616-AP1 AnnualReport2018 PDF

SEMAKIN MANTAP
MEMASUKI STANDAR KELAS DUNIA

Growing Steadily to Enter Global Class Standard
Laporan Tahunan
2018
Annual Report
2018
Semakin Mantap
Memasuki Standar
Kelas Dunia
Growing Steadily To Enter Global
Class Standard
Sebagai pelopor pengusahaan kebandarudaraan secara As the pioneer of Indonesia's commercial
komersial di Indonesia, PT Angkasa Pura I (Persero) saat ini airports, PT Angkasa Pura I (Persero) is
mengelola 13 (tiga belas) bandara di Indonesia. Berawal dari currently managing 13 (thirteen) airports in
mimpi Presiden Soekarno yang ingin bandara di Indonesia the middle and eastern region of Indonesia.
dapat setara dengan bandara di negara maju, saat ini PT It was initiated from President Soekarno's
Angkasa Pura I (Persero) telah menjadi salah satu dari 10
vision to equalize the airport development
(sepuluh) perusahaan pengelola bandara terbaik di Asia.
in Indonesia with those in the advanced
Beberapa bandara yang dikelola Perseroan telah mendapatkan
countries, then PT Angkasa Pura I (Persero)
prestasi kelas dunia, diantaranya Bandar Udara Internasional
I Gusti Ngurah Rai Bali yang telah mendapatkan penghargaan has successfully been recorded as one
sebagai Bandara Terbaik nomor satu di dunia versi Airport among 10 (ten) most fast-growing airport
Service Quality (ASQ) Awards - Airports Council International management companies in Asia. A number of
(ACI). Sedangkan Bandar Udara Internasional SAMS Sepinggan airports under the Company's management
Balikpapan sebagai Bandara Peringkat Kedua Terbaik di have also secured global achievement,
Dunia serta Bandar Udara Internasional Juanda Surabaya including I Gusti Ngurah Rai International
sebagai Bandara Peringkat Ketiga di Dunia versi ASQ Award- Airport that was awarded as The Best
ACI 2017. Perseroan terus berupaya untuk meningkatkan Airport in Asia Pacific by ASQ and Airports
kinerja bandara lainnya, sehingga bisa menjadi pendorong
Council International (ACI), SAMS Sepinggan
perekonomian Indonesia.
International Airport in Balikpapan that was
awarded as the Second World's Best Airport,
and Juanda International Airport in Surabaya
that was awarded as the Third World's Best
Airport by ACI. The Company is enhancing
other airports' performance and growing
them as world-class airports as an attempt to
boost the Indonesian economy.
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Sumber Daya Manusia Human Capital
KESINAMBUNGAN TEMA THEME CORRELATIONS
2017
Bangga Melayani Bangsa
Proud to Serve The Nation
Sebagai operator 13 (tiga belas) As an operator of 13 (thirteen)

bandara di Indonesia, PT Angkasa airports in center and eastern parts of
Pura I (Persero) terus berupaya Indonesia, PT Angkasa Pura I (Persero)
meningkatkan kualitas pelayanan keeps on improving the service
di bandara yang dikelolanya. quality of its managed airports. The
Perseroan juga berkomitmen Company is also committed to support
mendukung program pemerintah government’s programs, specifically
khususnya dalam meningkatkan in improving air connectivity and
konektivitas udara dan mendorong escalating the foreign tourist visit.
kunjungan wisata. Sejumlah langkah The company has initiated strategies
telah dilakukan oleh Perseroan, di through terminal service innovation,
antaranya melalui inovasi pelayanan smart airport implementation,
di terminal, penerapan smart airport, digitalization of corporate business
digitalisasi proses bisnis perusahaan, process and acceleration in three
dan percepatan pembangunan strategic airport constructions which
tiga bandara yang masuk ke dalam belong to national strategic projects.
proyek strategis nasional.
2016
Membangun Kebanggaan Bangsa melalui Percepatan
Pembangunan Infrastruktur Bandara
Building National Pride Through

The Development of Airport Infrastructure
Untuk memantapkan pencapaian PT Angkasa Pura I (Persero) is well

visi “Menjadi Satu dari Sepuluh aware of its role as one of regional
Perusahaan Pengelola Bandara growth forces which later will affect
Terbaik di Asia”, Perseroan the national economy. To stabilize the
melakukan perubahan paradigma achievement of the vision “To Become
bisnis, dari sekadar infrastructure One of the Top Ten Airport Operators
provider menjadi service company in Asia,” the Company restructures
yang berorientasi kepada the business paradigm from a mere
peningkatan kualitas keselamatan, infrastructure provider into a service
keamanan, dan kenyamanan company oriented towards the
pengguna jasa bandara dengan improvement of airport users’ safety,
menggunakan model smart airport. security and comfort using smart
airport model.
2 PT ANGKASA PURA I (PERSERO)

Laporan Tahunan 2018
Teknologi Informasi Information Technology
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
2015
Pengembangan Perusahaan Pengelola
Bandar Udara Berkinerja Tinggi
Development on High Performance

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

di Indonesia memberikan dampak Indonesia have made a significant
signifikan bagi PT Angkasa Pura impact for PT Angkasa Pura I
I (Persero). Pengoptimalan porsi (Persero). The optimization of revenue
pendapatan dari sektor non- share from non-aeronautics was also
aeronautika pun dilakukan. been implemented.
PT ANGKASA PURA I (PERSERO)

3
2018 Annual Report
SEKILAS TENTANG PERUSAHAAN A GLIMPSE OF THE COMPANY

KEPEMILIKAN:
Ownership:
Pemerintah Republik
Indonesia 100%
The Government of The
Republic of Indonesia
100%
BIDANG JASA UTAMA:

Main Services:
USAHA:
Business Coverage: PT ANGKASA PURA I PJP4U;
PJP2U;
Aeronautika
(PERSERO) Garbarata (Aviobridge);
Counter Check-in;
Baggage Handling System (BHS)/Hold
Non Aeronautika Baggage Screening (HBS) ;
Aeronautics Konsesi Atas Jasa Penggunaan Fasilitas
Bandar Udara / Concession on The Services
Non-Aeronautics of Airport Facility Utilization
ENTITAS ANAK
Subsidiaries:
PT Angkasa Pura Hotel (99,99%);
PT Angkasa Pura Logistik (98,00%);
PT Angkasa Pura Properti (99,96%);
PT Angkasa Pura Retail (97,50%);
PT Angkasa Pura Suport (99,81%)

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2018 Annual Report
HIGHLIGHT KINERJA THE HIGHLIGHT OF PERFORMANCE
Total Aset tumbuh menjadi
%
Rp31,61 triliun
The total assets grow up reaching
27,80
Rp 31.61 trillion.
Pendapatan Aeronautika
meningkat menjadi Rp5,11
triliun
The Aeronautics revenue grows
%
12,99
reaching Rp 5.11 trillion.
Pendapatan Usaha tumbuh
%
menjadi Rp8,52 triliun
18,44
The business revenue grows up
reaching Rp 8.52 trillion.

Laba Tahun Berjalan

tumbuh menjadi Rp2,00
triliun
%
The active year profit grows up
41,23
reaching Rp 2 trillion.
Ekuitas tumbuh menjadi

Rp15,05 triliun
%
The equity grows up reaching
12,35
Rp 15.05 trillion.
Kinerja Non Keuangan Non-Financial Performance:
• Peringkat 1 Bandara Terbaik di Dunia, Kategori Jumlah • I Gusti Ngurah Rai International Airport in Bali, as
Penumpang 15-25 juta orang per tahun untuk Bandar the First Champion of The World's Best Airport, for
Udara Internasional I Gusti Ngurah Rai Bali. the category of 15-25 million passengers annually.
• Peringkat 2 Terbaik di Dunia, Kategori Jumlah • Sultan Aji Muhammad Sulaiman Sepinggan
Penumpang 15-25 juta orang per tahun untuk International Airport in Balikpapan, as the Second
Bandar Udara Internasional Sultan Aji Muhammad Champion of The World's Best Airport, for the
Sulaiman Sepinggan, Balikpapan. category of 15-25 million passengers annually.
• Peringkat 3 Terbaik di Dunia, Kategori Jumlah • Juanda International Airport in Surabaya, as the
Penumpang 15-25 juta orang per tahun untuk Third Champion of The World's Best Airport, for the
Bandar Udara Internasional Juanda Surabaya. category of 15-25 million passengers annually.
• Best Company to Work for in Asia 2018. • Best Company to Work for in Asia 2018.
• Best Employee Engagement Award 2018. • Best Employee Engagement Award 2018.
• Pencapaian Skor GCG 91,34 dengan kategori Sangat • Obtaining 91.34 on the GCG Score with the
Baik. Excellent category.

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2018 Annual Report
JEJAK LANGKAH MILESTONES
1962 1964 1965

15 November/November 20 Februari/February 17 Mei/May
Pemerintah RI mengeluarkan PP No. 33 Setelah melalui masa transisi selama dua Berdasarkan Peraturan Pemerintah
Tahun 1962 tentang Pendirian Perusahaan tahun, terhitung mulai tanggal 20 Februari Nomor 21 Tahun 1965 tentang Perubahan
Negara (PN) Angkasa Pura Kemayoran, 1964 PN Angkasa Pura Kemayoran resmi dan Tambahan PP Nomor 33 Tahun
yang ditandatangani oleh Pejabat Presiden mengambil alih secara penuh aset dan 1962, PN Angkasa Pura “Kemayoran”
RI Ir. Djuanda. Tugas pokoknya adalah operasional Bandar Udara Internasional berubah nama menjadi PN Angkasa Pura
pengelolaan dan pengusahaan Bandar Udara Kemayoran, Jakarta dari Kementerian dengan maksud untuk lebih membuka
Kemayoran Jakarta yang saat itu merupakan Perhubungan Udara. Tanggal inilah yang kemungkinan mengelola bandar udara
satu-satunya bandar udara internasional kemudian ditetapkan sebagai hari jadi lain di wilayah Indonesia.
yang melayani penerbangan dari dan keluar Perseroan.
negeri selain penerbangan domestik. In accordance with the Government
After undergoing a two-year transitional Regulation No. 21 of 1965 on the
Government of the Republic of Indonesia period, since 20 February 1964 PN Angkasa Amendment and Supplement to Regulation
issued Government Regulation No.33 of Pura Kemayoran officially took over the assets No. 33 of 1962, PN Angkasa Pura
1962 concerning the Establishment of State and operations of Kemayoran International “Kemayoran” changed its name into PN
Corporate (PN) which was signed by the Airport, Jakarta from the Ministry of Air Angkasa Pura with a view to further open up
Republic of Indonesia Presidential officer, Ir. Transportation. This date was then designated the possibility of managing other airports
Djuanda. The main duties of the company were as the anniversary of Company. in Indonesia.
to manage and operate the Kemayoran Airport
which at the time was the only international
airport serving inbound and outbound travel
both overseas other than domestic flights.
2013 2012
2 Januari/January 6 Januari/January
Pembentukan beberapa Entitas Anak, yaitu PT
Implementasi Tahap Pertama Proyek Enterprise Resource
Angkasa Pura Hotel, PT Angkasa Pura Properti,
Planning (ERP).
dan PT Angkasa Pura Logistik.
Implementation of the First Phase of Project Enterprise Resource
Establishment of Subsidiaries, including PT
Planning (ERP).
Angkasa Pura Hotel, PT Angkasa Pura Properti,
and PT Angkasa Pura Logistik.
4 Januari/January
Pendirian SBU Commercial Ngurah Rai sesuai dengan Keputusan
Direksi No. KEP.02/ OM.01.01/2013. 9 Februari/February
Pembentukan Entitas Anak
Establishment of Ngurah Rai Commercial SBU pursuant to the PT Angkasa Pura Suport.
Decision of the Board of Directors No.KEP.02/ OM.01.01/2013.
Establishment of subsidiary,
PT Angkasa Pura Suport.
6 Januari/January
Pengalihan tugas pengelolaan kenavigasian ke Perusahaan 20 Februari/February
Umum Lembaga Penyelenggara Pelayanan Navigasi Peluncuran identitas perusahaan (corporate
Penerbangan Indonesia (Perum-LPPNPI) berdasarkan Peraturan identity) berupa visi, misi, dan nilai-nilai
Pemerintah Nomor 77 Tahun 2012. perusahaan baru. Turut pula di-launching
Re-assignment of navigation management to Perum-LPPNPI pursuant hymne dan mars serta seragam baru
to the Government Regulation No. 77 of 2012. perusahaan.
Launching of corporate identity in the form of
new company vision, mission, and values. The
12 September/September Company’s hymn, and march as well as new
Pengoperasian terminal internasional baru Bandar Udara uniform were also launched.
Internasional I Gusti Ngurah Rai Bali.
Operation of the new international terminal at I Gusti Ngurah Rai
Airport of Bali.

1992 1986 1974

4 Februari/February 19 Mei/May 24 Oktober/October
Berdasarkan PP Nomor 5 Tahun 1992, Wilayah pengelolaan bandar udara komersial Status badan hukum PN Angkasa Pura
bentuk Perum Angkasa Pura I diubah di Indonesia dibagi dua, seiring dengan berubah menjadi Perusahaan Umum
menjadi Perseroan Terbatas (PT) yang perubahan Perum Angkasa Pura menjadi (Perum), berdasarkan PP Nomor 37 Tahun
sahamnya dimiliki sepenuhnya oleh Negara Perum Angkasa Pura I dan dibentuknya 1974.
Republik Indonesia sehingga namanya Perum Angkasa Pura II. Perum Angkasa
menjadi PT Angkasa Pura I (Persero). Pura I mengelola bandara di wilayah timur Status of Legal entity of PN Angkasa Pura was
Indonesia, sedangkan Perum Angkasa transformed into a Public Company (Perum),
Pursuant to the Government Regulation No. Pura II mengelola bandara di wilayah barat under Regulation No.37 of 1974.
5 of 1992, the status of Angkasa Pura I was Indonesia.
changed from a Public Company (Perum)
into a Limited Liability Company (PT), whose The area of commercial airport management
shares are wholly owned by the State of in Indonesia was divided into two areas,
Republic Indonesia, and bearing the name of marked by the change of Perum Angkasa
PT Angkasa Pura I (Persero). Pura into Perum Angkasa Pura I and the
establishment of Perum Angkasa Pura II.
Perum Angkasa Pura I managed airports in
the eastern part of Indonesia, while Perum
Angkasa Pura II managed airports in the
western part of Indonesia.
2011 2008
20 Oktober/October 22 September/September
Peresmian Bandar Udara Internasional Peresmian Bandar Udara Sultan
Lombok (BIL) oleh Presiden RI. Hasanuddin oleh Presiden RI.
Official Opening of Lombok International Official Opening of Sultan Hasanuddin
Airport (BIL) by the President of the Airport by the President of the Republic of
Republic of Indonesia. Indonesia.
1 Desember/December
Groundbreaking proyek pembangunan
Terminal 2 (T2) Bandar Udara Juanda,
Surabaya.
Ground breaking of Terminal 2 (T2)
construction project at Juanda Airport,
Surabaya.
30 Desember/December
Logo baru PT Angkasa Pura I (Persero)
sebagai salah satu identitas perusahaan
(corporate identity) resmi diluncurkan.
The new logo of PT Angkasa Pura I
(Persero) airports as one of the corporate
identities was officially launched.

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2018 Annual Report
2014 2015
14 Februari / February 17 September/September 18 Mei/May
Pengoperasian Terminal 2 Bandar Pengoperasian terminal domestik baru Groundbreaking Proyek Pengembangan
Udara Internasional Juanda Surabaya. Bandar Udara Internasional I Gusti Bandar Udara Internasional Syamsudin
Operation of Terminal 2 at Juanda Ngurah Rai Bali. Noor Banjarmasin.
International Airport, Surabaya. Operation of the new domestic terminal Groundbreaking of Syamsudin Noor
at I Gusti Ngurah Rai International International Airport of Banjarmasin
22 Maret / March Airport, Bali. Construction Project.
Pengoperasian terminal baru Bandar
Udara Internasional Sepinggan 19 Desember/December 17 Agustus /August
Balikpapan. Peresmian Bandar Udara Internasional Pengoperasian Terminal B Bandar Udara
Operation of the new terminal at I Gusti Ngurah Rai Bali oleh Menteri Internasional Adisutjipto Yogyakarta.
Sepinggan International Airport, Perhubungan RI. Operation of Terminal B at Adisutjipto
Balikpapan. Official Opening of I Gusti Ngurah Rai International Airport of Yogyakarta.
International Airport by the Mihnister of
17 Juni/June Transportation. 13 Desember/December
Groundbreaking pengembangan Pengoperasian Terminal Khusus
Bandar Udara Internasional Jenderal Umroh Bandar Udara Internasional
Ahmad Yani Semarang. Juanda Surabaya.
Groundbreaking for the development Operation of Special Terminal for Umroh
of Jenderal Ahmad Yani International at Juanda International Airport of
Airport, Semarang. Surabaya.
15 September/September
Peresmian Bandar Udara Internasional
Sultan Aji Muhammad Sulaiman
Sepinggan Balikpapan dan Terminal
2 Bandar Udara Internasional Juanda
Surabaya oleh Presiden RI.
Official opening of Sultan Aji
Muhammad Sulaiman Sepinggan
International Airport, Balikpapan and
Terminal 2 at Juanda International
Airport, Surabaya by the President of
the Republic of Indonesia.

2016 2017 2018

23 November /November 27 Januari/January 11 Februari 2018 /
Penerbitan Obligasi I Angkasa Pura I Groundbreaking pembangunan Bandar February
Tahun 2016 dan Sukuk Ijarah I Angkasa Udara Internasional Yogyakarta di
Kulonprogo oleh Presiden RI.
Seremonial topping off
Pura I Tahun 2016.
Issuance of Bonds I Angkasa Pura I Year Groundbreaking for the development terminal baru Bandar Udara
2016 and Sharia-compliant Bonds I of Yogyakarta International Airport Internasional Jenderal
Angkasa Pura I 2016. in Kulonprogo by the President of the
Republic of Indonesia.
Ahmad Yani Semarang.
The topping-off ceremony
for the opening of Jenderal
8 April/April
Groundbreaking pembangunan Kereta Ahmad Yani International
Api Bandar Udara Adi Soemarmo di
Airport's new terminal in
Boyolali oleh Presiden RI.
Groundbreaking for the development Semarang.
of Airport Rail Link at Adi Soemarmo
Airport in Boyolali by the President of
the Republic of Indonesia. 07 Juni 2018/June
Presiden RI meresmikan
beroperasinya terminal baru
Bandar Udara Internasional
Jenderal Ahmad Yani
Semarang.
The President of the Republic

of Indonesia officially opened
the operation of the new
terminal of Jenderal Ahmad
Yani International Airport in
Semarang.

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2018 Annual Report
KEUNGGULAN KAMI OUR EXCELLENCE
01
Perusahaan Pelopor Pengelolaan
Bandar Udara Secara Komersial
di Indonesia
Pioneer Company in Commercial Airport
Management In Indonesia

PT Angkasa Pura I (Persero) telah melakukan berbagai PT Angkasa Pura I (Persero) had introduced a number of
inovasi demi mewujudkan visi sebagai pengelola bandara innovations to implement its vision as the world-class
kelas dunia. Pada tahun 2018 Perseroan berhasil airport management company. In 2018, the Company
mencapai hasil yang memuaskan yang terlihat dari successfully secured a number of awards for the airports
beberapa pencapaian yang yang telah diraih bandara- under its management, including:
bandara yang dikelola Perseroan, antara lain:
1. Bandara Terbaik di Asia-Pasifik kategori jumlah 1. I Gusti Ngurah Rai International Airport in Bali that was
penumpang 15-25 juta orang per tahun yang diraih awarded by Airports Council International (ACI) as The
oleh Bandar Udara Internasional I Gusti Ngurah Rai Best Airport in Asia Pacific, for the category of 15-25
Bali dari Airports Council International (ACI). million passengers annually.
2. Peringkat 1 (satu) Bandara Terbaik di Dunia kategori 2. I Gusti Ngurah Rai International Airport in Bali that
bandara dengan jumlah penumpang 15-25 juta orang per was awarded by Airports Council International (ACI) as
tahun yang diraih oleh Bandar Udara Internasional I Gusti The First Champion of The World's Best Airport, for the
Ngurah Rai Bali Airports Council International (ACI). category of 15-25 million passengers annually.
3. Bandar Udara Internasional I Gusti Ngurah Rai Bali 3. I Gusti Ngurah Rai International Airport in Bali that was
Peringkat Kedua Bandara Terbaik di Asia-Pasifik dengan awarded by Airports Council International (ACI) as The
jumlah penumpang di atas 2 juta orang per tahun uang Second Champion of The Best Airport in Asia Pacific, for
diraih oleh Bandar Udara Internasional I Gusti Ngurah the category of 2 million passengers annually.
Rai Bali dari Airports Council International (ACI).
4. Peringkat Kedua Bandara Terbaik di Dunia kategori 4. Sultan Aji Muhammad Sulaiman Sepinggan International
bandara dengan jumlah penumpang 5-15 juta orang Airport in Balikpapan that was awarded by Airports
per tahun yang diraih oleh Bandar Udara Internasional Council International (ACI) as The Second Champion of
Sultan Aji Muhammad Sulaiman Sepinggan The World's Best Airport, for the category of 5-15 million
Balikpapan dari Airports Council International (ACI). passengers annually.
5. Peringkat Ketiga Bandara Terbaik di Dunia kategori 5. Juanda International Airport in Surabaya that was
bandara dengan jumlah penumpang 15-25 juta orang awarded by Airports Council International (ACI) as The
per tahun yang diraih oleh Bandar Udara Internasional Third Champion of The World's Best Airport, for the
Juanda Surabaya dari Airports Council International category of 5-15 million passengers annually.
(ACI).

13
2018 Annual Report
02
Pengelola Bandara-Bandara
Utama yang Berada di Pusat Bisnis
dan Pariwisata Indonesia
Management of Main Airports
on Indonesia’s Central Business and Tourism
Saat ini, Perseroan mengelola bandara-bandara: Currently, the company manages the following airports:
1. Bandar Udara Internasional I Gusti Ngurah Rai – Bali 1. I Gusti Ngurah Rai International Airport - Bali.
2. Bandar Udara Internasional Juanda – Surabaya. 2. Juanda International Airport - Surabaya.
3. Bandar Udara Internasional Sultan Hasanuddin – Makassar. 3. Sultan Hasanuddin International Airport - Makasar.
4. Bandar Udara Internasional Sultan Aji Muhammad Sulaiman 4. Sultan Aji Muhammad Sulaiman Sepinggan International
Sepinggan – Balikpapan. Airport - Balikpapan.
5. Bandar Udara Internasional Frans Kaisiepo – Biak. 5. Frans Kaisiepo International Airport - Biak.
6. Bandar Udara Internasional Sam Ratulangi – Manado. 6. Sam Ratulangi International Airport - Manado.
7. Bandar Udara Syamsudin Noor – Banjarmasin. 7. Syamsudin Noor Airport – Banjarmasin.
8. Bandar Udara Internasional Jenderal Ahmad Yani – Semarang. 8. Jenderal Ahmad Yani International Airport - Semarang.
9. Bandar Udara Internasional Adisutjipto – Yogyakarta. 9. Adisutjipto International Airport - Yogyakarta.
10. Bandar Udara Internasional Adi Soemarmo – Surakarta. 10. Adi Soemarmo International Airport - Surakarta.
11. Bandar Udara Internasional Lombok - Lombok Tengah. 11. Lombok International Airport - Central Lombok.
12. Bandar Udara Internasional Pattimura – Ambon. 12. Pattimura International Airport - Ambon.
13. Bandar Udara Internasional El Tari – Kupang. 13. El Tari International Airport - Kupang.
Bandar udara yang dikelola oleh Perseroan memiliki lokasi yang The Company’s managed airports have strategic locations, situated
strategis, yaitu berada di pusat bisnis (Surabaya, Makassar, in central business areas (Surabaya, Makassar, Balikpapan,
Balikpapan, Banjarmasin, dan Semarang) dan juga kawasan Banjarmasin, and Semarang) as well as prime tourism destinations
pariwisata unggulan Indonesia (Bali, Manado, Yogyakarta, (Bali, Manado, Yogyakarta, Surakarta, Lombok, Ambon and Kupang)
Surakarta, Lombok, Ambon dan Kupang). of Indonesia.

03
Komitmen yang Tinggi dalam
Menerapkan Information
and Communication
Technology Kelas Dunia
High Commitment in The Implementation
of World Class Information and Communication
Technology
PT Angkasa Pura I (Persero) memiliki komitmen yang tinggi PT Angkasa Pura I (Persero) is highly committed to adopt the world-
dalam penerapan world class information and communication class information and communication technologies (ICT). The vision is
technology (ICT). Hal ini diwujudkan dengan perumusan strategi implemented through the strategies, including: operation excellence,
teknologi informasi yang meliputi operation excellence, revenue revenue safeguarding, ERP enhancement, and ICT enhancement.
safeguarding, penguatan fondasi ERP, dan penguatan fondasi The operation excellence strategy includes the enhancement of
ICT. Strategi operation excellence merupakan strategi penguatan communication technologies to support the reliable business by
teknologi komunikasi untuk mendukung berjalannya proses bisnis implementing the Airport Operation Control System (AOCS) in all
perusahaan yang andal. Hal ini dilakukan dengan implementasi of the airports. The Company has innovated in the SATU Aplikasi
Airport Operation Control System (AOCS) di seluruh bandar udara. Untuk Prestasi program by applying the digital office automatization
Perseroan telah melakukan inovasi pada program SATU Aplikasi services called Office Collaboration Platform (OCP) , Management of
Untuk Prestasi dengan menerapkan layanan otomasi perkantoran Electronic Document (TNDE), and AP1 e-Learning (APel) to improve
Office Collaboration Platform (OCP) berbasis digital, Tata Naskah the working productivity and competencies of all the personnels
Dokumen Elektronik (TNDE), dan AP1 e-Learning (APel) untuk involved PT Angkasa Pura I (Persero).
peningkatan produktivitas kerja dan peningkatan kompetensi
seluruh personil PT Angkasa Pura I (Persero).
Strategi revenue safeguarding adalah pencapaian teknologi informasi The revenue safeguarding strategy includes the integration of
dan komunikasi untuk mendukung revenue safeguarding. Hal ini information and communication technologies (ICT) that relate to
diwujudkan dengan pemanfaatan ICT yang berhubungan dengan jasa the services, such as Passenger Service Charge on Ticket System
layanan yang antara lain meliputi passenger service charge on ticket (POTS) and Parking System. The Company had provided a free Wi-Fi
system (POTS) dan parking system. Perseroan telah menambahkan service with up to 100 MB per access point in bandwidth and Angkasa
fasilitas layanan free Wi-Fi dengan bandwidth up to 100 MB per access Pura Airport Mobile Apps that is available on Apple App Store and
point dan aplikasi Angkasa Pura Airport Mobile Apps yang dapat Google Play through Personalized Service. The provision of the
diunduh di Apple App Store dan Google Play melalui personalisasi technologies implies the initial implementation of the smart airport
layanan (personalized service) sebagai langkah awal dari implementasi that is available in 13 (thirteen) airports as an attempt to improve
smart airport bagi pengguna jasa bandara yang tersedia di 13 (tiga Customer Satisfaction Index. The ERP enhancement is established
belas) bandara sehingga dapat meningkatkan indeks kepuasan through the financial system integration among the subsidiaries and
pelanggan atau Customer Satisfaction Index (CSI) bandara. Strategi parent company to produce the accurate and punctual Consolidation
penguatan fondasi ERP dilakukan dengan mengintegrasi sistem Financial Report, SAP development (BPC and Enterprise Asset
keuangan antara Entitas Anak dengan Induk untuk menghasilkan Management), and the integration of Legacy Application with the
Laporan Keuangan Konsolidasi yang akurat dan tepat waktu ERP Platform via service-bus. Meanwhile, the ICT enhancement is
pengembangan SAP (BPC dan Enterprise Asset Management), dan carried out through the standardization of ICT infrastructures (LAN,
integrasi Legacy Application dengan ERP Platform menggunakan WAN, Communication, Wi-Fi, and Servers), ICT Governance, and
service-bus. Untuk strategi penguatan fondasi ICT dicapai dengan Human Resources fulfillment related to certification, training, and
standardisasi infrastruktur ICT (LAN, WAN, Communication, Wi-Fi, number).
dan Server), ICT Governance, dan pemenuhan kebutuhan SDM terkait
sertifikasi, training, dan jumlah).

15
2018 Annual Report
04
Komitmen yang Tinggi Terhadap
Implementasi Safety, Security,
and Service through Compliance
(3S+1C)
High Commitment to The Implementation
of Safety, Security, and Service Through
Compliance (3S+1C)
Sebagai perusahaan pengelola bandar udara, PT Angkasa As the airport management company, PT Angkasa
Pura I (Persero) sangat berkomitmen untuk menjamin Pura Persero I (Persero) is highly committed to apply
diterapkannya Safety, Security, and Service through the principles of Safety, Security, and Service through
Compliance (3S+1C). Sasaran dari program tersebut Compliance (3S+1C). The program is targeted to implement
adalah terselenggaranya pelayanan yang andal dengan the reliable services that prioritize safety, comfort, and
mengutamakan faktor keselamatan, kenyamanan, smoothness. It emphasizes the reinforcement of service
dan kelancaran. Program ini menitikberatkan upaya compliance based on its rights and duties. The Company
menciptakan kepatuhan pelayanan sesuai dengan hak has applied the program at its gates, parking lots, and public
dan kewajibannya. Perseroan telah menerapkan program places in the airports.
tersebut mulai dari pintu gerbang, tempat parkir, dan
tempat umum yang ada di bandara.
Perseroan telah menerapkan 3S+1C beyond regulation. Di The company has adopted 3S+1C beyond regulation. In
samping mematuhi regulasi yang berlaku, Perseroan telah addition to the regulation compliance, the Company has
melaksanakan kegiatan untuk meningkatkan keselamatan held the activities related to the enhancement of airport
bandara dengan mengacu kepada standar internasional. safety by referring to the international standard. The
Implementasi 3S+1C terlihat dari pencapaian skor Airport 3S+1C implementation was proven by the attainment of
Service Quality (ASQ) yang dinilai oleh lembaga ACI Airport Service Quality (ASQ) score from ACI that reached
dengan rata-rata nilai di atas 4,5 pada 4 (empat) bandara above 4.5 for 4 (four) airports in 2018, in addition to the
(tahun 2018) dan skor Corporate Satisfaction Index (CSI) Corporate Satisfaction Index (CSI) score from INACA that
yang dinilai oleh lembaga INACA pada 13 (tiga belas) reached above 4 for 13 (thirteen) airports. The Company
bandara dengan rata-rata di atas 4. Perseroan juga telah also secured a number of certifications in providing the

memperoleh beberapa sertifikasi dalam menyediakan operational excellence and service excellence, including
operational excellence dan service excellence, antara lain ISO 14001:2015, ISO 9001:2015, Airport Excellence in Safety,
ISO 14001:2015, ISO 9001:2015, Airport Excellence in OHSAS 18001:2007, and ISO 31000.
Safety, OHSAS 18001:2007, ISO 31000.
Implementasi 3S+1C beyond regulation melibatkan The implementation of 3S+1C beyond regulation involved a
beberapa bagian dalam manajemen Perseroan. Tugas number of management divisions of the Company with the
dan tanggung jawab tiap-tiap bagian dalam implementasi following duty and responsibility:
3S+1C dijelaskan sebagai berikut:
COMPLIANCE AND RISK MANAGEMENT COMPLIANCE AND RISK MANAGEMENT

Memastikan proses bisnis Perusahaan berlangsung Ensuring the Company's business processes take place
dengan tingkat risiko yang dapat diterima melalui proses with a level of risk that can be received through the process
compliance dan risk management guna mendukung of compliance and risk management to support the
tercapainya sasaran Perusahaan. achievement of the Company's goals.
AIRPORT ENGINEERING GROUP AIRPORT ENGINEERING GROUP

Memastikan tersedianya airport statistics, airport master Ensuring the availability of airport statistics, airport master
plan, dan airport environment melalui analisa dan kajian plan, and environment through the business research and
bisnis guna mendukung tercapainya strategi Perseroan analysis to reach the Company's strategies based on the
berdasarkan kebijakan dan peraturan yang telah policies and regulations stipulated by the regulators.
ditetapkan oleh regulator.
AIRPORT SECURITY GROUP AIRPORT SECURITY GROUP

Memastikan pelayanan bidang airport security yang Ensuring an effective airport security through the quality
efektif melalui peningkatan kualitas dan kehandalan improvement and Human Resource reliability to reach
sumber daya manusia guna mendukung tercapainya the target of Customer Satisfaction Index (CSI) for all the
Customer Satisfaction Index (CSI) seluruh bandar udara airports based on the national and international standard.
sesuai dengan standar aturan nasional dan internasional.
AIRPORT SAFETY GROUP AIRPORT SAFETY GROUP

Memastikan terjaganya pencapaian safety level dan Ensuring the safety level and service quality through the
kualitas pelayanan melalui pengelolaan kegiatan safety effective safety management system, occupational safety
management system, occupational safety health serta health, and quality management to reach the target of
quality management yang efektif guna mendukung Customer Satisfaction lndex (CSl).
pencapaian Customer Satisfaction lndex (CSl).
AIRPORT FACILITIES AND MAINTENANCE AIRPORT FACILITIES AND MAINTENANCE

GROUP GROUP
Memastikan seluruh fasilitas bandar udara meliputi Ensuring the quality of all the airport facilities, including
sisi udara (air side), sisi darat (land side), landscape dan the air side, land side, landscape, and terminal building
terminal building yang dikelola Perseroan siap untuk managed by the Company to reach the target of Customer
digunakan guna mendukung tercapainya Customer Satisfaction lndex (CSI).
Satisfaction lndex (CSI).
AIRPORT EQUIPMENT GROUP AIRPORT EQUIPMENT GROUP

Memastikan tersedianya kesiapan operasional seluruh Ensuring the operational readiness for all the airport
peralatan (equipment) bandar udara yang dikelola equipments managed by the Company to reach the target of
Perseroan dan dukungan implementasi guna mendukung Customer Satisfaction lndex (CSI).
tercapainya Customer Satisfaction lndex (CSl).

17
2018 Annual Report
05 Memberikan
Kontribusi Positif
Bagi Lingkungan Hidup
Positive Contribution for
The Living Environment
PT Angkasa Pura I (Persero) melalui beberapa PT Angkasa Pura I (Persero) through several Partnership
Program Kemitraan dan Bina Lingkungan (PKBL) turut and Environment Development Programs (PKBL) also
berkontribusi positif untuk menjaga lingkungan hidup contributed positively to maintaining the environment both
baik yang ada di sekitar bandara wilayah bandara maupun around the airport in the airport and outside the airport
di luar area bandara. Laporan Analisis Mengenai Dampak area. The periodic report on Environmental Impact Analysis
Lingkungan (AMDAL) secara berkala yang menjadi salah (AMDAL), which is one of the Key Performance Indicators
satu Key Performance Indicator (KPI) pada masing-masing (KPIs) at each airport, is one form of the Company's
bandara menjadi salah satu bentuk tanggung jawab responsibility in maintaining environmental sustainability.
Perseroan dalam menjaga kelestarian lingkungan hidup.
Pencapaian PT Angkasa Pura I (Persero) dalam PT Angkasa Pura I (Persero) is committed to implement
menerapkan konsep green corporation dibuktikan melalui the green corporation, as the Company consistently
konsistensi perusahaan dalam memperoleh sertifikasi di secure a number of certifications related to environmental
bidang sistem manajemen lingkungan ISO 14001:2015, management, such as ISO 14001:2015, green building
sertifikasi green building dari Green Building Council certification from Green Building Council Indonesia, and
Indonesia, serta Airport Carbon Accreditation (ACA) dari Airport Carbon Accreditation (ACA) from Airports Council
Airports Council International (ACI). International (ACI).

DAFTAR ISI TABLE OF CONTENT
Tema dan Arti Tema 23 Ikhtisar Keuangan 28 Informasi Obligasi, Sukuk atau
Theme and the meaning Financial Highlights Obligasi Konversi
2 Kesinambungan Tema 26 Ikhtisar Operasional Bonds, Sukuk Information and/or
Theme Correlations Operational Highlights Conversion Bonds
4 Sekilas Tentang Perusahaan 27 Informasi Harga Saham 28 Informasi Sumber Pendanaan

A Glimpse of The Company Share Price Information lainnya
Information on Other Sources of
6 Highlight Kinerja 27 Aksi Korporasi
Fundings
The Highlight on Performance Corporate Action
30 Peristiwa Penting 2018
8 Jejak Langkah 27 Aksi Penghentian Sementara
Important Events in 2018
Milestones Perdagangan Saham
(Suspension) dan/atau 34 Laporan Dewan Komisaris
12 Keunggulan Kami
Penghapusan Pencatatan Report of Board of Commissioners
Our Excellence
Saham (Delisting)
19 Daftar Isi Temporary Action of Suspension 46 Laporan Direksi
Table of Contents and/or Elimination of Shares Report of Board of
Registration (Delisting) Directors
23 Kilas Kinerja
Performance in a Glance 58 Tanggung Jawab
Laporan
Reporting Liability
100 Profil Direksi 249 Penghargaan dan Sertifikasi

Profil Perusahaan
01 Company Profile 108
Profile of the Board of Directors
Profil Pejabat Eksekutif 266
Awards and Certifications
Nama dan Alamat Kantor Pusat,
Profile of the Executive Officers Entitas Anak, Entitas Asosiasi,
62 Identitas Perusahaan Yayasn, dan Kantor Cabang
121 Profil dan Pengembangan
Corporate Identity
Kompetensi Karyawan The Names and Addresses
63 Riwayat Singkat Perusahaan of Head Office, Subsidiaries,
Profile and Development of
A Brief History of the Company Associates, Foundations and
Employee Competency
Branch Offices
68 Keterangan Perubahan Nama 209 Komposisi Pemegang Saham
Information on Alternatif of Name 268 Informasi yang Tersedia di
Composition of Shareholders
Website
69 Brand Perusahaan 210 Daftar Entitas Anak dan/atau
Company Brand Information Available on the
Entitas Asosiasi Website
70 Bidang Usaha List of Subsidiaries and/or
Business Field 269 Pendidikan dan/atau Pelatihan
Associated Entities
Dewan Komisaris, Direksi,
74 Peta Wilayah Operasional 226 Struktur Grup Perusahaan Komite-komite, Sekretaris
Map of Operational Area Company Group Structure Perusahaan, dan Unit Audit
Internal
77 Inovasi Angkasa Pura I 227 Kronologis Penerbitan Saham
Innovation of Angkasa Pura Chronological Issuance of Shares Education and/or Training
for Board of Commissioners,
79 Inovasi Pelayanan (Airport 234 Kronologis Penerbitan dan/atau Directors, Committees, Corporate
Service) pencatatan Efek Lainnya Secretary, and Internal Audit
Airport Service Innovation
Chronology of Issuance and/or Units.
86 Struktur Organisasi Listing of Other Securities
Organizational Structure
247 Informasi Sumber Pendanaan
88 Visi, Misi, dan Budaya Lainnya
Perusahaan Information on Other Sources of
Company Vision, Mission, and Funding
Culture
247 Nama dan Alamat Lembaga dan/
92 Profil Dewan Komisaris atau Profesi Penunjang
Profile of the Board of Name and Address of Supporting
Commissioners Agency and/or Profession

19
2018 Annual Report
325 Tinjauan Keuangan 373 Kebijakan, Pengumuman dan

Analisis dan Financial Review Pembayaran Dividen
Pembahasan 326 Kinerja Keuangan

Policies, Announcements and
02
Dividend Payments
Manajemen Financial Performance
375 Program Kepemilikan
Management Discussions And 326 Laporan Posisi Keuangan
Saham oleh Karyawan
Konsolidasian
Analysis dan/atau Manajemen
Report of Consolidation
Employee and/or Management
Financial Position
278 Tinjauan Perekonomian Share Ownership Program
Review on Economy 344 Laporan Laba Rugi dan
375 Realisasi Penggunaan
Penghasilan
278 Analisis Perekonomian Global Dana Hasil Penawaran
Komprehensif Lain
Analysis of Global Economy Umum
Konsolidasian
Realization of The Use of Funds
280 Kondisi Industri Penerbangan Consolidated Statement
from Public Offering
Global of Income and Other
Conditions of Global Aviation Comprehensive Income 379 Informasi Material Yang
Industry Mengandung Benturan
352 Laporan Arus Kas
Kepentingan dan/atau
281 Analisis Perekonomian Konsolidasian
Transaksi Dengan Pihak
Nasional Consolidated Cash Flow
Afiliasi
Analysis of National Economy Statement
Material Information
281 Kondisi Industri Penerbangan 354 Tingkat Kesehatan Containing Conflict of Interest
Indonesia Level of Soundness and/or Transaction With
Analysis of Industry Affiliated Parties
356 Rasio Keuangan
285 Tinjauan Operasional Financial Ratio 383 Liabilitas Kontinjensi
Operational Review Contingent Liabilities
357 Kemampuan Membayar
286 Sasaran Strategis dan Utang dan Kolektibilitas 385 Perubahan Peraturan
Strategi Perseroan Piutang Perundang-Undangan
Strategic Target and Company Ability of Debt Paying and dan Dampaknya Terhadap
Strategy Collectibility of Receivables Perusahaan
Amendments to Legislation
290 Fasilitas Alat Produksi 359 Struktur Modal
and Its Impacts
Production Tool Facility Capital Structure
385 Perubahan Kebijakan
292 Aspek Pemasaran 361 Ikatan Material Terkait
Akuntansi
Marketing Aspects Investasi Barang Modal
Changes in Accounting Policies
Material Commitment Related
292 Strategi Pemasaran to the Investment of Capital 386 Informasi Kelangsungan
Marketing Strategies Goods Usaha
Market Potential Information on Business
363 Investasi Barang Modal
300 Pangsa Pasar Continuity
Capital Goods Investment
Target Market 387 Aspek Perpajakan
364 Informasi Material Mengenai
307 Kinerja Segmen Taxation Aspects
Investasi, Ekspansi, Divestasi,
Business Segment Akuisisi, atau Restrukturisasi 388 Kinerja Entitas Anak
Performance Hutang dan Modal Performance of Subsidiaries
317 Prospek Usaha Material Information Related
388 PT Angkasa Pura Suport
Business Prospect to Investment, Expansion,
Divestment, Acquisition, or 390 PT Angkasa Pura
320 Strategi ke Depan Debt and Capital Restructuring Logistik
Future Strategies
365 Pencapaian Target dan 392 PT Angkasa Pura
321 Pengembangan Bandar Udara Target ke Depan Properti
PT Angkasa Pura 1 (Persero) Attainment of Future Target
The Development of PT 394 PT Angkasa Pura Hotel
Angkasa Pura 1 (Persero) 373 Informasi dan Fakta Material
396 PT Angkasa Pura Retail
Airport Setelah Tanggal Laporan
Akuntan
Material Information and
Facts Following the Date of the
Accountant Report

Sumber Daya 408 Kebijakan dan Pelaksanaan 418 Engagement Karyawan
03
Rekrutmen Employee Engagement
Manusia Recruitment Policy and
418 Kebijakan Hubungan
Human Resources Implementation
Industrial
411 Kebijakan dan Pelaksanaan Industrial Relation Policy
400 Kerangka Strategi Manajemen
Pengembangan Kompetensi
Human Capital 419 Kebijakan dan Program
Policy and Implementation of
Framework for Human Capital Pensiun
Competency Development
Management Strategy Pension Policy and Program
413 Kebijakan dan Pelaksanaan
402 Pengembangan Organisasi 421 Internalisasi Corporate Culture
Pengembangan Karir
Organization Development Corporate Culture Internalization
Policy and Implementation of
403 Profil Divisi Human Capital Career Development 423 Rencana Ke Depan
Profile of Human Capital Division Future Planning
413 Kebijakan dan Pelaksanaan
406 Human Capital Management Penilaian Kinerja
System Policy and Procedure of
Human Capital Management Performance Evaluation
System
416 Kebijakan Remunerasi
408 Manajemen Human Capital Remuneration Policy
Human Capital Management
Teknologi 441 Manajemen Teknologi Informasi 446 Penerapan Kebijakan

04 Informasi Information Technology
Management
Teknologi Informasi
Implementation of Information
Information Technology Technology Policy
441 Strategi Manajemen
426 Terobosan Pencapaian Penting Teknologi Informasi 446 Pengembangan Teknologi
Di Tahun 2018 Strategies of Technology Tahun 2018
Breaktrough and Important Information Management Information Technology
Achievement in 2018 Development in 2018
442 Kebijakan dan IT Governance
434 Master Plan Teknologi Informasi IT Governance and Policy 449 Rencana Pengembangan
Information Technology Master Teknologi Informasi ke Depan
Plan 445 Infrastruktur Teknologi
Future Information Technology
Informasi
435 Struktur Pengelola Teknologi Development Plan
Technology Information
Informasi Infrastructures
Structure of Information
Technology Administrators
Tata Kelola 455 Asesmen Good 463 Governance
05
Corporate Governance Soft Structure
Perusahaan Assessement Of Good Corporate Governance
Corporate Governance Governance Soft Structure
453 Dasar Penerapan 461 Struktur dan Mekanisme 463 Mekanisme Corporate
Corporate Governance Corporate Governance Governance
Structure and Mechanism of Mechanism of Corporate
Bases For The Implementation of
Good Corporate Governance Governance
Corporate Governance
462 Struktur Organ 464 Rapat Umum Pemegang
454 Rerangka Penerapan
Perusahaan Saham
Structure of The General Meeting of
Framework of Implementation of Shareholders
Company Organ

21
2018 Annual Report
511 Dewan Komisaris 629 Sekretaris Perusahaan 680 Akses Informasi dan Data
The Board of Commissioners Secretary of The Perusahaan
Company Access to The Company's
556 Direksi
Information and Data
The Board of Directors 632 Komite di Bawah Direksi
The Board of Directors 693 Program Anti Korupsi
599 Organ dan Komite di bawah
Committee Anti Corruption Program
Dewan Komisaris
Organ and Committee under 634 Unit Internal Audit 694 Kode Etik
The Board of Directors Internal Audit Unit Ethical Codes
599 Sekretaris Dewan 645 Informasi Pemegang Saham 696 Kebijakan Gratifikasi
Komisaris Utama dan Pengendali Gratification Policy
Secretary of The Board Information of Principal
698 Whistleblowing System
of Directors Shareholder and Controler
Whistleblowing System
601 Komite Audit 645 Akuntan Publik
703 Pengelolaan Laporan Harta
Audit Committee Public Accountant
Kekayaan Penyelenggara
613 Komite Risiko Usaha 647 Manajemen Risiko Negara (LHKPN)
dan Good Corporate Risk Management Management of Reports On
Governance State Officials Assets
661 Sistem Pengendalian
Business Risk and Good Internal 705 Praktik Bad Corporate
Corporate Governance Internal Control System Governance
Committee The Practice of Bad Corporate
667 Fungsi Kepatuhan
Governance
626 Fungsi Nominasi dan Compliance Function
Remunerasi 705 Pelaksanaan Penerapan
671 Perkara Penting
Aspek dan Prinsip Tata
Function of Nomination Important Issues
Kelola Perusahaan Sesuai
and Remuneration
680 Pemberian Dana Kegiatan Ketentuan OJK
629 Organ dan Komite di Sosial dan/atau Politik Execution of The
bawah Direksi Services Authority or Other Implementation of The
Organs and Granting of Social and/or Aspects And Principles
Committees under the Political Activities Funds of Corporate Governance
Board of Directors According
To OJK Regulations
730 Tanggung Jawab Sosial Terkait 796 Tanggung Jawab Sosial

dengan Lingkungan Hidup Perusahaan Terkait dengan
TANGGUNG Social Responsibility Related to Tanggung Jawab kepada
JAWAB SOSIAL
06
Environment Pemasok
Corporate Social Responsibility
PERUSAHAAN 734 Tanggung Jawab Sosial
Related to Suppliers
Perusahaan Terkait Dengan
Corporate Social Responsibilities
Ketenagakerjaan, Kesehatan
dan Keselamatan Kerja 800 REFERENSI
716 Tata Kelola Tanggung Jawab
Corporate Social Responsibility KRITERIA POJK
Sosial
in Employment, Health, and
Occupational Safety DAN ARA
Social Responsibility Governance
Criteria Reference for Financial
751 Tanggung Jawab Sosial
723 Tanggung Jawab Sosial Services Authority Regulation
Perusahaan Terkait dengan
Perusahaan Terkait dengan Hak (POJK) and Annual Report Award
Pengembangan Sosial
Azasi Manusia
Kemasyarakatan (ARA)
Related to Human Capital
in Social Community LAPORAN
Development
KEUANGAN
Perusahaan Terkait Operasi
yang Adil
Perusahaan Terkait dengan
KONSOLIDASIAN
Corporate Social Responsibility Tanggung Jawab kepada CONSILIDATED FINANCIAL
Related to Fair Operations Konsumen STATEMENTS
Related to Consumers

KILAS KINERJA PERFORMANCE IN A GLANCE
IKHTISAR KEUANGAN
FINANCIAL SUMMARY
Tabel Ikhtisar Keuangan

(dalam jutaan Rupiah)
Table of Financial Summary (In millions of Rupiah)
Uraian 2018 2017 2016 2015 2014 Description
Laporan Posisi Keuangan Konsolidasian

Consolidated Financial Position Statement
Aset Assets
Aset Lancar Current Assets
Kas 3,149,114 4,146,086 4,896,215 1,746,273 1,352,260 Cash
Investasi jangka pendek 478,107 407,156 295,241 216,447 370,094 Short-term investment
Piutang usaha 509,909 520,295 482,770 571,171 518,165 Accounts receivable
Piutang lain-lain 39,712 19,053 12,445 128,562 71,311 Other receivables
Persediaan 84,808 68,668 40,617 36,359 15,103 Inventories
Uang muka dan beban
159,381 72,003 63,696 23,978 16,961 Advances and prepaid expenses
dibayar di muka
Pendapatan yang masih
298,444 225,606 201,227 208,419 50,739 Accrued income
harus diterima
Pajak dibayar di muka 367,865 105,569 82,242 150,836 236,848 Prepaid taxes
Aset lancar lainnya 28,267 13,396 10,249 8,076 4,681 Other current assets
Total Aset Lancar 5,115,606 5,557,832 6,084,701 3,090,122 2,636,162 Total Current Assets
Aset Tidak Lancar Non-Current Assets
Aset pajak tangguhan 41,158 83,863 302 1,413 - Deferred tax assets
Piutang jangka panjang 504 1,514 700 - 45,271 Long-term receivables
Uang muka dan biaya
Non-current advances and
dibayar di muka jangka 34,322 52,741 78,217 - -
prepaid expense
panjang
Investasi jangka panjang 100,662 86,642 96,129 129,660 135,759 Long-term investment
Obligasi 13,361 - 7,455 37,340 49,810 Bond
Penyertaan saham pada Investments in shares of
87,301 86,300 88,333 91,978 85,948
entitas asosiasi associates
Kerjasama operasi - 86,642 342 342 - Joint operation
Properti investasi 127,065 247,036 200,785 149,845 160,596 Investment property
Aset tetap 26,139,593 18,627,786 17,155,509 13,304,090 12,830,393 Fixed assets
Aset tidak berwujud 42,322 48,998 44,244 45,373 18,595 Intangible assets
Aset tidak lancar lainnya 7,074 6,227 6,358 1,835 120 Other non-current assets
Aset lain-lain - - - 1,490,586 1,640,923 Other assets
Total Aset Tidak Lancar 16,493,309 19,154,808 17,582,245 13,632,216 13,190,731 Total Non-Current Assets
Total Aset 31,608,916 24,732,641 23,666,946 16,722,337 15,826,893 Total Assets
Liabilitas dan Ekuitas Liability and Equity
Liabilitas Jangka Pendek Current Liabilities
Biaya yang masih harus
1,412,039 1,379,558 879,355 599,103 425,495 Accrued expenses
dibayar
Utang usaha 689,341 250,777 1,591,610 692,672 11,328,274 Trade payables
Utang non-usaha 10,580 1,553 16,626 53,771 141,257 Non-trade payables
Pendapatan diterima di
147,263 97,658 87,481 88,640 127,647 Unearned revenues
muka
Utang pajak 393,236 267,746 138,441 169,635 222,045 Tax payables

23
2018 Annual Report
Bagian jangka pendek Short-term part of long-term

941,998 644,220 749,480 590,1569 47,557
pinjaman jangka panjang debt
Bagian lancar utang sewa
- - 3,671 2,611 2,610 Current part of leasing debt
guna usaha
Utang lain-lain 1,787,220 1,230,630 505,126 518,323 420,586 Other payables
Total Liabilitas Jangka
7,614,989 3,948,861 3,871,792 2,704,914 2,715,472 Total Current Liabilities
Pendek
Liabilitas Jangka Panjang Long Term Liabilities
Utang bank jangka panjang 5,385,997 3,665,694 4,304,115 2,474,585 2,129,193 Long-term bank loan
Utang jaminan - - 49,448 37,081 51,490 Debt guarantee

Utang obligasi dan sukuk
2,993,701 2,992,475 2,991,310 - - Bonds payable and sukuk ijarah
ijarah
Utang sewa pembiayaan - - 4,617 8,651 11,262 Financial lease
Utang jangka panjang
170,529 174,905 167,636 121,216 126,287 Other long-term debt
lainnya
Liabilitas imbalan pasca Post-employment benefits
302,395 549,244 329,980 346,841 240,621
kerja liability
Liabilitas pajak tangguhan 89,080 - - - 41,314 Deferred tax liabilities
Total Liabilitas Jangka
8,941,701 7,382,318 7,797,657 2,988,373 2,600,167 Total Long-Term Liability
Panjang
Total Liabilitas 16,556,690 11,650,349 11,669,449 5,693,287 5,315,639 Total Liabilities
Ekuitas Equity
Modal saham 6,414,412 6,414,412 6,414,412 6,414,412 3,488,245 Shares capital
Setoran modal lainnya: Other paid-up capital:
The government capital
Penyertaan modal negara 22,963 255,097 255,097 - 2,926,166
investment
Bantuan pemerintah yang Undetemined status of
belum ditentukan statusnya - - - 255,097 255,097 government contribution
(BPYBDS) (BPYBDS)
Pengalihan aset tetap Fixed navigation assets
kenavigasian: diversion
Nilai buku aset tetap Book value of fixed assets
(37,005) (269,138) (269,138) (269,138) (269,138)
kenavigasian navigation
Akumulasi penyusutan aset Accumulated depreciation of
tetap kenavigasian dari 408,393 408.393 408,393 408,393 408,393 navigation fixed assets from
(BPYBDS) (BPYBDS)
Penghasilan komprehensif
Other comprehensive income:
lain:
Laba yang belum direalisasi
55,751 58,521 40,144 24,016 44,832 Unrealized profit on securities
atas efek
Laba (rugi) aktuarial Profit (loss) actuarial employee
(66,783) 110,823 (93,019) (54,229) 44,732
imbalan kerja benefits
Saldo laba: Retained earning:
Dicadangkan 6,228,618 5,093,757 4,080,412 3,407,178 2,617,336 Appropriated
Laba tahun berjalan 2,007,018 1,418,577 1,158,800 841,543 994,136 Unappropriated
Kepentingan non-
4,863 6,298 2,395 1,778 1,455 Non-controlling interests
pengendali
Total Ekuitas 15,052,225 13,401,461 11,997,497 11,029,049 10,511,254 Total Equity
Jumlah Liabilitas dan
31,608,917 25,051,810 23,666,946 16,722,337 15,826,893 Total Liability and Equity
Ekuitas
Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian
Consolidated Statements of Income and Other Comprehensive Income
Pendapatan Usaha Operating Revenues
Pendapatan aeronautika 5,113,648 4,525,855 3,612,288 3,155,237 2,781,704 Revenues of aeronautics
Pendapatan non-
3,407,439 2,668,492 2,525,984 2,094393 1,801,832 Revenues of non-aeronautics
aeronautika
Total Pendapatan Usaha 8,521,087 7,194,347 6,138,272 5,249,630 4,583,536 Total Operating Revenue
Beban Operasional 5,762,646 5,206,917 4,488,862 3,955,670 3,318,717 Operational Expenses
Laba Usaha 2,916,795 1,974,492 1,649,409 1,293,960 1,264,819 Operating Profit
Pendapatan (Beban) Non- Non-Operating Income
(93,733) (81,489) (14,557) (211,217) 1,968
Operasional (Expenses)


Laba Sebelum Taksiran Income Before The Estimation of
2,694,934 1,789,497 1,508,853 1,082,742 1,266,787
Pajak Penghasilan Income Tax
Pajak Penghasilan 689,016 369,144 349,276 240,769 272,344 Income Tax
Laba Tahun Berjalan 2,005,918 1,420,353 1,159,577 841,973 994,443 Current Year Income
Pendapatan Komprehensif
Other Comprehensive Income
Lain
Laba (rugi) belum Unrealized profit (loss) on
(2,770) 18,377 16,128 (20,816) 38,074
terealisai investasi efek securities investment
Laba (rugi) aktuarial dari
Actuarial profit (loss) on post-
program imbalan paska (66,783) 110.824 (38,790) (98,962) 10,251
employment benefits
kerja
Laba Komprehensif Tahun Current Year Comprehensive
1,934,254 1,547,292 1,136,916 722,195 1,048,768
Berjalan Profit
Laba Tahun Berjalan
Current Year Profits That Can Be
Yang Dapat Diatribusikan
Attributed To:
Kepada:
Pemilik entitas induk 2,007,018 1,418,577 1,158,800 841,543 994,136 Owner of the parent entity
Kepentingan non
(1,100) 1,776 777 430 307 Non-controlling interests
pengendali
Total Penghasilan (Rugi)
Total Comprehensive Income
Komprehensif Tahun
(Loss) for the Year That Can Be
Berjalan Yang Dapat
Attributed To:
Diatribusikan Kepada:
Pemilik entitas induk 1,935,914 1,545,517 1,136,139 721,765 1,042,768 Owner of the parent entity
Kepentingan non
(1,100) 1,776 777 430 307 Non-controlling interests
pengendali
Laba Per Saham Dasar Basic Earnings Per Share (Full
312,892 221,155 181,000 131,000 285,000
(Angka Penuh) Number)
Arus Kas Konsolidasian
Consolidated Cash Flows
Arus kas bersih yang
Net cash flows obtained from
diperoleh dari aktivitas 3,028,461 1,479,078 2,061,396 802,663 897,790
operating activities
operasi
diperoleh dari aktivitas (5,852,267) (1,712,941) (3,710,543) (1,260,227) (1,114,848)
investment activities
investasi
diperoleh dari (digunakan) 1,773,067 (481,794) 4,811,652 705,990 993,424
(used) funding activities
aktivitas pendanaan
Penurunan Bersih Kas dan Net Reduction and Cash
(996,972) (750,129) 3,162,504 248,425 776,366
Setara Kas Equivalents
Effect of foreign exchange
Pengaruh selisih kurs 53,767 (34,472) (12,562) 145,587 (3,934)
differences
Kas dan Setara Kas pada Cash and Cash Equivalents at
4,146,086 4,896,215 1,746,272 1,352,260 579,829
Awal Tahun The Beginning of The Year
Kas dan Setara Kas pada Cash And Cash Equivalents at
3,149,114 4,146,086 4,896,215 1,746,273 1,352,261
Akhir Tahun The End of The Year
Rasio Keuangan
Financial Ratio
Rentabilitas Rentability
Rasio laba operasi 34.23% 27.45% 26.87% 24.65% 27.59% Operating profit ratio
Rasio laba terhadap aset 6.35% 4.49% 4.90% 5.04% 6.28% Profit against assets ratio
Rasio biaya operasi 68.77% 71.94% 73.13% 75.35% 72.41% Operating expense ratio
Rasio laba terhadap ekuitas 13.33% 10.60% 9.67% 7.63% 9.46% Profit to equity ratio
Rasio laba terhadap

23.54 19.74% 18.89% 16.04% 21.70% Profit to income ratio
pendapatan
Likuiditas Liquidity
Rasio lancar 67.18% 141.25% 157.15% 114.24% 97.08% Current ratio
Rasio kas 41.35% 104.99% 126.46% 64.56% 49.80% Cash ratio
Solvabilitas Solvability
Rasio hutang terhadap
52.38% 45.81% 49.31% 34.05% 33.59% Debt to asset ratio
aset
109.99% 84.55% 97.27% 51.62% 50.57% Debt to capital ratio
modal
63.34% 60.83% 67.23% 42.32% 40.92% Debt to fixed asset ratio
aset tetap

25
2018 Annual Report
IKHTISAR OPERASIONAL
OPERATIONAL SUMMARY
Tabel Kinerja Operasional Segmen Kebandaraan (Aeronautika)
Aeronautics Segment Operational Table
Produk Satuan Unit
2018 2017 2016 2015 2014
Product Unit
Pelayanan Jasa Pendaratan,
Penempatan dan
Penyimpanan Pesawat
Udara (PJP4AU) Ton 28,681,347 28,098,099 27,956,662 25,572,859 22,737,236
Landing Services, Plane
Placement and Storage
(PJP4AU)
Pelayanan Jasa Penumpang
Pesawat Udara (PJP2U)
Pax 42,349,974 40,078,358 38,021,607 33,016,975 32,778,877
Aircraft Passenger Services
(PJP2U)
Pemakaian Aviobridge
Ton 30,253,959 28,166,989 28,055,433 26,445,957 21,407,355
Usage of Aviobridge
Pemakaian Counter
Pax 42,242,630 39,906,428 38,069,196 37,555,129 33,177,155
Use of Counter
Baggage Handling System Pax 979,580 5,699,259 7,409,001 7,088,941 5,411,902
Tabel Kinerja Operasional Segmen Non Bandara (Non Aeronautika)

Operational Performance Table for Non-Airport Segments (Non-Aeronautics)
Satuan
Produk
Unit 2018 2017 2016 2015 2014
Product
Unit
Sewa M² x Bulan
7,490,291 8,542,321 12,191,641 6,225,618 7,611,582
Rent / Month
Konsensi
Rp/000 27,881,233,723 9,570,569,203 7,959,339,881 5,821,685,310 5,100,595,342
Concession
Parkir Mobil Lembar
33,371,374 29,096,030 25,970,943 22,669,408 21,693,865
Car park Sheet
Parkir Motor Lembar
11,232,860 9,762,063 9,540,777 7,322,029 7,509,994
Motorcycle Parking Sheet
Peron dan Waving
Gallery Lembar
- - 402,301 347,939
Platform and Waving Sheet
Gallery
Pemakaian Listrik
Kwh 52,675,053 45,850,618 41,971,642 29,151,481 32,494,185
Electricity Usage
Pemakaian Air
M³ 525,845 495,704 387,203 264,063 444,493
Water Use
Pwt x
Pemakaian Telepon
Bulan / 20,702 21,391 20,432 16,511 20,699
Telephone Use
Month
Kilobyte
Internet Services 994 854 829 445,466 -
Kilobyte
Sewa Tempat Reklame M² x Bulan
31,860 20,768 36,240 58,24 124,109
Rent a Billboard Place / Month
Event Promotion EA 3,679 7,650 2,111 1,265 -
Lounge Pax 295,891 575,135 772,953 716,962 1,368,587
Konsesi General
Aviation Terminal (GAT)
General Aviation Rp/000 15,111,387 22,927,769 23,932,072 -
Terminal (GAT)
Concession
Maintenance and
EA 13,711 21,426 44,670 4,146 -
Service Fee
Warehousing Kg 86,754,808 238,361,160 96,201,465 64,600,511 163,769,800
Masuk
Kg 69,282,240 127,285,872 43,116,621 28,725,775 87,486,242
Entrance
Keluar
Kg 17,472,567 111,075,288 53,084,844 35,874,736 76,283,558
Outflaw

INFORMASI HARGA SAHAM SHARE PRICE INFORMATION
Sampai dengan 31 Desember 2018, PT Angkasa Pura I As of 31 December 2018, PT Angkasa Pura I (Persero) has not
(Persero) belum melakukan pencatatan saham di bursa listed any of their shares on the Stock Exchange. Thus, there
saham. Dengan demikian, tidak terdapat informasi is no information about stock prices, market capitalization
mengenai harga saham, kapitalisasi pasar, dan volume and trading volume. While the information on share capital
perdagangan. Sedangkan informasi modal saham selama for the past two years is presented as follows:
dua tahun terakhir disajikan sebagai berikut:
Tabel Harga Saham (dalam ribuan Rupiah)

(in thousands of Rupiah)
Table of Share Prices
Uraian 2018 2017 Description
Modal saham Shares Capital

Modal dasar 12,000,000 saham dengan The authorized capital of 12.000.000
nilai nominal Rp1,000,000 (angka penuh) shares with a nominal value of
6,414,412,000 6,414,412,000
per saham. Modal ditempatkan disetor Rp1.000.000 (full amount) per share.
penuh – 6,414,412 saham The issued capital is fully paid -
6.414.412 shares
AKSI KORPORASI CORPORATE ACTION
Sepanjang tahun 2018, PT Angkasa Pura I (Persero) tidak Throughout 2018, PT Angkasa Pura I (Persero) did not carry
melakukan aksi korporasi terkait pencatatan saham out corporate actions related to the recording of shares or
maupun obligasi. bonds.
AKSI PENGHENTIAN SEMENTARA TEMPORARY ACTION OF SUSPENSION

PERDAGANGAN SAHAM AND/OR ELIMINATION OF SHARES
(SUSPENSION) DAN/ATAU REGISTRATION (DELISTING)
PENGHAPUSAN PENCATATAN
SAHAM (DELISTING)
Sampai dengan 31 Desember 2018, PT Angkasa Pura I As of December 31, 2018, PT Angkasa Pura I (Persero) has
(Persero) belum melakukan pencatatan saham di bursa not yet listed the shares on the stock exchange, so there is
saham, sehingga tidak terdapat informasi Aksi Penghentian no information on the Suspension of Stock Trading Actions
Sementara Perdagangan Saham (Suspension) dan/atau and/or Delisting.
Penghapusan Pencatatan Saham (Delisting).

27
2018 Annual Report
INFORMASI OBLIGASI, SUKUK, BONDS, SUKUK INFORMATION AND/

DAN/ATAU OBLIGASI KONVERSI OR CONVERSION BONDS
INFORMASI OBLIGASI / BONDS INFORMATION
Tanggal
Tanggal Distribusi Jumlah Obligasi
Pencatatan di
Uraian Elektronik di Bursa Efek Tenor Mata Uang (miliar)
No. Bursa Efek
Description Stock Exchange Tenure Currency Total Bonds
Stock Exchange
Electronic Distribution (billion)
Registration Date
Obligasi I Angkasa Pura I Tahun 22 November

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

2016 23 November
2016 Seri B 2016
2. 7 tahun/years Rp 389
Bond I Angkasa Pura I Year 2016 B 22 November 2016
Series 23 November 2016

2016 23 November
2016 Seri C
3. 2016 10 tahun/years Rp 1,489
Bond I Angkasa Pura I Year 2016 C 22 November 2016
23 November 2016
Series
INFORMASI SUKUK/
Tanggal
Tanggal Distribusi Jumlah Obligasi
Pencatatan di
Uraian elektronik di Bursa Efek Tenor Mata Uang (miliar)
No. Bursa Efek
Description Stock Exchange Tenure Currency Total Bonds
Stock Exchange
Electronic Distribution (billion)
Registration Date
22 November 10 November
Sukuk Ijarah Seri A 2016 2016
Sukuk Ijarah A Series
22 November 2016 10 November 2016
Sukuk Ijarah Seri B 2016 2016
Sukuk Ijarah B Series
Sukuk Ijarah Seri C 2016 2016
Sukuk Ijarah C Series
Sampai dengan 31 Desember 2018, PT Angkasa Pura I As per 31 Desember 2018, PT Angkasa Pura I (Persero) has
(Persero) belum menerbitkan Obligasi Konversi. not issued Conversion Bond.
INFORMASI SUMBER PENDANAAN INFORMATION ON OTHER SOURCES

LAINNYA OF FUNDING
Sampai dengan 31 Desember 2018, Perseroan tidak As of December 2018, PT Angkasa Pura I (Persero) does
memiliki sumber pendanaan lainnya. not have other funding sources and therefore there is no
information about other funding sources.

Peringkat
Tanggal Jatuh Tempo Tingkat Suku Bunga Status Pembayaran Rank Wali Amanat
Maturity Date Interest Rate Payment Status Trusted Agent
2018 2017
22
November Belum Lunas
2021 8.10% AAA AAA PT Bank Mega Tbk.
Not yet paid off id id
22 November 2021
22
November Belum Lunas
2023 8.40% AAA AAA PT Bank Mega Tbk.
22 November 2023
22
November
2026 Belum Lunas
8.55% AAA AAA PT Bank Mega Tbk.
22 November 2026 Not yet paid off id id
SUKUK INFORMATION
Peringkat
Rank
Tanggal Jatuh Tempo Tingkat Suku Bunga Status Pembayaran Wali Amanat
Maturity Date Interest Rate Payment Status Trusted Agent
2018 2017
22 November
Belum Lunas
2021 21,708 AAAsy AAAsy PT Bank Mega Tbk.
22 November 2021
22November
Belum Lunas
22 November 2023
22November
Belum Lunas
22 November 2026

29
2018 Annual Report
PERISTIWA PENTING 2018 IMPORTANT EVENTS IN 2018
16 Januari/January 01 Februari/February 07 Februari/February

Kementerian BUMN mengangkat Harry Launching seragam baru petugas Aviation PT Angkasa Pura I (Persero)
Z. Soeratin sebagai anggota Dewan Security (Avsec) PT Angkasa Pura I menandatangani MoU dengan Jaksa
Komisaris menggantikan Dwi Ary Purnomo (Persero). Agung Muda Intelijen (Jamintel)
berdasarkan SK Menteri BUMN Nomor: SK- Kejaksaan Agung Republik Indonesia
17/MBU/01/2018 tentang Pemberhentian The launching of the new uniform of Aviation tentang Tim Pengawalan dan Pengamanan
dan Pengangkatan Anggota Dewan Security (Avsec) officer PT Angkasa Pura I Pemerintahan dan Pembangunan (TP4).
Komisaris Angkasa Pura Airports. (Persero).
PT Angkasa Pura I (Persero) signed an
The Ministry of SOE appoints Harry Z. MoU with the Deputy Attorney General for
Soeratin as a member of the Board of Intelligence (Jamintel) of the Republic of
Commissioners replaces Dwi Ary Purnomo Indonesia's Attorney General's Office on the
based on SOE Minister Decree Number: SK- Government and Development Guard and
17 / MBU / 01/2018 concerning Dismissal Security Team (TP4).
and Appointment of Members of the Board
of Commissioners of Angkasa Pura Airports.
11 Februari/February 26 Februari/February 02 Maret/March

Seremonial topping off terminal baru PT Angkasa Pura I (Persero) Peresmian pengoperasian Airport
Bandar Udara Internasional Jenderal menandatangani MoU dengan empat mitra Operation Control Center (AOCC) di Bandar
Ahmad Yani Semarang, disaksikan oleh operasional bandara, yaitu Perum LPPNPI, Udara Internasional Sultan Aji Muhammad
Menteri BUMN Rini Soemarno, Menteri Basarnas, Gapura Angkasa, dan Jasa Sulaiman (SAMS) Sepinggan Balikpapan,
Perhubungan Budi Karya Sumadi, dan Angkasa Semesta. sebagai pengoperasian AOCC yang
Gubernur Jawa Tengah Ganjar Pranowo. pertama di Indonesia.
The ceremonial topping off of the new PT Angkasa Pura I (Persero) signed an The inauguration of the operation of the
terminal of Semarang Jenderal Ahmad MoU with four airport operational partners, Airport Operation Control Center (AOCC)
Yani International Airport was witnessed namely Perum LPPNPI, Basarnas, Gapura at Sepinggan Balikpapan Sultan Aji
by SOE Minister Rini Soemarno, Minister Angkasa, and Jasa Angkasa Semesta. Muhammad Sulaiman (SAMS) International
of Transportation Budi Karya Sumadi, and Airport, as the first AOCC operation in
Central Java Governor Ganjar Pranowo. Indonesia.

