januari 2017

Jakarta, 27 April 2017

Cimacan, 19 Juli 2017

Tangerang, 24 Oktober 2017

AP2 Transformation Ultimate Goal

The Best Smart Connected Airport Operator in The Region

Commitment

T1

Business & Portfolio Transformation

SOE Champion• Engine of Growth• Existence of the Nation• Emperor od the Region

T2

Infrastructure & Operation System Transformation

A Leading Smart Airport• Lean Operation• Experience Customer• Technology Based

Business

T3

Human Capital Transformation

World Class Corporation• Strongest by BEST PEOPLE• Culture of INNOVATION• Customer Centric

Organization







Workforce Focus

People Transformation

Strongest by BEST PEOPLE

Challenges• Kurangnya kebutuhan

Karyawan• Peningkatan efektifitas

kompetensi karyawa• Meningkatkan

engagement karyawan

Find Best People• IT Recruitment• Best University Recruitment

Retain Talent• Rearrangement

Compensation & Benefit of Employee

Developing Great People• Great People Development

Program (GPDP)• Management Development

Program (MDP)• Airport Learning Academy

(ALA)

Promote Life Balance• Sport Competition• Band Festival• Religion Event

2017 Lesson Rating

2733 Peoples Training

3105 Participants E-Learing

1245 Participants Scholarship

35 Peoples Employee Survey

3,86 Index

Find Best People

Retain Talent

Developing Great People

Promote Life Balance





Challenges• Bureaucratic management• Silo mentality between

units• Transition change to

Digital Culture Activation System

• Diversity in shifting into Digital/New Wave Business

“The PERFORM Way”Formulation• Key Behaviour: Vision-Action-Result• Core Values: PERFORM• Basic belief: Totality-Integrity-Professional

Socialization• Top down mechanism up to

the smalles unit• Innovative Communication

Activation• Top down Role Model• Recharge & Recruit Culture

Agent• Promote Disruptive Culture

Project• Finding Culture Heroes

2017 Innovation

170 SubmissionAKSIKU

20 Submission

Basic BeliefCommitted to Excellence

Totality-Integrity-ProfessionalPromising Excellent Services

Key BehaviourVision-Action-Result

Delivering Delightful Services

Core Value

PERFORMPerforming World Class Services


Workforce Focus

Culture Transformation

PERFORM-ing for Committed to Excellence







Fes val Budaya dan Inovasi Angkasa Pura 2 Group atau AP2 Group Culture & Innov on val (selanjutnya disebut ACIF)m erupakan ajangu ntuk mendorongp ara karyawanm enjadii nsan Angkasa Pura 2

yang berprestasi dengan menerapkan budaya kerja yang inov dalamk eseharianb ekerjanya.

KesadaranBerbudaya(Culture Awareness)

Menciptakan budayaberinovasi/krea f

Mencari peluang untukperbaikan/peningkatankinerja melalui ide-ide

inova f

Forum KomunikasiBudaya Perusahaan

K sehatantar unit

Think! Merupakan program transformasi budaya perusahaan berupa event kompetitif tahunan APII yang bertujuan menstimulasi karyawan untuk berpikir kreatif dan menghasilkan karya yang inovatif.

Mengukur tingkat competitiveness inovasi yang dihasilkan APII di tingkat regional dan internasional.

Think! Menjadi media APII guna menjawab tantangan kompetisi bisnis melalui penciptaan karya-karya inovasi yang berorientasi pada peningkatan pelayanan kepada stakeholder & passenger experiences.

Inovasi dihasilkan berdampak pada efektivitas dan efisiensi yang dilakukan perusahaan, atau pen






AKSI KU adalah suatu wadah atau media yang digunakan untuk mengakselerasi implementasi THE PERFORM WAY dalam perilaku kerja sehari-hari.

Nama/brand/sebutan AKSI KU ditetapkan sesuai masing-masing secara fun dan menyenangkan namun tetap

etis dan santun.

Mampu menginduksi cara kerja baru dan menciptakan suasana kerja yang

penuh semangat, menyenangkan dengan berpedoman THE PERFORM WAY

Dihindari penamaan yang mengindikasikan munculnya values atau

nilai-nilai baru.

Topik Kegiatan AKSIKU

Living in the PERFORM WAY

Topik Kegiatan AKSIKU Tahun 2017Mendorong untuk melakukan internalisasi core value kepada seluruh karyawan , sehingga diharapkan dapat merubah perilaku karyawan untuk memberikan pelayanan terbaik bagi customer eksternal maupun internal (customer experience) melalui simplifikasi proses dan pengurangan birokrasi

(be more lean).

Note :Dengan tetap mengikuti norma / ketentuan yang berlaku

di perusahaan dan memenuhi aspek Safety & Security

INTERNALIZATIONKegiatan aktivasi budaya the

perform way yang mendorong untuk melakukan internalisasi

core value kepada seluruh karyawan dengan berbagai media

(digital, artefak, dsb)

CUSTOMER EXPERIENCEKegiatan aktivasi budaya the

perform way yang mendorong perubahan perilaku karyawan dalam memberikan pelayanan terbaik bagi customer eksternal

maupun internal

BE MORE LEANKegiatan aktivasi budaya the perform way yang

memungkinkan terjadinya simplifikasi proses, pengurangan

birokrasi, dsb

2

3

1











Industri penerbangan merupakan simpul penggerak ekonomi di karena memungkinkan terjadinya pergerakan orang dan barang dalam waktu yang singkat dan membuka lapangan pekerjaan dalam jumlah besar bagi masyarakat.

The aviation industry is the driving force of the economy in that it allows for the movement of people and goods in a short time and opens up huge jobs for the community.

ANALISA DAN PEMBAHASAN MANAJEMENMANAGEMENT DISCUSSION & ANALYSIS














TINJAUAN EKONOMI DAN INDUSTRIECONOMIC AND INDUSTRY REVIEW

1. PEREKONOMIAN GLOBALBank Dunia memperkirakan pertumbuhan ekonomi global akan meningkat hingga 3,1% pada 2018 setelah pertumbuhan ekonomi pada 2017 jauh lebih kuat dari perkiraan, akibat pemulihan berlanjut pada investasi, manufaktur, dan perdagangan, dan juga negara-negara berkembang yang mengekspor komoditas mendapatkan keuntungan dari menguatnya harga komoditas.

Sedangkan pertumbuhan negara maju diperkirakan akan turun sedikit menjadi 2,2% pada 2018, karena bank sentral di berbagai negara secara bertahap menghapus akomodasi paska krisis mereka dan saat kenaikan tingkat investasi mulai tidak terjadi. Pertumbuhan di pasar dan negara-negara berkembang secara keseluruhan diproyeksikan akan menguat menjadi 4,5% pada 2018, karena aktivitas eksportir komoditas terus pulih. (January 2018 Global Economic Prospects Report – Bank Dunia)

Adapun kawasan Asia Timur dan Pasifik, pertumbuhan di kawasan ini diperkirakan akan turun menjadi 6,2% pada tahun 2018 dari sekitar 6,4% pada tahun 2017. Perlambatan struktural di Tiongkok terlihat mengimbangi kenaikan siklis sederhana di wilayah lainnya. Risiko terhadap prospek menjadi lebih seimbang. Pertumbuhan yang lebih kuat dari perkiraan di antara negara maju dapat menyebabkan pertumbuhan yang lebih cepat dari perkiraan di kawasan ini. Pada sisi negatifnya, meningkatnya tekanan geopolitik, meningkatnya proteksionisme global, pengetatan kondisi keuangan global yang tiba-tiba mendadak, dan perlambatan yang lebih tajam dari perkiraan di negara-negara besar, termasuk Tiongkok, menimbulkan risiko penurunan pada prospek regional. Pertumbuhan di Tiongkok diperkirakan akan mencapai 6,4% pada 2018 dari 6,8% pada 2017. Indonesia diperkirakan akan meningkat menjadi 5,3% pada 2018 dari 5,1% pada 2017.

1. GLOBAL ECONOMYThe World Bank estimates that global economic growth will increase to 3.1% in 2018 after economic growth in 2017 is much stronger than expected, due to the continued recovery in investment, manufacturing, and trade, as well as developing countries that export commodities to benefit from a stronger commodity prices.

While growth in developed countries is expected to fall slightly to 2.2% in 2018, as central banks in various countries are gradually wiping out their post-crisis accommodation and as investment rates rise does not begin to happen. Growth in emerging markets and developing countries as a whole is projected to strengthen to 4.5% by 2018, as commodity exporters activity continues to recover. (January 2018 Global Economic Prospects Report - World Bank)

As for the East Asia and Pacific region, growth in the region is expected to fall to 6.2% by 2018 from about 6.4% in 2017. The structural slowdown in China appears to offset a modest cyclical rise in other regions. Risks to prospects become more balanced. Stronger-than-expected growth among developed countries could lead to faster-than-expected growth in the region. On the downside, increasing geopolitical pressure, rising global protectionism, sudden tightening of global financial conditions, and a sharper-than-expected slowdown in major economies, including China, pose a risk of decline in regional prospects. Growth in China is expected to reach 6.4% in 2018 from 6.8% in 2017. Indonesia is expected to increase to 5.3% in 2018 from 5.1% in 2017.






2. PEREKONOMIAN NASIONALPertumbuhan EkonomiBank Indonesia (BI) memprediksi pertumbuhan ekonomi Indonesia pada tahun 2017 akan mencapai 5,1% secara tahunan (yoy). Prediksi tersebut lebih tinggi dibandingkan pertumbuhan ekonomi pada tahun 2016 yang tercatat sebesar 5,02% (yoy) yang mengindikasikan pemulihan ekonomi yang terus berlanjut. Pertumbuhan ekonomi Indonesia pada tahun 2017 membaik sejalan dengan meningkatnya ketahanan fundamental perekonomian. Hal ini tercermin dari angka inflasi yang terjaga pada level 3,61% (yoy), surplus neraca pembayaran yang berlanjut menjadi 11 miliar dollar AS, dan stabilitas nilai tukar rupiah yang terjaga. Defisit transaksi berjalan 2017 di 17 miliar dollar AS, dimana defisit transaksi berjalan 2017 ada di bawah 2% dari Produk Domestik Bruto (PDB) sebesar 1,8%. Pada tahun 2014, pertumbuhan ekonomi Indonesia sempat mencapai 5,02%. Kemudian, pada tahun 2015 merosot menjadi 4,79% dan melonjak menjadi 5,02% pada tahun 2016.

Adapun Badan Pusat Statistik (BPS), mencatat pertumbuhan ekonomi 2017 hanya 5,07% dari target 5,2% dalam Anggaran Pendapatan dan Belanja Negara (APBN) Perubahan 2017. Hal ini tidak lepas dari pertumbuhan ekonomi pada triwulan IV 2017 yang hanya sebesar 5,19%.

2. NATIONAL ECONOMYEconomic GrowthBank Indonesia (BI) has predicted that Indonesia’s economic growth in 2017 will reach 5.1% annually (yoy). The forecast is higher than the 5.02% (yoy) economic growth in 2016 which indicates an ongoing economic recovery. Indonesia’s economic growth in 2017 is improving in line with the increasing fundamental resilience of the economy. This was reflected in inflation rates are maintained at the level of 3.61% (yoy), the surplus balance of payments continues to be 11 billion dollars, and the stability of the exchange rate is maintained. The current account deficit in 2017 at 17 billion dollars, of which the current account deficit in 2017 was below 2% of Gross Domestic Product (GDP) of 1.8%. In 2014, Indonesia’s economic growth reached 5.02%. Then, in 2015 it slumped to 4.79% and jumped to 5.02% by 2016.

The Central Bureau of Statistics (BPS), recorded economic growth in 2017 was only 5.07% of 5.2% target in the Revised State Budget (APBN) 2017. This is in line with the economic growth in the fourth quarter of 2017 which only amounted to 5 , 19%.

Percentage point differences from June 2017 projections

2015 2016 2017E 2018F 2019F 2020 2017E 2018F 2019F

World 2.8 2.4 3.0 3.1 3.0 2.9 0.3 0.2 0.1

Advanced Economies 2.2 1.6 2.3 2.2 1.9 1.7 0.4 0.4 0.2

United States 2.9 1.5 2.3 2.5 2.2 2.0 0.2 0.3 0.3

Japan 1.4 0.9 1.7 1.3 0.8 0.5 0.2 0.3 0.2

Emerging Market and Developing economies (EMDEs) 3.6 3.7 4.3 4.5 4.7 4.7 0.2 0.0 0.0

Commodity-exporting EMDEs 0.4 0.8 1.8 2.7 3.1 3.1 0.0 0.0 0.2

Other EMDEs 6.1 5.9 6.0 5.7 5.7 5.7 0.3 0.0 -0.1

Other EMDEs excluding China 5.2 4.9 5.1 4.8 5.1 5.1 0.5 -0.1 0.0

East Asian and Pacific 6.5 6.3 6.4 6.2 6.1 6.0 0.2 0.1 0.0

China 6.9 6.7 6.8 6.4 6.3 6.2 0.3 0.1 0.0

Indonesia 4.9 5.0 5.1 5.3 5.3 5.3 -0.1 0.0 -0.1

Thailand 2.9 3.2 3.5 3.6 3.5 3.4 0.3 0.3 0.1

Sumber: Bank DuniaCatatan: PPP = Purchasing Power Parity/Paritas daya beli; e=/estimate/estimasi; f=forecast/prakiraan. Perkiraan Bank Dunia sering diperbarui berdasarkan informasi terbaru.

Tabel 1.1 PDB Real1

(Perubahan persen dari tahun sebelumnya)






Dalam rilis BPS disebutkan, perekonomian Indonesia 2017 diukur berdasarkan Produk Domestik Bruto (PDB) atas dasar harga berlaku mencapai Rp13.588,8 triliun dan PDB perkapita mencapai Rp51,89 juta atau US$3.876,8. Namun demikian, ekonomi Indonesia tahun 2017 yang tumbuh 5,07% ini lebih tinggi dibanding capaian tahun 2016 sebesar 5,03%.

Dari sisi produksi, pertumbuhan tertinggi dicapai oleh Lapangan Usaha Informasi dan Komunikasi sebesar 9,81%. Sementara dari sisi pengeluaran pertumbuhan tertinggi dicapai oleh Komponen Ekspor Barang dan Jasa sebesar 9,09%.

Inflasi 2017Badan Pusat Statistik (BPS) melaporkan inflasi Desember 2017 sebesar 0,71%. Adapun untuk inflasi tahun kalender atau dari Januari hingga Desember sebesar 3,61%. Angka inflasi ini masih berada jauh dari target Anggaran Pendapatan dan Belanja Negara (APBN) di 4,3%.

Besaran inflasi pada 2017 disebabkan oleh kebijakan pemerintah terkait dengan pengaturan harga barang atau jasa, mulai harga bahan bakar minyak dan tarif dasar listrik. Tren inflasi 2017 yang yang memberikan kontribusi paling tinggi adalah administered price terutama pada saat kenaikan harga listrik, namun volatile food dan dari sisi core inflation cukup stabil, bahkan volatile food mengalami penurunan tajam.

In the release of BPS mentioned, the Indonesian economy in 2017 measured by Gross Domestic Product (GDP) at current prices reached Rp13.588,8 trillion and GDP per capita reached Rp51,89 million or US $ 3876.8. Nevertheless, the Indonesian economy of 2017 which grew 5.07% was higher than the achievement in 2016 of 5.03%.

In terms of production, the highest growth was achieved by the Information and Communication Business Field of 9.81%. Meanwhile, from the side of highest growth expenditure achieved by the Export Components of Goods and Services of 9.09%.

Inflation in 2017Central Bureau of Statistics (BPS) reported inflation in December 2017 of 0.71%. As for inflation in the calendar year or from January to December amounted to 3.61%. This inflation figure is still far from the target of the State Budget (APBN) at 4.3%.

The inflation rate in 2017 is due to government policies related to the regulation of the price of goods or services, starting from the price of oil fuel and basic electricity tariffs. The inflationary trend of 2017, which contributed the most was administered price, especially when electricity price hike, but volatile food and from core inflation were stable, even volatile food decreased sharply.

PERTUMBUHAN EKONOMI (%)ECONOMIC GROWTH (%)

Sumber: Badan Pusat Statistik

2013 20152013 2016 2017

5.565.6

5.4

5.2

5

4.8

4.6

5.01

4.88

5.02 5.07






Dengan kondisi ekonomi di akhir tahun 2017 tersebut dan beberapa langkah yang telah ditempuh oleh Pemerintah baru, berbagai kalangan merasa optimis bahwa perekonomian Indonesia ditahun 2017 dan selanjutnya akan kembali meningkat. Bank sentral sendiri memperkirakan pertumbuhan ekonomi Indonesia pada tahun 2018 akan berkisar pada level 5,1 hingga 5,5%.

With the economic conditions at the end of 2017 and several steps taken by the Government, various groups feel optimistic about the Indonesian economy in 2017 and will further increase. The central bank itself estimates that Indonesia’s economic growth in 2018 will range from 5.1 to 5.5 percent.

INFLASI (%)INFLATION (%)

2013 20152013 2016 2017

8.389

8

7

6

5

4

8.36

3.35 3.02 3.61


3. INDUSTRI KEBANDARUDARAAN Tahun 2017 adalah tahun yang cukup menjanjikan bagi industry penerbangan nasional maupun internasional, di drive dari pesatnya pertumbuhan masyarakan ekonomi menengah cina yang merupakan potensial market bagi industry penerbangan. Demikian juga dengan timur tengah dengan modalnya yang kuat dan posisinya geografisnya yang memungkinkan timur tengah untuk mengambil pangsa pada penerbangan-penerbangan direct jarak jauh antar benua terutama ke asia.

3. AIRPORT INDUSTRY2017 is the year that is promising for the aviation industry nationally and internationally, driven by the rapid growth of the Chinese middle class people who are a potential market for the aviation industry. Likewise with the middle east with strong capital and geographical position that allows the Middle East to take its share of direct long-haul flights between the continents, especially to Asia.






Berdasarkan data dari boeing CMO 2017-2036 terlihat jelas bahwa Cina merupakan pasar domestik terbesar di dunia dan penerbangan di asia akan menjadi pasar pergerakan penumpang terbesar di dunia.

Kondisi dunia ini juga berdampak pada sehatnya iklim bisnis penerbangan di Indonesia di tahun 2017, namun industri penerbangan adalah industri yang sangat high regulated sehingga peranan pemerintah sebagai regulator sangat penting untuk menjamin sustainability dari industri penerbangan. Sehatnya industri penerbangan Indonesia di tahun 2017 ditandai dengan pertumbuhan pergerakan penumpang sebesar 216.757.229 dan pesawat sebesar 2.091.935.

Based on data from CMO Boeing 2017-2036 it is clear that China is the largest domestic market in the world and flights in Asia will become the largest passenger market movement in the world

This world conditions also have an impact on the health of the airline business climate in Indonesia in 2017, but the airline industry is a very high regulated industry that the government’s role as regulator is very important to ensure the sustainability of the aviation industry. Healthy Indonesian aviation industry in the year 2017 is marked by the growth of passenger movements of 216.757.229 and aircraft by 2.091.935.

Within Asia*

Within China

Within North America

Within Europe

Middle East - Asia

Europe - Asia

North Atlantic

Within Latin America

America - Latin America

Transpacific

Withing/to CIS

Europe - Latin America

Africa - Europe

5.7%

6.1%

2.6%

3.2%

6.4%

4.5%

2.9%

6.1%

5.6%

3.7%

4.5%

4.3%

4.7%

2016 2017-2036 ADDED TRAFFIC

0 1.000 2.000500 1.500 2.500 3.000

TRAFFIC FLOWS

*does not include travel within China RPKs (billions)






Bagi AP II sendiri tahun 2017 adalah tahun yang sangat baik dimana pergerakan penumpangnya tumbuh 12% dibandingkan tahun 2016 yaitu dari 95 juta penumpang menjadi 105 juta penumpang.

Industri penerbangan memberikan dampak ekonomi yang cukup besar bagi suatu daerah atau negara. Industri penerbangan merupakan simpul penggerak ekonomi di karena memungkinkan terjadinya pergerakan orang dan barang dalam waktu yang singkat dan membuka lapangan pekerjaan dalam jumlah besar bagi masyarakat.

Dalam tahun yang akan dating industry penerbangan Indonesia di proyeksikan masih bertumbuh sebagai dampak pertumbuhan industru penerbangan di cina dan timur tengah dan pertumbuhan masyarakat ekonomi menengah di Indonesia.

Pergerakan Pesawat, Penumpang Dan KargoPergerakan pesawat, penumpang dan kargo PT Angkasa Pura II (persero) bertumbuh dengan cukup tinggi di tahun 2017, disebabkan oleh pembukaan rute baru, penambahan frekuensi penerbangan dan pengambil alihan bandara baru oleh PT AP II. 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 PT AP II:

Tabel Kinerja Operasional Bandara Angkasa Pura II

For Angkasa Pura II itself in 2017 is a very good year where passenger movement grew 12% compared to 2016 year i.e. from 95 million passengers to 105 million passengers.

The aviation industry has a considerable impact on economists in a region or country. The aviation industry is the driving force of the economy in that it allows for the movement of people and goods in a short time and opens up huge jobs for the community.

In the coming year the Indonesian aviation industry is projected to grow as the impact of aviation industry growth in China and the Middle East and the growth of the middle economic community in Indonesia.

Aircraft, Passenger And Cargo MovementThe movement of aircraft, passengers and cargo of PT Angkasa Pura II (Persero) has grown considerably in 2017, due to the opening of new routes, the addition of flight frequencies and the takeover of new airports by PT AP II. Sticking to the supply-creating demand strategy the company takes the best approach to airlines and local governments that impact on the positive growth of air transport PT AP II:

Operational Performance Table of Angkasa Pura II Airport

UraianPertumbuhan

Growth (2017:2016)2017 2016 2015 2014 2013 Description

Pergerakan Pesawat (dalam satuan Rute) 13,46% 821.188 723.799 632.418 630.584 647.343

Aircraft Movements (in units of Route)



Pergerakan Kargo (dalam ribuan Kg) 9,90% 816.950 743.337 739.689 763.507 765.812








a. Pergerakan Pesawat Dalam kurun waktu 5 tahun terakhir, pergerakan pesawat secara konsisten menunjukkan peningkatan baik untuk rute domestik maupun rute internasional. Secara korporasi, jumlah pesawat yang datang dan berangkat dari bandara-bandara di wilayah Angkasa Pura II terus mengalami pertumbuhan dengan rata-rata pertumbuhan adalah sebesar 691.066 pergeralan pesawat.

Realisasi total pergerakan pesawat pada Tahun 2017 dari 13 (tiga belas) bandar udara yang dikelola oleh PT Angkasa Pura II (Persero) sebesar 821.188 pergerakan. Pergerakan tersebut terdiri dari 693.439 pergerakan pesawat domestik dan 127.749 pergerakan pesawat internasional. Pertumbuhan pergerakan pesawat domestik dan internasional sejak Tahun 2013 hingga Tahun 2017 dapat dilihat pada grafik berikut ini:

a. Aircraft Movement In the last 5 years, the movement of aircraft has consistently improved for both domestic and international routes. In corporations, the number of aircraft arriving and departing from airports in Angkasa Pura II continued to grow with an average growth rate of 691,066 aircraft.

Total realization of aircraft movement in the Year 2017 from 13 (thirteen) airports managed by PT Angkasa Pura II (Persero) amounted to 821,188 movements. The movement comprises 693,439 domestic aircraft movements and 127,749 international aircraft movements. Growth of domestic and international aircraft movement from 2013 to 2017 can be seen in the following chart:

Grafik Pergerakan Pesawat, Penumpang, dan Kargo Chart of Aircraft, Passenger and Cargo Movements

20152017 2016 2014 2013

76

5,8

12

76

3,5

07

73

9,6

89

743

,337

816

,95

0

86

,34

2

85

,13

1

84

,29

2

95

,175

105

,48

4

64

7,3

43

63

0,5

84

63

2,4

18

72

3,7

99

82

1,18

8

Pergerakan Pesawat(dalam satuan Rute)

Pergerakan Penumpang (dalam ribuan Pax)

Pergerakan Kargo (dalam ribuan Kg)


Aircraft movements in 2017 was increased by 13.46% compared to the movement of aircraft in 2016. The number of passengers movements using the services of flights in Angkasa Pura II airports, reaching as much as 105.484 thousand pax. While the movement of cargo in 2017, recorded as much as 816.950 thousand kg. The movement of passenger and cargo flows in 2017 also increased compared to the previous year. However, in general within the last 5 years is still showing a positive trend.






Grafik Pergerakan Pesawat DomestikTahun 2013 s.d 2017Grafik Pergerakan Pesawat DomestikTahun 2013 s.d 2017

(Rute Unit)

Grafik Pergerakan Pesawat InternasionalTahun 2013 s.d 2017Grafik Pergerakan Pesawat InternationalTahun 2013 s.d 2017

(Rute Unit)

2013 2014 2015 2016 2017

Pertumbuhan

Pergerakan 530.721

5%

511.768

-4%

518.290

1%

608.649

17%

693.439

14%

2013 2014 2015 2016 2017

Pertumbuhan

Pergerakan 116.622

8%

118.816

2%

114.128

-4%

115.150

1%

127.749

11%

The achievement of domestic aircraft movements in the year 2017 amounted to 693.439 aircraft movements movement is the highest of the last five years. Domestic aircraft movements increased by 14% when compared with 2016 domestic aircraft movements amounted to 608 649 movements. While the achievements of international aircraft movements in the year 2017 amounted to 127.749 movements have increased by 11% when compared with international aircraft movements in 2016 amounted to 115 150 movements.

Capaian pergerakan pesawat domestik pada Tahun 2017 sebesar 693.439 pergerakan merupakan pergerakan pesawat tertinggi dari lima tahun terakhir. Pergerakan pesawat domestik meningkat 14% bila dibandingkan dengan pergerakan pesawat domestik Tahun 2016 sebesar 608.649 pergerakan. Sedangkan capaian pergerakan pesawat internasional pada Tahun 2017 sebesar 127.749 pergerakan mengalami peningkatan sebesar 11% bila dibandingkan dengan pergerakan pesawat internasional pada Tahun 2016 sebesar 115.150 pergerakan.







b. Passenger MovementPassenger movement of both arrival and departure passengers in the year 2017 amounted to 105,483,946 passengers. The movement of passengers consists of 87,062,181 domestic passengers and 18,421,765 international passengers. The growth of domestic and international passenger movement from 2013 to 2017 can be seen in the following graph:

Grafik Pergerakan Penumpang DomestikTahun 2013 s.d 2017Grafik Pergerakan Penumpang DomestikTahun 2013 s.d 2017

(Rute Unit)

Grafik Pergerakan Penumpang InternasionalTahun 2013 s.d 2017Grafik Pergerakan Penumpang InternationalTahun 2013 s.d 2017

(Rute Unit)

2013 2014 2015 2016 2017

Pertumbuhan

Pergerakan 70.641.972

5%

69.225.753

-2%

68.789.336

-1%

79.004.067

15%

87.062.181

10%

2013 2014 2015 2016 2017

Pertumbuhan

Pergerakan 15.699.535

7%

15.905.280

1%

15.502.252

3%

16.170.954

4%

18.421.765

14%

b. Pergerakan PenumpangPergerakan penumpang baik penumpang kedatangan maupun keberangkatan pada Tahun 2017 sebesar 105.483.946 penumpang. Pergerakan penumpang tersebut terdiri dari 87.062.181 penumpang domestik dan 18.421.765 penumpang internasional. Pertumbuhan pergerakan penumpang domestik dan internasional sejak Tahun 2013 hingga Tahun 2017 dapat dilihat pada grafik berikut ini:






Capaian pergerakan penumpang domestik pada Tahun 2017 sebesar 87.062.181 penumpang merupakan pergerakan penumpang tertinggi dari lima tahun terakhir. Pergerakan penumpang domestik meningkat 10% bila dibandingkan dengan pergerakan penumpang domestik Tahun 2016 sebesar 79.004.067 penumpang. Hal serupa juga terjadi pada capaian pergerakan penumpang internasional pada Tahun 2017 yang terealisasi sebesar 18.421.765 penumpang atau tertinggi dari lima tahun terakhir. Bila dibandingkan dengan pergerakan penumpang internasional pada Tahun 2016 sebesar 16.170.954 penumpang, pergerakan di tahun ini mengalami peningkatan sebesar 14%.

c. Pergerakan KargoPerkembangan bisnis kargo yang semakin kompetitif terlihat dari semakin banyaknya perusahan yang bergerak dalam jasa pengiriman barang. Hal ini sejalan dengan berkembangnya dunia industri, baik manufaktur maupun jasa yang terus berkembang pesat. Persaingan tersebut semakin diramaikan dengan pemberian jasa pengiriman barang melalui kargo oleh maskapai-maskapai penerbangan. Dalam kurun waktu 5 tahun terakhir, pertumbuhan pergerakan kargo secara rata-rata adalah sebanyak 765.859 ribu kg.

Pergerakan kargo pada Tahun 2017 dari 13 (tiga belas) bandar udara yang dikelola oleh PT Angkasa Pura II (Persero) sebesar 816.950 Ton. Pergerakan tersebut terdiri dari 453.349 Ton pergerakan kargo domestik dan 363.600 Ton pergerakan kargo internasional. Pertumbuhan pergerakan kargo domestik dan internasional sejak Tahun 2013 hingga Tahun 2017 dapat dilihat pada grafik berikut ini:

The achievement of domestic passenger movements in 2017 was amounted to 87,062,181 passengers, the highest passenger movement from the last five years. Domestic passenger movement increased 10% when compared to the movement of domestic passengers In 2016 amounted to 79,004,067 passengers. The same thing happened to the achievement of international passenger movement in 2017 which was realized for 18,421,765 passengers or the highest of the last five years. When compared to the international passenger movement in 2016 of 16,170,954 passengers, the movement in this year increased by 14%.

c. Cargo MovementThe increase in competitive development of the cargo business is an evident from the increasing number of companies engaged in freight forwarding services. This is in line with the development of the industrial world, both manufacturing and services that continue to grow rapidly. Competition is increasingly enlivened by the delivery of freight services through cargo by airlines. In the last 5 years, the growth of cargo movement on average is as much as 765.859 thousand kg.

The cargo movement in 2017 from 13 (thirteen) airports managed by PT Angkasa Pura II (Persero) amounted to 816,950 Ton. The movement consists of 453,349 Ton of domestic cargo movement and 363,600 Ton international cargo movement. The growth of domestic and international cargo movement from 2013 to 2017 can be seen in the following chart:

Grafik Pergerakan Kargo DomestikTahun 2013 s.d 2017Grafik Pergerakan Kargo DomestikTahun 2013 s.d 2017

(Rute Unit)

2013 2014 2015 2016 2017

Pertumbuhan

Pergerakan 426.961

-3%

433.745

2%

403.621

-7%

405.229

0%

453.349

12%







Capaian pergerakan kargo domestik pada Tahun 2017 sebesar 453.349 Ton mengalami peningkatan sebesar 12% dibandingkan dengan pergerakan kargo domestik Tahun 2016 sebesar 405.229 Ton. Hal serupa juga terjadi pada capaian pergerakan kargo internasional pada Tahun 2017 yang terealisasi sebesar 363.600 Ton atau mengalami peningkatan sebesar 8% dibandingkan dengan pergerakan kargo internasional pada Tahun 2016 sebesar 338.108 Ton.

The achievement of domestic cargo movement in 2017 amounted to 453,349 Ton increased by 12% compared to the domestic cargo movement of 2016 amounted to 405,229 Ton. The same thing for the achievement of international cargo movement in 2017 which was realized amounted to 363,600 Ton or increased 8% compared to international cargo movement in 2016 amounted to 338,108 Ton.

Grafik Pergerakan Kargo InternasionalTahun 2013 s.d 2017Grafik Pergerakan Kargo InternationalTahun 2013 s.d 2017

(Rute Unit)

2013 2014 2015 2016 2017

Pertumbuhan

Pergerakan 338.851

4%

329.763

-3%

336.068

2%

338.108

1%

363.600

8%






4. PROSPEK USAHA Secara umum peran angkutan udara adalah sebagai simpul dalam jaringan transportasi udara, pengembangan ekonomi, sosial dan budaya serta keamanan dan pertahanan. Di bidang pengembangan ekonomi, sosial dan budaya, angkutan udara memberikan kontribusi yang cukup besar di bidang transportasi, pengembangan ekonomi daerah, pertumbuhan pariwisata dan ketenagakerjaan. Bidang pengangkutan dan komunikasi memiliki kontribusi rata-rata 7% dari PDB nasional.

Pertumbuhan penumpang angkutan udara di Indonesia pasca deregulasi industri penerbangan tahun 1999 sangat menakjubkan. Berdasarkan data pertumbuhan industri penerbangan dalam kurun waktu 5 tahun terakhir yang dilihat dari kinerja pergerakan pesawat udara, jumlah penumpang, dan jumlah kargo yang terus meningkat.

Bisnis angkutan udara masih menjadi bisnis dengan peluang finansial paling besar. Sektor Bandara memberikan Total Shareholder Return (TSR) tertinggi dibandingkan sektor transportasi lainnya. Tingginya nilai peluang dalam bisnis bandara didorong oleh pertumbuhan tahunan dalam bisnis.

4. BUSINESS OUTLOOKIn general the role of air transport is as a node in the air transport network, economic, social and cultural development and security and defense. In the field of economic, social and cultural development, air transport contributes substantially to transportation, regional economic development, tourism growth and employment. The transport and communications sector contributes an average of 7% of the national GDP.

Total airline passengers increased significantly since the deregulation of aviation industry in 1999. Based on the data of aviation industry growth within the last 5 years, it can be seen from the performance of aircraft movement that total passengers and cargos are continuously increased.

Airport business is still the business with the greatest financial opportunity. The Airport Sector provides the highest Total Shareholder Return (TSR) compared to other transport sectors. The high value of opportunities in the airport business is driven by annual growth in business.

SECARA KESELURUHAN, BANDARA MENYUMBANG TSR TERTINGGI DI SEKTOR TRANSPORTASI

Mengambil manfaat dari kondisi bisnis yang sangat mendukungSebagian besar pelanggan captive

Hampir monopoli, dengan subtitusi terbatas• Efek subtitusi terbatas oleh bandara lain• Subtitusi terbatas bagi perjalanan udara

Januari 2005 - Desember 2014 TSR Tahunan (%)

Bandara Oper.Rel

Truk Maskapai Penerbangan

Jalan Raya & Rel

Pelabuhan Laut

Pengiriman Udara

Pengiriman Laut

13.4

8.47.3 6.7 6.1

2.7 2.1 2.1

6.1

Hambatan masuk tinggi• Sektor yang sangat diatur• Lead time panjang dan biaya tinggi

Kesempatan pertumbuhan tinggi• Pertumbuhan lalu lintas didorong oleh faktor eksternal• Sebagai tambahan, bandara dapat meningkatkan laba dengan

mengembangkan bisnis non-aero







Keuntungan yang dimiliki bisnis bandara yaitu: pertama, memiliki pelanggan tetap dalam jumlah yang besar. Kedua, mendekati monopoli, dengan efek substitusi terbatas. Ketiga, kesulitan yang tinggi untuk masuk ke bisnis ini, karena bisnis bandara adalah bisnis dengan peraturan yang sangat ketat, memakan waktu lama dan biaya yang tinggi. Keempat, peluang pertumbuhan dipengaruhi oleh pertumbuhan pergerakanyang didorong oleh faktor eksternal.

Meskipun bisnis bandar udara memiliki TSR yang tinggi, namun terdapat kesenjangan yang tinggi dalam kinerja antar bandara diseluruh dunia (hingga 10x).Berdasarkan data tahun 2014 untuk bandara dengan jumlah penumpang lebih dari 50 juta dilihat dari peringkat profitabilitas (EBITDA per Passenger), menunjukkan posisi bandara di Indonesia berada di urutan ke tiga terbawah setelah Kuala Lumpur dan Mumbai dengan nilai EBITDA sebesar USD 3 atau setara Rp. 35.000 (kurs : 12.500)

Pada sisi yang lain, perkembangan industri pariwisata dalam negeri juga memberikan peluang peningkatan jumlah wisatawan yang menggunakan jasa penerbangan. Lebih lanjut, maskapai penerbangan asing masuk ke dalam negeri, menambah ramainya pasar penerbangan Indonesia. Persaingan maskapai penerbangan baik maskapai penerbangan asing maupun domestik menciptakan persaingan harga yang mendorong pemberlakuan konsep Low Cost Carrier (LCC). Pemberlakuan konsep tersebut akan semakin mendorong pertumbuhan penumpang dan maskapai penerbangan yang kemudian menjadikan industri penerbangan udara sebagai pilihan sarana transportasi antarwilayah yang lebih diminati.

Perkembangan industri penerbangan Indonesia juga akan semakin cerah dengan ikut sertanya Indonesia dalam World Route Airlines. Acara pertemuan global bagi pihak-pihak yang berkecimpung dalam industri penerbangan yang diadakan beberapa tahun sekali ini diikuti oleh lebih dari 110 negara. Dengan ikut sertanya Indonesia dalam acara tersebut, diharapkan lebih banyak maskapai penerbangan asing yang bekerjasama dan membuka rute penerbangan dari dan ke Indonesia.

Beberapa peluang yang menciptakan prospek usaha yang cemerlang bagi Angkasa Pura II sebagai berikut.1. Besarnya potensi pariwisata yang masih dapat

dikembangkan di Indonesia Kedepannya dapat berkembang penuh seperti halnya di Thailand. Upaya pemasaran pariwisata dapat dilakukan

The advantages of the airport business are: first, have a large number of fixed customers. Second, approaching monopoly, with limited substitution effect. Third, the high difficulty to get into this business, because airport business is a business with very strict regulations, takes a long time and high cost. Fourth, growth opportunities are influenced by the growth of movements driven by external factors.

Although the airport business has a high TSR, there is a high gap in performance between airports worldwide (up to 10x). Based on 2014 data for airports with more than 50 million passengers viewed from the profitability rating (EBITDA per Passenger) airports in Indonesia are in the bottom three after Kuala Lumpur and Mumbai with EBITDA value of USD 3 or equivalent to Rp. 35,000 (exchange rate: 12,500)

On the other hand, the development of the domestic tourism industry also provides an opportunity to increase the number of tourists using flight services. Furthermore, foreign airlines entering the country, adding to the bustling Indonesian aviation market. airlines competition both foreign and domestic airlines create price competition that encourage the implementation of the concept of Low Cost Carrier (LCC). The enactment of the concept will further encourage the growth of passengers and airlines which then make the air transport industry as a preferred means of transportation between areas of interest.

The development of Indonesian aviation industry will also be brighter with the participation of Indonesia in World Route Airlines. The global meeting for the aviation industry that is held every few years is attended by more than 110 countries. With the participation of Indonesia in the event, more foreign airlines are expected to cooperate and open routes to and from Indonesia.

Some of the opportunities which create an excellent business prospects for Angkasa Pura II as follows.1. The amount of tourism potential that can still be developed

in Indonesiaa In The future, it can be fully developed just like in Thailand. Tourism marketing efforts can be conducted in the West






di wilayah Indonesia Barat yang menyasar warga mancanegara Asia Tenggara kelas menengah-atas yang berlibur akhir pekan di Indonesia.

2. Peningkatan traffic penerbangan dan penumpang yang bersumber dari:a. Pembukaan rute domestik baru, diantaranya: KNO-

Denpasar, KNO-Balikpapan, KNO-Pontianak, PDG-Surabaya, Pontianak ke Medan, Bengkulu, Jambi, Pekanbaru.

b. Mendorong penerbangan rute internasional dari Australia/NZ menuju Asia/Eropa untuk transit di bandara CGK. Saat ini mayoritas penerbangan transit melalui bandara SIN (Changi).

c. Pemberlakuan MEA dan Open Sky Policy, dan penyelenggaraan event internasional seperti ASIAN games 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)APII 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 BaruSejalan 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 kebandar udaraan 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.

Indonesia region targeting Southeast Asian citizens of the upper middle class who take a weekend vacation in Indonesia.

2. Increasing flight and passenger traffic sourced from:a. The opening of new domestic routes, including: KNO-

Denpasar, KNO-Balikpapan, KNO-Pontianak, PDG-Surabaya, Pontianak to Medan, Bengkulu, Jambi, Pekanbaru.

b. Drive international flight route from Australia / NZ to Asia / Europe for transit at CGK airport. Currently the majority of transit flights are through SIN (Changi) airport.

c. Enforcement of MEA and Open Sky Policy, and organizing international events such as ASIAN games in Indonesia.

d. The company manages airports located in West Indonesia, where the economic development in this region is quite rapid, so it will naturally impact on the increase of the number of passengers.

3. Kualanamu Airport (KNO) ManagementAPII manages KNO airport which is the only 3 star SKYTRAX airport of Indonesia and has a large area of land, so that potential to be developed further (eg hotel, business area)

4. Acquiring New AirportIn line with core competencies, the company can increase its managed airport portfolio by acquiring new airports, for example: Banyuwangi. This acquisition aims to enlarge the corporation through the 3GB strategy of getting bigger

5. Potential development of CGK cargo businessCollaborated cargo management through a strategic partnership with CGK global partners who have had big names.

6. Technology to support airport operationsToday’s airport service technology has grown, such as: self-check-in kiosk, instant feedback system, real-time update on waiting time, indoor wayfinding, and big data. These technologies can / have been adopted by the company in order to increase customer satisfaction, to support the increase in revenues sourced from non-aero businesses







Tren Pengembangan Industri Bandar UdaraDalam pengembangan industri Bandar udara setidaknya ada lima faktor yang perlu diperhatikan agar arah pengembangan sesuai dengan trend pengembangan bandara-bandara lain di dunia. Kelima faktor tersebut, yaitu:

1. Airport Positioning atau kejelasan posisi suatu bandara. Kedepannya masing- masing bandara harus memiliki pembeda baik dengan sesama bandara di Angkasa Pura II ataupun bandara-bandara lain di dunia. Faktor pembeda suatu bandara dapat dikaji dari: posisi strategis dalam konteks geografi, keunikan pelayanan maupun kekuatan lingkungan atau daerah yang dapat memberikan nilai jual bagi bandara tersebut.

2. RetailTren menunjukkan bahwa keberadaan area perbelanjaan di bandara semakin penting. Hal ini didorong oleh tiga faktor, yaitu:

a. Bertambahnya dwell time Meningkatnya waktu tunggu dapat dimanfaatkan oleh bandara untuk menyediakan hal-hal yang dibutuhkan dan diinginankan penumpang, yang dapat menjadi pengalihan perhatian penumpang dalam menghadapi dwell time di bandara yang semakin lama.

b. Low Cost Carrier (LCC) Adanya peningkatan maskapai penerbangan berbiaya

rendah (Low Cost Carriers) di Eropa dan Amerika Serikat, dimana dalam maskapai berbiaya rendah tidak disediakan makanan gratis dalam penerbangan. Kondisi ini dapat menyebabkan meningkatnya pembelian makanan dan minuman di bandara.

c. Komposisi pelanggan Tarif penerbangan yang semakin terjangkau berdampak

pada komposisi pelanggan yang semakin bervariasi.

3. LogistikStrategi pengembangan logistik dapat dilakukan dengan cara :

• Investasi infrastruktur (membangun jalur transportasi: rel, jalan raya, pelabuhan, dsb) dan terus melakukan pembaharuan infrastruktur.

• Memastikan kapasitas memadai, terutama kapasitas stan kargo.

• Melakukan proyeksi kargo yang akurat sebagai dasar pelaksanaan investasi

• Membangun potensi pertumbuhan kargo internasional di Indonesia.

Industrial Airport Development TrendsIn the development of the airport industry there are at least five factors that need to be considered for the development direction in accordance with the development trend of other airports in the world. These five factors are:

1. Airport Positioning or clear position of an airport.In the future each airport should have a differentiator either with fellow airports in Angkasa Pura II or other airports in the world. Distinguishing factors of an airport can be studied from: strategic position in the geography context, service uniqueness or environmental strength or area that can provide selling value for the airport.

2. RetailTrends indicate that the presence of shopping areas at airports is increasingly important. This is driven by three factors, namely:a. Increased dwell time Increased waiting times can be

utilized by the airport to provide passengers with needed and passengers, which can be a passenger distraction in the face of dwell time at the longer airport.

b. Low Cost Carrier (LCC) There is an increase in low cost carrier (Low Cost Carriers)

in Europe and the United States, where in low-cost airlines are not provided free in-flight food. This condition can lead to increased purchases of food and beverages at airports.

c. The composition of the customer The more affordable flight rates have an impact on the

increasingly varied customer composition.

3. LogisticsLogistic development strategy can be done by:

• Infrastructure investment (building transport lines: railways, roads, ports, etc.) and continuing to update infrastructure.

• Ensure adequate capacity, especially the capacity of cargo booths.

• Conduct accurate cargo projections as a basis for investment implementation

• Build international cargo growth potential in Indonesia.

STRATEGI DAN PENGEMBANGAN USAHASTRATEGY AND BUSINESS DEVELOPMENT





4. Airport CityAirport City adalah sebuah visi untuk bandara di masa depan. Diameter sebuah airport city dapat membentang hingga 30 kilometer. Pusat kota terdiri dari bisnis-bisnisyang berhubungan denganindustri penerbangan. Diikuti juga oleh pembangunan area serbaguna yang berkaitan dengan bandara. Infrastruktur modern menjadi tulang punggung sebuah airport city. Infrastruktur ini terdiri dari jalur rel dan kereta cepat bandarayang menggunakan jaringan rel kereta berkecepatan tinggi.

5. Connected Airports Connected airports adalah konsep bandara yang terhubung

di masa depan.Pada tahun 2020 hingga seterusnya, era Internet of Things akan memungkinkan para pemangku kepentingan untuk saling terhubung. Hal-hal yang dapat mendorong era internet of things atau era digitalisasi yaitu penawaran digital & model bisnis , kapabilitas digital, dan infrastruktur digital

4. Airport CityAirport City is a vision for the airport in the future. The diameter of an airport city can extend up to 30 kilometers. The city center consists of business-related aviation industries. Followed also by the construction of a multipurpose area associated with the airport. Modern infrastructure is the backbone of an airport city. This infrastructure consists of rail and high-speed railways that use high-speed rail networks.

5. Connected AirportsConnected airports are the concept of a connected airport in the future. By 2020 onward, the Internet of Things era will allow stakeholders to connect. Things that can drive the era of the internet of things or the era of digitalization are digital offerings & business models, digital capabilities, and digital infrastructure


Positioning strategies, yang lebih jelas, dihubungkan dengan konteks bandara

Pertumbuhan Agresif melebihi Bisnis Inti Aero

Teknologi & Kemampuan Baru

Bandara TerdiferensiasiPositioning strategis setiap Bandara jelas

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Bandara TerhubungTransformasi Digital untuk efisiensi tinggi & Customer Experience







Strategi Perusahaan | Corporate Strategy

Strategi Perusahaan terbagi atas 3 (tiga) level sebagaimana piramida dibawah ini:The Company’s strategy is divided into 3 (three) levels as the pyramid below:

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 PortofolioUntuk 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.

a. Corporate level strategyThe 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 strategyThe company’s growth strategy includes organic and non-organic strategies. Organic strategy is done by maximizing existing business (core business and related business). Non-organic strategy is done through merger, acquisition or partnership

2. Portfolio StrategyFor 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.

STRATEGI KORPORASICORPORATE

STRATEGY

STRATEGI BISNISBUSINESS STRATEGY

STRATEGI FUNGSIFUNCTIONAL STRATEGY





• Airlines Memegang posisi yang sangat penting karena keberlangsungan bisnis kita sangat tergantung pada airlines. Airlines merupakan customer utama sehingga perlu untuk 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 perusahaanPerusahaan 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 perusahaanPerusahaan 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.

• 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 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 parenting strategy for subsidiaries is done through 3 things:

• Establish the subsidiary’s core businessBy 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 subsidiariesThe 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 subsidiariesThe 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.








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:

b. Business Level StrategyThe 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 world-class 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. 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.

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.

3. 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. • Pengembangan fasilitas pendukung di area milik

bandara seperti hotel, perkantoran, dsb. • Pengembangan area di sekitar bandara yang bukan

merupakan wilayah bandara sendiri.

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.

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.

3. 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.• Development of supporting facilities in airport-owned

areas such as hotels, offices, etc.• Development of the area around the airport which is

not an airport area alone.i.

NO BANDARA | AIRPORT STRATEGI | STRATEGY

1. Bandara Soekarno Hatta Menjadi Hub internasional utama (primary international country Hub) di tahun 2020Become a major international hub (primary international country Hub) in 2020

2. Bandara Kualanamu Menjadi Hub internasional kedua (secondary international country Hub) di tahun 2020Become the second international Hub (secondary international country Hub) in 2020

3. Bandara lainnya Mengembangkan fungsi sebagai bandara asal-tujuan (origin-destination)Developing function as an origin-destination airport¸





4. 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 RampingGuna 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 manusiaStrategi ini meliputi sistem manajemen SDM dengan mendorong budaya yang berorientasi kinerja dengan kapabilitas kelas dunia Keselamatan dan keamanan

4. Corporate Finance & In Organic growthPendanaan 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 inovatif yang perlu dilakukan antara lain melalui penerbitan bonds, penjajakan kerjasama baik lokal (local partnership) maupun global, terkait kerjasama operasional maupun

4. Optimizing the customer experience is done with the use of the latest technology that is integrated with each other so as to create certainty of time and process for the customer, with certainty of time and process at the airport can stimulate passenger spending dibandara. Increased passenger spending should be supported by 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 so as to improve passenger comfort

2. Agile and Lean OrganizationIn 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 resourcesThis strategy includes an HR management system by fostering performance-oriented culture with world-class capabilities. Safety and security

4. Corporate Finance & In Organic growthInnovative funding has a very important role as an enabler in the implementation of all investment plans in the company’s long-term 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 exploration of local and global partnership, related to operational cooperation and the establishment of subsidiaries for








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 PerubahanDengan 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.

several investment initiatives, the sale of non-core 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 securityTo 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. Change ManagementConsidering 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.

DAYA TARIK INDUSTRIIndustrial Attraction

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Kemampuan Perusahaan | Company Capability





STRATEGI | STRATEGY

KEBIJAKAN | POLICY KETERANGAN | DESCRIPTION

Market Penetration

Peningkatan pelayanan terhadap pasar saat ini, antara lain dengan peningkatan kapasitas terminal, optimalisasi proses operasional, otomatisasi, perbaikan metode collection, serta optimalisasi pelayanan garbarata

Improved services to the current market, among others, by increasing the terminal capacity, optimization of operational processes, automation, improvement of collection methods, and optimization of aviobridge service

Peningkatan kapasitas terminal telah dilakukan di hampir seluruh cabang APII, optimalisasi proses operasional dilakukan dengan digitalisasi dan otomatisasiIncreasing the capacity of the terminal has been carried out in almost all branches AP II, optimizing operational processes performed by digitization and automation

Market Development

Pengembangkan pasarbaru dengan layanan yang ada, dilakukan antara lain dengan dengan penambahan airline dan freighter baru (nasional/internasional), penambahan tenant dan partner strategis lainnya

The development of new markets with existing services, carried out among others by the addition of airlines and new freighter (national / international), the addition of tenants and other strategic partners

Terdapat penambahan airlines di beberapa cabang APIIThere are additional airlines in several branches of APII

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 with related technology to serve the current market, by developing a modern cargo terminal (bonded zone), developing integrated offices building, developing Check-in Lounge / CIP Lounge, e-kiosk, e-payment, e-commerce, and commercialization of ICT

Instalasi ekiosk, ecommerce di beberapa bandaraInstalling eciosk, ecommerce at several airports

Diversification Pengembangan airport training centre, aerospace park (Logistic), bisnis property/real estate pada aset-aset tanah di luar kawasan bandar udara

Development of airport training centre, aerospace park (Logistic), property / real estate business on land assets outside the airport area

Pendirian Training CenterEstablishment of Training Centre

PANGSA PASARSecara umum, industri bandara di Indonesia masih menunjukkan perkembangan dan peluang bisnis yang menggembirakan dibandingkan industri lainnya, akibat tidak adanya persaingan secara langsung. Hal ini juga didukung oleh meningkat kesadaran masyarakat akan kemudahaan akses layanan angkutan udara dan kebutuhan akan efisiensi waktu jarak tempuh perjalanan dengan kondisi geografis kepulauan berbanding perjalanan menggunakan angkutan darat atau laut. Menjawab peluang tersebut, tentu kemampuan Perusahaan perlu terus ditingkatkan untuk dapat bertumbuh berkelanjutan. Berdasarkan analisa posisi perusahaan, Perseroan berada pada posisi Grow/Invest.

Kesimpulan hasil analisa tersebut diperoleh dengan menilai daya tarik industri berdasarkan profitabilitas, pertumbuhan bisnis dan tingkat kompetisi industri bandar udara dibandingkan dengan industri lain di Indonesia. Sementara kemampuan Perusahaan dinilai berdasarkan kinerja keuangan dan keunggulan kompetitif Perusahaan. Dibandingkan dengan perusahaan sejenis di dunia, PT Angkasa Pura II (Persero) memiliki kinerja keuangan yang cukup baik, dengan nilai ROI 10% dan ROE 15%, berada pada posisi moderat dibandingkan dengan perusahaan sejenis (Changi, Incheon, Memphis, Kuala Lumpur, dan Beijing).

Sedangkan terhadap pencapaian nilai CSI (Customer Satisfaction Index), PT Angkasa Pura II (Persero) mendapatkan skor penilaian sebesar 4.3 (Korporat) dan 4.22 (BSH).

STRATEGI PEMASARAN Untuk meningkatkan pendapatan usaha, telah dilakukan beberapa strategi sebagai berikut.

MARKET SHAREIn general, the airport industry in Indonesia still shows encouraging business development and opportunities compared to other industries, due to the lack of direct competition. This is also supported by increased public awareness of the accessibility of air transport services and the need for efficient travel mileage with geographical conditions of the islands compared to travel by land or sea transport. Answering these opportunities, the ability of the Company should continuously improved in order to grow sustainably. Based on the analysis of the Company’s position, the Company is in a Grow / Invest position.

The conclusion of the analysis results is obtained by assessing industry attractiveness based on profitability, business growth and airport industry competition level compared to other industries in Indonesia. While the Company’s ability is assessed based on our financial performance and competitive advantage.Compared to similar companies in the world, PT Angkasa Pura II (Persero) has a good financial performance, with a 10% ROI and a 15% ROE, which is in a moderate position compared to its peers (Changi, Incheon, Memphis, Kuala Lumpur, and Beijing).

While on the achievement of value CSI (Customer Satisfaction Index), PT Angkasa Pura II (Persero) to get a score rating of 4.3 (Corporate) and 4:22 (BSH

MARKETING STRATEGYTo increase business revenues, several strategies have been undertaken as follows.

ASPEK PEMASARANMARKETING ASPECT






Sejalan dengan hal tersebut, 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;

In line with such matter, the Company continues to implement and support government policies and programs in the field of economy and development by carrying out business services of hospitality and other related businesses in accordance with the Company’s Articles of Association. In order to fulfill the obligations that have been mandated by the government and as a form of effort to encourage national economic growth, the Company has made various efforts such as:a. Provision, operation and development of facilities for landing,

takeoff, parking and storage services of aircrafts;

b. Provision, operation and development of terminal facilities for passenger, cargo and post transport services;

c. Provision, operation and development of electronic, navigation, electricity, and water facilities, as well as waste disposal installations;

d. Provision of aviation services;

e. Provision of land for buildings, fields and industrial estates, as well as buildings that are related to the flow of air transport;

f. Provision of education and training consultancy services that are related to the airport;

TINJAUAN OPERASIONAL PER SEGMEN USAHAOPERATIONAL 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.

Air transport facilities have been considered to be very effective and time-efficient especially for the geographical situation of as a vast archipelagic country. Along with the increasing purchasing power of society and acceleration of national economic growth, the need for air transportation will also increase.





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 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 2017 mempunyai 14 kantor cabang yang masing-masing berkedudukan di bandar udara (bandara) yang dikelolaPerseroan 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. Bandara Banyuwangi (Banyuwangi).

g. The provision of services that directly support the activities of aviation business which includes the provision of aircraft hangars, aircraft maintenance, warehousing, aircraft catering services, aircraft ground handling technical services, passenger and baggage services, cargo handling services and other supporting services that directly support aviation activities;

h. Provision of services that directly or indirectly support the airport activities, including the provision of accommodations/ hotels, shop and restaurant supply services, motor vehicle placement services, aviation-related leisure services, aerospace exhibitions, general maintenance services and other services that directly or indirectly support the airport activities.

The Company is located and has a headquarter at Soekarno- Hatta Airport, Tangerang, Banten Province. As of 2017, the Company has 14 branch offices, each located at the airports managed by the Company, namely:

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 Pariaman;

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. Bandara Banyuwangi (Banyuwangi).

TINJAUAN OPERASIONAL PER SEGMEN USAHAOPERATIONAL REVIEW PER BUSINESS SEGMENT






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

KINERJA OPERASI PER SEGMEN USAHA OPERATIONAL PERFORMANCE PER BUSINESS SEGMENT

SEGMEN USAHA AERONAUTIKAUsaha Aeronautika merupakan bidang usaha kebandarudaraan yang menyediakan pelayanan jasa antara lain: pelayanan jasa penumpang pesawat udara (PJP2U), pelayanan jasa pendaratan, pelayanan jasa penempatan, pelayanan jasa parking surcharge, pelayanan jasa pemakaian aviobridge dan Pelayanan jasa konter.

Aeronautical Business is airport business which provides services such as: air passenger service (PJP2U), landing service, placement service, parking surcharge service, aviation service usage and

counter service.





KINERJA OPERASI PER SEGMEN USAHA OPERATIONAL PERFORMANCE PER BUSINESS SEGMENT

SEGMEN USAHA KARGOUsaha Kargo merupakan bidang usaha kebandarudaraan yang menyediakan pelayanan jasa fasilitas pengiriman

barang.

Cargo business is a business eld of airport services that provides goods delivery facility services.

SEGMEN USAHA NON AERONAUTIKAUsaha non aeronautika merupakan bidang usaha kebandarudaraan yang menyediakan pelayanan jasa penunjang penerbangan antara lain: jasa sewa ruang, sewa gudang, sewa tanah, sewa tanah diperkeras, reklame, konsesi, throughput fee,

parkir kendaraan, dan utilities.

Non-aeronautics business segment is a service that supports ight activity. Several types of non-aeronautics revenues include the leasing of space, warehouse, land and hardened land, billboards,

concessions, throughput fees, vehicle parking and utilities.






KINERJA SEGMEN USAHA JASA AERONAUTIKAPERFORMANCE OF AERONAUTICS SERVICE BUSINESS SEGMENT

Usaha Aeronautika merupakan bidang usaha kebandarudaraan yang menyediakan pelayanan jasa antara lain: pelayanan jasa penumpang pesawat udara (PJP2U), pelayanan jasa pendaratan, pelayanan jasa penempatan, pelayanan jasa parking surcharge, pelayanan jasa pemakaian aviobridge dan Pelayanan jasa konter.

Aeronautical Business is airport business which provides services such as: air passenger service (PJP2U), landing service, placement service, parking surcharge service, aviation service usage and counter service.

“

Laba bersih (laba tahun berjalan) segmen jasa aeronautika tahun 2017 mencapaiNet profit (current year profit) of the aeronautika service segment in 2017 reached Miliar | Billion

Rp1.162,67






Produksi Jasa AeronautikaProduksi jasa aeronautika merupakan produksi atas pelayanan langsung terhadap kegiatan Penerbangan. Pelayanan tersebut antara lain Pelayanan Jasa Pendaratan, Penempatan, dan Penyimpanan Pesawat Udara (PJP4U), Pelayanan Jasa Penumpang Pesawat Udara (PJP2U), Pemakaian Garbarata (Aviobridge), dan Pemakaian Konter. Capaian produksi aeronautika perusahaan pada Tahun 2017 dapat dilihat pada tabel berikut ini:

Tabel Produksi Segmen Usaha Jasa Aeronautika

Secara umum, realisasi kinerja produksi jasa aeronautika tahun 2017 mencapai lebih tinggi baik terhadap realisasi kinerja produksi jasa aeronautika tahun 2016 maupun terhadap target yang ditetapkan pada tahun berjalan. Secara komposisi, pencapaian kinerja jasa aeronautika dikontribusi oleh pertumbuhan kinerja pelayanan pendaratan sebesar 6%, pertumbuhan kinerja pelayanan penumpang sebesar 10%, pertumbuhan kinerja pelayanan pemakaian aviobridge sebesar 31% dan pertumbuhan kinerja pelayanan pemakaian konter sebesar 9%.

Production of Aeronautics ServiceAeronautical service production is the production of direct services to Aviation activities. These services include Landing Service, Placement and Aircraft Storage (PJP4U), Aircraft Passenger Service (PJP2U), Garbarata (Aviobridge) Use, and Counter Use. The achievement of aeronautical production company in the Year 2017 can be seen in the following table:

Table of Aeronautics Service Production

In general, the actual performance of aeronautical service production in 2017 is higher than the actual performance of aeronautical service production in 2016 and against the targets set in the current year. In composition, the achievement of aeronautical service performance is contributed by the growth of 6% landing service performance, 10% passenger service performance growth, 31% service utilization rate of aviobridge service and 9% service performance service growth.

Laba (Rugi) Jasa AeronautikaProfit (Loss) on

Aeronautical Services(dalam miliar Rupiah | in billion Rupiah)

2017

418.48

1,162.67

2016

Uraian SatuanRealisasi RKAP

2017REALISASI

2017ACHIEVE

2017

Growth

2015 2016 2016-2015 2017-2016

1 2 3 4 5 6 76:5

8(4-3):3

9(6-4):4

Pelayanan Pendaratan

Domestik Ton 26,003,573 31,720,115 33,009,298 33,804,366 102% 22% 7%

Internasional Ton 10,217,040 9,435,181 9,973,104 9,944,672 100% -8% 5%

Jumlah Ton 36,220,613 41,155,296 42,982,402 43,749,038 102% 14% 6%

Pelayanan Penumpang

Domestik Pax 33,027,630 36,406,686 37,443,153 39,898,250 107% 10% 10%

Internasional Pax 7,850,017 8,340,701 8,464,671 9,232,196 109% 6% 11%

Jumlah Pax 40,877,647 44,747,387 45,907,824 49,130,446 107% 9% 10%

Pemakaian Aviobridge

Domestik Pes 206,777 259,104 323,588 351,227 109% 25% 36%

Internasional Pes 79,378 81,244 85,948 93,951 109% 2% 16%

Jumlah Pes 286,155 340,348 409,536 445,178 109% 19% 31%






1. Pelayanan Jasa Pendaratan, Penempatan, dan Penyimpanan Pesawat Udara (PJP4U)

PJP4U Pelayanan PJP4U Domestik tercapai 2% di atas RKAP dan pelayanan Internasional tercapai sebesar RKAP, dikarenakan adanya penambahan frekuensi Penerbangan di beberapa kantor cabang.

Kinerja pelayanan Pendaratan tahun 2017 mencapai 43.749.038 ton, atau 6% terhadap kinerja pelayanan pendaratan tahun 2016 sebesar 41.155.296 ton. Secara komposisi, kinerja tersebut didukung oleh pencapaian pelayanan pendaratan domestik sebesar 33.804.366 ton (tumbuh 7%) dan pelayanan pendaratan internasional sebesar 9.944.672 ton (tumbuh 5%).

2. Pelayanan Jasa Penumpang Pesawat Udara (PJP2U)

Pelayanan penumpang domestik tercapai 7% di atas RKAP dan pelayanan penumpang internasional tercapai 9% di atas RKAP, hal ini disebabkan karena peningkatan produksi sebagai dampak dari penambahan frekuensi penerbangan di beberapa kantor cabang.

Kinerja pelayanan penumpang tahun 2017 mencapai 49.130.446 pax, atau 10% terhadap kinerja pelayanan penumpang tahun 2016 sebesar 44.747.387 pax. Secara komposisi, kinerja tersebut didukung oleh pencapaian pelayanan penumpang domestik sebesar 39.898.250 pax (tumbuh 10%) dan pelayanan penumpang internasional sebesar 9.232.196 pax (tumbuh 11%).

1. Aircraft Landing, Placement and Storage Service (PJP4U)

PJP4U Domestic PJP4U service achieved

2% above RKAP and International service is reached RKAP, due to the addition of Flight frequency in some branch offices.

Landing service performance in 2017 reached 43,749,038 tons, or 6% of landing service performance in 2016 amounted to 41,155,296 tons. In composition, the performance is supported by the achievement of domestic landing service of 33,804,366 tons (7% growth) and international landing service of 9,944,672 tons (5% growth).

2. Pelayanan Jasa Penumpang Pesawat Udara (PJP2U)

Domestic passenger service is 7% above RKAP and international passenger service is 9% above RKAP, this is due to increased production as a result of additional flight frequency in some branch offices.

Performance of passenger service in 2017 reached 49,130,446 pax, or 10% to the performance of passenger service in 2016 amounted to 44,747,387 pax. In composition, the performance is supported by the achievement of domestic passenger service amounted to 39,898,250 pax (10% growth) and international passenger service of 9,232,196 pax (grew 11%).


Produksi Pelayanan PendaftaranProduction of Registration Services(dalam Ton | in Ton)

Produksi Pelayanan PenumpangProduction of Passenger Service(dalam Pax | in Pax)

2017

2017

41,155,296

44,747,387

43,749,038

49,130,446

2016

2016





3. Pemakaian Garbarata (Aviobridge) Pemakaian garabarata domestik tercapai

9% di atas RKAP dan pemakaian garbarata internasional tercapai 9% di atas RKAP dikarenakan adanya peningkatan pemakaian garbarata dibeberapa kantor cabang.

Kinerja pemakaian aviobridge tahun 2017 mencapai 445.178 pes, atau 31% terhadap kinerja pemakaian aviobridge tahun 2016 sebesar 340.348 pes. Secara komposisi, kinerja tersebut didukung oleh pencapaian pemakaian aviobridge domestik sebesar 351.227 pes (tumbuh 36%) dan pelayanan pemakaian aviobridge sebesar 93.951 pes (tumbuh 16%).

4. Pemakaian Konter Pemakaian konter domestik tercapai

8% di atas RKAP dan pemakaian konter internasional tercapai 9% di atas RKAP. Hal ini dikarenakan adanya penambahan frekuensi penerbangan dibeberapa kantor cabang.

Kinerja pemakaian konter tahun 2017 mencapai 53.687.433 pax, atau 9% terhadap kinerja pemakaian konter tahun 2016 sebesar 49.095.406 pax. Secara komposisi, kinerja tersebut didukung oleh pencapaian pemakaian konter domestik sebesar 44.358.790 pax (tumbuh 9%) dan pemakaian konter internasional sebesar 9.328.643 pax (tumbuh 10%).

Pendapatan Usaha Jasa AeronautikaPendapatan usaha segmen jasa aeronautika tahun 2017 mencapai Rp5,02 triliun, tumbuh Rp989,74 miliar atau sebesar 24,57% terhadap pendapatan usaha segmen jasa aeronautika tahun 2016 sebesar Rp4,03 triliun. Pendapatan usaha segmen jasa aeronautika memberikan kontribusi terhadap total pendapatan usaha Perseroan sebesar 61,88%.

3. Use of Aviobridge Domestic garabarata usage is 9% above

RKAP and international garbarata usage is 9% above RKAP due to the increase of garbarata usage in some branch offices.

Aviobridge performance in 2017 reached 445,178 pes, or 31% of aviobridge performance in 2016 of 340,348 pes. In composition, the performance is supported by the achievement of domestic aviobridge usage of 351,227 pes (36% growth) and aviation service utilization of 93,951 pes (16% growth).

4. Use of Counter Domestic counter usage is 8% above

RKAP and international counter usage is 9% above RKAP. This is due to the addition of flight frequencies in several branch offices.

Performance usage counter 2017 reached 53,687,433 pax, or 9% to the performance of usage counter 2016 amounted 49,095,406 pax. In composition, the performance is supported by the achievement of domestic counter usage of 44,358,790 pax (9% growth) and international counter usage of 9,328,643 pax (10% growth).

Revenue from Aeronautical ServicesThe revenues of the aeronautics services business segment in 2017 reached Rp5.02 trillion, growing Rp989.74 billion or 24.57% of the total revenues for the aeronautical service segment in 2016 of Rp4.03 trillion. The aeronautical segment services revenue contributed to the Company’s total revenues of 61.88%.


Produksi Pemakaian Garbarata (Aviobridge)

Production of Aviobridge usage

(dalam Pes | in Pes)

Produksi Pemakaian Konter

Production use Counter(dalam Pax | in Pax)

2017

2017

340,348

49,095,406

445,178

53,687,433

2016

2016






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

Kantor Pusat/CabangHead Office / Branch

2017 2016Pertumbuhan | Growth

Nominal %

Soekarno-Hatta 3.448,36 2.714,75 733,62 27,02%

Kualanamu 679,98 625,04 54,94 8,79%

Halim Perdanakusuma 189,61 161,40 28,20 17,47%

Kantor pusat 0,00 0,00 0,00 0,00%

Sultan Mahmud Badaruddin II 132,33 111,36 20,96 18,83%

Sultan Syarif Kasim II 120,05 105,51 14,53 13,77%

Minangkabau 98,79 85,73 13,05 15,22%

Husein Sastranegara 124,72 78,67 46,06 58,55%

Supadio 83,83 62,92 20,91 33,23%

Depati Amir 29,83 22,87 6,96 30,42%

Sultan Thaha 69,80 26,48 43,31 163,54%

Sultan Iskandar Muda 32,29 27,41 4,88 17,82%

Raja Haji Fisabilillah 7,60 5,90 1,69 28,71%

Silangit 1,44 0,82 0,62 75,37%

TOTAL 5.018,62 4.028,88 989,74 24,57%

Peningkatan pendapatan paling signifikan terdapat di Bandara Soekarno-Hatta (Tangerang) sebesar Rp733,62 miliar (27,02%), Bandara Kualanamu (Deli Serdang) sebesar Rp54,94 miliar (8,79%), dan Bandara Husein Sastranegara sebesar Rp46,06 miliar (58,55%).

Secara komposisi, pendapatan usaha jasa aeronautika 3 terbesar dikontribusi oleh Bandara Soekarno-Hatta sebesar Rp3,45 triliun (68,71%), Bandara Kualanamu sebesar Rp679,98 miliar (13,55%) dan Bandara Halim Perdanakusuma sebesar Rp189,61 miliar (3,78%).

The most significant revenue increase was at Soekarno-Hatta Airport (Tangerang) of Rp733.62 billion (27.02%), Kualanamu Airport (Deli Serdang) of Rp54.94 billion (8.79%), and Husein Sastranegara Airport Rp46, 06 billion (58.55%).

In composition, the largest aeronautical service business revenue was contributed by Soekarno-Hatta Airport of Rp3.45 trillion (68.71%), Kualanamu Airport of Rp679.98 billion (13.55%) and Halim Perdanakusuma Airport of Rp189.61 billion 3.78%).

Profitabilitas Jasa AeronautikaLaba bersih (laba tahun berjalan) segmen jasa aeronautika tahun 2017 mencapai Rp1.162,67 miliar, meningkat sebesar Rp744,19 miliar atau 177,83% terhadap laba bersih segmen jasa aeronautika tahun 2016 sebesar Rp418,48 miliar. Kontribusi laba bersih dari segmen jasa aeronautika terhadap laba bersih Perseroan tahun 2017 sebesar 57,85%, lebih tinggi dibandingkan Kontribusi laba bersih dari segmen jasa aeronautika tahun 2016 sebesar 21,57%.

Profitabilitas segmen jasa aeronautika berdasarkan net profit margin (margin laba bersih) tahun 2017 sebesar 23,17%, lebih tinggi dibandingkan net profit margin tahun 2016 sebesar 10,39%.

Profitability of Aeronautical ServicesNet profit (current year profit) of the aeronautics service segment in 2017 reached Rp1,162.67 billion, an increase of Rp744.19 billion, or 177.83%, against the net profit of the aeronautics service segment in 2016 of Rp418.48 billion. Contribution of net profit from the aeronautical service segment to the net profit of the Company in 2017 amounted to 57.85%, higher than net profit contribution from the aeronautics service segment in 2016 of 21.57%.

Profitability of aeronautical service segment based on net profit margin (2017 net profit margin) of 23.17%, higher than net profit margin of 2016 of 10.39%.


Laba (Rugi) Jasa AeronautikaProfit (Loss) on Aeronautical Services(dalam miliar Rupiah | in billion Rupiah)

2017

418.48

1,162.67

2016





KINERJA SEGMEN USAHA JASA NON-AERONAUTIKANON-AERONAUTICS SERVICE BUSINESS SEGMENT

Usaha non aeronautika merupakan bidang usaha kebandarudaraan yang menyediakan pelayanan jasa penunjang penerbangan antara lain: jasa sewa ruang, sewa gudang, sewa tanah, sewa tanah diperkeras, reklame, konsesi, throughput fee, parkir kendaraan, dan utilities.

Non-aeronautics business segment is a service that supports flight activity. Several types of non-aeronautics revenues include the leasing of space, warehouse, land and hardened land, billboards, concessions, throughput fees, vehicle parking and utilities.

“

Laba bersih (laba tahun berjalan) segmen jasa non-aeronautika tahun 2017 mencapaiNet profit (current year profit) of the non-aeronautika service segment in 2017 reached

Triliun | Trillion

Rp1.69






Produksi Jasa Non Aeronautika Secara umum, realisasi kinerja produksi jasa non aeronautika tahun 2017 menunjukkan peningkatan terhadap realisasi kinerja produksi jasa aeronautika tahun 2016. Secara komposisi, pencapaian kinerja jasa non aeronautika dikontribusi oleh kinerja jasa sewa-sewa dengan pertumbuhan negatif sebesar 3,85%, kinerja jasa reklame dengan pertumbuhan sebesar 136,87%, kinerja jasa konsesi dengan pertumbuhan sebesar 6,87%, kinerja jasa throughput fee dengan pertumbuhan negatif sebesar 17,97%, kinerja jasa parkir kendaraan dengan pertumbuhan sebesar 4,72% dan kinerja jasa utilities dengan pertumbuhan sebesar 5,52%. Capaian produksi non aeronautika pada Tahun 2017 dapat dilihat sebagaimana tabel berikut:

Tabel Produksi Segmen Usaha Jasa Non Aeronautika

Production of Non-Aeronautics ServiceIn general, the realization of non-aeronautical services production performance in 2017 showed an increase in the actual production performance of aeronautical services in 2016. In the composition, the achievement of non-aeronautical services performance contributed by the performance of services of rents with a negative growth of 3.85%, the performance of advertisement services with growth of 136.87%, concession service performance with 6.87% growth, service throughput fee performance with negative growth of 17.97%, vehicle parking service performance with growth of 4.72% and utilities service performance with growth of 5 , 52%. The achievement of non aeronautical production in the Year 2017 can be seen as the following table:

Production Table of Non-Aeronautical Service Business Segment


Uraian SatuanRealisasi RKAP

2017REALISASI

2017ACHIEVE

2017

Growth

2015 2016 2016-2015 2017-2016

1 2 3 4 5 6 76:5

8(4-3):3

9(6-4):4

Sewa-sewa

Sewa Ruang M² 1,621,243 1,601,044 1,506,502 1,543,703 102% -1% -4%

Sewa Gudang M² 692,909 761,022 764,019 798,345 104% 10% 5%

Sewa Tanah M² 39,480,825 39,032,769 38,242,114 37,596,135 98% -1% -4%

Sewa Tanah Diperkeras M² 1,444,689 1,638,673 1,558,858 1,439,747 92% 13% -12%

Reklame M² 43,858 36,550 119,466 86,575 72% -17% 137%

Konsesi Rp. 000 10,134,397 13,756,594 10,763,876 14,702,155 137% 36% 7%

Throughput Fee Ribu Ltr 3,592,439 5,835,739 4,571,986 4,787,020 105% 62% -18%

Parkir Kendaraan

Parkir Mobil Lbr 24,243,050 27,581,888 30,244,049 28,937,139 96% 14% 5%

Parkir Motor Lbr 8,965,760 10,091,159 10,298,631 10,514,623 102% 13% 4%

Utilities

Sewa Listrik Kwh 74,104,674 76,552,475 87,963,815 81,049,391 92% 3% 6%

Sewa Air M³ 1,638,240 1,689,771 1,988,817 1,512,475 76% 3% -10%

Sewa Telepon Pes 6,757 6,399 5,978 3,002 50% -5% -53%





Pencapaian produksi non aeronautika selama Tahun 2017 adalah sebagai berikut:

1) Realisasi produksi sewa ruang terealisasi 2% di atas RKAP, dikarenakan adanya realisasi 4 (empat) bulan penagihan Garuda Lounge T3 pada bulan Desember.

2) Realisasi produksi sewa gudang terealisasi 4% di atas RKAP, hal ini dikarenakan adanya perubahan pola kerjasama di Bisnis Kargo yang awalnya sewa tanah diperkeras menjadi revenue sharing dan produksinya diakui menjadi sewa gudang.

3) Realisasi produksi sewa tanah terealisasi 98% dari RKAP, sebagai dampak dari belum terealisasinya penagihan sewa tanah seluas 10.000 m² kepada Pertamina karena masih dalam proses negosiasi perpanjangan kerjasama di PNK.

4) Realisasi produksi sewa tanah diperkeras terealisasi 92% dari RKAP dikarenakan adanya perubahan pola kerjasama di kargo yang awalnya sewa tanah diperkeras menjadi revenue sharing dan produksinya diakui menjadi sewa gudang.

5) Realisasi produksi reklame mengalami pertumbuhan sebesar 137% dari Tahun 2016 dan terealisasi 72% dari RKAP, tidak tercapainya produksi reklame dikarenakan belum tuntasnya pembangunan fasilitas penempatan media di T3 sehingga menyebabkan penerapan MAG PT Pixel Komunitas di T3 CGK baru ditagihkan di bulan Agustus 2017 (ditargetkan per Januari 2017) serta belum dapat digunakannya sebagian media outdoor T3.

6) Realisasi produksi konsesi mengalami pertumbuhan sebesar 7% dari Tahun 2016 dan terealisasi 37% di atas RKAP dikarenakan:

• Adanya penyesuaian (kenaikan) MOB kepada GMF dan ACS.

• Realisasi penagihan money changer T3 Internasional.

• Adanya perubahan pola kerjasama kargo (revenue sharing) sehingga mampu meningkatkan pencapaian pendapatan konsesi, di saat melesetnya target pengoperasian T3 Internasional.

7) Realisasi throughput fee tercapai 5% di atas RKAP, dikarenakan terdapat realisasi penagihan throughput fee internasional periode jasa April - Desember 2016 kepada Pertamina di CGK dan realisasi penagihan throughput fee periode Desember 2016 pada bulan Januari 2017 di PDG.

8) Realisasi produksi parkir mobil mengalami pertumbuhan sebesar 5% dari Tahun 2016 dan terealisasi 96% dari RKAP dikarenakan berkurangnya space/area parkir kendaraan dampak dari pekerjaan Sky Train/APMS di Bandara Soekarno Hatta. Sedangkan parkir motor tercapai 2% di atas RKAP, dikarenakan adanya peningkatan pengguna transportasi online.

The achievements of non-aeronautical production during the Year 2017 are as follows:

1) Lease space realization is 2% above RKAP, due to the realization of 4 (four) months of collection of Garuda Lounge T3 in December.

2) Realized production of warehouse rental is realized 4% above RKAP, this is due to the change of cooperation pattern in Cargo Business which initially rent the hardened land into revenue sharing and its production is recognized as warehouse lease.

3) Realized production of land lease realized 98% of RKAP, as the impact of unrealized 10,000 m² land lease billing to Pertamina as it is still in the process of negotiating the extension of cooperation in PNK.

4) Realization of hardened land lease production was realized 92% of RKAP due to the change in cooperation pattern in cargo which initially leased land hardened to revenue sharing and its production is recognized as warehouse lease.

5) The realization of billboard production experienced a growth of 137% from 2016 and realized 72% of RKAP, unachieved production is due to the unfinished construction of media placement facility in T3 causing the application of MAG PT Pixel Komunitas in T3 CGK can be billed in August 2017 ( targeted as of January 2017) and can not use most of the outdoor media T3.

6) Actual concession production grew by 7% from 2016 and realized 37% above RKAP due to:

• There is an adjustment (increase) of MOB to GMF and ACS.

• Realization of international T3 money changer billing.

• There is a change in the pattern of cargo cooperation (revenue sharing) so as to increase the achievement of concession income, in the event of missed target of T3 International operation.

7) Realization of throughput fee is 5% above RKAP, due to realization of international fee throughput fee for service period April - December 2016 to Pertamina in CGK and realization of charge throughput fee period of December 2016 in January 2017 in PDG.

8) Realization of car parking production grew by 5% from year 2016 and realized 96% of RKAP due to reduced space / vehicle parking area impact of Sky Train / APMS work at Soekarno Hatta Airport. While motorcycle parking is 2% above RKAP, due to the increase of online transportation users.







9) Realisasi produksi pemakaian listrik, air, dan telepon terealisasi di bawah RKAP. Produksi sewa listrik terealisasi 92% dari RKAP, sewa air terealisasi sebesar 76% dari RKAP, dan sewa telepon terealisasi sebesar 50% dari RKAP. Hal ini dikarenakan:

• Realisasi pemakaian listrik di terminal baru di CGK lebih rendah dari yang ditargetkan (berdasarkan pemakaian rata-rata di terminal lama), dengan selisih rata-rata 15.000kwh per bulan.

• Pengoperasian tenant khususnya F&B Terminal 3 Internasional masih belum optimal, disebabkan infrastruktur yang tidak terpenuhi pembangunannya sampai dengan waktu yang diperjanjikan.

• Produksi telepon terealisasi di bawah RKAP karena sebagian besar kantor cabang telah mengalihkan pelayanan telepon kepada PT APS sebagai salah satu bisnis ICT dan adanya pengurangan pemakaian telepon di beberapa bandara yang masih mengelola pelayanan telepon.

9) Actual production of electricity, water and telephone use is realized under RKAP. Electrical rental production was realized 92% of RKAP, water rental realized amounted to 76% of RKAP, and lease the phone realized by 50% of RKAP. This due to:

• Actual usage of electricity at new terminal in CGK is lower than targeted (based on average usage in the old terminal), with an average difference of 15.000kwh per month.

• The operation of tenants, especially F & B Terminal 3 International, is still not optimal, due to unmet infrastructure construction until the agreed time.

• Phone production is realized under the RKAP as most branch offices have transferred telephone services to PT APS as one of the ICT businesses and the reduction of telephone usage at several airports that still manage telephone service

Pendapatan Usaha Jasa Non AeronautikaPendapatan usaha segmen jasa non aeronautika tahun 2017 mencapai Rp2,83 triliun, meningkat Rp391,40 miliar atau 16,03% terhadap pendapatan usaha segmen jasa non aeronautika tahun 2016 sebesar Rp2,44 triliun. Pendapatan usaha segmen jasa non aeronautika memberikan kontribusi terhadap total pendapatan usaha Perseroan sebesar 34,92%.

Pendapatan Non Aeronautika Per Bandara (dalam miliar rupiah)

Revenues of Non-Aeronautics ServiceSegment operating income of non-aeronautical services in 2017 reached Rp2,83 trillion, an increase Rp391,40 billion, or 16.03% of operating revenues non-aeronautical services segment in 2016 amounted to Rp2,44 trillion. Non-aeronautical segment services revenue contributed to the Company’s total revenue of 34.92%.

Non-Aeronautical Revenues Per Airport (in billion rupiah)



Nominal %

Soekarno-Hatta 2.122,51 1.560,53 561,99 36,01

Kualanamu 166,22 159,88 6,35 3,97

Halim Perdanakusuma 80,86 86,21 (5,35) (6,20)

Kantor pusat 2,24 299,88 (297,64) (99,25)

Sultan Mahmud Badaruddin II 52,94 48,72 4,22 8,66

Sultan Syarif Kasim II 41,70 37,81 3,88 10,27

Minangkabau 26,11 18,99 7,13 37,53

Husein Sastranegara 25,65 19,03 6,62 34,77

Supadio 32,44 28,07 4,37 15,55

Depati Amir 16,98 10,38 6,60 63,53

Sultan Thaha 22,12 19,35 2,76 14,28

Sultan Iskandar Muda 8,83 6,94 1,89 27,17

Raja Haji Fisabilillah 4,83 4,41 0,42 9,58

Silangit 1,06 0,36 0,71 198,96

TOTAL 2.604,50 2.300,56 303,94 13,21






Peningkatan pendapatan paling signifikan terdapat di Bandara Soekarno-Hatta (Tangerang) sebesar Rp561,99 miliar (tumbuh 36,01%), Bandara Minangkabau sebesar Rp7,13 miliar (tumbuh 37,53%), dan Bandara Husein Sastranegara sebesar Rp6,62 miliar (tumbuh 34,77%).

Secara komposisi, pendapatan usaha jasa non aeronautika 3 terbesar dikontribusi oleh Bandara Soekarno-Hatta sebesar Rp2,12 triliun (81,49%), Bandara Kualanamu sebesar Rp166,22 miliar (6,38%) dan Bandara Halim Perdanakusuma sebesar Rp80,86 miliar (3,10%).

The most significant revenue increase was at Soekarno-Hatta Airport (Tangerang) of Rp561.99 billion (grew 36.01%), Minangkabau Airport by Rp7.13 billion (37.53%), and Husein Sastranegara Airport Rp6.62 billion (grew 34.77%).

In composition, the largest non-aeronautical service revenues were contributed by Soekarno-Hatta Airport of Rp2.12 trillion (81.49%), Kualanamu Airport of Rp166.22 billion (6.38%) and Halim Perdanakusuma Airport Rp80.86 billion (3.10%).

Profitabilitas Jasa Non AeronautikaLaba bersih (laba tahun berjalan) segmen jasa non aeronautika tahun 2017 mencapai Rp1,69 triliun, meningkat sebesar Rp77,90 miliar atau 4,83% terhadap laba bersih segmen jasa non aeronautika tahun 2016 sebesar Rp1,61 triliun. Kontribusi laba bersih dari segmen jasa non aeronautika terhadap laba bersih Perseroan tahun 2017 sebesar 84,15%, lebih tinggi dibandingkan Kontribusi laba bersih dari segmen jasa non aeronautika tahun 2016 sebesar 83,15%.

Profitabilitas segmen jasa non aeronautika berdasarkan net profit margin (margin laba bersih) tahun 2017 sebesar 153,99%, lebih tinggi dibandingkan net profit margin tahun 2016 sebesar 142,59%.

Non-Aeronautical Services ProfitabilityThe net profit (profit for the year) non-aeronautical services segment in 2017 reached Rp1.69 trillion, an increase of Rp77,90 billion, or 4.83% on the net income of non aeronautical services segment in 2016 amounted to Rp1,61 trillion. Contribution of net profit from the non-aeronautical service segment to the net profit of the Company in 2017 amounted to 84.15%, higher than the contribution of net profit from the non-aeronautical service segment in 2016 of 83.15%.

The profitability of the non-aeronautical service segment based on net profit margin (2017) is 153.99%, higher than the net profit margin of 2016 of 142.59%.


Laba (Rugi) Jasa Non Aeronautika

Profit (Loss) on Non-Aeronautical Services

(dalam miliar Rupiah | in billion Rupiah)

2017

1,613.39

1,691.29

2016






KINERJA SEGMEN USAHA JASA KARGOCARGO SERVICES BUSINESS SEGMENT

Usaha Kargo merupakan bidang usaha kebandarudaraan yang menyediakan pelayanan jasa fasilitas pengiriman barang. Cargo business is a business field of airport services that provides goods delivery facility services.

“

Laba bersih (laba tahun berjalan) segmen jasa kargo tahun 2017 mencapaiNet profit (current year profit) of the cargo service segment in 2017 reached

Miliar | Billion

Rp126.5





KINERJA SEGMEN USAHA JASA KARGOCARGO SERVICES

Produksi Pelayanan Jasa Kargo Kinerja produksi pelayanan kargo tahun 2017 mencapai 849.804 ton, dengan kenaikan sebanyak 121.516 ton atau 16,69% terhadap kinerja pelayanan kargo tahun 2016 sebanyak 728.288 ton. Secara komposisi, realisasi kinerja pelayanan jasa kargo yang memberi kontribusi 3 (tiga) terbesar antara lain: Bandara Internasional Soekarno-Hatta sebanyak 668.119 ton (78,62%), Bandara Internasional Kualanamu sebanyak 54.125 ton (6,37%), dan Bandara Supadio sebanyak 19.881 ton (2,34%).

Tabel Produksi Segmen Usaha Jasa Kargo (dalam satuan Ton)

Cargo Services ProductionThe production performance of cargo service in 2017 reached 849,804 tons, with an increase of 121,516 tons or 16.69% of cargo service performance in 2016 as much as 728,288 tons. In composition, the 3 (three) largest composition performance of cargo services are: Soekarno-Hatta International Airport as many as 668,119 tons (78.62%), Kualanamu International Airport 54.125 tons (6.37%) and Supadio Airport as much as 19,881 tons (2.34%).

Production Table of Cargo Services Business Segment(in Ton)

Pendapatan Usaha Jasa KargoPendapatan usaha segmen jasa kargo tahun 2017 mencapai Rp148,83 miliar, meningkat Rp29,27 miliar atau 24,48% terhadap pendapatan usaha segmen jasa kargo tahun 2016 sebesar Rp119,56 miliar. Pendapatan usaha segmen jasa kargo memberikan kontribusi terhadap total pendapatan usaha Perseroan sebesar 2,64%.

Cargo Services RevenuesCargo services business segment revenue in 2017 reached Rp148.83 billion, an increase of Rp29.27 billion or 24.48 percent of total revenue for the cargo service segment in 2016 of Rp119.56 billion. Cargo service segment operating revenues contributed to the Company’s total revenues of 2.64%.



Nominal %

Soekarno-Hatta 668.119 561.778 106.341,75 18,93

Kualanamu 54.125 50.180 3.944,96 7,86

Halim Perdanakusuma 16.432 17.272 (839,87) (4,86)

Kantor pusat - -

Sultan Mahmud Badaruddin II 18.464 15.616 2.847,64 18,23

Sultan Syarif Kasim II 15.968 14.918 1.050,52 7,04

Minangkabau 16.972 15.621 1.351,76 8,65

Husein Sastranegara 12.761 10.321 2.439,57 23,64

Supadio 19.881 19.469 411,36 2,11

Depati Amir 9.088 7.975 1.112,92 13,95

Sultan Thaha 9.196 7.319 1.876,94 25,64

Sultan Iskandar Muda 5.698 4.914 783,98 15,95

Raja Haji Fisabilillah 2.951 2.865 85,45 2,98

Silangit 149 40 109,00 274,72

TOTAL 849.804 728.288 121.515,98 16,69








Nominal %

Soekarno-Hatta 117,46 62,39 55,07 88,26%

Kualanamu 42,52 41,55 0,96 2,31%

Halim Perdanakusuma 1,64 1,73 (0,08) -4,86%

Kantor pusat 0,00 0,00

Sultan Mahmud Badaruddin II 16,46 10,90 5,56 51,07%

Sultan Syarif Kasim II 15,14 13,33 1,81 13,56%

Minangkabau 15,16 10,29 4,88 47,41%

Husein Sastranegara 3,17 2,23 0,94 42,02%

Supadio 16,75 13,64 3,11 22,83%

Depati Amir 7,16 5,48 1,68 30,65%

Sultan Thaha 7,34 5,09 2,24 44,07%

Sultan Iskandar Muda 3,65 2,66 0,99 37,15%

Raja Haji Fisabilillah 2,86 2,80 0,06 2,10%

Silangit 0,09 0,03 0,06 234,12%

Total 249,39 172,11 77,27 44,90%

Peningkatan pendapatan kargo paling signifikan terdapat di Bandara Soekarno-Hatta sebesar Rp55,07 miliar (tumbuh 88,26%), Bandara Sultan Mahmud Badaruddin II sebesar Rp5,56 miliar (tumbuh 51,07%), Bandara Minagkabau sebesar Rp4,88 miliar (tumbuh 47,41%), dan Bandara Supadio sebesar Rp3,11 miliar (tumbuh 22,83%).

Secara komposisi, pendapatan usaha jasa kargo 3 terbesar dikontribusi oleh Bandara Soekarno-Hatta sebesar Rp117,46 miliar (47,10%), Bandara Kualanamu sebesar Rp42,52 miliar (17,05%) dan Bandara Sultan Mahmud Badaruddin II sebesar Rp16,46 miliar (6,60%).

The most significant increase in cargo revenue was at Soekarno-Hatta Airport of Rp55.07 billion (growing by 88.26%), Sultan Mahmud Badaruddin II Airport Rp5.56 billion (growing by 51.07%), Minagkabau Airport Rp4.88 billion (growing by 47.41%), and Supadio Airport by Rp3.11 billion (growing by 22.83%).

In composition, the largest cargo service business revenue was contributed by Soekarno-Hatta Airport of Rp117.46 billion (47.10%), Kualanamu Airport of Rp42.52 billion (17.05%) and Sultan Mahmud Badaruddin II Airport Rp16,46 billion (6.60%).

Profitabilitas Jasa KargoLaba bersih (laba tahun berjalan) segmen jasa kargo tahun 2017 mencapai Rp126,50 miliar, meningkat sebesar Rp40,23 miliar atau 46,63% terhadap laba bersih segmen jasa kargo tahun 2016 sebesar Rp86,27 miliar. Kontribusi laba bersih dari segmen jasa kargo terhadap laba bersih Perseroan tahun 2017 sebesar 6,29%, lebih tinggi dibandingkan Kontribusi laba bersih dari segmen jasa kargo tahun 2016 sebesar 4,29%.

Profitabilitas segmen jasa kargo berdasarkan net profit margin (margin laba bersih) tahun 2017 sebesar 50,72%, lebih tinggi dibandingkan net profit margin tahun 2016 sebesar 50,13%.

Cargo Services Profitabilityet profit (current year profit) of the cargo service segment in 2017 reached Rp126.50 billion, an increase of Rp40.23 billion or 46.63% to the net profit of the cargo service segment in 2016 of Rp86.27 billion. The net profit contribution of the cargo service segment to the net profit of the Company in 2017 was 6.29%, higher than the net profit contribution of the cargo service segment in 2016 of 4.29%.

Profitability of the cargo services segment based on net profit margin of 2017 is 50.72%, higher than net profit margin of 2016 of 50.13%.

Pendapatan Jasa Kargo Per Bandara (dalam miliar rupiah)

Cargo Service Revenues Per Airport(in billion rupiah)

KINERJA SEGMEN USAHA JASA KARGOCARGO SERVICES

Laba (Rugi) Jasa KargoGain (Loss) of Cargo Services(dalam miliar Rupiah | in billion Rupiah)

2017

86.27

126.50

2016





TINJAUAN KEUANGANFINANCIAL 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 2017. Laporan keuangan tersebut telah diaudit oleh Kantor Akuntan Publik: Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited) dan Akuntan Publik: E. Batara Manurung, 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 2017, 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 Laba Rugi dan Penghasilan Komprehensif Lain 2. Kinerja Posisi Keuangan Konsolidasian3. Kinerja Arus Kas4. Kinerja Rasio Keuangan

Tahun 2017, Kinerja keuangan Angkasa Pura II telah menunjukkan prestasi yang baik. 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 meningkat sebesar 16,65% menjadi Rp32,65 triliun, sedangkan ekuitas perusahaan meningkat sebesar 10,59% menjadi Rp22,04 triliun.

Pada sisi laporan laba rugi dan penghasilan komprehensif Perusahaan, pendapatan usaha meningkat sebesar 22,04% menjadi Rp8,11 triliun. Laba tahun bejalan meningkat 3,59% menjadi Rp2,01 triliun sedangkan penghasilan komprehensif mengalami peningkatan sebesar 1,90% menjadi Rp1,93 triliun.

Description of the financial performance has been based on the Company’s Financial Statements are prepared in accordance with accounting principles generally accepted in Indonesia (PSAK) for the year ended on December 31, 2017. These financial statements have been audited by Public Accounting Firm: Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited) and Public Accountant: E. Batara Manurung, CPA. with the opinion that the accompanying 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, 2017, and its consolidated financial and cash flows for the year then ended, with Financial Accounting Standards in Indonesia.

Discussion of the financial performance of Angkasa Pura II, is delivered with due regard to the explanation in the accompanying notes to the Consolidated Financial Statements from the external auditor as an integral part of this Annual Report.

Discussion and analysis on financial condition is presented in four sections as follows:1. Consolidated Income Performance2. Financial Position Performance3. Cash Flows Performance4. Financial Ratios Performance

In 2017, Angkasa Pura II’s financial performance has shown a good performance. This can be seen from the increase in performance both in the side of the statement of financial position and comprehensive income statement of the company. In terms of the statements of financial position, the company’s assets increased by 16.65% to Rp32.65 trillion, while the company’s equity increased by 10.59% to Rp22.04 trillion.

On the statements of comprehensive income of the Company, operating revenue increased by 22.04% to Rp8,11 trillion. The year-on-year profit increased 3.59% to Rp2.01 trillion while comprehensive income increased by 1.90% to Rp1.93 trillion.






LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAINAngkasa Pura II berhasil meningkatkan kinerja keuangan di tahun 2017. Perseroan mencatat kenaikan laba tahun berjalan menjadi Rp2,01 triliun dari sebelumnya di tahun 2016 yaitu Rp1,94 triliun atau naik sebesar 3,59%. Sedangkan penghasilan komprehensif tahun berjalan tahun 2017 sebesar Rp1,93 triliun dari sebelumnya di tahun 2016 sebesar Rp1,90 atau naik sebesar 1,90%.

Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian(dalam miliar rupiah)

STATEMENTS OF INCOME AND OTHER COMPREHENSIVE INCOMEAngkasa Pura II succeeded in improving its financial performance in 2017. The company recorded an increase in current profit to Rp2.01 trillion from 2014 at Rp1.94 trillion or an increase of 3.59%. Meanwhile, the current year’s comprehensive income in 2017 amounted to Rp1.93 trillion from the previous year of 2016 of Rp1.90 or an increase of 1.90%.

Consolidated Statements of Income and Other Comprehensive Income

(in billion rupiah)

URAIAN 2017 2016Pertumbuhan | Growth

DESCRIPTIONNominal %

Pendapatan Usaha 8.110,40 6.645,80 1.464,60 22,04 Operating Revenues

Beban Usaha 5.190,82 4.575,03 615,79 13,46 Operating Expenses

Laba Usaha 2.919,58 2.070,77 848,81 40,99 Operating Profit

Pendapatan (Beban) Lain-Lain 19,31 149,52 (130,21) (87,09) Other Income (Expenses)

Laba Sebelum Pajak Penghasilan Badan 2.832,18 2.129,41 702,76 33,00 Profit Before Corporate Income Tax

Beban Pajak Penghasilan Badan 822,32 189,16 633,16 334,72 Corporate Income Tax Expense

Laba Tahun Berjalan 2.009,86 1.940,25 69,60 3,59 Profit for the Year

Laba Tahun Berjalan Yang Dapat Diatri-busikan Kepada: Profit for the year Attributable to

Pemilik Entitas Induk 2.009,73 1.940,25 69,48 3,58 Owner of the Parent Entity

Kepentingan Non-Pengendali 0,12 0,82 (0,70) (85,14) Non-controlling Interest

Penghasilan (Rugi) Komprehensif Lain (75,47) (41,91) (33,56) 80,07 Other comprehensive Income (loss)

Penghasilan Komprehensif Tahun Berjalan 1.934,38 1.898,34 36,04 1,90 Comprehensive Income for the Year

Penghasilan Komprehensif Tahun Berjalan Yang Dapat Diatribusikan Kepada: Comprehensive Income Attributable

to:

Pemilik Entitas Induk 1.934,26 1.898,34 35,92 1,89 Owner of the Parent Entity

Kepentingan Non-Pengendali 0,12 0,87 (0,75) (86,01) Non-controlling Interest

Laba Per Saham Dasar (Rupiah Penuh) 287.105 291.038 (3.933,00) (1,35) Basic Earnings per Share (In Full Rupiah)








Pendapatan aeronautika 5.018,62 4.028,88 989,74 24,57 Aeronautical revenues

Pendapatan non-aeronautika 3.091,79 2.616,93 474,86 18,15 Non-aeronautical revenue

Pendapatan Usaha 8.110,40 6.645,80 1.464,60 22,04 Operating revenues

PENDAPATAN USAHAAngkasa Pura II berhasil meningkatkan perolehan pendapatan usaha. Tahun 2017 pendapatan usaha mencapai Rp8,11 triliun, tumbuh sebesar Rp1,46 triliun atau 22,04% dibandingkan pendapatan usaha tahun 2016 sebesar Rp6,65 triliun. Secara komposisi, pendapatan usaha bersumber dari pendapatan aeronautika sebesar 61,88% dan pendapatan non aeronautika sebesar 38,12%.

Operating Revenues Angkasa Pura II managed to increase the operating revenue. In 2017, operating revenues reached Rp8.11 trillion, grew by Rp1.46 trillion or 22.04% compared to its revenues of 2016 of Rp6.65 trillion. In composition, business revenues are derived from aeronautical revenues of 61.88% and non-aeronautical revenue of 38.12%.

a. Pendapatan AeronautikaPada tahun 2017, pendapatan aeronautika Perseroan mengalami peningkatan Rp989,74 miliar atau sebesar 24,57% dibandingkan tahun 2016. Pendapatan semua usaha jasa aeronautika mencapai sebesar Rp5,02 triliun pada tahun 2017, sedangkan pendapatan jasa aeronautika pada tahun 2016 sebesar Rp4,03 triliun.

a. Aeronautical RevenueIn 2017, the Company’s aeronautical revenues increased by Rp989.74 billion or 24.57% compared to 2016. Revenues from all aeronautical service businesses totaled Rp5.02 trillion in 2017, while aeronautics service revenues in 2016 amounted to Rp4.03 trillion.

Semua segmen usaha mengalami peningkatan pendapatan di tahun 2017 dimana peningkatan terbesar adalah dari pendapatan aeronautika meningkat sebesar 24,57% menjadi Rp5,02 triliun dibandingkan pendapatan aeronautika tahun 2016 sebesar Rp4,03 triliun. Di tahun 2017, pendapatan non aeronautika meningkat sebesar 18,15% menjadi Rp3,09 triliun dibandingkan pendapatan non aeronautika tahun 2016 sebesar Rp2,62 triliun.

Pendapatan Usaha (dalam miliar rupiah)

All business segments experienced an revenues increase in 2017 where the greatest increase was from aeronautical revenues increased by 24.57% to Rp5.02 trillion compared to aeronautical revenues in 2016 of Rp4.03 trillion. In 2017, non-aeronautical revenues increased by 18.15% to Rp3.09 trillion compared to non-aeronautical revenues of 2016 of Rp2.62 trillion.

Operating Revenues (in billion upiah)


Pendapatan AeronautikaAeronautical Revenue


2017

4,028.88

5,018.62

2016

Pendapatan UsahaOperating Revenues


2017

8,1

10.4

0

6,6

45

.80

4,1

53

.80

5,6

44

.15

4,8

60

.51

20152016 2014 2013






Pendapatan Aernautika | Aeronautical Revenue(dalam miliar | in billion)

Pendapatan jasa pelayanan penumpang tahun 2017 mencapai Rp3,67 triliun, meningkat sebesar Rp777,89 miliar atau 26,92% dibandingkan pendapatan jasa pelayanan penumpang tahun 2016 sebesar Rp2,89 triliun. Sedangkan jasa pelayanan aeronautika yang lain yang memberikan peningkatan pendapatan secara signifikan antara lain: jasa pendaratan sebesar Rp86,87 miliar (tumbuh 13,80%), pemakaian counter sebesar Rp54,81 miliar (tumbuh 22,89%) dan pemakaian aviobridge sebesar Rp53,38 miliar (tumbuh 38,56%).

The revenue of passenger services in 2017 reached Rp3.67 trillion, an increase of Rp777.89 billion or 26.92% compared to the revenue of passenger services in 2016 of Rp2.89 trillion. Other aeronautical services that provide significant revenue increase include landing services of Rp86.87 billion (13.80% growth), counter usage of Rp54.81 billion (22.89% growth) and aviobridge usage of Rp53, 38 billion (grew 38.56%).


Peningkatan pendapatan diantaranya berasal dari Jasa pelayanan penumpang, pemakaian counter, jasa parking surcharge, pemakaian aviobridge, dan jasa penempatan. Jasa pelayanan penumpang merupakan jasa pelayanan yang berkontribusi terbesar terhadap total pendapatan jasa aeronautika.

Pendapatan Aeronautika (dalam miliar rupiah)

The increase in revenue came from services including passenger services, usage counters, parking services surcharge, aviobridge usage and placement services. Passenger service is a service that contributes the most to the total revenue of aeronautical services.

Aeronautical Revenue(in billion rupiah)



Jasa pelayanan penumpang 3.667,68 2.889,79 777,89 26,92 Passenger service

Jasa pendaratan 716,22 629,36 86,87 13,80 Landing services

Pemakaian counter 294,28 239,48 54,81 22,89 Use of counter

Pemakaian aviobridge 191,82 138,44 53,38 38,56 Use of aviobridge

Jasa parking surcharge 77,48 70,67 6,81 9,64 Parking surcharge service

Jasa penempatan 71,13 61,14 9,99 16,33 Placement services

Total Pendapatan Aeronautika 5.018,62 4.028,88 989,74 24,57 Total Aeronautical Revenue

2016

Pemakaian Aviobridge,Use of aviobridge, Rp138.44, 3.44%

Jasa Pelayanan Penumpang,Passenger service,

Rp2,889.79, 71.73%

Jasa Penempatan,Placement services, Rp61.14, 1.52%

Jasa Parking Surcharge,Parking surcharge service,

Rp70.67, 1.75%

Pemakaian Counter, Use of counter,

Rp239.48, 5.94%

Jasa Pendaratan,Landing services,

Rp629.36, 15.62%

Jasa Pelayanan Penumpang,

Passenger service, Rp3,667.68, 73.08%

Jasa Penempatan,Placement services, Rp71.13, 1.42%

Jasa Parking Surcharge,Parking surcharge service,

Rp77.48, 1.54%

Pemakaian Aviobridge, Use of aviobridge, Rp191.82, 3.82%

Pemakaian Counter, Use of counter,

Rp294.28, 5.86%

Jasa Pendaratan,Landing services,

Rp716.22, 14.27%

2017





b. Pendapatan Non Aeronautika Pada tahun 2017, pendapatan non aeronautika Perseroan berdasarkan segmen usaha mengalami peningkatan sebesar Rp474,86 miliar atau sebesar 18,15% dibandingkan tahun 2016. Pendapatan jasa non aeronautika mencapai Rp3,09 triliun, sedangkan pendapatan jasa non aeronautika tahun 2016 sebesar Rp2,62 triliun.

Secara umum, peningkatan ini sejalan dengan peningkatan pendapatan semua jasa pelayanan non aeronautika. Peningkatan pendapatan non aeronautika diantaranya terutama berasal dari konsesi, parkir kendaraan dan sewa tanah.

b. Non Aeronautical Revenue In 2017, the Company’s non-

aeronautical revenues by business segment increased by Rp474.86 billion or 18.15% compared to 2016. Non-aeronautical service revenues reached Rp3.09 trillion, while non-aeronautical service revenues in 2016 amounted to Rp2.62 trillion .

In general, this increase is in line with the increase in revenues of all non-aeronautical services. The non-aeronautical revenue increase was mainly from concessions, vehicle parking and land rent.



Konsesi 1.394,28 1.086,47 307,81 28,33 Concession

Sewa ruangan 542,25 423,10 119,14 28,16 Room rental

Pelayanan kargo 259,34 175,88 83,46 47,45 Cargo service

Parkir kendaraan 235,79 192,66 43,13 22,39 Vehicle parking

Utilitas 221,76 206,55 15,21 7,36 Utilities

Pemasangan reklame 184,28 163,18 21,10 12,93 billboard Installation

Sewa tanah 107,32 129,26 (21,95) (16,98) Ground Rent

Lounge 77,33 90,99 (13,66) (15,02) Lounge

Pendapatan ICT 16,13 54,64 (38,50) (70,47) ICT Revenue

Pas pelabuhan 7,90 7,33 0,57 7,82 Port Entrance

Lainnya 45,41 86,87 (41,45) (47,72) Others

Total Pendapatan Non-aeronautika 3.091,79 2.616,93 474,86 18,15 Total Non-Aeronautical Income

Pendapatan Non Aeronautika (dalam miliar rupiah)

Non-Aeronautical Revenue(in billion rupiah)


Pendapatan Non Aeronautika

Non-Aeronautical Revenues(dalam miliar Rupiah | in billion Rupiah)

2017

2,616.93

3,091.79

2016






BEBAN USAHAPada tahun 2017, beban usaha mencapai Rp5,19 triliun, naik dibandingkan dengan beban usaha tahun 2016 Rp4,58 triliun. Beban usaha tersebut mengalami kenaikan sebesar Rp615,79 miliar atau sebesar 13,46%. Penurunan ini khususnya berasal dari efisiensi pada beban umum dan administrasi sebesar Rp88,27 miliar atau (8,44%) dibandingkan tahun sebelumnya.

Namun demikian, terdapat peningkatan pada beban usaha yang lain dibandingkan tahun sebelumnya yaitu beban pegawai naik sebesar Rp203,83 miliar (16,36%), beban operasional bandara naik sebesar Rp486,72 miliar (21,77%), dan beban pemasaran naik sebesar Rp2,04 miliar (11,43%).

OPERATING EXPENSESIn 2017, operating expenses reached Rp5.19 trillion, increased compared to 2014 operating expenses of Rp4.58 trillion. Operating expenses increased by Rp615.79 billion or 13.46%. This decrease was mainly from efficiency in general and administration expenses of Rp88.27 billion or (8.44%) compared to the previous year.

However, there was an increase in other operating expenses compared to the previous year ie employee costs increased by Rp203.83 billion (16.36%), airport operating expenses increased by Rp486.72 billion (21.77%), and marketing expenses increased by Rp2.04 billion (11.43%).


Beban UsahaOperating Expenses(dalam miliar Rupiah | in billion Rupiah)

2017

4,575.03

5,190.82

2016

Konsesi,Concession,Rp1,394.28, 45.10%

Lainnya, Others,Rp45.41, 1.47%

Pas Pelabuhan, Port Entrance, Rp7.90, 0.26%

Sewa Ruangan,Room rental, Rp542.25, 17.54%

Pelayanan Kargo,Cargo service,Rp259.34, 8.39%

Parkir Kendaraan,Vehicle parking,

Rp235.79, 7.63%

Utilitas, Utilities, Rp221.76, 7.17%

Pemasangan Reklame,Billboard Installation,

Rp184.28, 5.96%

Sewa Tanah, Ground Rent,Rp107.32, 3.47%

Lounge,Rp77.33, 2.50%

Pendapatan ICT,ICT Revenue,

Rp16.13, 0.52%

2017

Pendapatan Non Aernautika | Non-Aeronautical Revenues(dalam miliar | in billion)

Konsesi,Concession,Rp1,394.28, 45.10%

Lainnya, Others,Rp86.87, 3.32%

Pas Pelabuhan, Port Entrance,Rp7.33, 0.28%

Sewa Ruangan,Room rental,Rp423.10, 16.17%

Pelayanan Kargo,Cargo service,Rp175.88, 6.72%

Parkir Kendaraan,Vehicle parking,

Rp192.66, 7.36%

Utilitas, Utilities, Rp206.55, 7.89%

Pemasangan Reklame,Billboard Installation,

Rp163.18, 6.24%

Sewa Tanah, Ground Rent,Rp129.26, 4.94%

Lounge,Rp90.99, 3.84%

Pendapatan ICT,ICT Revenue,

Rp54.64, 2.09%

2016





Beban Usaha (dalam miliar rupiah)

Operating Expenses(in billion rupiah)



Beban operasional bandara 2.722,85 2.236,12 486,72 21,77 Airport operational expense

Beban pegawai 1.449,58 1.245,75 203,83 16,36 Employee expense

Beban umum dan administrasi 957,52 1.045,78 (88,27) (8,44) General and administrative expenses

Beban pemasaran 19,85 17,81 2,04 11,43 Marketing expense

Beban (penghasilan) lain-lain 41,03 29,56 11,47 38,79 Other expenses (income)

Total Beban Usaha 5.190,82 4.575,03 615,79 13,46 Total Operating Expenses



Penghasilan keuangan 355,99 209,14 146,86 70,22 Financial income

Pajak final atas penghasilan keuangan (66,80) (44,19) (22,61) 51,17 Final tax on financial income

Biaya keuangan (287,78) (15,21) (272,57) 1.792,36 Financial costs

Bagian laba (rugi) entitas asosiasi 17,90 (0,21) 18,11 (8.560,31) Share in profit of the associated entities

Total Penghasilan (Beban) Lain-lain 19,31 149,52 (130,21) (87,09) Total Other Income (Expenses)

LABA USAHAAngkasa Pura II mencatatkan peningkatan laba usaha pada tahun 2017 dibandingkan tahun 2016. Laba usaha tahun 2017 sebesar Rp2,92 triliun, meningkat sebesar Rp848,81 miliar atau 40,99% dibanding laba usaha tahun 2016 yang tercatat sebesar Rp2,07 triliun. Hal tersebut sejalan dengan peningkatan pendapatan usaha dan efisiensi pada beban usaha.

PENGHASILAN (BEBAN) LAIN-LAINPada tahun 2017, penghasilan lain-lain mencapai Rp19,31 miliar. Hal ini menunjukkan penurunan sebesar Rp130,21 miliar atau 87,09% dibandingkan penghasilan lain-lain tahun 2016 sebesar Rp149,52 miliar. Secara umum, faktor yang mempengaruhi penurunan penghasilan lain-lain yaitu peningkatan biaya keuangan dan pajak final atas penghasilan keuangan.

OPERATING PROFITAngkasa Pura II recorded an increase in operating profit in 2017 compared to 2016. Operating profit in 2017 amounted to Rp2.92 trillion, an increase of Rp848.81 billion, or 40.99% compared to its Rp2.07 trillion operating profit in 2016. This is in line with the increase in operating revenues and efficiency in operating expenses.

OTHER INCOME (EXPENSES)In 2017, other income reached Rp19, 31 billion. This represents a decrease of Rp130.21 billion or 87.09% compared to other income of 2016 of Rp149.52 billion. Generally, factors affecting the decrease in other income is increasing financial costs and final tax on financial income.

Penghasilan (Beban) Lain-lain (dalam miliar rupiah)

Other Income (Expenses) (in billion rupiah)








LABA SEBELUM PAJAK PENGHASILAN BADAN Angkasa Pura II mencatatkan peningkatan laba sebelum pajak pengahasilan badan pada tahun 2017 dibandingkan tahun 2016. Laba sebelum pajak pengahasilan badan tahun 2017 sebesar Rp2,83 triliun, meningkat sebesar Rp702,76 miliar atau 33,00% dibanding 2016 yang tercatat sebesar Rp2,13 triliun. Hal tersebut sejalan dengan peningkatan laba usaha dan adanya penambahan penghasilan lain-lain.

BEBAN (MANFAAT) PAJAK PENGHASILAN BADANBeban pajak penghasilan badan tahun 2017 sebesar Rp822,32 miliar, meningkat sebesar Rp633,16 miliar atau 334,72% dibandingkan beban pajak penghasilan badan tahun 2016 sebesar Rp189,16 miliar.

LABA TAHUN BERJALANPada tahun 2017, Angkasa Pura II berhasil membukukan laba bersih sebesar Rp2,01 triliun. Laba bersih tersebut meningkat sebesar Rp69,6 miliar atau 3,59% dibandingkan tahun 2016 yang tercatat sebesar Rp1,94 triliun.

PROFIT/LOSS BEFORE CORPORATE INCOME TAXAngkasa Pura II recorded an increase in profit before corporate income in 2017 compared to 2016. The company’s profit before taxes in 2017 amounted to Rp2.83 trillion, an increase of Rp702.76 billion or 33.00% compared to 2016 at Rp2.13 trillion. This is in line with the increase in operating income and the addition of other income.

CORPORATE INCOME TAX EXPENSE (BENEFIT) Corporate income tax expense in 2017 amounted to Rp822,32 billion, an increase of Rp633,16 billion or 334.72% compared to the corporate income tax expense in 2016 amounted to Rp189,16 billion.

INCOME FOR THE YEARIn 2017, Angkasa Pura II managed to book a net profit of Rp2.01 trillion. The net profit increased by Rp69.6 billion or 3.59% compared to in 2016, which amounted to Rp1.94 trillion.

Laba Tahun BerjalanIncome for The Year(dalam miliar Rupiah | in billion Rupiah)

Beban Pajak Penghasilan BadanCorporate Income Tax Expense(dalam miliar Rupiah | in billion Rupiah)

Laba Sebelum Pajak Penghasilan BadanProfit Before Corporate Income Tax(dalam miliar Rupiah | in billion Rupiah)

2017

2017

2017

1,940.25

189.16

2,129.41

2,009.86

822.32

2,833.18

2016

2016

2016





Seiring dengan meningkatnya laba tahun berjalan pada tahun 2017, maka Laba yang dapat diatribusikan kepada pemilik entitas induk juga mengalami peningkatan sebesar Rp69,48 miliar atau 3,58%. Laba yang dapat diatribusikan kepada pemilik entitas induk mencapai Rp2,01 triliun dibandingkan laba yang dapat diatribusikan kepada pemilik entitas induk tahun 2016 sebesar Rp1,94 triliun.

Laba Tahun Berjalan yang Dapat Diatribusikan (dalam miliar rupiah)

In line with the increase in current year profit in 2017, Profit attributable to owners of the parent company also increased by Rp69.48 billion or 3.58%. Profit attributable to the owner of the parent company reaches Rp2.01 trillion compared to the earnings attributable to the owners of the parent company of 2016 amounting to Rp1.94 trillion

Attributable Income for Year (in billion rupiah)

PENGHASILAN KOMPREHENSIF TAHUN BERJALANAngkasa Pura II juga mencatatkan total penghasilan komprehensif tahun berjalan tahun 2017 sebesar Rp1,93 triliun, meningkat sebesar Rp36,04 miliar atau 1,90% dibandingkan tahun 2016 yang tercatat sebesar Rp1,90 triliun.

Peningkatan penghasilan komprehensif memberi dampak pada meningkatnya penghasilan komprehensif yang dapat diatribusikan kepada pemilik entitas induk. Penghasilan komprehensif yang dapat diatribusikan kepada pemilik entitas induk tahun 2017 sebesar Rp1,93 triliun, meningkat Rp35,92 miliar atau 1,89% dibandingkan penghasilan komprehensif yang dapat diatribusikan kepada pemilik entitas induk tahun 2016 sebesar Rp1,90 triliun.

COMPREHENSIVE INCOME FOR THE YEARAngkasa Pura II also recorded total comprehensive income for the year 2017 amounted to Rp1.93 trillion, an increase of Rp36,04 billion or 1.90% compared to 2016 which was recorded at Rp1,90 trillion.

A comprehensive revenue increase affects the increase in the comprehensive income attributable to the owner of the parent. The comprehensive income attributable to owners of the parent entity of 2017 amounted to Rp1.93 trillion, an increase of Rp35.92 billion or 1.89% compared to the comprehensive income attributable to owners of the parent entity of 2016 of Rp1.90 trillion.


Penghasilan Komprehensif Tahun

BerjalanComprehensive Income for

the Year(dalam miliar Rupiah | in billion Rupiah)

2017

1,898.34

1,934.38

2016



Laba tahun berjalan yang dapat diatribusikan kepada: 2.009,86 1.940,25 69,60 3,59 Earnings for the year attributable

to:

Pemilik entitas induk 2.009,73 1.940,25 69,48 3,58 Owner of the parent entity

Kepentingan non-pengendali 0,12 0,82 (0,70) (85,14) Non-controlling interests







Laba Komprehensif Tahun Berjalan yang Dapat Diatribusikan (dalam miliar rupiah)

LAPORAN POSISI KEUANGAN KONSOLIDASIAN Kinerja keuangan Angkasa Pura II tahun 2017 menunjukkan peningkatan. Hal ini terlihat dari instrumen posisi keuangan Perusahaan mengalami pertumbuhan dibandingkan tahun sebelumnya. Posisi aset meningkat sebesar 16,65% dibandingkan posisi aset pada tahun sebelumnya. Sedangkan posisi ekuitas meningkat sebesar 10,59% dibandingkan dengan posisi ekuitas tahun 2016.

Laporan Posisi Keuangan Konsolidasian (dalam miliar Rupiah)

Attributable Comprehensive Income for the Year

(dalam miliar rupiah)

CONSOLIDATED FINANCIAL POSITION STATEMENTSAngkasa Pura II’s financial performance in 2017 showed an increase. This can be seen from the Company’s financial position instrument grew compared to the previous year. Asset position increased by 16.65% compared to asset position in the previous year. Equity position increased by 10.59% compared to equity position in 2016.

Consolidated Statements of Financial Position (in billion Rupiah)

LABA PER SAHAM DASARDi tahun 2017, laba per saham dasar tercatat lebih rendah nilainya dibandingkan tahun 2016. Laba per saham di tahun 2017 sebesar Rp287.105, sedangkan di tahun 2016 adalah sebesar Rp291.038.

EARNING PER SHAREIn 2017, basic earnings per share were lower in value compared to 2016. Earnings per share in 2017 amounted to Rp287.105, while in 2016 amounted to Rp291.03.