05 Maret/March 14 Mei/May 24 Mei/May

Lukman F. Laisa diangkat sebagai PT Angkasa Pura I (Persero) PT Angkasa Pura I (Persero)
Direktur Teknik PT Angkasa Pura I menandatangani Kontrak Kerjasama menandatangani nota kesepahaman
(Persero) menggantikan Polana B. Pembangunan Gedung Terminal dan dengan Pemerintah Provinsi Kalimantan
Pramesti berdasarkan SK Menteri BUMN Fasilitas Penunjang (Paket I) Bandar Udara Timur terkait rencana kerja sama dan
Nomor: SK-53/MBU/03/2018 tentang
Syamsudin Noor Banjarmasin dengan PT penyusunan kajian pengelolaan Bandar
Pemberhentian dan Pengangkatan
Anggota Direksi Perusahaan Perseroan PP (Persero) dan PT Wika Gedung (KSO). Udara Aji Pangeran Tumenggung (APT)
(Persero) PT Angkasa Pura I. Pranoto Samarinda.
PT Angkasa Pura I (Persero) signed a
Lukman F. Laisa was appointed as Technical Cooperation Contract for the Construction PT Angkasa Pura I (Persero) signed a
Director of PT Angkasa Pura I (Persero) of Terminal Buildings and Support Facilities memorandum of understanding with the
replacing Polana B. Pramesti based on (Package I) of Syamsudin Noor Banjarmasin East Kalimantan Provincial Government
Minister of SOE Decree Number: SK- Airport with PT PP (Persero) and PT Wika regarding the planned cooperation and
53/MBU/03/2018 about Dismissal and Gedung (KSO). preparation of the management study
Appointment of Members of the Directors of of Pranoto Samarinda Aji Pangeran
PT Angkasa Pura I. Tumenggung Airport (APT).
07 Juni/June 28 Juni/June 13 Juli/July

Presiden RI Joko Widodo meresmikan PT Angkasa Pura I (Persero) dan PT PT Angkasa Pura I (Persero) dan PT Garuda
beroperasinya terminal baru Bandar Bank Rakyat Indonesia (Persero) Tbk Maintenance Facility Aero Asia Tbk. (GMF)
Udara Internasional Jenderal Ahmad Yani menandatangani Perjanjian Kerja Sama menandatangani Perjanjian Kerjasama
Semarang. (PKS) mengenai Penerimaan Pembayaran Konsesi Usaha dan Sewa Menyewa dalam
melalui Layanan Virtual Account Kegiatan Usaha Jasa Line Maintenance
Indonesian President Joko Widodo secara Host to Host melalui layanan dan untuk Pesawat Udara di 13 (tiga belas)
inaugurated the operation of the new fasilitas BRI Virtual Account (BRIVA). bandara yang dikelola oleh PT Angkasa
terminal of Jenderal Ahmad Yani Pura I (Persero).
International Airport in Semarang. PT Angkasa Pura I (Persero) and PT Bank
Rakyat Indonesia (Persero) Tbk signed a PT Angkasa Pura I (Persero) and PT Garuda
Cooperation Agreement (PKS) regarding Maintenance Facility Aero Asia Tbk. (GMF)
Receipt of Payments through Virtual signed a Business Concession and Lease
Account Services Host to Hostthrough Agreement to Rent in Line Maintenance
BRI Virtual Account (BRIVA) services and Services for Aircraft in 13 (thirteen) airports
facilities. managed by PT Angkasa Pura I (Persero).

31
2018 Annual Report
19 Juli/July 21 Agustus/August 27 Agustus/August

Kementerian BUMN mengangkat PT Angkasa Pura I (Persero) PT Angkasa Pura I (Persero) dan
Djoko Sasono sebagai Komisaris Utama menandatangani Kontrak Kerjasama Airports Council International (ACI)
menggantikan Andi Widjajanto, Tri Budi pembangunan Bandar Udara Baru menggelar Program Airport Excellence
Satriyo sebagai anggota Dewan Komisaris Internasional Yogyakarta di Kulon Progo (APEX) in Environment di Bandar Udara
menggantikan Boy Syahril Qamar, Ali dengan PT PP (Persero) KSO. Internasional Adi Soemarmo Solo.
Mochtar Ngabalin sebagai anggota
Dewan Komisaris menggantikan Selby PT Angkasa Pura I (Persero) signed a PT Angkasa Pura I (Persero) and Airports
Nugraha Rahman, serta menetapkan Cooperation Contract for the construction Council International (ACI) held an Airport
Anandy Wati yang sebelumnya menjabat of the Yogyakarta International New Airport Excellence (APEX) Program in Environment
sebagai anggota Dewan Komisaris in Kulon Progo with PT PP (Persero) KSO. at Adi Soemarmo Solo International Airport.
menjadi Komisaris Independen
berdasarkan SK Menteri BUMN
Nomor: SK-210MBU/07/2018 tentang
Pemberhentian dan Pengangkatan
Anggota-Anggota Dewan Komisaris
serta Penetapan Komisaris Independen
Angkasa Pura I.
The Ministry of SOE appointed Djoko

Sasono as President Commissioner to
replace Andi Widjajanto, Tri Budi Satriyo as
a member of the Board of Commissioners
replacing Boy Syahril Qamar, Ali Mochtar
Ngabalin as a member of the Board of
Commissioners replacing Selby Nugraha
Rahman, and establishing Anandy Wati
who previously served as a member of the
Board of Commissioners as Independent
Commissioner based on SOE Minister
Decree Number: SK-210MBU/07/2018
concerning Dismissal and Appointment of
Members of the Board of Commissioners
and Determination of Independent
Commissioner Angkasa Pura I.
06 September/September 10 Oktober/October
PTAngkasa Pura I (Persero) menandatangani PT Angkasa Pura I (Persero)
kesepakatan bersama dengan Direktorat menandatangani kesepakatan bersama
Jenderal Perhubungan Udara Kementerian dengan Kejaksaan Negeri Jakarta Pusat
Perhubungan RI terkait Pengkajian Rencana untuk memperkuat sinergi penanganan
Pengalihan Pengelolaan Bandar Udara permasalahan hukum di bidang perdata
Sentani Jayapura dan Bandara Mutiara Sis dan tata usaha negara.
Al-Jufri Palu. PT Angkasa Pura I (Persero) signed a joint
PT Angkasa Pura I (Persero) signed an agreement with the Central Jakarta District
agreement with the Directorate General Prosecutor's Office to strengthen the
of Air Transportation of the Ministry of synergy in handling legal issues in the civil
Transportation of the Republic of Indonesia and state administration.
regarding the Study of the Plan to Transfer
Management of Sentani Jayapura Airport
and Mutiara Sis Al-Jufri Airport in Palu.

17 Desember/December 18 Desember/December 26 Desember/December

PT Angkasa Pura I (Persero) Penandatanganan perjanjian dukungan PT Angkasa Pura I (Persero) melakukan
menandatangani perjanjian kerjasama pendanaan untuk pengembangan penandatanganan perjanjian kerjasama
di bidang pelatihan pegawai bandara-bandara PT Angkasa Pura I tentang Penerimaan Pembayaran Tagihan
kebandarudaraan dengan Incheon (Persero) sebesar Rp5 triliun dengan PT ‘Host to Host’ (H2H) melalui Virtual
Internasional Airport Corporation (IIAC). Bank Tabungan Negara (Persero) Tbk, PT Account (VA) dengan PT Bank Negara
Sarana Multi Infrastruktur (Persero), dan Indonesia (Persero) Tbk.
PT Angkasa Pura I (Persero) signed a PT Bank BRIsyariah Tbk. PT Angkasa Pura I (Persero) signed a
cooperation agreement in the field of The signing of a funding support agreement cooperation agreement regarding Receipt
airport employee training with the Incheon for the development of PT Angkasa Pura I of Bill Payment "Host to Host" (H2H)
International Airport Corporation (IIAC). (Persero) airports totaling Rp 5 trillion with through a Virtual Account (VA) with PT Bank
PT Bank Tabungan Negara (Persero) Tbk, Negara Indonesia (Persero) Tbk.
PT Sarana Multi Infrastruktur, and PT Bank
BRIsyariah Tbk.

33
2018 Annual Report
LAPORAN DEWAN KOMISARIS REPORT OF THE BOARD

OF COMMISSIONERS
Pemegang saham dan para pemangku

kepentingan lainnya yang kami hormati,
Dear respected shareholders and other stakeholders,
Dewan Komisaris telah menjalankan The Board of Commissioners had

tugas pengawasan dan pemberian carried out its supervisory and
nasihat kepada kepada Direksi advisory duties over the Board of
dengan penuh tanggung jawab selama Directors with full responsibility during
tahun 2018. Dalam menjalankan 2018. In carrying out its duties, the
tugasnya, Dewan Komisaris mengacu Board of Commissioners referred
pada Anggaran Dasar dan peraturan to the Articles of Association and
perundangan yang berlaku. Dewan the prevailing laws and regulations.
Komisaris senantiasa berupaya The Board of Commissioners always
untuk memastikan bahwa Perseroan made every effort to ensure that the
telah dijalankan sesuai rencana Company was operated in accordance
kerja yang telah ditetapkan, serta with the established work plan, as well
memastikan kepatuhan terhadap as to ensure its compliance with all of
seluruh peraturan dan perundang- the prevailing laws and regulations.
undangan yang berlaku.
Dewan Komisaris senantiasa The Board of Commissioners always

berupaya untuk memastikan strove to ensure that the Company
bahwa Perseroan telah dikelola was professionally managed, in
secara profesional, sesuai dengan accordance with the interests of its
kepentingan pemegang saham dan shareholders and other stakeholders.
pemangku kepentingan lainnya. In performing its role, the Board of
Dalam menjalankan perannya, Dewan Commissioners always remained
Komisaris senantiasa menjaga objective and independent. For that
obyektivitas dan independensi. reason, the Board of Commissioners
Oleh karena itu, Dewan Komisaris had not been involved in the process
tidak terlibat dalam pengambilan of the Company’s operational decision
keputusan operasional Perseroan, making , except when it was regulated
kecuali hal-hal yang diatur dan and stipulated in the Articles of
ditetapkan dalam Anggaran Dasar Association and the prevailing laws
dan peraturan perundang-undangan. and regulations.
Berikut beberapa hal yang kami The following are some points to
laporkan. report.

Dewan Komisaris telah memberikan arahan kepada Direksi

sepanjang tahun 2018 dan telah dilaksanakan dengan sangat
baik oleh Direksi. Dewan Komisaris berpendapat bahwa kinerja
Direksi selama 2018 sangat baik. Selama 2018, pendapatan
usaha untuk segmen operasi kebandaraan tercatat Rp5,12
triliun lebih tinggi dibandingkan segmen operasi non bandara
yang tercatat sebesar Rp5,10 triliun. Laba bersih setelah pajak
yang berhasil dibukukan oleh segmen operasi aeronautika
(kebandaraan) tercatat sebesar Rp2,34 triliun, sedangkan
segmen operasi non-aeronautika (non-bandara) sebesar Rp700
miliar. Pada 2018, pendapatan usaha untuk segmen operasi
aeronautika (kebandaraan) meningkat sebesar Rp592,32 miliar
atau 13,09%, sedangkan pendapatan usaha untuk segmen non-
aeronautika (non-bandara) meningkat sebesar Rp1,04triliun
atau sebesar 25,65%.
The Board of Commissioners had provided direction to

the Board of Directors throughout 2018 which had been
implemented it very well. The Board of Commissioners
believed that the performance of the Board of Directors
during 2018 was remarkable. During 2018, the operating
revenues for the airport operation segment were recorded
at Rp12 trillion, higher than those of the non-airport
operating segment which was recorded at Rp5.10 trillion.
The net profit after tax recorded by the aeronautical
(airport) operation segment reached Rp2.34 trillion, while
the non-aeronautical operations (non-airport) segment was
amounted to Rp700 billion. In 2018, the operating revenue
for the aeronautical (airport) operating segment increased
by Rp592.32 billion or 13.09%, while the operating revenue
for the non-aeronautical (non-airport) segment increased
by Rp1.04 trillion or 25.65%.
Djoko Sasono
Komisaris Utama
President Commissioner

35
2018 Annual Report
PENILAIAN ATAS KINERJA DIREKSI PERFORMANCE ASSESSMENT OF

BOARD OF DIRECTORS
Dewan Komisaris memberikan apresiasi yang setinggi- The Board of Commissioners expressed great appreciation
tingginya, atas kinerja Direksi di tahun 2018. Dewan to the Board of Directors for its performance in 2018. The
Komisaris berpendapat bahwa kinerja Direksi dalam Board of Commissioners believed that the Board of Directors
menangkap berbagai peluang dan tantangan yang terjadi had shown outstanding performance in capturing various
di 2018 sangat baik, terlihat dari pencapaian kinerja opportunities and managing challenges in 2018, as seen
Perseroan. from the Company's achievement.
Dalam melakukan penilaian atas kinerja Direksi, Dewan In carrying out such assessment, the Board of Commissioners
Komisaris mempertimbangkan hal-hal sebagai berikut. considered the following matters.
TINJAUAN MAKRO EKONOMI MACRO ECONOMIC REVIEW
Atas kinerja Perseroan yang sangat memuaskan, Dewan Upon the Company's highly satisfying performance, the
Komisaris memberikan penghargaan yang setinggi- Board of Commissioners appreciated the Board of Directors
tingginya atas kinerja Direksi yang telah mampu who had successfully taken on economic challenges in 2018.
menghadapi tantangan perekonomian di tahun 2018. The global economy was not yet fully recovered, and some
Perekonomian global masih belum sepenuhnya pulih, countries even showed the trend of economic slowdown. The
bahkan di beberapa negara cenderung mengalami same thing happened in the global aviation industry which
pelambatan. Hal yang sama juga terjadi pada industri experienced a decline in profits in 2018 due to a surge in
penerbangan global. Kondisi Industri penerbangan global fuel costs. Besides, a number of geopolitical tensions added
mengalami penurunan profit pada 2018 karena lonjakan to the risk in the aviation business. The International Air
biaya bahan bakar. Selain itu, sejumlah ketegangan Transport Association (IATA), which represents about 290
geopolitik menambah risiko bisnis penerbangan. airlines, stated that the airline industry is expected to record
Asosiasi Transportasi Udara Internasional (International a profit of USD33.8 billion this year, 12 percent below the
Air Transport Association/IATA), yang mewakili sekitar previous estimate of USD38.4 billion, inversely proportional
290 maskapai penerbangan, mengatakan industri to the number of passengers predicted to increase by 3.2
penerbangan diperkirakan akan mencatat laba sebesar percent this year. This is due to the fact that the first annual
USD33,8 miliar tahun ini, 12 persen di bawah perkiraan profit since 2011 due to a stronger global economy has
sebelumnya sebesar USD38,4 miliar, berbanding terbalik driven the growth in demand.
dengan jumlah penumpang yang justru diperkirakan naik
3,2 persen tahun ini. Hal ini dikarenakan keuntungan
tahunan pertama sejak 2011 karena ekonomi global yang
lebih kuat mendorong pertumbuhan permintaan.
Di sisi lain, pada level nasional, fundamental ekonomi On the other hand, at the national level, Indonesia's
makro Indonesia dalam kondisi baik dan telah macroeconomic fundamentals are in good condition and
meningkat. Perekonomian Indonesia selama tahun 2018 improving. The Indonesian economy during 2018 showed
menunjukkan kinerja yang tetap positif dengan tumbuh a performance that remained positive with a growth of
sebesar 5,17% lebih tinggi dibanding tahun 2017 sebesar 5.17%, higher than in 2017 which was 5.07%. However, the
5,07%. Namun di tahun 2018 Industri penerbangan Indonesian aviation industry experienced many challenges
Indonesia mengalami banyak tantangan. Penyebabnya in 2018. This is not only due to the rise in the fuel price but
tidak hanya harga avtur yang terus naik tetapi juga also the weakening of the Rupiah exchange rate against
pelemahan nilai tukar Rupiah terhadap Dolar AS sehingga the US Dollar which had an impact on the increase in the
berdampak kepada kenaikan biaya operasional maskapai operating costs of airlines. The growth in the number of
penerbangan. Pertumbuhan jumlah penumpang pesawat airline passengers over the past year had slowed by 9.5%.
sepanjang tahun lalu mengalami perlambatan yaitu hanya Regardless of these challenges, the Board of Directors
tumbuh sebesar 9,5%. Direksi telah mampu menghadapi had constituted several achievements in the Company's
berbagai tantangan yang terjadi di 2018 yang tercermin performance as follows.
dari pencapaian kinerja Perseroan sebagai berikut.

KINERJA OPERASIONAL DAN KEUANGAN OPERATIONAL AND FINANCIAL

PERFORMANCE
Kinerja PT Angkasa Pura I (Persero) mengalami The performance of PT Angkasa Pura I (Persero) had
peningkatan di tahun 2018. Secara umum, realisasi improved in 2018. In general, the realization of the
kinerja produksi jasa kebandaraan (aeronautika) tahun performance of aeronautical (airport) services in 2018 was
2018 mencapai lebih tinggi, baik terhadap realisasi kinerja higher than both the realization of 2017 airport service
produksi jasa kebandaraan tahun 2017 maupun terhadap performance and the target set for 2018. The production of
target yang ditetapkan pada tahun berjalan. Produksi aircraft landing, placement, and storage services (PJP4U)
PJP4U pada 2018 mencapai 28.681.347 ton, mengalami in 2018 reached 28,681,347 tons, an increase of 583,248
pertumbuhan 583.248 ton atau sebesar 2,08% dari 2017 tons or 2.08% from 2017 which was 28,098,099 tons. The
yang mencapai 28.098.099 ton. Produksi PJP2U juga production of aircraft passenger services (PJP2U) also
mengalami peningkatan yaitu sebesar 2.271.616 pax atau increased by 2,271,616 packs or 5.67%, from 40,078,358
sebesar 5,67%, dari 40.078.358 pax di 2017 menjadi packs in 2017 to 42,349,974 packs in 2018.
42.349.974 pax di 2018.
Produksi Non Aeronautika secara umum mengalami The production of non-aeronautical services had in
peningkatan, hal ini sejalan dengan tumbuhnya jumlah general increased, in line with the growth in the number of
penumpang di tahun 2018, sehingga berdampak pada passengers in 2018, which had resulted in an increase in
peningkatan omzet penjualan tenant, serta adanya turnover of tenant sales, as well as a minimum adjustment
penyesuaian minimal omzet bruto di tahun 2018. of gross turnover in 2018. The increase in non-airport
Peningkatan produksi non bandara khususnya terkait service production was particularly related to the increase
dengan peningkatan produksi konsensi. Realisasi produksi in concession production. The realization of concession
konsensi selama 2018 tercatat sebesar Rp27.881 miliar, production during 2018 was recorded at Rp27,881 billion,
meningkat sebesar Rp18.310 miliar atau 191,32% dari an increase of Rp18,310 billion or 191.32% from the previous
tahun sebelumnya yang sebesar Rp9.570 miliar. year which amounted to Rp9,570 billion.
Selama 2018, pendapatan usaha untuk segmen During 2018, the operating revenue for the airport operation
operasi kebandaraan tercatat Rp5,12 triliun lebih segment was recorded at Rp5.12 trillion, higher than that
tinggi dibandingkan segmen operasi non bandara yang of the non-airport operating segment which was recorded
tercatat sebesar Rp5,10 triliun. Laba bersih setelah at Rp5.10 trillion. The net profit after tax recorded by
pajak yang berhasil dibukukan oleh segmen operasi the aeronautical (airport) operation segment reached
kebandaraan tercatat sebesar Rp2,34 triliun, sedangkan Rp2.34 trillion, while the non-airport operation segment
segmen operasi non bandara sebesar Rp700 miliar. was amounted to Rp700 billion. In 2018, the operating
Pada 2018, pendapatan usaha untuk segmen operasi revenue for the airport operating segment had increased by
kebandaraan meningkat sebesar Rp592,32 miliar atau Rp592.32 billion or 13.09%, while the operating revenue for
13,09%, sedangkan pendapatan usaha untuk segmen the non-aeronautical (non-airport) segment had increased
non-aeronautika (non-bandara) meningkat sebesar by Rp1.04 trillion or 25.65%.
Rp1,04triliun atau sebesar 25,65%.
Secara keseluruhan, pada tahun 2018 laba bersih tahun Overall, the current year's net profit of 2018 was recorded
berjalan tercatat sebesar Rp2,00 triliun, mengalami at Rp2.00 trillion, an increase of Rp585 billion or 41.23%
peningkatan sebesar Rp585 miliar atau 41,23% compared to that in 2017 which was amounted to Rp1.42
dibandingkan tahun 2017 sebesar Rp1,42 triliun. trillion. The increase in net income had increased the assets
Peningkatan laba bersih telah meningkatkan aset of the Company. In 2017, the Company's total assets were
Perseroan. Pada 2018, total aset Perseroan mencapai Rp31.60 trillion, an increase of Rp6.9 trillion or 27.8%
Rp31,60 triliun, mengalami pertumbuhan sebesar Rp6,9 compared to those in 2016 which were Rp24.73 trillion.
triliun atau sebesar 27,8% dibandingkan 2017 yang
mencapai Rp24,73 triliun.

37
2018 Annual Report
TINGKAT KESEHATAN PERSEROAN THE COMPANY'S HEALTH LEVEL
Penilaian tingkat kesehatan Perseroan dihitung The Company's health level was measured based on the
berdasarkan Surat Keputusan Menteri Badan Usaha Milik Decree of the Minister of State-Owned Enterprises of
Negara Republik Indonesia Nomor KEP.100/MBU/2002 the Republic of Indonesia Number KEP.100/MBU/2002
tanggal 4 Juni 2002 tentang Penilaian Badan Usaha dated June 4, 2002 on the Assessment of State-Owned
Milik Negara dan Peraturan Menteri Perhubungan Enterprises and the Regulation of Minister of Transportation
Republik Indonesia Nomor PM 178 tahun 2015 tentang of the Republic of Indonesia Number PM 178 of 2015 on the
Standar Pelayanan Pengguna Jasa Bandar Udara. Standards of Services for Airport Users. The health level of
Tingkat kesehatan Perseroan dalam tahun 2018 berada the Company in 2018 was classified as “AA” with a value of
dalam klasifikasi “AA“ dengan nilai bobot 90,50 yang 90.50, indicating the company was in a healthy condition.
menandakan perseroan dalam kondisi sehat.
PENGAWASAN TERHADAP SUPERVISION OF THE COMPANY'S

IMPLEMENTASI STRATEGI STRATEGY IMPLEMENTATION
PERSEROAN
Dalam menjalankan tugasnya terkait dengan pengawasan In carrying out its duties related to supervision of the
terhadap implementasi strategi Perseroan, Dewan implementation of the Company's strategies, the Board
Komisaris telah melakukan berbagai rapat maupun of Commissioners had conducted various meetings
mekanisme lainnya. Selama tahun 2018, pengawasan and other mechanisms. During 2018, supervision of the
terhadap implementasi strategi Perseroan antara lain implementation of the Company's strategy was carried out
dilakukan sebagai berikut. as follows.
1. Dewan Komisaris telah melaksanakan rapat internal 1. The Board of Commissioners had conducted 15 (fifteen)
Dewan Komisaris sebanyak 15 (lima belas) kali dan internal meetings and 9 (nine) coordination meetings
rapat koordinasi Dewan Komisaris dengan Direksi with the Board of Directors;
sebanyak 9 (sembilan) kali;
2. Dewan Komisaris telah melaksanakan rapat Komite 2. The Board of Commissioners had conducted meetings
Audit serta Komite Risiko Usaha dan GCG; with the Audit Committee and the Business Risk and
GCG Committee;
3. Dewan Komisaris telah mengikuti RUPS sebanyak 2 3. The Board of Commissioners had attended the AGM 2
(dua) kali; (two) times;
4. Dewan Komisaris telah memberikan tanggapan atas 4. The Board of Commissioners had responded to the
Laporan Tahunan Perusahaan Tahun Buku 2017, dan Company’s Annual Report for Fiscal Year 2017, and the
RKAP Tahun Buku 2018, serta perkara penting lainnya Company's Work Plan and Budget (RKAP) for Fiscal Year
yang memerlukan tanggapan/persetujuan Dewan 2018, as well as other important matters requiring the
Komisaris; Board of Commissioners’ response/approval;
5. Dewan Komisaris telah melaksanakan kunjungan dan 5. The Board of Commissioners had conducted visits and
monitoring ke bandara yang menjadi tanggung jawab monitoring to airports operated by the Company;
Perusahaan;
6. Dewan Komisaris telah melakukan pengawasan dan 6. The Board of Commissioners had supervised and
pemantauan terhadap program penilaian bandara monitored the best airport assessment program in 2018;
terbaik tahun 2018;
7. Dewan Komisaris telah melakukan pengawasan 7. The Board of Commissioners had supervised and
dan pemantauan terhadap pengembangan usaha monitored the development of the Company’s business,
Perusahaan, serta permasalahan strategis yang as well as the strategic problems faced; and
dihadapi; dan
8. Dewan Komisaris telah melakukan pengawasan dan 8. The Board of Commissioners has supervised and
pemantauan terhadap pelaksanaan internal kontrol monitored the implementation of the internal control
dan GCG di Perusahaan. and GCG within the Company.

PENERAPAN GOOD CORPORATE IMPLEMENTATION OF GOOD

GOVERNANCE CORPORATE GOVERNANCE
Penerapan Good Corporate Governance (GCG) merupakan The implementation of Good Corporate Governance (GCG)
salah satu hal penting yang menjadi fokus pengawasan was one of the important things that became the focus of
dan arahan Dewan Komisaris kepada Direksi. GCG supervision and direction of the Board of Commissioners to
merupakan suatu syarat kunci dalam mencapai kinerja the Board of Directors. GCG is a key requirement in achieving
perusahaan yang berkelanjutan. sustainable company performance.
Dewan Komisaris berpendapat bahwa Direksi telah The Board of Commissioners believed that the Board of
menerapkan GCG dengan efektif dan konsisten di 2018. Directors had implemented GCG effectively and consistently
Hal ini telah dibuktikan dari berbagai capaian baik kinerja in 2018. This had been proven by various achievements both
operasional maupun keuangan yang sangat baik di 2018. in operational and financial performance in 2018.
Dalam rangka evaluasi penerapan GCG, Perseroan telah To evaluate the implementation of GCG, the Company
melaksanakan GCG assessment yang dilaksanakan secara has implemented the GCG assessment periodically and
periodik dan konsisten setiap tahun. Pelaksanaan GCG consistently every year. The GCG assessment is made based
assessment tersebut berdasarkan Keputusan Sekretaris on the Decree of the Secretary of the Ministry of State-
Kementerian Badan Usaha Milik Negara Nomor: SK- Owned Enterprises Number: SK-16/S.MBU/2012 dated
16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/ June 6, 2012 on Evaluation Indicators/Parameters of Good
Parameter Penilaian dan Evaluasi atas Penerapan Tata Corporate Governance Implementation in State-Owned
Kelola Perusahaan yang Baik (Good Corporate Governance) Enterprises. The results of the assessment made in 2018
pada BUMN. Hasil assessment yang dilakukan di 2018 showed a score of 91.34, meaning that the implementation
menunjukkan skor sebesar 91,34 yang berarti penerapan of GCG at PT Angkasa Pura I (Persero) was very good.
GCG Pada PT Angkasa Pura I (Persero) sangat baik.
Beberapa isu kunci penerapan GCG juga menjadi fokus Some of the key issues of the GCG implementation were also
utama pengawasan Dewan Komisaris, diantaranya adalah the main focus of the Board of Commissioners’ supervision,
penerapan whistleblowing system, sistem manajemen including the adoption of a whistle-blowing system, a risk
risiko dan pengendalian internal Perusahaan. Pandangan management system, and the Company’s internal controls.
Dewan Komisaris terhadap hal tersebut adalah sebagai The following are of the Board of Commissioners’ views on
berikut. the issues.
WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM
Dalam menerapkan kegiatan usaha yang sehat, PT In implementing healthy business activities, PT Angkasa
Angkasa Pura I (Persero) telah memiliki Sistem Pelaporan Pura I (Persero) already had a Whistle-Blowing System
Pelanggaran (Whistleblowing System) yang berfungsi (WBS) functioning as a means of preventing and
sebagai sarana dalam pencegahan, pengungkapan disclosing violations or fraud in the Company. The Board
pelanggaran atau kecurangan dalam Perusahaan. Dewan of Commissioners in its capacity as the WBS Steering
Komisaris berperan dalam WBS sebagai Dewan Pengarah Committee believed that the WBS had been implemented
serta dalam penanganan laporan dugaan pelanggaran properly in handling reports of alleged violations relating
yang berkaitan dan/atau dilakukan oleh anggota Direksi to and/or carried out by members of the Board of Directors.
Dewan Komisaris berpendapat bahwa Whistleblowing To further optimize the implementation of the WBS, the
System (WBS) telah dilakukan dengan baik. Board of Commissioners had required more programs on the
WBS dissemination.
Untuk lebih mengoptimalkan penerapan WBS, Dewan The WBS management could be improved by providing an
Komisaris memberikan arahan agar sosialiasi WBS instrument able to directly submit complaints of reported
lebih ditingkatkan lagi. Peningkatan pengelolaan WBS violations to the Board of Commissioners or its supporting
bisa ditingkatkan dengan memfasilitasi pengaduan organs. In addition, the WBS should be promoted so that all
pelaporan pelanggaran yang bisa langsung disampaikan employees would more motivated in reporting any violations
kepada Dewan Komisaris atau organ penunjang Dewan and the implementation of the WBS would be in the end
Komisaris. Di samping itu, sosialiasi WBS juga dapat lebih more effective.
ditingkatkan agar seluruh pegawai memiliki motivasi
yang lebih tinggi dalam menyampaikan pelanggaran yang
diketahuinya, sehingga penerapan WBS bisa lebih efektif.
39
2018 Annual Report
MANAJEMEN RISIKO RISK MANAGEMENT
PT Angkasa Pura I (Persero) mengembangkan suatu PT Angkasa Pura I (Persero) had developed a comprehensive
kerangka pengelolaan risiko Perseroan yang menyeluruh, corporate risk management framework known as the
Enterprise Risk Management (ERM), guna meminimalkan Enterprise Risk Management (ERM) to minimize any potential
potensi kerugian dan mengoptimalkan profitabilitas, losses as well as to optimize profitability, create Company
menciptakan nilai Perseroan dan meningkatkan values, increase stakeholders’ confidence, encourage the
kepercayaan pemangku kepentingan, mendorong standar standards of best practices of Corporate Governance, and
praktik terbaik Tata Kelola Perseroan, serta menjadikan make risk management as a part of the Company’s culture.
budaya risiko sebagai bagian dari budaya Perseroan. In order to support the supervisory function related to
Dalam rangka mendukung fungsi pengawasan terkait risk management aspects within the Company, the Board
aspek manajemen risiko di lingkungan Perseroan, of Commissioners had established a Business Risk and
Dewan Komisaris telah membentuk Komite Risiko GCG Committee to ensure the implementation of risk
Usaha dan GCG yang memiliki tugas secara umum yaitu management complies with the applicable standards, to
memastikan pelaksanaan manajemen risiko telah berlaku provide recommendations on how to improve the company’s
sesuai standar yang berlaku, memberikan rekomendasi risk management control system and its implementation so
mengenai penyempurnaan sistem pengendalian that it is in accordance with the provisions on risk policy and
manajemen risiko perusahaan dan pelaksanannya the implementation of Good Corporate Governance (GCG),
sehingga sesuai dengan ketentuan mengenai kebijakan and to help the Board of Commissioners identify key issues
risiko dan penerapan Good Corporate Governance (GCG), in the implementation of risk policies and GCG principles
serta membantu Dewan Komisaris dalam mengidentifikasi within the Company.
hal-hal yang memerlukan perhatian dalam pelaksanaan
kebijakan risiko dan penerapan prinsip GCG di lingkungan
Perseroan.
Dewan Komisaris berpendapat bahwa manajemen The Board of Commissioners believed that the Company’s
risiko Perseroan sudah cukup memadai. PT Angkasa risk management was sufficient. PT Angkasa Pura I
Pura I (Persero) telah menggunakan acuan International (Persero) made such an assessment with a reference to the
Organization for Standardization (ISO) 31000 Risk International Organization for Standardization (ISO) 31000
Management Standard yang telah mendapatkan sertifikasi on Risk Management Standards certified by the National
dari Badan Standardisasi Nasional (BSN). Standardization Agency (BSN).
Secara periodik, Perseroan telah melakukan pengukuran The Company had periodically measured the maturity level
tingkat maturitas penerapan manajemen risiko. Tingkat of the implementation of its risk management. The maturity
maturitas penerapan manajemen risiko menunjukkan level of the risk management implementation showed that
bahwa strategi pengelolaan risiko telah diterapkan the risk management strategy had been implemented and
dan mulai dibangun infrastruktur manajemen risiko the risk management infrastructure (organization, policy,
(organisasi, kebijakan, dan sumber daya manusia) di and human resources) had been built within the Company. In
lingkungan Perseroan. Selain itu, berdasarkan hasil addition, based on the results of these measurements, it can
pengukuran tersebut dapat diketahui bahwa pondasi be seen that the foundation of risk management had been
manajemen risiko telah terbangun dengan baik. Dalam well developed. In order to improve risk management, some
rangka peningkatan pengelolaan risiko di lingkungan campaign and dissemination programs had been made
Perseroan, secara rutin telah dilakukan melalui sosialisasi to reach all people in the Company so that every decision
dan campaign kepada seluruh insan Perseroan, sehingga would be made within the risk-awareness culture.
diharapkan tercipta budaya sadar risiko dalam setiap
pengambilan keputusan yang dilakukan.

SISTEM PENGENDALIAN INTERNAL INTERNAL CONTROL SYSTEM
Salah satu unsur penunjang terwujudnya Good Corporate One of the elements supporting the realization of Good
Governance (GCG) adalah diterapkannya sistem Corporate Governance (GCG) is the implementation of a
Pengendalian Internal (Internal Control) yang baik dalam good Internal Control system within the organization. The
organisasi. Penerapan sistem pengendalian internal PT implementation of the internal control system of PT Angkasa
Angkasa Pura I (Persero) menggunakan konsep three lines Pura I (Persero) applied the three lines of defense concept
of defense yang dijelaskan sebagai berikut: as follows:
a. Pengendalian lini pertama (first line), berada di posisi a. The first line control, in the front position, was carried
paling depan, dilakukan oleh unit operasional selaku out by the operational unit as the risk owner as well as
pemilik risiko sekaligus pelaksana proses bisnis, the executor of business processes.
b. Pengendalian lini kedua (second line) dilakukan oleh b. The second line control was carried out by all
seluruh unit support yang memiliki fungsi kontrol supporting units that have a direct control function on
secara langsung terhadap operasi perusahaan, the company’s operations, such as financial control,
seperti; financial control, security, risk management, security, risk management, quality control, inspection,
quality control, inspection and compliance. and compliance.
c. Pengendalian lini ketiga (three line) adalah c. The third line control was an assurance activity over the
kegiatan penilaian (assurance) atas kontrol yang control held on the first and second lines, carried out by
diselenggarakan pada lini pertama dan kedua, an independent unit within the company, namely the
dilakukan oleh unit yang independen dalam Internal Audit Unit.
perusahaan, yaitu Unit Internal Audit.
Perlindungan berlapis ini dimaksudkan untuk memastikan This multi-layered protection was intended to ensure that
agar implementasi Pengendalian Internal (Internal the Internal Control, Risk Management, and Good Corporate
Control), Pengelolaan Risiko (Risk Management) dan Governance principles were properly implemented in
prinsip-prinsip tata kelola perusahaan yang baik (Good order to attain the Company’s objectives can be achieved
Corporate Governance) betul-betul dilaksanakan sehingga and to manage obstacles/threats or even used them as an
tujuan perusahaan dapat tercapai dan hambatan/ opportunity to facilitate the achievement of the company’s
ancaman yang dikelola bahkan dijadikan peluang untuk objectives.
mempermudah pencapaian tujuan perusahaan tersebut.
Menurut pandangan Dewan Komisaris, sistem In the view of the Board of Commissioners, the internal
pengendalian internal PT Angkasa Pura I (Persero) telah control system of PT Angkasa Pura I (Persero) had been
memadai. Secara kontinyu, Perseroan telah melakukan adequate. The Company had continuously conducted
evaluasi dalam rangka meningkatkan efektivitas sistem evaluations in order to improve the effectiveness of the

41
2018 Annual Report
pengendalian internal dan dilaporkan kepada Dewan internal control system and submitted the report to the
Komisaris. Perbaikan dilakukan berdasarkan hasil audit Board of Commissioners. Improvements were made based
internal maupun eksternal. on the results of internal and external audits.
PANDANGAN ATAS PROSPEK VIEWS ON BUSINESS PROSPECTS

USAHA YANG TELAH DISUSUN PREPARED BY BOARD OF DIRECTORS
OLEH DIREKSI
Kinerja Perseroan dalam jangka panjang merupakan hal The long-term performance of the Company is important for
penting bagi Dewan Komisaris dalam menjalankan tugas the Board of Commissioners in carrying out their supervisory
pengawasan dan pemberian nasihat kepada Direksi. Oleh and advisory duties to the Board of Directors. Therefore,
karena itu, kehandalan Direksi dalam melakukan analisis the reliability of the Board of Directors in analyzing the
prospek usaha Perseroan merupakan hal penting yang company's business prospects is of important to the Board of
mendapat perhatian Dewan Komisaris. Dewan Komisaris Commissioners. The Board of Commissioners believed that
berpendapat bahwa prospek usaha yang telah disusun oleh the business prospects prepared by the Board of Directors
Direksi sangat realistik didasarkan pada asumsi yang sesuai. were very realistic based on appropriate assumptions.
Berkembangnya industri kepariwisataan merupakan The development of tourism industry has been a major
faktor utama dalam industri penerbangan. Dalam Rencana factor in the aviation industry. It is stated in the 2015-2019
Pembangunan Jangka Menengah Nasional (RPJMN) tahun National Medium-Term Development Plan (RPJMN) that
2015-2019 disebutkan bahwa sektor pariwisata merupakan tourism is a leading sector targeted to contribute to the
sektor unggulan yang ditargetkan dapat berkontribusi National GDP by 8% by 2019, with a target of 20 million
terhadap PDB Nasional hingga mencapai 8% pada tahun foreign tourists and 275 million domestic tourists in 2019.
2019 dengan target wisatawan mancanegara pada tahun
2019 mencapai 20 juta orang dan target wisatawan
nusantara sebanyak 275 juta kunjungan.
Sementara itu, Kementerian Pariwisata melakukan Meanwhile, the Ministry of Tourism carried out the 3A
strategi 3A (Airlines–Airport and Air Navigation— strategy (Airlines-Airport and Air Navigation-Authorities)
Authorities) yang diawali dengan melakukan nota which began with the signing of a memorandum of
kesepahaman (MoU) kerjasama dengan PT Angkasa understanding (MoU) on the cooperation between PT
Pura I (Persero), PT Angkasa Pura II (Persero) dan AirNav Angkasa Pura I (Persero), PT Angkasa Pura II (Persero), and
Indonesia dalam upaya menambah direct flight berjadwal AirNav Indonesia in an effort to provide more scheduled
melalui pembukaan rute baru, extra flight, serta pemberian direct flights through the opening of new routes, provision
incentive airport charge dan pengalokasian prioritas slot di of extra flights, incentive airport charges, and priority slot
sejumlah bandar udara internasional di Indonesia, serta allocation in a number of international airports in Indonesia,
promosi bersama dalam mewujudkan partnership action as well as joint promotions in realizing partnership action
program untuk mendukung target pariwisata 2019. programs to support the 2019 tourism targets.
Berdasarkan pertimbangan tersebut, prospek PT Angkasa Based on these considerations, the prospect of PT Angkasa
Pura I (Persero) di masa yang akan datang akan semakin Pura I (Persero) in the future will be even better, supported
baik, dengan didukung oleh membaiknnya perekonomian by the improvement of the national economy in 2019.
nasional di 2019.
PENILAIAN KINERJA KOMITE- PERFORMANCE ASSESSMENT OF

KOMITE DI BAWAH DEWAN COMMITTEES UNDER THE BOARD OF
KOMISARIS COMMISSIONERS
Dewan Komisaris memiliki komite-komite penunjang The Board of Commissioners has supporting committees that
yang telah memiliki tugas dan tanggung jawab untuk have duties and responsibilities to support the performance
mendukung kinerja Dewan Komisaris. Komite-komite of the Board of Commissioners. These committees have
tersebut telah memiliki pedoman kerja yang jelas, clear work guidelines, so that the implementation of their
sehingga pelaksanaan tugasnya bisa terarah dan efektif. duties can be clearly directed and effective. Committees

Komite-komite yang berada di bawah Dewan Komisaris under the Board of Commissioners are the Audit Committee
adalah Komite Audit dan Komite Risiko Usaha dan GCG. and the Business Risk and GCG Committee.
Komite Audit memiliki tugas dan tanggung jawab The Audit Committee has the duty and responsibility to
untuk melakukan pengawasan atas efektivitas sistem supervise the effectiveness of the internal control system,
pengendalian intern, manajemen risiko, internal audit, risk management, internal audit, and financial reporting
proses pelaporan keuangan, sedangkan Komite Risiko process; while the Business Risk Committee and GCG is
Usaha dan GCG merupakan organ pendukung yang the supporting organ to provide assistance to the Board
dimaksudkan untuk membantu Dewan Komisaris terkait of Commissioners in managing issues around the Board of
permasalahan kebijakan Direksi yang berkaitan dengan Directors policies relating to risk management and possible
pengelolaan risiko (risk management) dan kemungkinan of business risk, as well as good corporate governance
terjadinya risiko usaha, serta pengelolaan perusahaan (GCG).
yang baik (GCG).
Dewan Komisaris secara periodik melakukan penilaian The Board of Commissioners had periodically evaluated
atas efektivitas kinerja komite-komite di bawah Dewan the effectiveness of the performance of committees under
Komisaris. Dewan Komisaris menilai bahwa selama the Board of Commissioners. The Board of Commissioners
tahun 2018 komite-komite telah menjalankan tugas dan considered that during 2018 the committees had carried out
tanggung jawabnya dengan cukup efektif. their duties and responsibilities quite effectively.
CHANGES IN THE COMPOSITION OF

PERUBAHAN KOMPOSISI DEWAN BOARD OF COMMISSIONERS
KOMISARIS
In the 2018 period, there was a change in the number and
Pada periode 2018, jumlah dan komposisi Dewan composition of the Company's Board of Commissioners.
Komisaris Perseroan mengalami perubahan. Perubahan Such a change was made on the basis of consideration of the
dilakukan atas dasar pertimbangan kebutuhan Perseroan. needs of the Company. The change in the composition of the
Perubahan komposisi Dewan Komisaris disajikan sebagai Board of Commissioners is as follows.
berikut.
PERIODE 1 JANUARI 2018 – 15 JANUARI PERIOD OF JANUARY 1, 2018 – JANUARY 15,

2018 2018
Pada periode 1 Januari 2018 – 15 Januari 2018, Dewan In the period of January 1, 2018 to January 15, 2018, the Board
Komisaris berjumlah 5 (lima) orang terdiri dari 1 (satu) of Commissioners consists of 5 (five) members consisting
orang Komisaris Utama, 1 (satu) orang Komisaris of 1 (one) President Commissioner, 1 (one) Independent
Independen dan 3 (tiga) orang Komisaris. Seluruh anggota Commissioners, and 3 (three) Commissioners. All members
Dewan Komisaris berdomisili di wilayah kerja Kantor of the Board of Commissioners domiciled in the working area
Pusat PT Angkasa Pura I (Persero). Adapun komposisi of PT Angkasa Pura I (Persero) Head Office. The composition
Dewan Komisaris periode 1 Januari 2018 – 15 Januari of the Board of Commissioners for the period of January 1,
2018 adalah sebagai berikut. 2018 - January 15 2018 is as follows.
Nama Jabatan
Name Position
Komisaris Utama
Andi Widjajanto
Komisaris Independen
Boy Syahril Qamar
Independent Commissioner
Komisaris
Anandy Wati
Commissioner
Komisaris
Suprasetyo
Commissioner
Komisaris
Selby Nugraha Rachman
Commissioner

43
2018 Annual Report
PERIODE 16 JANUARI 2018 – 19 JULI 2018 PERIOD OF JANUARY 16, 2018-JULY 19, 2018
Bapak Harry Z. Soeratin mulai menjabat sebagai Mr. Harry Z. Soeratin began serving as a Commissioner on
Komisaris pada 16 Januari 2018, sehingga pada periode 16 January 16, 2018, so that in the period of January 16, 2018
Januari 2018 – 19 Juli 2018, Dewan Komisaris berjumlah 6 - July 19 2018, the Board of Commissioners had 6 (six)
(enam) orang terdiri dari 1 (satu) orang Komisaris Utama, members consisting of 1 (one) President Commissioner,
1 (satu) orang Komisaris Independen dan 4 (empat) orang 1 (one) Independent Commissioner, and 4 (four)
Komisaris. Seluruh anggota Dewan Komisaris berdomisili Commissioners. All members of the Board of Commissioners
di wilayah kerja Kantor Pusat PT Angkasa Pura I (Persero). domiciled in the working area of PT Angkasa Pura I (Persero)
Adapun komposisi Dewan Komisaris periode 15 Januari Head Office. The composition of the Board of Commissioners
2018 – 19 Juli 2018 adalah sebagai berikut. for the period of January 15, 2018 - July 19, 2018 is as follows.
Nama Jabatan
Name Position
Komisaris Utama
Andi Widjajanto
Boy Syahril Qamar
Komisaris
Anandy Wati
Commissioner
Komisaris
Suprasetyo
Commissioner
Komisaris
Selby Nugraha Rachman
Commissioner
Komisaris
Harry Z. Soeratin
Commissioner
PERIODE 19 JULI 2017 – 31 DESEMBER PERIOD OF JULY 19, 2017 – DECEMBER 31,
2018 2018
Sehingga pada periode 19 Juli 2018 – 31 Desember 2018, In the period of July 19, 2018 to December 31, 2018, the
Dewan Komisaris berjumlah 6 (enam) orang terdiri dari 1 Board of Commissioners had 6 (six) members consisting
(satu) orang Komisaris Utama, 1 (satu) orang Komisaris of 1 (one) President Commissioner, 1 (one) Independent
Independen dan 4 (empat) orang Komisaris. Seluruh Commissioners, and 4 (four) Commissioners. All members of
anggota Dewan Komisaris berdomisili di wilayah kerja the Board of Commissioners domiciled in the working area of
Kantor Pusat PT Angkasa Pura I (Persero). Adapun PT Angkasa Pura I (Persero) Head Office. The composition of
komposisi Dewan Komisaris periode 19 Juli 2018 – 31 the Board of Commissioners for the period of July 19, 2018 -
Desember 2018 adalah sebagai berikut. December 31, 2018 is as follows.
Nama Jabatan
Name Position
Komisaris Utama
Djoko Sasono
Komisaris
Tri Budi Satriyo
Commissioner
Anandy Wati
Komisaris
Suprasetyo
Commissioner
Komisaris
Ali Mochtar Ngabalin
Commissioner
Komisaris
Harry Z. Soeratin
Commissioner
Alasan perubahan Komisaris ini dikarenakan kebutuhan The reason for this change in Commissioners is due to
binis Perseroan, berdasarkan evaluasi dari pemegang the Company's business needs, based on evaluations
saham dan rekomendasi Dewan Komisaris. from shareholders and Board of Commissioners
recommendations.

FREKUENSI DAN CARA PEMBERIAN FREQUENCY AND PROCEDURES OF

NASIHAT KEPADA ANGGOTA ADVICE PROVISION TO BOARD OF
DIREKSI DIRECTORS’ MEMBERS
Tugas, kewajiban dan tanggung jawab Dewan Komisaris dalam The duties, obligations, and responsibilities of the Board of
rangka pemberian nasihat kepada anggota Direksi antara lain Commissioners in providing advice to members of the Board
dilakukan dengan menggunakan mekanisme Rapat Gabungan of Directors include the mechanism of a Joint Meeting
antara Dewan Komisaris dengan Direksi serta tanggapan- between the Board of Commissioners and the Board of
tanggapan tertulis atas kebijakan dan rencana Perseroan. Selama Directors as well as written responses to the Company’s
tahun 2018, Dewan Komisaris telah menyelenggarakan Rapat policies and plans. During 2018, the Board of Commissioners
Gabungan sebayak 9 (sembilan) kali dan telah dilakukan dengan had conducted 9 (nine) Joint Meetings which ran effectively.
efektif.
PENUTUP CONCLUSION
Demikian laporan tugas pengawasan Dewan Komisaris Such is the supervisory report of the Board of Commissioners
atas kinerja dan pelaksanaan usaha Perseroan di tahun on the Company’s performance and its business
2018. Dewan Komisaris menyampaikan penghargaan implementation in 2018. The Board of Commissioners
kepada segenap jajaran Direksi dan seluruh pegawai expressed its appreciation to the entire members of the
Perseroan, berkat dedikasi dan kerja keras, Perseroan Board of Directors and all employees of the Company that
mampu mencatatkan kinerja yang sangat baik di 2018. due to their dedication and hard work the Company was able
to record a very good performance in 2018.
Kedepannya, Dewan Komisaris akan selalu berupaya In the future, the Board of Commissioners will always strive
untuk profesional dan independen dalam menjalankan to be professional and independent in carrying out its
fungsi pengawasan dan pemberian nasehat agar kinerja supervisory and advisory functions so that the Company’s
Perseroan bisa selalu meningkat di masa yang akan performance will keep improving.
datang.
Jakarta, April 2018

Atas Nama Dewan Komisaris
On behalf of the Board of Commissioners
PT Angkasa Pura I (Persero)
Djoko Sasono
Komisaris Utama

45
2018 Annual Report
LAPORAN DIREKSI BOARD OF DIRECTORS’ REPORT
Yang kami hormati, pemegang saham dan pemangku Honorable shareholders and stakeholders,
kepentingan lainnya,
Bersama ini kami sampaikan Laporan Direksi atas jalannya We hereby submit the Board of Directors’ Report on
kepengurusan Perseroan di tahun 2018. Secara umum, the administration of the Company's management in
Perseroan telah berhasil menghadapi tantangan dan 2018. Generally, the Company has succeeded in facing
peluang yang terlihat dari pencapaian kinerja Perseroan challenges and opportunities, as reflected in Company’s well
sangat baik. performance.
ANALISIS PENCAPAIAN KINERJA ANALYSIS OF PERFORMANCE

ACHIEVEMENT
Pengelolaan Perseroan telah dilakukan dengan The management of the Company has been implemented
mempertimbangkan berbagai faktor, baik internal maupun by considering various factors, both internal and external.
eksternal. Kondisi perekonomian makro, khususnya di Macroeconomic conditions, especially in the aviation
industri penerbangan merupakan salah satu hal penting industry, are one of the important things that affect the
yang mempengaruhi kinerja Perseroan. Oleh karena Company's performance. Therefore, in planning and
itu, dalam perencanaan maupun pelaksanaan strategi implementing the Company's strategy, the Board of
Perseroan, Direksi telah mempertimbangkan dengan Directors has considered economic development both
baik perkembangan perekonomian, baik global maupun globally and nationally, especially in the aviation industry.
nasional, khususnya di industri penerbangan.
TINJAUAN MAKRO EKONOMI DAN REVIEW OF MACROECONOMICS AND

INDUSTRI PENERBANGAN AVIATION INDUSTRY
Secara umum kondisi pertumbuhan perekonomian dunia In general, the current condition of world economic growth
saat ini melandai serta ketidakpastian pasar keuangan is sloping and high financial market uncertainties continue
yang tinggi tetap terjadi. Hal ini dipengaruhi oleh beberapa to occur. This is affected by several conditions of economic
kondisi pertumbuhan ekonomi di beberapa negara besar. growth in some major countries. In 2018, in line with the
Sejalan dengan perekonomian dunia, kondisi industri world's economy, the condition of the global aviation industry
penerbangan global mengalami penurunan profit pada is also experiencing a decline in profits due to a surge in fuel
2018 karena lonjakan biaya bahan bakar. Selain itu, costs. Besides, a number of geopolitical tensions make the
sejumlah ketegangan geopolitik menambah risiko bisnis risk of aviation business increased. The International Air
penerbangan. Asosiasi Transportasi Udara Internasional Transport Association (IATA), which represents around 290
(International Air Transport Association/IATA), yang airlines, stated that the airline industry is expected to record
mewakili sekitar 290 maskapai penerbangan, mengatakan a profit of USD 33.8 billion this year, it is 12% under the
industri penerbangan diperkirakan akan mencatat previous estimate of USD 38.4 billion, inversely proportional
laba USD33,8 miliar tahun ini, 12% di bawah perkiraan to the amount of passengers which is estimated to be
sebelumnya sebesar USD38,4 miliar, berbanding terbalik increased by 3.2%.
dengan jumlah penumpang yang justru diperkirakan naik
3,2%.
Patut disyukuri bahwa pertumbuhan ekonomi Indonesia We should be grateful that Indonesia's economic growth
tetap kuat ditopang permintaan domestik. Pertumbuhan remains strong supported by domestic demand. The growth
ekonomi pada 2018 tercatat sebesar 5,17%, lebih tinggi of economics in 2018 was recorded at 5.17%, higher than the
dibandingkan dengan pertumbuhan pada tahun 2017 growth in 2017 of 5.07%. Economic indicators for the fourth

Realisasi pendapatan non operasi tahun

2018 sebesar Rp388,05 miliar berada
di atas target sebesar 186,69% dari
RKAP Tahun 2018 sebesar Rp135,36
miliar. Selanjutnya, Perseroan berhasil
melampaui target laba operasi yaitu
sebesar 116,30% yang disebabkan
oleh keberhasilan Perseroan menekan
beban operasi di tahun 2018. Begitu
pula dengan target laba bersih tahun
berjalan yang telah terlampaui sebesar
127,98%.
The realization of non-operational
revenue in 2018 amounted to Rp388.05
billion which was above the target of
186.69% of the Corporate Work Plan and
Budget (RKAP) 2018 of Rp135.36 billion.
Furthermore, the Company succeeded
in exceeding the operating profit target
of 116.30% due to the success of the
Company in reducing operating expenses
in 2018. Similarly, the target for the
current year's net profit has exceeded
127.98%.
Faik Fahmi
Direktur Utama
President Directors

47
2018 Annual Report
sebesar 5,07%. Indikator ekonomi triwulan IV 2018 quarter of 2018 indicated that private consumption remained
menunjukkan konsumsi swasta tetap kuat ditopang daya strong, it was supported by maintained purchasing power
beli dan keyakinan konsumen yang terjaga serta dampak and consumer confidence as well as the positive impact of
positif persiapan Pemilu. Investasi tetap kuat didorong election preparation. The investment remains strong driven
proyek infrastruktur Pemerintah sedangkan investasi non by Government infrastructure projects, meanwhile, non-
bangunan melambat dipengaruhi perkembangan sektor building investment has slowed due to developments in the
manufaktur dan pertambangan. manufacturing and mining sectors.
Namun demikian, di tahun 2018 industri penerbangan However, in 2018 the Indonesian aviation industry
Indonesia mengalami banyak tantangan. Penyebabnya experienced many challenges. It was not only caused by
tidak hanya harga avtur yang terus naik tetapi juga the price of aviation fuel which continues to rise, but also
pelemahan nilai tukar Rupiah terhadap Dolar AS sehingga the weakening of the Rupiah exchange rate towards the
berdampak kepada kenaikan biaya operasional maskapai US Dollar which has an impact on the increase in operating
penerbangan. Di sisi lain, pertumbuhan jumlah penumpang costs of airlines. On the other hand, the growth in the number
pesawat sepanjang tahun lalu mengalami perlambatan of aircraft passengers over the past year experienced a
yaitu hanya tumbuh 9,5%. Padahal, arus penumpang slowdown, which only grew by 9.5%. In fact, the flow of
pesawat pada 2016 tumbuh 15,3%, Sepanjang tahun ini, aircraft passengers in 2016 grew by 15.3%. Throughout
Asosiasi Perusahaan Penerbangan Nasional Indonesia this year, the Indonesia National Air Carriers Association
(Indonesia National Air Carriers Association/INACA) (INACA) is optimistic that the number of aircraft passengers
optimistis jumlah penumpang pesawat naik sebesar 12%. will be increased by 12%.
Terlepas dari hal tersebut, Asosiasi Pengangkutan Udara Apart from that matter, the International Air Transport
Internasional (International Air Transport Association/IATA) Association (IATA) estimated that in 2035 Indonesia will
memperkirakan pada 2035 Indonesia akan mengangkut transport 250 million users of aviation services per year
250 juta pemakai jasa penerbangan per tahun dan and will take a place in the 5th (fifth) position of the world's
menduduki posisi 5 (lima) dari 10 (sepuluh) besar dunia 10 (ten) air transport passenger markets and currently,
pasar penumpang angkutan udara serta Indonesia saat Indonesia has 61 (sixty-one) scheduled commercial airlines,
ini memiliki 61 (enam puluh satu) maskapai penerbangan it is placing Indonesia in the second rank of the countries
komersial terjadwal, sehingga menempatkannya that have the fastest growing aviation industry in the world
di peringkat kedua negara yang memiliki industri after China in terms of aircraft bookings and business value.
penerbangan dengan pertumbuhan tercepat di dunia It shows the huge market potential for the aviation industry
setelah China dalam hal pesanan pesawat terbang dan in Indonesia, moreover, the Indonesian aviation sector
nilai bisnis. Hal tersebut menunjukkan besarnya potensi offers a large investment opportunity considering its unique
pasar untuk industri penerbangan di Indonesia, di tambah geographical conditions and the increase in a number of
sektor penerbangan Indonesia menawarkan peluang middle-class people and the strengthening of the domestic
investasi yang besar mengingat kondisi geografisnya yang and international tourism industry.
unik ditambah dengan meningkatnya jumlah masyarakat
kelas menengah dan penguatan industri pariwisata
domestik maupun internasional.
KEBIJAKAN STRATEGIS STRATEGIC POLICY
Sesuai dengan perkembangan yang terjadi pada In accordance with developments in the economy and the
perekonomian maupun industri penerbangan, Perseroan aviation industry, the Company has formulated various
merumuskan berbagai kebijakan strategis untuk meraih strategic policies to anticipate those conditions. Those
dalam mengantisipasi berbagai kondisi tersebut. Strategi strategies are formulated in Winning Strategies, such as:
tersebut dirumuskan dalam Winning Stategies sebagai
berikut.
1. Service Excellence and Compliance 1. Service Excellence and Compliance

Merupakan strategi peningkatan kualitas pelayanan It is a strategy to improve service quality and compliance
dan kepatuhan atas regulasi yang berlaku. Inisiatif with applicable regulations. Strategic initiatives
strategis yang dilakukan Perseroan untuk mendukung implemented by the Company to support the Service
strategi Service Excellence and Compliance, antara lain Excellence and Compliance strategy, among others,

melalui Service Level Improvement, Effective Internal through Service Level Improvement, Effective Internal
Service Level Agreement (SLA), dan Airport Regulation Service Level Agreement (SLA), and Airport Regulation
Compliance. Compliance.
2. Revenue Enhancement 2. Revenue Enhancement

Merupakan strategi untuk meningkatkan pendapatan It is a strategy to increase revenue that not only focuses
(revenue) yang tidak hanya berfokus pada besaran on the quantitative amount of income, but also on the
kuantitatif pendapatan saja tetapi juga pada komposisi composition of income, namely the amount of income
pendapatan, yakni besaran-besaran pendapatan yang that earns from reliable sources and can guarantee
berasal dari sumber-sumber yang dapat diandalkan the long term sustainability of the Company's
dan dapat menjamin keberlangsungan penguatan strengthening, which is through non-aeronautical
Perseroan dalam jangka panjang yaitu melalui income. Strategic initiatives implemented by the
pendapatan non-aeronautical. Inisiatif strategis yang Company to support Revenue Enhancement strategy,
dilakukan Perseroan untuk mendukung strategi among others, Non-Aero Revenue and Profitability
Revenue Enhancement, antara lain melalui Non-Aero Maximization, Subsidiaries Profitability Maximization,
Revenue and Profitability Maximization, Subsidiaries and New Profitable Business Development.
Profitability Maximization, dan New Profitable Business
Development.
3. Cost and Risk Management 3. Cost and Risk Management

Merupakan dalam melakukan investasi secara selektif It is a strategy in conducting selective and prudent
dan prudent dengan berfokus pada efisiensi biaya, investments by focusing on cost efficiency, risk
manajemen risiko dan melaksanakannya dengan management and implementing it with the principles of
prinsip-prinsip Pengelolaan Perseroan Kelas Dunia World Class Company Management and Good Corporate
dan Tata Kelola Perusahaan dengan baik dan benar. Governance. Strategic initiatives implemented by the
Inisiatif strategis yang dilakukan Perseroan untuk Company to support the Cost and Risk Management
mendukung strategi Cost and Risk Management, strategy, among others, through Cost Effectiveness and
antara lain melalui Cost Effectiveness and Efficiency Efficiency Improvement, Robust Funding Strategy, and
Improvement, Robust Funding Strategy, dan Effective Effective Enterprise Risk Management.
Enterprise Risk Management.
4. Socioeconomically Responsible Green Corporation 4. Socioeconomically Responsible Green Corporation

Merupakan strategi dalam memberikan manfaat yang It is a strategy to provide optimal benefits to the
optimal bagi masyarakat sekitar dan menerapkan surrounding community and to apply Eco-Green
prinsip-prinsip ramah lingkungan (Eco-Green). principles.
Terdapat 5 (lima) Key Enablers yang akan memperkuat There are 5 (five) Key Enablers that will strengthen the
winning strategies, yaitu: winning strategies, such as:
1. High Performing Culture 1. High Performing Culture
Merupakan strategi dalam membentuk budaya It is a strategy in creating an organizational culture that
organisasi yang memiliki keunggulan. Inisiatif strategis has excellence. Strategic initiatives implemented by the
yang dilakukan Perseroan untuk mendukung High Company to support High Performing Culture, among
Performing Culture, antara lain melalui High Performing others, through the High Performing Culture, Effective
Culture, Effective Performance Management System, Performance Management System, and Effective
dan Effective Performance-Based Incentive System. Performance-Based Incentive System.
2. Effective Leadership 2. Effective Leadership

Merupakan strategi dalam mendorong efektivitas It is a strategy to encourage leadership effectiveness in
kepemimpinan di Perseroan melalui inisiatif the Company by initiating the Leadership Effectiveness
Leadership Effectiveness Enhancement. Enhancement.
3. Customer Centric Organization 3. Customer Centric Organization

Merupakan strategi dalam mendorong organisasi It is a strategy to encourage the organization to be
menjadi berfokus pada pelanggan melalui inisiatif customer-focused by initiating the Business Process Re-
Business Process Reengineering, Lean and Customer engineering, Lean and Customer Centric Organization,
Centric Organization dan Effective Parenting Model and Effective Parenting Model Establishment.
Establishment.

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2018 Annual Report
4. World Class ICT and Management System 4. World Class ICT and Management System
Merupakan strategi dalam mewujudkan ICT It is a strategy in realizing world-class ICT, consisting
kelas dunia yang terdiri atas inisiatif World Class of the initiative of World Class Management System
Management System Implementation (example: HC Implementation (example: HC Management), Effective
Management), Effective Management System, Parenting Management System, Parenting Policy Development,
Policy Development, dan Holding Company System and Holding Company System Development (Reporting,
Development (Reporting, Tax, dan lain sebagainya). Tax, etc).
5. Competent Human Capital 5. Competent Human Capital

Merupakan strategi dalam menjalankan sistem It is a strategy in implementing the Human Capital
pengelolaan Human Capital dengan inisiatif melalui management system by initiating the Effective People
Effective People Development Program dan World Class Development Program and the World Class Talent
Talent Management System. Management System.
Berdasarkan Wining Strategies maka diturunkan strategi Based on Winning Strategies, the Company's strategy for
Perseroan tahun 2018 sebagai berikut: 2018 is derived as follows:
1. Keuangan dan Pasar 1. Finance and Markets
a. Percepatan proses pinjaman eksternal untuk a. Acceleration of the external loan process for
pembiayaan investasi. investment financing.
b. Mengintensifkan penagihan piutang. b. Intensifying the collection of accounts receivable.
c. Optimalisasi penggunaan dana. c. Optimizing the use of funds.
d. Pertumbuhan pendapatan usaha dan optimalisasi d. Growth of business revenue and profitability
profitabilitas. optimization.
2. Fokus pada Pelanggan 2. Focus on Customers
a. Fokus pada peningkatan pelayanan operasional a. Focus on improving operational services by meeting
dengan memenuhi standar level of service. the level of service standards.
b. Perbaikan fasilitas bandara dan beautifikasi b. Reparation of the airport facilities and terminal
terminal. beautification.
c. Peningkatan pelayanan kepada pelanggan c. Improvement of the services to customers by
dengan mengimplementasikan AOCC dan Contact implementing the AOCC and Contact Center
Centre “Bandara172”. "Bandara172".
3. Efektifitas Produk dan Proses 3. Product and Process Effectiveness
a. Pengembangan Bandar Udara dan Service Level a. Airport Development and Service Level
Improvement. Improvement.
b. Peningkatan procurement system dengan b. Increase in the procurement system through the
pelaksanaan kontrak payung. implementation of framework contracts.
c. Meningkatkan monitoring terhadap program c. Improve the monitoring of investment programs.
investasi.
4. Fokus Tenaga Kerja 4. Workforce Focus
a. Menciptakan Lean and Customer Centric a. Creating a Lean and Customer Centric Organization
Organization dengan Job Scoring Analysis. through the implementation of Job Scoring Analysis.
b. Effective Career Management System dengan b. Effective Career Management System through the
pelaksanaan Assessment Kompetensi. implementation of Competency Assessment.
c. Individu seluruh pegawai. c. All employees' individual.
d. Peningkatan kualitas sistem Human Capital d. Improvement of the quality of the Human Capital
Information System (HCIS). Information System (HCIS) system.
5. Kepemimpinan, Tata Kelola, dan Tanggung Jawab 5. Leadership, Governance and Social Responsibility
Kemasyarakatan a. Ensuring the implementation of transparency in
a. Memastikan terimplementasinya transparansi Corporate Governance.
dalam Tata Kelola Perusahaan. b. Compliance with the implementation of applicable
b. Pemenuhan pelaksanaan Undang-Undang/ laws/ regulations.
peraturan yang berlaku. c. Meeting the standards of the Excellence
c. Pemenuhan standar KPKU menjadi acuan Performance Assessment Criteria (KPKU) as a
pengelolaan operasional Perusahaan. reference for managing the Company's operations.
d. Memastikan tersalurkannya dana kemitraan, d. Ensuring the channeling of partnership funds,
meningkatkan kolektibilitas pengembalian increase the collectability of return on partnership

pinjaman dana kemitraan dan meningkatkan fund loans and increase the absorption capacity
daya serap penyaluran bantuan program Bina of the donation distribution of the Community
Lingkungan. Development program.
6. Agent of Development 6. Agent of Development
a. Strategic Partnership untuk Bandar Udara yang a. Strategic Partnership for Potential Airports.
Potensial.
b. Pengelolaan Bandar Udara UPT yang Potensial b. Management of Potential UPT Airport for business
untuk dikembangkan secara bisnis. development.
ANALISIS KINERJA OPERASIONAL ANALYSIS OF OPERATIONAL AND

DAN KEUANGAN FINANCIAL PERFORMANCE
Perseroan telah mendapatkan hasil dari efektifnya The Company has acquired results of effective strategic
perencanaan dan pelaksanaan strategi di 2018. Realisasi planning and implementation in 2018. The realization of the
kinerja produksi jasa kebandaraan (aeronautika) tahun aeronautical services production performance in 2018 is
2018 lebih tinggi, baik terhadap realisasi kinerja produksi higher, both towards the realization of aeronautical service
jasa aeronautika tahun 2017 maupun terhadap target performance in 2017 and for the targets set in the current
yang ditetapkan pada tahun berjalan. Secara komposisi, year. In its composition, the achievement of aeronautical
pencapaian kinerja jasa aeronautika dikontribusi oleh services production performance was contributed by the
pertumbuhan kinerja pelayanan pendaratan sebesar growth in landing service by 2.08%, growth in passenger
2,08%, pertumbuhan kinerja pelayanan penumpang service performance by 5.67%, growth in aviobridge service
sebesar 5,67%, pertumbuhan kinerja pelayanan performance by 7.60% and growth in service performance.
pemakaian aviobridge sebesar 7,60% dan pertumbuhan
kinerja pelayanan pemakaian.
Produksi PJP4U pada 2018 mencapai 28.681.347 ton, The production of aircraft landing, placement, and storage
mengalami pertumbuhan 583.248 ton atau sebesar services (PJP4U) in 2018 reached 28,681,347 tons, it was
2.08% dari 2017 yang mencapai 28.098.099 ton. experiencing growth of 583,248 tons or 2.08% from 2017
Sedangkan produksi PJP2U mengalami peningkatan which reached 28,098,099 tons. Meanwhile, the production
sebesar 2.271.616 pax atau sebesar 5.67%, dari of aircraft passenger services (PJP2U) increased by
40.078.358 pax di 2017 menjadi 42.349.974 pax di 2018. 2,271,616 pax or 5.67%, from 40,078,358 pax in 2017 into
42,349,974 pax in 2018.
Selama 2018, pendapatan usaha untuk segmen operasi During 2018, the operating revenues for the aeronautical
kebandaraan tercatat Rp5,12 triliun lebih tinggi operation segment were recorded at Rp 5.12 trillion, it is
dibandingkan segmen operasi non bandara yang tercatat higher than the non-aeronautical operation segment which
sebesar Rp5,10 triliun. Laba bersih setelah pajak yang was recorded at Rp 5.10 trillion. The net profit after the
berhasil dibukukan oleh segmen operasi kebandaraan tax recorded by the aeronautical operation segment was
tercatat sebesar Rp2,3 triliun. Pada 2018, pendapatan recorded at Rp2.3 trillion. In 2018, the operating revenues for
usaha untuk segmen operasi kebandaraan meningkat the aeronautical operation segment increased by Rp592.32
sebesar Rp592,32 miliar atau 13,09%, sedangkan billion or 13.09%, while, the operating revenues for the non-
pendapatan usaha untuk segmen non bandara meningkat aeronautical segment increased by Rp1.04 trillion or by
sebesar Rp1,04 triliun atau sebesar 25,65%. Laba bersih 25.65%. Net profit after the aeronautical tax increased by
setelah pajak kebandaraan mengalami peningkatan Rp490.61 billion or 28.07%.
sebesar Rp490,61 miliar atau 28,07%.
Secara keseluruhan, pendapatan usaha Perseroan Overall, the Company's operating revenues increased by
mengalami kenaikan sebesar Rp1,63 triliun atau 19,37%, Rp1.63 trillion or 19.37%, from Rp8.58 trillion in 2017 into
dari Rp8,58 triliun di 2017 menjadi Rp10,21 triliun di Rp10.21 trillion in 2018. The increase in business income
2018. Peningkatan pendapatan usaha diikuti dengan was followed by an increase in the Company's net income.
peningkatan laba bersih Perseroan. Laba bersih tahun The net income of the current year in 2018 reached Rp2.12
berjalan di 2018 mencapai Rp2,12 triliun, meningkat trillion, it was increased by Rp490.61 billion or 28.07% from
sebesar Rp490,61 miliar atau 28,07% dari 2017 yang 2017 which reached Rp1.49 trillion.
mencapai Rp1,49 triliun.

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2018 Annual Report
Peningkatan pendapatan dan laba menyebabkan adanya The increase in income and profits led to an increase in
peningkatan total aset dan ekuitas. Pada 2018, total total assets and equity. In 2018, the Company's total assets
aset Perseroan mencapai Rp31,6 triliun. Mengalami reached Rp31.6 trillion. It was experiencing a growth of
pertumbuhan sebesar Rp6,88 triliun atau sebesar 27,80% Rp6.88 trillion or 27.80% compared to 2017 which reached
dibandingkan 2017 yang mencapai Rp24,73 triliun. Pada Rp24.73 trillion. In 2018, the Company's equity reached
tahun 2018, ekuitas Perseroan mencapai Rp15,05 triliun, Rp15.05 trillion, it was increased by 12.32% compared to
mengalami peningkatan sebesar 12,32% dibandingkan 2017 of Rp13.40 trillion.
tahun 2017 sebesar Rp13,40 triliun.
PENCAPAIAN TARGET 2018 DAN ACHIEVEMENTS OF TARGETS AND

KENDALA YANG DIHADAPI CHALLENGES FACED IN 2018
Untuk mendukung pencapaian target dan sasaran RKAP To support the achievement of the targets and objectives of the
Tahun 2018, manajemen PTAngkasa Pura I (Persero) melalui Corporate Work Plan and Budget (RKAP) 2018, the management
semua Direktorat dan Non Direktorat telah merealisasikan of PT Angkasa Pura I (Persero) through all Directorates and Non-
sebagian program kerja yang telah direncanakan dalam Directorates has realized several parts of the work programs
RKAP Tahun 2018. Masih terdapat beberapa program kerja planned in the Corporate Work Plan and Budget (RKAP) 2018.
yang tidak terealisasi disebabkan adanya penyesuaian There are several work programs that have not realized yet due
pelaksanaan program kerja berdasarkan skala prioritas to the adjustments of work programs implementation based on
dalam rangka peningkatan pendapatan, pelayanan dan priority scales in order to increase revenue, service, and safety
keselamatan penumpang. Rincian kinerja PT Angkasa Pura of passengers. The detail of the PT Angkasa Pura I (Persero)
I (Persero) pada 2018 menunjukkan pencapaian yang baik. performance in 2018 indicates a good achievement.
Pencapaian aset tahun 2018 adalah Rp31,61 triliun Achievement concerning the assets in 2018 was Rp 1.61
atau 81,65% yang masih di bawah target antara lain trillion or 81.65%, which is still under the target which
disebabkan tidak terserapnya investasi tahun 2018 secara was affected by, among others, the optimal absorption of
optimal. Meskipun demikian realisasi aset lancar berhasil investment in 2018 However, the realization of current assets
mencapai Rp5,12 triliun atau mencapai 131,54% di atas reached Rp5.12 trillion or 131.54% above the target. The total
target. Total ekuitas terealisasi sebesar Rp15,05 triliun equity realized was Rp15.05 trillion, it was above the target
berada di atas target mencapai 104,76% dari RKAP Tahun of 104.76% of the Corporate Work Plan and Budget (RKAP)
2018 sebesar Rp14,37 triliun, hal ini disebabkan karena 2018 of Rp14.37 trillion, this was due to the 2018 profit which
laba tahun 2018 mencapai 127,98%. reached 127.98%.
Realisasi pendapatan operasi tahun 2018 sebesar Rp8,52 The realization of operating revenues in 2018 amounted to
triliun, berada di bawah target tahun 2018 sebesar Rp 8.52 trillion, it was under the target of 2018 amounted
Rp8,56 triliun atau mencapai target 99,54%. Hal tersebut to Rp 8.56 trillion or it was 99.54% reaching the target. It
dikarenakan tidak tercapainya target pendapatan was affected by the failure to achieve aeronautical revenue
aeronautika yang dikarenakan antara lain adanya Erupsi targets due to the Mount Agung Eruption which resulted
Gunung Agung sehingga berakibat kepada pembatalan in the cancellation of several flights at I Gusti Ngurah Rai
sejumlah penerbangan di Bandar Udara Internasional International Airport, insufficient minimum load factor of
I Gusti Ngurah Rai, tidak tercapainya minimum load several airlines resulted in cancellation of a number of flights
factor beberapa maskapai yang mengakibatkan at Sultan Hasanuddin Makassar Airport, Syamsudin Noor
pembatalan sejumlah penerbangan di Bandar Udara Airport, and Sam Ratulangi Airport. The effect of economic
Sultan Hasanuddin Makassar, Syamsudin Noor, dan Sam conditions in East Kalimantan also affected the achievement
Ratulangi. Pengaruh kondisi perekonomian di Kalimantan of revenue targets because it resulted in a decrease in the
Timur juga mempengaruhi pencapaian target pendapatan number of flights at SAMS Sepinggan International Airport,,
karena mengakibatkan penurunan jumlah penerbangan di Balikpapan.
Bandar Udara Internasional SAMS Sepinggan Balikpapan.
Realisasi pendapatan non operasi tahun 2018 sebesar The realization of non-operational revenue in 2018 amounted
Rp388,05 miliar berada di atas target sebesar 186,69% to Rp388.05 billion which was above the target of 186.69%
dari RKAP Tahun 2018 sebesar Rp135,36 miliar. of the Corporate Work Plan and Budget (RKAP) 2018 of
Selanjutnya, Perseroan berhasil melampaui target laba Rp135.36 billion. Furthermore, the Company succeeded in
operasi yaitu sebesar 116,30% yang disebabkan oleh exceeding the operating profit target of 116.30% due to the
keberhasilan Perseroan menekan beban operasi di tahun success of the Company in reducing operating expenses in

2018. Begitu pula dengan target laba bersih tahun berjalan 2018. Similarly, the target for the current year's net profit
yang telah terlampaui sebesar 127,98% yang dikarenakan has exceeded 127.98% due to exceeding of the operating
terlampauinya target laba operasi dan laba non operasi. profit and non-operating profit targets.
Meskipun kinerja Perseroan di tahun 2018 secara Although the Company's performance in 2018 is generally
umum positif, khususnya dilihat dari pencapaian target- positive, especially if it is seen from the achievement of its
target utama, Perseroan juga menghadapi beberapa main targets, the Company also faced several challenges.
kendala. Seperti yang telah disampaikan sebelumnya, As previously stated, the natural disaster factor caused
faktor bencana alam menyebabkan adanya pembatalan the cancellation of a number of flights which subsequently
sejumlah penerbangan yang selanjutnya berdampak pada had an impact on the achievement of the revenue target.
pencapaian target pendapatan. Di samping itu, kondisi Furthermore, economic conditions in certain regions also
perekonomian di daerah tertentu juga berdampak pada have an impact on the decline in the number of flights. In
menurunnya jumlah penerbangan. Berkaitan dengan hal this regard, the Company has implemented an efficiency
tersebut, Perseroan telah melakukan strategi efisiensi strategy by reducing operating costs in 2018, so the profit
dengan menekan biaya operasi di tahun 2018, sehingga target of 2018 can be achieved in 2018.
target laba berhasil dicapai di tahun 2018.
PROSPEK USAHA BUSINESS PROSPECT
Dalam Rencana Pembangunan Jangka Menengah In the 2015-2019 National Medium-Term Development Plan
Nasional (RPJMN) tahun 2015-2019 disebutkan bahwa (RPJMN) it has been stated that the tourism sector is the
sektor pariwisata merupakan sektor unggulan yang
targeted sector that can contribute to the National GDP by 8%
ditargetkan dapat berkontribusi terhadap PDB Nasional
by 2019 targeting 20 million foreign tourists in 2019 and 275
hingga 8% pada tahun 2019 dengan target wisatawan
mancanegara pada tahun 2019 mencapai 20 juta orang million visits from the national target. The tourism industry
dan target wisatawan nusantara sebanyak 275 juta is considered as one of the industries with the greatest
kunjungan. Industri pariwisata dinilai sebagai salah potential in Indonesia, both providing employment and
satu industri dengan potensi terbesar di Indonesia baik increasing added value and foreign exchange. In supporting
penyediaan lapangan kerja maupun peningkatan nilai the improvement of the tourism industry in Indonesia, PT
tambah dan devisa. Dalam mendukung peningkatan
Angkasa Pura I (Persero) as the airport manager which is the
industri parisawata di Indonesia, PT Angkasa Pura I
(Persero) sebagai pengelola bandara yang merupakan gateway to passenger traffic, the aircrafts also have a role to
pintu gerbang trafik penumpang, pesawat juga memilki drive the potential of regional tourism. There are efforts that
peran untuk mendorong potensi pariwisata daerah. can be made through a campaign about tourism potential in
Adapun upaya yang dapat dilakukan melalui kampanye each region and collaborate with the government and local
tentang potensi-potensi wisata yang ada di masing- agencies. With the increasing number of tourists visiting
masing daerah serta berkolaborasi dengan pemerintah both from foreign and local, it is predicted that there will be
dan instansi setempat. Dengan semakin meningkatnya
increased demand for hotels and condominiums (combining
jumlah kunjungan wisatawan baik asing maupun lokal

53
2018 Annual Report
diprediksi akan ada permintaan yang meningkat untuk apartment and hotel concepts) and also conference and
hotel dan kondominium (menggabungkan konsep exhibition venues. This is a new business opportunity for PT
apartemen dan hotel) dan juga tempat-tempat konferensi Angkasa Pura I (Persero) in optimizing idle lands to meet the
dan pameran. Hal ini merupakan peluang bisnis baru bagi
needs of foreign and local tourists through the construction
PT Angkasa Pura I (Persero) dalam mengotimalkan lahan-
of hotels / lodging places that will lead to increased revenue
lahan idle untuk memenuhi kebutuhan para wisatawan
asing maupun lokal melalui pembangunan hotel/tempat for the Company.
penginapan yang akan berujung pada peningkatan
pendapatan bagi Perseroan.
Sejalan dengan perkembangan zaman terutama terkait In line with the current development, especially related
dengan teknologi, industri bandar udara global terus to technology, the global airport industry continues to
melakukan inovasi untuk meningkatkan kualitas layanan innovate to improve the quality of airport services both
bandar udara baik dari sisi penumpang maupun dari sisi from the passenger and from the airline sides. In addition to
maskapai penerbangan. Selain mengendalikan bisnis
controlling the airport and concession business, PT Angkasa
bandar udara dan konsesi, PT Angkasa Pura I (Persero)
juga perlu membuat bisnis baru yang masih berkorelasi Pura I (Persero) also needs to create a new business that
dengan kegiatan kebandarudaraan. Hal ini bertujuan still correlates with airport activities. This aims to expand
untuk memperluas peluang pendapatan industri bandar the airport industry revenue opportunities both in terms
udara baik dari segi aero maupun non-aero. Menanggapi of aero and non-aero. Responding to the increasingly high
persaingan yang semakin tinggi, PT Angkasa Pura I competition, PT Angkasa Pura I (Persero) also needs to
(Persero) juga perlu membuat inovasi bisnis baru untuk make new business innovations to still be able to face global
tetap bisa menghadapi persaingan global. competition.
Beberapa inisatif yang dilakukan oleh PT Angkasa Pura Several initiatives carried out by PT Angkasa Pura I (Persero)
I (Persero) terkait dengan pengembangan bisnis dan related to business development and portfolios are classified
portofolio digolongkan menjadi tiga inisiatif utama: into three main initiatives:
1. Meningkatkan pendapatan melalui asset utilization 1. Increase revenue through asset utilization and urban
dan urban development for airport city; development for airport city;
2. Meningkatkan existing businesses; dan 2. Increase existing businesses; and
3. Mengembangkan bisnis baru (adjacent businesses). 3. Develop new business (adjacent business).
Perseroan memiliki propek usaha yang sangat baik. Pada The Company has great business prospects. In 2019, the
tahun 2019, prospek usaha PT Angkasa Pura I (Persero) business prospects of PT Angkasa Pura I (Persero) will be
akan diarahkan pada inisiasi pembentukan partnership directed at initiating the establishment of partnerships with
dengan pihak ketiga untuk mendukung pengembangan third parties to support airport development, developing
bandar udara, pengembangan portofolio bisnis (airport business portfolios (airport city) and developing new
city) dan pengembangan bisnis baru dari jasa terkait businesses from other related services. The development
lainnya. Pengembangan airport city akan dilaksanakan of an airport city will be carried out at several airports in
pada beberapa Airport di PT Angkasa Pura I (Persero) PT Angkasa Pura I (Persero) such as at the New Yogyakarta
seperti pada Bandar Udara New Yogyakarta International International Airport-Yogyakarta Airport. In addition, the
Airport-Yogyakarta. Selain itu Perseroan akan tetap Persero will continue to develop existing businesses including
melanjutkan pengembangan bisnis existing meliputi the cargo, retail, and property management business.
bisnis kargo, retail, dan property management. Sementara Meanwhile for the development of new businesses, among
untuk pengembangan bisnis baru diantaranya adalah others are the ground handling and fuel farm businesses.
bisnis ground handling dan fuel farm.
PENERAPAN GOOD CORPORATE GOOD CORPORATE GOVERNANCE

GOVERNANCE IMPLEMENTATION
Penerapan good corporate governance merupakan proses The application of good corporate governance is a process
penerapan prinsip corporate governance yang didukung of applying corporate governance principles that are
oleh kecukupan struktur dan soft structure, sehingga supported by the adequacy of the structure and soft
menghasilkan outcome yang sesuai dengan harapan structure, so as to produce outcomes that are in accordance
pemangku kepentingan Perseroan. PT Angkasa Pura I with the expectations of the Company's stakeholders. PT
(Persero) senantiasa berkomitmen untuk menerapkan Angkasa Pura I (Persero) is always committed to implement
GCG secara konsisten dan berkelanjutan dengan GCG consistently and continuously by referring to applicable
berpedoman pada regulasi, ketentuan, dan norma yang regulations, provisions and norms as well as the Company's
berlaku serta anggaran dasar Perseroan. articles of association.
Penerapan GCG pada PT Angkasa Pura I (Persero) GCG implementation at PT Angkasa Pura I (Persero) refers to
mengacu pada Peraturan Menteri Badan Usaha Milik the Minister of State-Owned Enterprises Regulation Number:
Negara Nomor: PER-01/MBU/2011 mengenai Tata Kelola PER-01/MBU/2011 concerning Good Corporate Governance
Perusahaan yang Baik (Good Corporate Goverance) dan and its amendments namely Regulation of the Minister of
perubahannya yaitu Peraturan Menteri Negara BUMN State-Owned Enterprises Number: PER-09/MBU/2012. In
Nomor: PER-09/MBU/2012. Di samping itu, sebagai addition, as a Company that has issued bonds, the Persero
Perusahaan yang telah menerbitkan obligasi, Perseroan has also implemented GCG in accordance with Financial
juga telah menerapkan GCG sesuai dengan Peraturan OJK Services Authority Regulation Number 21/POJK.04/2015
Nomor 21/POJK.04/2015 tentang Penerapan Pedoman

Tata Kelola Perusahaan Terbuka dan Surat Edaran OJK concerning the Implementation of Limited Liability
No. 32/SE.OJK.04/2015 tentang Pedoman Tata Kelola Companies Governance Guidelines, and with the Financial
Perusahaan Terbuka. Services Authority Circular No. 32/SE.OJK.04/2015 on
Guidelines for Limited Liability Companies Governance.
Dalam rangka peningkatan kualitas penerapan GCG secara In order to continuously improve the quality of GCG
berkelanjutan, Perseroan secara rutin melaksanakan GCG implementation, the Company routinely implements GCG
assessment setiap tahunnya. Selanjutnya hasil assessment assessment annually. Furthermore, the assessment results
dapat digunakan sebagai landasan tindakan manajemen can be used as a basis for management actions so that
agar pelaksanaan GCG dapat dilakukan secara efektif the implementation of GCG can be carried out effectively
melalui tindak lanjut hasil assessment. through follow-up assessment results.
Pelaksanaan GCG assessment dilaksanakan berdasarkan The implementation of GCG assessment is carried out based
Keputusan Sekretaris Kementerian Badan Usaha Milik on the Decree of the Secretary of the Ministry of State
Negara Nomor: SK-16/S.MBU/2012 tanggal 6 Juni 2012 Owned Enterprises Number: SK-16/S.MBU/2012 on June
tentang Indikator/Parameter Penilaian dan Evaluasi 6, 2012 concerning Indicators/Parameters and Evaluation
atas Penerapan Tata Kelola Perusahaan yang Baik (Good of the Implementation of Good Corporate Governance
Corporate Governance) pada BUMN. Hasil GCG assessment in SOEs. The results of the GCG assessment conducted
yang dilaksanakan di tahun 2018 menunjukkan hasil in 2018 showed results of 91.34, which means that the
sebesar 91,34 yang berarti penerapan GCG pada PT implementation of GCG in PT Angkasa Pura I (Persero) falls
Angkasa Pura I (Persero) masuk dalam kategori Sangat into Very Good category.
Baik.
Perkembangan penerapan GCG 2018 tercermin dari The development of the implementation of 2018 GCG is
tindak lanjut hasil assessment yang telah dilakukan. reflected in the follow-up to the results of assessment that
Sepanjang tahun 2018, Perseroan telah melaksanakan has been carried out. Throughout 2018, the Company had
antara lain hal-hal berikut: implemented, among others, the following:
1. Pemutakhiran Pedoman Etika Perusahaan. 1. Update on the Company's Ethics Guidelines.
2. Penyempurnaan Tata Laksana Kerja Direksi dan 2. Improvement of Work Procedure of the Board of
Dewan Komisaris. Directors and Board of Commissioners.
3. Telah dilaksanakannya sosialisasi kebijakan 3. The socialization of the whistleblowing system policy
whistleblowing system melalui pendistribusian had been carried out through the distribution of the
Pedoman Whistleblowing System dan pembuatan Whistleblowing System Guidelines and the successful
video infografis. making of info graphics video.
4. Telah menyempurnakan format standar risalah rapat 4. Had perfected the standard format of minutes of
Dewan Komisaris dengan mencantumkan agenda meeting of the Board of Commissioners by including the
dan hasil pembahasan atas keputusan hasil rapat agenda and results of the discussion on the decision of
sebelumnya. the results of the previous meeting.
5. Pedoman Manajemen Risiko telah disesuaikan dengan 5. The Risk Management Guidelines had been adjusted to
struktur organisasi yang berlaku sesuai dengan the organizational structure that applies in accordance
Keputusan Direksi PT Angkasa Pura I (Persero) with the Decree of the Directors of PT Angkasa Pura I
Nomor: KEP.176/OM.02.05/2018 tentang Pedoman (Persero) Number: KEP.176/OM.02.05/2018 about Risk
Manajemen Risiko. Management Guidelines.
PENILAIAN KINERJA KOMITE DI ASSESSMENT OF COMMITTEE

BAWAH DIREKSI PERFORMANCE UNDER THE BOARD
OF DIRECTORS
Dalam melaksanaan tugas kepengurusannya, Direksi In carrying out its management duties, the Directors are
dibantu oleh Komite di bawah Direksi yaitu Komite assisted by Committees under the Board of Directors,
Manajemen Risiko. Selama tahun 2018, Komite namely the Risk Management Committee. During 2018,
Manajemen Risiko telah memberikan arahan untuk the Risk Management Committee had provided direction
melakukan penyempurnaan Pedoman Manajemen Risiko to improve the Company's Risk Management Guidelines so
Perusahaan agar disesuikan kondisi Perusahaan saat ini that the current conditions of the Company are adjusted to
termasuk dengan adanya perubahan struktur organisasi include changes in organizational structure and evaluation
serta melakukan evaluasi kebijakan manajemen risiko of the Company's risk management policies and review of
Perusahaan dan melakukan review atas roadmap the Company's Risk Management Implementation roadmap.
Implementasi Manajemen Risiko Perusahaan. Direksi The Board of Directors considers that during 2018, the Risk
menilai bahwa selama 2018, Komite Risiko telah Committee had carried out its duties and responsibilities
menjalankan tugas dan tanggungjawabnya dengan baik. properly
PERUBAHAN KOMPOSISI DIREKSI CHANGES IN THE BOARD OF

DIRECTORS COMPOSITION
Atas dasar perubahan kebutuhan Perseroan, pada Tahun Based on changes in the needs of the Company, in 2018,
2018, jumlah dan komposisi Direksi PT Angkasa Pura I the number and composition of the Directors of PT Angkasa
(Persero) mengalami perubahan sebagaimana penjelasan Pura I (Persero) underwent changes as explained below.
sebagai berikut. 55
2018 Annual Report
PERIODE 1 JANUARI 2018 – 14 FEBRUARI PERIOD OF JANUARY 1, 2018 – FEBRUARY 14,

2018 2018
Periode 1 Januari 2018 – 14 Februari 2018, Direksi Period of January 1, 2018 – February 14, 2018, Board of
berjumlah 7 (tujuh) orang, terdiri dari 1 (satu) orang Directors consisted of 7 (six) people, consisting of 1 (one)
Direktur Utama dan 6 (enam) orang Direktur. Seluruh President Director and 6 (six) Directors. All members of
anggota Direksi berdomisili di wilayah kerja Kantor Pusat the Board of Directors resided in the working area of the PT
PT Angkasa Pura I (Persero). Angkasa Pura I (Persero) Head Office.
Nama Jabatan
Name Position
Direktur Utama
Faik Fahmi
President Director
Direktur Operasi
Wendo Asrul Rose
Operation Director
Direktur Keuangan
Novrihandri
Finance Director
Direktur SDM dan Umum
Adi Nugroho
Human Capital and General Affair Director
Direktur Teknik
Polana Banguningsih
Technical Director
Direktur Pemasaran dan Pelayanan
Devy Suradji
Marketing and Service Director
Direktur Pengembangan Usaha
Sardjono Jhony Tjitrokusumo
Business Development Director
14 FEBRUARI 2018 – 5 MARET 2018 FEBRUARY 14, 2018– MARCH 5, 2018

Periode 14 Februari 2018 – 5 Maret 2018, Direksi berjumlah 6 Period February 14, 2018 - March 5, 2018, Board of Directors
(enam) orang, terdiri dari 1 (satu) orang Direktur Utama dan consisted of 6 (six) people, consisting of 1 (one) President
5 (lima) orang Direktur. Seluruh anggota Direksi berdomisili Director and 5 (five) Directors. All members of the Board of
di wilayah kerja Kantor Pusat PT Angkasa Pura I (Persero). Directors resided in the working area of the PT Angkasa Pura I
Alasan perubahan Direksi ini adalah pengangkatan Polana (Persero) Head Office. The reason for the change of the Board
Banguningsih sebagai Direktur Navigasi Penerbangan of Directors is the appointment of Polana Banguningsih as
Direktorat Jenderal Perhubungan Udara Kementerian Director of Aviation Navigation of the Directorate General of
Perhubungan berdasarkan Keputusan Menteri Perhubungan Air Transportation of the Ministry of Transportation based on
No. SK.652 Tahun 2018. Berdasarkan Peraturan Menteri Decree of the Minister of Transportation No. SK.652 Year 2018.
BUMN No. Per-03/MBU/02/2015 tentang Persyaratan, Based on SOE Minister Regulation No. Per-03/MBU/02/2015
Tata Cara Pengangkatan dan Pemberhentian Anggota concerning Requirements, Procedures for Appointment and
Direksi Badan Usaha Milik Negara Bab IV poin A.4c dan Dismissal of Directors of State Owned Enterprises Chapter IV
A.5c, anggota Direksi tidak diperbolehkan memangku points A.4c and A.5c, members of the Board of Directors are not
jabatan rangkap sebagai anggota Direksi instansi/lembaga permitted to hold multiple positions as members of the central
pemerintah pusat dan/atau daerah. government agencies/institutions and/or area.
Oleh karena itu, ditetapkan pengangkatan Wendo Asrul Therefore, it was determined the appointment of Wendo
Rose sebagai Pelaksana Tugas Direktur Teknik berdasarkan Asrul Rose as Acting Director of Engineering based on the
Keputusan Dewan Komisaris No. KEP.03/DK.AP1/2018 Decree of the Board of Commissioners No. KEP.03 / DK.AP1
tentang Penunjukan Sementara Pelaksana Tugas Direktur / 2018 concerning the Provisional Appointment of Acting
Teknik Perusahaan Perseroan (Persero) PT Angkasa Pura I. Director of the Company Engineering Company (Persero) PT
Angkasa Pura I.
Nama Jabatan
Name Position
Direktur Utama
Faik Fahmi
President Director
Direktur Operasi dan Pelaksana Tugas Direktur Teknik
Wendo Asrul Rose
Operations Director and Acting Technical Director
Direktur Keuangan
Novrihandri
Finance Director
Adi Nugroho
Devy Suradji

5 MARET 2018 – 31 DESEMBER 2018 MARCH 5, 2018 – DECEMBER 31, 2018

Periode 5 Maret 2018 – 31 Desember 2018, Direksi berjumlah Period of March 5, 2018 – December 31, 2018, Board of Directors
7 (tujuh) orang, terdiri dari 1 (satu) orang Direktur Utama consisted of 7 (six) people, consisting of 1 (one) President
dan 6 (enam) orang Direktur. Seluruh anggota Direksi Director and 6 (six) Directors. All members of the Board
berdomisili di wilayah kerja Kantor Pusat PT Angkasa of Directors resided in the working area of the PT Angkasa
Pura I (Persero). Alasan perubahan Direksi ini adalah Pura I (Persero) Head Office. The reason for the change of
pengangkatan Lukman F. Laisa sebagai Direktur Teknik the Board of Directors was the appointment of Lukman F.
untuk menggantikan Direktur Teknik sebelumnya yaitu Laisa as Technical Director to replace the previous Technical
Polana Banguningsih yang telah diangkat sebagai Direktur Director namely Polana Banguningsih who was appointed as
Navigasi Penerbangan Direktorat Jenderal Perhubungan Director of Aviation Navigation at the Directorate General of
Udara Kementerian Perhubungan berdasarkan Keputusan Air Transportation of the Ministry of Transportation based on
Menteri Perhubungan No. SK.652 Tahun 2018. Minister of Transportation Decree No. SK.652 in 2018.
Nama Jabatan
Name Position
Direktur Utama
Faik Fahmi
President Director
Direktur Operasi
Wendo Asrul Rose
Operation Director
Direktur Keuangan
Novrihandri
Finance Director
Adi Nugroho
Direktur Teknik
Lukman F. Laisa
Technical Director
Devy Suradji
PENUTUP CLOSING REMARK

Demikian, laporan pelaksanaan kepengurusan Perseroan Thus, we submitted a report on the implementation of
sepanjang tahun 2018 kami sampaikan. Kepada seluruh the Company's management throughout 2018. To all
jajaran manajemen dan pegawai yang telah bekerja keras management and employees who had worked hard to
untuk mencapai tujuan Perseroan, Direksi memberikan achieve the Company's goals, the Board of Directors
penghargaan yang setinggi-tingginya. Atas kerja keras awarded the highest appreciation. For the hard work of the
dari tim manajemen dan seluruh pegawai, Perseroan management team and all employees, the Company was
mampu meningkatkan kinerjanya di 2018. able to improve its performance in 2018.
Atas arahan yang diberikan oleh Dewan Komisaris, Direksi On the direction given by the Board of Commissioners,
mengucapkan terima kasih. Kepada pemegang saham, the Board of Directors would like to thank you. To the
Direksi mengucapkan terima kasih atas kepercayaan shareholders, the Board of Directors would like to thank
yang telah diberikan. Demikian pula kepada seluruh mitra you for your trust. Likewise for all work partners and other
kerja dan para pemangku kepentingan lainnya, Direksi stakeholders, the Board of Directors would like to thank you
mengucapkan terima kasih atas kerjasamanya, sehingga for your cooperation, so that the Company is still able to
Perseroan tetap mampu meningkatkan kinerjanya di improve its performance in 2018.
tahun 2018.
Kedepannya, kami tetap berkomitmen untuk selalu In the future, we are committed to always give our best for
memberikan yang terbaik guna perbaikan pencapaian kinerja sustainable improvement in performance achievement. The
secara berkelanjutan. Direksi akan tetap konsisten dalam Board of Directors will remain consistent in seeking airport
mengupayakan pengelolaan bandar udara menjadi bandara management to become an increasingly stable airport
yang semakin mantap memasuki standar kelas dunia. entering world class standards.
Jakarta, April 2018

Atas Nama Direksi
On Behalf of Board of Directors
Faik Fahmi
Direktur Utama
President Director

57
2018 Annual Report
TANGGUNG JAWAB LAPORAN REPORTING LIABILITY
Surat Pernyataan Dewan Komisaris tentang Tanggung Jawab atas Laporan

Tahunan PT Angkasa Pura I (Persero) Tahun 2018
Statement of the Board of Commissioners Regarding the Responsibility for the 2018 Annual Report of
Kami yang bertanda tangan di bawah ini menyatakan bahwa We, the undersigned, hereby declare that all information in the
semua informasi dalam Laporan Tahunan PT Angkasa 2018 Annual Report of PT Angkasa Pura I (Persero) is complete
Pura I (Persero) Tahun 2018 telah dimuat secara lengkap and we take full responsibility for the accuracy of the contents of
dan bertanggung jawab penuh atas kebenaran isi Laporan this Annual Report.
Tahunan ini.
Demikian pernyataan ini dibuat dengan sebenarnya. Hereby, this statement is true and correct.
Jakarta, 19 April 2019

Jakarta, April 19, 2019
Dewan Komisaris / Board of Commissioners
Djoko Sasono Anandy Wati Suprasetyo

Komisaris Utama Komisaris Independen Komisaris
President Commissioner Commissioner Independent Commissioner
Ali Mochtar Ngabalin Tri Budi Satriyo Harry Z. Soeratin

Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner

Surat Pernyataan Anggota Direksi tentang Tanggung Jawab atas Laporan

Tahunan PT Angkasa Pura I (Persero) Tahun 2018
Statement of the Board of Directors Regarding the Responsibility for the 2018 Annual Report of
Kami yang bertanda tangan di bawah ini menyatakan bahwa We, the undersigned, hereby declare that all information in the
semua informasi dalam Laporan Tahunan PT Angkasa 2018 Annual Report of PT Angkasa Pura I (Persero) is complete
Pura I (Persero) Tahun 2018 telah dimuat secara lengkap and we take full responsibility for the accuracy of the contents of
dan bertanggung jawab penuh atas kebenaran isi Laporan this Annual Report.
Tahunan ini.
Demikian pernyataan ini dibuat dengan sebenarnya. Hereby, this statement is true and correct.
Jakarta, 19 April 2019

Jakarta, April 19, 2019
Direksi / Board of Directors
Faik Fahmi Novrihandri Wendo Asrul Rose

Direktur Utama Direktur Keuangan Direktur Operasi
President Director Finance Director Operation Director
Devy Suradji Adi Nugroho

Direktur Pemasaran dan Pelayanan Direktur Sumber Daya Manusia dan Umum
Marketing and Service Director Human Capital and General Affair Director
Lukman F. Laisa Sardjono Jhony Tjitrokusumo

Direktur Teknik Direktur Pengembangan Usaha
Technical Director Business Development Director

59
2018 Annual Report
PROFIL PERUSAHAAN COMPANY PROFILE
01
Profil Perusahaan
Company Profile

Sampai dengan akhir tahun 2018, Bandara By the end of 2018, PT Angkasa Pura I
yang dikelola oleh PT Angkasa Pura I (Persero) has been managing 13 (thirteen)
(Persero) sebanyak 13 (tiga belas) airports, 5 (five) Subsidiaries, and 3
bandara dan 5 (lima) Entitas Anak serta 3 (three) Projects located in major cities of
(tiga) Proyek yang terletak di kota-kota besar western, central, and eastern Indonesia.
di sebagian wilayah barat, tengah, dan timur
Indonesia.

61
2018 Annual Report
IDENTITAS PERUSAHAAN CORPORATE IDENTITY
Nama Perusahaan PT Angkasa Pura I (Persero)

Company Name
Bidang Usaha 1. Pelayanan Jasa Kebandarudaraan
Line of Business 2. Pelayanan Jasa Terkait Bandara
1. Airport Services
2. Airport-Related Services
Tanggal Pendirian 15 November 1962
Date of Establishment
Dasar Hukum Pendirian PP Nomor 5 tahun 1992
Legal Basis of Establishment Government Regulation Number 5 year 1992
Status Perusahaan Badan Usaha Milik Negara

Company Status State-Owned Enterprise
Kepemilikan 100% dimiliki oleh Negara Republik Indonesia
Shareholding 100% owned by the Republic of Indonesia
Modal Dasar Rp12,000,000,000,000,-
Authorized Capital
Modal Ditempatkan Rp6,414,412,000,000,-
Issued Capital
Pencatatan Obligasi di Bursa Efek Indonesia Tanggal 23 November 2016. Sesuai Pengumuman Pencatatan Obligasi I Angkasa
Registration of Bonds In The Indonesian Stock Pura I Tahun 2016 dan Sukuk Ijarah I Tahun 2016 PT Angkasa Pura I (Persero) No.
Exchange Peng-P-00950/BEI.PP2/11-2016 tanggal 22 November 2016.
23 November 2016 According to Announcement of Angkasa Pura I Bond I Registration
year 2016 and Sukuk Ijarah I year 2016 of PT Angkasa Pura I (Persero) No. Peng-P-00950/
BEI.PP2/11-2016 dated 22 November 2016.
Kode Obligasi APAI
Obligation Code
Data Jaringan Kantor 1 Kantor Pusat / Head Office
Office Network Data 13 Bandara yang dikelola / Managed Airports
3 Kantor Proyek / Project Offices
5 Entitas Anak / Subsidiaries
Jumlah Pegawai 3.374 orang / employees
Number of Employees
Alamat Kantor Pusat Kota Baru Bandar Kemayoran Blok B 12 Kav. 2
Head Office Address Jakarta, 10610
Telepon : 62-21 6541961
Faksimili : 62-21 6541513, 6541514
Email : humas@ap1.co.id
Situs Web www.ap1.co.id
Website
Layanan Informasi Corporate Secretary Twitter : @AP_airports
Information Kota Baru Bandar Kemayoran Instagram : @AP_airports
Blok B 12 Kav. 2 Facebook : Angkasa Pura Airports
Jakarta, 10610 Youtube : www.youtube.com/
angkasapuraairports
Contact Center Bandar Udara 172

Telp : 62-21 6541961 Telp : 172
Faks : 62-21 6541513, 6541514 Email : cc172@ap1.co.id
Twitter : @angkasapura172
Email : humas@ap1.co.id Facebook : Angkasa Pura 172
Website : www.ap1.co.id
Entitas Anak PT Angkasa Pura Hotel PT Angkasa Pura Retail
Subsidiaries PT Angkasa Pura Logistik PT Angkasa Pura Suport
PT Angkasa Pura Properti

RIWAYAT SINGKAT PERUSAHAAN A BRIEF HISTORY OF THE COMPANY
PT Angkasa Pura I (Persero), yang PT Angkasa Pura I (Persero),

selanjutnya disebut Perseroan, henceforth the Company, is the pioneer
merupakan pelopor pengusahaan of commercial airport management
kebandarudaraan secara komersial di in Indonesia. PT Angkasa Pura I
Indonesia. PT Angkasa Pura I (Persero) (Persero) was initially Perusahaan
berawal dari Perusahaan Negara Negara (PN) Angkasa Pura Kemayoran,
(PN) Angkasa Pura Kemayoran, yang established on 20 February 1962,
berdiri pada tanggal 20 Februari based on Government Regulation (PP)
1962 berdasarkan Peraturan Number 33 year 1962. Its main duties
Pemerintah (PP) No. 33 Tahun 1962. are to manage and run Kemayoran
Tugas pokoknya adalah mengelola Airport in Jakarta, which was the first
dan mengusahakan Bandar udara international airport in Indonesia.
Kemayoran Jakarta, yang merupakan
bandar udara internasional pertama
di Indonesia.
Pasca masa transisi selama lebih dua After a transition period of more than
tahun, terhitung sejak 20 Februari two years, started from February 20,
1964 PN Angkasa Pura Kemayoran 1964, PN Angkasa Pura Kemayoran
resmi mengambil alih secara penuh officially took over the assets and
aset dan operasional Bandar Udara operations of Jakarta Kemayoran
Kemayoran Jakarta dari Pemerintah. Airport from the Government. It was
Tanggal 20 Februari 1964 itulah February 20, 1964, which was later
yang kemudian ditetapkan sebagai determined as the anniversary of the

63
2018 Annual Report
hari jadi Perseroan. Seiring perkembangan, untuk lebih Company. Along with developments, in order to expand
memperluas cakupan kerja mengelola bandar udara lain the scope of work in managing other airports in Indonesia,
di wilayah Indonesia, berdasarkan PP No. 21 tahun 1965, according to Government Regulation No. 21 year 1965, PN
PN Angkasa Pura Kemayoran berubah nama menjadi Angkasa Pura Kemayoran changed its name to Perusahaan
Perusahaan Negara (PN) Angkasa Pura sejak tanggal Negara/State-Owned Enterprise (PN) Angkasa Pura in
17 Mei 1965. Perubahan ini dimaksudkan untuk lebih May 17, 1965. This change was intended to open up more
membuka peluang bagi PN Angkasa Pura dalam melakukan opportunities for PN Angkasa Pura in conducting other
pengelolaan bandar udara lain di wilayah Indonesia. airports management in the Indonesian territory. Gradually,
Secara bertahap, PN Angkasa Pura telah mengelola PN Angkasa Pura has been managing some airports
Bandar Udara Ngurah Rai-Bali, Halim Perdanakusuma- such as I Gusti Ngurah Rai (Bali), Halim Perdanakusuma
Jakarta, Polonia-Medan, Juanda-Surabaya, Sepinggan- (Jakarta), Polonia (Medan), Juanda (Surabaya), Sepinggan
Balikpapan, dan Sultan Hasanuddin-Ujung Pandang. (Balikpapan), and Sultan Hasanuddin (Ujung Pandang,
Makassar).
Kemudian berdasarkan PP No. 37 Tahun 1974, status Later on, based on Government Regulation Number 37 year
badan hukum Perseroan diubah menjadi Perusahaan 1974, the legal status of the Company was turned into a Public
Umum (Perum). Secara umum, seluruh perubahan Company. In general, all of the changes involved are aimed
tersebut ditujukan untuk lebih memperluas cakupan at widening the scope of airport management in Indonesia.
kerja pengelolaan bandar udara di Indonesia. Di tahun In 1985, Kemayoran International Airport seized to operate.
1985, Bandar Udara Internasional Kemayoran dinyatakan All operational activities were moved to Soekarno- Hatta
berhenti beroperasi. Seluruh kegiatan operasional Airport, which was known as Cengkareng Airport (CGK).
dialihkan ke Bandar Udara Soekarno Hatta yang pada kala
itu bernama Bandar Udara Cengkareng (CGK).
Berdasarkan PP No. 25 tahun 1986, Perum Angkasa Pura Based on Government Regulation Number 25 year 1986,
berubah nama sejak tanggal 19 Mei 1986 menjadi Perum Perum Angkasa Pura changed its name on 19 May 1986
Angkasa Pura I bersamaan dengan dibentuknya Perum into Perum Angkasa Pura I, in line with the establishment of
Angkasa Pura II yang khusus bertugas mengelola Bandar Perum Angkasa Pura II, which was given a special assignment
Udara Soekarno-Hatta dan Halim Perdanakusuma. to run Soekarno- Hatta and Halim Perdanakusuma airports.
Pada tahun 1992, terjadi perubahan kedudukan dari bentuk In 1992, based on Government Regulation Number 5
Perusahaan Umum (Perum) diubah menjadi Perusahaan year 1992, the status of Public Company was altered into
Terbatas (PT), yang sahamnya dimiliki sepenuhnya oleh Limited Company with shares fully owned by the Republic
Negara Republik Indonesia sehingga namanya menjadi of Indonesia. Hence the name was changed into PT Angkasa
PT Angkasa Pura I (Persero) berdasarkan PP No. 5 Tahun Pura I (Persero), with Notary Act Muhani Salim, SH, dated
1992, dengan Akta Notaris Muhani Salim, SH tanggal 3 3 January 1993, and had been approved by the Minister of
Januari 1993 dan telah memperoleh persetujuan Menteri Justice with decree number: C2-470.HT.01.01 year 1993,
Kehakiman dengan keputusan Nomor: C2-470.HT.01.01 dated 24 April 1993, and was announced in the Republic of
Tahun 1993 tanggal 24 April 1993 serta diumumkan Indonesia State Gazette Number 52, dated 29 June 1993,
dalam Berita Negara Republik Indonesia No. 52 tanggal along with Additional State Gazette Number: 2914/1993.
29 Juni 1993 dengan Tambahan Berita Negara Republik Up until today, there has been no change in name that PT
Indonesia Nomor: 2914/1993. Sampai saat ini, Perseroan Angkasa Pura I (Persero) still applies.
tidak pernah melakukan pergantian nama dan tetap
menggunakan nama PT Angkasa Pura I (Persero).
Dalam upaya mendukung kebijakan dan program In supporting Government policies and programs in the
Pemerintah di bidang ekonomi dan pembangunan, fields of economy and development, the Company strives
Perseroan berupaya untuk menghasikan keuntungan to generate profits through airport services in the broadest
melalui usaha jasa kebandarudaraan dalam arti yang sense and other business activities that are relevant to the
seluas-luasnya dan kegiatan bisnis lainnya yang relevan airport service business, both carried out independently and
dengan usaha jasa kebandarudaraan, baik dilaksanakan in collaboration with other agencies. Based on Government
secara mandiri maupun bekerja sama dengan badan lain. Regulation Number 77 year 2012 on Public Company
Berdasarkan Peraturan Pemerintah No. 77 Tahun 2012 Providing Flight Navigation Services in Indonesia (LLPNPI),
Tentang Perusahaan Umum Lembaga Penyelenggara Flight Services were no longer run by PT Angkasa Pura

Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), I (Persero), effective on 16 January 2013 at 22:00
Jasa Pelayanan Penerbangan tidak dikelola oleh PT (based on Memorandum of Understanding Number:
Angkasa Pura I (Persero) sejak tanggal 16 Januari 2013 H K . 2 0 1 / 1 / 1 0 / D RJ U - 2 0 1 3 ; K E P. 1 5 / O M . 0 2 . 0 3 / 2 0 1 3 ;
pukul 22.00 WIB (berdasarkan Nota Kesepahaman MOU.04.07.01/00/02/2013/001; 032/DU/II/2013, dated 12
No. HK.201/1/10/DRJU-2013;KEP.15/OM.02.03/2013; February 2013).
MOU.04.07.01/00/02/2013/001;032/DU/II/2013
tanggal 12 Februari 2013).
Berdasarkan akta notaris Nanda Fauz Iwan, SH, MKn Based on notary act Nanda Fauz Iwan, SH, MKn No. 02,
No. 02 tanggal 16 Januari 2013 yang telah disimpan di dated 16 January 2013 that is stored in the data base
dalam database Sistem Administrasi Badan Hukum dari of Legal Entity Administration System of the Ministry
Kementerian Hukum dan Hak Asasi Manusia Republik of Law and Human Rights of the Republic of Indonesia
Indonesia No. AHU-AH.01.10-02672 tanggal 31 Januari No. AHU-AH.01.10-02672, dated 31 January 2013, the
2013, Perseroan menyetujui peningkatan modal disetor Company agreed on raising paid-up capital taken from the
yang diambil dari kapitalisasi sebagian cadangan capitalization of the Company’s reserve to fiscal year 2011, in
Perseroan sampai dengan tahun buku 2011 sejumlah the amount of 300,000 shares worth Rp1,000,000 each that
300.000 saham dengan nilai nominal Rp1.000.000 the total value was Rp300,000,000, all of which were taken
sehingga seluruhnya seharga Rp300.000.000 yang by the Republic of Indonesia.
seluruhnya diambil bagian oleh Negara Republik
Indonesia.
Pada tanggal 15 Agustus 2012, PT Angkasa Pura I (Persero) The Articles of Association of PT Angkasa Pura I (Persero)
mengalami perubahan Anggaran Dasar dinyatakan was amended on 15 August 2012, based on Statement of
pada akta Pernyataan Keputusan Rapat dan Keputusan Meeting Decision and the Decision of Shareholders taken
Para Pemegang Saham yang Diambil Diluar Rapat PT outside the Meeting of PT Angkasa Pura I (Persero) No. 5
Angkasa Pura I (Persero) No. 5 pada tanggal sebagaimana dated as mentioned by the Notary Utiek R. Abdurachman,
disebutkan diatas oleh Notaris Utiek R. Abdurachman, SH, MLI, MKn, on raising the authorized capital and the
SH, MLI, MKn, mengenai peningkatan modal dasar addition of the Republic of Indonesia capital into the
dan penambahan modal Negara Republik Indonesia Company’s capital, and also the dismissal and appointment
ke dalam modal perusahaan serta pemberhentian dan of member of the Board of Commissioners.
pengangkatan anggota Dewan Komisaris.
Berdasarkan akta notaris Nanda Fauz Iwan, SH, M.Kn No. Based on notary act Nanda Fauz Iwan, SH, MKn No. 11,
11 tanggal 22 September 2015 yang telah disimpan di dated 22 September 2015 that is stored in the data base of
dalam database Sistem Administrasi Badan Hukum dari Legal Entity Administration System of the Ministry of Law
Kementerian Hukum dan Hak Azasi Manusia Republik and Human Rights of the Republic of Indonesia No. AHU-
Indonesia No. AHU-AH.01.03-0972301 tanggal 22 AH.01.03-0972301, dated 22 September 2015, the Company
September 2015, Perseroan menyetujui peningkatan agreed on raising the initial capital of 3,488,245 shares
modal disetor yang semula modal awal 3.488.245 was added by 2,926,167 shares taken from the inclusion
saham ditambahkan sebesar 2.926.167 saham diambil of the Republic of Indonesia Capital based on Government
dari Penyertaan Modal Negara Republik Indonesia Regulation Number 8 year 2014 and capitalization of the
berdasarkan Peraturan Pemerintah Republik Indonesia Company’s reserve to fiscal year 2014 with nominal value
No. 8 Tahun 2014 dan kapitalisasi sebagian cadangan of Rp1, 000,000 (all in rupiah), that the total worth was
Perseroan sampai dengan tahun buku 2014 dengan nilai Rp6,414,412,000 taken all by the Republic of Indonesia.
nominal Rp1.000.000 (rupiah penuh) sehingga seluruhnya With the issuance of amendment of authorized and issued
seharga Rp6.414.412.000 yang seluruhnya diambil bagian capital as mentioned above, article 4 (four) in the Articles of
oleh Negara Republik Indonesia. Setelah keluarnya akta Association became:
perubahan modal dasar dan modal disetor sebagaimana
disebut di atas maka pasal 4 (empat) dalam Anggaran
Dasar Perseroan berubah menjadi sebagai berikut:

65
2018 Annual Report
(1). Modal Dasar Perseroan ditetapkan sebesar (1). The Company’s Authorized Capital was set at 12,000,000
12.000.000 saham, masing-masing dengan nilai shares, each with nominal value of Rp1,000,000 (full
nominal sebesar Rp1.000.000 (Rupiah penuh) atau rupiah) or a total value of Rp12,000,000,000,000 (full
seluruhnya berjumlah Rp12.000.000.000.000 rupiah).
(Rupiah penuh).
(2).
Dari modal tersebut telah ditempatkan/diambil (2). Some of the capital was allocated/taken and paid-up
bagian dan telah disetor penuh oleh Negara Republik by the Republic of Indonesia in the amount of 6,414,412
Indonesia sebanyak 6.414.412 saham atau seluruhnya shares or a total value of Rp6,414,412,000,000 (full
berjumlah Rp6.414.412.000.000,-(Rupiah penuh) rupiah) to the corporate cash by the followings:
kedalam kas Perseroan, dengan cara sebagai berikut:
a. Sebesar Rp3.488.245.000.000 (Rupiah penuh) a. An amount of Rp3,488,245,000,000 (full rupiah)

telah disetor dengan uang tunai sebagai setoran has been paid-up in cash as the old capital deposit
modal lama sebagaimana dinyatakan dalam stated in act Number 02 dated 16 January 2013
akta No. 02 tanggal 16 Januari 2013 oleh Nanda by Nanda Fauz Iwan, SH, MKn, a notary in Jakarta
FauzIwan, SH., MKn., notaris di Jakarta yang telah authorized by the Minister of Law and Human Rights
memperoleh pengesahan Menteri Hukum dan with authorization Number: AHUAH.01.10.02672
Hak AsasI Manusia Republik Indonesia Nomor: dated 31 January 2013.
AHUAH.01.10.02672 tanggal 31 Januari 2013.
b. Sebesar Rp2.926.166.059.117,86 (Rupiah b. An amount of Rp2,926,166,059,117.86 (full rupiah)

penuh) yang berasal dari pengalihan Barang from diversion of State Property in the Ministry of
Milik Negara pada Kementrian Perhubungan Transportation procured by State Budget (APBN)
yang pengadaannya bersumber dari APBN TA for 1991/1992, 1992/1993,1994/1995, 1997/1998,
1991/1992, 1992/1993,1994/1995, 1997/1998, 1998/1999, 2000, 2002,2004, 2005, 2006, 2007,
1998/1999, 2000, 2002,2004, 2005, 2006, 2008, 2009, 2010, and 2011 as stipulated in the
2007, 2008, 2009, 2010, dan 2011 sebagaimana Republic of Indonesia Government Regulation
ditetapkan dalam Peraturan Pemerintah Republik Number 8 year 2014.
Indonesia No. 8 Tahun 2014.
Sampai dengan akhir tahun 2018, Bandara yang dikelola To the end of 2018, PT Angkasa Pura I (Persero) has
oleh PT Angkasa Pura I (Persero) sebanyak 13 (tiga belas) managed 13 (thirteen) airports, 3 (three) project offices, and
bandara, 3 (tiga) Kantor Proyek dan 5 (lima) Perusahaan 5 (five) subsidiaries located in major cities of central and
Anak yang terletak di kota-kota besar wilayah tengah dan eastern Indonesia, as follow:
timur Indonesia, yaitu:

Bandar Udara / Airports
Bandar Udara Internasional I Gusti Ngurah Rai-Bali

I Gusti Ngurah Rai International Airport-Bali
Bandar Udara Internasional Juanda-Surabaya
Juanda International Airport -Surabaya
Bandar Udara Internasional Sultan Hasanuddin-Makassar
Sultan Hasanuddin International Airport - Makassar
Bandar Udara Internasional Sultan Aji Muhammad Sulaiman Sepinggan-Balikpapan
Sultan Aji Muhammad Sulaiman Sepinggan International Airport -Balikpapan
Bandar Udara Internasional Frans Kaisiepo-Biak
Frans Kaisiepo International Airport -Biak
Bandar Udara Internasional Sam Ratulangi-Manado
Sam Ratulangi International Airport -Manado
Bandar Udara Syamsudin Noor-Banjarmasin
Syamsudin Noor Airport -Banjarmasin
Bandar Udara Internasional Jenderal Ahmad Yani-Semarang
Jenderal Ahmad Yani International Airport -Semarang
Bandar Udara Internasional Adisutjipto-Yogyakarta
Adisutjipto International Airport -Yogyakarta
Bandar Udara Internasional Adi Soemarmo-Surakarta
Adi Soemarmo International Airport -Surakarta
Bandar Udara Internasional Lombok-Lombok Tengah
Lombok International Airport -Lombok Tengah
Bandar Udara Internasional Pattimura-Ambon
Pattimura International Airport -Ambon
Bandar Udara Internasional El Tari-Kupang
El Tari International Airport -Kupang
Entitas Anak / Subsidiaries
PT Angkasa Pura Logistik

PT Angkasa Pura Properti
PT Angkasa Pura Suport
PT Angkasa Pura Hotel
PT Angkasa Pura Retail
Kantor Proyek / Project Offices
1. Proyek Pembangunan Bandar Udara Internasional Yogyakarta

1. Construction Project of Yogyakarta International Airport- Yogyakarta
2. Proyek Pengembangan Bandar Udara Jenderal Ahmad Yani – Semarang
2. Development Project of Jenderal Ahmad Yani Airport - Semarang
3. Proyek Pengembangan Bandar Udara Syamsudin Noor – Banjarmasin
3. Development Project of Syamsudin Noor Airport - Banjarmasin

67
2018 Annual Report
KETERANGAN PERUBAHAN NAMA INFORMATION ON ALTERATION OF NAME
Sesuai riwayat singkat perusahaan di atas, PT Angkasa The brief history above shows that PT Angkasa Pura I
Pura I (Persero) telah mengalami perubahaan nama (Persero) has changed names for 4 (four) times, i.e. 1965,
sebanyak empat kali yaitu pada tahun 1965, 1974, 1987, 1974, 1987, and 1992, with details as follow:
dan tahun 1992, dengan penjelasan sebagai berikut.
4
Berdasarkan PP Nomor
5 Tahun 1992, dengan
akta Notaris Muhani
Salim, SH, status badan
hukum Perseroan yang
3 semula Perusahaan
Umum (Perum) diubah
menjadi Perusahaan
Berdasarkan PP
Terbatas (PT) sehingga
Nomor 25 tahun 1986,
nama Perseroan berubah
Perum Angkasa Pura
dari PN Angkasa Pura
berubah nama menjadi
menjadi PT Angkasa
2 Perum Angkasa Pura
Pura I (Persero) efektif
I efektif sejak tanggal
berlaku pada 29 Juni
Berdasarkan PP 19 Mei 1986.*
1993 setelah diumumkan
Nomor 37 Tahun 1974, dalam Berita Negara
status badan hukum Republik Indonesia
Perseroan diubah dari According to
Nomor 52.
1 semula Perusahaan Government Regulation
Negara (PN) menjadi Number 25 of 1986,
Berdasarkan PP Perusahaan Umum Perum Angkasa Pura
Nomor 21 tahun 1965, According to Government
(Perum) yang berlaku changed its name to
PN Angkasa Pura Regulation Number 5
efektif sejak tanggal Perum Angkasa Pura I,
Kemayoran berubah of 1992 with Notary Act
21 Oktober 1974.* effective from May 19,
nama menjadi Muhani Salim, SH, the
1986.*
Perusahaan Negara status of the Company's
(PN) Angkasa Pura legal entity was changed
According to from Public Company
yang efektif berlaku Government
sejak tanggal 17 Mei (Perum) to a Limited
Regulation Number 37 Liability Company (PT) so
1965.* of 1974, the status of that the Company's name
the Company's legal changed from PN Angkasa
entity was changed Pura to PT Angkasa Pura
According to from the State-Owned
Government Regulation I (Persero) effective
Enterprise (PN) to from June 29, 1993 after
Number 21 of 1965, become a Public
PN Angkasa Pura getting announced in State
Company (Perum) Gazette of the Republic of
Kemayoran changed which became effective
its name to Perusahaan Indonesia Number 52.
from October 21, 1974.*
Negara/PN (State-
Owned Enterprise)
Angkasa Pura in May
17, 1965.*
* Pada periode tersebut perusahaan masih berstatus Perusahaan Umum (Perum) sehingga perubahan nama perusahaan tidak menggunakan Notaris
* During this period the company still has the status of a Public Company (Perum) so that changes in the name of the company do not use a Notary

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

69
2018 Annual Report
BIDANG USAHA FIELD OF BUSINESS
KEGIATAN USAHA BUSINESS ACTIVITIES
Berdasarkan pasal 3 Anggaran Based on Article 3 of the Articles of

Dasar Perusahaan, kegiatan utama Association of the Company, the main
perusahaan adalah menyelenggarakan activity of the company is to carry
usaha jasa kebandarudaraan dan out airport business services and
pelayanan jasa terkait Bandar udara airport related services and other
dan usaha-usaha lainnya yang businesses that have a relationship
mempunyai hubungan dengan usaha with the business in accordance with
tersebut sesuai dengan prinsip- the principles of the Limited Liability
prinsip Perseroan Terbatas. Tujuan Company. The purpose and business
dan lapangan usaha dari Perseroan field of the Company is to implement
adalah untuk melaksanakan dan and support government policies and
menunjang kebijakan dan program programs in the fields of economy and
pemerintah di bidang ekonomi dan development and to foster profits for
pembangunan serta untuk memupuk the Company by conducting airport
keuntungan bagi Perseroan dengan service businesses in the broadest
menyelenggarakan usaha jasa sense and other businesses that have a
kebandarudaraan dalam arti seluas- relationship with the business.
luasnya dan usaha-usaha lainnya
yang mempunyai hubungan dengan
usaha tersebut.

Kegiatan Usaha menurut Anggaran Dasar dan yang telah Business activities according to the Articles of Association
dijalankan disajikan sebagai berikut: and which have been carried out are presented as follows:
Kegiatan Usaha Menurut Anggaran Dasar

Business Activities According To The Articles Of Association Sudah Belum
Dijalankan Dijalankan
Aeronautika Non ATS (Kebandaraan) Conducted Not Conducted
Non-ATS Aeronautics (Airport-Related)
1. Penyediaan, pengusahaan dan pengembangan fasilitas untuk kegiatan pelayanan √
pendaratan, lepas landas, parkir dan penyimpanan pesawat udara.
Provision, enterprise, and facility development for landing, take-off, parking, and aircraft
storage services
2. Penyediaan fasilitas Counter Check-in, Garbarata (Aviobridge), Baggage Handling √
System (BHS)/Hold Baggage Screening (HBS).
Provision of Counter Check-in, Garbarata (Aviobridge), Baggage Handling System (BHS)/
Hold Baggage Screening (HBS).
3. Penyediaan, pengusahaan dan pengembangan fasilitas terminal untuk pelayanan √
angkutan penumpang, kargo dan pos.
Provision, enterprise, and terminal facility development for passengers and cargo and
postal transportation services.
Non Aeronautika (Non Bandara)
Non-Aeronautics (Non-Airport)
1. Penyediaan lahan untuk pembangunan, lapangan dan kawasan industri serta gedung/ √
bangunan yang berhubungan dengan kelancaran angkutan udara.
Provision of land for development, field, and industrial area, and also building/structure to
ensure smooth air traffic.
2. Penyediaan, pengusahaan dan pengembangan fasilitas elektronika, listrik, air dan √
instalasi limbah buangan.
Provision, enterprise, and facility development for electronics, electricity, water, and waste
treatment.
3. Penyediaan jasa konsultansi, pendidikan dan pelatihan yang berkaitan dengan √
kebandarudaraan.
Provision of consultation, education, and training services related to airport.
4. Usaha-usaha lain yang dapat menunjang tercapainya tujuan Perseroan. √
Other businesses that support the goal of the Company.
Perseroan dapat pula mendirikan/menjalankan The Company may also establish/run other companies
perusahaan lainnya yang mempunyai hubungan dengan related to the business activities either independently or
usaha tersebut di atas baik sendiri-sendiri maupun in cooperation with other agencies, as long as it is in line
bersama dengan badan lain, sepanjang tidak bertentangan with the regulation in place and agrees with the Articles of
dengan peraturan perundang-undangan yang berlaku dan Association.
sesuai dengan Anggaran Dasar.
Berdasarkan Peraturan Pemerintah No. 77 Tahun 2012 Based on Government Regulation Number 77 year 2012
Tentang Perusahaan Umum Lembaga Penyelenggara on Public Company Providing Flight Navigation Services
Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), in Indonesia (LLPNPI), Flight Services were no longer run
Jasa Pelayanan Penerbangan tidak dikelola oleh PT by PT Angkasa Pura I (Persero), effective on 16 January
Angkasa Pura I (Persero) sejak tanggal 16 Januari 2013 2013 at 22:00 (based on Memorandum of Understanding
pukul 22.00 WIB (berdasarkan Nota Kesepahaman Nomor: Number: HK.201/1/10/DRJU-2013;KEP.15/OM.02.03/2013;
HK.201/1/10/DRJU-2013;KEP.15/OM.02.03/2013; MOU.04.07.01/00/02/2013/001; 032/DU/II/2013 dated 12
MOU.04.07.01/00/02/2013/001;032/DU/II/2013 February2013).
tanggal 12 Februari 2013).

71
2018 Annual Report
PRODUK DAN JASA PRODUCTS AND SERVICES
Produk jasa PT Angkasa Pura I (Persero) dapat diuraikan Products and Services of PT Angkasa Pura I (Persero) are
sebagai berikut: given in details as follow:
1. PJP4U (Pelayanan Jasa Pendaratan, Penempatan 1. PJP4U (Landing, Parking, and Aircraft Storage
dan Penyimpanan Pesawat Udara) Services)
Produk Pelayanan Jasa Pendaratan Pesawat Udara The product of Aircraft Landing is provided for aircraft
ini adalah kegiatan pelayanan jasa pendaratan yang landing on the airport. The product of Aircraft Parking is
diberikan terhadap pesawat udara yang mendarat di provided for parking aircraft in open areas of the airport.
bandar udara. Produk Pelayanan Jasa Penempatan The product of Aircraft Storage is provided for parking
Pesawat Udara adalah pelayanan jasa yang diberikan aircraft in the hangars.
untuk penempatan pesawat udara di tempat terbuka
di bandar udara. Produk Pelayanan Jasa Penyimpanan
Pesawat Udara yaitu pelayanan jasa yang diberikan
terhadap pesawat udara di dalam hanggar.
2. PJP2U (Pelayanan Jasa Penumpang Pesawat Udara) 2. PJP2U (Aircraft Passenger Services)
Pelayanan Jasa Penumpang Pesawat Udara Aircraft Passenger Services are provided for ever
adalah pelayanan jasa yang diberikan kepada passenger at both departure and arrival terminals of
setiap penumpang di terminal keberangkatan atau airports managed by PT Angkasa Pura I (Persero).
kedatangan bandar udara yang diusahakan oleh PT
Angkasa Pura I (Persero).
3. Garbarata (Aviobridge) 3. Garbarata (Aviobridge)

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

Pelayanan Jasa Pemakaian Counter Check-in adalah Counter Check-in Usage Services are services provided
pelayanan jasa yang diberikan kepada perusahaan to companies air transport or aircraft operator in
angkutan udara atau operator pesawat udara connection with the use of airport facilities.
sehubungan pemakaian fasilitas bandar udara.
5. Baggage Handling System (BHS)/Hold Baggage 5. Baggage Handling System (BHS)/Hold Baggage
Screening (HBS) Screening (HBS)
Pelayanan jasa yang diberikan kepada perusahaan This is a service provided for airlines or aircraft
angkutan udara atau operator pesawat udara operators for their use of the Baggage Handling System
sehubungan pemakaian fasilitas Baggage Handling facility, which is a conveyor system used to transport
System yaitu suatu sistem conveyor yang digunakan luggage after screening and check-in for departing
untuk mengangkut bagasi penumpang setelah passengers. The luggage is then brought to the baggage
proses pemeriksaan dan check-in bagi penumpang make up area to be transported by a plane, while for
keberangkatan, selanjutnya bagasi tersebut dibawa arriving passengers, the opposite applies. The luggage
ke area penumpukan siap angkut (baggage make is taken to the baggage claim area. Meanwhile, the
up area) untuk diangkut ke pesawat udara, begitu service provided to airlines or aircraft operators for the
juga sebaliknya bagi penumpang kedatangan use of Hold Baggage Screening facilities is a system of
dibawa ke area pengambilan bagasi (baggage claim). baggage screening using x-ray machine which is directly
Sedangkan pelayanan jasa yang diberikan kepada integrated with BHS and automatically recognizes
perusahaan angkutan udara atau operator pesawat baggage security status for proper handling based on
udara sehubungan pemakaian fasilitas Hold Baggage screening result, sorting out, and baggage destination,
Screening yaitu suatu sistem pemeriksaan bagasi to be taken to the aircraft, for departing passengers.
dengan mesin x-ray yang terintegrasi langsung
dengan BHS dan secara otomatis dapat mengetahui

status keamanan bagasi untuk disalurkan sesuai hasil

pemeriksaan, pemilahan (sortir) dan tujuan bagasi
untuk diangkut ke pesawat udara bagi penumpang
keberangkatan.
6. Konsesi Atas Jasa Penggunaan Fasilitas Bandar 6. Concession for Airport Facilities Use
Udara
Konsesi adalah jasa yang diberikan atas hak Concession is the service provided for the right of
penggunaan fasilitas bandar udara kepada pihak using airport facilities by third parties concerning the
ketiga terkait kegiatan usaha yang dilakukan di bandar activities they carry out in the airport. Concession is
udara. Konsesi ini dikenakan kepada perusahaan- given for companies carrying out activities in the airport
perusahaan yang berusaha di bandar udara seperti such as Aircraft Cargo Expedition (EMPU), Regulated
usaha Ekspedisi Muatan Pesawat Udara (EMPU), Agent (RA), Ground Handling, and In-Flight Catering.
Regulated Agent (RA), Ground Handling, dan In-flight
Catering.
SEGMENTASI PRODUK PRODUCT SEGMENTATION

Segmentasi pasar PT Angkasa Pura I (Persero) terbagi The are two market segments for PT Angkasa Pura I
menjadi 2 (dua) jenis, yaitu segmen produk jasa yang (Persero); service product segment provided for companies
diberikan kepada perusahaan (Badan Usaha Angkutan (Air Transport Agency and Business Partner) and service
Udara dan Mitra Usaha) dan segmen produk jasa yang product segment provided directly for customers (aircraft
diberikan langsung kepada konsumen (penumpang passengers and their relatives).
pesawat udara dan pengantar/penjemput).