Laba per Saham DasarBasic Earnings Per Share(dalam Rupiah Penuh | in Full Rupiah)

2017

291,038287,105

2016



ASET 32.651,96 27.991,22 4.660,74 16,65 ASSET

ASET LANCAR 7.355,42 8.081,13 (725,71) (8,98) CURRENT ASSETS

ASET TIDAK LANCAR 25.296,54 19.910,08 5.386,45 27,05 NOT CURRENT ASSETS

LIABILITAS 10.613,83 8.063,60 2.550,22 31,63 LIABILITY

LIABILITAS JANGKA PENDEK 4.101,75 3.155,88 945,87 29,97 CURRENT LIABILITIES

LIABILITAS JANGKA PANJANG 6.512,08 4.907,73 1.604,35 32,69 LONG TERM LIABILITY

EKUITAS 22.038,13 19.927,62 2.110,52 10,59 EQUITY

LIABILITAS DAN EKUITAS 32.651,96 27.991,22 4.660,74 16,65 LIABILITY AND EQUITY



Penghasilan komprehensif tahun berjalan yang dapat diatribusikan kepada: 1.934,38 1.898,34 36,04 1,90 Comprehensive income for the year

attributable to:

Pemilik entitas induk 1.934,26 1.898,34 35,92 1,89 Owner of the parent entity

Kepentingan non-pengendali 0,12 0,87 (0,75) (86,01) Non-controlling interests






a. Aset Lancar Aset Lancar Perseroan per 31 Desember 2017 mencapai

Rp7,36 triliun, turun sebesar Rp725,71 miliar atau 8,98% dibandingkan jumlah aset lancar per 31 Desember 2016 sebesar Rp8,08 triliun. Penurunan aset lancar terbesar berasal dari kas dan setara kas.

Aset Lancar (dalam miliar Rupiah)

a. Current Asset The Company’s Current Assets as of December 31, 2017

reached Rp7.36 trillion, a decrease of Rp725.71 billion or 8.98% compared to current assets as of December 31, 2016 of Rp8.08 trillion. The largest decrease in current assets comes from cash and cash equivalents.

Current Asset(in billion Rupiah)

ASETTotal aset Angkasa Pura II per 31 Desember 2017 mencapai Rp32,65 triliun, meningkat sebesar Rp4,66 triliun atau 16,65% dibandingkan total aset per 31 Desember 2016 sebesar Rp27,99 triliun. Secara komposisi, aset Perseroan terdiri dari aset lancar sebesar 22,53% dan aset tidak lancar sebesar 77,47%.

ASSETThe total assets of Angkasa Pura II as of December 31, 2017 reached Rp32.65 trillion, an increase of Rp4.66 trillion or 16.65% compared to total assets as of December 31, 2016 of Rp27.99 trillion. In composition, the Company’s assets consist of current assets of 22.53% and non-current assets of 77.47%.

Aset | Asset(dalam miliar Rupiah | in billion Rupiah)

2017

27,991.22

32,651.96

2016



Kas dan setara kas 6.054,17 6.975,12 (920,95) (13,20) Cash and cash equivalents

Piutang usaha, bersih 814,01 807,76 6,25 0,77 Accounts receivable, net

Piutang lain-lain, bersih 55,82 31,44 24,38 77,54 Other receivables, net

Persediaan 9,81 9,95 (0,14) (1,39) Inventory

Pajak dibayar di muka - bagian lancar 4,11 26,52 (22,41) (84,50) Prepaid taxes - current portion

Uang muka 81,24 51,09 30,16 59,03 advance

Biaya dibayar di muka 29,46 0,00 29,46 100,00 Prepaid expenses

Pendapatan yang masih harus diterima, bersih 306,80 179,26 127,54 71,15 Accrued revenue, net

TOTAL ASET LANCAR 7.355,42 8.081,13 (725,71) (8,98) TOTAL CURRENT ASSETS







b. Aset Tidak LancarAset tidak lancar per 31 Desember 2017 mencapai Rp25,30 triliun, meningkat Rp5,39 triliun atau 27,05% dibandingkan aset tidak lancar per 31 Desember 2016 sebesar Rp19,91 triliun. Peningkatan ini didominasi oleh peningkatan aset tetap sebesar Rp4,79 triliun atau 24,84%. Penambahan aset tetap khususnya terjadi pada aset bangunan gedung dan bangunan lapangan dalam pembangunan.

Aset Tidak Lancar (dalam miliar Rupiah)

b. Non-Current Asset Non-current assets as of December 31, 2017 reached

Rp25.30 trillion, an increase of Rp5.39 trillion or 27.05% compared to non-current assets as of December 31, 2016 of Rp19.91 trillion. The increase was dominated by an increase in fixed assets by Rp4.79 trillion or 24.84%. The addition of fixed assets in particular occurred in the assets of building buildings and field buildings under construction.

Non-Current Assets (in billion Rupiah)

LIABILITASTotal liabilitas Angkasa Pura II per 31 Desember 2017 mencapai Rp10,61 triliun, meningkat sebesar Rp2,55 triliun atau 31,63% dibandingkan total liabilitas per 31 Desember 2016 sebesar Rp8,06 triliun. Secara komposisi, liabilitas Perseroan terdiri dari liabilitas jangka pendek sebesar 38,65% dan liabilitas jangka panjang sebesar 61,35%.

LIABILITYThe total liabilities of Angkasa Pura II as of December 31, 2017 reached Rp10.61 trillion, an increase of Rp2.55 trillion or 31.63% compared to total liabilities as of December 31, 2016 of Rp8.06 trillion. In composition, the Company’s liabilities consist of current liabilities of 38.65% and non-current liabilities of 61.35%.

Liabilitas | Liability(dalam miliar Rupiah | in billion Rupiah

2017

8,063.60

10,613.83

2016



Aset keuangan yang tersedia untuk dijual 92,18 102,14 (9,96) (9,75) Available-for-sale financial assets

Penyertaan saham 343,77 374,60 (30,83) (8,23) Investments in shares of stock

Uang muka pembelian tanah 535,98 0,00 535,98 100,00 Advances for purchase of land

Properti investasi, bersih 76,76 77,52 (0,77) (0,99) Investment property, net

Aset tetap, bersih 24.079,50 19.288,22 4.791,28 24,84 Fixed assets, net

Pajak dibayar di muka - Bagian tidak lancar 40,37 0,00 40,37 100,00 Prepaid taxes - Non-current section

Aset pajak tangguhan, bersih 15,74 34,88 (19,14) (54,88) Deferred tax assets, net

Aset tidak lancar lain-lain 112,23 32,72 79,51 242,97 Other non-current assets

TOTAL ASET TIDAK LANCAR 25.296,54 19.910,08 5.386,45 27,05 TOTAL NON CURRENT ASSET






a. Liabilitas Jangka PendekLiabilitas jangka pendek Perseroan mencapai Rp4,10 triliun, meningkat sebesar Rp945,87 miliar atau 29,97% dibandingkan liabilitas jangka pendek per 31 Desember 2016 sebesar Rp3,16 triliun. Peningkatan liabilitas jangka pendek terutama berasal dari meningkatnya beban akrual sebesar Rp817,06 miliar atau 34,63%, utang usaha sebesar Rp53,57 miliar atau 173,68%, utang lain-lain sebesar Rp29,78 miliar atau 16,60%, liabilitas imbalan kerja jangka pendek sebesar Rp3,34 miliar atau sebesar 1,96%, pendapatan yang diterima di muka sebesar Rp18,85 miliar atau 12,73% dan bagian jangka pendek utang bank jangka panjang sebesar Rp117,84 miliar atau 754,18%.

Liabilitas Jangka Pendek (dalam miliar Rupiah)

a. Current Liabilities The Company’s current liabilities reached Rp4.10 trillion,

an increase of Rp945.87 billion, or 29.97% compared to its current liabilities as of December 31, 2016 of Rp3.16 trillion. The increase in current liabilities arose mainly from accruals expense of Rp817.06 billion or 34.63%, operating debt of Rp53.57 billion or 173.68%, other debts of Rp29.78 billion or 16.60%, liabilities current employee benefits amounting to Rp3.34 billion or 1.96%, revenues earned by Rp18.85 billion or 12.73% and current portion of long-term bank loans of Rp117.84 billion or 754.18%.

Current Liabilities (in billion Rupiah)



Utang usaha 84,41 30,84 53,57 173,68 Trade payables

Utang lain-lain 209,13 179,35 29,78 16,60 Other payables

Beban akrual 3.176,26 2.359,20 817,06 34,63 Accrued Expenses

Utang pajak 136,21 135,08 1,13 0,84 Taxes payable

Liabilitas dana pensiun 21,56 117,27 (95,70) (81,61) Pension fund liabilities

Pendapatan yang diterima di muka 166,96 148,11 18,85 12,73 Unearned revenues

Liabilitas imbalan kerja jangka pendek 173,74 170,41 3,34 1,96 Short-term employees benefits liabilities

Bagian jangka pendek utang bank jangka panjang 133,47 15,63 117,84 754,18 Current portion of long-term bank

loan

TOTAL LIABILITAS JANGKA PENDEK 4.101,75 3.155,88 945,87 29,97 TOTAL Current Liabilities







b. Liabilitas Jangka PanjangLiabilitas jangka panjang Perseroan mencapai Rp6,51 triliun, meningkat sebesar Rp1,60 triliun atau 32,69% dibandingkan liabilitas jangka panjang per 31 Desember 2016 sebesar Rp4,91 triliun. Peningkatan liabilitas jangka panjang terutama berasal dari utang bank jangka panjang sebesar Rp1,46 triliun (53,18%), utang jangka panjang lainnya sebesar Rp9,83 miliar (100,02%) dan liabilitas pajak tangguhan sebesar Rp147,58 miliar (100,00%).

Liabilitas Jangka Panjang (dalam miliar Rupiah)

b. Non-current Liabilities The Company’s non-current liabilities reached Rp6.51 trillion, an increase of Rp1.60 trillion or 32.69% compared to its non-current liabilities as of December 31, 2016 amounting to Rp4.91 trillion. The increase in non-current liabilities mainly came from non-current bank loans of Rp1.46 trillion (53.18%), other non-current loans of Rp9.83 billion (100.02%) and deferred tax liabilities of Rp147.58 billion (100, 00%).

Non-current Liabilities (in billion Rupiah)



Pinjaman jangka panjang: 6.199,33 4.738,64 1.460,68 30,82 Long-term loan:

- Utang bank jangka panjang 4.205,09 2.745,26 1.459,83 53,18 - Long-term bank loan

- Utang obligasi 1.994,23 1.993,38 0,85 0,04 - Bonds payable

Utang jaminan pelanggan 14,72 15,37 (0,65) (4,23) Customers deposits

Utang jangka panjang lainnya 19,65 9,82 9,83 100,02 Other long-term payable

Liabilitas pajak tangguhan 147,58 0,00 147,58 100,00 Deferred tax liabilities

Liabilitas imbalan kerja 130,43 136,69 (6,26) (4,58) Employee benefits liabilities

Dana program tunjangan hari tua 0,38 2,60 (2,22) (85,29) Retirement program funds

Dana program BUMN peduli beasiswa 0,00 4,60 (4,60) (100,00) BUMN scholarship program funds

TOTAL LIABILITAS JANGKA PANJANG 6.512,08 4.907,73 1.604,35 32,69 TOTAL






EKUITASPerseroan Ekuitas Angkasa Pura II per 31 Desember 2017 mencapai Rp22,04 triliun, meningkat sebesar Rp2,11 triliun atau 10,59% dibandingkan jumlah ekuitas per 31 Desember 2016 sebesar Rp19,93 triliun. Peningkatan ekuitas dipengaruhi oleh penambahan modal disetor sebesar Rp2,25 triliun.

Ekuitas (dalam miliar Rupiah)

EQUITYEquity of Angkasa Pura II as of December 31, 2017 reached Rp22.04 trillion, an increase of Rp2.11 trillion or 10.59% compared to total equity as of December 31, 2016 of Rp19.93 trillion. The increase in equity was influenced by the addition of paid up capital of Rp2.25 trillion.

EQUITY (in billion Rupiah)



Modal Saham 7.000,00 7.000,00 0,00 0,00 Share capital

Modal disetor lainnya 4.752,11 2.506,49 2.245,62 89,59 Other paid-in capital

Komponen ekuitas lainnya 552,27 2.191,76 (1.639,49) (74,80) Other components of equity

Rugi komprehensif lain (212,77) (137,30) (75,47) 54,97 Other comprehensive loss

Selisih ekuitas entitas anak (26,32) (26,32) 0,00 0,00 Difference in equity of subsidiary

Saldo laba Retained earnings

Dicadangkan 8.529,64 6.919,39 1.610,25 23,27 Appropriated

Belum dicadangkan 1.442,87 1.473,39 (30,52) (2,07) Unappropriated

Ekuitas yang dapat diatribusikan kepada Pemilik entitas induk 22.037,81 19.927,42 2.110,40 10,59 Equity attributable to owners of

parent entity

Kepentingan non-pengendali 0,32 0,20 0,12 59,94 Non-controlling interests

TOTAL EKUITAS 22.038,13 19.927,62 2.110,52 10,59 TOTAL EQUITY







LAPORAN ARUS KAS KONSOLIDASIANAngkasa Pura II mencatatkan kas dan setara kas per 31 Desember 2017 sebesar Rp6,05 triliun, turun sebesar Rp921,95 miliar atau 13,21% dibandingkan dengan kas dan setara kas per 31 Desember 2016 yang sebesar Rp Rp6,96 triliun. Penurunan ini terutama disebabkan oleh penurunan arus kas dari aktivitas pendanaan tahun 2017 dari tahun sebelumnya.

Laporan Arus Kas Konsolidasian (dalam miliar Rupiah)

ARUS KAS DARI AKTIVITAS OPERASIArus kas dari aktivitas operasi per 31 Desember 2017 tercatat sebesar Rp2,63 triliun, turun sebesar Rp69,21 miliar dibandingkan arus kas dari aktivitas operasi per 31 Desember 2016 sebesar Rp2,70 triliun. Hal ini disebabkan karena meningkatnya arus kas untuk pembayaran pemasok dan pembayaran-pembayaran yang lainnya, meskipun terdapat peningkatan penerimaan dari pelanggan.

CASH FLOWS FROM OPERATING ACTIVITIESCash flows from operating activities as of December 31, 2017 amounted to Rp2.63 trillion, decrease of Rp69.21 billion compared to cash flow from operating activities as at 31 December 2016 of Rp2.70 trillion. This is due to increased cash flow for supplier payments and other payments, despite an increase in receipts from customers.

CONSOLIDATED STATEMENTS OF CASH FLOWSAngkasa Pura II recorded cash and cash equivalents as of December 31, 2017 amounted to Rp6.05 trillion, a decrease of Rp921.95 billion or 13.21% compared to cash and cash equivalents as of December 31, 2016 amounting to Rp Rp6.96 trillion. This decrease was primarily due to a decrease in cash flows from financing activity in 2017 from the previous year.

Consolidated Statements of Cash Flows (in billion Rupiah)



Arus Kas Dari Aktivitas Operasi 2.632,20 2.701,41 (69,21) (2,56) Cash flows from operating activities

Arus Kas Dari Aktivitas Investasi (4.698,68) (3.862,77) (835,91) 21,64 Cash flows for investing activities

Arus Kas Dari Aktivitas Pendanaan 1.145,53 5.205,98 (4.060,45) (78,00) Cash flows from financing activities

Kenaikan (Penurunan) Bersih Kas Dan Setara Kas (920,95) 4.044,62 (4.965,57) (122,77) Increase in cash and cash equiv-alents

Kas Dan Setara Kas Awal Tahun 6.975,12 2.930,50 4.044,62 138,02 Cash and cash equivalents at begin-ning of year

Kas Dan Setara Kas Akhir Tahun 6.054,17 6.975,12 (920,95) (13,20) Cash and cash equivalents at end of year






ARUS KAS UNTUK AKTIVITAS INVESTASIArus kas dari aktivitas investasi per 31 Desember 2017 tercatat sebesar Rp4,70 triliun, lebih tinggi sebesar Rp835,91 miliar atau 21,64% dibandingkan arus kas dari aktivitas investasi per 31 Desember 2016 sebesar Rp3,86 triliun. Hal ini, disebabkan adanya pengeluaran untuk pembelian aset tetap tahun 2017.

Arus Kas dari Aktivitas Investasi(dalam miliar Rupiah)

CASH FLOWS FOR INVESTMENT ACTIVITIESCash flows from investing activities as of December 31, 2017 amounted to Rp4.70 trillion, increased by Rp835.91 billion or 21.64% compared to cash flows from investment activities as at 31 December 2016 of Rp3.86 trillion. This is due to expenditures for the purchase of fixed assets in 2017.

Cash Flows from Investing Activities(in billion Rupiah)

Arus Kas dari Aktivitas Operasi (dalam miliar Rupiah)

Cash Flows from Operating Activities (in billion Rupiah)



Penerimaan dari pelanggan 7.888,75 6.272,52 1.616,23 25,77 Receipts from customers

Pembayaran kepada pemasok, kontraktor dan pihak ketiga lainnya (2.925,55) (1.763,12) (1.162,44) 65,93 Payments to suppliers, contractors,

and other third parties

Pembayaran kepada karyawan (1.630,29) (1.303,44) (326,86) 25,08 Payments to employees

Pembayaran beban bunga (287,78) (14,98) (272,81) 1.821,57 Payment of interest expense

Penerimaan pendapatan bunga 289,19 164,94 124,25 75,33 Receipt of interest income

Pembayaran lainnya (44,57) (11,68) (32,90) 281,75 Other payments

Pembayaran pajak (657,55) (642,85) (14,70) 2,29 Payments for taxes

Kas bersih yang diperoleh dari aktivitas operasI 2.632,20 2.701,41 (69,21) (2,56) Net cash from Operating Activities



Perolehan aset tetap (4.719,93) (3.749,48) (970,45) 25,88 Fixed assets acquisition

Penerimaan dari penjualan aset tetap 2,26 6,51 (4,26) (65,35) Proceeds from sales of fixed asset

Hasil penjualan aset keuangan tersedia untuk dijual 19,00 5,00 14,00 280,00 Proceed from the sale of financial

assets available-for-sale

Penyertaan modal pada entitas asosiasi 0,00 (124,80) 124,80 (100,00) Capital subscription in associate company

Kas bersih yang digunakan untuk aktivitas investasi (4.698,68) (3.862,77) (835,91) 21,64 Net cash from Investing Activities







ARUS KAS UNTUK AKTIVITAS PENDANAANArus kas untuk aktivitas pendanaan per 31 Desember 2017 tercatat sebesar Rp1,15 triliun, turun sebesar Rp4,06 triliun. Sementara per 31 Desember 2016, Angkasa Pura II mencatatkan arus kas untuk aktivitas pendanaan sebesar Rp5,21 triliun. Penurunan arus kas untuk aktivitas pendanaan disebabkan oleh tidak adanya penambahan utang obligasi dan modal disetor lainnya sebagaimana pada tahun sebelumnya.

Arus Kas dari Aktivitas Pendanaan (dalam miliar Rupiah)

CASH FLOWS FOR FINANCING ACTIVITIESCash flow for financing activities as of 31 December 2017 was recorded at Rp1.15 trillion, decreased at Rp4.06 trillion. As of December 31, 2016, Angkasa Pura II recorded cash flows for financing activities of Rp5.21 trillion. The decrease in cash flows for financing activities was caused by the absence of additional bonds payable and other paid-up capital as in the previous year.

Cash Flows from Financing Activities (in billion Rupiah)



Penerimaan utang jangka panjang: Proceeds from long-term liabilities:

Utang bank 1.586,73 1.564,07 22,66 1,45 Bonds payable

Utang obligasi 0,00 2.000,00 (2.000,00) (100,00) Bank loan payments

Pembayaran pinjaman bank (11,19) 0,00 (11,19) 100,00 Payments for bank loan transaction costs

Pembayaran biaya transaksi utang bank 0,00 (13,65) 13,65 (100,00) Payments for bonds payable trans-action costs

Pembayaran biaya transaksi utang obligasi 0,00 (6,97) 6,97 (100,00) Payments of cash dividends

Pembayaran dividen kas (430,00) (337,46) (92,54) 27,42 Other paid-in capital addition

Penambahan modal disetor lainnya 0,00 2.000,00 (2.000,00) (100,00) Net cash from Financing Activities

Kas bersih yang diperoleh dari aktivitas pendanaan 1.145,53 5.205,98 (4.060,45) (78,00) Proceeds from long-term liabilities:






LAPORAN RASIO KEUANGAN PENTINGRasio keuangan yang digunakan dalam penilaian kinerja perusahaan per 31 Desember 2017 adalah mengacu kepada Keputusan Menteri Badan Usaha Milik Negara Nomor: KEP-100/MBU/2002 tentang Penilaian Tingkat Kesehatan Badan Usaha Milik Negara. Berikut uraian mengenai rasio keuangan konsolidasian penting yang menggambarkan pencapaian kinerja keuangan dan operasional Perseroan untuk tahun 2017 dan 2016.

Rasio Keuangan Konsolidasian Penting

KEY FINANCIAL RATIOSThe financial ratios used in assessing the performance of the company per December 31, 2017 is a reference to the Decree of the Minister for State Owned Enterprises No. KEP-100 / MBU / 2002 on Evaluation of Health State-Owned Enterprises. Following DESCRIPTION regarding key consolidated financial ratios that illustrate the achievements of the Company’s financial and operational performance for 2017 and 2016.

Key Financial Ratios

URAIAN 2017 2016 2017-2016 DESCRIPTION

RASIO LIKUIDITAS LIQUIDITY RATIO

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

Rasio Lancar 179,32% 256,07% -76,74% Current Ratio

RASIO LEVERAGE LEVERAGE RATIO

Rasio Liabilitas Terhadap Aset 32,51% 28,81% 3,70% Liabilities to Assets Ratio

Rasio Liabilitas Terhadap Ekuitas 48,16% 40,46% 7,70% Liabilities to Equity Ratio

RASIO PROFITABILITAS PROFITABILITY RATIO

Marjin Laba Bersih 24,78% 29,20% -4,41% Net Profit Margin

Rasio Laba Bersih Terhadap Aset (ROA) 6,16% 6,93% -0,78% Return on Assets Ratio (ROA)

Rasio Laba Bersih Terhadap Ekuitas (ROE) 16,33% 16,59% -0,25% Return on Equity Ratio (ROE)

Rasio Laba Bersih Terhadap Investasi (ROI) 14,37% 13,19% 1,19% Return on Investment Ratio (ROI)

RASIO AKTIVITAS ACTIVITY RATIO

Periode Kolektibilitas (dalam satuan hari) 37 44 (7) Collectibility Period (in day)

Perputaran Persediaan (dalam satuan hari) 0 1 (1) Inventory Turnover Ratio (in days)

Total Aset Turn Over 30,22% 29,99% 0,23% Assets Turnover Ratio

TMS terhadap Total Aset 40,16% 44,91% -4,75% TMS to Total Asset







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 2017 dalam memenuhi liabilitas jangka pendeknya ditunjukkan dengan:

• Rasio Lancar mencapai sebanyak 179,32%.• Rasio Kas mencapai sebanyak sebesar 147,60%

Dibanding dengan tahun 2016, rasio lancar, rasio likuiditas lainnya tahun 2017 mengalami penurunan. Namun demikian, secara umum likuiditas Perseroan dan entitas anak di tahun 2017 masih sangat baik dalam memenuhi kebutuhan likuditasnya.

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 2017 dalam memenuhi liabilitas apabila dilakukan likuidasi pada saat ini ditunjukkan dengan:

• Rasio Liabilitas atas Aset sebesar 32,51%. • Rasio Liabilitas atas Ekuitas sebesar 48,16%.

Dibandingkan dengan tahun 2016, terjadi kenaikan dalam rasio leverage perusahaan tahun 2017, sehingga menunjukkan semakin mampu dalam memenuhi kebutuhan solvabilitasnya.

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 2017 dalam mengendalikan sumber daya yang dimiliki ditunjukkan dengan:

• Rasio Perputaran Persediaan sebanyak 0 hari. • Periode Kolektibilitas sebanyak 37 hari.

Dibandingkan dengan tahun 2016, Rasio Perputaran Aset dan Rasio Penagihan tahun 2017 terjadi kenaikan, sedangkan Rasio Perputaran Persediaan tahun 2017 terjadi penurunan jumlah hari perputaran penagihan dari tahun lalu. Dengan demikian, secara umum aktivitas perusahaan dan entitas anak tahun 2017 dalam kondisi yang sangat baik dan terjadi peningkatan dibanding tahun sebelumnya.

Liquidity RatioIs the measure used to calculate the level of the company’s ability to meet its short-term liabilities. The level of ability of Angkasa Pura II and subsidiaries (Persero) in 2017 to meet its short-term liabilities is indicated by:

• Current ratio reached 179.32%.• Cash ratio reaches as much as 147,60%

Compared to 2016, the current ratio, other liquidity ratios in 2017 decreased. However, in general, the liquidity of the Company and its subsidiaries in 2017 is still very good in meeting its liquidity needs.

Leverage RatioIs a measure that is used to calculate the level of ability of the company in fulfilling all its liabilities if the current company and subsidiaries are liquidated. The level of ability of Angkasa Pura II in 2017 in fulfilling the liabilities when liquidated at this time is indicated by:

• Assets Liability Ratio of 32.51%.• Ratio of Liabilities to Equity of 48.16%.

Compared to 2016, there was an increase in the leverage ratio of the company in 2017, thus showing increasingly able to meet its solvency requirements.

Activity RatioIs the measure used to calculate the level of effectiveness of the company and its subsidiaries to utilize all available resources at its control.

The level of effectiveness of Angkasa Pura II and subsidiaries in 2017 in controlling the resources owned is indicated by:

• Inventory Turnover Rate of 0 days.• The Collectibility Period is 37 days.

Compared to 2016, Asset Coverage Ratios and Billing Ratios of 2017 incremented, while Inventory Turnover Ratio in 2017 saw a decrease in number of billing turnover days from last year. Thus, in general the activities of companies and subsidiaries in 2017 are in excellent condition and an increase compared to the previous year.






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 2017 ditunjukkan dengan:

• Rasio Imbalan Ekuitas sebesar 16,33%. • Rasio Imbalan Aset sebesar 6,16%. • Rasio Imbalan Investasi sebesar 14,37%. • Rasio Margin Laba Bersih sebesar 24,78%.

Dibandingkan dengan tahun 2016, rasio margin laba bersih, rasio imbalan ekuitas dan rasio imbalan aset, mengalami penurunan tidak signifikan pada tahun 2017. Sedangkan rasio imbalan investasi mengalami peningkatan dibandingkan pada tahun 2016. Dengan demikian, secara umum ditinjau dari aspek profitabilitas Angkasa Pura II dan entitas anak tahun 2017 adalah cukup baik.

Profitability Ratio It is a measure used to calculate the net outcome of various management policies and decisions that will provide the final answer on management effectiveness in managing the company. The profitability level of Angkasa Pura II and subsidiaries in 2017 is shown by:

• Return on Equity of 16.33%.• Return on Asset of 6.16%.• Return on Investment of 14.37%.• Net Profit Margin Ratio of 24.78%.

Compared to 2016, the ratio of net profit margin, Return on Equity and Return on Asset decreased significantly in 2017. While the ratio of return on investment increased compared to 2016. Thus, in general from the aspect of profitability Angkasa Pura II and the subsidiary in 2017 is good enough.






TINJAUAN INFORMASI KEUANGAN LAINNYAOVERVIEW OF OTHER FINANCIAL INFORMATION

1. KEMAMPUAN MEMBAYAR UTANG DAN TINGKAT KOLEKTIBILITAS PIUTANG PERUSAHAANKemampuan perusahaan untuk membayar hutang atas pinjaman dapat dijelaskan melalui kemampuan membayar utang jangka pendek dan jangka panjang tahun 2017, sebagai berikut.

Kemampuan Membayar Utang Jangka PendekUntuk 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 2016, Rasio Kas dan Rasio Lancar tahun 2017 lebih rendah. Likuiditas berdasarkan rasio kas dan rasio lancar tahun 2017 sebesar 147,60% dan 179,32%, dibandingkan rasio kas dan rasio lancar tahun 2016 sebesar 221,02% dan 256,07%.

Rasio Likuiditas

1. SOLVENCY AND COLLECTABILITY RATE OF THE COMPANY

The company’s ability to repay the debt on the loan can be explained by the ability to pay short-term debt and long-term in 2017, as follows.

The ability to pay short term debtTo measure the company’s ability to meet short-term liabilities / debts based on liquidity ratios. The level of liquidity can be shown with the Cash Ratio and Current Ratio. The Cash Ratio describes the Company’s ability to pay its short-term liabilities through cash and cash equivalents (the most liquid assets) owned. Current Ratio is the ratio used to see the company’s ability to repay debt by using current assets.

Compared to 2016, Cash Ratio and Current Ratio in 2017 are lower. Liquidity based on cash ratio and current ratio of 2017 of 147.60% and 179.32%, compared to the ratio of cash and current ratio of 2016 of 221.02% and 256.07%.

Liquidity Ratio

Kemampuan Membayar Utang Jangka PanjangSedangkan 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 terhadal aset dan ekuitas tahun 2017 sebesar 32,51% dan 48,16%.

Ability to Pay Long Term DebtsMeanwhile, to measure the level of ability of the company to meet all its liabilities, including long-term liabilities / debt is based on a solvency ratio. In this case, the solvency ratio is the measure used to calculate the level of the company’s ability to meet its liabilities if the company and subsidiaries are currently liquidated.

The Company’s ability to meet liabilities when liquidated is currently demonstrated by the Liabilities Ratio of Assets and Liabilities Ratios on Equity. The Company’s ability to meet its debt based on the asset liability ratio of assets and equity in 2017 amounted to 32.51% and 48.16%.


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

Rasio Lancar 179,32% 256,07% -76,74% Current Ratio






Kolektibilitas PiutangTingkat kolektibilitas piutang Angkasa Pura II menunjukkan peningkatan kinerja dalam periode perputaran piutang dari tahun sebelumnya. Kolektibilitas piutang di tahun 2017 adalah sebesar 37 hari, sedangkan di tahun 2016 adalah sebesar 44 hari. Rasio ini masih lebih baik dari tingkat rasio yang telah ditetapkan Kementerian BUMN, yaitu maksimal 60 hari.

Berdasarkan hasil penelaahan kolektibilitas piutang usaha pada akhir tahun, manajemen berkeyakinan bahwa cadangan penurunan nilai piutang usaha adalah cukup.

2. STRUKTUR MODAL DAN KEBIJAKAN MANAJEMEN ATAS STRUKTUR MODALStruktur ModalTujuan utama pengelolaan modal perusahaan adalah untuk memastikan pemeliharaan rasio modal yang sehat untuk mendukung usaha dan memaksimalkan imbalan bagi pemegang saham. Selain itu, perusahaan dipersyaratkan oleh Undang-undang Perseroan Terbatas efektif tanggal 16 Agustus 2008 untuk mengkontribusikan sampai dengan 20% dari modal saham ditempatkan dan disetor penuh ke dalam dana cadangan yang tidak boleh didistribusikan. Persyaratan permodalan eksternal tersebut dipertimbangkan oleh perusahaan pada Rapat Umum Pemegang Saham (“RUPS”).

Komposisi struktur modal tahun 2017 yang dimiliki oleh Perseroan adalah 32,51% berasal dari Liabilitas dan 67,49% berupa Ekuitas, komposisi ini mengalami perubahan jika dibandingkan dengan tahun 2016. Komposisi struktur modal yang berasal dari Liabilitas mengalami peningkatan sebesar 3,70% sedangkan modal dari Ekuitas menurun sebesar 3,70%. Sehingga, secara keseluruhan total modal yang diinvestasikan Perseroan meningkat sebesar 10,59%.

Receivables CollectabilityThe collectibility of Angkasa Pura II receivables shows an increase in performance in the period of receivable turnover from the previous year. The collectibility of receivables in 2017 is 37 days, while in 2016 it is 44 days. This ratio is still better than the level of ratios set by the Ministry of SOEs, which is a maximum of 60 days.

Based on the review of the collectibility of trade receivables at the end of the year, management believes that the allowance for impairment of trade receivables is adequate.

2. Capital Structure and Management Policy on Capital StructureCapital Structure The main objective of capital management of the company is to ensure the maintenance of a healthy ratio of capital to support the business and maximize return for shareholders. In addition, the company is required by the Limited Liability Company Law effective date of August 16, 2008 to contribute up to 20% of the share capital issued and fully paid into a reserve fund that should not be distributed. External capital requirements are considered by the company at the General Meeting of Shareholders (“GMS”).

The composition of the capital structure of 2017 owned by the Company is 32.51% derived from Liabilities and 67.49% in the form of Equity, this composition changes compared to 2016. Composition of capital structure derived from Liabilities increased by 3.70% while capital from Equity decreased by 3.70%. Thus, overall the Company’s total invested capital increased by 10.59%.


Rasio Liabilitas Terhadap Aset 32,51% 28,81% 3,70% Liabilities to Assets Ratio

Rasio Liabilitas Terhadap Ekuitas 48,16% 40,46% 7,70% Liabilities to Equity Ratio

Rasio Solvabilitas Solvency Ratio






Capital Structure (in Rp billion)


Struktur Modal (dalam Rp miliar)

Kebijakan Manajemen Atas Struktur ModalSusunan pemegang saham Perusahaan dan kepemilikan saham pada tanggal 31 Desember 2017 dan 2016 adalah sebagai berikut:

Management Policy on Capital StructureThe composition of the Company’s shareholders and share ownership as of December 31, 2017 and 2016 are as follows:

Berdasarkan akta No. 40 tanggal 16 Agustus 2012 oleh Notaris Otty Hari Chandara Ubayani, S.H., modal dasar Perusahaan adalah Rp20.000.000.000.000 yang terbagi atas 20.000.000 saham masing-masing dengan nilai nominal Rp1.000.000 per saham.

Melalui Peraturan Pemerintah (“PP”) No. 130 Tahun 2015 tanggal 28 Desember 2015 dan Surat Keputusan Menteri BUMN No. S-17/MBU/01/2016 tanggal 8 Januari 2016, Menteri BUMN menetapkan penambahan penyertaan modal Negara Republik Indonesia sebesar Rp2.000.000.000.000 dalam rangka pembebasan lahan untuk pembangunan landasan pacu (runway) 3 Bandar Udara Internasional Soekarno- Hatta. Kenaikan modal saham tersebut telah dicatat oleh Kementerian Hukum dan Hak Asasi Manusia melalui Surat No. AHU-AH.01.03-0027712 tanggal 1 Maret 2016.

Manajemen ModalEkuitas yang dapat diatribusikan kepada pemilik entitas induk merupakan modal yang dikelola oleh Kelompok Usaha. Tujuan utama pengelolaan modal Kelompok Usaha adalah untuk memastikan pemeliharaan rasio modal yang sehat untuk mendukung usaha dan memaksimalkan nilai pemegang saham.

Based on notarial deed. 40 dated August 16, 2012 by Notary Otty Hari Chandara Ubayani, S.H., the authorized capital of the Company is Rp20,000,000,000,000 which is divided into 20,000,000 shares with par value of Rp1,000,000 per share.

Through the Government Regulation (“PP”) No. 130 Year 2015 dated December 28th, 2015 and the Decree of the Minister of SOEs No. S-17/MBU/01/2016 dated January 8, 2016, the Minister of SOEs determines the addition of State capital Investment of the Republic of Indonesia in the amount of Rp2,000,000,000,000 in the framework of land acquisition for the construction of runway 3 for Soekarno-Hatta International Airport. The increase in share capital has been recorded by the Ministry of Law and Human Rights by virtue of Letter No. AHUAH. 01.03-0027712 dated March 1, 2016.

Capital ManagementEquity attributable to owners of the parent entity is a capital that is managed by the Company. The main objective of the Company’s capital management is to ensure the maintenance of healthy capital ratios to support the business and maximize shareholders value.

2017 2016

URAIAN Nominal Posisi Nominal Posisi DESCRIPTION

Liabilitas 10.613,83 32,51% 8.063,60 28,81% Liabilities

Liabilitas Jangka Pendek 4.101,75 38,65% 3.155,88 39,14% Current Liabilities

Liabilitas Jangka Panjang 6.512,08 61,35% 4.907,73 60,86% Non-Current Liabilities

Ekuitas 22.038,13 67,49% 19.927,62 71,19% Equity

Liabilitas Dan Ekuitas 32.651,96 100,00% 27.991,22 100,00% Liabilities and Equity

Pemegang sahamShareholders

Jumlah saham ditempatkan dan disetor penuh Number of shares issued and fully paid

Persentase KepemilikanPercentage of

OwnershipTotal

Pemerintah IndonesiaIndonesian government 7.000.000 100% 7.000.000






Kelompok Usaha mengelola struktur permodalan dan melakukan penyesuaian berdasarkan perubahan kondisi ekonomi.

Selain itu, Undang-undang Perseroan Terbatas Republik Indonesia No. 1/1995 yang diterbitkan pada Maret 1995 dan telah diubah dengan Undang-undang No. 40/2007 yang diterbitkan Agustus 2007, mensyaratkan pembentukan cadangan umum dari laba bersih sejumlah minimal 20% dari modal ditempatkan dan disetor perusahaan. Tidak ada batasan waktu untuk membentuk cadangan tersebut.

Kebijakan perusahaan adalah mempertahankan struktur permodalan yang sehat untuk mengamankan akses terhadap pendanaan pada biaya yang wajar. Perubahan kebijakan struktur modal Perseroan dapat dilihat berdasarkan perbandingan nominal liabilitas dengan ekuitas pada tahun 2017 sebesar 1:2,08, sedangkan pada tahun 2016 sebesar 1:2,47.

3. IKATAN MATERIAL UNTUK INVESTASI BARANG MODALTidak terdapat Ikatan material untuk investasi barang modal yang digunakan dalam pembelian aset tahun 2017.

4. INVESTASI BARANG MODAL YANG DIREALISASIKAN PADA TAHUN BUKU TERAKHIRInvestasi barang modal yang direalisasikan pada tahun 2017 berupa pembelian aset tetap. Jenis aset tetap yang dimaksud mencakup antara lain: Bangunan gedung, Bangunan lapangan, dan lain – lain dalam penyelesaian

Rincian penambahan aset dalam konstruksi berdasarkan jenisnya per 31 Desember 2017 sebagai berikut:1. Bangunan Gedung dalam Penyelesaian sebesar Rp

1.129.840.705.275 2. Bangunan Lapangan dalam Penyelesaian sebesar Rp

908.082.724.302 3. Lain – lain dalam penyelesaian sebesar Rp

1.812.844.662.589

Penambahan aset dalam konstruksi meliputi kantor pusat, kantor cabang (bandara) dan project pengembangan cabang (Project Management Unit/PMU dan Project Implementation Unit/PIU).

The Company manages its capital structure and make adjustments, based on changes in economic conditions.

In addition, the Limited Liability Company Law of the Republic of Indonesia No. 1/1995 issued in March 1995 and amended by Law No. 40/2007, issued in August 2007, requires the establishment of a general reserve from net income amounting to at least 20% of the issued and paid up capital of the Company. There is no time limit for forming these reserves.

The company’s policy is to maintain a sound capital structure to secure access to financing at a reasonable cost. The change in the Company’s capital structure policy can be seen based on the nominal ratio of liabilities with equities in 2017 of 1: 2,08, while in 2016 it is 1: 2,47.

3. MATERIAL COMITMENT FOR CAPITAL GOODS INVESTMENTThere is no material Comitment for Capital Goods Investment used in asset purchases in 2017.

4. INVESTMENT OF CAPITAL GOODS REALIZED IN THE LAST FISCAL YEARInvestment of capital goods realized in 2017 in the form of purchase of fixed assets. The types of fixed assets include: Buildings, Field building, and others on completion

Details of the increase in construction assets by type as of December 31, 2017 as follows:1. Building under Completion of Rp 1,129,840,705,275

2. Field building under Completion to Rp 908,082,724,302

3. Others under Completion of Rp 1,812,844,662,589

Additional assets under construction include head office, branch office (airport) and project development unit (Project Management Unit / PMU and Project Implementation Unit / PIU






5. PERBANDINGAN TARGET 2017 DENGAN REALISASI 2017 DAN PROYEKSI 2018Secara umum, kinerja Angkasa Pura II pada tahun 2017 cukup baik. Dari kinerja laba rugi, Angkasa Pura II di tahun 2017 mampu realisasi pendapatan usaha sebesar 98,34% terhadap RKAP 2017, dan laba tahun berjalan mencapai 120,49% terhadap RKAP 2017. Perbandingan realisasi laba rugi terhadap RKAP Tahun 2017 dapat dilihat pada tabel berikut.

RUPS PT Angkasa Pura II (Persero) telah memberikan persetujuan mengenai Rencana Kerja dan Anggaran Perusahaan (RKAP) 2018, sekaligus menjadi rancangan proyeksi pencapaian kinerja perusahaan pada tahun 2018. Proyeksi pencapaian kinerja tersebut adalah:

Perbandingan Realisasi Laba Rugi 2017 dengan Target 2017 dan Proyeksi 2018 (dalam miliar Rupiah)

5. COMPARISON of 2017 TARGET WITH 2017 REALIZATIONAND 2018 PROJECTIONIn general, the performance of Angkasa Pura II in 2017 is quite good. From the performance of profit and loss, Angkasa Pura II in 2017 able to realization of business revenue of 98.34% to RKAP 2017, and current year profit reached 120.49% against RKAP 2017. Comparison of the realization of profit and loss against RKAP 2017 can be seen in the following table .

The AGMS of PT Angkasa Pura II (Persero) has approved the Company’s Work Plan and Budget (RKAP) 2018, as well as the projection design of the company’s performance achievement in 2018. The projected performance achievements are:

Comparison of 2017 Profit Loss with Target 2017 and 2018 Projection

(in billion Rupiah)

Dari kinerja posisi keuangan, Angkasa Pura II pada tahun 2017 mampu realisasi aset sebesar 93,51% terhadap RKAP 2017, realisasi liabilitas mencapai 75,62% terhadap RKAP 2017 dan realisasi ekuitas mencapai 105,52% terhadap RKAP 2017. Perbandingan realisasi posisi keuangan terhadap RKAP Tahun 2017 dapat dilihat pada tabel berikut.

From the performance of financial position, Angkasa Pura II in 2017 able to realization of 93,51% asset to RKAP 2017, realization of liability reach 75,62% to RKAP 2017 and equity realization reach 105,52% to RKAP 2017. Comparison of realization of financial position to RKAP Year 2017 can be seen in the following table.

URAIAN

Target (RKAP) 2017

(RKAP) 2017 Target

Realisasi 2017 2017

Realization

Proyeksi (RKAP) 2018 (RKAP) 2018 Projection

Pencapaian Realisasi dan

RKAP 2017 (%) Realization

Achievement and 2017 RKAP

(%)

Pencapaian Realisasi 2017 dan Proyeksi 2018 (%)

Achievement of Realization 2017 and 2018 Projection (%)

DESCRIPTION

PENDAPATAN USAHA : OPERATING REVENUES :

Pendapatan Aeronautika 5.038.507,61 5.018.615,27 5.619.650,48 99,61 111,98 Aeronautical Revenue

Pendapatan Non Aeronautika 3.208.677,30 3.091.786,64 3.803.897,94 96,36 123,03 Non-Aeronautical Income

Jumlah Pendapatan Usaha 8.247.184,91 8.110.401,91 9.423.548,42 98,34 116,19 Total Operating Revenues

BEBAN USAHA 5.969.290,45 5.190.820,65 6.618.275,34 86,96 127,50 OPERATING EXPENSES

LABA USAHA 2.277.894,46 2.919.581,26 2.805.273,08 128,17 96,08 OPERATING PROFIT

LABA SEBELUM PAJAK PENGHASILAN BADAN 2.212.854,41 2.832.178,47 2.184.151,21 127,99 77,12 INCOME BEFORE INCOME TAX

LABA TAHUN BERJALAN 1.668.068,54 2.009.855,74 1.626.941,48 120,49 80,95 INCOME FOR THE YEAR






6. INFORMASI DAN FAKTA MATERIAL YANG TERJADI SETELAH TANGGAL LAPORAN AKUNTANPada tahun 2017, terdapat peristiwa/kejadian penting setelah tanggal laporan akuntan antara lain:

a. Pada tanggal 5 Januari 2018, Perusahaan mengeluarkan Keputusan Direksi tentang Task Force Alih Operasi Bandar Udara Banyuwangi yang diperuntukkan untuk mendukung dan memastikan semua kesiapan pengalihan secara menyeluruh operasional Bandar Udara Banyuwangi kepada Perusahaan, baik dari sisi fasilitas, operasi, pelayanan, komersial, sistem dan informasi serta pemenuhan sumber daya manusia berjalan dengan baik dan tepat, dengan pembentukan Coordinator of Safety, Risk, Operation & Quality Control, Coordinator of Airport Service & Commercial Support, Coordinator of Shared Service dan Member.

b. Pada tanggal 22 Januari 2018, Perusahaan, Pemerintah Daerah Provinsi Jawa Barat (Pemprov Jabar) dan PT Bandarudara Internasional Jawa Barat (BJIB) menandatangani Perjanjian Kerjasama Penyelenggaraan Jasa Kebandarudaraan di Bandara Internasional Jawa Barat, dimana para pihak sepakat menunjuk Perusahaan sebagai operator untuk melaksanakan penyelenggaraan jasa kebandarudaraan, termasuk pengoperasian dan pemeliharaan Bandara Internasional Jawa Barat di Kecamatan Kertajati. Jangka waktu perjanjian ini berlaku selama 17 tahun terhitung sejak ditandatangani perjanjian dan dapat diperpanjang atas kesepakatan tertulis para pihak.

6. Material Facts and Information Subsequent to Reporting DateIn 2017, there are important events / events Subsequent to Reporting Date, among others:

a. On January 5, 2018, the Company issued Directors’ Decree on Task Force of Airport Operation Transfer Banyuwangi which is intended to support and ensure all readiness of the complete transfer of Banyuwangi Airport operations to the Company, in terms of facilities, operations, services, commercial, system and information and the fulfillment of human resources goes well and appropriately, with the establishment of Coordinator of Safety, Risk, Operation & Quality Control, Coordinator of Airport Service & Commercial Support, Coordinator of Shared Service and Member.

b. On January 22, 2018, the Company, West Java Provincial Government (West Java Provincial Government) and PT Bandar Internasional International West Java (BJIB) signed a Cooperation Agreement on Airport Service Provision at West Java International Airport, whereby the parties agreed to appoint the Company as operator to carry out the services airport, including the operation and maintenance of West Java International Airport in Kertajati Sub-district. The term of this agreement is valid for 17 years commencing from the signing of the agreement and may be extended upon the parties’ written agreement.

URAIAN

Target (RKAP) 2017

(RKAP) 2017 Target

Realisasi 2017 2017

Realization

Proyeksi (RKAP) 2018 (RKAP) 2018 Projection

Pencapaian Realisasi dan

RKAP 2017 (%) Realization

Achievement and 2017 RKAP

(%)

Pencapaian Realisasi 2017 dan Proyeksi 2018 (%)

Achievement of Realization 2017 and 2018 Projection (%)

DESCRIPTION

PENDAPATAN USAHA : OPERATING REVENUES :

ASET 34.919,44 32.651,96 44.639,98 93,51 136,71 Aeronautical Revenue

LIABILITAS 14.035,15 10.613,83 22.224,56 75,62 209,39 Non-Aeronautical Income

EKUITAS 20.884,28 22.038,13 22.415,42 105,52 101,71 Total Operating Revenues

LIABILITAS & EKUITAS 34.919,44 32.651,96 44.639,98 93,51 136,71 OPERATING EXPENSES

Perbandingan Realisasi Posisi Keuangan 2017 dengan Target 2017 dan Proyeksi 2018 (dalam miliar Rupiah)

Comparison of 2017 Financial Position Realization with 2017 Target and 2018 Projection

(in billion Rupiah)







c. Pada tanggal 19 Februari 2018, Perusahaan menerima Salinan Keputusan Menteri Badan Usaha Milik Negara Selaku Rapat Umum Pemegang Saham Perusahaan Perseroan (Persero) PT Angkasa Pura II No. SK- 45/MBU/02/2018 yang memutuskan antara lain:- Mengukuhkan pemberhentian dengan hormat Hadi

Tjahjanto sebagai komisaris Perusahaan terhitung sejak tanggal 16 April 2017.

- Memberhentikan dengan hormat Maryati Karma sebagai komisaris Perusahaan.

- Mengalihkan penugasan Mujahidin Harpin Ondeh dari semula sebagai komisaris menjadi komisaris independen Perusahaan.

- Mengangkat Mohamad P ramin tohad i Sukarno sebagai komisaris Perusahaan.

d. Pada tanggal 22 Februari 2018, Perusahaan dan SDM menandatangani addendum II Perjanjian Kerjasama Penggunaan Tanah No.PJJ.04.04/00/02/2018/0043 dimana Perusahaan 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 oleh Perusahaan kepada SDM atas b i a y a pembongkaran dan/atau aset yang akan direlokasi.

7. PROSPEK USAHAPenjelasan mengenai prospek usaha disajikan pada pembahasan tinjauan ekonomi dan bisnis hal 159.

8. ASPEK PEMASARANPenjelasan mengenai strategi pemasaran dan pangsa pasar disajikan pada pembahasan tinjauan ekonomi dan bisnis hal 169.

9. KEBIJAKAN DIVIDENKebijakan DividenPerusahaan 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.

c. On February 19, 2018, the Company received a copy of the Decree of the Minister of State-Owned Enterprises as the Company’s General Meeting of Shareholders of PT Angkasa Pura II No. SK-45 / MBU / 02/2018 which decides among others:- Honor the dismissal of Hadi Tjahjanto as

Commissioner of the Company effective from April 16, 2017.

- Honorably dismiss Maryati Karma as Company’s commissioner.

- Transferring the assignment of Mujahidin Harpin Ondeh from his original position as commissioner to become an independent commissioner of the Company.

- Appointed Mohamad Pramintohadi Sukarno as Commissioner of the Company.

d. On February 22, 2018, the Company and HR signed an addendum II of Land Use Agreement No.PJJ.04.04 / 00/02/2018/0043 whereby the Company and HR agreed, among others:- Details of the assets to be relocated.- Total cost of dismantling and / or assets to be relocated.

- The form and manner of compensation to be provided and / or paid by the Company to HR for the costs of dismantling and / or assets to be relocated.

7. Busines OutlokA description of the business outlook is presented in the economic and business review.

8. Marketing AspectExplanation about marketing strategy and market share is presented in the discussion of economic and business review on page 169.

9. DIVIDEND POLICYDividend PolicyThe Company is a state-owned enterprise, of which 100% of the shares are held by the Government of Indonesia. 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 AGMS and shareholder authorization.






Pembagian DividenPada tanggal 17 Mei 2016, pemegang saham Perusahaan mengadakan Rapat Umum Pemegang Saham yang diaktakan melalui Akta No. 11 oleh Notaris Ida Fidiyantri, S.H., dimana pemegang saham Perusahaan setuju untuk membagikan dividen kas sebesar Rp337.464.537.557 dan menaikkan cadangan umum atas saldo laba sebesar Rp1.349.858.150.230.

Berdasarkan Risalah Rapat Umum Pegang Saham nomor 08.03/00.1/05/2017/0572 tanggal 10 Mei 2017, pemegang saham Perusahaan setuju untuk membagikan dividen kas sebesar Rp330.000.000.000 dan menaikkan cadangan umum atas saldo laba sebesar Rp1.610.253.028.171. Perusahaan telah melakukan pembayaran dividen tersebut pada tanggal 8 Juni 2017.

Pada tanggal 22 Desember 2017, pemegang saham Perusahaan menetapkan dividen interim tahun 2017 sebesar Rp100.000.000.000. Perusahaan telah melakukan pembayaran dividen tersebut pada tanggal 29 Desember 2017.

Tabel Pembagian Dividen per Tahun Buku

Dividend PayoutOn May 17, 2016, shareholders of the Company held a General Meeting of Shareholders which was notarized by Deed No. 11 by Notary Ida Fidiyantri, S.H., whereby the Company’s shareholders agreed to distribute cash dividends amounting to Rp337,464,537,557 and raised general reserves of retained earnings amounting to Rp1,349,858,150,230.

Based on the minutes of the Shareholders General Meeting number 08.03 / 00.1 / 05/2017/0572 dated May 10, 2017, the Company’s shareholders agreed to distribute cash dividends amounting to Rp330,000,000,000 and raised general reserves of Rp1,610,253,028,171. The Company has paid the dividends on June 8, 2017.

On December 22, 2017, the Company’s shareholders determined an interim dividend of 2017 of Rp100,000,000,000. The Company has paid the dividend on December 29, 2017.

Table of Dividend Distributed per Fiscal Year


Tahun Buku

Kebijakan Dividen | Dividend Policy 2017* 2016 2015 2014

Laba Tahun Berjalan (dalam Rupiah)Profit of the Current Year (in Rupiah) 2.009.734.355.683 1.940.253.028.171 1.687.323.032.275 1.098.072.517.327

Dividen kas yang dibagikan (dalam Rupiah) Cash dividend distributed (in Rupiah) 100.000.000.000 330.000.000.000 337.464.537.557 219.614.503.465

Dividen per lembar saham Dividend per share 49.500 67.493 43.923

Rasio Pembagian Dividen (Payout Ratio) Dividend Ratio (Payout Ratio) 17,01% 20,00% 20,00%

Keputusan RUPS GMS decision 08.03/00.1/05/2017/0572

Berita Acara RUPS Tahun Buku 2015 PT Angkasa

Pura II (Persero) Nomor 11Minutes of General Meet-

ing of Shareholders in 2015 of PT Angkasa Pura

II (Persero) Number 11

08.03/001/05/2015/0420

Tanggal Pengumuman Announcement Date 10 Mei | May 2017 17 Mei | May 2016 12 Mei | May 2015

Tanggal Pembayaran Payment date 29 Des | Dec 2017 8 Jun 2017 9 Jun 2016 9 Jun 2015

*dividen interim *interim dividends






10. PROGRAM KEPEMILIKAN SAHAM OLEH MANAJEMEN DAN/ATAU KARYAWAN (ESOP/MSOP)

Sampai tahun 2017, Angkasa Pura II belum menjadi perusahaan publik sehingga Perseroan tidak melaksanakan program kepemilikan saham oleh manajemen dan/atau karyawan (ESOP/MSOP).

11. REALISASI PENGGUNAAN DANA HASIL PENAWARAN UMUM

Pada tahun 2017, Angkasa Pura II tidak memiliki tidak melakukan penawaran umum. Namun demikian pada tahun 2016, Perseroan melakukan penerbitan obligasi. Berikut informasi terkait penerbitan obligasi tersebut:

1. Total perolehan dana;

2. Rencana penggunaan dana;

3. Rincian penggunaan dana;

10. MANAGEMENT AND/OR EMPLOYE STOCK OPTION PROGRAM

Until 2017, the Company has not become a public company so that the Company did not implement the management and/or employee stock option program (ESOP/MSOP)

11. REALIZATION OF THE USE OF PROCEDS FROM PUBLIC OFFERING

In 2017, Angkasa Pura II did not make a public offering. However, in 2016, the Company issued bonds. The following information related to the bond issuance:

1. Total acquisition of funds;

2. Fund usage plan;

3. Details of funds usage;

12. INFORMASI TRANSAKSI MATERIAL DENGAN PIHAK BERELASI/ AFILIASIPihak BerelasiOrang 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.

12. Material Transaction Information Affiliated/Related PartiesRelated Parties As individual or family member is related to the Company if it:a. has control of joint control over the Company;

b. has significant influence over the Company; orc. is a member of the key management personnel of the Company.


NILAI REALISASI HASIL PENAWARAN UMUM | REALIZATION VALUE OF PUBLIC OFFERING

Jumlah Hasil Penawaran UmumTotal Public Offering

Biaya Penawaran Umum Public Offering Fee

Hasil Bersih Net Result

2.000.000.000.000 6.969.810.576 1.993.030.189.424

RENCANA PENGGUNAAN DANA | FUND USAGE PLAN

Pengembangan BSHDevelopment of BSH

Pengembangan Bandara Lain di Lingkungan PT AP II Other Airport Development in PT AP II Environment

1.833.541.774.265 159.488.415.154

RENCANA PENGGUNAAN DANA | FUNDS USAGE REALIZATION

Pengembangan BSHDevelopment of BSH

Pengembangan Bandara Lain di Lingkungan PT AP II Other Airport Development in PT AP II Environment

1.833.541.774.265 159.488.415.154






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;

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 BerelasiDalam kegiatan usaha normal, Kelompok Usaha melakukan transaksi dengan pihak-pihak berelasi, yang terafiliasi dengan Kelompok Usaha 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:

Meanwhile, 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;

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:

Pihak berelasi Sifat hubungan Transaksi

PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan Fasilitas pinjaman berjangka

PT Bank Negara Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan Fasilitas pinjaman berjangka

PT Bank Rakyat Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan Fasilitas pinjaman berjangka

PT Bank Tabungan Negara (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas

Perum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia Dikendalikan oleh Pemerintah Republik Indonesia Piutang lain-lain

PT Garuda Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Piutang usaha pihak berelasi

PT Pertamina (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Jasa pengisian bahan bakar pesawat udara

PT Sarana Multi Infrastruktur (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Fasilitas pinjaman berjangka

PT Indonesia Infrastructure Finance Dikendalikan oleh Pemerintah Republik Indonesia Fasilitas pinjaman berjangka

Lembaga Pembiayaan Ekspor Impor Indonesia Dikendalikan oleh Pemerintah Republik Indonesia Fasilitas pinjaman berjangka

PT Gapura Angkasa Entitas asosiasi Penyertaan saham

PT Railink Entitas asosiasi Penyertaan saham

PT Purantara Mitra Angkasa Dua Entitas asosiasi Penyertaan saham






13. PERUBAHAN PERATURAN PERUNDANG-UNDANGAN YANG BERPENGARUH SIGNIFIKANTahun 2017, tidak terdapat perubahan peraturan perundang-undangan yang berpengaruh signifikan terhadap perusahaan. sehingga tidak terdapat informasi mengenai perubahan peraturan perundang-undangan dan dampaknya terhadap perusahaan. (Mohon di update, ada tidaknya)

14. PERUBAHAN KEBIJAKAN AKUNTANSIPada tahun 2017, 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 2017. Penerapan standar baru dan revisi serta interpretasi tidak berdampak signifikan terhadap perubahan kebijakan akuntansi Perusahaan dan Entitas Anak yang mempengaruhi pengungkapan laporan keuangan konsolidasi untuk periode berjalan:

a. PSAK yang Berlaku Efektif untuk Periode Tahun Buku yang Dimulai pada atau setelah Tanggal 1 Januari 2017Efektif tanggal 1 Januari 2017, Kelompok Usaha menerapkan beberapa standar akuntansi baru yang relevan terhadap Kelompok Usaha berikut ini:- Amandemen PSAK No. 1 (2015), “Penyajian Laporan

Keuangan” tentang “Prakarsa Pengungkapan”.- PSAK No. 24 (Penyesuaian 2016),- “Imbalan Kerja”.- PSAK No. 60 (Penyesuaian 2016), “Instrumen

Keuangan: Pengungkapan”.- ISAK No. 31, “Interprestasi atas Ruang- Lingkup PSAK No.13: Properti Investasi”.

b. Dampaknya terhadap laporan keuangan Penerapan ini tidak memberikan dampak yang besar terhadap pelaporan keuangan dan pengungkapan dalam laporan keuangan konsolidasian.

13. CHANGES IN LAWS AND REGULATIONS WHICH IMPACT SIGNIFICANTLYIn 2017, there is no change in legislation that has a significant effect on the company. so there is no information about changes in legislation and its impact on the company.

14. CHANGES IN ACCOUNTING POLICYIn 2017, the Company and Subsidiaries have applied all revised accounting standards and interpretations issued by the Indonesian Accounting Standards Board of Accounting Standards that are relevant to their operations and are effective for accounting periods beginning on January 1, 2017. Implementation of new and revised standards and interpretation has no significant impact on changes in accounting policies of the Company and Subsidiaries that affect the disclosure of the consolidated financial statements for the period:

a. PSAK which effective for Financial Year beginning on or after January 1, 2017

Effective on January 1, 2017, the Group applies several new accounting standards relevant to the following Business Groups:- Amendments to PSAK No. 1 (2015), “Presentation of

Financial Statements” on “Disclosure Initiatives”.- PSAK No. 24 (Adjustment 2016),- “Employee Benefits”.- PSAK No. 60 (Adjustment 2016), “Financial Instruments:

Disclosures”.- ISAK No. 31, “Interpretation of Space- Scope of PSAK No.13: Investment Properties “.

b. Impact to Financial StatementsThis application does not have a major impact on financial reporting and disclosures in the consolidated financial statements.







15. INFORMASI KELANGSUNGAN USAHAHal-Hal yang Berpotensi Berpengaruh Signifikan terhadap Kelangsungan UsahaSampai dengan tahun 2017, Angkasa Pura II tidak memiliki hal-hal yang berpengaruh signifikan terhadap kelangsungan usaha.

Asumsi Dasar Kelangsungan UsahaAsumsi 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, baik dari sisi permintaan (demand) yang masih lemah, maupun harga komoditas yang rendah. Selain itu, economic rebalancing dari negeri Tiongkok juga berimbas pada kondisi ekonomi seluruh dunia, termasuk Indonesia. Terakhir, kebijakan ekonomi Negara-negara maju seperti Amerika Serikat juga memiliki dampak kepada Indonesia.

Dari sisi internal sendiri, pertumbuhan ekonomi diharapkan mampu didorong oleh belanja infrastruktur pemerintah dalam rangka menguatkan sektor produktif sebagai penggerak pertumbuhan perekonomian. Tidak hanya itu, sebanyak empat belas paket kebijakan yang telah diluncurkan pemerintah diharapkan dapat mendorong investasi yang mampu mempercepat pertumbuhan ekonomi dan menjaga stabilitas ekonomi makro.

2) IndustriPenerbangan Terbitnya Undang – undang Nomor 1 tahun 2009 tentang penerbangan tentunya diharapkan membawa dampak positif terhadap dunia penerbangan nasional. Pertumbuhan penumpang angkutan udara di Indonesia ditunjang oleh jumlah penduduk Indonesia yang semakin bertambah juga luas wilayah Indonesia yang terbentang di antara Samudera Hindia dan Samudera Pasifik, dimana secara geografis posisi ini merupakan posisi yang sangat strategis.

15. INFORMATION ON BUSINES CONTINUITYMatters Potentially Impact Significantly Against the Business ContinuityUntil 2017, Angkasa Pura II did not have any matters that significantly impact the business continuity.

Basic Assumptions of Business ContinuityThat assumption is based on the position of Angkasa Pura II, if seen from the analysis of strengths and weaknesses, opportunities and threats, as well as identification.From these analyzes, we have produced assumptions that explain the external conditions and internal conditions of the Company, as follows:

a. EXTERNAL CONDITIONS1) Economic Condition

The macro assumption agreement cannot be separated from the influence of external factors and internal factors. From external factors, the world economic condition is still not stable, both in terms of demand (demand) is still weak, as well as low commodity prices. In addition, economic rebalancing from China also affects the economic conditions around the world, including Indonesia. Finally, the economic policies of developed countries like the United States also have an impact on Indonesia.

Internally, economic Growth is expected to be driven by government infrastructure spending in order to strengthen the productive sector as a driving force for the economy. Not only that, as many as fourteen policy packages launched by the government are expected to encourage investment that can accelerate economic Growth and maintain macroeconomic stability.

2) IndustryAviation Flight Law No. 1 of 2009 on aviation is certainly expected to have a positive impact on the national aviation world. Growth of passenger air transport in Indonesia is supported by the increasing number of Indonesian population as well as the vast area of Indonesia that lies between the Indian Ocean and Pacific Ocean, which is geographically position is a very strategic position.






3) Otonomi Daerah Pemberlakuan otonomi daerah mendorong keinginan pemerintah daerah untuk menjadikan bandar udara di wilayahnya representatif dengan kapasitas besar. Hal ini sering menyebabkan tuntutan pembangunan yang melampaui kelayakan finansialnya. Di samping itu juga terdapat keinginan beberapa daerah untuk membangun (dan mengelola) sendiri bandara yang berada di wilayahnya.

Di sisi lain otonomi daerah juga mendorong pemerintah daerah untuk memperoleh kontribusi pendapatan dari pengoperasian bandar udara. Pada cabang bandara yang menguntungkan seperti Bandara Soekarno Hatta - Tangerang kontribusi tersebut cukup besar dan diwujudkan dalam satu program yang bersifat community development, di samping kontribusi lain yang diatur dengan Perda seperti kontribusi parkir dan sebagainya.

Pada bandara cabang yang masih merugi permintaan kontribusi tidak mendesak dan pada umumnya pemerintah daerah dapat memahami bahwa kontribusi tersebut belum dapat diberikan. Penurunan alokasi dana transfer ke daerah dan dana desa dalam Rancangan Anggaran Pendapatan dan Belanja Negara Perubahan 2017 kemungkinan bisa dibatasi menyusul prospek perbaikan pendapatan dalam negeri neto dan perubahan kebijakan dalam anggaran tersebut.

b. KONDISI INTERNAL Dari sisi internal sendiri, pertumbuhan ekonomi diharapkan mampu didorong oleh belanja infrastruktur pemerintah dalam rangka menguatkan sektor produktif sebagai penggerak pertumbuhan perekonomian. Tidak hanya itu, sebanyak empat belas paket kebijakan yang telah diluncurkan pemerintah diharapkan dapat mendorong investasi yang mampu mempercepat pertumbuhan ekonomi dan menjaga stabilitas ekonomi makro.

Indonesia tercatat memiliki rata-rata pertumbuhan masih lebih baik dibandingkan dengan Negara-negara lainnya selama kurun waktu 2006-2015. Sementara itu, sampai dengan kuartal 4 tahun 2017, Indonesia memiliki capaian pertumbuhan ekonomi yang cukup baik sebesar 5,2%.

3) Regional Autonomy The enactment of regional autonomy encourages the local government’s desire to make the airport in its territory representative with large capacity. This often leads to development demands that go beyond financial feasibility. In addition there is also the desire of some areas to build (and manage) own airports located in its territory.

On the other hand, regional autonomy also encourages local governments to obtain revenue contribution from the operation of airports. At a lucrative airport branch like Soekarno Hatta Airport - Tangerang the contribution is quite large and is realized in a community development program, in addition to other contributions regulated by local regulations such as parking contributions and so on

At the airport branches which are still losing, the demand for contributions are not urgent and in general the local government can understand that such contributions cannot be given. Reduced allocations of transfer funds to regions and village funds in the 2017 Budget Revenue and Expenditure Plan may be limited following the prospect of improved net domestic revenues and policy changes in the budget.

b. INTERNAL CONDITIONInternally, economic Growth is expected to be driven by government infrastructure spending in order to strengthen the productive sector as a driving force for the economy. Not only that, as many as fourteen policy packages launched by the government are expected to encourage investment that can accelerate economic Growth and maintain macroeconomic stability.

Indonesia has recorded an average Growth which is still better than other countries during the 2006-2015 period. Meanwhile, until the fourth quarter of 2017, Indonesia has achieved a pretty good economic Growth of 5.2%.






1) Karakteristik biaya Karakteristik biaya dalam pengelolaan bandar udara sebagian besar bersifat tetap dan karena sifatnya capital intensive, maka memiliki biaya penyusutan yang besar.

2) Investasi Sesuai RJPP Perusahaan tahun 2016-2020 telah dicanangkan investasi sebesar Rp. 32 Triliun, untuk program Investasi tahun 2017 dianggarkan sebesar Rp. 11,468 Triliun. Realisasi capaian investasi tahun 2017 sebesar Rp 7,677 Triliun atau terserap 67% dari RKAP sebesar Rp 11,468 Triliun dan secara program serapan investasi sebesar 392 program atau 92% dari 424 program dalam RKAP 2017.

Penyerapan investasi sampai dengan Triwulan IV dipengaruhi oleh faktor internal maupun faktor eksternal. Faktor internal diakibatkan adanya; retender beberapa pekerjaan karena lelang batal lebih dari 2 kali akibat dari jumlah peserta lelang yang mendaftar tidak memenuhi syarat, memasukan penawaran kurang dari 3 peserta dan lulus evaluasi kurang dari 2 peserta serta terkait revitalisasi terminal yang mengakibatkan beberapa pekerjaan pengembangan terminal diusulkan drop atau carry over. Sedangkan untuk faktor eksternal terhambatnya serapan program investasi dikarenakan beberapa kendala diantaranya proses pembebasan lahan PT Angkasa Pura II (Persero) yang masih berlangsung.

1) Cost Characteristics The cost characteristic in airport management is mostly fixed and due to its capital intensive nature, it has a large depreciation cost.

2) Investment According to Company RJPP on 2016-2020 has been declared an investment of Rp. 32 Trillions, for Investment program of 2017 budgeted Rp. 11,468 Trillion. The prognosis of investment achievement in 2017 is Rp 7,677 Trillion or absorbed 67% from RKAP of Rp 11,468 Trillion and on an investment absorption program of 392 programs or 92% of 424 programs in the 2017 RKAP.

The absorption of investment up to the fourth Quarter is influenced by internal and external factors. Internal factors are caused; retender some jobs because the auction is canceled more than 2 times as a result of the number of bidders who register are not eligible, enter the offer of less than 3 participants and pass the evaluation of less than 2 participants and related revitalization of the terminal resulting in some terminal development work proposed drop or carry over. As for the external factors hampering the absorption of investment programs due to several constraints such as land acquisition process of PT Angkasa Pura II (Persero) is which still ongoing.












Prinsip-prinsip GCG yakni Transparansi, Akuntabilitas, Pertanggungjawaban, Kemandirian dan Kewajaran sebagai dasar peningkatan kinerja Perseroan.

GCG principles of Transparency, Accountability, Independence and Fairness as the basis in upgrading the work of the Company.

LAPORAN TATA KELOLA PERUSAHAANCORPORATE GOVERNANCE REPORT














TATA KELOLA PERUSAHAAANCORPORATE GOVERNANCE

Komitmen penerapan tata kelola perusahaan (good corporate governance/GCG) merupakan hal yang mutlak bagi PT Angkasa Pura II (Persero). Hal tersebut dilakukan melalui penguatan infrastruktur yang dimiliki dan secara berkesinambungan meningkatkan sistem dan prosedur untuk mendukung efektifitas pelaksanaan GCG di Angkasa Pura II.

The commitment of the implementation of good corporate governance (GCG) is an absolute matter for PT Angkasa Pura II (Persero). This is done through strengthening the infrastructure owned and continuously improving systems and procedures to support the effectiveness of GCG implementation in Angkasa Pura II.

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

Pemutakhiran ini dikuatkan dengan sosialisasi dan penerapannya. Pelaksanaan sosialisasi sebagai komitmen PT Angkasa Pura II (Persero) untuk senantiasa mengingatkan seluruh stakeholders betapa pentingnya implementasi GCG dalam setiap aktivitas pekerjaan. Dalam penerapan GCG, PT Angkasa Pura II (Persero) mematuhi berbagai peraturan perundang-undangan yang berlaku serta peraturan internal. Secara berkala, Perseroan melakukan pengukuran implementasi GCG yang dilakukan oleh pihak independen dan berkomitmen untuk menindaklanjuti setiap rekomendasi perbaikan yang dihasilkan.

PT Angkasa Pura II (Persero) is committed to implement GCG principles of Transparency, Accountability, Independence and Fairness as the basis in upgrading the work by constantly improving various guidelines, standard operating procedures (SOPs), manuals with new updated regulations, and development of the company.

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

TATA KELOLA PERUSAHAANCORPORATE GOVERNANCE






Prinsip GCGSesuai Peraturan Menteri Negara BUMN No. PER-01/ MBU/2011 tentang Penerapan Tata Kelola Perusahaan yang Baik pada BUMN, terdapat 5 (lima) prinsip GCG yang wajib dipenuhi Perseroan, meliputi: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.

Tujuan dan Manfaat Penerapan GCGPerseroan 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;

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

GCG PrinciplesBased on the Regulation of the Minister of State Owned Enterprises. PER-01 / MBU / 2011 on the Implementation of Good Corporate Governance in SOEs, there are 5 (five) GCG principles that must be fulfilled by the Company, including:1. Transparency (transparency), is an openness in the process

of decision-making and openness in disclosing material and relevant information about the company;

2. Accountability (accountability), is clarity of functions, implementation and accountability of the Organ so that the company is run effectively;

3. Responsibility (responsibility), is conformity in the management of the company following the legislation and principles of healthy corporations;

4. Independency, is the circumstance in which the company is professionally managed without conflict of interest and influence/pressure from any party that is inconsistent against the legislation and corporate principles;

5. Fairness, is justice and equality in fulfilling the rights of stakeholders arising under the agreement and the laws and regulations.

Objectives and Benefits of GCG ImplementationThe company implements GCG as a fundamental strategy for transformation and turnaround, with a goal to make PT Angkasa Pura II (Persero) as a sustainable corporation. Therefore, by applying GCG, PT Angkasa Pura II (Persero) aims to:

1. Optimize the value of the company to build strong competitiveness both nationally and internationally, in order to maintain sustainable existence and growth;

2. Encourage professional management, efficient and effective as well as to empower the function and increase the independence of different organs within the company;

3. Direct and control the working relationship between General Meeting of Shareholders (GMS), Board of Commissioners and Board of Directors;

4. Encourage that every decision-making and implementation should be based on high moral values and in accordance with applicable legislation and social responsibility;

5. Creating professional human resources;

PRINSIP DAN KOMITMEN IMPLEMENTASI GCGGCG IMPLEMENTATION PRINCIPLES AND COMMITMENTS





6. Meningkatkan pertanggungjawaban kepada Stakeholders7. Mencegah terjadinya penyimpangan dalam pengelolaan

Perseroan8. Memperbaiki Budaya Kerja Perseroan.9. Meningkatkan pencitraan Perseroan (Image) yang semakin

baik.

Manfaat besar dari penerapan GCG di Perseroan sangat terasa. Secara garis besar, dampak positif dari pelaksanaan GCG dijabarkan menjadi 3 (tiga) garis besar: • People – menghasilkan sumber daya manusia yang memiliki

kompetensi dan mampu mengadaptasi nilai-nilai GCG• Profit – perusahaan dapat mengoptimalkan peraihan laba

dan mencapai pertumbuhan yang tinggi.• Planet – berkontribusi nyata terhadap lingkungan dan

pemberdayaan masyarakat.

6. Increase accountability to Stakeholders;7. Prevent the occurrence of irregularities in the management

of the company;8. Improve the working vulture of the company.9. Improve the image of the company

The great benefits of the implementation of GCG in the company are felt. The positive impact of GCG implementation is outlined into three:• People - produce competent human resources and able to

adapt GCG values• Profit - the company can optimize profitability and achieve

high growth.• Planet - a real contribution to the environment and

community empowerment.

PRINSIP DAN KOMITMEN IMPLEMENTASI GCGGCG IMPLEMENTATION PRINCIPLES AND COMMITMENTS

UPAYA MEMPERKUAT IMPLEMENTASI GCG EFFORTS TO STRENGTHEN GCG IMPLEMENTATION

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






UPAYA MEMPERKUAT IMPLEMENTASI GCGEFFORTS TO STRENGTHEN GCG IMPLEMENTATION

Dalam memaknai implementasi GCG, PT Angkasa Pura II (Persero) berkomitmen untuk menjadikan GCG sebagai bagian dari pengelolaan Perusahaan melalui penerapan suatu sistem yang mencerminkan prinsip-prinsip keterbukaan informasi, akuntabilitas, kesetaraan dan tanggung jawab.

Sepanjang tahun 2017, telah dilakukan berbagai inisiatif implementasi GCG, baik yang dilakukan secara mandiri maupun dibantu oleh pihak independen dalam mencapai tata kelola perusahaan yang berkelanjutan (sustainable governance) antara lain mencakup: 1. Sosialisasi Code of Conduct kepada seluruh karyawan PT

Angkasa Pura II (Persero), baik karyawan lama maupun karyawan baru;

2. Pembangunan komitmen Dewan Komisaris dan Direksi melalui pembaharuan Pakta Integritas dan Komitmen Penerapan GCG;

3. Pelaksanaan assessment GCG yang dilakukan oleh pihak independen;

4. Memperkuat Sistem Pelaporan Pelanggaran dengan penyediaan berbagai tools yang memudahkan pelaporan;

5. Sosialisasi program pengendalian gratifikasi Perseroan;

6. Ikut serta dalam Annual Report Award;

In interpreting the implementation of GCG, PT Angkasa Pura II (Persero) is committed to making GCG a part of managing the company through the implementation of a system that reflects the principles of information disclosure, accountability, equality and responsibility.

Throughout 2017, various GCG implementation initiatives have been done, either independently or assisted by independent parties in achieving sustainable governance, include:

1. Socialization of Code of Conduct to all employees of PT Angkasa Pura II (Persero), both old and new employees;

2. Development of the commitment of the Board of Commissioners and the Board of Directors through the renewal of the Integrity Pact and the GCG Implementation Commitment;

3. Implementation of GCG assessment conducted by independent parties;

4. Strengthening the Reporting System Infringement with the provision of various tools that facilitate reporting;

5. Socialization of the Company’s gratification control program;

6. Participation in the Annual Report Award;

Secara berkala, Perseroan melakukan pengukuran implementasi GCG. Melalui proses pengukuran tersebut, Perseroan bertujuan untuk:• Menguji dan menilai penerapan GCG melalui elaborasi

kondisi penerapan GCG dan pembandingan dengan indikator dan parameter pengujian yang telah ditentukan.

• 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.

• Memantau konsistensi penerapan GCG di lingkungan organisasi Perseroan, serta untuk memperoleh masukan demi penyempurnaan dan pengembangan kebijakan GCG.

• Mendorong pengelolaan Perseroan yang semakin profesional, transparan, dan efisien, serta memberdayakan fungsi dan meningkatkan kemandirian Organ Perseroan.

Periodically, the Company takes measurements of GCG implementation. Through the measurement process, the Company aims to:• Test and assess GCG implementation through elaboration

of GCG implementation conditions and benchmarking with predefined test indicators and parameters.

• Provide an overview of the measurement results by assigning value to GCG implementation, along with recommended improvement recommendations, to reduce the gap between the practice level and the indicators and test parameters.

• Monitor the consistency of GCG implementation within the company’s organizational environment, as well as to obtain inputs for the improvement and development of GCG policies.

• Encourage an increasingly professional, transparent and efficient management of the vompany, and empower the functions and enhance the independence of the company’s organ.

PENGUKURAN IMPLEMENTASI GCGMEASUREMENT OF GCG IMPLEMENTATION





KRITERIA ASSESSMENT GCGParameter 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 PENILAIANDalam pelaksanaan assessment GCG, Perseroan dapat dibantu oleh assessor independen, maupun dilakukan secara mandiri (self assesment).

HASIL ASSESSMENT GCGHasil assessment GCG terakhir dilakukan pada tahun 2017 yang dilakukan oleh assessor independen yakni 89,76 Perseroan memperoleh skor sebesar 90,04%.

Hasil assessment GCG Angkasa Pura II selama 4 (empat) tahun terakhir sebagai berikut:

GCG ASSESSMENT CRITERIAThe GCG assessment parameters used are based on the parameters of the Decree of the Secretary of the Ministry of SOEs Number: SK-16 / MBU / 2012. There are 6 (six) aspects, 43 Parameters, 153 Indicators and 568 Conformity Test Factors.

THE PEOPLE CONDUCTING THE ASSESSMENTIn the implementation of GCG assessment, the Company can be assisted by independent assessors, as well as self-assessed.

GCG ASSESSMENT RESULTSThe last GCG assessment result was conducted in 2017 conducted by an independent assessor of 89.77 the Company obtained a score of 90.04%.

The results of the assessment of GCG Angkasa Pura II during the last 4 (four) years as follows:

HASIL ASSESSMENT GCG TAHUN 2016PT Angkasa Pura II (Persero) melaksanakan self assessment GCG di tahun 2016 untuk tahun buku 2016 yang dilaksanakan oleh pihak independen, PT Angkasa Pura II (Persero) memperoleh skor 87,13, 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 Angkasa Pura II sebagai berikut:

GCG ASSESSMENT RESULTS OF 2016PT Angkasa Pura II (Persero) conducted GCG self assessment in 2016 for the fiscal year 2016 conducted by independent parties, PT Angkasa Pura II (Persero) got a score of 87.13, entered in the VERY GOOD category. These results are increasing compared to previous years that fell into the GOOD rank.

Summary of evaluation / evaluation results on GCG implementation in Angkasa Pura II as follows:


TAHUNYear

SKOR ASSESSMENT GCGGCG Assessment Score

PELAKSANA PENILAIEvaluator

2014 84,63 Self Assesment (AP II)

2015 85,14 BPKP

2016 87,13 Self Assesment (AP II)

2017 89,76 BPKP







Tabel di atas menggambarkan perbandingan antara kondisi penerapan GCG di PT 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.

Terdapat 25 rekomendasi perbaikan dengan perincian per penanggung jawab sebagai berikut:

The table above illustrates the comparison between the conditions of GCG implementation in PT Angkasa Pura II (Persero) with best practices of GCG implementation. Some aspects of the assessment have approached standard and best practice, but still require improvement in certain areas.

There are 25 recommendations for improvement with details per person responsible for the following:

Hasil Assessment GCG Tahun 2017PT Angkasa Pura II (Persero) melaksanakan assessment GCG di tahun 2016 untuk tahun buku 2017 yang dilaksanakan oleh Assessor Independen dari BPKP Provinsi Banten.

Berdasarkan hasil assessment tersebut, PT Angkasa Pura II (Persero) memperoleh skor 89,76, 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:

GCG Assessment Results of 2017PT Angkasa Pura II (Persero) conducted GCG assessment in 2016 for the fiscal year 2017 conducted by Independent Assessor of BPKP of Banten Province.

Based on the assessment, PT Angkasa Pura II (Persero) got a score of 89.76, entered in the VERY GOOD category. These results are increasing compared to previous years that fell into the GOOD rank.

Summary of evaluation result on GCG implementation at PT Angkasa Pura II (Persero) as follows:

NOPENANGGUNGJAWAB REKOMENDASIRESPONSIBLE OF RECOMMENDATIONS

JUMLAH REKOMENDASINUMBER OF RECOMMENDATIONS

TELAH DITINDAKLANJUTI DI TAHUN 2017HAS BEEN FOLLOWED-UP IN THE YEAR 2017

1Pemegang SahamShareholders

2 Dalam proses tindaklanjutIn the follow-up process

2Dewan KomisarisBoard of Commissioners


3DireksiBoard of Directors


4Pihak Terkait LainnyaOther Related Parties


ASPEK PENGUJIAN / INDIKATOR / PARAMETERASPECTS OF TESTING / INDICATORS / PARAMETERS

BOBOTWEIGHT

CAPAIAN TAHUN 2016ACCOMPLISHMENT IN YEAR 2016

SKORSCORE

% PENCAPAIAN% ACCOMPLISHMENT

I

Komitmen terhadap penerapan tata kelola Perusahaan yang baik secara berkelanjutan.Commitment to the implementation of good corporate governance on an ongoing basis.

7,00 6,71 95,92

II Pemegang Saham dan RUPS / Pemegang sahamShareholders and GMS / Shareholders. 9,00 8,08 89,92

III Dewan Komisaris / Dewan PengawasBoard of Commissioners / Board of Trustees 35,00 31,71 90,60

IV DireksiBoard of Directors 35,00 31,65 90,42

V Pengungkapan Informasi dan TransparansiDisclosure of Information and Transparency 9,00 8,16 90,72

VI Aspek LainnyaOther Aspects 5,00 0,8 16,00

SKOR KESELURUHANOVERALL SCORE 100,00 87,13

KLASIFIKASI KUALITAS PENERAPAN GCGCLASSIFICATION OF GCG IMPLEMENTATION QUALITY

SANGAT BAIKVERY GOOD






Tabel di atas menggambarkan perbandingan antara kondisi penerapan GCG di PT 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.

Terdapat 22 rekomendasi perbaikan dengan perincian per penanggung jawab sebagai berikut:

The table above illustrates the comparison between the conditions of GCG implementation in PT Angkasa Pura II (Persero) with best practices of GCG implementation. Some aspects of the assessment have approached standard and best practice, but still require improvement in certain areas.

There are 22 recommendations for improvement with the following per-person details:

Dalam rangka terus mempertahankan konsistensi implementasi GCG Perseroan, Perseroan memiliki rencana kerja yang terukur dan terarah yang didasarkan pada Roadmap GCG Perseroan.Untuk tahun 2018, Perseroan merencanakan untuk:1. Melakukan assessment GCG dengan mengundang pihak

independen untuk periode tahun buku 20182. Memperkuat komitmen Dewan Komisaris dan Direksi

dengan melakukan refreshment terhadap nilai-nilai GCG3. Melakukan internalisasi dan institusionalisasi GCG kepada

karyawan dan unit kerja terkait di Angkasa Pura II4. Menyebarluaskan materi Code of Conduct, Pengendalian

Gratifikasi dan Whistleblowing System kepada stakeholders Perseroan.

5. Menindaklanjuti hasil Assessment GCG Tahun 2017

In order to maintain consistency of the Company’s GCG implementation, the Company has a measurable and targeted work plan based on the Company’s GCG Roadmap.For 2018, the Company plans to:1. Conduct a GCG assessment by inviting independent parties

for the fiscal year 20182. Strengthen the commitment of the Board of Commissioners

and the Board of Directors by refreshment of GCG values3. Internalize and institutionalize GCG to employees and

related working units in Angkasa Pura II4. Disseminate Code of Conduct material, Gratification

Control and Whistleblowing System to the Company’s stakeholders.

5. Follow-up the results of GCG Assessment Year 2017

NOPENANGGUNGJAWAB REKOMENDASIRESPONSIBLE OF RECOMMENDATIONS

JUMLAH REKOMENDASINUMBER OF RECOMMENDATIONS

1Pemegang SahamShareholders

4

2Dewan KomisarisBoard of Commissioners

5

3DireksiBoard of Directors

10

4Pihak Terkait LainnyaOther Related Parties

3

ASPEK PENGUJIAN / INDIKATOR / PARAMETERASPECTS OF TESTING / INDICATORS / PARAMETERS

BOBOTWEIGHT

CAPAIAN TAHUN 2017ACCOMPLISHMENT IN YEAR 2017

SKORSCORE

% PENCAPAIAN% ACCOMPLISHMENT

I

Komitmen terhadap penerapan tata kelola Perusahaan yang baik secara berkelanjutan.Commitment to the implementation of good corporate governance on an ongoing basis.

7,00 6,30 89,96

II Pemegang Saham dan RUPS / Pemegang sahamShareholders and GMS / Shareholders. 9,00 7,65 85,06

III Dewan Komisaris / Dewan PengawasBoard of Commissioners / Board of Trustees 35,00 31,98 91,37

IVDireksiBoard of Directors

35,00 31,69 90,54

V Pengungkapan Informasi dan TransparansiDisclosure of Information and Transparency 9,00 8,39 93,26

VI Aspek LainnyaOther Aspects 5,00 3,75 16,00

SKOR KESELURUHANOVERALL SCORE 100,00 89,76

KLASIFIKASI KUALITAS PENERAPAN GCGCLASSIFICATION OF GCG IMPLEMENTATION QUALITY

SANGAT BAIKVERY GOOD

RENCANA PENGEMBANGAN GCG TAHUN 2018GCG DEVELOPMENT PLAN IN 2018






STRUKTUR DAN MEKANISME GCGSTRUCTURE AND GCG MECHANISM

STRUKTUR GCGSesuai dengan Undang Undang No. 40 tahun 2007 Bab I Mengenai Ketentuan Umum Pasal 1, Organ Perseroan terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris dan Direksi. • Rapat Umum Pemegang Saham, yang selanjutnya disebut

RUPS adalah Organ Perseroan yang mempunyai wewenang yang tidak diberikan kepada Direksi atau Dewan Komisaris dalam batas yang ditentukan dalam Undang Undang 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.

• Direksi adalah Organ 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.

STRUCTURE OF GCGIn accordance with Law no. 40 Year 2007 Chapter I Regarding General Provisions Article 1, the Company’s organs consist of General Meeting of Shareholders (AGMS), Board of Commissioners and Board of Directors. • General Meeting of Shareholders, hereinafter referred

to as GMS, is a Corporate Organ that has authority not given to the Board of Directors or Board of Commissioners within the limits specified in the Law and / or Articles of Association.

• The Board of Commissioners is an organ of the Company which is in charge of general and / or special surveillance in accordance with the Articles of Association and advises the Board of Directors.

• The Board of Directors is a competent corporate body and fully responsible for the maintenance of the Company for the benefit of the Company, in accordance with the purposes and objectives of the Company and to represent the Company, both inside and outside the court in accordance with the provisions of the Articles of Association.

RAPAT UMUM PEMEGANG SAHAM (RUPS)

GENERAL MEETING OF SHAREHOLDERS

DEWAN KOMISARISBOARD OF COMMISSIONERS

KOMITE AUDITAUDIT COMMITTEE

DIREKSIBOARD OF DIRECTORS

KOMITE MANAJEMENRISIKO & SDM

RISK MANAGEMENT& HR COMMITTEE

SEKRETARIS PERUSAHAAN

& LEGALCORPORATE SECRETARY

& LEGAL

SATUANPENGAWAS INTERNAL

INTERNAL AUDITOR

UNIT KERJALAINNYA

OTHER WORKING UNIT





MEKANISME GCGMekanisme 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.

PT Angkasa Pura II (Persero) telah memiliki aturan main yang lengkap yang terdapat dalam:

GCG MECHANISMGCG mechanism is a GCG implementation mechanism that is reflected in a strong system. This is important, because GCG implementation is not enough just to rely on the pillars of governance structure, but there is a need for clear rules in the form of mechanisms. Governance mechanism can be defined as the rules of the game, procedures and clear relationships between the parties who make decisions with those who control (oversight) of the decision.

PT Angkasa Pura II (Persero) has a full set of rules contained in:

NONAMA KEBIJAKAN GCG

GCG POLICY NAMEDASAR PERATURAN

BASED LAWISI

CONTENT

1

Pedoman Tata Kelola PerusahaanCode of Corporate Governance

DKOM.390.1/HK.201/APII-2014

KEP.02.03.01/08/2014.3

Mengatur mekanisme hubungan kerja organ Perusahaan (RUPS, Dewan Komisaris dan Direksi) dalam menjalankan tugas sebagai upaya untuk mewujudkan system pengelolaan perusahaan secara professional, transparan dan efisien sebagai wujud nyata pelaksanaan prinsip-prinsip GCG di Perusahaan.Arranging the mechanism of the Company’s organ relations (GMS, Board of Commissioners and Board of Directors) in performing its duties as an effort to realize the professional, transparent and efficient corporate management system as a concrete manifestation of GCG principles in the Company.

2 Board Manual

DKOM.078.1/HK.201/APII-2014

KEP.01.02.01/02/2014

Panduan bagi Dewan Komisaris dan Direksi mengenai Tata Kerja Dewan yang harus dipedomani pada tingkat kewenangan dan tanggung jawab masing-masing dalam upaya untuk meningkat-kan penerapan GCG di lingkungan PT AP II (Pesero).Guidance for the Board of Commissioners and the Board of Directors on the Working Procedures of the Council to be guided at the level of their respective authorities and responsibilities in an effort to improve the implementation of GCG within PT AP II (Persero).

3Pedoman PerilakuCode of Conduct

DKOM.036.1/HK.201/APII-2014

KEP.02.03.01/01/2014.1

Panduan perilaku bagi seluruh insan Perusahaan yang harus dipatuhi dalam melaksanakan segala aktivitas perusahaan, serta mewujudkan hubungan harmonisasi dengan para pemangku kepent-ingan dan mewujudkan visi & misi perusahaan secara professional dan beretika bisnis.Behavior guidelines for all human beings of the Company to be adhered to in carrying out all activities of the company, as well as to realize harmonious relationships with stakeholders and realize the vision & mission of the company in a professional and ethical business.

4

Pedoman Pengendalian GratifikasiGuidelines for Gratifica-tion Control

DKOM.036.2/HK.201/AP-II-2014

KEP.02.03.01/01/2014

Pedoman bagi seluruh insan PT AP II dalam bersikap dan berperilaku baik sebagai individu mau-pun entitas dalam menjalankan tugas dan tanggung jawab secara professional, dan pedoman untuk memahami dan menanggulangi pelaksanaan penerimaan dan pemberian hadiah dan hiburan serta korupsi di perusahaan, meningkatkan dan memperkuat citra positif perusahaan. Mewujudkan pengelolaan perusahaan yang bebas dari segala bentuk Korupsi, Kolusi dan Nepo-tisme (KKN).Guidelines for all employees of PT AP II in behaving as individuals and entities in carrying out their duties and responsibilities professionally, and guidelines for understanding and overcoming the acceptance and administration of gifts and entertainment and corruption in the company, enhancing and strengthening the company’s positive image. Realizing corporate management that is free from all forms of Corruption, Collusion and Nepotism (KKN).

5

Pedoman Pengaduan PelanggaranInfringement Grievance Guidelines

DKOM.036.3/HK.201/APII-2014

KEP.02.03.01/01/2014.2

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, Directors, Employees and interested parties in relationship with the company, so that each submitted report is kept confidential and reported cases can be accounted for and actionable. This complaint violation guidelines as one form of enhancing the protection of stakeholders and the protection of good reputation of the Company.

STRUKTUR DAN MEKANISME GCGSTRUCTURE AND GCG MECHANISM






RAPAT UMUM PEMEGANG SAHAM (RUPS)GENERAL MEETING OF SHAREHOLDERS (GMS)

INFORMASI PEMEGANG SAHAM UTAMA DAN PENGENDALIPemegang Saham Pengendali Perseroan adalah Negara Republik Indonesia yang menguasai 100% saham.

KEY SHAREHOLDER AND CONTROLLING INFORMATION The Controlling Shareholder of the Company is the Republic of Indonesia which controls 100% of the shares.

RAPAT UMUM PEMEGANG SAHAM (RUPS)RUPS merupakan forum yang memfasilitasi pengambilan keputusan tertinggi dalam perusahaan dengan memperhatikan kepentingan perusahaan, ketentuan yang dimuat dalam Anggaran Dasar serta peraturan perundangan yang berlaku.

RUPS dalam Perseroan terdiri dari:• RUPS Tahunan yang diselenggarakan setiap tahun buku

selambat-lambatnya 6 (enam) bulan setelah tahun buku Perseroan ditutup.

• RUPS Luar Biasa yaitu Rapat Umum Pemegang Saham yang diadakan sewaktu-waktu berdasarkan kebutuhan.

Selama tahun 2017, Angkasa Pura II telah mengadakan 1 (satu) kali RUPS, yaitu RUPS Tahunan sebanyak 1 (satu) kali pada tanggal 10 Mei 2017 serta tidak menyelenggarakan RUPS Luar Biasa.

RUPS TAHUNAN PENGESAHAN RKAPRUPS Tahunan Pengesahan RKAP diselenggarakan pada tanggal 29 Desember 2016 bertempat di Ruang Rapat Lantai 6, Kementerian BUMN.

Penyelenggaraan RUPS Tahunan telah melalui proses persiapan dan penyelenggaraan sesuai dengan UU No. 40 tahun 2007 tentang Perseroan Terbatas dan Anggaran Dasar Angkasa Pura II.

GENERAL MEETING OF SHAREHOLDERS (GMS)GMS is a forum which facilitates the highest decision making in the company by taking into account the interests of the company, the provisions contained in the Articles of Association and applicable laws and regulations.

The GMS in the Company consists of:• Annual General Meeting of Shareholders which is held

every book year not later than 6 (six) months after the fiscal year of the Company closes.

• Extraordinary GMS is the General Meeting of Shareholders held at any time based on need.

During the year 2017, Angkasa Pura II has held 1 (one) GMS, namely Annual General Meeting of Shareholders 1 (once) on May 10, 2017 and does not hold Extraordinary GMS.

ANNUAL GMS RATIFICATION OF RKAPAnnual General Meeting of Shareholders RKAP was held on December 29, 2016 at 6th Floor Meeting Room, Ministry of SOE.

The holding of the Annual General Meeting of Shareholders has been through the process of preparation and implementation in accordance with Law no. 40 of 2007 on Limited Liability Company and Pura II Angkasa Angkasa II.





Agenda, Keputusan dan Tindak Lanjut Hasil RUPS Tahunan sebagai berikut:

Agenda, Decision and Follow Up The Annual General Meeting of Shareholders as follows:

NOPESERTA RUPS

PARTICIPANT OF GMSNAMANAME

Kuasa Pemegang Saham:Shareholder’s Authorization:

1 Deputi Bidang Usaha Jasa Keuangan, Jasa Survei dan KonsultanDeputy of Financial Services Business, Survey Services and Consultant

Gatot Trihargo

Dewan Komisaris:Board of Commissioners:

1 Komisaris UtamaThe main commissioner

Rhenald Kasali

2 KomisarisCommissioner

M. Harpin Ondeh


Iswan Elmi


Maryati Karma


Imam Bustomi *)

6 KomisarisCommissioner Hadi Tjahjanto **)

Direksi:Board of Directors:

1 Direktur UtamaPresident Director

Muhammad Awaluddin

2 Direktur Teknik & OperasiDirector of Engineering & Operations

Djoko Murjatmodjo

3 Direktur Komersial & Pengembangan BisnisDirector of Commercial & Business Development

Daan Achmad

4 Direktur KeuanganDirector of Finance

Andra Y. Agussalam

5 Direktur Pelayanan & Fasilitas Bandar UdaraDirector of Airport Services & Facilities

Ituk Herarindri

6 PH. Direktur SDM, GA & TIPH. Director of Human Resources, GA & IT

Muhammad Awaluddin

NOAGENDAAGENDA

KEPUTUSANDECISION

TINDAK LANJUTFOLLOW-UP

1

Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2017Ratification of Work Plan and Corporate Budget (RKAP) Year 2017

a. Laporan Posisi Keuangan jumlah Aset Rp 33.151.329 juta, jumlah Liabilitas dan Ekuitas Rp 33.151.329 juta

Statement of Financial Position of Assets amounting to Rp 33,151,329 million, Total of Liabilities and Equity Rp 33.151329 million

b. Laba Rugi Konsolidasian PT Angkasa Pura II (Persero) tahun 2017 ditargetkan Laba Tahun Berjalan setelah pajak sebesar Rp1.690.706 juta

Consolidated Profit of Loss of PT Angkasa Pura II (Persero) in 2017 is targeted to Profit of the Current Year after tax of Rp1,690,706 million

c. Investasi Rp 9.262.767 Juta Investment Rp 9,262,767 Milliond. Sumber Daya Manusia sebanyak 10.317 orang Human Resources 10,317 peoplee. RKA Dewan Komisaris Tahun 2017 sebagaimana yang tertera dalam buku RKAP tahun

2017. RKA Board of Commissioners Year 2017 as stated in RKAP book year 2017.f. Target Tingkat kesehatan RKAP tahun 2017 adalah 92,50 atau Kategori Sehat AA Target Health Level RKAP 2017 is 92.50 or Category AA Healthy

Telah ditindaklanjutiHas been followed-up


*) Tidak hadir dan dikuasakan kepada M.Harpin Ondeh sesuai Surat Kuasa Nomor CO.SKK.01.03/00./12/2016/0003 tanggal 29 Desember 2016 Not present and authorized to M.Harpin Ondeh pursuant to Power of Attorney Number CO.SKK.01.03 / 00./12 / 2016/0003 dated December 29, 2016

**) Tidak hadir dan dikuasakan kepada Maryati Karma sesuai Surat Kuasa Nomor CO.SKK.08.03/00./12/2016/0004 tanggal 29 Desember 2016 Not present and authorized to Maryati Karma pursuant to Power of Attorney Number CO.SKK.08.03 / 00./12 / 2016/0004 dated December 29, 2016 The number of shareholders present at the AGMS on 29 December 2016 is 100%.

Jumlah pemegang saham yang hadir pada RUPS Tahunan tanggal 29 Desember 2016 adalah 100%.

RUPS Tahunan Pengesahan RKAP dihadiri oleh:







NOAGENDAAGENDA

KEPUTUSANDECISION


2

Pengesahan Rencana Kerja dan Anggaran Program Ke-mitraan dan Bina Lingkun-gan (RKA-PKBL) Tahun 2017Approval of Work Plan and Budget of Partnership and Community Development Program (RKA-PKBL) Year 2017

Program KemitraanPartnership Program• Progran Kemitraan Jumlah dana tersedia Rp 48.716 Juta Partnership Program Total fund available Rp 48,716 Million• Penyaluran pinjaman kepada Mitra Binaan Rp 48.716 Juta Distribution of loans to Partners of Maintenance Rp 48.716 Million• Saldo Akhir Rp 0 ,- Ending Balance Rp 0, -Program Bina LingkunganCommunity Development Program• Dana tersedia Rp 21.305 juta Funds are available Rp 21,305 million• Penyaluran dana bina lingkungan Rp 21.305 juta Distribution of environmental development funds Rp 21,305 million• Saldo Akhir Rp 0 ,- Ending Balance Rp 0, -


3

Persetujuan dan Pengesah-ankontrak manajemen (Key Performance Indicators) antara Direksi dan Dewan Komisaris dengan Pemegang Saham Tahun 2017Approval and Endorsement of Management Contracts (Key Performance Indicators) between Board of Directors and Board of Commissioners with Shareholders of 2017

Menyetujui dan mengesahkan kontrak manajemen (Key Performance Indicators) antara Direksi dan Dewan Komisaris PT Angkasa Pura II (Persero) dengan Pemegang Saham PT Angkasa Pura II (Persero) Tahun 2017 yang mengacu pada Kriteria Penilaian Kinerja Unggul (KPKU) dan surat Menteri BUMN Nomor: S-513/MBU/08/2016 tanggal 30 Agustus 2016 perihal Penyampaian Aspirasi Pemegang Saham/Pemilik Modal untuk Penyusunan Rencana Kerja dan Anggaran Perusahaan Tahun 2017, dan merupakan bagian yang tidak terpisahkan dari risalah ini.Approved and authorized management contracts between Board of Directors and Board of Commissioners of PT Angkasa Pura II (Persero) and Shareholders of PT Angkasa Pura II (Persero) Year 2017 which refers to the Criteria of Superior Performance Appraisal (KPKU) and Minister of SOEs Number: S-513 / MBU / 08/2016 dated 30 August 2016 concerning Submission of Aspirations of Shareholders / Capital Owners for the Preparation of Work Plan and Corporate Budget Year 2017, and is an integral part of this treatise.


4

Pengesahan Rencana Kerja dan Anggaran Program Ke-mitraan dan Bina Lingkun-gan (RKA-PKBL) Tahun 2017Approval and endorsement of management contracts (Key Performance Indicators)

Menyetujui dan mengesahkan Key Performance Indicators Tahun 2017 antara Dewan Komisa-ris PT Angkasa Pura II (Persero) dengan Pemegang Saham PT Angkasa Pura II (Persero) yang tel-ah mengacu pada Peraturan Menteri BUMN Nomor PER-01/MBU/2011 jo. PER-09/MBU/2012 tentang Perubahan Atas Peraturan Menteri Negara BUMN Nomor PER-01/MBU/2011 tentang Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) pada BUMN, dan merupakan bagian yang tidak terpisahkan dari risalah ini.Approved and authorized the Key Performance Indicators of 2017 between the Board of Com-missioners of PT Angkasa Pura II (Persero) and Shareholders of PT Angkasa Pura II (Persero), which refers to the Regulation of the Minister of SOE Number PER-01 / MBU / 2011 jo. PER-09 / MBU / 2012 on Amendment to the Regulation of the Minister of State-Owned Enterprises No. PER-01 / MBU / 2011 on the Implementation of Good Corporate Governance on SOEs, and is an inseparable part of this treatise.


5

Persetujuan Penetapan Indikator Aspek Operasional untuk Perhitungan Tingkat Kesehatan Tahun 2017Approval of Operational Aspect Stipulation for Health Level Calculation 2017

1. Customer Statisfication Index (CSI), ditargetkan mencapai 4,1 dari skala 5,00 Customer Statisfication Index (CSI), is targeted to reach 4.1 from 5.00 scale2. Tingkat pelayanan untuk pemeriksaan keamanan (target 95%), fasilitas umum (kebersi-

han toilet) dengan target bintang 3 dan tingkat kesejukan ruangan (target 90%) Level of service for security checks (95% target), public facilities (toilet hygiene) with 3

star target and room coolness level (90% target)3. Penyerapan investasi untuk pengembangan fasilitas dengan target realisasi program

100% dan fisik 75%. Absorption of investment for facility development with program realization target 100%

and physical 75%.







RUPS TAHUNAN PERSETUJUAN LAPORAN TAHUNAN DAN PENGESAHAN LAPORAN KEUANGAN TAHUN BUKU 2016RUPS Tahunan Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Tahun Buku 2016 diselenggarakan pada tanggal 10 Mei 2017 bertempat di Kementerian BUMN RI.

Penyelenggaraan RUPS Tahunan telah melalui proses persiapan dan penyelenggaraan sesuai dengan UU No. 40 tahun 2007 tentang Perseroan Terbatas dan Anggaran Dasar Angkasa Pura II.

RUPS dihadiri oleh:

ANNUAL GMS APPROVAL OF ANNUAL REPORT AND RATIFICATION OF FINANCIAL STATEMENTS FOR BOOK YEAR 2016Annual General Meeting of Shareholders Approval of Annual Report and Ratification of Financial Statements Book Year 2016 was held on May 10, 2017 at the Ministry of SOEs building.

The holding of the Annual General Meeting of Shareholders has been through the process of preparation and implementation in accordance with Law no. 40 of 2007 on Limited Liability Company and statute Angkasa Pura II.

GMS was attended by:

NOPESERTA RUPS

PARTICIPANT OF GMSNAMANAME

Kuasa Pemegang Saham:Shareholder’s Authorization:

1Deputi Bidang Usaha Jasa Keuangan, Jasa Survei dan KonsultanDeputy of Financial Services Business, Survey Services and Consultant

Gatot Trihargo

Dewan Komisaris:Board of Commissioners:

1Komisaris UtamaThe main commissioner

Rhenald Kasali

2KomisarisCommissioner

M. Harpin Ondeh


Iswan Elmi


Maryati Karma


Imam Bustomi

6 KomisarisCommissioner Hadi Tjahjanto*

Direksi:Board of Directors:

1Direktur UtamaPresident Director

Muhammad Awaluddin

2Direktur Teknik & OperasiDirector of Engineering & Operations

Djoko Murjatmodjo

3Direktur Komersial & Pengembangan BisnisDirector of Commercial & Business Development

Daan Achmad

4Direktur KeuanganDirector of Finance

Andra Y. Agussalam

5Direktur Pelayanan & Fasilitas Bandar UdaraDirector of Airport Services & Facilities

Ituk Herarindri

6PH. Direktur SDM, GA & TIPH. Director of Human Resources, GA & IT

Tina T. Kemala Intan

*) Tidak hadir karena ada penugasan lain. Not present because there are other assignments.

Jumlah pemegang saham yang hadir pada RUPS Tahunan tanggal 10 Mei 2017 adalah 100%.







NOAGENDAAGENDA

KEPUTUSANDECISION


1

Persetujuan Laporan Tahunan dan Pengesah-an Laporan Keuangan Konsolidasi Perseroan, Persetujuan Laporan Tugas Pengawasan Dewan Komisaris serta Pengesahan Laporan Pelaksanaan PKBL Tahun Buku 2016 seka-ligus Pemberian Pelunasan dan Tanggung Jawab Sepenuhnya (Acquit et dé Charge) kepada Direksi dan Dewan Komisaris atas Pengurusan dan Pengawasan Selama Tahun Buku 2016Approval of the Annual Report and Ratifica-tion of the Consolidated Financial Statements of the Company, Approval of the Report of the Oversight of the Board of Commissioners and the Approval of the Implementation Report of the 2016 Fiscal Year PKBL as well as the Acquit et dé Charge to the Board of Directors and the Board of Commissioners on Management and Supervision during the Fiscal Year 2016

a. Laba bersih konsolidasi Tahun Buku 2016 sebesar Rp 1.940.253.845.206,-

The consolidated net profit of Fiscal Year 2016 is Rp 1,940,253,845,206, -

b. Total Aset atau Liabilitas dan Ekuitas per 31 Desember 2016 sebesar Rp 27.991.218.333.510,-

Total Assets or Liabilities and Equity as of December 31, 2016 amount-ing to Rp 27,991,218,333,510, -

c. Kontrak Manajemen (Key Performance Indicators) sebesar 101,83 The Contract Performance (Key Performance Indicators) of 101.83d. Realisasi Investasi sebesar Rp 11.162.537.300.000,- Realization of Investment amounting to Rp 11,162,537,300,000, -e. Sumber Daya Manusia adalah 9.405 Orang Human Resources is 9,405 Peoplef. Tingkat kesehatan Perusahaan tahun 2016 mendapatkan skor 92,85

atau Kategori Sehat AA The company’s health level in 2016 gets a score of 92.85 or AA Healthy

Categoryg. Program Kemitraan dan Bina Lingkungan: Partnerships and community development program

• Pendapatan Rp 16.438.982.104,- revenue Rp 16,438,982,104, -• Penyaluran dana Bina Lingkungan Rp 33.262.551.392,- Disbursement of Community Development fund Rp

33.262.551.392, -• Beban lainnya dan pengeluaran 4.093.830.568,- Other expenses and expenses 4,093,830,568, -• Aset bersih pada awal periode Rp 118.200.364.155,- Net assets at the beginning of the period Rp 118,200,364,155, -• Aset Bersih pada akhir periode Rp 97.282.964.299,- Net Assets at the end of the period Rp 97.282.964.299, -


2

Persetujuan Penggunaan Laba Bersih Konsoli-dasian Tahun Buku 2016Approval of Consolidated Consolidated Earnings of Fiscal Year 2016

Menyetujui penetapan penggunaan laba bersih konsolidasian yang dapat diatribusikan kepada Pemilik entitas induk tahun buku 2016 sebesar Rp 1.940.253.028.171,-Approve the consolidated net profit attribution attributable to the parent entity of fiscal year 2016 of Rp 1,940,253,028,171, -

a. Dividen sebesar Rp 330.000.000.000,- atau 17,01% Dividends amounting to Rp 330,000,000,000, - or 17.01%b. Cadangan umum sebesar Rp 1.610.253.028.171 atau 82,99% General reserves of Rp 1,610,253,028,171 or 82.99%


3

Penetapan Penghasilan Direksi dan Dewan KomisarisStipulation of Directors and Board of Com-missioners

Penetapan besaran gaji/honorium berikut fasilitas dan tunjangan lainnya Ta-hun Buku 2017 serta tantiem Tahun 2016 untuk anggota Direksi dan Dewan Komisaris PT Angkasa Pura II (Persero) akan ditetapkan secara tersendiri.Determination of salary / honorarium amount along with other facilities and allowances for Book Year 2017 and tantiem Year 2016 for members of Board of Directors and Board of Commissioners of PT Angkasa Pura II (Persero) shall be stipulated separately.


Agenda, Keputusan dan Tindak Lanjut Hasil RUPS Tahunan sebagai berikut:

Agenda, Decision and Follow Up The Annual General Meeting of Shareholders as follows:






NOAGENDAAGENDA

KEPUTUSANDECISION


4

Penetapan Kantor Akuntan Publik (KAP) untuk Mengaudit Laporan Keuangan dan Laporan Pelaksanaan Program Kemitraan dan Bina Lingkungan Tahun Buku 2017

a. Melimpahkan kewenangan pengadaan KAP untuk mengaudit Laporan Keuangan dan Laporan pelaksanaan PKBL untuk Tahun Buku 2017 ke-pada Dewan Komisaris dengan mengacu pada ketentuan yang berlaku

. To delegate the authority of the procurement of KAP to audit the Financial Report and Report on the implementation of PKBL for the fiscal year 2017 to the Board of Commissioners with reference to the prevailing regulations.

b. Dewan Komisaris agar menyampaikan hasil pengadaan KAP yang telah dilakukan kepada Menteri BUMN guna penetapan KAP untuk mengaudit Laporan Keuangan dan Lpaoran pelaksanaan PKBL untuk tahun Buku 2017.

The Board of Commissioners to submit the results of the procurement of KAP that has been done to the Minister of SOEs for the determina-tion of KAP to audit the Financial Report and LPAoran implementation of the PKBL for the fiscal year 2017.


5

Pertanggungjawaban Penggunaan Dana PMN Tahun 2015 & 2016Accountability of Use of PMN Funds Year 2015 & 2016

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







Dewan Komisaris 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 Nominasi dan Remunerasi yang berfungsi membantu Dewan Komisaris dalam pelaksanaan penetapan nominasi dan remunerasi Dewan Komisaris dan Direksi Perseroan.

3. Komite Manajemen Risiko 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.

KOMPOSISI DEWAN KOMISARISDewan Komisaris beranggotakan 5 (lima) 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 2017 adalah sebagai berikut:

The Board of Commissioners is an organ of the Company that is collectively responsible for supervising and advising the Directors and ensuring that Angkasa Pura II conducts GCG at all levels or levels of the organization.

Members of the Board of Commissioners are appointed and dismissed by the GMS and meet the general and specific requirements stipulated 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 the operations of the company but remains firmly in the supervisory function of the Board of Commissioners.

In performing its duties, the Board of Commissioners is assisted by the committees as the supporting organ of the Board of Commissioners:1. The Audit Committee which in carrying out its duties and

responsibilities and authorities is conducted in accordance with the Charter of the Audit Committee.

2. Nomination and Remuneration Committee that serves to assist the Board of Commissioners in the implementation of nomination and remuneration of the Board of Commissioners and Board of Directors of the Company.

3. The Risk Management Committee that serves to assist the Board of Commissioners provides input and evaluates the risk management system, internal controls and provides information to the Board of Commissioners on related issues to anticipate risks that may occur.

COMPOSITION OF BOARD OF COMMISSIONERSThe Board of Commissioners consists of 5 (five) members. The Board of Commissioners is chaired by a President Commissioner. The Board of Commissioners has undertaken the division of supervisory duties decided internally by the Board of Commissioners.

The composition of the Board of Commissioners of Angkasa Pura II as of December 31, 2017 is as follows:


NAMANAME

JABATANPOSITION

DASAR PENGANGKATANELEMENT OF APPOINTMENT

LULUS FIT & PROPER TESTFIT & PROPER TEST

DOMISILIDOMICILE

Rhenald Kasali Komisaris UtamaMain Commissioner SK-86/MBU/06/2015

LulusPass

Jakarta Selatan

Iswan Elmi Anggota KomisarisCommissioner

SK-217/MBU/10/2014LulusPass

Bekasi Selatan

M. Harpin Ondeh Anggota KomisarisCommissioner SK-86/MBU/06/2015

LulusPass

Bekasi Selatan

Imam Bustomi Anggota KomisarisCommissioner SK-139/MBU/07/2016

LulusPass

Jakarta Timur

Maryati Karma Anggota KomisarisCommissioner SK-139/MBU/07/2016

LulusPass

Jakarta Barat





INDEPENDENSI DEWAN KOMISARISSeluruh anggota Dewan Komisaris Angkasa Pura II bertindak independen dan bebas intervensi dari pihak manapun.

KRITERIA DEWAN KOMISARISAnggota 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;5. Memiliki jiwa kepemimpinan yang baik;6. Memiliki reputasi yang baik dalam menjalankan tugastugas

sebelumnya;7. Memiliki akhlak dan moral yang baik;8. Mampu melaksanakan tindakan hukum;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 pidana dalam waktu 5 (lima) tahun sebelum pemilihan.

NOMINASI ANGGOTA DEWAN KOMISARIS

Nominasi anggota Dewan Komisaris Angkasa Pura II dipilih berdasarkan usulan dari pihak perusahaan /instansi terkait, atau pihak-pihak yang berkaitan/mengerti dengan bidang usaha Angkasa Pura II, kemudian diajukan kepada Kementerian BUMN untuk mendapatkan persetujuan.

PROGRAM PENGENALAN DAN PELATIHAN DEWAN KOMISARISBoard Manual Perseroan telah mengatur mengenai pelaksanaan Program Orientasi dan Pelatihan bagi Anggota Dewan Komisaris. Setiap Anggota Dewan Komisaris baru diberikan Program Orientasi dan diberikan kesempatan dalam mengikuti Program Pelatihan.

Pada tahun 2017, tidak terdapat pengangkatan Anggota Dewan Komisaris baru, sehingga tidak terdapat Program Pengenalan yang diberikan.

INDEPENDENCE OF BOARD OF COMMISSIONERSAll members of thE Board of Commissioners of Angkasa Pura II act independently and freely intervene from any party.

CRITERIA OF BOARD OF COMMISSIONERSThe members of the Board of Commissioners have met the following selection criteria:1. Have the ability and integrity so that the implementation of

supervisory function and giving advice for the interests of the company can be implemented properly;

2. Understand and comply with the Company’s articles of association and legislation relating to its duties;

3. Understand and implement GCG;4. Have the expertise and experience in the field to which he /

she is responsible;5. Hava good leadership spirit;6. Have a good reputation in carrying out previous duties;

7. Have good character and morals;8. Able to carry out legal action;9. Have never been declared Bankrupt or convicted causing a

company to declare Bankruptcy within 5 (five) years before the election;

10. Never been punished for committing a crime within 5 (five) years before the election.

NOMINATION OF MEMBERS OF THE BOARD OF COMMISSIONERSThe nomination of the members of the Board of Commissioners of Angkasa Pura II shall be selected based on the proposal from the related company / agency, or parties related to the field of Angkasa Pura II, and then submitted to the Ministry of SOE for approval.

INTRODUCTION AND TRAINING PROGRAM OF THE BOARD OF COMMISSIONERSBoard Manual The Company has arranged the implementation of the Orientation and Training Program for Board of Commissioners members. Each new member of the Board of Commissioners is given an Orientation Program and is given an opportunity to participate in the Training Program.

In 2017, there was no appointment of new Board of Commissioners, so no Program Introduction was given.







RANGKAP JABATAN DEWAN KOMISARISSelain menjabat sebagai Dewan Komisaris Angkasa Pura II, sejumlah anggota Dewan Komisaris juga merangkap jabatan dengan uraian sebagai berikut:

DUAL POSITION OF BOARD OF COMMISSIONERSIn addition to serving as the Board of Commissioners of Angkasa Pura II, a number of members of the Board of Commissioners also concurrently held positions with the following description:

BOARD CHARTER DEWAN KOMISARISDewan 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.

BOARD CHARTER OF THE BOARD OF COMMISSIONERSBoard of Commissioners shall be guided by the Manual of Board of Commissioners and Board of Directors (Board Manual). The Board of Manual contains instructions on the work of the Board of Commissioners and the Board of Directors and explains the stages of activities in a structured, systematic, understandable and consistent manner that can serve as a reference for the Board of Commissioners and Board of Directors in performing their respective duties to achieve the Company’s Vision and Mission, so it is expected to achieve high standards of work in line with GCG principles.

The Board Manual is based on the principles of corporate law, the provisions of the Articles of Association, the prevailing laws and regulations, the directions of the Shareholders and the best practices of Good Corporate Governance.


NAMANAME

PROGRAM PELATIHANTRAINING PROGRAM

PENYELENGGARAORGANIZER

TANGGALDATE

Harpin Ondeh Expand Leadership Program CLDI 8-12 Februari 2017

Iswan Elmi Frauditing, Sydney IIA (The Institute of Internal Auditor) 22-29 Juli 2017

Rhenald Kasali, Harpin Ondeh, Maryati Karma

Leadership in a Transformational Digital Era at Cambridge

AGLP (Asean Global Leadership Program) 9-22 September 2017

Imam Bustomi Training Leadership Program 25-26 September 2017

Rhenald Kasali Glomac Stragic Thinking & Bisnis Planing GLOMACS 16-27 Desember 2017

NAMANAME

JABATANPOSITION

JABATAN DI PERUSAHAAN / LEMBAGA LAINPOSITION IN COMPANY / OTHER INSTITUTION

BIDANG USAHA/INSTITUSIFIELD OF BUSINESS / INSTITUTION

Rhenald Kasali Komisaris Utama Main Commissioner

Pendiri Yayasan Rumah PerubahanFounder of Rumah Perubahan Foundation

Rumah Perubahan Rumah Perubahan

Iswan Elmi Anggota Komisaris Commissioner

Deputi Kepala BPKP Bidang InvestigasiDeputy Head of BPKP Field of Investigation BPKP

Imam Bustomi Anggota KomisarisCommissioner

Asisten Deputi Manajemen Sumber Daya Manusia Eksekutif BUMNAssistant Deputy of Human Resource Management of SEO Executive

Kementerian BUMNMinistry of SOEs

Maryati Karma Anggota KomisarisCommissioner

Widyaiswara Ahli Utama Widyaiswara Main Expert

Pusat Pengembangan SDM Aparatur Perhubungan, Kementerian PerhubunganCenter for Human Resource Development of Trans-portation Apparatus, Ministry of Transportation

Program Pelatihan Dewan Komisaris dapat dilihat di Bagian Program Pelatihan Dewan Komisaris.

Training Program of the Board of Commissioners can be seen in the Training Program Division of the Board of Commissioners.






TUGAS DAN LINGKUP TANGGUNG JAWAB DEWAN KOMISARISDewan 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.

DUTIES AND SCOPE OF RESPONSIBILITY OF THE BOARD OF COMMISSIONERSThe Board of Commissioners is an organ of the Company which collectively has the duty to supervise in general and or in accordance with the Articles of Association and to give 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 equivalent. The task of the President Commissioner as primus inter pares is to coordinate the activities of the Board of Commissioners.

The Board of Commissioners is an organ of the Company which collectively has the duty to supervise in general and or in accordance with the Articles of Association and to give 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 equivalent. The task of the President Commissioner as primus inter pares is to coordinate the activities of the Board of Commissioners.

The duties and responsibilities of the Board of Commissioners include:

1. Duties of the Board of CommissionersIn performing its functions, the Board of Commissioners is tasked with:a. To supervise the Company’s management policies

conducted by the Board of Directors and to provide advice to the Board of Directors, including oversight of the implementation of the Company’s Long Term Plan, Work Plan and Budget, the Articles of Association and the resolutions of the General Meeting of Shareholders and prevailing laws and regulations.

Pedoman dan tata kerja Dewan Komisaris dalam melaksanakan tugas dan tanggung jawabnya dalam melakukan pengawasan terhadap jalannya perusahaan, serta memberikan nasihat kepada

Direksi untuk kepentingan Perusahaan sesuai dengan maksud dan tujuan Perusahaan.The guidance and procedures of the Board of Commissioners in performing its duties and responsibilities in conducting

oversight of the business of the company, as well as advising the Board of Directors on behalf of the Company in accordance with the purposes and objectives of the Company.