73
2018 Annual Report
PETA WILAYAH OPERASIONAL MAP OF OPERATIONAL AREA
Sampai dengan akhir tahun 2018, Bandara yang dikelola By the end of 2018, PT Angkasa Pura I (Persero) has been
oleh PT Angkasa Pura I (Persero) sebanyak 13 (tiga belas) managing 13 (thirteen) airports, 5 (five) Subsidiaries, and 3
bandara dan 5 (lima) Entitas Anak serta 3 (tiga) Proyek (three) Projects located in major cities of western, central,
yang terletak di kota-kota besar di sebagian wilayah and eastern Indonesia, as follows:
barat, tengah, dan timur Indonesia, yaitu:
1
9
11
3
1. Kantor Pusat 10
2
2. Bandar Udara Internasional I Gusti Ngurah Rai - Bali 12
3. Bandar Udara Internasional Juanda - Surabaya
4. Bandar Udara Internasional Sultan Hasanuddin - Makassar
5. Bandar Udara Internasional Sultan Aji Muhammad Sulaiman Sepinggan - Balikpapan
6. Bandar Udara Internasional Frans Kaisiepo - Biak
7. Bandar Udara Internasional Sam Ratulangi - Manado
8. Bandar Udara Syamsudin Noor - Banjarmasin
9. Bandar Udara Internasional Jenderal Ahmad Yani - Semarang
10. Bandar Udara Internasional Adisutjipto - Yogyakarta
11. Bandar Udara Internasional Adi Soemarno - Surakarta
12. Bandar Udara Internasional Lombok - Lombok Tengah
13. Bandar Udara Internasional Pattimura -Ambon
14. Bandar Udara Internasional El Tari - Kupang

Tabel Jaringan Kantor selama 5 (lima) tahun terakhir

Table of Office Network over the Last 5 (five) Years
Jenis Kantor / Type of Office 2018 2017 2016 2015 2014
Kantor Pusat / Head Office 1 1 1 1 1
Kantor Cabang/Bandar Udara yang dikelola /

13 13 13 13 13
Branch Office/Airport
TOTAL 14 14 14 14 14
13
14

75
2018 Annual Report
Tabel Jaringan Kantor Per Wilayah Tahun 2017

Table of Office Network per Area in 2017
Jenis Kantor / Type of Office
Wilayah / Area Kantor Pusat / Kantor Cabang / Proyek /
Head Office Branch Office Project
Kantor Pusat - Jakarta
Head Office – Jakarta 1 - -
I Gusti Ngurah Rai - Denpasar
I Gusti Ngurah Rai – Denpasar - 1 -
Juanda - Surabaya - -
Juanda – Surabaya 1
Sultan Aji Muhammad Sulaiman Sepinggan - Balikpapan - -
Sultan Aji Muhammad Sulaiman Sepinggan – Balikpapan 1
Sultan Hasanuddin - Makassar - -
Sultan Hasanuddin – Makassar 1
Adisutjipto - Yogyakarta - -
Adisutjipto – Yogyakarta 1
Syamsudin Noor - Banjarmasin - -
Syamsudin Noor – Banjarmasin 1
Jenderal Ahmad Yani - Semarang - -
Jenderal Ahmad Yani – Semarang 1
Sam Ratulangi - Manado - -
Sam Ratulangi – Manado 1
Adi Soemarmo - Surakarta - -
Adi Soemarmo – Surakarta 1
Internasional Lombok – Lombok Tengah - -
Lombok International Airport – Lombok Tengah 1
Pattimura - Ambon - -
Pattimura – Ambon 1
El Tari - Kupang - -
El Tari – Kupang 1
Frans Kaisiepo - Biak - -
Frans Kaisiepo – Biak 1
Proyek – Pengembangan Bandar Udara Internasional Jenderal - -
Ahmad Yani, Semarang
Project – Development of Jenderal Ahmad Yani International
Airport, Semarang 1
Proyek – Pengembangan Bandar Udara Internasional Yogyakarta - -
Project – Development of New Yogyakarta International Airport 1
Proyek - Pengembangan Bandar Udara Internasional Syamsudin - -
Noor, Banjarmasin
Project – Development of Syamsudin Noor International Airport,
Banjarmasin 1
TOTAL 1 13 3

INOVASI INNOVATION OF ANGKASA PURA I

ANGKASA PURA I
BANDAR UDARA INTERNASIONAL YOGYAKARTA INTERNATIONAL

YOGYAKARTA AIRPORT (NYIA)
Untuk menunjang pertumbuhan trafik pesawat udara yang In order to support the growth of airplane traffic operating
beroperasi di Bandar Udara yang dikelola oleh PT Angkasa at airports managed by PT Angkasa Pura I (Persero),
Pura I (Persero), Bandar Udara Adisutjipto sebagai salah Adisutjipto Airport as one of the gates of Special Region
satu pintu gerbang D.I. Yogyakarta dirasa sudah tidak of Yogyakarta perceived that it could not accommodate
dapat menampung pertumbuhan jumlah penumpang. the growth in the number of passengers. Therefore, a new
Untuk itu diperlukan adanya suatu proyek pembangunan airport development project is needed to improve service in
Bandara baru yang bertujuan untuk meningkatkan the form of additional airport capacity and facilities, in this
pelayanan dalam bentuk penambahan kapasitas dan case, the development of airport facilities on the Airside.
fasilitas Bandara, dalam hal ini adalah pembuatan fasilitas
Bandar Udara sisi Airside.
MASTERPLAN MASTERPLAN
NYIA akan didesain sebagai sebuah bandara berkelas NYIA will be designed as an international-class airport.
internasional. Berdasarkan best practice internasional, Based on the international best practices, the phasing of
pentahapan pembangunan direncanakan mampu development is planned to be able to meet the demand in
memenuhi demand dalam tiga pentahapan sebagaimana three phases as presented as follows:
disajikan pada berikut:
Tahap / Phase 1 Tahap / Phase 2 Tahap / Phase 3

2019 - 2026 2027 - 2036 2037 - 2046
Rencana Jangka Waktu Pentahapan

Periodic Phasing Plan
PERENCANAAN BANDARA YANG AIRPORT PLAN WITH EARTHQUAKE,

MEMPERHITUNGKAN GEMPA, LIKUIFAKSI LIQUEFACTION AND TSUNAMI MITIGATIONS
DAN TSUNAMI
a. Perbaikan Tanah Dengan Menggunakan Dynamic a. Ground improvement using Dynamic Compaction (DC)
Compaction (DC) dan Rapid Impuls Compaction (RIC) and Rapid Impuls Compaction (RIC)
Kondisi tanah eksisting yang memiliki karakteristik The existing soil condition which has the characteristics
berupa pasir berpotensi mengalami likuifaksi apabila of sand has the potential to experience liquefaction
terjadi gempa. Salah satu metoda perbaikan yang when an earthquake occurs. One of the improvement
dipertimbangkan untuk memitigasi potensi likuifaksi methods used for liquefaction potential mitigation in this
pada proyek ini adalah Dynamic Compaction. Dynamic project is Dynamic Compaction. Dynamic Compaction
Compaction adalah proses perbaikan tanah dengan is the process of ground improvement by dropping a
menjatuhkan beban dengan berat dari ketinggian weight from a certain height to the ground to improve
tertentu kepada tanah asli untuk memperbaikinya with compaction.
dengan cara memampatkannya.
b. Mitigasi Kawasan yang Berpotensi Tsunami b. Mitigation of Potential Tsunami Areas
Beberapa usulan mitigasi terhadap kemungkinan There are some proposed mitigations for the possibility
bencana tsunami adalah: of tsunami:

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2018 Annual Report
- Kawasan di antara bandara dan pantai dilakukan - The area between the airport and the beach is reforested
reboisasi dengan hutan pantai seperti cemara with coastal forest plants, such as Australian pine tree
udang dan tanaman lain (disarankan dari jenis (Casuarina equisetifolia) and other trees (deep-rooted
yang akarnya dalam) untuk meningkatkan friksi. trees recommended) to increase the friction.
- Elevasi runway (landas pacu) dibuat cukup tinggi - The runway elevation is made high enough to keep
sehingga aman terhadap tsunami kala ulang it safe from periodic tsunamis (e.g. 100 or 200 years
tertentu (misalnya 100 atau 200 tahun). period).
- Sistem peringatan dini harus diterapkan dalam - Early warning systems must be implemented in airport
manajemen operasi bandar udara agar mampu operations management in order to reduce victims
mengurangi korban jiwa manusia saat terjadi during a tsunami.
bencana tsunami.
- Penyediaan escape building pada bangunan - Provision of escape building in terminal buildings,
terminal, khususnya lantai paling atas, untuk especially for the top floor, in order to be able to
dapat menampung orang-orang yang saat itu accommodate people who are currently active at the
beraktivitas di bandara termasuk penumpang, airport, including passengers, employees, visitors, and
karyawan, pengunjung dan pelaku kegiatan lain. other people. The escape building must be constructed
Bangunan escape building harus tahan gempa dan using earthquake-resistant and tsunami-resistant
tahan tsunami. structure.
- Bangunan pelindung kawasan bandara khususnya - Protective buildings of the airport area, especially for
di sisi laut, untuk menahan tsunami pada tinggi the sea side, to withstand tsunamis at certain heights.
tertentu.
c. Bandara menjadi Shelter Evakuasi Bencana c. Airport as Disaster Evacuation Shelter

Untuk mengurangi dampak tsunami terhadap manusia In order to reduce the impact of the tsunami on humans
di kawasan bandara dilakukan langkah-langkah: in the airport area, there are some measures taken as
follows:
- Bangunan terminal dan fasilitas lain diletakkan - Terminal buildings and other facilities are placed
sejauh mungkin dari pantai dengan menggunakan as far as possible from the coast using the allowed
slope maksimal yang diperbolehkan. maximum slope.
- Desain bangunan terminal yang mampu - Terminal buildings are designed to be able to reduce
mengurangi dampak tsunami dengan memberi the impact of the tsunami by giving 2 (two) spacious
lantai 2 (dua) yang lebih luas dan lantai bawah floors and lower floor with many apertures. The first
dengan banyak bukaan. Lantai 1 (dasar) (base) floor of the terminal buildings, along with the
gedung terminal beserta fasiltas yang ada existing facilities, are prepared to be destroyed by a
dipersiapkan dapat dihancurkan tsunami dengan tsunami by minimizing the number of victims, and
meminimalkan korban jiwa, dan lantai di atasnya the upper floors are used as evacuation sites for
dijadikan tempat evakuasi penumpang dan public. passengers and the public.
- Meletakkan kegiatan orang lebih banyak di lantai - Concentrate more people's activities upstairs, and
atas, dan utilitas di lantai bawah. utilities downstairs.
- Ketinggian lantai 1 (ground floor) yang lebih tinggi - The height of the first (ground) floor is higher in
jaraknya, yaitu berada di elevasi +9,0 m dengan distance, which is at an the elevation of +9.0 m with
Magnitude Bandar Udara Kulon Progo adalah 8,5. the 8,5 Magnitude of Kulon Progo Airport.
- Menyiapkan early warning system, yaitu dengan - Setting up the early warning system by determining
menentukan Spesifikasi Bangunan Airport the Airport Operation Center (AOC) Building
Operation Center (AOC) yang memiliki instrumen Specifications which have instruments that can be
yang dapat terintegrasi dengan sistem peringatan integrated with the early warning system of the
dini BMKG, sirine untuk peringatan dini tsunami Meteorological, Climatological, and Geophysical
serta memiliki lokasi untuk penempatan Agency (BMKG), sirens for tsunami early warnings
instrument receiver peringatan dini tsunami dari and the placement of tsunami early warning
BMKG. receiver instruments from BMKG.
- Menyiapkan sistem evakuasi dan manajemen - Preparing the evacuation system and disaster
bencana sebagai bagian dari manajemen management as part of airport management. In
bandara. Dalam hal ini bandara dapat digunakan this case, the airport can be used as a Temporary
sebagai Tempat Evakuasi Sementara (TES) serta Evacuation Shelter (TES) and preparing tsunami
menyiapkan petunjuk jalur evakuasi tsunami. evacuation route instructions.

INOVASI PELAYANAN AIRPORT SERVICE INNOVATION

(AIRPORT SERVICE)
TATA NASKAH DINAS ELEKTRONIK ELECTRONIC SERVICE SCRIPT

(TNDE) SYSTEM (TNDE)
Tata Naskah Dinas Elektronik (TNDE) yang dikembangkan The Electronic Service Script System (TNDE) developed
oleh Arsip Nasional Indonesia (ANRI) merupakan aplikasi by the National Archives of the Republic of Indonesia is an
Document Management System (DMS) atau pengelolaan application of Document Management System (DMS) or
naskah dinas secara elektronik dengan memanfaatkan electronic script management by utilizing information and
teknologi informasi dan komunikasi untuk kemudahan communication technology to facilitate decision-making
proses pengambilan keputusan yang dirancang untuk processes designed to meet the needs of the Company.
memenuhi kebutuhan Perseroan.
Latar belakang: Dalam rangka mendukung pemerintahan Background: In order to support Good Governance and
yang baik (Good Governance) dan Reformasi Birokrasi Bureaucratic Reform to accelerate the completion of official
untuk mempercepat penyelesaian surat dinas di letters in the AP I environment, it is necessary to implement
lingkungan AP I, perlu diterapkannya Sistem Tata Naskah the Electronic Service Script System to realize the fast,
Dinas Elektronik guna mewujudkan tata persuratan yang effective and efficient correspondence.
cepat, efektif dan efisien.
Tujuan: Terlaksananya Standar Persuratan Elektronik Objective: To implement the Electronic Correspondence
di lingkungan AP I dalam mendukung kelancaran Standards in the AP I environment in supporting the
penyelenggaraan pemerintahan yang transparan, smooth implementation of governance that is transparent,
akuntabel, efektif dan efisien. accountable, effective and efficient.
Manfaat: Benefits:
1. Hemat Ruang Peyimpanan Dokumen 1. Saving the Document Storage Space
Dengan menggunakan penyimpanan digital, maka By using digital storage, the storage space for Document
ruangan penyimpanan hard file Dokumen dapat hard files can be significantly minimized - PAPERLESS.
diminimalisirkan dengan drastis – PAPERLESS.
2. Kemudahan dan Kecepatan dalam Pencarian dan 2. Ease and Speed in Document Search and
Distribusi Dokumen Distribution
Dengan menggunakan aplikasi DMS/TNDE, pencarian By using the DMS/TNDE application, searching
dokumen dapat dilakukan dengan sangat cepat documents can be done shortly by using keywords.
dengan menggunakan kata kunci/keyword.
3. Document Sharing 3. Document Sharing
Dokumen dapat diakses secara bersamaan, tanpa Documents can be accessed simultaneously, without
duplikat dokumen. duplicating the original documents.
4. History Document 4. Document History
Dengan melihat menu history document maka rekam By looking at the document history menu, the recorded
disposisi atau catatan pada dokumen dapat dilihat disposition or note on the document can be seen in the
kembali. future.
5. Document Anywhere 5. Document Anywhere
Documen dapat diakses dan ditindaklanjuti Documents can be accessed and processed anywhere,
dimanapun kita berada, selama ada koneksi internet. as long as getting connected to the internet.
6. Workflow 6. Workflow
Dengan workflow, Otomatisasi Proses Bisnis With workflow, The Automation of Corporate Business
Perusahaan seperti disposisi, dan approval yang Processes such as dispositions, and approvals will not
biasanya dilakukan secara konvensional dapat be done conventionally but electronically.
dilakukan secara elektronik.

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2018 Annual Report
AIRPORT MOBILE APPS AIRPORT MOBILE APPS
Perseroan telah mengembangkan In order to provide ease for both

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

LAYANAN PENUMPANG DIFABLE AND SPECIAL NEEDS

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

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

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

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2018 Annual Report
AIRPORT OPERATION CONTROL AIRPORT OPERATION CONTROL

CENTER (AOCC) CENTER (AOCC)
Airport Operation Control Center (AOCC) merupakan pusat The Airport Operation Control Center (AOCC) is the center of
komando dan kontrol operasional Bandar udara yang operational command and control of the
memiliki tujuan antara lain: airport with the following purposes:
• Sebagai peningkatan kinerja operasional, service level • Improving operational performance, service level, and
dan key performance index bandar udara sehingga key performance index of the airport as to optimize the
terjadi optimalisasi penggunaan airport resources; use of airport resources;
• Sebagai pusat komunikasi dan koordinasi antar • Serving as communication and coordination center for
stakeholder bandar udara untuk pencapaian On Time stakeholders in order to attain On Time Performance
Performance (OTP) Airlines sebagai salah satu wujud (OTP) Airlines as an implementation of the Airport
implementasi Airport Collaborative Decision Making Collaborative Decision Making (A-CDM); and
(A-CDM); dan
• Untuk mengukur tingkat kualitas dan pelayanan • Measuring service level and quality in realtime.
secara real time.

SMART LANE SMART LANE
Smart Lane merupakan perangkat modular dan fleksibel Smart Lane is a modular and flexible instrument designed to
yang didisain untuk dapat melakukan pelayanan Screening provide service at the Screening Check Point (SCP) with the
Check Point (SCP) dengan memberikan beberapa manfaat, following advantages:
antara sebagai berikut:
• Meningkatkan efisiensi operasional; • Improving operational efficiency;
• Mengurangi waktu tunggu antrian dengan automatic • Reducing queuing time with automatic tray;
tray;
• Meningkatkan keamanan, dan layanan publik secara • Improving security and overall public service;
keseluruhan;
• Secara signifikan mengurangi tingkat pengawasan • Significantly reducing monitoring of security checking
personil pemeriksaan keamanan; personnel;
• Dirancang secara ergonomis untuk digunakan oleh • Ergonomically designed to be used by security personnel
personil keamanan dan publik; and the public;
• Dapat memberikan dashboard statistik utilisasi • Can provide a statistical dashboard for X-Ray device
perangkat X-Ray; dan utilization; and
• Dapat diintegrasikan dengan berbagai produk X-Ray • Able to be Integrated with a wide range of renown X-Ray
terkemuka. products.

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2018 Annual Report
STRUKTUR ORGANISASI ORGANIZATIONAL STRUCTURE
Operational Audit
Senior Manager
Technical and Information

Direktur Utama
Technology Audit President Director
Senior Manager Faik Fahmi
Commercial Audit
Senior Manager Vice President
Internal Audit
Israwadi
Finance Audit
Senior Manager
Human Capital
& General Services Audit
Senior Manager
Stakeholder Relation &

Board of Director Secretary
Senior Manager
Direktur Pemasaran
Vice President
Corporate Direktur Operasi Direktur Teknik dan Pelayanan
Secretary Operation Director Technical Director Marketing and Service
Handy Director
Heryudhitiawan Wendo Asrul Rose Lukman F. Laisa
Corporate Communication
Senior Manager
Devy W.A. Suradji
Vice President Vice President Vice President Vice President Vice President Vice President Project Management Vice President Vice President Vice President Project Management
ViceAirport
President Vice President
Airport Facilities ViceAirport
President Airport Development Aeronautical Non Aeronautical Airport Services Airport Tourism &
Airport Operation Airport Security Airport Safety Connectivity
Engineering & Maintenance Equipment Business Business Business
Haruman Dony Subardono Subakir R. Sujiastono Ahmad Syaugi Yudhapara
Sulaksono Widodo Dwi Tedjowati Didik Suryanto Sulkan
Shahab Sugarda
Safety Retail, Food & Customer

Airport Operation Airport Security Management Airport Economics Civil Aeronautical Beverage Relationship
Mechanical
Air Side Protection System & Statistics Air Side Revenue Marketing Management &
Senior Manager
Senior Manager Senior Manager Senior Manager Senior Manager Senior Manager Senior Manager Senior Manager Hospitality
Senior Manager
Airport Operation Cargo and

Airport Security Occupational Airport Planning Non Terminal Airport Property Services Planning
Land Side & Electrical Aeronautical
Screening Safety Health and Design & Landscape & Advertising & Design
Terminal Senior Manager Business Support
Senior Manager Senior Manager Senior Manager Senior Manager Marketing Senior Manager
Senior Manager Senior Manager
Senior Manager
Airport Security Services

Airport Rescue Quality Airport Terminal Building
Quality Control Monitoring &
& Fire Fighting Management Environment Senior Manager
Senior Manarolger Assurance
Senior Manager Senior Manager Senior Manager
Senior Manager
Di 2018 telah terdapat perubahan Struktur Organisasi In accordance with the Decision of the Board of Directors of
Perseroan, sesuai dengan Keputusan Direksi PT Angkasa PT Angkasa Pura I (Persero) Number: KEP.101/OM.01.01/2018
Pura I (Persero) Nomor: KEP.101/OM.01.01/2018 tanggal dated June 08, 2018, there are some changes made in
08 Juni 2018. Adapun Struktur Organisasi PT Angkasa the Organizational Structure of the Company in 2018. The
Pura I (Persero) sampai dengan saat ini adalah sebagai Organizational Structure of PT Angkasa Pura I (Persero) till
berikut: recently is as follow:

Business Legal
Senior Manager
Vice President
Legal Legal Affairs
Senior Manager
I Wayan Sutawijaya
Regulation
Senior Manager
Corporate Planning
Senior Manager
Vice President
Corporate
Planning &
Transformation
Ramdan Pradarma Corporate Performance &

Change Management Senior
Manager
Compliance
Senior Manager
Direktur Sumber Daya Vice President
Direktur Pengembangan
Manusia dan Umum Compliance &
Usaha Direktur Keuangan Finance and Risk Management
Business Development Director Finance Director Information Widya Wiedagdo
Technology Director
Sardjono Jhonny Tjitrokusu- Novrihandri Risk Management
mo Senior Manager
Adi Nugroho
Vice President Vice President Vice President Vice President Vice President Vice President Vice President Vice President Vice President Vice President
Project Management
Business Accounting Finance Procurement Human Capital Training & General Services Corporate Social
Business Information Airport Digital
Development &
Portfolio Technology Development Responsibility
International Relation
Ristiyanto Ani Kristiyanti Hendra Setiawan Sulistyowati Dewi Eppy Dhanianto R.M. Doddy Djoko Wahyono Imron Qodari Umar Supriyadi Nur Sapto Winoto
Eko Wibowo Wibowo Hapsoro
Business Corporate Social

Planning & Subsidiary ICT Planning & Cost Accounting Treasury Material Organization Training Design Office Services Responsibility
Development Companies Govemance Senior Manager Senior Manager Procurement Development Senior Manager Senior Manager Cooperation Senior
Senior Manager Senior Manager Senior Manager Senior Manager Senior Manager Manager
Compensation & Office Facilities Corporate Social

Business Affiliate & New Business Finance Airport Operation Services Industrial Training Operation &
Research Responsibility
Portfolio Application Accounting Air Side Procurement Relation Senior Management Maintenance
Senior Manager Environment
Senior Manager Senior Manager Senior Manager Senior Manager Senior Manager Manager Senior Manager Senior Manager Senior Manager
International Career
Relations & Procurement
Enterprise Tax Management Airport Operation Management & People Asset
Strategic Planning &
Application Senior Manager Air Side Human Capital Development Management
Partnership Administration
Senior Manager Senior Manager Services Senior Senior Manager Senior Manager
Senior Manager Senior Manager
Manager
Airport Budget
Technology & Management
Network Senior Manager
Senior Manager
ICT Services
Senior Manager
GENERAL MANAGER

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2018 Annual Report
VISI, MISI, DAN BUDAYA PERUSAHAAN COMPANY VISION, MISSION, AND

CULTURE
Visi dan Misi PT Angkasa Pura I (Persero) mempunyai arti dan peranan penting dalam
membantu manajemen untuk mempertajam bisnis inti (core business) maupun untuk
mengidentifikasikan apa sebenarnya kompetensi inti (core competence) PT Angkasa Pura I
(Persero) dewasa ini dan apa yang akan dikembangkan di masa mendatang.
The Vision and Mission of PT Angkasa Pura I (Persero) are meaningful and play important roles in
helping the management to sharpen its core business and identify the true core competence of PT
Angkasa Pura I (Persero) today and the one that needs to develop for the future.
Visi
"Menjadi salah satu dari sepuluh "Becoming the top ten airport
Vision perusahaan pengelola bandar udara management company in Asia."
terbaik di Asia."
PT Angkasa Pura I (Persero) bertekad PT Angkasa Pura I (Persero) strives to

melakukan transformasi secara perform overall transform in a five-
menyeluruh dan bertahap selama year stage that has been outlined
lima tahun yang telah dituangkan in the Roadmap 2013-2017, which
dalam Roadmap 2013-2017, yaitu includes Business Growth Acceleration
Percepatan Pertumbuhan Bisnis (2013), Overall Business Potential
(2013), Optimalisasi Potensi Bisnis Optimization (2014), High Performance
Secara Penuh (2014), Perusahaan Organization (2015), Competitive
Berkinerja Tinggi (High Performance Company in Asia (2016), and Top Ten
Organization) (2015), Perusahaan Airport Management Company in Asia
Kompetitif di Asia (2016), dan salah (2017).
satu dari 10 Perusahaan Pengelola
Bandara Terbaik di Asia (2017).
Misi
Misi adalah tujuan jangka panjang It is the long-term goal of the company
Mission perusahaan yang menjadi landasan that underlies its very establishment
didirikannya perusahaan yang covering the products/services it
hendaknya mencakup produk/jasa provides, the markets it aims, and the
yang diusahakan, sasaran pasar yang measures to increase the benefit for all
dituju dan upaya untuk meningkatkan stakeholders. The Company’s missions
kemanfaatan kepada semua pihak are:
terkait (stakeholders). Adapun misi
Perusahaan adalah:
1. Meningkatkan nilai pemangku 1. Improving values for stakeholders;
kepentingan;
2. Menjadi mitra pemerintah 2. Becoming a government partner in
dan pendorong pertumbuhan boosting economic growth;
ekonomi;

3. Mengusahakan jasa kebandarudaraan melalui 3. Providing quality airport services that ensure security,
pelayanan prima yang memenuhi standar keamanan, safety, and comfort;
keselamatan, dan kenyamanan;
4. Meningkatkan daya saing Perusahaan melalui 4. Improving the Company’s competitive edge with
kreatifitas dan inovasi; dan creativity and innovation; and
5. Memberikan kontribusi positif terhadap lingkungan 5. Contributing positively to the environment.
hidup.
Visi dan Misi PT Angkasa Pura I (Persero) tersebut telah The Vision and Mission of PT Angkasa Pura I (Persero)
ditetapkan dalam dokumen Rencana Jangka Pajang have been stipulated in the Company’s Long Term
Perusahaan (RJPP) 2014-2018 dan telah disetujui oleh Plan (RJPP) document for 2014-2018, and has been
Direksi beserta Dewan Komisaris PT Angkasa Pura I approved by the Board of Directors and the Board of
(Persero), untuk senantiasa melakukan yang terbaik Commissaries of PT Angkasa Pura I (Persero), that is to
untuk mencapai yang terbaik. strive for the best to get the utmost outcome
REVIEW VISI DAN MISI OLEH DEWAN KOMISARIS DAN DIREKSI
Proses review Visi dan Misi yang tercantum dalam Rencana Jangka Panjang (RJPP) Perseroan Tahun 2019-2023 dilakukan
secara intensif dengan Direksi melalui serangkaian koordinasi dan rapat untuk dapat merumuskan Visi dan Misi yang
mencerminkan tujuan dan semangat Perseroan di masa mendatang yaitu, “Connecting The World Beyond Airport Operator
With Indonesian Experience” yang memiliki arti bahwa Perseroan sebagai salah satu perusahaan pengelola Bandar Udara
di Indonesia akan terus berkembang menjadi penghubung Dunia yang lebih dari sekedar operator bandar udara dengan
keunggulan layanan yang menampilkan keramah-tamahan khas Indonesia.
Visi dan Misi RJPP Perseroan Tahun 2019-2023 yang telah disetujui oleh Direksi untuk kemudian dibahas melalui
serangkaian rapat dengan Dewan Komisaris dan finalisasi oleh Direksi dan Dewan Komisaris pada 26 Oktober 2019 di
Yogyakarta.
RJPP Perseroan tahun 2019-2023 telah diserahkan ke Kementerian BUMN tanggal 31 Oktober 2019 untuk mendapatkan
pengesahan dari Menteri BUMN sesuai dengan ketentuan dari Keputusan Menteri BUMN No. KEP-102/MBU/2002
tanggal 04 Juni 2002 tentang Penyusunan Rencana Jangka Panjang BUMN. Melalui Visi yang telah dirumuskan tersebut,
Perseroan memiliki tujuan untuk dapat mendorong pertumbuhan ekonomi Indonesia dan mencapai profitabilitas di atas
rata-rata global dengan membangun konektifitas dan mengoptimalkan pertumbuhan trafik angkutan udara melalui
kapasitas yang memadai serta mengutamakan kenyamanan pelanggan.
REVIEW OF VISION AND MISSION BY THE BOARD OF DIRECTORS AND

COMMISSIONERS
The review process of the Vision and Mission listed in the 2019-2023 Long-Term Company Plan (RJPP) is carried out intensively
with the Board of Directors through a series of coordination and meetings to formulate a Vision and Mission that reflects the
Company's future goals and spirit, "Connecting The World Beyond Airport Operator With Indonesian Experience", which means
that the Company as one of the airport management companies in Indonesia will continue to develop into a connector to the
World that is more than just an airport operator with service excellence featuring typical Indonesian hospitality.
The Company's Vision and Mission listed in the 2019-2023 Long-Term Company Plan which have been approved by the Board of
Directors will be discussed through a series of meetings with the Board of Commissioners and finalized by the Board of Directors
and Board of Commissioners on October 29, 2019, in Yogyakarta.
The 2019-2023 Long-Term Company Plan has been submitted to the Ministry of State-Owned Enterprises on October 31, 2019
to obtain approval from the Minister of State-Owned Enterprises in accordance with the provisions of the Decree of the Minister
of State-Owned Enterprises Number KEP-102/MBU/2002 dated June 04, 2002 concerning Preparation of Long-Term Plans of
the State-Owned Enterprises. Through the formulated vision, the Company aims to be able to encourage Indonesia's economic
growth and achieve profitability above the global average by building connectivity and optimizing the growth of air transport
traffic through adequate capacity and prioritizing customer comfort.

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2018 Annual Report
BUDAYA PERUSAHAAN CORPORATE CULTURE
Untuk merealisasikan visi dan misi, misi PT Angkasa In order to realize its vision and mission, PT Angkasa Pura I
Pura I (Persero) telah menyusun dan menerapkan Nilai (Persero) has outlined and set Corporate Values of “SATU”,
Perusahaan (Corporate Values) yaitu “SATU” untuk which is to remind and inspire all personnel of PT Angkasa
mengingatkan dan memberikan inspirasi kepada semua Pura I (Persero) to always strive for the best and get the
insan misi PT Angkasa Pura I (Persero) untuk senantiasa utmost result.
melakukan yang terbaik untuk mencapai yang terbaik.
S A T U
merupakan singkatan dari/ stands for:
1. Sinergi 1. Sinergis (Synergistic)

Definisi Nilai Budaya: Cara insan misi PT Angkasa Definition of Cultural Value: The way personnel of
Pura I (Persero) menghargai keragaman dan keunikan PT Angkasa Pura I (Persero) respect diversity and
setiap elemen untuk memberi nilai tambah bagi uniqueness of each element that adds value to the
perusahaan, pembangunan ekonomi, dan lingkungan company, economic development, and environment
dimana pun insan misi PT Angkasa Pura I (Persero) wherever personnel of PT Angkasa Pura I is stationed.
berada.
2. Adaptif 2. Adaptif (Adaptive)
Definisi Nilai Budaya: Daya, semangat dan hasrat Definition of Cultural Value: The power, will, and desire of
insan misi PT Angkasa Pura I (Persero)yang pantang personnel of PT Angkasa Pura I (Persero) to never give
menyerah, proaktif merespon perubahan dan kaya up, and always be proactive in responding to changes
akan inovasi. and innovative.
3. Terpercaya 3. Terpercaya (Trustworthy)
Definisi Nilai Budaya: Karakter insan misi PT Angkasa Definition of Cultural Value: The character of personnel
Pura I (Persero) yang senantiasa selaras antara kata of PT Angkasa Pura I (Persero) who always lives up to
dengan perbuatan, jujur dalam menjalankan tugas his/her words, honest in carrying out his/her duties and
serta kewajiban, dan dapat diandalkan. responsibilities, and are reliable.
4. Unggul 4. Unggul (Unparalleled)
Definisi Nilai Budaya: Komitmen insan misi PT Definition of Cultural Value: The commitment of
Angkasa Pura I (Persero) memberikan layanan prima personnel of PT Angkasa Pura I (Persero) to provide
dengan profesional dan bertanggung jawab untuk prime services professionally and responsibly to ensure
memuaskan pelanggan secara berkelanjutan. sustainable customer satisfaction.
Dewan Komisaris dan Direksi telah menyetujui dan The Board of Directors and Commissioners has agreed upon
menetapkan Visi, Misi dan Nilai Budaya Perusahaan guna and implement the Vision, Mission, and Corporate Culture
menghadapi dinamika bisnis jasa kebandarudaraan di of the Company to face the dynamics of airport service
dalam dan luar negeri. business both domestically and globally.
Motto Perusahaan Company Motto
“Bangga Melayani Bangsa”

“Proud to Serve The Nation”

STRATEGI PERUSAHAAN CORPORATE STRATEGY
THE BEST 10 AIRPORT

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

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

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

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

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

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2018 Annual Report
PROFIL DEWAN KOMISARIS PROFILE OF THE BOARD OF

COMMISSIONERS
Harry Z. Soeratin Ali Mochtar Ngabalin Djoko Sasono Anandy Wati Suprasetyo Tri Budi Satriyo

Djoko Sasono
Komisaris Utama
Kewarganegaraan Warga Negara Indonesia Indonesian

Citizenship
Domisili Jakarta Jakarta

Domicile
Tempat dan Tanggal Lahir/ Lahir di Kediri, pada 25 September tahun Kediri, September 25, 1963 / 55 years old per
Usia 1963 Berusia 55 tahun per Desember 2018. December 2018.
Place and Date of Birth/Age
Riwayat Pendidikan • Sarjana bidang Teknik Planologi dari Institut • Bachelor of Planology Engineering from
Educational Background Teknologi Bandung (1987). Bandung Institute of Technology (1987).
• Master bidang Transportation Planning • Master of Transportation Planning and
and Engineering di The University of Leeds, Engineering from The University of Leeds,
United Kingdom (1994). United Kingdom (1994).
• Doctor bidang Transportation Planning and • Doctor in Transportation Planning and Policy
Policy (Urban Engineering) di The University (Urban Engineering) from The University of
of Tokyo, Jepang (2002). Tokyo, Japan (2002).
Pelatihan / Sertifikasi Informasi dapat dilihat di halaman 269 pada Information can be seen on page 269 in the
Training / Certification tabel pelatihan di laporan tahunan ini. training table in this annual report.
Pengalaman Kerja • Sekretaris Jenderal Kementerian • Secretary General of the Ministry of

Work Experience Perhubungan (2018-Sekarang). Transportation (2018-present).
• Kepala Badan Pengembangan SDM • Head of the Transportation Human Resources
Perhubungan Kementerian Perhubungan Development Agency of the Ministry of
(2017-2018) Transportation (2017-2018)
• Staf ahli Bidang Logistik, Multimoda dan • Expert Staff of Logistics, Multimodal
Keselamatan Perhubungan (2016-2017). Transportation and Transportation Safety
(2016).
• Penyusun Dokumen Perencanaan dan • Drafting Team for Planning and Program
Program (2016). Document (2016).
• Direktur Jenderal Perhubungan Darat • Director General of Land Transportation (2015-
(2015-2016) 2016)
• Direktur Bina Sistem Transportasi • Director of Urban Transportation System
Perkotaan (2012-2015) Development (2012-2015)
• Kepala Pusat Data dan Informasi (2009- • Head of Center for Data and Information (2009-
2012) 2012)
• Perumus Kebijakan Trans. Multimoda • Drafting Team for Multimoda Transportation
(2008-2009) (2008-2009)
• Wakil Deputi Bidang Perumahan dan • Vice Deputy for Housing and Settlements,
Pemukiman Badan Pelaksana Badan the Executive Agency of Rehabilitation and
Rehabilitasi dan Rekontruksi (BRR) NAD- Reconstruction Agency for Aceh and Nias / BRR
Nias (2007-2008) NAD-NIAS (2007-2008)
• Wakil Deputi Bidang Infrastruktur • Vice Deputy for Environmental Infrastructure
Lingkungan dan Pemeliharaan (2007) and Maintenance (2007)
• Wakil Deputi Bidang Pembangunan • Vice Deputy for Infrastructure Development II
Infrastruktur II (2006-2007) (2006-2007)
• Wakil Deputi Bidang Perencanaan dan • Vice Deputy for Planning and Programming
Pemrograman Badan Pelaksana Badan Executive Agency of Rehabilitation and
Rehabilitasi dan Rekontruksi (BRR) NAD- Reconstruction Agency for Aceh and Nias / BRR
Nias (2006). NAD-NIAS (2006).

93
2018 Annual Report
• Direktur Perencanaan Tata Ruang • Director of Spatial Planning and Environment,

dan Lingkungan, Kedeputian Bidang Deputy for Planning and Programming Division
Perencanaan dan Pemprograman Badan of the Executive Agency of Rehabilitation and
Pelaksanaan BRR NAD-NIAS (2005-2006) Reconstruction Agency for Aceh and Nias / BRR
NAD-NIAS (2005-2006)
• Kabid Program dan Evaluasi, Puslitbang • Head of Program and Evaluation Division,
Manajemen Transportasi Multimoda-Badan Research and Development Center for
Litbang (2003-2005) Multimodal Transportation Management-
Research and Development Agency (2003-
2005)
• Perencana Muda (2002-2003) • Junior Planner (2002-2003)
Dasar Hukum Pengangkatan Diangkat sebagai Komisaris Utama Appointed as President Commissioner of PT
Legal Basis of Appointment Perseroan sejak 19 Juli 2018 berdasarkan Angkasa Pura I (Persero) on July 19, 2018,
akta keputusan SK Menteri Negara BUMN No. based on Decree of the Minister of State-Owned
SK-210/MBU/07/2018 Tanggal 19 Juli 2018. Enterprises Number: SK-210/MBU/07/2018,
dated July 19, 2018.
Jabatan Rangkap Sekretaris Jenderal Kementerian Secretary General of the Ministry of

Double Office Perhubungan (2018-Sekarang). Transportation (2018-present).
Hubungan Afiliasi Tidak memiliki hubungan afiliasi dengan The incumbent does not have any affiliation to
Affiliation Relationship anggota Direksi, anggota Dewan Komisaris any other membership in the Board of Directors
lainnya maupun Pemegang Saham Utama or Board of Commissioners, nor Major and
dan Pengendali. Controlling Shareholder position.
Kepemilikan Saham Angkasa Nihil Nil

Pura
Shareholding Angkasa Pura
Shares
Periode Jabatan 19 Juli 2018 – 19 Juli 2023 (Periode 19 July 2018 – 19 July 2023 (First Period).
Office Period Pertama).

Anandy Wati

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Semarang, pada 04 Januari 1958. Semarang, Januari 04, 1958 / 60 years old per
Usia Berusia 60 tahun per Desember 2018. December 2018.
Riwayat Pendidikan • Sarjana di bidang Ekonomi Pembangunan • Bachelor of Development Economics from
Educational Background dari Universitas Sebelas Maret, Surakarta Sebelas Maret University of Surakarta (1983).
(1983).
• Master of Public Management dari Carnegie • Master of Public Management of Carnegie
Mellon University, Pennsylvania, Amerika Mellon University, Pennsylvania, United
Serikat (1991). States of America (1991).
Pengalaman Kerja • Sekretaris Direktorat Jenderal Anggaran • Secretary of Directorate General of Budget of
Work Experience Kementerian Keuangan (2013-2018). Ministry of Finance (2013-2018). •
• Direktur Sistem Manajemen Investasi • Director of the Investment Management •
Direktorat Jenderal Anggaran Kementerian System of Directorate General of Budget of
Keuangan (2010-2013). Ministry of Finance (2010-2013).
• Direktur Pelaksanaan Anggaran Direktorat • Director of Budget Implementation of
Jenderal Anggaran Kementerian Keuangan Directorate General of Ministry of Finance
(2009-2010). (2009-2010).
Dasar Hukum Pengangkatan Diangkat sebagai Komisaris PT Angkasa Firstly appointed as a member of Board of
Legal Basis of Appointment Pura I (Persero) sejak 07 April 2014. Dasar Commissioners of PT Angkasa Pura I (Persero)
pengangkatan pertama kali adalah SK Menteri on April 07, 2014, based on Decree of the
Negara BUMN selaku Rapat Umum Pemegang Minister of State-Owned Enterprises acted as
Saham No. SK-75/MBU/2014 tanggal 07 the General Meeting of Shareholders Number:
April 2014 dan diperbaharui dengan SK- SK-75/MBU/2014, dated April 07, 2014 which
210/MBU/10/2015 tanggal 29 Oktober 2015 was renewed by the Decree number SK-
tentang Pemberhentian dan Pengangkatan 210/MBU/10/2015 dated October 29, 2015,
Anggota Dewan Komisaris Perseroan PT concerning Termination and Appointment
Angkasa Pura I (Persero). of Board of Commissioners Members of PT
Jabatan Rangkap Tidak memiliki rangkap jabatan di perusahaan Does not have multiple position in other
Double Office maupun lembaga lain companies or institutions.
lainnya. or Board of Commissioners.

Pura
Shares
Periode Jabatan 07 April 2014 - sekarang (Periode Pertama) April 07, 2014 – Present (First Period).
Office Period

95
2018 Annual Report
Suprasetyo
Komisaris
Commissioner

Citizenship
Domisili Depok Depok

Domicile
Tempat dan Tanggal Lahir/Usia Lahir di Magelang, pada 23 Mei 1958. Berusia 60 Magelang, May 23, 1958 / 60 years old per December
Place and Date of Birth/Age tahun per Desember 2018. 2018.
Riwayat Pendidikan Sarjana bidang Teknik Kimia dari Universitas Gadjah Bachelor of Chemical Engineering from Gadjah Mada
Educational Background Mada (1985). University (1985).
Pelatihan / Sertifikasi Informasi dapat dilihat di halaman 269 pada tabel Information can be seen on page 269 in the training
Training / Certification pelatihan di laporan tahunan ini. table in this annual report.
Pengalaman Kerja • Staf Ahli Bidang Ekonomi Kawasan dan Kemitraan • Expert Staff for Regional Economy and Transportation
Work Experience Perhubungan (24 Februari 2017-1 Juni 2018). Partnership (24 February 2017-1 Juni 2018).
• ·Ketua Dewan Pengawas AirNav Indonesia (LPPNPI) • • Chair of the AirNav Indonesia Supervisory Board
(Februari 2015-Februari 2017). (LPPNPI) (February 2015-February 2017).
• Direktur Jenderal Perhubungan Udara Kementerian • Director General of Civil Aviation, Ministry of
Perhubungan RI (Januari 2015 – Februari 2017). Transportation of the Republic of Indonesia (January
2015 - February 2017).
• Kepala Kantor Otoritas Bandara Wilayah I Kelas • Head of Authority Office of Region I Soekarno-Hatta
Utama Soekarno-Hatta, Direktorat Jenderal First-Class Airport, Directorate General of Civil
Perhubungan Udara, Kementerian Perhubungan Aviation, Ministry of Transportation (December 2014
(Desember 2014 – Januari 2015). - January 2015).
• Kepala Bandara Kelas Utama Hang Nadim Batam, • Head of Hang Nadim First-Class Airport of Batam,
Direktorat Jenderal Perhubungan Udara, Kementerian Directorate General of Civil Aviation, Ministry of
Perhubungan (April 2013 – Desember 2014). Transportation (April 2013 - December 2014).
• Kasubdit Pelayanan Darurat Direktorat Keamanan • Head of Sub-Directorate of Emergency Services
Penerbangan, Direktorat Jenderal Perhubungan at the Directorate of Aviation Security, Directorate
Udara, Kementerian Perhubungan (Desember 2012 General of Civil Aviation, Ministry of Transportation
– April 2013). (December 2012 - April 2013).
• Kasubdit Kendali Mutu Keamanan Penerbangan, • Head of Sub-Directorate of Aviation Security Quality
Direktorat Jenderal Perhubungan Udara, Kementerian Control, Directorate General of Civil Aviation, Ministry
Perhubungan (Juni 2011 - Desember 2012). of Transportation (June 2011 - December 2012).
• Atase Perhubungan KBRI di Washington DC (Mei • Attache of Transportation at the Indonesian Embassy
2007 – Juni 2011). in Washington DC (May 2007 - June 2011).
• Kasubdit Pengamanan Pelayanan Darurat, • Head of Sub-Directorate of Emergency Service
Direktorat Jenderal Perhubungan Udara, Security, Directorate General of Civil Aviation,
Kementerian Perhubungan (Januari 2012 - Mei Ministry of Transportation (January 2012 - May
2007). 2007).
• Kasubdit Standarisasi Kespen, Direktorat Jenderal • Head of Sub-Directorate of Standardization of Public
Perhubungan Udara, Kementerian Perhubungan Health, Directorate General of Civil Aviation, Ministry
(Maret 1999 – Januari 2012). of Transportation (March 1999 - January 2012).
• Pemimpin Proyek Fasilitas Keselamatan • Leader of the Central Aviation Safety Facility Project
Penerbangan Pusat (1995-1998). (1995-1998).
• Kasi PKPPK, Direktorat Jenderal Perhubungan Udara, • Head of PKPPK, Directorate General of Civil Aviation,
Kementerian Perhubungan (Juli 1994 – Maret 1999). Ministry of Transportation (July 1994 - March 1999).
• Kasi Operasi Terminal, Direktorat Jenderal • Head of Terminal Operation, Directorate General of
Perhubungan Udara, Kementerian Perhubungan Civil Aviation, Ministry of Transportation (August
(Agustus 1992 – Juli 1994). 1992 - July 1994).
Dasar Hukum Pengangkatan Diangkat sebagai Komisaris PT Angkasa Pura I Appointed as Member of Board of Commissioners of
Legal Basis of Appointment (Persero) sejak 4 April 2017. Dasar pengangkatan PT Angkasa Pura I (Persero) on April 4, 2017, based
pertama kali adalah SK Menteri Negara BUMN on Decree of the Minister of State-Owned Enterprises
selaku Rapat Umum Pemegang Saham No. SK.65/ acted as the General Meeting of Shareholders Number:
MBU/4/2017 Tanggal 4 April 2017. SK.65/MBU/4/2017, dated April 4, 2017.
Jabatan Rangkap Tidak memiliki rangkap jabatan di perusahaan Does not have multiple position in other
Double Office maupun lembaga lain. companies or institutions.
Hubungan Afiliasi Tidak memiliki hubungan afiliasi dengan anggota The incumbent does not have any affiliation to any
Affiliation Relationship Direksi, anggota Dewan Komisaris lainnya. other membership in the Board of Directors or Board of
Commissioners.
Kepemilikan Saham Angkasa Pura Nihil Nil

Shareholding Angkasa Pura Shares
Periode Jabatan 4 April 2017 – sekarang (Periode Pertama). 4 April 2017 – present (First Period).
Office Period

Harry Z. Soeratin
Komisaris
Commissioner

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta, pada 29 Agustus 1963. Jakarta, August 29, 1963/ 55 years old per
Riwayat Pendidikan • Sarjana Ekonomi di bidang Akuntansi dari • Bachelor of Economics in Accounting from
Educational Background Universitas Padjajaran, Bandung (1987). Padjajaran University of Bandung (1987).
• Magister Manajemen bidang Akuntansi dari • Master of Management in Accounting from
Universitas Indonesia (1991). the University of Indonesia (1991).
• Program Ph.D di fakultas Business and • Ph.D Program from the Faculty of Business
Commerce, dari Universitas Keio, Tokyo and Commerce, Keio University of Tokyo
(1999). (1999).
• Program Doktoral (DMB) dari Universitas • Doctoral Program (DMB) from Padjajaran
Padjajaran, Bandung (2016). University of Bandung (2016).
Pengalaman Kerja • Kepala Badan di Badan Pendidikan, • Head of Education, Research and Social
Work Experience Penelitian dan Penyuluhan Sosial, Counseling Agency, Ministry of Social Affairs
Kementerian Sosial (2018- sekarang). (2018 - present).
• Sekretariat Jenderal Kementerian Sosial • Secretariat General of Ministry of Social
(2016-2018). Affairs (2016-2018).
• Sekretariat Jenderal Kementerian • Secretariat General of Ministry of Finance
Keuangan (2008-2016). (2008-2016).
• Direktorat Jenderal Pembinaan BUMN, • Directorate General of State-Owned
Kemenerian BUMN (1992-2008). Enterprises Development, Ministry of State-
Owned Enterprises (1992-2008).
• Inspektorat Jenderal Kementerian • Inspectorate General of Ministry of Finance
Keuangan (1987-1992). (1987-1992).
Dasar Hukum Pengangkatan Diangkat sebagai Komisaris PT Angkasa Appointed as Member of Board of Commissioners of the
Legal Basis of Appointment Pura I (Persero) sejak 16 Januari 2018. PT Angkasa Pura I (Persero) on January 16, 2018, based
Dasar pengangkatan pertama kali adalah SK on Decree of the Minister of State-Owned Enterprises
Menteri Negara BUMN selaku Rapat Umum
acted as the General Meeting of Shareholders No. SK-
Pemegang Saham No. SK-17/MBU/01/2018
tanggal 16 Januari 2018. 17/MBU/01/2018, dated January 16, 2018.
Jabatan Rangkap Kepala Badan di Badan Pendidikan, Penelitian Head of Education, Research and Social
Double Office dan Penyuluhan Sosial, Kementerian Sosial Counseling Agency, Ministry of Social Affairs
(2018- sekarang) (2018 - present).
lainnya maupun Pemegang Saham Utama dan or Board of Commissioners.
Pengendali.

Pura
Shares
Periode Jabatan 16 Januari 2018 - sekarang (Periode January 16, 2018 - until now (First Period).

97
2018 Annual Report
Ali Mochtar Ngabalin
Komisaris
Commissioner

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Fakfak, Papua Barat pada 25 Fakfak – West Papua, December 25, 1968 / 50
Usia Desember 1968. Berusia 50 tahun per years old per December 2018.
Place and Date of Birth/Age Desember 2018.
Riwayat Pendidikan •
Sarjana bidang Komunikasi dari IAIN • Bachelor of Communication from Alauddin
Educational Background Alauddin Makassar (1994). State Islamic Institute (University) of
Makassar (1994).
• Master bidang Komunikasi dari Universitas • Master of Communication Studies from the
Indonesia (2001). University of Indonesia (2001).
• Doktor bidang Manajemen dari Universitas • Doctorate of Management from Jakarta State
Negeri Jakarta (2013). University (2013).
Pengalaman Kerja • Kantor Staff Presiden (2018-sekarang). Presidential Staff Office (2018-present).
Work Experience • Anggota Komisi I DPR RI periode 2004- Member of Commission I of the House of
2009. Representatives of the Republic of Indonesia for
the period of 2004-2009.
Dasar Hukum Pengangkatan Diangkat sebagai Komisaris Utama Perseroan Appointed as Member of Board of
Legal Basis of Appointment sejak 19 Juli 2018, berdasarkan akta Commissioners of the PT Angkasa Pura I
keputusan SK Menteri Negara BUMN No. SK- (Persero) on July 19, 2018, based on Decree of
210/MBU/07/2018 Tanggal 16 Januari 2018. the Minister of State-Owned Enterprises No.
SK-210/MBU/07/2018, dated January 16, 2018.
Jabatan Rangkap Kantor Staff Presiden (2018-sekarang). Presidential Staff Office (2018-present).
Double Office
Pengendali.

Pura
Shares
Periode Jabatan 19 Juli 2018 – sekarang (Periode Pertama). July 19, 2018 – present (First Period).
Office Period

Tri Budi Satriyo
Komisaris
Commissioner

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Blora, pada tanggal 12 Desember Blora, December 12, 1961 / 57 years old per
Usia tahun 1961 Berusia 57 tahun per Desember December 2018.
Place and Date of Birth/Age 2018.
Riwayat Pendidikan • Sarjana bidang Administrasi Negara dari • Bachelor in State Administration from Madiun
Educational Background Universitas Terbuka Madiun (1997). Open University (1997).
• Master bidang Manajemen dari Universitas • Master of Management from IMMI University
IMMI (2010). (2010)
Pengalaman Kerja TNI Angkatan Udara (1984-Sekarang). Indonesian Air Force (1984 – Present).
Work Experience
Dasar Hukum Pengangkatan Diangkat sebagai Komisaris Perseroan sejak Appointed as Member of Board of
Legal Basis of Appointment 19 Juli 2018, berdasarkan akta keputusan Commissioners of the PT Angkasa Pura I
SK Menteri Negara BUMN No. SK-210/ (Persero) on July 19, 2018, based on Decree of
MBU/07/2018. the Minister of State-Owned Enterprises No.
SK-210/MBU/07/2018.
Jabatan Rangkap TNI Angkatan Udara (1984-Sekarang). Indonesian Air Force (1984 – Present).
Double Office
Pengendali.

Pura
Shares
Periode Jabatan 19 Juli 2018 – 19 Juli 2023 (Periode Pertama). July 19, 2018 – July 19, 2023 (First Period).
Office Period

99
2018 Annual Report
PROFIL DIREKSI PROFILE OF THE BOARD OF DIRECTORS
Sardjono Jhony
Adi Nugroho Wendo Asrul Rose Devy Suradji Faik Fahmi Lukman F. Laisa Novrihandri
Tjitrokusomo

Faik Fahmi
Direktur Utama
President Director

Citizenship
Domisili
Jakarta Jakarta
Domicile
Tempat dan Tanggal Lahir/Usia Lahir di Purbalingga, pada 12 Desember 1967 Purbalingga, 12 December 1967. 51 years old per
Place and Date of Birth/Age Berusia 51 tahun per Desember 2018. December 2018.
Riwayat Pendidikan Sarjana Ekonomi bidang Manajemen fakultas Bachelor of Economics in Management from
Educational Background Ekonomi dari Universitas Gadjah Mada, Universitas Gadjah Mada (1993).
Yogyakarta (1993).
Pengalaman Kerja • Komisaris Utama di PT Angkasa Pura Support (29 • President Commissioner at PT Angkasa Pura
Work Experience Desember 2017-sekarang). Support (29 December 2017-present).
• Direktur Utama PT ASDP Indonesia Ferry (Persero) • President Director at PT ASDP Indonesia Ferry
(21 Desember 2016-22 Desember 2017). (Persero) (21 December 2016-22 December
2017).
• Direktur Pelabuhan PT ASDP Indonesia Ferry • Port Director at PT ASDP Indonesia Ferry
(Persero) (12 September 2016-21 Desember (Persero) (12 September 2016-21 December
2016). 2016).
• Director of Commercial and Business • Director of Commercial and Business
Development PT Angkasa Pura II (Persero) Development at PT Angkasa Pura II (Persero)
(Januari 2015-11 September 2016). (January 2015-11 September 2016).
• Direktur Layanan/Executive Vice President • Director of Service/Executive Vice President
(EVP) Of Service PT Garuda Indonesia (Persero) (EVP) Of Service at PT Garuda Indonesia
Tbk (April 2012-Desember 2014). (Persero) Tbk (April 2012-December 2014).
Dasar Hukum Pengangkatan Diangkat sebagai Direktur Utama Perseroan Appointed as President Director of the Company
Legal Basis of Appointment sejak 22 Desember 2017, berdasarkan akta since 22 December 2017, based on Decision Act
keputusan SK Menteri Negara BUMN No. SK- of the State Minister of State-Owned Enterprises
289/MBU/12/2017 tentang Pemberhentian dan Number SK-289/MBU/12/2017, on the Dismissal
Pengangkatan Anggota-Anggota Dewan Direksi and Appointment of Members of the Board of
Perusahaan Perseroan (Persero), tanggal 22 Directors of the Company (Persero). Dated 22
Desember 2017. December 2017.
Jabatan Rangkap Komisaris Utama di PT Angkasa Pura Support (29 President Commissioner at PT Angkasa Pura
Double Office Desember 2017-sekarang). Support (29 December 2017-present).
Hubungan Afiliasi Beliau tidak memiliki hubungan afiliasi dengan The Incumbent does not have any affiliation to
Affiliation Relationship anggota Direksi, anggota Dewan Komisaris any other membership in the Board of Directors or
lainnya maupun Pemegang Saham Utama dan Board of Commissioners, nor Major and Controlling
Pengendali. Shareholder position.
Kepemilikan Saham Angkasa Pura Nihil Nil

Shareholding Angkasa Pura Shares
Periode Jabatan 22 Desember 2017 – sekarang (Periode Pertama). 22 December 2017 – present (First Period).
Office Period

101
2018 Annual Report
Wendo Asrul Rose
Direktur Operasi
Operation Director

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Padang, pada 29 Desember 1970, saat Padang, 29 December 1970. 48 years old per
Usia ini berusia 48 tahun per Desember 2018. December 2018.
Riwayat Pendidikan Sarjana Teknik Jurusan Teknik Mesin dari Bachelor of Engineering in Mechanical
Educational Background Institut Sains dan Teknologi Nasional Jakarta Engineering from Institut Sains dan Teknologi
(1995). Nasional, Jakarta (1995).
Pengalaman Kerja • Komisaris di PT Gapura Angkasa (28 • Commissioner at PT Gapura Angkasa (28
Work Experience Agustus 2017-sekarang). August 2017-present).
• General Manager Bandar Udara Internasional • General Manager of Sultan Aji Muhammad
Sultan Aji Muhammad Sulaiman Sepinggan Sulaiman Sepinggan International Airport-
Balikapapan PT Angkasa Pura I (Persero) Balikapapan at PT Angkasa Pura I (Persero)
(2013-2015). (2013-2015).
• Pimpinan Proyek Pengembangan Bandar • Head of Sepinggan International Development
Udara Internasional Sepinggan PT Angkasa Project at PT Angkasa Pura I (Persero) (2011-
Pura I (Persero) (2011-2013). 2013).
• Deputi Direktur Teknik Pengawasan PT • Deputy Director of Monitoring Technique at
Angkasa Pura I (Persero) (2009-2011). PT Angkasa Pura I (Persero) (2009-2011).
• Asisten Deputi Direktur PT Angkasa Pura I • Assistant to the Deputy Director of PT
(Persero) (2004-2009). Angkasa Pura I (Persero) (2004-2009).
• Kepala Dinas Mekanikal dan Teknik Air PT • Department Head of Mechanics and
Angkasa Pura I (Persero) (2003-2004). Engineering at PT Angkasa Pura I (Persero)
(2003-2004).
Dasar Hukum Pengangkatan Diangkat sebagai Direktur Operasi Perseroan Serving as Director of Company Operation
Legal Basis of Appointment berdasarkan SK Menteri Negara BUMN selaku based on Decree of the Minister for State-
Rapat Umum Pemegang Saham No. SK-222/ Owned Enterprises in the General Meeting of
MBU/II/2015 tanggal 9 November 2015. Shareholders Number: SK-222/MBU/II/2015
dated 9 November 2015.
Jabatan Rangkap Komisaris di PT Gapura Angkasa (28 Agustus Commissioner at PT Gapura Angkasa (28
Double Office 2017-sekarang). August 2017-present).
Hubungan Afiliasi Beliau tidak memiliki hubungan afiliasi The Incumbent does not have any affiliation to
Affiliation Relationship dengan anggota Direksi, anggota Dewan any other membership in the Board of Directors
Komisaris lainnya maupun Pemegang Saham or Board of Commissioners, nor Major and
Utama dan Pengendali. Controlling Shareholder position.

Pura
Shares
Periode Jabatan 9 November 2015 – sekarang (Periode 9 November 2015 – present (First Period)
Office Period Pertama)

Novrihandri
Direktur Keuangan
Finance Director

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Padang, pada 20 November 1971 Padang, 20 November 1971. 47 years old per
Riwayat Pendidikan • Sarjana Ekonomi bidang Akuntansi Fakultas • Bachelor of Economics in Management from
Educational Background Ekonomi dari Universitas Andalas, Padang Universitas Andalas, Padang (1995).
(1995).
• Master Manajemen dari Universitas Gajah • Master of Management from Universitas
Mada (2010). Gajah Mada (2010).
Pengalaman Kerja • Komisaris di PT Gapura Angkasa (28 • President Commissioner at PT Angkasa Pura
Work Experience Agustus 2017-sekarang). Logistik (28 August 2017-present).
• Human Capital Support Expert (2014-2017). • Human Capital Support Expert (2014-2017).
• Business Development Group Head (2013- • Business Development Group Head (2013-
2014). 2014).
• Direktur Keuangan PT Angkasa Pura Suport • Director of Finance at PT Angkasa Pura
(2012-2013). Suport (2012-2013).
• Asisten Deputi Direktur Bidang Kerjasama • Assistant to Deputy Director of Area I Non-
Non Aero Wilayah I (2007-2011). Aeronautics Cooperation (2007-2011).
Dasar Hukum Pengangkatan Diangkat sebagai Direktur Keuangan dan IT Appointed as Director of Finance and
Legal Basis of Appointment berdasarkan SK Menteri Negara BUMN selaku Information Technology, based on Decree of
Rapat Umum Pemegang Saham No. SK-222/ the Minister for State-Owned Enterprises in the
MBU/II/2015 tanggal 09 November 2015. General Meeting of Shareholders Number: SK-
222/MBU/II/2015 dated 09 November 2015.
Jabatan Rangkap Komisaris di PT Gapura Angkasa (28 Agustus President Commissioner at PT Angkasa Pura
Double Office 2017-sekarang). Logistik (28 August 2017-present).

Pura
Shares
Periode Jabatan 9 November 2015 – sekarang (Periode 9 November 2015 – present (First Period).

103
2018 Annual Report
Adi Nugroho
Direktur Sumber Daya

Manusia dan Umum

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta, pada 02 Mei 1969 Berusia 49 Jakarta, 02 May 1969. 49 years old per
Usia tahun per Desember 2018. December 2018.
Riwayat Pendidikan • Sarjana Ekonomi Jurusan Manajemen • Bachelor of Economics in Human Resources
Educational Background Sumber Daya Manusia, dari Universitas Management from Universitas Pancasila,
Pancasila, Jakarta (1993). Jakarta (1993).
• Magister Marketing dari Massey University • Magister Marketing from Massey University,
New Zealand (2000). New Zealand (2000).
• Doktor Service Management dari Northern • Doctorate degree in Service Management
Malaysia University (2007). from Northern Malaysia University (2007).
Pengalaman Kerja • Komisaris Utama di PT Angkasa Pura Hotel • President Commissioner at PT Angkasa Pura
Work Experience (2015-sekarang). Hotel (2015-present).
• Project Portfolio Analyst (2013-2015). • Project Portfolio Analyst (2013-2015).
• Business Development Group Head (2013). • Business Development Group Head (2013).
• Deputi Direktur Komersial dan • Deputy Director for Area II Commerce and
Pengembangan Usaha Wilayah II (2012- Business Development (2012-2013).
2013).
• Manager Komersial dan Pengembangan • Manager of Commerce and Business
Usaha (2008-2012). Development (2008-2012).
Dasar Hukum Pengangkatan Diangkat sebagai Direktur Sumber Daya Serving as Director of Human Resources and
Legal Basis of Appointment Manusia dan Umum berdasarkan SK Menteri General Affairs based on the Decree of the
Negara BUMN selaku Rapat Umum Pemegang Minister for State-Owned Enterprises in the
Saham No. SK-222/MBU/II/2015 tanggal 09 General Meeting of Shareholders Number: SK-
November 2015. 222/MBU/II/2015 dated 09 November 2015.
Jabatan Rangkap Komisaris Utama di PT Angkasa Pura Hotel President Commissioner at PT Angkasa Pura
Double Office (2015-sekarang). Hotel (2015-present).

Pura
Shares
Periode Jabatan 9 November 2015 – sekarang (Periode 9 November 2015 – present (First Period).

Lukman F. Laisa
Direktur Teknik
Technical Director

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Gorontalo, pada 06 Maret 1968. Gorontalo, 06 March 1968. 50 years old per
Riwayat Pendidikan Sarjana Teknik Jurusan Teknik Sipil, Institut Bachelor of Engineering in Civil Engineering
Educational Background Teknologi Nasional Malang (1992). from Institut Teknologi Malang (1992).
Pengalaman Kerja • Kepala Sub Direktorat Kerjasama Angkutan • Head of Air Transportation Cooperation
Work Experience Udara Direktorat Jenderal Perhubungan Sub-Directorate of Directorate General
Udara, Kementerian Perhubungan RI of Air Transportation in the Ministry of
(2017-sekarang). Transportation (2017-present).
• Direktur Teknik Perum Lembaga • Technical Director of the Public Company
Penyelenggara Pelayanan Navigasi for Air Navigation Service Provider Agency
Penerbangan (2015- 2017). (2015- 2017).
• Kepala Bandar Udara Wamena Direktorat • Head of Wamena Airport of Directorate
Jenderal Perhubungan Udara, Kementerian General of Air Transportation in the Ministry
Perhubungan (2015). of Transportation (2015).
• Kepala Bagian Perencanaan Direktorat • Section Head of Planning of Directorate
Jenderal Perhubungan Udara, Kementerian General of Transportation in the Ministry of
Perhubungan (2014-2015). Transportation (2014-2015).
• Kepala Bidang P2B Kantor Otoritas • Section Head of P2B in Area III Airport
Bandara Wilayah III Surabaya, Kementerian Authority, Surabaya, in the Ministry of
Perhubungan (2014-2015). Transportation (2014-2015).
• Kepala Seksi Program dan Standarisasi • Section Head of Airport Program annd
Prasarana Bandar Udara Direktorat Bandar Infrastructure Standardization of
Udara, Kementerian Perhubungan (2010- Airport Directorate in the the Ministry of
2013). Transportation (2010-2013).
• Staf Fasilitas Sisi Udara Direktorat Bandar • Staff of Air Facilities of Airport Directorate in
Udara, Kementerian Perhubungan (2006- the Ministry of Transportation (2006-2010).
2010).
• Kepala Seksi Pekerjaan Sipil Proyek • Section Head of Civil Work for Padang Baru
Konstruksi Bandar Udara Padang Baru, Airport Construction Project in the Ministry of
Kementerian Perhubungan (2002-2005). Transportation (2002-2005).
• Staf Subdit Landasan Direktorat Teknik • Staff of Runway Sub-directorate of Airport
Bandar Udara, Kementerian Perhubungan Engineering Directorate in the Ministry of
(1993-2002). Transportation (1993-2002).
Dasar Hukum Pengangkatan Diangkat sebagai Direktur Teknik berdasarkan Serving as Technical Director based on Decree
Legal Basis of Appointment SK Menteri Negara BUMN selaku Rapat Umum of the Minister for State-Owned Enterprises in
Pemegang Saham No. SK-53/MBU/03/2018 the General Meeting of Shareholders Number:
tanggal 05 Maret 2018. SK-53/MBU/03/2018, dated 05 March 2018.
Jabatan Rangkap Kepala Sub Direktorat Kerjasama Angkutan Head of Air Transportation Cooperation Sub-
Double Office Udara Direktorat Jenderal Perhubungan Directorate of Directorate General of Air
Udara, Kementerian Perhubungan RI Transportation in the Ministry of Transportation
(2017-sekarang). (2017-present).
Hubungan Afiliasi Beliau tidak memiliki hubungan afiliasi The incumbent does not have any affiliation to
Affiliation Relationship dengan anggota Direksi dan anggota Dewan any other membership in the Board of Directors
Komisaris lainnya. or Board of Commissioners.

Pura
Shares
Periode Jabatan 05 Maret 2018 – sekarang (Periode Pertama). 05 March 2018 – present (First Period).
Office Period

105
2018 Annual Report
Devy Suradji


Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta, pada 09 April 1970, saat ini Jakarta, 09 April 1970. 48 years old per
Usia berusia 48 tahun per Desember 2018. December 2018.
Riwayat Pendidikan • Sarjana bidang Perikanan dari Institut • Bachelor degree in Fishery from Pertanian
Educational Background Pertanian Bogor (IPB) (1993). Bogor (IPB) (1993).
• Master Environmental Health Management • Master degree in Environmental Health
New dari Haven University, Connecticut, Management New from Haven University,
Amerika Serikat (1996). Connecticut, United States (1996).
Pengalaman Kerja • Vice Deputy II di Indonesia Asian Games • Vice Deputy II of Indonesia Asian Games 2018
Work Experience 2018 Organizing Committee (INASGOC). Organizing Committee (INASGOC).
• Komisaris PT Telkom Indonesia (Persero) • Commissioner at PT Telkom Indonesia
Tbk (2017-2018). (Persero) Tbk (2017-2018).
• Staf Khusus Menteri BUMN (2017). • Special Staff to the Minister of State-Owned
Enterprises (2017).
• Marketing and Communication Director • Marketing and Communication Director of
WWF Indonesia (2009–2016). WWF Indonesia (2009–2016).
• Chief Consultant di Tricon Group Indonesia • Chief Consultant at Tricon Group Indonesia
(2007–2009). (2007–2009).
• Managing Director Indonesia Friday • Managing Director of Indonesia Friday
Concepts Sdn. Bhd. (2005–2007). Concepts Sdn. Bhd. (2005–2007).
• General Manager Competency Management • General Manager of Management
PT Surveyor Indonesia sejak (1996–2004). Competence at PT Surveyor Indonesia (1996–
2004).
Dasar Hukum Pengangkatan Diangkat sebagai Direktur Pemasaran dan Appointed as Director of Service and Marketing
Legal Basis of Appointment Pelayanan PT Angkasa Pura I (Persero) of PT Angkasa Pura I (Persero) based on the
berdasarkan SK Menteri Negara BUMN No. SK- Decree of the State Minister of State-Owned
289/MBU/12/2017 tentang Pemberhentian Enterprises Number SK-289/MBU/12/2017 on
dan Pengangkatan Anggota-Anggota Dewan the Dismissal and Appointment of Members
Direksi Perusahaan Perseroan (Persero) PT of Board of Commissioners PT Angkasa Pura I
Angkasa Pura I Tanggal 22 Desember 2017. dated 22 December 2017.
Jabatan Rangkap Vice Deputy II di Indonesia Asian Games 2018 Vice Deputy II of Indonesia Asian Games 2018
Double Office Organizing Committee (INASGOC). Organizing Committee (INASGOC).

Pura
Shares
Periode Jabatan 22 Desember 2017 – sekarang (Periode 22 December 2017 – present (First Period).


Bussiness Development Director

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta, pada 05 Agustus 1971, saat Jakarta, 05 August 1971. 47 years old per
Usia ini berusia 47 tahun per Desember 2018. December 2018.
Riwayat Pendidikan Lulusan Australian Aviation College, CPL/IR/ Alumnus of Australian Aviation College, CPL/
Educational Background ME (1991). IR/ME (1991).
Pengalaman Kerja • Komisaris PT Jasamarga Bali Tol • Commissioner at PT Jasamarga Bali Tol
Work Experience (2017-sekarang). (2017-present).
• Chairman West Java Enterprises • Chairman of West Java Enterprises
Partnership (WEP) (2016-2017). Partnership (WEP) (2016-2017).
• Direktur Operasional West Java • Director of Operations of West Java
International Airport (2015-2016). International Airport (2015-2016).
• Founder PT MBN (2007-2017). • Founder of PT MBN (2007-2017).
• Founder/Owner Leste Aviation (2013). • Founder/Owner of Leste Aviation (2013).
• Direktur Utama PT Merpati Nusantara • President Director of PT Merpati Nusantara
Airlines (2010-2012). Airlines (2010-2012).
• Etihad Airways (2008-2010). • Etihad Airways (2008-2010).
• Qatar Airways (2006-2008). • Qatar Airways (2006-2008).
• Silk Air Singapore Airlines (2004-2006). • Silk Air Singapore Airlines (2004-2006).
• Pilot Di Merpati Airlines Sejak (1991-2004). • Merpati Airlines Pilot 1991-2004.
Dasar Hukum Pengangkatan Diangkat sebagai Direktur Hubungan Appointed as Director of International Relations
Legal Basis of Appointment Internasional dan Pengembangan Usaha and Business Development of PT Angkasa Pura
PT Angkasa Pura I (Persero) berdasarkan I (Persero) based on the Decree of the Minister
SK Menteri Negara BUMN No. SK-155/ of State Owned Enterprises Number: SK-155/
MBU/08/2017 Tanggal 11 Agustus 2017. MBU/08/2017 Dated 11 August 2017
Jabatan Rangkap Komisaris PT Jasamarga Bali Tol Commissioner at PT Jasamarga Bali Tol
Double Office (2017-sekarang). (2017-present).

Pura
Shares
Periode Jabatan 11 Agustus 2017 – sekarang (Periode 11 August 2017 – present (First Period).

107
2018 Annual Report
PROFIL PEJABAT EKSEKUTIF PROFILE OF EXECUTIVE OFFICERS
I Wayan Sutawijaya
Vice President Legal

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jembrana, Bali pada tanggal 4 Maret Born in Jembrana, Bali, 4 March 1967.
Usia 1967.
Riwayat Pendidikan Memperoleh gelar Sarjana Hukum dari Obtaining the Bachelor degree in Law from
Educational Background Universitas 17 Agustus 1945, Semarang Universitas 17 Agustus 1945, Semarang (1995)
(1995) dan gelar Magister Manajemen dari and Master degree in Management from STIE
STIE Mitra Indonesia, Yogyakarta (2002). Mitra Indonesia, Yogyakarta (2002).
Pengalaman Kerja • Head of Legal & Compliance (2015 - 2018). • Head of Legal & Compliance (2015 - 2018).
Work Experience • Head of Procurement (2013 - 2015). • Head of Procurement (2013 - 2015).
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Legal sejak Serving as Vice President of Legal since 16
Legal Basis of Appointment 16 Juli 2018 berdasarkan SK Direksi No. July 2018 by virtue of Decree of the Board of
SKEP.1130/KP.07.03/2018. Directors No. SKEP.1130/KP.07.03/2018.
Handy Heryudhitiawan
Vice President Corporate Secretary

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta, pada tanggal 25 Agustus Born in Jakarta, 25 August 1976.
Usia 1976.
Riwayat Pendidikan Memperoleh gelar Sarjana Manajemen Obtaining the Bachelor degree in Public
Educational Background Ekonomi Publik di Sekolah Tinggi Ilmu Economic Management from Sekolah Tinggi
Administrasi - Lembaga Administrasi Negara Ilmu Administrasi – State Administration
(2003) dan gelar Magister Manajemen dari Agency (2003), and Master of Management
Universitas Muslim Indonesia, Makassar from Universitas Muslim Indonesia, Makassar
(2005). (2005).
Pengalaman Kerja • General Manager Bandar Udara Sultan • General Manager of Sultan Aji Muhammad
Work Experience Aji Muhammad Sulaiman Sepinggan - Sulaiman Sepinggan Airport - Balikpapan
Balikpapan (2017 - 2018) (2017 - 2018)
• General Manager Bandar Udara Syamsudin • General Manager of Syamsudin Noor Airport -
Noor - Banjarmasin (2015 - 2017) Banjarmasin (2015 - 2017)
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Corporate Serving as Vice President of Corporate
Legal Basis of Appointment Secretary sejak 28 Agustus 2018 berdasarkan Secretary since 28 August 2018 by virtue of
SK Direksi No. SKEP.1649/KP.07.03/2018. Decree of the Board of Directors No. SKEP.1649/
KP.07.03/2018.

Israwadi
Vice President Internal Audit

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Pangkalan Medan pada tanggal 23 Born in Pangkalan Medan, 23 August 1971.
Usia Agustus 1971.
Riwayat Pendidikan Menyelesaikan pendidikan Strata Satu Teknik Completed his Bachelor Degree of Industrial
Educational Background Industri dari Institut Teknologi Bandung pada Engineering in Institut Teknologi Bandung year
tahun 1995, dan memperoleh gelar Magister 1995 and obtained Master of Management
Manajemen dari Universitas Trisakti pada Degree from Universitas Trisakti in 2005
tahun 2005.
Pengalaman Kerja • Corporate Secretary (2016 - 2018) • Corporate Secretary (2016 - 2018)
Work Experience • Direktur Keuangan - PT Angkasa Pura Hotel • Director of Finance - PT Angkasa Pura Hotel
(2012 - 2016) (2012 - 2016)
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Internal Serving as Vice President Internal Audit sejak
Legal Basis of Appointment Audit sejak 28 Agustus 2018 berdasarkan SK 28 Agustus 2018 by virtue of Decree of the Board
Direksi No. SKEP.1648/KP.07.03/2018 of Directors No. SKEP.1648/KP.07.03/2018.
Ramdan Pradarma
Vice President Corporate

Planning & Transformation

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta pada tanggal 12 Januari 1965 Born in Jakarta, 12 January 1965.
Usia
Riwayat Pendidikan Menyelesaikan pendidikan Strata Satu Completed his Bachelor Degree of Informatics
Educational Background jurusan Manajemen Informatika dari Management in Universitas Gunadarma,
Universitas Gunadarma, Jakarta (1992) dan Jakarta (1992) and obtained Master of
gelar Magister Komputer dari Universitas Computer from Universitas Indonesia (2013).
Indonesia (2013).
Pengalaman Kerja • Airport Services Group Head (2016 - 2018) • Airport Services Group Head (2016 - 2018)
Work Experience • Co. General Manager Bandar Udara • Co. General Manager of I Gusti Ngurah Rai
Internasional I Gusti Ngurah Rai - Bali International Airport - Bali (Commercial SBU)
(Commercial SBU) (2013 - 2016) (2013 - 2016)
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Corporate Serving as Vice President of Corporate Planning
Legal Basis of Appointment Planning & Transformation sejak 16 Juli & Transformation since 16 July 2018 by virtue of
2018 berdasarkan SK Direksi No. SKEP.1130/ Decree of the Board of Directors No. SKEP.1130/
KP.07.03/2018. KP.07.03/2018.

109
2018 Annual Report
Widya Wiedagdo
Vice President Compliance

& Risk Management

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Ujung Pandang pada tanggal 3 Juli Born in Ujung Pandang, 3 July 1971.
Usia 1971.
Riwayat Pendidikan Menyelesaikan pendidikan Strata Satu Completed his Bachelor Degree of Economic
Educational Background jurusan Ekonomi Manajemen Universitas Management in Universitas Pancasila (1994).
Pancasila (1994).
Pengalaman Kerja • PLT. Direktur Utama PT Angkasa Pura Retail • PLT. President Director at PT Angkasa Pura
Work Experience (2016 - 2018) Retail (2016 - 2018)
• Proyek Enterprise Resource Planning • Enterprise Resource Planning Project of Head
Kantor Pusat AP I (2014 - 2016). Office of AP I (2014 - 2016).
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Compliance Serving as Vice President of Compliance & Risk
Legal Basis of Appointment & Risk Management sejak 16 Juli 2018 Management since 16 July 2018 by virtue of
berdasarkan SK Direksi No. SKEP.1130/ Decree of the Board of Directors No. SKEP.1130/
KP.07.03/2018. KP.07.03/2018.
Cecep Marga Sonjaya
Vice President Airport Operation

Citizenship
Domisili Bekasi (Jawa Barat) Bekasi (West Java)

Domicile
Tempat dan Tanggal Lahir/ Lahir di Bandung pada tanggal 3 Februari Born in Bandung on February 3, 1965
Usia 1965
Riwayat Pendidikan Memperoleh gelar Sarjana Jurusan Ekonomi Obtained a Bachelor's degree in Economics from
Educational Background dari Universitas Mahasaraswati Denpasar Mahasaraswati University Denpasar (1990) and
(1990) dan gelar Magister Manajemen pada a Masters in Management in Air Transportation
Bidang Manajemen Transportasi Udara dari Management from Sahid University (2009).
Universitas Sahid (2009).
Pengalaman Kerja • Corporate Expert Level II Kantor Pusat pada • Corporate Expert Level II Head Office at
Work Experience Unit Human Capital (Juli 2018 - Maret 2019). Human Capital Unit (July 2018 - March 2019).
• General Manager Bandara Sultan
Hasanuddin - Makassar (Agustus 2016 - Juli • General Manager of Sultan Hasanuddin
2018). Airport - Makassar (August 2016 - July 2018).
• Training Development Group Head • Training Development Group Head (February
(Februari 2013 - Agustus 2016). 2013 - August 2016).
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Airport Served as Vice President Airport Operation
Legal Basis of Appointment Operation sejak 1 Maret 2019 berdasarkan SK since March 1, 2019 based on Directors Decree
Direksi No. SKEP.211/KP.07.03/2019. No. SKEP.211 / KP.07.03 / 2019.

Dony Subardono
Vice President Airport Security

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta pada tanggal 12 Juli 1976. Born in Jakarta, 12 July 1976.
Usia
Riwayat Pendidikan Memperoleh gelar Sarjana Manajemen STIE Obtaining the Bachelor degree in Management
Educational Background Mahardika Surabaya (2017). from STIE Mahardika Surabaya (2017).
Pengalaman Kerja • Airport Security Group Head (2015 - 2018) • Airport Security Group Head (2015 - 2018)
Work Experience • Screening Check Point Department Head • Screening Check Point Department Head
(2013 - 2015) (2013 - 2015)
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Airport Serving as Vice President of Airport Security
Legal Basis of Appointment Security sejak 16 Juli 2018 berdasarkan SK since 16 July 2018 by virtue of Decree of
Direksi No. SKEP.1130/KP.07.03/2018. the Board of Directors No. SKEP.1130/
KP.07.03/2018.
Subakir
Vice President Airport Safety

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta pada tanggal 6 Agustus 1963. Born in Jakarta, 6 August 1963.
Usia
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi Obtaining the Bachelor degree in Economic
Educational Background Manajemen dari UDIKNAS, Denpasar (2002). Management from UDIKNAS, Denpasar (2002).
Pengalaman Kerja • Airport Safety Group Head (2016 - 2018) • Airport Safety Group Head (2016 - 2018)
Work Experience • Safety Management System Quality • Safety Management System Quality
Management and Customer Service Management and Customer Service
Department Head Department Head
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Airport Serving as Vice President of Airport Safety since
Legal Basis of Appointment Safety sejak 16 Juli 2018 berdasarkan SK 16 July 2018 by virtue of Decree of the Board of
Direksi No. SKEP.1130/KP.07.03/2018. Directors No. SKEP.1130/KP.07.03/2018.

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2018 Annual Report
Widodo
Vice President
Airport Engineering

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Medan pada tanggal 29 Juni 1967. Born in Medan, 29 June 1967.
Usia
Riwayat Pendidikan Memperoleh gelar Sarjana Teknik Sipil dari Obtaining the Bachelor degree in Civil
Educational Background Universitas Atmajaya, Jakarta (1994). Engineering from Universitas Atmajaya,
Jakarta (1994).
Pengalaman Kerja • Project Management Office Group Head • Project Management Office Group Head
Work Experience (2016 - 2018) (2016 - 2018)
• Airport Facilities Readiness Group Head • Airport Facilities Readiness Group Head (2013
(2013 - 2016) - 2016)
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Airport Serving as Vice President of Airport
Legal Basis of Appointment Engineering sejak 16 Juli 2018 berdasarkan Engineering since 16 July 2018 by virtue of
SK Direksi No. SKEP.1130/KP.07.03/2018. Decree of the Board of Directors No. SKEP.1130/
KP.07.03/2018.
Dwi Tedjowati
Vice President Airport

Facilities & Maintenance

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Yogyakarta pada tanggal 5 Maret Born in Yogyakarta, 5 March 1965.
Usia 1965.
Riwayat Pendidikan Memperoleh gelar Sarjana Teknik Sipil dari Obtaining the Bachelor degree in Civil
Educational Background Universitas Indonesia, Jakarta (1990). Engineering from Universitas Indonesia,
Jakarta (1990).
Pengalaman Kerja • Airport Facilities Readiness Group Head • Airport Facilities Readiness Group Head (2016
Work Experience (2016 - 2018). - 2018).
• Project Management Office Group Head • Project Management Office Group Head
(2013 - 2016). (2013 - 2016).
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Airport Serving as Vice President of Airport Facilities
Legal Basis of Appointment Facilities & Maintenance sejak 16 Juli 2018 & Maintenance since 16 July 2018 by virtue of
KP.07.03/2018 KP.07.03/2018.

Didik Suryanto
Vice President
Airport Equipment

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Lamongan pada tanggal 30 Mei 1965. Born in Lamongan, 30 May 1965.
Usia
Riwayat Pendidikan Memperoleh gelar Sarjana Teknik (2005). Obtaining the Bachelor degree in Engineering
Educational Background (2005).
Pengalaman Kerja • Airport Equipment Readiness Group Head • Airport Equipment Readiness Group Head
Work Experience (2018). (2018).
• Airport Equipment Readiness Department • Airport Equipment Readiness Department
Head I Gusti Ngurah Rai - Bali (2016 - 2018). Head at I Gusti Ngurah Rai - Bali (2016 - 2018).
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Airport Serving as Vice President of Airport Equipment
Legal Basis of Appointment Equipment sejak 16 Juli 2018 berdasarkan SK since 16 July 2018 by virtue of Decree of
Direksi No. SKEP.1130/KP.07.03/2018. the Board of Directors No. SKEP.1130/
KP.07.03/2018.
R. Sujiastono
Project Management
Airport Development

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Lahat pada tanggal 15 April 1966. Born in Lahat, 15 April 1966.
Usia
Riwayat Pendidikan Memperoleh gelar Sarjana Teknik Sipil (1990) Obtaining the Bachelor degree in Civil
Educational Background dan Magister Ilmu Administrasi Universitas Engineering (1990) and Master degree in
Sam Ratulangi (2006). Administration Science from Universitas Sam
Ratulangi (2006).
Pengalaman Kerja • Project Manager Pembangunan Bandar Udara • Project Manager of Yogyakarta International
Work Experience Internasional Yogyakarta (2015 - 2018). Airport Construction (2015 - 2018).
• Civil Landside Department Head (2013 - • Civil Landside Department Head (2013 -
2015). 2015).
Dasar Hukum Pengangkatan Menjabat sebagai Project Management Serving as Project Management of Airport
Legal Basis of Appointment Airport Development sejak 16 Juli 2018 Development since 16 July 2018 by virtue of
KP.07.03/2018 KP.07.03/2018.

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2018 Annual Report
Rahadian Dewanto Yogisworo
Vice President
Aeronautical Business

Citizenship
Domisili Solo Solo

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jombang pada tanggal 18 Juli 1972. Born in Jombang, 18 July 1972.
Usia
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi dari Obtained a Bachelor degree from the
Educational Background Universitas 17 Agustus 1945 – Surabaya Universitas 17 Agustus 1945 Surabaya in 1996.
Tahun 1996
Pengalaman Kerja • Vice President Aeronautical Business 2019 • Vice President Aeronautical Business 2019 -
Work Experience - saat ini present
• Co. General Manager Commercial SBU 2016 • Co. General Manager Commercial SBU 2016 -
- 2019 2019
• Route Development Departement Head • Route Development Departement Head 2014-
2014 - 2015 2015
• Airlines Marketing Departement Head 2013 • Airlines Marketing Departement Head 2013-
-2014 2014
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Aeronautical Served as Vice President of Aeronautical
Legal Basis of Appointment Business sejak 1 Maret 2018 berdasarkan SK Business since March 1, 2018 based on Directors
Direksi No. SKEP.213/KP.07.03/2019. Decree No. SKEP.213 / KP.07.03 / 2019.
Ahmad Syaugi Shahab
Vice President
Non Aeronautical Business

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Palembang pada tanggal 4 September Born in Palembang, 4 September 1976.
Usia 1976.
Educational Background Akutansi (2006) dan Magister Manajemen di Accounting (2006) and Master degree in
Universitas Mercu Buana, Jakarta (2007). Management from Universitas Mercu Buana,
Jakarta (2007).
Pengalaman Kerja • Aviation Marketing Group Head (2015 - • Aviation Marketing Group Head (2015 - 2018)
Work Experience 2018)
• Corporate Expert Level II Human Capital • Corporate Expert Level II at Human Capital
Group (2015) Group (2015)
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Non Serving as Vice President of Non Aeronautical
Legal Basis of Appointment Aeronautical Business sejak 16 Juli 2018 Business since 16 July 2018 by virtue of Decree
berdasarkan SK Direksi No. SKEP.1130/ of the Board of Directors No. SKEP.1130/
KP.07.03/2018. KP.07.03/2018.

Yudhaprana Sugarda
Vice President Airport

Services & Hospitality

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta pada tanggal 23 Januari 1967. Born in Jakarta, 23 January 1967.
Usia
Riwayat Pendidikan Menyelesaikan pendidikan Strata Satu Completed his Bachelor Degree of Civic
Educational Background jurusan Teknik Sipil dari Universitas Katholik Engineering from Universitas Katholik
Parahyangan (1991) dan gelar Mastere Parahyangan (1991) and Mastere Spesialise en
Spesialise en Management Aeroportuaire Management Aeroportuaire (MSMA) from Ecole
(MSMA) dari Ecole Nationale de L’Aviation Nationale de L’Aviation Civile (ENAC), Toulouse,
Civile (ENAC), Toulouse, Perancis (1996). France (1996).
Pengalaman Kerja • Airport Planning Group Head (2016 - 2018). • Airport Planning Group Head (2016 - 2018).
Work Experience • Head of Corporate Planning & Performance • Head of Corporate Planning & Performance
(2013 - 2016). (2013 - 2016).
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Airport Serving as Vice President of Airport Services
Legal Basis of Appointment Services & Hospitality sejak 16 Juli 2018 & Hospitality since 16 July 2018 by virtue of
KP.07.03/2018. KP.07.03/2018.
Ristiyanto Eko Wibowo
Vice President Business Development

& International Relations

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Kudus pada tanggal 23 Januari 1977. Born in Kudus, 23 January 1977.
Usia
Educational Background Manajemen dari Universitas Mahasaraswati, Management from Universitas Mahasaraswati,
Denpasar (2006). Denpasar (2006).
Pengalaman Kerja • Business Development Group Head (2015 - • Business Development Group Head (2015 -
Work Experience 2018). 2018).
• Business Planning Development • Business Planning Development Department
Department Head (2013 - 2015). Head (2013 - 2015).
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Business Serving as Vice President of Business
Legal Basis of Appointment Development & International Relations sejak Development & International Relations since
16 Juli 2018 berdasarkan SK Direksi No. 16 July 2018 by virtue of Decree of the Board of

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2018 Annual Report
Ani Kristiyanti
PTS. Vice President

Business Portfolio

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta pada tanggal 30 Maret 1972. Born in Jakarta, 30 March 1972.
Usia
Educational Background Manajemen dari Universitas Indonesia (2001). Management from Universitas Indonesia
(2001).
Pengalaman Kerja • Subsidiary Department Head (2016 - 2018). • Subsidiary Department Head (2016 - 2018).
Work Experience • Aeronautical Revenue Department Head • Aeronautical Revenue Department Head
(2015 - 2016). (2015 - 2016).
Dasar Hukum Pengangkatan Menjabat sebagai PTS. Vice President Serving as PTS. Vice President of Business
Legal Basis of Appointment Business Portfolio sejak 11 Juli 2018 Portfolio since 11 July 2018 by virtue of Letter
berdasarkan Surat Perintah Direksi No. PRIN. of Order of the Board of Directors No. PRIN.
DU.282/OM.03.02/2018 DU.282/OM.03.02/2018.
Hendra Setiawan
Vice President
Information Technology

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Bandung pada tanggal 22 Mei 1965. Born in Bandung, 22 May 1965.
Usia
Riwayat Pendidikan Memperoleh gelar Sarjana Manajemen Obtaining the Bachelor degree in Economic
Educational Background Informasi (1993) dan Magister Teknik Elektro Management from (1993) and Master degree in
pada Institut Teknologi Bandung (2003). Electrical Engineering from Institut Teknologi
Bandung (2003).
Pengalaman Kerja Information Technology Group Head (2016 - Information Technology Group Head (2016 -
Work Experience 2018 2018)
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Information Serving as Vice President of Information
Legal Basis of Appointment Technology sejak 27 Juli 2018 berdasarkan Technology since 27 July 2018 by virtue of
SK Direksi No. SKEP.1531/KP.07.04/2018- Decree of the Board of Directors No. SKEP.1531/
REPLC. KP.07.04/2018-REPLC.

Sulistyowati Dewi
Vice President Accounting

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Magelang pada tanggal 17 Januari Born in Magelang, 17 January 1969.
Usia 1969.
Riwayat Pendidikan Memperoleh gelar Sarjana Ekonomi Akuntansi Obtaining the Bachelor degree in Economic
Educational Background dari Universitas Gajah Mada (1993) dan Accounting from Universitas Gadjah Mada
gelar Magister Manajemen dari Universitas (1993) and Master of Management from
Airlangga (2013). Universitas Airlangga (2013).
Pengalaman Kerja • Accounting Group Head (2015 - 2018). • Accounting Group Head (2015 - 2018).
Work Experience • Finance Information Technology • Finance Information Technology Department
Department Head (2013 - 2015). Head (2013 - 2015).
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Accounting Serving as Vice President of Accounting since
Legal Basis of Appointment sejak 16 Juli 2018 berdasarkan SK Direksi No. 16 July 2018 by virtue of Decree of the Board of
Eppy Dhanianto Wibowo
Vice President Finance

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta pada tanggal 22 Oktober Born in Jakarta, 22 October 1978.
Usia 1978.
Educational Background Manajemen Universitas Indonesia (2002). Management from Universitas Indonesia
(2002).
Pengalaman Kerja • Head of Risk Management & Corporate • Head of Risk Management & Corporate
Work Experience Planning (2017 - 2018). Planning (2017 - 2018).
• Non Aviation Marketing Group Head (2015 - • Non Aviation Marketing Group Head (2015 -
2017). 2017).
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Finance Serving as Vice President of Finance since 16
Legal Basis of Appointment sejak 16 Juli 2018 berdasarkan SK Direksi No. July 2018 by virtue of Decree of the Board of

117
2018 Annual Report
Maya Damayanti, ST, MM.
PTS. Vice President

Procurement

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Palembang, pada tanggal 25 Mei 1971 Born in Palembang, 25 May 1971.
Usia
Riwayat Pendidikan Memperoleh gelar Sarjana Teknik Sipil dari Obtained a Bachelor of Civil Engineering degree
Educational Background Universitas Indonesia, Depok (1995) dan from the University of Indonesia, Depok (1995)
Magister Manajemen bidang Keuangan dari and a Masters in Financial Management from
Prasetya Mulya Business School, Jakarta (2010). Prasetya Mulya Business School, Jakarta (2010).
Pengalaman Kerja • Airport Facilities Readiness Department • Readiness Department Headquarters at

Work Experience Head Bandar Udara Juanda, Surabaya Juanda International Airport
(Februari 2018 - Maret 2019). • , Surabaya (February 2018 - March 2019).
• Civil Airside Department Head, Kantor • Civil Airside Department Head, Head Office
Pusat (November 2013 - Januari 2018); (November 2013 - January 2018);
• Corporate Performance Monitoring & • Corporate Performance Monitoring &
Evaluation Department Head, Kantor Pusat Evaluation Department Head, Head Office
(Januari 2013 - Oktober 2013); (January 2013 - October 2013);
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Procurement Served as Vice President Procurement on April
Legal Basis of Appointment pada tanggal 1 April 2019, berdasarkan SKEP. 1, 2019, based on SKEP. Directors of PT Angkasa
Direksi PT Angkasa Pura I (Persero) No. Pura I (Persero) No. SKEP.635 / KP.07.01 / 2019.
SKEP.635/KP.07.01/2019.
Djoko Wahyono
Vice President Human Capital

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Semarang pada tanggal 30 Agustus Born in Semarang, 30 August 1970.
Usia 1970.
Educational Background Akuntansi (2006) dan Master of Science STIE Accounting (2006) and Master of Science from
Dharma Putra Semarang (2010). STIE Dharma Putra Semarang (2010).
Pengalaman Kerja • Human Capital Support Expert (2017 - • Human Capital Support Expert (2017 - 2018).
Work Experience 2018).
• Budget Management Department Head • Budget Management Department Head (2014
(2014 - 2017). - 2017).
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Human Serving as Vice President of Human Capital
Legal Basis of Appointment Capital sejak 27 September 2018 berdasarkan since 27 September 2018 by virtue of Decree
SK Direksi No. SKEP.1955/KP.07.03/2018. of the Board of Directors No. SKEP.1955/
KP.07.03/2018.

Imron Qodari
Vice President Training

& Development

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Jakarta pada tanggal 22 November Born in Jakarta, 22 November 1970.
Usia 1970.
Riwayat Pendidikan Memperoleh gelar Sarjana Manajemen Obtaining the Bachelor degree in Marketing
Educational Background Pemasaran dari IKOPIN, Jakarta (1994) dan Management from IKOPIN, Jakarta (1994) and
gelar Magister Manajemen Pemasaran dari Master degree in Marketing Management from
Universitas Mercu Buana (2005). Universitas Mercu Buana (2005).
Pengalaman Kerja • Human Capital Group Head (2014 - 2018) • Human Capital Group Head (2014 - 2018)
Work Experience • Organization Development & Change • Organization Development & Change
Management Department Head (2013 - Management Department Head (2013 - 2014)
2014)
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Training Serving as Vice President of Training &
Legal Basis of Appointment & Development sejak 27 September 2018 Development since 27 September 2018 by
berdasarkan SK Direksi No. SKEP.1956/ virtue of Decree of the Board of Directors No.
KP.07.03/2018. SKEP.1956/KP.07.03/2018.
Rini Asriningsih
Vice President General Services

Citizenship
Domisili Bekasi (Jawa Barat) Bekasi (West Java)

Domicile
Tempat dan Tanggal Lahir/ Lahir di Sleman pada tanggal 19 Oktober 1966 Born in Sleman, 19 October 1966.
Usia
Riwayat Pendidikan Memperoleh gelar Sarjana Jurusan Hukum Obtained a Bachelor's degree in Civil Law from
Educational Background Perdata dari Universitas Gadjah Mada Gadjah Mada University, Yogyakarta (1992)
Yogyakarta (1992) dan gelar Magister Jurusan and a Masters Degree in Business Law from
Hukum Bisnis dari Universitas Padjajaran Padjajaran University, Bandung (2006).
Bandung (2006).
Pengalaman Kerja • Ketua Tim Pengalihan Bandara Baru • Chair of the New Airport Transfer Team
Work Experience (September 2018 – Maret 2019) (September 2018 - March 2019)
• Head of Procurement (Agustus 2016 – • Head of Procurement (August 2016 - August
Agustus 2018) 2018)
• Corporate Expert Level II pada unit Internal • Corporate Expert Level II in the Internal Audit
Audit (Februari 2015 – Agustus 2016) / unit (February 2015 - August 2016) / Secretary
Sekretaris Dewan Komisaris PT Angkasa of the Board of Commissioners of PT Angkasa
Pura Property (Mei 2015 – Agustus 2016) Pura Property (May 2015 - August 2016)
Dasar Hukum Pengangkatan Menjabat sebagai Vice President General Served as Vice President General Services since
Legal Basis of Appointment Services sejak 2 April 2019 berdasarkan SK 2 April 2019 based on Directors Decree No.
Direksi No. SKEP.631/KP.07.03/2019 SKEP.631 / KP.07.03 / 2019.

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2018 Annual Report
Nur Sapto Winoto
Vice President Corporate

Social Responsibility

Citizenship

Domicile
Tempat dan Tanggal Lahir/ Lahir di Klaten pada tanggal 25 April 1968. Born in Klaten, 25 April 1968.
Usia
Riwayat Pendidikan Memperoleh gelar Sarjana dari Universitas Obtaining the Bachelor degree from Universitas
Educational Background Gadjah Mada (1992) dan gelar Magister Bisnis Gadjah Mada (1992) and Master degree in
Administrasi dari Institut Teknologi Bandung Administration Business from Institut Teknologi
(1995). Bandung (1995).
Pengalaman Kerja • Training & Development Group Head (2016 • Training & Development Group Head (2016 -
Work Experience - 2018) 2018)
• General Manager Bandar Udara • General Manager of I Gusti Ngurah Rai
Internasional I Gusti Ngurah Rai - Bali (2011 International Airport - Bali (2011 - 2016)
- 2016)
Dasar Hukum Pengangkatan Menjabat sebagai Vice President Corporate Serving as Vice President of Corporate Social
Legal Basis of Appointment Social Responsibility sejak 27 September Responsibility since 27 September 2018 by
2018 berdasarkan SK Direksi No. SKEP.1957/ virtue of Decree of the Board of Directors No.
KP.07.03/2018. SKEP.1957/KP.07.03/2018.

PROFIL DAN PENGEMBANGAN PROFILE AND DEVELOPMENT

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

EMPLOYEE COMPOSITION BASED ON ORGANIZATIONAL LEVEL
Tabel Komposisi Karyawan Berdasarkan Level Organisasi
Employee Composition Table by Organization Level
(dalam satuan orang)
(in person denomination)
Tahun / Year Tahun / Year

2018 2017
Kelas Jabatan
Position Class
Pria Wanita Pria Wanita
Total Total
Male Female Male Female
1 2 0 2 14 2 3
2 8 1 9 7 1 8
3 37 4 41 40 4 44
4 7 0 7 8 0 8
5 55 9 64 55 7 62
6 124 19 143 120 17 137
7 13 6 19 11 7 18
8 307 65 372 293 60 353
9 53 14 67 71 16 87
10 47 58 105 37 52 89
11 560 268 828 573 258 831
12 487 151 638 480 144 624
13 373 116 489 354 87 441
14 141 42 183 146 42 188
15 314 79 393 353 91 444
PKWT 12 2 14 11 2 13
Total 2,540 834 3,374 2,573 790 3,350

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2018 Annual Report
KOMPOSISI KARYAWAN BERDASARKAN TINGKAT PENDIDIKAN

EMPLOYEE COMPOSITION BASED ON EDUCATION LEVEL
Tabel Komposisi Karyawan Berdasarkan Tingkat Pendidikan
Employee Composition Table by Education Level

2018 2017
Pendidikan
Education
Total Total
S2 / Post-Graduate
70 33 103 68 31 99
(Magister)
Sarjana / Undergraduate
708 362 1,070 638 312 950
(Bachelor)
D1 - D4 / Associate’s
530 188 718 501 154 655
Degree
SD – SMA / Elementary –
1,232 251 1483 1355 291 1,646
High School
Total 2,540 834 3,374 2,562 788 3,350

KOMPOSISI KARYAWAN BERDASARKAN STATUS KEPEGAWAIAN

EMPLOYEE COMPOSITION BASED ON EMPLOYEE STATUS
Tabel Komposisi Karyawan Berdasarkan Status Kepegawaian
Table of Employee Composition Based on Employee Status

2018 2017
Status Kepegawaian
Employee Status
Total Total
Pegawai Perusahaan
2,270 740 3,010 2155 663 2,818
Company employees
PNS Diperbantukan
44 1 45 51 2 53
Seconded Civil Servants
ABRI Ditugaskan
Assigned Republic of 6 0 6 8 - 8
Indonesia Armed Forces
Honorer
12 2 14 11 2 13
Honorary
Calon Pegawai
208 91 299 337 121 458
Prospective Employee
Total 2,540 834 3,374 2,562 788 3,350
KOMPOSISI KARYAWAN BERDASARKAN RENTANG USIA

EMPLOYEE COMPOSITION BASED ON RANGE OF AGE
Tabel Komposisi Karyawan Berdasarkan Rentang Usia
Table of Employee Composition Based on Range of Age

2018 2017
Rentan Usia
Range of Age
Total Total
>56 1 1 2 5 1 6
51-56 332 52 384 366 61 427
46-50 244 62 306 243 52 295
41-45 296 88 384 274 90 364
36-40 280 100 380 294 94 388

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2018 Annual Report

2018 2017
Rentan Usia
Range of Age
Total Total
31-35 470 114 584 423 104 527
26-30 552 267 819 558 236 794
21-25 354 142 496 381 140 521
<20 11 8 19 18 10 28
Total 2,540 834 3,374 2,562 788 3,350
KOMPOSISI KARYAWAN BERDASARKAN MASA KERJA

EMPLOYEE COMPOSITION BASED ON WORK PERIOD
Tabel Komposisi Karyawan Berdasarkan Masa Kerja
Table of Employee Composition Based on Work Period

2018 2017
Rentan Usia
Work Period
Total Total
>30 24 6 30 31 12 43
26-30 261 33 294 252 32 284
21-25 399 134 533 314 70 384
16-20 176 26 202 310 100 410
11-15 566 176 747 302 115 417
6-10 435 105 540 367 53 420
0-5 122 906 1028 986 406 1,392
Total 1,983 1,386 3,369 2,562 788 3,350

PENGEMBANGAN KOMPETENSI DEVELOPMENT OF EMPLOYEE

KARYAWAN COMPETENCE
KEBIJAKAN POLICY
PT Angkasa Pura I (Persero) telah melaksanakan berbagai PT Angkasa Pura I (Persero) has conducted out various
kegiatan pelatihan, sebagai implementasi program training activities, as the implementation of employee
pengembangan karyawan. Kegiatan pelatihan dilaksanakan development programs. The training activities are carried
sesuai dengan kebututuhan karyawan dan pengembangan out based on the needs of employees and the Company's
bisnis Perseroan. Seluruh karyawan dalam level organisasi business development. All employees at the organizational
memiliki kesempatan yang sama dalam pelaksanaan level have equal opportunities in implementing employee
pengembangan karyawan. Program pelatihan yang development. The training program implemented is also
dilaksanakan juga sangat beragam mengikuti kebutuhan very diverse following the needs of the related units in the
unit-unit terkait di Perseroan. Selama tahun 2018, program Company. During 2018, the education and training program
diklat yang dilaksanakan Perseroan mencakup 5 (lima) implemented by the Company included 5 (five) types
jenis program dengan total peserta sebanyak 6.143 of programs with a total of 6,143 participants at various
peserta di berbagai level jabatan, mengalami peningkatan positions, which increased compared to 2017 with 3,799
dibandingkan tahun 2017 yang berjumlah 3.799 peserta. participants in total.
PERSENTASE PESERTA PELATIHAN SETIAP PERCENTAGE OF TRAINING PARTICIPANTS OF

LEVEL JABATAN EVERY LEVEL LEVEL
Tabel Persentase Peserta Pelatihan untuk tiap-tiap Level Jabatan

Table of Percentage of Training Participants for each Position Level
Level Jabatan Total Personil Jumlah yang Mengikuti Pelatihan Persentase
Position Level Total Personnel Number of Participants in Training Percentage
Direksi/Director 7 4 57.14%
Vice President, Human Capital Support Expert Level 3, 42 32 76.19%
Human Capital Support Expert Grade 2, Human Capital
Support Expert Grade 1 & Corporate Expert Level II
General Manager, Co. General Manager & Project 17 18 105.88%
Manager
Senior Manager, Corporate Expert Level III, Human 207 178 85.99%
Capital Support Expert (Grade 5), Airport Duty Manager
(Grade 6) & Human Capital Support Expert (Grade 6)
Section Head, Airport Duty Manager (Grade 8), Human 391 370 94.63%
Capital Support Expert (Grade 8), Human Capital
Support Expert (Grade 7), Corporate Expert Level IV &
Auditor
Team Leader 347 332 95.68%
Squad Leader 336 326 97.02%
Officer, Technician, Engineering & Analyst 2,024 1,893 93.53%
Catatan :
Pada Level Jabatan General Manager, Co. General Manager & Project Manager persentase Peserta Pelatihan untuk tiap-tiap Level Jabatan 105,88% karena pada
tahun 2018 terdapat penggantian General Manager karena purna tugas dimana General Manager yang Purna Tugas dan General Manager yang baru keduanya
mendapat kesempatan untuk pelatihan. /
Note:
At the General Manager, Co. Position Level The General Manager & Project Manager the percentage of Training Participants for each Job Level is 105.88% because in
2018 there was a change in General Manager due to full-time assignments where the Full-Duty General Manager and the new General Manager both had the opportunity
for training.

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2018 Annual Report
PENGEMBANGAN KOMPETENSI COMPETENCE DEVELOPMENT BASED ON

BERDASARKAN LEVEL JABATAN POSITION LEVEL
Tabel Pengembangan Kompetensi Berdasarkan Level Jabatan Tahun 2018

Table of Competency Development Based on Position Level in 2018
Jenis Jumlah
Pelatihan Program Pelatihan Tujuan Pelatihan Peserta
No Level
Types of Training Program Training Objectives Number of
Training Participants
1. Direksi Public 1. AMPAP Elective • Menambah dan memperluas jaringan dengan industri 1
Directors Course Course - penerbangan di dunia, dan untuk membahas lebih dalam
Airport SMS mengenai tantangan dan peluang yang belum pernah
Implementation terjadi sebelumnya pada industri penerbangan dunia,
serta apa yang harus dilakukan oleh para pemimpin
di bidang penerbangan untuk menjaga keselamatan,
dan meningkatkan efisiensi pengoperasian bandara
terutama dalam menghadapi pertumbuhan pengguna
jasa penerbangan yang terus meningkat.
• Menerima gelar IAP (International Airport Professional)

sehubungan dengan telah diselesaikannya Global ACI-
ICAO Airport Management Professional Accreditation
Programme (AMPAP).
• To add and expand networks with the aviation industry in the
world, and to discuss more about unprecedented challenges
and opportunities in the world aviation industry, as well as
what leaders must do in the field of aviation to maintain
safety, and to improve the efficiency of airport operations
especially in the face of ever-increasing growth in flight
service users.
• To receive the title of IAP (International Airport Professional)

in connection with the completion of the Global ACI-ICAO
Airport Management Professional Accreditation Program
(AMPAP).
Public 2. Workshop Expand Membantu para leader untuk mengeksplorasi diri dalam 1
Course Leadership mengembangkan kemampuan mereka untuk memimpin
Program for dan mempengaruhi orang lain.
BOD/BOC
To help leaders explore themselves in developing their ability
to lead and influence others.

Public 3. ACI-DNA Membekali pegawai dengan pengetahuan dan memastikan 1
Course Assistance terpenuhinya standard dan prosedur operasional
Programme penanganan Airport Emergency Planning dan Wild Life
“Airport Hazard Management Planning.
Emergency
Planning To equip employees with knowledge and ensure the fulfillment
Seminar” dan of operational standards and procedures for handling Airport
Kegiatan Airport Emergency Planning and Wild Life Hazard Management
Safety Audit Planning.
ACI-DNA
Assistance
Programme
"Airport
Emergency
Planning
Seminar" and
Airport Safety
Audit
Public 4. IATA Global IATA Global Training Partner Conference
Course Training Partner • Diskusi mengenai tren terbaru dalam pelatihan yang
Conference membentuk deliverable pembelajaran dan fokus pada
dan Kegiatan peningkatan kompetensi di dunia kerja.
Koordinasi • Diskusi mengenai peran teknologi yang berkaitan dengan
Kerjasama pelatihan, dan efek dari ‘disruptive innovations’ dan
Penyelenggaraan bagaimana inovasi ini mempengaruhi karir bagi para
Pelatihan dengan profesional muda, serta untuk mengeksplorasi bakat
Cranfield University yang dicari oleh pasar dan value networks.
IATA Global Training Kordinasi kerjasama penyelenggaraan pelatihan

Partner Conference penyelenggaraan IATA ATC (Authorized Training Center)
and Coordination Kordinasi kerjasama penyelenggaraan pelatihan dengan
Activities on Cranfield University:
Collaborative • Airport Safety, Security and Services.
Training with • Airport Operations and Business Development (membahas
Cranfield University semua aspek kinerja bisnis, mulai dari pengembangan
rencana strategis organisasi melalui pengembangan
layanan udara, manajemen biaya, dan maksimalisasi
pendapatan komersial untuk pengendalian program
modal dan operasional).
• Airport Master Planning and Design
(memahami tantangan dalam pertumbuhan ekonomi, isu
sosial dan lingkungan yang mengharuskan manajemen
bandara merencanakan dan memberikan fasilitas dan
layanan terbaik).

Jenis Jumlah
No Level
IATA Global Training Partner Conference 1
• To discuss about the latest trends in training that shape
learning deliverables and to focus on increasing competency
in the world of work.
• To have a discussion on the role of technology related to
training, and the effects of 'disruptive innovations' and how
these innovations affect careers for young professionals, as
well as to explore the talents that are marketed and have
value networks.
Coordination of cooperation in the implementation of IATA

ATC (Authorized Training Center) Coordination of cooperation
in organizing training with Cranfield University:
• Airport Safety, Security and Services.
• Airport Operations and Business Development (to discuss
all aspects of business performance, starting from the
development of the organization's strategic plan through
the development of air services, cost management, and
maximizing commercial income for the control of capital
and operational programs).
(understand the challenges in economic growth, social and
environmental issues that require airport management to
plan and provide the best facilities and services).
Public 5. Seminar Nasional Pelantikan para calon wisudawan qualified internal audit 1
Course Internal Audit (QIA) dan reccurent sertifikasi qualified internal audit.
(SNIA)
Inauguration of prospective graduates qualified internal audit
Seminar of (QIA) and reccurent certification qualified of internal audit.
National Internal
Audit (SNIA)
Public 6. ACI Europe World • Menambah dan memperluas jaringan dengan industri 1
Course General Assembly penerbangan di dunia, dan untuk membahas lebih dalam
Congress mengenai tantangan dan peluang yang belum pernah
and Exibition terjadi sebelumnya pada industri penerbangan dunia,
dan AMPAP serta apa yang harus dilakukan oleh para pemimpin
Graduation di bidang penerbangan untuk menjaga keselamatan,
Ceremony dan meningkatkan efisiensi pengoperasian bandara
terutama dalam menghadapi pertumbuhan pengguna
ACI Europe World jasa penerbangan yang terus meningkat.
General Assembly • Menerima gelar IAP (International Airport Professional)
Congress sehubungan dengan telah diselesaikannya Global ACI-
and Exibition ICAO Airport Management Professional Accreditation
and AMPAP Programme (AMPAP).
Graduation
Ceremony • To add and expand networks with the aviation industry in the
world, and to discuss more about unprecedented challenges
and opportunities in the world aviation industry, as well as
what leaders must do in the field of aviation to maintain
safety, and to improve the efficiency of airport operations
especially in the face of ever-increasing growth in flight
service users.
• To receive the title of IAP (International Airport Professional)

in connection with the completion of the Global ACI-ICAO
Airport Management Professional Accreditation Program
(AMPAP).
Public 7. The Institute of Untuk meningkatkan kompetensi di dalam kemampuan 1
Course Internal Auditors audit yang teraktual dan terkini dalam profesi,
(IIA) Indonesia governance, risk management dan internal control.
2018 National
Conference To improve competency in actual and up-to-date audit
capabilities in the profession, governace, risk management
The Institute of and internal control.
Internal Auditors
(IIA) Indonesia
2018 National
Conference

127
2018 Annual Report
Jenis Jumlah
No Level
Public 8. Seminar Kongres Sebagai milestone penting dalam mengukuhkan peran 1
Course XIII dan HUT ke inklusif profesi akuntan menuju Sustainable Development
61 IAI Goals (SDGs) 2030. Para Pembicara Nasional dan
Internasional dalam seminar ini akan berbagi pandangan
Seminar on XIII sesuai dengan latar belakang dan ragam pengalaman baik
Congress and IAI di sektor publik maupun sektor privat.
61st Birthday
As an important milestone in strengthening the inclusive role
of the accounting profession towards the 2030 Sustainable
Development Goals (SDGs). National and International
Speakers in this seminar will share their views according to
their background and variety of experience in both the public
and private sectors.

2. Vice President Public 1 ACI - DNA Membekali pegawai dengan pengetahuan dan memastikan 1
Course Assistance terpenuhinya standard dan prosedur operasional
Programme penanganan Airport Emergency Planning dan Wild Life
“Airport Hazard Management Planning.
Emergency
Planning To equip employees with knowledge and ensure the fulfillment
Seminar” dan of operational standards and procedures for handling Airport
Kegiatan Airport Emergency Planning and Wild Life Hazard Management
Safety Audit Planning.
ACI - DNA
Assistance
Programme
"Airport
Emergency
Planning
Seminar" and
Airport Safety
Audit
Public 2 IATA Global IATA Global Training Partner Conference
Pelatihan profesional muda, serta untuk mengeksplorasi bakat
Dengan Cranfield yang dicari oleh pasar dan value networks.
University
Kordinasi kerjasama penyelenggaraan pelatihan
IATA Global Training penyelenggaraan IATA ATC (Authorized Training Center)
Partner Conference
Activities in Cranfield University:
Collaborative • Airport Safety, Security and Services
Training with • Airport Operations and Business Development
Cranfield University (membahas semua aspek kinerja bisnis, mulai dari
pengembangan rencana strategis organisasi melalui
pengembangan layanan udara, manajemen biaya, dan
maksimalisasi pendapatan komersial untuk pengendalian
program modal dan operasional).
layanan terbaik).

Jenis Jumlah
No Level
IATA Global Training Partner Conference 1
value networks.

Public 3 In-House Dalam rangka memberikan pemahaman pegawai 15

Course Training ACI - tentang tantangan dalam isu sosial dan lingkungan yang
SMS Workshop mengharuskan manajemen bandara merencanakan dan
for Executive mengimplementasikan SMS dan Safety Culture.
Managers
In order to provide employees with an understanding of
In-House challenges in social and environmental issues that require
Training ACI - airport management to plan and implement SMS and Safety
SMS Workshop Culture.
for Executive
Managers
Public 4 In-House Training Dalam rangka memperkaya pengetahuan tentang aspek- 2
Course ACI - Airport aspek dalam business performance, mulai dari rencana
Business pengembangan organisasi, pengembangan layanan udara,
Development and dan maksimalisasi pendapatan komersial.
Planning
To enrich knowledge of aspects of business performance,
In-House Training starting from organizational development plans, developing
ACI - Airport air services, and optimizing commercial income.
Business
Development and
Planning
Public 5 Benchmarking Pemberian penghargaan kepada pemenang Lomba Inovasi 1
Course ke Hongkong Tahun 2017 serta untuk mengukur, membandingkan
International dan memperoleh gambaran (insight) mengenai kondisi
Airport dan kinerja bandara - bandara di Asia, sehingga dapat
mengadopsi best practice untuk meraih sasaran yang
Benchmarking diinginkan.
to Hongkong
International To award the winners of the 2017 Innovation Contest and to
Airport measure, compare, and gain insight about the conditions
and performance of airports in Asia, so they can adopt best
practices to achieve the desired goals.
Public 6 Benchmarking Untuk mengembangkan dan memperluas pengetahuan 1
Course Airport Rescue tentang Airport Rescue & Fire Fighting terkait fasilitas
and Fire Fighting khususnya bahan pemadam utama mutu foam C dalam
to Dubai pelayanan Pertolongan Kecelakaan Penerbangan dan
International Pemadam.
Airport
To develop and expand the knowledge of Airport Rescue & Fire
Benchmarking Fighting related facilities, especially the main extinguishing
Airport Rescue materials, the quality of foam C in Aviation Accident Aid and
and Fire Fighting Extinguisher.
to Dubai
International
Airport

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2018 Annual Report
Jenis Jumlah
No Level
Public 7 Diklat dan Meningkatkan kompetensi pegawai dalam bidang 5
Course Sertifikasi pengelolaan dana pensiun.
Manajemen
Umum Dana Improve employee competence in the field of pension fund
Pensiun management.
Education and
Training and
Certification
of Pension
Fund General
Management
Public 8 IEEE Conference Meningkatkan kompetensi dalam pengembangan di lingkup 1
Course on Power teknik.
Engineering
and Renewable Improve competence in development within the scope of
Energy (ICPERE engineering.
2018)
IEEE Conference
on Power
Engineering
and Renewable
Energy (ICPERE
2018)
Public 9 Workshop Untuk melengkapi kompetensi pegawai di dalam 1
Course Manajemen memahami fundamental tentang arti dan cakupan risiko
Risiko Hukum hukum beserta sumber-sumber risiko hukum di Indonesia
dan Kepatuhan di serta fungsi kepatuhan sebagai mitigasi risiko hukum
BUMN dan Anak secara komprehensif dan mengidentifikasi risiko hukum
Perusahaan dan kepatuhan sesuai prinsip manajemen risiko dan GCG.
Workshop To complement employee competencies in understanding

on Legal and fundamentals about the meaning and scope of legal risk along
Compliance Risk with legal risk sources in Indonesia and compliance functions
Management as comprehensive legal risk mitigation and to identify legal
in SOE and risks and compliance based on risk management principles
Subsidiaries and GCG.
Public 10 Workshop Untuk meningkatkan pemahaman dan kompetensi terkait 1
Course Merger, aspek merger, akuisisi dan spin-off (divestasi).
Akuisisi, Spin
Off (Divestasi) To improve understanding and competencies related to
dan Pengelolaan aspects of mergers, acquisitions and spin-offs (divestment).
Holding Company
Workshop
on Mergers,
Acquisitions, Spin
Off (Divestment)
and Management
of Holding
Company
Public 11 Seminar Meningkatkan pengetahuan pegawai terkait Revolusi 1
Course Preparing Industri 4.0 yang dicanangkan oleh Kemenperin serta
Indonesia Ready kaitannya dengan program kerja Training and Development
for Industry sebagai embrio dari Corporate University Angkasa Pura I.
Revolution 4.0
Increase employee knowledge related to the Industrial
Seminar of Revolution 4.0 launched by the Ministry of Industry and its
Preparing relation to the Training and Development work program as an
Indonesia Ready embryo from Angkasa Pura I Corporate University.
for Industry
Revolution 4.0
Public 12 Workshop Untuk meningkatkan pemahaman dan kompetensi Unit 1
Course Penanganan Procurement tentang Penyelesaian sengketa melalui
& Strategi Arbitrase dan strategi yang perlu dipersiapkan saat
Arbitrase sengketa muncul.
International
To improve the understanding and competence of the
Workshop on Procurement Unit on Dispute Resolution through Arbitration
International and strategies that need to be prepared when a dispute arises.
Arbitration
Handling &
Strategy

Jenis Jumlah
No Level
Public 13 The Institute of Untuk meningkatkan kompetensi di dalam kemampuan 2
Course Internal Auditor audit yang teraktual dan terkini dalam profesi,
(IIA) Indonesia governance, risk management dan internal control.
2018 National
Conference To improve competency in actual and up-to-date audit
capabilities in the profession, governance, risk management
The Institute of and internal control.
Internal Auditor
(IIA) Indonesia
2018 National
Conference
Public 14 Konferensi Meningkatkan pengetahuan dalam peningkatan mutu 1
Course Minitab Insight manajemen di perusahaan.
Insight Minitab To increase knowledge in improving management quality in

Conference the company.
Public 15 National Anti Untuk meningkatkan kemampuan dan kompetensi 1
Course Fraud Conference pegawai mengenai teori dan konsep-konsep anti Fraud
(NAFC) 2018 serta mengetahui perkembangan terbaru dalam Fraud
dan program Anti Fraud.
National Anti
Fraud Conference To improve the ability and competence of employees
(NAFC) 2018 regarding anti-fraud theories and concepts and to find out the
latest developments in fraud and anti-fraud programs
Public 16 Seminar Nasional Pelantikan para calon wisudawan qualified internal audit 2
(SNIA)
Inauguration of prospective graduates of qualified internal
Seminar of audit (QIA) and reccurent certification of qualified internal
Nasional Internal audit.
Audit (SNIA)
Public 17 Workshop Untuk menambah pengetahuan tentang penerapan 1
Course Implementasi aspek-aspek GCG dalam program PKBL secara
Prinsip-Prinsip substansial sebagai bagian penting dalam pengelolaan
GCG pada usaha untuk keberlanjutan bisnis perusahaan.
Program
PKBL untuk To increase knowledge about the application of GCG
Keberlanjutan aspects in the PKBL program substantially as an important
Usaha BUMN dan part of business management for the company's business
Anak Perusahaan sustainability.
Workshop on
Implementation
of GCG
Principles on
PKBL Programs
for Business
Sustainability
of SOEs and
Subsidiaries
Public 18 Program Untuk meningkatkan kemampuan dan kompetensi di 1
Course Optimizing The Bidang Corporate Secretary.
Future Role
of Corporate To improve capabilities and competencies in the Corporate
Secretary Secretary Field.
Program of
Optimizing The
Future Role
of Corporate
Secretary
Public 19 Workshop Untuk memahami tren big analytic, maupun tren teknologi 1
Course E-Commerce and lain untuk memperkuat fitur dan experience pengguna jasa.
Fintech Zaman
Now To understand big analytic trends, as well as other
technological trends to strengthen the features and
Workshop experience of service users.
E-Commerce and
Fintech in Present
Time

131
2018 Annual Report
Jenis Jumlah
No Level
Teknis 20 Pelatihan Agar peserta pelatihan mampu melaksanakan pengadaan 1
Bidang Pengadaan barang/jasa yang dibutuhkan untuk mendukung
Barang / Jasa operasional perusahaan sesuai dengan pedoman yang
Technical Batch III dan IV berlaku.
Field
Batch III and IV In order for trainees to be able to carry out the procurement of
Procurement of goods/services needed to support the company's operations
Goods/Services in accordance with applicable guidelines.
Training
Teknis 21 Tunas Integritas Agar peserta pelatihan mampu mengimplementasikan, 1
Bidang Batch VI Tahun menganalisa, mengevaluasi dan memberikan rekomendasi
2018 manajemen compliance khususnya terkait program
Technical pengendalian gratifikasi dan pembangunan Sistem
Field Tunas Integritas Integritas pada setiap proses bisnis di Perusahaan, serta
Batch VI of 2018 mampu melakukan “transfer knowledge” kepada personil
lainnya.
In order for trainees to be able to implement, analyze, evaluate

and provide compliance management recommendations
specifically related to gratification control programs and the
development of Integrity Systems in every business process
in the Company, and to able to "transfer knowledge" to other
personnel.
Teknis 22 Pelatihan Memberikan pengetahuan dan keterampilan pegawai dari 1
Bidang Forensik Tingkat Unit Internal Audit dalam memberikan pengetahuan dasar
Dasar PPAK terkait praktek kecurangan dan/atau tindakan korupsi di
Technical Batch I dan II unit kerja.
Field
PPAK Batch I and To provide knowledge and skills of employees of the Internal
II Basic Level Audit Unit in delivering basic knowledge related to fraudulent
Forensic Training practices and/or acts of corruption in the work unit.
Teknis 23 Monitoring Untuk mengevaluasi hasil Pelatihan The Corporate 3
Bidang Pelatihan The Executive Empowering Program dan untuk melihat
Corporate penerapan action plan yang telah dibuat oleh para peserta
Technical Executive pelatihan.
Field Empowering
Program To evaluate the results of The Training of Corporate Executive
Empowering Program and to see the application of the action
Monitoring plans made by the trainees.
the Training of
The Corporate
Executive
Empowering
Program
Teknis 24 Asesmen Calon Mempersiapkan regenerasi para instruktur internal 4
Bidang Instruktur perusahaan dan membekali kompetensi yang memadai
Internal sehingga dapat mendukung pengembangan dan
Technical Perusahaan peningkatan kompetensi pegawai melalui proses
Field pembelajaran yang bermuara pada pencapaian Visi dan
Assessment Misi Perusahaan.
of Prospective
Company Internal Prepare the regeneration of the company's internal
Instructors instructors and provide adequate competencies so that they
can support the development and improvement of employee
competencies through the learning process that leads to the
achievement of the Company's Vision and Mission.
Teknis 25 Workshop Untuk memberikan gambaran umum tentang keamanan 1
Bidang Security penerbangan, dan pentingnya lingkungan bandar udara
Awareness yang aman, meningkatkan kepedulian risiko keamanan
Technical penerbangan di bandar udara, meningkatkan kesadaran
Field Workshop untuk melaporkan kepada pihak berwenang apabila
Security terjadi insiden atau adanya potensi ancaman keamanan
Awareness penerbangan dan memberikan pemahaman untuk turut
serta menjaga keamanan penerbangan di bandar udara.
To provide an overview of aviation security, and the

importance of a safe airport environment, to increase the
awareness of aviation security risks at the airport, to raise
awareness to report to authorities in the event of an incident
or the potential threat of aviation security, and to provide
understanding to participate in maintaining flight security
airport.

Jenis Jumlah
No Level
Teknis 26 Workshop Mampu mengimplementasikan kegiatan Coaching dan 14
Bidang Coaching and Mentoring di unit kerjanya masing-masing melalui
Mentoring for komunikasi yang efektif dalam upaya pengembangan SDM,
Technical Executive Leader sehingga memberikan solusi untuk setiap masalah kinerja
Field Batch I dan II baik di lingkup unit maupun perusahaan.
Workshop To be able to implement Coaching and Mentoring activities in

Coaching and their respective work units through effective communication
Mentoring for in the effort to develop HR, so as to provide solutions for every
Executive Leader performance problem both within the unit and company.
Batch I dan II
Pra 27 Pelatihan Pra Dalam rangka mempersiapkan masa pensiun pegawai 3
Purnabakti Purnabakti Tahun dalam hal pengembangan potensi diri dan kemampuan
2018 mengelola permasalahan setelah pensiun
Pre-
retirement Pre-retirement In order to prepare employee retirement in terms of
Training in 2018 developing self potential and ability to manage problems
after retirement
Teknis 28 Pembelajaran 1. Mengerti dan memahami apa yang dimaksud berpikir 11
Bidang Online Materi kreatif.
Berpikir Kreatif 2. Mengerti dan memahami apa saja yang menjadi
Technical Di Jakarta hambatan dalam berpikir kreatif serta dapat mencari
Field solusi saat menemukan hambatan dalam berpikir
Online Learning kreatif.
Creative Thinking 3. Mengerti dan memahami proses-proses berpikir kreatif.
Materials in 4. Mengerti dan memahami teknik berpikir kreatif.
Jakarta
1. Understand and comprehend what creative thinking
means.
2. Understand and comprehend the obstacles in creative
thinking and be able to find solutions when finding
obstacles in creative thinking.
3. Understand and comprehend the processes of creative
thinking.
4. Understand and comprehend creative thinking techniques.

3. General Teknis 1. In-House Dalam rangka memberikan pemahaman pegawai 15
Manager Bidang Training ACI - tentang tantangan dalam isu sosial dan lingkungan yang
SMS Workshop mengharuskan manajemen bandara merencanakan dan
Technical for Executive mengimplementasikan SMS dan Safety Culture.
Field Managers
In order to provide employees with an understanding of
In-House challenges in social and environmental issues that require
Training ACI - airport management to plan and implement SMS and Safety
SMS Workshop Culture.
for Executive
Managers
Teknis 2. Business Acumen Agar setiap manajer atau karyawan memahami dengan jelas 6
Bidang perusahaannya, meningkatkan kemampuan menerapkan
Business Acumen model analisis 5 faktor bisnis, mengembangkan pemahaman
Technical atas laporan keuangan dan strategi pengelolaannya,
Field memahami cara menerapkan manajemen risiko secara
cerdas, meningkatkan kemampuan berpikir selayaknya
pemilik perusahaan dan mengembangkan rencana kerja
perorangan untuk mencapai hasil maksimal.
In order for each manager or employee to clearly understand

their company, to improve the ability to apply the analysis
model of 5 business factors, to develop an understanding
of financial statements and management strategies, to
understand how to implement risk management intelligently,
to improve the ability to think as a company owner, and to
develop individual work plans to achieve maximum results.
Teknis 3. Workshop Mampu mengimplementasikan kegiatan Coaching dan 15
Workshop To be able to implement Coaching and Mentoring activities in

Coaching and their respective work units through effective communication
Mentoring for in the effort to develop HR, so as to provide solutions for every
Batch I dan II

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2018 Annual Report
Jenis Jumlah
No Level
Pra 4. Pelatihan Pra Dalam rangka mempersiapkan masa pensiun pegawai 3
2018 mengelola permasalahan setelah pensiun.
Pre-
retirement Pre-retirement In order to prepare employee retirement in terms of
Training in 2018 developing self potential and ability to manage problems
after retirement.
Teknis 5. Pembelajaran 1. Mengerti dan memahami apa yang dimaksud berpikir
Technical Di Kupang hambatan dalam berpikir kreatif serta dapat mencari
Field solusi saat menemukan hambatan dalam berpikir kreatif.
Online Learning 3. Mengerti dan memahami proses-proses berpikir kreatif.
on Creative 4. Mengerti dan memahami teknik berpikir kreatif.
Thinking
Materials in 1. Understand and comprehend what creative thinking 1
Kupang means.
thinking.

Technical Di Surakarta hambatan dalam berpikir kreatif serta dapat mencari
Thinking 1
Materials in 1. Understand and comprehend what creative thinking
Surakarta means.
thinking.
Technical Di Proyek hambatan dalam berpikir kreatif serta dapat mencari
Field Yogyakarta solusi saat menemukan hambatan dalam berpikir kreatif.
3. Mengerti dan memahami proses-proses berpikir kreatif.
Online Learning 4. Mengerti dan memahami teknik berpikir kreatif.
on Creative 1
Thinking 1. Understand and comprehend what creative thinking
Materials in means.
Yogyakarta 2. Understand and comprehend the obstacles in creative
thinking.
Field Semarang solusi saat menemukan hambatan dalam berpikir kreatif.
on Creative 1
Materials in means.
Semarang 2. Understand and comprehend the obstacles in creative
thinking.


Jenis Jumlah
No Level
4. Senior Public 1 The International Dalam rangka memperkaya pengetahuan dan melihat 1
Manager Course Visitor Leadership secara langsung kehidupan sosial, ekonomi, politik, budaya,
Program Aviation dan lembaga pendidikan, serta desain dan implementasi
Infrastructure proyek infrastuktur bandara di Amerika Serikat.
Development
To enrich knowledge and see firsthand the social, economic,
The International political, cultural and educational institutions, as well as the
Visitor Leadership design and implementation of airport infrastructure projects
Program Aviation in the United States.
Infrastructure
Development
Public 2 Pelatihan Menambah dan memperluas jaringan dengan industri 1
Course Airport SMS penerbangan di dunia, dan untuk membahas lebih dalam
Implementation mengenai tantangan dan peluang yang belum pernah
terjadi sebelumnya pada industri penerbangan dunia,
Airport SMS serta apa yang harus dilakukan oleh para pemimpin
Implementation di bidang penerbangan untuk menjaga keselamatan,
Training dan meningkatkan efisiensi pengoperasian bandara
terutama dalam menghadapi pertumbuhan pengguna jasa
penerbangan yang terus meningkat.
To add to and expand the network with the aviation industry

in the world, and to discuss more about unprecedented
challenges and opportunities in the world aviation industry,
as well as what leaders must do in the field of aviation to
maintain safety, and to improve the efficiency of airport
operations especially in the face of ever-increasing growth in
flight service users.

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Jenis Jumlah
No Level
Public 3 IATA Global IATA Global Training Partner Conference:
Pelatihan profesional muda, serta untuk mengeksplorasi bakat
Dengan Cranfield yang dicari oleh pasar dan value networks.
University
Kordinasi kerjasama penyelenggaraan pelatihan
IATA Global Training penyelenggaraan IATA ATC (Authorized Training Center).
Partner Conference
Activities for Cranfield University:
Collaborative • Airport Safety, Security and Services.
Training with • Airport Operations and Business Development
Cranfield University (membahas semua aspek kinerja bisnis, mulai dari
pengembangan rencana strategis organisasi melalui
pengembangan layanan udara, manajemen biaya, dan
maksimalisasi pendapatan komersial untuk pengendalian
program modal dan operasional).
layanan terbaik).
1
IATA Global Training Partner Conference:
value networks.

Public 4 ACI - 2018 Legal Dalam rangka memberikan pemahaman pegawai atas 1
Course Affairs Spring isu hukum di bidang kebandarudaraan yang berkembang
Conference secara global dan untuk dapat merumuskan kebijakan
penanganan hukum atas situasi disrupsi industri pada
ACI - 2018 Legal kegiatan bandara.
Affairs Spring
Conference To provide employees with understanding of legal issues in
the field of airport development globally and to be able to
formulate legal handling policies on the situation of industrial
disruption at airport activities.
Public 5 ACI Online Dalam rangka memberikan pengetahuan dan pemahaman 1
Course Learning - yang komprehensif tentang pengelolaan dan perencanaan
Certificate in pengembangan konsesi.
Concession
Management To provide comprehensive knowledge and understanding of
the management and planning of concession development.
ACI Online
Learning -
Certificate in
Concession
Management

Jenis Jumlah
No Level
Public 6 In-House Training Dalam rangka memberikan pemahaman pegawai tentang 5
Course ACI - Airport tantangan dalam pertumbuhan ekonomi, isu sosial dan
Master Planning lingkungan yang mengharuskan manajemen bandara
merencanakan dan memberikan fasilitas dan layanan
In-House Training terbaik, serta hubungan antara airport strategic planning
ACI - Airport dan optimal capacity management.
Master Planning
To provide employees with an understanding of the challenges
in economic growth, social and environmental issues that
require airport management to plan and provide the best
facilities and services, and the relationship between airport
strategic planning and optimal capacity management.
Public 7 ICAO - Training Dalam rangka memperkaya pengetahuan tentang Training 2
Course Developers Development dan untuk pemenuhan kompetensi Learning
Course Management (analysis, design, development, implementation,
dan evaluation of learning).
ICAO - Training
Developers To enrich knowledge about Training Development and to fulfill
Course the Learning Management competencies (analysis, design,
development, implementation, and evaluation of learning).
Public 8 In-House Training Dalam rangka memperoleh pengetahuan mengenai 1
Course ACI - Airport cara atau metode untuk mengimplementasikan konsep
Environmental pengelolaan lingkungan hidup bandara berdasarkan
Management rekomendasi ICAO, sehingga dapat membantu rencana
kerja dan kegiatan yang terkait dengan konsep-konsep
In-House Training Green Airport/Eco Airport.
ACI - Airport
Environmental To gain knowledge about ways or methods to implement the
Management concept of airport environmental management based on ICAO
recommendations, so that it can help work plans and activities
related to Green Airport/Eco Airport concepts.
Planning
To enrich knowledge of aspects of business performance,
In-House Training starting from organizational development plans, developing
ACI - Airport air services, and optimizing commercial income.
Business
Development and
Planning
Public 10 Benchmarking ke Pemberian penghargaan kepada pemenang Lomba Inovasi 1
Course Suvarnabhumi Tahun 2017 serta untuk mengukur, membandingkan
to Suvarnabhumi
to Hongkong

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Jenis Jumlah
No Level
Airport
To develop and expand the knowledge of Airport Rescue & Fire
Benchmarking Fighting related facilities, especially the main extinguishing
Airport Rescue materials, the quality of foam C in Aviation Accident Aid and
and Fire Fighting Extinguisher services.
to Dubai
International
Airport
Public 13 Official Visit to Untuk meningkatkan pengetahuan mengenai penerapan 1
Course AVSECO Limited Airport Security Professional di AVSECO Hongkong dan
- Hongkong dalam rangka penerapan Airport Security Professional
dengan kualitas SDM yang sesuai pada peraturan yang
Official Visit to berlaku.
AVSECO Limited -
Hongkong To increase knowledge about the application of Airport
Security Professional in AVSECO Hong Kong and in the context
of implementing Airport Security Professionals with qualified
human resources based on with applicable regulations.
Course Brisbane Airport Standart Operating Procedure (SOP) Airport Security
Professional di PT. Angkasa Pura I (Persero).
Official Visit to
Brisbane Airport To increase knowledge about the application of the Standard
Operating Procedure (SOP) of Airport Security Professional at
PT. Angkasa Pura I (Persero).
Public 15 In-House Training Dalam rangka memperkaya pengetahuan tentang 9
Course ACI - Managing pengelolaan kualitas layanan bandara yang efektif.
Service Quality at
Airport To enrich knowledge about the effective management of
airport service quality.
In-House Training
ACI - Managing
Service Quality at
Airport
Public 16 IATA Security Dalam rangka memperkaya pengetahuan dan wawasan 1
Course Audit and Quality tentang audit penerbangan dan audit bandara seperti yang
Control dipersyaratkan dalam ICAO Annex 17.
IATA Security To enrich knowledge and insights about aviation audits and
Audit and Quality airport audits as required in ICAO Annex 17.
Control
Public 17 4th Human Dalam rangka memperkaya pengetahuan dan wawasan 1
Course Capital untuk dapat keep up dengan perkembangan Human Capital
Management for dan Training & Development dalam lingkungan bandara
Airport Summit
To enrich knowledge and insight to be able to keep up with the
4th Human development of Human Capital and Training & Development
Capital in the airport environment
Management for
Airport Summit
Public 18 Official Visit to Untuk mengetahui cara pengembangan system keamanan 5
Course Madrid Airport penerbangan melalui penerapan teknologi terkini
and Barcelona (advanced teknology).
Official Visit to To find out how to develop aviation security system

Madrid Airport through the application of the latest technology (advanced
and Barcelona technology).
Public 19 Markplus Untuk menambah pengetahuan dan kompetensi pegawai 1
Course Conference 2018 bagi para pelaku bisnis di berbagai perusahaan maupun
lembaga negara dan juga sekaligus menjalin jejaring
Markplus (networking) antara berbagai perusahaan di Indonesia.
Conference 2018
To increase knowledge and competence of the employee for
business actors in various companies and state institutions
and also to establish networking between various companies
in Indonesia.

Jenis Jumlah
No Level
Public 20 Workshop Best Untuk meningkatkan pengetahuan dan kompetensi 1
Course Practices in profesi audit internal dan manajemen risiko serta
Internal Auditing peningkatan peran audit internal dalam mendorong proses
governance, manajemen risiko dan pengendalian internal.
Workshop of
Best Practices in Improving the professional knowledge and competency of
Internal Auditing internal audit and risk management and increase the role of
internal audits in encouraging the processes of governance,
risk management and internal control.
Public 21 Workshop Untuk meningkatkan pengetahuan dan kompetensi 1
Course Integrated manajemen risiko yang memadai dan terkini dan sebagai
Governance Risk wadah pertemuan dan sharing knowledge antar instansi
Management dalam implementasi manajemen risiko di masing-masing
Compliance in perusahaan.
Digital World
Improving the knowledge and competencies of adequate and
Workshop of up-to-date risk management and as a forum for meeting and
Integrated sharing knowledge among agencies in the implementation of
Governance Risk risk management in each company.
Management
Compliance in
Digital World
Public 22 IEEE Conference Meningkatkan kompetensi dalam pengembangan di lingkup 1
Course on Power teknik.
Engineering
and Renewable Improving competence in development within the scope of
Energy (ICPERE engineering.
2018)
IEEE Conference
on Power
Engineering
and Renewable
Energy (ICPERE
2018)
Public 23 Workshop Meningkatkan kompetensi dalam merancang dan 1
Course Pertanahan dan memfasilitasi kegiatan kapitalisasi tanah di lapangan
Property serta agar mampu memahami penyelesaian tangh dengan
mendalami penanganan sengketa tanah.
Workshop of Land
and Property Improving competence in designing and facilitating land
capitalization activities in the field, and understanding the
settlement of land by studying deeply about land dispute
handling.
Public 24 Diklat dan meningkatan kemampuan dan pengetahuan pegawai dalam 4
Course Sertifikasi bidang pengelolaan dana pensiun pegawai.
Manajemen
Umum Dana improving the employee skills and knowledge in the
Pensiun management of employee pension funds.
Pension
Fund General
Management
Training and
Certification
Akuisisi, Spin
Off (Divestasi) Improving the understanding and competencies related to
dan Pengelolaan aspects of mergers, acquisitions and spin-offs (divestment).
Holding Company
Workshop
on Mergers,
Acquisitions, Spin
Off (Divestment)
and Management
of Holding
Company

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Jenis Jumlah
No Level
Public 26 Bimbingan Teknis Mengetahui informasi terbaru terkait penggantian 1
Course Modernisasi Peraturan Presiden mengenai pengadaan barang jasa
Pengadaan pemerintah yaitu Perpres 16 Tahun 2018.
Berdasarkan
Perpres Nomor Knowing the latest information regarding the replacement
16 Tahun 2018 of the Presidential Decree regarding the procurement of
government goods and services, namely Presidential Decree
Technical No. 16 of 2018.
Guidance on
Procurement
Modernization
Based on
Presidential
Decree Number
16 of 2018
Public 27 Training Certified Untuk meningkatkan kemampuan dan kompetensi personil 1
Course Contact Center Airport Services and Hospitality di dalam pelayanan dan
Manager penanganan Contact Center.
Training of Improving the ability and competence of Airport Services and

Certified Contact Hospitality personnel in the service and handling of Contact
Center Manager Centers.
Public 28 Workshop Teknik Untuk meningkatkan kemampuan dan kompetensi personil 1
Course Penyusunan General Services untuk memperoleh barang/jasa yang
HPS Yang Wajar tepat dari segi harga, mutu, jumlah, waktu, kegunaan,
& Akuntable mensyaratkan prosedur dan kaidah pengadaan yang
dalam Proses baik.
Pelelangan
Pengadaan improving the ability and competence of General Services
Barang & Jasa personnel to obtain goods/services that are appropriate in
Perusahaan terms of price, quality, quantity, time, usability, requiring
good procurement procedures and rules.
Workshop of Fair
and Accountable
HPS Preparation
Technique in the
Procurement
of Company’s
Goods & Services
Auction Process
Public 29 Workshop Dalam rangka memperkaya pengetahuan tentang 1
Course Edukasi Bisnis pengelolaan Klinik Kesehatan Komersial, disamping
Kesehatan pengetahuan tentang regulasi usaha klinik, dan
“Bagaimana pengetahuan tentang system marketing, operasional,
Mendirikan dan logistic, dan SDM.
Manajemen
Klinik Kesehatan In order to enrich knowledge about the management of
yang Berdaya Commercial Health Clinics, in addition to knowledge about
Saing” clinical business regulation, and knowledge about marketing
systems, operations, logistics, and HR.
Health Business
Education
Workshop "How
to Establish
and Manage
Competitive
Health Clinics"
Public 30 Good Corporate Meningkatkan pengetahuan dan kompetensi untuk 1
Course Governance menciptakan sistem dan struktur perusahaan yang kuat
sehingga mampu menjadi perusahaan kelas dunia.
Good Corporate
Governance Increasing knowledge and competence to create a strong
corporate system and structure so that the company can
become a world-class company.
Insight Minitab Increasing knowledge in improving management quality in

Conference the company.
Public 32 Workshop Tindak Untuk mengetahui apa yang harus dilakukan oleh Direksi 1
Course Pidana Korporasi dan Komisaris suatu korporasi agar terhindar dari jerat
hukum pidana.
Corporate Crime
Workshop Finding out what should be done by the Directors and
Commissioners of a corporation to avoid the punishment of
criminal law.