Isi dari Board Manual adalah: | The contents of the Board Manual are:







b. 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 diantara 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.

b. To develop a supervisory and advisory work program, and evaluate company policies for corporate management, including: internal control systems, risk management, information technology systems, HR management, accounting policies, procurement policies, service quality policies.

c. To comply with the Articles of Association of the Company, the resolutions of the GMS and prevailing laws and regulations as well as the principles of professionalism, efficiency, transparency, independence, accountability, accountability and fairness.

d. To delegate duties among Members of the Board of Commissioners related to the implementation of supervisory functions.

e. To supervise the investments made by the Company.

f. To supervise and evaluate the direction of management of Subsidiaries by the Board of Directors.

g. To follow up on suggestions, problems or complaints submitted directly to the Board of Commissioners.

h. To conduct oversight and measurement of the Board of Directors’ compliance with laws and regulations and agreements with third parties.

i. To assess the performance of the Board of Directors both collegial and individually based on the performance targets set forth in the management contract.

j. To examine and review the Annual Report prepared by the Board of Directors and signing the report.

k. To monitor the effectiveness of GCG implementation in the Company including ensuring compliance with ethical strives policy.

l. To provide opinions and suggestions to the GMS in respect of appointment and dismissal of the Board of Directors.

m. To provide opinions and suggestions to the General Meeting of Shareholders regarding any other matters deemed necessary for the management of the Company.






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.

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 bertanggungjawab.

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.

n. To propose the determination of the External Auditor to the GMS based on the recommendation of the Audit Committee including submitting to the General Meeting of Shareholders regarding the reasons for such nomination and the amount of fee / reward which is proposed for the External Auditor.

o. To monitor the performance of the Internal Supervisory Unit.

p. Ensure Directors to establish an effective internal control system to secure Company assets.

q. Ensure that the Board of Directors discloses the Company’s important information in its Annual Report (including the Financial Statements) to other parties in accordance with applicable laws, in a timely, accurate, clear and objective manner.

r. To maintain the confidentiality of information obtained while serving as a Commissioner Member in accordance with applicable laws and regulations.

2. Responsibility of the Board of Commissionersa. In carrying out its functions, the Board of Commissioners

is responsible:1. To conduct supervision and advise the Directors in

conducting the management of the Company in good faith, prudence and responsibility.

2. To provide opinions and advice to the Board of Directors and all its staff discuss with the management of the Company.

3. To provide employees opinions and suggestions.

4. To undertake research and review of Directors reports.

5. To conduct research on performance.

6. To examine and review reports from committees under the Board of Commissioners.







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.

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.

7. To be informed with the Company’s activities either from internal information provided by the Company or from external information originating from the media or from other sources.

8. To make efforts to ensure that the Board of Directors and its staff have issued the Company’s Articles of Association and other regulations in managing the Company.

b. Each member of the Board of Commissioners shall be personally and jointly responsible if the Board of Commissioners is guilty or negligent in performing its duties, causing any loss to the Company.

c. The members of the Board of Commissioners can not be held liable for the loss of the Company as referred to in letter b above if it can prove:

1. Has conducted good faith and prudent supervision in the interest of the Company and in accordance with the purposes and objectives of the Company;

2. Has no direct or indirect personal interest in the Directors’ management actions resulting in losses;

3. Has advised the Board of Directors to prevent the occurrence or continuation of such losses.





NONAMANAME

JABATANPOSITION

BIDANG TUGASFIELD OF DUTY

1 Rhenald KasaliKomisaris UtamaPresident Commissioner

Mengkoordinir semua pelaksanaan tugas dan kegiatan pengawasan Dewan Komisaris serta memberikan arahan kepada Direksi terhadap pengurusan usaha Perusahaan.Coordinate all implementation of duties and activities of supervision of the Board of Commissioners as well as provide direction to the Board of Directors on the business management of the Company.

2 M. Harpin OndehKomisarisCommissioner

Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan Bidang Hukum, Keamanan Bandara, dan Aset Perusahaan.Implement the duties of monitoring and provision of direction to the Board of Directors on the business management of the Company in the fields of Law, Securityof Airports and Company Assets.

3 Imam BustomiKomisarisCommissioner

Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan Bidang Teknologi Informasi, Strategi Pengembangan Usaha Makro, Keuangan, Akuntansi dan Audit.Implement the duties of monitoring and provision of direction to the Board of Directors on the business management of the Company in the fields of Operations, Information Technology and Macro-Business Development Strategy, Finance, Accounting, and Audit.

4 Iswan ElmiKomisarisCommissioner

Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan Bidang Pengembangan Usaha, Komersial, Pengembangan Kebandarudaraan, dan Kebijakan Manajemen Risiko.Implement the duties of monitoring and provision of direction to the Board of Directors on the business management of the Company in the fields of Business Development, Commercial, Development of Airports and Risk Management Policy.

5 Maryati KarmaKomisarisCommissioner

Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap pengurusan usaha Perusahaan Bidang Operasi, Pengembangan Sumber Daya Manusia, Kebijakan Nominasi & Remunerasi dan Good Coorporate Governance (GCG).Implement the duties of monitoring and provision of direction to the Board of Directors on the business management of the Company in the fields of Operations, HR empowerment, Nomination & Remuneration Policy and Good Corporate Governance (GCG).


PEMBIDANGAN TUGAS DEWAN KOMISARISDalam melakukan tindakan pengawasan terhadap jalannya perusahaan, Dewan Komisaris telah melakukan pembagian tugas, sebagaimana terlihat dalam tabel berikut:

DUTIES PURVIEW OF THE BOARD OF COMMISSIONERSIn order to carry out supervision of the Company’s activities, the Board of Commissoners has conducted division of tasks, as seen in below following table:







NOURAIAN KEGIATAN

JOB DESCIPTIONTUJUANPURPOSE

SASARANTARGET

1 Evaluasi Kinerja Perusahaan Tahun 2016Corporate Performance Evaluation 2016a. Melakukan Rapat Evaluasi Dewan Komisaris dengan Direksi

mengenai Laporan Manajemen Tahun Buku 2016; Conduct a meeting of the Board of Commissioners with the Board

of Directors on the Annual Report 2016 of Management;b. Memberikan tanggapan/nasihat kepada Direksi atas Laporan

Manajemen Tahun buku 2016, pelaksanaan kebijakan dan tindakan Direksi serta jalannya perusahaan dan hasil yang dicapai.

Give advice to the Board of Directors on its Annual Report 2016 of Management, and implementation of the Board of Directors’ policy and action along with the ongoing activities and accomplished results of the Company.

a. Memastikan bahwa kegiatan pengurusan perusahaan yang telah dilaksanakan sesuai dengan RKAP tahun buku 2016;

Ascertain the whole management activity of the Company that been implemented in accordance with RKAP in 2016 book;

b. Memastikan kebijakan dan tindakan Direksi dalam menjalankan perusahaan;

Ascertain policy and action of the Board of Commissioners in undergoing its Company;

c. Memastikan keadaan dan jalannya perusahaan serta hasil yang dicapai.Ascertain the condition and ongoing activities of the Company along with the accomplished results.

Terwujudnya pengelolaan perusahaan yang baik sesuai dengan target yang tertampung dalam RKAP 2016.Realization on a good corporate management in accordance with the targeted set of RKAP 2016.

2 Pengawasan Terhadap Rancangan RJPP dan RKAPSupervision of the plan of RJPP and RKAPa. Memantau kepatuhan Direksi dalam menjalankan perusahaan

sesuai RKAP dan/atau RJPP; Monitor a compliance of the Board of Directors in running the

Company fit in RKAP and/or RJPP;b. Rapat Dewan Komisaris dan Direksi membahas Laporan

Manajemen bulanan dan triwulanan Tahun 2017; The meeting of the Board of Commissioners and the Board of

Directors was discussing the monthly and quarterly statements of Management for 2017;

c. Memberikan tanggapan atas Laporan Manajemen triwulanan Tahun 2017 kepada Pemegang Saham;

Give advice on the quarter year of 2017 statements of Management to the Shareholders;

d. Pemantauan tentang kebijakan akuntansi dan penyusunan laporan keuangan sesuai dengan standar akuntansi yang berlaku umum di Indonesia (SAK);

Supervision on accounting policies and preparation of financial statements in accordance with the applicable accounting standard (SAK) in Indonesia;

e. Pemantauan dan pembahasan Tindak Lanjut Keputusan dan arahan Pemegang Saham serta rekomendasi Dewan Komisaris setiap triwulan tahun 2017.

Supervision and discussion on the follow-up decision and direction of the Shareholders along with the recommendation of the Board of Commissioners every quarter in 2017.

Melaksanakan pengawasan dan pemberian nasihat/persetujuan atas rancangan RJPP dan perencanaan dan pelaksanaan RKAP melalui laporan manajemen secara berkala baik bulanan maupun triwulanan Tahun buku 2017.Implement the supervision and advisory/approval on the RJPP proposal and scheme and implementation of RKAP through statement of management periodically both monthly and quarterly in 2017 book report.

a. Terwujudnya pengelolaan perusahaan yang baik sesuai dengan rancangan RJPP;

Realization on a good corporate management in accordance with RJPP proposal;

b. Terwujudnya pengelolaan perusahaan yang baik sesuai dengan target yang tertampung dalam RKAP 2017.

Realization on a good corporate management in accordance with the targeted set of RKAP 2017.

PELAKSANAAN TUGAS DAN TANGGUNG JAWABDEWAN KOMISARIS TAHUN 2017Dalam 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 2017 meliputi:

IMPLEMENTATION OF DUTIES AND RESPONSIBILITIES OF THE BOARD OF COMMISSIONERS IN 2017Conducting the supervision mechanicsm process and provision of direction as well as advice to the Board of Directors in management and attenuation of the Company, the Board of Commissioners aims to the applicable laws and regulation, and internal provisions of the Company. This supervision process is to ascertain the accomplishments of targeted performance set in order to give a satisfied reward by the shareholders and other stakeholders.

The Board of Commissioners’ Implementation of supervision of duties in 2017, includes:






NOURAIAN KEGIATAN


SASARANTARGET

3 Pengawasan Terhadap Efektifitas Audit Eksternal dan Audit Internal serta Efektifitas Tata Kelola PerusahaanSupervision of the Effectiveness of External Audit and Internal Audit as well as the Effectiveness of Good Corporate Governance.a. Melakukan pemantauan/memberikan tanggapan dan nasihat

kepada Direksi tentang pengendalian intern perusahaan dan pelaksanaannya;

Conduct monitoring/giving advice and comment to the Board of Directors on the corporate internal control and its implementation;

b. Melakukan pemantauan/memberikan tanggapan dan nasihat kepada Direksi tentang penyelesaian tindak lanjut temuan Auditor Internal dan Eksternal;

Conduct monitoring/giving advice and comment to the Board of Directors on the follow-up resolution from Internal and External auditors findings;

c. Melakukan pemantauan/memberikan tanggapan dan nasihat atas pengaduan yang berkaitan dengan BUMN yang diterima oleh Dewan Komisaris;

Conduct monitoring/giving advice and comment on complaints related to stated-owned company received by the Board of Commissioners;

d. Pemantauan dan pembahasan atas pengelolaan perusahaan sesuai prinsip-prinsip Good Corporate Governance (GCG).Supervision and discussion on corporate management in accordance with the good corporate governance (GCG).

a. Terselesaikannya tindak lanjut temuan auditor Internal dan Eksternal sesuai dengan ketentuan dan tepat waktu;

Completion on following up the findings from Internal and External Auditors in accordance with the terms and timely manner;

b. Tercapainya tata kelola perusahaan sesuai dengan prinsip-prinsip GCG.

Accomplishment on a corporate management in accordance with GCG principles..

a. Terselesaikannya tindak lanjut temuan auditor Internal dan Eksternal sesuai dengan ketentuan dan tepat waktu;

Completion on following up the findings from Internal and External Auditors in accordance with the terms and timely manner;

b. Tercapainya tata kelola perusahaan sesuai dengan prinsip-prinsip GCG.

Accomplishment on a corporate management in accordance with GCG principles..

4 Pengawasan Terhadap Pengelolaan Risiko Perusahaan Dan Sumber Daya ManusiaSupervision of the Corporate Risk Management and Human Resources.a. Melakukan monitoring/pembahasan dalam rangka pelaksanaan

kebijakan manajemen risiko korporat; Conduct monitoring/discussion on the implementation of the

corporate risk management policy;b. Memberikan tanggapan/nasihat atas risiko-risiko strategis yang

dihadapi perusahaan; Give comment/advice on strategic risks faced by the Company;c. Memberikan tanggapan/nasihat dalam penyempurnaan/

penyusunan pedoman manajemen risiko; Give comment/advice on consummation/preparation of the risk

management guideline;d. Melakukan monitoring/pembahasan dalam rangka pemberdayaan/

pengembangan karir Sumber Daya Manusia dan kebijakan nominasi dan remunerasi di perusahaan.

Conduct monitoring/discussion on cempowerment/ career development of HR and nomination and remuneration in the Company.

Memastikan perusahaan dapat menemukenali dan mengelola risiko-risiko yang dihadapi perusahaan serta pemberdayaan Sumber Daya Manusia.Ascertain the Company to find control and manage risks been faced in the Company and empowerment of Human Resources.

Meminimalkan dampak risiko-risiko yang dihadapi perusahaan dan pemberdayaan Sumber Daya Manusia, kebijakan Nominasi & Remunerasi perusahaan.Minimalise the impact of risks been faced by the Company and empowerment in Human Resources, the corporate nomination and remuneration policy.







NOURAIAN KEGIATAN


SASARANTARGET

5 Pengawasan program-program perusahaanSupervision on the corporate programs

Melakukan pemantauan dan pembahasan dengan Direksi dalam rangka monitoring program-program, meliputi:Conduct monitoring and discussion with the Board of Directors on monitoring programs, as such:a. Pengembangan Bandar Udara Soekarno-Hatta, Bandar Udara

Depati Amir, Bandar Udara Sultan Mahmud Badaruddin II, Bandar Udara Minangkabau, Bandar Udara Raja Haji Fisabilillah, Bandar Udara Supadio, Bandar Udara Silangit, Bandar Udara Halim Perdanakusuma, Bandar Udara Kualanamu, Bandar Udara Sultan Syarif Kasim II, Bandar Udara Husein Sastranegara;

Airport Development in Soekarno-Hatta, Depati Amir, Sultan Mahmud Badaruddin II, Minangkabau, Raja Haji Fisabilillah, Silangit, Halim Perdanakusuma, Kualanamu, Sultan Syarif Kasim II, Husein Sastranegara;

b. Perubahan lingkungan bisnis perusahaan yang diperkirakan akan berdampak besar pada usaha dan kinerja perusahaan secara relevan;

Changes on corporate business management estimated that will bring big impact on revelances to the business and corporate perfomance;

c. Memantau pelaksanaan inventarisasi dan optimalisasi aset-aset perusahaan;

Monitor the implementation on the inventories and optimalization on corporate assets;

d. Pemantauan terhadap kebijakan pengelolaan Anak Perusahaan/Perusahaan Patungan;

Supervision on the management policy of subsidiaries/joint ventures;

e. Pemantauan terhadap kebijakan pengadaan barang dan jasa yang dilakukan oleh perusahaan;

Supervision on the procurement policy of goods and services undergone by the Company;

f. Pemantauan terhadap kebijakan mutu dan pelayanan serta pelaksanaannya;

Supervision on the qualiy and service policy and its implementation;

g. Kepatuhan Direksi terhadap Anggaran Dasar, peraturan perundangan yang mengatur bisnis perusahaan (regulasi sektoral) dan peraturan perundangan lainnya serta perjanjian dengan pihak ketiga;

Compliance of the Board of Directors on the articles of association, applicable laws and regulations that manage the corporate business (sectoral regulation) and other applicable laws and regulations along with agreement with third parties.

h. Menelaah usulan remunerasi Direksi; Review the proposed remuneration of the Board of Directors;i. Pemantauan implementasi teknologi informasi. Supervision on the implementation of Information Technology.

Memastikan serta memberi arahan terhadap Direksi atas implementasi rencana dan kebijakan perusahaan.Ascertain and give direction to Board of Directions on the implementation of plans and corporate policies.

Terlaksananya program-program perusahaan tepat waktu sesuai dengan ketentuan.Implementation in a timely manner of the corporate programs in accordance with the terms.






NOURAIAN KEGIATAN


SASARANTARGET

6 Rapat Dewan KomisarisMeeting of the Board of Commissioners

a. Rapat Internal Dewan Komisaris/rapat Dewan Komisaris dengan Komite;

Internal Meeting of the Board of Commissioners/ The meeting of Board of Commissioners with its Committees;

b. Rapat-rapat dengan mitra kerja/stakeholder.Meetings with working partners/stakeholders.

a. Pengawasan dan pemberian nasihat kepada Direksi serta pemberian rekomendasi/persetujuan sesuai kewenangan;

Supervision and provision of advices to the Board of Directors and recommendation/approval in accordance with the authority;

b. Penyampaian informasi yang dibutuhkan dan pemecahan masalah yang dihadapi perusahaan;

Information delivery needed and problem solving surged by the Company;

c. Melakukan evaluasi berkala terhadap program kerja Dewan Komisaris.

Conduct a periodical evaluation of work plans of the Board of Commissioners.

Terwujudnya keputusan/rekomendasi Dewan Komisaris dalam rangka pelaksanaan pengawasan, pemberian nasihat kepada Direksi dan pemberian rekomendasi/persetujuan sesuai kewenangan.mplementation on decision/recommendation from the Board of Commissioners on supervision, provision of advices to the Board of Directors and recommendation/approval in accordance with the authorities.

7 Kunjungan KerjaWork Visit

Kunjungan Kerja ke cabang-cabang Bandara di lingkungan PT Angkasa Pura II (Persero).Work visit to the airport branch offices at the PT Angkasa Pura II (Persero)’s environment.

Melaksanakan pemantauan dan monitoring kegiatan pelayanan serta operasional Bandara di lingkungan PT Angkasa Pura II (Persero) sesuai dengan target yang telah ditetapkan.Implement the supervision and monitor service activities and the aiport operational at the PT Angkasa Pura II (Persero)’s environment in accordance with targeted set.

a. Mengetahui kondisi terkini dari masing-masing Kantor Cabang meliputi kinerja keuangan, investasi, operasi serta kendala yang dihadapi.

Know the latest condition from each branch office such as financial performance, investment, operation and corporate challenges.

b. Mengevaluasi dan memberikan masukan terkait dengan kondisi terkini dilapangan serta memberikan arahan dan nasihat dalam rangka perbaikan.Evaluate and give inputs related to the latest condition in the field, and give direction and advice on its improvements.

c. Tercapainya standar pelayanan dan operasional Bandara sesuai dengan target yang telah ditetapkan.

Accomplishment of standard service and the airport operationalization in accordance with targeted set







NOBIDANG

FIELD OF DUTYSURAT KEPUTUSAN

DECREE

1 Pengawasan Terhadap Efektifitas Audit Eksternal dan Audit Internal serta Efektifitas Tata Kelola Perusahaan Yang BaikSupervision on the Effectiveness of External Audit and Internal Audit as well as the Effectiveness of Good Corporate Governance.

1. Surat Dewan Komisaris Nomor CO.08.03/00./03/2017/0279 tanggal 23 Maret 2017 tentang Tanggapan dan Saran Dewan Komisaris Terhadap Assesment GCG PT AP II Tahun 2016;Letter of the Board of the Commissioners No. CO.08.03/00./03/2017/0279 dated 23 March 2017 on GCG Assessment of PT AAP II in 2016;

2. Surat Dewan Komisaris Nomor CO.16.02/00./04/2017/0021 tanggal 4 April 2017 tentang Usulan Penunjukan Kembali Kantor Akuntan Publik (KAP) Tahun 2017;Letter of the Board of the Commissioners No. CO.16.02/00./04/2017/0021 dated 4 April 2017 on tanggal 4 April 2017 tentang Reappointment Proposal of Public Accounting Firm (KAP) in 2017;

3. Surat Dewan Komisaris Nomor CO.16.03/00./04/2017/0618 tanggal 27 April 2017 perihal Tanggapan Dewan Komisaris atas Laporan Manajemen Triwulan I Tahun 2017;Letter of the Board of the Commissioners No. CO.16.03/00./04/2017/0618 dated 27 April 2017 on the Board of the Commissioners’ response of the first quarter statement of management in 2017;

4. Surat Dewan Komisaris Nomor CO.16.03/00./07/2017/0527 tanggal 20 Juli 2017 perihal Tanggapan Dewan Komisaris atas Laporan Manajemen Triwulan II Tahun 2017;Letter of the Board of the Commissioners No. CO.16.03/00./07/2017/0527 dated 20 July 2017 on the Board of the Commissioners’ response of the second quarter statement of management in 2017;

5. Surat Dewan Komisaris Nomor CO.16.03/00/10/2017/0896 tanggal 26 Oktober 2017 perihal Tanggapan Dewan Komisaris atas Laporan Manajemen Triwulan III Tahun 2017;Letter of the Board of the Commissioners No. CO.16.03/00/10/2017/0896 dated 26 October 2017 on the Board of the Commissioners’ response of the third quarter statement of management in 2017;

6. Surat Dewan Komisaris Nomor CO.05.01/00./11/2017/1543 tanggal 76 Oktober 2017 perihal Tanggapan Dewan Komisaris atas Hasil Audit Teknis Struktural dan Non-Struktural Terminal 3 BSH.Letter of the Board of the Commissioners No. CO.05.01/00./11/2017/1543 dated 76 October 2017 on the Board of the Commissioners’ response of technical audit results on both structural and non structural terminal 3 BSH.

BENTURAN KEPENTINGANDalam 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 2017, seluruh Anggota Dewan Komisaris tidak memiliki saham di Angkasa Pura II.

KEPUTUSAN DAN REKOMENDASI DEWAN KOMISARISSeluruh keputusan hasil Rapat gabungan Dewan Komisaris dan Direksi yang tertuang dalam Notulen Rapat dimonitor tindak lanjut penyelesaiannya pada setiap Rapat berikutnya. Dewan Komisaris menjalankan tugas dan fungsinya dalam pemberian nasihat, antara lain melalui pemberian rekomendasi Dewan Komisaris kepada Direksi. Sekretaris Dewan Komisaris ditugaskan untuk memonitor pelaksanaan keputusan dan rekomendasi Dewan Komisaris.

Hingga 31 Desember 2017, Dewan Komisaris mengeluarkan Surat Keputusan Dewan Komisaris sebagai berikut:

CONFLICT OF INTERESTSIn its efforts to minimalise any conflict of interest may occur, each Committee of the Board of Commissioners has to make a Special Draft containing information on stock ownership and/or its family at Angkasa Pura II and other companies. That list has to be kept and administrated by the secretary.

Up until 31 December 2017, the whole Board of Commissioners has none of invesments at Angkasa Pura II.

BOARD OF COMMISSIONERS DECISION AND RECOMENDATIONThe whole decision of the joint meeting of the the Board of Commissioners and the Board of Directors setting out in a minute of meetings is monitored in its completion of follow ups at each subsequent meeting. The the Board of Commissioners performs its functions and duties on the provision of advices, among others through the provision of recommendation of the Board of Commissioners to the Board of Directors. Secretary of the Board of Commissioners is assigned to monitor the implementation of the decision and recommendation of the Board of Commissioners.

Up until 31 December 2017, the Board of Commissioners issued the Decree of Up until 31 December 2017, the whole Board of Commissioners, as below following:





REALISASI ANGGARAN DEWAN KOMISARISSebagaimana tercantum dalam RKAP tahun 2017, Dewan Komisaris mendapat anggaran sebesar Rp. 14.904.199.100,-

BOARD OF COMMISSIONERS BUDGET REALIZATIONAs mentioned in RKAP in 2017, the Board of the Commissioners obtained a budget by 14.904.199.100 rupiah.


NOBIDANG

FIELD OF DUTYSURAT KEPUTUSAN

DECREE

2 Pengawasan terhadap Pengelolaan Risiko PerusahaanSupervision on the Corporate Risk Management

1. Surat Dewan Komisaris Nomor CO.03.06/00./02/2017/0543 tanggal 20 Februari 2017 tentang Tanggapan Dewan Komisaris atas Kajian Fasilitas/Biaya Perjalanan Dinas PT AP II;Letter of the Board of the Commissioners No. CO.03.06/00./02/2017/0543 dated 20 February 2017 on the Board of the Commissioners’ response of Facilitation Study/ Official Travel Cost of PT AP II

2. Surat Dewan Komisaris Nomor CO.08.03/00./03/2017/0278 tanggal 23 Maret 2017 tentang Tanggapan dan Saran Dewan Komisaris Terhadap Sistem Manajemen Risiko Perusahaan;Letter of the Board of the Commissioners No. CO.08.03/00./03/2017/0278 dated 23 March 2017 on the Board of the Commissioners’ response and advice of the Corporate Risk Management.

3 Pengawasan Program-Program Strategis PerusahaanSupervision on the Corporate Strategic Programs

1. Surat Dewan Komisaris Nomor CO.06.05/00./06/2017/0131 tanggal 7 Juni 2017 perihal Persetujuan Penghapusbukuan Kendaraan Dinas Pejabat dan Operasional PT AP II;

Letter of the Board of the Commissioners No. CO.06.05/00./06/2017/0131 dated 7 June 2017 on the Write-off Approval of Operational and Official Vechicles of PT AP II;

2. Surat Dewan Komisaris Nomor CO.06.05/00./06/2017/0557 tanggal 15 Juni 2017 perihal Tanggapan Dewan Komisaris Atas Usulan Penghapusbukuan Piutang Debitur Pailit;

Letter of the Board of the Commissioners No. CO.06.05/00./06/2017/0557 dated 15 June 2017 on the Board of the Commissioners’ response of a write-off proposal on Bankrupt Debtor Receivables;

3. Surat Dewan Komisaris Nomor CO.06.03/00./09/2017/0613 tanggal 18 September 2017 perihal Persetujuan Penghapusan Aktiva Tetap Pada Bandara Sultan Syarif Kasim II - Pekanbaru;

Letter of the Board of the Commissioners No. CO.06.03/00./09/2017/0613 dated 18 September 2017 on the Write-off Approval of Fixed Assets at Sultan Syarif Kasim II Airport - Pekanbaru;

4. Surat Dewan Komisaris Nomor CO.05.01/00./12/2017/1782 tanggal 29 Desember 2017 perihal Tanggapan Dewan Komisaris Atas Usulan Penghapusbukuan Piutang Debitur Pailit;

Letter of the Board of the Commissioners No. CO.05.01/00./12/2017/1782 dated 29 December 2017 on the Board of the Commissioners’ response of Bankrupt Debtor Receivables proposal;

5. Surat Dewan Komisaris Nomor CO.02.01.01/00/10/2017/1342 tanggal 18 Oktober 2017 perihal Tanggapan dan Saran Dewan Komisaris Atas RJPP 2016-2020 PT AP II yang telah direvisi;

Letter of the Board of the Commissioners No. CO.02.01.01/00/10/2017/1342 dated 18 October 2017 on the Board of the Commissioners’ response and advice of RJPP 2016-2020 PT AP II that has been revised;

6. Surat Dewan Komisaris Nomor CO.RHS.03.05/00./09/2017/0009 tanggal 28 September 2017 perihal Tanggapan Dewan Komisaris atas Usulan Anggota Direksi Anak Perusahaan;

Letter of the Board of the Commissioners No. CO.RHS.03.05/00./09/2017/0009 dated 28 September 2017 on the Board of the Commissioners’ response of the subsidiaries for members of the Board of Directors proposal.






Perseroan memiliki Komisaris Independen. Organ Dewan Komisaris yang memiliki kewenangan dalam ranah pengawasan dan pemberian saran dituntut untuk selalu bersikap independen dan dapat menempatkan tujuantujuan 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.

Susunan 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 INDEPENDENKomisaris 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;

The Company has a board of the Independent Commissioners. The organ of the Board of the Commissioners that had an authority on supervision and provision of advices is encouraged to act independently and prioritize GCG goals over the inherent interests. To prevent the occurrence of conflict of interest in the Board of the Commissioners, the applicable laws and regulations require the Company to include a board of the Independent Commissioners in the composition within its organ.

The composition of the Board of the Commissioners consists of 6 (six) members with 2 (two) members as the Board of the Independent Commissioners. This composition of the Board of the Independent Commissioners at the Company has met all provisions of the Regulation of the SOE Ministry Number PER -01/MBU/2011 on the implementation of the good corporate governance in the State-owned enterprise stating that 20% composition of the Board of the Commissioners is independent.

DETERMINATION CRITERIA FOR BOARD OF INDEPENDENT COMMISSIONERSThe Board of Independent Commissioners is a member of the Board of Commissioners from outside the Company (has no affiliation with the Company) that has been selected transparently and independently, has integrity and sufficient competence, free of any influences that correlated to personal or other parties of interests, and is able to act objectively and independently by referring to the GCG principles.

The existence of the Board of Independent Commissioners at the Company continues to ensure an effective supervision and in accordance with the laws and regulations. The Company applies the criteria of members of Board of Independent Commissioners. Such below following criteria:

• Not serving as a Board of Directors in affiliated companies;• Not positioning as Board of Directors in affiliated

companies;

• Not working in the Government, including the department, institution, and military within the past three years;

• Not working in the relevant SOE or its affiliates in the past three years; Has no financial link, neither directly nor indirectly with the relevant SOE or companies providing services and products to the relevant SOE and its affiliates;

INFORMASI MENGENAI KOMISARIS INDEPENDENINDEPENDENT BOARD OF COMMISSIONERS INFORMATION





• 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.

•

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 Perseroan. 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.

• Free from any business of interests and activities or other relationship that may hinder or disrupt the ability of the Board of Independent Commissioners from outside of SOE concerned to act or think freely in the scope of SOEs.

STATEMENT OF INDEPENDENCY OF THE INDEPENDENT COMMISSIONERIn line with the good implementation of GCG practices, the Board of Commissioners has conducted a Special Register, signed the Integrity Pact, and submitted the State of the Assets Report (LHKPN) as well as the Personal Taxed (LP2P) Report as a form commitment to avoid any transactions containing conflict of interests.

Each member of the Board of Independent Commissioners acts independently and free from any interference in performing duties, responsibilities, and authority of monitoring the company performance. Every member of Board of Independent Commissioners is assured to have no filiation or marital bond with one and another to the third degree in neither vertically nor horizontally. The Board of Independent Commissioners has no personal conflict of interests recorded directly and indirectly for personal interests.

INFORMASI MENGENAI KOMISARIS INDEPENDENINDEPENDENT BOARD OF COMMISSIONERS INFORMATION







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 DIREKSIDireksi terdiri dari 6 (Enam) orang dengan komposisi sebagai berikut:

The Board of Directors has a company organ to collectively in charge and responsible to assist the Board of Commissioners in managing its Company. The main duty of the Board of Commissioners is to act and represent the Company. The Board of Commissioners is fully responsible to undergo duties for the Company interest in achieving the vision and mission. The Board of Directors has also become the key for the sustainable activities and operationalization of the Company, ensuring the optimal performance and the optimal added value for the Shareholders. Each member of the Board of Directors is able to undergo duties and decision making in accordance with division of duties and authorities.

COMPOSITION OF BOARD OF DIRECTORSThe Board of Directors consists of 6 (six)members with below following composition:

NAMANAME

JABATANPOSITION

DASARPENGANGKATAN

BASIS OF APPOINTMENT

LULUS FIT & PROPER TEST

PASS FIT & PROPER TEST

Muhammad Awaluddin President Director SK-227/MBU/09/2016

Djoko Murjatmodjo Director of Operation & Enginering SK-227/MBU/09/2016

Daan Achmad Director of Commercial & Business Development SK-227/MBU/09/2016

Andra Y. Agussalam Director of Finance SK-227/MBU/09/2016

Ituk Herarindri Director of Airport Service & Facility SK-227/MBU/09/2016

Tina T. Kemala Intan Director of Human Capital, General Affair & Information Technology SK-54/MBU/3/2017

Semua anggota Direksi memiliki integritas, kompetensi, reputasi 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.

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 yang berlaku;

4. Memahami kompleksitas usaha, keuangan, audit, hukum, pengelolaan SDM dan lain-lain;

5. Memiliki tanggung jawab terhadap pengelolaan Perusahaan agar dapat menghasilkan keuntungan dan memastikan kesinambungan perusahaan;

All members of Board of Directors have the integrity, competence, reputation, and experience along with abilities needed to undergo each function and duties. The whole Board of Directors has met all requirements that mentioned in the Board Charter of Angkasa Pura II.

General Criteria in selecting members of Board of Directors as below following:1. Meet the required ability and integrity in order to implement

the good function of corporate management;

2. Understand and comply with the Articles of Association and applicable laws and regulations related to the duties;

3. Understand and implement GCG and able to maintain the healthy corporate climate based on the applicable laws;

4. Understand the business complexities, finance, audit, law,HR management and etc;

5. Has the responsibility of the corporate management in order to gain profit and ensure the corporate continuity;





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 hukum;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 pidana dalam waktu 5 (lima) tahun sebelum pemilihan.

NOMINASI ANGGOTA DIREKSINomisasi dan pemilihan calon anggota Direksi berdasarkan arahan atau usulan dari Kementerian BUMN sesuai peraturan perundang-undangan yang berlaku.

PROGRAM PENGENALAN DIREKSIPada tanggal 17 Maret 2017 telah terjadi perubahan komposisi Direksi, Pengangkatan Sdri Tina T. Kemala Intan menempatkan posisi Director of Human Capital, GA & IT di PT Angkasa Pura II (Persero) sehingga terdapat pelaksanaan Program Pengenalan Direksi Baru.

RANGKAP JABATAN DIREKSIAnggota 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.

6. Has the ability and experience in the purview of responsibiliies;

7. Has a good leadership;8. Has a good reputation prior to carrying out the previous

duties;9. Has a good moral and deeds;10. Able to conduct legal acts;11. Has not been inscribed in Bankruptcy or been accused as

member of Board of Comissioners/Directors in causing Bankruptcy at the Company within 5 (years) in prior to election;

12. Has not been punished in causing loss for the state within 5 (years) in prior to election.

MEMBERS OF BOARD NOMINATIONThe nomination and selection of member candidates of Board of Directors is based on guidance or proposal from SOEs Ministry in accordance with the applicable laws and regulations.

INTRODUCTION PROGRAM OF THE DIRECTOROn March 15, 2017, the Board of Directors composition was changed, Ms. Tina T. Kemala Intan was appointed as a Director of Human Capital, GA & IT at PT Angkasa Pura II (Persero) thereby the introduction of new Director was conducted in a program.

CONCURRENT POSITION OF THE BOARD OF DIRECTORSMembers of the Board of Directors do not serve in other company as members of Board of Directors or other designation prohibited based on the Articles of Association in the Company and applicable laws and regulations.








BOARD CHARTER DIREKSIDireksi 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, 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.

Isi dari Board Charter yang berlaku sejak Tahun 2017 adalah:

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.

TUGAS DAN LINGKUP TANGGUNG JAWAB DIREKSI:

Tugas dan Lingkup Tanggung jawab Direksi Perseroan sebagai berikut:1. Tugas Direksi Mewakili Perusahaan2. Tugas Direksi yang dalam pelaksanaannya memerlukan

persetujuan tertulis Dewan Komisaris3. Tugas Direksi yang dalam pelaksanaannya harus

mendapatkan persetujuan RUPS setelah sebelumnya mendapatkan tanggapan tertulis dari Dewan Komisaris

4. Tugas Direksi yang berhubungan dengan Pemegang Saham dan RUPS.

BOARD OF DIRECTORS CHARTERBoard Charter consists of the manual governance of Board of Directors and explanation on activity steps with much structural, systematical, and apprehensive and can be consistently undergone, an aim for Board of Commissioners in carrying out each duty to attainn vision and mission of the Company, thereby all expected high standard of work will be achieved in tandem with the GCG principles.

Board of Directors at Charter PT Angkasa Pura II is prepared based on the corporate law principles, provisions of the Articles of Association, applicable laws and regulations, directions from the shareholders and best practices of the Good Corporate Governance.

Such content of Board Charter that has been applied since 2017 as:Board of Directors Charter covers an explanation on occured matters of the duties and authorities of Board of Directors and consensus on mechanism and work relationship with Board of Commissioners in Company’s environment by aiming for the provisions and applicable laws and regulatios, the Articles of Association, and guidance from the Shareholders set in General Meeting of the Shareholders (RUPS) on work procedures of the Board of Directors.

SCOPE OF DUTIES AND RESPONSIBILITIES OF BOARD OF DIRECTORSThe scope of Duties and Responsibilities of Board of Directors includes:1. Duty of the Board of Directors to represent the Company2. Duty of the Board of Directors in its implementation that

needs a written approval of the Board of Commissioners3. Duty of the Board of Directors in its implementation that

needs a RUPS approval preceeding to obtain the written response from the Board of Commisioners

4. Duty of the Board of Directors that relates to the Shareholders and RUPS.






Dalam hal pelaksanaan RUPS dan hubungan dengan Pemegang Saham, Direksi bertugas:1. Tugas Direksi yang terkait dengan Penyusunan Rencana

Jangka Panjang Perusahaan (RJPP)2. Tugas Direksi yang terkait dengan Penyusunan Rencana

Kerja dan Anggaran Perusahaan (RKAP)

3. Tugas yang terkait dengan Penyusunan Laporan Tahunan

4. Tugas Direksi yang terkait dengan Pengelolaan Manajemen Risiko

5. Tugas Direksi terkait dengan Pengelolaan Teknologi Informasi di Perusahaan

6. Tugas yang terkait dengan Etika Usaha7. Tugas yang terkait dengan Pengendalian Internal8. Tugas Direksi yang terkait dengan Keterbukaan dan

Kerahasiaan Informasi9. Tugas Direksi yang terkait dengan Stakeholders10. Tugas Direksi terkait dengan Sistem Akuntansi dan

Pembukuan

Wewenang Direksi Perseroan sebagai berikut:1. Menetapkan kebijakan kepengurusan Perusahaan.2. Mengatur penyerahan kekuasaan Direksi kepada seseorang

atau beberapa orang anggota Direksi untuk mengambil keputusan atas nama Direksi atau mewakili Perusahaan di dalam dan di luar pengadilan.

3. Mengatur penyerahan kekuasaan Direksi kepada seseorang atau beberapa orang pekerja Perusahaan baik sendiri-sendiri maupun bersama-sama atau kepada orang lain untuk mewakili Perusahaan di dalam dan di luar pengadilan.

4. Mengatur ketentuan-ketentuan mengenai kepegawaian Perusahaan termasuk penetapan gaji, pensiun atau jaminan hari tua dan penghasilan lain bagi para Karyawan Perusahaan berdasarkan peraturan perundang-undangan yang berlaku, dengan ketentuan penetapan gaji, pensiun atau jaminan hari tua dan penghasilan lain bagi pekerja yang melampaui kewajiban yang ditetapkan peraturan perundang-undangan, harus mendapat persetujuan terlebih dahulu dari RUPS.

5. Mengangkat dan memberhentikan Karyawan Perusahaan berdasarkan peraturan kepegawaian Perusahaan dan peraturan perundang-undangan yang berlaku.

Dalam hal pelaksanaan RUPS dan hubungan dengan Pemegang Saham, Direksi bertugas:1. Duty of the Board of Directors related to the preparation of

the Long-term Corporate Plan (RJPP)2. Duty of the Board of Directors related to the preparation

of work plan and Articles of Association of the Company (RKAP)

3. Duty of the Board of Directors related to the preparation of Annual Report

4. Duty of the Board of Directors related to the Risk Management

5. Duty of the Board of Directors related to the preparation of Information Technology management in the Company

6. Duty of the Board of Directors related to the business ethics7. Duty of the Board of Directors related to internal control8. Duty of the Board of Directors related to Disclosure and

Confidentiality Information9. Duty of the Board of Directors related to the Stakeholders10. Duty of the Board of Directors related to the accounting

system and accountancy.

Authorities of the Board of Directors include:1. Set the corporate stewardship policies2. Manage the power transfer of Board of Directors to one

or some members of the Board of Directors for decision-making on the name of the Board of Directors or presenting the Company inside and outside the court

3. Manage the power transfer of Board of Directors to one or some employees in the Company in either personal or tandeem with or to other people as to represent the Company inside and outside the court

4. Manage provisions on the corporate employment including a determination in salary, retirement or retirement plan and other incomes for the corporate employees based on the provision of applicable laws and regulations with the provision of a determination in salary, retirement or retirement plan and other incomes for employees that beyond the obligation set in applicable laws and regulations, must obtain an approval first from RUPS

5. Appoint and dismiss the employees based on the Company’s internal regulations and the applicable laws and regulations






KEPUTUSAN-KEPUTUSAN DIREKSI TAHUN 2017Selama tahun 2017 anggota Direksi telah mengeluarkan berbagai keputusan baik di bidang pengelolaan sumber daya manusia, keuangan, operasional bisnis, maupun aspek strategis.

DECREES OF BOARD OF DIRECTORS IN 2017During the year of 2017, members of the Board of Directors have issued some sort of decrees in HR management, finance, business operation, and strategic aspects.

NAMANAME

PROGRAM PELATIHANTRAINING PROGRAM

LOKASILOCATION

TANGGALDATE

Tina T. Kemala IntanDir. Human Capital, GA & IT Training “Human Capital Management for Airports Summit” Singapura 20-25 Nov 2017

Harvard Business School Executive Education “Making Corporate Boards More Effective (MCB)”

Boston, Amerika Serikat 26 s.d. 29 Juli 2017


6. Mengangkat dan memberhentikan Sekretaris Perusahaan.Melakukan segala tindakan dan perbuatan lainnya baik mengenai pengurusan maupun mengenai pemilikan kekayaan perusahaan, mengikat Perusahaan dengan pihak lain dan/atau pihak lain, serta mewakili Perusahaan di dalam dan di luar pengadilan tentang segala hal dan segala kejadian, dengan pembatasanpembatasan sebagaimana diatur di dalam peraturan perundang-undangan, Anggaran Dasar Perusahaan dan/atau keputusan RUPS.

BENTURAN KEPENTINGANDalam 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 2017, seluruh Anggota Direksi tidak memiliki saham di Perseroan.

PROGRAM PENGEMBANGAN DIREKSISelama tahun 2017, anggota Direksi telah mengikuti kegiatan pelatihan dan seminar yang diselenggarakan oleh berbagai provider training.

6. Conduct all actions and other deeds on either the stewardship or the ownership of the Company’s wealth, on bonding the Company with other parties and/or other parties, and on representing the Company inside or outside the court on all matters and occurrence, with limitations as been set in the provisions of applicable laws and regulations, the Articles of Associations and/or decree of RUPS.

CONFLICT OF INTERESTSIn order to minimalise conlict of interests happens, every member of the Board of Directors requires to make a Special Register containing information of shares ownership and/or family in either the Company or in other companies. That Special Register is stored and administered by the Corporate Secretary. Up until December 31, 2017, all members of the Board of Directors have no shares at the Company.

BOARD OF DIRECTORS DEVELOPMENT PROGRAMDuring the year 2017, members of the Board of Directors have followed the training and seminar activity that been conducted by various training providers.





KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN KOMISARISKomposisi Dewan Komisaris yang ditunjuk memiliki keberagaman komposisi, baik dari sisi usia, pengalaman pekerjaan serta latar belakang pendidikan.

DIVERSE COMPOSITION POLICY OF THE BOARD OF COMMISSIONERSThe selected composition of the Board of Commissioners has a diverse composition, such as from age, work experience and study background.

NAMANAME

USIA (TAHUN)AGE (YEAR)

JENIS KELAMINGENDER

PENDIDIKANEDUCATION

Rhenald Kasali 57Laki-LakiMan

S1 di Universitas Indonesia (1985), dan Master in Business Administration (1993) dan Ph.D (1998) dari University of Illinois, Amerika Serikat.Bachelor Degree at Univesity of Indonesia (1985), and Master in Business Ad-ministration (1993) and Ph.D (1998) from University of Illinois, United States.

Iswan Elmi 57Laki-LakiMan

Diploma III Accounting from State Accounting College (1981), Diploma IV Accounting from State Accounting College (1987), and obtained his Master in Accounting Science from University of Missourri, Amerika Serikat (1991).Diploma III Accounting from State Accounting College (1981), Diploma IV Accounting from State Accounting College (1987), and obtained his Master in Accounting Science from University of Missourri, Amerika Serikat (1991).

M. Harpin Ondeh 61Laki-LakiMan

Pendidikan militer AKABRI Bagian Udara (1981), SESKOAU (1995), dan SESKO TNI (2005), S1 Hukum STHI Gorontalo (2009).Military Education at AKABRI at Air Department (1981), SESKOAU (1995), and SESKO TNI (2005), Bachelor Degree in Law at STHI Gorontalo (2009).

Imam Bustomi 47Laki-LakiMan

S1 Universitas Sebelas Maret 1995 di SurakartaS2 Sekolah Tinggi Manajemen PPM 2014 di JakartaBachelor Degree at Sebelas Maret University in 1995 at Surakarta, Master in PPM Management in 2014 at Jakarta.

Maryati Karma 60PerempuanWoman

S1 Teknik Sipil di Universitas Indonesia (1982) dan Pascasarjana Manajemen di STIE (2000)Bachelor Degree in Civil Engineering at University of Indonesia (1982) and Master in Management at STIE (2000)







KEBIJAKAN KEBERAGAMAN KOMPOSISI DIREKSIKeberagaman 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 POLICYThe 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 below following:

NAMANAME

USIA (TAHUN)AGE (YEAR)

JENIS KELAMINGENDER

PENDIDIKANEDUCATION

Muhammad Awaluddin 50Laki-lakiMan

Sarjana Teknik Elektro dari Universitas Sriwijaya (1990), Master of Business Ad-ministration dari European University Antwerp Belgium (1998), dan S3 Doktor Ilmu Manajemen dari Universitas Padjadjaran (2016)Bachelor Degree in Electrical Engineering at Sriwijaya University (1990), Master in Business Administration from European University Antwerp Belgium (1998), and Ph.D in Management from Padjadjaran University (2016)

Djoko Murjatmodjo 62Laki-lakiMan

S-1 Jurusan Teknik Sipil Transportasi Fakultas Teknik Universitas Gadjah MadaBachelor Degree in Civil Transportation at Gadjah Mada University

Daan Achmad 59Laki-lakiMan

S-2 Joint Program, University of Indonesia and Massachusetts Institute Magis-trate Management-JakartaMaster in Joint Program, University of Indonesia and Massachusetts Institute Magistrate Management, Jakarta

Andra Y. Agussalam 54Laki-lakiMan

S-2 Southern New Hampshire University, Machester, USAMaster in Southern New Hampshire University, Machester, USA

Ituk Herarindri 53PerempuanWoman

S-1 Fakultas Ekonomi Universitas SurabayaBachelor Degree in Economics at University of Surabaya

Tina T. Kemala Intan 59PerempuanWoman

S1-Fakultas Psikologi, Universitas Padjadjaran-BandungBachelor Degree in Psychology at University of Padjadjaran, Bandung






PROSEDUR PELAKSANAAN ASSESSMENT GCGPada tahun 2017 dilakukan assessment implementasi GCG untuk Direksi dan Dewan Komisaris dengan proses yang dilaksanakan sesuai kerangka acuan pelaksanaan assessment GCG yang dikembangkan oleh Kementerian Negara BUMN berdasarkan Keputusan Sekretaris Kementerian BUMN Nomor: SK-16/S.MBU/2012 tanggal 06 Juni 2012.

Dari hasil assessment tersebut skor Dewan Komisaris mencapai 91,37% dan skor Direksi mencapai 90,54%.

Adapun assessment GCG Dewan Komisaris secara garis besar meliputi aspek-aspek penilaian sebagai berikut:1. Dewan Komisaris melaksanakan program pelatihan/

pembelajaran secara berkelanjutan.2. Dewan Komisaris melakukan pembagian tugas, wewenang

dan tanggung jawab secara jelas serta menetapkan factor-faktor yang dibutuhkan untuk mendukung pelaksanaan tugas Dewan Komisaris.

3. Dewan Komisaris melakukan pengawasan terhadap pelaksanaan kebijakan pengelolaan Anak Perusahaan/ perusahaan patungan.

4. Dewan Komisaris berperan dalam pencalonan anggota Direksi, menilai kinerja Direksi (individu dan kolegial) dan mengusulkan tantiem/insentif kinerja sesuai ketentuan yang berlaku dan mempertimbangkan kinerja Direksi.

5. Dewan Komisaris melakukan tindakan terhadap potensi benturan kepentingan yang menyangkut dirinya.

6. Dewan Komisaris memantau dan memastikan bahwa praktik Tata Kelola Perusahaan yang Baik telah diterapkan secara efektif dan berkelanjutan.

7. Dewan Komisaris menyelenggarakan Rapat Dewan Komisaris yang efektif dan menghadiri Rapat Dewan Komisaris sesuai dengan ketentuan perundang undangan.

8. Dewan Komisaris memiliki Sekretaris Dewan Komisaris untuk mendukung tugas kesekretariatan Dewan Komisaris.

9. Dewan Komisaris memiliki Komite Dewan Komisaris yang efektif.

GCG ASSESSMENT OF IMPLEMENTATION PROCEDURE In 2017, an assessment of the Implementation of GCG was conducted for the Board of Directors and the Board of Commissioners with the undergoing process in accordance with the framework of assessment of GCG implementation developed by the SOE Ministry based on a Secretarial Decree of the SOE Ministry Number SK-16/S.MBU/2012 dated 06 June 2012.

Based on the assessment result, the Board of Commissioners scored by 91.37% and the Board of Commissioners scored up to 90.54%.

The GCG assessment of the Board of Commissioners in the outlines of such valuated aspects as:1. The Board of Commissioners implements training/learning

program sustainably2. The Board of Commissioners conducts a division of duty,

authority and responsibility clearly and sets up required factors to underpin the duty implementation of the Board of Commissioners

3. The Board of Commissioners conducts supervision on the implementation of subsidiaries/joint ventures management policies.

4. The Board of Commissioners roles in a member candidates of the Board of Directors, evaluates the Board of Commissioners performance (individually and collectively) and proposes performance tantiem/incentive in accordance with the applicable laws and regulations and considers the Board of Directors performance

5. The Board of Commissioners conducts an action on potential conflict of interests that may include itself.

6. The Board of Commissioners monitors and ensure the good corporate governance has been implemented collectively and sustainably

7. The Board of Commissioners conducts an effective meeting of the Board of Commissioners and attends the meeting of the Board of Commissioners in accordance with the provision of applicable laws and regulations.

8. The Board of Commissioners has a Secretary of the Board of Commissioners to underpin the secretarial Board of Commissioners duties

9. The Board of Commissioners has an effective Committee of The Board of Commissioners.

ASSESSMENT DEWAN KOMISARISDAN DIREKSIBOARD OF COMMISSONERS AND DIRECTORS ASSESSMENT






ASSESSMENT DEWAN KOMISARIS DAN DIREKSIBOARD OF COMMISSONERS AND DIRECTORS ASSESSMENT

Assessment GCG Direksi secara garis besar meliputi aspek-aspek penilaian sebagai berikut:1. Direksi memiliki pengenalan dan pelatihan/pembelajaran

serta melaksanakan program tersebut secara berkelanjutan.

2. Direksi melaksanakan pengendalian operasional dan keuangan terhadap implementasi rencana dan kebijakan Perseroan.

3. Direksi melaksanakan pengurusan Perseroan sesuai dengan peraturan perundang undangan yang berlaku dan Anggaran Dasar.

4. Direksi melakukan hubungan yang bernilai tambah bagi Perseroan dan Stakeholders.

5. Direksi memonitor dan mengelola potensi benturan kepentingan anggota Direksi dan manajemen di bawah Direksi

6. Direksi memastikan Perseroan melaksanakan keterbukaan informasi dan komunikasi sesuai Peraturan Perundang undangan yang berlaku dan penyampaian informasi kepada Dewan Komisaris dan Pemegang Saham tepat waktu.

7. Direksi menyelenggarakan Rapat Direksi dan menghadiri Rapat Dewan Direksi sesuai dengan ketentuan Perundang undangan.

8. Direksi wajib menyelenggarakan pengawasan intern yang berkualitas dan efektif.

9. Direksi menyelenggarakan fungsi Sekretaris Perusahaan yang berkualitas dan efektif.

10. Direksi menyelenggarakan RUPS Tahunan dan RUPS lainnya sesuai Peraturan Perundang undangan.

PIHAK YANG MELAKSANAKAN ASSESSMENT GCGPihak yang melaksanakan assessment GCG adalah Badan Pengawasan Keuangan dan Pembangunan (BPKP) dengan menggunakan parameter penilaian mengacu kepada 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 Badan Usaha Milik Negara.

The GCG assessment of the Board of Directors in the outlines of such valuated aspects as:1. The Board of Directors has programs of introduction and

training/learning as well as implemented those porgrams sustainably

2. The Board of Directors implements the operational control and finance on the Company’s plan and policy implementation

3. The Board of Directors conducts a stewardship of the Company in accordance with provision of the applicable laws and regulations and the Articles of Association

4. The Board of Directors performs a value added relation for the Company and the Stakeholders

5. The Board of Directors monitors and manages the potential conflict of interest in between members of the Board of Directors and management under the Board of Directors

6. The Board of Directors conducts a disclosure of Information and Communications in accordane with the applicable laws and regulations and information delivery to the Board of Commissioners and the Shareholders appositely.

7. The Board of Directors conducts a meeting of the Board of Directors and attends the Board of Directors in accordance with the applicable laws and regulations

8. The Board of Directors requires to conduct a qualified internal supervision effectively

9. The Board of Directors conducts a qualified secretarial function effectively in the Company

10. The Board of Directors conducts an annual RUPS and other RUPS in accordance with the applicable laws and regulations.

CONDUCTED PARTY OF GCG ASSESSMENT The party conducted the GCG assessment is the Finance and Development Supervisory Board (BPKP) in using the aimed score parameters at SK-16/S.MBU/2012 dated 6 June 2012 on Indicator/Parameter of Assessment and Evaluation on the Good Corporate Governance on the SOEs.





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.

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

INDIKATOR PENETAPAN REMUNERASI DEWAN KOMISARIS DAN DIREKSIPemberian 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.3. Kewajaran dengan peer perusahaan lainnya.4. Pertimbangan sasaran dan strategi jangka panjang

Perusahaan.

REMUNERASI DEWAN KOMISARISRemunerasi Dewan Komisaris terdiri dari komponen:

1. Honorarium2. Tunjangan

Referring to the Article 96 section (1) The Law of Limited Liabilities Company Number 40 of 2017 that manages the salary and compensation of the Board of Directors set based on a decree of RUPS. That authority is based on the Article 96 section (2) can be delegated to the Board of Commissioners.

In determining a remuneration of the Board of Commissioners and Directors, it needs some considerations, such as: fairness, an increase of responsibilities and demands of the corporate stewardship as well as an increase of Cost of Living Adjustment (COLA) and a comparation of identical industries.

In order to assign the amounted remuneration the Board of Commissioners and Directors, the Company has a Nomination and Remuneration Committee which is the supporting organ of the Board of Commissioners.

Such mechanicsm of the provision on remuneration includes:1. The undergoing nomination and remuneration functions of

the Board of Commissioners. The study can be conducted with a help from independent parties

2. The Board of Commissioners learns the proposal from the Committee and then convey it to the RUPS

3. RUPS does a study on the proposal from the Board of Commissioners

4. RUPS will give an approval and determine the remuneration by the Board of Commissioners and Directors.

THE PROVISION INDICATOR OF THE BOARD OF COMMISSIONERS AND DIRECTORS REMUNERATION The awarding remuneration to the Board of Commissioners and Directors is aimed for a decree of RUPS and concerned at the final study run by the Company. The study of renumeration provision considers such aspects:1. Key Performance Indicator (KPI)

2. Individual work achievement3. Fairness with the other peer companies4. Consideration of long-term targets and strategies of the

Company

BOARD OF COMMISSIONERS REMUNERATIONThe Board of Commissioners Remuneration consists the components of:1. Honorarium2. Benefits

PENGUNGKAPAN REMUNERASIDEWAN KOMISARIS DAN DIREKSIREMUNERATION DISCLOSURE OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS






PENGUNGKAPAN REMUNERASI DEWAN KOMISARIS DAN DIREKSIREMUNERATION DISCLOSURE OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

Rincian remunerasi Dewan Komisaris sebagai berikut:

REMUNERASI DIREKSIRemunerasi Direksi terdiri dari komponen:

1. Gaji2. Tunjangan Komponen remunerasi Direksi sebagai berikut:

BOARD OF DIRECTORS REMUNERATIONThe Board of Commissioners Remuneration consists the components of:1. Salary2. Benefits Such components of the Board of Commissioners Remuneration, as follow:

Such details of the Board of Commissioners Remuneration, as follow:

NO.NAMA DEWAN KOMISARIS

BOARD OF COMMISSIONERS NAMEJABATAN

DESIGNATIONTAKE HOME PAY (PER BULAN)

Take Home Pay (monthly)

1 Rhenald Kasali Komisaris UtamaPresident Commissioner

87.210.000

2 Iswan Elmi Anggota KomisarisCommissioner

78.489.000

3 M. Harpin Ondeh Anggota KomisarisCommissioner

78.489.000

4 Imam BustomiAnggota KomisarisCommissioner

78.489.000

5 Maryati KarmaAnggota KomisarisCommissioner

78.489.000

NO.

NAMA DEWANKOMISARIS

BOARD OF COMMISSIONERS NAME

JABATANDESIGNATION

GAJISALARY

TUNJANGANBENEFIT

TAKE HOME PAY (PER BULAN)

TAKE HOME PAY (MONTHLY)

1 Muhammad AwaluddinPresident Director

Rp 170.000.000,-

a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji Holiday Allowance equals to 1 (one) month salaryb. Asuransi Purna Jabatan premi yang ditanggung oleh

perusahaan sebesar 25% dari Gaji dalam 1 tahun Post-employment Insurance is beared 25% from a year

total salary by the Companyc. Tunjangan Perumahan Rp 22.500.000,- per bulan Monthly home allowance of IDR 22.500.000d. Fasilitas Telepon Rp 5.000.000,- perbulan Monthly phone facility of IDR 5.000.000e. Tunjangan BBM Rp 9.000.000,- Fuel oil allowance Tunjangan BBM of IDR 9.000.000

Rp 206.500.00,-

2 Djoko MurjatmodjoDirector of Operation & Enginering

Rp 153.000.000,-



total salary by the Companyc. Tunjangan Perumahan Rp 22.500.000,- per bulan Monthly home allowance of IDR 22.500.000d. Fasilitas Telepon Rp 5.000.000,- perbulan Monthly phone facility of IDR 5.000.000e. Tunjangan BBM Rp 9.000.000,- Fuel oil allowance Tunjangan BBM of IDR 9.000.000

Rp 189.500.000,-





PENGUNGKAPAN REMUNERASI DEWAN KOMISARIS DAN DIREKSIREMUNERATION DISCLOSURE OF BOARD OF COMMISSIONERS AND BOARD OF DIREC-

NO.

NAMA DEWANKOMISARIS

BOARD OF COMMISSIONERS NAME

JABATANDESIGNATION

GAJISALARY

TUNJANGANBENEFIT

TAKE HOME PAY (PER BULAN)

TAKE HOME PAY (MONTHLY)

3 Daan Achmad

Director of Commercial & Business Devel-opment

Rp 153.000.000,-



total salary by the Companyc. Tunjangan Perumahan Rp 22.500.000,- per bulan Monthly home allowance of IDR 22.500.000

Rp 189.500.000,-

4 Andra Y. AgussalamDirector of Finance

Rp 153.000.000,-




Rp 189.500.000,-

5 Ituk HerarindriDirector of Airport Service & Facility

Rp 153.000.000,-




Rp 189.500.000,-

6 Tina T. Kemala Intan

Director of Human Capital, General Affair & Technology Informasi

Rp 153.000.000,-




Rp 189.500.000,-






NAMANAME

JABATANDESIGNATION

RAPAT DEWAN KOMISARIS (24 KALI RAPAT) GAJIMeeting of the Board of Commissioners

(24 times)JUMLAH

TOTAL%

Rhenald Kasali Komisaris UtamaPresident Commissioner

21 87,5

Iswan Elmi Anggota KomisarisCommissioner 19 79,8

M. Harpin Ondeh Anggota KomisarisCommissioner 23 95

Imam Bustomi Anggota KomisarisCommissioner 13 54,1

Maryati Karma Anggota KomisarisCommissioner 22 91,6

RAPAT DEWAN KOMISARIS DAN DIREKSIBOARD OF COMMISSIONERS AND DIRECTORS MEETING

RAPAT DEWAN KOMISARISDewan Komisaris secara berkala melaksanakan rapat baik rapat internal maupun Rapat Gabungan dengan Direksi. Selama 2017, Dewan Komisaris menyelenggarakan 24 kali rapat yang dilaksanakan dengan Direksi maupun rapat yang dilaksanakan dengan Komite.

Frekuensi kehadiran setiap anggota Dewan Komisaris dalam rapat adalah sebagai berikut:

BOARD OF COMMISSIONERS MEETINGThe Board of Commissioners periodically conducts both internal meetings and joint meetings with the Board of Directors. Throughout 2017, the Board of Commissioners conducted 24 times of meeting either with the Board of Directors or committee.

Attendance frequency in each member of the Board of Commissioners in the meeting is as follows:

AGENDA RAPAT DEWAN KOMISARIS DENGAN DIREKSI MEETING AGENDA OF BOARD OF COMMISSIONERS WITH THE BOARD OF DIRECTORS

NO.TANGGAL

DATEAGENDAAGENDA

111 Januari 2017January 11, 2017

RJPP 2016-2020, Proyek Kereta Api Bandara dan APMS, Persiapan pembukaan T3 Internasional, Penjelasan kendala di T3 atas hasil audit MK, Struktur organisasi kantor pusat, kantor cabang dan anak perusahaan, Rencana struktur organisasi baru, Pembahasan anak perusahaan Angkasa Pura Property, Pembahasan anak perusahaan Angkasa Pura Kargo, Rencana strategis terhadap peran Gapura Angkasa dalam hubungan dengan PT Angkasa Pura I PT Angkasa Pura II dan PT Garuda Indonesia.

RJPP 2016-2020, APMS and Airport Railway Project, an Opening International T3 preparation, Obstacle explanation on MK audit result, Head office organizational structure, Brand offices and subsidiaries, New organizational structure plans, Discussion on the subsidiaries of Angkasa Pura property, Discussion on the subsidiary of Angkasa Pura Cargo, Strategic Plan on the role of Gapura Angkasa on its relation with the Angkasa Pura I PT Angkasa Pura II and PT Garuda Indonesia

26 Februari 2017February 6, 2017

Pembahasan Laporan Manajemen tahun 2016 (unaudited)

Discussion on Statement of Management in 2016 (unaudited)

323 Maret 2017March 23, 2017

Laporan Manajemen bulan Februari 2017, Surat Direksi tentang Permohonan Persetujuan Kerjasama Komersial, Usulan Revisi RKAP terhadap Kebutuhan Capex tahun 2017, Progress Persiapan Pengoperasian Terminal 3 Internasional CGK.

Statement of Management for February 2017, Letter from the Board of Directors on application for the Commercial Partnership Approval, RKAP revision proposal on the needs of CAPEX 2017, Preparation on the Operationalization at Terminal 3 International CGK






NO.TANGGAL

DATEAGENDAAGENDA

418 April 2017April 18, 2017

Laporan Manajemen Tahun 2016 (Audited), Lapmen TW I Tahun 2016, Pembahasan Surat-Surat Direksi: usulan remunerasi gaji Direksi dan Dewan Komisaris, Laporan realisasi PMN TW I Tahun 2017.

Statement of Management in 2016 (unaudited), Letter of Statement QI of year 2016, Discussion on letters of the Board of Directors: the proposed salary remuneration of the Board of Directors and the Board of Commissioners, realization report PMN Q2 of year 2017

522 Mei 2017May 22, 2017

Persetujuan Penghapusan Aset Kendaraan Dinas Pejabat & Operasional PT APII, Persetujuan Usulan Revisi Investasi tahun 2017, Laporan Manajemen bulan April tahun 2017

Write-off Assets Approval on the officials of operational and vehicles PT AP III, Approval of revised proposal on Investments in year 2017, Letter of Management for April in 2017

621 Juni 2017June 21, 2017

Usulan Penghapusbukuan Piutang Debitur Pailit, Draft pedoman tata kerja Dewan Komisaris (BOC Charter), Rencana Kerjasama Pengelolaan 9 Bandar Udara oleh PT APII, Usulan konsep struktur organisasi Kantor Pusat, Laporan Manajemen bulan Mei tahun 2017

Write-off Proposal of Bankruptcy Debtor Receivables, BOC Charter Draft, partnership plan of 9 Airports Managements of PT AP II, Proposal of organizational structure concept in head office, Statement of Management for May 2017

725 Juli 2017July 25, 2017

Laporan Manajemen Triwulan II Tahun 2017, Laporan realisasi penggunaan PMN Triwulan II tahun 2017¸Statement of Management for Quarter II in year 2017, Realization Report on PMN usages if Q II of year 2017

824 Agustus 2017August 24, 2017

Laporan Manajemen Bulan Juli Tahun 2017,Surat-Surat Direksi: Usulan Perubahan Pasal 4 Anggaran Dasar PT AP2, Usulan Penghapusan Aktiva Tetap Tahun 2017, Permohonan Revisi Anggaran Investasi tahun 2017 Perubahan Judul Pekerjaan.

Statement of Management for June 2017, Letters of the Board of Directors: Change on the article 4 of Article of Association of PT AP II proposal, Write-off Fixed Assets of year 2017 proposal, Application of the revised investment Article of Association in year 2017 on the change of Job Title.


Laporan Manajemen Bulan Agustus Tahun 2017, Surat-Surat Direksi: Usulan Anggota Dewan Komisaris Anak Perusahaan, Usulan Calon Direksi Anak Perusahaan.

Statement of Management for August 2017, Letters of the Board of Directors: Proposal of Members of the Board of Commissioners of the subsidiary of the Company, Proposal of Board of Directors Candidates of the subsidiary of the Company

1026 Oktober 2017October 26, 2017

Pembahasan Surat Direksi mengenai Laporan Realisasi Penggunaan Penyertaan Modal Negara (PMN), Laporan Manajemen TW III tahun 2017, RKAP 2018.

Discussion on the Letter from the Board of Directors on usage realization report on the State Capital Investment (PMN), Statement of Management Quarter III by year 2017, RKAP 2018

1120 November 2017November 20, 2017

Usulan RKAP Tahun 2018, Usulan kembali Penghapusbukuan Piutang Debitur Pailit, Laporan Manajemen bulan Oktober tahun 2017.

Proposal of RKAP by year 2018, Reproposal of Write-off Bankruptcy Debtor Receivables, Letter of Management for October 2017

1231 Desember 2017Desember 31, 2017

Laporan Manajemen Bulan November Tahun 2017, Penyampaian Rencana Strategis 2018.

Letter of Management for November 2017, Strategic plan delivery 2018

*) Pengangkatan bulan Maret 2017






NAMANAME

JABATANDESIGNATION

RAPAT DEWAN KOMISARIS (24 KALI RAPAT) GAJIMeeting of the Board of Commissioners

(24 times)JUMLAH

TOTAL%

Muhammad Awaluddin President Director 46 100

Djoko Murjatmodjo Director of Operation & Engineering 44 98

Daan Achmad Director of Airport Services & Facility 41 92

Andra Y. Agussalam Director of Commercial & Busines Development 43 95

Ituk Herarindri Director Of Finance 43 95

Tina T. Kemala Intan *) Director of Human Capital, General Affair & IT 32 92


RAPAT DIREKSIDireksi melaksanakan rapat internal secara berkala dan menghadiri rapat gabungan. Keputusan yang diambil dalam rapat Direksi didasarkan pada asas musyawarah untuk mufakat atau dengan melakukan pemungutan suara terbanyak.

Frekuensi kehadiran masing-masing anggota dalam Rapat Direksi selama tahun 2017:

BOARD OF DIRECTOR MEETINGBoard of Directors has conducted a periodically internal meeting and attended meetings with joint ventures. The applied decree in a meeting of Board of Directors is based on deliberation and consensus caussation or with a ballot.

Attendance frequency in each member of the Board of Directors in the meeting is as follows:

AGENDA RAPAT DIREKSI BOARD OF DIRECTORS MEETING AGENDA

NO.HARI/TANGGAL

DAY/DATEAGENDAAGENDA

1

Jumat, 6 Januari 2017Pukul 08.30 wib s.d selesaiRuang Wijaya KusumaFriday, January 6, 2017At 08.30 WIB till finishWijaya Kusuma room

Rapat Direksi dengan agenda:Board of Directors Meeting Agenda:1. CEO Message CEO Message2. Video Conference dengan Para General Manager Kantor Cabang terkait Pembahasan Arahan Menteri

Perhubungan RIVideo Conference with General Manager in the branch offices in discussion of Transportation Ministry of Indonesia

3. BOD Performance:BOD Performance:

Program pelatihan tahun 2017Training program in 2017

4. Feasibility Studi Kawasan Komersial Bandara Sultan Syarif Kasim II & Bandara SupadioStudy of Feasibility on Commercial Aiport Area of Sultan Syarif Kasim II and Supadio

5. Rencana Pembangunan kargo village di Bandara Soekarno-HattaCargo village development program plan at Soekarno-Hatta Airport

6. Rencana pembangunan hotel di Terminal 3 BSH dan Pembahasan PropertyHotel development plan at Terminal 3 BSH and property discussion

2

Selasa, 10 Januari 2017Pukul 07.30 wib s.d selesaiRuang Wijaya KusumaTuesday, January 10, 2017At 07.30 WIB till finishWijaya Kusuma room

Rapat Direksi dengan agenda:Board of Directors Meeting Agenda:1. CEO Message

CEO Message2. Video Conference dengan Para General Manager Kantor Cabang terkait Pembahasan Arahan Menteri

Perhubungan RIVideo Conference with General Manager in the branch offices on the direction discussion of Transportation Ministry of Indonesia

3. BOD PerformanceBOD Performance

4. Bahan Konsinyering BOC-BOD Consignment materials of BOC-BOD






NO.HARI/TANGGAL


3

Selasa, 24 Januari 2017Pukul 08.30 wib s.d selesaiRuang Wijaya KusumaTuesday, January 24, 2017at 08.30 WIB till finish Wijaya Kusuma room

1. CEO MessageCEO Message

2. Laporan Program Masterpiece Statement of Masterpiece program3. Presentasi Lapporan Akhir Cargo Village Bandara Soekarno-Hatta Presentation of the final report of Cargo Village of Soekarno-Hatta Airport4. Presentasi Study HBU Sky City Bandara Soekarno-Hatta dan Kawasan Komersial Bandara Kno Oleh Konsultan

Colliers Internasional Indonesia. Presentation of HBU Study Sky City of Soekarno-Hatta Hatta Airport and Commercial areas of KNO Airport by

Colliers Internasional Indonesia Consultant5. Pembahasan Kenaikan Manfaat Pensiun Dapenda Discussion on an increasing befenit of Pension Fund

4

Selasa, 31 Januari 2017Pukul 08.30 wib s.d selesaiRuang Wijaya KusumaTuesday, January 31 2017At 08.30 WIB till finishWijaya Kusuma room


2. Penyerahan SK PMO SK PMO submission3. BOD Performance BOD Performance4. Paparan Persiapan Gedung Corporate University Building of Corporate University explanatory preparation5. BOD Subsidiary Performance BOD Subsidiary Performance6. Pembahasan Penetapan Pembagian Kewenangan Kerjasama Komersial Discussion on a dividing provision of commecial cooperative authority7. Pembahasan Penetapan Pembagian Kewenangan Kerjasama Komersial Discussion on a dividing provision of commecial cooperative authority8. Pembahasan Kesiapan Terminal 3 BSH Discussion on Terminal 3 BSK preparation9. Paparan Senior General Manager BSH Explanation of Senior General Manager BSH

5

Selasa,07 Februari 2017Pukul 08.30 wib s.d selesaiRuang Wijaya KusumaTuesday, 07 February 2017 At 08.30 WIB till finishWijaya Kusuma room


2. BOD Performance: BOD Performance

3. Sistem Kelistrikan di BSH Electricity system at BSH4. Paparan program insentif untuk maskapai di tahun 2017 dan distribusi target 100 juta pax dan 4 juta wisman per

Kantor Cabang tahun 2017 Explanation on incentive program for airlines in 2017 and target distribution 100 million pax and 4 foreign tourists

per branch office in 20175. Paparan progress smart airport dan program new revenue monotizing plan Explanation on progress smart airport and new revenue monotizing plan program6. Paparan rencana kerja unit PMO tahun 2017 Explanation on work plan of PMO unit in 2017

6

Selasa, 14 Februari 2017Pukul 08.30 wib s.d selesaiRuang Wijaya KusumaTuesday, February 14, 2017At 08.30 WIB till finishWijaya Kusuma room


2. BOD Performance:BOD Performance

3. Laporan Progres Proyek Pengembangan BSH (Pic: PMC & SHIA PMU) Statement of Development BSK project progress (Pic: PMC & SHIA PMU)4. Paparan Manajemen Data Kantor Pusat dan KPI Direktorat Statement of Head Office Data Management and Directorate of KPI5. Paparan Program Insentif untuk Maskapai di Tahun 2017 Explanation on Incentive Program for Airlines in 20176. Progres Program Kerja Unit PMO Tahun 2017 (Pic: PMO) Work Plan of PMO Unit progress in 2017







NO.HARI/TANGGAL


7

Selasa, 21 Februari 2017Pukul 08.00 wib s.d selesaiRuang Wijaya KusumaTueday, February 21, 2017At 08.00 WIB till finishWijaya Kusuma room


2. Paparan Progres Program Kerja Unit PMO Tahun 2017 3. BOD Performance:

BOD Performance4. BOD Subsidiary Performance BOD Subsidiary Performance5. Inventarisir Data Aset Secara Keseluruhan dan yang telah Diakuisisi The overall data assets inventories and the acquired ones

8

Kamis, 2 Maret 2017 Pukul 08.30 wib s.d selesaiRuang Wijaya KusumaThursday, March 2, 2017 At 08.30 WIB till finishWijaya Kusuma room


2. BOD PerformanceBOD Performance

3. Progres Akuisisi Fasilitas Umum & Fasilitas Sosial Acquisition progress of General and Social facilities4. Rencana Aircraft Line Maintenance Apron GMF Aircraft Line Maintenance Apron GMF Plan5. Laporan Rencana Project OM ME Baggage Handling System & Elektronika Bandara (pic: SGM BSH & PT APS) Statement of OM ME Baggage Handling System plan and airport electronics (pic: SGM BSH & PT APS)6. Peraturan Perusahaan Tentang Sinergi Pengadaan PT AP II Group (pic: DCL) Company regulation on the procurring synergy of PT AP II Group (pic: DCL)7. Pembagian Peran BOD Dalam Rangka Persiapan Pengoperasian Terminal 3 Division of BOD roles in the Operationalization presentation at Terminal 3

9

Selasa, 7 Maret 2017Pukul 12.00 WIBRuang Rapat SM Terminal 3 BSHTuesday, March 7, 2017At 12.00 WIBSM Terminal 3 BSH meeting room

1. Radirtas Radirtas2. CEO Message

CEO Message3. Paparan progres program kerja PMO Explanation on Work Plan of PMO Unit progress in 20174. Pembagian peran dalam rangka Pengoperasioan Terminal 3 Internasional Division of roles in the Operationalization at Terminal 3 International5. Program Kerja Audit Tahunan Internal Auditor (pic: DIA) Work Program Auditor of an annual internal audit (PIC: DIA)6. Kunjungan ke area Terminal 3 Internasional BSH Visit to Terminal 3 International BSH area

10

Senin, 13 Maret 2017Pukul 10.00 WIBRuang Rapat SM Terminal 3 BSHMonday, March 13, 2017At 10.00 WIB SM Terminal 3 BSH meeting room


2. Paparan progres program kerja PMO Explanation on Work Plan of PMO Unit progress3. Progres Akuisisi Fasilitas Umum & Fasilitas Sosial (pic: TPT) Acquisition progress of General and Social facilities (pic: TPT)4. BOD Performance:

BOD Performance5. RADIRTAS

Radirtas6. Pembagian peran BOD dalam rangka Pengoperasioan Terminal 3 Internasional: Division of BOD roles in the Operationalization at Terminal 37. Kunjungan ke Terminal 3 Visit to Terminal 3






NO.HARI/TANGGAL


11

Rabu, 22 Maret 2017Pukul 08.30 WIB Ruang Wijaya KusumaWednesday, March 22, 2017At 08.30 WIB Wijaya Kusuma room

1. CEO Message;CEO Message

2. Paparan progres program kerja PMO; Explanation on Work Plan of PMO Unit progress3. BOD Performance

BOD Performance4. Pembagian peran BOD dalam rangka Pengoperasioan Terminal 3 Internasional: Division of BOD roles in the Operationalization at Terminal 35. Pembangunan Hotel di Terminal 3 Domestik dan Internasional serta Progress Sky Hub; Hotel Construction at Terminal 3 both domestic and international, as well as the Sky Hub progress6. Pembahasan Manfaat Pensiun (PIC: Dapenda) ; Discussion on benefits of retirement (PIC: Dapenda)7. RADIRTAS;

Radirtas8. Kunjungan ke area Terminal 3 Internasional BSH. Visit to Terminal 3 Internasional BSH area

12

Jum’at, 31 Maret 2017Pukul 13.00 WIBRuang Auditorium 1 - Lantai D Kantor Pusat PT Angkasa Pura II (Persero)Friday, March 31, 2017At 13.00 WIB Auditorium Room 1, D floor, Head Office of PT Angkasa Pura II


2. Paparan progres program kerja PMO Explanation on Work Plan of PMO Unit progress3. Pembagian peran BOD dalam rangka Pengoperasian Terminal 3 Internasional: Division of BOD roles in the Operationalization at Terminal 34. BOD Performance:

BOD Performance5. Paparan Probis ATTD tentang tindaklanjut surat Direktur Utama perihal penyesuaian jam operasi di bandara-

bandara yang dikelola oleh PT AP II. Explanation on ATTD business process on following-up the letter of President Commissioner on the operational

hours compliance at airports managed by PT AP II.

13

Selasa, 4 April 2017Pukul 10.00 wib s.d selesaiRuang Wijaya KusumaTueday, April 4, 2017On 10.00 WIB till finishWijaya Kusuma room


2. Pembagian peran BOD dalam rangka Pengoperasian Terminal 3 Internasional: Chief of ORAT; Division of BOD roles in the Operationalization at Terminal 3 International Chief of ORAT3. BOD Performance:

BOD Performance4. Paparan terkait sistem informasi perusahaan Explanation on information system of the Company5. Capex Enhancement Plan 2017 Capex Enhancement Plan 20176. Pembahasan Persiapan RUPS Discussion on RUPS preparation7. Paparan Probis ATTD tentang tindaklanjut surat Direktur Utama perihal penyesuaian jam operasi di bandara-

bandara yang dikelola oleh PT AP II. Radirtas. Explanation on ATTD business process on following-up the letter of President Commissioner on the operational

hours compliance at airports managed by PT AP II. Radirtas.

14

Selasa, 11 April 2017Pukul 10.00 wib s.d selesaiRuang Wijaya KusumaTuesday, April 11, 2017On 10.00 WIB till finishWijaya Kusuma room


2. Paparan progres program kerja PMO; Explanation on Work Plan of PMO Unit progress3. Paparan Chief of ORAT; Explanation of Chief of ORAT4. Skema Pengoperasian Connecting Gate/ Swing Gate Terminal 3 Domestik dan Internasional (PIC: BSH); Operation scheme of Connecting Gate/ Swing Gate at Terminal 3 domestic and International (PIC: BSH)5. Paparan tentang laporan final kajian strategic partnership KNO (PIC: Danareksa dan CMB); Explanation on statement of final study on strategic partnership KNO (PIC: Danareksa dan CMB)6. Paparan tentang kawasan komersial Airport Rail Station (PIC: CMB); Explanation on commercial area of Airport Rail Station (PIC: CMB)7. BOD Performance:

BOD Performance







NO.HARI/TANGGAL


15

Selasa, 18 April 2017Pukul 09.00 – 15.00 WIB Lounge 7, Hotel Century Atlet Senayan – JakartaTuesday, April 18, 2017From 09.00 to 15.00 WIB Lounge 7, Century Atlet Hotel, Senayan, Jakarta


2. Paparan Chief of ORAT3. Explanation of Chief of ORAT3. Skema Pengoperasian Connecting Gate/ Swing Gate Terminal 3 Domestik dan Internasional Operation scheme of Connecting Gate/ Swing Gate at Terminal 3 domestic and International4. BOD Performance:

BOD Performance

16

Selasa, 2 Mei 2017Pukul 10.00 s.d 18.00 WIBDi RR WijayakusumaTuesday, May 2, 2017From 10.00 to 18.00 WIBRR Wijayakusuma


2. Paparan Progres Program Kerja PMO Explanation on Work Plan of PMO Unit progress3. Kick of Meeting: Tim Persiapan Rencana Kerjasama Pengelolaan Bandara Kick of Meeting: Team preparation of the Airport Cooperative Management plan4. Progres Persiapan Pekerjaan PIER 2 Terminal 3 Preparation on work progress PER 2 Terminal 35. BOD Performance BOD Performance

17

Selasa, 9 Mei 2017Pukul 13.00 s.d 00.20 WIBDi RR WijayakusumaTuesday, May 9, 2017From 13.00 to 00.20 WIBRR Wijayakusuma


2. Paparan Progres monitoring Program Management Offices Explanation on the monitoring Management Offices program3. Paparan Tim Persiapan Rencana Kerjasama Pengelolaan Bandara Explanation on team preparation of the Airport Cooperative Management plan4. Pembahasan kriteria strategic partnership Bandara Kualanamu Discussion on strategic partnership criteria for kualanamu airport5. BOD Performance: BOD Performance6. Persiapan seminar dengan tema: Kebangkitan Bandara Digital Indonesia Seminar preparation with theme : The Revival of Digital Airport Indonesia7. Rencana Pemberian Insentif pada Angkutan Lebaran tahun 2017 khusus Extra Flight Incentive awarding plan to the Eid Transportation 2017, notably extra flight

18

Selasa, 16 Mei 2017Pukul 08.00 s.d 12.00Di RR WijayakusumaTuesday, May 16, 2017From 08.00 to 12.00 WIBRR Wijayakusuma


2. AAnalisa Angkutan Udara Januari s.d April 2017 dan Analisa Prognosa Januari s.d Juni 2017 Analysis of Air Transportation January to April 2017 and Analysis of Prognosis January to June 20173. BOD Performance: BOD Performance

19

Selasa, 23 Mei 2017Pukul 10.00 s.d 14.00 WIBDi RR WijayakusumaTuesday, 23 May 2017From 10.00 to 14.00 WIBRR Wijayakusuma


2. Paparan jadwal Safari Ramadhan BOD Explanation on the Safari Ramadan schedule of BOD3. Paparan MoU BIJB Kertajati Explanation on MoB BIJB Kertajati4. Konsep Peraturan Direksi tentang Portofolio Anak Perusahaan Regulation of Board of Directors Concept on the subsidiary portfolio5. Paparan PT Gapura Angkasa : Explanation on PT Gapura Angkasa






NO.HARI/TANGGAL


20

Rabu , 31 Mei 2017Pukul 10.30 s.d 16.00 WIBDi RR WijayakusumaWednesday, May 31, 2017From 10.30 to 16.00 WIBRR Wijayakusuma


2. Paparan Executive Summary BOD & BOC Charter Explanation on Executive Summary BOD & BOC Charter3. Program Pemberian Insentif UMKM Incentive awarding program for UMKM4. Program CSR selama Bulan Ramadhan CSR program in Ramadan month5. Rencana Kerjasama Pembangunan dan Pengoperasian Heliiport dengan PT White Sky Aviation Partnership plan of Development and Operation of Heliport with PT White Sky Aviation6. Pengenalan Pengurus DPP Sekarpura periode 2017-2020 Introduction of the management DPP Sekarpura for 2017-2020 period7. Konsep Peraturan Direksi tentang Portofolio Anak Perusahaan Regulation of Board of Directors Concept on the subsidiary portfolio

21

Selasa, 6 Juni 2017Pukul 08.30 WIB – 16.00 WIB Di RR WijayakusumaTuesday, 6 June 201708.30 to 16.00 WIBRR Wijayakusuma


2. Paparan Progres Program Kerja PMO Work Plan Explanation of PMO Unit progress3. Pembahasan Task Force AOCC Discussion on AOCC Task Force4. Pembahasan Kesiapan Angkutan Lebaran Discussion on the preparation of Ramadan Transportation5. OD Subsidiary Performance OD Subsidiary Performance

22

Kamis, 15 Juni 2017Pukul 09.00 s.d 17.00 WIBDi RR WijayakusumaThursday, June 15, 201709.00 to 17.00 WIBRR Wijayakusuma


2. Paparan Siaga Posko Angkutan Lebaran Direski PT AP II Explanation of Rest Facilities on Ramadan Transportation by Board of Directors of PT AP II3. Review Draft Justifikasi Penunjukkan Langsung Pekerjaan di BSH Direct Appointment Justification draft review at BSH4. Progres Pembahasan Lahan Land discussion progress5. Framework Komitmen dengan BOD BIJB Commitment on framework with BOD BIJB

23

Selasa, 20 Juni 201710.00 – 16.30 WIB Di RR WijayakusumaTuesday, June 20, 201710.00 to 16.30 WIB RR Wijayakusuma


2. CCulture & Innovation Festival Culture & Innovation Festival3. Laporan Manajemen Bulan Mei 2017 & YTD Mei 2017 Statement of Management for May 2017 and YTD May 20174. Analisa Profitabilitas Kontribusi Pendapatan Aero Maskapai Analysis on Profitability of Aero airlines profit contribution5. Pendapat Hukum Tentang Proses Kerjasama Pemanfaatan Lahan Milik PT AP II oleh PT Whitesky Aviation untuk

Bisnis Heliport di BSH Law Opinion on Land Utilization partnership process owned by PT AP II by PT Whitesky Aviation for Heliport

business at BSH6. Investasi Pengembangan Bandara KNO KNO Airport Development investments







NO.HARI/TANGGAL


24

Selasa, 4 Juli 2017Pukul 08.00 – 21.00 WIBDi Ruang Wijaya Kusuma, Lantai 6 - Kantor Pusat PT Angkasa Pura II (Persero)Tuesday, July 4, 201708.00 to 21.00 WIBWijaya Kusuma room, 6th floor, head office of PT Angkasa Pura II (Persero)

1. CEO Message; CEO Message2. Laporan terkait International Airport Review Award (IARA); Statements related to International Airport Review Award (IARA)3. Progres Committed to Services Excellence; Committed to Services Excellence progress4. Evaluasi Angkutan Lebaran tahun 2017; Ramadan Transportation 2017 evaluation5. Progres Great People Development Program; Program of Great People Development Program progress6. Prognosa Revenue Aero, Non Aero, dan Kargo Bulan Juni 2017 dan Semester I 2017; Prognosis of Revenue Aero, Non Aero, and Cargo for June 2017 and Semester I 20177. Progres Kesiapan Verifikasi oleh Kementerian Perhubungan meliputi: Verification Preparation progress by Transportation Ministry includes:

a. Swing Gate (JANET);a. Swing Gate (JANET);b. IRC 86;b. IRC 86;c. Secondary Apron. c. Secondary Apron.

8. Radirtas. Radirtas

25

Kamis – Jumat, 6 – 7 Juli 201709.00 WIB s/d selesaiRuang Auditorium 1 Thursday to Friday, July 6 to 7, 2017 09.00 WIB till finishAuditorium 1 room

COMMANDERS CALL

26

Selasa, 4 Juli 2017Pukul 08.00 – 21.00 WIBDi Ruang Wijaya KusumaTuesday, July 4, 201708.00 to 21.00 WIBWijaya Kusuma room

1. CEO Message #44; CEO Message #442. Laporan Persiapan Acara HUT PT AP II ke 33; Statements of PT AP II Anniversary on 33rd preparation event3. Breakthrough Marketing Plans 2017; Breakthrough Marketing Plans 20174. Tindak Lanjut Pengembangan Kawasan Komersial di PKU dan PNK; Follow up a commercial development area at PKU and PNK5. Usulan Model Bisnis Kerjasama Pembangunan Heliport di BSH. Business Model Partnership proposal of Heliport development at BSH.

27

Selasa, 01 Agustus 201713.00 – 23.00 WIB Di Ruang Wijaya Kusuma, Lantai 6 - Kantor Pusat PT Angkasa Pura II (Persero)Tuesday, August 1, 201713.00 to 23.00 WIBWijaya Kusuma room, 6th floor, head office of PT Angkasa Pura II (Persero)

1. CEO Message #45 CEO Message #452. Paparan Program Kerja AOCC Explanation on AOCC Workplan3. Laporan Progres Rumah Kreatif BUMN PT AP II Statement of Creative Home SOE progress for PT AP II4. Pembahasan Framework Commitment Discussion on Framework Commitment5. Progres Bandara Internasional Silangit Silangit International Airport progress6. Rencana Revitalisasi Terminal Bandara Halim Perdanakusuma Revitalization plan of TerminalHalim Perdanakusuma Airport7. Paparan Program Kerja Probis Air Traffic Development Explanation on the work plan of business process of Air Traffic Development8. Evaluasi Kebutuhan Auto Gate Ticketing System dan Self Service Baggage System Needs of Auto Gate Ticketing System and Self Service Baggage System evaluation9. Progres Auto Gate Immigration System Auto Gate Immigration System progress






NO.HARI/TANGGAL


28

Selasa, 8 Agustus 2017Pkl 10.00-18.00WIB Di Ruang Wijaya Kusuma, Lantai 6 - Kantor Pusat PT Angkasa Pura II (Persero)Tuesday, August 8, 201710.00 to 18.00 WIB Wijaya Kusuma room, 6th floor, head office of PT Angkasa Pura II (Persero)

1. CEO Message #46 CEO Message #462. Skenario Uji Coba APMS Trials APMS scenario3. Paparan Ground Support System di BSH Explanation on Ground Support System at BSH4. Kerjasama Bandara Internasional Jawa Barat (BIJB) Partnership with International Airport of West Java (BIJB)5. Radirtas: Evaluasi Remunerasi Karyawan (Sesi 1) Radirtas: Employees remuneration evaluation (Session 1)6. Radirtas: Evaluasi Remunerasi Karyawan (Sesi 2) Radirtas: Employees remuneration evaluation (Session 2)7. Radirtas: Struktur Organisasi PT AP II Radirtas: Organizational Structure of PT AP II

29

Rabu, 16 Agustus 2017Pkl 08.30-16.30 WIBRuang Wijaya Kusuma, Lantai 6 - Kantor Pusat PT Angkasa Pura II (Persero)Wednesday, August 16, 201708.30 to 16.30 WIBWijaya Kusuma room, 6th floor, head office of PT Angkasa Pura II (Persero)

1. CEO Message #47 CEO Message #472. BOD Subsidiary Performance BOD Subsidiary Performance3. Review Perencanaan Pengembangan Airport Learning Center di BSH Review on Airport Development Learning Center plan at BSH4. Program Pelatihan & Pelayanan untuk Avsec baik Organik maupun Non Organik Training and Services program for Avsec in both organic and non organic5. Radirtas: Evaluasi Remunerasi Karyawan (Sesi 1) Radirtas: Employees remuneration evaluation (Session 1)6. Radirtas: Evaluasi Remunerasi Karyawan (Sesi 2) Radirtas: Employees remuneration evaluation (Session 2)7. Radirtas: Struktur Organisasi PT AP II Radirtas: Organizational Structure of PT AP II

30

Rabu, 23 Agustus 2017Pkl 08.30 – 20.30 WIBRuang Rapat Singosari, Hotel Borobudur - JakartaWednesday, August 23, 201708.30 to 20.30 WIBSingosari meeting room, Hotel Borobudur, Jakarta

1. CEO Message #48 CEO Message #482. Persiapan Memorandum of Understanding (MoU) Bandara Blimbingsari - Banyuwangi Memorandum of Understanding (MoU) Preparation of Bandara Blimbingsari - Banyuwangi3. Laporan Progres Program Kerja PMO Statement of Work Plan PMO progress4. Uuslan Pengadaan Lahan Untuk Pengembangan BSH Land procurement proposal for BSH development5. Skenario Uji Coba dan Penyelesaian Infrastruktur APMS Tahap Pertama Trials scenario and infrastructural completion of APMS Step 16. Service Level Agreement Antara Operator Bandara dan Maskapai Service Level Agreement between Airport Operator and Airlines7. Infrastruktur Auto Gate Ticketing System dan Self Service Baggage System Auto Gate Ticketing System and Self Service Baggage System Infrastructure8. Program Optimalisasi Avsec Organik & Non Organik Optimization Avsec Organik & Non Organik program9. Kinerja Keuangan Bulan Januari – Juli 2017 dan Prognosa Revenue Bulan Agustus 2017 Financial performance from Januari to July 2017 and Prognosis of Revenue for Agustus 201710. Final Report Mitra Incheon Indonesia Final Report of Mitra Incheon Indonesia11. Radirtas Radirtas






NO.HARI/TANGGAL


31

Selasa, 29 Agustus 2017Pkl 08.30 – 22.00 WIBRuang Wijaya Kusuma, Lantai 6 - Kantor Pusat PT Angkasa Pura II (Persero)Tuesday, August 29, 201708.30 to 22.00 WIBWijaya Kusuma room, 6th floor, head office of PT Angkasa Pura II (Persero)

1. CEO Message #49 CEO Message #492. Progres Program Kerja AOCC Work Plan AOCC progress3. Progres Kesiapan PT AP II Dalam Rangka Event Asian Games 2018 Preparation of PT AP II for Asian Games 2018 event progress4. Prognosa Revenue Agustus s.d Desember 2017 Aeronautika, Non Aeronautika dan Kargo Prognosis of Revenues from August to December 2017 Aeronautika, Non Aeronautika and Cargo5. Evaluasi Progres Capex Pasca Commander’s Call Capex Pasca Commander’s Call progress evaluation6. Pengelolaan Bisnis ICT ICT business management7. Infrastruktur Auto Gate Ticketing System dan Self Service Baggage System Auto Gate Ticketing System dan Self Service Baggage System Infrastructure8. Radirtas: Progres Program Akusisi Gapura Radirtas: process of Gapura Acquisition program

32

Jumat, 8 September 2017Pkl 08.30 s.d 11.45 WIBDi Ruang Ksatria Arya Wira Lantai 1, Hotel Century Atlet Senayan – JakartaFriday, September 8, 201708.30 to 11.45 WIBKsatria Arya Wira meeting room, 1st floor, Hotel Century Atlet, Senayan- Jakarta

1. CEO Message #50; CEO Message #50;2. Penyerahan SK SK submission3. Policy Terkait Infrastruktur Auto Gate Ticketing System dan Self Service Baggage System Policy related to Auto Gate Ticketing System dan Self Service Baggage System infrastructure4. Evaluasi Program Capex Pasca Commander’s Call untuk Kantor Cabang Bandara Kualanamu-KNO, Bandara Husein

Sastranegara-BDO dan Bandara Sultan Mahmud Badaruddin II – PLM Evaluation on Capex Pasca Commander’s Call program for branch office Kualanamu-KNO Airport, Husein

Sastranegara-BDO Airport, and Sultan Mahmud Badaruddin II – PLM Airport.5. Progres Pembebasan Tanah Untuk Runway 3 Land Acquisition for Runway 3 progress

33

Selasa, 12 September 2017Pukul 08.30 s.d 15.30 WIBDi Ruang Rapat WijayakusumaTuesday, September 12, 201708.30 to 15.30 WIBWijayakusuma meeting room

1. CEO Message #51 CEO Message #512. Kick Off Meeting Perundingan PKB Periode 2018-2019 Kick Off Meeting PKB Negotiation in period 2018-20193. Kesiapan Pengoperasian APMS Tahap I APMS Operationalization Stage I preparation4. Evaluasi Program Capex Pasca Commander’s Call untuk Kantor Cabang Bandara Internasional Minangkabau-PDG;

Bandara SSK II-PKU; Bandara Sultan Thaha -DJB dan SHIA PMU Evaluation on Capex Pasca Commander’s Call program for branch office Minangkabau-PDG International Airport;

SSK II-PKU Airport; Sultan Thaha -DJB Airport dan SHIA PMU5. Non Deal Roadshow (NDR) Strategic Partnership Kualanamu Non Deal Roadshow (NDR) Strategic Partnership Kualanamu

34

Selasa, 19 September 2017Pukul 09.30 s.d 16.30 WIBDi Ruang Rapat WijayakusumaTuesday, September 19, 201709.30 s.d 16.30 WIBWijayakusuma meeting room

1. CEO Message #52 CEO Message #522. Service Level Agreement antara Airport Operator dengan Maskapai Service Level Agreement in between Airport Operator and Airlines3. Operasional Pemeliharaan dan Pelayanan Skytrain BSH secara End to End Operation on maintenance and services by end to end of Skytrain BSH4. Laporan terkait Self Check-In Counter Report related to Self Check-In Counter5. Evaluasi Business Plan Terminal 3 Business Plan Terminal 3 Evaluation







NO.HARI/TANGGAL


35

Senin, 25 September 2017Pukul 10.00 WIBDi Ruang Rapat WijayakusumaMonday, September 25, 201710.00 WIBWijaya Kusuma meeting room

1. CEO Message #53 CEO Message #532. Kick off Sky Trax Voting CGK Kick off Sky Trax Voting CGK3. Kick off Tim Pengoperasian Bandara Banyuwangi Kick off Operation team of Banyuwangi Airport4. Evaluasi Jaringan Kelistrikan di BSH Electricity network at BSH evaluation5. Evaluasi Pemanfaatan Aset/Lahan Idle PT AP II Evaluation on utilization of assets/idle land of PT AP II6. BOD Subsidiary Performance (PT APK, PT APP, PT APS) BOD Subsidiary Performance (PT APK, PT APP, PT APS)

36

Selasa, 3 Oktober 2017Pkl 08.30 – 18.00 WIBRuang Rapat Wijayakusuma – Lt.6Tuesday, October 3, 201708.30 to 18.00 WIBWijaya Kusuma room, 6th floor

1. CEO Message #54 CEO Message #542. Paparan Progres Persiapan Sosialisasi General & Term Conditions of Aeronautical Service ke Maskapai Explanation on the progress of General Socialization preparation and Term Conditions of Aeronautical Service to

airlines3. Paparan Terkait Design ALC dan Integrated Building BSH Explanation on ALC design and Integrated Building BSH4. Shareholder Aspiration 2018 dan Usulan Awal RKAP 2018 Shareholder Aspiration 2018 and Initial proposal of RKAP 20185. Laporan Terkait Self Check In Counter Proposal related to Self Check In Counter6. Radirtas – Evaluasi Perjalanan Dinas Radirtas – Business Trip evaluation

37

Kamis, 12 Oktober 2017Pkl 13.00 s.d 22.15 WIBRuang Rapat Wijayakusuma – Lt.6Thursday, October 12, 201713.00 to 22.15 WIBWijaya Kusuma meeting room, 6th floor

1. CEO Message #55 CEO Message #552. Pembahasan Enterprise Value Discussion on Enterprise Value3. Pembahasan Persiapan Peresmian Terminal Baru Bandara Supadio - PNK & Bandara Silangit – Tapanuli Utara Discussion on the official new terminal preparation of Pembahasan Persiapan Peresmian Terminal Baru Supadio

Airport - PNK & Silangit Airport – Tapanuli Utara4. Pembahasan Non Aero Revenue meliputi:5. Discussion on Non Aero Revenue meliputi:

a. Evaluasi Boosting Non Aero Revenue (Car Parking, Properti/Tanah) Evaluation on Boosting Non Aero Revenue (Car Parking, property/land)b. Average Revenue Per Outlet (ARPO) Average Revenue Per Outlet (ARPO)C. Average Spending per Pax Average Spending per Pax

5. Evaluasi Program Capex Pasca Commander’s Call Program Capex Pasca Commander’s Call Evaluation6. Prognosa RKAP Tahun 2017 dan Usulan RKAP Tahun 2018 Prognosis of RKAP for 2017 dan Proposal of RKAP for 2018






NO.HARI/TANGGAL


38

Selasa, 17 Oktober 2017Pkl 09.30 s.d 22.00 WIBRuang Rapat Wijayakusuma – Lt.6Tuesday, October 17, 201709.30 to 22.00 WIBWijaya Kusuma meeting room, 6th floor

1. CEO Message #56 CEO Message #562. Persiapan Rapat Pimpinan Q4 tahun 2017 Leadership meeting Q4 in 2017 preparation3. Paparan Airport Business Strategy Explanation on Airport Business Strategy4. Skenario Operasi BWX setelah BASTO (Berita Acara Serah Terima Operasi) Operation scenario of BWX after BASTO (handover operation news)5. Update progres Bandar Udara Internasional Jawa Barat (BIJB) Progress Updates on West Java Internasional Airport (BIJB)6. Paparan Terkait Pemanfaatan Aset Tanah Non-Produktif dan Paparan Tentang Boosting Non-Aero Revenue

Property / Tanah Explanation on Asset Utilization Non productive and explanation on Boosting Non-Aero Revenue Property/Land7. RADIRTAS: Progres Akuisisi PT Gapura Angkasa RADIRTAS: process of Gapura Acquisition

39

Selasa, 31 Oktober 2017Pkl 08.30 - 18.30 WIBRuang Rapat Wijayakusuma – Lt.6Tuesday, October 31, 201708.30 to 18.30 WIBWijaya Kusuma meeting room, 6th floor

1. CEO Message #58 CEO Message #582. Pembahasan Branding Asian Games 2018 di BSH Explanation on Branding of Asian Games 2018 at BSH3. Penyampaian Hasil Seleksi Financial Advisor oleh Danareksa Delivery on selection result of Financial Advisor by Danareksa4. Paparan Skenario Global Airport Development Forum Explanation on Global Airport Development Forum scenario5. Konsep Budget Terminal untuk Terminal 1 BSH Budget Terminal Concept for Terminal 1 BSH6. Pembahasan Aturan Specific Business Request Explanation on Specific Business Request regulation7. Laporan Progres Kesiapan Pengoperasian Pier 1 Sisi Timur T3 BSH Progress Statement of Operation preparation Pier 1, East side, T3 BSH

40

Jum’at, 10 November 201713.00 – 21.56 WIB Ruang Rapat Wijayakusuma – Lt.6Friday, November 10, 201713.00 to 21.56 WIB Wijaya Kusuma meeting room, 6th floor

1. CEO Message #59 CEO Message #592. Laporan Progres Program Kerja PMO Statement of Work Plan PMO progress3. SOP Multi Airport System Bandara Soekarno-Hatta dan Halim Perdana Kusuma SOP Multi Airport System of Soekarno-Hatta Airport and Halim Perdana Kusuma Airport4. Persiapan Pelaksanaan Assessment KPKU BUMN Tahun 2017 Preparation on Assessment Implementation KPKU of SOE in year 20175. Penyampaian Hasil Survey Kepuasan dan Engagement Karyawan Tahun 2017 Delivery on Survey Result of satisfaction and employee engagement in year 20176. Laporan Progres Kerjasama BIJB Statement of Partnership progrss BIJB progress7. Evaluasi Capex tahun 2017 dan Usulan Capex tahun 2018 Evaluation on Capex in year 2017 and proposal Capex tahun 2018







NO.HARI/TANGGAL


41

Selasa, 14 November 201710.00 – 18.00 WIB Ruang Rapat Nias, Ambon Lantai 19 – Hotel Borobudur JakartaTuesday, November 14, 201710.00 to 18.00 WIB Nias meeting room, Ambon 19th floor-Borobudur Hotel, Jakarta

1. CEO Message #60 CEO Message #602. Persiapan Peresmian Termnal Internasional Bandara Silangit Preparation on the official Terminal 3 Silangit International Airport3. Kick Off Meeting Tim Penyusunan Dokumen Aplikasi KPKU Kick Off Meeting Team of application document KPKU preparation4. Laporan Progres Program Kerja PMO Statement of Work Plan PMO progress5. SStrategic Partnership Bandara Kualanamu (KNO) Strategic Partnership of Kualanamu (KNO) Airport6. Laporan Koordinasi dengan PT Jasamarga Kunciran Cengkareng Terkait Rencana Kerjasama Pembangunan Jalan

Tol Kunciran-Batu Ceper-Cengkareng Statement of Coordination with PT Jasamarga Kunciran Cengkareng on partnership plan of Tol Kunciran-Batu

Ceper-Cengkareng road construction7. Radirtas: Tindak Lanjut Kerjasama Soewarna Radirtas: Follow up partnership with Soewarna

42

Selasa, 21 November 201710.00 WIB s.d 20.30 WIB Ruang Rapat Wijayakusuma – Lt.6Tuesday, November 21, 201710.00 WIB to 20.30 WIB Wijaya Kusuma meeting room, 6th floor

1. CEO Message #61 CEO Message #612. Paporan Peresmian Terminal Baru Bandara Internasional Silangit Explanation on the official new Terminal of Silangit International Airport3. Laporan Progress PT Bahana Tentang Valuasi Penyertaan Saham di PT BIJB Report on PT Bahana progress on stock inclusion of evaluation at PT BIJB4. Laporan Progres Program Kerja PMO Statement of Work Plan PMO progress5. Pembahasan KPI Corporate KPI Corporate Discussion6. Pembahasan Rencana Operasi Kereta Bandara Discussion on Railink Airport Operation

43

Rabu, 6 Desember 201715.30 WIB– 18.30 WIBRuang Rapat Wijayakusuma – Lt.6Rabu, 6 December 201715.30 WIB to 18.30 WIBWijaya Kusuma meeting room, 6th floor

1. CEO Message #63 CEO Message #632. Permohonan Persetujuan Direksi untuk Pengalihan Pengelolaan Gudang Kargo di Kantor-Kantor Cabang ke PT APK Application of the Board of Directors Approval to transfer of cargo storage procurement at branch offices to PT

APK3. Pembahasan Pengaturan Special Business Request Discussion on Special Business Request regulation4. Radirtas Radirtas

44

Selasa, 12 Desember 201708.30 WIB s.d 18.00 WIBRuang Rapat Wijayakusuma – Lt.6Tuesday, December 12 201708.30 WIB to 18.00 WIBWijaya Kusuma meeting room, 6th floor

1. CEO Message #64 CEO Message #642. Laporan Progres Pekerjaan PMO Statement of Work Plan PMO progress3. Pembahasan KPI Corporate KPI Corporate Discussion4. SOP Multi Airport System Bandara Soekarno Hatta dan Bandara Halim Perdanakusuma SOP Multi Airport System at Soekarno Hatta Airport and Halim Perdanakusuma Airport5. Rencana Penyertaan Saham di PT BIJB dan Rencana Serah Terima Bandara Banyuwangi Stock inclusion plan at PT BIJB and handover Banyuwangi Airport Plan







NO.HARI/TANGGAL


45

Senin, 18 Desember 201710.00 s.d 13.00 WIBRuang Rapat Wijayakusuma – Lt.6Monday, December 18, 201710.00 to 13.00 WIBWijaya Kusuma meeting room, 6th floor

1. CEO Message #65 CEO Message #652. Paparan Perjalanan Transformasi PT AP II : Explanation on Transformation Journey of PT AP II :

a. Transformation Journey; Transformation Journeyb. Transformation Metric System Dashboard; Transformation Metric System Dashboardc. Analisa dari Hasil Survey Implementasi Manajemen Business Excellent/KPKU; Analysis from the survey result of the implementation of Business Excellence Management/KPKU

3. Paparan terkait Smart Airport Dashboard System; Explanation on Smart Airport Dashboard System4. Laporan Progres Pekerjaan PMO; Statement of Work Plan PMO progress5. Pembahasan KPI Corporate. KPI Corporate Discussion

46

Senin, 27 Desember 201708.30 s.d 13.00 WIBRuang Rapat Wijayakusuma – Lt.6Monday, December 27, 201708.30 to 13.00 WIBWijaya Kusuma meeting room, 6th floor

1. CEO Message #66 CEO Message #662. Laporan progres Pekerjaan PMO Statement of Work Plan PMO progress3. Pembahasan KPI Corporate dan prognosa pencapaian KPI tahun 2017 KPI Corporate Discussion and Prognosis of KPI achievement in 20174. Paparan tentang operasi pelayanan dan Transisi Bandara Banyuwangi Explanation on serice operation and Banyuwangi Airport transition5. Evaluasi Capex 2017 dan Rencana capex 2018 Capex 2017 evaluation dan Capex 2018 Plan6. Prognosa pencapaian 3 Program Utama Perusahaan tahun 2017 Prognosis of 3 main program achievements of the Company in 20177. Penyampaian hasil workshop optimalisasi lahan Idle Delivery on worksop result of idle land optimization.





PENGUNGKAPAN HUBUNGAN AFILIASI DIREKSI, DEWAN KOMISARIS DAN PEMEGANG SAHAMDISCLOSURE OF AFFILIATION AMONG BOARD OF DIRECTORS, BOARD OF COMMISSIONERS AND THE SHAREHOLDERS

HUBUNGAN KELUARGA DAN KEPENGURUSAN DEWAN KOMISARIS DI PERUSAHAAN LAINHubungan keluarga dan kepengurusan perusahaan lain anggota Dewan Komisaris dengan sesama anggota Dewan Komisaris dan/atau anggota Direksi serta Pemegang Saham selama periode tahun 2017sebagai berikut:

HUBUNGAN KELUARGA DAN KEPENGURUSAN DIREKSI DI PERUSAHAAN LAINHubungan keluarga dan kepengurusan perusahaan lain anggota Direksi dengan sesama anggota Direksi dan/atau anggota Dewan Komisaris serta Pemegang Saham selama periode tahun 2017 sebagai berikut:

FAMILY RELATIONSHIP AND BOARD OF DIRECTORS MANAGEMENT IN OTHER COMPANIESThe family relationship and management in other companies of members of the Board of Directors with fellow members of the Board of Directors and/or members of the Board of Commissioners and the Shareholders during the period 2017, is as below:

FAMILY RELATIONSHIP AND BOARD OF COMMISSIONERS MANAGEMENT IN OTHER COMPANIESRelationship of family and other company mangement of members of the Board of Commissioners with the fellow Board of Commissioners and/or members of Board of Directors as well as the Shareholders during period 2017 is as follows:

NAMANAME

HUBUNGAN KELUARGA DENGAN ORGAN PERSEROANFAMILY RELATIONSHIP WITH THE ORGAN OF THE COMPANY

HUBUNGAN KEPENGURUSAN DI PERUSAHAAN LAINMANAGEMENT RELATIONSHIP IN OTHER COMPANIES

DEWAN KOMISARISBOARD OF

COMMISSIONERS


PEMEGANG SAHAM

SHAREHOLDER

SEBAGAI DEWAN KOMISARIS

AS A BOARD OF COMMISSIONERS

SEBAGAI DIREKSIAS A BOARD OF

DIRECTORS

SEBAGAI PEMEGANG

SAHAMAS A SHAREHOLDER

YAYES

TIDAKNO

YAYES

TIDAKNO

YAYES

TIDAKNO

YAYES

TIDAKNO

YAYES

TIDAKNO

YAYES

TIDAKNO

Rhenald Kasali

Iswan Elmi

M. Harpin Ondeh

Imam Bustomi

Maryati Karma

NAMANAME

HUBUNGAN KELUARGA DENGAN ORGAN PERSEROANFAMILY RELATIONSHIP WITH THE ORGAN OF THE COMPANY

HUBUNGAN KEPENGURUSAN DI PERUSAHAAN LAINMANAGEMENT RELATIONSHIP IN OTHER COMPANIES

DEWAN KOMISARISBOARD OF

COMMISSIONERS


PEMEGANG SAHAM

SHAREHOLDER

SEBAGAI DEWAN KOMISARIS

AS A BOARD OF COMMISSIONERS

SEBAGAI DIREKSIAS A BOARD OF

DIRECTORS

SEBAGAI PEMEGANG

SAHAMAS A SHAREHOLDER

YAYES

TIDAKNO

YAYES

TIDAKNO

YAYES

TIDAKNO

YAYES

TIDAKNO

YAYES

TIDAKNO

YAYES

TIDAKNO

Muhammad Awaluddin

Djoko Murjatmodjo

Daan Achmad

Andra Y. Agussalam

Ituk Herarindri

Tina T. Kemala Intan






NAMANAME

PROFIL RINGKAS ANGGOTA KOMITE AUDITSHORT BIOGRAPHY OF MEMBER OF AUDIT COMMITTE

M. Harpin Ondeh Profil dapat dilihat di Bagian Profil Dewan KomisarisProfile can be seen at the Profile of Board of Commissioners section

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

Irwanda Wisnu Wardhana

Warga Negara Indonesia, yang berdomisili di Jakarta lahir pada tanggal 21 Juli 1980, saat ini berusia 37 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). Beliau menjabat sebagai anggota Komite Audit. Sejak 2016, melalui SK Dewan Komisaris No. KEP.03.03/00.09.2016.0514.

An Indonesian Citizen, currently resides in Jakarta and born on July 21, 1980, 37 years old this year. He obtained a bachelor degree from STAN in 2005, Master in Public Economic from Hitotsubashi University, Japan in 2010 and Ph.D. in Public Policy and Political Economy, University of Texas in 2016. Prior to serving as a member of Audit Committee of the Company, he had previously worked at Finance Ministry (2007-2012) as a policy analyst of PKKI, BKF, Finance Ministry; Head of Energy, PKPPIM, BKF, the Finance Ministry of BKF. In addition, he also served as a Consultant for UNPSA, PAN-RB Ministry (2014-present) and as a young researcher in Fiscal Policy Agency, LIPI (2012-present). He has been serving as a member of Audit Committee since 2016, through a Decree of the Board of Commissioners No. KEP.03.03 / 00.09.2016.0514

Dewi Hanggraeni Warga Negara Indonesia, yang berdomisili di Jakarta.) Beliau memperoleh gelar Sarjana Ekonomi dari Universitas Indonesia pada 1993, Master in Business Administration dari University of Arkansas di Fayetteville, Arkansas, USA, 1997 dan Doktor dari Universitas Gadjah Mada pada tahun 2009. Sebelum menjabat sebagai anggota Komite Audit Perseroan, beliau menjabat juga sebagai Wakil Direktur Utama di PT Daya Makara Universitas Indonesia (2009-sekarang), pernah menjabat sebagai Direktur Kepatuhan dan Manajemen Risiko di PT Jamsostek (Persero) pada tahun 2007-2008, serta Direktur Keuangan, Administrasi dan SDM di Lembaga Manajemen Fakultas Ekonomi Universitas Indonesia.

An Indonesian citizen, domiciled in Jakarta. She obtained her Bachelor Degree in Economics at University of Indonesia in 1993, Master in Business Administration at University of Arkansas at Fayetteville, Arkansas, USA in 1997 and Ph.D at University of Gajah Mada in 2009. Prior to her designation as a member of Audit Committee of the Company, she also serves as a Vice President Director at PT Daya Makara University of Indonesia (2009-present), used to serve as a Director of Compliance and Risk Management at PT Jamsostek (Persero) in 2007-2008, as a Director of Finance, Administration and Human Resources at Economics Faculty Board of Management at University of Indonesia.


SUSUNAN KEANGGOTAAN KOMITE AUDITKomite 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:

PROFIL ANGGOTA KOMITE AUDIT PROFILE OF AUDIT COMMITTEE MEMBER

MEMBERSHIP OF AUDIT COMMITTEE COMPOSITIONPT Angkasa Pura II (Persero) Audit Committee consists of 1 (one) Chairman Committee and 1 (one) Vice Chaiman of Committee who are members of the Board of Commissioners and 2 (two) members of Committee who are parts of independent parties, as follows:

NAMANAME

JABATANDesignation

M. Harpin Ondeh Ketua Komite AuditChairman of Audit Committee

Imam Bustomi Wakil Ketua Komite Audit Vice Chairman of Audit Committee

Irwanda Wisnu WardhanaAnggota Komite Audit Member of Audit Committee

Dewi Hanggraeni Anggota Komite AuditMember of Audit Committee





INDEPENDENSI KOMITE AUDITKomite Audit 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 pelaksanaan tugasnya, Komite Audit bersifat mandiri serta bekerja secara profesional dan independen.

Tabel Independensi

AUDIT COMMITEE INDEPENDENCEThe Audit Committee is headed by one member of the Board of Commissioner and 2 (two) other professional members out from Angkasa Pura II and has a background of finance in accordance with Angkasa Pura II scope of industry.

In the duty implementation, Audit Commitee is independent and ables to work professionally and independently.

Independence table


ASPEK INDEPENDENSIINDEPENDENT ASPECT

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan DireksiHas no financial relationship with the Board of Commissioners and the Board of Directors

Tidak memiliki hubungan kepengurusan di PT Angkasa Pura II (Persero), anak perusahaan maupun perusahaan afiliasiHas no management relationship at di PT Angkasa Pura II (Persero), subsidiary and other affiliates

Tidak memiliki hubungan kepemilikan saham di PT Angkasa Pura II (Persero)Has no shares ownership at PT Angkasa Pura II (Persero)

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi dan/atau sesama anggota Komite AuditHas no family relationship with the Board of Commissioners, the Board of Directors and/or fellow members of Audit Committee

Tidak menjabat sebagai pengurus partai politik, pejabat pemerintah daerah Does not serve as a political party official, local government official






TUGAS DAN TANGGUNG JAWABSebagaimana 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 didalamnya 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 ekstern sehingga dapat dicegah pelaksanaan dan pelaporan yang tidak memenuhi standard;

2. Memberikan rekomendasi mengenai penyempurnaan system pengendalian manajemen Perusahaan sefta 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 yang disampaikan 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.

DUTIES AND RESPONSIBILITIESAs mentioned in a Decree of the Board of Commissioners of PT Angkasa Pura II Number : KEP. 218/KP.1013.3/APII-2003 dated 1 August 2003 on a Audit Committee Composition at PT Angkasa Pura II and its implementations of duties and functions, the Audit Committee is also equipped with Committe Charter that consists of job description clearly.

In accordance with KEP. 218/KP.1013.3/APII-2003 tanggal 1 Agustus 2003, the Audit Committee is also responsible for:1. Review the result of implementation activities and audit

result conducted by a Internal Control Unit (SPD or external auditors, thereby all unqualified standards of implementation and report can be avoided;

2. Give a recommendation on a completion of management control system of the Company and its implementation;

3. Ascertain that a satisfied review procedure has been provided for the shared information by PT (Persero) Angkasa Pura II, including brochure, periodical financial statements, forecast/projection, and other finance information delivered by the Shareholders;

4. Indentify the required concerns for the Board of Commissioners;

5. Implement other duties given by the Board of Commissioners as still mentioned in the scope of duties and responsibilities of Board of Commissioners based on provisions of the applicable laws and regulations

6. Audit Committee requires to immediately report the evaluation result that has been undergone to the Board of Commissioners;

7. Audit Committee requires to make a periodical report by at least once in 3 months that contains main of work results;

8. Audit Committee requires to make a special report that consists of every finding expected to disrupt the PT (Persero) Angkasa Pura II activities to the Board of Commissioners by at least 10 working days since the finding dates been known.







REALISASI PELAKSANAAN TUGAS KOMITE AUDIT TAHUN 2017: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 2017 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 AuditDalam 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 memonitoring 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 dan meningkatkan pengetahuan tentang tugas dan fungsi Komite Audit, Komite Audit telah mengikuti kegiatan benchmark dan seminar sebagai berikut:a. Studi banding area komersial di bandara Incheon - Korea

Selatan 25 Mei – 30 Mei 2017.b. Studi banding pengembangan terminal kargo di bandara

Cek Lap Kok – Hongkong dan Bandara Narita – Jepang pada tanggal 17-23 Desember 2017.

c. Seminar ASEAN Leadership Programe di Cambridge – UK pada tanggal 11 – 15 September 2017.

DUTIES IMPLEMENTATION OF AUDIT COMMITTEE 2017 REALIZATION:Audit Committee has implemented some activities related to audit and supervision to ensure the implementation of the Good Corporate Governance (GCG) has been managed effectively.

The Implementation of Audit Committee 2017 has been undergone in accordance with the work plan that has been set, in general, activities of Audit Committee are categorized into 3 (three) groups such as meeting activity, visit trip activity and seminar activity. These can be depicted as below following:

1. Audit Committee MeetingIn the implementation of meeting activity, the Audit Internal has conducted meetings both routine and non routine. The routine meeting is the meeting held periodically and sustainably, meanwhile, the non routine meeting is the meeting held based on the needs in accordance with the duties of Audit Committee.

2. Visit Trip to Branch Office at PT Angkasa Pura II (Persero)

In order to monitor the monitor the strategic matters at the branch office and to see through the airport condition directly along with its constraints.

3. Exchange Study and Seminar In order to add up knowledge and enhance knowledge on duties and functions of Audit Committee, Audit Committee has participated in some benchmark activites and seminar such as:a. Exchange study on commercial area at Incheon Airport,

South Korea from May 25 to May 30 in 2017b. Exchange study on cargo terminal development at Cek

Lap Kok Airport- Hongkong and Narita Airport- Japan from December 17 to December 23 in 2017

c. ASEAN Seminar Leadership Program at Cambridge-UK from September 11 to September 15, 2017.






4. HambatanSecara umum kegiatan Komite Audit tidak mengalami hambatan yang signifikan, namun beberapa hal yang perlu mendapatkan perhatian yaitu sebagai berikut:a. Kehadiran Anggota Komite Audit belum secara rutin hadir

minimal satu minggu sekali di Kantor Pusat PT Angkasa Pura II (Persero), namun kegiatan tugas komite audit umumnya dikerjakan dan diselesaikan dengan email.

b. Anggota Komite Audit mempunyai pekerjaan di instansinya, namun tugasnya dapat diselesaikan pada waktunya.

5.Kesimpulana. Secara umum program kegiatan Komite Audit dapat

dilaksanakan dengan optimal.b. 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.

RAPAT KOMITE AUDITSelama tahun 2017, Komite Audit telah melaksanakan 16 kali rapat, yang terdiri dari rapat internal serta rapat gabungan dengan Internal Auditor, Eksternal Auditor dan turut hadir dalam rapat-rapat gabungan antara Dewan Komisaris dan Direksi. Tingkat kehadiran anggota Komite Audit dalam rapat-rapat tersebut adalah:

4. HindrancesIn general, the Audit Commitee activities do not face any significant hindrances, however, some matters that needs to consider such as:a. The Audit Committee is routinely yet to attend minimum

once in a week at the head office of PT Angkasa Pura II (Persero), however, duty activities of Audit Committee are generally done and completed through an email.

b. Members of the Audit Committee have tasks of work in their own agency, however, all duties can be completed appositely.