Jenis Jumlah
No Level
Public 33 Pelatihan Memberikan pengetahuan kepada pegawai yang 1
Course Sertifikasi membidangi airport safety terkait penerapan Sistem
Auditor SMK3 Manajemen Keselamatan dan Kecelakaan Kerja (K3) di
Tahun 2018 lingkungan Bandar Udara Perusahaan.
SMK3 Auditor Providing knowledge to employees in charge of airport safety

Certification related to the implementation of the Occupational Safety and
Training in 2018 Accident Management System in the Company Airport.
Public 34 Training Business Meningkatkan kompetensi dan pengetahuan dalam 1
Course Model Canvas memahami cara mengevaluasi, mengembangkan dan
mendesain business model perusahaan.
Canvas Model
Business Training Improving the competency and knowledge in understanding
how to evaluate, develop and design a company's business
model.
Public 35 Training Meningkatkan kompetensi dan pengetahuan dalam hal 1
Course Strategic Brand branding terkait esensi dan pentingnya brand sebagai
Management identitas perusahaan dan cara memformulasikan brand
identity.
Training of
Strategic Brand Improving competence and knowledge in terms of branding
Management related to the essence and the importance of brand as a
corporate identity and how to formulate brand identity.
Public 36 Workshop Project Untuk menambah pengetahuan dan kompetensi 1
Course Risk Management pegawai terkait pelaksanaan pengembangan proyek dan
memastikan risiko-risiko yang teridentifikasi pada proyek
Workshop of tersebut dapat dikelola secara berkesibambungan.
Project Risk
Management increasing the knowledge and competence of employees
related to the implementation of project development
and ensuring that the risks identified in the project can be
managed simultaneously.
Public 37 Pelatihan Menunjang pelaksanaan penyusunan rencana induk 1
Course Aplikasi GIS bandar udara yang merupakan pedoman pembangunan
untuk Penataan dan pengembangan fasilitas bandar udara serta pedoman
Ruang / Wilayah bagi pemerintah daerah setempat dalam pengembangan
wilayah di sekitar bandar udara.
GIS Application
Training for Supporting the implementation of airport master plan
Spatial / Regional development which is a guideline for the development of
Arrangement airport facilities as well as guidelines for the local government
in developing the areas around the airports.
Public 38 Workshop Meningkatkan pengetahuan manajemen kearsipan, 1
Course Manajemen Arsip mengembangkan strategi dan konsep kearsipan secara
dan E-Filling tepat, membuat proses jadwal retensi dokumen dan mampu
membuat aplikasi electronic records management system.
Archive
Management Enhancing archival management knowledge, developing
and E-Filling archival strategies and concepts appropriately, making
Workshop document retention schedule processes and providing the
knowledge to create electronic records management system
applications.
Public 39 Pelatihan Meningkatkan pengetahuan dan kemampuan pegawai 1
Course Sertifikasi dalam bidang auditor hukum.
Auditor Hukum
Increasing the knowledge and ability of employees in the field
Legal Auditor of legal auditors.
Certification
Training

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No Level
Public 40 Sharing Session Meningkatkan efisiensi dan efektifitas back office operation 1
Course Shared Service perusahaan serta implementasi shared service yang sukses
Consolidating dalam meningkatkan bisnis perusahaan.
Function,
Accelerating Improvig the efficiency and effectiveness of the company's
Business back office operations and the implementation of shared
services that are successful in increasing the company's
Sharing Session business.
Shared Service
Consolidating
Function,
Accelerating
Business
Course Internal Audit (QIA) dan reccurent sertifikasi qualified internal audit
(SNIA)
Inauguration of prospective graduates of qualified internal
Seminar on audit (QIA) and the recurrent of certification qualified internal
National Internal audit.
Audit (SNIA)
Public 42 Pelatihan Memberikan pengetahuan dan keterampilan pegawai 5
Course Sertifikasi dan direktorat operasi terkait manajemen sistem keselamatan,
Resertifikasi Ahli kesehatan, dan kecelakaan kerja di lingkungan kerja Bandar
K3 Umum Batch Udara Perusahaan.
I dan II
Providing the knowledge and skills of the directorate of
Training in operations related to the management of the safety, health
Certification and and work accident systems in the work environment of the
Recertification Company Airport.
of General K3
Experts of Batch
I and II
Public 43 Workshop Key Untuk memperoleh pemahaman mendalam tentang 1
Course Risk Indicators Key Risk Indicators (KRIs) dan perannya dalam manjemen
risiko korporasi.
Workshop of Key
Risk Indicators gaining an in-depth understanding of Key Risk Indicators
(KRIs) and their role in corporate risk management.
Program
PKBL untuk Increasing the knowledge about the application of GCG
Usaha BUMN dan part of business management for the company's business
Anak Perusahaan sustainability.
Workshop of
Implementation
of GCG Principles
in the PKBL
Program for
Business
Sustainability
of SOEs and
Subsidiaries
Public 45 Client Gathering Untuk menjalin kerjasama yang sudah terbangun dengan 2
Course PPM “Managing baik antara PT Angkasa Pura I (Persero) dengan PPM
Innovation for Manajemen.
Sustainable
Business Growth” Maintaining cooperation that has been well established
between PT Angkasa Pura I (Persero) and PPM Management.
PPM Client
Gathering of
"Managing
Innovation for
Sustainable
Business Growth"

Jenis Jumlah
No Level
Public 46 Pelatihan Dalam rangka memberikan wawasan kepada pegawai 1
Course Greenship tentang prinspi-prinsip terkait bangunan hijau dan green
Associates movement, serta untuk mendukung tercapainya visi dan
sasaran strategis perusahaan untuk mewujudkan ecological
Greenship friendly airport.
Associates
Training Providing insight to employees about the principles related to
green buildings and a green movement, as well as supporting
the achievement of the company's vision and strategic goals
to realize ecological friendly airport.
Public 47 Pelatihan Meningkatkan pengetahuan dan kompetensi untuk 1
Course Master Class mengembangkan dan mengimplementasikan perencanaan
Training Balanced strategis perusahaan dan perencanaan bisnis tahunan,
Scorecard dan sebagai pembekalan guna menyusun Dokumen RJPP
Perusahaan Periode 2019 - 2023 yang akan disusun pada
Balanced awal periode tahun 2018.
Scorecard Master
Class Training Increasing knowledge and competence to develop and
implement corporate strategic planning and annual business
planning, and as a briefing to compile the Company's RJPP
Documents for the 2019-2023 period to be compiled at the
beginning of the 2018 period.
Public 48 LOOP Certified Sebagai kelanjutan dari Workshop Coaching & Mentoring dan 5
Course Corporate Coach untuk meningkatkan ketrampilan dalam praktek aplikasi
Program teknik coaching di dalam perusahaan dan organisasi bagi
pegawai level Struktural yang pada akhirnya dapat diri
LOOP Certified menjadi member ICF (International Coach Federation).
Corporate Coach
Program As a continuation of the Coaching & Mentoring Workshop and
to improve skills in the practice of application of coaching
techniques in companies and organizations for Structural
level employees who eventually can become the members of
ICF (International Coach Federation).
Public 49 Diklat Audit Untuk menambah pengetahuan dan kompetensi pegawai 2
Course Intern Tingkat PT Angkasa Pura I (Persero) dalam fungsi Internal Audit
Manajerial level manajerial.
Managerial Level Increasing the knowledge and competence of PT Angkasa

Internal Audit Pura I (Persero) employees in managerial level Internal Audit
Education and functions.
Training
Public 50 Diklat Audit Program Lanjutan untuk menambah pengetahuan dan 2
Course Intern Tingkat kompetensi pegawai PT Angkasa Pura I (Persero) dari
Lanjutan I dan II fungsi Internal Audit.
Education Advanced Program to increase the knowledge and

and Training competence of PT Angkasa Pura I (Persero) employees from
on Advanced the Internal Audit function.
Internal Audit I
and II
Course Intern Tingkat PT Angkasa Pura I (Persero) dalam dasar-dasar fungsi
Dasar I dan II Internal Audit.
Education and Increasing the knowledge and competency of PT Angkasa

Training on Basic Pura I (Persero) employees in the basics of Internal Audit
Internal Audit I functions.
and II
Teknis 52 Aviation Security Meningkatkan pengetahuan dan wawasan serta sebagai 8
Bidang Manager Course salah satu upaya mengoptimalkan fungsi Airport Security
Batch I disertai dengan improvisasi yang disesuaikan dengan
Technical bidang tugasnya, sehingga seluruh tugas dan tanggung
Field Aviation Security jawab dapat dilaksanakan secara efektif dan efisien.
Manager Course
Batch I Increasing knowledge and insight and as an effort to optimize
the Airport Security function accompanied by improvisation
that is tailored to the field of work, so that all tasks and
responsibilities can be carried out effectively and efficiently.

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2018 Annual Report
Jenis Jumlah
No Level
Batch VI year mampu melakukan “transfer knowledge” kepada personil
2018 lainnya.
Enabling trainees to implement, analyze, evaluate and provide

compliance management recommendations specifically
related to gratuity control programs and the development of
Integrity Systems in every business process in the Company,
as well as enable them to "transfer knowledge" to other
personnel.
Field
PPAK Batch I and Providing knowledge and skills of employees of the Internal
II Basic Level Audit Unit in providing basic knowledge related to fraudulent
Forensic Training practices and/or acts of corruption in the work unit.
Teknis 55 Monitoring Mempersiapkan para pimpinan Angkasa Pura 1 menuju 5
Bidang Pelatihan The kelas dunia dan membentuk jiwa kepemimpinan berbasis
Corporate kearifan lokal serta selaras dengan kebudayaan Indonesia
Technical Executive dan menciptakan pemimpin yang memiliki rasa syukur,
Field Empowering iklas dan sebagai pemimpin yang melayani.
Program
Preparing the leaders of Angkasa Pura 1 towards world class
Monitoring of and shaping the leadership spirit based on local wisdom and
The Corporate in harmony with Indonesian culture and creating leaders who
Executive have gratitude, sincerity and serve as leaders.
Empowerment
Program Training
Teknis 56 Pelatihan Agar pegawai mampu menguasai usaha - usaha yang 13
Bidang Interpretasi diperlukan untuk mencapai sasaran kinerja perusahaan.
KPKU Tahun
Technical 2018 Enabling employees to master the efforts needed to achieve
Field the company's performance goals.
KPKU
Interpretation
Training in 2018
Teknis 57 Pelatihan Asesor Agar pegawai mampu menguasai usaha - usaha yang 5
Bidang KPKU Tahun diperlukan untuk mencapai sekaligus mengukur sasaran
2018 kinerja perusahaan.
Technical
Field KPKU Assessor Enabling employees to master the efforts needed to be done
Training in 2018 while measuring the company's performance goals.
Teknis 58 Pelatihan Memberikan kemampuan instruksional, mendesain, 13
Bidang Training of menyelenggarakan, dan mengevaluasi kegiatan pelatihan
Trainers Batch I serta menyiapkan kader calon instruktur internal di
Technical Tahun 2018 lingkungan perusahaan.
Field
Batch I Training of Providing instructional skills, designing, organizing, and
Trainers in 2018 evaluating training activities and preparing cadres of
prospective internal instructors in the company environment.
Assessment Misi Perusahaan.
of Prospective
Company Internal Preparing the regeneration of the company's internal
Instructors instructors and providing adequate competencies so that they
can support the development and improvement of employee
competencies through the learning process that leads to the
achievement of the Company's Vision and Mission.

Jenis Jumlah
No Level
Bidang Aviation Security penerbangan, dan pentingnya lingkungan bandar udara
Technical penerbangan dibandar udara, meningkatkan kesadaran
Field Workshop on untuk melaporkan kepada pihak berwenang apabila
Aviation Security terjadi insiden atau adanya potensi ancaman keamanan
serta menjaga keamanan penerbangan di bandar udara
providing an overview of aviation security, and the importance

of a safe airport environment, increasing the awareness of
aviation security risks at the airport, raising awareness to
report to authorities in the event of an incident or the potential
threat of aviation security and providing understanding to
participate in maintaining flight security at the airport.
Teknis 61 Business Acumen Agar setiap manajer atau karyawan memahami dengan jelas 28
Helping each manager or employee to clearly understand the

company, improving the ability to apply the analysis model
of 5 business factors, develop an understanding of financial
statements and management strategies, understand how
to implement risk management intelligently, improving the
ability to think as a company owner and developing individual
work plans to achieve the maximum result.
Teknis 62 Workshop Mampu mengimplementasikan kegiatan Coaching dan 1
Workshop on Able to implement Coaching and Mentoring activities in their

Coaching and respective work units through effective communication in
Mentoring for the effort to develop HR, so as to provide solutions for every
Batch I and II
Pre-
retirement Pre-retirement Preparing employee retirement in terms of developing self
Training in 2018 potential and ability to manage problems after retirement.
Teknis 64 Sertifikasi Memastikan bahwa seorang Instruktur tersebut layak dan 2
Bidang Instruktur mempunyai kompetensi dibidangnya masing-masing dan
Aviation Security disahkan dengan mendapatkan sertifikat Instruktur untuk
Technical dapat menyampaikan materi.
Field Certification of
Aviation Security Ensuring that an instructor is competent and has competence
Instructor in their respective fields and is authorized by obtaining an
Instructor certificate to be able to deliver the material.

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Teknis 65 Pelatihan Airline Memberikan pengetahuan tentang manajemen rute bandar 15
Bidang Management udara dan pengembangannya, sebagai dasar penyusunan
and Route pengajuan rute bandar udara yang baru kepada airline
Technical Development (maskapai), serta memberikan coaching kepada Dept. Head
Field Tahun 2018 Officer di unit kerjanya terkait penyusunan proposal rute
(Batch V - XI : bandara yang potensial bernilai jual untuk dipresentasikan
LOP, UPG, KOE, kepada airline dan General Manager Bandar Udara.
SRG, JOG, DPS,
SOC) Providing knowledge about airport route management and
its development, as a basis for preparing new airport route
Airline submissions to the airline, as well as providing coaching
Management to Dept. The Head Officer in his work unit related to the
and Route preparation of airport route proposals that are potentially
Development worth selling for presentation to the airline and Airport
Training in 2018 General Manager.
(Batch V - XI: LOP,
UPG, KOE, SRG,
JOG, DPS, SOC)
Technical Di Surabaya hambatan dalam berpikir kreatif serta dapat mencari
of Creative 4. Mengerti dan memahami teknik berpikir kreatif.
Thinking
Surabaya means.
thinking.
Technical Di Denpasar hambatan dalam berpikir kreatif serta dapat mencari
Thinking
Denpasar means.
thinking.
Technical Di Balikpapan hambatan dalam berpikir kreatif serta dapat mencari
Thinking
Balikpapan means.
thinking.

Jenis Jumlah
No Level
Technical Di Banjarmasin hambatan dalam berpikir kreatif serta dapat mencari
Thinking
Banjarmasing means.
thinking.
Field Banjarmasin solusi saat menemukan hambatan dalam berpikir kreatif.
of Creative
Materials in means.
Banjarmasin 2. Understand and comprehend the obstacles in creative
Project thinking and be able to find solutions when finding
thinking.
Technical Di Makassar hambatan dalam berpikir kreatif serta dapat mencari
xxx Online Learning 3. Mengerti dan memahami proses-proses berpikir kreatif.
Thinking
Makassar means.
thinking.
Technical Di Manado hambatan dalam berpikir kreatif serta dapat mencari
xxxc Online Learning 3. Mengerti dan memahami proses-proses berpikir kreatif.
Thinking
Manado means.
xxx 2. Understand and comprehend the obstacles in creative
thinking.

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Jenis Jumlah
No Level
Technical Di Lombok hambatan dalam berpikir kreatif serta dapat mencari
Thinking
Lombok means.
thinking.
Thinking
Kupang means.
thinking.
Technical Di Ambon hambatan dalam berpikir kreatif serta dapat mencari
Thinking
Ambon means.
thinking.
Thinking
Jakarta means.
thinking.

Jenis Jumlah
No Level
Technical Di Yogyakarta hambatan dalam berpikir kreatif serta dapat mencari
Thinking
Yogyakarta means.
thinking.
Thinking
Surakarta means.
thinking.
of Creative
Materials in means.
thinking.
of Creative
Materials in means.
Semarang Project 2. Understand and comprehend the obstacles in creative
thinking.


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Jenis Jumlah
No Level
5. Section Head Public 1 The International Dalam rangka memperkaya pengetahuan dan melihat 1
Course Visitor Leadership secara langsung kehidupan social, ekonomi, politik, budaya,
Development
enriching knowledge and seeing directly the social, economic,
political, cultural and educational institutions, as well as the
design and implementation of airport infrastructure projects
in the United States.
Public 2 ACI - 2018 Legal Dalam rangka memberikan pemahaman pegawai atas 1
Course Affairs Spring isu hukum di bidang kebandarudaraan yang berkembang
Conference secara global dan untuk dapat merumuskan kebijakan
penanganan hukum atas situasi disrupsi industri pada
kegiatan bandara.
Providing employees with understanding of legal issues in the

field of airport development globally and enabling them to
formulate legal handling policies on the situation of industrial
disruption at airport activities.
terbaik, serta hubungan antara airport strategic planning
dan optimal capacity management.
Providing employees with an understanding of the challenges

in economic growth, social and environmental issues that
require airport management to plan and provide the best
facilities and services, and the relationship between airport
strategic planning and optimal capacity management.
Green Airport / Eco Airport.
Providing knowledge about ways or methods to implement

the concept of airport environmental management based on
ICAO recommendations, so that it can help work plans and
activities related to Green Airport/Eco Airport concepts.
Planning
Providing knowledge of aspects of business performance,
starting from organizational development plans, developing
air services, and maximizing commercial revenues.
diinginkan.
Awarding the winners of the 2017 Innovation Contest and

for measuring, comparing and gaining insight about the
conditions and performance of airports in Asia, so that best
practices to achieve the desired goals can be adopted.

Jenis Jumlah
No Level
berlaku.
Increasing knowledge about the application of Airport

Security Professional in AVSECO Hong Kong and in the context
of implementing Airport Security Professional with quality
human resources in accordance with applicable regulations.
Increasing knowledge about the application of the Airport

Security Professional Standard Operating Procedure (SOP) at
PT. Angkasa Pura I (Persero).
Public 9 In-House Training Dalam rangka memperkaya pengetahuan tentang 16
Course ACI - Managing pengelolaan kualitas layanan bandara yang efektif.
Service Quality at
Airport Enriching knowledge about the effective management of
airport service quality.

Public 10 IATA Security Dalam rangka memperkaya pengetahuan dan wawasan 1
Course Audit and Quality tentang audit penerbangan dan audit bandara seperti yang
Control dipersyaratkan dalam ICAO Annex 17.
Enriching knowledge and insights about aviation audits and

airport audits as required in ICAO Annex 17.
Public 11 IATA Airport Dalam rangka memperkaya pengetahuan dan wawasan 2
Course Development and tentang lalu lintas udara yang terus tumbuh, dan untuk
Infrastructure perlu memastikan bahwa setiap sistem di bandara cukup
Design fleksibel untuk mengakomodasi kebutuhan masa depan.
Enriching the knowledge and insights about growing air

traffic, and ensuring that each system at the airport is flexible
enough to accommodate future needs.
Public 12 ACI - ASIA Dalam rangka memperkaya pengetahuan dan wawasan 1
Course Pacific Small and tentang tren pertumbuhan small airports di kawasan Asia-
Emerging Airport Pacific dan TImur Tengah.
Seminar 2018
Enriching knowledge and insight into the growth of trends of
small airports in the Asia-Pacific and Middle East regions.
Public 13 Global Internal Dalam rangka membekali pegawai dengan pengetahuan dan 1
Course Audit Leadership informasi terkini dalam bidang audit internal, manajemen
Summit risiko, pengendalian, serta teknologi informasi yang
and Annual berkaitan dengan profesi, dan membantu organisasi dalam
Conference 2018 usaha mencapai tujuannya dengan cara memberikan suatu
pendekatan disiplin yang sistematis untuk mengevaluasi
dan meningkatkan efektifitas manajemen risiko (risk
management), pengendalian (control) dan proses tata
kelola (governance processes).
Equipping employees with the latest knowledge and

information in the fields of internal audit, risk management,
control, and information technology related to the profession,
and helping organizations in achieving their goals by
providing a systematic disciplinary approach to evaluating
and increasing the effectiveness of risk management, control
and governance processes.
Management for dan Training & Development dalam lingkungan bandara.
Airport Summit
Enriching knowledge and insight to improve with the
development of Human Capital and Training & Development
in the airport environment.

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Jenis Jumlah
No Level
Public 15 Accomodating Dalam rangka memperkaya pengetahuan tntang 1
Course Panssenger With perundang-undangan hak diabilitas, arsitektur standar
Disabilities (ADP) aksesibilitas, teknologi informasi yang adaptif, san cara
Workshop mengkamodasi berbagai kebutuhan penumpang disabilitas.
Enriching knowledge about the law on the rights of disability,

standard accessibility architecture, adaptive information
technology, and ways of modifying the various needs of
passengers with disabilities.
Public 16 Workshop Best Untuk meningkatkan pengetahuan dan kompetensi 4
Course Practices in profesi audit internal dan manajemen risiko serta
Internal Auditing peningkatan peran audit internal dalam mendorong proses
governance, manajemen risiko dan pengendalian internal.
xxx
Improving the professional knowledge and competency of
internal audit and risk management and increasing the role
of internal audits in encouraging governance processes, risk
management and internal control.
Public 17 Workshop SEAGC Meningkatkan pengetahuan geoteknik terutama dalam 3
Course proyek pengembangan bandara di kemudian hari.
Increasing geotechnical knowledge especially in future airport

development projects.
Public 18 Certified Meningkatkan pengetahuan dalam bidang behavioral event 1
Course Behavioral Even interview.
Interview Training
Increasing the knowledge in the field of behavioral event
interviews.
Public 19 Workshop Untuk menambah pengetahuan tentang Updating Barang- 4
Course Dangerous Goods barang berbahaya berdasarkan Buku Dangerous Goods
yang dikeluarkan oleh IATA.
Increasing the knowledge about Updating dangerous items

based on the Dangerous Goods Book issued by IATA.
Berdasarkan
Perpres Nomor Knowing the latest information regarding the replacement
16 Tahun 2018 of the Presidential Regulation regarding the procurement of
government goods, namely Presidential Regulation No. 16 of
Technical 2018.
Guidance on
Procurement
Modernization
Based on
Presidential
Decree Number
16 of 2018
Supervisor penanganan Contact Center.
Improving the ability and competence of Airport Services and

Hospitality personnel in the service and handling of Contact
Centers.
Public 22 Pelatihan Untuk melengkapi kompetensi personil Human Capital 1
Course Assessor Group dan Training & Development Group dalam bidang
Assessment Assessment Center.
Center Menthod
Completing the competence of the Human Capital Group
Training of and Training & Development Group personnel in the field of
Assessor Assessment Center.
Assessment
Center Menthod

Jenis Jumlah
No Level
Pelatihan Providing knowledge to employees in charge of airport safety

Sertifikasi Auditor related to the implementation of the Occupational Safety and
SMK3 Tahun 2018 Accident Management System in the Company Airport.
Public 24 Training Agar mampu memahami konsep dan kerangka kerja supply 1
Course Supply Chain chain management baik yang sifatnya strategis maupun
Management - operational, mampu menjelaskan posisi perusahaan dalam
SCM di BUMN rangkaian supply chain, menggunakan metoda optimasi
dan Anak untuk operasi supply chain dan memahami dinamika
Perusahaan perkembangan supply chain dalam perkembangan
teknologi informasi, internet dan data.
Training of
Supply Chain Providing the understanding of the concepts and framework
Management - of the strategic and operational supply chain management
SCM in SOEs and to explain the company's position in the supply chain series,
Subsidiaries using optimization methods for supply chain operations and
understanding the dynamics of supply chain development
in the development of information technology, internet and
data.
Public 25 Workshop Project Untuk menambah pengetahuan dan kompetensi pegawai 1
Course Risk Management terkait pelaksanaan pengembangan proyek dan
memastikan risiko-risiko yang teridentifikasi pada proyek
Workshop Project tersebut dapat dikelola secara berkesibambungan.
Risk Management
Increasing the knowledge and competence of employees
related to the implementation of project development and
ensuring the risks identified in the project can be managed
simultaneously.
Public 26 Pelatihan Memenuhi kompetensi persyaratan ISO 9001:2015 3
Course Integtasi Sistem berbasis resiko untuk mencapai system manajemen mutu
Manajemen Mutu yang efektif bagi perusahaan.
(ISO 9001:2015)
dan Manajemen Meeting the competency requirements of ISO 9001: 2015
Risiko (ISO based on risk to achieve an effective quality management
31000:2009) system for the company.
Training
of Quality
Management
System
Integration (ISO
9001: 2015) and
Risk Management
(ISO 31000:
2009)
Public 27 Sharing Session Meningkatkan efisiensi dan efektifitas back office operation 1
Course Shared Service perusahaan serta implementasi shared service yang sukses
Consolidating dalam meningkatkan bisnis perusahaan.
Function,
Accelerating Increasing the efficiency and effectiveness of the company's
Business back office operations and implementing shared services that
are successful in increasing the company's business.

(SNIA)
The inauguration of prospective graduates qualified internal
National Internal audit (QIA) and recurrently certified qualified internal audits.
Audit Seminar
(SNIA)

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Jenis Jumlah
No Level
K3 Umum Batch Udara Perusahaan, serta memperpanjang masa berlaku
I dan II lisensi Ahli K3 Umum bagi yang telah memilikinya.
Training in Providing knowledge and skills to employees of the directorate

Certification and of operations related to the management of the safety, health
Recertification and work accident systems in the work environment of the
of General OHS Company's Airport, and extending the validity period of the
Experts Batch I general safety, health, and workplace accidents system
and II expert license for those who have them.
Greenship friendly airpor.
Associates
Training Providing insight to employees about the principles related to
green buildings and green movement, as well as supporting
the achievement of the company's vision and strategic goals
to realize ecological friendly airport.
Manajerial level manajerial.
Managerial Level Increasing the knowledge and competence of PT Angkasa

Internal Audit Pura I (Persero) employees in managerial level Internal Audit
Training functions.
Lanjutan I dan II level manajerial.
Training on Increasing the knowledge and competence of PT Angkasa

Advanced Pura I (Persero) employees in managerial level Internal Audit
and II
Course Intern Tingkat PT Angkasa Pura I (Persero) dalam dasar-dasar fungsi
Dasar I dan II Internal Audit.
Training on Increasing the knowledge and competence of PT Angkasa

Advanced Pura I (Persero) employees in managerial level Internal Audit
and II
Public 34 Audit SDM Menambah pengetahuan dan persyaratan kompetensi 2
Course dalam fungsi internal audit.
HR Audit
Increasing knowledge and competency requirements in
internal audit functions.
Public 35 Audit Pembelian Memahami prosedur dan administrasi di 2
Course / Pengadaan dalam proses pengadaan barang dan jasa
Barang & Jasa Mempelajari secara nyata penipuan atau
penyimpangan dalam hal pengeloalaan, pembelian,
Audit of dan pengadaan baik barang maupun jasa.
Purchasing/ Mengetahui proses audit dalam dalam mengungkapkan
Procurement of kecurangan atau fraud dalam proses pengadaan barang
Goods & Services dan jasa.
Giving the understanding of procedures and administration in

the process of procurement of goods and services.
Learning in real terms fraud or irregularities in terms of
managing, purchasing, and procuring both goods and services.
Knowing the audit process in disclosing fraud in the process of
procurement of goods and services.


Jenis Jumlah
No Level
Public 36 Pelatihan Memberikan pengetahuan dan keterampilan pada para 4
Course Sertifikasi auditor agar siap menjadi praktisi auditor internal di
Internal Auditor perusahaan.
Internal Auditor Providing knowledge and skills to auditors to be ready to

Certification become internal auditor practitioners in the company.
Training
Teknis 37 Seleksi Online Dalam rangka mendorong setiap Pegawai untuk 6
Bidang Program Beasiswa mengembangkan diri dan meningkatkan kemampuan
S2 Magister dan profesionalisme berbasis kompetensi dalam bidang
Technical Manajemen kebandaraan, serta untuk mengembangkan SDM
Field Kebandarudaraan Perusahaan melalui pendidikan ke jenjang yang lebih tinggi.
Online Selection Encouraging every employee to develop themselves and

of the Master improving competency-based abilities and professionalism
Program in Airport in the field of airport, as well as developing the Company's
Management human resources through education to a higher level.
Scholarship
Teknis 38 Program S2 Dalam rangka mendorong setiap Pegawai untuk 5
Bidang Magister mengembangkan diri dan meningkatkan kemampuan
Manajemen dan profesionalisme berbasis kompetensi dalam bidang
Technical Kebandaraan kebandaraan, serta untuk mengembangkan SDM
Field Perusahaan melalui pendidikan ke jenjang yang lebih tinggi.
Master Program
in Airport Encouraging every employee to develop themselves and
Management improving competency-based abilities and professionalism
in the field of airport, as well as developing the Company's
human resources through education to a higher level.
Teknis 39 Pelatihan Sebagai rangkaian dari Program Beasiswa 5
Bidang Diploma S2 Magister Management Kebandaraan
IATA Sesi I - Dalam rangka mendorong setiap Pegawai untuk
Technical Airport Route mengembangkan diri dan meningkatkan kemampuan
Field Development dan profesionalisme berbasis kompetensi dalam bidang
and Commercial kebandaraan, serta untuk mengembangkan SDM
Management Perusahaan melalui pendidikan ke jenjang yang lebih tinggi.
IATA Diploma As a series of Scholarship of Master Program in Airport

Training Session Management Encouraging every employee to develop
I - Airport Route themselves and improving competency-based abilities and
Development professionalism in the field of airport, as well as developing
and Commercial the Company's human resources through education to a
Management higher level.

Teknis 40 Pelatihan Agar peserta pelatihan mampu melaksanakan pengadaan 1
Bidang Pengadaan barang/jasa yang dibutuhkan untuk mendukung
Field
Procurement of Enabling trainees to carry out the procurement of goods/
Goods/Services services needed to support the company's operations in
Training Batch III accordance with applicable guidelines.
and IV
[Integrity Seeds] mampu melakukan “transfer knowledge” kepada personil
Batch VI of 2018 lainnya.
To enable trainees to implement, analyze, evaluate and give

recommendations on compliance management particularly
related to gratifcation control and Integrity System
development program in every business process in the
Company, and able to transfer knowledge to other personnel.

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Jenis Jumlah
No Level
Field
Basic Forensic To provide knowledge and skills for Internal Audit Unit
Training Batch I employees in providing basic knowledge related to fraudulent
and II by PPAK practices and/or acts of corruption in the work unit.
Teknis 43 Monitoring Mempersiapkan para pimpinan Angkasa Pura 1 menuju 12
Bidang Pelatihan The kelas dunia dan membentuk jiwa kepemimpinan berbasis
Corporate kearifan lokal serta selaras dengan kebudayaan Indonesia
Technical Executive dan menciptakan pemimpin yang memiliki rasa syukur,
Field Empowering iklas dan sebagai pemimpin yang melayani.
Program
To prepare the leaders of Angkasa Pura 1 towards world class
Monitoring the and to shape the leadership spirit based on local wisdom and
Training on in harmony with Indonesian culture and to create leaders who
the Corporate have gratitude, sincerity and serve as serving leaders.
Executive
Empowering
Program
Teknis 44 Diklat Junior Dalam rangka proses percepatan untuk mempersiapkan 57
Bidang Airport para manajer yang mempunyai kompetensi manajerial dan
Management Non kepemimpinan yang Bisa diandalkan dalam memimpin di
Technical Reguler Batch I tingkat operasioanl pada level manajerial tingkat muda
Field dan II hingga mampu memimpin secara efektif pada situasi
yang senantiasa berubah di lingkungan setingkat unit
Non-Regular kerja “section” pada jabatan structural di Lingkungan PT
Education and Angkasa Pura I (Persero).
Training on
Junior Airport In the context of acceleration process to prepare managers
Management who have managerial and leadership competencies that can
Batch I and II be relied upon to lead at the operational level at a young
managerial level so as be able to lead effectively in constantly
changing situations in an environment similar to "section"
work unit in the structural positions in the environment of PT
Teknis 45 Ujian Presentasi Dalam rangka melaporkan hasil Project Assigment yang 35
Bidang Project merupakan penugasan dari proses pembelajaran Diklat
Assignment Junior Airport Management untuk membuat rancangan
Technical Diklat Junior proyek perubahan yang dapat diimplementasikan pada unit
Field Airport kerja masing-masing peserta.
Management
Batch I dan II In order to report on the results of Project Assignment which
is the assignment of the learning process of the Junior Airport
Project Management Education and Training to create a modification
Assignment project design that can be implemented in the work units of
Presentation each participant.
Exam of the
Education and
Training on
Junior Airport
Management
Batch I and II
Teknis 46 Diklat Junior Membentuk kompetensi manajerial dan kepemimpinan 40
Bidang Airport yang bisa diandalkan dalam memimpin di tingkat
Management operasional pada level manajerial tingkat muda hingga
Technical Batch II dan III mampu menjadi pemimpin secara efektif pada situasi yang
Field senantiasa berubah di lingkungan setingkat unit kerja
Education and “section” pada jabatan struktural di lingkungan PT. Angkasa
Training on Pura I.
Junior Airport
Management To form managerial and leadership competencies that can
Batch II and III be relied upon to lead at the operational level at a young

Jenis Jumlah
No Level
Teknis 47 Pelatihan Agar pegawai yang membidangi direktorat operasi mampu 8
Bidang Interpretasi menguasai dan melaksanakan implementasi sistem
dan Audit Standar Mutu ISO 9001 : 2015 serta penerapannya hingga
Technical Internal Sistem pada tahap audit lapangan.
Field Manajemen Mutu
ISO 9001:2015 In order for operation directorate employees to be able to
Tahun 2018 master and implement the Quality Standard system ISO 9001:
2015 and its implementation up to the stage of field audit.
Training on
Interpretation
and Internal Audit
of the Quality
Management
System ISO
9001:2015 of 2018
Teknis 48 Pelatihan Agar pegawai mampu menguasai usaha - usaha yang 2
Bidang Interpretasi diperlukan untuk mencapai sasaran kinerja perusahaan.
KPKU Tahun
Technical 2018 In order for employees to be able to master the efforts needed
Field to achieve the company's performance goals.
Training on
KPKU/Excellent
Performance
Assessment
Criteria of 2018
Teknis 49 Pelatihan Asesor Agar pegawai mampu menguasai usaha - usaha yang 2
Bidang KPKU Tahun diperlukan untuk mencapai sekaligus mengukur sasaran
Technical
Field Training of In order for employees to be able to master the efforts effort
KPKU/ Excellent needed to achieve as well as measuring the company's
Performance performance goals.
Assessment
Criteria Assessors
of 2018
Teknis 50 Pelatihan Memberikan kemampuan instruksional, mendesain, 7
Bidang Training of menyelenggarakan, dan mengevaluasi kegiatan pelatihan
Trainers Batch I serta menyiapkan kader calon instruktur internal di
Technical Tahun 2018 lingkungan perusahaan.
Field
Training of To provide instructional skills, designing, organizing, and
Trainers Batch I evaluating training activities and to prepare cadres of
of 2018 prospective internal instructors in the company environment.
Assessment on Misi Perusahaan.
the Company’s
Internal Instructor To prepare the regeneration of the company's internal
Candidates instructors and to provide adequate competencies so that
they can support the development and improvement of
employee competencies through the learning process that
leads to achieving the Company's Vision and Mission.
Bidang Aviation Security penerbangan, dan pentingnya lingkungan bandar udara
Technical penerbangan di bandar udara, meningkatkan kesadaran
Field Workshop on untuk melaporkan kepada pihak berwenang apabila
Aviation Security terjadi insiden atau adanya potensi ancaman keamanan
To provide an overview of aviation security, and the importance

of a safe airport environment, to increase the awareness of
aviation security risks at the airports, to raise awareness to
report to authorities in the event of an incident or potential
threat on aviation security and to provide understanding to
participate in maintaining flight security in the airport.

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Jenis Jumlah
No Level
Teknis 53 Business Acumen Agar setiap manajer atau karyawan memahami dengan jelas 44
In order for each manager or employee to clearly understand

their company, improve the ability to apply the analysis model
of 5 business factors, develop an understanding of financial
statements and its management strategies, understand
how to implement risk management intelligently, improve
the ability to think as if as a company owner and develop
individual work plans to achieve maximum results.
Teknis 54 Pelatihan Self Untuk meningkatkan kualitas SDM yang memiliki integritas 13
Bidang Empowerement tinggi, self motivated yang tinggi sekaligus mampu menjadi
motivator, inovator dan inisiator, mampu meningkatkan
Technical Self pendapatan perusahaan serta melakukan self healing.
Field Empowerement
Training To improve the quality of human resources which have
high integrity and are self motivated while are being able
to become a motivator, innovator and initiator, are able to
increase the company's income and conduct self healing.
Teknis 55 Pelatihan Airline Memberikan pengetahuan tentang manajemen rute bandar 37
Bidang Management udara dan pengembangannya, sebagai dasar penyusunan
Field Tahun 2018 Officer di unit kerjanya terkait penyusunan proposal rute
SRG, JOG, DPS,
SOC) To provide knowledge on airport route management and
its development, as the basis for the preparation of the
Training on Airline submission of new airport routes to the airlines, as well as
Management to provide coaching to the Dept. Head Offcer in his work
and Route unit related to the preparation of proposals of worth selling-
Development of potential airport routes to be presented to airline and General
2018 (Batch V - XI Managers of the Airports.
: LOP, UPG, KOE,
SRG, JOG, DPS,
SOC)
Teknis 56 Pelatihan Memberikan pengetahuan dan keterampilan yang harus 2
Bidang Hospitality and dikuasai pegawai frontliner (Avsec, Customer Service, PKP
Customer Service - PK, Airport Operation, AMC, dan Cleaning Service) tentang
Technical 2018 teknik memberikan pelayanan kepada pelanggan secara
Field langsung dengan optimal dan ramah, serta memberikan
Training on coaching kepada staf junior di unit kerjanya terkait
Hospitality and customer service, grooming, appearance, dan hospitality.
Customer Service
of 2018 To provide knowledge and skills that must be mastered by
frontliner employees (Avsec, Customer Service, PKP-PK/
Flight Accident Aid and Fire Extinguisher, Airport Operation,
AMC, and Cleaning Service) regarding the techniques to
provide customer service directly in an optimal and friendly
manner, and provide coaching to junior staff in their work
units related to customer service, grooming, appearance, and
hospitality.
Teknis 57 Pelatihan Pra Dalam rangka mempersiapkan masa pensiun pegawai 35
Bidang Purnabakti Tahun dalam hal pengembangan potensi diri dan kemampuan
Technical
Field Training on Pre- In order to prepare the retirement days of employees in terms
Retirement of of self potential development and ability to manage problems
2018 after retirement.

Jenis Jumlah
No Level
Teknis 58 Sertifikasi Memastikan bahwa seorang Instruktur tersebut layak dan 2
Bidang Instruktur mempunyai kompetensi dibidangnya masing-masing dan
Field Certification of
Aviation Security To ensure that an instructor is eligible and competent in their
Instructors respective fields and authorized by obtaining an Instructor
certificate to be able to deliver material.
Mandatory 59 Refreshing Memastikan personel SALVAGE memiliki lisensi dan rating 1
Regulasi Course and yang sah dan masih berlaku untuk mengoperasian dan
Perpanjangan melakukan pemeliharaan/perawatan kendaraan PKP-PK
Mandatory Lisensi Salvage dan peralatan SALVAGE.
Regulation
Refreshing To ensure SALVAGE personnel have a valid license and rating
Course and to operate and carry out maintenance/handling of PKP-
Salvage License PK/Flight Accident Aid and Fire Extinguisher vehicles and
Extension SALVAGE equipment.
Mandatory 60 Refreshing Course Memastikan personel Senior PKP-PK dan SALVAGE 4
Regulasi Perpanjangan memiliki lisensi dan rating yang sah dan masih berlaku
Lisensi Senior untuk mengoperasian dan melakukan pemeliharaan/
Mandatory PKP-PK di perawatan kendaraan PKP-PK dan peralatan SALVAGE.
Regulation Kantor Cabang
To ensure that senior personnel of PKP-PK/Flight Accident
Refreshing Course Aid and Fire Extinguisher and SALVAGE have valid licenses
and Senior and ratings to operate and carry out maintenance/handling of
PKP-PK/ Flight PKP-PK vehicles and SALVAGE equipment.
Accident Aid and
Fire Extinguisher
License Extension
in the Branch
Offices
Thinking
Surabaya means.
thinking.
Thinking
Denpasar means.
thinking.

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Jenis Jumlah
No Level
Thinking
Balikpapan means.
thinking.
Materials in means.
thinking.
Field Banjarmasin solusi saat menemukan hambatan dalam berpikir kreatif.
on Creative
Materials in means.
thinking.
Thinking
Makassar means.
thinking.

Jenis Jumlah
No Level
Thinking
Manado means.
thinking.
Thinking
Lombok means.
thinking.
Thinking
Kupang means.
thinking.
Thinking
Ambon means.
thinking.

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Jenis Jumlah
No Level
Technical Di Biak hambatan dalam berpikir kreatif serta dapat mencari
Thinking
Materials in Biak 1. Understand and comprehend what creative thinking
means.
thinking.
Thinking
Jakarta means.
thinking.
Thinking
Yogyakarta means.
thinking.
Thinking
Surakarta means.
thinking.

Jenis Jumlah
No Level
on Creative
Materials in means.
thinking.
on Creative
Materials in means.
thinking.

6. Team Leader Public 1 The International Dalam rangka memperkaya pengetahuan dan melihat 1
Course Visitor Leadership secara langsung kehidupan social, ekonomi, politik, budaya,
Development
In order to enrich knowledge and observe directly the social,
economic, political and cultural life, educational institutions,
as well as the design and implementation of airport
infrastructure projects in the United States.
diinginkan.
To give appreciation to the winners of the 2017 Innovation

Contest and for measuring, comparing and gaining insight
about the conditions and performance of airports in Asia, so
they can adopt best practices to achieve the desired goals.
Airport
To develop and expand the knowledge on Airport Rescue
& Fire Fighting related to facilities, especially the main
extinguishing material, which is foam C quality, in Aviation
Accident Aid and Fire Extinguishing Services.

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No Level
To increase knowledge on Updating dangerous items based on

the Dangerous Goods Book issued by IATA.
Public 5 Diklat Dangerous menambah pengetahuan dan kemampuan pegawai terkait 6
Course Goods Type A dengan Penanganan Pengangkutan Barang Berbahaya dan
mendapatkan lisensi untuk penanganan tersebut.
Education and
Training on To increase the knowledge and ability of employees related to
Dangerous Goods the Handling and Transport of Dangerous Goods and to obtain
Type A the license for the handling.
Training To provide knowledge and skills for operation directorate

on General employees related to the management of the safety, health
HSE Expert and occupational accident systems in the work environment
Certification and of the Company’s Airports, and to extend the validity period of
Re-certification the General HSE Expert license for those who have it.
Batch I and II
Public 7 Workshop Menambah database bank soal untuk ujian lisensi personel 1
Course Penyusunan bandar udara.
(update) Soal dan
Materi Pengujian To add the question bank database for airport personnel
Lisensi Personel license exams.
Bandar Udara
Workshop on the
Preparation of
Questions and
Materials for
Airport Personnel
License Test
Diklat 8 Seleksi Online Dalam rangka mendorong setiap Pegawai untuk 1
Teknis Program Beasiswa mengembangkan diri dan meningkatkan kemampuan
Technical Manajemen kebandaraan, serta untuk mengembangkan SDM
Training Kebandarudaraan Perusahaan melalui pendidikan ke jenjang yang lebih tinggi.
Online Selection In order to encourage every employee to develop themselves

for Master Degree and improve competency-based abilities and professionalism
Scholarship in the airport sector, as well as to develop the Company's
in Airport human resources through education to a higher level.
Management
Diklat 9 Program Dalam rangka mendorong setiap Pegawai untuk 1
Teknis S2 Magister mengembangkan diri dan meningkatkan kemampuan
Training Perusahaan melalui pendidikan ke jenjang yang lebih tinggi.
Master Program
in Airport In order to encourage every employee to develop themselves
Management and improve competency-based abilities and professionalism
in the airport sector, as well as to develop the Company's
human resources through education to a higher level.
Diklat 10 Aviation Security Meningkatkan pengetahuan dan wawasan serta sebagai 1
Teknis Manager Course salah satu upaya mengoptimalkan fungsi Airport Security
Batch I disertai dengan improvisasi yang disesuaikan dengan
Technical bidang tugasnya, sehingga seluruh tugas dan tanggung
Training Aviation Security jawab dapat dilaksanakan secara efektif dan efisien.
Manager Course
Batch I To increase knowledge and insight and as an effort to optimize
the Airport Security function accompanied by improvisation
that is tailored to the field of work, so that all tasks and
responsibilities can be carried out effectively and efficiently.

Jenis Jumlah
No Level
Diklat 11 Ujian Presentasi Dalam rangka melaporkan hasil Project Assigment yang 2
Teknis Project merupakan penugasan dari proses pembelajaran Diklat
Training Airport kerja masing-masing peserta.
Management
Batch I dan II In order to report on the results of Project Assignment which
is the assignment of the learning process of the Junior Airport
Project Management Education and Training to create a modification
Assignment project design that can be implemented in the work units of
Presentation each participant.
Exam of the
Education and
Training on
Junior Airport
Management
Batch I and II
Diklat 12 Diklat Junior Membentuk kompetensi manajerial dan kepemimpinan 2
Teknis Airport yang bisa diandalkan dalam memimpin di tingkat
Training senantiasa berubah di lingkungan setingkat unit kerja
Education and “section” pada jabatan struktural di lingkungan PT. Angkasa
Training on Pura I.
Junior Airport
Management To form managerial and leadership competencies that can
Batch II and III be relied upon to lead at the operational level at a young
Public 13 Pelatihan dan Memberikan pengetahuan dan keterampilan pegawai 7
Course Resertifikasi P3K direktorat operasi terkait manajemen sistem keselamatan,
kesehatan, dan kecelakaan kerja di lingkungan kerja Bandar
First Aid Udara Perusahaan, serta memperpanjang masa berlaku
Training and Re- lisensi Ahli K3 Umum bagi yang telah memilikinya.
certification
To provide knowledge and skills for operation directorate
employees related to the management of the safety, health
and occupational accident systems in the work environment
of the Company’s Airports, and to extend the validity period of
the General HSE Expert license for those who have it.
Diklat 14 Pelatihan Agar pegawai yang membidangi direktorat operasi mampu 1
Teknis Interpretasi menguasai dan melaksanakan implementasi sistem
dan Audit Standar Mutu ISO 9001 : 2015 serta penerapannya hingga
Training Manajemen Mutu
ISO 9001:2015 In order for operation directorate employees to be able to
Tahun 2018 master and implement the Quality Standard system ISO 9001:
2015 and its implementation up to the stage of field audit.
Training on
Interpretation
and Internal Audit
of the Quality
Management
System ISO
9001:2015 of 2018
Diklat 15 Pelatihan Self Untuk meningkatkan kualitas SDM yang memiliki integritas 6
Teknis Empowerement tinggi, self motivated yang tinggi sekaligus mampu menjadi
Training Empowerement
Training To improve the quality of human resources which have
high integrity and are self motivated while are being able
to become a motivator, innovator and initiator, are able to
increase the company's income and conduct self healing.

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No Level
Diklat 16 Pelatihan Airline Memberikan pengetahuan tentang manajemen rute bandar 16
Teknis Management udara dan pengembangannya, sebagai dasar penyusunan
Training Tahun 2018 Officer di unit kerjanya terkait penyusunan proposal rute
SRG, JOG, DPS,
SOC) To provide knowledge on airport route management and
its development, as the basis for the preparation of the
Training on Airline submission of new airport routes to the airlines, as well as
Management to provide coaching to the Dept. Head Offcer in his work
and Route unit related to the preparation of proposals of worth selling-
Development of potential airport routes to be presented to airline and General
2018 (Batch V - XI Managers of the Airports.
: LOP, UPG, KOE,
SRG, JOG, DPS,
SOC)
Diklat 17 Pelatihan Memberikan pengetahuan dan keterampilan yang harus 6
Teknis Hospitality and dikuasai pegawai frontliner (Avsec, Customer Service, PKP
Training langsung dengan optimal dan ramah, serta memberikan
Training on coaching kepada staf junior di unit kerjanya terkait
Hospitality and customer service, grooming, appearance, dan hospitality.
Customer Service
of 2018 To provide knowledge and skills that must be mastered by
frontliner employees (Avsec, Customer Service, PKP-PK/
Flight Accident Aid and Fire Extinguisher, Airport Operation,
AMC, and Cleaning Service) regarding the techniques to
provide customer service directly in an optimal and friendly
hospitality.
Diklat 18 Enhancement Peserta diharapkan dapan menjelaskan point utama dari 13
Teknis Program bisnis proses di PT. Angkasa Pura I dan arah trend dari
of Airport manajemen bandara terkini.
Technical Management
Training Knowledge Participants are expected to be able to explain the main points
of the business process at PT. Angkasa Pura I and the direction
of the latest airport management trend.
Diklat 19 Pelatihan Pra Dalam rangka mempersiapkan masa pensiun pegawai 26
Teknis Purnabakti Tahun dalam hal pengembangan potensi diri dan kemampuan
Technical
Training Training on Pre- In order to prepare the retirement days of employees in terms
Retirement of of self potential development and ability to manage problems
2018 after retirement.
Diklat 20 Sertifikasi Memastikan bahwa seorang Instruktur tersebut layak dan 10
Teknis Instruktur mempunyai kompetensi dibidangnya masing-masing dan
Training Certification of
Aviation Security To ensure that an instructor is eligible and competent in their
Instructors respective fields and authorized by obtaining an Instructor
certificate to be able to deliver material.

Jenis Jumlah
No Level
Mandatory 21 Refreshing Memastikan personel Senior Aviation Security memiliki 14
Regulasi Course dan Ujian lisensi dan rating yang sah dan masih berlaku untuk
Perpanjangan melakukan tugas sebagai seorang Supervisor.
Mandatory Lisensi Personel
Regulation Senior Aviation To ensure that the Senior Aviation Security personnel have
Security di the valid license and rating to carry out their duties as a
Balikpapan Supervisor.
Refreshing
Course and Senior
Aviation Security
Personnel License
Extension Test in
Balikpapan
Denpasar Supervisor.
Refreshing
Course and Senior
Aviation Security
Personnel License
Extension Test in
Denpasar
Makassar Supervisor.
Refreshing
Course and Senior
Aviation Security
Personnel License
Extension Test in
Makassar
Semarang Supervisor.
Refreshing
Course and Senior
Aviation Security
Personnel License
Extension Test in
Semarang

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No Level
Adisoemarmo Supervisor.
Refreshing
Course and Senior
Aviation Security
Personnel License
Extension Test in
Adisoemarmo
Surabaya Supervisor.
Refreshing
Course and Senior
Aviation Security
Personnel License
Extension Test in
Surabaya
Mandatory 27 Diklat Pelayanan menambah pengetahuan dan kemampuan pegawai terkait 1
Regulasi Garbarata dengan pengoperasian garbarata dalam mendukung
(Aviobridge) pelayanan pada airline di Bandara Udara dan mendapat
Mandatory Angkatan I lisensi untuk mengoperasikan garbarata.
Regulation
Education and To increase the knowledge and capabilities of employees
Training on related to the operation of aviobridge in supporting the
Aviobridge services to airlines at the Airport and to obtain the license to
Service for operate the aviobridge.
Generation V
Mandatory 28 Refreshing Memastikan personel Senior PKP-PK dan SALVAGE 8
Regulasi Course and memiliki lisensi dan rating yang sah dan masih berlaku
Perpanjangan untuk melakukan pengoperasian dan pemeliharaan/
Mandatory Lisensi Salvage perawatan peralatan SALVAGE.
Regulation
Refreshing To ensure SALVAGE personnel have a valid license and rating
Course and to operate and carry out maintenance/handling of PKP-
Salvage License PK/Flight Accident Aid and Fire Extinguisher vehicles and
Extension SALVAGE equipment.
Mandatory 29 Refreshing Memastikan personel Senior PKP-PK dan SALVAGE 29
Regulasi Course and memiliki lisensi dan rating yang sah dan masih berlaku
Perpanjangan untuk mengoperasian dan melakukan pemeliharaan/
Mandatory Lisensi Senior perawatan kendaraan PKP-PK dan peralatan SALVAGE.
Regulation PKP-PK di
Kantor Cabang To ensure that senior personnel of PKP-PK/Flight Accident
Aid and Fire Extinguisher and SALVAGE have valid licenses
Refreshing and ratings to operate and carry out maintenance/handling of
Course and Senior PKP-PK vehicles and SALVAGE equipment.
PKP-PK/ Flight
Accident Aid and
Fire Extinguisher
License Extension
in the Branch
Offices
Mandatory 30 Diklat Initial Memastikan personel Senior PKP-PK dan SALVAGE 1
Regulasi Salvage memiliki lisensi dan rating yang sah dan masih berlaku
Angkatan V untuk melakukan pengoperasian dan pemeliharaan/
Mandatory Tahun 2018 perawatan peralatan SALVAGE.
Regulation
Education and To ensure that the Senior PKP-PK/Flight Accident Aid and
Training on Initial Fire Extinguisher and SALVAGE personnel have the valid
Salvage for license and rating to carry out operations and maintenance/
Generation V of handling of SALVAGE equipment.
2018

Jenis Jumlah
No Level
Mandatory 31 Pelatihan Teknik menambah pengetahuan dan kemampuan pegawai terkait 5
Regulasi Air dengan pengolahan air dan limbah di Bandara maupun di
Kantor.
Mandatory Training on Water
Regulation Technique To increase the knowledge and abilities of employees related
to water and waste treatment at the Airports and at the Office.
Mandatory 32 Diklat TCC Alat- menambah pengetahuan dan kemampuan pegawai 3
Regulasi Alat Besar (A2B) terkait dengan pemeliharaan fasilitas alat – alat besar di
lingkungan bandar udara dan mendapatkan lisensi dan/
Mandatory Education and atau rating untuk pemeliharaan fasilitas dimaksud.
Regulation Training on the
TCC of Large To increase the knowledge and abilities of employees
Equipment related to maintenance of large equipment facilities in the
airport environment and obtain the license and/or rating for
maintenance of such facilities.
Mandatory 33 Refreshing Memastikan personel teknik fasilitas keamanan 7
Regulasi Course dan Ujian penerbangan memiliki lisensi dan rating yang sah dan
Perpanjangan masih berlaku untuk melakukan pemeliharaan/perawatan
Mandatory Serta Penerbitan fasilitas keamanan penerbangan.
Regulation Lisensi /
Rating Personil To ensure that the technical personnel of flight security
Teknik Fasilitas facilities have the valid license and rating to carry out
Keamanan maintenance/handling of flight security facilities.
Penerbangan
Refreshing
Course,
Extension Exam
and Issuance
of Technical
Personnel License
/ Rating for
Aviation Security
Facilities
Diklat 34 Pembelajaran 1. Mengerti dan memahami apa yang dimaksud berpikir 48
Teknis Online Materi kreatif.
Training solusi saat menemukan hambatan dalam berpikir kreatif.
Thinking
Surabaya means.
thinking.
Thinking
Denpasar means.
thinking.

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Jenis Jumlah
No Level
Thinking
Balikpapan means.
thinking.
Thinking
Banjarmasin means.
thinking.
Thinking
Makassar means.
thinking.
Thinking
Manado means.
thinking.

Jenis Jumlah
No Level
Thinking
Lombok means.
thinking.
Thinking
Kupang means.
thinking.
Thinking
Ambon means.
thinking.
Thinking
Yogyakarta means.
thinking.

171
2018 Annual Report
Jenis Jumlah
No Level
Thinking
Surakarta means.
thinking.
Technical Di Semarang hambatan dalam berpikir kreatif serta dapat mencari
Thinking
Semarang means.
thinking.

7. Squad Leader Diklat 1 Pelatihan dan Memberikan pengetahuan dan keterampilan pegawai 1
Teknis Resertifikasi P3K direktorat operasi terkait manajemen sistem keselamatan,
Technical First Aid Udara Perusahaan, serta memperpanjang masa berlaku
Training Training and lisensi P3K bagi yang telah memilikinya.
Recertification
To provide knowledge and skill for employees of operational
directorate concerning safety management system, health,
and workplace accident in the Company’s Airport working
environment, as well as extending the validity period of First
Aid license for those who have obtained it.
SRG, JOG, DPS,
SOC) To provide knowledge concerning airport route management
and its development, as the basis of preparation of new airport
Airline route proposal to airlines, as well as provide coaching to Dept.
Management Head Officer in their working units regarding the preparation
and Route of airport route proposal with potential commercial value to
Development be presented to airlines and General Manager of the Airport.
Training Year
2018 (Batch V - XI
: LOP, UPG, KOE,
SRG, JOG, DPS,
SOC)

Jenis Jumlah
No Level
Hospitality and coaching kepada staf junior di unit kerjanya terkait
Customer Service customer service, grooming, appearance, dan hospitality.
Training 2018
To provide knowledge and skill that have to be mastered by
frontliner employees (Avsec, Customer Service, PKP - PK,
Airport Operation, AMC, and Cleaning Service) concerning
techniques to provide services to customers directly with
optimum and hospitality, as well as provide coaching to
junior staff in their working unit regarding customer service,
grooming, appearance, and hospitality.
Training Knowledge Participants are expected to be able to explain the main points
of the business process in PT. Angkasa Pura I and the direction
of trend from the current management of the airport.
Technical
Training Training on Pre- In order to prepare for retirement period of the employees
Retirement Year regarding self potential development and ability to manage
2018 problem after retirement.
Regulation Senior Aviation To ensure the personel of Senior Aviation Security have a
Security di legitimate and valid license and rating to perform duties as
Balikpapan a Supervisor.
Refreshing Course
dan License
Renewal Test for
Personnels of
Senior Aviation
Security in
Balikpapan
Regulation Junior Aviation To ensure the personel of Senior Aviation Security have a
Denpasar a Supervisor.
Refreshing
Course and
License Renewal
Test for Junior
Personnels of
Aviation Security
in Denpasar

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Jenis Jumlah
No Level
Denpasar a Supervisor.
Refreshing
Course and
License Renewal
Test for Junior
Personnels of
Aviation Security
in Denpasar
Makassar a Supervisor.
Refreshing
Course and
License Renewal
Test for Senior
Personnels of
Aviation Security
in Makassar
Semarang a Supervisor.
Refreshing
Course and
License Renewal
Test for Senior
Personnels of
Aviation Security
in Semarang
Adisoemarmo a Supervisor.
Refreshing
Course and
License Renewal
Test for Senior
Personnels of
Aviation Security
in Adisoemarmo
Lisensi Personel
Senior Aviation To ensure the personel of Senior Aviation Security have a
Surabaya a Supervisor.
Refreshing
Course and
License Renewal
Test for Senior
Personnels of
Aviation Security
in Surabaya

Jenis Jumlah
No Level
Mandatory 13 Diklat Initial Memberikan pengetahuan dan Memastikan personel Senior 21
Regulasi Senior Aviation AVSEC memiliki lisensi dan rating yang sah dan masih
Security berlaku untuk menjadi seorang Supervisor.
Mandatory Angkatan XV dan
Regulation XVI Tahun 2018 To ensure the personel of Senior Aviation Security have a
legitimate and valid license and rating to perform duties as
Initial Training of a Supervisor.
Senior Aviation
Security Batch
XV and XVI Year
2018
Mandatory 14 Refreshing Memastikan personel SALVAGE memiliki lisensi dan 19
Regulasi Course and rating yang sah dan masih berlaku untuk melakukan
Perpanjangan pengoperasian dan pemeliharaan/perawatan peralatan
Mandatory Lisensi Salvage SALVAGE.
Regulation
Refreshing To ensure the personnel of SALVAGE have a legitimate
Course and and valid license and rating to perform operation and
Salvage License maintenance/treatment of SALVAGE equipment.
Renewal
Mandatory 15 Refreshing Memastikan personel Senior PKP-PK memiliki lisensi dan 66
Regulasi Course and rating yang sah dan masih berlaku untuk mengoperasian
Perpanjangan dan melakukan pemeliharaan/perawatan kendaraan PKP-
Mandatory Lisensi Senior PK dan peralatan SALVAGE.
Kantor Cabang To ensure the Senior personnel of PKP-PK have a legitimate
and valid license and rating to perform operation and
Refreshing maintenance/treatment of PKP-PK vehicle and SALVAGE
Course and equipment.
Perpanjangan
Lisensi Senior
PKP-PK di Kantor
Cabang
Mandatory 16 Refreshing Memastikan personel Junior PKP-PK memiliki lisensi dan 2
Mandatory Lisensi Junior PK dan peralatan SALVAGE.
Perpanjangan
Lisensi Junior
PKP-PK di Kantor
Cabang
Mandatory 17 Refreshing Memastikan personel Basic PKP-PK memiliki lisensi dan 2
Mandatory Lisensi Basic PK dan peralatan SALVAGE.
Perpanjangan
Lisensi Junior
PKP-PK di Kantor
Cabang
Mandatory 18 Diklat Initial Memastikan personel Senior PKP-PK memiliki lisensi dan 2
Regulasi Senior PKP-PK rating yang sah dan masih berlaku untuk mengoperasian
Angkatan VI dan melakukan pemeliharaan/perawatan kendaraan PKP-
Mandatory Tahun 2018 PK.
Regulation
Initial Training of To ensure the Senior personnel of PKP-PK have a legitimate
Senior PKP-PK and valid license and rating to perform operation and
Batch VI Year maintenance/treatment of PKP-PK vehicle.
2018

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2018 Annual Report
Jenis Jumlah
No Level
Mandatory (Diklat Strategi PK.
Regulation dan Taktik
Pemadaman Api) To ensure the Senior personnel of PKP-PK have a legitimate
Tahun 2018 and valid license and rating to perform operation and
maintenance/treatment of PKP-PK vehicle.
Initial Training
of Senior PKP-
PK Batch VI
(Strategy and Fire
Extinguishing
Tactic Training)
Year 2018
Mandatory (Diklat Human PK.
Regulation Factor for ARFF)
Tahun 2018 To ensure the Senior personnel of PKP-PK have a legitimate
Initial Training of maintenance/treatment of PKP-PK vehicle.
Senior PKP-PK
Batch VI (Human
Factor Training for
ARFF) Year 2018
Regulasi Senior PKP- rating yang sah dan masih berlaku untuk mengoperasian
PK Angkatan dan melakukan pemeliharaan/perawatan kendaraan PKP-
Mandatory VI (Diklat PK.
Regulation Kepemimpinan
Operasi Bandara) To ensure the Senior personnel of PKP-PK have a legitimate
Tahun 2018 and valid license and rating to perform operation and
maintenance/treatment of PKP-PK vehicle.
Initial Training of
Senior PKP-PK
Batch VI (Airport
Operation
Leadership
Training) Year
2018
Mandatory 22 Diklat Initial Memastikan personel Senior PKP-PK dan SALVAGE 12
Regulasi Salvage memiliki lisensi dan rating yang sah dan masih berlaku
Angkatan V untuk melakukan pengoperasian dan pemeliharaan/
Mandatory Tahun 2018 perawatan peralatan SALVAGE.
Regulation
Initial Training of To ensure the Senior personnel of PKP-PK and SALVAGE have
Salvage Batch V a legitimate and valid license and rating to perform operation
Year 2018 and maintenance/treatment of SALVAGE equipment.
Thinking Material
In Surabaya 1. Understand and comprehend what creative thinking
means.
thinking.

Jenis Jumlah
No Level
Thinking Material
In Denpasar 1. Understand and comprehend what creative thinking
means.
thinking.
Thinking Material
In Balikpapan 1. Understand and comprehend what creative thinking
means.
thinking.
Thinking Material
In Banjarmasin 1. Understand and comprehend what creative thinking
means.
thinking.
Thinking Material
In Makassar 1. Understand and comprehend what creative thinking
means.
thinking.

177
2018 Annual Report
Jenis Jumlah
No Level
Thinking Material
In Manado 1. Understand and comprehend what creative thinking
means.
thinking.
Thinking Material
In Lombok 1. Understand and comprehend what creative thinking
means.
thinking.
Thinking Material
In Kupang 1. Understand and comprehend what creative thinking
means.
thinking.
Thinking Material
In Ambon 1. Understand and comprehend what creative thinking
means.
thinking.

Jenis Jumlah
No Level
Thinking Material
In Yogyakarta 1. Understand and comprehend what creative thinking
means.
thinking.
Thinking Material
In Surakarta 1. Understand and comprehend what creative thinking
means.
thinking.
Technical Berpikir Kreatif 2. Mengerti dan memahami apa saja yang menjadi
Training Di Semarang hambatan dalam berpikir kreatif serta dapat mencari
solusi saat menemukan hambatan dalam berpikir kreatif.
Thinking Material
In Semarang 1. Understand and comprehend what creative thinking
means.
thinking.

8. Officer Public 1 3rd Annual Dalam rangka memperkaya pengetahuan dan memastikan 2
Course Aerotropolis terlaksananya penyusunan dokumen airport city
development and basic / schematic design dan airport
development master schedule / roadmap untuk
pengembangan bandara.
In order to enrich the knowledge and ensure the performance

of airport city development document and basic / schematic
design and airport development master schedule / roadmap
to develop airport.

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2018 Annual Report
Jenis Jumlah
No Level
Public 2 ACI - Online Dalam rangka memberikan pengetahuan dan pemahaman 4
Course Learning - yang komprehensif tentang bisnis bandara yang meliputi
Certificate in prinsip-prinsip ekonomi dan regulasinya serta tentang
Airport Business penyelenggaraan bandara dari sisi proses strategis,
Operation perencanaan awal.
In order to provide comprehensive knowledge and

understanding concerning the airport business which include
the principles of economy and its regulations as well as airport
organization from strategic process aspect, initial planning.
Public 3 ACI - Online Dalam rangka memberikan pengetahuan dan pemahaman 6
Course Learning - yang komprehensif tentang pengelolaan dan perencanaan
Certificate in pengembangan konsesi.
Concession
Management In order to provide comprehensive knowledge and
understanding concerning management and planning of
concession development.
Public 4 ACI Online dalam rangka memberikan pengetahuan dan pemahaman 2
Course Learning - yang komprehensif tentang operasional dan kebutuhan
Diploma in Airport bisnis bandara.
Operations
(AODP) In order to provide comprehensive knowledge and
understanding concerning operational and business needs of
airports.
terbaik, serta hubungan antara airport strategic planning
dan optimal capacity management.
In order to provide employees’ understanding concerning

challenges in economic growth, social and environmental
issue which require airport management to plan and provide
the best facilities and services, and relationship between
airport strategic planning and optimal capacity management.
Green Airport / Eco Airport
In order to obtain knowledge concerning means or methods to

implement the concept of airport environmental management
based on ICAO recommendation, and therefore able to help
with work planning and activity related to the concepts of
Green Airport / Eco Airport
Development and dan maksimalisasi pendapatan komersial
Planning
In order to enrich the knowledge concerning aspects
in business performance, starting from organization
development planning, air service development, and
maximization of commercial revenue
Public 8 Benchmarking ke Pemberian penghargaan kepada pemenang Lomba Inovasi 8
Course Suvarnabhumi Tahun 2017 serta untuk mengukur, membandingkan
Benchmarking to diinginkan.
Suvarnabhumi
International Award giving to the winner of Innovation Competition of Year
Airport 2017 and to measure, compare and obtain insight concerning
the condition and performance of airports in Asia, therefore
able to adopt best practice to reach the desired target.