5. Conclusiona. In general, program activities of Audit Committee have

been optimally implemented.b. Dedication and enthusiasm to give a contribution to the

Board of Commissioners are extremely high, therefore, these can add up advice and benefits to Board of Commissioners in determining policies further more.

AUDIT COMMITTEE MEETINGSThroughout 2017, Audit Committee has implemented 16 times of meetings, that consisted of internal meetings and joint meetings with Internal Auditors, External Auditors and attended joint meetings in between the Board of Commissioners and the Board of Directors. The attendance level of members of Audit Committee in those meetings is as follows:

REMUNERASI KOMITE AUDITAnggota Komite Audit yang bukan Komisaris memperoleh remunerasi yang terdiri dari honorarium. Honorarium yang diberikan sebesar Rp.34.000.000,- per bulan. Total Remunerasi Komite Audit yang bukan Anggota Dewan Komisaris selama tahun 2017 sebesar Rp.816.000.000,-(2 orang anggota Komite Audit)

AUDIT COMMITTEE RENUMERATIONMembers of Audit Committee are not a Board of Commissioners who receive remuneration from honorarium. The honorarium is only given for IDR 34.000.000,- monthly. The total remuneration of Audit Committee who is not a member of Board of Commissioners throughout 2017 is IDR 816.000.000,- (2 members of Audit Committee)

NAMANAME

JABATANDESIGNATION

RAPATMEETING

JUMLAHTOTAL

%

Irwanda Wisnu WardhanaAnggota Komite AuditMember of Audit Committee

16 100

Dewi Hanggraeni Anggota Komite AuditMember of Audit Committee

15 93,75






KOMITE MANAJEMEN RISIKO DAN SDMRISK MANAGEMENT AND HUMAN RESOURCES COMMITTEESUSUNAN KEANGGOTAAN KOMITE MANAJEMEN RISIKO DAN SDMKomite 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:

MEMBERSHIP OF RISK MANAGEMENT AND HR COMMITTEE COMPOSITIONThe Risk Management and Human Resources Committee (MRS) of Angkasa Pura II consists of 1 (one) President Commissioner and 1 (one) Vice President Commissioner who are members of the Board of Commissioners and 2 (two) members of Committee who come from independent parties, as such:

NAMANAME

JABATANDESIGNATION

Iswan Elmi Ketua Komite MRSChairman of Risk Management and Human Resources Committee

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

Lailly PrihatiningtyasAnggota Komite MRS Member of Risk Management and Human Resources Committee

Moh. Romli Anggota Komite MRSMember of Risk Management and Human Resources Committee

PROFIL ANGGOTA KOMITE AUDIT PROFILE OF RISK MANAGEMENT AND HUMAN RESOURCES COMMITTEE

NAMANAME

PROFIL RINGKAS ANGGOTA KOMITE AUDITSHORT BIOGRAPHY OF RISK MANAGEMENT AND HUMAN RESOURCES COMMITTEE

Lailly Prihatiningtyas Warga Negara Indonesia, 32 tahun, lahir di Jombang, 22 Desember 1985, berdomisili di Jakarta. Memperoleh gelar Diploma dari Sekolah Tinggi Akuntansi Negara (2006); Sarjana Akuntansi dari Universitas Indonesia (2009); MSc, Accounting dari Tilburg University (2011). Sebelum menjabat sebagai anggota Komite Manajemen Risiko dan SDM beliau berkarir di Kementerian BUMN sebagai Kepala Informasi dan Presentasi Subdivisi Kementerian BUMN (2012-2013); Direktur Utama PT Taman Wisata Candi Borobudur, Prambanan dan Ratu Boko (Persero) (2013-2015); Kepala Sub Divisi Konstruksi dan Infrastruktur Transportasi Ib.1 Kementerian BUMN (2015-2016). Beliau diangkat sebagai anggota Komite Manajemen Risiko dan SDM berdasarkan Surat Keputusan Dewan Komisaris No: KEP.03.03/00/12/2016/0847.An Indonesian Citizen, 32 years old, born in Jombang, December 22, 1985, currently resides in in Jakarta. She obtained a Diploma degree from Sekolah Tinggi Akuntansi Negara (2006); Bachelor Degree in Accounting at University of Indonesia (2009); Master in Accounting at Tilburg University (2011). Prior to her serving as member of Risk Management and HR Committee, she previously pursued a career at the SOEs Ministry in 2012 to 2013; President Director at PT Taman Wisata Candi Borobudur, Prambanan and Ratu Boko (Persero) in 2013-2015; Head of Construction and Transportation Infrastructure Sub Division Ib.1 the SOEs Ministry in 2015-2016. She was also appointed as a member of Risk Management and HR Committee based on a Decree of the Board of Commissioners No: KEP.03.03 / 00 / 12 / 2016 / 0847.

Moh. Romli Warga Negara Indonesia, 39 tahun, lahir di Semarang 26 Februari 1978, berdomisili di Jakarta. Memperoleh gelar Diploma Akuntansi dari Sekolah Tinggi Akuntansi Negara (STAN) pada tahun 2000 dan memperoleh gelar Master of Science of Corporate Finance Management dari Universitas Indonesia pada tahun 2013. Sebelum menjabat sebagai anggota Komite Manajemen Risiko dan SDM Perseroan beliau memulai karir sebagai verifikator Laporan Keuangan di Kementerian Keuangan Republik Indonesia (2001-2006); Financial Consultant BRIngin Life Insurance (2008), Banking and Financial Analyst di Pusat Kajian Kebijakan Makroekonomi, Ditjen Kebijakan Fiskal, Kementerian Keuangan (2006-2009); Kepala Bidang Divisi Ekonomi Domestik, Kementerian Keuangan (2011- 2013);; Staf ahli Kantor Kepresidenan RI (2015-2016); dan Kepala Bagian Investasi, Pusat Kebijakan Makroekonomi, Kementerian Keuangan Republik Indonesia (2015-Sekarang). Beliau diangkat sebagai anggota Komite Manajemen Risiko dan SDM berdasarkan Surat Keputusan Dewan Komisaris No: KEP.03.03/00/12/2016/0847.An Indonesian Citizen, 39 years old, born in Semarang, February 26, 1978, currently resides in Jakarta. He obtained his Diploma of Accounting at STAN in 2000, in order to obtain a Master of Science of Corporate Finance Management from University of Indonesia in 2013. Prior to his serving as a member of Risk Management and HR sources, he started off his career as a verificator of financial report at Financial Ministry of Indonesia (2001-2006); Financial Consultant at BRIngin Life Insurance (2008), Banking and Financial Analyst at the Macroeconomics Policy Study Center, Directorate General of Fiscal Policy, Finance Ministry (2006-2009); Division Head of Domestic Economy, Finance Ministry (2011-2013); Expert Staff of the presidential office of the Republic of Indonesia (2015-present). He was appointed as a member of Risk Management and HR Committee based on a Decree of the Board of Commissioners No. KEP.03.03/00/12/2016/0847.






KOMITE MANAJEMEN RISIKO DAN SDMRISK MANAGEMENT AND HUMAN RESOURCES COMMITTEE

TUGAS DAN TANGGUNG JAWABSebagaimana 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.

A. TUGAS KOMITE MANAJEMEN RISIKO DAN SDM1. 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.

B. RENCANA KERJA DAN REALISASI KEGIATAN KOMITE MANAJEMEN RISIKO DAN SDM TAHUN 2017Pelaksanaan kegiatan Komite tahun 2017 dapat dilaksanakan sesuai dengan rencana kerja yang sudah ditetapkan, secara umum kegiatan Komite di kelompokan menjadi 3 (tiga) kelompok yaitu kegiatan rapat, kegiatan kunjungan kerja dan kegiatan Seminar. Hal ini dapat digambarkan sebagai berikut:

1. Kegiatan/Rapat KomiteKomite 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 sedangkan rapat tidak rutin adalah rapat yang dilakukan berdasarkan kebutuhan sesuai dengan tugas Komite.

DUTIES AND RESPONSIBILITIES OF COMMITTEEAs mentioned in a Decree of the Board of Commissioners (Persero) PT Angkasa Pura II Nomor: KEP. 547.1/KP.1013.3/APII-2014 dated 20 October 2014 on Audit Committee Composition in the Company of PT Angkasa Pura II (Persero) and its implementation on the functions and duties, Audit Committee is equipped with Committee Charter that contains job descriptions clearly.

A. DUTIES OF RISK MANAGEMENT AND HUMAN RESOURCES COMMITTEE1. Provide inputs to the Board of Commissioners on

preparation and refinement of risk management policy related to risk control in assets management and liability, financial, investments, operational and technical operation of the Company, procurement of Human Resources.

2. Conduct an evaluation of model accuracy and data validation used for measuring the risks.

3. Conduct an evaluation of the proposal of lower-level candidates of the Board of Directors as requested by the Board of Commissioners.

4. Monitor and evaluate the implementation of human resources development policy as requested by the Board of Commissioners.

5. Monitor and evaluate a concept of the organizational structure as requested by the Board of Commissioners.

6. Monitor and evaluate the implementation of remuneration policy as requested by the Board of Commissioners.

7. Conduct discussions/coordination with respective units.8. Provide inputs on the implementation of duties in the

internal meetings of the Board of Commissioners and the joint meetings in between the Board of Commissioners and the Board of Directors.

B. WORK PLAN AND REALIZATION OF RISK MANAGEMENT AND HR COMMITEE ACTIVITIES IN 2O17The Implementation of Committee 2017 has been undergone in accordance with the work plan that has been set, in general, activities of Committee are categorized into 3 (three) groups such as meeting activity, visit trip activity and seminar activity. These can be depicted as below following:

1. Committee meeting/acitvityThe Committee has conducted meetings both routine and non routine, in accordance with the plans been set before . The routine meeting is the meeting held periodically and sustainably, meanwhile, the non routine meeting is the meeting held based on the needs in accordance with the duties of Committee.





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. Kegiatan Seminar & Studi Banding Dalam rangka menambah wawasan dan meningkatkan pengetahuan tentang tugas dan fungsi Komite MRS, Komite MRS telah mengikuti kegiatan yaitu:a. Studi banding area komersial di bandara Incheon -

Korea Selatan 25 Mei – 30 Mei 2017.b. Studi banding pengembangan terminal kargo di

bandara Cek Lap Kok – Hongkong dan Bandara Narita – Jepang pada tanggal 17-23 Desember 2017.

c. Seminar Internasional IIAA pada tanggal 22-29 Juli 2017 di Sidney - Australia

d. Seminar ASEAN Leadership Programe di Cambridge – UK pada tanggal 11 – 15 September 2017.

4. HambatanSecara umum kegiatan Komite tidak mengalami hambatan yang signifikan, namun beberapa hal yang perlu mendapatkan perhatian yaitu sebagai berikut:a. Kehadiran Anggota Komite belum secara rutin hadir

minimal satu minggu sekali di Kantor Pusat PT Angkasa Pura II (Persero), namun kegiatan tugas komite umumnya dikerjakan dan diselesaikan dengan email.

b. Anggota Komite mempunyai pekerjaan di instansinya, namun tugasnya dapat diselesaikan pada waktunya.

5. Kesimpulana. Secara umum program kegiatan Komite dapat

dilaksanakan secara maksimal.b. Dedikasi dan semangat Anggota Komite untuk

memberikan kontribusi kepada Dewan Komisaris sangat tinggi, sehingga diharapkan dapat memberikan masukan yang mendukung pelaksanaan tugas Dewan Komisaris secara optimal.

2. Visit Trip to Branch Office at PT Angkasa Pura II (Persero) In order to monitor the monitor the strategic matters at the branch office and to see through the airport condition directly along with its constraints, the Committee has conducted a visit to the branch offices.

3. Exchange Study and Seminar In order to add up knowledge and enhance knowledge on duties and functions of the Committee, the Committee has participated in some benchmark activites and seminar such as:a. Exchange study on commercial area at Incheon Airport,

South Korea from May 25 to May 30 in 2017b. Exchange study on cargo terminal development at Cek

Lap Kok Airport- Hongkong and Narita Airport- Japan from December 17 to December 23 in 2017

c. International IIAA seminar from July 22 to July 29 at Sydney-Australia

d. ASEAN Seminar Leadership Program at Cambridge-UK from September 11 to September 15, 2017.

4. HindrancesIn general, the Commitee activities do not face any significant hindrances, however, some matters that needs to consider such as:a. The Committee is routinely yet to attend minimum

once in a week at the head office of PT Angkasa Pura II (Persero), however, duty activities of Committee are generally done and completed through an email.

b. Members of the Committee have tasks of work in their own agency, however, all duties can be completed appositely.

5. Conclusiona. In general, program activities of the Committee have

been maximally implemented.b. Dedication and enthusiasm given from members of

the Committee to give contributions to the Board of Commissioners are extremely high, therefore, these can add up inputs to support the Board of Commissioners in implementing its duties optimally.







RAPAT KOMITE MANAJEMEN RISIKO DAN SDMSelama tahun 2017, Komite Manajemen Risiko dan SDM telah melaksanakan 17 kali rapat, yang terdiri dari rapat internal serta rapat gabungan dengan Internal Auditor, Eksternal Auditor dan turut hadir dalam rapat-rapat gabungan antara Dewan Komisaris dan Direksi. Tingkat kehadiran anggota Komite Audit dalam rapat-rapat tersebut adalah:

REMUNERASI KOMITE MANAJEMEN RISIKO & SDMAnggota Komite Manajemen Risiko & SDM yang bukan Komisaris memperoleh remunerasi yang terdiri dari honorarium. Honorarium yang diberikan sebesar Rp.34.000.000,- per bulan. Total Remunerasi Komite Manajemen Risiko & SDM yang bukan Anggota Dewan Komisaris selama tahun 2017 sebesar Rp.816.000.000,-(2 orang anggota Komite Manajemen Risiko & SDM )

Angkasa Pura II belum memiliki secara khusus Komite Nominasi dan Remunerasi. Seluruh fungsi tersebut dijalankan oleh Dewan Komisaris.

KEBIJAKAN SUKSESI DIREKSIKebijakan 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.

RISK MANAGEMENT AND HR COMMITTEE REMUNERATIONMembers of Risk Management and HR Committee are not a Board of Commissioners who receive remuneration from honorarium. The honorarium is only given for IDR 34.000.000,- monthly. The total remuneration of Risk Management and HR Committee who is not a member of the Board of Commissioners throughout 2017 is IDR 816.000.000,- (2 members of Risk Management and HR Committee).

PT Angkasa Pura II is yet to notably have a Nomination and Remuneration Committee. The whole function has been carried out by the Board of Commissioners.

BOARD OF DIRECTORS SUCCESSION POLICYThe Board of Directors Succession Policy is undergone in accordance with the provisions set by the Shareholders in RUPS. Besides, these provisions are referred to the Board Manual and the Articles of Association of PT Angkasa Pura II (Persero). The selection of Board of Directors is done through the applicable provisions.

RISK MANAGEMENT AND HR COMMITTEE MEETINGThroughout 2017, the Risk Management and HR Committee has conducted meetings by 17 times, which consisted of internal meetings and joint meetings with Internal Auditor, External Auditor and attended in joint meetings in between the Board of Commissioners and the Board of Directors. The attendance level of members of the Risk Management and HR Committee in the meetings are as follows:


NAMANAME

JABATANDESIGNATION

RAPATMEETING

JUMLAHTOTAL

%

Laillly PrihatiningtyasAnggota Komite MRS Member of Risk Management and Human ResourcesCommittee

17 100

Moh. Romli Anggota Komite MRSMember of Risk Management and Human ResourcesCommittee

17 100





Dalam rangka menunjang pelaksanaan fungsi dan efektifitas peran Dewan Komisaris, ditunjuk seorang Sekretaris Dewan Komisaris. Pada tahun 2017, Sekretaris Dewan Komisaris dijabat Moh. Winarno berdasarkan KEP.03.03/00/04/2017/0218.

Fungsi dan penugasan Sekretaris Dewan Komisaris meliputi: mengadministrasikan undangan rapat Dewan Komisaris, sebagai penghubung Dewan Komisaris dan Direksi, membuat surat-surat keluar, mendokumentasikan surat-surat, menyusun risalah rapat Dewan Komisaris, tugas kesekretariatan lainnya, memberikan bantuan ringkasan laporan manajemen, menyiapkan bahan rapat Dewan Komisaris, mengumpulkan bahan dan informasi yang relevan dengan pelaksanaan tugas Dewan Komisaris dan melakukan koordinasi dengan Sekretaris Perusahaan tentang hal-hal yang berkaitan dengan Dewan Komisaris dan Direksi.

TUGAS DAN TANGGUNG JAWAB SEKRETARIS DEWAN KOMISARISSecara garis besar, tugas Sekretaris Dewan Komisaris adalah sebagai berikut:1. Membantu Dewan Komisaris dalam membuat risalah rapat

Dewan Komisaris;2. Melakukan koordinasi pelaksanaan rapat-rapat Dewan

Komisaris;3. Mengkoordinasikan tugas-tugas administratif,

kesekretariatan dan protokoler Dewan Komisaris;4. Mengkoordinasikan dan tindak lanjut atas permintaan dan/

atau pengumpulan data/informasi dari dan/atau kepada pihak manajemen Perseroan dan eksternal yang tidak tercakup dalam tugas-tugas Komite, termasuk informasi mengenai peraturan dan ketentuan yang relevan dengan tugas dan tanggung jawab Dewan Komisaris;

5. Mengkoordinasikan penyusunan rancangan anggaran dan menyampaikan Anggaran Tahunan Dewan Komisaris;

6. Mengkoordinasikan penyusunan saran dan pendapat mengenai agenda dan materi Rapat Umum Pemegang Saham;

7. Mengkoordinasikan dan tindak lanjut atas tugas lain yang tidak tercakup dalam tugas-tugas Komite di bawah Dewan Komisaris;

REMUNERASI SEKRETARIS DEWAN KOMISARIS

Sekretaris Dewan Komisaris menerima remunerasi perbulan sebesar Rp. 36.210.000,-

In order to underpin an implementation of the functions and roles effectiveness of the Board of Commissioners, the Secretary to the Board of Commissioners is appointed. In 2017, the Board of Commissioners Secretary was designated by Moh. Winarno based on the KEP.03.03/00/04/2017/0218.

Duties and Functions of the Board of Commissioners Secretary includes: administrates the meeting invitations of the Board of Commissioners, as a hub of the Board of Commissioners and the Board of Directors, provides outgoing letters, prepares minutes of the Board of Commissioners meeting, other secretarial tasks, provide a brief help of letter of management, prepares meeting draft of the Board of Commissioners, collects the relevant materials and information to the Board of Commissioners implementation of tasks, and coordinate with the Corporate Secretary related to the relevance of the Board of Commissioners and the Board of Directors.

DUTIES AND RESPONSIBILITIES OF BOARD OF COMMISSIONERS SECRETARYIn general, duties of the Board of Commissioners Secretary are as follow:1. Assist the Board of Commissioners on providing minutes of

the Board of Commissioners meetings;2. Coordinate the implementation of the Board of

Commissioners meetings;3. Coordinate the administrative tasks, secretarial and

protocoler of the Board of Commissioners;4. Coordinate and follow up the demands and/or data/

information gathering from the corporate management and external party which is not included in the duties of the Committee, including information on regulation and relevant provision with the duties and responsibilities of the Board of Commissioners;

5. Coordinate a preparation of Articles of Association plan and deliver the annual Articles of Association to the Board of Commissioners;

6. Coordinate a preparation of inputs and advices on agenda and materials of the Shareholder general meeting (RUPS);

7. Coordinate and follow up on other tasks that are not included in the duties of the Committee under the Board of Commissioners.

REMUNERATION OF BOARD OF COMMISSIONERS SECRETARY The Board of Commissioners Secretary receives a monthly remuneration as IDR 36.210.000,-.

SEKRETARIS DEWAN KOMISARISBOARD OF COMMISSIONERS SECRETARY






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.

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 ofSponsoring 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.

One of the good corporate governance implementation 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 operational activities efficiently and effectively.

Therefore, PT Angkasa Pura II (Persero) constantly strive to implement an effective internal control system that involves the Board of Commissioners, the Board of Directors, and the whole company entity that refers to 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 in accordance with the provision of applicable laws.

SISTEM PENGENDALIAN INTERNALINTERNAL CONTROL SYSTEM





Angkasa Pura II telah memiliki Fungsi Audit Internal yangdijalankan olehInternal Audit. Di dalam melaksanakanfungsinya, Internal Audit selaludiposisikan sebagai mitrastrategis bagi manajemen yang dipercaya,profesional, obyektif,dan independen yang dapat memberikan nilai tambahbagipencapaian tujuan Angkasa Pura II dengan meningkatkanefektifitas pengelolaan risiko, pengendalian dan proses tatakelola perusahaan yang baik.

Unit Kerja Internal Audit mempunyai tugas membantuDirektur Utama dalam melakukan pengawasan pelaksanaantugas seluruh unit kerja di lingkunganPerusahaan sertamemberikan saran-saran perbaikannya sesuai dengan rencanadan program serta kebijakan yang telah ditetapkan oleh Direksiberdasarkan ketentuan yang berlaku.

Terkait dengan tugasnya tersebut Internal Audit harus dapatmenilai kinerja Unit Kerja dan melakukan pemantauan untukmemberikan informasi dini (early warning system) kepadaDirektur Utama bila terjadi penurunan atau penyimpanganterhadap kinerja dalam rangka mencapai sasaran perusahaankhususnya 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 perubahanan dan memasuki paradigma yang berfokus pada pengendalian risiko (risk control), sehingga unit Internal Auditor dapat memberikan nilai tambah (value added) dan meningkatan 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.

PT Angkasa Pura II (Persero) has had an Internal Audit Function undergone by the Internal Audit. In carrying out its functions, an Internal Audit has always been positioned as a strategic partner for the reliable, professional, objective, and independent management that can provide the added value for the goal achievements of PT Angkasa Pura II (Persero) by enhancing its effectiveness of risk management, control, and good corporate governance process.

The Internal Audit Unit has duties to assist the President Commissioner in supervising the duties of the whole work unit implementation at the Company environment and giving the improving suggestions based on the plan and program as well as policy that has been stipulated by the Board of Directors under applicable provisions.

Related to its duties Internal Audit Unit must be able to assess the performance of Work Unit and conduct supervision to provide early warning system to President Director if a decreasing or deviating performance occurs in order to achieve the Company’s targets especially the current year RKAP implementation.

In tandem with the changes on business environment that may affect to business process development and its implicated developing organization on business risks and good corporate governance issues, therefore the internal control system faces on changes and enters in a paradigm focused on risk control, so that the Internal Audit Unit can grant the added value and improve an organization operation in attaining the Company’s goal or target. Thereby, the roles of Internal Audit is much more needed as a Consulting/Advisor.

In its internal control framework, the management requires to conduct a risk assessment faced by each business process, in order to stipulate a form/procedure of the right control with a possible minimal risk.

The Risk Based Plan Audit is an Audit Internal effort in implementing its role to assist management facilitate an achievement towards the organization goals. The main activity in the risk based that may hinder the achievement of organization objective.

SATUAN PENGAWASAN INTERNINTERNAL AUDIT UNIT






STRUKTUR SATUAN PENGAWASAN INTERNAL (SPI)Fungsi Audit Internal Angkasa Pura II dilakukan oleh Divisi Satuan Pengawasan Intern yang dipimpin oleh Senior Vice President yang diangkat dan diberhentikan oleh Direksi dengan persetujuan Dewan Komisaris. Kedudukan Satuan Pengawasan Intern berada di bawah Direktur Utama.

Berdasarkan Peraturan Direksi Nomor PD.01.01/09/2017/0054 tanggal 29September 2017 tentang Organisasi dan TataKerja Kantor Pusat dan Kantor Divisi PT Angkasa Pura II (Persero), telah ditetapkan termasukdi dalamnya struktur organisasi, fungsi, tugas dan wewenang serta tata kerja Internal Audit.

Sesuai struktur organisasi tersebut di atas dapat dijelaskan bahwa, Internal Auditmempunyai 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.

In accordance with the above organization structure, it can be explained that the Internal Audit owns a duty to assist President Director in running a control toward the implementation of duties of the whole work unit at the corporate environment as well as to give improving inputs in accordance with plan and program as well as the policy stipulated by the Board of Directors based on the provision.

INTERNAL AUDITOR COMPOSITION (SPI) The function of Internal Audit of PT Angkasa Pura II (Persero) is run by the Internal Auditor Division headed by the Senior Vice President that is appointed and dismissed by the Board of Directors with an approval of the Board of Commissioners. The Internal Control Unit is set forth under the President Director.

Based on the Board of Directors regulation of Number PD.01.01/09/2017/0054 dated 29 September 2017 on the Organization and Work Procedure of Head Office and Division Office of PT Angkasa Pura II (Persero), it has been set forth therein its organization structure, function, duty and authorities as well as the Internal Audit work procedure.


PRESIDENTDIRECTOR

SENIOR VICE PRESIDENT OF INTERNAL AUDIT

VICE PRESIDENT OF OPERATION & SERVICE AUDIT

VICE PRESIDENT OF INFRASTRUCTURE &

FACILITY AUDIT

VICE PRESIDENT OF BUSINESS &

SUPPORTING AUDIT





PROFIL KEPALA SPI | INTERNAL AUDITOR (SPI) HEAD PROFILE Warga Negara Indonesia, lahir di Belawan pada 15 November 1962 (umur 55 tahun). Menyelesaikan pendidikan S1 pada Fakultas Ekonomi Manajemen Universitas Islam Syekh Yusuf, Tangerang. Bergabung di Internal Auditor bulan Februari 2016 sebagai Head of Internal Auditor. Memiliki pengalaman menduduki jabatan penting antara lain: Senior General Manager KCU. Bandara Soekanro-Hatta tahun 2015, General Manager KC. Bandara Sultan Mahmud Badaruddin II - Palembang tahun 2014, Deputi Direktur Pelayanan Bandara tahun 2012 dan menjabat sebagai Head Of Internal Auditors tahun 2016 sampai dengan saat ini.

KOMPOSISI AUDITOR INTERNALPer 31 Desember 2017, Unit Internal Auditor didukung oleh 33 (tiga puluh tiga) personil, termasuk Head of Internal Auditor dan Staff, dengan kualitas dan kompetensi sesuai yang dipersyaratkan dalam uraian tugasnya dengan komposisi sebagai berikut:

INTERNAL AUDITOR COMPOSITIONAs per December 31, 2017, Internal Auditor is supported by 33 (thirty three) personnels, including Head of Internal Auditor and Staff, with a competence and quality required in accordance with job descriptions as a following composition:

An Indonesian Citizen, born in Belawan on November 15, 1962 (55 years old). He obtained his Bachelor Degree of Economics Management from University of Islam Syekh Yusuf, Tangerang. He joined at the Internal Auditor on February 2016 as the Head of Internal Auditor. Having an experience as such in following crucial designations: Senior General Manager at Branch Office of Soekarno-Hatta Airport in 2015, General Manager at Branch Office of Sultan Mahmud Badaruddin II Airport – Palembang in 2014, Deputy Director of Airport Services in 2012 and now designated as the Head Of Internal Auditor from 2016 to present.


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 PresidentOf Operation & Service Audit, Vice PresidentOf Infrastructur & Facility Audit dan Vice PresidentOf 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 Auditdapat berkomunikasi langsung dengan Dewan Komisaris melalui Komite Audit untuk menginformasikan berbagai hal yang berhubungan dengan hasil pengawasan.

Internal Auditor is an internal supervisory unit of the Company led by the Senior Vice President of Internal Audit who is directly responsible to the President Director. In the implementation therein, the Senior Vice President of Internal Audit is assisted by Vice President Of Operation & Service Audit, Vice President Of Infrastructur & Facility Audit and Vice President Of Business & Supporting Audit along with the Senior Auditor and Junior Auditor.

To support the independency and objectivity as well as the smooth implementation of tasks, therefore, Senior Vice President of Internal Audit can directly communicate with the Board of Commissioners through Audit Committee to inform matters related to the monitoring result.






NO.JABATAN

DESIGNATIONEXISTING

1 SENIOR VP OF INTERNAL AUDIT 1

2 VICE PRESIDENT AUDIT 3

3 SENIOR AUDITOR 17

4 JUNIOR AUDITOR 10

5 INTERNAL AUDIT OFFICER/STAFF 2

JUMLAH | TOTAL 33

NO.JABATAN

DESIGNATIONEXISTING

1 OPERATIONS & SERVICE AUDIT 6

2 INFRASTRUCTURE & FACILITY AUDIT 7

3 BUSINESS & SUPPORTING AUDIT 14

JUMLAH | TOTAL 27

NO.NAMANAME

JABATANDESIGNATION

1 ZULFAHMI Senior Vice President Of Internal Auditor

OPERATIONS & SERVICE AUDIT

2 ANDANG SANTOSO Vice President Of Operation & Service Audit

3 DWI WARASTO Ops. & Serv Senior Auditor

4 PRIO AMBARDI Ops. & Serv Senior Auditor

5 CECEP KURNIA Ops. & Serv Senior Auditor

6 INDAH WIJAYANTI Ops. & Serv Senior Auditor

7 DALISNIA Ops. & Serv Senior Auditor

8 YATMIN Ops. & Serv Senior Auditor

INFRASTRUCTURE & FACILITY AUDIT

9 SISWANTO Vice President Of Infrastruktur & Facility Audit

10 IMAM ZAENAL EHWAN Infrastruktur & Facility Senior Audit

11 DONY WARDONO Infrastruktur & Facility Senior Audit

12 RAFDI Infrastruktur & Facility Senior Audit

13 HERU KARYADI Infrastruktur & Facility Senior Audit

14 PRAYOEDI HERLEBENG Infrastruktur & Facility Junior Audit

15 REIZA IRFANSYAH Infrastruktur & Facility Junior Audit

16 KARNEDI Infrastruktur & Facility Junior Audit

KONDISI EXISTING INTERNAL AUDITOR

JUMLAH PERSONIL AUDITOR: 27 PERSONIL (SENIOR DAN JUNIOR AUDITOR)

JUMLAH PERSONIL AUDITOR: 27 PERSONIL (SENIOR DAN JUNIOR AUDITOR)

KONDISI EXISTING INTERNAL AUDITOR






SATUAN PENGAWASAN INTERNACCATIUNTIAES DOLUPTAS MODITAECABO

PIAGAM INTERNAL AUDITSPI memiliki Piagam Internal Audit (Internal Audit Charter) yang disahkan pada tahun 2013 Isi dari Internal Audit Charter sebagai berikut:

1. UmumPerusahaan harus menerapkan Good Corporate Governance (GCG) atau tatakelola perusahaan untuk dapat meningkatkan nilai tambah bagi stakeholders, yaitu suatu kaidah, norma ataupun praktik bisnis yang sehat dan beretika.

Dalam penerapannya, tata kelola perusahaan yang baik memerlukan praktik pengawasan yang mengacu pada prinsip GCG, yaitu transparansi, akuntabilitas, pertanggungjawaban, kemandirian, keadilan dan kesetaraan.

Peran Satuan Pengawas Internal (SPI) dalam mewujudkan GCG adalah (i) sebagai pengawas independen yang melakukan audit, evaluasi dan menilai operasional dan aktivitas perusahaan, (ii) sebagai katalisator dan konsultan dalam hal-hal tertentu bagi Direksi dan manajemen yang berkaitan

INTERNAL AUDIT CHARTERInternal Auditor (SPI) has an Internal Audit Charter legitimiated in 2013. Following is the content of Internal Audit Charter:

1. GeneralThe Company must implement the Good Corporate Governance (GCG) in order to enhance the added value to the Shareholders, such as a rule, norm or healthier and ethical business practices.

In the implementation, the Good Corporate Governance needs the supervision practices referring to the GCG principles, such as transparency, accountability, responsibility, independency, fairness and equality.

The role of Internal Auditor (SPI) in realizing GCG is (i) as an independent supervisory to conduct audit, evaluation and assess operation and corporate activities, (ii) as a catalysator and consultant in respective matters to the Board of Directors and Management related to the risk management practices,

NO.NAMANAME

JABATANDESIGNATION

BUSINESS & SUPPORT AUDIT

17 SYAMSUDDIN Vice President Of Business & Support Audit

18 MULYANA Business & Support Senior Audit

19 EVI HELTYSIANA Business & Support Senior Audit

20 DWI ARIES DARMAWAN Business & Support Senior Audit

21 BATTE RAYMOND Business & Support Senior Audit

22 TETI GUNARTI Business & Support Senior Audit

23 TARSONO Business & Support Senior Audit

24 MUHAMMAD SAKTIOKO Business & Support Senior Audit

25 SHOLEH RASYID Business & Support Junior Audit

26 HETTY SULISTYAWATI Business & Support Junior Audit

27 DANIA NURAINI Business & Support Junior Audit

28 ELFIN Business & Support Junior Audit

29 IRVIANDI IRFAN Business & Support Junior Audit

30 YUSUP ANDI KURNIAWAN Business & Support Junior Audit

31 REZI EKA PUTRA Business & Support Junior Audit

INTERNAL AUDITOR OFFICER

32 FERRY WIRAWAN Staf Senior

33 ANDIKA APRIANSYAH Staf Senior






dengan praktik manajemen risiko, sistem pengendalian internal dan praktik GCG serta dalam upaya meningkatkan kinerja dan nilai perusahaan secara berkelanjutan.

2. Tujuan Piagam SPIPiagam Pengawasan Internal (Internal Audit Charter) adalah sebuah pernyataan formal tertulis, yang menjadi dasar pengakuan keberadaan dan berfungsinya Satuan Pengawas Internal (SPI) dalam melaksanakan tanggung jawab pengawasan pengendalian.

Piagam Pengawasan Internal PT Angkasa Pura II (Persero) mengatur visi dan misi SPI, kedudukan, wewenang, tugas dan tanggung jawab, ruang lingkup tugas, independensi, akuntabilitas, integritas, pola hubungan, kode etik dan standar profesi serta jaminan mutu SPI.

3. Unit SPIUnit SPI PT Angkasa Pura II (Persero) merupakan aparat pengawas (auditor) internal Perusahaan yang dipimpin oleh seorang kepala dan bertanggung jawab langsung kepada Direktur Utama.

4. Visi SPIMenjadi pengawas internal perusahaan yang profesional dan memberi nilai tambah bagi Perusahaan

5. Misi SPIa. Membantu manajemen dalam mewujudkan good

corporate governance, sehingga PT Angkasa Pura II (Persero) menjadi BUMN yang efektif, efisien, berdaya saing tinggi dalam industri jasa kebandarudaraan dan usaha lain yang terkait.

b. Melaksanakan kegiatan pengawasan internal terhadap kegiatan PT Angkasa Pura II (Persero) guna terselenggaranya pengendalian Perusahaan

c. Melaksanakan review terhadap proses pengendalian manajemen, operasional, teknik, keuangan, pengelolaan risiko, dan sumber dayamanusia menuju terciptanya good corporate governance.

d. Melaksanakan audit, konsultansi dan memberikan rekomendasi untuk meningkatkan efektifitas dan efisiensi serta daya saing perusahaan.

e. Melaksanakan koordinasi dan pendampingan dengan auditor eksternal dalam mewujudkan akuntabilitas perusahaan yang optimal.

internal control system and GCG practices as well as the effort on enhancing the performance and corporate value sustainably.

2. Internal Auditor (SPI) Charter PurposeThe Internal Audit Charter is a written formal statement, that has been a recognition base of existence and the functioning of Internal Auditor (SPI) in performing the auditing control responsibility.

The Internal Auditor (SPI) Charter of PT Angkasa Pura II (Persero) sets forth the vision of mission of SPI, position, authority, duty and responsibility, scope of work, independency, accountability, intergrity, form of relationship, code of ethics, professional standard and quality assurance of SPI.

3. Internal Auditor (SPI) UnitThe Internal Auditor (SPI) Unit of PT Angkasa Pura II (Persero) is an internal supervisory (Auditor) of the Company lead by the head and directly responsible to the President Director.

4. Internal Auditor (SPI) VisionTo be a professional internal auditor and give an added value to the Company.

5. Internal Auditor (SPI) Missiona. Assist the management in realizing the good corporate

governance, thereby PT Angkasa Pura II (Persero) to become a SOE in effectively, efficiently, highly competitive in airport service industry and other respective field of business.

b. Implement the internal auditor activities on PT Angkasa Pura II (Persero) activities in order to conduct a control of the Company

c. Conduct a review of the management control process, operational, technical, financial, risk management, and human resources in order to achieve the good corporate governance.

d. Conduct an audit, consultancy, and give recommendation to enhance the effectiveness and efficiency as well as competitiveness of the Company.

e. Conduct a coordination and companion with external auditor in realizing the accountabillity of the Company optimally.






6. Kedudukana. Satuan Pengawas Internal (SPI) berkedudukan langsung di

bawah Direktur Utama. b. Satuan Pengawas Internal (SPI) dipimpin oleh seorang

Kepala Satuan Pengawas Internal (Ka SPI). c. Kepala Satuan Pengawas Internal (Ka SPI) diangkat dan

diberhentikan oleh Direktur Utama setelah mendapat persetujuan Dewan Komisaris.

7. Wewenanga. Menyusun dan mengembangkan sistem, pedoman,

perencanaan danprogram kerja audit sesuai dengan Standar dan Kode Etik yang berlaku.

b. Menyusun dan mengubah kebijakan dan prosedur audit internal serta ruang lingkup pekerjaan audit sesuai dengan perubahan lingkungan eksternal/internal dan kebutuhan audit internal.

c. Menyusun Program Kerja Pengawasan Tahunan (PKPT) termasuk anggarannya. Dalam proses penyusunan program kerja audit tahunan berkoordinasi dengan Komite Audit Perusahaan.

d. Melaksanakan Rencana Pengawasan Tahunan (RPT) yang telah disepakati, termasuk penugasan khusus dari Direktur Utama.

e. Mengembangkan kompentensi dan kinerja personil SPI.

f. Meningkatkan peran SPI sebagai evaluator, katalisator dan konsultan internal perusahaan antara lain memberi masukan kepada manajemen mengenai pengelolaan risiko, pengendalian dan proses governance.

g. Mengakses seluruh sumber daya (data, informasi, dokumen, catatan, personal dan lain-lain) di unit kerja perusahaan untuk melaksanaan tugas auditnya.

h. Meminta saran dan pendapat dari pihak ketiga atau tenaga ahli jika diperlukan dalam pelaksanaan tugas.

i. Melakukan konsultasi dengan Direkur Utama, dan berkoordinasi dengan Dewan Komisaris melalui Komite Audit.

6. Position a. Internal Auditor (SPI) is directly under the President

Commissoner.b. Internal Auditor (SPI) is led by the head of Internal Audit.c. Head of Internal Auditor (SPI) is appointed and dimissmed

by the President Commissoner upon approval of the Board of Commissioners.

7. Authoritya. Prepare and develop system, guideline, plan, and program

of audit work in accordance with the applicable standard and code of ethics.

b. Prepare and amend the policy and procedure of internal audit as well as the scope of audit work in accordance with the changes on external/internal environment and the needs of internal audit.

c. Prepare the Annual Audit of Work Program (PKPT) including its budget. In the process of preparation on the annual audit of its work program is in coordination with the Audit Committee of the Company.

d. Conduct the annual audit plan (RPT) that has been agreed, including the special assignment from the President Commissoner.

e. Develop the competency and performance of the Internal Auditor (SPI) personnels.

f. Enhance the Internal Auditor (SPI) role as an evaluator, catalysator and internal consultant of the Company such as to give inputs to the management on risk management, control and governance process.

g. Access the whole resource (data, information, document, note, personal and others) at the work unit in the Company to implement the tasks of audit.

h. Give inputs and advices from third party or professionals if needed in its implementation of tasks.

i. Conduct a coordination with the President Director, and coordinate with the Board of Commissioners through the Audit Committee.







8. Tugas dan Tanggung JawabDalam melaksanakan tugasnya, SPI memiliki tugas dan tanggung jawab untuk: a. Membantu Direksi dalam memenuhi tanggungjawab

pengelolaan perusahaan, dengan cara audit atas ketaatan, operasional, dan kinerja seluruh kegiatan unit kerja perusahaan secara terpadu atas ketaatan, kelengkapan dan penggunaan dari pengendalian akuntansi, keuangan dan pengendalian lainnya serta memberikan saran-saran perbaikan mengarah pada pencapaian tujuan dan sasaran yang telah ditetapkan pada masing-masing unit kerja dan perusahaan.

b. Membantu Direksi dalam upaya meningkatkan terwujudnya good corporate governance, mendorong efektivitas sistem pengendalian internal perusahaan, peningkatan pengelolaan risiko dan kinerja perusahaan serta penerapan etika bisnis.

c. Membantu Direksi untuk memberikan perhatian atas terjadinya perubahan lingkungan industri, risiko bisnis yang mungkin timbul, peluang upaya peningkatan efisiensi dan efektivitas dan hal-hal lain yang mempengaruhi kinerja perusahaan.

d. Mendorong unit-unit kerja di lingkungan PT Angkasa Pura II (Persero) dalam meningkatkan efektivitas sistem pengendalian internal dan pencapaian target kinerja unit kerja dalam rangka mencapai visi, misi, tujuan, dan sasaran Perusahaan.

e. Memberikan penilaian tentang kecukupan dan efektivitas sistem pengendalian internal perusahaan dan pengelolaan risiko atas kegiatan perusahaan.

f. Melaporkan hal-hal yang penting yang berkaitan dengan kelemahan dan peluang perbaikan proses pengendalian keuangan dan operasional kegiatan perusahaan.

g. Mengidentifikasikan kegiatan-kegiatan yang akan diaudit, mengevaluasi serta menilai tingkat risiko kegiatan-kegiatan tersebut dalam kaitannya dengan perencanaan audit.

h. Memberikan laporan berkala atas hasil-hasil pelaksanaan audit triwulanan, semester, current audit, post audit, dan audit lanjutan (audit khusus) serta kecukupan sumberdaya audit.

i. Memberikan rekomendasi perbaikan atas proses bisnis dan pengendalian internal perusahaan.

j. Memantau pelaksanaan dan ketepatan pelaksanaan tindak lanjut ataslaporan hasil audit (LHA).

8. Duties and ResponsibilitiesIn the implementation of tasks of Internal Auditor (SPI) has the following duties and responsibilities to:a. Assist the Board of Directors in fulfilling the corporate

management responsibility, by way of an audit of obedience, operational, and performance of the entire work unit activities of the Company and provide suggestions for improvement towards achieving the objectives and targets which have been set on each work unit of the Company.

b. Assist the Board of Directors in order to improve the realization of the good corporate governance, encourage the effectiveness of the Company’s internal control system, improve the risk management and performance of the Company and the implementation of the business ethics.

c. Assist the Board of Directors to put an attention on an emerging changes of industrial environment, business risks that may occur, opportunities of efforts to improve efficiency and effectiveness and other matters that affect the Company’s performance.

d. Encourge work units within the PT Angkasa Pura II (Persero) environment to improve the effectiveness of internal control system and the achievement of work unit performance targets in order to achieve the vision, mission, objectives and targets of the Company.

e. Provide an assessment of the adequacy and effectiveness of the Company’s internal control system and risk management on the Company’s activities.

f. Report crucial matters related to weaknesses and opportunities for improvement of the financial and operational control process of the Company’s activities.

g. Identify activities to be audited, evaluate and assess the risk level of such activities in relation to the audit planning.

h. Provide regular reports on the results of audit by as per quarter, semester, current audit, post audit, and advanced audit (special audits) as well as the adequacy of audit resources.

i. Provide recommendations for improvement on business processes and internal control of the Company.

j. Monitor the implementation and accuracy of follow-up on the audit results report (LHA).






9. Ruang lingkup Tugas SPIRuang lingkup tugas SPI meliputi hal-hal sebagai berikut:a. Mereviu dan menilai untuk memastikan bahwa sistem

pengendalian internal perusahaan telah memadai, serta berfungsi secara efektif dalam mencapai tujuan dan sasaran Perusahaan secara efisien dan ekonomis dan menjamin kehandalan informasi keuangan dan informasi operasional perusahaan sertamenjaga dan melindungi aset perusahaan.

b. Melaksanakan audit operasional dan ketaaan atas kegiatan manajemen yang bertujuan untuk menilai efisiensi dan efektivitas operasi perusahaan, kehandalan informasi dan pelaporan perusahaan, ketaatan terhadap peraturan perundang-undangan serta pengamanan aset perusahaan.

c. Melaksanakan audit lanjutan (audit khusus) terhadap kasus yang memiliki indikasi terjadinya kecurangan (fraud).

d. Melaksanakan audit kinerja atas perencanaan dan program kerja masing-masing unit kerja dan penilaian kesesuaiannya dengan tujuan perusahaan serta penilaian terhadap manajemen risiko.

e. Melaksanakan penugasan khusus/tambahan yang relevan dengan ruang lingkup tugas SPI.

f. Melaksanakan konsultasi/pembinaan kepada unit kerja yang membutuhkan dalam rangka meningkatkan kinerja perusahaan.

g. Ruang lingkup dan frekuensi audit yang dilakukan SPI tergantung pada situasi dan kondisi tertentu seperti hasil audit dan tindak lanjutnya, materialitas tingkat risiko yang melingkupi suatu kegiatan, kecukupan pengendalian internal, dan ketersediaan sumber daya SPI.

10. Standar Profesi dan Kode EtikDalam rangka melaksanakan tugas-tugasnya, SPI mengacu pada Standar Profesi Audit Internal (SPAI) dari konsorsium organisasi profesi audit internal dan code of ethic dari The Institute of Internal Auditors (IIA).

11. Independensi, Obyektivitas dan Integritas1. SPI harus independen secara organisasi dan pribadi harus

independen terhadap aktivitas yang sedang diaudit sehingga dapat memberikan pendapat dan rekomendasi yang tidak memihak dan berprasangka buruk dalam pelaksanaan dan pelaporan auditnya. Independen dapat dicapai melalui kedudukan dalam perusahaan dan obyektivitas auditor yaitu:

9. Scope of Internal Auditor (SPI) DutiesScope of Internal Auditor (SPI) Duties includes the following matters:a. Review and assess to ensure that the internal control system

of the Company is adequate and effectively functional in achieving the Company’s objectives and targets efficiently and economically and to ensure the reliability of financial information and operational information of the Company as well as to maintain and protect the Company’s assets.

b. Implement both operational and compliance audits on the management activities that aim for assessing the efficiency and effectiveness operations of the Company, the reliability of information and reporting of the Company, compliance with the laws and regulations as well as the security of the Company’s assets.

c. Implement the advanced audit (special audits) on the cases that may indicate the fraud to happen.

d. Implement the performance audits of the work plan and work program of each work unit and assessment on its conformity with objectives of the Company as well as assessment of the risk management.

e. Carry out special/additional assignments relevant to the scope of duties of Internal Auditor (SPI).

f. Conduct consultancy/coaching to the needed work unit in order to enhance the Company performance.

g. The scope and frequency of audit run by the Internal Auditor (SPI) depends on the situation and some conditions such as the audit result and its follow-ups, risk level of materiality that covers an activity, internal audit adequacy, and the available human resources of Internal auditor (SPI).

10. Standard for Professional Practice and Code of EthicsIn the implementation of tasks, the Internal Auditor (SPI) refers to the Professional Standard of Audit Internal (SPAI) from the consortium of internal audit professional organization and code of ethics from the Institute of Internal Auditors (IIA).

11. Independency, Objectivity, and Integrity1. Internal Auditor (SPI) must be independent in an

organization and be personally independent on current audited activities in order to give impartial and prejudiced inputs and recommendation in the implementation and its audit reports. Independency can be attained through the positioning in the Company and auditor’s objectivity, such as:








a. Kepala SPI harus ditempatkan pada posisi langsung dibawah Direktur Utama sehingga pelaksanaan audit internal mendapat dukungan sepenuhnya dari Direksi dan unit kerja perusahaan, tanpa campur tangan pihak manapun.

b. SPI tidak diperkenankan terlibat dalam kegiatan operasional yang meliputi perencanaan, pengembangan, implementasi dan pelaporan unit kerja perusahaan untuk memastikan kredibilitas hasil pengawasannya.

c. SPI harus bebas dari intervensi pihak manapun dalam penetapan lingkup pekerjaan, pelaksanaan pekerjaan, serta dalam pengkomunikasian hasil audit kepada pihak yang berwenang.

d. SPI dilarang mempunyai rasa keberpihakan, ketakutan, loyalitas, serta ambisi yang dapat berpengaruh terhadap aktivitas yang sedang dilakukan, sehingga dapat mempengaruhi tanggung jawab penugasannya.

2. SPI dikatakan bertindak obyektif bila bersikap tidak memihak dan tidak bias, serta menghindari kemungkinan timbulnya benturan kepentingan.a. SPI harus memiliki sikap mental yang obyektif, tidak

memihak dan menghindari kemungkinan benturan kepentingan dalam melakukan tugas pengawasan.

b. SPI harus yakin dapat mengambil keputusan profesionalnya secara bebas, hasil kerjanya handal, dapat dipercaya dan bebas dari pengaruh pihak luar sehingga dapat menghasilkan laporan yang obyektif serta dapat dipakai semua pihak terkait.

3. SPI harus menjaga integritas melalui: a. SPI dilarang menerima imbalan dalam bentuk apapun

dari pegawai, klien ataupun mitra perusahaan sehingga dapat mempengaruhi pertimbangan profesionalnya.

b. SPI harus menunjukkan sikap mental yang jujur dan kesungguhan dalam melaksanakan tugas dan memenuhi tanggung jawabnya.

c. SPI tidak boleh secara sadar terlibat dalam tindakan atau kegiatan yang dapat merusak citra SPI.

a. Head of Internal Auditor (SPI) has to be positioned directly under the President Commissioner, thereby, the implementation of internal audit obtain a full support from the Board of Directors and work unit of the Company, without any interference from other parties.

b. Internal Auditor (SPI) is not allowed to involve in operational activities that covers planning, development, implementation and reporting of work unit of the Company to ensure credibility of its audit result.

c. Internal Auditor (SPI) must be free from interference from any parties in determining the scope of internal auditing, performing work and communicating results to the authorized parties.

d. Internal Auditor (SPI) is prohibited to have the sense of partiality, fearness, loyalty, as well as ambition that may affect the ongoing activities, in order to influence its task of responsibility.

2. Internal Auditor (SPI) can act objectively, impartially and unbiasedly, as well as avoid any possible conflict of interests to happen:a. Internal Auditor (SPI) must have a mental attitude to

be objective, impartial, and avoid any possible conflict of interests while implementing its duties of audit.

b. Internal Auditor (SPI) must assure to take its professional decision-making freely, reliable in work result, be trustworthy, and free of influence from any outsiders in order to produce an objective report as well as can be used for all related parties

3. SPI harus menjaga integritas melalui: a. Internal Auditor (SPI) is prohibited to receive rewards in

any kinds of form from employees, clients, or partner of the Company that may affect its professional consideration.

b. Internal Auditor (SPI) must have a mental attitude to be honest and sincere in implementing its tasks and fulfilling its responsibility.

c. Internal Auditor (SPI) is not allowed to be conciously involved in any actions nor activities that may harm the image of Internal Auditor (SPI)





12. AkuntabilitasAkuntabilitas SPI dalam pelaksanaan tugasnya adalah: a. Menyampaikan atau melaporkan Rencana Pengawasan

Tahunan (RPT) termasuk anggarannya kepada Direktur Utama untuk mendapat persetujuan yang dituangkan dalam RKAP tahunan setelah dikoordinasikan dengan Komite Audit.

b. Melaporkan hasil pengawasan internal, penilaian, evaluasi dan kegiatan pemberian jasa konsultasi internal yang disampaikan atau dikomunikasikan kepada manajemen dalam bentuk tertulis dan lisan di dalam rapat formal ataupun melalui mekanisme lainnya secara berkala tentang status dan hasil pelaksanaan RPT secara periodik (bulanan, triwulanan, atau semesteran) kepada Direktur Utama.

c. Menyampaikan tembusan Laporan Hasil Audit (LHA) internal setelah mendapat ijin Direktur Utama kepada Dewan Komisaris /Komite Audit.

13. Pola Hubungan1. Hubungan dengan Auditan Dalam setiap penugasan

pengawasan, SPI memberikan penjelasan kepada pimpinan unit kerja selaku auditan untuk : a. Menjelaskan tujuan dan ruang lingkup penugasan

yang dilaksanakan sebelum kegiatan tersebut dimulai. b. Membahas permasalahan-permasalahan yang ditemui

dan rekomendasi pada saat penyelesaian penugasan. c. Mendapatkan dukungan sepenuhnya dari auditan

dalam pelaksanaan tugasnya, serta memantau tindak lanjut atas rekomendasi dari hasil temuan SPI dalam rangka perbaikan dan peningkatan kinerja unit kerja perusahaan.

d. Tanggung jawab terhadap pengendalian risiko dan pencegahan kecurangan tetap ada pada manajemen setiap unit kerja perusahaan.

2. Hubungan dengan Auditor Eksternal Hubungan SPI dengan auditor eksternal bersifat kerjasama dalam pelaksanaan tugas audit di perusahaan. Bentuk kerjasamanya berupa:a. Dalam penentuan ruang lingkup audit, auditor ekstern

terlebih dahulu akan menilai keakuratan sistem pengendalian internal. Untuk itu auditor ekstern terlebih dahulu menilai efektivitas pelaksanaan dan hasil reviu SPI atas pengendalian internal pada masing-masing unit kerja perusahaan.

b. SPI mendukung auditor ekstern termasuk dalam penyediaan informasi, dokumen, data dalam pelaksanaan audit dengan seijin Direktur Utama.

12. AccountabilityFollowing is the accountability of the Internal Auditor (SPI) in its implementation of tasks: a. Deliver or report the annual audit plan (RPT) include

its Budget to the President Commissioner to obtain an approval recorded in the annual RKAP upon coordination with the Audit Committee.

b. Report the audit result of internal, assessment, evaluation, and activities of giving internal consultation services delivered or communicated to the management both in written and verbal in the formal meeting or through other mechanism by periodically on status and the periodical result of RPT implementation (per month, quarter, semester) to the President Commissioner.

c. Deliver the copy of the Internal Audit Result Report (LHA) upon given an approval of President Director to the Board of Commissioners/Audit Committee.

13. Type of Liaison1. Liaison with the Internal Auditors, In every task of audits,

the Internal Auditor (SPI) provides explanation to leader of work unit as audits for:a. Explain objective and scope of tasks implemented prior

to the activities to start off. b. Discuss the finding matters and recommendation

during the completion process of tasks. c. Obtain full support from audits in its implementation

of tasks, as well as monitor the follow-ups on recommendation from finding result of the Internal Auditor (SPI) in the improvement and enhancement for work unit performance of the Company.

d. Responsibility on risk control and precaution of fraud remains exist on the management of every work unit of the Company.

2. Liaison with External Auditors, The liaison of External Auditor in relation to the Internal Auditor (SPI) with the external auditor is a partnership in performing work of audits in the Company. Such partnership includes:a. In determining the scope of audit, the external auditor

will be first to evaluate the accuracy of internal control system. Therefore, the external auditor has to first evaluate the performance effectiveness and the Internal Auditor (SPI) result of review on internal control at each work unit of the Company.

b. Internal Auditor (SPI) supports the external auditor including the provision of information, document, data in performing audit with the approval of President Commissioners.







c. SPI melakukan koordinasi dengan auditor eksternal untuk mengurangi kemungkinan duplikasi.

3. Hubungan dengan Komite Audit SPI berkoordinasi dengan Komite Audit dengan cara:

a. Menyampaikan Program Kerja Pengawasan Tahunan, b. Menyampaikan tembusan Laporan Hasil Audit (LHA)

kepada Komite Audit tentang kecukupan pengendalian internal atas ijin Direktur Utama.

c. Membahas current issue yang berkembang, dan trend praktikpraktik dalam audit internal.

d. Menyampaikan tembusan laporan mengenai dugaan kecurangan dan memberikan informasi tentang status kasus yang sedang diinvestigasi, atas ijin Direktur Utama.

e. Melakukan rapat koordinasi dengan Komite Audit sekurangkurangnya 1 (satu) kali dalam sebulan.

14. Peningkatan Kualitas SPI Dalam rangka menjamin kualitas SPI yang profesional dan konsisten, yang terkait dengan metode reviu dan audit, sistem pelaporan, standar ketepatan waktu, sistem evaluasi kinerja SPI, maka diperlukan peningkatan kompetensi personil SPI secara berkesinambungan.

15. Penutupa. Piagam Pengawasan Internal (Internal Audit Charter) ini

mulai berlaku sejak tanggal ditetapkan. b. Piagam Pengawasan Internal (Internal Audit Charter) ini

akan ditinjau dan direviu secara berkala sesuai dengan tuntutan perkembangan dan kebutuhan perusahaan.

SDM DAN SERTIFIKASI PROFESIJumlah SDM di Divisi Satuan Pengawasan Intern sebanyak 33 (Tiga Puluh Tiga) orang yang terdiri dari 27 SDM Auditor memiliki kualifikasi dan kompetensi yang memadai dalam melaksanakan fungsi dan tugasnya.

Secara lengkap nama personil SPI dan Sertifikasi profesi yang dimiliki sebagai berikut:

c. Internal Auditor (SPI) performs a coordination with external auditor to reduce any possible duplication.

3. Liaison of Audit Committee of Internal Auditor (SPI) in coordination with the Audit Committee is as below following:a. Deliver the annual audit framework, b. Deliver the copy of audit result report (LHA) to the

Committee Audit on internal control adequacy upon approval of President Director

c. Discuss emerging current issues and trends of practices on internal audit

d. Deliver the copy of report on the suspected fraud and provide information on case study that currently been investigated upon approval of President Director

e. Conduct a coordination meeting with Audit Committee by at least 1 (one) time in a month.

14. Internal Auditor (SPI) Quality Enhancement In order to ensure the professional and consistent quality of Internal Auditor (SPI), related to the review and method review, reporting sistem, standard of timelineness, performance evalution system of Internal Auditor (SPI), then an enhancement of competency for the Internal Auditor (SPI) is needed sustainably.

15. Closinga. The Internal Audit Charter will be applied since the date

has been set.b. Internal Audit Charter will be observed and reviewed

periodically in tandem with the demands of development and needs of the Company.

HUMAN RESOURCES AND PROFESSIONAL CERTIFICATIONTotal Human Resources in Internal Auditor (SPI) is 33 (thirty three) people, consisted of 27 HR Auditors who has an adequacy of competence and qualification in performing duty and functions.

In overall, the personnel names of Internal Auditor (SPI) and professional certification are included in below:







NO.NAMANAME

JABATANDESIGNATION

NAMA DIKLATNAME OF DIKLAT

KETERANGANNOTE

1 ZULFAHMI Senior Vice President Of Internal Auditor

Seminar AuditAudit Seminar

OPERATIONS & SERVICE AUDIT

2 ANDANG SANTOSO Vice President Of Operation & Service Audit

Audit Operasional dan Audit Kecurangan (Fraud Audit)-PPA&KOperational Audit and Fraud Audit- PPA&K

Diklat Wajib PIAPIA Mandatory Diklat

3 DWI WARASTO Ops. & Serv Senior AuditorAudit Forensik Lanjutan – PPA&KContinued Forensics Audit-PPA&K Audit Forensik

Diklat Lanjutan PIAPIA Continuity Diklat

4 PRIO AMBARDI Ops. & Serv Senior AuditorPengelolaan Tugas-Tugas Audit dan Pengukuhan PIA – PPA&KDuties of Audit Management and PIA Inauguration


5 CECEP KURNIA Ops. & Serv Senior AuditorAudit Intern Tingkat Dasar II dan Lanjutan Tingkat I–YPIAAudit Intern Basic Level II and Continued Level I– YPIA

Diklat Wajib QIAQIA Mandatory Diklat

6 INDAH WIJAYANTI Ops. & Serv Senior AuditorAudit Operasional dan - PPA&K Audit Kecurangan (Fraud Audit)Operational Audit and- Fraud Audit PPA&K


7 DALISNIA Ops. & Serv Senior AuditorAudit Operasional dan - PPA&K Audit Kecurangan (Fraud Audit)Operational Audit and - Fraud Audit PPA&K


8 YATMIN Ops. & Serv Senior AuditorAudit Intern Tingkat Dasar II - YPIAAudit Intern Basic Level II


INFRASTRUCTURE & FACILITY AUDIT

9 SISWANTO Vice President Of Infrastruktur & Facility Audit

Audit Kecurangan (Fraud Audit) dan Komunikasi & Psikologi Audit – PPA&KFraud Audit and Communication & Psychology Audit


10 IMAM ZAENAL EHWAN Infrastruktur & Facility Senior AuditAudit Pembelian/ Audit Pengadaan Barang & Jasa – PPA&KPurchase Audit/ Procurement Audit of good & service- PPA&K


11 DONY WARDONO Infrastruktur & Facility Senior AuditPengelolaan Tugas-Tugas Audit dan Pengukuhan PIA - PPA&KDuties of Management Audit and PIA Inauguration PIA-PPA&K


12 RAFDI Infrastruktur & Facility Senior AuditAudit Operasional dan Komunikasi &Psikologi Audit – PPA&KOperational Audit and Communication & Psychology Audit- PPA&K


13 HERU KARYADI Infrastruktur & Facility Senior AuditAudit Intern Tingkat Dasar II dan Lanjutan Tingkat I– YPIAAudit Intern Basic Level II and Continued Level I– YPIA


14 PRAYOEDI HERLEBENG Infrastruktur & Facility Junior AuditAudit Intern Tingkat Lanjutan I dan Lanjutan II – YPIAAudit Intern Basic Level II and Continued Level II– YPIA


15 REIZA IRFANSYAH Infrastruktur & Facility Junior AuditAudit Operasional dan Komunikasi &Psikologi Audit – PPA&KOperational Audit and Communication & Psychology Audit- PPA&K


16 KARNEDI Infrastruktur & Facility Junior AuditDasar - Dasar Audit dan Audit Operasional – PPA&KBasics of Audits and Operational Audit- PPA&K


BUSINESS & SUPPORT AUDIT

17 SYAMSUDDIN Vice President Of Business & Support Audit

Pengelolaan Tugas-Tugas Audit – PPA&KDuties of Management Audit and PIA Inauguration PIA-PPA&K


18 MULYANA Business & Support Senior AuditAudit Operasional dan Komunikasi & Psikologi Audit - PPA&KOperational Audit and Communication & Pyschology Audit- PPA&K


19 EVI HELTYSIANA Business & Support Senior AuditAudit Kecurangan (Fraud Audit) dan Komunikasi &Psikologi Audit – PPA&KFraud Audit and Communication & Psychology Audit


20 DWI ARIES DAR-MAWAN Business & Support Senior Audit

Audit Kecurangan (Fraud Audit) dan Komunikasi & Psikologi Audit – PPA&KFraud Audit and Communication & Psychology Audit







NO.NAMANAME

JABATANDESIGNATION

NAMA DIKLATNAME OF DIKLAT

KETERANGANNOTE

21 BATTE RAYMOND Business & Support Senior AuditAudit Intern Tingkat Lanjutan I dan Lanjutan II - YPIAAudit Intern Basic Level II and Continued Level II– YPIA


22 TETI GUNARTI Business & Support Senior AuditAudit Kecurangan (Fraud Audit) dan Komunikasi & Psikologi Audit – PPA&KFraud Audit and Communication & Psychology Audit


23 TARSONO Business & Support Senior AuditAudit Pembelian/ Audit Pengadaan Barang & Jasa – PPA&KAudit Pembelian/ Audit Pengadaan Barang & Jasa – PPA&K


24 MUHAMMAD SAKTIOKO Business & Support Senior Audit

Audit Operasional dan Audit Kecurangan (Fraud Audit)– PPA&KFraud Audit and Communication & Psychology Audit


25 SHOLEH RASYID Business & Support Junior AuditAudit Pembelian/ Audit Pengadaan Barang & Jasa – PPA&KPurchase Audit/ Procurement Audit of good & service- PPA&K


26 HETTY SULISTYAWATI Business & Support Junior AuditAudit Operasional dan Komunikasi &Psikologi Audit – PPA&KOperational Audit and Communication & Pyschology Audit- PPA&K


27 DANIA NURAINI Business & Support Junior AuditAudit Operasional dan Komunikasi &Psikologi Audit – PPA&KOperational Audit and Communication & Pyschology Audit- PPA&K


28 ELFIN Business & Support Junior AuditAudit Operasional dan Komunikasi &Psikologi Audit – PPA&KOperational Audit and Communication & Pyschology Audit- PPA&K


29 IRVIANDI IRFAN Business & Support Junior AuditAudit Operasional dan Komunikasi &Psikologi Audit – PPA&KOperational Audit and Communication & Pyschology Audit- PPA&K


30 YUSUP ANDI KURNI-AWAN Business & Support Junior Audit

Audit Operasional dan Komunikasi &Psikologi Audit – PPA&KOperational Audit and Communication & Pyschology Audit- PPA&K


31 REZI EKA PUTRA Business & Support Junior AuditAudit Operasional dan Komunikasi &Psikologi Audit – PPA&KOperational Audit and Communication & Pyschology Audit- PPA&K


INTERNAL AUDITOR OFFICER

32 FERRY WIRAWANStaf SeniorSenior Staff

Dasar-Dasar Audit – PPA&KBasics of Audits- PPA&K


33 ANDIKA APRIANSYAHStaf SeniorSenior Staff

Dasar-Dasar Audit – PPA&KBasics of Audits- PPA&K







PROGRAM PELATIHAN DIVISI SATUAN PENGAWASAN INTERNDivisi Satuan Pengawasan Intern menetapkan program training baik yang dilakukan oleh internal tim internal audit maupun dengan cara mengirimkan auditor untuk berpartisipasi dalam program training yang diselenggarakan oleh pihak lain. Selain program training Anggota tim Internal Audit aktif berpartisipasi dalam beberapa seminar yang bertujuan untuk meningkatkan kemampuan individual dan mengembangkan organisasi internal audit agar sesuai dengan perkembangan internal audit dunia pada umumnya.

Untuk tahun 2017, Program Pelatihan yang diikuti sebagai berikut:

INTERNAL AUDITOR (SPI) TRAINING PROGRAM

The Internal Auditor (SPI) Division sets forth training program in both conducted by internal team of audit internal and sent off auditor to participate in training program conducted by other party. Besides, training program of members of Internal Audit team in actively participated on some seminars is in order to enhance the individual abilities and develop internal audit organization in accordance with the world internal aduit in general.

In 2017, the following training programs is as such:


LAPORAN PELAKSANAAN KEGIATAN AUDIT TAHUN 2017Dalam menjalankan tugasnya, Divisi Internal Audit memiliki Program Kerja Audit Tahunan (PKAT) tahun 2017 yang disusun dengan menggunakan pendekatan berbasis risiko (risk based audit). PKAT 2017 telah disampaikan kepada komite audit dan Direktur Utama.

Perkembangan/progress atas kegiatan Internal Auditor Tahun 2017tersebut dapat dijelaskan pada laporan sebagai berikut:

1. Audit Operasional TahunanAudit Operasional Tahunan adalah Pemeriksaan/audit terhadap kegiatan operasional perusahaan secara sistematis yang dilakukan oleh Internal Audit perusahaan, baik terhadap laporan keuangan atau catatan akuntansi perusahaan maupun ketaatan terhadap seluruh kegiatan proses bisnis terhadap peraturan perusahaan dan ketentuan yang berlaku dengan mengedepankan profil risiko (risk register) yang telah teridentifikasi sehingga risiko-risiko yang akan terjadi dapat diminimalkan atau dialihkan.

IMPLEMENTATION AUDIT ACTIVITY REPORT IN 2017In its implementation of tasks, Internal Audit Division has an annual audit framework (PKAT) in 2017 prepared by using risk based audit approach. The 2017 PKAT has been delivered to the Audit Committee and President Director.

The development/progress of Internal Audit Activity in 2017 can be explained in below following report:

1. Annual Operational ReportAnnual Operational Audit is an examination/audit on operational activities of the company that systematically performed by the Company’s Internal Audit, both on the financial report or an accounting record of the Company and compliance with the entire business process activity towards the company regulation and applicable provisions by putting forth of the identified risk register in order to minimise or distort possible risks that may occur.

NO.JENIS PENDIDIKANTYPE OF EDUCATION

NAMA/TEMPAT PENYELENGGARAAN

NAME/PLACEMENT OF TRAINING

TANGGAL/BULAN/TAHUNDATE/MONTHTLY/YEAR

1Dasar – dasar auditBasics of audit

PPAK 16-26 Jan 2017

2 Audit OperasionalOperational Audit

PPAK 16-25 Jan 2017

3Audit Intern Tingkat Dasar IIInternal Audit atr II

YPIA 16-17 Feb 2017

4Audit Intern Tingkat Lanjutan IAudit Audit Intern Contuinity Step I

YPIA 16-17 Feb 2017

5Pengukuhan Gelar PIAPIA Inaguration

AAI 02-06 Mei 2017






2. Reviu Proyek Pengembangan BandaraReviu proyek Pengembangan Bandara adalah evaluasi terhadap kegiatan pengadaan barang dan jasa atas pekerjaan proyek pengembangan bandara di seluruh cabang-cabang perusahaan untuk menilai apakah kegiatan tersebut telah berjalan lancar, sesuai dengan ketentuan yang berlaku dan memenuhi prinsip-prinsip tata kelola perusahaan yang baik (Good Corporate Governance).

Rencana pelaksanaan Reviu Proyek Pengembangan Bandara pada tahun 2016 adalah sebagai berikut:

2. Airport Development Project ReviewReview on Airport Development project is an evaluation on procurement activities of goods and services on the operation of airport development project in all branch offices to assess whether that activity has been performed well, in accordance with the applicable provisions and has met the principles of Good Corporate Governance.

Review of the Airport Development Project Plan in 2016 is as follows:

NO.OBYEK REVIU PROYEKAUDIT OBJECT/AUDITEE

WAKTU PELAKSANAANDATE OF EVENT

1Proyek Pengembangan Bandara Soekarno-Hatta, TangerangSoekarno-Hatta Airport Development Project--Tangerang

20 Feb - 10 Mar 2017

2Proyek Pengembangan Bandara Sultan Thaha - JambiSultan Thaha Airport Development Project – Jambi

13 - 24 Maret 2017

3Proyek Pengembangan Bandara Silangit – Sumatera UtaraSilangit Airport Development Project--North Sumatra

10 - 21 April 2017


Pelaksanaan Audit Operasional pada tahun 2017 dilakukan dengan menggunakan metode pemeriksaan berbasis risiko (risk based audit) dengan jadwal pelaksanaan yang direncanakandilakukan di Kantor Pusatdan 14 (empatbelas) Kantor Cabang sebagai berikut:

The implementation Operational Audit in 2017 was performed by using the risk based audit method with the planned implementation schedule conducted at the head office and 14 (fourteen) branch offices as following:

NO.OBYEK AUDIT

AUDIT OBJECT/AUDITEEWAKTU AUDITTime of Audit

1Bandara Kualanamu - MedanKualanamu Airport- Medan

10 - 21 April 2017

2 Bandara Sultan Thaha – JambiSultan Thaha Airport – Jambi

13 - 24 Maret 2017

3Bandara Internasional Soekarno - Hatta - THP ISoekarno – Hatta International Airport - THP I

20 Feb - 10 Mar 2017

4Bandara Sultan Syarif Kasim II - PekanbaruSultan Syarif Kasim II Airport - Pekanbaru

04 – 15 September 2017

5Bandara Depati Amir - Pangkal PinangDepati Amir Airport - Pangkal Pinang

08 Mei –19 Mei 2017

6Bandara Supadio - PontianakSupadio Airport - Pontianak

07 - 18 Agustus 2017

7Bandara Internasional Minangkabau - PadangMinangkabau International Airport - Padang

17 - 28 Juli 2017

8Bandara Raja Haji Fisabilillah - Tanjung PinangRaja Haji Fisabilillah Airport - Tanjung Pinang

07 - 18 Agustus 2017

9Bandara Sultan Mahmud Badaruddin II - PalembangSultan Mahmud Badaruddin II Airport - Palembang

13 - 24 Maret 2017

10Bandara Sultan Iskandar Muda - AcehSultan Iskandar Muda Airport - Aceh

10 - 21 April 2017

11Bandara Husein Sastranegara - BandungHusein Sastranegara Airport - Bandung

17 - 28 Juli 2017

12Bandara Halim Perdana PK - JakartaHalim Perdana PK Airport - Jakarta

15 Mei – 26 Mei 2017

13Bandara Internasional Soekarno - Hatta - THP IISoekarno - Hatta International Airport - THP II

18 Sep - 06 Okt 2017

14Kantor PusatHead Office

28 Nov – 30 Des 2017





3. Monitoring Tindak Lanjut Temuan Monitoring tindak lanjut temuan adalah rangkaian kegiatan

yang dilaksanakan secara sistematis oleh Internal Auditor untuk menentukan bahwa obyek audit (auditee) telah melaksanakan rekomendasi hasil pemeriksaan, baik yang berasal dari auditor internal maupun auditor eksternal, dalam tenggang waktu yang telah disepakati sebelumnya.

Monitoring tindak lanjut bertujuan untuk menilai secara obyektif sejauh mana pelaksanaan rekomendasi temuan dilaksanakan dan mengecek kebenaran data baik tertulis maupun fisik di lapangan atas laporan tinjut yang pernah disampaikan auditee.

Hasil monitoring tindak lanjut diklasifikasikan sebagai berikut:a. Tindak lanjut telah sesuai rekomendasi (S);

b. Tindak lanjut belum sesuai rekomendasi dan masih dalam proses tindak lanjut (DP);

c. Rekomendasi belum ditindak lanjuti (B);d. Rekomendasi tidak dapat ditindak lanjuti (TDD).

Hasil pemantauan tindak lanjut temuan baik internal maupun eksternal adalah sebagai berikut:

3. Follow-Up Finding Monitoring Follow-up finding monitoring is series of activities performed

systematically by Internal Auditor to determine whether the audit object (auditee) has implemented the examination result of recommendation, both from internal auditor and external auditor, prior to the agreed deadline.

The follow-up finding monitoring aims to evaluate objectively on whether how the implementation of recommended finding been performed and check data correctness on both written or physical at the field of the report delivered from the auditee.

The follow-up result of monitoring is classified, as following: a. The follow-up has conformed with the recommendation

(S);b. The follow-up has not yet to conform with the

recommendation and still in the follow-up process (DP);c. The recommendation has not yet to be followed up (B);d. e recommendation can not be followed up (TDD).

Result of follow-up finding monitoring both internally and externally is as below:


NO.OBYEK AUDIT

AUDITEE

JUMLAH TEMUAN

TOTAL FINDING

JUMLAH REKOMENDASI

TOTAL RECOMENDATION

TINDAK LANJUTFOLLOW UP

S DP BD TDD

1Bandara Kualanamu - MedanKualanamu Airport- Medan

13 34 34 0 0 0

2Bandara Sultan Thaha - JambiSultan Thaha Airport - Jambi

7 19 19 0 0 0

3Bandara Internasional Soekarno - Hatta - THP ISoekarno - Hatta International Airport - THP I

14 34 33 1 0 0

4Bandara Sultan Syarif Kasim II - PekanbaruSultan Syarif Kasim II Airport - Pekanbaru

12 24 24 0 0 0

5Bandara Depati Amir - Pangkal PinangSultan Syarif Kasim II Airport - Pekanbaru

11 20 19 0 1 0

6Bandara Supadio - PontianakSupadio Airport - Pontianak

11 24 24 0 0 0

TINDAK LANJUT TEMUAN INTERNAL - AUDIT OPERASIONAL TAHUN 2016

INTERNAL FINDING FOLLOW-UP- OPERATIONAL AUDIT IN 2016

NO.OBYEK REVIU PROYEKAUDIT OBJECT/AUDITEE

WAKTU PELAKSANAANDATE OF EVENT

4Proyek Pengembangan Bandara Husein Sastranegara - BandungHusein Sastranegara Airport Development Project – Bandung

10 - 21 Juli 2017

5Proyek Pengembangan Bandara Supadio - PontianakSupadio Airport Development Project – Pontianak

07 - 18 Agustus 2017







NO.OBYEK AUDIT

AUDITEENO. LAPORAN

NUMBER OF REPORT

JUMLAH TEMUAN

TOTAL FINDING

JUMLAH REKOMENDASI

TOTAL RECOMMENDATION


S DP BD TDD

1Bandara Sultah Syarif Kasim II - PekanbaruSultah Syarif Kasim II Airport - Pekanbaru

LHR.3/PRO-PKU/IV/2016 21 49 47 2 2 0


LHR.6/PRO-PLM/VII/2016 13 34 30 2 2 0


LHP.17/PRO-BDO/XII/2016 13 20 13 5 5 0

4Bandara Sultan Thaha - JambiSultan Thaha - Airport Jambi

LHR.16/PRO-DJB/XI/2016 7 19 16 3 3 0


LHP.11/PRO-TNJ/IX/2016 5 5 3 2 2 0

JUMLAHTOTAL

59 127 109 14 14 0

TINDAK LANJUT REVIU PROYEK 2016 REVIEW ON FOLLOW UP PROJECT 2016

NO.OBYEK AUDIT

AUDITEE

JUMLAH TEMUAN

TOTAL FINDING

JUMLAH REKOMENDASI

TOTAL RECOMENDATION


S DP BD TDD

7Bandara Internasional Minangkabau - PadangMinangkabau International Airport- Padang

14 39 39 0 0 0


10 25 25 0 0 0


8 18 18 0 0 0

10Bandara Sultan Iskandar Muda - AcehSultan Iskandar Muda Airport - Aceh

13 37 37 0 0 0


8 22 22 0 0 0

12Bandara Halim Perdana PK - JakartaHalim Perdana PK Airport - Jakarta

4 15 7 7 1 0

13Bandara Internasional Soekarno - Hatta - THP IISoekarno - Hatta International Airport - THP II

7 33 20 9 4 0

14Kantor PusatHead Office

6 13 10 1 2 0

JUMLAHTOTAL

138 357 331 18 8 0






NO.OBYEK AUDIT

NAME OF AUDITNO. LAPORAN

NUMBER OF REPORT

JUMLAH TEMUAN

TOTAL FINDING

JUMLAH REKOMENDASI

TOTAL RECOMENDATION

TINDAK LANJUT

S DP BD TDD

1General Audit TahunBuku 2004General Audit of Year Book 2004

6 14 14 0 0 0

2Pemeriksaan Tujuan Tertentu TB 2006-2007Strategic Policy Unit (PDTT) YB 2006-2007

39/AUDITAMA VII/PDTT/10/2010 17 42 41 1 0 0

3Audit Kinerja TB 2011-2012Performance Audit YB 2011-2012

09/AUDITAMA VII/KINERJA/02 /2013 23 50 50 0 0 0

4Audit Komersial& IT TB 2012-2013Commercial and IT Audit YB 2012-2013


5Audit Proyek KNO Tahap I Tahun 2013KNO Project Audit Step I of Year 2013


6Audit Proyek KNO Tahap II Tahun 2013KNO Project Audit Step II of Year 2013

47A/AUDITAMA VII/PDTT/07/2014 16 53 53 0 0 0

7PDTT Pengelolaan Kargo BSH 2014BSK Cargo Management of PDTT 2014

47B/AUDITAMA VII/PDTT/07/2014 2 5 5 0 0 0

8

PDTT Pengelolaan Pendapatan & Biaya Thn.2013 s.d. 2015Cost and Income Management of PDTT from 2013 to 2015


JUMLAHTOTAL

114 291 282 3 0 6

NO.TAHUN PEMERIKSAAN

YEAR OF AUDITNO. LAPORAN

NUMBER OF REPORT

JUMLAH TEMUAN

TOTAL FINDING

JUMLAH REKOMENDASI

TOTAL RECOMMENDATION

TINDAK LANJUTFOLLOW-UP NILAI

SCORES DP BD TDD

1 KAP Hertanto, Sidik&Rekan TB 2012

HS&R.IS/BO/15A.APII-UU/13&HS&R.IS/BO/15B.APII-PI/13 6 15 15 0 0 0 100%

2 KAP Hertanto, Sidik&Rekan TB 2013

HIS.IS/BO/003A.APII-UU/14&HIS.IS/BO/003B.APII-UU/14 9 14 14 0 0 0 100%

3 KAP Hertanto, Sidik& Rekan TB 2014

DSI.SW/HO/026A-APII-UU/15 & DSI.SW/HO/026B-APII-PI/15 3 12 12 0 0 0 100%

4 KAP Ernst & Young TB 2015 RPC-680/PSS/2016 & RPC-681/PSS/2016 7 13 13 0 0 0 100%

JUMLAHTOTAL

25 54 54 0 0 0 100%

TINDAK LANJUT TEMUAN EKSTERNAL - BPK-RI

TINDAK LANJUT TEMUAN EKSTERNAL - KANTOR AKUNTAN PUBLIK

EXTERNAL FINDING FOLLOW-UP- PUBLIC ACCOUNTING FIRM (KAP)

EXTERNAL FINDING FOLLOW-UP- BPK-RI







4. Audit Investigasi / PemeriksaanKhusus (Riksus)Audit Khusus/Investigatif adalah serangkaian kegiatan mengenali (recognize), mengidentifikasi (identify), danmenguji (examine) secara detail informasi dan fakta-fakta yang ada untuk mengungkap kejadian yang sebenarnya dalam rangka pembuktian untuk mendukung proses hukumatasdugaanpenyimpangan yang dapatmerugikanperusahaan.

Tujuan Audit Khusus/Investigatif adalah mengungkapkan terjadi atau tidaknya suatu perbuatan dan pelakunya guna dilakukan tindakan pemberian sanksi disiplin maupun tindakan hukum.

Pelaksanaan Audit Khusus/Audit Investigatif akan dilaksanakan berdasarkan perintah atau instruksi Direktur Utama atau pengembangan dari hasil audit operasional terhadap suatu kasus yang perlu ditangani atau dilakukan pendalaman segera dan/ataus ecarak husus.

5. Sertifikasi Profesi Internal AuditPT Angkasa Pura II telah mewajibkan semua auditor internal untuk mengikuti berbagai pelatihan professional dalam rangka sertifikasi guna memenuhi standar yang dibutuhkan Perusahaan. Head of Internal Audit, VP of Internal Audit dan para auditor telah mendapatkan pelatihan di bidang manajerial dan profesi yang memadai untuk dapat mengelola Unit Kerja Internal Audit dengan baik. Oktober ini, satu personil Internal Audit telah memperoleh secara resmi sertifikasi CISA (Certified Information Systems Auditor) dari lembaga international ISACA (Information Systems Audit & Control Association).

HASIL TEMUAN AUDITHasil pelaksanaan audit tertuang dalam Laporan Hasil Pemeriksaan (LHP) yang antara lain memuat saran dari auditor atas temuan pemeriksaan. Saran tersebut harus ditindaklanjuti oleh auditee dalam batas waktu tertentu. Hasil pelaksanaan tindak lanjut dilaporkan oleh kepada Kepala SPI, yang kemudian dievaluasi untuk menetapkan kesesuaian tindak lanjut tersebut dengan rekomendasi. Untuk tindak lanjut yang sudah tuntas akan dinyatakan “selesai ditindaklanjuti” dan diinformasikan kepada auditee. Adapun bagi tindak lanjut yang belum selesai dan masih berstatus “monitor” diminta untuk diselesaikan dengan penjelasan yang diperlukan.

4. Investigation Audit / Special Audit (Riksus)Special Audit/Investigation is series of activities to recognize, identify, examine in detail of facts and existing information to disclose the truth occurrence in proofing to encourage the law process on alleged irregularities that may deter the Company.

The objective of Special Audit/Investigation is to reveal whether or not the action and suspect are happened in order to conduct an act of sanction, discpline and act of law.

The implementation of Special Audit/Investigative will be performed based on instruction/commands from President Director or development from operational audit result on case that requires an immediate and/or special investigation.

5. Internal Audit Professional CertificationPT Angkasa Pura II (Persero) requires its entire internal auditor to participate in sort of professional training in certification in order to fulfill the required standards of the Company. The Head of Internal Audit, VP of Internal Audit and auditors have obtained a adequate training in purview of managerial and professional as to be able to manage well the work unit of Internal Audit. In this October, one personnel has obtained a Certified Information Systems Auditor (CISA) from the Information Systems Audit & Control Association (ISACA).

AUDIT FINDING RESULTThe audit implementation result recorded in the Audit Result Report (LHP) such as include inputs from auditors on the audit findings. Those inputs have to be followed up by auditee in the respective period of time. The follow-up implementation result is reported by the Head of Internal Auditor (SPI), and then evaluated to stipulate the accordance of that follow-up with a recommendation. To the cleared follow up will be stated as “the completed follow-up” and informed to the auditee. Other such unfinished follow-ups and in the status of “Monitor” will be requested to complete with an explanation if needed.





Agus HaryadiWarga Negara Indonesia, 48tahun. Menyelesaikan Pendidikan Master of Business Administration pada school of Business management ITB. Memiliki pengalaman menjabat sebagai Legal Contract Manager (2008-2009), Chief of Auction (2009-2012), Kepala Biro pelelangan (2012-2015), Kepala Biro Hukum (2015). Menjabat sebagai Head of Corporate Secretary & Legal sejak 17 Juni 2015,

An Indonesian citizen, 48 years old. He obtained his Master in Business Administration at the School of Business and Management, ITB. Has an experience as the Legal Contract Manager (2008-2009), Chief of Auction (2009-2012), Head of Auction Bureau (2012-2015), Head of Legal Bureau (2015). He has been serving as the Head of Corporate Secretary and Legal since June 17th, 2015.

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.

Sekretaris Perusahaan diangkat berdasarkan keputusan Direksi. Dalam struktur organisasi Perseroan, Sekretaris Perusahaan bertanggung jawab langsung kepada Direktur Utama. Dalam menjalankan fungsi dan perannya, Sekretaris Perusahaan mencakup: a. Mengikuti perkembangan dunia usaha;b. Memberikan pelayanan atas setiap informasi yang

dibutuhkan pemangku kepentingan yang berkaitan dengan kondisi perseroan

c. Sebagai penghubung atau contact person antara perseroan dengan otoritas terkait serta masyarakat.

PROFIL CORPORATE SECRETARY

The Corporate Secretary has a main objective to maintain its main corporate image by building up communication and good relationship in order to underpin the corporate management performed by the Board of Directors. The Corporate Secretary plays an important role in ensuring all disclosures aspects from the Company.

The Corporate Secretary are appointed based on a Decree of Board of Directors. In the organization structure of the Company, the Corporate Secretary is responsible directly to the President Director. The implementation of roles and functions, the Corporate Secretary covers:a. Keep abreast of business developmentb. Provide services on every information required by

stakeholders that is related to the condition of the Company

c. Act as a liaision or contact person between the Company and the related authorities as well the society.

CORPORATE SECRETARY PROFILE

SEKRETARIS PERUSAHAANCORPORATE SECRETARY

NO.NAMA PELATIHANNAME OF TRAINING

TANGGALDATE

PENYELENGGARAEXECUTOR

1Strategic Management Batch 2 Sesi 1Strategic Management Batch 2 Session 1

25 Maret 2017March 25, 2017

PT Angkasa Pura II (Persero)

2Sosialisasi Evaluasi Jabatan Batch 1Sosialisasi Evaluasi Jabatan Batch 1


PT Angkasa Pura II (Pesero)

RIWAYAT PELATIHAN CORPORATE SECRETARY TRAINING HISTORY OF CORPORATE SECRETARY






TUGAS DAN TANGGUNG JAWABSekretaris 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 :

Merencanakan, mengarahkan, memonitor, membina, dan mengevaluasi kegiatan:

a. Hubungan masyarakat (eksternal dan internal);b. Hubungan kelembagaan dan tata kelola perusahaan;c. Administrasi kesekretariatan Board of Directors dan

Board of Commissioners;d. Penyusunan dan penelaahan peraturan, perjanjian non

komersial, kerja sama, dan dokumentasi hukum;e. Pelaksanaan advokasi dan penyelesaian/tindak lanjut

permasalahan hukum.

Adapun tugas dan tanggung jawab Sekretaris Perusahaan sebagai berikut:

a. Memberi arahan melalui formulasi kebijakan fungsional atas kegiatan fungsi sekretariat perusahaan dan hukum serta memastikan kesesuaian kebijakan dengan arahan strategis perusahaan;

b. Menyusun strategi untuk optimalisasi kegiatan fungsi sekretariat perusahaan dan hukum pada wilayah kerja Perusahaan;

c. Mengawasi dan mengendalikan pelaksanaan program, sistem, dan prosedur serta penggunaan anggaran Subdirektorat Corporate Secretary & Legal;

d. Memastikan pelaksanaan pembinaan hubungan dengan pihak luar, lembaga pemerintah dan non pemerintah, institusi lain, serta pemegang saham;

e. 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;

f. Mengawasi kegiatan corporate branding di dalam maupun luar lingkungan kerja Perusahaan;

g. Memastikan pelaksanaan kegiatan resmi perusahaan serta analisa dan evaluasi bahan materi acara resmi perusahaan;

h. Berkoordinasi dengan Subdirektorat Corporate Social Responsibility untuk pelaksanaan kegiatan CSR Perusahaan;

i. Memberi arahan dan bertanggung jawab penuh atas pemenuhan kebutuhan SDM dan peningkatan kompetensi organisasi dalam lingkup kerja fungsi sekretariat perusahaan dan hukum;

DUTIES AND RESPONSIBILITIESThe Corporate Secretary has an important role in facilitating communication between organ of the Company, relationship between the Company and stakeholders and communications. To encourage such role, The Corporate Secretary has the following work functions:

Plan, guide, monitor, train and evaluate such activities of:

a. Public Relations (External and Internal)b. Institutional Relations and Good Corporate Governancec. Secretarial Administration of Board of Directors and

Board of Commissionersd. Preparation and Review on regulation, non commercial

agreement, partnership, and documentation of lawe. Implementation of Advocacy and submission/follow-up

on a matter of Law.

In addition, duties and responsibilities of the Corporate Secretary are as follow:

a. Give directions through the functional policy formulation on the activities of the corporate secretarial and law functions, as well as ensure a policy compliance with the corporate strategic direction

b. Develop a strategy to optimize the function of a secretarial corporate & legal on the working area of the Company

c. Supervise and control the implementation of program, system, and procedure and the use of budget SubCorporate Secretary & Legal

d. Ensure the implementation of relationship with external parties, government institutions and nongovernmental, other institutions, as well as shareholders.

e. Ensure the implementation of preparation, formulation, a completion of rules, agreements and cooperation of the company and inventories as well as the legal documentation consulting and legal assistance for the benefit Companies and employees both inside and outside court.

f. Oversee the activities of corporate branding in and outside of work environment of the Company

g. Ensure the implementation of official corporate activities as well as the analysis and evaluation on materials of the official corporate event

h. Coordinate with the SubCorporate Social Responsibility (CSR) for the implementation of CSR of the Company

i. Provide directions and take a full responsibility for the fulfillment of HR needs sand the enhancement of the competence organization in its scope of secretatial corporate function and Legal.






j. Memberi arahan dan memastikan asesmen dan mitigasi risiko telah dilakukan pada Subdirektorat Corporate Secretary & Legal;

k. Memberi arahan dan memastikan kegiatan Subdirektorat Corporate Secretary & Legal sesuai dengan kebijakan dan ketentuan K3;

l. Memberi arahan dan memastikan prinsip-prinsip Good Corporate Governance diterapkan didalam seluruh aktifitas Subdirektorat Corporate Secretary & Legal;

m. Memberi arahan dan bertanggung jawab atas pengelolaan penilaian kinerja bawahan dan KPI unit kerjanya;

n. Menjadi anggota tim kerja internal maupun ekstern

PELAKSANAAN TUGAS Tugas sekretaris perusahaan yang telah dilaksanakan pada tahun 2017 adalah sebagai berikut:

j. Provide guidance and ensure the assessment and risk mitgation has been run by the Subdirectorate Secretary & Legal.

k. Provide guidance and ensure the Subdirectorate Secretary & Legal in accordance with policies and provisions of K3.

l. Provide guidance and ensure the Good Corporate Governance (GCG) principles are applied in the whole Sub activities Corporate Secretary & Legal.

m. Provide direction and responsibility for managing the KPI performance assessment of subordinates and work units.

n. Be a member of the internal and exterrnal working team.

IMPLEMENTATION OF TASKS Duties of the Corporate Secretary that have been performed in 2017 are as follows:


NO. AKTIVITAS/KEGIATAN KETERANGAN

Kamis 8 Juni 2107June 8, 2017

RDP Komisi V DPR RIMembahas Persiapan Penyediaan Sarana dan Prasarana Transportasi dalam rangka Penanganan Arus Mudik Lebaran Tahun 2017RDP Commission V of DPR RIDiscuss a preparation on provisions of transportation facilities and infrastruc-ture on handling of Ramadan-homecoming traffic in 2017

Direktur UtamaPresident Director

12-14 Juni 2017 June 12 – 14, 2017

Kunjungan kerja Spesifik Komisi VI DPR RI ke Bandara Kualanamu-MedanThe specified business trip of Commission VI DPR RI to Kualanamu Airport- Medan

Direktur UtamaPresident Director

14 April 2017 April 14, 2017

Kunker Menteri Perhubungan RI peninjauan fasilitas perhubungan dalam rangka kesiapan angkutan lebaran Tahun 2017 ke Proyek LTR Cibubur, Stasiun KA Senen dan Bandara Soekaro-HattaThe business trip of Transportation Ministry of Indonesia on reviewing the hub facilities in the preparation of Eid transportation 2017 to LTR Cibubur project, Senen Train Station, and Soekarno-Hatta Airport

DUDHDODADC

16 Februari 2017 February 16, 2017

Kunjungan kerja Kementerian Koordinator Bidang Perekonomian Republik Indonesia terkait rencana pembangunan dan pengembangan bandara yang dikelola oleh PT Angkasa Pura II (Persero)The business trip of Coordinationg Economic Ministry of Indonesia related to the airport construction and development managed by PT Angkasa Pura II (Persero)

DU

12 -14 Juni 2017June 12 -14, 2017

kunjungan kerja Spesifik Komisi VI DPR RI ke Bandara Kualanamu-MedanThe specified business trip of Commission VI DPR RI to Kualanamu Airport- Medan.

DU

14 April 2017April 14, 2017

Kunker Menteri Perhubungan RI peninjauan fasilitas perhubungan dalam rangka kesiapan angkutan lebaran Tahun 2017 ke Proyek LTR Cibubur, Stasiun KA Senen dan Bandara Soekaro-HattaThe business trip of Coordinationg Economic Ministry of Indonesia on reviewing the hub facilities in the preparation of Eid transportation 2017 to LTR Cibubur project, Senen Train Station, and Soekarno-Hatta Airport

DUDHDODADC







26 s.d 28 April 2017April 26 – 28, 2017

Rapat Pimpinan Q-2 Angkasa Pura II Group Tahun 2017Q2 Chairman of the Meeting of PT Angkasa Pura II (Persero) 2017

Direksi PT Angkasa Pura II (Persero), Para Head / Vice President Setingkat, Para GM Kantor Cabang dan Direktur Anak PerusahaanBoard of Directors of PT Angkasa Pura II (Persero), the same level of Head/Vice Presidents, GM of the Branch Offices and Board of Directors from subsidiaries

1-13 Agustus 2017August 1-13, 2017

Rangkaian HUT AP2Series of AP II Anniversary

17 Agustus 2017August 17, 2017

Kegiatan BUMN 72 Tahun untuk NegeriThe 72nd SOE for the Country

PT Perkebunan Nusantara dan diikuti oleh seluruh BUMN dan komunitas Bandara Sultan thaha-Jambi.PT Perkebunan Nusantara and followed by community of Sultan Thaha Airport-Jambi


Peresmian Pengoperasian SkytrainThe Iauguration of Skytrain Operation

Menteri BUMN, Menteri Perhubungan, Direktur Utama , Direktur Operasi & Teknik, SGM BSH PT AP II (Persero)SOE Ministry, Transportation Ministry, President Director, Director of Operational & Technical, SGM BSH PT AP II (Persero)


Ajang Penilaian Corporate Governance Perception Index (CGPI) tahun buku 2016The Assessment of Corporate Governance Perception Index (CGPI) of year book 2016

Kegiatan penilaian CGPI dilakukan dengan observasi oleh Tim Penilai CGPI ke PT AP IIThe activity of CGPI assessment was undergone with an ob-servation by the valuator team of CGPI to PT AP II (Persero)


Kunjungan Kerja Presiden RI ke Bandara SilangitThe business trip of Indonesian President to Silangit International Airport

Presiden RI, Menteri Perhubungan, Menteri BUMN, stakeholder, dan Direksi AP II (President Director, Director of Engineering & Operation, dan Director of Airport Service & Facility).Indonesian President, Transportation Ministry, SOE Ministry, Stakeholder, Board of Directors of PT Angkasa Pura II (Persero) (President Director, Director of Engineering & Operation, and Director of Airport Service & Facility).


Acara Peresmian Terminal Bandar Udara Internasional SilangitOfficial Inauguration of Terminal Silangit International Airport

Presiden Republik Indonesia, Menteri BUMN, Menteri Perhubungan, Direktur Utama , Direktur Operasi & Teknik, Direktur Fasilitas dan Pelayanan Bandara PT AP II (Persero).Indonesian President, SOE Ministry, Transportation Ministry, Director of Engineering & Operation, and Director of Air-port Service & Facility of PT Angkasa Pura II (Persero)


Acara Peresmian Terminal Bandar Udara Internasional Supadio-PontianakOfficial Inauguration of Terminal Supandio International Airport-Pontianak

Presiden Republik Indonesia, Menteri BUMN, Menteri Perhubungan, Direktur Utama , Direktur Operasi & Teknik, Direktur Fasilitas dan Pelayanan Bandara PT AP II (Persero).Indonesian President, SOE Ministry, Transportation Ministry, Director of Engineering & Operation, and Director of Air-port Service & Facility of PT Angkasa Pura II (Persero)


Nota Kesepahaman Pemerintah Kabupaten Banyuwangi dengan PT Angkasa Pura II (Persero) ttg Kerjasama Pengusahaan Bandar Udara di BanyuwangiThe presidential MoU of Banyuwangi regency with PT Angkasa Pura II (Perse-ro) on the business partnership of airport at Banyuwangi

Direktur UtamaPresident DirectorBupati BanyuwangiBanyuwangi Regent


Kesepahaman Bersama antara Pemda Prov. Jabar, PT BIJB dan PT AP II ttg Rencana Kerjasama Pengusahaan dan Pengoperasian BIJBMutual Consent of local government in West Java Province, PT BIJB, and PT AP II on the Partnership of Business Framework and Operation of BIJB

Gubernur Jawa BaratWest Java GovernorDirektur Utama PT BIJBPresident Director of PT BIJB






KETERBUKAAN INFORMASI Untuk memenuhi kewajiban keterbukaan informasi kepada publik, Sekretaris Perusahaan senantiasa melakukan pelapo-ran 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 OPENNENESSIn order to fulfil the regulation of public information opennness, the Corporate Secretary strives to conduct a reporting to the regulator. Every year, PT Angkasa Pura II (Persero) prepares an annual report referring to the Annual Report Award (ARA) crite-ria and participates routinely in that activity.


4 Desember 2017December 4, 2017

Kesepakatan Bersama PT AP II dengan Kejati Banten ttg Kerjsama Pendamp-ingan Hukum Bidang Perdata & Tata UsahaMutual Consent of PT AP II (Persero) with the Prosecutor’s Office (Kejati) Banten on the Partnership of Legal Assistance of Civil and Business Gover-nance

Kepala Kejaksaan TinggiChairman of the High Prosecutor’s Office (Kejati)


Nota Kesepahaman antara PT AP II dengan Universitas Sriwijaya dan KNKTMoU of PT AP II (Persero) with University of Sriwijaya and KNKT

Rektor Universitas SriwijayaKetua KNKTRector of University of Sriwijaya, Chairman of KNKT


Kesepahaman Bersama antara TNI AU, Pemrov. Jateng, Pemkab. Purbal-ingga, PT AP II dan Perum LPPNPI ttg Pemanfaatan Barang Milik Daerah di Kabupaten Purbalingga untuk Pengusahaan Bandar Udara Jenderal Besar SoedirmanMutual Consent of Air Forces of Indonesian Military (TNI), Provincial gover-ment of Central Java, Regency of Government of Purbalingga, PT AP II (Per-sero) and LPPNPI on the Utilization of Local-Owned at Purbalingga Regency of airport business Jenderal Besar Soedirman.

Aslog KasauAslog KasauGubernur Jawa TengahGovernor of Cenntral JavaBupati PurbalinggaPurbalingga RegentDirektur Utama LPPNPI”President Director of LPPNPI.







BULANMONTH

TANGGALDATE

JUDULTITLE

JanuariJanuary

1Bandara Internasional Soekarno-Hatta Sambut Wisman Pertama 2017Soekarno-Hatta International Airport Welcome its first tourists in 2017

3Hari Ini Diprediksi Puncak Arus Balik di Bandara Internasional Soekarno-HattaThe Predicted Peak of Counter-Exodus at Soekarno-Hatta International Airport today

6Terminal Baru Untuk Rute Internasional di Bandara Husein Sastranegara DioperasikanOperation of the New Terminal for International Route at Husein Sastranegara Airport

8Terminal Baru Siap Dioperasikan Tahun Ini di Bandara-Bandara AP IIThe New Terminal is Ready to Operate this year at the AP II International Airports

11Terminal Baru Bandara Depati Amir DioperasikanOperation of the New Terminal at Depati Amir Airport

12Penyelenggaraan Angkutan Natal dan Tahun Baru di Bandara AP II Berjalan SuksesThe Enforcement of Christmas and New Year Transportation at AP II Airport Performed Successfully

AKSES DATA DAN INFORMASI PERSEROANACCESS OF DATA AND INFORMATION

Perseroan terus mendorong pengungkapan informasi secara tepat waktu, akurat lengkap sesuaidengan peraturan dan pe-rundang-undang yang berlaku mengenai perusahaan kepada pemegang saham dan pemangku kepentingan.

Penyebaran informasi kepada seluruh pemangku kepentingan merupakan bagian penting dari perwujudan prinsip transparan-si 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 ri-

salah 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.

Sepanjang tahun 2017, Angkasa Pura II telah menerbitkan 93 siaran pers dengan perincian sebagai berikut:

The Company strives for disclosure of Information appositely, accurately in accordance with the applicable laws and regu-lations related to the Company towards its shareholders and stakeholders.

The dissemination of Information to the entire stakeholder is a crucial part of the manifestation from the information transpar-ency principles. Therefore, the Company provides huge access of information to all stakeholders and investors through its com-pany website at www.angkasapura2.co.id.

The access of data and information of the Company is presented in below following:The Company has presented infomation on website that cov-ered:• Information on Shareholders to the end beneficiary;

• Contents of Code of Conduct;• Information on General Meeting of Shareholders (RUPS/

GMS), minutes of GMS, informaton on important dates, namely GMS announcement date, GMS minutes being an-nounced on;

• Profile of Board of Commissioners and Board of Directors;• Charters of Board of Commissioners and Board of Direc-

tors, Committees and Internal Audit.

PRESS RELEASEPT Angkasa Pura II (Persero) actively published every activity or crucial event in press releases available on the corporate web-site.

Throughout 2017, PT Angkasa Pura II (Persero) has published 93 press release with below following details:






BULANMONTH

TANGGALDATE

JUDULTITLE

17Penerbangan di Bandara Internasional Kualanamu Berjalan NormalThe aviation at Kualanamu International Airport Performed Normally

29PT Angkasa Pura II (Persero) Catat Kinerja Positif Sepanjang 2016PT Angkasa Pura II (Persero) Recorderd a Positive Performance throughout 2016

FebruariFebruary

1PT Angkasa Pura II (Persero) Salurkan Bantuan di Jakarta, Pangkalpinang, dan PadangPT Angkasa Pura II (Persero) Distributed Aids to Jakarta, Pangkalpinang, and Padang

8Bandara Internasional Soekarno-Hatta dilengkapi Skytrain Mulai JuniSoekarno-Hatta International Airport Will be Equipped with Skytrain in June

9PT Angkasa Pura II (Persero) Bangun East Cross Taxiway di Bandara Internasional Soekarno-HattaPT Angkasa Pura II (Persero) Built an East Cross Taxiway at Soekarno-Hatta International Airport

12PT Angkasa Pura II (Persero) Groundbreaking Pembangunan Runway Ketiga Pada April 2017PT Angkasa Pura II (Persero) Groundbreaking on the Third Construction of Runway in April 2017

16PT Angkasa Pura II (Persero) Tingkatkan Kualitas Sistem Kelistrikan di Bandara Internsional Soekarno-HattaPT Angkasa Pura II (Persero) Enhanced the Quality of Electricity System at Soekarno-Hatta International Airport

19PT Angksa Pura II (Persero) Investasi Infrastruktur Pendukung Untuk IRC 86PT Angkasa Pura II (Persero) Investments of Supporting Infrastructure for IRC 86

20Bandara Internsional Soekarno-Hatta Hadirkan Airport Digital Cinema di Terminal 3Soekarno-Hatta International Airport Presents the Airport Digital Cinema at Terminal 3

25Bandara Halim Perdanakusuma Siap Sambut Kedatangan Raja Arab SaudiHalim Perdanakusuma Airport Is Ready to Welcome an Attendance of Arab Saudi King

26Pembangunan Stasiun Kereta Bandara Internasional Soekarno-Hatta Tuntas Maret 2107Construction of the railway of Soekarno-Hatta International Airport Completes on March 2107

MaretMarch

1Bandara Internasional Soekarno-Hatta Implementasikan Smart Airport di Sisi UdaraSoekarno-Hatta International Airport Implemented the Smart Airport at Air Side

5Angkasa Pura II Operasikan Command Center AMC di Terminal 3PT Angkasa Pura II (Persero) Operates the Command Center AMC at Terminal 3

13Angkasa Pura II dan Hotel Indonesia Group Akan Tandatangani MoUPT Angkasa Pura II (Persero) dan Hotel Indonesia Group Will be Signing a MoU

15Bandara Internasional Soekarno-Hatta Raih Penghargaan The World’s Most Improved AirportSoekarno-Hatta International Airport Received an Award of The World’s Most Improved Airport

26PT Angkasa Pura II (Persero) Raih Rating idAAA dari Pefindo untuk Obligasi IPT Angkasa Pura II (Persero) Received Rating idAAA from Pefindo for Obligation I

AprilApril

1Bandara Internasional Soekarno-Hatta Bangun Kawasan Logistik BerikatSoekarno-Hatta International Airport Constructs a Bondede Logistics Areas

2PT Angkasa Pura II (Persero) Bangun Runway Kedua di PontianakPT Angkasa Pura II (Persero) Constructs the Second Runway in Pontianak

7PT Angkasa Pura II (Persero) Resmikan Pusat Layanan Contact Center 138PT Angkasa Pura II (Persero) Inaugurates the Central Contact Center 138

9PT Angkasa Pura II (Persero) Gelar AP II - IJLPT Angkasa Pura II (Persero) Holds the AP II - IJL

21Terminal 3 Bandara Soekarno-Hatta Layani Penerbangan Internasional Mulai 1 Mei 2017Terminal 3 Soekarno-Hatta International Airport to Serve International Flights on May 1, 2017

28Terminal 3 Bandara Soekarno-Hatta Layani Penerbangan Internasional Garuda IndonesiaTerminal 3 Soekarno-Hatta International Airport to Serve International Garuda Indonesia

30PT Angkasa Pura II (Persero) Gelar Apel Kesiapan Operasional T3 InternasionalPT Angkasa Pura II (Persero) Conducts an Operational Preparation of Awareness Apel at T3 International







BULANMONTH

TANGGALDATE

JUDULTITLE

MeiMay

1Dirut Garuda Indonesia dan AP II Resmikan Layanan Penerbangan Internasional di Terminal 3 Soekarno-HattaPresident Director of Garuda Indonesia and AP II Inaugurates International Flights Services Layanan at Terminal 3Soekarno-Hatta International Airport

3PT Angkasa Pura II (Persero) Tandatangani MoU dengan ASPERINDOPT Angkasa Pura II (Persero) Signed a MoU with ASPERINDO

14PT Angkasa Pura II (Persero) Himbau Masyarakat Selalu Waspada Penipuan Rekrutmen dan Seleksi KaryawanPT Angkasa Pura II (Persero) Appealed Society to be Alerted on the Recruitment and Selection of Employees

15KSO Kawahape Jaya Bertanggungjawab Terkait Kebakaran Barak di Area Terminal 3KSO Kawahape Jaya is Responsible for the Related Barak Fire at Terminal 3 area.

19Terminal 3 Bandara Soekarno-Hatta Siap Layani Penerbangan Maskapai Skyteam Mulai Juni 2017Terminal 3 Soekarno-Hatta International Airport is Ready to Serve Flights for Skyteam Airlines in June 2017

20PT Angkasa Pura II Selenggarakan Seminar Kebangkitan Bandara Digital IndonesiaPT Angkasa Pura II (Persero) Conducted the Digital Airports Indonesia Reinforcement Seminar

22AP II Berkomitmen Mengembangkan Bandara Digital di IndonesiaAP II is Committed to Develop Digital Airports in Indonesia

30AP II Siapkan Insentif Bagi Maskapai Pada Masa Angkutan LebaranAP II Prepared Incentives for Airlines During the Ramadan Transportation Period

JuniJune

5AirAsia Layani Penerbangan Pontianak - KuchingAirAsia to Serve Pontianak – Kuching flight

6AP II Perkirakan Jumlah Penumpang Angkutan Lebaran Capai 6,90 Juta PenumpangAP II Estimates the total attendants for Ramadan Transportation Period Up to 6,90 Thousand pax

13AP II Evakuasi Pesawat MH 725 dari Runway UtaraAP II Evacuates MH 725 Aircraft from North Runway

14Bandara Internasional Soejarno-Hatta Beroperasi NormalSoekarno-Hatta International Airport Operates Normally

16AP II Siap Mensukseskan Penyelenggaraan Angkutan LebaranAP II is Ready to Strive Success of Enforcement for the Ramadan Transportation Period

17AP II Salurkan Paket Bingkisan Ramadhan, Santunan dan Mudik GratisAP II Distributed the Ramadan Packages, Compensation and Free Homecomings

21Terminal 3 Bandara Internasional Soekarno-Hatta Sediakan Tourist Information CenterTerminal 3 Soekarno-Hatta International Airport Provides Tourist Information Center

27Kolaborasi AP II dan Maskapai Kembangkan Konektivitas UdaraCollaboration of AP II and Airlines to Develop Air Connectivity

JuliJuly 2

Dirjen Perhubungan Udara Monitor dan Berikan Apresiasi Terhadap Penanganan Arus Balik di Bandara Soekarno-HattaDirectorate General of Air Monitoring Transportation Gives an Appreciation on Counter-Exodus Handling atSoekarno-Hatta International Airport

6Penyelenggaraan Angleb di Bandara AP II Berjalan Sukses dan Semakin BaikAngleb Enforcement at AP II Airport Performed Successfully and Much Better

7Mulai 10 Juli 2017, Saudi Arabian Airlines Beroperasi di Terminal 3 InternasionalSince July 10 2017, Saudi Arabian Airlines Will be Operating at Terminal 3 Soekarno-Hatta International Airport

10Bandara Internasional Kualanamu dan Soekarno-Hatta Raih Sertifikat SkytraxKualanamu dan Soekarno-Hatta International Airports Obtained Skytrax Certification

14Maskapai dengan Rute Internasional Mulai Pindah ke Terminal 3Airlines with International Routes Starte off Moving to Terminal 3

23PT Angkasa Pura II (Persero) Kelola BIJBPT Angkasa Pura II (Persero) Manages BIJB






BULANMONTH

TANGGALDATE

JUDULTITLE

24PT Angkasa Pura II (Persero) Pastikan PAsokan Air Bersih di Bandara Internasional Soekarno-Hatta Tetap AmanPT Angkasa Pura II (Persero) Ensures the Clean Water Supply at Soekarno-Hatta International Airport to Remain Safe

27Bandara Supadio Pontianak dan Sultan Thaha Jambi Raih Peringkat 1 Dunia di Survei Airport Service Quality Quarter II/ 2017Supadio Pontianak Airport dan Sultan Thaha Airport Jambi Obtained the First World Rank at Airport Service Quality Survey Quarter II/ 2017

30Perpindahan Keberangkatan Penerbangan Haji dari Halim Perdanakusuma ke Soekarno-Hatta berjalan LancarMovements of Flight Departures of Hajj from Halim Perdanakusuma ke Soekarno-Hatta Perform Smoothly

AgustusAugust

1Laba Semester I/2017 AP II Semester I/2017 Tumbuh 62%Profit of Semester I/2017 AP II Semester I/2017 Grew by 62%

3Perpindahan penerbangan haji ke Bandara Halim Berjalan LancarMovements of Flight Departures of Hajj Performs Smoothly

10Pengembangan Bandara Silangit Tuntas September 2017Development of Silangit Airport to Complete in September 2017

11AP II Beri Cash Back kepada Maskapai Pada Hari KemerdekaanAP II Provides Cash Back for Airlines in the Independence Day

14Tiga Bandara AP II Raih ISO 9001:2015Three Aiports of AP II Obtained ISO 9001:2015

17AP II Gelar CGK Airport Code RaceAP II Conducted CGK Airport Code Race

18Skytrain Bandara Internasional Soekarno-Hatta Diuji CobaTrials of Skytrain at Soekarno-Hatta International Airport

SeptemberSeptember 4

Seluruh Bandara PT Angkasa Pura II Rayakan Hari Pelanggan NasionalThe entire airport at PT Angkasa Pura II Celebrates the National Customer Day

7PT Angkasa Pura II (Persero) Lakukan Upaya Cepat Perbaikan Kinerja Airport HelperPT Angkasa Pura II (Persero) Conducts a Fast Improvement for Airport Helper Performance

10PT Angkasa Pura II (Persero) Sambut Kedatangan Jemaah HajiPT Angkasa Pura II (Persero) Celebrates Arrival of the Pilgrims

11PT Angkasa Pura II (Persero) Bangun AOCC untuk Modernisasi Sistem BandaraPT Angkasa Pura II (Persero) Constructs AOCC to Modernize Airport System

16PT Angkasa Pura II (Persero) Raih Empat Penghargaan BUMN Awards 2017PT Angkasa Pura II (Persero) Obtained Four Awards from the SOE Awards 2017

17Skytrain Bandara Internasional Soekarno-Hatta Resmi BeroperasiSkytrain at Soekarno-Hatta International Airport Officially to Operate

25Menteri Perhubungan Tinjau Bandara Internasional SilangitThe Transportation Ministry Reviewed the Silangit International Airport

27PT Angkasa Pura II (Persero) Gelar Airport Code Race di Bandara Internasional Husein SastranegaraPT Angkasa Pura II (Persero) Conducted an Airport Code Race at Husein Sastranegara International Airport

29PT Angkasa Pura II (Persero) Tawarkan Investasi Rp11 triliun di Bandara Internasional KualanamuPT Angkasa Pura II (Persero) Conducted an Airport Code Race at Husein Sastranegara International Airport






BULANMONTH

TANGGALDATE

JUDULTITLE

OktoberOctober

5PT Angkasa Pura II (Persero) Prioritaskan Peningkatan Kapasitas Udara Bandara Soekarno-HattaPT Angkasa Pura II (Persero) Prioritize the Enhancement of Air Capacity for Soekarno-Hatta International Airport

6Bandara Internasional Soekarno-Hatta Peringkat 7 Besar Bandara Terkoneksi di DuniaSoekarno-Hatta International Airport Placed the 7th World Rank of the Connected Airports

15Presiden Joko Widodo Tinjau Bandara Internasional SilangitIndonesian President Joko Widodo Reviewed the Silangit International Airport

23Proses Pembebasan Tanah untuk Runway Ketiga Berjalan LancarLand Acquisition for the Third Runway Performed Smoothly

23PT Angkasa Pura II Resmi Mengoperasikan Layanan Taksi Berbasis OnlinePT Angkasa Pura II (Persero) Officially Operates the Online Transportation Services

26Terminal 1 Terkoneksi Kereta Layang Mulai Pertengahan November 2017The Connected Sky Train at Terminal 1 on mid of November 2017

28Menggelorakan Semangat Sumpah Pemuda, 3 BUMN Sinergi di Universitas Islam Negeri Sumatera UtaraTo inflame an enthuasiasm of the Youth Pledge, 3 SOEs Synergize at the University of Islam Negeri Sumatera Utara

November 1PT Angkasa Pura II (Persero) Dukung Penerbangan Langsung Jakarta – London oleh GarudaPT Angkasa Pura II (Persero) Supports Direct Flight Jakarta – London by Garuda

2Bandara Internasional Silangit dilengkapi fasilitas berbasis digitalSilangit International Airport is Equipped with digital based facilities

6PT Angkasa Pura II (Persero) Cetak Peningkatan Skor KPKUPT Angkasa Pura II (Persero) Records the Enhancement Score of KPKU

8PT Angkasa Pura II (Persero) Rambah Bisnis Baru Berbasis DigitalPT Angkasa Pura II (Persero) Grabs the New Based Digital Business

9PT Angkasa Pura II (Persero) siapkan self check-in kiosk bagi penumpang rute domestic Batik Air dan CitilinkPT Angkasa Pura II (Persero) Prepared self check-in kiosk for domestic routes of Batik Air and Citilink

12Kereta Layang Bandara Internasional Soekarno-Hatta diuji coba dari Terminal 2 ke Terminal 1The Skytrain at Soekarno-Hatta International Airport Was Being Tested from Terminal 2 to Terminal 1

12Bandara Internasional Supadio ditutup SementaraSupadio International Airport is Temporarily Closed

16Terminal 3 Bandara Soekarno-Hatta Raih The Best Airport of The YearTerminal 3 Soekarno-Hatta International Airport Obtained the Best Airport of The Year

17PT Angkasa Pura II (Persero) menandatangani MoU Pengembangan dan Pengelolaan Bandara Jenderal Besar SoedirmanPT Angkasa Pura II (Persero) Signed off a MoU of Development and Management of Jenderal Besar Soedirman Airport

17Kereta Layang Mulai Terkoneksi di Seluruh Terminal Bandara Internasional Soekarno-HattaThe Skytrain is Ready to get Interconnected at the entire terminal at Soekarno-Hatta International Airport

19Mobile Apps Indonesia Airports Luncurkan Fitur Mobile Check-InMobile Apps Indonesia Airports Launched the Mobile Check-In Feature

24Presiden Resmikan Bandara Internasional SilangitThe President Officially Inaugurated the Silangit International Airport

Desember 17PT Angkasa Pura II (Persero) Siap Layani Angkutan Natal dan Tahun BaruPT Angkasa Pura II (Persero) Is Ready to Serve Christmas and New Year Transportation

25Angkasa Pura II Telah Layani 2,1 Juta Penumpang Hingga H-2 Angkutan NataruPT Angkasa Pura II (Persero) has Served 2,1 Millions Passengers Until D-2 of Christmas Transportation

26Kereta Bandara Internasional Soekarno-Hatta Resmi Mulai Beroperasi Untuk Masyarakat UmumThe Railink of Soekarno-Hatta International Airport Officially Operates for general public

29Presiden Resmikan Bandara Internasional SupadioThe President Officially Inaugurated the Supandio Airport






AKUNTAN PUBLIKPUBLIC ACCOUNTANTFungsi pengawasan independen terhadap aspek keuangan Angkasa Pura II dilakukan dengan melaksanakan pemeriksaan Audit Eksternal yang dilakukan oleh Kantor Akuntan Publik. Kantor Akuntan Publik Purwantono, Sungkono dan Surja (Ernst & Young (EY)) telah melakukan pemeriksaan audit laporan keuangan Angkasa Pura II sebanyak 3 (tiga)periode tahun buku dari tahun 2015hingga 2017

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:

Kantor Akuntan Publik Purwantono, Sungkoro dan Surja (Ernst & Young (EY)) selain Pemeriksaan Laporan Keuangan 2017 juga mencakup Laporan Kepatuhan PSA 62 (PU dan PI), Laporan Evaluasi Kinerja dan KPI serta laporan Program Kemitraan dan Bina Lingkungan (PKBL).

The Public Accounting Firm of Purwantono, Sungkono dan Surja (Ernst & Young (EY) asides from auditing the financial report 2017, it also covers the Compliance Report PSA 62 (PU and PI), Evaluation Performance Report and KPI as well as the Partnership and Environment Development Program (PKBL).

The function of independent audit on financial aspects of PT Angkasa Pura II (Persero) is undergone by conducting audits of Audit External by the Public Accounting Firm. The Public Accounting Firm of Purwantono, Sungkono dan Surja (Ernst & Young (EY) has conducted an audit of the annual report of PT Angkasa Pura II (Persero) by 3 (three) period from year of 2015 until 2017.

PUBLIC ACCOUNTING AUDIT PERIOD The appointment of external audit is the authority from the shareholders, and decreed in RUPS. Following is the Public Accounting Firm that has conducted audits on financial report within the past 5 (five) years:

TAHUN BUKUYEAR BOOK

AKUNTANACCOUNTANT

KANTOR AKUNTAN PUBLIKPUBLIC ACCOUNTING FIRM

FEE AUDITAUDIT FEE

2017 Purwantoro, Sungkoro dan Surja KAP Purwantono, Sungkoro dan Surja (Ernst & Young (EY)) 1.895.771.900



2014 Indra Soesetiawan, CPA Hertanto, Sidik & Rekan 1.052.782.500

2013 Indra Soesetiawan, CPA Hertanto, Sidik & Rekan 1.052.782.500


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 mengakomo-dir berbagai pertanyaan terkait Angkasa Pura II dengan meng-hubungi:

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 mengakomo-dir berbagai pertanyaan terkait Angkasa Pura II dengan meng-hubungi:

Kantor Pusat | Head OfficeGedung 600, Soekarno-Hatta International Airport

PO Box 1001/bush-jakarta 19120Tel (62-21) 5505079, 550 5074

Fax (62-21) 5502141Contact center : 138

www.angkasapura2.co.id






PERKARA HUKUM/LITIGASILAWSUIT/LITIGATION

NO.PERKARA

CASEPOSISI PERSEROAN

COMPANY’S POSITIONMATERI PERKARA

CASE MATERIALSTATUS PERKARA

CASE STATUS

1 PerdataCivil

PT Ibad Amana Perkasa(Pemohon)PT Ibad Amana Perkasa (Plaintiff)

PT AP II(Termohon)PT AP II (Defendant)

Penanganan Perkara Perdata Perbuatan Melawan Hukum terhadap PT Ibad Amana Perkasa di Pengadilan Negeri Depok dengan Nomor Register Perkara 64/PDT/G/2017/PN.DPK tanggal 21 Maret 2017, terkait pekerjaan Pengadaan dan Pemasangan Integrated Building Management System (IBMS) Terminal 1 dan Terminal 2 Bandara Soekarno-Hatta senilai Rp 19.778.000.000,00 (sembilan belas milyar tujuh ratus tujuh puluh delapan juta rupiah)Civil Law handling of acts against the law towards PT Ibad Amana Perkasa at Depok Distric Court with case registration No. 64/PDT/G/2017/PN.DPK dated March 21st 2017, regarding procurement and installation job of Integrated Building Management System (IBMS) Terminal 1 and Terminal 2 Soekarno-Hatta Airport with value of Rp 19.778.000.000,00 (nineteen billion seven hundred and seventy eight million rupiah).

Sampai dengan 31 Desember 2017 Posisi Perkara Sedang Proses di Pengadilan Negeri DepokAs of Dec 31st 2017, the case is still under process at Depok Distric Court.

2 Tata Usaha NegaraState Administrative

Usman (Penggugat)Usman (Plaintiff)

Melawan Kepala Kantor Pertanahan (Tergugat) Head of Land Office(Defendant)

PT AP II(Tergugat II Intervensi)PT AP II(Defendant II Intervention)

Gugatan Penggugat terkait Pembatalan Sertifikat Hak Guna Bangunan (SHGB) Nomor 1/Karanganyar seluas 244.130 m2 dan Nomor 35/Karangsari seluas 42.700 m2 atas nama PT AP II di Pengadilan Tata Usaha Negara Serang Banten. Register perkara Nomor 25/G/2016/ PTUN-SRG tanggal 22 Juli 2016.Plaintiff’s lawsuit regarding Cancellation of Rights to Build Certificate (SHGB) No. 1/Karanganyar of 244.130 m2 and No. 35/Karangsari of 42.700 m2 on behalf of PT AP II at State Administrative Court Serang Banten. Case registration No. 25/G/2016/PTUN-SRG dated July 22nd 2016.

Putusan PTUN Serang Banten Nomor 25/G/2016/ PTUN-SRG tanggal tanggal 16 November 2016 PT AP II Menang.Serang Banten State Administrative Court verdict No. 25/G/2016/PTUN-SRG dated Nov 16th 2016 Win by PT AP II

Amar Putusan pada pokoknya:The Verdict in Essence:• Menyatakan eksepsi Tergugat tentang Kewenangan Absolut Pengadilan

tidak diterima;Stated the Defendant’s exception regarding Court’s Absolute Authority is not accepted;

• Menerima eksepsi Tergugat II Intervensi tentang tenggang waktu gugatan;Accepted Defendant’s intervention regarding grace period of the lawsuit;

• Menyatakan gugatan Penggugat tidak diterima.Declares Plaintiff’s Lawsuit not accepted.

Putusan Pengadilan Tinggi TUN DKI Jakarta Nomor 35/B/2017/PT.TUN.JKT tanggal 30 Maret 2017 PT AP II MenangState Administrative High Court verdict No. 35/B/2017/PT.TUN.JKT dated March 30th 2017 Win by PT AP II

Amar Putusan pada pokoknya:The Verdict in Essence:• Menerima permohonan banding dari Penggugat/Pembanding.

Accepted appeal from Plaintiff.• Menguatkan Putusan Pengadilan tata Usaha Negara Serang Nomor

25/G/2016/PTUN-SRG tanggal 16 Nopember 2016 yang dimohonkan banding.Strengthen verdict from Serang State Administrative Court No. 25/G/2016/PTUN-SRG dated Nov 16th 2016 that was appealed.

Putusan inkracht van gewijsde.Verdict inkracht van gewijsde.






NO.PERKARA




CASE STATUS

3 Tata Usaha NegaraState Administrative

Eka Juniasih Badriati (Penggugat)ka Juniasih Badriati (Plaintiff)

MelawanAgainst

Kepala Kantor Pertanahan (Tergugat)Head of Land Office (Defendant)

PT AP II (Tergugat II Intervensi)PT AP II(Defendant II Intervention)

Gugatan Penggugat terkait Pembatalan Sertifikat Hak Milik (SHM) Nomor 183/Benda tanggal 14 September 1995 seluas 13.100 M2 atas nama Totong Hartono yang telah beralih haknya kepada PT AP II melalui proses pembebasan tanah tahun 2002 dan telah dilakukan pemagaran pada objek sengketa oleh PT AP II di Pengadilan Tata Usaha Negara Serang Banten. Register perkara Nomor 31/G/2016/PTUN-SRG tanggal 10 Agustus 2016.Plaintiff’s lawsuit regarding Cancellation of Freehold Title (SMH) No. 183/Benda dated Sept 14th 1995 of area 13.100 M2 on behalf of Totong Hartono that has switched rights to PT AP ll following land acquisition process year 2002 and object of dispute has been fenced by PT AP II at Banten State Administrative Court. Case registration No. 31/G/2016/PTUN-SRG dated Aug 10th 2016.

Putusan PTUN Serang Banten Nomor 31/G/ 2016/PTUN-SRG tanggal 08 Desember 2016. PT AP II Kalah.Serang Banten State Administrative Court verdict No. 31/G/ 2016/PTUN-SRG dated Dec 8th 2016. Lose by PT AP II:

Amar Putusan pada pokoknya:The Verdict in Essence:• Menyatakan Eksepsi Tergugat dan Tergugat II Intervensi tidak diterima

seluruhnya.Declare Defendant Exception and Defendant II Intervention not accepted entirely.

• Mengabulkan Gugatan Penguggat untuk seluruhnya.Grants Plaintiff’s lawsuit entirely.

Putusan Perkara No 55/B/2017/PT.TUN.JKT tanggal 15 Mei 2017. PT AP II MenangCase Verdict No. 55/B/2017/PT.TUN.JKT dated May 15th 2017. Win by PT AP II

Amar Putusan pada pokoknya:The Verdict in Essence:• Menerima permohonan banding Tergugat/Pembanding dan Tergugat II

Intervensi/Pembanding.Accept appeals from Defendant and Defendant II Intervention.

• Membatalkan Putusan Pengadilan Tata Usaha negara Serang Nomor 31/G/2016/PTUN-SRG tanggal 8 Desember 2016 yang dimohonkan banding.Cancellation of Serang State Administrative Court verdict No. 31/G/ 2016/PTUN-SRG dated Dev 8th 2016 that was appealed.








NO.PERKARA




CASE STATUS

4 PerdataCivil

PT FIFTYFIFTY INDONESIA (Penggugat)PT FIFTYFIFTY INDONESIA (Plaintiff)

MelawanAgainst

PT AP II (Tergugat).PT AP II (Defendant)

Gugatan yang diajukan oleh PT Fiftyfifty Indonesia (Penggugat) kepada PT AP II (Tergugat) terkait dengan wanprestasi yang menurut PT Fiftyfifty Indonesia (Penggugat) dilakukan oleh PT AP II atas rencana Kerjasama Pemasangan dan Pengelolaan Media Iklan pada Cermin di Toilet di Terminal 1 dan Terminal 2 Bandara Soekarno-Hatta. Register perkara nomor 489/PDT.G/2015/PN.TNG tanggal 20 Agustus 2015.Lawsuit submitted by PT Fiftyfifty Indonesia (Plaintiff) against PT AP II (Defendant) associated with breach according to PT Fiftyfifty Indonesia (Plaintiff) done by PT AP II (Defendant) regarding cooperation agreement of Media Advertising Installation and Management of toilet mirrors at Terminal 1 and Terminal 2 Soekarno-Hatta Airport. Case registration No. 489/PDT.G/2015/PN.TNG dated Aug 20th 2015.

Putusan Pengadilan Negeri Tangerang Nomor 489/PDT.G/2015/PN.TNG tanggal 14 September 2016.Tangerang Distric Court verdict No. 489/PDT.G/2015/PN.TNG dated Sept 14th 2016.

Amar Putusan dalam pokok perkaraThe Verdict in Essence:• Mengabulkan gugatan Penggugat untuk sebagian;

Grants the Plaintiff’s claims in part;• Menyatakan bahwa tergugat telah melakukan Perbuatan Cidera Janji

(Wanprestasi);Declared that Defendant has commited a breach;

Putusan Pengadilan Tinggi Banten Nomor 30/PDT/2017/PT.BTN tanggal 21 Juni 2017.Banten High Court verdict No. 30/PDT/2017/PT.BTN dated June 21st 2017.

Amar Putusan dalam pokok perkara:The Verdict in Essence:• Menerima permohonan banding dari Pembanding semula Penggugat dan

Penbanding semula tergugatReceived an appeal by Complainant formerly Plaintiff and Complainant formerly Defendant

• Menguatkan Putusan Pengadilan Negeri Tangerang Nomor 489/PDT.G/2015/PN.TNG tanggal 14 September 2016 dengan perbaikan mengenai besarnya kerugian pembanding semula Penggugat dan waktu dimulainya perhitungan biaya.Strengthening Tangerang Distric Court verdict No. 489/PDT.G/2015/PN.TNG dated Sept 14th 2016 with revision in the amount of thecomparable losses of the Complainant formerly Plaintiff and starting time of cost counting.

PT AP II mengajukan Upaya Hukum Kasasi di Mahkamah Agung RI tanggal 18 September 2017. Sampai dengan 31 Desember 2017 Posisi Perkara Masih dalam proses Kasasi di Mahkamah Agung RIPT AP ll filed Cassation Law Effort at RI Supreme Court dated Sept 18th 2017. As of Dec 31st 2017, the case is still under cassation process at the Supreme Court.






NO.PERKARA




CASE STATUS

5 PerdataCivil

PT AP II (Penggugat)PT AP II (Plaintiff)

MelawanAgainst

Chrysant Yuliani Gunawan (Tergugat I);Chrysant Yuliani Gunawan (Defendant I)

PT Primagriya Lestari (Tergugat II); PT Primagriya Lestari (Defendant II);

Mustaqim, Ms (Tergugat III); Mustaqim, Ms (Defendant III);

Kepala Kec. Batu Ceper Kota Tangerang (Tergugat IV); Head of Kec. Batu Ceper Kota Tangerang (Defendant IV);

Kepala Kel. Karangsari Kec. Batu Ceper (Tergugat V); Head of Kel. Karangsari Kec. Batu Ceper (Defedant V);

Kepala Kantor Pertanahan Kota Tangerang (Tergugat VI)Head of Land Office of Tangerang (Defendant VI)

PT AP II mengajukan gugatan perdata kepadaPT Prima Griya Lestari (PGL) atas dasar kepemilikan tanah Perumahan PT PGL yang berasal dari tindak pidana korupsi Sdr. Mukri dan Sdr. Mustaqim. Objek perkara tanah seluas 116,471 HaPT AP ll submitted civil lawsuit against PT Prima Griya Lestari (PGL) on the basis of PT PGL’s housing land ownership which originated from acts of criminal corruption by Sdr. Mukri dan Sdr. Mustaqim. Object of dispute is land with area of 116,471 Ha.

Putusan Pengadilan Negeri Jakarta Barat Nomor 399/PDT.G/2011/PN. JKT.BAR tanggal 17 Juli 2012. PT AP II MenangWest Jakarta Civil Court verdict No. 399/PDT.G/2011/PN. JKT.BAR dated July 17th 2012. Win by PT AP II

Amar Putusan pada pokoknya:The Verdict in Essence:• Mengabulkan gugatan Penggugat sebagian;

Grants the Plaintiff’s claims in part;• Menyatakan Penggugat adalah Pemilik yang sah atas tanah seluas 116,4711

Ha yang terletak di Desa/Kelurahan Karangsari, Kecamatan Batuceper, Kotamadya Tangerang;Declares Plaintiff is the rightful owner of land with area of 116,471 Ha located at Desa/Kelurahan Karangsari, Kecamatan Batuceper, Kotamadya Tangerang;

Putusan Pengadilan Tinggi DKI Jakarta Nomor 486/PDT/2013/PT.DKI tanggal 15 Januari 2014. PT AP II MenangDKI Jakarta High Court verdict No. 486/PDT/2013/PT.DKI dated Jan 15th 2014. Win by PT AP II

Amar Putusan pada pokoknya:The Verdict in Essence:Menguatkan Putusan Pengadilan Negeri Jakarta Barat Nomor 399/PDT.G/2011/PN.JKT.BAR tanggal 17 Juli 2012 yang dimohonkan banding tersebut.Strengthen West Jakarta Civil Court verdict No. 399/PDT.G/2011/PN. JKT.BAR dated July 17th 2012 that was appealed for.

Putusan Mahkamah Agung RI Nomor 452 K/PDT/2015 tanggal 25 Juni 2015PT AP II KalahRI Supreme Court verdict No. 452 K/PDT/2015 dated June 25th 2015.

Amar Putusan pada pokoknya:The Verdict in Essence:Mengabulkan Permohonan Kasasi Pemohon KasasiGrants Cassation Appeal of Cassation Appealant.

PT AP II mengajukan upaya hukum Peninjauan Kembali (PK) di Mahkamah Agung RI tanggal 21 April 2017. Sampai dengan 31 Desember 2017 Posisi Perkara Masih dalam proses PK di Mahkamah Agung RIPT AP ll filed a Legal Review (PK) attempt to RI Supreme Court dated April 21st 2017. As of Dec 31st 2017, the case is still in Legal Review (PK) process at RI Supreme Court.







NO.PERKARA




CASE STATUS

6 PerdataCivil

The Cin Lian Dkk (Pemohon)The Cin Lian et al(Plaintiff)

Badan Pertanahan Nasional RI Cq. Kepala Kantor Pertanahan Kota Tangerang(Termohon Keberatan)National Land Agency of RI Cq. Head of the Land Office of Tangerang City(Plea Objection)

PT AP II (Termohon Keberatan II)PT AP II (Plea Objection II)

PT AP II sedang menangani permasalahan tanah terkait permohonan keberatan atas nilai ganti kerugian pengadaan tanah untuk Pembangunan Runway 3 Bandara Soekrno-Hatta. Register perkara nomor 127/Pdt.P/2017/PN.Tng tanggal 9 Februari 2017. Tidak diketahui nilai gugatan dikarenakan tuntutan gugatan adalah keberatan terhadap penilaian atas tanah yang dilakukan oleh KJPP Doli Siregar.PT AP ll is dealing with land dispute regarding petition for objections to the value of compensation for land acquisition for Development of Runway 3, Soekarno-Hatta Airport. Case registration No. 127/Pdt.P/2017/PN.Tng dated Feb 9th 2017. Lawsuit value unknown because lawsuit claims is regarding objections to the land value assessment undertaken by KJPP Doli Siregar.

Putusan PN Tangerang Nomor 127/Pdt.P/2017/PN.Tng tanggal 29 Maret 2017.PT AP II Menang.Tangerang Civil Court verdict No. 127/Pdt.P/2017/PN.Tng dated March 29th 2017. Win by PT AP II

Amar Putusan pada pokoknya:The Verdict in Essence:• Menolak Permohonan Keberatan dari Para Pemohon Keberatan seluruhnya

Rejects Objections by Applicant Objection in the entirely• Menghukum Para Pemohon Keberatan untuk membayar biaya perkara yang

sampai hari ini ditetapkan sejumlah vRp. 513.000 (lima ratus tiga belas ribu rupiah).Punish Applicants Objection to pay expenses incurred in the case which to this date is set at Rp. 513.000 (five hundred and thirteen thousands rupiah).


7 PerdataCivil

Idup Bin H. Amat, Cs (Pemohon)Idup Bin H. Amat, Cs (Plaintiff)

Badan Pertanahan Nasional RI Cq. Kepala Kantor Pertanahan Kota Tangerang(Termohon Keberatan)National Land Agency of RI Cq. Head of the Land Office of Tangerang City(Plea Objection)

PT AP II (Termohon Keberatan II)PT AP II (Plea Objection II)

PT AP II sedang menangani permasalahan tanah terkait permohonan keberatan atas Penetapan Nilai Ganti Kerugian tanah untuk Pembangunan Runway 3 Bandara Soekrno-Hatta. Register perkara nomor 129/PDT.P/2017/PN.TNG tanggal 10 Februari 2017. Tidak diketahui nilai tuntutan karena tuntutan gugatan adalah negosiasi ulang hasil penilaian KJPP terhadap tanah yang diganti rugi.PT AP ll is dealing with land dispute regarding petition for objections to the value of compensation for land acquisition for Development of Runway 3, Soekarno-Hatta Airport. Case registration No. 129/PDT.P/2017/PN.TNG dated Feb 10th 2017. Lawsuit value unknown because lawsuit claims is regarding renegotiation of the results of KJPP’s assessment on compensated land.

Putusan PN Tangerang Nomor129/Pdt.P/2017/PN.TNG tanggal 27 Maret 2017PT AP II Menang.Tangerang Civil Court verdict No. 129/Pdt.P/2017/PN.TNG dated March 27th 2017.Win by PT AP II

Amar Putusan pada pokoknya:The Verdict in Essence:• Menolak Keberatan dari Para Pemohon Keberatan;

Rejects Objections by Applicant Objection;• Menghukum Para Pemohon Keberatan untuk membayar biaya perkara Rp.

606.000 (enam ratus enam ribu rupiah).Punish Applicants Objection to pay expenses incurred in the case valued at IDR 606.000 (six hundreds and six thousands rupiah).


8 PerdataCivil

Apih, DKK (Para Pemohon Keberatan)

Kepala Kantor Pertanahan Kabupaten Tangerang (Termohon Keberatan I)

PT AP II (Termohon Keberatan II)

PT AP II sedang menangani permasalahan tanah terkait permohonan keberatan atas Bentuk/Nilai Ganti Kerugian untukPembangunan Runway 3 Bandara Soekrno-Hatta. Register Perkara Nomor 561/Pdt.P/2017/PN.Tng 22 September 2017. Nilai gugatan sebesar Rp 9.921.000.000.Putusan PN Tangerang Nomor 561/Pdt.P/2017/PN.Tng tanggal 29 Agustus 2017PT AP II Menang.Amar Putusan pada pokoknya:- Menolak Permohonan Keberatan dari Para Pemohon Keberatan tersebut;- Menghukum Para Pemohon Keberatan membayar biaya perkara yang ditetapkan sebesar Rp. 558.000 (lima ratus lima puluh delapan ribu rupiah).

Proses kasasi atas permohonan kasasi yang diajukan oleh Apih, dkk tanggal 11 September 2017 Nomor 561/Pdt.P/2017/PN.TngSampai dengan 31 Desember 2017, Posisi Perkara masih dalam proses Kasasi di Mahkamah Agung RI






NO.PERKARA




CASE STATUS

9 PerdataCivil

Apih, DKK (Pemohon Kasasi dahulu Termohon)Apih, et al (Cassation Applicant formerly Defendant)

PT AP II (Termohon Kasasi dahulu Pemohon)PT AP II (Cassation Petitioner formerly Plaintiff)

Permohonan Kasasi sebagai dasar keberatan yang diajukan oleh Apih, DKK Terhadap Penetapan Pengadilan Negeri Tangerang Nomor 39/Pdt.P.Cons/2017/PN.Tng Tanggal 15 Juni 2017. Register Perkara Nomor 39/Pdt.P.Cons/2017/PN.Tng diajukan Tanggal 13 Juli 2017. Tidak diketahui nilai gugatannya dikarenakan tuntutan gugatan adalah pembatan penetapan pengadilan.Application of Cassation as base objection submitted by Apih, et al against Tangerang DIstric Court verdict No. 39/Pdt.P.Cons/2017/PN.Tng dated Jun 15th 2017. Case registration No. 39/Pdt.P.Cons/2017/PN.Tng submitted July 13th 2017. Lawsuit value unknown because lawsuit claims is the revocation of court verdict.

Proses Kasasi di Mahkamah Agung.Cassation Proceeded to Supreme Court.

Masih proses Kasasi atas Permohonan Kasasi diajukan Apih, DKK. Sampai dengan 31 Desember 2017, Posisi Perkara masih dalam proses Kasasi di Mahkamah Agung RICassation in progress under Application of Cassation by Apih, et al. As of Dec 31st 2017, the case is still under cassation process at the Supreme Court.

10 PerdataCivil

Herry Bastian (Penggugat)Herry Bastian (Plaintiff)

PT AP II (KC Bandar Udara Internasional Sultan Syarif Kasim II Pekanbaru) (Tergugat)PT AP II (Branch Office International Airport Sultan Syarif Kasim II Pekanbaru) (Defendant)

Gugatan Herry Bastian kepada PT AP II (KC Bandar Udara Internasional Sultan Syarif Kasim II Pekanbaru) dengan objek gugatan berupa tanah seluas 16.380 m2 dengan register perkara nomor 193/PDT.G/2017/PN.PBR tanggal 24 Agustus 2017. Nilai gugatan Rp 27.342.000.000,00.Herry Bastian’s lawsuit against PT AP ll (Branch Office International Airport Sultan Syarif Kasim II Pekanbaru) regarding land area of 16.380 m2 with registration case No. 193/PDT.G/2017/PN.PBR dated Aug 24th 2017. Lawsuit value IDR 27.342.000.000,00.

Sedang proses di Pengadilan Negeri Pekanbaru sampai dengan 31 Desember 2017.As of Dec 31st 2017, the case is still under process at Pekanbaru Distric Court.

11 PerdataCivil

Tan Kip Nio (Pengugat)Tan Kip Nio (Plaintiff)

PT AP II (Tergugat)PT AP II (Defendant)

Gugatan Tan Kip Nio kepada ketua tim pembebasan tanah PT AP II tahun 2006 dengan register perkara nomor 565/PDT.G/2017/PN.TNG tanggal 9 Agustus 2018. Objek sengketa tanah di Kampung Keresek Asin, Tangerang seluas 3.552 m2.Tan Kip Nio’s lawsuit against Head of Land Acquisition of PT AP ll year 2006 with registration case No. 565/PDT.G/2017/PN.TNG dated Aug 9th 2018. Object of dispute is land in Kampung Keresek Asin, Tangerang with area of 3.552 m2.

Sedang proses di Pengadilan Negeri Tangerang sampai dengan 31 Desember 2017As of Dec 31st 2017, the case is still under process at Tangerang Distric Court.

12 Pengadilan Hubungan IndustrialIndustrial Relations Court

Yuli Andriani (Penggugat)Yuli Andriani (Plaintiff)


Gugatan Yuli Andriani kepada PT AP II dengan register perkara nomor 49/PDT.SUS-PHI/2017/PN.PDG tanggal 7 September 2017 terkait tuntutan hak yang belum dibayar saat bekerja di Bandar Udara Internasional Minangkau, Padang. Nilai gugatan Rp 63.171.436 (upah) dan Rp 49.315.974 (pesangon).Yuli Andriani’s lawsuit against PT AP ll with case registration No. 49/PDT.SUS-PHI/2017/PN.PDG dated Sept 7th 2017 regarding demands of rights not yet paid while working at Minangkabau International Airport, Padang. Lawsuit value of IDR 63.171.436 (wages) dan IDR 49.315.974 (severance pay).

Sedang proses di Pengadilan Hubungan Industrial Padang sampai dengan 31 Desember 2017As of Dec 31st 2017, the case is still under process at Padang Industrial Relation Court.






PERKARA YANG DIHADAPI ENTITAS ANAKHingga 31 Desember 2017, tidak terdapat perkara hukum yang melibatkan Entitas Anak.

PERKARA YANG DIHADAPI DEWAN KOMISARIS DAN DIREKSIHingga 31 Desember 2017, tidak terdapat perkara hukum yang melibatkan Dewan Komisaris dan Direksi yang sedang menjabat.

SANKSI ADMINISTRASI DARI REGULATORHingga 31 Desember 2017, tidak terdapat sanksi administrasi yang diberikan kepada Perseroan oleh Regulator.

CASES FACED BY SUBSIDIARIESAs of Dec 31st, no lawsuit involving Subsidiaries.

CASES FACED BY BOARD OF COMMISSIONERS AND DIRECTORSAs of Dec 31st, no lawsuit involving Board of Commissioners and Director in office.

ADMINISTRATIVE SANCTIONS FROM REGULATORSAs of Dec 31st, no administrative sanctions given to Company by Regulatory Board.

NO.PERKARA




CASE STATUS

13 PerdataCivil

Sri Darwati (Penggugat)Sri Darwati (Plaintiff)


Gugatan Sri Darwati kepada PT AP II terkait gugatan perdata klaim kepemilikan tanah yang terletak di Desa Arang Limbung Kecematan Sungai Raya, Kabupaten Pontianak seluas ± 32.580 m2dengan nomor perkara34/Pdt.G/2016/PN.MPW. Sri Darwati’s civil action against PT AP ll regarding land ownership claims located at Desa Arang Limbung Kecematan Sungai Raya, Kabupaten Pontianak with area of ± 32.580 m2 case registration No. 34/Pdt.G/2016/PN.MPW.

Putusan Pengadilan Negeri Mempawah No.34/Pdt.G/2016/PN.MPW Tanggal 10 April 2017 PT AP II MenangDecision of Mempawah Distric Court No.34/Pdt.G/2016/PN.MPW dated April 10th 2017 Win by PT AP II

Amar Putusan pada pokoknya:The Verdict in Essence:• Menolak Gugatan Penggugat untuk seluruhnya

Rejected the Plaintiff’s claims entirely• Menghukum Penggugat membayar biaya perkara sejumlah Rp5.710.000,-

Punished the Plaintiff to pay expenses incurred in the case amounting to IDR 5.710.000,-

Putusan Pengadilan Tinggi Kalimantan Barat Nomor 70/PDT/2017/PT Kal Bar tanggal 3 Oktober 2017.Pada pokoknya menguatkan Putusan Pengadilan Negeri Mempawah.







Dalam menjalankan aktivitas bisnisnya, setiap perusahaan dihadapkan dengan berbagai macam ketidakpastian yang dapat menjadi hambatan dalam pencapaian target kinerja perusahaan. Ketidakpastian yang timbul dari setiap peluang bisnis maupun keputusan strategis yang diambil perusahaan dapat menciptakan ancaman bagi kelangsungan bisnis perusahaan. Setiap perusahaan harus dapat mengidentifikasi dan mengelola ketidakpastian yang timbul agar tidak menjadi hambatan dalam perkembangan bisnis yang dijalankan.

Saat ini, penerapan Manajemen Risiko sudah menjadi bagian yang penting dalam menjalankan aktivitas bisnis perusahaan. Perusahaan sebagai badan usaha yang menjalankan aktivitas bisnis berada pada lingkungan yang penuh dengan ketidakpastian baik dari internal maupun eksternal perusahaan. Ketidakpastian yang dihadapi dapat memberikan dampak negatif maupun positif yang akan mempengaruhi pencapaian target kinerja perusahaan, sehingga diperlukan penerapan Manajemen Risiko untuk mengelola ketidakpastian yang dihadapi agar tidak menghambat dalam perkembangan bisnis yang dijalankan.

Adapun program kerja yang telah dilaksanakan selama periode Januari s.d September 2017 antara lain sebagai berikut:

• Penyusunan Profil Risiko Korporasi PT Angkasa Pura II tahun 2016 yang diselenggarakan pada pada tanggal 25 s.d 27 Januari 2017. Penyusunan profil risiko secara korporasi Perusahaan terdiri dari identifikasi risiko yang dapat mempengaruhi pencapaian sasaran organisasi, analisis kemungkinan dan dampak dari risiko yang telah diidentifikasi serta pemetaan risiko yang dihadapi. Profil risiko Perusahaan diharapkan mampu memberikan informasi mengenai risiko yang dihadapi, sehingga perusahaan dapat dengan segera menentukan langkah-langkah strategis untuk menghadapi ketidakpastian di masa yang akan datang.

• Melaksanakan Risk Assessment tahun 2017 di 13 Kantor Cabang PT Angkasa Pura II (Persero) dan dihasilkan jumlah risiko yang teridentifikasi sebagai berikut :

In running business activities, each Company is faced by any kinds of uncertainties that may cause an hindrance in achieving the performance company targets. These uncertainties emerged from every business opportunity and strategic decision undertaken can create a threat for the sustainability of corporate business. Every corporate has to be able to identify and maintain the emerging uncertainties, thereby, it can cause no hindrances in running the business development.

Currently, the implemenation of risk management has been a crucial part in performing the corporate business activities. The Company as a business entity running business activities is on the full environment with uncertainties both from internal and external of the Company. The emerging uncertainties can cause both negative impacts and positive impacts that can affect in achieving the performance company targets, therefore, the implementation of Risk Management is needed to manage the emerging uncertainties in order not to deter the business development that currently been running.

In addition, following is the framework that has been implemented within January to September 2017 period:

• Preparation of Corporate Risk Profile of PT Angkasa Pura II of 2016 was conducted on January 25 to 27, 2017. The preparation of risk profile of the Company in corporation consists of the risk identification which can affect the targets achievements of the organization, the analysis of probability and the impact of the identified risk and the risk mapping. The risk profile of the Company is expected to be able to provide information related to risks faced by the company, so that the company can immediately determine strategic actions to handle the uncertainties in future.

• Implementation of Risk Assessment 2017 at 13 branch offices of PT Angkasa Pura II (Persero) and total identified risks produced is as follows:

MANAJEMEN RISIKORISK MANAGEMENT






NO.BANDAR UDARA

AIRPORTKATEGORI RISIKO

RISK CATEGORY

RISIKO TERIDENTIFIKASIIDENTIFIED RISK

JUMLAH RISIKO TERIDENTIFIKASI

TOTAL IDENTIFIED RISKOPSTEK ADKOM

1 Halim Perdanakusuma, Jakarta Strategic Risk 1 - 1

Operational Risk 4 2 6

Safety & Security Risk 2 - 2

Financial Risk - 4 4

Compliance Risk - 2 2

JUMLAH TOTAL

7 8 15

2 Husein Sastranegara, Bandung Strategic Risk - - -




Compliance Risk - - -

JUMLAH TOTAL

10 7 17

3 Sultan Mahmud Badaruddin II, Palembang Strategic Risk 1 1 2





JUMLAH TOTAL

9 7 16

4 Sultan Iskandar Muda, Banda Aceh Strategic Risk - 1 1



Financial Risk 1 1 2

Compliance Risk 1 - 1

JUMLAH TOTAL

9 5 14

5 Kualanamu, Deli Serdang Strategic Risk 2 2 4





JUMLAH TOTAL

10 3 13






NO.BANDAR UDARA


RISK CATEGORY




6 Sultan Thaha, Jambi Strategic Risk - - -




JUMLAH TOTAL

6 5 11


7 Supadio, Pontianak Strategic Risk 1 1 2





JUMLAH TOTAL

7 6 13

8 Raja Haji Fisabilillah, Tanjung Pinang Strategic Risk - - -





JUMLAH TOTAL

8 5 13

9 Depati Amir, Pangkal Pinang Strategic Risk 1 - 1





JUMLAH TOTAL

7 6 13

10 Minangkabau, Padang Strategic Risk 1 - 1




Compliance Risk 1 1 2

JUMLAH TOTAL

10 8 18








• Melakukan kegiatan Pengelolaan Asuransi Perusahaan meliputi Asuransi PJP2U dan Asuransi Liability antara lain:

1. Asuransi Pelayanan Jasa Penumpang Pesawat Udara (PJP2U) antara lain :

• Implementation on Insurance Management PJP2U and Liability Insurance activities such as:

1. Insurance of Air Passenger Service Charge (PJP2U) is as follows:

NO.NAMANAME

TANGGALDATE

LOKASILOCATION

NOMINALNOMINAL

KRITERIACRITERIA

1 Iro Rejo Sangadi 23/2/2017 PKU Rp 5.000.000 Normal Death

2 Robeda Abu Samah 16/3/2017 PKU Rp 5.000.000 Normal Death

3 Jamaliah Kardi Abdullah 3/4/2017 KNO Rp 5.000.000 Normal Death

4 Putri Nurul Balqis 27/5/2017 PKU Rp 5.000.000 Normal Death

5 Mesia Pardosi 3/8/2017 BSH Rp 5.000.000 Normal Death

NO.BANDAR UDARA


RISK CATEGORY




11 Silangit, Siborong - borong Strategic Risk 1 1 2




Compliance Risk 1 - 1

JUMLAH TOTAL

8 3 11

12 Sultan Syarif Kasim II, Pekanbaru Strategic Risk 2 1 3

Operational Risk 4 - 4




JUMLAH TOTAL

8 5 13

13 Soekarno Hatta, Tangerang Strategic Risk 2 1 3





JUMLAH TOTAL

29 17 46





NO.ZONAZONE

PESERTAATTENDANT

TANGGAL PELAKSANAANDATE OF IMPLEMENTATION

1 Zona IZone I(Tangerang)

Perwakilan dari :Representative from:Kantor Pusat, BSH dan HLPHead Office, BSH and HLP

30 Maret 2017March 30, 2017

2 Zona IIZone II(Medan)

Perwakilan dari :Representative from:KNO, DTB, BTJ, PDG, PKU, PLMKNO, DTB, BTJ, PDG, PKU, PLM

10 Mei 2017May 10, 2017

3 Zona IIIZone III(Bandung)

Perwakilan dari :Representative from:BDO, PNK, DJB, PGK dan TNJBDO, PNK, DJB, PGK and TNJ

14 Juli 2017July 14, 2017

Sebagai tindak lanjut klaim PT Garuda Indonesia atas insiden kebakaran di Terminal 2F Bandara Soekarno-Hatta Tangerang pada tanggal 05 Juli 2015, Unit Corporate Risk Management selaku unit pengelola asuransi telah melakukan penyelesaian klaim dimaksudpada tanggal 30 Oktober 2017.

• Dalam rangka knowledge sharingterkait pengelolaan asuransi airport liability di lingkungan PT Angkasa Pura II (Persero), unit Corporate Risk Management selaku unit pengelola asuransi bekerjasama dengan PT Asuransi Jasa Indonesia (Jasindo) melaksanakan sosialisasi dan workshop Asuransi Airport Liability dengan peserta perwakilan dari Kantor Cabang dan Kantor Pusat PT Angkasa Pura II (Persero) sebagai berikut:

As the claim follow-up on PT Garuda Indonesia on its fire incident at Terminal 2F Soekarno-Hatta International Airport Tangerang on July 5, 2015, The Corporate Risk Management Unit as an insurance manager unit has completed that claim on October 30, 2017.

• In the knowledge sharing related to the Airport Liability Insurance at PT Angkasa Pura II (Persero) environment, the Corporate Risk Management unit as an insurance manager unit in partner with the PT Asuransi Jasa Indonesia (Jasindo) has conducted the socialization and workshop of Airport Liability Insurance with the representatives from branch offices and head office of PT Angkasa Pura II (Persero) such as:

2. Asuransi Tanggung Jawab Hukum Bandar Udara (Airport Liability Insurance) antara lain:

2. Airport Liability Insurance is as follows:

NO.OBJEK KLAIMCLAIM OBJECT

TANGGALDATE

LOKASILOCATION

NOMINALNOMINAL

KRITERIACLAIM CRITERIA

1 PT ALS 06/01/2017 KNO Rp 5.565.000 Property Damage

2 Yustina Tukijah 08/03/2017 DJB Rp 761.000 Bodily Injury

3 Rian Hidayat 18/05/2017 HLP Rp 225.200 Bodily Injury

4 Shanti Christina Munthe 25/06/2017 HLP Rp 414.200 Bodily Injury

5 Delay Penerbangan 28/07/2017 HLP Rp 62.194.007 Delay Compensation

6 Sung Nyat Ngo 02/09/2017 PNK Rp 15.511.824 Bodily Injury

7 Wiwi Kania Dewi 10/09/2017 BSH Rp 300.000.000 Bodily Injury

8 Sri Menda Ginting 10/10/2017 KNO Rp 420.000 Bodily Injury

9 Mobil Mitshubishi 04/11/2017 PLM Rp. 17.590.050 Property Damage

10 PT Shelota Wisata 07/11/2017 BSH Rp 8.000.000 Property Damage







• Membuat analisarisiko sesuai dengan kebutuhan perusahaan, antara lain sebagai berikut:1. Analisa risiko kegiatan inventarisasi dan identifikasi

lahan PT Angkasa Pura II (Persero);2. Analisa risiko kejadian Accident mobil inspeksi AMC

dan mobil crew (Gapura) di service road remote stand R65 Bandar Udara Internasional Soekarno Hatta;

3. Analisa sewa peralatan GSE PT Gapura Angkasa;

4. Membuat kajian persiapan pengoperasian Terminal 3 Internasional;

5. Analisa review rencana pemberian insentif periode angkutan lebaran tahun 2017/1438H;

6. Analisa risiko Kesiapan Peak Season tahun 2017;7. Analisa risiko perubahan struktur organisasi Kantor

Pusat PT Angkasa Pura II (Persero);8. Analisa risiko rencana pemberian apresiasi kepada

airlines dalam rangka HUT Republik Indonesia dan HUT PT Angkasa Pura II (Persero);

9. Analisa risiko pemberian No Remain Over Night (RON) Incentive kepada Airlines di Bandara Soekarno-Hatta;

10. Analisa risiko pemberian insentif dalam paket wisata Charter Flight DTB-SIN Di Bandar Udara Internasional Silangit;

• Melakukan proses perpanjangan waktu kerjasama (addendum) pengelolaan Asuransi PJP2U untuk periode 01 September – 15 Desember 2017;

• Melakukan Benchmarking Implementasi Risk Management ke PT Jasa Raharja (Persero) pada tanggal 11 Juli 2017;

• Melakukan Sharing Season dengan perusahaan re-broker asuransi Internasional (Jardine Lloyd Thompson), Loss Adjuster (Holman Fenwick Willan) dan solicitor (Charles Taylor Aviation) di Bandung pada tanggal 13 Juli 2017;

• Melakukan Sharing Season dengan beberapa konsultan untuk persiapan pelaksanaan penilaian Risk Maturity Level (RML) antara lain:• PT Basco Global Management • PT Sucofindo Prima Internasional Konsultan • PT Wisma Inti Manajemen

• Melakukan review dan updating Condition of Use (CoU) includes Airport Charges bandara PT Angkasa Pura II (Persero);

• Conduct risk analysis in accordance with needs of the Company, is as follows:1. Analysis of Inventories and land identification Risk

activities of PT Angkasa Pura II (Persero);2. Analysis of AMC Inspection car Accident and crew

car (Gapura) at service road remote stand R65 Soekarno-Hatta International Airports;

3. Analysis of GSE equipment rental of PT Gapura Angkasa;

4. Making a review of preparations for the operation of Terminal 3 International;

5. Analysis of Review on an incentive awarding plan in period of Ramadan Transportation in 2017 1438H;

6. Analysis of Peak Season Preparation Risk for 2017;7. Analysis of Changes on organization structure risk

at head office PT Angkasa Pura II (Persero);8. Analysis of Review on an appreciation awarding

plan to airlines in the Indonesian Independence Day and the Anniversary of PT Angkasa Pura II (Persero);

9. Analysis on No Remain Over Night (RON) Incentives risk to airlines at Soekarno-Hatta International Airport;

10. Analysis of Review on awarding incentives in a package of Charter Flight DTB-SIN at Silangit International Airport;

• Conduct an addendum process of Insurance Management PJP2U for period September 1-15, 2017;

• Conduct a Risk Management Implementation Benchmarketing to PT Jasa Raharja (Persero) on July 11, 2017;

• Conduct sharing session with International insurance rebrokerage (Jardine Lloyd Thompson), Loss Adjuster (Holman Fenwick Willan) and solicitor (Charles Taylor Aviation) in Bandung on July 13, 2017;

• Conduct sharing session with some consultant on the preparation of Risk Maturity Level (RML) Implementation, such as:• PT Basco Global Management • PT Sucofindo Prima Internasional Konsultan • PT Wisma Inti Manajemen

• Review dan update the Condition of Use (CoU) including Airport Charges of PT Angkasa Pura II (Persero);







• Turut serta dalam pembahasan restrukturisasi organisasi PT Angkasa Pura II (Persero)

• Menyusun job profile (Analisa jabatan dan uraian jabatan) untuk unit Corporate Risk Management

2. ComplianceKepatuhan terhadap implementasi Prinsip-Prinsip Tata Kelola Perusahaan yang Baik atau Good Corporate Governance (GCG) merupakan salah satu kunci keberhasilan suatu Perusahaan. PT Angkasa Pura II (Persero) sebagai salah satu BUMN harus mampu mengelola Perusahaan dengan melaksanakan dan mematuhi prinsip-prinsip GCG. Sebagai salah satu bentuk penerapan GCG, antara lain Kepatuhan terhadap pengisian Laporan Harta Kekayaan Penyelenggara Negara (LHKPN)bagi Pejabat Manajerial sampai dengan dua tingkat dibawah Direksi, pengelolaan dan pengendalian gratifikasi, ketersediaan Standar Operasional Prosedure (SOP) dan Kode Etik Perusahaan sesuai dengan tata kelola perusahaan yang baik.Adapun program kerja yang telah dilaksanakan selama periode Januari s/d September 2017 antara lain sebagai berikut:

• Melakukan Persiapan akhir SelfAssessment Penerapan GCG Tahun 2016 dengan Tim Kelompok Kerja (POKJA) internal dari PT Angkasa Pura II (Persero). Skor akhir SelfAssessment Penerapan GCG PT Angkasa Pura II (Persero) Tahun 2016 adalah 87.1251 kategori Sangat Baik dengan rincian sebagai berikut:

• Follow a discussion on restructural organization of PT Angkasa Pura II (Persero);

• Prepare the job profile (Job analysis and its job description) for Corporate Risk Management unit.

2. ComplianceCompliance on the implementation of the Good Corporate Governance (GCG) is one of the keys to success of the Company. Angkasa Pura II (Persero) as one of SOEs must be able to manage the Company by performing and adhering to GCG principles. As one of GCG implementation forms, among others, the compliance on State of the Assets Report (LHKPN) filling for Managerial Officials until two levels under the Board of Directors, gratuities management and control, availability of the Standard Operating Procedures (SOP), code of conduct of the Company based on a good corporate governance. In addition, following is the framework that has been implemented within January to September 2017 period:

• Conducted a final preparation of GCG implementation 2016 self assessment with the internal program team of PT Angkasa Pura II (Persero) 2016. The final score of GCG implementation 2016 self assessment PT Angkasa Pura II (Persero) was 87.1251, in the category of Very Good with following detail:


ASPEK PENGUJIAN / INDIKATOR/PARAMETERASSESSEMENT / INDICATOR/PARAMETER

BOBOTWEIGHT

CAPAIAN TAHUN 2015ACHIEVEMENT 2015 PENJELASAN

EXPLANATIONSKORSCORE

% CAPAIAN

I

Komitmen Terhadap Penerapan Tata Kelola Peru-sahaan yang Baik Secara BerkelanjutanCommitment on a sustainable Good Corporate Governance

7.000 6.7146 95.9232Sangat BaikVery Good

IIPemegang Saham dan RUPS/Pemilik ModalShareholders and RUPS/Beneficiary


IIIDewan Komisaris/Dewan PengawasBoard of Commissioners/Board of Audit


IVDireksiBoard of Directors


VPengungkapan Informasi dan TransparansiInformation Openness and Transparency


VIAspek LainnyaOther Aspects

5.000 0.8000 16.0000

SKOR KESELURUHANOVERALL SCORE

87.1251Sangat BaikVery Good






• Melakukan pemantauan terhadap tindak lanjut/realisasi mitigasi laporan hasil risk assessment tahun 2017 yang akan dipergunakan sebagai bahan profil risiko Korporasi Perusahaan 2017;

• Melakukan monitoring dan evaluasi Pengendalian Gratifikasi di lingkungan Perusahaan. Selama periode Januari s.d September 2017 secara total telah diterima sebanyak 19 laporan penerimaan gratifikasi dengan estimasi nilai sebesar Rp. 30.864.250,-;

• Menyusun pedoman Laporan Harta Kekayaan Pejabat Negara (LHKPN) PT Angkasa Pura II (Persero);

• Melakukan Bimbingan Teknis/Asistensi Pengisian dan Penyampaian Laporan Harta Kekayaan Penyelenggara Negara (LHKPN) bagi Pejabat sampai dengan dua tingkat dibawah Direksi;

• Melakukan kajian Nota Regularisasi dan Rupa-Rupa Pengesampingan terkait Pekerjaan Penyempurnaan Taman Curbside Area Jalan Masuk dan Area Parking Terminal Baru Bandara Sultan Thaha Jambi dan Pengesampingan Pekerjaan Penambahan Daya Listrik dan Pembangunan Gardu PLN;

• Melakukan review Pedoman Tata Kelola Perusahaan (Code of Corporate Governance), menyesuaikan dengan Keputusan Sekretaris Kementrian BUMN No.SK-16/S.MBU/2012 tentang Indikator/Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan yang baik di BUMN;

• Melakukan review Pedoman Prilaku (Code of Conduct), Pedoman Board Manual dan Pedoman gratifikasi di lingkungan Perusahaan AP II;

• Melakukan inventarisasi pendataan Peraturan/ketentuan dan SOP Perusahaan yang terdapat dimasing-masing unit kerja/Kantor Cabang yang nantinya akan menjadi database Perusahaan dan pembuatan ToR (terms of reference) Aplikasi pembuatan database SOP Perusahaan;

• Melakukan sosialisasi surat edaran Direktur nomor Nomor : PEN.16.01/00.04/06/2017/0002 tentang Larangan Menerima Gratifikasi Menjelang Hari Raya Idul Fitri 1438H di kantor pusat dan kantor cabang, dengan menyusun materi sosialisasi berupa digital banner dan membagikannya ke kantor cabang untuk dipasang pada media media digital;

• Pembuatan aplikasi database SOP perusahaan. Pada TW II 2017 pembuatan aplikasi masih pada dalam tahap inisiasi awal dan telah dilakukan rapat pembahasan awal rancangan system aplikasi database SOP Perusahaan, Bersama sama dengan unit HIT;

• Melakukan review pedoman pengendalian gratifikasi di lingkungan PT Angkasa Pura II (Persero);

• Conducted a monitoring on follow-up/risk mitigation realization on final report assessment in 2017 that will be used as a corporate risk profile 2017.

• Conducted a monitoring and evaluation of Gratuitites Control at the environment of the Company. Within the period January to September 2017, in overall, the gratuities reports received as 19 with the estimated value IDR 30.864.250.

• Prepared the State of the Assets Report (LHKPN) PT Angkasa Pura II (Persero).

• Conducted technical guidance/Assistance in filing and delivering the State of the Assets Report (LHKPN) for the Officials to the level II under the Board of Directors.

• Conducted a study of Regularization Notes and Miscellaneous notes related to the Completion of Curbside Area entry and parking area at the new Sultan Thaha Airport Jambi and Side jon of an additional power electricity and construction of the PLN Substation.

• Conducted a review on the Code of Corporate Governance, in accordance with the Decree of SOE Secretarial Ministry No.SK-16/S.MBU/2012 on Assessment and Evaluation of Indicator/Parameter and Implementation of the good corporate governance at the SOE.

• Conducted a review of Code of Conduct, Board Manual Guideline and Gratification Guideline at the environment of the PT Angkasa Pura II (Persero).

• Conducted data inventories of regulation/provision and the Company’s SOP recorderd in each work unit/branch office which will soon to be its database and Terms Of Reference (ToR) preparation of the application on SOP database of the Company.

• Conducted socialization of circular letter of Board of Directors Number: PEN.16.01/00.04/06/2017/0002 on the prohibition of Receiving Gratification in prior to the Eid al-Fitr-1438 H at the head office and branch offices, by preparing the socialization materials such as digital banner and disseminating to the branch offices to be put at digital media.

• The preparation of database SOP application of the Company. In the QII 2017, the application preparation was still in the initial process and has been conducted an initial discussion on application database SOP system planning, along with the HIT unit.

• Reviewed the Gratification Control Manual at the environment PT Angkasa Pura II (Persero)







• Mengikuti Ajang Pemeringkatan Penerapan GCG Corporate Governance Perception Index (CGPI) tahun 2016, yang diselenggarakan oleh Indonesia Institute for Corporate Governance (IICG) yang pada tanggal 19 Juli 2017 dimulai dengan briefing kepada para peserta yang diselenggarakan oleh IICG;

• Menyerahkan barang dan uang gratifikasi yang diterima oleh insan PT Angkasa Pura II (Persero) kepada KPK pada tanggal 1 Agustus 2017 berupa 5 (lima) buah voucher senilai Rp. 600.000,- (enam ratus ribu rupiah) dan uang tunai senilai Rp. 17.000.000,- (tujuh belas juta rupiah);

• • Bersama dengan unit DCL dan HHC untuk menyusun

surat edaran kerahasiaan data penghasilan nomor Edr.03.08/00.02/08/2017/0018;

• Berpartisipasi dalam “Seminar POJK 21/POJK.04/2015 Tentang Penerapan Pedoman Tata Kelola Perusahaan Terbuka melalui pendekatan Terapkan atau Jelaskan (Comply or Explain)” tanggal 16 Agustus 2017;

• Menyelenggarakan seminar anti korupsi bagi istri pegawai PT Angkasa Pura II (Persero) pada tanggal 22 Agustus 2017, bekerjasama dengan Periswara II sebagai penyelenggara acara dan Komisi Pemberantasa Korupsi sebagai pembicara dan pemberi materi. Kegiatan ini dihadiri oleh istri pejabat Angkasa Pura II dari setingkat Manager hingga Direksi;

• Menyebarkan kuesioner penilaian GCG Angkasa Pura II (Persero) oleh para stakeholder sebagai bagian dari kegiatan penilaian dalam Ajang Pemeringkatan Penerapan GCG Corporate Governance Perception Index (CGPI) tahun 2016. Pada bulan Agustus 2017 telah berhasil mendapatkan 70 responden dari 87 responden yang dipersyaratkan dalam CGPI, atau telah terpenuhi sekitar 80%. Sampai dengan bulan September 2017 telah berhasil mendapatkan 87 responden sesuai dengan yang dipersyaratkan dalam CGPI, atau telah terpenuhi 100%. Dan seluruh kuesioner telah diserahkan kepada tim penilai CGPI pada bulan September 2017;

• Mengumpulkan dokumen data dukung penerapan GCG, sebagai bagian dari kegiatan penilaian dalam ajang Pemeringkatan Penerapan GCG Corporate Governance Perception Index (CGPI) tahun 2016. Sampai dengan bulan Agustus 2017 telah berhasil mengumpulkan 98% dokumen yang dipersyaratkan dalam penilaian CGPI. Dan telah dilakukan verifikasi dokumen oleh tim penilai dari CGPI pada tanggal 13 September 2017.

• Participated in the Corporate Governance Perception Index (CGPI) Event in 2016, which was conducted by Indonesia Institute for Corporate Governance (IICG) on July 19, 2017 with briefing to the participants held by the IICG.

• Submitted the accepted goods and money of gratification of PT Angkasa Pura II (Persero) to Corruption Eradication Commission (KPK) on August 1, 2017 such as 5 (five) vouchers amounted to IDR 600.000 (six hundred thousand) and cash amounted to 17.000.000 (seventeen million)

• In tandem with DCL unit and HHC to prepare the circular letter of income data confidentiality Number Edr.03.08/00.02/08/2017/0018.

• Participated in POJK 21/POJK.04/2015 Seminar on the Implementation of the Limited Corporate Governance Guideline through an approach of comply or explain on August 16, 2017.

• Conducted anti corruption seminar for the wife of officials of PT Angkasa Pura II (Persero) on August 22, 2017, in tandem with the Periswara II as the event exhibitor and Corruption Eradication Commission (KPK) as the speaker and presenter. This event was attended by the wife of officials of PT Angkasa Pura II (Persero), from the Managerial Level to Board of Directors Level.

• Disseminated the GCG assessment questionnaire of PT Angkasa Pura II (Persero) by the stakeholders as a part of evaluation activities in Corporate Governance Perception Index (CGPI) event in 2016. As per August, 70 respondents from the required 87 respondents in the CGPI have obtained, or fulfilled estimated by 80%. As per September, 87 respondents have obtained in accordance with the requirements in CGPI, or been fulfilled by 100%. The whole questionnaire has been given to the CGPI evaluator team on September 2017.

• Collected supporting data of GCG implementation documents, as a part of assessment in Corporate Governance Perception Index (CGPI) event in 2016. As per August, 90% required documents in the CGPI evaluation have been collected. And those documents have been verified by CGPI evaluator team on Septemer 13, 2017.






• Assessment GCG tahun 2017. Pada bulan Agustus telah dilakukan tahap awal kegiatan assessment GCG oleh assessor independent dengan menunjuk dan mengajukan permohonan kesediaan untuk menjadi assessor GCG kepada pihak BPKP perwakilan Banten. Pada bulan September telah dilakukan tahap awal kegiatan assessment GCG oleh assessor independent dengan memenuhi undangan BPKP untuk rapat pembahasan TOR dan RAB kegiatan Assessment GCG PT Angkasa Pura 2 tahun 2017 pada tanggal 22 September 2017;

• Diklat in house training ISO 9001:2015. Pada bulan September 2017 dilaksanakan diklat yang diikuti oleh 45 orang peserta perwakilan dari unit-unit kerja di Kantor Pusat. Batch I dilaksanakan pada tanggal 25 s.d. 27 September 2017 dengan diikuti perwakilan dari unit-unit kerja di Kantor Pusat;

• Bersama dengan DCL dan HHC menyusun surat edaran Etika Kerja Dan Tata Perilaku Dalam Proses Rekrutmen Eksternal Dan Pengembangan Karir Karyawan Di Lingkungan PT Angkasa Pura II (Persero);

• Berpartisipasi dalam kegiatan “Workshop Kolaborasi Tunas Integritas Nasional II Tahun 2017” pada tanggal 12 s.d 14 September 2017 di Provinsi Jayapura yang diselenggarakan oleh Komisi Pemberantasan Korupsi bekerja sama dengan Pemerintah Posisi Papua;

• Berpartisipasi dalam kegiatan “Diskusi Panel Program Integritas BUMN” pada tanggal 26 September 2017 di Bandung yang diselenggarakan oleh Komisi Pemberantasan Korupsi bekerjasama dengan PT Telkom;

• Berpartisipasi dalam “Sosialisasi Peraturan Menteri BUMN Nomor PER-01/MBU/06/2017 dan e-LHKPN” tanggal 28 September 2017 Sari Pan Pacific Hotel Jakarta.

Berdasarkan Peraturan Direksi Nomor: PD.01.01/09/2017/0054 tentang Organisasi dan Tata Kerja Kantor Pusat dan Kantor Divisi PT Angkasa Pura II (Persero) tanggal 29 September 2017, berlaku sejak tanggal 02 Oktober 2017 Unit Risk Management & Compliance berubah menjadi unit Corporate Risk Management yang terdiri dari Strategic Risk Management, Operational Risk Management dan Quality Management System. Adapun program kerja yang telah dilaksanakan per tanggal berlakunya peraturan direksi dimaksud, antara lain sebagai berikut :

• Assessment GCG in 2017. As per August, the initial step of GCG assessment activities was performed by independent assessor by appointing and submitting proposal of a willingness to be the GCG assessor to the Representatives from BPKP party in Banten. In September, the initial step of GCG assessment activities performed by independent assessor has been done by fulfilling invitation from BPKP for such meetings: discussion on TOR and RAB GCG assessment activities of PT Angkasa Pura II (Persero) in 2017 on September 22.

• In-house training ISO 9001: 2015. In September 2017 the training was participated by 45 representatives from work units at Head Office. Batch I was implemented on September 25 to 27 , 2017, followed by representatives from work units at Head Office;

• Together with DCL and HHC preparing a Circular Work Ethics and Code of Conduct in External Recruitment and Employee Career Development Process in PT Angkasa Pura II (Persero) Environment;

• Participated in the “Workshop on Collaboration of National Integration Tunas II Year 2017” on September 12 to 14, 2017 in Jayapura Province organized by the Corruption Eradication Commission in cooperation with the Government of Papua Position;

• Participated in the “Panel Discussion of BUMN Integrity Program” on September 26, 2017 in Bandung which organized by the Corruption Eradication Commission in cooperation with PT Telkom

• Participate in “Socialization of Minister of State-Owned Enterprises Regulation No. PER-01 / MBU / 06/2017 and e-LHKPN” dated September 28, 2017 in Sari Pan Pacific Hotel Jakarta.

Based on the provision of the Board of Directors Number: PD.01.01/09/2017/0054 on Organization and Code of Conduct at head office and division office of PT Angkasa Pura II (Persero) on September 29, 2017, the Risk Management & Compliance unit was changed into Corporate Risk Management unit eversince October 2, 2017 that consisted of Strategic Risk Management, Operational Risk Management dan Quality Management System. In addition, following is the framework that has been implemented since that provision of the Board of Directors been applied:






1. Strategic Risk Management • Melakukan pengelolaan asuransi pelayanan jasa

penumpang pesawat udara (PJP2U) dan asuransi airport liability;

• Melakukan pekerjaan jasa pialang (broker) asuransi airport liability;

• Melakukan pekerjaan jasa pengukuran Risk Maturity Level (RML) untuk mengetahui tingkat maturitas perusahaan dalam pengelolaan risiko;

• Melakukan sosialisasi pengisian kuesioner RML serta melakukan wawancara terhadap beberapa risk owner sebagai data dukung untuk pengukuran Risk Maturity Level (RML);

• Melakukan penutupan asuransi airport liability periode Desember 2017- Juni 2019;

• Turut serta dalam pembahasan restrukturisasi organisasi Kantor Cabang PT Angkasa Pura II (Persero);

• Membuat analisa risiko sesuai dengan kebutuhan perusahaan antara lain sebagai berikut :1) Membuat analisa risiko reorganisasi Kantor Cabang

PT Angkasa Pura II (Persero); 2) Membuat Analisa Risiko Impelementasi Big Data

Analytic di lingkungan PT Angkasa Pura II (Persero). • Melakukan knowledge sharing risk management dengan

PT Pertamina Gas;• Melakukan in house training Enterprise Risk Management

pada tanggal 22 Desember 2017 dengan peserta yang merupakan Risk Officer dari setiap Kantor Cabang.

1. Strategic Risk Management • Conducted an Insurance of Air Passenger Service Charge

(PJP2U) management and Airport Liability Insurance;

• Conducted broker services of Airport Liability Insurance;

• Conducted services of Risk Maturity Level (RML) measurement in order to know on how mature the Company was to manage its risks in types of level;

• Socialized the RML questionnaire fulfillment as well as conducted interviews on some risk owners as a supporting data to the Risk Maturity Level (RML) measurement;

• Conducted the closing of Airport Liability Insurance period December 2017-June 2019;

• Participated in a discussion of restructural organization at the branch office PT Angkasa Pura II (Persero);

• Prepared risk analysis in accordance with the needs of the Company, such as:1) Prepared analysis of re-organizational risks at branch

office PT Angkasa Pura II (Persero); 2) Prepared analysis of Big Data Analytic implementation

risks at the environment PT Angkasa Pura II (Persero); • Conducted knowledge sharing risk management with PT

Pertamina Gas.• Conducted in house training Enterprise Risk Management

on December 22, 2017 with participants who are as Risk Officer from each branch office.








2. Operasional Risk Management • Melakukan review hasil realisasi risiko mitigasi Kantor

Cabang PT Angkasa Pura II (Persero) dengan hasil sebagai berikut:

Jumlah Risk Event Jumlah Realisasi Mitigasi Persentase Mitigasi Target Realisasi Mitigasi

2. Operational Risk Management • Reviewed on risk mitigation realization result of branch

office, with following:

Sebagai informasi, realisasi mitigasi Kantor Cabang Bandara Soekarno-Hatta masih on process karena beberapa target realisasi mitigasi baru bisa dilaksanakan ditahun 2018.• Bekerjasama dengan Unit IT mengembangkan Aplikasi

Risk Management yang diberi nama iRims (Integrated Risk Management System) serta melakukan sosialisasi dan melakukan training aplikasi tersebut kepada setiap personil di Unit Corporate Risk Management;

• Membuat analisa risiko sesuai dengan kebutuhan perusahaan antara lain:1) Analisa Risiko tentang Kerjasama Jasa Konsultan

Tenant Mixing Terminal 3 Bandara Soekarno-Hatta dengan PT Mitra Incheon Indonesia;

2) Analisa risiko tentang rencana kerjasama pengelolaan On-Demand platform penyedia jasa layanan logistic & electronic payment pada aplikasi Indonesia Airports;

3) Analisa Peluang dan Risiko Rencana Implementasi E-Payment di Lingkungan PT Angkasa Pura II (Persero) (29 Desember 2017).

• Melakukan koordinasi dengan unit ST terkait Agreement of Airport Services antara PT Angkasa Pura II (Persero) dan Airlines.

As an additional information, mitigation realization of branch office Soekarno-Hatta International Airport is still on process due to some mitigation realization targets can be implemented in 2018.• Developed a risk management application with IT unit

as well as socialized and conducted a training of iRims application (Integrated Risk Management) to every personnel at Corporate Risk Management unit.

• Conducted risk analysis in accordance with the needs of the Company such as:1) Risk Analysis on the partnership of Service

Consultant Tenant Mixing at Terminal 3 Soekarnno-Hatta International Airport with PT Mitra Incheon Indonesia;

2) Risk Analysis on the partnership plan of On-Demand platform on providing logistics and electronic payment services in the Indonesia airports application;

3) Analysis opportunity and Implementation plan of risk E-Payment at the environment PT Angkasa Pura II (Persero) on December 29, 2017.

• Coordination with the ST unit related to the Agreement of Airport Services between PT Angkasa Pura II (Persero) and Airlines.

CGK

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46

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DTB

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12 1213 13

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1311 11 10

1715 1514






3. Quality Management System• Melakukan Serah terima tugas dan tanggungjawab

pengelolaan Gratifikasi kepada unit Regulation and Compliance, serta memberikan sharing knowledge mengenai tugas dan tanggungjawab pengelolaan Gratifikasi Perusahaan;

• Melakukan serah terima tugas dan tanggungjawab pengelolaan LHKPN Perusahaan kepada Unit Industrial Relation, serta memberikan sharing knowledge mengenai tugas dan tanggungjawab pengelolaan GCG;

• Melakukan serah terima tugas dan tanggungjawab pengelolaan GCG Perusahaan kepada Unit Internal Relation & Communication, serta memberikan sharing knowledge mengenai tugas dan tanggungjawab pengelolaan GCG;

• Melakukan inventarisasi pendataan Peraturan/ketentuan dan SOP Perusahaan yang terdapat dimasing-masing unit kerja/Kantor Cabang yang nantinya akan menjadi database Perusahaan.

• Melakukan pengawalan terhadap program kegiatan Assessment GCG tahun 2017 sebagai bagian dari transisi peralihan tugas GCG kepada Unit Internal Relation & Communication. Pada bulan Oktober Unit Quality Management System telah menyusun RAB kegiatan Assessment dan mempersiapkan administrasi untuk permohonan asesor independent kepada BPKP perwakilan provinsi banten;

• Bersama sama dengan unit diklat menyelenggarakanan in house training ISO 9001:2015 yang dilaksanakan pada Oktober 2017 dengan diikuti perwakilan dari unit-unit kerja di Kantor Pusat.

• Melakukan kunjungan ke PT Pembangunan Perumahan (Persero) untuk melakukan benchmark dalam penerapan Quality Management System di PT Angkasa Pura II (Persero);

• Melakukan persiapan Assessment GCG tahun 2017 berupa koordinasi dengan assessor eksternal dari Kantor Perwakilan BPKP Banten, melakukan kick-off meeting tim counterpart untuk persiapan kegiatan assessment, melakukan persiapan pengumpulan dokumen pendukung assessment;

• Melakukan persiapan Assessment KPKU 2017 berupa kick-off meeting tim penyusun dokumen aplikasi, penyusunan dokumen aplikasi KPKU, mengumpulkan data dukung untuk kategori hasil, mengumpulkan data benchmark dari perusahaan pesaing;

• Mempersiapkan perjanjian SLA dengan PT Garuda Indonesia Tbk. dengan membahas poin-poin perjanjian dengan pihak Garuda, serta koordinasi dengan unit unit terkait dari pihak internal;

3. Quality Management System• Conducted handover of duties and responsibilities

of Gratification management to the Regulation and Compliance Unit, as well as conducted sharing knowledge on duties and responsibilities of the Company’s Gratification management.

• Conducted handover of duties and responsibilities of LHKPN State of the Assets Report (LHKPN) management to Industrial Relation, as well as to conducted sharing knowledge on duties and responsibilities of the GCG management.

• Conducted handover of duties and responsibilities of GCG management in the Company to Internal Relation & Communication Unit, as well as to conducted sharing knowledge on duties and responsibilities of the GCG management.

• Conducted data inventories on the provision/regulation and the Company’s SOP recorderd in each work unit/branch office that will soon to be the database of the Company.

• Conducted a regulatory on the GCG assessment program activities in 2017 as a part of transition of transfer of duties of GCG to the Internal Relation & Communication unit. In October, the Quality Management System unit has prepared the RAB assessment activity and prepared administration for the proposal of independent assessor to BPKP Banten Province representation office.

• In tandem with the diklat unit conducting the in house training ISO 9001:2015 Batch II that will be implemented on October 23-25, 2017 followed by the representatives from work units at head office.

• Conducted visit to PT Pembangunan Perumahan (Persero) to benchmark in implementing the Quality Management System at PT Angkasa Pura II (Persero)

• Conducted the GCG assessment preparation in 2017 such as coordination with the external assessor from BPKP Banten Province representation office, kick-off meeting of counterpart team to prepare the assessment activity preparation, preparation on supporting assessment documents.

• Conducted Assessment KPKU preparation 2017 such as kick-off meeting of preparation application document team, KPKU application document preparation, collected supporting data for result category, collected benchmark data from competitors.

• Prepared SLA agreement with PT Garuda Indonesia Tbk by discussing points of agreement with Garuda party, as well as coordinated with related units from internal party.






• Mengawal penyelenggaraan Assessment KPKU PT Angkasa Pura II (persero) tahun 2017 dengan melakukan pendampingan terhadap asesor, mengelola agenda kegiatan assessment (berupa persiapan kunjungan lapangan, rapat rapat, dan kegiatan lainnya), pengumpulan data dukung, data benchmark, dan menjadi penghubung antara assessor dengan unit pemilik proses di PT Angkasa Pura II (persero) sebagai assessee. Penyelenggaraan Assessment KPKU PT Angkasa Pura II (Persero) telah selesai dilaksanakan di bulan Desember sesuai dengan target waktu yang ditetapkan tanpa hambatan yang ditandai dengan closing meeting pada tanggal 15 Desember 2017 di Ruang Rapat Wijaya Kusuma gedung 600 Kantor Pusat PT Angkasa Pura II. Adapun hasil akhir dari assessment berupa Feedback Report dan score akhir masih menunggu proses quality control dari Forum ekslen BUMN;

• Mengawal penyelenggaraan Assessment GCG tahun 2017 dengan melakukan pendampingan terhadap asesor, mengelola agenda kegiatan assessment (berupa persiapan kunjungan lapangan, rapat rapat, dan kegiatan lainnya), pengumpulan data dukung, penyebaran kuesioner, melengkapi dokumen yang dipersyaratkan, dan menjadi penghubung antara assessor dengan unit pemilik proses di PT Angkasa Pura II (persero) sebagai assessee. Pada bulan Desember 2017 progress pengumpulan dokumen telah terpenuhi sebanyak + 90% (sembilan puluh persen), progress penyebaran kuesioner telah mendapatkan respond sebanyak 90%.

• Mempersiapkan perjanjian SLA dengan PT Garuda Indonesia Tbk. dengan membahas poin poin perjanjian dengan pihak garuda, serta koordinasi dengan unit unit terkait dari pihak internal.

• Regulated the execution of the Assessment KPKU PT Angkasa Pura II (Persero) in 2017 by accompanying the assessor, managing an agenda of assessment activities (such as field trip, meetings, and other activities), collecting any supporting data, benchmark data, and becoming a hub between assessor with the process owned unit KPKU PT Angkasa Pura II (Persero) as an assessee. The execution of assessment KPKU PT Angkasa Pura II (Persero) has been completed on December in accordance with the targeted time set forth with no interference as been marked by closing meeting on December 15, 2017 at Wijaya Kusumah Room. In addition, the final result from this assessment was a feedback report and final score which were still in the process of quality control from the Excellent SOE Forum (FEB).

• Regulated the execution of the Assessment GCG 2017 by accompanying the assessor, , managing an agenda of assessment activities (such as field trip, meetings, and other activities), collecting any supporting data, questionnaire dissemination, fulfilled the required documents, and becoming a hub between assessor with the process owned unit KPKU PT Angkasa Pura II (Persero) as an assessee. In December 2017, the document collecting progress has been fulfilled at least by 90% (ninety percent), questionnaire dissemination progress has been responded by 90%.

• Prepared a SLA agreement with PT Garuda Indonesia Tbk by discussing points of agreement with Garuda party, as well as coordinated with related units from internal party.






KODE ETIKCODE OF CONDUCT

PERNYATAAN BUDAYA PERUSAHAANDalam rangka membangun budaya perusahaan, Angkasa Pura II telah menetapkan kode etik dan budaya perusahaan sesuai dengan tata nilai Perseroan, yaitu clean, respectful, synergy. Kode etik berfungai sebagai pedoman perilaku bagi seluruh pegawai dan menjadi dasar penerapan perilaku yang mengatur hubungan antara karyawan dan manajemen Perseroan, sesama karyawan dan seluruh pemangku kepentingan.

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:

Bab I: PendahuluanBab II: Etika BisnisBab III: Etika Kerja dan Tata PerilakuBab IV: Donasi, Hadiah, dan JamuanBab V: Penegakan EtikaBab VI: Penerapan Pedoman Perilaku

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 ETIKUntuk 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 ETIKSanksi yang diberikan dalam Kode Etik ditetapkan dalam Peraturan Perusahaan terkait dengan Tingkatan Pelanggaran, Sanksi Pelanggaran dan Pihak yang berwenang mengeksekusi sanksi.

CORPORATE CULTURE STATEMENTIn order to build the company culture, PT Angkasa Pura II (Persero) has established the code of conduct and corporate culture in accordance with the Company’s values, which are clean, respectful and synergy. The code of conduct formed as the basis for the application of behaviors that govern the relationship between employees and management of the company, fellow employees and all stakeholders.

CONTENT OF THE CODE OF CONDUCT OF PT ANGKASA PURA II (PERSERO)Code of Conduct of PT Angkasa Pura II (Persero) consists of: Preparation of code of conduct has been adjusted with legal, social, and business dynamics of PT Angkasa Pura II (Persero). Code of Conduct that is applicable to all employees of Angkasa Pura II consists of:

Chapter I: IntroductionChapter II: Business EthicsChapter III: Work Ethics and Code of ConductChapter IV: Donations, Gifts, and EntertainmentChapter V: Ethical EnforcementChapter VI: Implementing the Code of Conduct

CODE OF CONDUCT VALIDITYThe validity of the code of conduct is applied to all employees of the company to the management of PT Angkasa Pura II (Persero). The content of corporate values is always socialized to all employees.

Every year, all employees of Angkasa Pura II make a statement of compliance with the Code of Ethics by signing the Annual Compliance Statement. The signed Annual Compliance Statement document is a requirement for the continuation of the working term for PT Angkasa Pura II (Persero) employees.

ENFORCEMENT OF THE CODETo oversee the implementation, the company implements a strict reward and punishment system in addition to requiring management and employees to sign a compliance statement on the company’s code of conduct

TYPE OF CODE VIOLATION SANCTIONSanctions provided in the Code are set out in the Company Regulations relating to level of violation, sanction of violation and authorized party to execute sanctions.






PENGUNGKAPAN MENGENAI WHISTLEBLOWING SYSTEMDISCLOSURE OF WHISTLEBLOWING SYSTEM

JUMLAH PELANGGARAN KODE ETIK DAN SANKSI YANG DIBERIKANPada tahun 2017 tidak terdapat pelanggaran kode etik, sehingga dengan demikian tidak terdapat sanksi yang diberikan.

PENYAMPAIAN PELAPORAN PELANGGARANSebagai 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 IImenerapkan 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 ini dilaksanakan bersamaan dengan sosialisasi penerapan GCG,

NUMBER OF CODE VIOLATIONS AND SANCTIONS PROVIDEDPada tahun 2017 tidak terdapat pelanggaran kode etik, sehingga dengan demikian tidak terdapat sanksi yang diberikan.

SUBMISSION REPORTING INFRINGEMENTAs a commitment of PT Angkasa Pura II (Persero)in implementing good corporate governance as well as a form of handling of Code of Conduct deviation, Angkasa Pura II applies mechanism of Whistleblowing System (WBS).

WBS is a mechanism of reporting violations committed in secret by employees or leaders of PT Angkasa Pura II (Persero). WBS infringement is defined as: irregularities and fraud related to aspects regulated in the Code of Conduct, Company Regulations, legal compliance, Articles of Association, agreements / contracts, confidentiality of the company, policies on conflict of interest transactions, and other relevant important events that may harm the Company and its stakeholders. Reporting is addressed through a standard mechanism for subsequent action against the offense.

SOCIALIZATION AND EVALUATION OF WHISTLEBLOWING SYSTEMPT Angkasa Pura II (Persero) conducts an ongoing socialization of Whistleblowing Systems to all employees and will periodically implement updates and improvements in the context of continuous improvement in accordance with the Company’s business development. This socialization is carried out in conjunction with the socialization of GCG implementation.





PENGUNGKAPAN MENGENAI WHISTLEBLOWING SYSTEMDISCLOSURE OF WHISTLEBLOWING SYSTEM

JAMINAN PERLINDUNGAN PELAPORUntuk 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.

PENANGANAN PENGADUANAngkasa Pura II berkomitmen untuk menindaklanjuti setiap laporan yang masuk. Setiap laporan yang masuk akan diverifikasi sebelum diputuskan kelanjutannya.

PENGELOLA PELAPORAN PELANGGARANPelaporan pelanggaran ditujukan melalui suatu mekanisme baku dan dikelola secara profesional oleh Unit Internal Auditor sebagai Unit Pengelola Sistem Pengaduan Pelanggaran (WBS) sesuai Surat Keputusan Direksi Nomor KEP.02.03/00/01/2014/082 tanggal 22 Januari 2014.

JUMLAH PELAPORAN PELANGGARAN YANG MASUKHingga 31 Desember 2017, tidak terdapat pelaporan pelanggaran yang diterima oleh Angkasa Pura II.

WARRANTY PROTECTION OF COMPLAINANTIn order to protect the complainant, the Company is committed by providing independent, free, and confidential reporting facilities (phone, mail, email) to reporters in order to ensure a secure reporting process. In addition, WBS also maintains the confidentiality of the identity of the complainant with the objective of providing protection to the complainant and family members for the retaliation of the reported or organization. Information on the implementation of follow-up reports will be conveyed confidentially to the complainant whose identity is complete.

THE HANDLING OF COMPLAINTSPT Angkasa Pura II (Persero) is committed to following up every incoming report. Each incoming report will be verified before being processed.

REPORTING INFRINGEMENT MANAGERReporting of violations is addressed through a standardized and professionally managed mechanism by the Internal Auditor Unit as the Whistleblowing System (WBS) pursuant to Decree of the Board of Directors Number KEP.02.03 / 00/01/2014/082 dated January 22, 2014.

NUMBER OF INFRINGEMENT REPORTING SIGNEDAs of 31 December 2017, there was no reporting of violations received by PT Angkasa Pura II (Persero).














Angkasa Pura II berkomitmen untuk menjalankan tanggung

jawab sosial Perusahaan terhadap lingkungan hidup dalam rangka

mengurangi dampak lingkungan dari kegiatan Perusahaan maupun

kegiatan manusia pada umumnya.

Angkasa Pura II is committed to carrying out the Company’s social responsibility

towards the environment in order to reduce the environmental impact of the

Company’s activities and human activities in general.

TANGGUNG JAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY


















Angkasa Pura II berkomitmen bahwa tanggung jawab sosial Perusahaan (Corporate Social Responsibility/CSR) merupakan bagian yang tidak terpisahkan dari kegiatan operasional Perusahaan. Perusahaan yang baik adalah Perusahaan yang memiliki keseimbangan antara People, Profit dan Planet atau konsep Triple Bottom Line.

Angkasa Pura II is committed that the Corporate Social Responsibility is an integral part of the Company’s operational activities. A good company is a company that has a balance between People, Profit and Planet or the concept of Triple Bottom Line.

“

Pada tahun 2017, jumlah dana yang dianggarkan untuk menjalan program Kemitraan CSR sebesar,In 2017, the amount of funds budgeted by Angkasa Pura II to run the CSR program,

Rp54 Miliar | Billions






Sebagai Badan Usaha Milik Negara yang tumbuh dan beroperasi di Indonesia selama beberapa dekade, Angkasa Pura II berupaya untuk memberikan manfaat yang sebesar-besarnya kepada para pemangku kepentingan, khususnya masyarakat. Baik di sekitar lingkungan Perusahaan beroperasi, maupun di wilayah lain di seluruh Indonesia.

Angkasa Pura II menginginkan agar keberadaannya dapat membawa dampak positif yang berkesinambungan bagi masyarakat Indonesia dalam jangka panjang. Baik secara langsung maupun tidak langsung.

Selain itu, sebagai Badan Usaha Milik Negara (BUMN), Angkasa Pura II memiliki kewajiban untuk melaksanakan Corporate Social Responsibility (CSR) dalam bentuk Program Kemitraan dan Bina Lingkungan (PKBL). Pemenuhan tanggung jawab tersebut dilaksanakan dalam berbagai kegiatan dan program sebagai bagian dari pelaksanaan tata kelola perusahaan yang baik.

Angkasa Pura II menyakini implementasi CSR dalam jangka panjang akan memberikan banyak manfaat bagi Angkasa Pura II, terutama pada aspek tumbuhnya kepercayaan, terciptanya keharmonisan dan meningkatkan reputasi yang pada akhirnya memiliki implikasi pada penciptaan nilai tambah yang mendorong kelancaran kestabilan dan pertumbuhan usaha Perusahaan.

ORGANISASI PELAKSANATanggung jawab pengelolaan program CSR di Angkasa Pura II dilakukan oleh Divisi Community Development Center (CDC) yang berada di bawah pengawasan Direksi. Divisi Community Development Center (CDC) menyusun program CSR yang dalam pelaksanaannya bekerja sama dengan mitra kerja pihak ketiga, yaitu akademik, instansi pemerintah, lembaga kemanusiaan nasional dan lembaga sosial lokal sesuai dengan kebutuhan dengan memperhatikan efisiensi dan efektivitas program. Adapun terkait dengan aspek ketenagakerjaan dan tanggung jawab terhadap konsumen, dalam hal ini dikoordinasi oleh unit SDM dan divisi terkait lainnya.

As a State-Owned Enterprise that has been growing and operating in Indonesia for decades, Angkasa Pura II seeks to provide maximum benefits to all stakeholders, especially the community. Both around the Company’s operating environment, as well as in other regions throughout Indonesia.

Angkasa Pura II wants its existence to bring sustainable positive impacts for the people of Indonesia in the long run. Either directly or indirectly.

In addition, as a State-Owned Enterprise (SOE), Angkasa Pura II has an obligation to implement Corporate Social Responsibility (CSR) in the form of Partnership and Community Development Program (PKBL). The fulfillment of these responsibilities is carried out in various activities and programs as part of the implementation of good corporate governance.

Angkasa Pura II believes that long-term CSR implementation will provide many benefits for Angkasa Pura II, especially on the aspect of growing trust, creating harmony and enhancing reputation that ultimately has implications for creating added value that encourages the smooth stability and growth of our business

IMPLEMENTING ORGANIZATIONSThe responsibility of CSR program management in Angkasa Pura II is conducted by the Community Development Center (CDC) Division which is under the supervision of the Board of Directors. The Community Development Center (CDC) Division develops a CSR program that works in collaboration with third party partners, academics, government agencies, national humanitarian agencies and local social institutions as required by taking into account the efficiency and effectiveness of the program. As for the aspects of employment and responsibility to consumers, in this case coordinated by the HR unit and other related divisons.







SUMBER DANA CSRUntuk membiayai pelaksanaan program CSR, Angkasa Pura II menganggarkan sejumlah dana dari anggaran biaya operasional perusahaan yang diperuntukkan bagi keperluan program CSR perusahaan. Pengalokasian anggaran CSR dianggarkan setiap tahunnya sesuai dengan rencana kerja yang disusun setiap tahunnya.

Pada tahun 2017, jumlah dana yang dianggarkan Angkasa Pura II untuk menjalankan program CSR, khususnya untuk Program Kemitraan adalah sebesar Rp54.053.000.000,00.

ALOKASI DAN PENGGUNAAN DANA CSRDalam perencanaan program CSR dan penyaluran anggaran dana CSR, agar mempertimbangkan 3 (tiga) prinsip sebagai berikut:

1. Proximity Kedekatan program CSR tersebut dengan posisi geografis

kegiatan bisnis Perusahaan.

2. Relevance Sejauh mana kegiatan CSR tersebut relevan bisnis

Perusahaan, meningkatkan brand awareness dan sebagai upaya mitigasi risiko Perusahaan terhadap aktivitas bisnisnya yang memberi dampak pada lingkungan dan sosial.

3. Magnitude Bagaimana program CSR dapat memberikan efek/dampak

yang paling besar kepada stakeholders yang terkena dampak program.

Titik berat pelaksanaan program CSR Angkasa Pura II adalah pada pengembangan dan peningkatan kapasitas pada bidang pendidikan. Angkasa Pura II meyakini bahwa pendidikan merupakan bentuk investasi jangka panjang bagi kemajuan masyarakat dan bangsa. Karena itu, selain peningkatan kapasitas untuk guru maupun orang tua, pengembangan fisik dan prasarana pendidikan juga menjadi salah satu fokus kegiatan, untuk menunjang pengembangan kapasitas di bidang pendidikan tersebut.

SOURCE OF CSR FUNDTo finance the implementation of the CSR program, Angkasa Pura II has budgeted a number of funds from the company’s operational cost budget for the purpose of the company’s CSR program. The allocation of the CSR budget is budgeted annually in accordance with the work plan drawn up each year.

In 2017, the amount of funds budgeted by Angkasa Pura II to run the CSR program, especially for Partnership Program is Rp54,053,000,000.00.

ALLOCATION AND USAGE OF THE CSR FUNDSIn the CSR program planning and CSR budget disbursement, it consider 3 (three) principles as follows:

1. ProximityThe proximity of the CSR program to the geographical position of the Company’s business activities.

2. RelevanceThe extent to which CSR activities are relevant to the Company’s business, enhances brand awareness and mitigates the Company’s risks to its business activities that impact on the environment and socially.

3. MagnitudeHow CSR programs can have the greatest impact / impact on affected stakeholders.

The emphasis of the Angkasa Pura II CSR program is on the development and capacity building of the education sector. Angkasa Pura II believes that education is a form of long-term investment for the progress of society and nation. Therefore, in addition to capacity building for teachers and parents, physical development and educational infrastructure is also a focus of activities, to support capacity building in the field of education.






TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP LINGKUNGAN HIDUPCORPORATE SOCIAL RESPONSIBILITY ON THE ENVIRONMENT

KebijakanAngkasa Pura II berkomitmen untuk menjalankan tanggung jawab sosial Perusahaan terhadap lingkungan hidup dalam rangka mengurangi dampak lingkungan dari kegiatan Perusahaan maupun kegiatan manusia pada umumnya. Komitmen Angkasa Pura II untuk tetap menjaga dan mempertahankan sekaligus pelestarian lingkungan telah dituangkan dalam bentuk Keputusan Direksi Angkasa Pura II.

Kebijakan Angkasa Pura II terkait pengelolaan dan perlindungan lingkungan hidup diwujudkan dalam bentuk himbauan, maklumat dan Peraturan Perusahaan dalam rangka meminimalisir dampak operasional Perusahaan terhadap lingkungan hidup.

Target dan Rencana KerjaTarget dan Rencana Kerja Angkasa Pura II terkait dengan Lingkungan Hidup adalah sebagai berikut:

PolicyAngkasa Pura II is committed to carrying out the Company’s social responsibility towards the environment in order to reduce the environmental impact of the Company’s activities and human activities in general. Angkasa Pura II’s commitment to maintain and preserve the environment has been set forth in the Decree of the Directors of Angkasa Pura II.

Angkasa Pura II’s policy regarding environmental management and protection is manifested in the form of an appeal, notice and Company Regulation in order to minimize the Company’s operational impact on the environment.

Target and Work PlanTargets and Work Plan of Angkasa Pura II related to the Environment are as follows:

Pelaksanaan Eco-Airport mengacu pada Surat Keputusan Direktur Jenderal Perhubungan Udara Nomor : SKEP/124/VI/2009 Tentang Pedoman Pelaksanaan Bandar Udara Ramah Lingkungan (Eco-Airport).

The implementation of Eco-Airport refers to the Decree of the Director General of Civil Aviation Number: SKEP / 124 / VI / 2009 concerning the Guidelines for the Implementation of Eco-Airport.

Implementation of Eco-Airport by taking into account the main environmental factors, such as: air pollution, greening, usage of clean water, electricity energy savings, waste management, and others.

Target/Rencana Kerja 2017 Target/Work Plan

Pelaksanaan Eco-Airport dengan memperhatikan faktor-faktor utama lingkungan, seperti: pencemaran udara, penghijauan, penggunaan air bersih, penghematan energi listrik, pengelolaan limbah, dan lainnya.

Evaluasi Kelengkapan Dokumen seperti AMDAL dan RKL-RPL di setiap Bandara. Evaluation of Document Completion such as AMDAL and RKL-RPL at each Airport.






Pelaksanaan Kegiatan Implementasi tanggung jawab perusahaan terhadap lingkungan hidup serta untuk mengeliminasi konflik lingkungan dan sosial disekitar perusahaan diwujudkan dalam program yang mengacu kepada perundangan dan peraturan terkait serta dari best practice yang ada.

Penerapan program terkait lingkungan hidup di Angkasa Pura II dilakukan dalam bentuk Rencana Pengelolaan Lingkungan / Rencana Pemantauan Lingkungan di seluruh Cabang Bandar Udara PT Angkasa Pura II (Persero).

Berbagai program yang telah dilakukan antara lain: 1. Dilakukannya Pelaporan dari Pelaksanaan RKL-RPL per

semester di setiap tahunnya di seluruh Bandar Udara Cabang PT Angkasa Pura II (Persero), sesuai dengan 11 item pengelolaan dan pemantauan, seperti : 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.

Sertifikasi di Bidang Lingkungan HidupPer 31 Desember 2017, Angkasa Pura II belum memiliki sertifikasi di bidang lingkungan, namun demikian, Angkasa Pura II berkomitmen untuk senantiasa melakukan berbagai kegiatan terkait program pelestarian lingkungan.

Telah dilakukannya Sertifikasi SMK3 di Seluruh Bandar Udara Cabang PT Angkasa Pura II, yang berlaku selama 3 tahun (th 2015-2018).

Activity ImplementationImplementation of corporate responsibility to the environment and to eliminate environmental and social conflicts around the company is realized in the program that refers to the relevant laws and regulations and the best practices available.

The implementation of environmental related programs in Angkasa Pura II is conducted in the form of Environmental Management Plan / Environmental Monitoring Plan in all PT Angkasa Pura II Airport (Persero) Branches.

Various programs that have been conducted included:1. The Reporting Period of RKL-RPL implementation per

semester in every year throughout PT Angkasa Pura II Branch (Persero), in accordance with 11 items of management and monitoring, such as: Air Quality, Energy, Noise / Vibration, Solid Waste, Quality Surface Water, Liquid Waste, Soil contamination, Flora Fauna, Aviation Safety Operation Area, Land Transportation, and Socio-Culture and Public Health.

Certification in the Environmental SectorAs of December 31, 2017, Angkasa Pura II has not yet been certified in the environmental field, however, Angkasa Pura II is committed to continuously undertake various activities related to environmental conservation programs.

The Certification of SMK3 has been done in All Airport Branch of PT Angkasa Pura II, which is valid for 3 years (year 2015-2018).

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP LINGKUNGAN HIDUPCORPORATE SOCIAL RESPONSIBILITY ON THE ENVIRONMENT





KebijakanSecara internal, Angkasa Pura II bertanggung jawab terhadap kesehatan dan keselamatan kerja serta kesejahteraan setiap karyawannya. Berbagai program kesehatan dan keselamatan, program peningkatan kualitas dan profesionalisme, evaluasi kinerja, serta program kesejahteraan dilakukan oleh Angkasa Pura II secara rutin sebagaimana di tahun-tahun sebelumnya. Pembahasan mendalam mengenai program tanggung jawab sosial Angkasa Pura II dalam aspek ketenagakerjaan, kesehatan dan keselamatan kerja dapat dilihat di Bagian Laporan SDM pada Laporan Tahunan Ini.

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, menjadi acuan seluruh kebijakan ketenagakerjaan untuk memastikan kepatuhan terhadap perundang-undangan yang berlaku dan meminimalkan terjadinya pelanggaran terhadap hak asasi manusia dalam hubungan kerja.

Target dan Rencana KerjaTarget dan Rencana Kerja Angkasa Pura II terkait dengan Ketenagakerjaan dan Keselamatan Kesehatan Kerja adalah sebagai berikut:

PolicyInternally, Angkasa Pura II is responsible for the health and safety and welfare of every employee. Various health and safety programs, quality improvement and professionalism programs, performance evaluations, and welfare programs were conducted by Angkasa Pura II regularly as in previous years. An in-depth discussion of Angkasa Pura II’s social responsibility program in terms of employment, occupational health and safety can be seen in the HR Reports Section of this Annual Report.

Law Number 13 Year 2003 concerning Manpower, Law Number 2 Year 2004 on Industrial Relations Disputes Settlement, Law Number 1 Year 1970 on Occupational Safety and Collective Labor Agreement (PKB) between management and union, become the reference of all policies employment to ensure compliance with applicable legislation and minimize the occurrence of violations of human rights in employment.

Target and Work PlanTargets and Work Plan of Angkasa Pura II related to Employment and Occupational Health Safety are

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP KETENAGAKERJAAN, KESEHATAN DAN KESELAMATAN KERJACORPORATE SOCIAL RESPONSIBILITY ON LABOR, HEALTH AND SAFETY

No Target/Rencana Kerja 2017 Keterangan

1. Target di Bidang KetenagakerjaanMenjadi perusahaan yang taat asas dan taat aturan. Termasuk di bidang ketenagakerjaan, Angksa Pura II berupaya untuk mematuhi semua pera-turan perundang-undangan yang berlaku terkait bidang ketenagakerjaan.

Target in the Employment Field Become a company that obeys the principle and obeys the rules. Including in the Employment Field, Angkasa Pura II seeks to comply with all applica-ble laws and regulations concerning the Employment Field.

Diwujudkan dalam komitmen tinggi terkait dengan:- kesetaraan gender,- kesempatan kerja, dan- pelatihan untuk meningkatkan profesionalisme karyawan- sistem imbal jasa yang sepadan.

Embedded in high commitment related to:- gender equality,- employment opportunities, and- training to improve employee professionalism- equivalent reward system.

2. Target Frequency Rate (FR) Tahun 2017 yang telah ditetapkan yaitu 1,74.

The targeted Frequency Rate (FR) of 2017 is 1.74.

Nilai Frequensi Rate (FR) / Laju Kecelakaan Kerja Karyawan tahun 2017 adalah sebesar 0,69.

The Frequency Rate (FR) / Employee Accident Rate in 2017 is 0.69.

Frequency Rate (FR) adalah | Frequency Rate (FR) is

FR =Jumlah Kecelakaan Kerja x1.000.000

(Jumlah jam Kerja 1th) x Jumlah Karyawan






Pelaksanaan Kegiatan 1. Hubungan Industrial Angkasa Pura II berupaya memastikan terjalinnya hubungan

yang saling menghormati dan mampu menciptakan keseimbangan antara pemenuhan hak dan pelaksanaan kewajiban, melalui komunikasi intensif dan keterlibatan antara Angkasa Pura II dan karyawan dalam mencapai target Perusahaan. Angkasa Pura II mendayagunakan hubungan konstruktif dengan Serikat Pekerja dengan menyelenggarakan pertemuan berkala guna mensosialisasikan kebijakan dan program Manajemen serta untuk penyelesaian permasalahan hubungan industrial maupun penyelesaian keluhan karyawan.

2. Kesetaraan Gender dan Kesempatan Kerja Pada prinsipnya, Angkasa Pura II tidak melakukan diskriminasi

gender dalam hal manajemen sumber daya manusia. Hal ini berlaku dari proses rekrutmen dan pengembangan hingga berakhirnya masa jabatan seseorang.

Pada tahun 2017, jumlah karyawan Angkasa Pura II mencapai 5133 orang, yang terdiri dari 4159 orang karyawan laki-laki dan 974 orang karyawan perempuan.

Jumlah Karyawan Angkasa Pura II Tahun 2017 Berdasarkan

Jenis Kelamin

3. Rekrutmen dan Perputaran (Turnover) Karyawan Angkasa Pura II menerapkan asas kesamaan kesempatan

dalam proses rekrutmen. Oleh karenanya rekrutmen karyawan Angkasa Pura II pada dasarnya dilakukan secara terbuka bagi siapapun. Tidak ada diskriminasi berdasarkan suku, agama, ras, golongan dan gender dalam proses rekrutmen. Proses rekrutmen dijalankan secara terbuka dengan melibatkan pihak ketiga.

4. Pengembangan Kompetensi Karyawan Angkasa Pura II merealisasikan program pengembangan

kompetensi dengan kesempatan yang terbuka bagi seluruh karyawan. Penguatan kompetensi SDM dilakukan dengan kegiatan Pelatihan dan Pendidikan (Diklat) yang bersifat perubahan kompetensi dan pengembangan kompetensi,

Activity Implementation1. Industrial Relations

Angkasa Pura II seeks to ensure mutually respectful relationships and to create a balance between the fulfillment of rights and the implementation of obligations, through intensive communication and involvement between Angkasa Pura II and employees in achieving the Company’s targets. Angkasa Pura II utilizes constructive relationships with Labour Unions by organizing regular meetings to socialize Management policies and programs and to resolve industrial relations issues and resolve employee complaints.

2. Gender Equality and Employment OpportunitiesIn principle, Angkasa Pura II does not discriminate gender in terms of human resource management. This is applied on the recruitment and development process until the termination of one’s tenure.

In 2017, the number of employees of Angkasa Pura II reached 5133 people, consisting of 4159 male and 974 female employees.

Number of Employees Angkasa Pura II in 2017 Based on Gender

3. Recruitment and Employee TurnoverAngkasa Pura II applies the principle of equal opportunity in the recruitment process. Therefore, the recruitment of Angkasa Pura II employees is basically done openly for anyone. There is no discrimination based on race, religion, race, class and gender in the recruitment process. The recruitment process is openly run by involving third parties.

4. Employee Competency DevelopmentAngkasa Pura II realizes a competency development program with open opportunities for all employees. Strengthening human resource competencies is conducted by training and education activities that are changing competence and competence development, either directly or indirectly

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP KETENAGAKERJAAN, KESEHATAN DAN KESELAMATAN KERJACORPORATE SOCIAL RESPONSIBILITY ON LABOR, HEALTH AND SAFETY

PriaMale

WanitaFemale

513320174159 974





baik yang terkait langsung maupun tidak langsung terhadap strategi bisnis dan operasional. Pelatihan untuk perubahan kompetensi bertujuan untuk menyiapkan kompetensi karyawan agar mampu menyikapi perubahan. Sementara itu, pelatihan untuk pengembangan kompetensi bertujuan untuk menyiapkan karyawan dengan kompetensi tertentu guna mendukung portofolio bisnis Angkasa Pura II.

Selama tahun 2017 telah diselenggarakan 4 Pelatihan (Diklat Ahli K3 Kebakaran, Diklat Ahli K3 Konstruksi, Diklat P3K, dan Diklat Auditor SMK3) dengan jumlah peserta sebanyak 80 orang. Informasi lengkap mengenai Pelatihan dapat dilihat pada Bab Sumber Daya Manusia.

5. Peningkatan Kesejahteraan Karyawan Angkasa Pura II senantiasa berupaya terus meningkatkan

kesejahteraan karyawan guna meningkatkan motivasi kinerja dan loyalitas karyawan terhadap Perusahaan. Angkasa Pura II memberikan remunerasi kepada para karyawannya berupa gaji pokok, intensif prestasi, tunjangan dan fasilitas lainnya berdasarkan jenjang jabatan, masa kerja dan penilaian kinerja individu yang dicapai oleh karyawan tanpa adanya unsur diskriminasi.

6. Kesehatan dan Keselamatan Kerja Angkasa Pura II berkomitmen untuk melakukan pengelolaan

kesehatan dan keselamatan kerja (K3) yang difokuskan untuk mencapai tingkat kecelakaan nihil atau zero accident. 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 perusahaan dalam pengendalian risiko kegiatan kerja, termasuk pencegahan kecelakaan kerja dan penyakit akibat kerja. Peraturan ini diharapkan membantu terciptanya tempat kerja yang aman, efisien, dan produktif.

Terkait dengan hal tersebut, data terkait Kecelakaan Kerja selama tahun 2016 dan 2017 sebagai berikut:

related to business and operational strategy. Training for competency change aims to prepare employee competencies to be able to respond to change. Meanwhile, the training for competency development aims to prepare employees with certain competencies to support the Angkasa Pura II business portfolio.

During 2017, 4 Trainings had been held (Training of K3 Fire Expert, Training of K3 Construction Expert, Training of P3K, and Training of SMK3 Auditor) with the number of participants as much as 80 people. Detailed information about Training can be seen in Human Resources chapter.

5. Increasing Employee ProsperityAngkasa Pura II always strives to improve employee welfare in order to increase employee’s motivation and employee loyalty to the Company. Angkasa Pura II provides remuneration to its employees in the form of basic salary, performance incentive, allowances and other facilities based on the level of position, working period and individual performance assessment achieved by employees without any discrimination.

6. Occupational Health and SafetyAngkasa Pura II is committed to health and safety management (K3) which is focused on achieving zero accident level. Implementation of Occupational Safety and Health Management System (SMK3) in Angkasa Pura II refers to Regulation of the Minister of Manpower Number. 5 of 1996 on Occupational Safety and Health Management System that has been enhanced by Government Regulation Number. 50 Year 2012 on Occupational Safety and Health Management System (SMK3). This regulation governs the company’s management system in controlling the risks of work activities, including the prevention of occupational injuries and occupational diseases. This regulation is expected to help create a safe, efficient, and productive workplace.

Related to this matter, the data of Work Accident during 2016 and 2017 are as follows:

Klasifikasi Kecelakaan Kerja | Classification of Work AccidentsTahun | Year

2016 2017

Kecelakaan Ringan | Light Accident 6 9

Kecelakaan Berat | Heavy Accidents 3 5

Kematian (Fatality) | Death (Fatality) NIL NIL

Penyakit di tempat kerja | Illness at work NIL NIL

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP KETENAGAKERJAAN, KESEHATAN DAN KESELAMATAN KERJA

CORPORATE SOCIAL RESPONSIBILITY ON LABOR, HEALTH AND SAFETY






KebijakanAngkasa Pura II menyadari keberlangsungan bisnis Perusahaan tidak lepas dari partisipasi masyarakat. Partisipasi dan dukungan masyarakat terhadap pencapaian kinerja Perusahaan menuntut Angkasa Pura II untuk memberikan imbal balik manfaat kepada masyarakat sebagai bentuk tanggung jawab sosial kemasyarakatan.

Pelaksanaan PKBL pada PT. Angkasa Pura II (Persero) dimulai sejak tahun 1991 yang dahulu unit yang melaksanakan bernama PUKK dan sejak tahun 2007 sesuai Peraturan Menteri Badan Usaha Milik Negara Nomor PER-05/MBU/2007 berubah menjadi unit Program Kemitraan dan Bina Lingkungan (PKBL) dan saat ini PKBL diatur dalam PER-09/MBU/07/2015 Tentang Program Kemitraan dan Program Bina Lingkungan Badan Usaha Milik Negara, yang kemudian terdapat perubahan yaitu Peraturan Menteri BUMN PER-03/MBU/12/2016 tanggal 16 Desember 2016 tentang Perubahan atas Peraturan Meneteri Badan Usaha Milik Negara Nomor PER-09/MBU/07/2015 tentang Program Kemitraan dan dan Program Bina Lingkungan Badan Usaha Milik Negara dan Surat Keputusan Menteri BUMN Nomor : PER-02/MBU/07/2017 Tanggal 20 Juli 2017 tentang Perubahan Kedua Atas Peraturan Menteri Badan Usaha Milik Negara Nomor PER-09/MBU/07/2015 Tentang Program Kemitraan dan Program Bina Lingkungan Badan Usaha Milik Negara.

Target dan Rencana KerjaPROGRAM KEMITRAANPada tahun 2017 PT. Angkasa Pura II menyalurkan dana untuk program kemitraan sebesar Rp.54.053.000.000,00. Sejak tahun 1991 s/d tahun 2017 telah disalurkan sebesar Rp.521.209.641.000,00.

Penyaluran dana Program Kemitraan untuk tahun 2017 menggunakan dana pengembalian mitra binaan (bergulir) sehingga untuk alokasi laba tahun 2017 tidak di anggarkan. Dana yang diterima dari alokasi laba mulai tahun 1991 sampai tahun 2016 sebesar Rp.141.259.158.209,27.

PolicyAngkasa Pura II is aware that the business continuity is inseparable from participation of the community. Participations and supports from the community to the Company’s performance achievement demand Angkasa Pura II to provide mutual benefits to the community as appreciation and social responsibility. As a State Owned Company, implementation of corporate social responsibility is realized through Partnership and Community Development Program (PKBL).

Implementation of PKBL at PT. Angkasa Pura II (Persero) was started since 1991 which formerly implemented unit named PUKK and since 2007 according to the Regulation of the Minister of State Owned Enterprise Number PER-05 / MBU / 2007 changed into Unit of Partnership and Community Development Program (PKBL) and now PKBL is stipulated in PER-09 / MBU / 07/2015 on the Partnership Program and Community Development Program of State-Owned Enterprises, which subsequently has been amended, namely Minister of State-Owned Enterprises PER-03 / MBU / 12/2016 dated December 16, 2016 on Amendment to Ministry Regulation of State-Owned Enterprise Number PER-09 / MBU / 07/2015 on Partnership Program and Program of Environment of State-Owned Enterprises and Decree of Minister of SOE Number: PER-02 / MBU / 07/2017 dated July 20, 2017 regarding Second Amendment Regulation of the Minister of State-Owned Enterprises No. PER-09 / MBU / 07/2015 on the Partnership Program and the Environmental Development Program of State-Owned Enterprises.

Target and Work PlanPARTNERSHIP PROGRAMSIn 2017 PT. Angkasa Pura II disbursed funds for the partnership program of Rp. 54.053.000.000,00. Since 1991 - 2017 has been disbursed Rp. 521.209.641.000,00.

The channeling of Partnership Program funds for 2017 used the repayment funds of partners (rolling) so that the allocation of profit in 2017 is not budgeted. Funds received from the allocation of profits from 1991 to 2016 amounted to Rp. 141.259.158.209,27.

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP MASYARAKATCORPORATE SOCIAL RESPONSIBILITY TO THE COMMUNITY

Since 1991 - 2017 has been disbursed Rp. 521 Billion

Sejak tahun 1991 s/d tahun 2017 telah disalurkan sebesar Rp.521.2 Milliar






Jumlah mitra binaan yang tersebar di wilayah kerja PT. Angkasa Pura II (Persero) sejak tahun 1991 s/d tahun 2017 sebanyak 29.538 mitra binaan. Dari jumlah 29.538 mitra binaan tersebut berusaha di 8 (delapan ) sektor usaha yang terdiri dari 1.727 mitra binaan bergerak di sektor industri, 13.659 mitra binaan di sektor perdagangan, 9.990 mitra binaan di sektor pertanian, 211 mitra binaan bergerak di sektor peternakan, 28 mitra binaan di sektor perkebunan, 264 mitra binaan di sektor perikanan, 1.974 mitra binaan bergerak di sektor jasa dan 1.685 mitra binaan bergerak di sektor usaha lainnya.

Pelaksanaan Program Kemitraan PT. Angkasa Pura II (Persero) dibandingkan dengan Rencana Kerja Anggaran tahun 2017 dapat disampaikan sebagaimana tabel berikut :

Number of partners built in the working area of PT. Angkasa Pura II (Persero) from 1991 until 2017 is as many as 29,538 partners. The 29,538 partners operates in 8 (eight) business sectors consisting of 1,727 engaged partners in the industrial sector, 13,659 trained partners in the trade sector, 9,990 trained partners in the agricultural sector, 211 trained partners in the livestock sector, 28 trained partners in the plantation sector, 264 trained partners in the fisheries sector, 1,974 trained partners in the service sector and 1,685 trained partners engaged in other business sectors.

Implementation of Partnership Program PT. Angkasa Pura II (Persero) compared to the Budget Work Plan 2017 can be submitted as the following table:

URAIANRKA2016

REALISASI2017

DEVIASI

RP %

(1) (2) (3) (4) (3-2) (5)(4/2)

Saldo awal 1,675,824,112.73 2,548,785,901.27

Penerimaan

1 Alokasi Laba Perusahaan - - -

2 Angsuran Pokok Pinjaman 42,040,862,325.49 52,130,674,747.90 10,089,812,422 24.00

3 Agsuran Pokok Pinjaman Bermslh 569,220,304.41 618,324,691.11 49,104,387 8.63

4 Agsuran tanpa identitas (97,115,418.00) (97,115,418)

5 Kelebihan angsuran (1,589,658.00) (1,589,658)

6 Jasa Administrasi Pinjaman 4,286,984,581.12 2,668,779,780.41 (1,618,204,801) (37.75)

7 Bunga Jasa Giro/deposito 143,000,000.00 233,892,641.82 90,892,642 63.56

8 Lain-lain - -

Jumlah Penerimaan 47,040,067,211.02 55,552,966,785.24 8,512,899,574 18.10

Jumlah Sumber Dana 48,715,891,323.75 58,101,752,686.51 9,385,861,363 19.27

9 Pengembalian Persekot - - -

Jumlah Pengembalian Persekot - - - -

Jumlah Dana Tersedia 48,715,891,323.75 58,101,752,686.51 9,385,861,362.76 19.27

Penggunaan Dana

1 Penyaluran Pinjaman 48,715,400,000.00 54,053,000,000.00 5,337,600,000 10.96

2 Dana Pembinaan 918,204,808.00

3 Beban Operasional -

Jumlah Penggunaan Dana 48,715,400,000.00 54,971,204,808.00 5,337,600,000.00 10.96

Saldo PK 491,323.75 3,130,547,878.51 4,048,261,362.76 8.31






URAIANSALDO

PER 30 SEPT 2011MUTASI

OKTOBERSALDO

PER 31 OKT 2011

Saldo awal 4,756,431,781.95

Penerimaan

1 Alokasi Laba Perusahaan 20,712,138,505.00 - 20,712,138,505.00

2 Angsuran Pokok Pinjaman 15,840,662,131.38 1,991,448,666.04 17,832,110,797.42

3 Angsuran Pokok Pinjaman Bermasalah 447,295,191.72 48,279,203.00 495,574,394.72

4 Angsuran tanpa identitas 15,231,500.00 (2,033,000.00) 13,198,500.00

5 Kelebihan angsuran 14,683,450.01 391,000.00 15,074,450.01

6 Jasa Administrasi Pinjaman 1,412,293,839.75 191,201,613.16 1,603,495,452.91

7 Bunga Jasa Giro 122,286,093.75 53,650,258.94 175,936,352.69

8 Bunga Deposito 3,930,982.89 35,753,424.00 39,684,406.89

9 Lain-lain - -

Jumlah Penerimaan 38,568,521,694.50 2,318,691,165.14 40,887,212,859.64

Jumlah Sumber Dana 43,324,953,476.45 2,318,691,165.14 45,643,644,641.59

Penggunaan Dana

1 Penyaluran Pinjaman 6,783,500,000.00 8,793,500,000.00 15,577,000,000.00

2 Dana Pembinaan Kemitraan/Hibah

Pendidikan/Pelatihan 145,834,625.00 333,698,000.00 479,532,625.00

Promosi/Pameran 757,035,037.00 48,413,000.00 805,448,037.00

3 Beban Evaluasi/Survey Mitra Binaan 50,216,267.00 57,442,212.00 107,658,479.00

4 Beban Monitoring Mitra Binaan 76,488,453.00 104,670,079.98 181,158,532.98

5 Pengadaan Alat Kerja/Aktiva Dibiayakan 22,165,000.00 15,798,000.00 37,963,000.00

6 Beban Pemeliharaan Alat Kerja 17,515,450.00 850,000.00 18,365,450.00

7 Beban Alat Tulis Kantor 33,984,524.68 14,870,065.00 48,854,589.68

8 Beban Administrasi Bank 35,049,132.69 12,025,799.28 47,074,931.97

9 Hutang Jangka Pendek 4,000,000,000.00 - 4,000,000,000.00

10 Persekot/Uang Muka 177,744,140.00 (65,844,140.00) 111,900,000.00

11 Beban Upah Tenaga OS - - -

12 Beban Lain-lain 125,659,470.00 32,236,000.00 157,895,470.00

Jumlah Penggunaan Dana 12,225,192,099.37 9,347,659,016.26 21,572,851,115.63

Saldo Per 31 Oktober 2011 31,099,761,377.08 9,347,659,016.26 24,070,793,525.96


Sumber dana untuk Program Kemitraan adalah Saldo Awal, Alokasi bagian Laba Perusahaan, Pengembalian Pokok Pinjaman, Kelebihan Angsuran, Pembayaran Piutang Bermasalah, Jasa Administrasi Pinjaman dan Pendapatan Jasa Giro.

Penggunaan dana pada program kemitraan diperuntukan untuk penyaluran pinjaman baik yang dilakukan secara mandiri maupun dengan melakukan sinergi BUMN dan untuk dana pembinaan kepada Mitra Binaan. Dari jumlah dana yang tersedia tersebut telah disalurkan kepada para mitra binaan yang berada di sekitar wilayah kerja PT. Angkasa Pura II (Persero).

Untuk tahun 2017 kerjasama penyaluran program kemitraan telah dilaksanakan dengan bekerjasama dengan BUMN Pembina lain yaitu dengan PT. Bahana Artha Ventura sebesar

Funding sources for Partnership Program are Initial Balance, Allocation of Company Profit, Refund of Loan, Excess of Installment, Payment of Troubled Receivable, Loan Administration Service and Revenue from Giro Service.

The use of funds in the partnership program is intended for the disbursement of loans either done independently or by synergizing BUMNs and for coaching funds to trained partners. The amount of funds available has been channeled to the partners located around the working area of PT. Angkasa Pura II (Persero).

In 2017, cooperation channeling partnership program has been implemented in cooperation with other BUMN such as with PT. Bahana Artha Ventura for Rp 36.000.000.000,00. The funds





1. Penyaluran Tahap I dengan PT. Bahana Artha Ventura terdiri dari | Distribution of Phase I with PT. Bahana Artha Ventura consists of:

• PT. Sarana Sumbar Ventura Rp. 2.500.000.000,00

• PT. Sarana Riau Ventura Rp. 1.500.000.000,00

• PT. Sarana Bengkulu Ventura Rp. 1.500.000.000,00

• PT. Sarana Jambi Ventura Rp. 1.500.000.000,00

• PT. Sarana Lampung Ventura Rp. 2.000.000.000,00

• PT. Sarana Jabar Ventura Rp. 1.500.000.000,00

• PT. Sarana Jateng Ventura Rp. 1.500.000.000,00

• PT. Sarana Yogya Ventura Rp. 1.500.000.000,00

• PT. Sarana Surakarta Ventura Rp. 1.500.000.000,00

• PT. Sarana Jatim Ventura Rp. 2.000.000.000,00

• PT. Sarana NTB Ventura Rp. 2.000.000.000,00

• PT. Sarana Kaltim Ventura Rp. 2.500.000.000,00

• PT. Sarana Sulsel Ventura Rp. 1.500.000.000,00

• PT. Sarana Maluku Ventura Rp. 1.000.000.000,00

Total Rp. 24.000.000.000,00

2. Penyaluran Tahap II dengan PT. Bahana Artha Ventura terdiri dari | Distribution of Phase II with PT. Bahana Artha Ventura consists of:

• PT. Sarana Kalbar Ventura Rp. 2.000.000.000,00

• PT. Sarana Sulut Ventura Rp. 1.500.000.000,00

• PT. Sarana Sulsel Ventura Rp. 2.000.000.000,00

• PT. Sarana Jogja Ventura Rp. 1.500.000.000,00

• PT. Sarana Bali Ventura Rp. 2.000.000.000,00

• PT. Sarana NTT Ventura Rp. 1.000.000.000,00

• PT. Sarana Aceh Ventura Rp. 2.000.000.000,00

Total Rp. 12.000.000.000,00


Rp 36.000.000.000,00. Dana tersebut disalurkan kepada mitra binaan di berbagai daerah melalui 19 PMVD yang berafiliasi dengan PT. Bahana Artha Ventura. Adapaun penyaluran tersebut dibagi menjadi dua tahap, yaitu:

are distributed to the partners in various regions through 19 PMVD affiliated with PT. Bahana Artha Ventura. The distribution is divided into two stages, namely:

Kegiatan pembinaan mitra binaan terdiri dari Program Pendidikan atau Pelatihan dan Promosi. Program Pendidikanatau Pelatihan adalah sebagai salah satu bentuk pembinaan kepada para Mitra Binaan supaya menjadi tangguh dan mandiri. Pelaksanaan Program Pendidikan dan Pelatihan yang diberikan kepada Mitra Binaan dengan tujuan untuk menambah pengetahuan dan wawasan dalam berusaha, sehingga mereka dapat lebih meningkatkan produktifitas. Pelaksanaan Pendidikan/Pelatihan yang telah dilaksanakan dengan melibatkan mitra binaan adalah sebagai berikut :• Pelatihan Mitra Binaan pembuatan tas untuk 30 mitra binaan

Cabang Halim Perdanakusuma pada tanggal 29 Maret 2017 di Gedung Sasana Krida dan Karang Taruna.

• Pelatihan mitra binaan dengan tema Program Training Meds Motivation And Enterpeneur Development Spiritual / Peningkatan Motivasi dan Jiwa Kewirausahaan yang dilaksanakan di Hotel Ibis Budget Cengkareng pada tanggal 22 sd. 23 Maret 2017 yang diikuti oleh 42 orang mitra binaan Kantor Cabang Soekarno-Hatta.

The coaching activities of the assisted partners consist of the Education or Training and Promotion Program. Educational Program or Training is as a form of coaching to the Partners to be tough and independent. Implementation of the Education and Training Program provided to Partners for the purpose of increasing knowledge and insight in the endeavor, so that they can further increase productivity. The Education / Training that has been implemented by involving the assisted partners is as follows:

• Training Partners of making bags for 30 trained partners Halim Branch on March 29, 2017 at Sasana Krida and Karang Taruna Building.

• Training of assisted partners with theme of Meds Motivation and Entrepreneur Development Spiritual Training / Enhancement of Motivation and Soul Entrepreneurship held at Hotel Ibis Budget Cengkareng on March 22-23, 2017 which was attended by 42 partners of Branch Office Soekarno-Hatta.






Program Promosi adalah sebagai salah satu bentuk pembinaan kepada para Mitra Binaan dengan sasaran para mitra binaan dapat meningkatkan kapasitas produksi yang pada akhirnya menjadi tangguh dan mandiri. Seperti halnya pada tahun-tahun sebelumnya program Promosi diberikan kepada Mitra Binaan dalam bentuk mengikut sertakan dalam acara-acara pameran yang diselenggarakan di dalam negeri maupun di luar negeri. Untuk kegiatan promosi telah dilaksanakan dengan melibatkan mitra binaan adalah sebagai berikut :

• Pameran Nusantara Expo 2017 dilaksanakan di Pontianak Convention Center (PCC) pada tanggal 28 April sd 2 Mei 2017 diikuti oleh 2 mitra binaan Kantor Cabang Supadio.

• Pameran Padang Fair dilaksanakan di GOR H. Agus Salim Padang pada tanggal 28 April sd 7 Mei 2017 diikuti oleh 1 mitra binaan Kantor Cabang Minangkabau.

• Pameran Ramadhan Fashion Expo dilaksanakan di Gedung Graha Manggala Siliwangi Jl. Aceh No. 66 Bandung pada tanggal 15 sd 18 Juni 2017 diikuti oleh 4 mitra binaan Kantor Cabang Husein Sastranegara.

• Pameran Indo Fashion & Craft 2017 dilaksanakan di Jakarta Convention Center (JCC) pada tanggal 19-23 Juli 2017 diikuti oleh 8 mitra binaan dari Kantor Cabang Soekarno-Hatta, Halim Perdanakusuma, Supadio dan Husein Sastranegara.

• Pameran IndoCraft 2017 dilaksanakan di Jakarta Convention Center (JCC) pada tanggal 15-19 Desember 2017 diikuti oleh 4 mitra binaan dari Kantor Cabang Soekarno-Hatta & Halim Perdanakusuma.

Secara rinci penyaluran yang telah dilakukan pada tahun 2016 dan tahun 2017 dapat dilihat pada tabel berikut ini:

Berdasarkan sektor usaha mitra binaan

The Promotion Program is a form of coaching to the Assisted Partners with the objective of increasing the production capacity which becomes tough and self-reliant in the end. Just as in previous years the Promotion Program was provided to Partners in the form of participating in exhibition events held domestically and abroad. For promotional activities that have been implemented by involving the assisted partners are as follows:

• The Nusantara Expo 2017 exhibition was held at Pontianak Convention Center (PCC) on April 28 to May 2, 2017 followed by 2 partners of Supadio Branch Office.

• Padang Fair exhibition was held at GOR H. Agus Salim Padang on April 28 to May 7, 2017 followed by 1 partner of Minangkabau Branch Office.

• Ramadan Exhibition Fashion Expo held at Gedung Graha Manggala Siliwangi Jl. Aceh No. 66 Bandung on June 15 - 18, 2017 followed by 4 partners of Branch Office Husein Sastranegara.

• The 2017 Indo Fashion & Craft exhibition was held at the Jakarta Convention Center (JCC) on 19-23 July 2017, followed by 8 partners from Soekarno-Hatta Branch, Halim Perdanakusuma, Supadio and Husein Sastranegara.

• The Indo Craft 2017 exhibition was held at Jakarta Convention Center (JCC) on 15-19 December 2017 followed by 4 partners from Soekarno-Hatta & Halim Perdanakusuma Branch Office.

In detail the distribution that has been done in 2016 and 2017 can be seen in the following table:


SEKTOR USAHA MITRA BINAAN2016 2017 Total

JUMLAH UNIT MITRA BINAAN

RpJUMLAH UNIT

MITRA BINAANRp


Rp

Sektor usaha industri 91 2,698,000,000 100 3,013,000,000 191 5,711,000,000

Sektor usaha perdagangan 453 10,083,500,000 386 10,008,000,000 839 20,091,500,000

Sektor usaha pertanian 10 285,000,000 6 150,000,000 16 435,000,000

Sektor usaha peternakan 7 195,000,000 9 220,000,000 16 415,000,000

Sektor usaha perkebunan - -

Sektor usaha perikanan 7 165,000,000 10 225,000,000 17 390,000,000

Sektor usaha jasa 106 2,818,000,000 101 2,777,000,000 207 5,595,000,000

Sektor usaha lainnya 201 36,760,000,000 321 37,660,000,000 522 74,420,000,000

Jumlah 875 53,004,500,000 933 54,053,000,000 1,808 107,057,500,000





PROGRAM BINA LINGKUNGAN Program Bina Lingkungan merupakan kegiatan pemberdayaan masyarakat melalui pemberian berbagai bentuk bantuan peningkatan kesejahteraan masyarakat di sekitar wilayah operasi perusahaan. Untuk Program Bina Lingkungan, jumlah Penerimaan dana dari alokasi laba perusahaan dari tahun 2002 s/d 2013 sebesar Rp. 152.817.264.015,00 sedangkan dari tahun 2014 dana yang diterima untuk program bina lingkungan dari anggaran perusahaan yang dibiayakan sebesar Rp. 18.105.518.000,00. Untuk alokasi dari anggaran yang dibiayakan tahun 2015 sebesar Rp. 10.980.725.173,27 untuk alokasi beban BUMN Pembina tahun 2016 tidak dialokasikan dan tahun 2017 alokasi beban BUMN yang diterima sebesar Rp 38.805.076.903,00 sehingga alokasi laba yang diterima dari tahun 2002 s/d 2017 sebesar Rp. 220.708.584.091,27.

Untuk tahun 2017 dana Bina Lingkungan yang telah disalurkan sebesar Rp. 45.432.725.548,60. Sejak tahun 2002 s/d tahun 2017 sebesar Rp. 235.247.324.121,57. Pelaksanaan Program Bina Lingkungan PT. Angkasa Pura II (Persero) sampai dengan dibandingkan dengan Rencana Kerja Anggaran tahun 2017 diuraikan sesuai tabel berikut :

COMMUNITY DEVELOPMENT PROGRAMCommunity Development Program is an activity of community empowerment through the provision of various forms of assistance to improve the welfare of the community in near of the company’s operations. For the Community Development Program, the amount of funds received from the company’s profit allocation from 2002 to 2013 is Rp. 152.817.264.015,00 whereas from 2014 the funds received for the environmental development program was from the company’s budget amounted to Rp. 18.105.518.000,00. For the allocation of the budget expensed in 2015 amounted to Rp. 10.980.725.173,27 , for the allocation of BUMN budget of 2016 is not allocated and in 2017 allocation of BUMN expenses received amounted to Rp 38.805.076.903,00 so that the allocation of profit received from 2002 until 2017 amounted to Rp. 220.708.584.091,27.