Jenis Jumlah
No Level
to Hongkong
International Award giving to the winner of Innovation Competition of Year
Airport 2017 and to measure, compare and obtain insight concerning
the condition and performance of airports in Asia, therefore
able to adopt best practice to reach the desired target.
Airport
To develop and extend knowledge concerning Airport Rescue
Benchmarking & Fire Fighting related to facilities especially the main
Airport Rescue extinguisher ingredients of foam C quality in the service of
and Fire Fighting Flight and Extinguisher Accident Aid.
to Dubai
International
Airport
berlaku.
To improve knowledge concerning the implementation of

Airport Security Professional in AVSECO Hongkong and in
order to implement Airport Security Professional with Human
Capitals quality that is in line with the prevailing regulations.
To improve knowledge concerning the implementation of

Standard Operating Procedure (SOP) of Airport Security
Professional in PT. Angkasa Pura I (Persero).
Public 13 IATA Airport Dalam rangka memperkaya pengetahuan dan wawasan 2
Course Development and tentang lalu lintas udara yang terus tumbuh, dan untuk
Infrastructure perlu memastikan bahwa setiap sistem di bandara cukup
Design fleksibel untuk mengakomodasi kebutuhan masa depan.
In order to enrich the knowledge and insight concerning the

continuously growing air traffic, and the need to ensure that
each system in the airport is flexible enough to accommodate
future needs.
Public 14 ACI - ASIA Dalam rangka memperkaya pengetahuan dan wawasan 1
Course Pacific Small and tentang tren pertumbuhan small airports di kawasan Asia-
Emerging Airport Pacific dan TImur Tengah.
Seminar 2018
In order to enrich the knowledge and insight concerning
growth trend of small airports in Asia-Pacific and Middle East
region.
Management for dan Training & Development dalam lingkungan bandara.
Airport Summit
In order to enrich the knowledge and insight to be able to
keep up with Human Capital development and Training &
Development in the airport environment.
Public 16 Official Visit to Untuk mengetahi cara pengembangan system keamanan 1
Course Madrid Airport penerbangan melalui penerapan teknologi terkini
and Barcelona (advanced teknologi).
To discover how to develop a flight security system through

the implementation of advanced technology.

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Public 17 ACI Online membekali pengetahuan & kemampuan pegawai terkait 4
Course Learning - pengelolaan & pengembangan bisnis bandar udara.
Certificate
in Airport To equip knowledge & skill of the employees concerning
Commercial management & development of airport business.
Management

Public 18 Accomodating Dalam rangka memperkaya pengetahuan tntang 2
Course Panssenger With perundang-undangan hak diabilitas, arsitektur standar
Disabilities (ADP) aksesibilitas, teknologi informasi yang adaptif, san cara
Workshop mengkamodasi berbagai kebutuhan penumpang disabilitas.
In order to enrich knowledge concerning laws of disabilities

rights, stand architecture of accessibility, adaptive
information technology, and how to accommodate various
needs of passengers with disabilities.
Public 19 Certified Untuk menambah pengetahuan dan kompetensi 2
Course International pegawai pada pengelolaan project yang berdasarkan
Project Manager standar internasional.
(CIPM)
To gain knowledge and competence of the employees in
managing project based on international standard.
Public 20 Markplus Untuk menambah pengetahuan dan kompetensi pegawai 1
Course Conference 2018 bagi para pelaku bisnis di berbagai perusahaan maupun
lembaga negara dan juga sekaligus menjalin jejaring
Markplus (networking) antara berbagai perusahaan di Indonesia.
Conference 2018
To gain knowledge and competence of the employees to
business doers in various companies as well as national
institutions and also maintaining networking among various
companies in Indonesia.
Public 21 Workshop Meningkatkan kemampuan dan keterampilan manajemen 2
Course Penyusunan para peserta dalam merancang dan memfasilitasi
Dokumen Pengadaan Tanah / Pembebasan Tanah serta Tahapan
Perencanaan, Pelaksanaan Pendanaan Pengadaan Proyek Strategis
Penerbitan Nasional.
SK, PL dan
Pelaksanaan To improve the management expertise and skill of the
PTUP participants in designing and facilitating Land Procurement
/ Land Acquisition and Stages of Financing Execution of
Planning National Strategic Project Procurement.
Document
Preparation
Workshop, SK
Issuance, PL and
Implementation
of PTUP
Public 22 Seminar Untuk mengantisipasi adanya bahaya keamanan dan 2
Course Dalam Rangka ancaman dari bahaya terorisme, mentelusuri, memburu,
Pengamanan menggagalkan serta penangkapan (pemberantasan)
Obyek Vital para pelaku terorisme di daerah-daerah di Indonesia.
Nasional
To anticipate the danger of security and threats from
Seminar for terrorism, to explore, hunt, and circumvent and arrest
the Security of (eradicate) terrorists in regions in Indonesia.
National Vital
Object
Public 23 Workshop Public Mewujudkan praktisi Human BUMN yang kompeten dan 1
Course Relations Tanpa berdedikasi tinggi di lingkungan BUMN sebagai sarana
Batas Telling komunikasi, koordinasi, pengembangan kompetensi
The Story, dan konsultasi guna meningkatkan kinerja dan
Building Hope, profesionalitasnya.
Sharing Hope and
Creating Streght To realize the doers of competent and highly dedicated SOE
Human in the SOE environment as means of communication,
Workshop of coordination, development of competence and consultation in
Unlimited Public order to improve their performance and professionalism.
Relations Telling
The Story,
Building Hope,
Sharing Hope and
Creating Streght

Jenis Jumlah
No Level
Course Programming personil IT Group dalam mengembangkan layanan
in Java : An Enterprise Services Bus (ESB) yang merupakan suatu model
Object Oriented arsitektur untuk mendesain dan mengemplementasikan
Approach komunikasi antara program aplikasi dalam Service untuk
mendesain dan mengemplementasikan komunikasi antara
program aplikasi dalam Service.
To improve the knowledge and competence of personnels of

IT Group in developing the service of Enterprise Services Bus
(ESB) which is an architecture model to design and implement
communication between application program in the Service.
Course Optimalisasi pegawai untuk lebih memahami proses penting
Penerapan dalam manajemen risiko dan mitigasi risiko dalam
Manajemen pendayagunaan asset perusahaan.
Risiko dalam
Pendayagunaan To improve knowledge and competence of the employees
Aset di BUMN to understand deeper the important processes in risk
dan Anak management in utilizing the company’s assets.
Perusahaan
Workshop of
Optimization of
Risk Management
Implementation
in Utilizing Assets
in SOE and
Subsidiaries
Public 26 Workshop Aspek Untuk meningkatkan pengetahuan dan kompetensi 3
Course Hukum Peran pegawai tentang perubahan bentuk dan status perubahan
dan Fungsi akibat adanya holdingisasi beberapa BUMN.
BUMN (Induk,
Anak dan Cucu To improve knowledge and competence of the employees
Perusahaan) concerning the change of form and status as a result from the
formation of SOE holdings.
Workshop of
Legal Aspects of
Role and Function
of SOE (Parent,
Subsidiaries and
Grand-Children
Companies)
Course Memahami terhadap prinsip-prinsip tata kelola Perusahaan
Pencatatan yang baik dan peraturan perundang-undangan terkait
dan Mekanisme keuangan negara tentang Tata Cara Penghapusbukuan
Hapus Buku Aset dan Pemindahtangan Aktiva Tetap di BUMN.
Tetap BUMN
To improve knowledge and competence on the Company’s
Workshop of good governance principles concerning state finance
Understanding concerning Procedures of Disposal and Transfer of Fixed
the Record and Asset in SOE.
Mechanism of
SOE’S Fixed Asset
Book Disposal
Public 28 Workshop SEAGC Meningkatkan pengetahuan geoteknik terutama dalam 6
Course proyek pengembangan bandara di kemudian hari.
Workshop SEAGC
To improve geotechnical knowledge especially in airport
development process in the future.

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Public 29 Diklat dan Meningkatkan kompetensi pegawa dalam bidang dana 2
Course Sertifikasi pensiun.
Manajemen
Umum Dana To improve the competence of employees in pension fund
Pensiun field.
Training and
Certification
of General
Management of
Pension Fund
Public 30 Certified Meningkatkan pengetahuan dalam bidang behavioral event 3
Course Behavioral Even interview.
Interview Training
To improve knowledge in behavioral event interview field.

Public 31 Workshop Meningkatkan personil dalam penguatan sistem jaminan 4
Course Penguatan sosial tenaga kerja guna meminimalisir konflik atau
Sistem sengketa hubungan industrial.
Hubungan
Industrial To improve personnel in strengthening labor social security
Nasional system in order to minimize conflict or dispute in industrial
relationship.
Workshop of
Strengthening
of National
Industrial
Relationship
System
Public 32 Workshop Meningkatkan kompetensi dalam merancang dan 1
Course Pertanahan dan memfasilitasi kegiatan kapitalisasi tanah di lapangan
Property serta agar mampu memahami penyelesaian tangh dengan
mendalami penanganan sengketa tanah.
Workshop of Land
and Property To improve competence in designing and facilitating land
capitalization activity on the field and in order to be able to
comprehend land settlement by handling land dispute.
Public 33 Pelatihan Dalam rangka membantu perusahaan untuk mendapatkan 5
Course Greenship Green Building Certificate, yang merupakan salah satu
Professional faktor penting untuk mendukung tercapainya visi misi
perusahaan dan salah satu sasaran strategis direksi yakni,
Greenship bandara yang ramah lingkungan (ecological-friendly
Professional airport), dan secara jangka panjang Airport Carbon
Training Accreditation.
In order to help companies to obtain Green Building Certificate,

which is one of the important factors to help achieve the vision
and mission of the company and one of the board of directors’
strategic targets namely, ecological-friendly airport, and in
the long term, Airport Carbon Accreditation.
Public 34 Workshop Untuk melengkapi kompetensi pegawai di dalam 3
Course Manajemen memahami fundamental tentang arti dan cakupan risiko
Risiko Hukum hukum beserta sumber-sumber risiko hukum di Indonesia
dan Kepatuhan di serta fungsi kepatuhan sebagai mitigasi risiko hukum
BUMN dan Anak secara komprehensif dan mengidentifikasi risiko hukum
Perusahaan dan kepatuhan sesuai prinsip manajemen risiko dan GCG.
Workshop of To complete the employees’ competence in understanding the

Legal Risk fundamental concerning the meaning and scope of legal risk
Management and sources of legal risk in Indonesia as well as compliance
and Compliance function as a comprehensive legal risk mitigation and
in SOE and identifying legal risk and compliance in accordance with risk
Subsidiaries management and GCG.
To gain knowledge concerning Updating Dangerous Goods

based on the Book of Dangerous Goods published by IATA.

Jenis Jumlah
No Level
Public 36 Workshop Meningkatkan pengetahuan dan keterampilan pegawai dari 1
Course Kebijakan Project Management Office dalam pengelolaan lingkungan
Pengelolaan hidup oleh perusahaan khususnya dalam pengelolaan
Lingkungan limbah B3 maupun limbah non - B3 untuk perusahaan.
Hidup Nasional
To improve knowledge and skill of the employees from
Workshop Project Management Office in managing environment by the
of National companies especially in treating B3 waste as well as non – B3
Environment waste for companies.
Management
Policy
Public 37 Pelatihan Untuk meningkatkan kemampuan dan kompetensi personil 3
Course Interactive Data dalam proses analisis dan penyajian data.
Analysis and
Visualitation With To improve skill and competence of the personnels in
Power BI Desktop analytical process and data presentation.
Training of
Interactive Data
Analysis and
Visualitation With
Power BI Desktop
Akuisisi, Spin
Off (Divestasi) To improve understanding and competence concerning
dan Pengelolaan mergers, acquisition and spin-off (divestment).
Holding Company
Workshop
of Merger,
Acquisition, Spin
Off (Divestment)
and Management
of Holding
Company
Public 39 Seminar Meningkatkan pengetahuan pegawai terkait Revolusi 1
Course Preparing Industri 4.0 yang dicanangkan oleh Kemenperin serta
Indonesia Ready kaitannya dengan program kerja Training and Development
for Industry sebagai embrio dari Corporate University Angkasa Pura I.
Revolution 4.0
To improve employees’ knowledge concerning Industrial
xxx Revolution 4.0 planned by the Ministry of Inudstry and its
relation to the work Training and Development program as an
embryo of Angkasa Pura I Corporate University.
Public 40 Pelatihan Stress Meningkatkan kompetensi dalam memanajemeni stress di 1
Course Management tempat kerja yang dapat menurunkan produktivitas kerja
karyawan.
Stress
Management To improve competence in managing stress in working
Training environment that can reduce the employees’ working
productivity.
Public 41 Pelatihan Meningkatkan kompetensi dalam menggunakan beberapa 1
Course Financial teknik analisis laporan keuangan sebagai dasar evaluasi
Statement kondisi keuangan perusahaan.
Analysis
To improve competence in using a few financial statement
Financial analysis techniques as the basis to evaluate the company’s
Statement financial condition.
Analysis Training
Public 42 Pelatihan Meningkatkan kompetensi dengan teknik riset praktis 1
Course Practical untuk pengambilan keputusan pemasaran yang efektif.
Marketing
Research To improve competence through practical research techniques
for effective marketing decision making.
Practical
Marketing
Research Training

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Public 43 Workshop Meningkatkan kompetensi tentang penyelesaian sengketa 1
Course Penanganan melalui arbitrase dan strategi yang perlu dipersiapkan saat
dan Strategi sengketa muncul.
Arbitrase
International To improve competence concerning dispute settlement
through arbitration and strategies that need to be prepared
Workshop of when the dispute arises.
Handling and
International
Arbitrage
Strategy
Berdasarkan
Perpres Nomor To discover the latest information regarding change in
16 Tahun 2018 Presidential Regulation concerning government goods and
services procurement, which is Presidential Regulation 16
Technical Year 2018.
Guidance of
Procurement
Modernization
Pursuant to
Presidential
Regulation
Number 16 Year
2018
Team Leader penanganan Contact Center.
To improve the knowledge and competence of personnels

of Airport Services and Hospitality in services and handling
Contact Center.
Public 46 Workshop Teknik Untuk meningkatkan kemampuan dan kompetensi personil 4
Course Penyusunan General Services untuk memperoleh barang/jasa yang
HPS Yang Wajar tepat dari segi harga, mutu, jumlah, waktu, kegunaan,
& Akuntable mensyaratkan prosedur dan kaidah pengadaan yang
dalam Proses baik.
Pelelangan
Pengadaan To improve the skill and competence of the personnels of
Barang & Jasa General Services to obtain the right goods/services in the
Perusahaan aspect of price, quality, quantity, timing, usage and to require
the good procedures and rules of procurement.
Workshop of Fair
& Accountable
HPS Preparation
Techniques in
Auction Process
of the Company’s
Goods & Services
Procurement
Public 47 Integrated Untuk meningkatkan kemampuan dan kompetensi 1
Course Training Design personil Training & Development di Dalam mempersiapkan
suatu kegiatan pelatihan sehingga sesuai dengan
tujuan yang diharapkan.
To improve the skill and competence of the personnels of

Training & Development in preparing a training activity to be
in line with the expected purpose.

Jenis Jumlah
No Level
Public 48 Workshop Untuk meningkatkan kemampuan dan kompetensi 2
Course Memahami personil Unit General Services dalam menyusun SOP
Aspek Legal & kerja sama bisnis terkait asset BUMN.
Aspek Akuntansi
dalam Kerjasama To improve the skill and competence of the personnels of
Bisnis Terkait Unit General Services in preparing business cooperation SOP
BUMN dan Anak concerning SOE’s assets.
Perusahaan
Workshop of
Understanding
Legal Aspects
& Accounting
Aspects in
Business
Cooperation
Concerning SOE
and Subsidiaries
Public 49 Pelatihan Untuk melengkapi kompetensi personil Human Capital 3
Course Assessor Group dan Training & Development Group dalam bidang
Assessment Assessment Center.
Center Menthod
To complete the competence of the personnels of Human
Assessor Capital Group and Training & Development Group in
Assessment Assessment Center field.
Center Method
Training
Public 50 Pelatihan Power Untuk meningkatkan kemampuan dan kompetensi personil 4
Course BI Desktop dalam proses analisis dan penyajian data.
Interactive
Reports With To improve the skill and competence of the personnels in
Visual Analytics analytical process and data presentation.
Power BI Desktop
Interactive
Reports With
Visual Analytics
Training
Public 51 Workshop Untuk meningkatkan kemampuan dan kompetensi di 1
Course Financial dalam Financial Modeling untuk kebutuhan pengelolaan
Modeling for Capital Rising.
Corporate
Planning improve the skill and competence in Financial Modeling for
the need of Capital Rising management.

Public 52 Training Big Untuk meningkatkan kemampuan dan kompetensi 2
Course Data, Analytics personil Unit Finance tentang mengoptimalkan Big Data
and Finance untuk kebutuhan analisa dalam upaya meningkatkan
Transformation kinerja perusahaan secara berkesinambungan.
improve the skill and competence of the personnels of Unit

Finance regarding optimizing Big Data for analytical
need in an attempt to improve the company’s performance
continuously.
Public 53 Pelatihan Meningkatkan kompetensi pegawai dalam 1
Course Rahasia mengintegrasikan antara perencanaan, pengukuran
Penyusunan SOP performasi perusahaan yang selaras dengan proses binis
KPI - BSC yang pada level korporat.
Terintegrasi
To improve the competence of the employees in integrating
Confidential planning, corporate performance measurement which is in
Training of line with the business process at corporate level.
Integrated
SOP KPI - BSC
Preparation
Public 54 Pelatihan Mini Meningkatkan kompetensi dengan mengasah pola berpikir 1
Course MBA luas dalam menghadapi perkembangan jaman.
Mini MBA Training To improve competence by enhancing wide thinking habit in

facing the current development.

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Public 55 Good Corporate Meningkatkan pengetahuan dan kompetensi untuk 1
Course Governance menciptakan sistem dan struktur perusahaan yang kuat
sehingga mampu menjadi perusahaan kelas dunia.
To improve knowledge and competence to create a strong

corporate system and structure in order to be a world class
company.
Minitab Insight To improve knowledge in management quality improvement

Conference in the company.
Public 57 Workshop Membangun perilaku terhadap keinginan pelanggan 2
Course Optimalisasi terlebih dahulu, menjauhkan perilaku yang berbasis
Penerapan egosentris.
Pelayanan Prima
Bagi Pelanggan - To build behavior to customers’ desire first, to put aside
CS Excellence egocentrical behvaior.
Workshop of
Optimization of
Implementation
of Prime Services
to Customers - CS
Excellence
Public 58 Workshop Tindak Untuk mengetahui apa yang harus dilakukan oleh Direksi 1
Course Pidana Korporasi dan Komisaris suatu korporasi agar terhindar dari jerat
hukum pidana.
Workshop of
Corporate To know what should be done by the Board of Directors and
Criminal Acts the Board of Commissioners of a company in order to avoid
criminal laws.
Public 59 Pendidikan Calon Meningkatkan kompetensi dan keterampilan terkait 1
Course Likuidator likuidasi dalam badan hukum untuk mengurus dan
membereskan badan hukum yang dilikuidasi.
Prospective
Liquidator To improve competence and skill concerning liquidation in
Training legal entities to handle and settle liquidated legal entities.
Public 60 Pelatihan Meningkatkan pengetahuan tentang compliance 1
Course Compliance management dalam mengidentifikasi, menilai dan
Management mengelola resiko perusahaan.
Training
To improve knowledge concerning compliance management
Compliance in identifying, assessing and managing company’s risks.
Management
Training
Public 61 Diklat Dangerous menambah pengetahuan dan kemampuan pegawai terkait 8
Course Goods Type A dengan Penanganan Pengangkutan Barang Berbahaya dan
mendapatkan lisensi untuk penanganan tersebut.
Dangerous Goods
Type A Training To gain knowledge and skill of the employees concerning the
Handling of Dangerous Goods Transportation and obtaining
the license for such handling.
Auditor SMK3 To provide knowledge to the employees in airport safety

Certification fields concerning the implementation of Safety and Work
Training Year Accident Management System (K3) in the Company’s Airport
2018 environment.
Public 63 Workshop Untuk meningkatkan kemampuan dan kompetensi 1
Course Contract Drafting pegawai mengenai suatu hubungan bisnis atau kerjasama
and Sharing yang didasarkan suatu kontrak/perjanjian.
Session
To improve the skill and competence of the employees
concerning a business relationship or cooperations based on
a contract/agreement.

Jenis Jumlah
No Level
Public 64 Seminar Nasional Meningkatkan kompetensi tentang kepabeanan untuk 1
Course Bea & Cukai, menunjang kelancaran ekspor dan impor yang berkaitan
Kepabeanan, erat dengan perjanjian atau multirateral dalam era
Ekspor & Impor globalisasi.
National Seminar To improve competence concerning customs to support

of Duty & Excises, the execution of export and import highly related to the
Customs, Export agreement or multirateral in the globalization era.
& Import
Public 65 Workshop PSAK Untuk meningkatkan kemampuan dan kompetensi 4
Course 72 dan 73 High pegawai mengenai aturan-aturan dalam PSAK 72
Time to Take (Pendapatan dari Kontrak dengan Pelanggan) dan PSAK
Action 73 (Sewa).
Workshop of To improve the knowledge and competence of the employees

PSAK 72 and 73 concerning regulations in PSAK 72 (Revenue from Contract
High Time to Take with Customers) and PSAK 73 (Lease).
Action
Public 66 Training Agar mampu memahami konsep dan kerangka kerja supply 1
Course Supply Chain chain management baik yang sifatnya strategis maupun
Management - operational, mampu menjelaskan posisi perusahaan dalam
SCM di BUMN rangkaian supply chain, menggunakan metoda optimasi
dan Anak untuk operasi supply chain dan memahami dinamika
Perusahaan perkembangan supply chain dalam perkembangan
teknologi informasi, internet dan data.
Training
Supply Chain To be able to comprehend the concept and framework of
Management - supply chain management whtehter strategical or operational,
SCM in SOE and able to explain the company’s position in the sequence of
Subsidiaries supply chain, use optimum methods to operate supply chain
and understand the dynamic of supply chain development in
information technology development, internet and data.
Public 67 Training Creative Meningkatkan kompetensi dalam menggunakan teknik- 1
Course Thinking teknik pemecahan masalah secara kreatif dengan
Technique membiasakan untuk menyesuaikan pola berpikir yang
sesuai dengan situasi tertentu.
Training Creative
Thinking To improve competence in using problem solving techniques
Technique creatively by adapting to adjust thinking process which is in
line with a certain situation.
Public 68 Training Practical Meningkatkan kompetensi dalam memahami proses 1
Course Problem Solving pemecahan masalah dan pengambilan keputusan dalam
suatu pekerjaan.
To improve competence in understanding problem solving

process and decision making in a work.
Public 69 Training Business Meningkatkan kompetensi dalam memahami 1
Course Process Mapping pengelompokan rincian dan keterkaitan antar proses
bisnis dalam perusahaan sehingga mampu memberikan
alternatifperbaikan proses bisnis agar dapat memberikan
nilai tambah yang lebih sesuai kebutuhan stakeholder.
To improve competence in understanding the grouping of

details and relation between business process in the company
hence able to provide business process improvement
alternatives in order to provide value added which is more in
line with the needs of stakeholder.
Course Strategic Brand branding terkait esensi dan pentingnya brand sebagai
Management identitas perusahaan dan cara memformulasikan brand
identity.
To improve competence and knowledge concerning branding

regarding the essence and importance of brand as the
company’s identity and how to formulate brand identity.
Course Presentation With presentasi yang efektif.
Impact
To improve competence and knowledge concerning effective
presentation.

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Public 72 Pelatihan Untuk memenuhi kompetensi dalam membuat dan 2
Course ArcGIS1 dan menyalurkan peta GIS menggunakan ArcGIS, menata
ArcGIS2 dan menemukan data geografis dan data-data lainnya,
menggunakan alat-alat dalam ArcGIS dengan baik dan
ArcGIS1 and benar, menggunakan alur kerja standar untuk menganalisa
ArcGIS2 Training GIS.
To meet competence in preparing and distributing GIS map

using ArcGIS, arranging and finding geographical and other
data, using tools in ArcGIS correctly and effectively, using
standard working steps to analyze GIS.
Public 73 Workshop Untuk meningkatkan kemampuan dan kompetensi di 1
Course Memahami dalam meningkatkan efektivitas Pengendalian kinerja
Aspek Legal & BUMN dan Anak Perusahaan seta mengoptimalkan
Aspek Akuntansi kapitalisasi potensi BUMN dan Anak Perusahaan yang
Skema Kerja berdampak pada akselerasi pertumbuhan Kinerja BUMN
Sama Bisnis dan Anak Perusahaan.
Terkait Aset
BUMN To improve skill and competence in enhancing the effectivity
of SOE and Subsidiaries’ performance Control as well as
Workshop of optimizing the capitalization of the potential of SOE and
Understanding Subsidiaries which result in the growth acceleration of the
Legal Aspect Performance of SOE and Subsidiaries.
& Accounting
Aspect of
Business
Cooperation
Schemes
Concerning
Assets of SOE
Public 74 Pelatihan Agar pegawai yang membidangi direktorat operasi mampu 1
Course Integtasi Sistem menguasai dan melaksanakan implementasi sistem
Manajemen Mutu Standar Mutu ISO 9001: 2015 serta penerapannya hingga
(ISO 9001:2015) pada tahap audit lapangan.
dan Manajemen
Risiko (ISO So that the employees in operation directorate are able to
31000:2009) master and execute the implementation of ISO 9001: 2015
Quality System Standard and its implementation until field
Quality audit phase.
Management
Integration
System (ISO
9001:2015) and
Risk Management
(ISO 31000:2009)
Public 75 Training Meningkatkan kompetensi di dalam proses analisis dan 3
Course Interactive Data penyajian data sehingga dapat diambil keputusan terkait
Analysis and bisnis atau produk yang tepat untuk dikembangkan oleh
Visualization With perusahaan.
Power Desktop
To improve competence in analytical process and data
presentation hence the right business or product related
decision can be made to be developed by the company.
Public 76 Program The Untuk menambah pengetahuan dan kompetensi pegawai 2
Course Comperencies tentang Knowledge Management (KM) pada suatu
for Managing Organisasi.
Knowledge
To gain knowledge and competence of the employees
concerning Knowledge Management (KM) in an Organization.
Public 77 Pelatihan Menunjang pelaksanaan penyusunan rencana induk 5
Course Aplikasi GIS bandar udara yang merupakan pedoman pembangunan
untuk Penataan dan pengembangan fasilitas bandar udara serta pedoman
Ruang / Wilayah bagi pemerintah daerah setempat dalam pengembangan
wilayah di sekitar bandar udara.
GIS Application
Training for To support the implementation of main planning preparation
Spatial / Area of airport that is the guidelines of construction and
Layout development of airport facilities as well as guidelines for the
local government in developing areas nearby the airport.

Jenis Jumlah
No Level
Public 78 Pelatihan Meningkatkan pengetahuan dan kemampuan pegawai 1
Course Sertifikasi dalam bidang auditor hukum.
Auditor Hukum
To improve knowledge and competence of the company in
Legal Auditor legal auditor field.
Certification
Training
Public 79 Pelatihan dan Meningkatkan kompetensi personil Airport Technology & 3
Course Ujian Certified Network (ATN) dalam aspek pengoperasian dan perawatan
Data Centre terhadap data center.
Professional
(CDCP) To improve the competence of the personnels of personil
Airport Technology & Network (ATN) in the operation and
Training and maintenance aspect on data center.
Test for Certified
Data Centre
Professional
(CDCP)
Training of To provide knowledge and skill to the employees of operational

Certification and directorate concerning safety, health and work accident
Recertification system management in the Company’s Airport environment,
of General K3 as well as renewing the validity period of General K3 Expert
Experts Batch I license that they have obtained.
and II
Program
PKBL untuk To gain knowledge concerning the implementation of GCG
Usaha BUMN dan part in managing business for the company’s going concern.
Anak Perusahaan
Workshop of
GCG Principles
Implementation
in PKBL Program
for the Going
Concern of SOE
and Subsidiaries
Public 82 Workshop untuk memberikan pengetahuan dan pengayaan terkait 2
Course Penerapan konsep dan aplikasi secara sistematis dari Penerapan
Project PMO sehingga diharapkan adanya aktivitas terintegrasi
Management yang memiliki standarisasi dan metodologi yang jelas
- PMO dalam di setiap proyek yang dikerjakan sehingga dapat
Proyek meningkatkan pendapatan perusahaan.
Infrastuktur
BUMN Karya dan To provide knowledge and enrichment concerning concept
Anak Perusahaan and application systematically from PMO Implementation
hence it is expected to result in integrated activities that have
Workshop clear standardization and methodology in each project being
of Project done hence it may increase the company’s revenue.
Management
- PMO
Implementation
in Infrastructure
of SOE Work and
Subsidiaries

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Jenis Jumlah
No Level
Public 83 Workshop Untuk meningkatkan pemahaman manfaat tanah bagi 2
Course Pertanahan Tata perusahaan terutama perusahaan yang menunjang
Cara Pendaftaran perekonomian nasional.
Tanah dan
Penetapan Hak To improve the understanding of the benefit of land for
Atas Tanah companies especially companies that support national
Nasional economy.
Workshop of
Registration
Procedures
for Land and
Enactment of
Rights of National
Land
Public 84 Workshop Untuk meningkatkan pemahaman bagaimana pemanfaatan 2
Course Pemanfaatan aset yang sesuai perundang-undangan yang berlaku,
Aset Pemda pemilihan mitra yang tepat serta skema kerjasama yang
dan TNI oleh menguntungkan secara bisnis.
BUMN dan Anak
Perusahaan To improve the understanding of the utilization of assets that
is in line with the prevailing laws, selecting the right partner as
Workshop well as commercially profitable cooperation scheme.
of Regional
Government
and TNI Asset
Utilization by SOE
and Subsidiaries
Public 85 Workshop Untuk meningkatkan kompetensi pegawai di Risk 1
Course Rahasia Management and Corporate Planning khususnya dalam
Penyusunan SOP mengintegrasikan antara perencanaan, pengukuran
- KPI - BSC yang performasi perusahaan yang selaras dengan proses bisnis
Terintegrasi pada level korporat.
Confidential To improve the competence of the employees in Risk

Workshop of Management and Corporate Planning especially in
Integrated integrating between planning, performance measurement of
SOP - KPI - BSC the company which is in line with the business process in the
Preparation corporate level.
Workshop on friendly airport.
Greenship
Associates In order to provide insight to employees about the principles
related to green buildings and a green movement, as well
as to support the achievement of the company's vision and
strategic goals to realize ecological friendly airport.
Public 87 Workshop Untuk meningkatkan kemampuan dan pemahaman dari 6
Course Information implementasi IT Risk Management untuk mendukung
Technology Risk proses manajemen risiko di perusahaan.
Management
(IIRM) To improve the ability and understanding of the
implementation of IT Risk Management to support the risk
management process in the company.
Public 88 Workshop Airside Untuk meningkatkan pengetahuan dan kemampuan 1
Course Maintenance and pegawai dalam pemahaman sebuah aktivitas training needs
Procedure analysis dalam kegiatan airside bandar udara.
To increase the knowledge and ability of employees in

understanding a training needs analysis activity in airport
airside activities.

Jenis Jumlah
No Level
Public 89 Pelatihan Master Meningkatkan pengetahuan dan kompetensi untuk 1
Course Class Training mengembangkan dan mengimplementasikan perencanaan
Balanced strategis perusahaan dan perencanaan bisnis tahunan,
Scorecard dan sebagai pembekalan guna menyusun Dokumen RJPP
Perusahaan Periode 2019 - 2023 yang akan disusun pada
Workshop on awal periode tahun 2018.
Master Class
Training Balanced Improving knowledge and competence to develop and
Scorecard implement the company's strategic planning and annual
business planning, and as a preparation for the process of
compiling RJPP Period of 2019 - 2023 which will be compiled
at the beginning of the period in 2018.
Diklat 90 Seleksi Online Dalam rangka mendorong setiap Pegawai untuk 20
Teknis Program Beasiswa mengembangkan diri dan meningkatkan kemampuan
Manajemen kebandaraan, serta untuk mengembangkan SDM
Kebandarudaraan Perusahaan melalui pendidikan ke jenjang yang lebih tinggi.
Online Selection In order to encourage every employee to develop themselves

of Aerospace and improve competency-based abilities and professionalism
Management in the field of the airport, as well as to develop the Company's
Master's human resources through education to a higher level.
Scholarship
Program
Diklat 91 Program Dalam rangka mendorong setiap Pegawai untuk 19
Teknis S2 Magister mengembangkan diri dan meningkatkan kemampuan
Training Perusahaan melalui pendidikan ke jenjang yang lebih tinggi.
Aerospace
Management In order to encourage every employee to develop themselves
Master's and improve competency-based abilities and professionalism
Scholarship in the field of the airport, as well as to develop the Company's
Program human resources through education to a higher level.
Diklat 92 Pelatihan Sebagai rangkaian dari Program Beasiswa 20
Teknis Diploma S2 Magister Management Kebandaraan
IATA Sesi I - Dalam rangka mendorong setiap Pegawai untuk
Technical Airport Route mengembangkan diri dan meningkatkan kemampuan
Training Development dan profesionalisme berbasis kompetensi dalam bidang
and Commercial kebandaraan, serta untuk mengembangkan SDM
Management Perusahaan melalui pendidikan ke jenjang yang lebih tinggi.
IATA Diploma As a series of Scholarship Programs for Masters in Airport

Training Session Management In order to encourage every employee to
I - Airport Route develop themselves and improve competency-based abilities
Development and professionalism in the field of the airport, as well as to
and Commercial develop the Company's human resources through education
Management to a higher level.
Diklat 93 Pelatihan Agar peserta pelatihan mampu melaksanakan pengadaan 46
Teknis Pengadaan barang/jasa yang dibutuhkan untuk mendukung
Training
Goods / Services In order for trainees to be able to carry out the procurement of
Procurement goods / services needed to support the company's operations
Training for Batch in accordance with applicable guidelines.
III and IV

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Jenis Jumlah
No Level
Diklat 94 Pelatihan CCNA menambah pengetahuan terkait Arsitektur, struktur, fungsi, 24
Teknis Switching and komponen dan model dari Jaringan Internet dan Komputer;
Routing I - IV dan Prinsip IP Address dan dasar – dasar konsep Ethernet, media
Technical Pelatihan Syber dan pengoperasiannya serta mampu membuat jaringan
Training Security Essential LAN yang simpel, melakukan konfigurasi dasar router
Tahun 2018 dan switch dan mengimplementasikan skema IP Address.
menambah pengetahuan segala aspek keamanan dalam
CCNA Switching dunia cyber, keamanan informasi, sistem keamanan,
and Routing keamanan jaringan, mobile security, physical security,
I - IV training and ethics and laws, dan menambah kemampuan yang
Cyber Security berhubungan dengan teknologi, prosedur, pertahanan.
Essential Training
in 2018 Increase knowledge related to the architecture, structure,
functions, components and models of the Internet and
Computer Networks; The principle of the IP Address and the
basic concepts of Ethernet, the media and its operation and
being able to make a simple LAN network, perform basic
configurations of routers and switches and also implement
the IP Address scheme. Increase knowledge of all aspects
of security in the world of cyber, information security,
security systems, network security, mobile security, physical
security, ethics and laws, and increase capabilities related to
technology, procedures, and defense.

Diklat 95 Pelatihan End Memberikan pengetahuan dan aplikasi dasar terkait 7
Teknis User SAP Tahun penggunaan SAP bagi calon pegawai yang membidangi
2018 Akunting dan Keuangan.
Technical
Training SAP End User Providing knowledge and basic applications related to the use
Training in 2018 of SAP for prospective employees in charge of Accounting and
Finance.
Diklat 96 Pelatihan Memberikan pengetahuan dan keterampilan pegawai 16
Teknis Videography dalam melaksanakan tugas yang berkaitan dengan dengan
dan Pelatihan dokumentasi kegiatan perusahaan.
Technical Infographic Tahun
Training 2018 Providing knowledge and skills of employees in carrying out
tasks related to documentation of company activities.
Videography
and Infographic
Training in 2018
Diklat 97 Professional Memberikan pengetahuan dan mengembangkan 7
Teknis Secretary keterampilan sekretaris perusahaan dalam mengelolala
Development pekerjaan kesekretariatan sesuai dengan fungsi, peran,
Technical Program Tahun dan code of conduct seorang sekretaris yang berlaku di
Training 2018 perusahaan.
Professional Provide knowledge and develop the skills of the company

Secretary secretary in managing secretarial work in accordance with
Development the functions, roles, and code of conduct of a secretary that
Program in 2018 applies to the company.
Diklat 98 Pelatihan Agar Peserta mampu melaksanakan proses penagihan 10
Teknis Penagihan piutang yang efektif dan efisien berdasarkan SOP dan
Piutang yang kebijakan pengelolaan piutang usaha serta melakukan
Technical Efektif analisa terhadap sistem pengelolaan piutang di PT Angkasa
Training Pura I (Persero).
Effective
Receivables In order for Participants to be able to carry out a process of
Collection accounts receivable collection effectively and efficiently
Training based on SOPs and trades receivable management policies
and analyze the accounts receivable management system at
PT Angkasa Pura I (Persero).

Jenis Jumlah
No Level
Diklat 99 Ujian Presentasi Dalam rangka melaporkan hasil Project Assigment yang 12
Teknis Project merupakan penugasan dari proses pembelajaran Diklat
Training Airport kerja masing-masing peserta.
Management
Batch I dan II In reporting the results of Project Assignment, which is the
assignment of the learning process of the Junior Airport
Project Management Training to create a project design change that
Assignment can be implemented in the work units of each participant.
Presentation
Exam
Junior Airport
Management
Training Batch I
and II

Diklat 100 Diklat Junior Membentuk kompetensi manajerial dan kepemimpinan 8
Teknis Airport yang bisa diandalkan dalam memimpin di tingkat
Training senantiasa berubah di lingkungan setingkat unit kerja
Junior Airport “section” pada jabatan struktural di lingkungan PT. Angkasa
Management Pura I.
Training Batch II
dan III Form managerial competencies and leadership that can be
relied on in leading at the operational, managerial, and young
levels to be able to be effective leaders in situations that
are constantly changing in the environment at the level of a
"section" work unit in structural positions within PT. Angkasa
Pura I.
Diklat 101 Pelatihan dan Memberikan pengetahuan dan keterampilan pegawai 14
Teknis Resertifikasi P3K direktorat operasi terkait manajemen sistem keselamatan,
Technical First Aid Udara Perusahaan, serta memperpanjang masa berlaku
Training Training and Re- lisensi P3K bagi yang telah memilikinya.
certification
Providing knowledge and skills to employees of the directorate
of operations related to the management of the safety, health
and work accident systems in the work environment of the
Company Airport, as well as extending the validity period of
first aid licenses for those who have them.
Diklat 102 Pelatihan Agar pegawai yang membidangi direktorat operasi mampu 13
Teknis Interpretasi menguasai dan melaksanakan implementasi sistem
dan Audit Standar Mutu ISO 9001: 2015 serta penerapannya hingga
Training Manajemen Mutu
ISO 9001:2015 In order for employees in charge of the directorate operations
Tahun 2018 to be able to master and implement the ISO 9001: 2015
Quality Standards system and its implementation up to the
Training stage of field audits.
on Internal
Interpretation
and Audit of
the ISO 9001:
2015 Quality
Management
System in 2018
Diklat 103 Pelatihan Agar pegawai mampu menguasai usaha - usaha yang 1
Teknis Interpretasi diperlukan untuk mencapai sasaran kinerja perusahaan.
KPKU Tahun
Technical 2018 In order for employees are able to master the businesses
Training needed to achieve the company's performance goals.
KPKU
Interpretation
Training in 2018
Diklat 104 Pelatihan Asesor Agar pegawai mampu menguasai usaha - usaha yang 5
Teknis KPKU Tahun diperlukan untuk mencapai sekaligus mengukur sasaran
Technical
Training KPKU Assessor In order for employees to be able to master the business -
Training in 2018 the effort needed to achieve while measuring the company's
performance goals.

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2018 Annual Report
Jenis Jumlah
No Level
Diklat 105 Workshop Untuk memberikan gambaran umum tentang keamanan 16
Teknis Aviation Security penerbangan, dan pentingnya lingkungan bandar udara
Technical penerbangan dibandar udara, meningkatkan kesadaran
Training untuk melaporkan kepada pihak berwenang apabila
terjadi insiden atau adanya potensi ancaman keamanan
penerbangan dan memberikan pemahaman untuk turut
To provide an overview of aviation security and the importance

of a safe airport environment, increase the awareness of
aviation security risks at the airport, raise awareness to report
to authorities in the event of an incident or the potential threat
of aviation security and provide understanding to participate
in maintaining flight security in the city air.
Diklat 106 Pelatihan Self Untuk meningkatkan kualitas SDM yang memiliki integritas 11
Teknis Empowerement tinggi, self motivated yang tinggi sekaligus mampu menjadi
Training Empowerement
Training To improve the quality of human resources that have high
integrity, high self motivated while being able to be a
motivator, innovator and initiator, being able to increase
company income and perform self-healing.
SRG, JOG, DPS,
SOC) Providing knowledge about airport route management and
its development, as a basis for preparing new airport route
Airline submissions to airlines, as well as providing coaching to
Management Head Unit Department staff in their work units regarding the
and Route airport route proposal which are potential selling points to be
Development presented to airlines and Airport General Manager.
Training in 2018
(Batch V - XI: LOP,
UPG, KOE, SRG,
JOG, DPS, SOC)
Hospitality and coaching kepada staf junior di unit kerjanya terkait
Customer Service customer service, grooming, appearance, dan hospitality.
Training 2018
Providing knowledge and skills that must be mastered by front
liner employees (Avsec, Customer Service, PKP - PK, Airport
Operation, AMC, and Cleaning Service) regarding techniques
to provide customer service directly in an optimal and friendly
hospitality.
Training Knowledge Participants are expected to explain the main points of the
business process at PT. Angkasa Pura I and the trend direction
Enhancement of the latest airport management.
Program
of Airport
Management
Knowledge

Jenis Jumlah
No Level
Diklat 110 Pelatihan Pra Dalam rangka mempersiapkan masa pensiun pegawai 52
Teknis Purnabakti Tahun dalam hal pengembangan potensi diri dan kemampuan
Technical
Training Pre-retirement In order to prepare employee retirement in terms of
Training in 2018 developing self-potential and ability to manage problems
after retirement.
Diklat 111 Pelatihan Setelah mengikuti pelatihan ini, peserta akan mampu 60
Teknis Airport Officer mendeskripsikan tentang kegiatan-kegiatan pengelolaan
Management operasional dan bisnis bandara secara utuh serta upaya-
Technical Batch II dan III upaya dalam penigkatan pendapatan dan pelayanan serta
Training pengembangan usaha sesuai dengan visi, misi dan strategi
Airport Officer perusahaan.
Management
Training Batch II After participating in this training, participants will be able
dan III to describe the activities of airport operations and business
as a whole as well as efforts in increasing income, services
and business development in accordance with the company's
vision, mission and strategy.
Diklat 112 Diklat Orientasi Agar peserta mampu mendeskripsikan tentang kegiatan- 453
Teknis Tipe A, B dan C kegiatan pengelolaan operasional dan bisnis bandara
Tahun 2018 secara utuh serta upaya-upaya dalam peningkatan
Technical pendapatan dan pelayanan serta pengembangan usaha
Training Training on sesuai dengan visi, misi dan strategi perusahaan.
Orientation of
Types A, B and C In order for the participants to be able to describe the
in 2018 operational activities and operations of the airport as a
whole and efforts to increase revenue, service and business
development in accordance with the company's vision,
mission and strategy.
Diklat 113 Pendidikan menumbuhkan dan meningkatkan jiwa nasionalisme, 130
Teknis dan Pelatihan kebangsaan, kedisiplinan, loyalitas, semangat kerja, dan
Kesamaptaan membangun kerjasama tim kepada para Calon Pegawai PT
Technical Angkasa Pura I (Persero).
Training Medical Education
and Training Foster and enhance the spirit of nationalism, nationality,
discipline, loyalty, morale, and build teamwork to the
Employee Candidate of PT Angkasa Pura I (Persero).
Diklat 114 Sertifikasi Memastikan bahwa seorang Instruktur tersebut layak dan 2
Teknis Instruktur mempunyai kompetensi dibidangnya masing-masing dan
Training Sertifikasi
Instruktur Ensure that an instructor is competent and has competence
Aviation Security in their respective fields and is authorized by obtaining an
Instructor certificate to be able to deliver the material.
Mandatory 115 Refreshing Memastikan personel Junior Aviation Security memiliki 4
Perpanjangan melakukan tugas sebagai seorang Operator Peralatan
Mandatory Lisensi Personel Keamanan Penerbangan.
Regulation Basic Aviation
Security di Ensuring Junior Aviation Security personnel have a valid
Balikpapan license and rating and still apply to perform duties as a Flight
Safety Equipment Operator.
Refreshing
Course dan Ujian
Perpanjangan
Lisensi Personel
Basic Aviation
Security di
Balikpapan

197
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Jenis Jumlah
No Level
Regulation Junior Aviation
Refreshing
Course dan Ujian
Perpanjangan
Lisensi Personel
Junior Aviation
Security di
Balikpapan
Regulation Senior Aviation
Refreshing
Course dan Ujian
Perpanjangan
Lisensi Personel
Senior Aviation
Security di
Balikpapan
Denpasar license and rating and still apply to perform duties as a Flight
Refreshing
Course dan Ujian
Perpanjangan
Lisensi Personel
Junior Aviation
Security di
Denpasar
Denpasar license and rating and still apply to perform duties as a Flight
Refreshing
Course dan Ujian
Perpanjangan
Lisensi Personel
Senior Aviation
Security di
Denpasar
Lombok license and rating and still apply to perform duties as a Flight
Refreshing
Course dan Ujian
Perpanjangan
Lisensi Personel
Junior Aviation
Security di
Lombok

Jenis Jumlah
No Level
Makassar license and rating and still apply to perform duties as a Flight
xxx
Semarang license and rating and still apply to perform duties as a Flight
Refreshing
Course and Senior
Aviation Security
Personnel License
Extension Exam
in Semarang
Adisoemarmo license and rating and still apply to perform duties as a Flight
Refreshing
Course and Senior
Aviation Security
Personnel License
Extension Exam
in Adisoemarmo
Surabaya license and rating and still apply to perform duties as a Flight
Refreshing
Course and Senior
Aviation Security
Personnel License
Extension Exam
in Surabaya
Mandatory 125 Diklat Initial Memberikan pengetahuan dan Memastikan personel Junior 50
Regulasi Junior Aviation AVSEC memiliki lisensi dan rating yang sah dan masih
Mandatory Angkatan IV dan
Regulation V Tahun 2018 Providing knowledge and Ensuring Junior AVSEC personnel
have a valid license and rating and still apply to become a
Initial Junior Supervisor.
Aviation Security
Training for Batch
IV and V 2018

199
2018 Annual Report
Jenis Jumlah
No Level
Mandatory 126 Diklat Initial Memberikan pengetahuan dan Memastikan personel Senior 54
Regulasi Senior Aviation AVSEC memiliki lisensi dan rating yang sah dan masih
Mandatory Angkatan XV dan
Regulation XVI Tahun 2018 Providing knowledge and Ensuring Junior AVSEC personnel
have a valid license and rating and still apply to become a
Initial Senior Supervisor.
Aviation Security
Training for Batch
XV and XVI 2018
Mandatory 127 Diklat Pelayanan menambah pengetahuan dan kemampuan pegawai terkait 17
Regulasi Garbarata dengan pengoperasian garbarata dalam mendukung
(Aviobridge) pelayanan pada airline di Bandara Udara dan mendapat
Mandatory Angkatan I lisensi untuk mengoperasikan garbarata.
Regulation
Aviobridge Increase knowledge and ability of employees related to
Service Training Aviobridge operations in supporting service to airlines at the
for Batch I airport and get a license to operate Aviobridge.
Mandatory 128 Diklat Apron membekali pengetahuan & kemampuan pegawai serta 19
Regulasi Movement memenuhi ketentuan regulasi terkait dengan apron
Control Angkatan movement control dan untuk mendapatkan lisensi apron
Mandatory III Tahun 2018 movement control.
Regulation
Apron Movement Equip employees with knowledge & abilities and fulfill
Control Training regulatory requirements related to apron movement control
for Batch III 2018 and to obtain an apron movement control license.
Mandatory 129 Refreshing Course Memastikan personel Basic, Junior dan Senior PKP-PK 9
Regulasi danPerpanjangan dan SALVAGE memiliki lisensi dan rating yang sah dan
Lisensi Salvage masih berlaku untuk mengoperasian dan melakukan
Mandatory pemeliharaan/perawatan kendaraan PKP-PK dan peralatan
Regulation Refreshing Course SALVAGE.
and Salvage
License Extension Ensure Basic, Junior and Senior personnel PKP-PK and
SALVAGE have legal and valid licenses and ratings to operate
and carry out maintenance of PKP-PK vehicles and SALVAGE
equipment.
Mandatory 130 Refreshing Memastikan personel Senior PKP-PK memiliki lisensi dan 44
Regulasi Course dan rating yang sah dan masih berlaku untuk mengoperasian
Mandatory Lisensi Senior PK dan peralatan SALVAGE.
Kantor Cabang Ensure PKP-PK Senior personnel have legal and valid license
and rating to operate and carry out maintenance of PKP-PK
Refreshing Course vehicles and SALVAGE equipment.
and Extension of
PKP-PK Senior
License at Branch
Offices
Mandatory 131 Refreshing Memastikan personel Junior PKP-PK memiliki lisensi dan 32
Mandatory Lisensi Junior PK dan peralatan SALVAGE.
Kantor Cabang Ensure PKP-PK Junior personnel have legal and valid license
and Extension of
PKP-PK Junior
License at Branch
Offices

Jenis Jumlah
No Level
Mandatory 132 Refreshing Memastikan personel Basic PKP-PK memiliki lisensi dan 11
Mandatory Lisensi Basic PK dan peralatan SALVAGE.
Kantor Cabang Ensure PKP-PK Basic personnel have legal and valid license
and Extension
of Basic PKP-PK
License at Branch
Offices
Mandatory Tahun 2018 PK.
Regulation
Initial Senior Ensure PKP-PK Senior personnel have a legal and valid
PKP-PK Training license and rating to operate and carry out PKP-PK vehicle
for Batch VI Year maintenance.
2018
Mandatory (Diklat Strategi PK.
Regulation dan Taktik
Pemadaman Api) Ensure PKP-PK Senior personnel have a legal and valid
Tahun 2018 license and rating to operate and carry out PKP-PK vehicle
maintenance.
Initial Senior
PKP-PK Training
for Batch VI
(Training on Fire
Fighting Strategy
and Tactics) in
2018
Mandatory (Diklat Human PK.
Regulation Factor for ARFF)
Tahun 2018 Ensure PKP-PK Senior personnel have a legal and valid
license and rating to operate and carry out PKP-PK vehicle
Initial Senior maintenance.
PKP-PK Training
for Batch VI
(Training on
Human Factor for
ARFF) in 2018
Regulasi Senior PKP- rating yang sah dan masih berlaku untuk mengoperasian
PK Angkatan dan melakukan pemeliharaan/perawatan kendaraan PKP-
Mandatory VI (Diklat PK.
Regulation Kepemimpinan
Operasi Bandara) Ensure PKP-PK Senior personnel have a legal and valid
Tahun 2018 license and rating to operate and carry out PKP-PK vehicle
maintenance.
Initial Senior
PKP-PK Training
for Batch
VI (Airport
Operations
Leadership
Training) in 2018
Mandatory 137 Diklat Initial Memastikan personel SALVAGE memiliki lisensi dan rating 7
Regulasi Salvage yang sah dan masih berlaku untuk mengoperasian dan
Angkatan V melakukan pemeliharaan/perawatan peralatan SALVAGE.
Mandatory Tahun 2018
Regulation Ensure SALVAGE personnel have a legal and valid license
Initial Salvage and rating to operate and carry out maintenance of SALVAGE
Training for Batch equipment.
V Year 2018

201
2018 Annual Report
Jenis Jumlah
No Level
Mandatory 138 Diklat Initial Memastikan personel Junior PKP-PK memiliki lisensi dan 40
Regulasi Junior PKP-PK rating yang sah dan masih berlaku untuk mengoperasian
dan melakukan pemeliharaan/perawatan kendaraan PKP-
Mandatory Initial Junior PK.
Regulation PKP-PK Training
Ensure PKP-PK Junior personnel have a legal and valid
license and rating to operate and carry out PKP-PK vehicle
maintenance.
Mandatory 139 Pelatihan Teknik menambah pengetahuan dan kemampuan pegawai terkait 14
Regulasi Air dengan pengolahan air dan limbah di Bandara maupun di
Kantor.
Mandatory Water
Regulation Engineering increase the knowledge and capabilities of employees related
Training to water and waste treatment at the airport and at the office.
Mandatory 140 Diklat TCC Alat- menambah pengetahuan dan kemampuan pegawai 11
Regulasi Alat Besar (A2B) terkait dengan pemeliharaan fasilitas alat – alat besar di
lingkungan bandar udara dan mendapatkan lisensi dan/
Mandatory TCC Training of atau rating untuk pemeliharaan fasilitas dimaksud.
Regulation Large Tools
increase the knowledge and ability of employees related
to maintenance of large equipment facilities in the airport
environment and obtain a license and / or rating for
maintenance of said facilities.
Mandatory 141 Diklat TCC menambah pengetahuan dan kemampuan pegawai terkait 11
Regulasi Genset ACOS dengan pemeliharaan fasilitas genset dan panel ACOS
sebagai backup ketika terjadi pemadaman Listrik PLN di
Mandatory TCC Genset ACOS lingkungan bandar udara dan mendapat lisensi dan/atau
Regulation Training rating untuk memelihara fasilitas tersebut.
increase the knowledge and ability of employees related

to maintenance of large equipment facilities in the airport
environment and obtain a license and / or rating for
maintenance of said facilities.
Mandatory 142 Refreshing Memastikan personel teknik fasilitas keamanan 27
Regulasi Course dan Ujian penerbangan memiliki lisensi dan rating yang sah dan
Perpanjangan masih berlaku untuk melakukan pemeliharaan/perawatan
Mandatory Serta Penerbitan fasilitas keamanan penerbangan.
Regulation Lisensi /
Rating Personil Ensure flight security facilities technical personnel have a
Teknik Fasilitas legal and valid license and rating to carry out maintenance of
Keamanan flight security facilities.
Penerbangan
Refreshing Course
and Extension
Exam and
License Issuance
/ Personnel
Rating of Aviation
Security Facilities
with Creative 4. Mengerti dan memahami teknik berpikir kreatif.
Thinking
Jakarta means.
thinking.

Jenis Jumlah
No Level
Thinking
Yogyakarta means.
thinking.
Training Yogyakarta solusi saat menemukan hambatan dalam berpikir kreatif.
with Creative
Materials in means.
thinking.
Thinking
Surakarta means.
thinking.
Technical Di Semarang hambatan dalam berpikir kreatif serta dapat mencari
Thinking
Semarang means.
thinking.

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2018 Annual Report
Jenis Jumlah
No Level
Training Semarang solusi saat menemukan hambatan dalam berpikir kreatif.
with Creative
Materials in means.
thinking.
Thinking
Surabaya means.
thinking.
Thinking
Denpasar means.
thinking.
Thinking
Balikpapan means.
thinking.

Jenis Jumlah
No Level
Thinking
Banjarmasin means.
thinking.
Training Banjarmasin solusi saat menemukan hambatan dalam berpikir kreatif.
with Creative
Materials in means.
thinking.
Thinking
Makassar means.
thinking.
Thinking
Manado means.
thinking.

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2018 Annual Report
Jenis Jumlah
No Level
Thinking
Lombok means.
thinking.
Thinking
Kupang means.
thinking.
Thinking
Ambon means.
thinking.
Technical Di Biak hambatan dalam berpikir kreatif serta dapat mencari
Thinking
Materials in Biak 1. Understand and comprehend what creative thinking
means.
thinking.
6,143


EVALUASI PELAKSANAAN EVALUATION OF COMPETENCY

PENGEMBANGAN KOMPETENSI DEVELOPMENT IMPLEMENTATION
Untuk melaksanakan evaluasi efektifitas atas sistem To carry out an evaluation of the effectiveness of the learning
pembelajaran dan pengembangan yang telah dilakukan, and development system that has been conducted, the
Perseroan senantiasa melakukan evaluasi paska Company continuously conducts post-training evaluation
pelatihan yang dilakukan melalui Form Evaluasi Pasca held through the Post-Training Evaluation Form. Evaluation
Training. Evaluasi dinilai dalam bentuk Return of Training was assessed in the form Return of Training Investment
Investment yang mencerminkan tingkat efektivitas reflecting the level of effectiveness of the training. The
pelaksanaan training. Adapun hasil evaluasi tersebut results of the evaluation will be used as a basis for career
nantinya akan digunakan sebagai dasar untuk jenjang path or advanced level of training needs for employees.
karir atapun tingkat kebutuhan training lanjutan Evaluation is conducted not only for the trainingparticipants,
karyawan. Evaluasi tidak hanya dilakukan untuk peserta but also for the Training Instructor and the Organizer.
training, namun demikian juga pada Instruktur Training
dan Penyelenggaranya.
Evaluasi dilakukan melalui pengisian kuisioner yang Evaluation is conducted by filling the questionnaire given
diberikan kepada peserta digunakan sebagai bahan to the participants used as material evaluation to the
evaluasi terhadap penyelenggaraan diklat, pendekatan implementation of the training, the used approach is Likert
yang digunakan adalah Skala likert. Adapun komponen Scale. The components and elements of the assessment can
dan unsur yang menjadi penilaian dapat dilihat pada tabel be seen in the following table.
berikut:
A. Instruktur / Instructor
1. Kesesuaian kompetensi Instruktur dengan materi yang disampaikan.
Suitability of Instructor competencies with the material presented.
2. Kemampuan menjelaskan dalam penyampaian materi.
Ability to explain in material delivery.
3. Kemampuan dalam menciptakan suasana aktif dan komunikatif.
Ability to create an active and communicative atmosphere.
4. Kemampuan dalam menjawab pertanyaan peserta.
Ability to answer participant questions.
5. Kejelasan suara dan intonasi dalam penyampaian materi.
Sound clarity and intonation in the delivery of material.
B. Modul / Module
1. Materi training sesuai dengan kebutuhan pekerjaan.
Training material according to job requirements.
2. Materi training mudah dipahami dan menarik bagi peserta.
Training materials are easy to understand and interesting for participants.
3. Materi training disusun secara sistematis.
Training materials are arranged systematically.
4. Materi training dapat diterapkan dan mendukung pencapaian kinerja.
Training materials can be applied and support performance achievement.
5. Materi training yang diberikan telah disesuaikan dengan kondisi terkini.
The training material provided has been adjusted to the current conditions.
C. Metode Training / Training Method
1. Metode training sesuai dengan materi.
Training methods in accordance with the material.
2. Terdapat simulasi pemecahan masalah.
There is a problem solving simulation.
3. Evaluasi kemampuan dan pengetahuan peserta sebelum dan sesudah training.
Evaluation of participants' abilities and knowledge before and after training.
D. Fasilitas / Facilities
1. Kenyamanan dan kebersihan ruang training.
Comfort and cleanliness of the training room.
2. Fasilitas pendukung kelancaran kegiatan training seperti alat tulis, block note, materi hard copy dan lainnya.
Supporting facilities for smooth training activities such as stationery, block notes, hard copy material and others
3. Fasilitas alat bantu kegiatan training seperti laptop, proyektor, sound system, dan lainnya.
Facilities for training activities such as laptops, projectors, sound systems, and others.

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2018 Annual Report
4. Ruang penunjang seperti ruang ibadah dan toilet.

Supporting spaces such as worship rooms and toilets.
5. Penataan ruangan dan peralatan.
Arranging the room and equipment.
6. Kenyamanan dan kebersihan dormitory.
Comfort and cleanliness of dormitory.
7. Makan dan makanan ringan yang disajikan.
Meals and snacks served.
8. Pelayanan laundry.
Laundry service.
9. Pelayanan petugas front office, pramusaji, PIC.
Service for front office staff, waiters, PIC.
E. Penyelenggara / Organizer
1. Program training sesuai dengan visi dan misi perusahaan.
Training program in accordance with the company's vision and mission.
2. Waktu training yang disediakan memadai.
The training time provided is adequate.
3. Peserta merasakan manfaat training.
Participants feel the benefits of training.
4. Reputasi penyelenggara/perusahaan (untuk Public Training).
Reputation of the organizer / company (for Public Training).
Hasil rekap kuesioner selama kegiatan diklat tahun 2018 The results of the questionnaire recap during the 2018
yang dilaksanakan oleh Training and Development Group education and training activities carried out by the Training
tercantum dalam indeks kepuasan peserta sebagai and Development Group are listed in the participant
berikut: satisfaction index as follows:
Unsur Penilaian Indeks Kepuasan Skala Likert Kategori

Assessment Element Satisfaction Index Likert Scale Category
Instruktur Puas
71.06% 4.41
Instructor Satisfied
Modul Puas
69.80% 4.35
Module Satisfied
Metode Training Puas
69.50% 4.32
Training Method Satisfied
Fasilitas Puas
68.50% 4.25
Amenities Satisfied
Penyelenggara Puas
70.32% 4.37
Organizer Satisfied
BIAYA PENGEMBANGAN COMPETENCE DEVELOPMENT COSTS

KOMPETENSI
Sepanjang tahun 2018, Perseroan telah merealisasikan

Throughout 2018, the Company has realized the cost of
biaya pengembangan kompetensi bagi pegawai yang
developing competencies for employees recorded growth
tercatat mengalami pertumbuhan dibandingkan tahun
compared to the previous year; this is in line with the
sebelumnya, hal ini sejalan dengan komitmen Perseroan
Company's commitment to continue to increase an added
untuk terus meningkatkan nilai tambah bagi para pegawai
value for employees, one of which is through competence.
salah satunya melalui kompetensi yang dimiliki. Adapun
The total cost of developing employee competencies can be
besaran biaya pengembangan kompetensi pegawai
seen in the following table.
secara total dapat dilihat pada tabel berikut.
Uraian Peningkatan Peningkatan

2018 2017
Description Improvement Improvement
Pendidikan dan Pelatihan
Rp40,681,955,928 Rp39,008,149,267 Rp1,673,806,661 4.29%
education and training

KOMPOSISI PEMEGANG SAHAM COMPOSITION OF SHAREHOLDERS
Jumlah Saham Ditempatkan

Kepemilikan
Pemegang Saham dan Disetor Penuh
Saham Total
Shareholder Number of Shares Issued
Shareholding
and Fully Paid-Up
Pemerintah Republik Indonesia

Government of the Republic of 6,414,412,000 100% Rp6,414,412,000,000
Indonesia
KOMPOSISI 20 PEMEGANG SAHAM COMPOSITION OF 20 LARGEST

TERBESAR SHAREHOLDERS
Sampai dengan 31 Desember 2018, PT Angkasa Pura I As of December 31, 2018, the Company was a Stateowned
(Persero) merupakan Badan Usaha Milik Negara yang Enterprise whose shares were 100% owned by the State of
sahamnya 100% dimiliki oleh Negara Repulik Indonesia. the Republic of Indonesia. Thus, there was no information on
Dengan demikian, tidak terdapat informasi mengenai the composition of the 20 largest shareholders.
komposisi 20 pemegang saham terbesar.
KOMPOSISI PEMEGANG SAHAM 5% COMPOSITION OF 5% OR MORE

ATAU LEBIH SHAREHOLDERS
Sampai dengan 31 Desember 2018, PT Angkasa Pura I As of December 31, 2018, the Company was a Stateowned
(Persero) merupakan Badan Usaha Milik Negara yang Enterprise whose shares were 100% owned by the State of
sahamnya 100% dimiliki oleh Negara Repulik Indonesia. the Republic of Indonesia. Information on the composition
Informasi mengenai komposisi pemegang saham 5% atau of 5% or more shareholders of the Company has been
lebih Perseroan telah dijelaskan pada uraian komposisi explained in the description of shareholder composition.
pemegang saham.
KOMPOSISI PEMEGANG SAHAM COMPOSITION OF LESS THAN 5%

MASYARAKAT KURANG DARI 5% COMMUNITY SHAREHOLDERS
Sampai dengan 31 Desember 2018, PT Angkasa Pura I As of December 31, 2018, the Company had not become
(Persero) belum menjadi perusahaan yang mencatatkan a listed company in the stock market yet. Thus, there was
sahamnya di bursa saham. Dengan demikian, tidak no information on the composition of less than 5% or more
terdapat informasi mengenai komposisi pemegang saham community shareholders.
masyarakat kurang dari 5% atau lebih.
KEPEMILIKAN SAHAM OLEH SHAREHOLDING BY BOARD OF

DEWAN KOMISARIS DAN DIREKSI COMMISSIONERS AND DIRECTORS
Sampai dengan 31 Desember 2018, PT Angkasa Pura I As of December 31, 2018, PT Angkasa Pura I (Persero) is a
(Persero) merupakan Badan Usaha Milik Negara yang State-Owned Enterprise whose shares are 100% owned by
sahamnya 100% dimiliki oleh Negara Repulik Indonesia. the Republic of Indonesia. Thus there is no share ownership
Dengan demikian tidak terdapat kepemilikan saham oleh by the Board of Commissioners and Directors in PT Angkasa
Dewan Komisaris dan Direksi pada PT Angkasa Pura I Pura I (Persero) either directly or indirectly.
(Persero) baik secara langsung maupun tidak langsung.

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2018 Annual Report
DAFTAR ENTITAS ANAK LIST OF SUBSIDIARIES

DAN/ATAU ENTITAS ASOSIASI AND/OR ASSOCIATED ENTITIES
Sampai dengan tahun 2018, PT Angkasa Pura I (Persero) As of 2018, PT Angkasa Pura I (Persero) does not have a
tidak memiliki Entitas Induk, Perusahaan joint venture, Parent Entity, joint venture company, representative office,
Kantor Perwakilan, dan Special Purpose Vehicle (SPV) and Special Purpose Vehicle (SPV)."
ENTITAS ANAK SUBSIDIARY
Tahun
Status
Kepemilikan Pendirian Jumlah Aset
Nama Kegiatan Usaha Operasi Domisili
Saham Year of Total Asset
Name Business activities Operational Domicile
Shareholding Establishment (Rp)
Status
PT Angkasa Transportasi Beroperasi

98.00% 2012 247,876,813,215 Jakarta
Pura Logistik Transportation Operating
PT Angkasa Hotel Beroperasi

99.99% 2012 728,225,101,638 Jakarta
Pura Hotel Hotel Operating
PT Angkasa Properti Beroperasi

99.96% 2012 485,594,811,297 Jakarta
Pura Properti Property Operating
PT Angkasa Jasa Beroperasi

99.81% 2012 1,018,677,301,204 Jakarta
Pura Support Service Operating
PT Angkasa Trading Beroperasi

97.50% 2014 81,063,880,156 Jakarta
Pura Retail Trading Operating
Perseroan mendirikan 5 (lima) Anak Perusahaan yang The Company established 5 (five) Subsidiaries helping
membantu untuk meningkatkan pendapatan bisnis non to increase non aeronautika and to increase Customer
aeronautika serta peningkatan Customer Satisfaction Satisfaction Index (CSI). A brief description of each
Index (CSI). Adapun penjelasan singkat mengenai masing- Subsidiary is described as follows:
masing Entitas Anak diuraikan sebagai berikut:
PT ANGKASA PURA LOGISTIK PT ANGKASA PURA LOGISTIK

Bidang usaha yang dijalankan oleh PT Angkasa Pura The business field run by PT Angkasa Pura Logistik is a
Logistik adalah Pengelola Jasa Terkait (Kargo dan Pos), freight forwarding service with the authorized capital
Warehousing, Regulated Agent, Bisnis Logistik dengan of Rp80,000,000,000 divided into 80,000 shares with
modal dasar sebesar Rp80.000.000.000 terbagi dalam a nominal value of Rp1 million and initially issued and
80.000 lembar saham dengan nilai nominal persahamnya paid-up in capital amounting to Rp21,000,000,000
sebesar Rp1 juta dan pada awalnya modal di tempatkan (full Rupiah) and then according to the GMS held on 5
dan disetor sebesar Rp21.000.000.000 kemudian sesuai October 2016, the additional paid-up capital amounted
RUPS tanggal 5 Oktober 2016 dilakukan penambahan to Rp25,000,000,000. Ownership of PT Angkasa Pura I
modal disetor menjadi Rp25.000.000.000 Kepemilikian (Persero) shares in this company amounts to 24,000 shares,
saham PT Angkasa Pura I (Persero) pada perusahaan worth Rp24,000,000,000 or 98%.
ini menjadi sebanyak 24.500 lembar saham, senilai
Rp24.500.000.000 atau 98%.
Pendirian Perusahaan telah mendapat persetujuan dari The establishment of the Company has been approved by
Dewan Komisaris PT Angkasa Pura I (Persero) No. 194/ the Board of Commissioners of PT Angkasa Pura I (Persero)
DK.API/2011 tanggal 15 Desember 2011 dan didasarkan number 194/DK.API/2011 dated 15 December 2011 and is
pada akta pendirian perusahaan nomor 01 oleh Notaris based on the Company’s Deed of Establishment Number 01
Nanda Fauz wan SH, M.Kn tanggal 6 Januari 2012. Akta by Notary Nanda Fauz wan SH, M.Kn dated 6 January 2012.
tersebut telah disahkan melalui keputusan menteri The Deed has been ratified by the Decree of the Minister of
Hukum dan Hak Asasi Manusia Republik Indonesia No. Law and Human Rights of the Republic of Indonesia number
AHU-03158.AH.01.01. Tahun 2012 tanggal 18 Januari 2012 AHU-03158.AH.01.01. of 2012 dated 18 January 2012 and
serta telah diumumkan dalam Berita Negara Republik has been published in the State Gazette of the Republic of
Indonesia No. 32 tanggal 19 April 2013, Tambahan Berita Indonesia No. 32 dated 19 April 2013, Supplement to the

Negara Republik Indonesia No. 10269 (“Akta Pendirian PT State Gazette of the Republic of Indonesia No. 10269 (“Deed
APL”). of Establishment of PT APL").
Perubahan Anggaran Dasar terakhir diubah berdasarkan The amendments to the latest Articles of Association were
Akta Pernyataan Keputusan Para Pemegang Saham amended based on the Deed of Decision of the Shareholders
No. 08 tanggal 18 Juli 2018, dibuat dihadapan Nanda No. 08 dated July 18, 2018, made before Nanda Fauz Iwan,
Fauz Iwan, S.H., M.Kn., Notaris di Jakarta Selatan, yang S.H., M.Kn., a Notary in South Jakarta, which had obtained
telah memperoleh persetujuan Kementerian Hukum dan the approval of the Ministry of Law and Human Rights based
Hak Asasi Manusia berdasarkan Keputusan No. AHU- on Decree No. AHU-AH.01.03-0223815 dated July 19, 2018.
AH.01.03-0223815 tanggal 19 Juli 2018.
Visi
Vision Menjadi perusahaan jasa logistik nasional terpadu dan terpercaya di Indonesia.
To become a national logistics services company that is integrated and reliable in Indonesia.
Misi
Mission • Menyediakan jasa logisitik terpadu yang solutif, profesional dan inovatif untuk
kepuasan konsumen.
To provide integrated logistics services that are solutive, professional and innovative for
customer satisfaction.
• Meningkatkan kapabilitas, membangun kapasistas dan kesejahteraan karyawan.
To improve capability, build employee capacity and prosperity.
• Mengembangkan sinergi dengan mitra usaha
To develop synergy with business partners
• Memaksimalkan nilai bagi pemegang saham dan pemangku kepentingan lainnya.
To maximize values for shareholders and other stakeholders.
• Memberi kontribusi yang positif kepada masyarakat dan lingkungan.
To make a positive contribution to society and the environment.