For 2017 the Community Development fund that has been disbursed amounted to Rp. 45.432.725.548,60. Since 2002 until 2017 was amounted to Rp. 235.247.324.121,57. Implementation of Environmental Development Program of PT. Angkasa Pura II (Persero) until compared with the Budget Work Plan 2017 is described in the following table:


NOSEKTOR USAHA MITRA

BINAAN

2016 2017 Total


RpJUMLAH UNIT

MITRA BINAANRp


Rp

1 ACEH 43 1,435,000,000 49 1,975,000,000 92 3,410,000,000

2 SUMATERA UTARA 47 1,600,000,000 40 1,295,000,000 87 2,895,000,000

3 SUMATERA BARAT 52 1,000,000,000 58 890,000,000 110 1,890,000,000

4 RIAU 76 1,745,000,000 70 1,795,000,000 146 3,540,000,000

5 KEPULAUAN RIAU/KEPRI 44 1,025,000,000 52 1,127,000,000 96 2,152,000,000

6 JAMBI 51 1,102,500,000 39 1,065,000,000 90 2,167,500,000

7 SUMATERA SELATAN 53 1,995,000,000 51 1,800,000,000 104 3,795,000,000

8KEPULAUAN BANGKA BE-LITUNG

54 848,000,000 41 840,000,000 95 1,688,000,000

9 DKI JAKARTA 228 35,980,000,000 348 37,050,000,000 576 73,030,000,000

10 JAWA BARAT 40 1,390,000,000 44 1,510,000,000 84 2,900,000,000

11 BANTEN 108 2,952,000,000 73 2,898,000,000 181 5,850,000,000

12 KALIMANTAN BARAT 79 1,932,000,000 68 1,808,000,000 147 3,740,000,000

JUMLAH 875 53,004,500,000 933 54,053,000,000 1,808 107,057,500,000

Berdasarkan wilayah






URAIANRKA2016

REALISASI2017

DEVIASI

RP %

(1) (2) (3) (4) (3-2) (5)(4/2)Saldo awal 9,558,064,689.13 17,087,475,169.29

Penerimaan

1 Alokasi Laba Perusahaan 10,982,940,678.92 38,805,076,903.00 27,822,136,224.08 253.32

2 Bunga Jasa Giro/Deposito 764,000,000.00 207,726,271.44 (556,273,728.56) (72.81)

3 Lain-lain - 479,611,701.00 479,611,701.00

4 Beban Yang Masih Harus Dibayar - 750,000.00 750,000.00

Jumlah Penerimaan 11,746,940,678.92 39,493,164,875.44 27,746,224,196.52 236.20 Jumlah Sumber Dana 21,305,005,368.05 56,580,640,044.73 35,275,634,676.68 165.57

5 Pengembalian Persekot - -

Jumlah Pengembalian Pesekot - - -

Jumlah Dana Tersedia 21,305,005,368.05 56,580,640,044.73 35,275,634,676.68 165.57

Penggunaan Dana

I BANTUAN BINA LINGKUNGAN -

1 Bantuan bencana alam 1,036,000,000.00 288,307,750.00 (747,692,250.00) (72.17)

2 Bantuan Pendidikan/pelatihan 6,883,000,000.00 17,921,966,348.00 11,038,966,348.00 160.38

3 Bantuan Peningkatan Kesehatan 4,152,000,000.00 3,731,468,254.00 (420,531,746.00) (10.13)4 Bantuan Pengembangan sarana umum 2,186,000,000.00 8,234,134,620.60 6,048,134,620.60 276.68 5 Bantuan Pengembanan sarana Ibadah 2,781,000,000.00 6,921,262,550.00 4,140,262,550.00 148.88 6 Bantuan Pelestarian Alam 1,347,000,000.00 202,475,000.00 (1,144,525,000.00) (84.97)7 Bantuan Pengentasan Kemiskinan 1,461,000,000.00 8,133,111,026.00 6,672,111,026.00 456.68

8 Bantuan Pendidikan/Pelatihan dan Promosi Mitra Binaan 1,459,000,000.00 (1,459,000,000.00) (100.00)

Jumlah bantuan Bina Lingkungan 21,305,000,000.00 45,432,725,548.60 24,127,725,548.60 113.25

9 Pembayaran Persekot - -

Jumlah Penggunaan Dana 21,305,000,000.00 45,432,725,548.60 24,127,725,548.60 113.25

Saldo BL Perusahaan 5,368.05 11,147,914,496.13 11,147,909,128.08 207,671,484.61


Sumber dana untuk Program Bina Lingkungan adalah Saldo Awal, Alokasi bagian Laba Perusahaan, Pendapatan Jasa Giro dan Bunga Deposito.

Penggunaan dana pada program Bina Lingkungan diperuntukan untuk Penyaluran Bantuan Korban Bencana Alam, Bantuan Pendidikan atau Pelatihan, Bantuan Peningkatan Kesehatan, Pengembangan Sarana & Prasarana Umum, Bantuan Sarana Ibadah, Pelestarian Alam, Pengentasan Kemiskinan. Penyaluran bantuan bina lingkungan pada tahun 2017, antara lain:

1. Bantuan sektor sarana kesehatan berupa 1 unit mobil ambulance dan bantuan 50 unit kursi roda Velg Rancing untuk Daarut Tauhid di wilayah Kel. Petogoan.

2. Bantuan sektor sarana umum berupa 2 unit mobil operasional Polisi di wilayah Polres dan Polsek Bandara Soekarno-Hatta.

3. Bantuan sektor sarana kesehatan berupa Bantuan sektor bencana alam banjir berupa makanan cepat saji, air minum, mie instant dan beras di wilayah Kel. Cipinang Melayu, Jakarta Timur.

Source of fund for Community Development Program is Beginning Balance, Allocation of Company’s Profit, Giro Revenue and Deposit Interest.

The use of funds in the Community Development program is intended for the Distribution of Natural Disaster Victims Assistance, Education Assistance or Training, Health Improvement Assistance, Development of Public Facilities & Infrastructure, Relief Facilities, Conservation, Poverty Alleviation. The distribution of environmental assistance in 2017, among others:1. Assistance for health sector in the form of 1 unit of

ambulance and 50 units of wheelchair wheel for Daarut Tauhid in Petogoan area.

2. The public sector aid sector consists of 2 units of police operational cars in the Polres and Sector Police of Soekarno-Hatta Airport.

3. Assistance for health sector in the form of disaster relief sector such as fast food, drinking water, instant noodle and rice in Cipinang Melayu region, East Jakarta.






4. Bantuan sektor pendidikan berupa bantuan mobil perpustakaan keliling sebanyak 19 unit untuk 12 Cabang PT Angkasa Pura II.

5. Bantuan sektor pelestarian alam berupa bantuan 1.000 bibit pohon untuk penghijauan di wilayah Desa Koto Tuo Kec. XII Pekanbaru.

6. Bantuan sektor pengentasan kemiskinan berupa 200 bingkisan Ramadhan diwilayah sekitar Bandara Soekarno Hatta, Tangerang.

7. Bantuan sektor pengentasan kemiskinan berupa santunan anak yatim sebanyak 2.295 anak di Kantor Pusat dan seluruh Kantor Cabang PT Angkasa Pura II.

8. Bantuan sektor pengentasan kemiskinan berupa rehabilitasi 20 rumah dalam program Bedah Rumah Veteran di Aceh.

9. Bantuan sektor pengentasan kemiskinan berupa program bedah 61 rumah di Kampung Sukamulya Desa Kampung Besar Kecamatan Teluknaga.

10. Bantuan sektor kesehatan berupa pemberian 377 kaki palsu yang dilakukan di seluruh wilayah kerja PT. Angkasa Pura II (Persero).

11. Bantuan pendidikan untuk Sekolah Rakyat Indonesia periode tahun ajar Juli 2017-Juni 2018.

Secara rinci penyaluran yang telah dilakukan pada tahun 2016 dan sampai dengan tahun 2017 dapat dilihat pada tabel berikut ini :

BERDASARKAN JENIS BANTUAN

4. Education assistance in the form of mobile library car assistance as much as 19 units for 12 Branches PT Angkasa Pura II.

5. Assistance to the conservation sector in the form of assistance of 1,000 tree seedlings for reforestation in the area of Koto Tuo Village Kec. XII Pekanbaru.

6. Poverty alleviation sector assistance in the form of 200 gifts of Ramadan in the region around Soekarno Hatta Airport, Tangerang.

7. Poverty alleviation sector assistance in the form of 2,295 orphans compensation in Head Office and all Branch Offices of PT Angkasa Pura II.

8. Poverty alleviation sector assistance in the form of rehabilitation of 20 houses in Veterans Home Renovation program in Aceh.

9. Poverty alleviation sector assistance in the form of surgical program 61 houses in Kampung Sukamulya Village Kampung Besar Teluknaga District.

10. Health sector assistance in the form of provision of 377 prosthetic legs conducted throughout the work area of PT. Angkasa Pura II (Persero).

11. Educational Assistance for Indonesian People’s Schools for the year of July 2017-June 2018.

In detail the distribution that has been done in 2016 and up to 2017 can be seen in the following table:

JENIS BANTUANTahun | Year

Jumlah | Total2016 Jul-05 ‘17

BANTUAN KORBAN BENCANA ALAM 610,944,300.00 288,307,750.00 899,252,050.00

BANTUAN PENDIDIKAN/PELATIHAN 11,984,984,947.00 17,921,966,348.00 29,906,951,295.00

BANTUAN PENINGKATAN KESEHATAN 7,331,205,444.30 3,731,468,254.00 11,062,673,698.30

BANTUAN PENGEMBANGAN PRASARANA DAN SARANA UMUM 4,373,535,970.00 8,234,134,620.60 12,607,670,590.60

BANTUAN SARANA IBADAH 3,413,325,300.00 6,921,262,550.00 10,334,587,850.00

BANTUAN PELESTARIAN ALAM vw 62,351,000.00 202,475,000.00 264,826,000.00

BANTUAN PENGENTASAN KEMISKINAN 4,181,896,000.00 8,133,111,026.00 12,315,007,026.00

JUMLAH 31,958,242,961.30 45,432,725,548.60 77,390,968,509.90






NO SEKTOR USAHA MITRA BINAANTahun | Year

Jumlah | Total2016 Jul-05 ‘17

1 ACEH 3,848,572,300.00 2,385,486,000.00 6,234,058,300.00

2 SUMATERA UTARA 3,375,251,434.00 3,237,024,975.60 6,612,276,409.60

3 SUMATERA BARAT 1,138,283,100.00 1,457,497,995.00 2,595,781,095.00

4 RIAU 1,095,079,000.00 544,223,650.00 1,639,302,650.00

5 KEPULAUAN RIAU/KEPRI 1,286,629,100.00 666,843,200.00 1,953,472,300.00

6 JAMBI 1,565,815,000.00 993,238,000.00 2,559,053,000.00

7 SUMATERA SELATAN 744,936,628.00 1,102,319,000.00 1,847,255,628.00

8 KEPULAUAN BANGKA BELITUNG 963,798,000.00 1,401,701,800.00 2,365,499,800.00

9 DKI JAKARTA 15,660,789,838.00 29,340,449,178.00 45,001,239,016.00

10 JAWA BARAT 1,200,700,707.30 732,292,630.00 1,932,993,337.30

11 BANTEN 1,445,184,000.00 2,283,075,400.00 3,728,259,400.00

12 KALIMANTAN BARAT 937,512,285.00 1,288,573,720.00 2,226,086,005.00

JUMLAH 33,262,551,392.30 45,432,725,548.60 78,695,276,940.90

Kinerja PKBL Menurut 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 disebutkan bahwa kinerja Program Kemitraan merupakan salah satu Indikator Kinerja Kunci (KPI) Direksi dan Dewan Komisaris/Dewan Pengawas BUMN Pembina.

Indikator yang digunakan untuk menilai kinerja Program Kemitraan sesuai Keputusan Menteri Badan Usaha Milik Negara Nomor : KEP-100/MBU/2002 adalah Efektivitas Penyaluran dan Tingkat Kolektibilitas Pengembalian Pinjaman.

Formula yang digunakan dalam menilai Efektifitas Penyaluran adalah dengan membandingkan antara Jumlah Dana Yang Disalurkan dengan Jumlah Dana Yang Tersedia. Dan formula untuk menilai Tingkat Kolektibilitas Pengembalian Pinjaman adalah membandingkan antara Rata-rata tertimbang kolektibilitas pinjaman dengan Jumlah Pinjaman yang disalurkan. Rata-rata tertimbang merupakan perkalian antara Bobot Kolektibilitas (%) dengan Saldo Pinjaman untuk masing-masing kategori kolektibilitas .

Berdasarkan KEP-100/MBU/2002 bahwa Skor maksimal untuk Efektifitas Penyaluran adalah 3 (tiga) apabila penyerapan Efektifitas diatas 90 %, sedangkan Skor maksimal 3 (tiga) diberikan kepada Tingkat Kolektibilitas penyaluran pinjaman apabila Tingkat pengembalian diatas 70 %.

PKBL PerformanceAccording to the Decree of the Minister of SOE Number: PER-09 / MBU / 07/2015 Dated July 03, 2015 on Partnership Program BUMN with Small Business and Community Development Program stated that the performance of Partnership Program is one of Key Performance Indicators (KPI) of Directors and Board of Commissioners / Board of Trustees of SOE.

Indicators used to assess the performance of the Partnership Program in accordance with Decree of the Minister of State-Owned Enterprises Number: KEP-100 / MBU / 2002 is the Effectiveness of Distribution and the Return Loan Collectability Rate.

The formula used in assessing the Effectiveness of Distribution is by comparing Amount of Funds Disbursed to the Amount of Funds Available. And the formula for assessing the Return Loan Collectability Rate is to compare between the weighted average of the loan collectability and the Amount of Loans disbursed. The weighted average is the multiplication of the Collectability Weight (%) with the Loan Balance for each category of collectability.

Based on KEP-100 / MBU / 2002 that the maximum score for the effectiveness of the Distribution is 3 (three) if the Absorption effectiveness is above 90%, whereas a maximum score of 3 (three) is given to the Collectability Rate of loan disbursement if the Return Rate is above 70%.







TINGKAT EFEKTIFITAS PENYALURAN PROGRAM KEMITRAANPerhitungan tingkat efektifitas pemanfaatan dana sampai dengan tahun 2017 untuk Program Kemitraan adalah sebagai berikut :

LEVEL OF EFFECTIVENESS OF DISTRIBUTION OF THE PARTNERSHIP PROGRAMThe calculation of the effectiveness level of fund utilization until 2017 for Partnership Program is as follows:

TINGKAT KOLEKTIBILITAS PENGEMBALIAN PROGRAM KEMITRAANSaldo angsuran pinjaman dari kategori piutang lancar periode sampai dengan tahun 2017 sebesar Rp. 81.902.621.875,09 dan untuk saldo angsuran dari kategori piutang bermasalah sebesar Rp. 59.222.735.890,55.

Tingkat kelancaran penagihan dan umur piutang posisi sampai dengan tahun 2017 adalah sebagai berikut :

COLLECTIBILITY LEVEL OF PARTNERSHIP PROGRAMS

The balance of loan installment from current receivable category until 2017 is amounted to Rp. 81,902,621,875.09 and for installment balances from the category of non-performing receivables is amounted to Rp. 59.222.735.890,55.

The level of billing and receivables aging position up to 2017 is as follows:

x 100%Jumlah dana yang disalurkan

Jumlah dana yang tersedia

x 100% = 94,61%54.971.204.808,00

58.101.751.686,51

No. Uraian NilaiLancar Kurang Lancar Diragukan Macet

< 30 Hari 30 s.d 180 Hari 180 s.d 270 Hari > 270 Hari

1 Piutang Kerjasama den-gan Lembaga Penyalur 50,988,882,371.09 50,988,882,371.09 - - -

2 Piutang Penyaluran Internal 30,913,739,504.00 23,306,891,228.00 3,146,503,892.00 640,896,776.00 3,819,447,608.00

3 Piutang Pend. Jasa Adm 1,815,301,933.00 Hasil pengurangan antara Pend. Jasa Adm yang dicatat secara accrual basis dengan cash basis

JUMLAH 83,717,923,808.09 74,295,773,599.09 3,146,503,892.00 640,896,776.00 3,819,447,608.00






Perhitungan tingkat kolektibilitas pengembalian dana sampai dengan tahun 2017 untuk Program Kemitraan adalah sebagai berikut :

Berdasarkan uraian di atas maka kinerja PKBL PT. Angkasa Pura II (Persero) selama 3 (tiga) tahun terakhir apabila digambarkan adalah sebagai berikut :

Efektifitas PK

Kolektibilitas PK

The calculation of the refund rate collectability until 2017 for the Partnership Program is as follows:

Based on the description above, the performance of PT. Angkasa Pura II (Persero) PKBL for the last 3 (three) years when described are as follows:

KATEGORI PIUTANG SALDO PIUTANG RATA-RATA TERTIMBANG

Lancar 74,295,773,599.09 x 100% = 74,295,773,599.09

Kurang Lancar 3,146,503,892.00 x 75% = 2,359,877,919.00

Diragukan 640,896,776.00 x 25% = 160,224,194.00

Macet 3,819,447,608.00 x 0% = -

81,902,621,875.09 76,815,875,712.09

x 100%Kolektibilitas =

Kolektibilitas =

Rata-rata tertimbang

Jumlah saldo piutang

x 100% = 93,79% 76,815,875,712.09

81,902,621,875.09


201720162015

94

%

94

%

78

%

95

%

95

%

92

%





PROGRAM BINA LINGKUNGAN TINGKAT EFEKTIFITAS PENYALURAN PROGRAM BINA LINGKUNGANSesuai dengan arahan Hasil Telaahan Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan Tahun 2017 No: RIS-30/D7.MBU.3/12/2016 tanggal 28 Desember 2016 disebutkan bahwa di tahun 2017 penyaluran dana Program Bina Lingkungan (tingkat efektivitas) minimal sebesar 80% dari anggaran.

Perhitungan tingkat efektifitas pemanfaatan dana sampai dengan tahun 2017untuk Program Bina Lingkungan adalah sebagai berikut :

TestimoniBerdasarkan penjelasan diatas maka dapat disimpulkan pelaksanaan Program Kemitraan dan Bina Lingkungan unit PKBL PT. Angkasa Pura II (Persero) tahun 2017 sebagai berikut :

I. Program Kemitraan• Penerimaan Sumber Dana mencapai target RKA sebesar

Rp. 58.101.752.686,51 atau 19,27 % di atas anggaran sebesar Rp. 48.715.891.323,75.

• Penyaluran dana Program Kemitraan sebesar Rp. 54.053.000.000,00 atau 10,96 % di bawah anggaran sebesar Rp. 48.715.400.000,00.

II. Program Bina Lingkungan• Penerimaan Sumber Dana sudah mencapai target RKA

sebesar Rp. 56.580.640.044,73 atau 165,57 % di atas anggaran Rp. 21.305.005.368,05.

• Penyaluran Bantuan Program Bina Lingkungan sudah mencapai target RKA sebesar Rp. 45.432.725.548,60 atau 113,25 % di atas anggaran sebesar Rp. 21.305.000.000,00.

TestimoniBased on the explanation above it can be concluded the implementation of Partnership Program and Community Development of PT. Angkasa Pura II (Persero) PKBL in 2017 as follows:I. Partnership Program

• Funds Receipts reach RKA targets amounted to Rp. 58.101.752.686,51 or 19.27% above the budget amounted to Rp. 48.715.891.323,75.

• Distribution of Partnership Program funds amounted to Rp. 54,053,000,000.00 or 10.96% below the budget amounted to Rp. 48.715.400.000,00.

II. Community Development Program• Funds Receipts reach RKA targets amounted to Rp.

56,580,640,044,73 or 165,57% above the budget amounted to Rp. 21.305.005.368,05.

• Distribution of Community Development Program Assistance has reached RKA target amounted to Rp. 45,432,725,548.60 or 113.25% above the budget amounted to Rp. 21.305.000.000,00.

ENVIRONMENT DEVELOPMENT PROGRAM LEVEL OF EFFECTIVENESS OF ENVIRONMENT DEVELOPMENT PROGRAM In accordance with the Directive of the Partnership and Environment Development Program Work Plan and Results of 2017 No: RIS-30 / D7.MBU.3 / 12/2016 dated December 28, 2016 stated that in 2017 the allocation of funds for the Community Development Program (effectiveness level) is minimal amounting to 80% of the budget.

The calculation of the effectiveness of the utilization of funds until 2017 for the Community Development Program is as follows:

x 100%Jumlah dana yang disalurkan

Jumlah dana yang tersedia

x 100% = 80.30% 45,432,725,548.60

56,580,640,044.73







SYAHRIAL EDDI adalah pengrajin kerang di Jl. Raya Berok Koba Pangkalpinang adalah merupakan Mitra Binaan PT. Angkasa Pura II (Persero) Kantor Cabang Depati Amir, yang telah mendapatkan bantuan pinjaman Program Kemitraan sebesar Rp. 20 Juta pada tahun 2015. Berawal dari ide membuat cinderamata khas pulau Bangka, kerang limbah yang dimanfaatkan menjadi kerajinan ini, ditemukan dengan mudah di Kepulauan Bangka Belitung. Produk yang dihasilkan adalah kerajinan kerang seperti lampu hias kulit kerang, bingkai berbahan kulit kerang, bros dan berbagai souvernier untuk pernikahan. Biasanya dalam pembuatan satu lampu, dia mengombinasikan dengan tiga jenis kerang. Bahan dasar yang dipakai pun asli, tanpa pewarna. Hasil produksi di beri label KATIGE yang merupakan akronim dari K tiga (Huruf K ada tiga) yaitu Kreasi Kerang Koba.

SYAHRIAL EDDI is a clam artisan at Jl. Raya Berok Koba Pangkalpinang is an assisted partner of PT. Angkasa Pura II (Persero) Branch Office Depati Amir, which has received loan assistance Partnership Program amounted to Rp. 20 Million in 2015. Starting from the idea of making typical souvenirs of Bangka island, the waste shells utilized into this craft, found easily in Bangka Belitung Islands. The products produced are shell craft such as shell ornament lamp, shell frame, brooch and various souvernier for wedding. Usually in making one lamp, he combines with three types of shells. The basic ingredients used are original, without dye. The result of production is labeled KATIGE which is an acronym of K three (Letter K there are three) that is Kreasi Shell Koba.

CHANDRA DIANA adalah pengrajin batik tulis di Jl. Benda Gg. Bambu Kuning No. 7E Kemang, Jakarta Selatan dan merupakan mitra binaan PT Angkasa Pura II (Persero) Kantor Cabang Halim Perdanakusuma, yang telah mendapatkan bantuan pinjaman program kemitraan sebesar Rp. 15 Juta pada tahun 2014. Menyadari belakangan, banyak bisnis batik bermunculan maka Chandra Diana berinovasi dan menciptakan diferensiasi agar produk saya diburu konsumen dengan memilih bahan pewarna alami dari bagian-bagian pohon, seperti kulit buah Jalawe, Kayu Tingi, Kayu Tegeran, dan kulit kayu Jambal. Penggunaan material ini yang kemudian mengilhami Candra untuk menamai produknya dengan brand Batik Pohon. Tertarik dengan produk Batik Pohon dengan warna dari kayu-kayuan dapat mengunjungi situs Batik Pohon di www.batikpohon.com.

CHANDRA DIANA is a batik craftsman on Jl. Object Gg. Yellow Bamboo No. 7E Kemang, South Jakarta and is an assisted partner of PT Angkasa Pura II (Persero) Branch Halim Perdanakusuma Branch, which has received a partnership loan program amounted to Rp. 15 Million in 2014. Recognizing recently, many batik businesses are emerging so Chandra Diana innovates and creates differentiation so that his products are hunted by consumers by choosing natural dye from tree parts such as Jalawe leather, Tayui wood, Tegeran wood, and bark Jambal. The use of this material which then inspired Candra to name its products with the brand of Tree Batik. Interested in the product of Tree Batik with wooden color can visit Batik Tree website at www.batikpohon.com.

SITI FATIMAH adalah pemilik kerajinan rotan di Kp. Pabuaran RT/RW Kel. Curug Kulon yang merupakan Mitra Binaan PT. Angkasa Pura II (Persero) Kantor Cabang Soekarno-Hatta, yang telah mendapatkan bantuan pinjaman Program Kemitraan sebesar Rp. 30 Juta pada tahun 2014 dan Rp. 50 Juta pada tahun 2016. Produk yang dihasilkan adalah bermacam kerajinan dari rotan seperti keranjang, tempat tisu, baki, vas bunga, hiasan lampu, ayunan, rak sepatu dan berbagai macam kerasi rotan yang ditangan Siti Fatimah dapat menjadi sesuatu yang unik dan bernilai jual tinggi. Pemasarannya juga cukup luas dan tidak ingin kalah dengan pemasaran online yang sedang trend saat ini, produk kerjianan rotan ini pun dipasarkan via instragram di @karnofayu_craft.

SITI FATIMAH is the owner of rattan handicraft in Kp. Pabuaran RT / RW Kel. Curug Kulon which is a Partner of PT. Angkasa Pura II (Persero) Branch of Soekarno-Hatta, which has received loan assistance from Partnership Program amounted to Rp. 30 Million in 2014 and Rp. 50 Million in 2016. The product is made of various handicrafts from rattan such as baskets, tissue box, tray, vase, lamp ornament, swing, shoe rack and various kinds of rattan ties in the hands of Siti Fatimah can be something unique and high selling value. Marketing is also quite extensive and do not want to lose with online marketing that is the current trend, this rattan product is marketed via Instagram at @ karnofayu_craft.

KISAH SUKSES MITRA BINAANSUCCESS STORIES OF ASSISTED PARTNER










TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP PELANGGANCORPORATE SOCIAL RESPONSIBILITY TO CUSTOMERS

KebijakanAngkasa Pura II menempatkan kepuasan pelanggan sebagai bentuk pelayanan yang fundamental dan penting. Hal ini didasari keyakinan bahwa pelanggan adalah salah satu pemangku kepentingan yang mempunyai peran sentral dalam menjamin keberlangsungan usaha, sehingga merupakan partner utama dalam mengembangkan usaha di masa depan.

Dalam rangka memastikan pemenuhan standar pelayanan kepada pelanggan, kami memiliki kebijakan untuk memastikan hal tersebut dijalankan melalui berbagai standar operasi dan prosedur yang terkait dengan pelanggan. Hal ini dilakukan semata-mata untuk memberikan yang terbaik kepada pelanggan.

PolicyAngkasa Pura II places customer satisfaction as a fundamental and important form of service. This is based on the belief that the customer is one of the stakeholders who have a central role in ensuring business continuity, thus becoming the main partner in developing the business in the future.

In order to ensure the fulfillment of customer service standards, we have a policy to ensure it is run through various standards of operations and procedures related to the customer. This is done solely to give the best to the customer.

Angkasa Pura II set a target / work plan to improve customer satisfaction by conducting customer complaints settlement activities and conducting customer satisfaction surveys. Angkasa Pura II targets that complaints

settlement under the Service Level Agreement (SLA) is set.

Angkasa Pura II menetapkan target/rencana kerja untuk meningkatkan kepuasan pelanggan dengan melakukan kegiatan penyelesaian pengaduan pelanggan dan pelaksanaan survei kepuasan pelanggan. Angkasa Pura II menargetkan bahwa penyelesaian pengaduan di bawah Service Level Agreement (SLA) yang ditetapkan.

Target/Rencana Kerja | Target/Work Plan






Pelaksanaan Kegiatan Selaku perusahaan yang bergerak di bidang jasa kebandarudaraan, konsumen Angkasa Pura II sangat bervariasi. Untuk itu diperlukan mekanisme kuat untuk memastikan adanya jaminan bahwa pelaporan keluhan konsumen dilaksanakan dengan cepat dan tepat. Untuk melaksanakan hubungan baik dengan konsumen, Angkasa Pura II melaksanakan sejumlah kegiatan sebagai berikut:

1. Keamanan & Keselamatan Pelanggan Berdasarkan Undang-Undang Nomor 1 Tahun 2009 tentang

Penerbangan pasal 219 ayat (1) menyebutkan bahwa: “Setiap 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”. Dalam penyediaan fasilitas keamanan sebagaimana dimaksud di atas, Angkasa Pura II melakukan analisa kebutuhan dengan mempertimbangkan efektifitas peralatan, klasifikasi bandar udara dan tingkat ancaman atau gangguan yang ada.

Untuk memberikan jaminan keamanan kepada seluruh pengguna jasa di bandar udara, maka penerapan sistem keamanan yang baik di bandar udara menjadi kewajiban yang mutlak dilakukan oleh Angkasa Pura II. Adapun sistem keamanan di bandar udara adalah:

1. Screening (Pemeriksaan Orang, Barang dan Kendaraan) 2. Access control/perimeter protection 3. Surveillance (Pengawasan dan Patroli) 4. Protection against infiltration (melalui koordinasi dan

informasi dari pihak eksternal: Kepolisian & BIN)

5. Staff participating (Partisipasi petugas dlm bentuk security awareness melibatkan airport community)

6. Quality Control & Quality Assurance

Angkasa Pura II juga senantiasa memastikan kesiagaan seluruh fasilitas keselamatan penerbangan bandara melalui Unit Manajemen Keselamatan. Unit tersebut berfungsi untuk mengelola, mengendalikan dan membina kegiatan:

1. Pelaksanaan Sistem Manajemen Keselamatan; 2. Standarisasi, kalibrasi dan pemeliharaan teknik

elektronika; 3. Standarisasi, kalibrasi dan pemeliharaan teknik listrik,

mekanikal dan peralatan; 4. Standarisasi, kalibrasi dan pemeliharaan teknik

bandara.

Activity ImplementationAs a company engaged in the field of airport services, Angkasa Pura II consumers vary widely. Therefore, a strong mechanism is needed to ensure that compliance reporting is implemented quickly and accurately. To carry out good relations with consumers, Angkasa Pura II carries out a number of activities as follows:

1. Customer Safety and SecurityLaw No. 1 Year 2009 on Aviation article 219 paragraph (1) states that: “Every airport enterprise or airport management unit shall provide airport facilities which fulfill the requirement of aviation safety and security, and airport services which is in accordance with the determined service standards”. In the provision of security facilities which is in accordance with the prevailing laws and regulations, Angkasa Pura II analyzes the needs by considering the effectiveness of equipment, airport classification, and the level of existing threat or disruption.

Angkasa Pura is obliged and responsible for the provision of guarantee of the implementation of the best security system to all users in airports. The security systems in the airports are:

1. Screening (inspection of people, goods, and vehicles)2. Access control/perimeter protection3. Surveillance (monitoring and patrol)4. Protection against infiltration (through coordination and

information from external parties, which are Police and BIN)

5. Staff participating (participation of staff in the form of security awareness, involving the airport community)

6. Quality Control and Quality Assurance

Angkasa Pura II also ensures the availability of all airport flight safety facilities through Safety Management Unit. This unit manages, controls, and assists:

1. The implementation of Safety Management System;2. The standardization, calibration, and maintenance of

electronics engineering;3. The standardization, calibration, and maintenance of

electrical, mechanical, and equipment engineering;4. The standardization, calibration, and maintenance of

airport engineering.







Kegiatan yang dilakukan dalam rangka menjamin kesiagaan fasilitas keselamatan penerbangan bandara antara lain:

1. Teknik Elektronika Unit Teknik Elektronika merupakan unit yang melakukan

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.

2. Teknik Listrik Mekanikal & Peralatan Unit Teknik Listrik, Mekanikal & Peralatan merupakan

unit yang melakukan 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.

3. Teknik Bandara Unit Teknik Bandara merupakan unit yang melakukan

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 Pelanggan Guna mendukung jaminan kepuasan pelanggan, Angkasa

Pura II menyediakan fasilitas pusat informasi dan layanan bagi para penumpang di setiap terminal bandara. Selain hal tersebut, Angkasa Pura II telah membentuk pusat pengaduan pelanggan. Pusat informasi layanan dan pengaduan pelanggan ini dapat diakses melalui beberapa saluran antara lain:

Activities which are conducted to ensure the availability and readiness of airport flight safety facilities, among others:1. Electronic Engineering Electronic Engineering Unit is a unit that performs planning,

implementation and evaluation towards the activities of standardization, calibration and maintenance of airport electronic equipment’s (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.

2. Electrical, Mechanical & Equipment Engineering Electrical, Mechanical & Equipment Engineering Unit

is a unit that performs planning, implementation and evaluation towards the activities of standardization, calibration and maintenance of electrical facilities, PKPPK facilities and large equipment and operating facilities at the air side at all airport branch offices of Angkasa Pura II.

3. Airport Engineering Airport Engineering Unit is a unit at performs planning,

implementation and evaluation 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 ComplaintTo support customer satisfaction guarantees, Angkasa Pura II provides an information and service center facility for passengers at every airport terminal. In addition to this, Angkasa Pura II has established a customer complaint center. This customer service and complaint information center is accessible through several channels including:

Contact Center dengan hotline 138 Contact Center with hotline 138

W www.angkasapura2.co.id via “Kontak Kami”

E [email protected]

T @contactap2

F www.facebook.com/angkasa.puraii.33






Mekanisme Penyampaian dan Penyelesaian Pengaduan PelangganKomitmen untuk memberikan pelayanan yang terbaik menuntut tindakan/respon secara cepat dan taktis terhadap semua aduan/keluhan dari pemangku kepentingan khususnya pelanggan yakni pengguna jasa bandar udara. Upaya penyelesaian terhadap setiap keluhan pelanggan telah diatur secara khusus dalam kebijakan standar mutu pelayanan. Standar pengelolaan pengaduan tersebut, 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 Perusahaan akan segera ditindak lanjuti oleh unit kerja Community Development Center (CDC) dan unit kerja Pelayanan Bandara.

c. Selanjutnya keluhan pelanggan diproses dan diselesaikan oleh unit terkait. Unit terkait dapat langsung berkomunikasi kepada pelanggan dalam proses penyelesaian keluhan.

Mechanism for Submitting and Completing Customer ComplaintsCommitment to provide the best service demands quick actions/ responses to all complaints from stakeholders, especially customers namely the airport service users. Completion actualization to any customer complaints have been specifically stipulated in the policy of service quality standards. The complaint management standards are as follows:

a. 24 hour services for customer complaint.

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.

c. Furthermore, 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.










Laporan Keuangan KonsolidasianConsolidated Financial Statements

PT Angkasa Pura II (Persero)dan entitas anaknya/and its subsidiaries

Laporan keuangan konsolidasian tanggal 31 Desember 2017dan untuk tahun yang berakhir pada tanggal tersebutbeserta laporan auditor independen/Consolidated financial statements as of December 31, 2017and for the year then ended with independent auditors’ report

The original consolidated financial statements included herein are inIndonesian language.

PT ANGKASA PURA II (PERSERO)DAN ENTITAS ANAKNYA

LAPORAN KEUANGAN KONSOLIDASIANTANGGAL 31 DESEMBER 2017

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, 2017

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............................. 4-5 ....................... and Other Comprehensive Income

Laporan Perubahan Ekuitas Konsolidasian ..................... 6 ............ Consolidated Statement of Changes in Equity

Laporan Arus Kas Konsolidasian ..................................... 7 ....................... Consolidated Statement of Cash Flows

Catatan atas Laporan Keuangan Konsolidasian.............. 8-122 ......... Notes to the Consolidated Financial Statements

Informasi Keuangan Entitas Induk Financial Information of the Parent Entity

Laporan Posisi Keuangan................................................ 1-2 ................................... Statement of Financial Position

Laporan Laba Rugi dan Penghasilan Statement of Profit or 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 ............................... Notes to the Financial Statements

************************

The original consolidated financial statements included herein are inthe Indonesian language.

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 2017

(Disajikan dalam Rupiah, kecuali dinyatakan lain)


CONSOLIDATED STATEMENT OFFINANCIAL POSITION

December 31, 2017(Expressed in Rupiah, unless otherwise stated)

31 Desember/ 31 Desember/Catatan/ December 31, December 31,

Notes 2017 2016

ASET ASSETS

ASET LANCAR CURRENT ASSETS2e,2f

Kas dan setara kas 2aa,4,43 6.054.168.529.301 6.975.116.807.074 Cash and cash equivalentsPiutang usaha, bersih 2f,2aa,5,43 814.010.895.838 807.758.024.270 Trade receivables, netPiutang lain-lain, bersih 2f,2aa,6 55.819.254.518 31.440.080.726 Other receivables, netPersediaan 2g,7 9.814.414.171 9.953.071.317 InventoriesPajak dibayar di muka -

bagian lancar 2r,20a 4.109.059.341 26.517.977.119 Prepaid taxes - current portionUang muka 8 81.244.586.985 51.088.255.360 AdvancesBiaya dibayar di muka 2h,9 29.459.380.955 - Prepaid expensesPendapatan yang masih

harus diterima, bersih 2f,10 306.797.877.503 179.259.992.633 Accrued revenue, net

TOTAL ASET LANCAR 7.355.423.998.612 8.081.134.208.499 TOTAL CURRENT ASSETS

ASET TIDAK LANCAR NON-CURRENT ASSETSAset keuangan yang tersedia Available-for-sale

untuk dijual 2aa,11 92.175.300.000 102.137.400.000 financial assetsPenyertaan saham 2i,12 343.772.715.082 374.598.132.426 Investments in shares of stockUang muka pembelian tanah 13 535.980.966.175 - Advance for land acquistionProperti investasi, bersih 2k,14 76.758.884.283 77.524.639.174 Investment properties, netAset tetap, bersih 2j,15 24.079.498.837.844 19.288.215.778.008 Fixed assets, netPajak dibayar di muka -

Bagian tidak lancar 2r,20a 40.373.799.428 - Prepaid taxes - non-current portionAset pajak tangguhan, bersih 2r,20e 15.741.190.483 34.883.909.417 Deferred tax assets, netAset tidak lancar lain-lain 2l,2aa,16 112.233.626.757 32.724.265.986 Other non-current assets

TOTAL ASET TIDAK LANCAR 25.296.535.320.052 19.910.084.125.011 TOTAL NON-CURRENT ASSETS

TOTAL ASET 32.651.959.318.664 27.991.218.333.510 TOTAL ASSETS






2


LAPORAN POSISI KEUANGANKONSOLIDASIAN (lanjutan)

31 Desember 2017(Disajikan dalam Rupiah, kecuali dinyatakan lain)


CONSOLIDATED STATEMENT OFFINANCIAL POSITION (continued)



Notes 2017 2016

LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY

LIABILITAS JANGKA PENDEK CURRENT LIABILITIESUtang usaha 2f,2aa,17 84.410.409.680 30.842.561.660 Trade payablesUtang lain-lain 2aa,18 209.127.199.524 179.349.272.075 Other payablesBeban akrual 2n,2aa,19 3.176.260.147.101 2.359.195.753.402 Accrued expensesUtang pajak 2r,20b 136.211.791.197 135.079.885.609 Taxes payableLiabilitas dana pensiun 21 21.563.542.632 117.265.054.591 Pension fund liabilitiesPendapatan yang diterima di muka 2f,2p,22 166.962.635.002 148.111.680.221 Unearned revenuesLiabilitas imbalan kerja Short-term employee

jangka pendek 2o,2aa,25a 173.744.167.143 170.406.332.870 benefit liabilitiesBagian jangka pendek utang bank Current maturities of long-

jangka panjang 2m,2aa,23a 133.466.336.718 15.625.000.000 term bank loan

TOTAL LIABILITASJANGKA PENDEK 4.101.746.228.997 3.155.875.540.428 TOTAL CURRENT LIABILITIES

LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIESPinjaman jangka panjang: 2m,2aa Long-term loans:

Utang bank jangka panjang 23a 4.205.092.117.441 2.745.261.894.922 Long-term bank loansUtang obligasi 23b 1.994.233.527.110 1.993.380.472.723 Bonds payable

Utang jaminan pelanggan 2aa,24 14.715.689.193 15.365.850.140 Customers depositsUtang jangka panjang lainnya 2f,2aa 19.651.121.405 9.824.791.001 Other long-term payablesLiabilitas pajak tangguhan 2r,20e 147.577.145.173 - Deferred tax liabilitiesLiabilitas imbalan kerja 2o,25b 130.427.151.636 136.690.450.575 Employee benefits liabilitiesDana program tunjangan hari tua 26 382.637.262 2.600.439.192 Retirement program fundsDana program BUMN

peduli beasiswa 27 - 4.602.077.765 BUMN scholarship program fund

TOTAL NON-CURRENTTOTAL LIABILITAS JANGKA PANJANG 6.512.079.389.220 4.907.725.976.318 LIABILITIES

TOTAL LIABILITAS 10.613.825.618.217 8.063.601.516.746 TOTAL LIABILITIES






3


LAPORAN POSISI KEUANGANKONSOLIDASIAN (lanjutan)



CONSOLIDATED STATEMENT OFFINANCIAL POSITION (continued)



Notes 2017 2016

EKUITAS EQUITY

Ekuitas yang dapat diatribuslkan Equity attributable to ownerskepada pemilik entitas induk of the parent entityModal saham - nilai nominal Share capital - par value of

Rp1.000.000 per saham Rp1,000,000 per shareModal dasar -

20.000.000 saham Authorized capital - 20,000,000 sharesModal ditempatkan dan Issued and fully paid –

disetor penuh - 7.000.000 saham 28 7.000.000.000.000 7.000.000.000.000 7,000,000 sharesModal disetor lainnya 29 4.752.112.049.937 2.506.489.461.360 Other paid-in capitalKomponen ekuitas lainnya 30 552.273.794.533 2.191.761.043.633 Other components of equityRugi komprehensif lain (212.770.072.171) (137.296.290.925) Other comprehensive lossSelisih ekuitas entitas anak 32 (26.316.798.626) (26.316.798.626) Equity difference of subsidiarySaldo laba Retained earnings

Dicadangkan 31 8.529.641.394.521 6.919.388.366.350 AppropriatedBelum dicadangkan 1.442.870.556.800 1.473.389.229.288 Unappropriated

Ekuitas yang dapat diatribusikan Equity attributable to owner ofkepada pemilik entitas induk 22.037.810.924.994 19.927.415.011.080 the parent entity

Kepentingan non-pengendali 322.775.453 201.805.684 Non-controlling interests

TOTAL EKUITAS 22.038.133.700.447 19.927.616.816.764 TOTAL EQUITY

TOTAL LIABILITAS DAN EKUITAS 32.651.959.318.664 27.991.218.333.510 TOTAL LIABILITIES AND EQUITY






4


LAPORAN LABA RUGI DAN PENGHASILANKOMPREHENSIF LAIN KONSOLIDASIAN

Tahun yang berakhir pada tanggal31 Desember 2017



CONSOLIDATED STATEMENT OF PROFIT OR LOSSAND OTHER COMPREHENSIVE INCOME

Year ended December 31, 2017,(Expressed in Rupiah, unless otherwise stated)

Tahun yang berakhirpada tanggal 31 Desember/Year ended December 31,

Catatan/Notes 2017 2016

PENDAPATAN USAHA 2s,33 OPERATING REVENUESPendapatan aeronautika 5.018.615.265.006 4.028.875.979.334 Aeronautical revenuesPendapatan non-aeronautika 3.091.786.642.949 2.616.926.514.225 Non-aeronautical revenues

TOTAL 8.110.401.907.955 6.645.802.493.559 TOTAL

Beban operasional bandara 2s,35 (2.722.848.649.423) (2.236.124.803.281) Airport operation expensesBeban pegawai 2s,34 (1.449.576.727.244) (1.245.750.802.297) Employee expenses

General and administrativeBeban umum dan administrasi 2s,36 (957.515.139.938) (1.045.781.877.125) expenseBeban pemasaran 2s,37 (19.851.417.634) (17.814.457.638) Marketing expensesPenghasilan lain-lain 2s,38 77.721.260.328 68.729.738.845 Other incomeBeban lain-lain 2s,39 (118.749.977.201) (98.291.521.130) Other expenses

LABA USAHA 2.919.581.256.843 2.070.768.770.933 OPERATING PROFIT

Penghasilan keuangan 2s,40 355.993.716.110 209.135.312.143 Finance incomePajak final atas Final tax

penghasilan keuangan 2r (66.803.887.130) (44.192.675.430) on finance incomeBiaya keuangan 2s,41 (287.782.155.684) (15.207.603.578) Finance costs

Share of profit (loss) ofBagian laba (rugi) entitas asosiasi 12 17.900.997.484 (211.587.989) associate entities

LABA SEBELUM PAJAK FINAL PROFIT BEFORE FINAL TAXDAN PAJAK AND CORPORATEPENGHASILAN BADAN 2.938.889.927.623 2.220.292.216.079 INCOME TAX

Beban pajak final 2r (106.711.451.797) (90.877.530.045) Final tax expense

LABA SEBELUM PAJAK PROFIT BEFOREPENGHASILAN BADAN 2.832.178.475.826 2.129.414.686.034 CORPORATE INCOME TAX

BEBAN PAJAK CORPORATEPENGHASILAN BADAN, BERSIH 2r,20c (822.322.731.906) (189.160.840.828) INCOME TAX EXPENSE, NET

LABA TAHUN BERJALAN 2.009.855.743.920 1.940.253.845.206 PROFIT FOR THE YEAR






5


LAPORAN LABA RUGI DAN PENGHASILANKOMPREHENSIF LAIN

KONSOLIDASIAN (lanjutan)Tahun yang berakhir pada tanggal



CONSOLIDATED STATEMENT OF PROFIT OR LOSSAND OTHER COMPREHENSIVE

INCOME (continued)Year ended December 31, 2017

(Expressed in Rupiah, unless otherwise stated)



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 periodPerubahan nilai wajar aset Changes in fair value of available-

keuangan tersedia untuk dijual 11 9.037.900.000 696.900.000 for-sale financial assets

Pos-pos yang tidak akan Item that will not bedireklasifikasi ke laba rugi reclassified to profit or lossperiode berikutnya in subsequent periodKerugian pengukuran kembali Remeasurement loss of

liabilitas imbalan kerja 25b (47.713.688.557) (56.814.754.255) employee benefits liabilityEfek beban pajak penghasilan 2r,20e 11.928.422.142 14.203.688.564 Effect on income tax expenseBagian rugi komprehensif dari Other Comprehensive loss from

entitas asosiasi (48.726.414.831) - assosiate company

RUGI KOMPREHENSIF LAIN OTHER COMPREHENSIVETAHUN BERJALAN LOSS FOR THE YEARSETELAH PAJAK (75.473.781.246) (41.914.165.691) AFTER TAX

TOTAL PENGHASILAN TOTAL COMPREHENSIVEKOMPREHENSIF TAHUN INCOMEBERJALAN 1.934.381.962.674 1.898.339.679.515 FOR THE YEAR

Laba tahun berjalan yang dapatdiatribusikan kepada: Profit for the year attributable to:

Pemilik entitas induk 2.009.734.355.683 1.940.253.028.171 Owner of the parent entityKepentingan non-pengendali 121.388.237 817.035 Non-controlling interests

Total laba tahun berjalan 2.009.855.743.920 1.940.253.845.206 Total profit for the year

Penghasilan komprehensif tahun berjalan Total comprehensive incomeyang dapat diatribusikan kepada: for the year attributable to:

Pemilik entitas induk 1.934.260.574.437 1.898.338.811.664 Owner of the parent entityKepentingan non-pengendali 121.388.237 867.851 Non-controlling interests

Total penghasilan komprehensif 1.934.381.962.674 1.898.339.679.515 Total comprehensive income

Laba per saham dasar 2x,42 287.105 291.038 Basic earnings per share

Laba per saham dilusian 2x,42 211.407 282.830 Diluted earnings per share

Theoriginalconsolidated financial statements includedhereinareintheIndonesian language.

Catatanatas laporankeuangankonsolidasianterlampirmerupakanbagianyang tidak terpisahkandari laporankeuangankonsolidasianini secarakeseluruhan.

Theaccompanyingnotestotheconsolidated financialstatementsforman integralpartoftheseconsolidated financial statements takenasawhole.

6

PTANGKASA PURA II (PERSERO)

DAN ENTITASANAKNYA

LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN

Tahunyangberakhirpada tanggal31 Desember2017

(Disajikandalam Rupiah,kecualidinyatakan lain)

PT ANGKASA PURA II (PERSERO)

AND ITS SUBSIDIARIES

CONSOLIDATED STATEMENTOF CHANGES IN EQUITY

For theyearended December31,2017

(Expressed in Rupiah,unlessotherwisestated)

EkuitasyangDapatDiatribusikankepadaPemilikEntitas lnduk/Equity AttributabletoTheOwnerofParentEntity

Penghasilan(rugi)

Selisihekuitas

komprehensif

Saldolaba/Retainedearnings

Komponen

entitasanak/

lain/

Kepentingan

Modaldisetor

ekuitaslainnya/

Difference in

Other

Belum

nonpengendali/

Catatan/

Modalsaham/

lainnya/Other

Othercomponents

equityof

comprehensive

Dicadangkan/

dicadangkan/

Total/

Non-controlling

Totalekuitas/

Notes

Sharecapital

paid-incapital

ofequity

Subsidiary

income(loss)

Appropriated

Unappropriated

Total

interests

Totalequity

Saldotanggal1Januari2016

5.000.000.000.000

2.384.500.394.492

2.182.977.703.262

(26.316.798.626)

(95.382.074.418)

5.569.530.216.120

1.220.458.888.904

16.235.768.329.734

935.583

16.235.769.265.317

BalanceasofJanuary1,2016

Reclassificationofpaid-in capital

Reklasifikasimodaldisetor lainnyakemodaldisetor

28

2.000.000.000.000

(2.000.000.000.000)

-

-

-

-

-

-

-

-

to sharecapital

Penyertaanmodalnegara

29

-

2.000.000.000.000

-

-

-

-

-

2.000.000.000.000

-

2.000.000.000.000

Stateinvestment contribution

Penyertaanpemerin tah inbreng

29

-

121.989.066.868

(121.989.066.868)

-

-

-

-

-

-

-

In-kindgovernment contribution

Bantuanpemerintahyangbelum

Undetermined statusof

ditentukanstatusnya(BPYBDS)

-

-

130.772.407.239

-

-

-

-

130.772.407.239

-

130.772.407.239

government’sparticipation(BPYBDS)

Dividen

-

-

-

-

-

-

(337.464.537.557)

(337.464.537.557)

-

(337.464.537.557)

Dividend

Cadanganumum

-

-

-

-

-

1.349.858.150.230

(1.349.858.150.230)

-

-

-

GeneraIreserve

Penyertaan sahampadaanakperusahaan

-

-

-

-

-

-

-

-

200.002.250

200.002.250

Capital injection in subsidiaries

Labatahunberjalan

-

-

-

-

-

-

1.940.253.028.171

1.940.253.028.171

817.035

1.940.253.845.206

Profitfor theyear

Rugikomprehensif lain:

Othercomprehensive loss:

Pengukurankembali

Remeasurementofdefined

program imbalanpasti

-

-

-

-

(42.611.116.507)

-

-

(42.611.116.507)

50.816

(42.611.065.691)

benefitplan

Perubahannilaiwajarasetkeuangan

Changesof fair valueof

tersediauntukdijual

-

-

-

-

696.900.000

-

-

696.900.000

-

696.900.000

available-for-salefinancialassets

Saldotanggal31 Desember2016

7.000.000.000.000

2.506.489.461.360

2.191.761.043.633

(26.316.798.626)

(137.296.290.925)

6.919.388.366.350

1.473.389.229.288

19.927.415.011.080

201.805.684

19.927.616.816.764

BalanceasofDecember31,2016

Penyertaanpemerintah inbreng

29

-

2.245.622.588.577

(2.245.622.588.577)

-

-

-

-

-

-

-

In-kindgovernment contribution

Bantuanpemerintahyangbelum

Undetermined statusof

ditentukanstatusnya(BPYBDS)

30

-

-

606.135.339.477

-

-

-

-

606.135.339.477

-

606.135.339.477

government’sparticipation(BPYBDS)

Dividen

31

-

-

-

-

-

-

(430.000.000.000)

(430.000.000.000)

(418.468)

(430.000.418.468)

Dividend

Cadanganumum

31

-

-

-

-

-

1.610.253.028.171

(1.610.253.028.171)

-

-

-

GeneraIreserve

Labatahunberjalan

-

-

-

-

-

-

2.009.734.355.683

2.009.734.355.683

121.38 8.237

2.009.855.743.920

Profitfor theyear

Rugikomprehensif lain:

Othercomprehensive loss:

Pengukurankembali

Remeasurementofdefined

program imbalanpasti

25

-

-

-

-

(35.785.266.415)

-

-

(35.785.266.415)

-

(35.785.266.415)

benefitplan

Perubahannilaiwajarasetkeuangan

Changesof fair valueof

tersediauntukdijual

11

-

-

-

-

9.037.900.000

-

-

9.037.900.000

-

9.037.900.000

available-for-salefinancialassets

Othercomprehensive lossfrom

Rugikomprehensif lainentitasasosiasi

-

-

-

-

(48.726.414.831 )

-

-

(48.726.414.831)

-

(48.726.414.831)

associa te company

Saldotanggal31 Desember2017

7.000.000.000.000

4.752.112.049.937

552.273.794.533

(26.316.798.626)(212.770.072.171)

8.529.641.394.521

1.442.870.556.800

22.037.810.924.994

322.775.453

22.038.133.700.447

BalanceasofDecember31,2017


7


LAPORAN ARUS KAS KONSOLIDASIANTahun yang berakhir pada tanggal



CONSOLIDATED STATEMENT OF CASH FLOWSYear ended December 31, 2017




ARUS KAS DARI CASH FLOWS FROMAKTIVITAS OPERASI OPERATING ACTIVITIESPenerimaan dari pelanggan 7.888.750.654.503 6.272.515.929.201 Receipts from customersPembayaran kepada pemasok, Payments to suppliers, contractors

kontraktor dan pihak ketiga lainnya (2.925.552.880.031) (1.763.116.327.196) and other third partiesPembayaran kepada karyawan (1.630.292.875.337) (1.303.436.563.390) Payments to employeesPembayaran beban bunga (287.782.155.684) (14.976.394.652) Payment of interest expensePenerimaan pendapatan bunga 289.189.828.978 164.942.636.713 Receipt of interest incomePembayaran lainnya (44.570.945.135) (11.675.552.394) Other paymentsPembayaran pajak (657.546.417.687) (642.848.353.427) Payments for taxes

Kas bersih yang diperoleh dari Net cash provided byaktivitas operasi 2.632.195.209.607 2.701.405.374.855 operating activities

ARUS KAS DARI CASH FLOWS FROMAKTIVITAS INVESTASI INVESTING ACTIVITIESPerolehan aset tetap 15 (4.719.933.723.257) (3.749.482.673.317) Acquisition of fixed assetsPenerimaan dari penjualan aset tetap 15 2.256.449.576 6.511.495.353 Proceeds from sales of fixed assetHasil penjualan aset keuangan Proceed from the sale of financial

tersedia untuk dijual 11 19.000.000.000 5.000.000.000 assets available-for-saleCapital subscription in

Penyertaan modal pada entitas asosiasi 12 - (124.800.000.000) associate company

Kas bersih yang digunakan untuk Net cash used inaktivitas investasi (4.698.677.273.681) (3.862.771.177.964) investing activities

ARUS KAS DARI CASH FLOWS FROMAKTIVITAS PENDANAAN FINANCING ACTIVITIESPenerimaan utang jangka panjang: Proceeds from long-term liabilities:

Utang bank 23 1.586.727.027.453 1.564.068.867.701 Bank loanUtang obligasi 23 - 2.000.000.000.000 Bonds payable

Pembayaran pinjaman bank 23 (11.193.241.152) - Payment of bank loanPembayaran biaya Payments for bank loan

transaksi utang bank - (13.650.000.000) transaction costsPembayaran biaya Payments for bonds payable

transaksi utang obligasi - (6.969.810.487) transaction costsPembayaran dividen kas 31 (430.000.000.000) (337.464.537.557) Payments of cash dividendsPenambahan modal disetor lainnya 29 - 2.000.000.000.000 Other paid-in capital addition

Kas bersih yang diperoleh dari aktivitas Net cash provided bypendanaan 1.145.533.786.301 5.205.984.519.657 financing activities

KENAIKAN (PENURUNAN) BERSIH NET INCREASE (DECREASE) INKAS DAN SETARA KAS (920.948.277.773) 4.044.618.716.548 CASH AND CASH EQUIVALENTS

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTSAWAL TAHUN 4 6.975.116.807.074 2.930.498.090.526 AT BEGINNING OF YEAR

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTSAKHIR TAHUN 4 6.054.168.529.301 6.975.116.807.074 AT END OF YEAR

Catatan atas laporan keuangan konsolidasian terlampir merupakanbagian yang tidak terpisahkan dari laporan keuangan konsolidasian

ini secara keseluruhan.





CATATAN ATAS LAPORANKEUANGAN KONSOLIDASIAN

Tanggal 31 Desember 2017 dan untuk tahun yangberakhir pada tanggal tersebut



NOTES TO THE CONSOLIDATEDFINANCIAL STATEMENTS

As of December 31, 2017 andfor the year then ended


8

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 PelabuhanUdara Jakarta 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 establishedby Government 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 AktaNotaris Muhani Salim S.H., No. 3 tanggal2 Januari 1993 dan diubah dengan AktaNotaris No. 96 tanggal 19 Maret 1993 olehnotaris yang sama. Akta pendirian tersebutdisahkan oleh Menteri Kehakiman RepublikIndonesia sesuai dengan Surat Keputusan No.C2-2471.HT.01.01.Th.93 tanggal 24 April 1993dan diumumkan dalam Berita Negara RepublikIndonesia No. 63 tanggal 8 Agustus 1995.

Anggaran dasar Perusahaan telah beberapakali mengalami perubahan, terakhirberdasarkan Akta Notaris Maya Veronika,S.H., M.Kn. No. 14 tanggal 24 Maret 2017tentang perubahan susunan Direksi. Aktatersebut telah diberitahukan kepada MenteriHukum dan Hak Asasi Manusia RepublikIndonesia dan memperoleh surat penerimaanpemberitahuan No. AHU-AH.01.03-0126285tanggal 11 April 2017.

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 andpublished in the State Gazette No. 63 datedAugust 8, 1995.

The Company’s articles of association havebeen amanded several times, the latestamandments through Notarial Deeds No. 14dated March 24, 2017 of Maya Veronika, SH.,M.Kn., regarding changes in the compositionof Director. The deed has been reported to theMinister of Law and Human Rights of theRepublic of Indonesia and has beenacknowledged through its letter ofaknowledgement No. AHU-AH.01.03-0126285dated April 11, 2017.

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.










9

1. UMUM (lanjutan) 1. GENERAL (continued)

a. Pendirian Perusahaan (lanjutan) a. The Company’s Establishment (continued)

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 13 (tigabelas) 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 13 (thirteen) 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 MahmudBadaruddin II, 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-Borong

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 InternationalAirport, 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-Borong

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 2017dan 2016 adalah sebagai berikut:

The compositions of the Company’s Boardof Commissioners and Directors as ofDecember 31, 2017 and 2016 were as follows:

2017 2016

Dewan Komisaris Board of CommissionersKomisaris Utama Rhenald Kasali Rhenald Kasali President CommissionerAnggota Iswan Elmi Iswan Elmi MemberAnggota Mujahidin Harpin Ondeh Mujahidin Harpin Ondeh MemberAnggota Maryati Karma Maryati Karma MemberAnggota Imam Bustomi Imam Bustomi MemberAnggota - Hadi Tjahjanto Member










10


b. Dewan Komisaris dan Direksi, Komite Auditdan Karyawan (lanjutan)

b. Board of Commissioners and Directors,Audit Committee and Employees(continued)

Susunan Dewan Komisaris dan DireksiPerusahaan pada tanggal 31 Desember 2017dan 2016 adalah sebagai berikut: (lanjutan)

The compositions of the Company’s Boardof Commissioners and Board of Directors as ofDecember 31, 2017 and 2016 were as follows:(continued)

2017 2016

Direksi DirectorsDirektur Utama Muhammad Awaluddin Muhammad Awaluddin President DirectorDirektur Djoko Murjatmodjo Djoko Murjatmodjo DirectorDirektur Daan Achmad Daan Achmad DirectorDirektur Ituk Herarindri Ituk Herarindri DirectorDirektur Andra Y. Agussalam Andra Y. Agussalam DirectorDirektur Tina T. Kemala Intan - Director

Susunan Komite Audit Perusahaan adalahsebagai berikut:

The composition of the Company’s AuditCommittee is as follows:

2017 2016

Komite Audit wwwwwwwwwwwwwAudit CommitteeKetua/Anggota Mujahidin Harpin Ondeh Mujahidin Harpin Ondeh Chairman/MemberWakil Ketua/Anggota Imam Bustomi Imam Bustomi Vice Chairman/MemberAnggota Irwanda Wisnu Wardhana Irwanda Wisnu Wardhana MemberAnggota Dewi Hanggraeni Khasan Anwari Member

Total manfaat yang dibayarkan olehPerusahaan untuk Dewan Komisaris danDireksi masing-masing sebesarRp59.142.722.281 dan Rp49.535.427.869untuk tahun yang berakhir pada tanggal31 Desember 2017 dan 2016 (tidak diaudit).

Total benefits paid by the Company for theBoard of Commissioners and Board ofDirectors amounted to Rp59,142,722,281 andRp49,535,427,869 for the year endedDecember 31, 2017 and 2016, respectively(unaudited).

Pada tanggal 31 Desember 2017 dan 2016jumlah karyawan tetap masing-masingsebanyak 5.133 dan 5.416 orang (tidakdiaudit).

On December 31, 2017 and 2016, the numberof permanent employees are 5,133 and 5,416,respectively (unaudited).

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.

Manajemen Perusahaan bertanggung jawabatas penyusunan laporan keuangankonsolidasian yang diotorisasi untuk terbitpada tanggal 28 Februari 2018.

The Company’s management is responsiblefor the preparation of the consolidated financialstatements that were authorized for issue onFebruary 28, 2018.










11


c. Entitas Anak c. Subsidiaries

Laporan keuangan konsolidasian mencakupakun-akun Perusahaan dan Entitas Anak(selanjutnya disebut “Kelompok Usaha”)berikut ini, dimana Perusahaan mempunyaipengendalian:

The consolidated financial statements includethe accounts of the Company and the followingSubsidiaries (collectively referred to hereafter as“the Group”), over which the Company hascontrol:

Entitas Anak/Jenis Usaha/

Nature of Domisili/Kepemilikan (%)/Ownership (%)

Total Aset sebelum Eliminasi/Total Assets before Elimination

Subsidiaries Business Domicile 2017 2016 2017 2016

PT AngkasaPura Solusi(“APS”)

Menyediakan jasa konsultasimanajemen bandara,0jasapendidikan, latihan0danoutsourcing sumber0dayamanusia, pengelolaan parkir,IT outsourcing/ Providingairport managementconsultation, education,training and oursourcinghuman resources, IToutsourcing

Jakarta 99,99 99,99 637.051.299.828 341.778.397.468

PT AngkasaPura Kargo(“APK”)

Pengelolaan Pengamanan dikawasan kargo Bandar UdaraInternasional Soekarno Hatta,Pengelolaan ParkirKendaraan Bermotor diTerminal - Kargo BandarUdara Internasional SoekarnoHatta, Bisnis Baru Kargo yangterdiri dari Cargo Sales Agent,Express Courrier, ProjectPengiriman (domestik daninternasional), Transhipment,Collection fee, Gudang Lini1, Pusat Logistik Berikat,Regulated Agent, ExcessBaggage Handling,Distribution Center Terminal3, Unit LoadDevices/Managing Security inSoekarno Hatta InternationalAirport Cargo Area, Managingparking in Soekarno HattaInternational Airport CargoArea, Cargo new businesssuch as, Cargo Sales Agent,Express Courrier, ProjectForwarder (Domestic andInternational), Transhipment,Collection fee, WarehouseLini 1, Bonded LogisticCenter, Regulated Agent,Excess Baggage Handling,Distribution Center in Terminal3, Unit Load Devices

Jakarta 99,95 99,95 265.786.149.062 202.098.324.368

PT AngkasaPura Propertindo(“APP”)

Melakukan jasa konsultasiproperti komersial terminal,jasa pengelolaan ruangansecara komersial di bandarudara umum, penyediaan danpengelolaan aset komersial,serta jasa pembangunan,pengelolaan dan penyediaantenaga listrik bandar udaradan lingkungan sekitar bandarudara/Conduct commercialproperty consutancy service interminal, commercial spacemanagement in generalairport, procurement andoperation of commercialassets, construction serviceand supplies and operation ofelectricity power within airportarea.

Jakarta 99,93 99,93 202.365.840.195 153.276.551.709










12


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.

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 99,9967% dan PT Angkasa PuraSchipol merubah namanya menjadiPT Angkasa Pura Solusi.

The Company’s ownership in APS beforeshares acquistion on November 28, 2011 was50% or 15,000 shares amounting toRp3,428,250,000.

Based on Deed No. 49 dated November 28,2011 of Notary Otty H.C Ubayani, S.H.,Schipol International B.V agreed to transfer its14,999 shares to the Company with nominalvalue of Rp228,550 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 99.9967% and PT Angkasa PuraSchipol changed its name to PT Angkasa PuraSolusi.

Berdasarkan Akta Notaris Maya Veronica, SH.,M.Kn. No. 1 tanggal 1 Pebruari 2017, TuanLuthfy Edrus mengalihkan 1 lembar sahamnyakepada Koperasi Karyawan PT Angkasa PuraII (Persero) Satya Ardhia dengan hargaRp228.550 per saham atau senilai 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 padatahun 1998.

APS started its commercial operation in 1998.

Susunan pemegang saham dan kepemilikansaham APS pada tanggal 31 Desember 2017adalah sebagai berikut:

The details of the shareholders and their shareownerships of APS as of December 31, 2017are 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) 29.999 6.856.271.450 99,997 PT Angkasa Pura II (Persero)Koperasi Karyawan Koperasi Karyawan

PT Angkasa Pura II PT Angkasa Pura II (Persero)(Persero) Satya Ardhia 1 228.550 0,003 Satya Ardhia

Total 30.000 6.856.500.000 100,000 Total










13



PT Angkasa Pura Solusi (“APS”) (lanjutan) PT Angkasa Pura Solusi (“APS”)(continued)

Laporan keuangan APS mencakup akun-akunAPS dan Kerjasama Operasi dibawah inisesuai dengan PSAK No. 66 (selanjutnyadisebut “KSO”), dimana APS mengakuiproporsi hak atas aset dan kewajiban atasliabilitas berdasarkan pengaturan bersamasebagai berikut:

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/Jenis Usaha/

Nature of Domisili/Kepemilikan (%)/Ownership (%) Total Aset sebelum Eliminasi/

Total Assets before EliminationJO Business Domicile 2017 2016 2017 2016

KSO APSolusi

Premair

Menyediakan jasa pelayananpenumpang di bandara (ruangtunggu) /Providing passengersservice in airport (lounge).

Halim,Jakarta 51 51 3.623.442.245 2.707.481.733

KSO APSolusi Mandai

Prima


Tangerang 60 60 4.211.924.939 4.342.109.812

KSO APSolusi Blue

Sky


Medan 51 51 20.822.874.068 18.306.477.176

KSO APSolusi -

Inovasi LintasMedia

Membangun, mengoperasikan,dan mengembangkanmodernisasi jaringan infrastrukturInformation Comminucationand Technology di lingkunganbandara AP II/Bulid, operate anddevelop ICT networkinfrastructure in AP II airport area

Jakarta 60 55 19.694.623.851 10.272.538.480

KSO APSolusi - ISSIndonesia

Mengoperasikan, mengelola danmengembangkan jasakebersihan di seluruh bandarapengelolaan AP II/Operate,manage and develop cleaningservice in all airport areas underAP II management

Jakarta 51 51 48.040.854.625 16.087.842.110

KSO APSolusi BlueSky BDO

Menyediakan jasa pelayananpenumpang di bandara (ruangtunggu) di bandara HuseinSastranegara/Providingpassengers service in airport(lounge) in Husein Sastra-negara airport

Bandung 60 51 4.533.370.932 2.808.416.921

KSO APSolusi -

Trikama Boga


Tangerang 60 60 5.596.885.854 7.071.447.938

KSOAPSarana

Pengelolaan Regulated Agent diLingkungan Bandara AP II/Themanagement Regulated Agent inAP II’s airports

Jakarta 35 30 14.761.490.194 8.019.725.726

KSO APSolusi BlueSky PGK

Menyediakan jasa pelayananpenumpang di bandara (ruangtunggu) di bandara Depati Amir/Providing passengers service inairport (lounge) in Kualanamuairport

PangkalPinang

60 - 5.509.246.648 -

KSO APSolusi - WRK

Kerjasama dalam melakukanoperasi dan PemeliharaanPeralatan Mekanikal-Elektrikal dibandara-bandara yang dikelolaoleh pemberi kerja denganlingkup pekerjaan secaraterperinci yang disepkatikemudian oleh para pihakdengan pemberikerja/Cooperation in operatingand maintaining mechanical-electrical equipment in airportsoperated by employer withdetailed scope of work lateragreed by all parties with theemployer.

Jakarta 51 - 12.804.229.431 -

KSO APSolusi -

Trikama Boga


Jambi 60 - 4.660.558.473 -










14



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 PersetujuanPengurusan Anak Perusahaan dan KeputusanRapat Umum Pemegang Saham RencanaKerja dan Anggaran 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 April2016 oleh notaris Maya Veronica, S.H, M.Kn.,telah disahkan oleh Menteri Hukum dan HakAsasi Manusia Republik Indonesia melaluiSurat Keputusan No. AHU-0020686.AH.01.01Tahun 2016 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 Ministryof Law and Human Rights of Republic ofIndonesia through Decision Letter No. AHU-0020686. AH.01.01 Year 2016 dated April 22,2016.

Susunan pemegang saham dan kepemilikansaham APK pada tanggal 31 Desember 2017adalah sebagai berikut:

The details of the shareholders and their shareownerships of APK as of December 31, 2017are as follows:




PT Angkasa Pura II PT Angkasa Pura II (Persero)(Persero) Satya Ardhia 100 100.000.000 0,050 Satya Ardhia

Total 200.000 200.000.000.000 100,00 Total










15



PT Angkasa Pura Propertindo (“APP”) PT Angkasa Pura Propertindo (“APP”)

Dibentuk sesuai dengan Surat KementerianBUMN nomor S-171/MBU/03/2016 tanggal14 Maret 2016 perihal PersetujuanPengurusan Anak Perusahaan dan KeputusanRapat Umum Pemegang Saham RencanaKerja dan Anggaran Perusahaan (RKAP) PTAngkasa Pura II (Persero) Tahun 2016 No. 04tanggal7 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 andthe General Meeting of Shareholders on theCompany’s Budget Plan (CBP) PT AngkasaPura II (Persero) 2016 No. 04 dated January7, 2016. The Company’s initial subscription inAPP totalled Rp149,900,000,000.

Akta Pendirian APP No. 9 tanggal 20 April2016 oleh notaris Maya Veronica, S.H, M.Kn.telah disahkan oleh Menteri Hukum dan HakAsasi Manusia Republik Indonesia melaluiSurat Keputusan No. AHU-0020770.AH.01.01.Tahun 2016 tanggal25 April 2016.

Deed of establishment of APP No. 9 datedApril 20, 2016 under notary Maya Veronica,S.H., M.Kn., has been approved by theMinistry of Law and Human Rights of theRepublic of Indonesia through Decision LetterNo. AHU-0020770.AH.01.01.Year 2016 datedApril 25, 2016.

Susunan pemegang saham dan kepemilikansaham APP pada tanggal 31 Desember 2017adalah sebagai berikut:

The details of the shareholders and their shareownerships of APP as of December 31, 2017are as follows:




PT Angkasa Pura II PT Angkasa Pura II (Persero)(Persero) Satya Ardhia 100 100.000.000 0,067 Satya Ardhia

Total 150.000 150.000.000.000 100 Total

2. IKHTISAR KEBIJAKAN AKUNTANSISIGNIFIKAN

2. SUMMARY OF SIGNIFICANT ACCOUNTINGPOLICIES

Berikut ini adalah kebijakan akuntansi signifikanyang diterapkan dalam penyusunan laporankeuangan konsolidasian Kelompok Usaha yangsesuai dengan Standar Akuntansi Keuangan diIndonesia. Laporan keuangan konsolidasian inijuga disusun sesuai dengan ketentuan yangditetapkan dalam Keputusan Ketua Bapepam-LKNo. KEP-347/BL/2012 tertanggal 25 Juni 2012tentang Penyajian dan Pengungkapan LaporanKeuangan Emiten atau Perusahaan Publik.Kebijakan ini telah diterapkan secara konsistenterhadap seluruh periode yang disajikan, kecualijika dinyatakan lain.

Presented below are the significant accountingpolicies adopted in preparing the Group’sconsolidated financial statements, which are inconformity with Indonesian Financial AccountingStandards. 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 regarding thePresentation and Disclosure of FinancialStatements of an Issuer or a Public Company.These policies have been consistently applied to allperiods presented, unless otherwise stated.










16

2. IKHTISAR KEBIJAKAN AKUNTANSISIGNIFIKAN (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 carasebagaimana yang diuraikan dalam kebijakanakuntansi di akun yang bersangkutan.

The consolidated financial statements, exceptfor the consolidated statement of cash flows,are prepared using the accrual basis andbased on historical costs, except for certainaccounts which are measured on the basesdescribed in the related accounting policies ofthose accounts.

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 byclassifying the receipts and disbursements ofcash and cash equivalents into operating,investing and financing activities. For thepurpose of the consolidated statement of cashflows, cash and cash equivalents include cashon hand and in banks, deposits held at call withbanks and other short-term highly liquidinvestments with original maturities of 3 (three)months or less, net of bank overdrafts.

Seluruh angka dalam laporan keuangankonsolidasian ini, dibulatkan dan disajikandalam Rupiah (“Rp”), kecuali dinyatakan lain.

All figures in the consolidated financialstatements are rounded to and expressed inmillions of Rupiah (“Rp”), unless otherwisestated.

b. Penerapan standar akuntansi baru b. Adoption of New Accounting Standards

Efektif tanggal 1 Januari 2017, KelompokUsaha menerapkan beberapa standarakuntansi baru yang relevan terhadapKelompok Usaha berikut ini:

Effective January 1, 2017, the Group adoptedseveral new accounting standards which arerelevant to the Group as follows:

- Amandemen PSAK No. 1 (2015),“Penyajian Laporan Keuangan” tentang“Prakarsa Pengungkapan”.

- Amendments to PSAK No. 1 (2015),“Presentation of Financial Statements”regarding “Disclosure Initiative”.

- PSAK No. 24 (Penyesuaian 2016),“Imbalan Kerja”.

- PSAK No. 24 (Improvement 2016),“Empoyee Benefit ”.

- PSAK No. 60 (Penyesuaian 2016),“Instrumen Keuangan: Pengungkapan”.

- PSAK No. 60 (Improvement 2016),“Financial Instrument: Disclosure”.

- ISAK No. 31, “Interprestasi atas RuangLingkup PSAK No.13: Properti Investasi”.

- ISAK No. 31, “Interpretation of PSAK 13:Investment Property”.

Penerapan ini tidak memberikan dampak yangbesar terhadap pelaporan keuangan danpengungkapan dalam laporan keuangankonsolidasian.

The adoption has no significant impact on thefinancial reporting and disclosures in theconsolidated financial statements.










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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 kekuasaannyaatas entitas tersebut. Dengan demikian, suatuentitas dianggap sebagai entitas anak jika danhanya jika Perusahaan memiliki kekuasaanatas entitas tersebut, eksposur atau hak atasimbal hasil variabel dari keterlibatannyadengan entitas tersebut dan kemampuanuntuk menggunakan kekuasaannya atasentitas tersebut untuk mempengaruhi jumlahimbal hasil Perusahaan.

The consolidated financial statements includethe financial statements of the Company andits subsidiaries 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 ifthe Company has power over the entity,exposure or rights to variable returns from itsinvolvement with the entity and the ability touse its power over the investee to affect theamount of the Company’s returns.

Semua saldo dan transaksi antar entitas yangmaterial, termasuk keuntungan atau kerugianyang belum direalisasi, jika ada, dieliminasiuntuk mencerminkan posisi keuangan danhasil operasi 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.

Entitas anak dikonsolidasikan mulai daritanggal pengendalian beralih kepadaPerusahaan dan tidak lagi dikonsolidasikandari tanggal 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 pemilikentitas induk.

Non-controlling interest (“NCI”) represents theportion of profit or loss, other comprehensiveincome and net assets of the subsidiary notattributable directly or indirectly to the ownersof the 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.










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c. Prinsip-prinsip Konsolidasi (lanjutan) c. Principles of Consolidation (continued)

Jika kehilangan pengendalian atas suatuentitas anak, 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, bilaada;

• 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 anyinvestment retained;

• mengakui setiap perbedaan yangdihasilkan sebagai keuntungan ataukerugian dalam laporan laba rugi danpenghasilan komprehensif lainkonsolidasian; dan

• recognizes any surplus or deficit inconsolidated statement of profit or loss;and other comprehensive income.

• 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.

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 denganmenggunakan metode ekuitas yang padaawalnya diakui pada harga 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 injoint ventures are accounted for using theequity method of accounting and initiallyrecognized at cost.

Bagian Kelompok Usaha atas laba rugiventura bersama pasca akuisisi diakui dalamlaba rugi dan bagian atas mutasi penghasilankomprehensif lain pasca akuisisi diakui didalam penghasilan komprehensif lain dandiikuti dengan penyesuaian pada jumlahtercatat investasi. Dividen yang akan diterimadari ventura bersama diakui sebagaipengurang jumlah tercatat investasi. Jikabagian Kelompok Usaha atas kerugian venturabersama sama dengan atau melebihi nilaikepemilikannya di ventura bersama, KelompokUsaha menghentikan pengakuan bagiankerugiannya, kecuali Kelompok Usaha memilikikewajiban hukum atau harus melakukanpembayaran tertentu atas nama venturabersama 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 incomewith a corresponding adjustment to thecarrying amount of the investment. Dividendsreceivable from joint ventures are recognizedas reductions 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.










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d. Investasi pada Ventura Bersama (lanjutan) d. Investment in Joint Ventures (continued)

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 apakahterdapat bukti obyektif bahwa telah terjadipenurunan nilai pada investasi di venturabersama. Jika demikian, maka KelompokUsaha menghitung besarnya penurunan nilaisebagai selisih antara jumlah yang terpulihkandan jumlah tercatat investasi pada venturabersama dan mengakui selisih 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 jointventure is impaired. If this is the case, theGroup calculates the amount of impairment asthe difference between the recoverableamount of the joint venture and its carryingamount and recognizes the amount adjacent to“shares of profit (loss) of joint ventures” inprofit 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.

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 penggunaannyauntuk membayar liabilitas yang akan jatuhtempo dalam waktu lebih dari 1 (satu) tahundisajikan sebagai bagian dari “aset tidak lancarlain-lain”.

Cash and cash equivalents which arerestricted for repayment of current maturingobligations are presented as “restricted cash”under “other current financial assets”. Cashand cash equivalents which are restricted forrepayment of obligations maturing after 1 (one)year are presented as part of “other non-current financial assets”.

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.










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f. Transaksi dengan Pihak-pihak Berelasi(lanjutan)

f. Transactions with Related Parties(continued)

Suatu pihak dianggap berelasi denganPerusahaan jika:

A party is considered to be related to theCompany if:

a. langsung, atau tidak langsung yangmelalui satu atau lebih perantara, suatupihak (i) mengendalikan, ataudikendalikan, atau berada di bawahpengendalian bersama dengan,Perusahaan; (ii) memiliki kepentingandalam Perusahaan yang memberikanpengaruh signifikan atas Perusahaan;atau (iii) memiliki pengendalian bersamaatas 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 Companyor its parent;

e. suatu pihak adalah anggota keluargadekat dari individu yang diuraikan dalambutir (a) atau (d);

e. the party is a close member of the familyof any individual referred to in (a) or (d);

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 programimbalan pasca kerja untuk imbalan kerjadari Perusahaan atau entitas yang terkaitdengan Perusahaan.

g. the party is a post-employment benefitplan for 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 telahdiungkapkan dalam 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-ratabergerak. Cadangan keusangan/kerugianpersediaan ditetapkan untuk menurunkan nilaitercatat persediaan ke nilai realisasi netonya.

Inventories are stated at the lower of cost ornet realizable value. Cost is determined usingthe first in first out, except for spare partswhich use the moving average method.Allowance for inventory obsolescence/lossesis provided to reduce the carrying value ofinventories to their net realizable value.

Nilai realisasi neto adalah taksiran harga jualdalam kegiatan usaha normal setelahdikurangi dengan taksiran biaya penyelesaiandan taksiran 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.










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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,dan penerimaan dividen dari entitas asosiasisejak tanggal 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 ofinvestment is increased or decreased by theCompany’s share in net earnings or losses of,and dividends received from, the associatedcompany since the date of acquisition.

Laporan laba rugi dan penghasilankomprehensif lain konsolidasianmencerminkan bagian atas hasil operasi darientitas asosiasi. Bila terdapat perubahan yangdiakui langsung pada ekuitas dari entitasasosiasi, Perusahaan mengakui bagiannyaatas perubahan tersebut dan mengungkapkanhal ini, jika dapat diterapkan, dalam laporanperubahan ekuitas konsolidasian. Laba ataurugi yang belum direalisasi sebagai hasil daritransaksi-transaksi antara Perusahaan denganentitas asosiasi dieliminasi pada jumlah sesuaidengan kepentingan Perusahaan dalamentitas asosiasi.

The consolidated statement of profit or lossand other comprehensive income reflects theshare of the results of operations of theassociated company. Where there has been achange recognized 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 associatedcompany.

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 criteriaare met.










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j. Aset Tetap (lanjutan) j. Fixed Assets (continued)

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 isperformed, its cost is recognized in the carryingamount of the fixed assets as a replacement ifthe recognition criteria are met. In the case ofmandatory dismantling or asset removals, therelated costs are added to the cost of therelevant assets and provisions are recognizedto cover the costs.

Semua biaya pemeliharaan dan perbaikanyang tidak 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 thatdo not meet the recognition criteria arerecognized in consolidated statement of profitor loss and other comprehensive income asincurred. Depreciation of fixed assets, exceptfor landrights, is computed using the straigh-line method over the estimated useful lives ofthe assets as follows:

Umur Ekonomis (Tahun/Jenis Aset Tetap Economic Age (Years) Types of Fixed Assets

Bangunan lapangan 10 - 80 Field constructionBangunan gedung 20 - 40 BuildingPeralatan terminal dan gedung 15 Terminal and buildings equipmentInstalasi dan jaringan 5 - 15 Installation and networkingPeralatan: Equipment:- Alat bantu navigasi 10 - 15 Navigation supporting equipment -- Pengangkutan 5 Transportation -- Kantor 5 - 15 Office -- Bengkel 5 - 15 Workshop -- Komputer 5 - 15 Computer -- Parkir 5 - 15 Parking -Lain-lain 1-5 OtherOverlay 4 - 10 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 dandisusutkan sesuai dengan tarif penyusutanyang 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 dan disajikan sebagai bagiandari aset tetap. Biaya perolehan termasukkapitalisasi beban bunga dan laba/rugi selisihkurs, jika ada, atas pinjaman dan biaya lainnyayang terjadi sehubungan dengan pembiayaanaset dalam penyelesaian tersebut (Catatan2m, “Kapitalisasi Biaya Pinjaman”).

Construction in progress is stated at cost andpresented as part of fixed assets. Costincludes capitalized interest charges andgain/losses on foreign exchange, if any,incurred on borrowings and other costsincurred to finance the said asset construction(Note 2m, “Capitalization of Borrowing Costs”).










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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 dikapitalisasisebagai penggantian apabila memenuhikriteria pengakuan. Nilai kini dari perkiraanbiaya pembongkaran aset setelah asetdigunakan termasuk dalam nilai perolehan asettersebut jika kriteria pengakuan untukpenetapannya terpenuhi.

The cost of normal maintenance and repairwork is charged to operations as incurred; thecost of significant improvements orbetterments is capitalized as replacements ifthe recognition criteria are satisfied. Thepresent value of the expected cost for thedecommissioning of the asset after its use isincluded in the cost of the asset if therecognition 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 manfaatkeekonomisan masa yang akan datang yangdiharapkan dari penggunaan ataupelepasannya. Laba atau rugi yang timbul daripenghentian pengakuan aset tetap, diakuidalam laporan laba rugi dan penghasilankomprehensif lain konsolidasian pada periodepenghentian pengakuan aset, yangmerupakan 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 dandisesuaikan secara prospektif, jika perlu, padasetiap akhir tahun buku.

The residual values, useful lives and methodsof depreciation of fixed assets are reviewedand adjusted prospectively, if appropriate, atthe end 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 saatterjadinya biaya, jika kriteria pengakuanterpenuhi dan tidak termasuk biaya harianpenggunaan properti 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 anexisting investment property when the fee isoccured, if the recognition criteria are met andexcludes the costs of the daily use of aninvestment property.

Perusahaan telah memilih untukmenggunakan model biaya untuk pengukuranaset properti investasi.

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 dijualdalam kegiatan usaha sehari-hari.

Investment properties consist of buildings andinfrastructure are controlled by the Companyto earn rentals or for capital appreciation orboth, rather than for use in the production orsupply 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 dicatatpada nilai perolehan dikurangi akumulasiamortisasi dan akumulasi rugi penurunan nilai.Umur manfaat 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 initialrecognition, the intangible asset is carried atcost less any accumulated amortization andany accumulated impairment loss. The usefullife of the intangible asset is assessed to beeither finite or indefinite. An intangible assetwith finite life is amortized over the asset’suseful economic life and assessed forimpairment whenever there is an indicationthat the intangible asset may be impaired. Theamortization period and the amortizationmethod for an intangible asset with a finiteuseful life are reviewed at least at eachfinancial year 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 implementasiperangkat lunak.

The Company’s intangible assets consist ofinstallation assistance and implementation ofsoftware.

Pada tanggal 31 Desember 2017, aplikasipiranti lunak tersebut telah digunakan dandicatat sebagai bagian dari “Aset tidak lancarlain-lain”.

As of December 31, 2017, the applicationsoftware already used and recorded as a partof “Other non-current assets”.

m. Kapitalisasi Biaya Pinjaman9

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. 30 (Revisi 2011) 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 borrowingcosts are recognized as expenses in theperiod in which they are incurred. Borrowingcosts may include interest, finance charges inrespect of finance leases recognized inaccordance with PSAK No. 30 (Revised 2011)and foreign exchange differences arising fromforeign currency borrowings to the extent thatthey are regarded as adjustments to interestcosts.










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m. Kapitalisasi Biaya Pinjaman (lanjutan)9

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 biayapinjamannya telah terjadi. Kapitalisasi biayapinjaman dihentikan pada saat selesainyasecara substansial seluruh aktivitas yangdiperlukan untuk mempersiapkan asetkualifikasian agar dapat digunakan sesuaidengan 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.

Beban akrual ditelaah pada setiap tanggalpelaporan dan disesuaikan untukmencerminkan estimasi terbaik yang palingkini. Jika arus keluar sumber daya untukmenyelesaikan kewajiban kemungkinan besartidak terjadi maka provisi dibatalkan.

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.

Accrued expense are reviewed at eachreporting date and adjusted to reflect thecurrent best estimate. If it is no longerprobable that an outflow of resourcesembodying economic benefits will be requiredto settle the obligations, the provisions arereversed.

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 thedefined benefit plan is determined using theprojected-unit-credit method.










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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 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 benefitliabilitas (asset), which recognized as othercomprehensive income, consist of:i. Actuarial gain or losses;ii. Return on program aset, is not consists of

amount included in liabilitas (asset) netinterest;

iii. Every changes in asset ceiling, is notconsists of amount included in liabilities(asset) net interest.

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 will not reclassify toconsolidated statement of profit or loss andother comprehensive income in the nextperiod.

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 suspensionof the program.

Perusahaan memiliki program tabunganpensiun karyawan untuk semua karyawantetapnya. Program tersebut dikelola olehperusahaan asuransi jiwa. Kontribusi dihitungsecara periodik oleh perusahaan asuransi.Para karyawan mengkontribusikan persentasetertentu dari gaji pokok dan sisa kontribusiditanggung oleh Perusahaan.

The Company has a contributory employeesavings program covering all of its qualifiedpermanent employees. The program ismanaged by a life insurance company.Contributions are calculated periodically by theinsurance company. The employees contributea certain percentage of their basic salary andthe Company contributes the remainingbalance 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 bentukProgram Pensiun Manfaat Pasti (“PPMP”)bernama Dana Pensiun Angkasa Pura II(“DPAP II”), untuk mengelola, atas nama paraanggota, semua kekayaan agar dapatmemenuhi kewajiban pensiun dariPerusahaan.

On November 15, 1999, the Companyreceived approval from the Ministry of Finance(No. KEP-391/KM.17/1999) to establish aseparate, trustee-administered pension fundas a defined benefit retirement plan (“PPMP”),named Dana Pensiun Angkasa Pura II (“DPAPII”), to hold, on behalf of plan members, assetsheld to satisfy the pension obligations of theCompany.










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Jumlah kontribusi terdiri dari kontribusikaryawan dan Perusahaan yang masing-masing dihitung sebesar 5% dan 30,68% daripendapatan dasar pensiun.

Contributions consist of employees’ and theCompany’s contributions that are calculated as5% and 30.68% 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 menentukanrumus tertentu untuk menghitung jumlahminimal imbalan pensiun, pada dasarnyaprogram pensiun berdasarkan UUKetenagakerjaan atau PKB adalah programpensiun 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 theCLA represent defined benefit plans.

Liabilitas imbalan pensiun merupakan nilai kiniliabilitas imbalan pasti pada akhir periodepelaporan dikurangi dengan nilai wajar asetprogram. Liabilitas imbalan pasti dihitungsetiap tahun 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 panjangpada akhir periode pelaporan dalam matauang rupiah sesuai dengan mata uang dimanaimbalan 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 yieldat end 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 diberikanbila pegawai dan anggota keluarga tertentumeninggal dunia. Nilai imbalan yang diberikandidasari 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.










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Perusahaan menyediakan imbalan kesehatanpasca kerja untuk pensiunan. Hak atasimbalan ini pada umumnya diberikan apabilakaryawan bekerja sampai usia pensiun danmemenuhi masa kerja minimum tertentu.

The Company provides post-employmentmedical benefits to their retirees. Theentitlement to these benefits is given ifemployee has worked until retirement age andthe completion of a minimum service period.

Prakiraan biaya imbalan ini diakru sepanjangmasa kerja karyawan, dengan menggunakanmetode akuntansi yang sama, namundisederhanakan, dengan metode yangdigunakan dalam perhitungan programpensiun imbalan pasti. Kewajiban ini dinilaisetiap tahun oleh aktuaris independen yangmemenuhi kualifikasi.

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 annuallyby qualified independent actuaries.

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 Groups in thefuture but the services not yet delivered to thatparties.

q. Sewa q. Leases

Penentuan apakah suatu perjanjian merupakanperjanjian sewa, atau perjanjian yangmengandung sewa, didasarkan atas substansiperjanjian pada tanggal awal sewa dan apakahpemenuhan perjanjian tergantung padapenggunaan suatu aset dan perjanjian tersebutmemberikan suatu hak untuk menggunakanaset tersebut. Sewa yang mengalihkan secarasubstansial seluruh risiko dan manfaat yangterkait dengan kepemilikan aset, diklasifikasikansebagai sewa pembiayaan.

The determination of whether an arrangementis, or contains, a lease is based on thesubstance of the arrangement at inception dateand whether the fulfillment of the arrangementis dependent on the use of a specific asset andthe arrangement conveys a right to use theasset. Lease that transfers substantially to thelessee all the risks and rewards incidental toownership of the leased item is classified asfinance lease.

Suatu sewa yang tidak mengalihkan secarasubstansial seluruh risiko dan manfaat yangterkait dengan kepemilikan asetdiklasifikasikan sebagai sewa operasi.Pembayaran sewa dalam sewa operasi diakuisebagai beban dalam laporan laba rugi danpenghasilan komprehensif lain konsolidasiandengan dasar garis lurus (straight-line method)selama masa sewa.

Leases which do not transfer substantially allthe risks and rewards incidental to ownershipare classified as operating leases. Operatinglease payments are recognized as an expensein the consolidated statement of profit or lossand other comprehensive income on astraight-line method 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 rekayasadan konstruksi sebagai pos tersendiri.

Referring to revised PSAK No. 46 asmentioned above, final tax is no longergoverned by PSAK No. 46. Therefore, theGroup has decided to present all of the finaltax arising from sales of land, land rentrevenue and engineering and constructionservices 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 atemporary difference and gives rise to adeferred tax liability or asset, except for certainasset such as land, which realization is taxedwith final tax on gross value of transaction.

Pajak kini

Aset dan liabilitas pajak kini untuk tahunberjalan diukur sebesar jumlah yangdiharapkan dapat direstitusi dari ataudibayarkan kepada otoritas perpajakan.

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 menyajikanbunga/denda, jika ada, sebagai bagian dari“Beban Pajak Kini”.

Underpayment/overpayment of income taxare presented as part of “Tax Expense -Current” in the consolidated statements ofprofit or loss and other comprehensiveincome. The Group also presentedinterest/penalty, if any, as part of “Current TaxExpense”.

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 theappeal is determined.

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 arerecognized using the liability method for thefuture tax consequences attributable todifferences between the carrying amounts ofexisting assets and liabilities in the financialstatements and their respective tax bases ateach reporting date.










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r. Perpajakan (lanjutan) r. Taxation (continued)

Pajak tangguhan (lanjutan) Deferred tax (continued)

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 deductibletemporary differences and accumulated fiscallosses to the extent that it is probable thattaxable profit will be available in future yearsagainst which the deductible temporarydifferences and accumulated fiscal losses canbe 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 periodand reduced to the extent that it is no longerprobable that sufficient taxable profit will beavailable to allow the benefit of part or all ofthat deferred tax asset to be utilized. At theend of each reporting period, the Groupreassesses unrecognized deferred tax assets.The Group recognizes previouslyunrecognized deferred tax assets to the extentthat it has become probable that future taxableprofit will allow the deferred tax assets to berecovered.

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 liabilitiesdue to a change in tax rates are charged tocurrent period operations, except to the extentthat they relate to items previously charged orcredited to equity.

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 inthe consolidated statements of financialposition, except if they are for different legalentities, consistent with the presentation ofcurrent tax assets and liabilities.

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 Company 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 diakui padasaat jasa diserahkan kepada pelanggan.

• Aeronautical services revenues arerecognized when services are rendered tocustomers.










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s. Pengakuan Pendapatan dan Beban(lanjutan)

s. Revenue and Expense Recognition(continued)

• Pendapatan jasa non aeronautika atas sewatanah dan bangunan diakui sesuai denganperiode konsesi yang sudah berjalan padatahun yang bersangkutan.

• Non-aeronautical services revenues for landand buildings rental is recognized inaccordance with the concession periodwhich has been incurred during the year.

• Pendapatan atas penggunaan fasilitasperalatan Perusahaan oleh pelanggan danPendapatan jasa non aeronautika lainnyadiakui pada saat fasilitas tersebut digunakandan pada saat jasa diserahkan.

• Revenue for the use of the Company’sfacilities and equipment by customers andother non-aeronautical services revenuesare recognized 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 UangAsing

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 rugiselisih kurs yang timbul dikreditkan ataudibebankan pada 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 andliabilities denominated in foreign currenciesare adjusted to reflect the average buying andselling rates of exchange quoted by BankIndonesia at the closing of the last banking dayof the year. The resulting gains or losses arecredited or charged to current operations.

Kurs yang digunakan pada tanggal31 Desember 2017 dan 2016 adalah sebagaiberikut:

The exchange rates used as ofDecember 31, 2017 and 2016 were as follows:

2017 2016

Dolar AS 13.548 13.436 US Dollar










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t. Transaksi dan Saldo dalam Mata UangAsing (lanjutan)

t. Foreign Currency Transactions andBalances (continued)

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 toclaims and liabilities in foreign currency ispayable in dollar and recorded based on the'weekly tax rate' prevailing at the date ofissuance of tax invoice.

u. Kombinasi Bisnis u. Business Combinations

Kombinasi bisnis dicatat denganmenggunakan metode akuisisi. Biayaperolehan dari suatu akuisisi diukur dari nilaiagregat imbalan yang dialihkan, diukur padanilai wajar pada tanggal akuisisi dan jumlahsetiap KNP pada pihak yang diakuisisi. Untuksetiap kombinasi bisnis, pihak pengakuisisimengukur KNP pada entitas yang diakuisisipada nilai wajar atau pada proporsikepemilikan KNP atas aset neto yangteridentifikasi dari entitas yang diakuisisi.Biaya-biaya akuisisi yang timbul dibebankanlangsung dan dicatat dalam “Beban Penjualan,Umum dan Administrasi”.

Business combinations are accounted forusing the acquisition method. The cost of anacquisition is measured as the aggregate ofthe consideration 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“Selling, General and AdministrativeExpenses”.

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.

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 lainsesuai dengan PSAK No. 55 (Revisi 2014).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 changesto the fair value of the contingentconsideration which is deemed to be an assetor liability will be recognized in accordancewith PSAK No. 55 (Revised 2014) either inprofit or loss or as other comprehensiveincome. If the contingent consideration isclassified as equity, it should not beremeasured until it is finally settled withinequity.










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u. Kombinasi Bisnis (lanjutan) u. Business Combinations (continued)

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 thanthe fair value of the net assets of theSubsidiary acquired, the difference isrecognized in profit or 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 measuredat cost less any accumulated impairmentlosses. For the purpose of impairment testing,goodwill acquired in a business combination isallocated from the acquisition date to each ofthe Group’s cash-generating units (“CGU”)that are expected to benefit from thecombination, irrespective of whether otherassets or liabilities of the acquirer areassigned to those CGUs.

Jika goodwill telah dialokasikan pada suatuUPK dan operasi tertentu dalam UPK tersebutdilepas, maka goodwill yang terasosiasidengan operasi yang dilepas tersebutdimasukkan dalam jumlah tercatat operasitersebut ketika menentukan keuntungan ataukerugian dari pelepasan operasi. Goodwillyang dilepaskan tersebut diukur berdasarkannilai relatif operasi yang dilepas dan porsi UPKyang ditahan.

Where goodwill forms part of a CGU and partof the operation within that CGU is disposedof, 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.

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 bythe end 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 theacquisition date and, if known, would haveaffected the measurement of the amountsrecognized as of that date.










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v. Pelaporan Segmen v. Segment Reporting

Segmen operasi adalah suatu komponen darientitas: (1) yang terlibat dalam aktivitas bisnisyang mana memperoleh pendapatan danmenimbulkan beban; (2) hasil operasinya dikajiulang secara reguler oleh pengambilkeputusan operasional untuk membuatkeputusan tentang sumber daya yangdialokasikan pada segmen tersebut danmenilai kinerjanya; dan (3) tersedia informasikeuangan 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 whichdiscrete financial 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 resourcesto the segment and assess its performance.

Pengungkapan tambahan pada masing-masing segmen terdapat dalam Catatan 44,termasuk faktor yang digunakan untukmengidentifikasi segmen yang dilaporkan dandasar pengukuran informasi segmen.

Additional disclosures on each of thesesegments are shown in Note 44, 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 Measurement

Kelompok Usaha telah menerapkan PSAK No.68, “Pengukuran Nilai Wajar”. PSAK ini, antaralain, memberikan panduan tentang bagaimanapengukuran nilai wajar ketika nilai wajardisyaratkan atau diizinkan. Penerapan PSAKini tidak berpengaruh signifikan terhadaplaporan keuangan konsolidasian. KelompokUsaha mengukur instrumen keuangan padanilai wajar setiap tanggal pelaporan.Pengungkapan nilai wajar instrumen keuangandisajikan dalam Catatan 46.

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 reportingdate. Fair value disclosure for financialinstuments are disclosed in Note 46.










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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 yangakan dibayar untuk mengalihkan suatuliabilitas dalam transaksi teratur antara pelakupasar pada tanggal pengukuran. Pengukurannilai wajar berdasarkan asumsi bahwatransaksi untuk menjual aset atau mengalihkanliabilitas terjadi 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 receivedto sell an asset or paid to transfer a liability inan orderly transaction between marketparticipants at the measurements date. Thefair value measurement is based on thepresumption that the transaction to sell theasset or transfer the liability takes place either:

• In the principal market for the assets orliability, or

• In the absence of a principal market, inthe most advantageous market for theasset or liability.

Kelompok Usaha harus memiliki akses kepasar utama atau pasar yang palingmenguntungkan.

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 liability, assuming that market participantsact in their economic best interest.

Kelompok Usaha mengunakan teknik penilaianyang sesuai dengan kondisi Perusahaan dandimana 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 hirarki nilai wajarberdasarkan tingkat masukan paling rendahyang signifikan terhadap pengukuran nilai wajarsecara 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 langsung maupuntidak langsung;

• Tingkat 3 - teknik yang menggunakan inputyang memiliki pengaruh signifikan terhadapnilai wajar yang tercatat yang tidakberdasarkan 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 hirarki denganmenilai ulang kategori (berdasarkan tingkatmasukan paling rendah yang signifikan terhadappengukuran niali wajar secara keseluruhan)pada setiap akhir periode pelaporan.

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 Dasar x. Basic Earnings per Share

Laba per saham dasar dihitung denganmembagi total laba tahun berjalan yang dapatdiatribusikan kepada pemilik entitas indukdengan jumiah rata-rata tertimbang sahambiasa yang beredar pada periode yangbersangkutan.

Basic earnings per share is calculated bydividing the total profit for the year attributableto owners of the parent by the weightedaverage number of ordinary sharesoutstanding 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 toowners of the parent by the weighted averagenumber of ordinary shares outstanding duringthe reporting period, adjusted to assumeconversion of all potential dilutive ordinaryshares.

y. Penurunan Nilai Aset Non-keuangan y. Impairment of Non-financial Assets

Pada setiap akhir periode pelaporan,Kelompok Usaha menilai apakah terdapatindikasi suatu aset mengalami penurunan nilai.Jika terdapat indikasi tersebut, maka jumlahterpulihkan diestimasi untuk aset individual.Jika tidak mungkin 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 eachreporting period whether there is an indicationthat an asset may be impaired. If suchindication exists, recoverable amount isestimated for the individual asset. If it is notpossible to estimate the recoverable amount ofthe individual asset, the Group determines therecoverable amount of the Cash-GeneratingUnit (CGU) to which the asset belongs (theasset’s CGU).

Jumlah terpulihkan dari suatu aset (baik asetindividual maupun UPK) adalah jumlah yanglebih tinggi antara nilai wajarnya dikurangibiaya untuk menjual dengan nilai pakainya.Jika nilai tercatat aset lebih besar daripadanilai terpulihkannya, maka aset tersebutdianggap mengalami penurunan nilai dan nilaitercatat aset 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 theasset’s fair value less costs to sell and itsvalue in use. Where the carrying amount ofthe asset exceeds its recoverable amount, theasset is considered impaired and is writtendown to its recoverable amount. Impairmentlosses are recognized in consolidatedstatement of profit or loss and othercomprehensive income as “impairmentlosses”.

Dalam menghitung nilai pakai, estimasi aruskas masa depan neto didiskontokan ke nilaikini dengan menggunakan tingkat diskontosebelum pajak yang menggambarkan penilaianpasar kini dari nilai waktu uang dan risikospesifik atas aset.

In assessing the value in use, the estimatednet future cash flows are discounted to theirpresent value using a pre-tax discount ratethat reflects current market assessments ofthe time value of money and the risks specificto the asset.










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2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN(lanjutan)


y. Penurunan Nilai Aset Non-keuangan(lanjutan)

y. Impairment of Non-financial Assets(continued)

Dalam menentukan nilai wajar dikurangi biayauntuk menjual, digunakan harga transaksipasar terakhir, 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 wajarlain yang 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 ofthe asset. These calculations are corroboratedby valuation multiples or other available fairvalue indicators.

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 losses, 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 dalamperiode sebelumnya untuk suatu aset mungkintidak ada lagi atau mungkin telah menurun.Jika indikasi 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 suchindication exists, the recoverable amount isestimated.

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 foran asset 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 recognizedin consolidated 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 theasset’s revised carrying amount, less anyresidual value, on a systematic basis over itsremaining useful life.










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z. Transaksi Restrukturisasi antara EntitasSepengendali

z. Restructuring Transactions amoing 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 yangbergabung, untuk periode terjadinya kombinasibisnis entitas sepengendali dan untuk periodekomparatif sajian, disajikan seolah-olahpenggabungan tersebut telah terjadi sejakawal periode entitas yang bergabung beradadalam sepengendalian.

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 areexchanged, the said transaction is recognizedat its carrying value using the pooling-of-interests method. In applying the pooling-of-interests method, the components of thefinancial statements of the combining entity,for the period during which the businesscombination of entities under common controloccurred and for the comparative period, arepresented 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 undercommon control or considerations received ina disposal of business of entities undercommon control, if any, is recognized as partof "Additional Paid-in Capital" in theconsolidated statement of financial position.

aa. Instrumen Keuangan aa. Financial Instruments

aa.1. Aset Keuangan aa.1. Financial Assets

Pengukuran Awal Initial Measurements

Aset keuangan dalam lingkup PSAK No.55 (Revisi 2014) diklasifikasikan sebagaiaset keuangan yang diukur pada nilaiwajar melalui laporan laba rugi danpenghasilan komprehensif lainkonsolidasian, pinjaman yang diberikandan piutang, investasi dimiliki hinggajatuh tempo, atau aset keuangantersedia untuk dijual, mana yang sesuai.Kelompok Usaha menentukan klasifikasiaset keuangan pada pengakuan awaldan, jika diperbolehkan dan diperlukan,mengevaluasi kembali pengklasifikasianaset tersebut pada setiap akhir periodekeuangan.

Financial assets within the scope ofPSAK No. 55 (Revised 2014) areclassified as financial assets at fair valuethrough consolidated statement of profitor loss and other comprehensive income,loans and receivables, held-to-maturityinvestments, or available-for-salefinancial assets, as appropriate. TheGroup determines the classification of itsfinancial assets at initial recognition and,where allowed and appropriate, re-evaluate the classification of the asset atthe end of each financial period.










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aa. Instrumen Keuangan (lanjutan) aa. Financial Instruments (continued)

aa.1. Aset Keuangan (lanjutan) aa.1. Financial Assets (continued)

Pengukuran Awal (lanjutan) Initial Measurements (continued)

Aset keuangan pada awalnya diakuisebesar nilai wajarnya ditambah (dalamhal investasi yang tidak diukur pada nilaiwajar melalui laporan laporan laba rugidan penghasilan komprehensif lainkonsolidasian) biaya transaksi yangdapat diatribusikan secara langsung.Pembelian atau penjualan asetkeuangan yang memerlukan pengirimanaset dalam kurun waktu yang ditetapkanoleh peraturan atau kebiasaan yangberlaku di pasar (perdagangan yanglazim) diakui pada tanggal perdagangan,yaitu tanggal Kelompok Usahaberkomitmen untuk membeli ataumenjual aset tersebut. Aset keuanganKelompok Usaha meliputi kas dan setarakas, piutang usaha-bersih, piutang lain-lain, aset keuangan yang tersedia untukdijual dan aset tidak lancar lain-lain(uang jaminan).

Financial assets are initially recognizedat fair value plus (in the case ofinvestments not at fair value throughconsolidated statement of profit or lossand other comprehensive income)transaction costs that are directlyattributable. Purchases or sales offinancial assets that require delivery ofassets within the time frame establishedby regulation or convention in themarketplace (regular way trades) arerecognized on the trade date, i.e. thedate the Group commits to purchase orsell the asset. The Group's financialassets include cash and cashequivalents, trade receivables-net, otherreceivables, available for sale financialassets, and other non-current assets(refundable deposits).

Pengukuran Setelah Pengakuan Awal Subsequent MeasurementPengukuran aset keuangan setelahpengakuan awal tergantung padaklasifikasinya sebagai berikut:

Subsequent measurement of financialassets depends on their classification asfollows:

• Aset keuangan yang diukur pada nilaiwajar melalui laporan laporan labarugi.

• Financial assets at fair value throughprofit or loss.

Aset keuangan yang diukur pada nilaiwajar melalui pada nilai wajar melaluilaba rugi, termasuk aset keuanganuntuk diperdagangkan dan asetkeuangan yang ditetapkan pada saatpengakuan awal untuk diukur padanilai wajar melalui laporan laba rugidan penghasilan komprehensif lainkonsolidasian.

Financial assets at fair value throughprofit or loss, including financialassets held for trading and financialassets designated upon initialrecognition as at fair value throughconsolidated statement of profit orloss and other comprehensiveincome.

Aset keuangan yang diukur pada nilaiwajar melalui laporan laba rugi danpenghasilan komprehensif lainkonsolidasian disajikan dalam laporanposisi keuangan konsolidasian padanilai wajar dengan keuntungan ataukerugian dari perubahan nilai wajardiakui dalam laporan laba rugi danpenghasilan komprehensif lainkonsolidasian.

Financial assets at fair value throughconsolidated statement of profit orloss and other comprehensiveincome are presented in theconsolidated statement of financialposition at fair value with gains orlosses from changes in fair valuerecognized in the consolidatedstatement of profit or loss and othercomprehensive income.










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Pengukuran Setelah Pengakuan Awal(lanjutan)

Subsequent Measurement (continued)

• Pinjaman yang diberikan dan piutang • Loans and receivables

Pinjaman yang diberikan dan piutangadalah aset keuangan non-derivatifdengan pembayaran tetap atau telahditentukan, yang tidak mempunyaikuotasi di pasar aktif. Setelahpengukuran awal, aset keuangantersebut selanjutnya diukur sebesarbiaya perolehan diamortisasi(amortized cost) denganmenggunakan metode Suku BungaEfektif (“SBE”), setelah dikurangidengan penurunan nilai. Keuntungandan kerugian diakui dalam laporanlaba-rugi komprehensif pada saatpinjaman dan piutang dihentikanpengakuannya atau mengalamipenurunan nilai, maupun melaluiproses amortisasi.

Loans and receivables are non-derivative financial assets with fixedor determinable payments that arenot quoted in an active market. Afterinitial measurement, such financialassets are subsequently measured atamortized cost using the EffectiveInterest Rate (“EIR”) method, lessimpairment. Gains and losses arerecognized in the statement ofcomprehensive income when theloans and receivables arederecognized or impaired, as well asthrough the amortization process.

Kas dan setara kas, piutang usaha-bersih, piutang lain-lain - bersih,pendapatan yang masih diterima,aset keuangan yang tersedia untukdijual dan aset tidak lancar lain-lain(uang jaminan) Kelompok Usahatermasuk dalam kategori ini.

The Group's financial assets includecash and cash equivalents, tradereceivables-net, other receivables-net, accrued revenue, available forsale financial assets, and other non-current assets (refundable deposits).

Kerugian penurunan nilai dilaporkansebagai pengurang dari nilai tercatatdari aset keuangan dalam kelompokpinjaman yang diberikan dan piutang,dan diakui di dalam laporan laba-rugidan penghasilan komprehensiflainnya.

Impairment loss is reported as adeduction from the carrying value ofthe financial assets classified asloans and receivables, andrecognized in the consolidatedstatement of profit or loss and othercomprehensive income.

• Investasi dimiliki hingga jatuh tempo[Held to-maturity (“HTM”)]

• Held-to-maturity (“HTM”) investments

Aset keuangan non derivatif denganpembayaran tetap atau telahditentukan dan jatuh temponya telahditetapkan diklasifikasikan sebagaiinvestasi dimiliki hingga jatuh tempoketika Perusahaan memiliki intensipositif dan kemampuan untukmemiliki aset keuangan tersebuthingga jatuh tempo.

Non-derivative financial assets withfixed or determinable payments andfixed maturities are classified as HTMinvestments when the Company hasthe positive intention and ability tohold them to maturity.










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• Investasi dimiliki hingga jatuh tempo[Held to-maturity (“HTM”)] (lanjutan)

• Held-to-maturity (“HTM”) investments(continued)

Setelah pengukuran awal, investasiHTM diukur pada biaya perolehandiamortisasi dengan menggunakanmetode SBE, setelah dikurangidengan penurunan nilai. Amortisasibiaya perolehan dihitung denganmemperhitungkan diskonto ataupremi atas biaya perolehan ataubiaya yang merupakan bagianintegral dari SBE. Amortisasi SBEdicatat dalam laporan laba-rugikomprehensif. Kerugian yang timbuldari penurunan nilai diakui padalaporan laba rugi dan penghasilankomprehensif lain konsolidasian.

After initial measurement, HTMinvestments are measured atamortized cost using the EIR method,less impairment. Amortized cost iscalculated by taking into account anydiscount or premium on acquisitionand fees or costs that are an integralpart of the EIR. The EIR amortizationis included in the statement ofcomprehensive income. The lossesarising from impairment arerecognized in the consolidatedstatement of profit or loss and othercomprehensive income.

Kelompok Usaha tidak mempunyaiinvestasi yang dimiliki hingga jatuhtempo pada tanggal 31 Desember2017 dan 2016.

The Group did not have anyheld-to-maturity investments as ofDecember 31, 2017 and 2016.

• Aset keuangan tersedia untuk dijual[Available-for-sale (“AFS”)]

• Available-for-sale (“AFS”) financialassets

Aset keuangan AFS adalah asetkeuangan non derivatif yangditetapkan sebagai tersedia untukdijual atau yang tidak diklasifikasikandalam tiga kategori sebelumnya.Setelah pengukuran awal, asetkeuangan AFS diukur pada nilai wajardengan keuntungan atau kerugianyang belum terealisasi diakui dalamekuitas sampai aset tersebutdihentikan pengakuannya, pada saatkeuntungan atau kerugian kumulatifdiakui, atau terjadi penurunan nilai,dan laba atau rugi kumulatifdireklasifikasi dari ekuitas kepenghasilan komprehensif.

AFS financial assets are non-derivative financial assets that aredesignated as available-for-sale or arenot classified in any of the threepreceding categories. After initialmeasurement, AFS financial assetsare measured at fair value withunrealized gains or losses recognizedin equity until the assets arederecognized, at which time thecumulative gain or loss is recognizedor determined to be impaired, and thecumulative gain or loss is reclassifiedfrom equity to comprehensive income.

Investasi yang diklasifikasikansebagai AFS adalah sebagai berikut:

The investments classified as AFSare as follows:

• Investasi pada saham yang nilaiwajarnya tidak tersedia dengankepemilikan kurang dari 20% daninvestasi jangka panjang lainnyadinyatakan sebesar biayaperolehan.

• Investments in shares of stockwhose fair value is not availablewith equity interest of less than 20%and other long-term investments arestated at cost.










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• Aset keuangan tersedia untuk dijual[Available-for-sale (“AFS”)] (lanjutan)

• Available-for-sale (“AFS”) financialassets (continued)

• Investasi pada instrumen utangyang tidak ditujukan untuk dimilikisampai jatuh tempo diklasifikasikansebagai AFS, dan dicatat pada nilaiwajar.

• Investments in debt instrumentswhich are not intended to be held tomaturity that have steadilydeterminable are classified as AFSand recorded at fair value.

aa.2. Liabilitas Keuangan aa.2. Financial Liabilities

Pengakuan Awal Initial Recognition

Liabilitas keuangan dalam lingkup PSAKNo. 55 (Revisi 2014) dapat dikategorikansebagai liabilitas keuangan yang diukurpada nilai wajar melalui laba rugi,liabilitas keuangan yang diukur denganbiaya perolehan diamortisasi, atauderivatif yang ditetapkan sebagaiinstrumen lindung nilai dalam lindungnilai yang efektif, mana yang sesuai.Kelompok Usaha menentukan klasifikasiliabilitas keuangan mereka pada saatpengakuan awal.

Financial liabilities within the scope ofPSAK No. 55 (Revised 2014) areclassified as financial liabilities at fairvalue through profit or loss, financialliabilities measured at amortized cost, oras derivatives designated as hedginginstruments in an effective hedge, asappropriate. The Group determines theclassification of its financial liabilities atinitial recognition.

Saat pengakuan awal, liabilitaskeuangan diukur pada nilai wajar dan,dalam hal liabilitas keuangan yang diukurdengan biaya perolehan diamortisasi,termasuk biaya transaksi yang dapatdiatribusikan secara langsung.

Financial liabilities are recognized initiallyat fair value and, in the case of financialliabilities measured at amortized cost,inclusive of directly attributabletransaction costs.

Liabilitas keuangan Kelompok Usahameliputi utang usaha, utang lain-lain,beban akrual, liabilitas imbalan kerjajangka pendek, utang bank jangkapanjang, utang obligasi, utang jangkapanjang lainnya dan utang jaminanpelanggan.

The Group's financial liabilities includetrade payables, other payables, accruedexpenses, short-term employee benefitliabilities, long-term bank loans, bondspayable, other non-current payables andcustomers deposits.










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aa.2. Liabilitas Keuangan (lanjutan) aa.2. Financial Liabilities (continued)

Pengukuran setelah Pengakuan Awal Subsequent Measurement

Pengukuran liabilitas keuangantergantung pada klasifikasinya sebagaiberikut:

Measurement of financial liabilitiesdepends on their classification as follows:

• Liabilitas keuangan yang diukur padanilai wajar melalui laba rugi

• Financial liabilities at fair valuethrough profit or loss

Liabilitas keuangan yang diukur padanilai wajar melalui laporan laba rugi,termasuk liabilitas keuangan untukdiperdagangkan dan liabilitaskeuangan yang ditetapkan pada saatpengakuan awal untuk diukur padanilai wajar melalui laporan laba rugi.Liabilitas keuangan diklasifikasikansebagai kelompok diperdagangkan,jika mereka diperoleh untuk tujuandijual atau dibeli kembali dalam waktudekat. Liabilitas derivatif jugadiklasifikasikan sebagai kelompokdiperdagangkan, kecuali merekaditetapkan sebagai instrumen lindungnilai efektif.

Financial liabilities at fair valuethrough profit or loss, includingfinancial liabilities held for tradingand financial liabilities designatedupon initial recognition as at fairvalue through profit or loss. Financialliabilities are classified as held fortrading if they are acquired for thepurpose of selling or repurchasing inthe near future. Derivative liabilitiesare also classified as held for tradingunless they are designated aseffective hedging instruments. Gainsor losses on liabilities held fortrading are recognized in theconsolidated statement ofcomprehensive income.

Keuntungan atau kerugian atasliabilitas yang dimiliki untukdiperdagangkan diakui dalam laporanlaba rugi dan penghasilankomprehensif lain konsolidasian.

Gains or losses on liabilities held fortrading are recognized inconsolidated statement of profit orloss and other comprehensiveincome.

• Pinjaman dan hutang • Loans and borrowings

Liabilitas keuangan Kelompok Usahameliputi utang usaha, utang lain-lain,beban akrual, liabilitas imbalan kerjajangka pendek, utang bank jangkapanjang, utang obligasi dan utangjaminan pelanggan termasuk dalamkategori ini.

The Group's financial liabilities includetrade payables, other payables,accrued expenses, short-termemployee benefit liabilities, long-termbank loans, bonds payable andcustomers deposits are included inthis category.

Setelah pengakuan awal, pinjamandan hutang yang dikenakan bungaselanjutnya diukur pada biayaperolehan diamortisasi denganmenggunakan metode SBE.Keuntungan dan kerugian diakuidalam laporan laba-rugi komprehensifkonsolidasian pada saat liabilitastersebut dihentikan pengakuannyaserta melalui proses amortisasi SBE.

Measurement after initial recognitionAfter initial recognition, loans andborrowings are subsequentlymeasured interest at amortized costusing the effective interest method.Gains and losses are recognized inthe consolidated statements ofcomprehensive income when theliabilities are derecognized as well asthrough the EIR amortization process.










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aa.3. Saling Hapus dari InstrumenKeuangan

aa.3. Offsetting of Financial Instruments

Aset keuangan dan liabilitas keuangansaling-hapus dan nilai bersihnyadilaporkan dalam laporan posisikeuangan konsolidasian jika, dan hanyajika, saat ini memiliki hak yangberkekuatan hukum untuk melakukansaling-hapus atas jumlah yang telahdiakui dan terdapat niat untukmenyelesaikan secara bersih, atau untukmerealisasikan aset dan menyelesaikanliabilitasnya secara bersamaan.

Financial assets and financial liabilitiesare offset and the net amount-reported inthe consolidated statement of financialposition if, and only if, currently has alegally enforceable right to set off themutually-recognized amounts and thereis an intention to settle net basis, or torealize asset and settle the liabilitysimultaneously.

aa.4. Nilai Wajar Instrumen Keuangan aa.4. Fair Value of Financial Instruments

Nilai wajar instrumen keuangan yangdiperdagangkan di pasar aktif pada setiaptanggal pelaporan ditentukan denganacuan pada kuotasi harga pasar ataukuotasi harga pedagang efek (hargapenawaran untuk posisi beli dan hargapermintaan untuk posisi jual), tidaktermasuk pengurangan apapun untukbiaya transaksi.

The fair value of financial instrumentsthat are traded in active markets at eachreporting date is determined by referenceto quoted market prices or dealer pricequotations (bid price for long position andask price for short position), without anydeduction for transaction costs.

Untuk instrumen keuangan yang tidakmemiliki pasar aktif, nilai wajar ditentukandengan menggunakan teknik penilaian.Teknik penilaian mencakup penggunaantransaksi pasar terkini yang dilakukansecara wajar oleh pihak-pihak yangberkeinginan dan memahami (recentarm’s length market transactions),penggunaan nilai wajar terkini instrumenlain yang secara substansial sama,analisa arus kas yang didiskonto, ataumodel penilaian lain.

For financial instruments where there isno active market, fair value is determinedusing valuation techniques. Suchtechniques may include using recentarm’s length market transactions,reference to the current fair value ofanother instrument that is substantiallythe same, discounted cash flow analysis,or other valuation models.

Penyesuaian risiko kredit Credit risk adjustment

Kelompok Usaha menyesuaikan harga dipasar yang lebih menguntungkan untukmencerminkan adanya perbedaan risikokredit pihak yang bertransaksi antarainstrumen yang diperdagangkan di pasartersebut dengan instrumen yang dinilaiuntuk posisi aset keuangan. Dalampenentuan nilai wajar posisi liabilitaskeuangan, risiko kredit Kelompok Usahaterkait dengan instrumen keuangantersebut ikut diperhitungkan.

The Group adjusts the price in theobservable market to reflect anydifferences in counterparty credit riskbetween instruments traded in thatmarket and the ones being valued forfinancial asset positions. In determiningthe fair value of financial liabilitypositions, the Group's own credit riskassociated with the instrument is takeninto account.










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aa.5. Biaya Perolehan Diamortisasi atasInstrumen Keuangan

aa.5. Amortized Cost on FinancialInstruments

Biaya perolehan diamortisasi dihitungdengan menggunakan metode SBEdikurangi dengan penyisihan ataspenurunan nilai dan pembayaran pokokatau nilai yang tidak dapat ditagih,Perhitungan tersebut mempertimbangkanpremium atau diskonto pada saatperolehan dan termasuk biaya transaksidan biaya yang merupakan bagian yangtak terpisahkan dari SBE.

Amortized cost is calculated using theEIR less any allowance for impairmentand principal repayment or value that cannot be billed. The calculations considerthe premium or discount on acquisitionand includes transaction costs and feesthat are an integral part of the EIR.

aa.6. Penurunan Nilai atas Aset Keuangan aa.6. Impairment of Financial Assets

Pada setiap akhir periode pelaporan,Kelompok Usaha mengevaluasi apakahterdapat bukti yang obyektif bahwa asetkeuangan atau kelompok aset keuanganmengalami penurunan nilai.

The Group assesses at the end of eachreporting period whether there is anyobjective evidence that a financial assetor a group of financial assets is impaired.

• Aset keuangan dicatat pada biayaperolehan diamortisasi

• Financial assets carried at amortizedcost

Untuk pinjaman yang diberikan danpiutang yang dicatat padabiaya perolehan diamortisasi,Kelompok Usaha terlebih dahulumenentukan bahwa terdapat buktiobyektif mengenai penurunan nilaisecara individual atas aset keuanganyang signifikan secara individual, atausecara kolektif untuk aset keuanganyang tidak signifikan secara individual.Jika Kelompok Usaha menentukantidak terdapat bukti obyektif mengenaipenurunan nilai atas aset keuanganyang dinilai secara individual, terlepasaset keuangan tersebut signifikanatau tidak, maka aset tersebutdimasukkan ke dalam kelompok asetkeuangan yang memiliki karakteristikrisiko kredit yang sejenis dankelompok usaha menilai penurunannilai kelompok tersebut secarakolektif. Aset yang penurunan nilainyadinilai secara individual, dan untuk itukerugian penurunan nilai diakui atautetap diakui, tidak termasuk dalampenilaian penurunan nilai secarakolektif.

For loans and receivables carried atamortized cost, the Group firstassesses whether objective evidenceof impairment exists individually forfinancial assets that are individuallysignificant, or collectively for financialassets that are not individuallysignificant. If the Group determinesthat no objective evidence ofimpairment exists for an individuallyassessed financial asset, whethersignificant or not, the asset is includedin a group of financial assets withsimilar credit risk characteristics andthe group is collectively assessed forimpairment. Assets that areindividually assessed for impairmentand for which an impairment loss is, orcontinues to be, recognized are notincluded in a collective assessment ofimpairment.










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aa.6.Penurunan Nilai atas Aset Keuangan(lanjutan)

aa.6. Impairment of Financial Assets(continued)

• Aset keuangan dicatat pada biayaperolehan diamortisasi (lanjutan)

• Financial assets carried at amortizedcost (continued)

Jika terdapat bukti obyektif bahwakerugian penurunan nilai telah terjadi,jumlah kerugian tersebut diukursebagai selisih antara nilai tercatataset dengan nilai kini estimasi aruskas masa datang (tidak termasukkerugian kredit di masa mendatangyang belum terjadi). Nilai kini estimasiarus kas masa datang didiskontodengan menggunakan suku bungaefektif awal dari aset keuangantersebut.

If there is objective evidence that animpairment loss has occurred, theamount of the loss is measured as thedifference between the asset’scarrying amount and the present valueof estimated future cash flows(excluding future expected creditlosses that have not yet beenincurred). The present value of theestimated future cash flows isdiscounted at the financial asset’soriginal effective interest rate.

Jika suatu aset keuangan yangdikelompokkan sebagai “Pinjamanyang Diberikan dan Piutang” memilikisuku bunga variabel, maka tingkatdiskonto yang digunakan untukmengukur setiap kerugian penurunannilai adalah suku bunga efektif yangberlaku.

If a “Loans and Receivables” financialasset has a variable interest rate, thediscount rate for measuringimpairment loss is the current effectiveinterest rate.

Nilai tercatat atas aset keuangandikurangi melalui penggunaan poscadangan penurunan nilai dan jumlahkerugian yang terjadi diakui dalamlaporan laba rugi dan penghasilankomprehensif lain konsolidasian.Pendapatan bunga selanjutnya diakuisebesar nilai tercatat yang diturunkannilainya berdasarkan tingkat sukubunga efektif awal dari asetkeuangan. Pinjaman yang diberikandan piutang beserta dengancadangan terkait dihapuskan jika tidakterdapat kemungkinan yang realistisatas pemulihan di masa mendatangdan seluruh agunan telah terealisasiatau dialihkan kepada KelompokUsaha. Jika, pada tahun berikutnya,nilai estimasi kerugian penurunan nilaiaset keuangan bertambah atauberkurang karena peristiwa yangterjadi setelah penurunan nilai diakui,maka kerugian penurunan nilai yangdiakui sebelumnya bertambah atauberkurang dengan menyesuaikan poscadangan penurunan nilai. Jika dimasa mendatang penghapusantersebut dapat dipulihkan, jumlahpemulihan tersebut diakui di laba rugi.

The carrying amount of the financialasset is reduced through the use of anallowance for impairment account andthe amount of the loss is recognized inconsolidated statement of profit or lossand other comprehensive income.Interest income continues to beaccrued on the reduced carryingamount based on the original effectiveinterest rate of the financial asset.Loans and receivables, together withthe associated allowance, are writtenoff when there is no realistic prospectof future recovery and all collateralhas been realized or has beentransferred to the Group. If, in asubsequent year, the amount of theestimated impairment loss increasesor decreases because of an eventoccurring after the impairment wasrecognized, the previously recognizedimpairment loss is increased orreduced by adjusting the allowance forimpairment account. If a future write-off is later recovered, the recovery isrecognized in profit or loss.










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aa.6.Penurunan Nilai atas Aset Keuangan(lanjutan)

aa.6. Impairment of Financial Assets(continued)

• Aset keuangan AFS • AFS financial assets

Dalam hal investasi ekuitasdiklasifikasikan sebagai asetkeuangan tersedia untuk dijual, buktiobyektif akan termasuk penurunannilai wajar yang signifikan danberkepanjangan di bawah nilaiperolehan investasi tersebut.

In the case of equity investmentclassified as an AFS financial asset,objective evidence would include asignificant or prolonged decline in thefair value of the investment below itscost.

Ketika terdapat bukti penurunan nilai,kerugian kumulatif - yang diukursebagai selisih antara biayaperolehan dan nilai wajar kini,dikurangi kerugian penurunan nilaiinvestasi yang sebelumnya diakuidilaba rugi direklasifikasikan dariekuitas ke laba rugi. Kerugianpenurunan nilai atas investasi ekuitastidak dihapuskan melalui laba rugi;sedangkan peningkatan nilai wajarsetelah penurunan nilai diakui dalamekuitas.

Where there is evidence ofimpairment, the cumulative loss -measured as the difference betweenthe acquisition cost and the currentfair value, less any impairment loss onthat investment previously recognizedin profit or loss, is reclassified fromequity to profit or loss. Impairmentlosses on equity investments are notreversed through profit or loss;increases in their fair value afterimpairment are recognized in equity.

Dalam hal instrumen utangdiklasifikasikan sebagai asetkeuangan tersedia untuk dijual,penurunan nilai dievaluasiberdasarkan kriteria yang samadengan aset keuangan yang dicatatsebesar biaya perolehan diamortisasi.Pendapatan bunga di masamendatang didasarkan pada nilaitercatat yang diturunkan nilainya dandiakui berdasarkan suku bunga yangdigunakan untuk mendiskonto aruskas masa datang dalam pengukurankerugian penurunan nilai. Pendapatanbunga yang masih harus dibayartersebut dicatat sebagai bagian dariakun “Pendapatan Keuangan” dalamlaporan laba rugi dan penghasilankomprehensif lain konsolidasian.

In the case of a debt instrumentclassified as an AFS financial asset,impairment is assessed based on thesame criteria as financial assetscarried at amortized cost. Futureinterest income is based on thereduced carrying amount and isaccrued based on the rate of interestused to discount future cash flows forthe purpose of measuring impairmentloss. Such accrual of interest incomeis recorded as part of the “FinanceIncome” account in the consolidatedstatement of comprehensive income.

Jika pada periode/tahun berikutnya,nilai wajar atas instrumen utangmeningkat dan peningkatan tersebutsecara obyektif dapat dikaitkandengan peristiwa yang timbul setelahpengakuan kerugian penurunan nilaidiakui dilaba rugi, kerugian penurunannilai tersebut harus dipulihkan melaluilaporan laba rugi dan penghasilankomprehensif lain konsolidasian.

If in a subsequent period/year, the fairvalue of a debt instrument increasesand the increase can be objectivelyrelated to an event occurring after theimpairment loss was recognized inprofit or loss, the impairment loss isreversed through consolidatedstatement of profit or loss and othercomprehensive income.










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aa.7. Penghentian Pengakuan Aset danLiabilitas Keuangan

aa.7. Derecognition of Financial Assets andLiabilities

Aset Keuangan Financial Assets

Penghentian pengakuan atas suatu asetkeuangan (atau, apabila dapatditerapkan untuk bagian dari asetkeuangan atau bagian dari kelompokaset keuangan sejenis) terjadi bila: (1)hak kontraktual atas arus kas yangberasal dari aset keuangan tersebutberakhir; atau (2) Kelompok Usahamemindahkan hak untuk menerima aruskas yang berasal dari aset keuangantersebut atau menanggung kewajibanuntuk membayar arus kas yang diterimatersebut tanpa penundaan yangsignifikan kepada pihak ketiga melaluisuatu kesepakatan penyerahan dansalah satu diantara (a) Kelompok Usahasecara substansial memindahkan seluruhrisiko dan manfaat atas kepemilikan asetkeuangan tersebut, atau (b) KelompokUsaha secara substansial tidakmemindahkan dan tidak memiliki seluruhrisiko dan manfaat atas kepemilikan asetkeuangan tersebut, namun telahmemindahkan pengendalian atas asettersebut.

A financial asset (or where applicable, apart of a financial asset or part of a groupof similar financial assets) is derecognizedwhen: (1) the contractual rights to receivecash flows from the asset have expired; or(2) the Group has transferred its rights toreceive cash flows from the financial assetor has assumed an obligation to pay thereceived cash flows in full without materialdelay to a third party under a “pass-through” arrangement, and either (a) theGroup has transferred substantially all therisks and rewards of the asset, or (b) theGroup has neither transferred nor retainedsubstantially all the risks and rewards ofthe financial asset, but has transferredcontrol of the financial asset.

Liabilitas Keuangan Financial Liabilities

Liabilitas keuangan dihentikanpengakuannya ketika kewajiban yangditetapkan dalam kontrak dihentikan ataudibatalkan atau kadaluwarsa.

A financial liability is derecognized whenthe obligation under the liability isdischarged or cancelled or has expired.

Ketika liabilitas keuangan awaldigantikan dengan liabilitas keuanganlain dari pemberi pinjaman yang samadengan ketentuan yang berbeda secarasubstansial, atau modifikasi secarasubstansial atas liabilitas keuangan yangsaat ini ada, maka pertukaran ataumodifikasi tersebut dicatat sebagaipenghapusan liabilitas keuangan awaldan pengakuan liabilitas keuangan barudan selisih antara nilai tercatat liabilitaskeuangan tersebut diakui di laba rugi.

When an existing financial liability isreplaced by another from the same lenderon substantially different terms, or theterms of an existing liability aresubstantially modified, such an exchangeor modification is treated as aderecognition of the original liability andthe recognition of a new liability, and thedifference in the respective carryingamounts is recognized in profit or loss.










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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 ofcontigent liabilities at the reporting date. Theestimation uncertainty may cause adjustment tothe carrying amounts of assets and liabilities withinthe next 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 representa summary of the significant judgements,estimates and assumptions made that affectedcertain reported 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 darilingkungan ekonomi utama di mana entitastersebut beroperasi. Mata uang tersebut adalahmata uang yang mempengaruhi Pendapatan danbiaya masing-masing entitas. Penentuan matauang fungsional bisa membutuhkan pertimbangankarena berbagai kompleksitas, antara lain, suatuentitas dapat bertransaksi dalam lebih dari satumata uang dalam aktivitas usahanya sehari-hari.

The functional currency of each entity in the Groupis the currency of the primary economicenvironment where such entity operates. Thosecurrencies are the currencies that influence therevenues and costs of each of the respectiveentities. The determination of functional currencymay require judgment due to various complexity,among others, the entity may transact in more thanone currency in its daily business 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. 55(Revisi 2014) dipenuhi. Dengan demikian, asetkeuangan dan liabilitas keuangan diakui sesuaidengan kebijakan akuntansi Kelompok Usahaseperti diungkapkan pada Catatan 2aa.

The Group determines the classifications of certainassets and liabilities as financial assets andfinancial liabilities by judgingif they meet the definition set forth inPSAK No. 55 (Revised 2014). Accordingly, thefinancial assets and financial liabilities areaccounted for in accordance with the Group’saccounting policies disclosed 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)

Cadangan Kerugian Penurunan Nilai PiutangUsaha

Allowance for Impairment Losses on TradeReceivables

Kelompok Usaha mengevaluasi akun tertentu jikaterdapat informasi bahwa pelanggan yangbersangkutan tidak dapat memenuhi kewajibankeuangannya. Dalam hal tersebut, KelompokUsaha mempertimbangkan, berdasarkan fakta dansituasi yang tersedia, termasuk namun tidakterbatas pada, jangka waktu hubungan denganpelanggan dan status kredit dari pelanggan, untukmencatat provisi yang spesifik atas jumlah piutangpelanggan guna mengurangi jumlah piutang yangdiharapkan dapat diterima oleh Kelompok Usaha.

The Group evaluates specific accounts where ithas information that certain customers are unableto meet their financial obligations. In these cases,The Group uses judgment, based on the bestavailable facts and circumstances, including but notlimited to, the length of its relationship with thecustomer and the customer's current credit status,to record specific provisions for customers againstamounts due to reduce its receivable amounts thatthe Group expects to collect.

Provisi yang spesifik ini dievaluasi kembali dandisesuaikan jika tambahan informasi yang diterimamempengaruhi jumlah cadangan kerugianpenurunan nilai atas piutang usaha. Jumlahpenyisihan kerugian penurunan nilai pada tanggal31 Desember 2017 dan 2016 masing-masingsebesar Rp208.036.748.158 danRp176.733.859.481 (Catatan 5).

Specific provisions are re-evaluated and adjusted ifadditional information received affects the amountof allowance for impairment losses on accountsreceivable. The amount of impairment losses as ofDecember 31, 2017 and 2016amounted to Rp208,036,748,158 andRp176,733,859,481 respectively (Note 5).

Estimasi dan Asumsi Estimates and Assumptions

Asumsi kunci mengenai masa depan dan sumberkunci lainnya untuk estimasi ketidakpastian padaakhir periode pelaporan yang memiliki risikosignifikan yang menyebabkan penyesuaianmaterial terhadap nilai tercatat aset dan liabilitasdalam tahun pelaporan berikutnya dijabarkansebagai 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 thecarrying amounts of assets and liabilities within thenext financial year are discussed below:

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 thatalso consider 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 jikaekspektasi berbeda dari estimasi sebelumnyadikarenakan pemakaian dan kerusakan fisik,keusangan secara teknis atau komersial danhukum atau pembatasan lain atas penggunaan dariaset. Tetapi, adalah mungkin, hasil di masa depandari operasi dapat dipengaruhi secara material olehperubahan-perubahan dalam estimasi yangdiakibatkan oleh perubahan faktor-faktor yangdisebutkan 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, thatfuture results of operations could be materiallyaffected by changes in the estimates brought aboutby changes in the factors mentioned above.










51

3. PERTIMBANGAN, ESTIMASI DAN ASUMSIAKUNTANSI SIGNIFIKAN (lanjutan)

3. SIGNIFICANT ACCOUNTING JUDGMENTS,ESTIMATES AND ASSUMPTIONS (continued)

Estimasi dan Asumsi (lanjutan) Estimates and Assumptions (continued)

Liabilitas Imbalan Pasca Kerja Post Employment Benefits Obligation

Beban dari program pensiun manfaat pasti dannilai kini dari kewajiban pensiun ditentukan olehpenilaian aktuaris dengan menggunakan beberapaasumsi diantaranya tingkat diskonto, tingkatpengembalian dana yang diharapkan, tingkatkenaikan kompensasi dan tingkat kematian,kewajiban manfaat pasti sangat sensitif terhadapperubahan asumsi. Nilai tercatat liabilitas telahdiungkapkan dalam Catatan 25.

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, expectedrates of return on plan assets, rates ofcompensation increases and mortality rates. Thedefined benefit obligation is highly sensitive tochanges in the assumptions. The carrying amountof the obligation is disclosed in Note 25.

Ketidakpastian Kewajiban Perpajakan Uncertain Tax Exposure

Dalam situasi tertentu, Kelompok Usaha tidakdapat menentukan secara pasti jumlah liabilitaspajak mereka pada saat ini atau masa depankarena proses pemeriksaan, atau negosiasidengan otoritas perpajakan. Ketidakpastian timbulterkait dengan intepretasi dari peraturanperpajakan yang kompleks dan jumlah dan wakludari pendapatan kena pajak di masa depan. Dalammenentukan jumlah yang harus diakui terkaitdengan liabilitas pajak yang tidak pasti, KelompokUsaha menerapkan pertimbangan yang sama yangakan mereka gunakan dalam menentukan jumlahcadangan yang harus diakui sesuai dengan PSAKNo. 57, "Provisi, Liabilitas Kontijensi dan AsetKontijensi". Pajak penghasilan telah diungkapkandalam Catatan 20.

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 appliessimilar considerations as it would use indetermining the amount of a provision to berecognized in accordance with PSAK No. 57,"Provisions, Contingent Liabilities and ContingentAsset. Income tax is disclosed in Note 20.

Realisasi dari Aset Pajak Tangguhan Realizability of Deferred Tax Assets

Kelompok Usaha melakukan reviu atas nilaitercatat aset pajak tangguhan pada setiap akhirperiode pelaporan dan mengurangi nilai tersebutsampai sebesar kemungkinan aset tersebut tidakdapat direalisasikan, dimana penghasilan kenapajak yang tersedia memungkinkan untukpenggunaan seluruh atau sebagian dari aset pajaktangguhan tersebut.

The Group reviews the carrying amounts ofdeferred tax assets at the end of each reportingperiod and reduces these to the extent that it is nolonger probable that sufficient taxable income willbe available 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 kenapajak yang cukup untuk memungkinkanpenggunaan sebagian atau seluruh bagian dariaset pajak tangguhan 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 noassurance that the Group will generate sufficienttaxable income to allow all or part of the deferredtax assets to be utilized.

Aset (liabilitas) pajak tangguhan diungkapkandalam Catatan 20e.

Deferred tax assets (liabilities) are disclosed inNote 20e.










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4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS

Rincian kas dan setara kas adalah sebagai berikut: The details of cash and cash equivalents are asfollows:

31 Desember/December 31,

2017 2016

Kas Cash on handRupiah 525.604.322 354.655.143 RupiahDolar Amerika Serikat - 328.735.253 United States dollar

Total kas 525.604.322 683.390.396 Total cash on hand

Bank Cash in banksRupiah RupiahPihak berelasi Related partiesPT Bank Tabungan Negara PT Bank Tabungan Negara

(Persero) Tbk 2.110.001.760.738 2.005.274.427.167 (Persero) TbkPT Bank Rakyat Indonesia PT Bank Rakyat Indonesia

(Persero) Tbk 1.756.191.578.856 2.131.366.518.049 (Persero) TbkPT Bank Mandiri (Persero) Tbk 161.890.066.436 190.381.873.685 PT Bank Mandiri (Persero) TbkPT Bank Negara Indonesia PT Bank Negara Indonesia

(Persero) Tbk 69.148.758.943 711.476.538.677 (Persero) Tbk

Pihak ketiga Third partiesPT Bank Muamalat PT Bank Muamalat

Indonesia Tbk 2.733.120.225 1.585.969.544 Indonesia TbkPT Bank Central Asia Tbk 1.386.667.423 1.017.884.848 PT Bank Central Asia TbkPT Bank Mega Tbk 599.801.989 860.544.906 PT Bank Mega Tbk

PT Bank PembangunanPT Bank Pembangunan Daerah Daerah Jawa Barat

Jawa Barat dan Banten Tbk 449.121.603 1.236.315.947 dan Banten TbkPT Bank Maybank PT Bank Maybank

Indonesia Tbk 285.152.525 274.424.630 Indonesia TbkPT Bank Syariah Mandiri 107.053.592 18.179.550.995 PT Bank Syariah MandiriIndonesia Eximbank 35.199 35.199 Indonesia EximbankOversea-Chinese Banking Oversea-Chinese Banking

Corporation - 15.130.288.204 Corporation

Sub-total 4.102.793.117.529 5.076.784.371.851 Sub-total

Dolar Amerika Serikat United States dollarPihak berelasi Related partiesPT Bank Mandiri (Persero) Tbk 2.002.972.087 18.106.912.066 PT Bank Mandiri (Persero) TbkPT Bank Rakyat Indonesia PT Bank Rakyat Indonesia

(Persero) Tbk 482.913.312 517.391.519 (Persero) TbkPT Bank Negara Indonesia PT Bank Negara Indonesia

(Persero) Tbk 360.044.332 1.115.808.071 (Persero) Tbk

Pihak ketiga Third partyCitibank N.A., Jakarta 5.202.810.260 2.907.885.091 Citibank N.A., Jakarta

Sub-total 8.048.739.991 22.647.996.747 Sub-total

Euro EuroPihak berelasi Related partyPT Bank Negara Indonesia PT Bank Negara Indonesia

(Persero) Tbk 1.067.459 1.048.080 (Persero)

Total bank 4.110.842.924.979 5.099.433.416.678 Total cash in banks










53

4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)


2017 2016

Deposito berjangka Time depositsRupiah RupiahPihak berelasi Related partiesPT Bank Negara Indonesia PT Bank Negara Indonesia

(Persero) Tbk 608.800.000.000 633.500.000.000 (Persero) TbkPT Bank Rakyat Indonesia PT Bank Rakyat Indonesia

(Persero) Tbk 546.000.000.000 425.000.000.000 (Persero) TbkPT Bank Tabungan Negara PT Bank Tabungan Negara

(Persero) Tbk 306.500.000.000 291.500.000.000 (Persero) TbkPT Bank Mandiri PT Bank Mandiri

(Persero) Tbk 188.000.000.000 345.000.000.000 (Persero) Tbk

Pihak ketiga Third partiesPT Bank Pembangunan

PT Bank Pembangunan Daerah Daerah Jawa BaratJawa Barat dan Banten Tbk 127.500.000.000 50.000.000.000 dan Banten Tbk

PT Bank Maybank PT Bank MaybankIndonesia Tbk 75.000.000.000 - Indonesia Tbk

PT Bank Mega Tbk 56.000.000.000 - PT Bank Mega TbkPT Bank Tabungan Pensiunan PT Bank Tabungan Pensiunan

Nasional Tbk 35.000.000.000 20.000.000.000 Nasional TbkPT Bank Bukopin Tbk - 80.000.000.000 PT Bukopin TbkPT Bank Mega Syariah - 30.000.000.000 PT Bank Mega Syariah

Total deposito berjangka 1.942.800.000.000 1.875.000.000.000 Total time deposits

Total kas dan setara kas 6.054.168.529.301 6.975.116.807.074 Total cash and cash equivalents

Total kas dan setara kas yang ditempatkan padapihak berelasi merepresentasikan 17,61% dan24,13% dari total aset Kelompok Usaha masing-masing pada tanggal 31 Desember 2017 dan 2016.

Total cash and cash equivalents placed on relatedparties represent 17.61% and 24.13% of totalassets of the Group as of December 31, 2017 and2016, respectively.

Rentang suku bunga deposito berjangka per tahunadalah sebagai berikut:

The ranges of annual interest rates of time depositsare as follows:


2017 2016

Rupiah 6,00% - 7,25% 6,75% - 7,50% RupiahDolar Amerika Serikat - 0,50% United States dollar

Pendapatan bunga yang berasal dari kas di bankdan deposito berjangka disajikan sebagai bagiandari “Penghasilan Keuangan” pada laporan labarugi dan penghasilan komprehensif lainkonsolidasian.

Interest income from cash in banks and timedeposits is presented as part of “Finance Income”in the consolidated statement of profit or loss andother comprehensive income.

Berdasarkan Peraturan Pemerintah (“PP”) No. 69Tahun 2016 tanggal 29 Desember 2016 dan PPNo. 130 Tahun 2015 tanggal 28 Desember 2015,Perusahaan menerima tambahan PenyertaanModal Negara Republik Indonesia masing-masingsebesar Rp2.000.000.000.000 dengan tujuanmemperbaiki struktur permodalan danmeningkatkan kapasitas usaha Perusahaan dalamrangka melanjutkan pembebasan lahan untukpembangunan landasan pacu (runway) 3 BandarUdara Internasional Soekarno-Hatta.

Based on the Government Regulation (“PP”) No.69 Year 2016 dated December 29, 2016 and PPNo. 130 Year 2015 dated December 28, 2015, theCompany received additional capital investment ofthe Republic of Indonesia, each amounted toRp2,000,000,000,000 with the purpose ofimproving the capital structure and enchancing theCompany’s operational capacity in relation withfurther land acquisition for the construction ofrunway 3 Soekarno-Hatta International Airport.










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4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)

Pada tanggal 31 Desember 2017 dan 2016, danayang diterima tersebut disajikan sebagai bagiandari akun “Kas dan setara kas” dalam bagian “Kaspada bank”.

As of December 31, 2017 and 2016, the receivedfunds were presented as part of “Cash and cashequivalents” as “Cash in banks”.

5. PIUTANG USAHA 5. TRADE RECEIVABLES

Rincian piutang usaha adalah sebagai berikut: The details of trade receivables are as follow:


2017 2016

Pihak ketiga Third partiesPT Lion Mentari Airlines 45.682.900.491 48.953.532.210 PT Lion Mentari AirlinesPT Taurus Gemilang 28.786.665.038 6.175.071.450 PT Taurus GemilangPT Jasa Angkasa Semesta Tbk 20.136.094.133 17.917.206.726 PT Jasa Angkasa Semesta TbkPT Metro Batavia 18.405.392.960 18.346.406.974 PT Metro BataviaPT Batik Air Indonesia 18.123.026.047 10.861.949.121 PT Batik Air IndonesiaSaudi Arabian Airlines 17.685.734.213 9.417.475.712 Saudi Arabian AirlinesPT Indonesia Airasia 15.788.190.837 16.391.611.180 PT Indonesia AirasiaBUT Air Asia SDN. BHD. 15.171.788.320 10.527.704.326 BUT Air Asia SDN. BHD.PT Sriwijaya Air 14.238.114.406 17.586.964.983 PT Sriwijaya AirPT Pixel Komunitas 14.031.218.722 - PT Pixel KomunitasSingapore Airlines 12.530.502.312 10.283.523.731 Singapore AirlinesMalaysia Airlines Berhad Malaysia Airlines Berhad

(Dahulu Malaysia Airline (Formerly Malaysia AirlineSystem Berhad) 12.069.275.994 12.712.498.901 System Berhad)

PT Sari Coffee Indonesia 9.796.708.442 3.931.101.194 PT Sari Coffee IndonesiaBUT All Nippon Airways Co. Ltd. 9.082.503.722 1.985.977.268 BUT All Nippon Airways Co. Ltd.PT Travel Express Aviation 8.740.629.198 7.746.255.439 PT Travel Express AviationAir Niugini Ltd 7.828.806.471 7.778.845.303 Air Niugini LtdPT XL Axiata Tbk 7.772.105.838 541.301.500 PT XL Axiata TbkPT Aerofood Indonesia 7.723.385.974 8.251.691.360 PT Aerofood IndonesiaPT Dewata Agung Wibawa 7.214.422.253 2.891.728.793 PT Dewata Agung WibawaPT Itechno Indojaya 6.600.000.000 5.883.589.026 PT Itechno IndojayaPT Jatayu Gelang Sejahtera 5.518.951.747 5.475.460.836 PT Jatayu Gelang SejahteraPT Aura Cantik 5.287.405.008 791.705.021 PT Aura CantikPT Jakarta Boxing Stadium 5.186.186.157 5.186.186.157 PT Jakarta Boxing StadiumEmirates Airways Corporation Cargo 4.622.237.980 5.281.098.098 Emirates Airways Corporation CargoPT Wahana Dirgantara 4.437.839.916 5.432.305.429 PT Wahana DirgantaraMacau Eagle Aviation Service Ltd. 4.433.253.784 3.208.664.388 Macau Eagle Aviation Service Ltd.PT Mandara Jasindo Sena 4.241.366.858 6.525.394.360 PT Mandara Jasindo SenaJapan Airlines Co. Ltd. 4.200.566.371 3.496.653.294 Japan Airlines Co. Ltd.PT Mandai Prima 4.102.769.124 7.796.386.389 PT Mandai PrimaPT Eljohn Putera Sriwijaya 4.061.313.165 4.450.720.899 PT Eljohn Putera SriwijayaPT Media Promosi Indonesia 3.518.893.518 10.333.655.827 PT Media Promosi IndonesiaPT Metra Digital Media 3.156.087.701 4.315.495.951 PT Metra Digital MediaPT Mitra Adiperkasa Tbk 1.939.641.338 2.266.706.637 PT Mitra Adiperkasa TbkPT Insite Media 465.443.160 3.392.087.620 PT Insite MediaLain-lain (masing-masing

dibawah Rp4 milyar) 430.950.983.535 475.577.009.342 Others (each below Rp4 billion)

Total piutang usaha Total trade receivablespihak ketiga 783.530.404.733 761.713.965.445 third parties










55

5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)


2017 2016

Pihak berelasi Related partiesPT Garuda Indonesia (Persero) Tbk 129.615.716.505 93.947.365.930 PT Garuda Indonesia (Persero) TbkPT Gapura Angkasa 34.281.332.024 26.542.234.483 PT Gapura AngkasaPT Citilink Indonesia 12.325.511.746 14.378.016.504 PT Citilink IndonesiaPT Garuda Maintenance Facility 9.421.860.867 57.502.916.096 PT Garuda Maintenance FacilityPT Pertamina (Persero) 9.319.297.572 7.745.301.487 PT Pertamina (Persero)PT Merpati Nusantara Airlines 9.094.502.238 9.094.502.238 PT Merpati Nusantara AirlinesPT Telekomunikasi Indonesia PT Telekomuniksi Indonesia

(Persero) Tbk 5.986.383.679 61.172.959 (Persero) TbkPT Railink 5.899.539.000 6.630.789.000 PT RailinkPT Telekomunikasi Selular Tbk 2.172.257.246 887.355.843 PT Telekomunikasi Selular TbkPT Purantara Mitra Angkasa Dua 1.327.132.567 5.504.520.995 PT Purantara Mitra Angkasa DuaLain-lain (masing-masing

dibawah Rp4 milyar) 19.073.705.819 483.742.771 Others (each below Rp4 billion)

Total piutang usaha Total trade receivablesBerelasi 238.517.239.263 222.777.918.306 related parties

Total piutang usaha 1.022.047.643.996 984.491.883.751 Total trade receivables

Cadangan penurunan nilai (208.036.748.158) (176.733.859.481) Allowance for impairment in value

Nilai bersih 814.010.895.838 807.758.024.270 Net amount

Total piutang usaha dari pihak berelasimerepresentasikan 0,73% dan 0,80% dari totalaset Kelompok Usaha masing-masing padatanggal 31 Desember 2017 dan 2016.

Total trade receivables due from related partiesrepresent 0.73% and 0.80% of total assets of theGroup as of December 31, 2017 and 2016.

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, themanagement believes that the above allowance forimpairment in value of trade receivables issufficient.

Rincian piutang usaha berdasarkan mata uangadalah sebagai berikut:

The details of trade receivables based on currencydenominations are as follows:


2017 2016

Rupiah 944.333.894.152 905.229.650.369 RupiahDolar Amerika Serikat

(AS$5.736.179 pada tahun 2017 United States dollardan AS$5.899.243 (US$5,736,179 in 2017 andpada tahun 2016) 77.713.749.844 79.262.233.382 US$5,899,243 in 2016)

TotalTotal 1.022.047.643.996 984.491.883.751 Total

Cadangan penurunan nilai (208.036.748.158) (176.733.859.481) Allowance for impairment in value

Total bersih 814.010.895.838 807.758.024.270 Net amount










56

5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)

Analisis umur piutang usaha adalah sebagaiberikut:

The aging analysis of trade receivables is asfollows:


2017 2016

Belum jatuh tempo 497.946.509.159 257.941.213.482 CurrentLewat jatuh tempo Overdue

1 sampai 30 hari 74.281.065.707 73.621.834.451 1 to 30 days31 sampai 60 hari 21.952.202.721 56.071.726.370 31 to 60 days61 sampai 90 hari 19.759.822.189 46.306.567.211 61 to 90 days91 sampai 180 hari 34.211.369.576 76.702.384.281 91 to 180 days181 sampai 365 hari 61.537.421.224 69.469.831.508 181 to 365 daysLebih dari 365 hari 312.359.253.420 404.378.326.448 Over 365 days

Total 1.022.047.643.996 984.491.883.751 TotalAllowance for impairment

Cadangan penurunan nilai (208.036.748.158) (176.733.859.481) in value

Total bersih 814.010.895.838 807.758.024.270 Net amount

Mutasi penyisihan penurunan nilai piutang usahaadalah sebagai berikut:

The movements of the allowance for impairment invalue of trade receivables are as follows:


2017 2016

Saldo awal tahun 176.733.859.481 168.928.528.045 Balance at beginning of yearPenyisihan cadangan selama

tahun berjalan 31.302.888.677 7.805.331.436 Provision during the year

Saldo akhir tahun 208.036.748.158 176.733.859.481 Balance at end of year

Pada tanggal 31 Desember 2017 dan 2016, tidakterdapat piutang usaha yang dijual secara withrecourse ataupun dijaminkan sehubungan denganliabilitas apapun.

As of December 31, 2017 and 2016, there are notrade receivables sold with recourse nor used ascollateral for any obligations.

6. PIUTANG LAIN-LAIN 6. OTHER RECEIVABLES

Akun ini merupakan piutang kepada pegawai,Perusahaan Umum Lembaga PenyelenggaraPelayanan Navigasi Penerbangan Indonesia(“LPPNPI”) dan pihak lain diluar 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:


2017 2016

Piutang pegawai 12.965.389.369 7.987.682.169 Receivable from employeesPiutang dari LPPNPI 5.788.226.954 7.940.957.954 Receivables from LPPNPIPiutang jaminan 878.413.932 668.649.432 Guarantee receivablesLain-lain 41.069.137.258 19.724.704.166 Others

Total 60.701.167.513 36.321.993.721 TotalCadangan penurunan nilai (4.881.912.995) (4.881.912.995) Allowance for impairment in value

Total 55.819.254.518 31.440.080.726 Total










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6. PIUTANG LAIN-LAIN (lanjutan) 6. OTHER RECEIVABLES (continued)Piutang pegawai merupakan kekuranganpembayaran biaya berobat yang ditanggung olehPerusahaan yang akan ditagihkan kemudiankepada pegawai.

Receivable from employees are underpayments ofemployees’ health treatment borne by theCompany that will be charged later to employees.

Piutang dari LPPNPI, pihak berelasi, merupakanbiaya operasional LPPNPI yang didanai terlebihdulu oleh Perusahaan dan akan ditagihkankemudian.

Receivables from LPPNPI, a related party,represent operational expenses of LPPNPI fundedfirst by the Company and will be billed later.

Piutang lain-lain - lain-lain terutama merupakanpiutang kepada Badan Meteorologi, Klimatologidan Geofisikia (“BMKG”) dan Direktorat JenderalPerhubungan Udara.

Other receivables - others mainly representsreceivables from Indonesian Agency forMeteorology, Climatology and Geophysics(“BMKG”) and General of Civil Aviation.

Total piutang lain-lain dari pihak berelasimerepresentasikan 0,01% dan 0,06% dari totalaset Kelompok Usaha masing-masing padatanggal 31 Desember 2017 dan 2016.

Total other receivables due from related partiesrepresent 0.01% and 0.06% of total assets of theGroup as of December 31, 2017 and 2016,respectively.

Analisis umur piutang lain-lain adalah sebagaiberikut:

The aging analysis of other receivables is asfollows:


2017 2016

Belum jatuh tempo 5.475.499.092 4.401.937.573 CurrentLewat jatuh tempo Overdue

< 1 tahun 6.916.514.350 23.610.885.656 < 1 year1-2 tahun 11.422.619.248 1.287.903.576 1-2 years> 2 tahun 32.004.621.828 2.139.353.921 > 2 years

Total 55.819.254.518 31.440.080.726 Total

Berdasarkan hasil penelaahan kolektibilitas 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, themanagement believes that the above allowance forimpairment in value of other receivables issufficient.

7. PERSEDIAAN 7. INVENTORIES

Akun ini merupakan biaya persediaanperlengkapan untuk mendukung operasionalKelompok Usaha dengan rincian sebagal berikut:

This account represents the costs of suppliesinventory to support the Group's operations withthe details as follows:


2017 2016

Persediaan mekanikal dan Mechanical and air conditioningpendingin udara 3.382.258.082 3.804.088.919 inventories

Persediaan listrik dan air 1.491.658.270 1.392.686.994 Electricity and water inventoriesPersediaan alat tulis kantor Office stationery

dan percetakan 1.344.696.534 1.150.402.539 and printing inventoriesPersediaan keamanan dan Security and firefighter

pemadam kebakaran 1.118.389.637 1.183.681.497 inventoriesPersediaan elektronika 1.006.865.320 937.413.968 Electronics inventoriesPersediaan bahan bakar dan pelumas 478.853.382 532.339.012 Fuel and lubricantsPersediaan alat-alat berat 430.953.114 400.275.623 Heavy equipment inventoriesPersediaan bangunan 64.465.275 7.256.690 Buidling inventoriesPersediaan perbengkelan 6.740.000 247.947.428 Workshop inventoriesPersediaan lain-lain 489.534.557 296.978.647 Other inventories

Total 9.814.414.171 9.953.071.317 Total










58

7. PERSEDIAAN (lanjutan) 7. INVENTORIES (continued)

Perusahaan berpendapat bahwa nilai tercatatpersediaannya tidak melebihi nilai realisasibersihnya pada tanggal 31 Desember 2017 dan2016.

The Company believes that the carrying values ofits inventories do not exceed their net realizablevalues as of December 31, 2017 and 2016.

Berdasarkan hasil penelaahan akun persediaanpada akhir tahun, manajemen Perusahaanberkeyakinan bahwa tidak dibutuhkan cadanganpenurunan nilai dan penyisihan penghapusan padapersediaan.

Based on the review of the inventory at the end ofthe year, the Company’s management believesthere is no need for impairment and allowance ofinventory.

Pada tanggal 31 Desember 2017 dan 2016, tidakterdapat persediaan yang dijaminkan sehubungandengan liabilitas apapun.

As of December 31, 2017 and 2016, there are noinventories used as collateral for any obligations.

Pada tanggal 31 Desember 2017 dan 2016, tidakada persediaan yang diasuransikan.

As of December 31, 2017 and 2016, there are noinventories insured.

8. UANG MUKA 8. 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:


2017 2016

Uang muka karyawan 71.626.155.131 49.965.870.042 Advances for employeesLain-lain 9.618.431.854 1.122.385.318 Others

Total 81.244.586.985 51.088.255.360 Total

9. BIAYA DIBAYAR DI MUKA 9. PREPAID EXPENSES

Pada tanggal 31 Desember 2017, akun initerutama merupakan asuransi dibayar di muka atasaset tetap Perusahaan (Catatan 15).

As of December 31, 2017, this account mainlyrepresents prepaid expenses insurance for fixedassets of the Company (Note 15).

10. PENDAPATAN YANG MASIH HARUS DITERIMA 10. ACCRUED REVENUE

Pendapatan yang masih harus diterimamerupakan pendapatan yang masih akanditerima dari pendapatan jasa aeronautika, non-aeronautika dan kargo, dengan rincian sebagaiberikut:

The accrued revenue represents the revenuesaccrued from aeronautical, non-aeronautical andcargo services revenues, with the details asfollows:


2017 2016

Aeronautika 60.504.593.154 51.855.040.682 AeronauticalNon-aeronautika 254.293.284.349 127.404.951.951 Non-aeronautical

Total 314.797.877.503 179.259.992.633 TotalCadangan penurunan nilai (8.000.000.000) - Allowance for impairment in value

Total 306.797.877.503 179.259.992.633 Total










59

11. ASET KEUANGAN YANG TERSEDIA UNTUKDIJUAL

11. AVAILABLE-FOR-SALE FINANCIAL ASSETS

Aset keuangan yang tersedia untuk dijual terdiridari investasi obiligasi dan reksadana denganrincian sebagai berikut:

Available-for-sale financial assets consist ofinvestments in bonds and mutual funds with detailsas follows:


2017 2016

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 Seri FR0045

Obligasi Korporat Corporate BondsObligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.000.000.000 Bank BTN XIV Bond Year 2010Obligasi Indosat VIII Indosat VIII Bond

Tahun 2012 Seri A 7.000.000.000 7.000.000.000 Year 2012 Series ASukuk Ijarah Indosat V Tahun 2012 5.000.000.000 5.000.000.000 Sukuk Ijarah Indosat V Year 2012Danareksa Tahap I Tahun 2012 Seri B 3.000.000.000 3.000.000.000 Danareksa Part 1 Year 2012 Series BObligasi PLN IX Tahun 2007 Seri A - 10.000.000.000 PLN IX Bond Year 2007 Series AObligasi XII Perum Pegadaian Perum Pegadaian XII Bond

Tahun 2007 Seri A - 7.000.000.000 Year 2007 Series AMobile 8 Telecom Tahun 2007 - 5.000.000.000 Mobile 8 Telecom Year 2007Jasa Marga XIII Seri R Tahun 2007 - 5.000.000.000 Jasa Marga XIII Series R Year 2007Sukuk Ijarah PLN II Tahun 2007 - 2.000.000.000 Sukuk Ijarah PLN II Year 2007

Total 70.150.000.000 99.150.000.000 Total

Reksadana Mutual FundRDPT Syailendra Multifinance RDPT Syailendra Multifinance

Rupiah 1 10.000.000.000 - Rupiah 1

Total 80.150.000.000 99.150.000.000 Total

Kenaikan bersih nilai Net increase in valueaset keuangan yang tersedia of available-for-saleuntuk dijual 12.025.300.000 2.987.400.000 financial assets

Total 92.175.300.000 102.137.400.000 Total

Keuntungan yang belum direalisasidari aset keuangan tersedia Unrealized gain from available-untuk dijual for-sale financial assets

31 Desember 2017 12.025.300.000 - December 31, 201731 Desember 2016 (2.987.400.000) 2.987.400.000 December 31, 201631 Desember 2015 - (2.290.500.000) December 31, 2015

Total 9.037.900.000 696.900.000 Total

Nilai wajar seluruh aset keuangan tersedia untukdijual berdasarkan harga penawaran yang berlakudalam pasar yang aktif dan input selain hargapasar yang dapat diobservasi. Lihat Catatan 2wuntuk informasi lebih lanjut mengenai metode danasumsi yang digunakan dalam menentukan nilaiwajar.

The fair value of all available-for-sale financialassets is based on the current bid price in activemarkets and observable inputs other than quotedprices. See Note 2w for further information aboutthe methods used and assumptions applied indetermining fair value.










60

11. ASET KEUANGAN YANG TERSEDIA UNTUKDIJUAL (lanjutan)

11. AVAILABLE-FOR-SALE FINANCIAL ASSETS(continued)

31 Desember 2017/December 31, 2017

KenaikanNilai perolehan/ Nilai pasar/ (penurunan)/

Acquisition value Market value Increase (decrease)

Obligasi Negara Tahun 2007 Government Bond Year 2007Seri FR0047 30.000.000.000 37.275.000.000 7.275.000.000 Series FR0047


Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.715.000.000 715.000.000 Bank BTN XIV Bond Year 2010Obligasi Indosat VIII Indosat VIII Bond

Tahun 2012 Seri A 7.000.000.000 7.171.500.000 171.500.000 Year 2012 Series ASukuk Ijarah Indosat V Sukuk Ijarah Indosat V

Tahun 2012 5.000.000.000 5.099.000.000 99.000.000 Year 2012Danareksa Tahap I Danareksa Part 1

Tahun 2012 Seri B 3.000.000.000 3.007.500.000 7.500.000 Year 2012 Series BRDPT Syailendra Multifinance RDPT Syailendra Multifinance

Rupiah 1 10.000.000.000 10.157.300.000 157.300.000 Rupiah 1

Total 80.150.000.000 92.175.300.000 12.025.300.000 Total


KenaikanNilai perolehan/ Nilai pasar/ (penurunan)/

Acquisition value Market value Increase (decrease)

Obligasi Negara Tahun 2007 Government Bond Year 2007Seri FR0047 30.000.000.000 30.000.000.000 - Series FR0047


Obligasi PLN IX Tahun 2007 Seri A 10.000.000.000 10.133.300.000 133.300.000 PLN IX Bond Year 2007 Seri AObligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.478.000.000 478.000.000 Bank BTN XIV Bond Year 2010Obligasi XII Perum Pegadaian Perum Pegadaian XII Bond

Tahun 2007 Seri A 7.000.000.000 7.087.500.000 87.500.000 Year 2007 Series AObligasi Indosat VIII Indosat VIII Bond

Tahun 2012 Seri A 7.000.000.000 6.990.200.000 (9.800.000) Year 2012 Series AMobile 8 Telecom Tahun 2007 5.000.000.000 5.150.000.000 150.000.000 Mobile 8 Telecom Year 2007Jasa Marga XIII Seri R Tahun 2007 5.000.000.000 5.050.000.000 50.000.000 Jasa Marga XIII Series R Year 2007Sukuk Ijarah Indosat V Sukuk Ijarah Indosat V

Tahun 2012 5.000.000.000 5.018.500.000 18.500.000 Year 2012Danareksa Tahap I Danareksa Part 1

Tahun 2012 Seri B 3.000.000.000 3.009.900.000 9.900.000 Year 2012 Series BSukuk Ijarah PLN II Tahun 2007 2.000.000.000 2.000.000.000 - Sukuk Ijarah PLN II Year 2007

Total 99.150.000.000 102.137.400.000 2.987.400.000 Total

12. PENYERTAAN SAHAM 12. INVESTMENTS IN SHARES OF STOCK

Rincian akun ini adalah sebagai berikut: The details of this account are as follows:


2017 2016

PT Gapura Angkasa 131.237.917.790 160.044.960.981 PT Gapura AngkasaPT Railink Indonesia 207.281.517.167 209.299.891.320 PT Railink IndonesiaPT Purantara Mitra Angkasa Dua 5.253.280.125 5.253.280.125 PT Purantara Mitra Angkasa Dua

Total 343.772.715.082 374.598.132.426 Total










61

12. PENYERTAAN SAHAM (lanjutan) 12. INVESTMENTS IN SHARES OF STOCK(continued)

a. PT Gapura Angkasa (“Gapura”) a. PT Gapura Angkasa (“Gapura”)

Berdasarkan akta pendirian Gapura yangdibuat oleh Notaris Imas Fatimah, S.H., No. 32tanggal 26 Januari 1998, nilai penyertaanPerusahaan di Gapura adalah sebesarRp67.200.000.000 atau 31,25% denganrincian sebagai berikut:

Based on the deed of establishment of No. 32dated January 26, 1998 prepared by NotaryImas Fatimah, S.H., investment in shares ofthe Company in Gapura amounted toRp67,200,000,000 or 31.25% with the detailsas follows:


2017 2016

Uang tunai 66.599.761.000 66.599.761.000 CashGround support equipment 600.239.000 600.239.000 Ground support equipment

Total biaya perolehan 67.200.000.000 67.200.000.000 Total carrying value

Cummulative shareAkumulasi bagian laba 81.368.767.414 92.844.960.981 of profitPenghasilan komprehensif lain (17.330.849.624) - Other comprehensive income

Total 131.237.917.790 160.044.960.981 Total

Perhitungan bagian laba/rugi berdasarkanlaporan keuangan Gapura untuk tahun yangberakhir pada tanggal 31 Desember 2017 dan2016.

The calculation of the share in profit/loss isbased on the financial statements of Gapurafor the year ended December 31, 2017 and2016.

b. PT Railink (“Railink”) b. PT Railink (“Railink”)

PT Railink merupakan perusahaan jointventure antara Perusahaan dengan PT KeretaApi Indonesia (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 wasformed based on Business CooperationAgreement between the Company and KAINo.SPKS.023.1/KS.006/2006-APII andNo.98/HK/UM/2006 dated August 14, 2006.

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,telah disetujui 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.










62

12. PENYERTAAN SAHAM (lanjutan) 12. INVESTMENTS IN SHARES OF STOCKcontinued)

b. PT Railink (“Railink”) (lanjutan) b. PT Railink (“Railink”) (continued)

Pada tahun 2016, Perusahaan melakukanpenambahan setoran modal kepada PT Railinksebesar Rp124.800.000.000 sehingga jumlahsetoran modal Perusahaan di PT Railinkmenjadi Rp224.400.000.000 denganpersentase kepemilikan tetap. Rinciannyaadalah sebagai berikut:

In 2016, the Company paid additional capitalcontribution to PT Railink amounting toRp124,800,000,000 where the Company’scapital contribution in PT Railink becameRp224,400,000,000 with the same percentageof ownership. The details are as follows:


2017 2016

Biaya perolehan 99.600.000.000 99.600.000.000 Acquisition costTambahan biaya perolehan 124.800.000.000 124.800.000.000 Additon of acquisition cost

Total biaya perolehan 224.400.000.000 224.400.000.000 Total carrying value

Cummulative shareAkumulasi bagian laba (17.094.446.133) (15.100.108.680) of profitPenghasilan komprehensif lain (24.036.700) - Other comprehensive income

Total 207.281.517.167 209.299.891.320 Total

Perhitungan bagian laba/rugi berdasarkanlaporan keuangan Railink untuk tahun yangberakhir pada tanggal 31 Desember 2017 dan2016.

The calculation of the share in profit/loss isbased on the financial statements of Railink forthe year ended December 31, 2017 and 2016.

c. PT Purantara Mitra Angkasa Dua (“PMAD”) c. PT Purantara Mitra Angkasa Dua (“PMAD”)

Kepemilikan Perusahaan di PMAD sebesar0,13% 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 adendummelalui surat perjanjian tambahan (addendum)I No. ADD.I.SPSW.12/TU.308/2002-AP IItanggal 15 April 2002.

The Company’s ownership in PMADamounting to 0.13% represents a land leasecompensation for 11 (eleven) years and 3(three) months in accordance with the landlease agreementNo. SPSW.02.1/TU.308/APII-2000 dated May1, 2000 which has been amended by letter ofadditional agreement (addendum) I No.ADD.I.SPSW.12/TU.308/2002-AP II datedApril 15, 2002.

Nilai investasi di PMAD pada tanggal31 Desember 2017 dan 2016 adalah sebesarRp5.253.280.125.

The balance of investment in PMAD as ofDecember 31, 2017 and 2016 isRp5,253,280,125.

Kegiatan pokok dari perusahaan-perusahaantersebut di atas adalah sebagai berikut:

The principal activities of the above investees areas follows:

Entitas/EntitiesNegara Domisili/

Country of DomicileKegiatan Usaha Pokok/

Principal Business ActivityPT Gapura Angkasa Indonesia Jasa penunjang pengangkutan udara

dan barang/ Ground handling

PT Railink Indonesia Penyedia kegiatan usaha kereta apibandara /airport train activities

PT Purantara Mitra Angkasa Dua Indonesia Penyedia jasa katering penerbangan/providing inflight catering service










63

12. PENYERTAAN SAHAM (lanjutan) 12. INVESTMENTS IN SHARES OF STOCK(continued)

Informasi tambahan pada tanggal 31 Desember2017 dan untuk tahun yang berakhir pada tanggaltersebut sehubungan dengan entitas asosiasiadalah sebagai berikut:

Additional information as of December 31, 2017and for the year then ended on the associatecompanies are as follows:

Total Aset/ Total Liabilitas/ Total Pendapatan/ Laba (Rugi) Bersih/Total Assets Total Liabilities Total Revenues Net Income (Loss)

PT Gapura Angkasa 919.298.661.916 499.337.524.991 1.619.397.119.932 54.800.543.137 PT Gapura AngkasaPT Railink 1.304.913.272.692 786.709.479.774 84.908.719.516 1.939.569.386 PT Railink

Rincian bagian laba (rugi) entitas asosiasi adalah: Details of the share in profit (loss) of the associatecompanies are:

Tahun yang berakhir pada tanggal 31 Desember/Year ended December 31,

Kepemilikan (%)/Ownership (%) 2017 2016

PT Gapura Angkasa 31,25% 17.125.169.730 8.831.523.067 PT Gapura AngkasaPT Railink 40,00% 775.827.754 (9.043.111.056) PT Railink

Total 17.900.997.484 (211.587.989) Total

13. UANG MUKA PEMBELIAN TANAH 13. ADVANCE FOR LAND ACQUISTION

Pada tanggal 31 Desember 2017, akun initerutama merupakan uang muka atas pembeliantanah sehubungan dengan rencana pembangunanlandasan pacu (runway) 3 di area BandaraSoekarno-Hatta.

As of December 31, 2017, this account mainlyrepresents advance for land acquisition inconnection plan of construction of runway 3 onSoekarno-Hatta Airport area.

14. PROPERTI INVESTASI 14. INVESTMENT PROPERTIES

Akun ini terdiri dari: This account consists of the following:


2017 2016

Harga perolehan Acquisition costTanah 59.571.941.249 59.571.941.249 LandBangunan 27.139.159.057 27.139.159.057 Buildings

Total 86.711.100.306 86.711.100.306 TotalAkumulasi penyusutan (9.952.216.023) (9.186.461.132) Accumulated depreciation

Bersih 76.758.884.283 77.524.639.174 Net

Beban penyusutan atas properti investasi selamatahun 2017 dan 2016 seluruhnya dibebankan padaakun “Beban operasional bandara”.

Depreciation expenses of investment during 2017and 2016 was entirely charged to “Airport operationexpenses” account.










64

14. PROPERTI INVESTASI (lanjutan) 14. INVESTMENT PROPERTIES (continued)

Properti investasi merupakan investasi pada: Investment properties are primarily investment in:

• Tanah ex-PPD yang berada di Jalan KramatRaya No. 21 DKI Jakarta seluas 16.101 m2

dan di Jalan Batas II Kebagusan Pasar MingguJakarta Selatan seluas 14.303 m2 denganjumlah tercatat sebesar Rp56.088.006.568 danjumlah sebesar Rp55.465.000 yangmerupakan biaya sertifikasi atas tanah ex-PPDyang berada 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 Desember2017, tanah belum dapat dikembangkandikarenakan belum adanya izin dariPemerintah Daerah setempat.

• Ex-PPD land located in Jalan Kramat RayaNo. 21 DKI Jakarta totaling 16,101m2 and inJalan Batas II Kebagusan Pasar MingguJakarta Selatan totaling 14,303 m2 with totalamount of Rp56,088,006,568 and landcertificate expense totaling Rp55,465,000relating to ex-PPD land in Jalan Kramat RayaNo.21 DKI Jakarta totaling 16,101 m2 and inJalan Batas II Kebagusan Pasar MingguJakarta Selatan totaling 14.303 m2. As ofDecember 31, 2017, this land has not beendeveloped since no permission has beenobtained from Local Government.

• Tanah yang berada di Desa Saentis,Kecamatan Percut Sei Tuan, Kabupaten DeliSerdang seluas 40.000 m2 dan jumlah tercatatRp19.000.000.

• Land located at Saentis village, District PercutSei Tuan, Sub-District Deli Serdang with anarea of 40,000 m2 and 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 totaling Rp30,548,637,738.

Properti investasi dinyatakan sebesar biayaperolehan. Properti investasi - tanah tidakdisusutkan.

Investment properties are stated at acquisitioncost. Investment property - land is not depreciated.

Nilai wajar dari properti investasi tanah ex-PPD diJalan Kramat, tanah di Pasar Minggu, tanah di DeliSerdang, dan di kawasan bandara Soekarno-Hattapada tanggal 31 Desember 2017 adalah masing-masing sebesar Rp402.219.663.000,Rp44.339.300.000, Rp9.387.469.800.000 danRp25.526.298.914.000, yang ditentukanberdasarkan Nilai Jual Objek Pajak (NJOP) atasproperti investasi.

The fair value of the investment properties for landex-PPD in Jalan Kramat, land in Pasar Minggu,land in Deli Serdang, and Soekarno-Hatta airportarea as of December 31, 2017 amounted toRp402,219,663,000, Rp44,339,300,000,Rp9,387,469,800,000 dan Rp25,526,298,914,000,respectively, which were determined based onSales Value of Tax Object (NJOP) of theinvestment 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 2017 dan2016.

Management believes that there were no events orchanges in circumstances which indicatedimpairment in the value of the investmentproperties as of December 31, 2017 and 2016.










65

15. ASET TETAP 15. FIXED ASSETS



Saldo Awal/ Saldo Akhlr/Beginning Penambahan/ Pengurangan/ Reklasifikasi/ EndingBalance Additions Deductions Reclassifications Balance

Harga perolehan Acquisition costTanah 557.628.119.156 988.420.000 - 5.227.533.727 563.844.072.883 LandBangunan dan Lapangan 6.965.245.222.455 679.129.341.397 1.503.032.232 1.660.934.844.133 9.303.806.375.753 Building and FieldBangunan Gedung 4.562.116.254.985 6.145.557.292 3.765.202.924 1.717.628.161.020 6.282.124.770.373 BuildingAlat Bantu Navigasi 110.962.893.541 2.508.580.000 - 1.034.925.667 114.506.399.208 Navigation Supporting EquipmentAlat Pengangkutan 601.890.593.442 104.772.144.883 13.061.133.793 277.716.913.774 971.318.518.306 transportation EquipmentAlat-Alat Kantor 242.593.090.342 21.134.328.897 3.856.322.862 81.179.120.593 341.050.216.970 Office toolsInstalasi dan Jaringan 3.378.433.553.395 76.854.755.411 1.303.122.503 733.042.292.131 4.187.027.478.434 Installation and NetworkingPerlengkapan Terminal

dan Gedung 2.006.228.716.361 211.334.808.165 17.524.399.420 862.999.098.454 3.063.038.223.560 Terminal and Building EquipmentPeralatan Bengkel 16.725.245.916 - 26.330.333 146.325.439 16.845.241.022 Workshop EquipmentPeralatan Komputer 23.797.678.651 30.085.131.927 6.415.000.000 - 47.467.810.578 Computer EquipmentPeralatan Parkir 11.603.433.697 1.457.621.358 - - 13.061.055.055 Property and Equipment - ParkingOverlay 302.226.600.269 35.903.112.731 - 110.312.266.572 448.441.979.572 OverlayLain-lain 138.977.669.307 12.215.948.969 589.430.873 48.126.874.262 198.731.061.665 OthersAset Dalam Penyelesaian 4.903.826.545.440 4.510.046.477.603 - (5.563.104.930.877) 3.850.768.092.166 Assets Under Construction

Total 23.822.255.616.957 5.692.576.228.633 48.043.974.940 (64.756.575.105) 29.402.031.295.545 Total

Akumulasi penyusutan Accumulated depreciationdan penurunan nilai and impairment

Bangunan dan Lapangan 904.471.849.449 185.431.786.264 359.742.657 - 1.089.543.893.056 Building and FieldBangunan Gedung 803.493.743.152 128.733.264.637 517.587.639 - 931.709.420.150 BuildingsAlat Bantu Navigasi 79.325.449.787 5.417.989.911 - - 84.743.439.698 Navigation Supporting EquipmentAlat Pengangkutan 331.898.692.193 49.039.840.500 12.647.169.279 - 368.291.363.414 Transportation EquipmentAlat-alat Kantor 174.464.503.414 27.095.195.476 4.907.729.656 - 196.651.969.234 Office Toolslnstalasi dan Jaringan 1.142.828.060.983 227.803.450.743 1.295.950.277 - 1.369.335.561.449 Installation and NetworkingPerlengkapan Terminal dan

Gedung 751.420.749.138 143.089.786.443 16.348.921.210 - 878.161.614.371 Terminal and Building EquipmentPeralatan Bengkel 11.398.005.479 1.703.961.141 26.330.333 - 13.075.636.287 Workshop EquipmentPeralatan Komputer 19.517.726.752 7.781.684.271 5.680.857.067 - 21.618.553.956 Computer EquipmentPeralatan Parkir 6.679.088.690 2.603.254.817 - - 9.282.343.507 Property and Equipment - ParkingOverlay 182.506.040.538 49.226.818.925 - - 231.732.859.463 OverlayLain-lain 98.181.815.592 2.939.304.616 589.430.874 - 100.531.689.334 Others

Total 4.506.185.725.167 830.866.337.744 42.373.718.992 - 5.294.678.343.919 Total

Cadangan penurunan nilai 27.854.113.782 27.854.113.782 Impairment in value

Nilai buku bersih 19.288.215.778.008 24.079.498.837.844 Net book value


Saldo Awal/ Saldo Akhlr/Beginning Penambahan/ Pengurangan/ Reklasifikasi/ EndingBalance Additions Deductions Reclassifications Balance

Harga perolehan Acquisition costTanah 524.144.797.980 16.256.953.971 - 17.226.367.205 557.628.119.156 LandBangunan dan Lapangan 4.647.923.536.064 312.272.121.310 - 2.005.049.565.081 6.965.245.222.455 Building and FieldBangunan Gedung 3.330.596.634.210 900.960.160.660 1.259.909.576 331.819.369.691 4.562.116.254.985 BuildingAlat Bantu Navigasi 111.082.418.540 - 119.524.999 - 110.962.893.541 Navigation Supporting EquipmentAlat Pengangkutan 550.331.569.754 73.779.661.320 22.220.637.632 - 601.890.593.442 transportation EquipmentAlat-Alat Kantor 190.848.354.320 51.850.196.672 105.460.650 - 242.593.090.342 Office toolsInstalasi dan Jaringan 2.192.753.058.837 651.335.310.014 12.856.628.757 547.201.813.301 3.378.433.553.395 Installation and NetworkingPerlengkapan Terminal

dan Gedung 1.429.135.994.408 623.710.769.259 90.132.465.570 43.514.418.264 2.006.228.716.361 Terminal and Building EquipmentPeralatan Bengkel 13.460.742.453 3.279.475.000 14.971.537 - 16.725.245.916 Workshop EquipmentPeralatan Komputer 21.154.704.651 2.642.974.000 - - 23.797.678.651 Computer EquipmentPeralatan Parkir 9.396.900.622 2.206.533.075 - - 11.603.433.697 Property and Equipment - ParkingOverlay 207.652.098.175 94.574.502.094 - - 302.226.600.269 OverlayLain-lain 120.157.474.293 19.310.775.747 490.580.733 - 138.977.669.307 OthersAset Dalam Penyelesaian 6.246.945.892.211 1.601.692.186.771 - (2.944.811.533.542) 4.903.826.545.440 Assets Under Construction

Total 19.595.584.176.518 4.353.871.619.893 127.200.179.454 - 23.822.255.616.957 Total

Akumulasi penyusutan Accumulated depreciationdan penurunan nilai and impairment

Bangunan dan Lapangan 680.971.679.318 223.500.170.131 - - 904.471.849.449 Building and FieldBangunan Gedung 683.867.184.427 120.161.922.525 535.363.800 - 803.493.743.152 BuildingsAlat Bantu Navigasi 76.320.796.095 3.124.178.691 119.524.999 - 79.325.449.787 Navigation Supporting EquipmentAlat Pengangkutan 293.906.315.116 60.213.014.709 22.220.637.632 - 331.898.692.193 Transportation EquipmentAlat-alat Kantor 157.810.414.190 16.759.549.874 105.460.650 - 174.464.503.414 Office Toolslnstalasi dan Jaringan 957.376.100.658 198.308.589.083 12.856.628.758 - 1.142.828.060.983 Installation and NetworkingPerlengkapan Terminal dan

Gedung 685.098.654.938 124.630.706.954 58.308.612.754 - 751.420.749.138 Terminal and Building EquipmentPeralatan Bengkel 9.918.014.988 1.494.962.028 14.971.537 - 11.398.005.479 Workshop EquipmentPeralatan Komputer 17.361.929.714 2.155.797.038 - - 19.517.726.752 Computer EquipmentPeralatan Parkir 4.305.446.969 2.373.641.721 - - 6.679.088.690 Property and Equipment - ParkingOverlay 140.457.467.979 42.048.572.559 - - 182.506.040.538 OverlayLain-lain 84.776.162.574 13.896.233.750 490.580.732 - 98.181.815.592 Others

Total 3.792.170.166.966 808.667.339.063 94.651.780.862 - 4.506.185.725.167 Total

Cadangan penurunan nilai 27.854.113.782 27.854.113.782 Impairment in value

Nilai buku bersih 15.775.559.895.770 19.288.215.778.008 Net book value

Pada tahun 2017, reklasifikasi aset tetap sebesarRp64.756.575.105 merupakan perangkat lunakERP yang direklasifikasi ke akun “aset tidak lancarlain-lain” (Catatan 16).

In 2017, fixed assets reclassification amounted toRp64,756,575,105 represents ERP software whichare reclassified to “other non-current assets”accounts (Note 16).










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15. ASET TETAP (lanjutan) 15. 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 tanggal2 November 2010.

Impairment represents fixed assets that are notfound, not exploited and controlled by other partiesbased on clearance asset as of December 31,2009 in accordance with the Report of Finance andDevelopment Supervisory Agency (BPKP) No.5126/PW30/4/2010 dated November 2, 2010.

Beban penyusutan atas aset tetap selama tahun2017 dan 2016 seluruhnya dibebankan kepada“Beban operasional bandara”.

Depreciation expenses of fixed assets during 2017and 2016 were entirely charged to “Airportoperation expenses”.

Pada tanggal 31 Desember 2017 dan 2016,Perusahaan telah mengasuransikan seluruh asettetap tidak bergeraknya, termasuk propertiinvestasi (Catatan 14), terhadap risiko kerugianakibat kebakaran, huru-hara, gempa bumi danrisiko lainnya yang dicantumkan dalam polisasuransi dengan nilai pertanggungan masing-masing sebesar Rp14.290.686.124.238 danRp13.267.958.657.807. Manajemen berpendapatbahwa nilai pertanggungan tersebut cukup untukmenutup kemungkinan kerugian yang timbul daririsiko yang diasuransikan.

As of December 31, 2017 and 2016, the Companyhas carried insurance for its all non-movable fixedassests, including in investment properties (Note14), againts the risks of lossess from fire, civil riot,earthquake and other risks as set out in theinsurance policy with total insurancecoverage of Rp14,290,686,124,238 andRp13,267,958,657,807, 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 2017 of completion value of completion December 31, 2017

Bangunan gedung dalampenyelesaian 87,62% 1.129.840.705.275 2018-2019 Building under construction

Bangunan lapangan dalampenyelesaian 48,28% 908.082.724.302 2018-2019 Building field under construction

Lain-lain dalam penyelesaian 63,99% 1.812.844.662.589 2018-2019 Others under construction

Aset dalam penyelesaian 3.850.768.092.166 Assets under construction

Perkiraan % Nilai Tahun perkiraanpenyelesaian/ tercatat/ penyelesaian/Estimated % Carrying Estimated years

31 Desember 2016 of completion value of completion December 31, 2016

Bangunan gedung dalampenyelesaian 66,27% 2.881.527.916.990 2017-2018 Building under construction

Bangunan lapangan dalampenyelesaian 70,59% 940.121.781.687 2017-2018 Building field under construction

Lain-lain dalam penyelesaian 76,41% 1.082.176.846.763 2017-2018 Others under construction

Aset dalam penyelesaian 4.903.826.545.440 Assets under construction

Selama tahun 2017 dan 2016, Perusahaanmengkapitalisasi biaya bunga pinjaman sebagaibagian dari biaya perolehan aset dalampenyelesaian masing-masing sebesarRp154.034.397.080 dan Rp266.152.377.178.Perusahaan mengkapitalisasi seluruh biayapinjaman dari pinjaman spesifik, sesuai denganketentuan di PSAK No. 26, “Kapitalisasi BiayaPinjaman”.

During 2017 and 2016, the Company capitalizedborrowing costs as part of the acquisition cost ofassets under construction amounting toRp154,034,397,080 and Rp266,152,377,178,respectively. The Company capitalized allborrowing costs resulting from specific loans, inaccordance with PSAK No. 26, “Capitalization ofBorrowing Costs”.










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16. ASET TIDAK LANCAR LAIN-LAIN 16. OTHER NON-CURRENT ASSETSRincian aset tidak lancar lain-lain adalah sebagaiberikut:

The details of other non-current assets are asfollows:


2017 2016

Perangkat lunak, bersih 91.870.934.494 12.648.467.890 Software, netAset LPPNPI 18.491.397.275 18.491.397.273 LPPNPI AssetsJaminan 1.230.404.991 879.546.741 DepositsLainnya 640.889.997 704.854.082 Others

Total 112.233.626.757 32.724.265.986 Total

Perangkat lunak terutama merupakan biayainstalasi, implementasi dan jasa konsultasipendukung perangkat lunak SAP. Akumulasiamortisasi atas perangkat lunak pada tanggal31 Desember 2017 dan 2016 masing-masingsebesar Rp21.480.964.036 dan Rp11.520.839.029.

Software mainly represents the cost of installation,implementation and consultation support service ofSAP software. Accumulated amortization ofsoftware as of December 31, 2017 and 2016amounted to Rp21,480,964,036 andRp11,520,839,029, respectively.

Aset LPPNPI merupakan alat bantu navigasi yangbelum diserahkan Perusahaan kepada LPPNPI.

LPPNPI assets represent navigation supportequipment not yet transferred by the Company toLPPNPI.

Uang jaminan merupakan uang jaminan ataspetugas keamanan dan langganan listrik.

Deposits represents guarantee deposits fromsecurity personnel and electricity.

17. UTANG USAHA 17. TRADE PAYABLES

Akun ini merupakan liabilitas usaha kepada pihakketiga dan berelasi dengan rincian sebagai berikut:

This account represents liabilities to third partiesand related parties with the details as follows:


2017 2016

Pihak berelasi Related partiesPT Telekomunikasi Indonesia PT Telekomunikasi Indonesia

(Persero) Tbk 8.219.239.069 - (Persero) TbkPT Angkasa Pura I (Persero) 311.256 2.622.548.979 PT Angkasa Pura I (Persero)PT Purantara Mitra Angkasa Dua - 1.790.041.820 PT Purantara Mitra Angkasa DuaLainnya 5.215.672.044 531.533.400 Others


Pihak ketiga Third partiesPT Dwi Cipta Multigraha 17.871.575.932 - PT Dwi Cipta MultigrahaPT Lusavindra Jayamadya 13.357.925.000 - PT Lusavindra JayamadyaPT Jaya Teknik Indonesia 5.343.356.158 - PT Jaya Teknik IndonesiaPT ISS Facility Services 3.367.640.251 7.480.000.000 PT ISS Facility ServicesPT Mitra Infosarana 2.480.545.452 - PT Mitra InfosaranaPT Zoom Infotek Telesindo 2.389.647.333 - PT Zoom Infotek TelesindoPT MJA Teknologi Indonesia 2.217.600.000 - PT MJA Teknologi IndonesiaPT Indonesia National Airservice 1.812.096.018 - PT Indonesia National AirservicePT Eyro Digital Teknologi 1.501.500.000 - PT Eyro Digital TeknologiPT Elang Naga Angkasa 1.155.584.917 - PT Elang Naga AngkasaPT MCO Jaya 1.453.358.595 8.185.771.595 PT MCO JayaPT Dita Persada Abadi 1.041.409.434 PT Dita Persada AbadiPT ISS Indonesia - 3.315.000.000 PT ISS IndonesiaLainnya 16.982.948.221 6.917.665.866 Others


Total 84.410.409.680 30.842.561.660 Total

Seluruh utang usaha Kelompok Usahamenggunakan mata uang Rupiah.

All trade payables of the Group in Rupiah.










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17. UTANG USAHA (lanjutan) 17. TRADE PAYABLES (continued)

Total utang usaha dari pihak berelasimerepresentasikan 0,13% dan 0,06% dari totalliabilitas Kelompok Usaha masing-masing padatanggal 31 Desember 2017 dan 2016.

Total trade payables to related parties represent0.13% and 0.06% of total liabilities of the Group asof December 31, 2017 and 2016, respectively.

Kelompok Usaha berencana menggunakan danainternal untuk melunasi utang usaha tersebut.

The Group plans to use internal fund to pay off thetrade payables.

18. UTANG LAIN-LAIN 18. OTHER PAYABLES

Utang lain-lain merupakan liabilitas jangka pendekyang terdiri dari sebagai berikut:

Other payables consist of the following liabilities:


2017 2016

Pihak ketiga Third partiesTitipan dan uang muka Deposit and advance

debitur 80.268.106.177 69.708.551.654 from debtorsJaminan pelaksanaan 77.552.008.069 61.444.021.376 Performance bondsTitipan koperasi 10.930.211.594 13.948.877.916 Deposit for koperasiTitipan collection fee 9.280.958.672 9.880.618.012 Deposit for collection feeRetribusi parkir 7.479.461.494 6.622.419.069 Parking retributionTitipan lainnya 23.616.453.518 17.744.784.048 Other deposits

Total 209.127.199.524 179.349.272.075 Total

Jaminan pelaksanaan merupakan jaminan yangdiberikan oleh kontraktor sehubungan denganproyek-proyek Perusahaan.

Performance bond represents guarantee fromcontractors engaged in the Company’s projects.

Titipan lainnya terdiri dari titipan PJP AP II, titipanlistrik, titipan PT Angkasa Pura I (Persero) (”AP I”),titipan zis (zakat, infaq, sodaqoh).

Other deposits consist of PJP AP II deposit,electrical deposit, PT Angkasa Pura I (Persero)(“AP I”) deposit and zis deposit (zakat, infaq,sodaqoh).

19. BEBAN AKRUAL 19. ACCRUED EXPENSES

Akun ini terdiri dari akrual untuk biaya-biayasebagai berikut:

This account consists of accruals for the followingexpenses:


2017 2016

Perolehan aset tetap 1.813.191.054.118 1.512.789.456.551 Acquisition of fixed assetPemeliharaan 553.516.319.117 280.709.478.977 MaintenanceUmum 369.233.816.941 293.460.495.297 GeneralPenerimaan Negara Bukan Aeronautical Non-Tax

Pajak Aeronautika 236.130.992.291 110.665.610.676 State RevenueRetensi 67.786.474.435 58.331.532.265 RetentionSewa 48.695.520.928 15.005.700.441 RentalPersediaan 16.365.803.687 10.123.235.480 InventoryBiaya pegawai 21.353.768 13.193.847.475 Employees expenseLain-lain 71.318.811.816 64.916.396.240 Others

Total 3.176.260.147.101 2.359.195.753.402 Total










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19. BEBAN AKRUAL (lanjutan) 19. ACCRUED EXPENSES (continued)

Pada tanggal 14 Desember 2015, MenteriPerhubungan Republik Indonesia mengeluarkanperaturan mengenai “Konsesi dan BentukKerjasama Lainnya antara Pemerintah dan BadanUsaha Bandar Udara untuk Pelayanan JasaKebandarudaraan”. Berdasarkan peraturantersebut, Perusahaan dikenakan biaya konsesipaling sedikit 2,5% dari pendapatanaeronautikanya. Pada tanggal 31 Desember 2017dan 2016, Perusahaan telah mencatat bebanakrual masing-masing sebesar Rp236.130.992.291dan Rp110.665.610.676 sehubungan denganperaturan tersebut.

On December 14, 2015, the Ministry ofTransportation of Republic of Indonesia issued aregulation regarding “Concession and Other Formsof Cooperation between the Government andAirport Companies for Aeronautical Services”.Based on such regulation, the Company is chargedwith concession fees of, at the minimum 2.5% of itsaeronautical income. As of December 31, 2017 and2016, the Company has recorded accrued expensetotaling Rp236,130,992,291 andRp110,665,610,676, respectively, related to theregulation.

20. PERPAJAKAN 20. TAXATION

a. Pajak dibayar di muka a. Prepaid taxes

Akun ini terdiri dari: This account consist of:


2017 2016

Entitas anak SubsidiariesPajak pertambahan nilai 44.350.044.437 26.517.977.119 Value added taxPajak penghasilan badan 132.814.332 - Corporate income tax

Total 44.482.858.769 26.517.977.119 Total

Bagian lancar 4.109.059.341 26.517.977.119 Current portion

Bagian tidak lancar 40.373.799.428 - Non-current portion

b. Utang pajak b. Taxes payable


2017 2016

Perusahaan The CompanyPajak penghasilan Income taxes

Pasal 4 (2) 26.581.907.232 13.903.697.513 Article 4 (2)Pasal 21 8.821.312.924 19.052.077.030 Article 21Pasal 22 972.119.466 723.332.812 Article 22Pasal 23 2.475.246.310 1.722.616.290 Article 23Pasal 25 32.000.371.551 31.122.071.489 Article 25Pasal 26 24.991.767 - Article 26Pasal 29 (Catatan 20d) 5.815.316.887 3.378.364.486 Article 29 (Note 20d)

Pajak pertambahan nilai 52.409.028.955 55.217.939.029 Value added taxPajak lainnya - 440.154 Other taxes

Entitas anak SubsidiariesPajak penghasilan Income taxes

Pasal 4 (2) 62.531.402 138.828.451 Article 4 (2)Pasal 21 1.103.086.710 373.532.867 Article 21Pasal 23 1.681.532.906 280.793.199 Article 23Pasal 29 1.859.044.831 6.239.547.142 Article 29

Pajak pertambahan nilai 26.336.789 2.030.571.242 Value added taxPajak lainnya 2.378.963.467 896.073.905 Other taxes

Total 136.211.791.197 135.079.885.609 Total










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20. PERPAJAKAN (lanjutan) 20. TAXATION (continued)

c. Beban (manfaat) pajak penghasilan c. Income tax (benefit) expenseTahun yang berakhir pada tanggal 31 Desember/

Year ended December 31

2017 2016

Pajak kini Current taxPerusahaan The Company

Tahun berjalan (621.711.734.500) (540.343.498.250) Current yearPenyesuaian atas hasil Adjustment for tax assessment

ketetapan pajak (7.558.775.108) - letterEntitas anak (14.403.936.049) (10.804.800.309) Subsidiaries

Sub-total (643.674.445.657) (551.148.298.559) Sub-total

Pajak tangguhan Deferred taxPerusahaan (187.590.043.670) 356.798.510.730 The CompanyEntitas anak 8.941.757.421 5.188.947.001 Subsidiaries

Sub-total (178.648.286.249) 361.987.457.731 Sub-total

Total (822.322.731.906) (189.160.840.828) Total

d. Taksiran pajak penghasilan d. Provision for income tax

Rekonsiliasi antara laba sebelum 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:


2017 2016

Laba sebelum pajak penghasilanbadan menurut laporan laba rugi Profit before corporate income taxdan penghasilan in consolidated statementkomprehensif lain of profit or loss and otherkonsolidasian 2.832.178.475.826 2.129.414.686.034 comprehensive income

Laba entitas anak sebelum Profit of subsidiaries beforebeban pajak penghasilan corporate income tax expensebadan dan efek eliminasi 167.540.185.383 26.864.119.882 and elimination effect

Laba Perusahaan sebelum Profit before corporate incomePajak Penghasilan Badan 2.664.638.290.443 2.102.550.566.152 tax attributable to the Company

Beban (penghasilan) yang Expense (income) alreadypajaknya bersifat final subjected to final taxPenghasilan bunga (272.929.676.257) (185.851.860.829) Interest incomePenghasilan sewa (451.042.017.021) (626.213.033.803) Rent incomeBiaya atas penghasilan Expenses related to income

dikenakan pajak final 669.992.112.066 589.856.522.238 subjected to final tax

Laba Perusahaan sebelum Profit before corporate income taxpajak penghasilan badan setelah after expenses (revenues)beban (penghasilan) yang pajaknya subjected to final taxbersifat final 2.610.658.709.231 1.880.342.193.758 attributable to the Company

Ditambah (dikurangi): Add (deduct):

Beda temporer Temporary differencesPenyusutan aset tetap (634.687.901.858) (160.212.506.064) Depreciation of fixed assetsPenyisihan penurunan Provision for impairment

nilai piutang 29.302.888.677 (1.869.801.234) in value of receivableImbalan kerja (54.265.072.925) (86.529.217.772) Employee benefits

Sub-total (659.650.086.106) (248.611.525.070) Sub-total










71


d. Taksiran pajak penghasilan (lanjutan) d. Provision for income tax (continued)


2017 2016

Beda tetap Permanent differencesBeban-beban yang tidak

dapat dikurangkan: Non-deductible expenses:Beban pegawai 148.770.367.433 95.306.980.652 Employee expensesBeban umum 290.428.279.659 308.445.337.166 General expensesLain-lain 114.540.665.355 125.679.419.313 OthersBagian atas laba neto Equity in net earnings of

entitas asosiasi (17.900.997.484) 211.587.989 associate companies


Taksiran penghasilan kena Estimated taxable incomepajak Perusahaan 2.486.846.938.088 2.161.373.993.808 of the Company

Taksiran penghasilan kena Estimated taxable incomepajak Perusahaan - dibulatkan 2.486.846.938.000 2.161.373.993.000 of the Company – rounded off

Beban pajak penghasilan 621.711.734.500 540.343.498.250 Income tax expense

Pajak penghasilan dibayardimuka Prepayments of income taxPasal 23 231.891.959.001 163.500.275.896 Article 23Pasal 25 384.004.458.612 373.464.857.868 Article 25

Total pajak dibayar dimuka 615.896.417.613 536.965.133.764 Total prepaid taxes

Taksiran utang pajak Estimated incomePenghasilan (Catatan 20b) 5.815.316.887 3.378.364.486 tax payable (Note 20b)

SPT pajak penghasilan badan tahun 2016telah dilaporkan dan SPT pajak penghasilanbadan tahun 2017 akan dilaporkan sesuaidengan perhitungan pajak di atas.

The Company’s 2016 corporate income tax hasbeen reported and 2017 corporate income tax willbe reported based on the computation above.

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:


2017 2016

Laba sebelum pajak penghasilanbadan menurut laporan laba rugi Profit before corporate income taxdan penghasilan in consolidated statementkomprehensif lain of profit or loss and otherkonsolidasian 2.832.178.475.826 2.129.414.686.034 comprehensive income

Laba entitas anak sebelum Profit of subsidiaries beforebeban pajak penghasilan corporate income tax expensebadan dan efek eliminasi 167.540.185.385 26.864.119.882 and elimination effect

Laba Perusahaan sebelum Profit before corporate incomePajak Penghasilan Badan 2.664.638.290.441 2.102.550.566.152 tax attributable to the Company










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d. Taksiran pajak penghasilan (lanjutan) d. Provision for income tax (continued)

Rekonsiliasi antara hasil perkalian labaakuntansi sebelum pajak penghasilan dengantarif pajak yang berlaku dan beban pajakpenghasilan sebagai berikut: (lanjutan)

The reconciliation between the result of themultiplication of accounting income before incometax with the current tax rate and income taxexpense is as follows: (continued)


2017 2016

Beban (penghasilan) yang Expense (income) alreadypajaknya bersifat final subjected to final taxPenghasilan bunga (272.929.676.257) (185.851.860.829) Interest incomePenghasilan sewa (451.042.017.021) (626.213.033.803) Rent incomeBiaya atas penghasilan Expenses related to income

dikenakan pajak final 669.992.112.066 589.856.522.238 subjected to final tax

Laba Perusahaan sebelum Profit before corporate income taxpajak penghasilan badan setelah after expenses (revenues)beban (penghasilan) yang pajaknya subjected to final taxbersifat final 2.610.658.709.229 1.880.342.193.758 attributable to the Company

Beban pajak penghasilan Income tax expense based onberdasarkan tarif pajak yang berlaku 652.664.677.307 470.085.548.440 applicable tax rate

Net earmings of associateBagian laba entitas asosiasi 4.475.249.371 (52.896.997) entitiesBeban-beban yang tidak dapat

dikurangkansecara pajak: Non-deductible expenses:Beban pegawai (37.192.591.858) (23.826.745.163) Employee expensesBeban umum (72.607.069.915) (77.111.334.290) General expensesLain-lain (28.635.166.317) (31.419.854.628) Others

Penyesuaian pajak tangguhan (22.677.522.144) 418.951.391.998 Adjustment to deferred tax assets

Beban pajak penghasilan, bersih 809.301.778.170 183.544.987.520 Income tax expense, net

e. Pajak tangguhan e. Deferred tax

Perhitungan manfaat (beban) pajak dan asetpajak tangguhan adalah sebagai berikut:

The computation of deferred income taxbenefit (expense) and deferred tax assets is asfollows:


Dikreditkan(dibebankan)ke laba rugi/ Dikreditkan

Credited ke ekuitas/1 Januari 2017/ (charged) Credited 31 Desember 2017/January 1, 2017 to profit or loss to equity December 31, 2017

Aset (liabilitas) pajak tangguhan Deferred tax asset (liabilities)

Perusahaan: Company:Aset tetap (46.460.157.445) (181.349.497.608) - (227.809.655.053) Fixed assetsLiabilitas imbalan kerja 33.246.392.989 (13.566.268.231) 11.928.422.922 31.608.547.680 Employee benefits liabilityPenurunan nilai piutang 41.298.240.031 7.325.722.169 - 48.623.962.200 Allowance for impairment loses

Total 28.084.475.575 (187.590.043.670) 11.928.422.922 (147.577.145.173) Total

Entitas Anak: Subsidiaries:Aset tetap 79.117.075 2.329.861.568 - 2.408.978.643 Fixed assetsLiabilitas imbalan kerja 926.219.655 72.021.357 (780) 998.240.232 Employee benefits liabilityPenyisihan kerugian

penurunan piutang 4.105.703.087 2.500.000.000 - 6.605.703.087 Allowance for impairment losesKomposisi kerugian fiskal 1.688.394.025 4.039.874.496 5.728.268.521 Compensation of fiscal loss

Total 6.799.433.842 8.941.757.421 (780) 15.741.190.483 Total










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e. Pajak tangguhan (lanjutan) e. Deferred tax (continued)Perhitungan pendapatan (beban) pajak danaset pajak tangguhan adalah sebagai berikut:(lanjutan)

The computation of deferred income taxbenefit (expense) and deferred tax assets is asfollows: (continued)


Dikreditkan(dibebankan)ke laba rugi/ Dikreditkan

Credited ke ekuitas/1 Januari 2016/ (charged) Credited 31 Desember 2016/January 1, 2016 to profit or loss to equity December 31, 2016

Aset (liabilitas) pajak tangguhan Deferred tax asset (liabilities)

Perusahaan: Company:Aset tetap (458.254.843.963) 411.794.686.518 - (46.460.157.445) Fixed assetsLiabilitas imbalan kerja 73.402.169.059 (54.528.725.479) 14.372.949.409 33.246.392.989 Employee benefits liabilityPenurunan nilai piutang 41.765.690.340 (467.450.309) - 41.298.240.031 Allowance for impairment loses

Total (343.086.984.564) 356.798.510.730 14.372.949.409 28.084.475.575 Total

Entitas Anak: Subsidiaries:Aset tetap 381.443.883 (302.326.808) - 79.117.075 Fixed assetsLiabilitas imbalan kerja 931.862.130 163.618.370 (169.260.845) 926.219.655 Employee benefits liabilityPenyisihan kerugian

penurunan piutang 466.441.673 3.639.261.414 - 4.105.703.087 Allowance for impairment losesKomposisi kerugian fiskal - 1.688.394.025 - 1.688.394.025 Compensation of fiscal loss

Total 1.779.747.686 5.188.947.001 (169.260.845) 6.799.433.842 Total

Aset (liabilitas) pajak tangguhan Consolidated deferred taxkonsolidasian - bersih (341.307.236.878) 34.883.909.417 assets (liability) - net

f. Surat ketetapan dan tagihan pajak f. Tax assessment and collection letters

Pada tahun 2017, Perusahaan menerima suratketetapan pajak kurang bayar atas beberapajenis pajak untuk tahun pajak 2014 danpemeriksaan bukti permulaan atas PPN untuktahun pajak 2013. Atas ketetapan kurang bayarpajak dan bukti permulaan tersebut,Perusahaan mengakui beban sebesarRp70.596.593.844 dalam laporan laba rugi danpenghasilan komprehensif lain konsolidasiantahun 2017.

In 2017, the Company received tax assesment letterson underpayment of certain taxes for fiscal year 2014and inspection for initial evidence on VAT for fiscalyear 2013. In relation to assessment ofunderpayment and initial evidence, the Companyrecognized expenses amounted toRp70,596,593,844 in consolidated statement of profitor loss and other comprehensive income for 2017.

21. LIABILITAS DANA PENSIUN 21. PENSION FUND LIABILITIES

Pada tanggal 31 Desember 2017 dan 2016, akunini terutama merupakan defisit minimumpendanaan iuran dana pensiun.

As of December 31, 2017 and 2016, this accountmainly represents deficit on the minimum fundingrequirement (shortfall) in pension contribution.

22. PENDAPATAN YANG DITERIMA DI MUKA 22. UNEARNED REVENUES

Akun ini merupakan pendapatan yang diterimadimuka yang berasal dari sewa dan konsesidengan rincian sebagai berikut:

This account represents unearned income derivedfrom leases and concessions with the details asfollows:


2017 2016

Sewa ruang 78.995.789.703 79.955.627.731 Space rentalPemasangan reklame 53.712.269.552 44.501.840.830 Advertising installationKonsesi dan airport pass 16.813.195.844 11.827.596.991 Concession and airport passSewa tanah 8.121.400.268 10.190.891.177 Land rentalLain-lain 9.319.979.635 1.635.723.492 Others

Total 166.962.635.002 148.111.680.221 Total










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23. PINJAMAN JANGKA PANJANG 23. LONG-TERM LOANS

Pinjaman jangka panjang terdiri dari: Long-term loans consists of:31 Desember/December 31

2017 2016

Utang bank jangka panjang 4.361.245.360.445 2.785.711.574.493 Long-term bank loansUtang obligasi 2.000.000.000.000 2.000.000.000.000 Bonds payable

Sub-total 6.361.245.360.445 4.785.711.574.493 Sub-totalBiaya amortisasi (28.453.379.176) (31.444.206.848) Amortized cost

Total 6.332.791.981.269 4.754.267.367.645 Total

Dikurangi : bagian lancar Less : current portionUtang bank jangka panjang (133.466.336.718) (15.625.000.000) Long-term bank loans

Porsi tidak lancar: Non-current portion:Utang bank jangka panjang 4.205.092.117.441 2.745.261.894.922 Long-term bank loansUtang obligasi 1.994.233.527.110 1.993.380.472.723 Bonds payable

Total 6.199.325.644.551 4.738.642.367.645 Total

a. Utang bank jangka panjang a. Long-term bank loans

Pada tanggal-tanggal berikut, 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, 2014PT Sarana Multi Infrastruktur (Persero) (“SMI”) 20 Maret 2015/ 500.000.000.000

March 20, 2015PT Indonesia Infrastructure Finance (“IIF”) 15 Juli 2015/ 400.000.000.000

July 15, 2015Lembaga Pembiayaan Ekspor Impor Indonesia (“EXIM”) 1 April 2015/ 1.500.000.000.000

April 1, 2015PT Bank Rakyat Indonesia (Persero) Tbk (“BRI”) 1 April 2016/ 700.000.000.000

April 1, 2016PT Bank Negara Indonesia (Persero) Tbk (“BNI”) 1 April 2016/ 700.000.000.000

April 1, 2016PT Bank Mandiri (Persero) Tbk (“Mandiri”) 1 April 2016/ 700.000.000.000

April 1, 2016

Rincian jumlah pinjaman jangka panjang adalahsebagai berikut:

The details of the long-term loans are asfollows:

Jumlah sisa fasilitas pinjamanJumlah pinjaman jangka panjang dalam rupiah/

dalam rupiah*/ The remaining amount of loanAmount of drawdown in rupiah* facilities in rupiah

2017 2016 2017 2016

Pihak ketiga / Third partyMaybank 1.488.806.758.850 734.000.000.000 - 766.000.000.000










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23. PINJAMAN JANGKA PANJANG (lanjutan) 23. LONG-TERM LOANS (continued)

a. Utang bank jangka panjang (lanjutan) a. Long-term bank loans (continued)

Rincian jumlah pinjaman jangka panjang yangtelah ditarik dari perjanjian fasilitas pinjaman diatas adalah sebagai berikut: (lanjutan)

The details of the long-term loans which havebeen drawn from the above-mentioned facilityagreements are as follows: (continued)

Jumlah sisa fasilitas pinjamanJumlah pinjaman jangka panjang dalam rupiah/

dalam rupiah*/ The remaining amount of loanAmount of drawdown in rupiah* facilities in rupiah

2017 2016 2017 2016

Pihak berelasi (lanjutan)/Related parties (continued)EXIM 1.408.930.596.484 1.408.930.596.484 91.069.403.516 91.069.403.516BRI 437.231.702.485 21.009.692.662 262.768.297.515 678.990.307.338SMI 411.588.595.356 400.561.139.412 88.411.404.644 99.438.860.588IIF 238.070.642.814 117.668.909.946 161.929.357.186 282.331.090.054Mandiri 190.632.028.279 20.703.269.939 509.367.971.721 679.296.730.061BNI 185.985.036.177 82.837.966.050 514.014.963.823 617.162.033.950

Total/Total 4.361.245.360.445 2.785.711.574.493 1.627.561.398.405 3.214.288.425.507

*sebelum penyesuaian nilai wajar. *before adjustment to fair value.

Seluruh pinjaman Perusahaan memiliki masatenggang selama 3 (tiga) tahun. Perusahaandiharuskan membayar kembali secara 3 (tiga)bulanan setelah masa tenggang.

All Company's loans have grace period of 3(three) years. The Company is required to payquarterly installments after the grace period.

Untuk seluruh fasilitas pinjaman, Perusahaandiwajibkan untuk membayar provision fee atauup-front fee sekali di awal masa peminjamansebesar 0,65% dari jumlah fasilitas pinjamanyang tersedia.

For all of loan facilities, the Company isrequired to pay a provision fee or an up-frontfee of 0.65%, from the total loan facility once atthe beginning of loan period.

Jumlah yang telah ditarik dalamrupiah ** / Amount of drawdown in rupiah **

Rekanan/Counterparts 2017 2016\

Maybank 1.482.695.442.254 730.609.449.012EXIM 1.399.493.544.937 1.403.405.259.745BRI 435.747.280.224 16.467.805.176SMI 408.638.764.920 398.836.954.738IIF 236.725.168.795 117.085.908.174Mandiri 190.097.410.245 16.161.565.641BNI 185.160.842.784 78.319.952.436

4.338.558.454.159 2.760.886.894.922Dikurangi bagian yang jatuh tempo dalam satu tahunLess current maturities (133.466.336.718) (15.625.000.000)

Porsi jangka panjang/Long term portion 4.205.092.117.441 2.745.261.894.922

** setelah penyesuaian nilai wajar. ** after adjustment to fair value.

Pada tanggal 16 November 2017, Perusahaanmelakukan pembayaran atas pinjaman jangkapanjang ke Maybank sebesarRp11.193.241.152.

As of November 16, 2017, the Company hasmade repayment on long-term loans toMaybank amounting to Rp11,193,241,152.










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Rincian tanggal jatuh tempo dan jaminansehubungan dengan fasilitas pinjaman jangkapanjang pada tanggal 31 Desember 2017adalah sebagai berikut:

The details of maturities and collaterals relatedwith long-term loans as of December 31, 2017are as follows:


Jatuh Tempo/Maturities Jaminan/Collateral

Maybank 11 Agustus 2017 sampai Tidak ada jaminan khusus/11 Agustus 2024/ No special collateral

August 11, 2017 untilAugust 11, 2024

SMI 20 Maret 2018 sampai Tidak ada jaminan khusus/20 Maret 2025/ No special collateral

March 20, 2018 untilMarch 20, 2025

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

Perusahaan juga diwajibkan untukmempertahankan rasio-rasio keuangan tertentuselama periode perjanjian pinjaman denganMaybank, SMI, IIF dan EXIM sebagai berikut:

The Company is also required to maintaincertain financial ratios during the period of loanagreement with Maybank, SMI, IIF and EXIMas follows:

- Debt Service Coverage Ratio (DSCR) minimalsebesar 120%

- Rasio Hutang Terhadap Ekuitas (DER)maksimum sebesar 2 kali

- Rasio Lancar minimum sebesar 1,10 kali

- Minimum Debt Service Coverage Ratio(DSCR) amounting to 120%

- Maximum Debt Equity Ratio (DER)amounting to 2

- Minimum Current Ratio amounting to 1.10


Jatuh Tempo/Maturities Jaminan/Collateral

BRI 1 April 2019 sampai Tidak ada jaminan khusus/31 Maret 2026/ No special collateral

April 1, 2019 untilMarch 31, 2026

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











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Perusahaan juga diwajibkan untukmempertahankan rasio-rasio keuangan tertentuselama periode perjanjian pinjaman dengan BRI,BNI dan Mandiri sebagai berikut:

The Company is also required to maintaincertain financial ratios during the period of loanagreement with BRI, BNI and Mandiri asfollows:

- Debt Service Coverage Ratio (DSCR) minimalsebesar 100%

- Rasio Hutang Terhadap Ekuitas (DER)maksimum sebesar 2 kali

- Rasio Lancar minimum sebesar 1 kali

- Minimum Debt Service Coverage Ratio(DSCR) amounting to 100%

- Maximum Debt Equity Ratio (DER)amounting to 2

- Minimum Current Ratio amounting to 1

Maybank Maybank

Berdasarkan perjanjian kredit tanggal11 Agustus 2014, Perusahaan memperolehfasilitas pinjaman berjangka dari Maybankdengan jumlah maksimum fasilitas pinjamansebesar Rp1.500.000.000.000. Hasil penerimaandari pinjaman ini digunakan untuk membiayaipengembangan bandar udara Perusahaan.Pinjaman ini dikenakan suku bunga tahunansebesar LPS + 2,45%.

Based on a loan agreement datedAugust 11, 2014, the Company obtained aterm loan facility from Maybank with maximumcredit facility limit of Rp1,500,000,000,000. Theproceeds of the loan from this facility wereused to finance the Company’s airportdevelopment. This loan bears interest atannual rate of LPS + 2.45%.

Pada tanggal 23 November 2017, Perusahaanmenerima surat dari Maybank tentangpersetujuan penurunan suku bunga pinjamanmenjadi LPS + 2,25% untuk periode15 November 2017 sampai dengan 15 Januari2018.

On November 23, 2017, the Companyreceived a letter from Maybank regarding theapproval of loan interest rate reduction to LPS+ 2.25% for the period from November 15,2017 to January 15, 2018.

Pada tanggal 19 Desember 2017, Perusahaanmenerima surat dari Maybank tentangpersetujuan penurunan suka bunga pinjamanmenjadi LPS + 2,00% yang efektif pada tanggal15 Januari 2018.

On December 19, 2017, the Companyreceived a letter from Maybank regarding theapproval of loan interest rate reduction to LPS+ 2.00% effective on January 15, 2018.

SMI SMI

Berdasarkan perjanjian kredit tanggal20 Maret 2015, Perusahaan memperolehfasilitas pembiayaan dari SMI dengan jumlahmaksimum fasilitas pinjaman sebesarRp500.000.000.000. Hasil penerimaan daripembiayaan ini digunakan untuk pengembanganbandar udara Perusahaan. Pinjaman inidikenakan suku bunga tahunan sebesar LPS +2%.

Based on a loan agreement datedMarch 20, 2015, the Company obtained afinancing facility from SMI with maximumcredit facility limit of Rp500,000,000,000. Theproceeds of the loan from this facility wereused to to finance the Company’s airportdevelopment. This loan bears interest atannual rate of LPS + 2%.

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 tahunansebesar LPS + 2%.

Based on a loan agreement dated April 1,2015, the Company obtained a term loanfacility from EXIM with maximum credit facilitylimit of Rp1,500,000,000,000. The proceeds ofthe loan from this facility were used to financethe Company’s airport development. This loanbears interest at annual rate of LPS + 2%.










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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 sebesarLPS + 2%.

Based on a loan agreement datedJuly 15, 2015, the Company obtained a termloan facility from IIF with maximum creditfacility limit of Rp400,000,000,000. Theproceeds of the loan from this facility wereused to to finance the Company’s airportdevelopment, especially in Soekarno-HattaAirport. This loan bears interest at annual rateof LPS + 2%.

BRI BRI

Berdasarkan perjanjiaan kredit tanggal1 April 2016, 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 tahunansebesar LPS + 2%.

Based on a loan agreement dated April 1,2016, the Company obtained a term loanfacility from BRI with maximum credit facilitylimit of Rp700,000,000,000. The proceeds ofthe loan from this facility were used to tofinance the Company’s airport development.This loan bears interest at annual rate of LPS+ 2%.

BNI BNI

Berdasarkan perjanjiaan kredit tanggal1 April 2016, 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 tahunansebesar LPS + 2%.

Based on a loan agreement dated April 1,2016, the Company obtained a term loanfacility from BNI with maximum credit facilitylimit of Rp700,000,000,000. The proceeds ofthe loan from this facility were used to tofinance the Company’s airport development.This loan bears interest at annual rate of LPS+ 2%.

Mandiri Mandiri

Berdasarkan perjanjiaan kredit tanggal1 April 2016, Perusahaan memperoleh fasilitaspinjaman berjangka dari Mandiri denganjumlah maksimum fasilitas pinjaman sebesarRp700.000.000.000. Hasil penerimaan daripembiayaan ini digunakan untukpengembangan bandar udara perusahaan.Pinjaman ini dikenakan suku bunga tahunansebesar LPS + 2%.

Based on a loan agreement datedApril 1, 2016, the Company obtained a termloan facility from Mandiri with maximum creditfacility limit of Rp700,000,000,000. Theproceeds of the loan from this facility wereused to to finance the Company’s airportdevelopment. This loan bears interest atannual rate of LPS + 2%.

Pada tanggal 31 Desember 2017 dan 2016,Perusahaan telah memenuhi seluruhkewajiban yang tercantum dalam seluruhperjanjian utang bank jangka panjangnya.

As of December 31, 2017 and 2016, theCompany has complied with all covenantstated in all of its long-term bank loanagreements.










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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)series as 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 dansuku bunga 8,8% per tahun, akan jatuhtempo tanggal 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 to Rp 1,000,000,000,000and annual interest rate of 8.6%, will bemature on June 30, 2021

b) Seri B amounting to Rp100,000,000,000and annual interest rate of 8.8%, will bemature on June 30, 2023

c) Seri C amounting to Rp900,000,000,000and annual interest of 9.0%, will be matureon June 30, 2026

Total dana yang diterima Perusahaan padatanggal 30 Juni 2016 dari hasil penerbitanperdana Obligasi I Angkasa Pura II tahun2016 adalah sebesar Rp2.000.000.000.000.Sesuai dengan perjanjian dengan PT BankMega Tbk selaku Wali Amanat danprospektus utang obligasi Perusahaan, 92%dari dana tersebut akan digunakan untukpengembangan bandara Soekarno-Hatta dan8% akan digunakan untuk pengembanganbandara lainnya.

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 theagreement with PT Bank Mega Tbk as Trusteeand the Company’s prospectus for bondspayable, 92% of the funds will be used for thedevelopment of Soekarno-Hatta airport and 8%will be used for the development of otherairports.

Perusahaan juga diwajibkan untukmempertahankan rasio-rasio keuangantertentu selama periode utang obligasisebagai berikut:

The Company is also required to maintaincertain financial ratios during the bondspayable ratio as follows:

a) Perbandingan Aset Lancar terhadapKewajiban Lancar tidak kurang dari 1 : 1

b) Perbandingan Total Pinjaman terhadapTotal Ekuitas tidak lebih dari 2 : 1

c) Perbandingan Profit Sebelum BebanPajak Penghasilan dan Penyusutan danAmortisasi terhadap Beban BungaPinjaman tidak kurang dari 1 : 1

a) Ratio of Current Assets to CurrentLiabilities not less than 1 : 1

b) Ratio of Total Debt to Total Equity notmore than 2 : 1

c) Ratio of Earnings Before Income Tax andDepreciation and Amortization to InterestExpenses not less than 1 : 1

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 31 Desember 2017 dan 2016,Perusahaan telah memenuhi semuakewajiban dalam perjanjiannya dengan WaliAmanat dan tidak ada peristiwa gagal silangsehubungan dengan utang jangka panjanglainnya.

As of December 31, 2017 and 2016, theCompany has complied with all covenantrequired by its agreement with the Trustee andthere is no cross default incurred in relationwith other long-term loans.










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24. UTANG JAMINAN PELANGGAN 24. 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 colateral given by tenantthat consists of deposits for space rental, landrental, electrical and water installation at thebeginning of the contract.

Rincian utang jaminan yang akan diperhitungkanberdasarkan tempat terjadinya sebagai berikut:

The details of the deposits will be calculated basedon the following points:


2017 2016

Soekarno - Hatta 10.046.866.442 8.951.943.442 Soekarno - HattaSultan Syarif Kasim II 1.374.687.757 1.662.678.697 Sultan Syarif Kasim II Halim Perdanakusuma 1.296.157.727 1.296.157.727 Halim PerdanakusumaSupadio 1.083.958.737 2.101.629.574 SupadioKantor Pusat 622.113.908 1.009.431.078 Head OfficeMinangkabau 216.701.144 268.806.144 MinangkabauDepati Amir 61.953.500 61.953.500 Depati AmirKualanamu 13.249.978 13.249.978 Kualanamu

Total 14.715.689.193 15.365.850.140 Total

25. LIABILITAS IMBALAN KERJA 25. EMPLOYEE BENEFITS LIABILITIES

a. Liabilitas imbalan kerja jangka pendek a. Short-term employee benefit liabilities

Kelompok Usaha menyediakan imbalan kerjajangka pendek, pensiun dan kesejahteraankaryawan lainnya untuk seluruh karyawantetap yang masih aktif dan yang sudahpensiun, sebagai berikut:

The Group provides short-term employeebenefits, retirement and other employees’benefits to its active and retired employees, asfollows:


2017 2016

Perusahaan The CompanyTantiem and production

Tantiem dan jasa produksi 166.956.940.897 162.961.095.602 services

Entitas anak SubsidiariesTantiem and production

Tantiem dan jasa produksi 6.787.226.246 7.445.237.268 services

Total 173.744.167.143 170.406.332.870 Total

b. Liabilitas imbalan kerja jangka panjang b. Long-term employee benefit liabilities

Kelompok Usaha menunjuk PT BestamaAktuaria, aktuaris independen, untukmelakukan penilaian dari taksiran liabilitasuntuk program imbalan pasca kerja, programpensiun dan program imbalan jangka panjanglainnya.

The Group has appointed PT BestamaAktuaria, an independent actuary, to conduct avaluation of the expected obligation for post-retirement benefit program, pension plan andother long-term benefit program.










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25. LIABILITAS IMBALAN KERJA (lanjutan) 25. EMPLOYEE BENEFITS LIABILITIES (continued)

b. Liabilitas imbalan kerja jangka panjang(lanjutan)

b. Long-term employee benefit liabilities(continued)

Liabilitas imbalan kerja per 31 Desember2017 dan 2016 dihitung denganmenggunakan metode projected-unit-creditoleh aktuaris independen, berdasarkanlaporannya masing-masing pada tanggal8 Januari 2018 dan 10 Januari 2017.

The employee benefits liabilities as ofDecember 31, 2017 and 2016 were calculatedusing the projected-unit-credit method by theindependent actuary, based on its reportsdated January 8, 2018 and January 10, 2017,respectively.


2017 2016

Perusahaan The CompanyProgram imbalan Post-employment

pasca kerja 117.521.350.018 94.885.551.478 benefit programProgram pensiun - 27.820.976.205 Pension planProgram imbalan Other long-term

jangka panjang lainnya 8.912.840.701 10.279.044.271 benefit program


Entitas anak SubsidiariesProgram imbalan Post-employment

pasca kerja 3.992.960.917 3.704.878.621 benefit program

Total 130.427.151.636 136.690.450.575 Total

i) Program imbalan pasca kerja i) Post-employment benefit pogram

Perusahaan membukukan 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:


2017 2016

Tingkat diskonto 7,40% 8,50% Discount rateEstimasi kenaikan gaji pegawai 5,00% 5,00% Salary incrementTingkat mortalita 100% TMI III 100% TMI III Mortality rateTingkat cacat 10%TMI III 10%TMI III Disability rateUmur pensiun 56 tahun/56 years 56 tahun/56 years Retirement ageTingkat mengundurkan diri 5% untuk karyawan berumur 20 tahun, menurun secara Resignation rate

garis lurus sampai dengan 0% pada umur 55 tahun/5% for employees with ages from 20 years old,

decreasing linearly to 0% at age 55










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i) Program imbalan pasca kerja (lanjutan) i) Post-employment benefit pogram(continued)

Rekonsiliasi saldo awal dan akhir darinilai kini liabilitas adalah sebagai berikut:

The reconciliation of beginning andending balance of present value ofliabilities is as follows:


2017 2016

Nilai kiniliabilitas - awal tahun 154.016.487.137 153.881.457.237 Beginning present value liability

Biaya jasa kini 15.102.604.615 14.804.495.529 Current service costBiaya bunga 13.225.515.630 14.246.242.200 Interest costPembayaran imbalan (11.946.975.840) (5.984.250.000) Benefits paidKerugian (keuntungan)

Aktuaria 29.383.648.164 (22.931.457.829) Actuarial loss (gain)

Nilai kini Present value liability -liabilitas - akhir tahun 199.781.279.706 154.016.487.137 end of year

Nilai wajar aset program - Fair value of plant assets -awal tahun (59.130.935.659) - beginning of year

Pembayaran kontribusiaset program (17.474.550.640) (58.218.525.812) Contributions paid for plan assets

Imbal hasil aset program (5.654.443.389) (912.409.847) Return on plan assets

Nilai wajar aset program Fair value of plant assets -- akhir tahun (82.259.929.688) (59.130.935.659) end of year

Bersih 117.521.350.018 94.885.551.478 Net

Rincian beban yang diakui dalamlaporan laba rugi dan penghasilankomprehensif lain konsolidasian adalahsebagai berikut:

The details of expenses recognized in theconsolidated statements of profit or lossand other comprehensive income are asfollows:


2017 2016

Biaya jasa kini 15.102.604.615 14.804.495.529 Current service costBiaya bunga 13.225.515.630 14.246.242.200 Interest cost

Total 28.328.120.245 29.050.737.729 Total

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:


2016 2015

Jumlah pengukuran kembali Re-measurement amountawal tahun 72.912.677.327 96.756.545.003 beginning of year

Kerugian (keuntungan) aktuaria 29.383.648.164 (22.931.457.829) Actuarial loss (gain)Imbal hasil aset program 114.354.544 (912.409.847) Return on plan assets

Akumulasi jumlah Accumulated amount ofpengukuran kembali 102.410.680.035 72.912.677.327 re-measurements










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i) Program imbalan pasca kerja (lanjutan) i) Post-employment benefit pogram(continued)

Nilai kini liabilitas akhir setelah efekanalisa sensitivitas pada tanggal31 Desember 2017 adalah sebagaiberikut:

The present values of liabilities after theeffect of sensitivity analysis on December31, 2017 are as follows:

Analisis sensitivitas Sensitivity analysisNilai kini kewajiban imbalan pasti PV defined benefits obligations

Asumsi Tingkat Diskonto Discount Rate Assumptions+ 1,00% 185.751.332.013 + 1.00%- 1,00% 216.498.941.019 - 1.00%

Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions+ 1,00% 215.365.445.640 + 1.00%- 1,00% 186.434.387.108 -1.00%

Jatuh tempo liabilitas imbalan pascakerja pada tanggal 31 Desember 2017adalah sebagai berikut:

The maturity of employee benefits liabilityas of December 31, 2017 is as follows:

Manfaat/ Nilai Kini dari Manfaat/Benefit Present Value of Benefit

Jatuh tempo dalam: Mature in :Kurang dari 1 tahun 22.745.003.597 22.063.145.774 Less than 1 yearAntara 1 sampai 2 tahun 20.829.081.123 18.507.670.950 Between 1 to 2 yearsAntara 2 sampai 3 tahun 23.745.606.265 19.269.508.772 Between 2 to 3 yearsAntara 3 sampai 4 tahun 23.300.114.989 17.272.648.257 Between 3 to 4 yearsAntara 4 sampai 5 tahun 13.727.496.304 9.371.460.112 Between 4 to 5 yearsLebih dari 5 tahun 4.131.038.036.751 113.296.845.840 More than 5 years

Total 4.235.385.339.029 199.781.279.705 Total

Komposisi pengelolaan dana atas asetditempatkan adalah 100% pada depositoberjangka.

The composition of management ofplanned asset is 100% on time deposits.

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 1.544karyawan aktif, 102 karyawan keluardengan pensiun ditunda dan 3.211pensiunan.

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 1,544 activeemployees, 102 resigned employees withdeferred pensions and 3,211 retiredemployees.










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ii) Program pensiun (lanjutan) ii) Pension plan (continued)

Asumsi aktuaria yang digunakan dalammenentukan beban dan liabilitasprogram pensiun adalah sebagai berikut:

The actuarial assumptions used todetermine pension plan expenses andliabilities are as follows:


2017 2016

Tingkat diskonto 7,00% 8,20% Discount rateEstimasi kenaikan

gaji pegawai 5,00% 5,00% Salary incrementTingkat mortalita 100%TMI III 100%TMI III Mortality rateTingkat cacat 10%TMI III 10%TMI III Disability rateUsia pensiun normal 56 56 Pension normal ageUsia pensiun dini 46 46 Early pension ageTingkat mengundurkan diri 1% untuk karyawan berumur 20 tahun, Resignation rate

menurun secara garis lurussampai dengan 0% pada umur 56 tahun/

1% for employees withages from 20 years old, decreasing linearly

to 0% at age 56

Ringkasan dari jumlah liabilitas programpensiun dan jumlah aset programnya pertanggal 31 Desember 2017 dan 2016adalah:

The summary of the pension plan liabilityand its asset program as of December 31,2017 and 2016 are as follows:


2017 2016

Liabilitas program pensiun 1.164.054.760.800 1.078.695.231.205 Pension plan liabilityAset program (1.170.221.147.449) (1.050.874.255.000) Asset program

Defisit (surplus) (6.166.386.649) 27.820.976.205 Deficit (surplus)Dampak batas aset 6.166.386.649 - Effect of asset ceiling

Liabilitas yang diakui - 27.820.976.205 Recognized liabilities


The reconciliation of beginning andending balance of present value ofobligation is as follows:


2017 2016

Nilai kini liabilitas - Present value liability -awal tahun 1.078.695.231.205 885.710.870.752 beginning of year

Biaya bunga 84.812.794.311 74.145.440.957 Interest costBiaya jasa kini 10.174.028.124 9.786.496.686 Current service costBiaya jasa lalu 50.020.694.207 - Past service costPembayaran imbalan kerja (98.959.751.238) (90.320.189.000) Benefits paidKerugian dari Loss changes in from

perubahan asumsi 39.311.764.191 199.372.611.810 assumptions

Nilai kini liabilitas Present value liabilityakhir tahun 1.164.054.760.800 1.078.695.231.205 at end of year










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Rekonsiliasi saldo awal dan akhir dariaset program adalah sebagai berikut:

The reconciliation of beginning andending balance of asset program is asfollows:


2017 2016

Nilai wajar aset Fair Value of Assets program -program awal tahun 1.050.874.255.000 885.390.743.000 beginning of year

Ekspektasi imbal hasil dari Expected returnaset program 86.404.563.462 76.380.035.502 on investments

Pengukuran kembali liabilitas Re-measurement of liabiltyimbalan pasti neto net defined benefitimbal hasil aset program 27.262.461.858 118.036.946.498 return of program's asset

Pembayaran iuran - pemberi Payment of contributions fromkerja 102.899.802.084 59.359.819.000 employer

Pembayaran iuran - peserta Payment of contributions fromprogram 1.739.816.283 2.026.900.000 employee

Pembayaran imbalan kerja (98.959.751.238) (90.320.189.000) Benefits paid

Aset program akhir Assets program - end oftahun (aktual) 1.170.221.147.449 1.050.874.255.000 year (actual)

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:


2017 2016

Jumlah pengukuran kembali Re-measurement amountawal tahun 116.164.804.454 34.829.139.142 beginning of year

Imbalan hasil atas asetprogram (27.262.461.858) (118.036.946.498) Return on program's asset

Kerugian aktuaria 39.311.764.191 199.372.611.810 Actuarial lossDampak batas aset 6.166.386.649 - Effect of asset ceiling

Akumulasi jumlah Accumulated amount ofpengukuran kembali 134.380.493.436 116.164.804.454 re-measurements

Rincian beban yang diakui dalamlaporan laba-rugi dan penghasilankomprehensif lainnya konsolidasianadalah sebagai berikut:

The details of expenses recognized in theconsolidated statements of profit or lossand other comprehensive income are asfollow:

Tahun yang berakhir pada tanggal 31 Desember/Year ended December 31

2017 2016

Biaya jasa kini 10.174.028.124 9.786.496.686 Current service costKeuntungan atas bunga (3.331.585.434) (4.261.494.545) Gain on interestBiaya jasa lalu 50.020.694.207 - Past service cost

Beban yang diakui 56.863.136.897 5.525.002.141 Recognized expenses










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Mutasi liabilitas yang diakui di laporanposisi keuangan konsolidasian adalahsebagai berikut:

The movements of the liabilities in theconsolidated statement of financialposition are as follows:


2017 2016

Present value liability -Nilai kini liabilitas - awal tahun 27.820.976.205 320.127.752 beginning of yearBiaya jasa kini 56.863.136.897 5.525.002.141 Current service costPembayaran iuran (102.899.802.084) (59.359.819.000) Contributions paid

Nilai kini liabilitas - akhir Present value liability - end oftahun (ekspektasi) (18.215.688.982 ) (53.514.689.107) year (expectation)

Kerugian dari perubahan Loss changes in fromasumsi 18.215.688.982 81.335.665.312 assumptions

Liabilitas bersih akhirtahun - 27.820.976.205 Net liability at end of year



Analisis sensitivitas Sensitivity analysisNilai kini kewajiban imbalan pasti PV defined benefit obligationsAsumsi tingkat diskonto discount rate assumptions+ 1,00% 1.152.324.229.260 + 1.00%- 1,00% 1.177.213.658.688 - 1.00%

Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions+ 1,00% 1.177.966.506.070 + 1.00%- 1,00% 1.151.442.093.077 -1.00%

Jatuh tempo liabilitas program pensiunpada tanggal 31 Desember 2017 adalahsebagai berikut:

The maturity of pension program as ofDecember 31, 2017 is as follows:

Jatuh tempo dalam : Mature in :Kurang dari 1 tahun 10.584.504.684 Less than 1 yearAntara 1 sampai 2 tahun 11.228.376.323 Between 1 to 2 yearsAntara 2 sampai 3 tahun 10.321.689.003 Between 2 to 3 yearsAntara 3 sampai 4 tahun 9.376.153.978 Between 3 to 4 yearsAntara 4 sampai 5 tahun 8.497.540.322 Between 4 to 5 yearsLebih dari 5 tahun 99.382.013.133 More than 5 years

Total 149.390.277.443 Total










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Komposisi nilai wajar aset program Compositions of fair value of assets programObligasi 39,25% BondSurat berharga negara 26,65% Government bondDeposito berjangka 15,47% Time depositsReksadana 12,91% Mutual fundSaham 2,91% StocksDeposito on-call dan tabungan 0,02% On-call deposits and current accountsAset lainnya 2,79% Other assets

Total 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:


2017 2016

Tingkat diskonto 7,60% 8,50% Discount rateEstimasi kenaikan gaji pegawai 5,00% 6,50% Salary incrementTingkat mortalita 100% TMI III 100% TMI III Mortality rateTingkat cacat 5% dari TMI III 5% dari TMI III Disability rateTingkat mengundurkan diri Early retirement rateUsia/ Age Tingkat/Rate15 – 29 6%30 – 34 3%35 – 39 1,8%40 – 50 1,2%51 – 52 0,6%> 52 0%

Projected UnitMetode aktuaria Credit Acturial methodUsia pensiun normal 56 tahun/years Pension normal age


The reconciliation of beginning andending balance of present value of liabilityis as follows:


2017 2016

Nilai kini liabilitas Present value liabilitypada awal tahun 10.279.044.271 7.821.407.102 at beginning of year

Beban bunga 759.971.098 685.001.752 Interest costBiaya jasa kini 645.515.205 920.749.268 Current service costPembayaran imbalan kerja (3.321.930.842) (1.508.579.915) Benefits paidKerugian aktuarial 550.240.969 2.360.466.064 Actuarial loss

Nilai kini liabilitas pada Present value liability atakhir tahun 8.912.840.701 10.279.044.271 end of year










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iii) Program imbalan jangka panjanglainnya (lanjutan)

iii) Other long-term benefits program(continued)

Mutasi liabilitas yang diakui di laporanposisi keuangan konsolidasian adalahsebagai berikut:

The movement in the liabilities in theconsolidated statement of financialposition are as follows:


2017 2016

Liabilitas bersih awal tahun 10.279.044.271 7.821.407.102 Net liability - beginning of yearBeban tahun berjalan 1.955.727.272 3.966.217.084 Current year expensePembayaran imbalan kerja (3.321.930.842) (1.508.579.915) Benefits paid

Liabilitas bersih padaakhir tahun 8.912.840.701 10.279.044.271 Net liability at end of year

Rincian beban yang diakui dalamlaporan laba rugi dan penghasilankomprehensif lain konsolidasian adalahsebagai berikut:

The details of expenses recognized in theconsolidated statements of profit or lossand other comprehensive income are asfollow:


2017 2016

Biaya jasa kini 645.515.205 920.749.268 Current service costBeban bunga 759.971.098 685.001.752 Interest costKerugian aktuaria 550.240.969 2.360.466.064 Actuarial loss

Beban yang diakui 1.955.727.272 3.966.217.084 Recognized expenses



Analisis sensitivitas Sensitivity analysisNilai kini kewajiban imbalan pasti PV defined benefits obligations

Asumsi Tingkat Diskonto Discount Rate Assumptions+ 1,00% 8.362.653.800 + 1.00%- 1,00% 9.551.718.872 - 1.00%

Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions+ 1,00% 9.529.762.291 + 1.00%- 1,00% 8.372.079.723 -1.00%










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iii) Program imbalan jangka panjanglainnya (lanjutan)

iii) Other long-term benefits program(continued)

Jatuh tempo liabilitas imbalan pascakerja lainnya pada tanggal 31 Desember2017 adalah sebagai berikut:

The maturity of other post-employmentbenefits liability as of December 31,2017 is as follows:

Nilai Kini Manfaat/Manfaat/Benefit Present Value of Benefit

Jatuh tempo dalam: Mature in :Kurang dari 1 tahun 535.365.634 2.032.114.501 Less than 1 yearAntara 1 sampai 2 tahun 264.645.414 220.017.329 Between 1 to 2 yearsAntara 2 sampai 3 tahun 535.938.857 412.003.419 Between 2 to 3 yearsAntara 3 sampai 4 tahun 514.776.349 365.421.782 Between 3 to 4 yearsAntara 4 sampai 5 tahun 557.849.221 373.708.959 Between 4 to 5 yearsLebih dari 5 tahun 91.470.595.869 5.509.574.711 More than 5 years

Total 93.879.171.344 8.912.840.701 Total

26. DANA PROGRAM TUNJANGAN HARI TUA 26. RETIREMENT PROGRAM FUNDS

Akun ini merupakan dana Tunjangan Hari Tua(“THT”) karyawan Perusahaan yang belumdiserahkan kepada karyawan yang akan pensiun.

This account is the retirement funds (“THT”) of theCompany’s employees which have not been paidto employees who will retire.

27. DANA PROGRAM BUMN PEDULI BEASISWA 27. BUMN SCHOLARSHIP PROGRAM FUND

Dana ini berasal dari rekening Pokja BUMN PeduliBeasiswa dengan setoran awal sebesarRp85.000.000.000. Dana ini diperuntukkan untuk28 Perguruan Tinggi Negeri (“PTN”). Perusahaan ditugaskan oleh Kementerian BUMN untukmengelola dan menyalurkan dana beasiswa sesuaidengan Surat Penugasan No. S-224/M6U/2010tanggal 23 April 2010 dan No. S-490/MBU/2010tanggal 12 Agustus 2010.

This fund was derived from BUMN ScholarshipProgram Fund with initial fund amounting toRp85,000,000,000. This fund was intended for 28State Universities (“PTN”). The Company wasassigned by the Ministry of BUMN to manage andto distribute scholarship funds in accordance withthe Assignment Letter No. S-224/MBU/2010 datedApril 23, 2010 and No. S-490/MBU/2010 datedAugust 12, 2010.

Berdasarkan Surat Kementerian Badan UsahaMilik Negara Republik Indonesia No. S-24/D7.MBU/02/2017 tanggal 21 Februari 2017tentang Konfirmasi Terkait Saldo Dana BL Pedulimenyimpulkan bahwa Perusahaan diminta untukmelakukan konfirmasi negatif dan mengembalikansisa dana BL Peduli kepada Kementerian BUMN.

Based on Letter of Ministry of BUMN No. S-24/D7.MBU/02/2017 dated February 21, 2017regarding Confirmation on BL Peduli Fund,concludes to make a negative confirmation and toreturn BL Peduli remaining fund to Ministry ofBUMN.

Pada tanggal 20 April 2017, Perusahaan telahmengembalikan sisa saldo dana BL tersebut.

On April 20, 2017, the Company has returned theremaining BL fund.










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27. DANA PROGRAM BUMN PEDULI BEASISWA(lanjutan)

27. BUMN SCHOLARSHIP PROGRAM FUND(continued)


2017 2016

Setoran awal 85.000.000.000 85.000.000.000 Initial fundPengembangan dana 5.160.134.741 5.160.134.741 Fund developmentPenyaluran dana ke PTN (82.963.793.328) (82.963.793.328) Fund distribution to PTNBiaya operasional (1.874.691.392) (1.752.365.176) Operational expensesBiaya administrasi bank (841.898.472) (841.898.472) Bank administration expensePengembalian dana (4.479.751.549) - Refund

Total - 4.602.077.765 Total

28. MODAL SAHAM 28. CAPITAL STOCK

Susunan pemegang saham Perusahaan dankepemilikan saham pada tanggal 31 Desember2017 dan 2016 adalah sebagai berikut:

The details of the Company’s shareholder andits share ownership as of December 31, 2017and 2016 are 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/ 7.000.000 100% 7.000.000.000.000Government 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. 130Tahun 2015 tanggal 28 Desember 2015 dan SuratKeputusan Menteri BUMN No. S-17/MBU/01/2016tanggal 8 Januari 2016, 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. Kenaikan modal saham tersebut telahdicatat oleh Kementerian Hukum dan Hak AsasiManusia melalui Surat No. AHU-AH.01.03-0027712tanggal 1 Maret 2016.

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 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 constructionof runway 3 at Soekarno-Hatta InternationalAirport. The increase in the capital stock has beenrecognized by the Ministry of Law and HumanRights through Letter No. AHU-AH.01.03-0027712dated March 1, 2016.

Manajemen Modal Capital Management

Ekuitas yang dapat diatribusikan kepada pemilikentitas induk merupakan modal yang dikelola olehKelompok Usaha. Tujuan utama pengelolaanmodal Kelompok 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.










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28. MODAL SAHAM (lanjutan) 28. CAPITAL STOCK (continued)

Kelompok Usaha mengelola struktur permodalandan melakukan penyesuaian berdasarkanperubahan kondisi ekonomi.

The Group manages its capital structure andmakes adjustments based on changes in economicconditions.

Selain itu, Undang-undang Perseroan TerbatasRepublik Indonesia No. 1/1995 yang diterbitkanpada Maret 1995 dan telah diubah denganUndang-undang No. 40/2007 yang diterbitkanAgustus 2007, mensyaratkan pembentukancadangan umum dari laba bersih sejumlah minimal20% dari modal ditempatkan dan disetorperusahaan. Tidak ada batasan waktu untukmembentuk cadangan tersebut.

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.

29. MODAL DISETOR LAINNYA 29. OTHER PAID-IN CAPITAL

Akun ini terdiri dari: This account consist of:


2017 2016

Cadangan modal 177.103.463.570 177.103.463.570 Capital 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 - PP No 16 Year 2017

Total 4.752.112.049.937 2.506.489.461.360 Total

Melalui Peraturan Pemerintah (“PP”) No. 130Tahun 2015 tanggal 28 Desember 2015, MenteriBUMN menetapkan penambahan penyertaanmodal Negara Republik Indonesia sebesarRp2.000.000.000.000 dalam rangka pembebasanlahan untuk pembangunan landasan pacu(runway) 3 Bandar Udara Internasional Soekarno-Hatta yang per 31 Desember 2015 dicatat sebagaiModal Disetor Lainnya, dan direklasifikasi sebagaiModal Saham di 2016 setelah mendapatkanpersetujuan dalam Surat Keputusan Menteri BUMNNo. S-17/MBU/01/2016 tanggal 8 Januari 2016.

Based on the Government Regulation (“PP”) No.130 Tahun 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 constructionof runway 3 at Soekarno-Hatta International Airportwhich was recorded as part of Other Paid-InCapital as of December 31, 2015, and wasreclassified to Capital Stock in 2016 after receivingapproval in Decree 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 penyertaanmodal Negara Republik Indonesia sebesarRp2.000.000.000.000 dalam rangka pembebasanlahan terkait dengan pembangunan landasan pacu(runway) 3 Bandar Udara Soekarno-Hatta.

Based on the Government Regulation (“PP”) No.69 Year 2016 dated December 29, 2016, 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 3at Soekarno-Hatta International airport.










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29. MODAL DISETOR LAINNYA (lanjutan) 29. OTHER PAID-IN CAPITAL (continued)

Berdasarkan Peraturan Pemerintah (“PP”) No. 53Tahun 2016 tanggal 17 November 2016,Perusahaan menerima tambahan penyertaanmodal Negara 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.53 Tahun 2016 dated November 17, 2016, theCompany received additional capital investmentfrom the Republic of Indonesia amounting toRp121,989,066,868 resulting from of the transfer ofGovernment’s Asets 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 dalamKomponen Ekuitas Lainnya.

Based on the Government Regulation (“PP”) No.16 Tahun 2017 dated April 20, 2017, the Companyreceived additional capital investment from theRepublic of Indonesia amounting toRp2,245,622,588,577 resulting from of the transferof Government’s Asets under the Ministry ofTransportation from the Indonesian State BudgetYear 2007, 2008, 2009, 2010, 2011 and 2012which has been previously recognized as part ofGovernment Contribution with UndeterminedStatus under Other Components of Equity.

30. KOMPONEN EKUITAS LAINNYA 30. OTHER COMPONENTS OF EQUITY


2017 2016

Bantuan Pemerintah yang Belum Government Contribution withDitentukan Statusnya (“BPYBDS”) Undetermined Status (“BPYBDS”)

BA.121 Tahun 2012 - 102.718.797.700 BA.121 Year 2012BA. 56 Tahun 2013 - 2.180.877.957.620 BA. 56 Year 2013BA.98 tahun 2013 - 22.899.148.341 BA.98 Year 2013BA.77 Tahun 2013 - 3.794.730.000 BA.77 Year 2013BA. 59 Tahun 2013 - 79.446.961.653 BA. 59 Year 2013BA.122 Tahun 2016 49.207.567.000 49.207.567.000 BA.122 Year 2016BA.123 Tahun 2016 62.315.000.000 62.315.000.000 BA.123 Year 2016BA.131 Tahun 2016 - 19.249.840.239 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 2017

Modal Pemerintah yang dialihkan Government’s investmentke Perum LPPNPI (328.748.958.920) (328.748.958.920) transferred to LPPNPI

Total 552.273.794.533 2.191.761.043.633 Total

BPYBDS merupakan bekas proyek 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 tothe Company but the status of which were notyet defined by the Government. Once thestatus of the projects are clarified through PP,it will be reclassified accordingly.










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30. KOMPONEN EKUITAS LAINNYA (lanjutan) 30. OTHER COMPONENTS OF EQUITY (continued)

Perusahaan dan Direktorat Jenderal PerhubunganUdara (DJPU) menandatangani BA perbaikan No.BA.206 Tahun 2015 tentang penyerahan asetDJPU kepada Perusahaan di Bandar Udara MedanBaru (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.206Tahun 2015 regarding transfer of DJPU’s assets tothe Company in Medan Baru Airport (Kualanamu)amounting to Rp2,162,380,896,926. The BAchanged BA.56 Tahun 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 Tahun 2016 was issued regardingthe additional capital investment of the Republic ofIndonesia amounting to Rp121,989,066,868resulting from the transfer of Government’s Asetsunder the Ministry of Transportation from theIndonesian State Budget Year 2008, 2009, 2010,2011 and 2012 which has been previouslyrecognized as part of BPYBDS. The Companyaccordingly reclassified the BPYBDS as OtherPaid-in Capital.

Pada tanggal 20 Februari 2017, Perusahaan danDJPU menandatangani BA perbaikan No. BA.098Tahun 2017 tentang penyerahan aset DJPUkepada Perusahaan 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 Tahun 2017regarding transfer of DJPU’s assets to theCompany in Medan Baru Airport (Kualanamu)amounting to Rp5,148,886,570. The BA changedBA.98 Tahun 2013 amounting toRp22,899,148,341.

Pada tanggal 20 Februari 2017, Perusahaan danDJPU menandatangani BA dengan No. BA.099Tahun 2017. Perusahaan menerima aset dariDJPU di Bandar Udara Internasional Minangkabau(Padang) dengan nilai sebesar Rp45.489.907.000.

On February 20, 2017, the Company and DJPUsigned BA No. BA.099 Tahun 2017. The Companyreceived assets in Minangkabau InternationalAirport (Padang) amounting to Rp45,489,907,000.

Pada tanggal 20 Februari 2017, Perusahaan danDJPU menandatangani BA perbaikan No. BA.100Tahun 2017 tentang penyerahan aset DJPUkepada Perusahaan di Bandar Udara Supadio(Pontianak) dengan nilai sebesarRp19.247.011.458. BA tersebut mencabut BA.131Tahun 2016 sebesar Rp19.249.840.239.

On February 20, 2017, the Company and DJPUsigned revision BA No. BA.100 Tahun 2017regarding transfer of DJPU’s assets to theCompany in Supadio Airport (Pontianak)amounting to Rp19,247,011,458. The BA changedBA.131 Tahun 2016 amounting toRp19,249,840,239.

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 Tahun 2017regarding transfer of DJPU’s assets to theCompany in Silangit Siborong-borong Airport(Silangit) amounting to Rp171,547,866,694. TheBA changed BA.121 Tahun 2016 amounting toRp102,718,797,700.










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30. KOMPONEN EKUITAS LAINNYA (lanjutan) 30. OTHER COMPONENTS OF EQUITY (continued)

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 Tahun 2017 was issued regarding theadditional capital investment of the Republic ofIndonesia amounting to Rp2,245,622,588,577resulting from the transfer of Government’s Asetsunder 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 OtherPaid-in Capital.

Pada tanggal 28 Desember 2017, Perusahaan danDJPU menandatangani BA dengan No. BA.1504Tahun 2017. Perusahaan menerima aset dariDJPU di Bandar Udara Kualanamu (Medan)dengan nilai sebesar Rp528.066.514.731.

On December 28, 2017, the Company and DJPUsigned BA No. BA.1504 Tahun 2017. TheCompany received assets in Kualanamu Airport(Medan) amounting to Rp528,066,514,731.

Modal Pemerintah yang dialihkan ke LPPNPImerupakan pengurangan penyertaan modalNegara Republik Indonesia pada Perusahaansehubungan dengan surat dari Menteri BUMNNo. S-48/MBU/2014 tanggal 3 Februari 2014tentang persetujuan pengalihan aset tetapkenavigasian Perusahaan kepada LPPNPI dengannilai buku sebesar 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 regardingthe approval of fixed assets transfer to LPPNPIwith the book value of Rp337,629,801,103.

Dari nilai buku sebesar Rp337.629.801.103terdapat nilai buku sebesar Rp8.880.842.183 yangdiambil kembali oleh Direktorat JenderalPerhubungan Udara.

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.

31. DIVIDEN DAN SALDO LABA DICADANGKAN 31. DIVIDENDS AND APPROPRIATED RETAINED

Pada tanggal 17 Mei 2016, pemegang sahamPerusahaan mengadakan Rapat Umum PemegangSaham yang diaktakan melalui Akta No. 11 olehNotaris Ida Fidiyantri, S.H., dimana pemegangsaham Perusahaan setuju untuk membagikandividen kas sebesar Rp337.464.537.557 danmenaikkan cadangan umum atas saldo labasebesar Rp1.349.858.150.230.

On May 17, 2016, the Company’s shareholder helda shareholder’s meeting which was notarized undernotarial deed No. 11 of Ida Fidiyantri, S.H., wherethe Company’s shareholder agreed to declare acash dividend totaling Rp337,464,537,557 andincrease the general reserve of the retainedearnings by Rp1,349,858,150,230.

Berdasarkan Risalah Rapat Umum Pegang Sahamnomor 08.03/00.1/05/2017/0572 tanggal 10 Mei2017, pemegang saham Perusahaan setuju untukmembagikan dividen kas sebesarRp330.000.000.000 dan menaikkan cadanganumum atas saldo laba sebesarRp1.610.253.028.171. Perusahaan telahmelakukan pembayaran dividen tersebut padatanggal 8 Juni 2017.

Based on minutes of general meeting ofshareholders number 08.03/00.1/05/2017/0572dated May 10 2017, the Company's shareholdersagreed to declare a cash dividend amounting Rp330.000.000.000 and raise general reserve forretained earning amounting Rp 1.610.253.028.171.The Company has paid the dividend on June 8,2017.

Pada tanggal 22 Desember 2017, pemegangsaham Perusahaan menetapkan dividen interimtahun 2017 sebesar Rp100.000.000.000.Perusahaan telah melakukan pembayaran dividentersebut pada tanggal 29 Desember 2017.

On December 22, 2017, company's shareholdersdeclared interim dividend for year 2017 amountedto Rp100,000,000,000. The Company has paid thedividend on December 29, 2017.










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32. SELISIH EKUITAS ENTITAS ANAK 32. 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.06.04/00/11/101 dated November 23, 2011.

33. PENDAPATAN USAHA 33. OPERATING REVENUES

Rincian pendapatan usaha adalah sebagai berikut: The details of operating revenues are as follows:


2017 2016

Aeronautika AeronauticalJasa pelayanan penumpang 3.667.676.555.835 2.889.788.627.583 Passenger service chargesJasa pendaratan 716.221.901.865 629.355.668.784 Landing servicesPemakaian counter 294.284.484.915 239.478.044.865 Counters usagePemakaian aviobridge 191.823.097.158 138.440.616.256 Aviobridge usageJasa parking surcharge 77.482.646.261 70.671.772.889 Parking surcharge servicesJasa penempatan 71.126.578.972 61.141.248.957 Placement services


Non-aeronautika Non-aeronauticalKonsesi 1.394.282.619.229 1.086.474.900.852 ConcessionSewa ruangan 542.249.204.550 423.104.342.294 Room rentalPelayanan kargo 259.339.294.269 175.876.958.910 Cargo servicesParkir kendaraan 235.794.797.508 192.661.595.118 ParkingUtilitas 221.755.543.032 206.546.144.898 UtilitiesPemasangan reklame 184.276.708.144 163.178.773.399 Advertising installationSewa tanah 107.318.119.073 129.263.981.038 Ground rentLounge 77.327.420.919 90.990.753.023 LoungePendapatan ICT 16.133.977.235 54.638.502.799 ICT revenuePas pelabuhan 7.897.603.946 7.325.068.393 Port entranceLainnya 45.411.355.044 86.865.493.501 Others


Total 8.110.401.907.955 6.645.802.493.559 Total

Pendapatan lainnya merupakan pendapatanpemakaian STV, pemakaian ARINC, marshalling,pemasangan antena, pemakaian kabel data,pemakaian air, lounge dan non-aeronautikalainnya.

Other revenues are revenues from STV usage, useof ARINC, marshalling, antenna installation, use ofdata cable, water usage, lounge and other non-aeronautical resources.

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:


2017 2016

Pihak ketiga 5.992.223.183.831 5.672.925.176.146 Third partiesPihak berelasi 2.118.178.724.124 972.877.317.413 Related parties

Total 8.110.401.907.955 6.645.802.493.559 Total

Kelompok Usaha memiliki pendapatan dari suatupihak tertentu yang nilainya sama atau lebih besardari 10% dari total pendapatan konsolidasiannyayaitu dari PT Garuda Indonesia (Persero) Tbk.

The Group has revenues from certain party withtotal amount equivalent with or exceeding 10% ofits consolidated revenues from PT GarudaIndonesia (Persero) Tbk.










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34. BEBAN PEGAWAI 34. EMPLOYEE EXPENSES



2017 2016

Tunjangan 893.794.287.493 854.688.524.141 AllowanceBonus 235.720.704.021 198.792.272.182 BonusGaji dan upah 216.799.468.876 142.504.170.464 Salaries and wagesPengobatan 62.326.470.511 15.321.510.421 MedicalSeragam karyawan 24.323.963.640 15.450.771.664 Employee uniformsLembur 16.611.832.703 18.993.553.425 Overtime

Total 1.449.576.727.244 1.245.750.802.297 Total

35. BEBAN OPERASIONAL BANDARA 35. AIRPORT OPERATION EXPENSES



2017 2016

Penyusutan aset tetap 825.993.230.349 808.667.339.064 Depreciation of fixed assetsPemeliharaan bangunan Building and field

dan lapangan 819.335.274.935 522.508.748.947 maintenanceKomunikasi dan utilitas 550.337.440.696 481.074.252.403 Communication and utilityJasa alih daya 147.998.599.802 86.418.215.601 OutsourcingPetugas keamanan bandara 143.179.955.821 89.146.857.905 Aviation security personnelPenerimaan Negara Bukan Aeronautical Non-Tax

Pajak Aeronautika 125.465.381.615 110.665.610.676 State RevenuePerlengkapan dan bahan bakar 34.757.805.433 36.961.307.413 Supplies and fuelSewa kendaraan 31.512.972.281 24.040.210.562 Rent carGarbarata 20.189.445.175 14.324.066.757 AviobridgeLainnya 24.078.543.316 62.318.193.953 Others

Total 2.722.848.649.423 2.236.124.803.281 Total

36. BEBAN UMUM DAN ADMINISTRASI 36. GENERAL AND ADMINISTRATIVE EXPENSES



2017 2016

Beban pajak 179.504.113.223 169.069.960.718 Tax expensesGaji komisaris dan direksi 111.128.509.023 77.008.394.207 Commissioners and directors salaryImbalan pasca kerja, iuran Employee benefits expense,

dana pensiun, dan iuran THT 104.025.955.961 258.040.451.392 pension contributions and THTReparasi dan pemeliharaan kantor 91.386.152.060 34.664.949.620 Repair and office maintenanceBeban keamanan 64.377.683.496 61.118.307.642 Security expenseBeban konsultan 64.300.827.099 54.758.245.476 Consultant feeAsuransi 61.333.338.249 123.387.176.878 InsuranceCollection fee 54.908.146.471 53.700.970.070 Collection feePengembangan sumber daya manusia 53.684.358.003 46.449.374.786 Human resources developmentPerjalanan dinas 29.471.226.937 28.109.993.497 Business travelAset dibiayakan 17.738.741.408 15.755.373.323 Financed assetsBeban rapat dinas 14.273.864.144 18.601.784.342 Meeting expensePersediaan dan utilitas kantor 8.586.271.857 6.626.904.916 Office supplies and utilitiesBeban promosi 5.049.144.083 3.562.198.694 Promotion expenseBeban olahraga 4.413.640.067 3.921.214.691 Sport expenseBeban umum lainnya 93.333.167.857 91.006.576.873 Others

Total 957.515.139.938 1.045.781.877.125 Total










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37. BEBAN PEMASARAN 37. MARKETING EXPENSES

Beban pemasaran merupakan pengeluaran iklan dimedia elektronik dan cetak serta kegiatan promosidalam rangka meningkatkan citra Perusahaan.

Marketing expenses represent advertisingexpenditure in electronic and print media as well aspromotion activities in order to enhance theCompany’s image.

38. PENGHASILAN LAIN-LAIN 38. OTHER INCOME

Rincian penghasilan lain-lain adalah sebagaiberikut:

The details of others income are as follows:


2017 2016

Penghasilan insidentil 49.916.254.561 30.995.129.820 Incidental incomeLaba (rugi) penjualan aset tetap (776.098.045) 9.663.078.163 Gain (loss) on sale of fixed assetsLaba (rugi) selisih kurs 154.108.800 (9.022.118.270) Gain (loss) on foreign exchangeLain-lain 28.426.995.012 37.093.649.132 Others

Total 77.721.260.328 68.729.738.845 Total

39. BEBAN LAIN-LAIN 39. OTHER EXPENSES

Rincian beban lain-lain adalah sebagai berikut: The details of other expenses are as follows:


2017 2016

Beban PKBL 44.570.945.135 11.675.552.394 PKBL expensesBeban asuransi pensiunan 3.792.972.500 3.198.822.000 Insuranse and pension expensesPerayaan 2.955.247.088 3.093.843.272 CelebrationMajalah dan koran 2.356.314.129 1.706.041.113 Newpaper and magazinesSumbangan 1.681.918.269 1.884.948.639 DonationLainnya 63.392.580.080 76.732.313.712 Others

Total 118.749.977.201 98.291.521.130 Total

40. PENGHASILAN KEUANGAN 40. FINANCE INCOME

Rincian penghasilan keuangan adalah sebagaiberikut:

The details of finance income are as follows:


2017 2016

Penghasilan bunga jasa giro 223.133.600.440 117.271.161.938 Interest income from current accountPenghasilan bunga deposito 127.189.840.010 78.408.382.471 Interest income from time depositsPenghasilan bunga obligasi Interest income from bonds

dan reksadana 5.670.275.660 13.455.767.734 and mutual funds

Total 355.993.716.110 209.135.312.143 Total










98

41. BEBAN KEUANGAN 41. FINANCE COST

Rincian beban keuangan adalah sebagai berikut: The details of finance cost are as follows:


2017 2016

Bunga pinjaman bank dan obligasi 287.483.429.708 14.976.394.652 Bank loans and bonds interestBeban administrasi bank 298.725.976 231.208.926 Bank administration charges

Total 287.782.155.684 15.207.603.578 Total

42. LABA PER SAHAM 42. EARNINGS PER SHARE

Laba per saham dasar dihitung dengan membagilaba tahun berjalan dengan rata-rata tertimbangjumlah saham yang beredar pada tahun yangbersangkutan.

Basic earnings per share is computed by dividingprofit for the year by the weighted average numberof shares outstanding during the year.


2017 2016

Laba tahun yang dapat diatribusikan Profit attributable to ownerkepada pemilik entitas induk 2.009.734.355.683 1.940.253.028.171 of parent entity

Rata-rata tertimbang jumlah saham Weighted average number ofbiasa yang beredar 7.000.000 6.666.667 common shares outstanding

Laba per saham dasar 287.105 291.038 Basic earnings per share

Laba per saham dilusian dihitung dengan 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 theparent by the weighted average number of ordinaryshares outstanding during the reporting period,adjusted to assume conversion of all potentialdilutive ordinary shares.


2017 2016

Laba tahun yang dapat diatribusikan Profit attributable to ownerkepada pemilik entitas induk 2.009.734.355.682 1.940.253.028.171 of parent entity

Weighted average number ofRata-rata tertimbang jumlah saham common shares outstanding

biasa yang beredar efek dilusian 9.506.489 6.860.127 diluted effect

Laba per saham dasar dilusian 211.407 282.830 Diluted earnings per share










99

43. TRANSAKSI DENGAN PIHAK BERELASI 43. 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 Groupentered into transactions with related parties, whichare affiliated with the Group through equityownership, either direct or indirect, and/or undercommon control.

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 danRepublik Indonesia/Controlled by Fasilitas pinjaman berjangka/the Goverment of Republic Indonesia Placement of cash and cash equivalents

and Term loan facility

PT Bank Negara Indonesia Dikendalikan oleh Pemerintah Penempatan kas dan setara kas dan(Persero) Tbk Republik Indonesia/Controlled by Fasilitas pinjaman berjangka/

the Goverment of Republic Indonesia Placement of cash and cash equivalentsand Term loan facility

PT Bank Rakyat Indonesia Dikendalikan oleh Pemerintah Penempatan kas dan setara kas dan(Persero) Tbk Republik Indonesia/Controlled by Fasilitas pinjaman berjangka/

the Goverment of Republic Indonesia Placement of cash and cash equivalentsand Term loan facility

PT Bank Tabungan Negara Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/(Persero) Tbk Republik Indonesia/Controlled by Placement of cash and cash equivalents

the Goverment of Republic Indonesia

Perum Lembaga Penyelenggara Dikendalikan oleh Pemerintah Piutang lain-lain/Other receivablesPelayanan Navigasi Republik Indonesia/Controlled byPenerbangan Indonesia the Goverment of Republic Indonesia

PT Garuda Indonesia Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi/Trade receivables(Persero) Tbk Republik Indonesia/Controlled by related party


PT Pertamina (Persero) Dikendalikan oleh Pemerintah Jasa pengisian bahan bakar pesawat udara/Republik Indonesia/Controlled by Airline refueling servicesthe Goverment of Republic Indonesia

PT Sarana Multi Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/Infrastruktur (Persero) Republik Indonesia/Controlled by Term loan facility


PT Indonesia Infrastructure Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/Finance Republik Indonesia/Controlled by Term loan facility


Lembaga Pembiayaan Ekspor Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/Impor Indonesia Republik Indonesia/Controlled by Term loan facility


PT Gapura Angkasa Entitas asosiasi/Associate company Penyertaan saham/Investment in shares of stock

PT Railink Entitas asosiasi/Associate company Penyertaan saham/Investment in shares of stock

PT Purantara Mitra Angkasa Dua Entitas asosiasi/Associate company Penyertaan saham/Investment in shares of stock










100

43. TRANSAKSI DENGAN PIHAK BERELASI (lanjutan)

43. TRANSACTIONS WITH RELATED PARTIES(continued)

Jumlah saldo dan transaksi dengan pihak berelasidijabarkan dalam masing-masing catatan akun.

The balances and transactions with related partiesare disclosed in each respective notes of theaccounts.

44. INFORMASI SEGMEN 44. SEGMENT INFORMATION

Untuk tujuan manajemen, Perusahaandikelompokkan berdasarkan divisi-divisi operasiyaitu aeronautika, non-aeronautika, kargo danlainnya dan kantor cabang.

For management purposes, the Company’sbusinesses are grouped into operational divisions,namely aeronautical, non-aeronautical, cargo andothers and branch offices.

Segmen aeronautika menyediakan pelayanan jasapenumpang pesawat udara (“PJP2U”), pendaratan,penempatan, dan jasa aeronautika lainnya.Segmen non-aeronautika menyediakan jasa sewa,konsesi, reklame, parkir dan jasa non-aeronautikalainnya. Segmen kargo menyediakan jasapelayanan kargo. Segmen usaha yang secaraindividu tidak melebihi 10% dari Pendapatan usahaPerusahaan disajikan sebagai lain-lain.

Aeronautical segment provides airport passengerservice (“PJP2U”), landing services, placement,and other aeronautics sevices. Non-aeronauticalsegment provides rent, concession, billboards,parking and other non-aeronautical service. Cargosegment provides cargo services. Individualbusiness segments that do not exceed 10% of theCompany's operating revenues are presented asothers.

2017

Aeronautika/ Non-aeronautika/ Kargo/ Lainnya/ Total/ Eliminasi/ Total/Aeronautical Non-aeronautical Cargo Others Total Elimination Total

PENDAPATAN REVENUES

Soekarno-Hatta 3.448.362.678.040 2.907.322.561.835 117.459.684.314 - 6.473.144.924.189 (599.465.282.003) 5.873.679.642.186 Soekarno-HattaKualanamu 679.980.648.712 274.958.154.773 42.516.274.521 - 997.455.078.006 (79.044.239.905) 918.410.838.101 KualanamuHalim Perdanakusuma 189.605.593.838 95.527.893.387 1.643.181.900 - 286.776.669.125 (11.073.659.383) 275.703.009.742 Halim PerdanakusumaKantor pusat - 2.240.166.560 - - 2.240.166.560 - 2.240.166.560 Head officeSultan Mahmud Badaruddin II 132.328.635.038 62.848.919.623 16.460.714.500 - 211.638.269.161 (7.090.937.947) 204.547.331.214 Sultan Mahmud Badaruddin IISultan Syarif Kasim II 120.045.575.573 49.798.895.356 15.138.262.540 - 184.982.733.469 (5.587.357.369) 179.395.376.100 Sultan Syarif Kasim IIMinangkabau 98.785.697.306 35.658.057.923 15.161.230.342 - 149.604.985.571 (6.528.963.896) 143.076.021.675 MinangkabauHusein Sastranegara 124.724.230.954 46.391.794.052 3.166.964.750 - 174.282.989.756 (15.664.128.989) 158.618.860.767 Husein SastranegaraSupadio 83.825.376.648 38.831.151.842 16.751.509.420 - 139.408.037.910 (4.580.042.682) 134.827.995.228 SupadioDepati Amir 29.830.496.596 22.879.147.732 7.160.385.874 - 59.870.030.202 (4.278.334.643) 55.591.695.559 Depati AmirSultan Thaha 69.796.069.592 27.367.965.342 7.335.019.069 - 104.499.054.003 (3.712.325.174) 100.786.728.829 Sultan ThahaSultan Iskandar Muda 32.292.633.963 9.883.151.234 3.645.701.100 - 45.821.486.297 (615.822.010) 45.205.664.287 Sultan Iskandar MudaRaja Haji Fisabilillah 7.597.189.548 6.302.854.820 2.862.651.861 - 16.762.696.229 (1.034.116.115) 15.728.580.114 Raja Haji FisabilillahSilangit 1.440.439.198 1.064.231.795 85.326.600 - 2.589.997.593 - 2.589.997.593 Silangit

TOTAL 5.018.615.265.006 3.581.074.946.274 249.386.906.791 - 8.849.077.118.071 (738.675.210.116) 8.110.401.907.955 TOTAL

Beban operasional bandara Airport operation expenses

Soekarno-Hatta 1.160.996.828.749 702.921.479.084 35.129.731.429 - 1.899.048.039.262 (256.908.430.509) 1.642.139.608.753 Soekarno-HattaKualanamu 391.437.202.273 92.605.004.939 6.308.174.663 - 490.350.381.875 (62.943.332.113) 427.407.049.762 KualanamuHalim Perdanakusuma 67.695.013.403 32.310.786.672 35.912.912 - 100.041.712.987 (13.170.949.657) 86.870.763.330 Halim PerdanakusumaKantor pusat 96.974.812.065 124.288.275 - - 97.099.100.340 - 97.099.100.340 Head officeSultan Mahmud Badaruddin II 53.439.519.729 51.661.008.083 1.986.265.711 - 107.086.793.523 (14.675.512.099) 92.411.281.424 Sultan Mahmud Badaruddin IISultan Syarif Kasim II 47.447.252.968 37.892.046.679 4.088.683.097 - 89.427.982.744 (12.154.164.443) 77.273.818.301 Sultan Syarif Kasim IIMinangkabau 34.984.319.616 39.467.574.707 1.645.704.586 - 76.097.598.909 (10.398.126.217) 65.699.472.692 MinangkabauHusein Sastranegara 21.480.668.003 28.842.241.599 168.985.462 - 50.491.895.064 (5.627.898.430) 44.863.996.634 Husein SastranegaraSupadio 21.040.061.125 31.774.177.982 2.198.408.243 - 55.012.647.350 (7.342.252.725) 47.670.394.625 SupadioDepati Amir 21.163.318.812 19.050.399.358 3.062.845.928 - 43.276.564.098 (5.689.082.940) 37.587.481.158 Depati AmirSultan Thaha 18.367.976.313 21.748.942.161 1.217.721.939 - 41.334.640.413 (5.551.166.390) 35.783.474.023 Sultan ThahaSultan Iskandar Muda 24.728.999.946 17.332.337.968 1.124.068.187 - 43.185.406.101 (6.212.809.582) 36.972.596.519 Sultan Iskandar MudaRaja Haji Fisabilillah 21.126.138.472 7.415.533.723 687.009.253 - 29.228.681.448 (4.069.407.610) 25.159.273.838 Raja Haji FisabilillahSilangit 5.038.379.507 871.958.517 - - 5.910.338.024 - 5.910.338.024 Silangit

Sub- total 1.985.920.490.981 1.084.017.779.747 57.653.511.410 - 3.127.591.782.138 (404.743.132.715) 2.722.848.649.423 Sub-total

Beban pegawai Employee expenses

Soekarno-Hatta 353.487.391.971 265.445.445.859 25.821.299.407 - 644.754.137.237 - 644.754.137.237 Soekarno-HattaKualanamu 138.455.948.875 21.714.740.975 8.832.030.598 - 169.002.720.448 - 169.002.720.448 KualanamuHalim Perdanakusuma 26.492.138.359 26.758.150.180 96.800.649 - 53.347.089.188 - 53.347.089.188 Halim PerdanakusumaKantor pusat 188.481.278.476 27.836.037.961 - - 216.317.316.437 - 216.317.316.437 Head officeSultan Mahmud Badaruddin II 23.284.720.647 22.839.853.698 1.969.277.617 - 48.093.851.962 - 48.093.851.962 Sultan Mahmud Badaruddin IISultan Syarif Kasim II 26.668.801.538 25.291.472.725 2.456.153.586 - 54.416.427.849 - 54.416.427.849 Sultan Syarif Kasim IIMinangkabau 28.965.790.156 17.242.706.378 2.288.692.809 - 48.497.189.343 - 48.497.189.343 MinangkabauHusein Sastranegara 26.266.994.647 11.427.167.897 357.271.083 - 38.051.433.627 - 38.051.433.627 Husein SastranegaraSupadio 23.037.281.467 19.975.108.905 2.612.703.978 - 45.625.094.350 - 45.625.094.350 SupadioDepati Amir 15.175.585.256 12.846.346.610 1.096.046.478 - 29.117.978.344 - 29.117.978.344 Depati AmirSultan Thaha 13.210.642.776 19.850.270.380 888.596.691 - 33.949.509.847 - 33.949.509.847 Sultan ThahaSultan Iskandar Muda 21.908.603.730 12.264.516.128 619.402.691 - 34.792.522.549 - 34.792.522.549 Sultan Iskandar MudaRaja Haji Fisabilillah 11.788.649.657 12.076.377.016 1.780.108.749 - 25.645.135.422 - 25.645.135.422 Raja Haji FisabilillahSilangit 5.616.865.921 2.349.454.720 - - 7.966.320.641 - 7.966.320.641 Silangit

Sub- total 902.840.693.476 497.917.649.432 48.818.384.336 - 1.449.576.727.244 - 1.449.576.727.244 Sub-total










101

44. INFORMASI SEGMEN (lanjutan) 44. SEGMENT INFORMATION (continued)2017 (lanjutan/continued)


General and administrativeBeban umum dan administrasi expenses

Soekarno-Hatta 344.017.695.098 213.864.545.683 10.843.224.202 - 568.725.464.983 (234.539.961.034) 334.185.503.949 Soekarno-HattaKualanamu 62.570.630.542 21.780.506.649 1.103.301.761 - 85.454.438.952 (35.423.009.249) 50.031.429.703 KualanamuHalim Perdanakusuma 17.965.575.121 11.472.101.454 189.165.634 - 29.626.842.209 (14.854.297.383) 14.772.544.826 Halim PerdanakusumaKantor pusat 478.293.278.658 24.511.662.026 - - 502.804.940.684 - 502.804.940.684 Head officeSultan Mahmud Badaruddin II 12.055.746.348 5.857.406.338 357.528.984 - 18.270.681.670 (9.283.698.810) 8.986.982.860 Sultan Mahmud Badaruddin IISultan Syarif Kasim II 7.991.098.665 5.255.564.492 465.402.655 - 13.712.065.812 (6.968.151.837) 6.743.913.975 Sultan Syarif Kasim IIMinangkabau 10.444.875.217 4.253.095.566 382.980.752 - 15.080.951.535 (6.907.262.052) 8.173.689.483 MinangkabauHusein Sastranegara 7.577.561.380 4.665.356.625 168.910.473 - 12.411.828.478 (6.107.506.794) 6.304.321.684 Husein SastranegaraSupadio 7.265.872.662 3.507.157.255 1.061.293.734 - 11.834.323.651 (5.998.141.138) 5.836.182.513 SupadioDepati Amir 4.560.496.084 1.874.479.875 312.685.579 - 6.747.661.538 (3.421.228.901) 3.326.432.637 Depati AmirSultan Thaha 3.882.206.789 5.881.735.902 428.928.565 - 10.192.871.256 (4.151.869.238) 6.041.002.018 Sultan ThahaSultan Iskandar Muda 4.806.801.516 2.370.214.761 290.275.757 - 7.467.292.034 (3.805.357.765) 3.661.934.269 Sultan Iskandar MudaRaja Haji Fisabilillah 2.750.004.791 1.297.961.843 813.574.691 - 4.861.541.325 (2.471.593.200) 2.389.948.125 Raja Haji FisabilillahSilangit 3.002.863.030 1.253.450.182 - - 4.256.313.212 - 4.256.313.212 Silangit

Sub- total 967.184.705.901 307.845.238.651 16.417.272.787 - 1.291.447.217.339 (333.932.077.401) 957.515.139.938 Sub-total

Beban pemasaran - - - 19.851.417.634 19.851.417.634 - 19.851.417.634 Marketing expenses

Pendapatan lain-lain Other income

Soekarno-Hatta - - - 15.236.507.597 15.236.507.597 - 15.236.507.597 Soekarno-HattaKualanamu - - - 3.210.973.149 3.210.973.149 - 3.210.973.149 KualanamuHalim Perdanakusuma - - - 1.990.058.333 1.990.058.333 - 1.990.058.333 Halim PerdanakusumaKantor pusat - - - 50.999.250.727 50.999.250.727 - 50.999.250.727 Head officeSultan Mahmud Badaruddin II - - - 163.887.487 163.887.487 - 163.887.487 Sultan Mahmud Badaruddin IISultan Syarif Kasim II - - - 649.524.000 649.524.000 - 649.524.000 Sultan Syarif Kasim IIMinangkabau - - - 903.877.469 903.877.469 - 903.877.469 MinangkabauHusein Sastranegara - - - 480.718.182 480.718.182 - 480.718.182 Husein SastranegaraSupadio - - - 1.559.750.858 1.559.750.858 - 1.559.750.858 SupadioDepati Amir - - - 265.585.183 265.585.183 - 265.585.183 Depati AmirSultan Thaha - - - 2.115.883.404 2.115.883.404 - 2.115.883.404 Sultan ThahaSultan Iskandar Muda - - - 216.483.855 216.483.855 - 216.483.855 Sultan Iskandar MudaRaja Haji Fisabilillah - - - (42.566.334) (42.566.334) - (42.566.334) Raja Haji FisabilillahSilangit - - - (28.673.582) (28.673.582) - (28.673.582) Silangit

Sub-total - - - 77.721.260.328 77.721.260.328 - 77.721.260.328 Sub-total

Beban lain-lain Other expenses

Soekarno-Hatta - - - 30.981.645.139 30.981.645.139 - 30.981.645.139 Soekarno-HattaKualanamu - - - 1.250.662.368 1.250.662.368 - 1.250.662.368 KualanamuHalim Perdanakusuma - - - 653.985.229 653.985.229 - 653.985.229 Halim PerdanakusumaKantor pusat - - - 78.691.890.628 78.691.890.628 - 78.691.890.628 Head officeSultan Mahmud Badaruddin II - - - 904.378.606 904.378.606 - 904.378.606 Sultan Mahmud Badaruddin IISultan Syarif Kasim II - - - 1.948.184.486 1.948.184.486 - 1.948.184.486 Sultan Syarif Kasim IIMinangkabau - - - 622.942.806 622.942.806 - 622.942.806 MinangkabauHusein Sastranegara - - - 828.752.543 828.752.543 - 828.752.543 Husein SastranegaraSupadio - - - 1.104.109.493 1.104.109.493 - 1.104.109.493 SupadioDepati Amir - - - 335.468.314 335.468.314 - 335.468.314 Depati AmirSultan Thaha - - - 254.380.655 254.380.655 - 254.380.655 Sultan ThahaSultan Iskandar Muda - - - 383.196.293 383.196.293 - 383.196.293 Sultan Iskandar MudaRaja Haji Fisabilillah - - - 407.916.893 407.916.893 - 407.916.893 Raja Haji FisabilillahSilangit - - - 382.463.748 382.463.748 - 382.463.748 Silangit


Beban pajak final - - - (173.515.338.927) (173.515.338.927) - (173.515.338.927) Final tax expenses

Pendapatan pendanaan - - - 355.993.716.110 355.993.716.110 - 355.993.716.110 Finance income

Share in profit ofBagian laba entitas asosiasi - - - 17.900.997.484 17.900.997.484 - 17.900.997.484 associated entities

Beban pendanaan - - - (287.782.155.684) (287.782.155.684) - (287.782.155.684) Finance expenses

Beban pajak penghasilan - - - (822.322.731.906) (822.322.731.906) - (822.322.731.906) Income tax expenses

Laba (Rugi) 1.162.669.374.648 1.691.294.278.444 126.497.738.258 (970.605.647.430) 2.009.855.743.920 - 2.009.855.743.920 Profit (Loss)










102


Aeronautika/ Non-Aeronautika/ Kargo/ Lainnya/ Total/ Eliminasi/ Total/Aeronautical Non-aeronautical Cargo Others Total Elimination Total

Aset segmen Segment Assets

Soekarno-Hatta 12.505.560.929.878 (301.388.332.404) 12.204.172.597.474 Soekarno-HattaKualanamu 4.757.424.492.830 (52.716.473.670) 4.704.708.019.160 KualanamuHalim Perdanakusuma 192.410.161.383 (4.352.848.408) 188.057.312.975 Halim PerdanakusumaKantor pusat 10.935.616.524.775 (558.982.427.901) 10.376.634.096.874 Head officeSultan Mahmud Badaruddin II 796.514.805.417 (5.539.649.064) 790.975.156.353 Sultan Mahmud Badaruddin IISultan Syarif Kasim II 736.328.194.680 (6.187.819.276) 730.140.375.404 Sultan Syarif Kasim IIMinangkabau 638.912.349.096 (5.280.711.928) 633.631.637.168 MinangkabauHusein Sastranegara 324.647.031.687 (10.329.120.376) 314.317.911.311 Husein SastranegaraSupadio 922.998.986.838 (6.569.976.489) 916.429.010.349 SupadioDepati Amir 396.850.212.366 (4.613.968.499) 392.236.243.867 Depati AmirSultan Thaha 475.327.512.247 (4.612.964.871) 470.714.547.376 Sultan ThahaSultan Iskandar Muda 367.145.483.087 (2.133.757.210) 365.011.725.877 Sultan Iskandar MudaRaja Haji Fisabilillah 360.099.736.073 (3.234.384.482) 356.865.351.591 Raja Haji FisabilillahSilangit 208.065.332.885 208.065.332.885 Silangit

Total 33.617.901.753.242 (965.942.434.578) 32.651.959.318.664 Total

Liabilitas segmen Segment Liabilities

Soekarno-Hatta (1.484.961.315.407) 284.364.881.601 (1.200.596.433.806) Soekarno-HattaKualanamu (232.091.304.147) 42.918.010.863 (189.173.293.284) KualanamuHalim Perdanakusuma (82.398.421.529) 12.398.571.457 (69.999.850.072) Halim PerdanakusumaKantor pusat (8.781.606.628.334) 31.356.506.652 (8.750.250.121.682) Head officeSultan Mahmud Badaruddin II (77.419.732.655) 10.600.716.462 (66.819.016.193) Sultan Mahmud Badaruddin IISultan Syarif Kasim II (69.861.067.237) 9.615.126.244 (60.245.940.993) Sultan Syarif Kasim IIMinangkabau (69.160.251.235) 9.262.356.530 (59.897.894.705) MinangkabauHusein Sastranegara (98.096.593.073) 15.399.911.432 (82.696.681.641) Husein SastranegaraSupadio (82.947.613.632) 11.475.254.420 (71.472.359.212) SupadioDepati Amir (24.463.111.507) 4.173.617.322 (20.289.494.185) Depati AmirSultan Thaha (21.699.101.725) 3.672.984.787 (18.026.116.938) Sultan ThahaSultan Iskandar Muda (11.590.724.712) 1.502.346.896 (10.088.377.816) Sultan Iskandar MudaRaja Haji Fisabilillah (12.152.041.561) 1.576.228.659 (10.575.812.902) Raja Haji FisabilillahSilangit (3.694.224.788) - (3.694.224.788) Silangit

_____

Total (11.052.142.131.542) 438.316.513.325 (10.613.825.618.217) Total

2016


PENDAPATAN REVENUES

Soekarno-Hatta 2.714.746.360.357 1.779.496.954.024 - - 4.494.243.314.381 (203.558.725.556) 4.290.684.588.825 Soekarno-HattaKualanamu 625.042.968.504 378.846.219.063 41.554.340.652 - 1.045.443.528.219 (20.854.579.495) 1.024.588.948.724 KualanamuHalim Perdanakusuma 161.401.952.929 86.208.169.758 1.727.169.160 - 249.337.291.847 (11.245.194.570) 238.092.097.277 Halim PerdanakusumaKantor pusat - 306.280.098.099 62.392.567.184 - 368.672.665.283 (39.116.634.370) 329.556.030.913 Head officeSultan Mahmud Badaruddin II 111.364.188.253 48.724.904.061 10.895.918.140 - 170.985.010.454 (6.355.790.038) 164.629.220.416 Sultan Mahmud Badaruddin IISultan Syarif Kasim II 105.514.071.101 37.813.177.344 13.330.184.250 - 156.657.432.695 (4.932.438.976) 151.724.993.719 Sultan Syarif Kasim IIMinangkabau 85.733.506.728 18.986.328.383 10.285.399.149 - 115.005.234.260 (2.476.620.922) 112.528.613.338 MinangkabauHusein Sastranegara 78.665.049.112 19.030.405.475 2.229.903.249 - 99.925.357.836 (2.482.370.440) 97.442.987.396 Husein SastranegaraSupadio 62.918.449.275 28.070.520.914 13.638.515.681 - 104.627.485.870 (3.661.584.166) 100.965.901.704 SupadioDepati Amir 22.872.561.026 10.384.614.861 5.480.692.843 - 38.737.868.730 (1.354.593.364) 37.383.275.366 Depati AmirSultan Thaha 26.484.485.929 19.354.883.830 5.091.383.972 - 50.930.753.731 (2.524.696.153) 48.406.057.578 Sultan ThahaSultan Iskandar Muda 27.408.471.092 6.943.821.515 2.658.280.402 - 37.010.573.009 (905.768.261) 36.104.804.748 Sultan Iskandar MudaRaja Haji Fisabilillah 5.902.559.189 4.407.030.467 2.803.812.478 - 13.113.402.134 (574.863.325) 12.538.538.809 Raja Haji FisabilillahSilangit 821.355.839 355.975.707 25.537.500 - 1.202.869.046 (46.434.300) 1.156.434.746 Silangit

TOTAL 4.028.875.979.334 2.744.903.103.501 172.113.704.660 - 6.945.892.787.495 (300.090.293.936) 6.645.802.493.559 TOTAL

Beban operasional bandara Airport operation expenses

Soekarno-Hatta 736.195.216.598 251.270.311.833 13.671.683.864 - 1.001.137.212.295 (53.165.742.507) 947.971.469.788 Soekarno-HattaKualanamu 331.157.915.337 52.102.351.204 12.928.231.839 - 396.188.498.380 (10.112.364.356) 386.076.134.024 KualanamuHalim Perdanakusuma 59.781.616.389 17.560.491.578 - - 77.342.107.967 (3.266.460.768) 74.075.647.199 Halim PerdanakusumaKantor pusat 80.460.582.658 277.508.604.845 - - 357.969.187.503 - 357.969.187.503 Head officeSultan Mahmud Badaruddin II 68.050.031.840 20.485.026.116 1.687.649.908 - 90.222.707.864 (4.534.812.873) 85.687.894.991 Sultan Mahmud Badaruddin IISultan Syarif Kasim II 72.691.001.681 21.882.092.155 1.802.746.582 - 96.375.840.418 (3.471.431.570) 92.904.408.848 Sultan Syarif Kasim IIMinangkabau 68.328.597.085 20.568.882.305 1.694.558.363 - 90.592.037.753 (3.343.409.856) 87.248.627.897 MinangkabauHusein Sastranegara 23.273.905.725 3.532.643.230 510.984.811 - 27.317.533.766 (758.901.598) 26.558.632.168 Husein SastranegaraSupadio 31.397.326.469 9.448.158.920 778.594.166 - 41.624.079.555 (1.917.839.623) 39.706.239.932 SupadioDepati Amir 24.129.448.748 1.135.405.440 - - 25.264.854.188 (224.406.412) 25.040.447.776 Depati AmirSultan Thaha 24.753.295.128 1.164.760.382 - - 25.918.055.510 (273.908.462) 25.644.147.048 Sultan ThahaSultan Iskandar Muda 40.504.568.007 12.193.045.484 1.635.969.043 - 54.333.582.534 (2.052.922.567) 52.280.659.967 Sultan Iskandar MudaRaja Haji Fisabilillah 20.756.398.159 988.686.244 254.998.493 - 22.000.082.896 (219.251.905) 21.780.830.991 Raja Haji FisabilillahSilangit 13.072.259.684 138.796.394 - - 13.211.056.078 (30.580.929) 13.180.475.149 Silangit

Sub- total 1.594.552.163.508 689.979.256.130 34.965.417.069 - 2.319.496.836.707 (83.372.033.426) 2.236.124.803.281 Sub-total

Beban pegawai Employee expenses

Soekarno-Hatta 396.847.492.701 58.475.786.831 9.198.753.710 - 464.522.033.242 - 464.522.033.242 Soekarno-HattaKualanamu 115.910.832.739 10.867.333.016 15.131.821.034 - 141.909.986.789 - 141.909.986.789 KualanamuHalim Perdanakusuma 34.056.958.737 9.270.022.661 - - 43.326.981.398 - 43.326.981.398 Halim PerdanakusumaKantor pusat 263.307.829.748 15.466.596.838 3.677.398.193 - 282.451.824.779 - 282.451.824.779 Head officeSultan Mahmud Badaruddin II 32.877.748.153 9.061.697.871 413.850.126 - 42.353.296.150 - 42.353.296.150 Sultan Mahmud Badaruddin IISultan Syarif Kasim II 37.624.579.601 10.370.009.871 473.601.079 - 48.468.190.551 - 48.468.190.551 Sultan Syarif Kasim IIMinangkabau 32.883.938.981 9.063.404.174 413.928.053 - 42.361.271.208 - 42.361.271.208 MinangkabauHusein Sastranegara 26.751.969.692 3.053.450.258 294.113.966 - 30.099.533.916 - 30.099.533.916 Husein SastranegaraSupadio 30.091.675.338 8.292.790.475 378.770.287 - 38.763.236.100 - 38.763.236.100 SupadioDepati Amir 23.998.874.660 388.736.415 - - 24.387.611.075 - 24.387.611.075 Depati AmirSultan Thaha 27.482.182.293 445.159.416 - - 27.927.341.709 - 27.927.341.709 Sultan ThahaSultan Iskandar Muda 24.529.275.573 6.760.708.891 412.574.760 - 31.702.559.224 - 31.702.559.224 Sultan Iskandar MudaRaja Haji Fisabilillah 20.588.078.766 343.364.641 609.742.345 - 21.541.185.752 - 21.541.185.752 Raja Haji FisabilillahSilangit 5.872.869.410 62.880.994 - - 5.935.750.404 - 5.935.750.404 Silangit

Sub- total 1.072.824.306.392 141.921.942.352 31.004.553.553 - 1.245.750.802.297 - 1.245.750.802.297 Sub-total










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Beban umum dan administrasi General and administrative expenses

Soekarno-Hatta 240.952.337.520 141.961.106.648 3.972.237.146 - 386.885.681.314 (164.719.983.060) 222.165.698.254 Soekarno-HattaKualanamu 53.703.457.952 10.278.561.942 1.289.073.951 - 65.271.093.845 (12.349.119.401) 52.921.974.444 KualanamuHalim Perdanakusuma 20.190.475.074 7.578.105.625 - - 27.768.580.699 (10.171.292.008) 17.597.288.691 Halim PerdanakusumaKantor pusat 555.266.369.604 115.350.917.225 9.324.969.469 - 679.942.256.298 - 679.942.256.298 Head officeSultan Mahmud Badaruddin II 12.049.977.512 4.887.374.846 971.538.008 - 17.908.890.366 (5.871.908.529) 12.036.981.837 Sultan Mahmud Badaruddin IISultan Syarif Kasim II 12.557.558.341 5.093.245.585 1.012.462.074 - 18.663.266.000 (6.119.250.750) 12.544.015.250 Sultan Syarif Kasim IIMinangkabau 8.180.230.724 3.317.836.389 659.536.921 - 12.157.604.034 (3.986.195.535) 8.171.408.499 MinangkabauHusein Sastranegara 9.165.616.629 2.671.611.238 678.991.412 - 12.516.219.279 (3.226.979.168) 9.289.240.111 Husein SastranegaraSupadio 7.924.733.043 2.710.876.397 610.065.764 - 11.245.675.204 (3.256.966.927) 7.988.708.277 SupadioDepati Amir 6.569.030.410 1.383.738.649 - - 7.952.769.059 (1.662.484.878) 6.290.284.181 Depati AmirSultan Thaha 6.173.143.280 1.300.346.689 - - 7.473.489.969 (1.562.294.085) 5.911.195.884 Sultan ThahaSultan Iskandar Muda 4.525.027.895 1.835.315.252 634.142.729 - 6.994.485.876 (2.293.329.203) 4.701.156.673 Sultan Iskandar MudaRaja Haji Fisabilillah 3.261.553.249 838.411.451 718.642.229 - 4.818.606.929 (1.017.362.528) 3.801.244.401 Raja Haji FisabilillahSilangit 2.501.088.677 400.430.086 - - 2.901.518.763 (481.094.438) 2.420.424.325 Silangit

Sub- total 943.020.599.910 299.607.878.022 19.871.659.703 - 1.262.500.137.635 (216.718.260.510) 1.045.781.877.125 Sub-total

Beban pemasaran - - - 17.814.457.638 17.814.457.638 - 17.814.457.638 Marketing expenses

Pendapatan lain-lain Other income

Soekarno-Hatta - - - 36.633.343.963 36.633.343.963 - 36.633.343.963 Soekarno-HattaKualanamu - - - (11.727.212) (11.727.212) - (11.727.212) KualanamuHalim Perdanakusuma - - - (23.128.671) (23.128.671) - (23.128.671) Halim PerdanakusumaKantor pusat - - - 27.716.228.367 27.716.228.367 - 27.716.228.367 Head officeSultan Mahmud Badaruddin II - - - 1.123.267.220 1.123.267.220 - 1.123.267.220 Sultan Mahmud Badaruddin IISultan Syarif Kasim II - - - 188.143.886 188.143.886 - 188.143.886 Sultan Syarif Kasim IIMinangkabau - - - 723.831.958 723.831.958 - 723.831.958 MinangkabauHusein Sastranegara - - - 40.032.351 40.032.351 - 40.032.351 Husein SastranegaraSupadio - - - 766.858.818 766.858.818 - 766.858.818 SupadioDepati Amir - - - 215.210.324 215.210.324 - 215.210.324 Depati AmirSultan Thaha - - - 926.371.698 926.371.698 - 926.371.698 Sultan ThahaSultan Iskandar Muda - - - 392.574.619 392.574.619 - 392.574.619 Sultan Iskandar MudaRaja Haji Fisabilillah - - - 38.731.524 38.731.524 - 38.731.524 Raja Haji FisabilillahSilangit - - - - - - - Silangit


Beban lain-lain Other expenses

Soekarno-Hatta - - - 39.655.336.148 39.655.336.148 - 39.655.336.148 Soekarno-HattaKualanamu - - - 607.190.108 607.190.108 - 607.190.108 KualanamuHalim Perdanakusuma - - - (237.431.433) (237.431.433) - (237.431.433) Halim PerdanakusumaKantor pusat - - - 51.956.755.893 51.956.755.893 - 51.956.755.893 Head officeSultan Mahmud Badaruddin II - - - 1.198.676.318 1.198.676.318 - 1.198.676.318 Sultan Mahmud Badaruddin IISultan Syarif Kasim II - - - 634.843.558 634.843.558 - 634.843.558 Sultan Syarif Kasim IIMinangkabau - - - 997.475.757 997.475.757 - 997.475.757 MinangkabauHusein Sastranegara - - - 620.854.766 620.854.766 - 620.854.766 Husein SastranegaraSupadio - - - 924.951.109 924.951.109 - 924.951.109 SupadioDepati Amir - - - 268.315.293 268.315.293 - 268.315.293 Depati AmirSultan Thaha - - - 269.811.424 269.811.424 - 269.811.424 Sultan ThahaSultan Iskandar Muda - - - 511.173.137 511.173.137 - 511.173.137 Sultan Iskandar MudaRaja Haji Fisabilillah - - - 682.924.680 682.924.680 - 682.924.680 Raja Haji FisabilillahSilangit - - - 200.644.372 200.644.372 - 200.644.372 Silangit


Beban pajak final - - - (135.070.205.475) (135.070.205.475) - (135.070.205.475) Final tax expenses

Pendapatan pendanaan - - - 209.135.312.143 209.135.312.143 - 209.135.312.143 Finance income

Share in profit ofBagian laba entitas asosiasi - - - (211.587.989) (211.587.989) - (211.587.989) associated entities

Beban pendanaan - - - (15.207.603.578) (15.207.603.578) - (15.207.603.578) Finance expenses

Beban pajak penghasilan - - - (189.160.840.828) (189.160.840.828) - (189.160.840.828) Income tax expenses

Laba (Rugi) 418.478.909.524 1.613.394.026.997 86.272.074.335 (177.891.165.650) 1.940.253.845.206 - 1.940.253.845.206 Profit (Loss)










104



Aset segmen Segment Assets

Soekarno-Hatta 11.007.089.104.261 (96.825.112.719) 10.910.263.991.542 Soekarno-HattaKualanamu 4.482.746.452.454 (14.654.139.645) 4.468.092.312.809 KualanamuHalim Perdanakusuma 163.768.352.768 (1.343.680.256) 162.424.672.512 Halim PerdanakusumaKantor pusat 8.591.389.364.098 (556.252.029.372) 8.035.137.334.726 Head officeSultan Mahmud Badaruddin II 744.993.323.235 (72.645.143) 744.920.678.092 Sultan Mahmud Badaruddin IISultan Syarif Kasim II 664.863.174.724 (529.680.000) 664.333.494.724 Sultan Syarif Kasim IIMinangkabau 536.422.084.161 (6.673.064) 536.415.411.097 MinangkabauHusein Sastranegara 233.205.216.296 (54.528.713) 233.150.687.583 Husein SastranegaraSupadio 715.548.777.887 (752.033.722) 714.796.744.165 SupadioDepati Amir 341.963.077.796 - 341.963.077.796 Depati AmirSultan Thaha 391.400.678.876 (18.106.000) 391.382.572.876 Sultan ThahaSultan Iskandar Muda 375.626.312.292 (14.323.320) 375.611.988.972 Sultan Iskandar MudaRaja Haji Fisabilillah 323.383.592.348 - 323.383.592.348 Raja Haji FisabilillahSilangit 89.341.774.268 - 89.341.774.268 Silangit

Total 28.661.741.285.464 (670.522.951.954) 27.991.218.333.510 Total

Liabilitas segmen Segment Liabilities

Soekarno-Hatta (1.925.067.650.328) 3.742.965.671 (1.921.324.684.657) Soekarno-HattaKualanamu (271.628.802.411) 14.002.696.172 (257.626.106.239) KualanamuHalim Perdanakusuma (66.502.011.172) 3.643.935.640 (62.858.075.532) Halim PerdanakusumaKantor pusat (5.696.672.090.330) 283.477.072.329 (5.413.195.018.001) Head officeSultan Mahmud Badaruddin II (35.276.794.570) 536.790.100 (34.740.004.470) Sultan Mahmud Badaruddin IISultan Syarif Kasim II (47.745.204.075) 4.012.120.564 (43.733.083.511) Sultan Syarif Kasim IIMinangkabau (22.439.877.614) 1.449.435.680 (20.990.441.934) MinangkabauHusein Sastranegara (122.455.901.886) 829.289.940 (121.626.611.946) Husein SastranegaraSupadio (118.135.452.204) 623.343.252 (117.512.108.952) SupadioDepati Amir (32.216.860.229) - (32.216.860.229) Depati AmirSultan Thaha (15.355.137.108) 210.614.125 (15.144.522.983) Sultan ThahaSultan Iskandar Muda (9.559.439.181) 136.196.700 (9.423.242.481) Sultan Iskandar MudaRaja Haji Fisabilillah (11.829.922.148) 79.986.849 (11.749.935.299) Raja Haji FisabilillahSilangit (1.460.820.512) - (1.460.820.512) Silangit

_____

Total (8.376.345.963.768) 312.744.447.022 (8.063.601.516.746) Total

45. TUJUAN DAN KEBIJAKAN MANAJEMENRISIKO KEUANGAN

45. 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 bankdan utang jaminan. Tujuan utama dari liabilitaskeuangan tersebut adalah untuk mengumpulkandana untuk operasi Kelompok Usaha. KelompokUsaha juga memiliki berbagai aset keuanganseperti kas dan setara kas, piutang usaha danpiutang lain-lain yang timbul secara langsung darikegiatan usahanya.

The principal financial liabilities of the Groupconsist of trade payables, other payables, accruedexpenses, short-term employee benefit liabilities,bank loans and security deposits. The mainpurpose of these financial liabilities is to raise fundsfor the operations of the Group. The Group alsohas various financial assets such as cash and cashequivalents, trade receivables and otherreceivables, which arise directly from itsoperations.

Kegiatan Kelompok Usaha mencakup aktivitaspengambilan risiko dengan sasaran tertentudengan pengelolaan yang profesional. FungsiUtama dari manajemen risiko Kelompok Usahaadalah untuk mengidentifikasi seluruh risiko kunci,mengukur risiko-risiko ini dan mengelola posisirisiko. Kelompok Usaha secara rutin menelaahkebijakan dan sistem manajemen risiko untukmenyesuaikan dengan perubahan di pasar danpraktik pasar terbaik.

The Group’s activities involve taking on risks in atargeted manner and managing themprofessionally. The main functions of the Group’srisk management are to identify all key risks for theGroup, measure these risks and manage the riskpositions. The Group regularly reviews its riskmanagement policies and systems to reflectchanges in markets and best practices.










105

45. TUJUAN DAN KEBIJAKAN MANAJEMENRISIKO KEUANGAN (lanjutan)

45. 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 isto achieve an appropriate balance between riskand return, and minimize potential adverse effectson the Group’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 danKepatuhan (“BMRK”) memonitor pelaksanaanmanajemen risiko yang dilaksanakan olehKelompok Usaha.

The Directors provide written policies for overallrisk management, as well as written policiescovering specific areas, such as foreign currenyrisk, interest rate risk, credit risk and liquidity risk offinancial instruments. Each business unit carriesout the risk management based on the writtenpolicies approved by the Board of Dircetors. RiskManagement and Compliance Bureau monitors therisk management carried 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 marketinterest rates.

Perusahaan memiliki eksposur terhadap risikoperubahan suku bunga pasar yang berkaitandengan kas dan setara kas dan utang bank.

Saat ini, Perusahaan belum memiliki kebijakanformal untuk lindung nilai risiko tingkat sukubunga.

The Company is exposed to the risk ofchanges in market interest rates related tocash and cash equivalents and bank loans.

Currently, the Company does not yet have aformal policy to hedge interest rate risk.

Pergerakan tingkat suku bunga diawasi untukmeminimalisasi dampak negatif terhadap posisikeuangan Perusahaan. Pinjaman dalamberbagai tingkat suku bunga menyebabkanPerusahaan 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 theCompany’s financial position. Borrowings atdifferent interest rates caused the Companyexposed to interest rate risk. To measure themarket risk of interest rate movements, theCompany conducts analysis on interest marginand the maturity profile of financial assets andliabilities based on schedule changes ininterest rates.










106



a. Risiko tingkat suku bunga (lanjutan) a. Interest rate risk (continued)

Perusahaan menghadapi risiko tingkat sukubunga atas penarikan pinjaman jangka panjangdari fasilitas Pinjaman Berjangka (“PB”) masing-masing sebesar Rp4.361.245.360.445 danRp2.785.711.574.493 pada tanggal31 Desember 2017 dan 2016.

The Company is exposed to the interest raterisk for the interest-bearing loans drawdownsfrom the Term Loan Facility (“PB”) totallingRp4,361,245,360,445 andRp2,785,711,574,493 as of December 31,2017 and 2016, respectively.

Pada tanggal 31 Desember 2017 dan 2016, jikatingkat bunga atas pinjaman lebih tinggi/rendah1% dan variabel lain dianggap tetap, laba setelahpajak untuk tahun berjalan akan lebihrendah/tinggi masing-masing sebesarRp16.929.231.689 dan Rp3.167.260.274,terutama sebagai akibat tingginya/rendahnyabeban bunga dari pinjaman dengan suku bungamengambang.

As at December 31, 2017 and 2016, if interestrates on Rupiah-denominated borrowings hadbeen 1% higher/lower with all other variablesheld constant, profit after tax for the yearwould have been Rp16,929,231,689 andRp3,167,260,274 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 incura loss arising from its customers’ orcounterparties’ failure to fulfill theircontractual obligations. Credit risk arisesmainly from trade receivables from customersrelating to operating revenues of airportservices and its related 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 are exposed to credit risk mainlyfrom trade receivables and other receivables.Credit risk is controlled by the continuousmonitoring and billing accounts receivablebalances and other receivables.

Tabel di bawah ini menunjukkan risiko kreditmaksimum untuk komponen-komponen darilaporan posisi keuangan konsolidasian padatanggal 31 Desember 2017 dan 2016:

The table below shows the maximumexposure to credit risk on the components ofthe consolidated statement of financial positionas of December 31, 2017 dan 2016:


< 1 tahun/ 1-2 tahun/ > 3 tahun/ Total/< 1 year 1-2 years > 3 years Total

Piutang usaha 814.010.895.838 - - 814.010.895.838 Trade receivablesPiutang lain-lain 55.819.254.518 - - 55.819.254.518 Other receivablesPendapatan yang masih

harus diterima 306.797.877.503 - - 306.797.877.503 Accrued revenueAset tidak lancar lain-lain 1.230.404.991 - - 1.230.404.991 Other non-current assets

Total 1.177.858.432.850 - - 1.177.858.432.850 Total










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b. Risiko kredit (lanjutan) b. Credit risk (continued)31 Desember 2016/December 31, 2016


Piutang usaha 807.758.024.270 - - 807.758.024.270 Trade receivablesPiutang lain-lain 31.440.080.726 - - 31.440.080.726 Other receivablesPendapatan yang masih

harus diterima 179.259.992.633 - - 179.259.992.633 Accrued incomeAset tidak lancar lain-lain 879.546.741 - - 879.546.741 Other non-current assets

Total 1.019.337.644.370 - - 1.019.337.644.370 Total

Manajemen Kelompok Usaha yakin 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 tempodengan menjaga kecukupan kas, danketersediaan pendanaan melalui analisaproyeksi keuangan yang dilakukan pada awaltahun.

The Group manages its liquidity profile to beable to finance its capital expenditure and payits maturing debts by maintaining sufficientcash, and the availability of funding through ananalysis of financial projection which isperformed at the beginning of the year.

Kelompok Usaha secara berkalamengevaluasi proyeksi arus kas dan arus kasaktual untuk memastikan ketersediaan danauntuk memenuhi kebutuhan operasional danpembayaran liabilitas yang jatuh tempo.Secara umum, dana yang dibutuhkan untukmelunasi liabilitas jangka pendek diperolehdari kegiatan penjualan jasa kebandarudaraankepada pelanggan. Kelompok Usaha jugamelakukan analisa rasio-rasio likuiditaslaporan posisi keuangan, dalam rangkamemenuhi persyaratan yang terdapat diperjanjian kredit pinjaman.

The Group regularly evaluates its projectedand actual 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 activitiesto customers. The Group also analyzesliquidity ratios in accordance to comply withthe requirements stated in loan creditagreements.

Tabel di bawah ini merupakan jadwal jatuhtempo liabilitas keuangan Kelompok Usahaberdasarkan pembayaran kontraktual semulayang tidak didiskontokan.

The table below summarizes the maturityprofile of the Group’s financial liabilities basedon original contractual undiscounted amountsto be paid.



Utang usaha 84.410.409.680 - - 84.410.409.680 Trade payablesUtang lain-lain 209.127.199.524 - - 209.127.199.524 Other payablesBeban akrual 3.176.260.147.101 - - 3.176.260.147.101 Accrued expensesLiabilitas imbalan kerja Short-term employee

jangka pendek 173.744.167.143 - - 173.744.167.143 benefit liabilityPinjaman jangka panjang Long-term loans

Perjanjian fasilitas kredit 133.466.336.718 921.033.333.333 3.284.058.784.108 4.338.558.454.159 Agreements of credit facilityUtang obligasi - - 1.994.233.527.110 1.994.233.527.110 Bonds payable

Utang jaminan pelanggan - - 14.715.689.193 14.715.689.193 Customers’ deposits

Total 3.777.008.260.166 921.033.333.333 5.293.008.000.411 9.991.049.593.910 Total










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c. Risiko likuiditas (lanjutan) c. Liquidity risk (continued)



Utang usaha 30.842.561.660 - - 30.842.561.660 Trade payablesUtang lain-lain 179.349.272.075 - - 179.349.272.075 Other payablesBeban akrual 2.359.195.753.402 - - 2.359.195.753.402 Accrued expensesPinjaman jangka panjang Long-term loans

Perjanjian fasilitas kredit 15.625.000.000 129.166.666.666 2.616.095.228.256 2.760.886.894.922 Agreements of credit facilityUtang obligasi - - 1.993.380.472.723 1.993.380.472.723 Bonds payable

Utang jaminan pelanggan - - 15.365.850.140 15.365.850.140 Customers’ depositsLiabilitas imbalan kerja Short-term employee

jangka pendek 170.406.332.870 - - 170.406.332.870 benefit liability

Total 2.755.418.920.007 129.166.666.666 4.624.841.551.119 7.509.427.137.792 Total

46. NILAI WAJAR 46. FAIR VALUE

Tabel berikut menyajikan nilai tercatat, yang jugamerefleksikan nilai wajarnya, dari instrumenkeuangan Kelompok Usaha:

The following table sets out the carrying values,which already reflects the estimated fair values, ofthe Group’s financial instruments:


2017 2016

Aset keuangan Financial assetsLancar CurrentPinjaman yang diberikan dan piutang Loans and receivables

Kas dan setara kas 6.054.168.529.301 6.975.116.807.074 Cash and cash equivalentsPiutang usaha 814.010.895.838 807.758.024.270 Trade receivablePiutang lain-lain 55.819.254.518 31.440.080.726 Other receivablesPendapatan yang masih harus

diterima 306.797.877.503 179.259.992.633 Accrued revenue

Tidak lancar Non-currentAset keuangan tersedia untuk dijual 92.175.300.000 102.137.400.000 Available-for-sale financial assets

Total 7.322.971.857.160 8.095.712.304.703 Total

Liabilitas keuangan Financial liabilitiesLancar CurrentLiabilitas keuangan yang diukurdengan biaya perolehan Financial liabilities measureddiamortisasi at amortized cost

Utang usaha 84.410.409.680 30.842.561.660 Trade payablesUtang lain-lain 209.127.199.524 179.349.272.075 Other payablesBeban akrual 3.176.260.147.101 2.359.195.753.402 Accrued expensesPorsi lancar utang bank Current maturities of

jangka panjang 133.466.336.718 15.625.000.000 long-term loan

Tidak lancar Non-currentPinjaman jangka panjang 4.205.092.117.441 2.745.261.894.922 Long-term loansUtang obligasi 1.994.233.527.110 1.993.380.472.723 Bonds payablesUtang lain-lain 19.651.121.405 9.824.791.001 Other payablesUtang jaminan pelanggan 14.715.689.193 15.365.850.140 Customers’ deposits

Total 9.836.956.548.172 7.348.845.595.923 Total










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46. NILAI WAJAR (lanjutan) 46. 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 are:


Nilai tercatat/ Nilai wajar/Carrying value Fair value

Liabilitas keuangan Financial liabilitiesTidak lancar Non-current

Pinjaman jangka panjang 4.361.245.360.445 4.338.558.454.159 Long-term loansUtang obligasi 2.000.000.000.000 1.994.233.527.110 Bonds payables


Nilai tercatat/ Nilai wajar/Carrying value Fair value

Liabilitas keuangan Financial liabilitiesTidak lancar Non-current

Pinjaman jangka panjang 2.770.086.574.493 2.760.886.894.922 Long-term loansUtang obligasi 2.000.000.000.000 1.993.380.472.723 Bonds payables

Selain instrumen keuangan yang dijabarkan diatas, Kelompok Usaha tidak memiliki aset dan/ataukewajiban lain yang dicatat pada nilai wajarnya.Oleh karena itu, Kelompok Usaha tidakmengungkapkan hirarki nilai wajar sebagaimanadisyaratkan dalam PSAK No. 68, “Pengukuran NilaiWajar”.

Other than the financial instruments describedabove, the Group does not have any other assetsor liabilities that are recorded at their fair values.Thus, the Group does not disclose the fair valuehierarchy as required in PSAK No. 68, “Fair ValueMeasurement”.

Nilai wajar didefinisikan sebagai jumlah dimanainstrumen tersebut dapat dipertukarkan di dalamtransaksi terkini antara pihak yang berkeinginandan memiliki pengetahuan yang memadai melaluisuatu transaksi yang wajar, bukan dalam penjualanyang dipaksakan 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 astheir carrying amounts due to their short-termnature.

b. Aset keuangan tidak lancar dan liabilitaskeuangan jangka panjang

b. Non-current financial assets and liabilities

Nilai wajar dari aset keuangan tidak lancardan liabilitas keuangan jangka panjang selainaset keuangan tersedia untuk dijual dan utangbank, diasumsikan sama dengan nilai tunaiyang akan diterima atau dibayarkan karenasaat jatuh 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 available for salefinancial assets and bank loans are assumedto be the same as the cash amount that will bereceived or paid due to the fact that theirmaturities are not stated in the relatedcontracts, therefore it is not possible todetermine when the financial assets andfinancial liabilities will be realized and settled,respectively.










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46. NILAI WAJAR (lanjutan) 46. FAIR VALUE (continued)

b. Aset keuangan tidak lancar dan liabilitaskeuangan jangka panjang (lanjutan)

b. Non-current financial assets and liabilities(continued)

Aset keuangan tersedia untuk dijualmerupakan aset Perusahaan yang nilaiwajarnya didasarkan atas kuotasi harga pasarterakhir pada tanggal 31 Desember 2017 dan2016.

Available for sale financial assets representthe Company’s assets which its fair value arestated with last quoted market prices as ofDecember 31, 2017 and 2016.

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.

47. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN DAN KONTINJENSI

47. SIGNIFICANT AGREEMENTS, COMMITMENTSAND CONTINGENCIES

a. PT Mandara Jasindo Sena (“MJS”) a. PT Mandara Jasindo Sena (“MJS”)

Pada tanggal 15 Maret 1991, Perusahaanmengadakan surat perjanjian kerjasamapemanfaatan lahan Bandara Soekarno-Hattaseluas 150.000 m2 dengan MJS sesuaidengan Perjanjian Sewa Tanah No.SPKPL.01/TU.308/PAPII-1991 (“SPKL.01”)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.SPKS.21/TU.208/APII-96 (“SPKS.21”) tanggal1 Maret 1996.

On March 15, 1991, the Company entered intoa land use agreement in Soekarno-HattaAirport covering 150,000 m2 withMJS in accordance with the Land LeaseAgreement No. SPKPL.01/TU.308/PAPII-1991(“SPKL.01”) where MJS used the land to buildand commercialize facilities of hotel,convention center, offices, stores, restaurant,sport facilities, parking and recreation(“facilities”). The agreement is valid for 30years. Land utilization is divided into 2 phases.For the first phase was decribed in thisagreement while for the second phase wasdescribed in Land Lease Agreement No.SPKS.21/TU.208/APII-96 (“SPKS.21”) datedMarch 1, 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.

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 incomeover the commercial operation of thefacility, starting from the commencementof the commercial 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 pendapatanbersih atas hasil operasi komersial darifasilitas, terhitung sejak dimulainyaoperasi komersial 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.










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47. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN DAN KONTINJENSI (lanjutan)

47. SIGNIFICANT AGREEMENTS, COMMITMENTSAND CONTINGENCIES (continued)

a. PT Mandara Jasindo Sena (“MJS”) (lanjutan) a. PT Mandara Jasindo Sena (“MJS”) (continued)

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 transferownership of the entire facility that wasbuilt on the land to the Company.

Sehubungan dengan terjadinya krisis ekonomisejak tahun 1997 sampai dengan 2003, MJSterkena dampak dari krisis ekonomi tersebutsehingga MJS tidak dapat memenuhiketentuan dalam perjanjian kerjasamapemanfaatan tanah untuk mengembangkanlahan 100.000 m2 yang telah disebutkan dalamperjanjian 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 an area of 100,000 m2.

Berdasarkan Berita Acara Penyerahan Lahandan Sertitikat Hak Guna Bangunan (“HGB”)No. 15.02.01/00/05/2008/101 tanggal 21 Mei2008, MJS menyerahkan secara fisik lahanseluas 100.000 m2 dan 4 (empat) buahsertifikat HGB kepada 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., No. 4 tanggal16 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 waktu yangtelah dilalui adalah 24 tahun dan 10 bulan danluas tanah 50.000 m2 pada tanggal31 Desember 2015.

Thus, the valid agreement withMJS is only for SPKL.01 Agreement withelapsed time period of 24 years and 10months and covered area of 50,000 m2 as ofDecember 31, 2015.

Berdasarkan Berita Acara Pengukuran LahanNo. BAC.15.02.01/00/04/2010/193 tangggal16 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 lahanseluas 14.856 m2, Perusahaan mengirimkantagihan kepada MJS pada tanggal 3 Februari2015 sebesar Rp2.284.555.680.

Based on Notification Letter of LandMeasurement No.BAC.15.02.01/00/04/2010/193 datedApril 16, 2010, the Company remeasured itsland used by Sheraton Hotel with the results of64,856 m2. In connection with that matter, MJSshall release the excess of land area of14,856 m2 for the compensation of excess landuse covering 14,856 m2, the Company sentbilling to MJS on February 3, 2015 amountingto Rp2,284,555,680.










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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 SDMsesuai Perjanjian 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 useagreement at Soekarno-Hatta Airport areacovering 1,020,000 m2 with SDM inaccordance with Land 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 asbusiness facilities such as golf course, parkand shopping centre, including its supportingfacilities.

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 center of the shopping andcommercial parks.

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 SDMagreed:

1. Seluruh fasilitas usaha yang dibangunSDM, pada akhir masa perjanjiandiserahkan dan menjadi milik Perusahaantanpa kompensasi dalam bentuk apapun.

2. Mengubah objek perjanjian yangdikenakan kompensasi dan besarankompensasi penggunaan tanah.

3. Mengubah objek perjanjian yangdikenakan konsesi dan prosentasekonsesi.

4. Mengembalikan sebagian tanah seluas±57.000 m² yang telah disewa SDMkepada Perusahaan sehingga luas objekperjanjian menjadi 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.

1. All business facilities that built by SDM, atthe end of the agreement shall be returnand become the property of the Companywithout any compensation.

2. Changes the object of the agreement thatsubject to compensation and the amountof land use compensation.

3. Changes the object of the agreement thatsubject to concession and percentages ofconcession.

4. Returns part of the land that has beenrented by SDM measuring ±57,000 m² tothe Company and change the object ofagreement to 963,000 m².

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 calculated fromthe exemption of compensation and/orexemption of the concession.










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b. PT Sanggraha Daksa Mitra (“SDM”) b. PT Sanggraha Daksa Mitra (“SDM”)

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 Terminal4 Bandara Soekarno-Hatta.

6. Considering term of agreement amongothers:- May 1, 2000 until January 6, 2019.

- January 7, 2019 until January 6,2021 for the object of the agreementof ±643,000 m².

- January 7, 2019 until January 6,2021 for the object of the agreementof ±320,000 m². The term willautomatically extend until January 6,2024 if the Company does not usethe object of the agreement for theconstruction of Terminal 4 ofSoekarno-Hatta Airport..

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 bertindaksebagai pemberi sewa dan Garuda sebagaipenyewa. Beberapa isi perjanjian sebagaiberikut:

On July 3, 2014, the Company entered LandUse 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 areas follows:

• 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.

Sampai dengan tanggal penyelesaian laporankeuangan konsolidasian, perpanjanganperjanjian tersebut masih dalam proses.

Up to the date of completion of theconsolidated financial statements, theextension of the agreement is still in process.

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 dengan 30Juni 2018, dimana Perusahaan bertindaksebagai pemberi sewa dan Garuda sebagaipenyewa.

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 June 30, 2018, where theCompany acts as lessor and Garuda aslessee.










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d. PT Birotika Semesta (“Birotika”) d. PT Birotika Semesta (“Birotika”)

Pada tanggal 17 Mei 1999 Perusahaanmengadakan perjanjian pemanfaatan tanahNo. SPKS.014/HK.100/APII-99 di BandaraSoekarno-Hatta dengan Birotika seluas1.411,20 m2. Tanah tersebut dimanfaatkanuntuk mendirikan bangunan gudang dankantor yang nilainya disepakati sebesarRp2.843.130.000. Bangunan tersebut akandigunakan untuk kegiatan usaha jasapengurusan transportasi dan jasa pengirimanekspres. Perjanjian ini berlaku untuk jangkawaktu 5 tahun sejak berita acarapengoperasian bangunan tersebutditandatangani dan dapat diperpanjangsebanyak 3 periode (15 tahun) yang berakhirpada tahun 2019.

On May 17, 1999 the Company entered into aland use agreementNo. SPKS.014/HK.100/APII-99 at Soekarno-Hatta Airport with Birotika covering 1,411.20m2. The land was used to build a warehouseand office with agreed value ofRp2,843,130,000. The building will be used forbusiness activities involving transportationmanagement services and express deliveryservices. This agreement is valid for 5 yearssince the minutes of the building operation issigned and can be extended for 3 periods (15years), which ended in 2019.

e. Kerjasama Penyelenggaraan PerkeretaapianBandara

e. 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 PrasaranaPerkeretaapian meliputi pembangunan,pengadaan, pengoperasian, perawatan, danpengusahaan prasarana.

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 sepakatbahwa Kerjasama PenyelenggaraanPerkeretaapian Bandara ini menggunakanskema bagi hasil dengan ketentuan sebagaiberikut:• Perhitungan nilai bagi hasil adalah

berdasarkan EBITDA dikurangi denganpembayaran hutang;

• Nilai bagi hasil yang ditentukan, mengacukepada laporan keuangan Railink dandilakukan berdasarkan proporsi realisasiPerusahaan dan Para Pihak

The Company and the Parties agree that theCooperation Arrangement of Airport Railwaywill use the following profit sharing sheme:

• 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 began in thethird year after the Soekarno-Hatta AirportRailway is fully operational for 1 (one)year budget.










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f. PT Pertamina (Persero) (“Pertamina”) f. 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, SultanSyarif Kasim II, Minangkabau, HalimPerdanakusuma dan Sultan MahmudBadaruddin II. Jangka waktu pelaksanaanpekerjaan adalah selama 2 tahun sejak 1 April2014 sampai dengan 31 Maret 2016.Perjanjian tersebut diperpanjang mulai daritanggal 1 April 2016 sampai dengan tanggal31 Maret 2018 berdasarkan perjanjianNo.PJJ.04.04/00.02/09/2016/0015 danNo.077/F00000/2016-SO tanggal 8 September2016

On May 15, 2015, the Company andPertamina entered 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 dan Sultan MahmudBadaruddin II Aiports. 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 31 Maret 2015, Perusahaan danPertamina mengadakan perjanjian No.008/F20100/2015-S0 dan No.PJJ.04.04/00.04/03/2015/0048 untukmelaksanakan pelayanan pengisian bahanbakar pesawat udara di Bandara Kualanamu.Jangka waktu pelaksanaan pekerjaan adalahselama 5 tahun sejak 25 Juli 2013 sampaidengan 24 Juli 2018.

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, Aiport.The project period was effective for 5 yearsstarting on July 25, 2013 until July 24, 2018.

Pada tanggal 14 Desember 2015, Perusahaandan Pertamina mengadakan perjanjian No.041/F00000/2015-03 dan No.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, DepatiAmir dan Silangit. Jangka waktu pelaksanaanpekerjaan adalah selama 2 tahun sejak1 Oktober 2015 sampai dengan30 September 2017. Sampai dengan tanggalpenyelesaian laporan keuangan konsolidasian,perpanjangan perjanjian tersebut masih dalamproses.

On December 14, 2015, the Company andPertamina entered into an agreement No.041/F00000/2015-03 dan 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 Aiports. The project periodwas effective for 2 years starting onOctober 1, 2015 until September 30, 2017. Upto the date of completion of the consolidatedfinancial statements, the extension of theagreement is still in process.










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g. PT Prima Griya Lestari (“PGL”) g. PT Prima Griya Lestari (“PGL”)

Perusahaan mengajukan gugatan kepada PTPrima Griya Lestari (“PGL”) atas kepemilikantanah seluas 116,47 hektar yang terletak diDesa Karangsari, Kecamatan Batuceper,Tangerang. Berdasarkan Putusan PengadilanNegeri Jakarta BaratNo.399/PDT.G/2011/PN.JKT.BAR dinyatakanPerusahaan adalah pemilik sah atas tanahseluas tersebut di atas dan tanah tersebutdiperoleh secara sah sesuai dengan proseduryang telah ditentukan. Berdasarkan PutusanMahkamah Agung RI No. 452K/PDT/2015tanggal 25 Juni 2015, Perusahaan dinyatakankalah. Pada tanggal 24 Oktober 2016,Pengadilan Negeri Jakarta Baratmengeluarkan Surat Pemberitahuan IsiPutusan Mahkamah Agung RI sehubungandengan putusan No. 452K/PDT/2015 tersebut.Atas putusan Mahkamah Agung tersebut,Perusahaan mengajukan permohonanpeninjauan kembali melalui MemoriPeninjauan Kembali tanggal 20 April 2017.Sampai dengan tanggal penyelesaian laporankeuangan konsolidasian, Perusahaan belummenerima putusan dari Mahkamah Agung ataspermohonan peninjauan kembali tersebut.

The Company filed a lawsuit against PT PrimaGriya Lestari (“PGL”) over the ownership of theland area of 116.47 hectares located inKarangsari Village, Batuceper Sub-district,Tangerang. Based on DecisionNo.399/PDT.G/2011/PN.JKT.BAR of WestJakarta District Court, the Company isdeclared as the legitimate owner of the landarea and the land has been acquired legally inaccordance with the prevailing regulation.Based on Supreme Court DecisionNo.452K/PDT/2015 dated June 25, 2015, theCompany was declared in loss position. OnOctober 24, 2016, the West Jakarta DistrictCourt issued Notification Letter on theRepublic of Indonesia Supreme Court DecisionNo.452K/PDT/2015. As a result of thisdecision, the Company filed a judicial reviewapplication through a Judicial ReviewMemorandum dated April 20, 2017. Up to thecompletion date of the consolidated financialstatements, the Company has not receivedany decision from the Supreme Court on thejudicial review application.

h. PT Angkasa Transportindo Selaras (“ATS”) h. PT Angkasa Transportindo Selaras (“ATS”)

Pada tahun 2010, terdapat gugatan yangdilakukan oleh PT Angkasa TransportindoSelaras (“ATS”) kepada Perusahaan dan IndukKoperasi Angkatan Udara (“INKOPAU”)sehubungan dengan pengelolaan lahan diBandara Halim Perdanakusuma. BerdasarkanPutusan Pengadilan Negeri Jakarta TimurNo. 492/PDT.G/2010, Putusan PengadilanTinggi DKI Jakarta No. 10/PDT/2012/PT/DKIdan Putusan Mahkamah AgungNo. 688K/PDT/2013, Perusahaan danINKOPAU dinyatakan kalah.

In 2010, there was claim made byPT Angkasa Transportindo Selaras (“ATS”) tothe Company and Induk Koperasi AngkatanUdara (“INKOPAU”) relating to land operationin Halim Perdanakusuma Airport. Based onDecision No. 492/PDT.G/2010 of EastJakarta District Court, DecisionNo. 10/PDT/2012/PT/DKI of DKI Jakarta HighCourt and Decision No. 688K/PDT/2013 ofSupreme Court, the Company and INKOPAUwas declared in loss position.

Pada tanggal 28 April 2015, Perusahaanmengajukan permohonan Peninjauan Kembali(“PK”). Pada tanggal 26 Juli 2016, Perusahaantelah menerima Putusan Mahkamah AgungNo. 527 PK/Pdt/2015 tanggal 11 Februari2016, dimana permohonan PK Perusahaantelah ditolak oleh Mahkamah Agung.

On April 28, 2015, the Company submittedJudicial Review (“PK”). On July 26, 2016, theCompany received Supreme Court DecisionNo. 527 PK/Pdt/2015 dated February 11,2016, where the application for the PK of theCompany was rejected.










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i. Perjanjian Konsesi - Direktorat JenderalPerhubungan Udara

i. Concession Agreement - Directorate Generalof Civil Aviation

Pada tanggal 15 Desember 2015 Perusahaanmengadakan Perjanjian dengan DirektoratJenderal Perhubungan Udara (DJPU)mengenai pemberian konsesi untukmelakukan kegiatan pelayanan jasakebandarudaraan sebagaimana yangdituangkan dalam perjanjian No.HK.202/2/6/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 agreement No.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. Layanantersebut mencakup 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, daninstalasi limbah 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 storageof aircraft;

- Terminal facilities for passenger transportservices, cargo, and mail;

- Electronic facilities, electricity, water, andwaste disposal installations; and

- Areas for the building, grounds, andindustry as well as buildings provided tosupport air transportation..

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. Nilaiyang dibayarkan tersebut akan diakuisebagai Penerimaan Negara BukanPajak (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 of 5 (five) years. Theamount paid will be recognized as Non TaxRevenue (PNBP).










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i. Perjanjian Konsesi - Direktorat JenderalPerhubungan Udara (lanjutan)

i. Concession Agreement - Directorate Generalof Civil Aviation (continued)

Ketentuan-ketentuan penting dalam PerjanjianKonsesi adalah sebagai berikut, antara lain:(lanjutan)

Important conditions in the ConcessionAgreement, among others, are as follows:(continued)

- 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 andcontrol the implementation of the Concessionbased on Concession Agreement inaccordance with its authority regulated by theLaw.

Sampai dengan tanggal penyelesaian laporankeuangan konsolidasian, perpanjanganperjanjian tersebut masih dalam proses.

Up to the date of completion of theconsolidated financial statements, theextension of the agreement is still in process.

j. Aset landasan pacu di Bandar UdaraInternasional Kualanamu

j. Runway asset in Kualanamu InternationalAirport

Sampai dengan tanggal 31 Desember 2016,Perusahaan belum mencatat aset landasanpacu di bandar udara internasional Kualanamudalam laporan keuangannya karenaPerusahaan belum dapat memastikan waktudan jumlah penyerahan aset tersebut dariDJPU kepada Perusahaan walaupunPerusahaan telah mengoperasikan asettersebut sejak 2013.

Up to December 31, 2016, the Company hasnot recorded the runway asset in Kualanamuinternational airport in its financial statementssince the Company is not yet able to determinethe timing and amount of the transfer ofownership of the assets from DJPU to theCompany even though the Company has beenoperating the asset since 2013.

Perusahaan telah menerima informasi dariDJPU mengenai rencana serah terima asettersebut, namun, rencana tersebut tidakmenyatakan secara jelas jangka waktu serahterima ataupun bagian mana dari asetlandasan pacu tersebut yang akan secaraaktual diserahterimakan kepada Perusahaan.Sehubungan dengan itu, Perusahaanmenimbang bahwa kepemilikan masa depanatas aset landasan pacu tersebut adalahmungkin, namun belum pasti.

The Company has received information fromDJPU regarding the plan of transferring theasset, however, the plan did not clearly statethe time frame of the transfer or which part ofthe runway asset that will actually betransferred to the Company. Thus, theCompany considers that the future ownershipof such runway asset is probable, but notvirtually certain yet.

Taksiran terbaik Perusahaan mengenai biayaperolehan landasan pacu tersebut adalahRp626.347.380.000, termasukRp528.963.662.000 biaya landasan pacu danRp97.383.718.000 eskalasi harga.

The Company’s best estimate regarding thecost of such runway is Rp626,347,380,000,including Rp528,963,662,000 runway cost andRp97,383,718,000 price escalation.










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j. Aset landasan pacu di bandara Kualanamu(lanjutan)

j. Runway asset in Kualanamu airport(continued)

Pada tanggal 28 Desember 2017, Perusahaanmenerima Berita Acara Serah TerimaOperasional Hasil Pekerjaan Satker BandarUdara Medan Baru di Bandara KualanamuMedan dari DJPU dengan No. BA. 1504 Tahun2017 atas landasan pacu dengan nilai totalsebesar Rp528.066.514.731 (Catatan 30).

On December 28, 2017, the Company receivedMinutes of Handover of Operation of WorkingResult Satker Medan Baru Airport inKualanamu Airport from DJPU with No. BA.1504 Tahun 2017 for runway amounted toRp528,066,514,731 (Note 30).

k. Serahoperasi Bandar Udara Banyuwangi k. 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.

Pada tanggal 22 Desember 2017, Perusahaandan DJPU menandatangani Berita AcaraPengalihan Pengoperasian Bandar UdaraBanyuwangi dari DJPU kepada Perusahaan,dimana DJPU 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, whereby DJPU handed over thetransfer/operation of Banyuwangi Airport to theCompany include facilities, equipment andhuman resources.

Pada tanggal 22 Desember 2017, Perusahaandan DJPU menandatangani Berita AcaraSerah Terima Operasional Hasil PekerjaanBandar Udara Banyuwangi dari DJPU kepadaPerusahaan, dimana DJPU menyerahkan hasilpekerjaan pada Bandar Udara Banyuwangikepada Perusahaan. Hasil pekerjaan tersebutberupa aset peralatan dan mesin, gedung danbangunan, jalan dan jembatan, irigasi,jaringan, aset tetap lainnya dan asettakberwujud yang seluruhnya berjumlahRp207.706.379.411 yang dinilai berdasarkanharga perolehan.

On December 22, 2017, the Company andDJPU signed an Official Report on theOperation Handover of Banyuwangi AirportWork Results from DJPU to the Company,where the DJPU submitted the proceeds atBanyuwangi Airport to the Company. Theproceeds consist of equipment and machinery,buildings, roads and bridges, irrigation,network, other fixed assets and intangibleassets with total amounted toRp207,706,379,411 valued at cost.

48. STANDAR AKUNTANSI YANG TELAHDISAHKAN NAMUN BELUM BERLAKU EFEKTIF

48. 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 intepretations that are issued bythe Indonesian Financial Accounting StandardsBoard (DSAK), but not yet effective for currentconsolidated financial statements are disclosedbelow. The Group intend to adopt these standards,if applicable, when they become effective.










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48. STANDAR AKUNTANSI YANG TELAHDISAHKAN NAMUN BELUM BERLAKU EFEKTIF(lanjutan)

48. ACCOUNTING STANDARDS ISSUED BUT NOTYET EFFECTIVE (continued)

a. Amandemen PSAK 1: Penyajian LaporanKeuangan tentang Prakarsa Pengungkapan.Amandemen ini mengklarifikasi, bukanmengubah secara signifikan, persyaratanPSAK 1, antara lain, mengklasifikasi mengenaimaterialitas, fleksibilitas urutan sistematiscatatan atas laporan keuangan danpengidentifikasian kebijakan akuntansisignifikan.

a. Amendments to PSAK 1: Presentation ofFinancial Statements on Disclosures initiative.This amendments clarify, rather thansignificantly change, exiting PSAK 1requirements, among others, to clarify themateriality, flexibility as to financial statementsand identification of significant accountingpolicies.

b. ISAK 31: Interprestasi atas ruang lingkupPSAK 13: Properti Investasi. ISAK 13 inimemberikan interprestasi atas karakteristikbangunan yang digunakan sebagai bagian daridefinisi properti investasi dalam PSAK 13.

b. ISAK 31: Interpretation of scope for PSAK 13:Investement property. ISAK 31 providesinterpretation to building characteristic whichhas been used as a part of investmentproperty definition on PSAK 13.

c. Amandemen PSAK 2: Laporan Arus Kastentang Prakarsa Pengungkapan, berlakuefektif 1 Januari 2018 dengan penerapan dinidiperkenankan. Amandemen ini mensyaratkanentitas untuk menyediakan pengungkapanyang memungkinkan pengguna laporankeuangan untuk mengevaluasi perubahanpada liabilitas yang timbul dari aktivitaspendanaan, termasuk perubahan yang timbuldari arus kas maupun perubahan non-kas.

c. Amendments to PSAK 2: Statement of CashFlows on the Disclosures Initiative, effectiveJanuary 1, 2018 with earlier application ispermitted. This amendments requires entitiesto provide disclosures that enable the financialstatements users to evaluate the changes inliabilities arising from financing activities,including changes from cash flow and non-cash.

d. Amandemen PSAK 16: Aset Tetap tentangAgrikultur: Tanaman Produktif, berlaku efektif1 Januari 2018. Amandemen inimengklarifikasi bahwa aset biologis yangmemenuhi definisi tanaman produktif (bearerplants) masuk dalam ruang lingkup PSAK 16:Aset Tetap.

d. Amendments to PSAK 16: Property, Plant andEquipment on Agriculture: Bearer Plants,effective January 1, 2018. The amendmentsclarify that biological assets that meet thedefinition of productive plants (bearer plants)included in the scope of PSAK 16: Property,Plant and Equipment.

e. PSAK 24 (Penyesuaian 2016): Imbalan Kerja,berlaku efektif 1 Januari 2017 denganpenerapan dini diperkenankan. Penyesuaianini mengklarifikasi bahwa pasar obligasikorporasi berkualitas tinggi dinilai berdasarkandenominasi mata uang obligasi tersebut danbukan berdasarkan negara di mana obligasitersebut berada.

e. PSAK 24 (2016 Improvement): EmployeeBenefits, effective January 1, 2017 with earlierapplication is permitted. This improvementclarifies that the market of high qualitycorporate bonds is valued by denominatedbonds and not based on the country in whichthe bonds are.

f. Amandemen PSAK 46: Pajak Penghasilantentang Pengakuan Aset Pajak Tangguhanuntuk Rugi yang Belum Direalisasi, berlakuefektif 1 Januari 2018 dengan penerapan dinidiperkenankan. Amandemen inimengklarifikasi bahwa untuk menentukanapakah laba kena pajak akan tersediasehingga perbedaan temporer yang dapatdikurangkan dapat dimanfaatkan; estimasiatas kemungkinan besar laba kena pajakmasa depan dapat mencakup pemulihanbeberapa aset entitas melebihi jumlahtercatatnya.

f. Amendments to PSAK 46: Income Taxes onthe Recognition of Deferred Tax Assets forUnrealized Losses, effective January 1, 2018with earlier application is permitted. Thisamendments clarifies that to determinewhether the taxable income will be availableso that the deductible temporary differencescan be utilized; estimates of the most likelyfuture taxable income can include recovery ofcertain assets of the entity exceeds its carryingamount.










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48. STANDAR AKUNTANSI YANG TELAHDISAHKAN NAMUN BELUM BERLAKU EFEKTIF(lanjutan)

48. ACCOUNTING STANDARDS ISSUED BUT NOTYET EFFECTIVE (continued)

g. PSAK 60 (Penyesuaian 2016): InstrumenKeuangan: Pengungkapan, berlaku efektif 1Januari 2017 dengan penerapan dinidiperkenankan. Penyesuaian inimengklarifikasi bahwa entitas harus menilaisifat dari imbalan kontrak jasa untukmenentukan apakah entitas memilikiketerlibatan berkelanjutan dalam asetkeuangan dan apakah persyaratanpengungkapan terkait keterlibatanberkelanjutan terpenuhi.

g. PSAK 60 (2016 Improvement): FinancialInstruments, effective January 1, 2017 withearlier application is permitted. Thisimprovement clarifies that an entity mustassess the nature of the service contractbenefits to determine whether the entity has acontinuing involvement in financial assets andwhether the disclosure requirements related tothe continuing involvement are met.

Kelompok Usaha sedang mengevaluasi dampakdari standar akuntansi tersebut dan belummenentukan dampaknya terhadap laporankeuangan konsolidasian.

The Group is presently evaluating and has not yetdetermined the effects of these accountingstandards on its consolidated financial statements.

49. INFORMASI TAMBAHAN ATAS LAPORANARUS KAS

49. 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:


2017 2016

Kapitalisasi biaya pinjaman ke aset tetap 154.034.397.080 266.152.377.178 Capitalization of borrowing costsPenambahan aset tetap yang diperoleh

dari BPYBDS 606.135.339.478 130.772.407.239 Addition of fixed assets received from BPYBDSReklasifikasi perangkat lunak dari aset tetap Reclassification software from fixed assets

ke aset tidak lancar lain-lain 64.756.575.105 - to other non-current assets

50. KEJADIAN SETELAH TANGGAL PELAPORAN 50. EVENT AFTER REPORTING PERIOD

a. Pada tanggal 5 Januari 2018, Perusahaanmengeluarkan Keputusan Direksi tentang TaskForce Alih Operasi Bandar Udara Banyuwangiyang diperuntukkan untuk mendukung danmemastikan semua kesiapan pengalihan secaramenyeluruh operasional Bandar UdaraBanyuwangi kepada Perusahaan, baik dari sisifasilitas, operasi, pelayanan, komersial, sistemdan informasi serta pemenuhan sumber dayamanusia berjalan dengan baik dan tepat, denganpembentukan Coordinator of Safety, Risk,Operation & Quality Control, Coordinator ofAirport Service & Commercial Support,Coordinator of Shared Service dan Member.

a. 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 ofSafety, Risk, Operation & Quality Control,Coordinator of Airport Service & CommercialSupport, Coordinator of Shared Service andMember.










122

50. KEJADIAN SETELAH TANGGAL PELAPORAN(lanjutan)

50. EVENT AFTER REPORTING PERIOD(continued)

b. Pada tanggal 22 Januari 2018, Perusahaan,Pemerintah Daerah Provinsi Jawa Barat(Pemprov Jabar) dan PT BandarudaraInternasional Jawa Barat (BJIB)menandatangani Perjanjian KerjasamaPenyelenggaraan Jasa Kebandarudaraan diBandara Internasional Jawa Barat, dimana parapihak sepakat menunjuk Perusahaan sebagaioperator untuk melaksanakan penyelenggaraanjasa kebandarudaraan, termasuk pengoperasiandan pemeliharaan Bandara Internasional JawaBarat di Kecamatan Kertajati. Jangka waktuperjanjian ini berlaku selama 17 tahun terhitungsejak ditandatangani perjanjian dan dapatdiperpanjang atas kesepakatan tertulis parapihak.

b. On January 22, 2018, the Company,Pemerintah Daerah Provinsi Jawa Barat(Pemprov Jabar) and PT BandarudaraInternasional International Jawa Barat (BJIB)signed a Cooperation Agreement on AirportService Provision at West Java InternationalAirport, whereby the parties agreed to appointthe Company as operator to carry out theservice airport, 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.

c. Pada tanggal 19 Februari 2018, Perusahaanmenerima Salinan Keputusan Menteri BadanUsaha Milik Negara Selaku Rapat UmumPemegang Saham Perusahaan Perseroan(Persero) PT Angkasa Pura II No. SK-45/MBU/02/2018 yang memutuskan antara lain:- Mengukuhkan pemberhentian dengan

hormat Hadi Tjahjanto sebagai komisarisPerusahaan terhitung sejak tanggal 16 April2017.

- Memberhentikan dengan hormat MaryatiKarma sebagai komisaris Perusahaan.

- Mengalihkan penugasan Mujahidin HarpinOndeh dari semula sebagai komisarismenjadi komisaris independen Perusahaan.

- Mengangkat Mohamad PramintohadiSukarno sebagai komisaris Perusahaan.

c. On February 19, 2018, the Company receiveda Copy of Decree of the Minister of State-Owned Enterprises as the Company's GeneralMeeting of Shareholders of PerusahaanPerseroan (Persero) PT Angkasa Pura II No.SK-45/MBU/02/2018 which decides amongothers:- Confirming the dismissal Hadi Tjahjanto

as Commissioner of the Company as ofApril 16, 2017.

- Dismiss with respect Mrs. Maryati Karmaas Commissioner of the Company.

- Switch assignments of Mr. MujahidinHarpin Ondeh from commissioner tobecome an independent commissioner ofthe Company.

- Appoint Mr. Mohamad PramintohadiSukarno as commissioner of theCompany.

d. Pada tanggal 22 Februari 2018, Perusahaan danSDM menandatangani addendum II PerjanjianKerjasama 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.

d. 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.

INFORMASI KEUANGAN ENTITAS INDUK/FINANCIAL INFORMATION OF THE PARENT ENTITY

1

PT ANGKASA PURA II (PERSERO)ENTITAS INDUK SAJA

LAPORAN POSISI KEUANGAN31 Desember 2017


PT ANGKASA PURA II (PERSERO)PARENT ENTITY ONLY

STATEMENT OF FINANCIAL POSITIONDecember 31, 2017



2017 2016

ASET ASSETS

ASET LANCAR CURRENT ASSETSKas dan setara kas 5.684.474.649.472 6.586.142.271.009 Cash and cash equivalentsPiutang usaha, bersih 866.035.764.957 904.752.035.578 Trade receivables, netPiutang lain-lain 79.457.390.437 78.751.791.675 Other receivablesPersediaan 9.676.567.925 9.774.203.145 InventoriesUang muka 66.007.047.743 47.875.938.155 AdvancesBiaya dibayar di muka 25.000.000.000 - Prepaid expensesPendapatan yang masih harus diterima 93.765.401.581 114.002.082.253 Accrued revenue

TOTAL ASET LANCAR 6.824.416.822.115 7.741.298.321.815 TOTAL CURRENT ASSETS

ASET TIDAK LANCAR NON-CURRENT ASSETSAset keuangan yang tersedia untuk dijual 92.175.300.000 102.137.400.000 Available-for-sale financial assetsPenyertaan saham 732.588.227.596 732.588.227.597 Investments in shares of stockUang muka pembelian tanah 535.980.966.175 - Advance for land acquisitionProperti investasi, bersih 76.758.884.283 77.524.639.174 Investment property, netAset tetap, bersih 24.001.909.124.182 19.251.634.473.869 Fixed assets, netAset pajak tangguhan, bersih - 28.084.475.573 Deferred tax assets, netAset tidak lancar lain-lain 110.058.731.061 31.532.061.881 Other non-current assets

TOTAL ASET TIDAK LANCAR 25.549.471.233.297 20.223.501.278.094 TOTAL NON-CURRENT ASSETS

TOTAL ASET 32.373.888.055.412 27.964.799.599.909 TOTAL ASSETS

2


LAPORAN POSISI KEUANGAN (lanjutan)31 Desember 2017



STATEMENT OF FINANCIALPOSITION (continued)



2017 2016

LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY

LIABILITAS JANGKA PENDEK CURRENT LIABILITIESUtang usaha 2.852.856.757 3.226.062.380 Trade payablesUtang lain-lain 198.312.502.877 179.333.205.624 Other payablesBeban akrual 3.202.559.146.091 2.412.742.136.046 Accrued expensesUtang pajak 129.081.722.354 125.120.538.803 Taxes payableLiabilitas dana pensiun 21.486.306.797 117.265.054.591 Pension fund liabilitiesPendapatan yang diterima di muka 131.734.987.435 139.219.179.642 Unearned revenuesLiabilitas imbalan kerja Short-term employees

jangka pendek 166.956.940.897 162.961.095.602 benefits liabilitiesBagian jangka pendek utang

bank jangka panjang 133.466.336.718 15.625.000.000 Current portion of long-term bank loan

TOTAL LIABILITASJANGKA PENDEK 3.986.450.799.926 3.155.492.272.688 TOTAL CURRENT LIABILITIES

LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIESPinjaman bank jangka panjang: Long-term loans:

Utang bank jangka panjang 4.205.092.117.441 2.745.261.894.922 Long-term bank loansUtang obligasi 1.994.233.527.110 1.993.380.472.723 Bonds payable

Utang jaminan pelanggan 14.715.689.193 15.365.850.140 Customers depositsLiabilitas pajak tangguhan 147.577.145.173 - Deferred tax liabilitiesLiabilitas imbalan kerja 126.434.190.719 132.985.571.954 Employee benefits liabilitiesDana program Tunjangan Hari Tua 382.637.262 2.600.439.192 Retirement program fundsDana program BUMN peduli beasiswa - 4.602.077.765 BUMN scholarship program funds

TOTAL LIABILITASJANGKA PANJANG 6.488.435.306.898 4.894.196.306.696 TOTAL NON-CURRENT LIABILITIES

TOTAL LIABILITAS 10.474.886.106.824 8.049.688.579.384 TOTAL LIABILITIES

EKUITAS EQUITYModal saham - nilai nominal Capital stock - par value of

Rp1.000.000 per saham Rp1,000,000 per shareModal dasar - 20.000.000 saham Authorized capital - 20,000,000 sharesModal ditempatkan dan

disetor penuh - 7.000.000 saham 7.000.000.000.000 7.000.000.000.000 Issued and fully paid - 7,000,000 sharesModal disetor lainnya 4.752.112.049.937 2.506.489.461.360 Other paid-in capitalKomponen ekuitas lainnya 552.273.794.533 2.191.761.043.633 Other components of equityRugi komprehensif lain (165.568.077.749) (138.820.711.334) Other comprehensive lossSaldo laba Retained earnings

Dicadangkan 8.529.641.394.521 6.919.388.366.350 AppropriatedBelum dicadangkan 1.230.542.787.346 1.436.292.860.516 Unappropriated

TOTAL EKUITAS 21.899.001.948.588 19.915.111.020.525 TOTAL EQUITY

TOTAL LIABILITAS DAN EKUITAS 32.373.888.055.412 27.964.799.599.909 TOTAL LIABILITIES AND EQUITY

3


LAPORAN LABA RUGI DAN PENGHASILANKOMPREHENSIF LAIN




STATEMENT OFPROFIT OR LOSS AND OTHER

COMPREHENSIVE INCOMEYear ended December 31, 2017



2017 2016

PENDAPATAN USAHA OPERATING REVENUESPendapatan aeronautika 5.018.615.265.006 4.028.875.979.334 Aeronautical revenuesPendapatan non-aeronautika 2.853.887.518.312 2.472.672.831.627 Non-Aeronautical revenues

TOTAL 7.872.502.783.318 6.501.548.810.961 TOTAL

Beban operasional bandara (2.624.039.220.106) (2.041.988.231.898) Airport operation expensesBeban pegawai (1.322.964.115.663) (1.226.606.807.264) Employee expensesBeban umum dan administrasi (1.119.949.773.258) (1.137.593.042.014) General and administrative expensesBeban pemasaran (18.363.017.191) (16.605.846.901) Marketing expensesPenghasilan lain-lain 79.669.122.341 66.512.068.542 Other incomeBeban lain-lain (99.100.520.923) (98.291.521.130) Other expenses

LABA USAHA 2.767.755.258.518 2.046.975.430.296 OPERATING PROFIT

Penghasilan keuangan 339.733.563.387 204.521.065.745 Finance incomePajak final atas penghasilan keuangan (66.803.887.130) (44.192.675.430) Final tax on finance incomeBiaya keuangan (287.483.429.708) (15.207.603.578) Finance costs

LABA SEBELUM PROFIT BEFOREPAJAK PENGHASILAN BADAN 2.753.201.505.067 2.192.096.217.033 CORPORATE INCOME TAX

Beban pajak final (101.837.996.813) (89.334.062.928) Final tax expense

LABA SEBELUM PAJAK PROFIT BEFOREPENGHASILAN BADAN 2.651.363.508.254 2.102.762.154.105 CORPORATE INCOME TAX

BEBAN (MANFAAT) INCOME TAX EXPENSEPAJAK PENGHASILAN (BENEFIT)Pajak kini 629.270.509.586 540.343.498.250 Current taxPajak tangguhan 187.590.043.667 (356.798.510.729) Deferred tax

BEBAN PAJAK PENGHASILAN, BERSIH 816.860.553.253 183.544.987.521 INCOME TAX EXPENSES, NET

LABA TAHUN BERJALAN 1.834.502.955.001 1.919.217.166.584 PROFIT FOR THE YEAR

PENGHASILAN (RUGI) OTHER COMPREHENSIVEKOMPREHENSIF LAIN INCOME (LOSS)

Pos-pos yang akan Item that will bedireklasifikasi ke laba rugi reclassified to profit or lossperiode berikutnya in subsequent periodPerubahan nilai wajar aset Changes in fair value of available

keuangan tersedia untuk dijual 9.037.900.000 696.900.000 for sale financial assetsPos-pos yang tidak akan Item that will not bedireklasifikasi ke laba rugi reclassified to profit or lossperiode berikutnya in subsequent periodKerugian aktuaria (47.713.688.557) (57.491.797.635) Actuarial lossEfek beban pajak penghasilan 11.928.422.142 14.372.949.409 Income tax effect expense

TOTAL PENGHASILAN KOMPREHENSIF TOTAL COMPREHENSIVE INCOMETAHUN BERJALAN 1.807.755.588.586 1.876.795.218.358 FOR THE YEAR

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5

PT ANGKASA PURA II (PERSERO)ENTITAS INDUK SAJALAPORAN ARUS KAS




STATEMENT OF CASH FLOWSYear ended December 31, 2017



2017 2016

ARUS KAS DARI CASH FLOWS FROMAKTIVITAS OPERASI OPERATING ACTIVITIES

Penerimaan dari pelanggan 7.837.101.930.005 6.070.499.882.200 Receipts from customersPembayaran kepada pemasok Payments to suppliers and other

dan pihak ketiga lainnya (3.041.280.281.639) (1.634.103.664.299) third partiesPembayaran kepada karyawan (1.502.872.149.609) (1.288.586.457.842) Payments to employeesPembayaran bunga (287.651.160.996) (14.976.394.652) Payment of interestPenerimaan bunga 272.929.676.257 160.328.390.315 Receipt of interestPenerimaan (pembayaran) lainnya (44.570.945.135) (11.675.552.394) Other receipts (payments)Pembayaran pajak (636.902.935.275) (637.623.683.189) Payments for taxes

Kas bersih yang diperoleh dari Net cash provided byaktivitas operasi 2.596.754.133.608 2.643.862.520.139 operating activities

ARUS KAS DARI CASH FLOWS FROMAKTIVITAS INVESTASI INVESTING ACTIVITIES

Perolehan aset tetap (4.665.211.991.022) (3.711.499.472.766) Acquisition of fixed assetsPenerimaan dari penjualan aset tetap 2.256.449.576 6.511.495.353 Proceed from sales of fixed assetsHasil penjualan aset keuangan Proceed from sale of financial

tersedia untuk untuk dijual 19.000.000.000 5.000.000.000 assets available-for-salePenambahan penyertaan pada Additional subscription in subsidiaries

entitas anak dan entitas asosiasi - (474.600.000.000) and associate entity

Kas bersih yang digunakan untuk Net cash used inaktivitas investasi (4.643.955.541.446) (4.174.587.977.413) investing activities

ARUS KAS DARI CASH FLOWS FROMAKTIVITAS PENDANAAN FINANCING ACTIVITY

Penerimaan utang jangka panjang: Proceeds from long-term liabilities:Utang bank 1.586.727.027.453 1.564.068.867.701 Bank loanUtang obligasi - 2.000.000.000.000 Bonds payable

Pembayaran pinjaman bank (11.193.241.152) - Payment of bank loanPembayaran biaya Payments for bank

transaksi utang bank - (13.650.000.000) loan transaction costsPembayaran biaya Payments for bonds

transaksi utang obligasi - (6.969.810.487) payable transaction costsPembayaran dividen kas (430.000.000.000) (337.464.537.557) Payments of cash dividendsPenambahan modal disetor lainnya - 2.000.000.000.000 Other paid-in capital addition

Kas bersih yang diperoleh Net cashuntuk aktivitas pendanaan 1.145.533.786.301 5.205.984.519.657 provided by financing activities

KENAIKAN (PENURUNAN) INCREASE (DECREASE) IN CASHKAS DAN SETARA KAS (901.667.621.537) 3.675.259.062.383 AND CASH EQUIVALENTS

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTSAWAL TAHUN 6.586.142.271.009 2.910.883.208.626 AT BEGINNING OF YEAR

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTSAKHIR TAHUN 5.684.474.649.472 6.586.142.271.009 AT END OF YEAR

6


CATATAN ATAS LAPORAN KEUANGANTanggal 31 Desember 2017 dan untuk tahun yang

berakhir pada tanggal tersebut(Disajikan dalam Rupiah, kecuali dinyatakan lain)


NOTES TO FINANCIAL STATEMENTSAs of December 31, 2017 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 ofthe parent entity separate financial statements arethe same 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 itsright to 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 2017 dan 2016, EntitasInduk memiliki penyertaan saham pada entitasanak dan entitas asosiasi berikut:

As of December 31, 2017 and 2016, the ParentEntity has the following investments in shares ofstock of subsidiaries and associates:

Persentase Biaya perolehan Persentase Biaya perolehanKepemilikan/ 31 Desember 2017/ Kepemilikan/ 31 Desember 2016/Percentage of Acquisition cost Percentage of Acquisition cost

ownership December 31, 2017 ownership December 31, 2016

Entitas Anak/SubsidiariesPT Angkasa Pura Solusi 99,99% 7.978.507.181 99,99% 7.978.507.181PT 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% 149.900.000.000Entitas Asosiasi/AssociatesPT Gapura Angkasa 31,25% 151.213.437.914 31,25% 151.213.437.914PT Railink 40,00% 218.343.002.377 40,00% 218.343.002.377PT Purantara Mitra Angkasa Dua 0,13% 5.253.280.125 0,13% 5.253.280.125

Total 732.588.227.597 732.588.227.597

3. INFORMASI TAMBAHAN ATAS 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:


2017 2016

Kapitalisasi biaya pinjaman ke aset tetap 154.034.397.080 266.152.377.178 Capitalization of borrowing costsPenambahan aset tetap yang diperoleh

dari BPYBDS 606.135.339.478 130.772.407.239 Addition of fixed assets received from BPYBDSReklasifikasi perangkat lunak dari aset tetap Reclassification software from fixed assets

ke aset tidak lancar lain-lain 64.756.575.105 - to other non-current assets

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PT Angkasa Pura II (Persero)

T (62-21) 550 5079, 550 5074W www.angkasapura2.co.id

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