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2018 Annual Report
Susunan Dewan Komisaris dan Direksi PT Angkasa Pura The composition of the Board of Commissioners and Board
Logistik adalah sebagai berikut. of Directors of PT Angkasa Pura Logistik is as follows.
Komisaris Utama
President Commissioner : Novrihandri
Komisaris :
Commissioner Parlindungan Situmorang
Komisaris
Commissioner : Marsda (Purn) Bambang Agus Margono
Komisaris :
Commissioner M. Basuki Mardianto
Direktur Utama
President Director : Danny P. Thaharsyah
Direktur Terminal Kargo dan Regulated Agent :

Director of Cargo and Regulated Agent Terminals Ahmad Munir
PLT. Direktur Logistik dan Pengembangan Usaha

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

Shareholder Capital Investment Stock Unit Percentage
PT Angkasa Pura I (Persero) Rp24,500,000,000 24,500 98.0%
Pusat Koperasi Karyawan

PT Angkasa Pura I (Persero) Rp500,000,000 500 2.0%
PT ANGKASA PURA HOTEL PT ANGKASA PURA HOTEL

PT Angkasa Pura Hotel bergerak di bidang usaha PT Angkasa Pura Hotel is engaged in providing tourism
Perhotelan, Lounge, Inflight Catering, Travel Management. accommodation. PT Angkasa Pura Hotel was established
PT Angkasa Pura Hotel didirikan berdasarkan akta No. based on deed No. 03 by Notary Nanda Fauz lwan SH, MKn
03 oleh Notaris Nanda Fauz lwan SH, MKn tanggal 6 dated 6 January 2012. This subsidiary was established
Januari 2012. Entitas anak ini didirikan atas persetujuan upon the approval of the Board of Commissioners of
Dewan Komisaris Angkasa Pura Airports No. 192/ PT Angkasa Pura I (Persero) Number 192/DK.API/2011
DK.API/2011 tanggal 15 Desember 2011. Modal dasar Rp dated 15 December 2011. The authorized capital of
120.000.000.000 terbagi dalam 120.000 lembar saham Rp120,000,000,000 is divided into 120,000 shares with
dengan nilai nominal saham sebesar Rp 1.000.000 dan par value of Rp1,000,000 and has been fully paid-up with
telah disetor penuh Rp35.500.000.000 Kepemilikian Rp35,500,000,000. The ownership of PT Angkasa Pura I
saham PT Angkasa Pura I (Persero) pada perusahaan (Persero) shares in this company is 35,460 shares, valued
ini sebanyak 35.460 saham, senilai Rp35.460.000.000 at Rp35,460,000,000 or 99.99% The establishment of
atau 99,99%. Pendirian perusahaan ini telah disahkan this company has been legalized through the Decree of
melalui Keputusan Menteri Hukum dan Hak Asasi Manusia the Minister of Law and Human Rights of the Republic of
Republik Indonesia No. AHU-03688. AH.01.01.Tahun 2012 Indonesia Number: AHU-03688. AH.01.01.Tahun 2012 dated
tanggal 20 Januari 2012. 20 January 2012.
Berdasarkan Surat Persetujuan Kementerian Badan Based on the Letter of Approval of the Ministry of State-
Usaha Milik Negara (BUMN) No. S-726/MBU/2012 Owned Enterprises (SOEs) No. S-726/ MBU/2012 dated 14
tanggal 14 Desember 2012 tentang persetujuan December 2012 on the approval of the additional capital
penambahan setoran modal PT Angkasa Pura I injection of PT Angkasa Pura I (Persero) to PT Angkasa Pura
(Persero) kepada PT Angkasa Pura Hotel (Entitas Anak), Hotel (Subsidiary), the Company has increased its capital
Perusahaan telah meningkatkan setoran modalnya contribution by Rp84,404,000,000, bringing the total
sebesar Rp84.404.000.000 sehingga total setoran modal capital of Rp119,865,000,000. The increase in the paid-
perusahaan menjadi Rp119,865,000,000. Peningkatan up capital has been notarized under deed No. 01 dated 18
setoran modal tersebut telah diaktakan berdasarkan akta February 2013 from Nanda Fauz lwan, SH, Notary in South
No. 01 tanggal 18 Februari 2013 dari Nanda Fauz lwan, Jakarta that has been approved by the Ministry of Law and

SH, Notaris di Jakarta Selatan, yang telah mendapatkan Human Rights of the Republic of Indonesia in its Decree No.
pengesahan dari Kementerian Hukum dan Hak Asasi AHU-12360.AH.01.02 of 2013 dated 11 March 2013. Thus, the
Manusia Republik Indonesia dalam Surat Keputusan authorized capital has increased to Rp400,000,000,000
No. AHU-12360.AH.01.02 Tahun 2013 tanggal 11 Maret and the paid-up capital amounts to Rp119,904,000,000.
2013. Dengan demikian, modal dasar meningkat menjadi
sebesar Rp400.000.000.000 dan setoran modal menjadi
sebesar Rp119.904.000.000.
Berdasarkan akta perubahan anggaran dasar No. 16 Based on the deed of amendment to Articles of Association
tanggal 17 Februari 2017 dari Nanda Fauz lwan, SH, Notaris No. 16 dated 17 February 2017 from Nanda Fauz lwan, SH,
di Jakarta Selatan, yang telah mendapatkan pengesahan Notary in South Jakarta, who was approved by the Ministry
dari Kementerian Hukum dan Hak Asasi Manusia Republik of Law and Human Rights of the Republic of Indonesia in
Indonesia dalam Surat Keputusan No. AHU-0005993. Decree No. AHU-0005993.AH.01.02 of 2017 dated March 10,
AH.01.02 Tahun 2017 tanggal 10 Maret 2017. Modal dasar 2017. Authorized capital increased to Rp2,000,000,000,000
meningkat menjadi sebesar Rp2.000.000.000.000 dan and capital deposits amounted to Rp649,904,000,000.
setoran modal menjadi sebesar Rp649.904.000.000.
Visi
Vision Menjadi penyedia jasa akomodasi dan jasa boga terintegrasi berbasis bandara yang terbaik
di Indonesia.
To be the best airport-based provider of integrated accommodation and catering services in
Indonesia.
Misi
Mission • Memberikan layanan akomodasi dan jasa boga terintegrasi untuk kepuasan
konsumen.
To provide integrated accommodation and catering services for customer satisfaction
• Meningkatkan profesionalisme dan membentuk karakter hospitality karyawan
To improve professionalism and shape employees’ hospitality character.
• Memaksimalkan nilai pemegang saham dan mendukung peningkatan layanan
bandara.
To maximize the value of shareholders and support airport service enhancement.
• Mengoptimalkan sinergi dengan mitra usaha, perusahaan afiliasi dan pemerintah.
To optimize a synergy with business partners, affiliated companies and governments.
• Memberikan kontribusi positif terhadap masyarakat dan turut berperan dalam
pengembangan green airport.
To provide positive contribution to the community and contribute to the development of
green airport.

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2018 Annual Report
Hotel adalah sebagai berikut: of Directors of PT Angkasa Pura Hotel is as follows:
Komisaris Utama
President Commissioner : Adi Nugroho
Komisaris :
Commissioner Dadun Kohar
Komisaris
Commissioner : Faturohman
Komisaris :
Commissioner Leonardy Putra Negara Siregar
Direktur Utama
President Director : Bendady Hindom Pramono
Direktur Desain, Operasi dan Marketing :

Director of Design, Operations and Marketing Herry A.Y. Sikado
Direktur Keuangan Personalia dan Administrasi :

Director of Personnel Finance and Administration Kukuh
Adapun komposisi kepemilikan saham PT Angkasa Pura The shareholding composition of PT Angkasa Pura Hotel is
Hotel digambarkan dalam tabel berikut: described in the following table:


Rp40,000,000 40 0.01%
PT ANGKASA PURA PROPERTI PT ANGKASA PURA PROPERTI

PT Angkasa Pura Properti bergerak di bidang usaha PT Angkasa Pura Properti is engaged in property business
properti dan kontraktor. PT Angkasa Pura Properti and contractors. PT Angkasa Pura Properti was established
didirikan berdasarkan akte No. 02 tanggal 6 Januari based on deed No. 02 January 6, 2012 by Notary Nanda
2012 oleh Notaris Nanda Fauz lwan SH, M.Kn. Entitas Fauz lwan SH, M.Kn. This subsidiary was established with
anak ini didirikan atas persetujuan Dewan Komisaris PT the approval of the Board of Commissioners of PT Angkasa
Angkasa Pura I (Persero) No. 193/DK.API/2011 tanggal 15 Pura I (Persero) No. 193 / DK.API / 2011 dated December 15,
Desember 2011. Pendirian perusahaan ini telah disahkan 2011. The establishment of this company has been ratified
melalui keputusan menteri Hukum dan Hak Asasi Manusia by the decree of the Minister of Law and Human Rights of
Republik Indonesia No. AHU-03704.AH.01.01 Tahun 2012 the Republic of Indonesia No. AHU-03704.AH.01.01 of 2012
tanggal 20 Januari 2012. Sesuai Akta No. 16 tanggal 29 dated January 20, 2012. In accordance with Deed No. 16
Januari 2014, PT. Angkasa Pura Properti melakukan dated January 29, 2014, PT. Angkasa Pura Properti made
penambahan modal dari yang semula Rp42.000.000.000 additional capital from the original Rp42,000,000,000 to
menjadi Rp168.000.000.000 terbagi dalam 168.000 Rp168,000,000,000 divided into 168,000 shares with a
lembar saham dengan nilai nominal saham sebesar nominal value of Rp1,000,000 and has been fully paid by the
Rp1.000.000 dan telah disetor penuh dengan pemilikan ownership of PT Angkasa Pura I (Persero) on this company
saham PT Angkasa Pura I (Persero) pada perusahaan ini as much as 167,940 shares or 99.96%.
sebanyak 167.940 saham atau 99,96%.
Visi
Vision Menjadi pengembang properti terpercaya untuk kawasan bandara dan sekitar di Indonesia.
Secara Khusus PT Angkasa Pura Properti merupakan Airport City Developer.
To become a trusted property developer for airport area and its surroundings in
Indonesia. Particularly PT Angkasa Pura Property is an Airport City Developer.

Misi
Mission • Mengembangkan lahan–lahan yang dimiliki Perusahaan Induk sesuai potensi dan tren
pasar dengan memperhatikan aspek lingkungan dan pelayanan kepada konsumen.
To develop the land owned by the Holding Company according to the market potential
and trend by taking into account environmental aspects and services to consumers.
• Memberikan nilai tambah kepada pemegang saham.
To provide added value to shareholders.
• Melakukan sinergi yang profesional dengan rekan bisnis.
To conduct a professional synergy with business associates.
• Membangun SDM yang berkompeten serta memiliki integritas, kreatifitas, dan nilai–
nilai positif.
To build competent human capital having integrity, creativity, and positive values.
• Mewujudkan hubungan yang harmonis dengan pihak-pihak yang berkepentingan
(stakeholder).
To achieve a harmonious relationship with the stakeholders.
• Mengembangkan jasa properti dan industri pendukung lainnya.
To develop property services and other supporting industries.
Properti adalah sebagai berikut: of Directors of PT Angkasa Pura Properti is as follows:
Komisaris Utama
President Commissioner : Lukman F. Laisa
Komisaris : Iskandar
Commissioner
Komisaris
Commissioner : Yusfandri Gona
Direktur Utama : Hendra Lesmana

President Director
Direktur Keuangan
Director of Finance : Siti Chadijah Octaviana
Direktur Teknik
: Andiko Surya Widjaya
Director of Engineering
Direktur Pengembangan Usaha : Dolly A. Prameswari
Director of Business Development
Adapun komposisi kepemilikan saham PT Angkasa Pura The shareholding composition of PT Angkasa Pura Properti
Properti digambarkan dalam tabel berikut: is described in the following table.


Rp60,000,000 60 0.04%

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PT ANGKASA PURA SUPORT PT ANGKASA PURA SUPORT

Bidang usaha yang dijalankan oleh PT Angkasa Pura The business field run by PT Angkasa Pura Suport is a field
Suport adalah bidang usaha ICT, Equipment, Services of trading business and workforce service provider, with its
dan Parkir, dengan modal dasar ditetapkan sebesar authorized capital set at Rp1,000,000,000,000,- (one trillion
Rp1.000.000.000.000,- (satu triliun rupiah), yang terbagi rupiah), divided into 1,000,000 (one million) shares, each of
atas 1.000.000 (satu juta) lembar saham, masing-masing them with par value of Rp1,000,000 (one million rupiah). Of
saham dengan nilai nominal Rp1.000.000,- (satu juta the authorized capital, shares have been issued and paid up
rupiah). Dari modal dasar tersebut telah ditempatkan amounting to Rp250,480,000,000 (two hundred fifty billion
dan disetor yaitu sebesar Rp250.480.000.000,- (dua four hundred and eighty million rupiah) with the composition
ratus lima puluh milyar empat ratus delapan puluh juta of shareholders’ shares of PT Angkasa Pura I (Persero)
rupiah) dengan susunan komposisi saham para pemegang of 250,000 (two hundred and fifty thousand) shares or
saham PT Angkasa Pura I (Persero) sebanyak 250.000 Rp250,000,000,000,- (two hundred and fifty billion rupiah)
(dua ratus lima puluh ribu) lembar saham atau sebesar or 99.81% and the Employee Cooperative Center of Angkasa
Rp250.000.000.000,- (dua ratus lima puluh miliar rupiah) Pura I (PUSKOKAPURA) of 480 (four hundred and eighty)
atau 99,81% dan Pusat Koperasi Karyawan Angkasa Pura shares or amounting to Rp480,000,000 (four hundred and
I (PUSKOKAPURA) sebanyak 480 (empat ratus delapan eighty million rupiah) or 0.19%. The establishment of the
puluh) lembar saham atau sebesar Rp480.000.000,- Company has been approved by the Board of Commissioners
(empat ratus delapan puluh juta rupiah) atau 0,19%. of PT Angkasa Pura I (Persero) Number 17/DK.API/2012
Pendirian Perusahaan telah mendapat persetujuan dari dated 31 January 2012 and is based on the Company’s
Dewan Komisaris PT Angkasa Pura I (Persero) Nomor 17/ Deed of Establishment Number 03 dated 9 February 2012
DK.API/2012 tanggal 31 Januari 2012 dan didasarkan by Notary Nanda Fauz Iwan SH, MKn. The Deed has been
pada akte Perdirian Perusahaan Nomor 03 tanggal 9 ratified by Decree of the Minister of Law and Human Rights
Februari 2012 oleh Notaris Nanda Fauz Iwan SH, MKn. of the Republic of Indonesia Number AHU-08735.AH.01.01.
Akta tersebut telah disahkan melalui Keputusan Menteri Tahun 2012 dated 20 February 2012.
Hukum dan Hak Asasi Manusia Republik Indonesia Nomor
AHU-08735.AH.01.01.Tahun 2012 tanggal 20 Februari
2012.

Visi
Vision Menjadi perusahaan pendukung berstandar internasional yang bergerak dalam industri
kebandarudaraan dan infrastruktur lainnya.
To become an international standard supporting company engaged in the airport and other
infrastructure industries.
Misi
Mission • Menyediakan produk/jasa yang unggul, berstandar internasional untuk meningkatkan
kepuasan pelanggan.
To provide superior products / services with international standards to increase customer
satisfaction.
• Meningkatkan kapasitas dan kapabilitas SDM untuk mendorong pertumbuhan bisnis
secara berkesinambungan.
To increase the capacity and capability of HR to encourage sustainable business growth.
• Memaksimalkan nilai perusahaan secara berkesinambungan untuk meningkatkan
kesejahteraan pemegang saham, karyawan dan pemangku kepentingan lainnya.
To maximize the value of the company on an ongoing basis to improve the welfare of
shareholders, employees and other stakeholders.
• Membina hubungan sinergis dengan mitra usaha.
To foster synergistic relationships with business partners.
• Memberikan nilai tambah dan manfaat bagi komunitas disekitar lingkungan usaha.
To provide added value and benefits to the community around the business environment
Support adalah sebagai berikut: of Directors of PT Angkasa Pura Suport is as follows:
Komisaris Utama
President Commissioner : Faik Fahmi
Komisaris :
Commissioner Pepen Supendi Yusuf
Komisaris
Commissioner : Moh. Winarno
Komisaris :
Commissioner Nelson Barus
Direktur Utama
President Director : Iwan Hartawan
Direktur Komersial dan Teknik :

Director of Commercial and Engineering Trikora Harjo
Direktur Keuangan dan Umum :

Director of Finance and General Affairs Sugiarto Panca K.
Adapun komposisi kepemilikan saham PT Angkasa Pura The shareholding composition of PT Angkasa Pura Suport is
Support digambarkan dalam tabel berikut: described in the following table:


Rp480,000,000 480 0.19%

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PT ANGKASA PURA RETAIL PT ANGKASA PURA RETAIL

PT Angkasa Pura Retail didirikan berdasarkan akta PT Angkasa Pura Retail was established based on notarial
notaris No. 11 Notaris Nanda Fauz Iwan, SH, MKn., di deed No. 11 Notary Nanda Fauz Iwan, SH, MKn., In South
Jakarta Selatan, tertanggal 23 September 2014 dan telah Jakarta, dated 23 September 2014 and has been approved
mendapat pengesahan badan hukum dari Kementerian by a legal entity from the Ministry of Law and Human
Hukum dan Hak Asasi Manusia Republik Indonesia dengan Rights of the Republic of Indonesia in its Decree No. AHU-
Surat Keputusan No. AHU-26401.40.10.2014 tertanggal 26401.40.10.2014 dated 24 September 2014. The authorized
24 September 2014. Modal dasar perusahaan berdasarkan capital of the company is Rp200,000,000,000 divided into
pendirian adalah sebesar Rp200.000.000.000,- yang 200,000 shares, each of them with par value of Rp1 million.
terbagi atas 200.000 saham, masing-masing saham Of the Authorized Capital, the shares have been issued
dengan nilai nominal sebesar Rp1.000.000 dari Modal and paid-up amounting to Rp50,000,000,000 divided into
Dasar tersebut telah ditempatkan dan disetor yaitu sebesar 50,000 shares, respectively by the founders of PT Angkasa
Rp50.000.000.000 yang terbagi atas 50.000 saham Pura I (Persero) amounting to Rp48,750,000,000 or 48,750
masing-masing oleh pendiri yaitu PT Angkasa Pura I shares or shares ownership of PT Angkasa Pura I (Persero) in
(Persero) sebesar Rp48.750.000.000 atau sebanyak this company amounting to 97.50% and by PT Angkasa Pura
48.750 saham atau kepemilikan saham PT Angkasa Hotel amounting to Rp1,250,000,000 or 1,250 shares or
Pura I (Persero) pada perusahaan ini adalah sebesar shares ownership of PT Angkasa Pura Hotel in the Company
97,50% dan oleh PT Angkasa Pura Hotel sebesar amounting to 2.50%.
Rp1.250.000.000 atau sebanyak 1.250 saham atau
kepemilikan saham PT Angkasa Pura Hotel pada
Perusahaan ini adalah sebesar 2,50%.

Visi
Vision Menjadi travel retailer Indonesia terbesar yang memberikan kualitas tertinggi untuk
partner kerja dan pelanggan.
To became Indonesia’s largest travel retailer providing the highest quality for
partners and customers.
Misi
Mission • Menjadikan tingkat kepuasan pelanggan sebagai benchmark untuk terus melakukan
pelayanan yang terbaik.
To make customer satisfaction level as a benchmark to keep conducting the best service.
• Mengelola 15% area komersial dalam bandara PT Angkasa Pura I (Persero) dengan
berbagai macam diversifikasi usaha.
To manage 15% of commercial area within PT Angkasa Pura I (Persero) airport with
various business diversification.
• Memiliki brand mandiri dalam waktu 2 (dua) tahun.
To own independent brand within 2 (two) years.
• Memberikan value added setinggi-tingginya kepada stakeholder baik dari segi
pendapatan dan kualitas pelayanan.
To provide the highest added value to stakeholders both in terms of revenue and service
quality.
• Menjadi perusahaan travel retail bertaraf internasional dan mendapatkan pengakuan
secara regional.
To become an international-class retail company and obtain regional recognition.
Retail adalah sebagai berikut: of Directors of PT Angkasa Pura Retail is as follows:
Komisaris Utama
President Commissioner : Devy Suradji
Komisaris :
Commissioner Danny P. Thaharsyah
Komisaris
Commissioner : Atje Muhammad Darjan
Direktur Utama :
President Director Edyana Paramitasari
Direktur Komersial & Pengembangan Usaha

Director of Commercial & Business Development : Troficiency Suroso
Direktur Keuangan, SDM & Administrasi

Director of Finance, HR & Administration : Umar Supriyadi
Adapun komposisi kepemilikan saham PT Angkasa Pura The shareholding composition of PT Angkasa Pura Retail is
Retail digambarkan dalam tabel berikut: described in the following table:


PT Angkasa Pura Hotel Rp1,250,000,000 1,250 2.50%
Penjelasan singkat mengenai masing-masing Entitas A brief description of each Association is outlined as follows:
Asosiasi diuraikan sebagai berikut:
ENTITAS ASOSIASI ASSOCIATED ENTITITES
Tahun Jumlah Aset

Kepemilikan Status Operasi
Nama Bidang Usaha Pendirian (Rp miliar) Domisili
Saham Operational
Name Business Field Year of Total Asset Domicile
Shareholding Status
Establishment (Rp billion)
Beroperasi
PT Gapura Angkasa Ground Handling 10% 1998 1,016 Cengkareng*
Operating
PT Jasa Marga Pengusaha Jalan Tol Beroperasi
8% 2011 1,950 Bali
Bali Tol Highway Operating
*) merupakan domisili kantor cabang pergudangan di Bandar Udara *) is the domicile of the branch office of warehousing at Soekarno Hatta Airport,
Soekarno Hatta, sedangkan untuk jumlah kantor tempat PT Gapura Angkasa while for the number of offices where PT Gapura Angkasa operates there are
beroperasi ada di 59 bandara (30 kantor cabang dan 29 kantor perwakilan) at 59 airports (30 branches and 29 representatives) spread all over Indonesia.
yang tersebar di seluruh wilayah Indonesia.

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PT GAPURA ANGKASA PT GAPURA ANGKASA

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

PT Gapura Angkasa didirikan pada tahun 1998 sebagai PT Gapura Angkasa was established in 1998 as an
penyedia jasa ground handling independen yang independent service provider of ground handling offering
menawarkan kompetisi yang lebih besar pada jasa ground greater competition in ground handlingservices. PT Gapura
handling. PT Gapura Angkasa menyediakan bagi maskapai Angkasa provides airlines operating in Indonesia with an
penerbangan yang beroperasi di Indonesia dengan optional alternative to service quality, including cargo and
alternatif pilihan dalam kualitas pelayanan, yang meliputi warehousing, passenger and baggage handling, airline
kargo dan pergudangan, penumpang dan penanganan operations and aircraft services, andas well as other business
bagasi, operasi penerbangan dan servis pesawat udara, activities that support the airline business in the Company’s
serta kegiatan usaha lainnya yang dapat menunjang usaha work area and Angkasa Pura II. PT Gapura Angkasa is a
penerbangan di wilayah kerja Perusahaan dan Angkasa joint venture established by three state-owned companies,
Pura II. PT Gapura Angkasa adalah perusahaan patungan namely PT Garuda Indonesia (Persero), PT Angkasa Pura
yang didirikan oleh tiga BUMN, yaitu PT Garuda Indonesia I (Persero), and PT Angkasa Pura II (Persero), constantly
(Persero), Angkasa Pura Airports, dan PT Angkasa Pura II emphasizing the need for service improvement in fields of
(Persero), yang senantiasa menekankan pada kebutuhan service and performance, personnel and equipment. The
untuk peningkatan layanan serta di bidang layanan dan establishment of the Company has been approved by the
kinerja, personil dan peralatan. Pendirian perusahaan Minister of Finance of the Republic of Indonesia Number:
telah mendapat persetujuan Menteri Keuangan RI No. S-546/MK.016/1997 dated 5 November 1997 on the
S-546/MK.016/1997 tanggal 5 November 1997 tentang Establishment of a Ground Handling Joint Venture Company
Pendirian Perusahaan Patungan Ground Handling antara between the three SOEs.
tiga BUMN tersebut.
Bidang usaha utama perusahaan setelah perubahan akta The main business fields of the company after the deed
adalah sebagai berikut: changes are as follows:
1. Representation and Accommodation; 1. Representation and Accommodation;
2. Load Control, communication and Departure Control 2. Load Control, communication and Departure Control
System (DCS); System (DCS);
3. Unit Load Device (ULD) Control; 3. Unit Load Device (ULD) Control;
4. Passanger and Baggage; 4. Passanger and Baggage;
5. Cargo and Post Office Mail; 5. Cargo and Post Office Mail;
6. Ramp Service; 6. Ramp Service;
7. Aircraft Servicing; 7. Aircraft Servicing;
8 Fuel and Oil; 8. Fuel and Oil;
9. Aircraft Maintenance; 9. Aircraft Maintenance;
10. Flight Operation and Crew Administration; 10. Flight Operation and Crew Administration;
11. Surface Transport; 11. Surface Transport;
12. Catering Service; 12. Catering Service;
13. Supervision and Administration; 13. Supervision and Administration;
14. Airport Security; 14. Airport Security;
15. Warehousing and Logistic; 15. Warehousing and Logistic;
16. Ground Handling Consultant; dan 16. Ground Handling Consultant; and
17. Pendidikan dan Pelatihan serta Penyediaan Tenaga 17. Education and Training as well as Provision of Runway
Ahli Ground Handling. Handling Experts.
PT Gapura Angkasa telah mengukir peran penting PT Gapura Angkasa has carved an important role in the local
dalam industri bandara setempat. Sebagai perusahaan airport industry. As a joint venture between the national
patungan antara maskapai nasional PT Garuda Indonesia airline of PT Garuda Indonesia Airlines (Persero) and two
dan dua otoritas bandara utama milik negara, Perseroan state-owned main airport authorities, the Company and
dan PT Angkasa Pura II (Persero), kinerja di bidang PT Angkasa Pura II (Persero), performance in services,
layanan, personil, dan peralatan senantiasa mengalami personnel and equipment are constantly evolving.
perkembangan.

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

YAYASAN FOUNDATION
Tahun Jumlah Aset

Kepemilikan Status Operasi
Nama Bidang Usaha Pendirian (Rp miliar) Domisili
Saham Operational
Name Business Field Year of Total Asset Domicile
Shareholding Status
Establishment (Rp billion)
Dana Pensiun
Dana Pensiun Beroperasi
Angkasa Pura I 100% 1998 1,057,287 Jakarta
Pension Fund Operating
(DAPENRA)
Yayasan Yayaysan
Kesejahteraan Kesejahteraan Beroperasi
100% 2003 843,626 Jakarta
Karyawan Angkasa Employee Benefit Operating
Pura I (YAKKAP I) Foundation
Penjelasan singkat mengenai masing-masing Yayasan A brief description of each Foundation is described as
diuraikan sebagai berikut: follows:
DANA PENSIUN ANGKASA PURA AIRPORTS ANGKASA PURA I AIRPORT PENSION FUND
(DAPENRA) (DAPENRA)
Dana Pensiun Angkasa Pura I (DAPENRA) adalah Program Angkasa Pura I Pension Fund (DAPENRA) is a Pension
Pensiun Pegawai PT Angkasa Pura I (Persero) sebagai Program for Employees of PT Angkasa Pura I (Persero) as
bentuk Imbalan Pasca Kerja, sekaligus Tanggungjawab a form of Post-Employment Benefit, as well as Corporate
Sosial Perusahaan kepada pegawai. Program Pensiun Social Responsibility to employees. Pension Program is
merupakan salah satu bentuk manifestasi komitmen one of the manifestations of the Company’s commitment
Perusahaan terhadap kesejahteraan pegawainya pada to the welfare of its employees during retirement or post-
masa pensiun atau pasca kerja. DAPENRA didirikan pada employment. DAPENRA was established on 6 October 1998
tanggal 6 Oktober 1998 berdasarkan Keputusan Direksi PT based on the Decision of the Board of Directors of PT Angkasa
Angkasa Pura I (Persero) Nomor: KEP.1156/KU.60/1998 Pura I (Persero) Number: KEP.1156/KU.60/1998 and ratified
dan disahkan operasionalnya oleh Menteri Keuangan RI by the Decree of the Minister of Finance Number: KEP.393/
dengan Keputusan Nomor: KEP.393/KM.17/1999 tanggal KM.17/1999 dated 15 November 1999.
15 November 1999.

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Susunan Dewan Pengawas Dana Pensiun Angkasa Pura I The composition of the Supervisory Board of Angkasa Pura I
(DAPENRA) adalah sebagai berikut: Pension Fund (DAPENRA) is as follows:
Ketua Novrihandri (Wakil dari Pemberi Kerja)

Chairman : (Representative of the Employer)
Anggota : Adi Nugroho (Wakil dari Pemberi Kerja)
Member (Representative of the Employer)
Anggota Udaya S. (Wakil dari Peserta Pensiunan)
Member : (Representative of the Employer)
Anggota : Milda** (Wakil dari Peserta Aktif)
Member (Representative of the Employer)
Keterangan: Remark:
(**) Mulai menjabat pada 22 Desember 2017 (**) Starting to serve on 22 December 2017
Susunan Pengurus DAPENRA adalah sebagai berikut: The composition of the DAPENRA Board is as follows:
Direktur Utama
President Director : Safrizal
Direktur Investasi : -
Director of Investment
Direktur Kepesertaan dan Keuangan
Director of Membership and Finance : Purwanto**
Keterangan: Remark:
(**) Mulai menjabat pada 20 Juni 2017 (**) Starting to serve on 20 June 2017
YAYASAN KESEJAHTERAAN KARYAWAN YAYASAN KESEJAHTERAAN KARYAWAN

ANGKASA PURA AIRPORTS (YAKKAP I) ANGKASA PURA AIRPORTS (YAKKAP I)
Yayasan Kesejahteraan Pegawai Angkasa Pura I (YAKKAPI) Yayasan Kesejahteraan Karyawan Angkasa Pura I (YAKKAP
adalah Yayasan di bidang sosial dan kemanusiaan I) is a foundation in the social and humanitarian field
yang didirikan oleh PT Angkasa Pura I (Persero) untuk established by PT Angkasa Pura I (Persero) to improve
meningkatkan kesejahteraan Peserta Program Tunjangan the welfare of Participants of Annuity Program, Health
Hari Tua, Program Bantuan Pemeliharaan Kesehatan, dan Maintenance Assistance Program, and Other Assistance
Program Bantuan Lainnya dengan modal dasar sebesar Program with the authorized capital of Rp101,117,437,230
Rp101.117.437.230 (seratus satu miliar seratus tujuh (one hundred one billion one hundred seventeen million
belas juta empat ratus tiga puluh tujuh ribu dua ratus four hundred thirty-seven thousand two hundred and thirty
tiga puluh rupiah). Pendirian Yayasan didasarkan pada rupiah). The establishment of the Foundation is based on the
akte Pendirian Yayasan Kesejahteraan Karyawan Angkasa deed of Establishment of Yayasan Kesejahteraan Karyawan
Pura I dengan perubahan seluruh Anggaran Dasar yang Angkasa Pura Airport (YAKKAP I) with the latest amendment
terakhir yang telah diumumkan dalam Berita Negara RI on the latest Articles of Association announced in the State
Nomor 68 tanggal 25 Agustus 2006, Tambahan Berita Gazette No. 68 dated 25 August 2006, Supplement to the
Negara RI Nomor 550 Tahun 2006 dan Akta tersebut State Gazette Number 550 of 2006 and the Deed has been
telah disahkan melalui keputusan menteri Hukum dan Hak ratified by the Minister of Law and Human Rights of the
Asasi Manusia Republik Indonesia Nomor: C.883.HT.01.05. Republic of Indonesia Number: C.883.HT.01.05.TH 2006
TH 2006 tanggal 05 Mei 2006 dengan Susunan Pembina, dated 5 May 2006 with the Board of Trustees, Supervisors
Pengawas dan Pengawas Yayasan Kesejahteraan Pegawai and Foundation Supervisors of Yayasan Kesejahteraan
Angkasa Pura I (YAKKAP I) tahun 2018 adalah sebagai Karyawan Angkasa Pura I (YAKKAP I) in 2017 is as follows.
berikut.

Pembina / Trustee : Adi Nugroho (Direktur SDM dan Umum) / (Director of Human Capital and General Affairs)
Pengawas / Supervisor : Imron Qodari (berakhir Agustus 2018) diganti Djoko Wahyono (Per Agustus 2018)
/ (the term of office ended in August 2018) replaced by Djoko Wahyono (Per August 2018)
Rusli Amrin diganti Widya Wiedagdo (Anggota / Member)
Sulistyowati Dewi diganti Eppy Dhanianto Wibowo (Anggota / Member)
Pengurus / Board :
1. Ketua / Chairman : Irwan Garniwa (Mulai menjabat pada tanggal 6 Januari 2017 / Starting to serve on 6 January 2017)
2. Sekretaris / Secretary : Tris Gunarso (Mulai menjabat pada tangal 1 Agustus 2017 / Starting to serve on 1 August 2017)
3. Bendahara / Treasurer : Wisnu Darmojo (Mulai menjabat pada tanggal 6 Januari 2017 / Starting to serve on 6 January 2017)

225
2018 Annual Report
STRUKTUR GRUP PERUSAHAAN COMPANY GROUP STRUCTURE
NEGARA REPUBLIK
INDONESIA
GOVERMENT OF THE REPUBLIC
OF INDONESIA
100%
98,00% 99,96% 97,50% 99,99% 99,81%
Entitas Anak/Subsidiaries
100% 100%
Yayasan/Foundation
Entitas Asosiasi/Associated Entitites
10%
Sampai dengan tahun 2018, PT Angkasa Pura I (Persero) tidak memiliki

Entitas Induk, Perusahaan joint venture, dan Special Purpose Vehicle (SPV)
As of 2018, PT Angkasa Pura I (Persero) does not have a Parent Entity,
joint venture company, and Special Purpose Vehicle (SPV).
8%

KRONOLOGIS PENERBITAN SAHAM CHRONOLOGICAL ISSUANCE OF SHARES
Saat ini PT Angkasa Pura I (Persero) 100% dimiliki oleh Currently, PT Angkasa Pura I (Persero) is 100% owned by the
Pemerintah Republik Indonesia dengan jumlah saham Government of the Republic of Indonesia with total issued
ditempatkan dan disetor penuh sebesar Rp6.414.412.000 and fully paid-up shares amounting to Rp6,414,412,000
dengan total saham sebanyak 6.414.412 saham. with a total of 6,414,412 shares.
Kronologis pendirian perusahaan dan penerbitan saham The chronology of the Company's establishment and the
Perseroan dapat dijelaskan sebagai berikut: issuance of the Company's shares can be explained as
follows:
PP/ Akta No. dan Tanggal Notaris Pengesahan Keterangan

No.
Deed No. and Date Notary Ratification Remarks
1 PP Nomor 5 Tahun 1992 - - Pengalihan bentuk Perusahaan Umum
Tanggal 4 Pebruari 1992 (PERUM) Angkasa Pura I menjadi Perusahaan
PP Number 5 of 1992 Dated 4 Perseroan (PERSERO)
February 1992 The transfer of the form of Public Company
(PERUM)
2 PP Nomor 48 Tahun 1992 - - Penambahan Penyertaan Modal Negara
Tanggal 29 Agustus 1992 Republik Indonesia pada Bandar Udara
PP Number 48 of 1992 Dated 29 Adi Sumarmo di Surakarta, Adisutjipto
August 1992 di Yogyakarta dan Syamsuddin Noor di
Banjarmasin ke dalam modal Perusahaan
Perseroan (PERSERO) Angkasa Pura
I. Nilai penambahan penyertaan modal
Negara ditetapkan oleh Menteri Keuangan
berdasarkan hasil perhitungan yang dilakukan
bersama oleh Departemen Keuangan dan
Departemen Perhubungan.
The addition of Capital Investment of the State of
the Republic of Indonesia at Adi Sumarmo Airport
in Surakarta, Adisutjipto Airport in Yogyakarta
and Syamsuddin Noor Airport in Banjarmasin
into the capital of Angkasa Pura I (PERSERO)
as the Company. The value of additional State
capital investment shall be stipulated by the
Minister of Finance based on the calculation
performed jointly by the Ministry of Finance and
the Ministry of Transportation.
3 Akta Pendirian Perseroan Muhani Salim S.H Disahkan oleh Telah diumumkan dan dimuat dalam Berita
Terbatas Angkasa Pura I Menteri Kehakiman Negara Republik Indonesia tertanggal 29 Juni
(Persero) No. 1 tanggal 2 Januari Keputusan No. C2- 1993, Nomor 52, Tambahan Nomor 2914.
1993 sebagaimana Diperbaiki 2470.HT.01.01.th.93 It has been announced and published in the State
dengan Akta Pembetulan No. tanggal 24 April 1993 Gazette of the Republic of Indonesia dated 29
95 tanggal 19 Maret 1993 (Akta Ratified by the June 1993, Number 52, Supplement Number
Pendirian) Minister of Justice 2914.
PP Number 48 of 1992 Dated Decree No. C2-2470.
29 August 1992 Deed of HT.01.01.th.93 dated
Establishment of a Limited 24 April 1993
Liability Company Angkasa Pura
I (Persero) No. 1 dated 2 January
1993 as amended by Deed of
Repair No. 95 dated 19 March
1993
4 PP Nomor 26 Tahun 1994 - - Pengalihan Pengusahaan Bandar Udara
Tanggal 30 Agustus 1994 Polonia - Medan dari Perusahaan Perseroan
PP Number 26 of 1994 Dated 30 (PERSERO) PT Angkasa Pura I sebesar
August 1994 Rp24,804,355,003.85 dan ditetapkan sebagai
Tambahan Penyertaan Modal Negara ke
dalam Modal Saham Perusahaan Perseroan
(PERSERO) Angkasa Pura II
The transfer of Polonia - Medan Airport
Commercial Development of a Limited Liability
Comapny (PERSERO) PT Angkasa Pura I amounts
to Rp24,804,355,003.85 and is stipulated as
Addition of State Capital Investment into the
Share Capital of a Limited Liability Company
(PERSERO) Angkasa Pura II.

227
2018 Annual Report

No.
Tanggal 6 Nopember 1995 Republik Indonesia pada Bandar Udara
PP Number 38 of 1995 Dated 6 Jenderal Ahmad Yani di Semarang, Pattimura
November 1995 di Ambon dan Selaparang di Lombok ke
dalam modal saham Perusahaan Perseroan
(PERSERO) Angkasa Pura I sebesar
Rp76,535,997,213.89
The addition of Capital Investment of the State
of the Republic of Indonesia at Jenderal Ahmad
Yani Airport in Semarang, Pattimura Airport in
Ambon and Selaparang Airport in Lombok into
the Share Capital of a Limited Liability Company
(PERSERO) Angkasa Pura I amounting to
Rp76,535,997,213.89.
Tanggal 21 Januari 1997 Republik Indonesia pada Bandar Udara
PP Number 2 of 1997 Dated 21 Internasional Ngurah Rai di Bali, Sepinggan di
January 1997 Balikpapan, Sam Ratulangi di Manado, Frans
Kaisiepo di Biak, Adisutjipto di Yogyakarta,
Adi Sumarmo di Surakarta dan Syamsuddin
Noor di Banjarmasin ke dalam Modal Saham
Perusahaan Perseroan (PERSERO) PT.
Angkasa Pura I sebesar Rp142,553,972,767.68
The addition of Capital Investment of the State
of the Republic of Indonesia at Ngurah Rai
International Airport in Bali, Sepinggan Airport
in Balikpapan, Sam Ratulangi Airport in Manado,
Frans Kaisiepo Airport in Biak, Adisutjipto
Airport in Yogyakarta, Adi Sumarmo Airport
in Surakarta and Syamsuddin Noor Airport in
Banjarmasin into the Share Capital of a Limited
Liability Company (PERSERO) PT Angkasa Pura I
amounting to Rp142,553,972,767.68.
7 Akta Perubahan Anggaran Imas Fatimah S.H. Disetujui oleh Disetujui oleh RUPS yang mengubah:
Dasar Perseroan Terbatas Menteri Kehakiman i. perubahan jangka waktu berdirinya
Angkasa Pura I No. 15 tanggal Republik Indonesia Perseroan
16 April 1998 sebagaimana Direktorat Jenderal ii. merubah maksud dan tujuan Perseroan
telah Diperbaiki dengan Akta Hukum dan iii. pengurangan modal dasar Perseroan
Perbaikan No. 30 tanggal 18 Perundang-undangan
semula Rp5,250,000,000,000.00 (lima
September 1998 (Akta No. berdasarkan
15/1998) Keputusan No. C2- triliun dua ratus lima puluh miliar Rupiah)
Deed of Amendment to the 25830 HT.01.04. menjadi Rp3,700,000,000,000.00 (tiga
Articles of Association of a TH.98 tanggal 19 triliun tujuh ratus miliar Rupiah)
Limited Liability Company November 1998 iv. Pengurangan modal disetor semula
Angkasa Pura I No. 15 dated 16 Approved by the Rp1,050,000,000,000.00 (satu triliun
April 1998 as amended by Deed of Minister of Justice of lima puluh miliar Rupiah) menjadi
Repair No. 30 dated 18 September the Republic of Rp925,000,000,000.00 (sembilan ratus
1998 (Deed No. 15/1998) Indonesia of the dua puluh lima miliar Rupiah)
Directorate General of v. meniadakan Saham Prioritas dalam
Law and Legislation Anggaran Dasar, dan
pursuant to Decree
vi. Pengubahan dan penyesuaian seluruh
No. C2- 25830
HT.01.04. TH.98 dated ketentuan Anggaran Dasar Perseroan
19 November 1998. sesuai dengan Undang-undang No. 1
Tahun 1995 tentang Perseroan Terbatas.
Telah diumumkan dan dimuat dalam Berita

Negara Republik Indonesia tertanggal 22 Juni
1999, Nomor 50, Tambahan Nomor 3740.
Approved by the GMS that changes:
i. changes in the period of establishment of
the Company
ii. change the purpose and objectives of the
Company
iii. reduction of the Company's authorized
capital from Rp.5,250,000,000,000.00
(five trillion two hundred fifty billion Rupiah)
to Rp3,700,000,000,000.00 (three trillion
seven hundred billion Rupiah)
iv. Reduction in original paid-up capital of
Rp1,050,000,000,000.00 (one trillion fifty
billion Rupiah) to Rp925,000,000,000.00
(nine hundred twenty five billion Rupiah)
v. eliminate Priority Shares in the Articles of
Association, and
vi. Amendment and adjustment of all
provisions of the Company's Articles of
Association in accordance with Law No.
1 of 1995 concerning Limited Liability
Companies.
It has been announced and published in the State

Gazette of the Republic of Indonesia dated June
22, 1999, Number 50, Supplement Number 3740.


No.
Tanggal 26 Mei 1999 Republik Indonesia Ke Dalam Modal Saham
PP Number 40 of 1999 Dated 26 Perusahaan Perseroan (PERSERO) PT Angkasa
May1999 Pura I sebesar Rp198,786,985,007.86
Addition to the State Equity Participation of the
Republic of Indonesia in the PT Angkasa Pura I
Company Company Capital Shares amounting to
Rp198,786,985,007.86
9 PP Nomor 35 Tahun 2000 - - Pemisahan dan Pengalihan Kekayaan Negara
Tanggal 7 Juni 2000 pada Bandar Udara Internasional El Tari -
PP Number 35 of 2000 Dated 7 Kupang untuk dijadikan Tambahan Penyertaan
June 2000 Modal Negara dalam PT (PERSERO) Angkasa
Pura I sebesar Rp28,157,871,692.81
Separation and Transfer of State Assets at El
Tari International Airport - Kupang to be made
an Additional State Capital Participation in PT
(PERSERO) Angkasa Pura I in the amount of
Rp.28,157,871,692.81
10 PP Nomor 19 Tahun 2002 - - Penambahan Penyertaan Modal
Tanggal 23 April 2002 Negara Republik Indonesia Ke Dalam
PP Number 19 of 2002 Dated 23 Modal Saham Perusahaan Perseroan
April 2002 (PERSERO) PT Angkasa Pura I sebesar
Rp37,164,682,024.51
Rp37,164,682,024.51
11 PP Nomor 18 Tahun 2004 - - Pengurangan Penyertaan Modal Negara
Tanggal 22 Juni 2004 PP Number Republik Indonesia Pada Perusahaan
18 of 2004 Dated 22 June 2004 Perseroan (PERSERO) PT Angkasa Pura
I berupa sebagian kekayaan negara yang
tertanam dalam modal saham Perusahaan
Perseroan (Persero) PT Angkasa Pura I.
Kekayaan Negara sebagaimana dimaksud
dalam ayat (1) berupa bangunan gedung bekas
Kantor Pusat Perusahaan Perseroan (Persero)
PT Angkasa Pura I (eks terminal A, VIP Room
dan Tower AMC) seluas 9.795 m2 dan Gedung
Dharma Wanita seluas 192 m2
Reduction of the State Equity Participation of
the Republic of Indonesia at PT Angkasa Pura I's
COMPANY (PERSERO) in the form of a portion
of state assets embedded in the share capital of
PT Angkasa Pura I. Company assets as referred
to in paragraph (1) in the form of former Head
Office buildings PT Angkasa Pura I (Persero) (ex
terminal A, VIP Room and AMC Tower) covering
an area of 9,795 m2 and 192 m2 Dharma Wanita
Building
12 Akta Pernyataan Keputusan Nanda Fauz Iwan, Disetujui oleh RUPS ini menyetujui penambahan
Menteri Negara Badan usaha S.H, M.Kn. Menteri Hukum penyertaan modal Negara Republik Indonesia
Milik Negara Republik Indonesia dan Hak Asasi kedalam modal saham Perseroan sebesar
Selaku Rapat Umum Pemegang Manusia berdasarkan Rp875,000,000,000.00 (delapan ratus tujuh
Saham Perseroan No. 2 tanggal Keputusan No W7- puluh lima miliar Rupiah) dan modal dasar
9 Agustus 2007 (Akta No. 08937HT.01.04- Perseroan semula Rp3,700,000,000,000.00
2/2007) TH.2007 tanggal 14 (tiga triliun tujuh ratus miliar Rupiah) menjadi
Deed of Declaration of the Decree Agustus 2007 Rp7,000,000,000,000.00 (tujuh triliun
of the Minister of State- Owned Approved by the Rupiah).
Enterprises of the Republic of Minister of Law Telah diumumkan dan dimuat dalam Berita
Indonesia As the General Meeting and Human Rights Negara Republik Indonesia tertanggal 7
of Shareholders of the Company based on Decree No. September 2007, Nomor 72, Tambahan Nomor
No. 2 dated 9 August 2007 (Deed W7-08937HT.01.04- 9120
No. 2/2007) TH.2007 dated August This GMS approved the addition of the
14, 2007 state capital of the Republic of Indonesia
into the Company's share capital of
Rp.875,000,000,000.00 (eight hundred
seventy five billion Rupiah) and the Company's
authorized capital of Rp.3,700,000,000,000.00
(three trillion seven hundred billion Rupiah) to
Rp7,000,000,000,000.00 (seven trillion Rupiah)
It has been announced and published in the
State Gazette of the Republic of Indonesia dated
September 7, 2007, Number 72, Supplement
Number 9120

229
2018 Annual Report

No.
13 Akta Pernyataan Keputusan Petrus Suandi Disetujui oleh RUPS ini menyetujui perubahan maksud dan
Pemegang Saham di Luar Halim, S.H. Menteri Hukum tujuan serta kegiatan usaha dan perubahan
Rapat Umum Pemegang Saham dan Hak Asasi Anggaran Dasar Perseroan secara keseluruhan
Perseroan No. 35 tanggal Manusia berdasarkan untuk disesuaikan dengan Undang-Undang No.
15 Agustus 2008 (Akta No. Keputusan No. AHU- 40 Tahun 2007 tentang Perseroan Terbatas,
35/2008) 64347.AH.01.02. Undang-Undang No. 19 Tahun 2003 tentang
Deed of Statement for Tahun 2008 tanggal Badan Usaha Milik Negara, dan Peraturan
Shareholder’s Decision Outside 16 September 2008 Pemerintah No. 45 Tahun 2005 tentang
of the General Meeting of Approved by the Pendirian, Pengurusan, Pengawasan dan
Shareholders of the Company No. Minister of Law Pembubaran Badan Usaha Milik Negara.
35 dated 15 August 2008 (Deed and Human Rights Telah diumumkan dan dimuat dalam Berita
No. 35/2008) based on Decree No. Negara Republik Indonesia tertanggal 4
AHU-64347.AH.01.02. November 2008, Nomor 89, Tambahan Nomor
Year 2008 dated 22475
September 16, 2008 This AGM approved changes in the intent and
purpose and business activities and changes
to the Company's Articles of Association as a
whole to be adjusted to Law No. 40 of 2007
concerning Limited Liability Companies, Law No.
19 of 2003 concerning State-Owned Enterprises,
and Government Regulation No. 45 of 2005
concerning the Establishment, Management,
Supervision and Dissolution of State-Owned
Enterprises.
November 4, 2008, Number 89, Supplement
Number 22475
14 Akta Pernyataan Keputusan Petrus Suandi Telah diterima RUPS ini menyetujui perubahan ketentuan
Rapat Perseroan No. 34 tanggal Halim, S.H. dan dicatat Pasal 11 Anggaran Dasar Perseroan dengan
27 Agustus 2009 (Akta No. dalam database mencabut ketentuan ayat 12 Anggaran Dasar
34/2009) Sisminbakum tentang tugas, wewenang, dan kewajiban
Deed of Statement for the Departemen Hukum direksi.
Company’s Meeting Decision No. dan Hak Asasi Telah diumumkan dan dimuat dalam Berita
34 dated 27 August 2009 (Deed Manusia sesuai Negara Republik Indonesia tertanggal 10
No. 34/2009) Surat Penerimaan Agustus 2010, Nomor 64, Tambahan Nomor
Pemberitahuan 943
Perubahan Anggaran This GMS agreed to amend the provisions of
Dasar No. AHU- Article 11 of the Articles of Association of the
AH.01.10-17649 Company by revoking the provisions of paragraph
tanggal 13 Oktober 12 of the Articles of Association concerning
2009 the duties, authorities and obligations of the
It has been received directors.
and recorded in It has been announced and published in the
the Sisminbakum State Gazette of the Republic of Indonesia
database of the dated August 10, 2010, Number 64, Supplement
Department of Law Number 943
and Human Rights in
accordance with the
Letter of Acceptance
of Amendment
to Articles of
Association No. AHU-
AH.01.10-17649 dated
October 13, 2009
Tanggal 29 Desember 2011 Republik Indonesia Ke Dalam Modal Saham
Government Regulation Number Perusahaan Perseroan (PERSERO) PT Angkasa
76 Year 2011 Dated 29 December Pura I sebesar Rp1,388,244,029,123.52
2011 Addition to the State Equity Participation of the
Rp1,388,244,029,123.52


No.
16 Akta Pernyataan Keputusan Utiek Rochmuljati Disetujui oleh RUPS ini menyetujui:
Rapat dan Keputusan Para Abdurachman, Menteri Hukum i. peningkatan modal dasar Perseroan
Pemegang Saham Yang Diambil S.H., M.Li., M.Kn. dan Hak Asasi dari Rp7,000,000,000,000.00
di Luar Rapat Perseroan No. 5 Manusia berdasarkan (tujuh triliun Rupiah) menjadi
tanggal 15 Agustus 2012 (Akta Keputusan No. AHU- Rp12,000,000,000,000.00 (dua belas
No. 5/2012) 46777.AH.01.02. triliun Rupiah)
Deed of Statement on the Meeting Tahun 2012 tanggal 3
ii. pengeluaran/penempatan saham yang
Decision and Shareholders’s September 2012
Decisions Taken In Lieu of Approved by the masih dalam simpanan (portepel) sejumlah
the Company’s Meeting No. 5 Minister of Law 1,388,245 (satu juta tiga ratus delapan
dated 15 August 2012 (Deed No. and Human Rights puluh delapan ribu dua ratus empat puluh
5/2012) based on Decree No. lima) saham, masing-masing saham
AHU-46777.AH.01.02. dengan nominal sebesar Rp1,000,000.00
Tahun 2012 dated (satu juta Rupiah) sehingga seluruhnya
September 3, 2012 seharga Rp1,388,245,000,000.00 (satu
triliun tiga ratus delapan puluh delapan
miliar dua ratus empat puluh lima juta
Rupiah)
iii. penambahan modal Negara Republik
Indonesia ke dalam modal Perseroan
sebesar Rp1,388,245,000,000.00 (satu
triliun tiga ratus delapan puluh delapan
Rupiah
iv. peningkatan Modal ditempatkan dan modal
disetor semula Rp1,800,000,000,000.00
(satu triliun delapan ratus miliar Rupiah)
menjadi Rp3,188,245,000,000.00 (tiga
triliun seratus delapan puluh delapan
Rupiah)
Telah diumumkan dan dimuat dalam Berita

Negara Republik Indonesia tertanggal 19
Oktober 2012, Nomor 84, Tambahan Nomor
62059
This GMS approve:
i. increase in the authorized capital of the
Company from Rp.7,000,000,000,000.00
(seven trillion Rupiah) to
Rp.12,000,000,000,000.00 (twelve trillion
Rupiah)
ii. shares / deposits in portepel amounting
to 1,388,245 (one million three hundred
eighty eight thousand two hundred forty
five) shares, each with a nominal value of
Rp1,000,000.00 (one million Rupiah) so
that the total is Rp1 388,245,000,000.00
(one trillion three hundred eighty eight
billion two hundred forty five million Rupiah)
iii. addition of the State capital of the Republic
of Indonesia into the Company's capital
amounting to Rp1,388,245,000,000.00
(one trillion three hundred eighty eight
billion two hundred and forty five million
Rupiah
iv. increase in issued capital and original paid-
up capital of Rp1,800,000,000,000.00 (one
trillion eight hundred billion Rupiah) to
Rp3,188,245,000,000.00 (three trillion one
hundred eighty eight billion two hundred
forty five million Rupiah)

October 19, 2012, Number 84, Supplement
Number 62059

231
2018 Annual Report

No.
17 Akta Pernyataan Persetujuan Nanda Fauz Iwan, Keputusan Telah RUPS ini menyetujui:
Menteri Badan Usaha Milik S.H., M.Kn. diterima dan dicatat i. pengeluaran atau penempatan saham
Negara Selaku Rapat Umum dalam database yang masih dalam simpanan (portepel)
Pemegang Saham Perseroan Sisminbakum sejumlah 300,000 (tiga ratus ribu)
No. 2 tanggal 16 Januari 2013 Kementerian Hukum saham, masing-masing saham dengan
(Akta No. 2/2013). dan Hak Asasi
nominal sebesar Rp1,000,000.00 (satu
Deed of Statement on the Manusia sesuai
Approval of the Minister of the Surat Penerimaan juta Rupiah) sehingga seluruhnya seharga
State Owned Enterprises As the Pemberitahuan Rp300,000,000,000.00 (tiga ratus miliar
Company’s General Meeting Perubahan Anggaran Rupiah)
of Shareholders No. 2 dated 16 Dasar No. AHU-. ii. penambahan modal Negara Republik
January 2013 (Deed No. 2/2013). AH.01.10-02672 Indonesia ke dalam modal Perseroan
tanggal 31 Januari sebesar Rp300,000,000,000.00 (tiga
2013 ratus miliar Rupiah)
Decision has been iii. peningkatan modal ditempatkan
received and recorded dan modal disetor semula
in the Sisminbakum Rp3,188,245,000,000.00 (tiga triliun
database of the seratus delapan puluh delapan miliar
Ministry of Law and
dua ratus empat puluh lima juta Rupiah)
Human Rights in
accordance with the menjadi Rp3,488,245,000,000.00 (tiga
Letter of Acceptance triliun empat ratus delapan puluh delapan
of Amendment to miliar dua ratus empat puluh lima juta
Articles of Association Rupiah).
No. AHU-.AH.01.10-
02672 dated 31 Telah diumumkan dan dimuat dalam Berita
January 2013 Negara Republik Indonesia tertanggal 25
Maret 2014, Nomor 24, Tambahan Nomor
255/L
This GMS agrees:
i. expenditure or placement of shares
still in the amount of 300,000 (three
hundred thousand) shares, each share
with a nominal value of Rp1,000,000.00
(one million Rupiah) so that the total is
Rp300,000,000,000.00 (three hundred
billion Rupiah)
ii. addition of the State capital of the Republic
of Indonesia into the Company's capital of
Rp. 300,000,000,000.00 (three hundred
billion Rupiah)
iii. increase in issued and original paid-in
capital of Rp3,188,245,000,000.00 (three
trillion one hundred eighty eight billion
two hundred forty five million Rupiah) to
Rp3,488,245,000,000.00 (three trillion
four hundred eighty eight billion two
hundred forty five million Rupiah).
Has been announced and published in the State

Gazette of the Republic of Indonesia dated March
25, 2014, Number 24, Supplement Number 255
/L
Tanggal 12 Februari 2014 Republik Indonesia Ke Dalam Modal Saham
8 Year 2014 Dated 12 February Pura I sebesar Rp2,926,166,059,117.86
2014 Addition to the State Equity Participation of the
Rp2,926,166,059,117.86


No.
19 Akta Pernyataan Keputusan Julius Purnawan, Telah diterima RUPS ini menyetujui:
Menteri Badan Usaha Milik S.H., M.Si. dan dicatat i. pengeluaran atau penempatan saham
Negara Selaku Rapat Umum dalam database yang masih dalam simpanan (portepel)
Pemegang Saham Perseroan Sisminbakum sejumlah 2,926,167 (dua juta sembilan
No. S-504/MBU/08/2015 Kementerian Hukum ratus dua puluh enam ribu seratus
tentang Penambahan Modal dan Hak Asasi enam puluh tujuh) saham atau seharga
Disetor dan Perubahan Manusia sesuai
Anggaran Dasar Perseroan No. Surat Penerimaan Rp2,926,167,000,000.00 (dua triliun
11 tanggal 22 September 2015 Pemberitahuan sembilan ratus dua puluh enam miliar
(Akta No. 11/2015) Perubahan Anggaran seratus enam puluh tujuh juta Rupiah)
Deed of Statement regarding Dasar No. AHU-. ii. penambahan modal Negara Republik
the Decision of the Minister of AH.01.03-0972301 Indonesia ke dalam modal Perseroan
the State Owned Enterprises As tanggal 15 Oktober sebesar Rp2,926,167,000,000.00) (dua
the Company’s General Meeting 2015 triliun sembilan ratus dua puluh enam
of Shareholders No. S-504/ It has been received miliar seratus enam puluh tujuh juta
MBU/08/2015 regarding the and recorded in Rupiah)
Addition of Paid Up Capital the Sisminbakum iii. peningkatan modal ditempatkan
Article of Association No. 11 dated database of the dan modal disetor semula
22 September 2015 Ministry of Law and
Rp3,488,245,000,000.00 (tiga triliun
(Deed No. 11/2015) Human Rights in
accordance with the empat ratus delapan puluh delapan miliar
Letter of Acceptance dua ratus empat puluh lima juta Rupiah)
of the Amendment to menjadi Rp6,414,412,000,000.00 (enam
Articles of Association triliun empat ratus empat belas miliar
Notification. AHU-. empat ratus dua belas juta Rupiah)
AH.01.03-0972301
dated October 15, Telah diumumkan dan dimuat dalam Berita
2015 Negara Republik Indonesia tertanggal 27
November 2015, Nomor 95, Tambahan Nomor
584/L
This GMS agrees:
i. expenditure or placement of shares which
are still in the amount of 2,926,167 (two
million nine hundred twenty six thousand
one hundred sixty seven) shares or for the
price of Rp2,926,167,000,000.00 (two
trillion nine hundred twenty six billion one
hundred sixty seven million Rupiah)
ii. addition of the State capital of the Republic
of Indonesia into the Company's capital in
the amount of Rp2,926,167,000,000.00)
(two trillion nine hundred twenty six billion
one hundred sixty seven million Rupiah)
iii. increase in issued capital and original paid-
in capital of Rp3,488,245,000,000.00
(three trillion four hundred eighty eight
billion two hundred forty five million Rupiah)
to Rp6,414,412,000,000.00 (six trillion
four hundred fourteen billion four hundred
twelve million Rupiah)

November 27, 2015, Number 95, Supplement
Number 584 / L
Tanggal 27 Juni 2016 Republik Indonesia Ke Dalam Modal Saham
25 Year 2016 Dated 27 June 2016 Pura I sebesar Rp255,096,706,122.60
Company Company Share Capital in the amount
of Rp255,096,706,122.60
Sampai dengan 31 Desember 2018, PT Angkasa Pura I As of 31 December 2018, PT Angkasa Pura I (Persero)
(Persero) belum melakukan pencatatan saham di Bursa has not listed any of their shares on the Indonesia Stock
Efek Indonesia. Dengan demikian, tidak terdapat informasi Exchange. Therefore, there is no information on the number
jumlah saham tercatat dan nama bursa tempat saham of registered shares and name of the stock exchange in
perusahaan dicatatkan (kronologi pencatatan saham). which the company's shares are listed (registered share
cronology).

233
2018 Annual Report
KRONOLOGIS PENERBITAN DAN/ THE CHRONOLOGY OF ISSUANCE AND/

ATAU PENCATATAN EFEK LAINNYA OR LISTING OF OTHER SECURITIES
KRONOLOGIS PENCATATAN OBLIGASI THE CHRONOLOGY OF BOND LISTING
Perseroan telah memperoleh Surat Efektif Pernyataan The Company has obtained the Effective Registration
Pendaftaran No. S.677/D.04/2016 tanggal 10 November Statement numbered S. 677/D.04/2016 dated 10 November
2016 dari Otoritas Jasa Keuangan untuk penawaran 2016 from the Financial Service Authority for the first
perdana Obligasi I Angkasa Pura 1 Tahun 2016 dengan offering of Bond I Angkasa Pura 1 Year 2016 with the total
jumlah pokok sebesar Rp2.500.000.000 dan Sukuk principal amount of Rp. 2,500,000,000 and Sukuk Al-Ijara I
Ijarah I sebesar Rp500.000.000. Obligasi tersebut that amounts to Rp500.000.000. The bond have been listed
telah dicatatkan pada Bursa Efek Indonesia tanggal 23 on the Indonesia Stock Exchange dated 23 November 2016
November 2016 sesuai Pengumuman Pencatatan Obligasi pursuant to the Announcement of Bond Listing I Angkasa
I Angkasa Pura I Tahun 2016 dan Sukuk Ijarah I Tahun Pura I Year 2016 and Sukuk Al-Ijara I Year 2016 PT Angkasa
2016 PT Angkasa Pura I (Persero) No. Peng-P- 00950/ Pura I (Persero) No. Peng-P-00950/BEI.PP2/11-2016 dated
BEI.PP2/11-2016 tanggal 22 November 2016. 22 November 2016.
Tabel Kronologis Penerbitan Obligasi PT Angkasa Pura I (Persero)

Table of Chronology of Issuance for PT Angkasa Pura I (Persero)’s Bonds
INFORMASI OBLIGASI / BONDS INFORMATION
Tanggal Jumlah
Tanggal Distribusi
Pencatatan di Mata Obligasi
Uraian elektronik di Bursa Efek Tenor Nilai Penawaran
No. Bursa Efek Uang (miliar)
Description Stock Exchange Tenure Offering Prices
Stock Exchange Currency Total Bonds
Electronic Distribution
Registration Date (billion)
Obligasi I Angkasa Pura I 100 % dari jumlah

23 November
Tahun 2016 Seri A 22 November 2016 5 tahun/ Pokok Obligasi
1. 2016 Rp 622
Bond I Angkasa Pura I 22 November 2016 years 100% of the Bond
23 November 2016
Year 2016 A Series Principal amoun

22 November 2016 23 November
Tahun 2016 Seri B 7 tahun/ Pokok Obligasi
2. 22 November 2016 2016 Rp 389
Bond I Angkasa Pura I years 100% of the Bond
23 November 2016
Year 2016 B Series Principal amoun

22 November 2016 23 November
Tahun 2016 Seri C 10 tahun/ Pokok Obligasi
3. 22 November 2016 2016 Rp 1,489
Bond I Angkasa Pura I years 100% of the Bond
23 November 2016
Year 2016 C Series Principal amoun

Peringkat
Tanggal Jatuh Tempo Tingkat Suku Bunga Status Pembayaran Ranking Wali Amanat
The Maturity Date The Interest Rate Payment Status Trustee
2018* 2017
Pembayaran bunga ke 1 sampai dengan

22 November ke 8 telah dilaksanakan PT Bank Mega
2021 8.10% The 1st to the 8th interest has been paid AAA AAA
id id Tbk.
22 November 2021
Pembayaran bunga ke 1 sampai dengan

22 November ke 8 telah dilaksanakan PT Bank Mega
2023 8.40% The 1st to the 8th interest has been paid AAA AAA
id id Tbk.
22 November 2023
22 November Pembayaran bunga ke 1 sampai dengan

2026 ke 8 telah dilaksanakan PT Bank Mega
8.55% The 1st to the 8th interest has been paid AAA AAA
22 November 2026 id id Tbk.

235
2018 Annual Report
Tabel Kronologis Pembayaran Bunga Obligasi

Table of Chronology of Bond Interest Payment
Tanggal Pembayaran Bunga / Interest Payment Date

Obligasi I Obligasi I
Obligasi I Angkasa
Bunga Ke- Angkasa Pura Status Status Angkasa Pura Status
Pura I Tahun 2016
Interest I Tahun 2016 Pembayaran Pembayaran I Tahun 2016 Pembayaran
Seri B
Number Seri A Bunga Bunga Seri C Bunga
Bond I Angkasa
Bond I Angkasa Interest Interest Bond I Angkasa Interest
Pura I Year 2016 B
Pura I Year 2016 A Payment Status Payment Status Pura I Year 2016 Payment Status
Series
Series C Series
1. 22 Februari 2017 Bunga telah 22 Februari 2017 Bunga telah 22 Februari 2017 Bunga telah
22 February 2017 dibayarkan 22 February 2017 dibayarkan 22 February 2017 dibayarkan
sesuai jadwal. sesuai jadwal. sesuai jadwal.
Interest has Interest has Interest has
been paid in been paid in been paid in
accordance accordance accordance
with the schedule. with the schedule. with the schedule.
2. 22 Mei 2017 Bunga telah 22 Mei 2017 Bunga telah 22 Mei 2017 Bunga telah
22 May 2017 dibayarkan 22 May 2017 dibayarkan 22 May 2017 dibayarkan
3. 22 Agustus 2017 Bunga telah 22 Agustus 2017 Bunga telah 22 Agustus 2017 Bunga telah
22 August 2017 dibayarkan 22 August 2017 dibayarkan 22 August 2017 dibayarkan
4. 22 November Bunga telah 22 November 2017 Bunga telah 22 November Bunga telah
2017 dibayarkan 22 November 2017 dibayarkan 2017 dibayarkan
22 November 2017 sesuai jadwal. sesuai jadwal. 22 November sesuai jadwal.
Interest has Interest has 2017 Interest has
5. 22 Februari 2018 Bunga telah 22 Februari 2018 Bunga telah 22 Februari 2018 Bunga telah
6. 22 Mei 2018 Bunga telah 22 Mei 2018 Bunga telah 22 Mei 2018 Bunga telah
7. 22 Agustus 2018 Bunga telah 22 Agustus 2018 Bunga telah 22 Agustus 2018 Bunga telah
8. 22 November Bunga telah 22 November 2018 Bunga telah 22 November Bunga telah
22 November 2018 sesuai jadwal. sesuai jadwal. 22 November sesuai jadwal.
Interest has Interest has 2018 Interest has
9. 22 Februari 2019* Bunga belum 22 Februari 2019* Bunga belum 22 Februari Bunga belum
22 February 2019* dibayarkan 22 February 2019* dibayarkan 2019* dibayarkan
Interest has not Interest has not 22 February Interest has not
been paid been paid 2019* been paid
10. 22 Mei 2019 Bunga belum 22 Mei 2019 Bunga belum 22 Mei 2019 Bunga belum
Interest has not Interest has not Interest has not
been paid been paid been paid
11. 22 Agustus 2019 Bunga belum 22 Agustus 2019 Bunga belum 22 Agustus 2019 Bunga belum


Obligasi I Angkasa
Pura I Tahun 2016
Seri B
Bond I Angkasa
Pura I Year 2016 B
Series
Series C Series
12. 22 November Bunga belum 22 November 2019 Bunga belum 22 November Bunga belum
22 November 2019 Interest has not Interest has not 22 November Interest has not
been paid been paid 2019 been paid
13. 22 Februari 2020 Bunga belum 22 Februari 2020 Bunga belum 22 Februari Bunga belum
22 February 2020 dibayarkan 22 February 2020 dibayarkan 2020 dibayarkan
Interest has not Interest has not 22 February 2020 Interest has not
16. 22 November Bunga belum 22 November Bunga belum 22 November Bunga belum
2020 dibayarkan 2020 dibayarkan 2020 dibayarkan
22 November Interest has not 22 November 2020 Interest has not 22 November Interest has not
2020 been paid been paid 2020 been paid
17. 22 Februari 2021 Bunga belum 22 Februari 2021 Bunga belum 22 Februari 2021 Bunga belum
20. 22 November Bunga belum 22 November 2021 Bunga belum 22 November Bunga belum
22 November 2021 Interest has not Interest has not 22 November Interest has not
been paid been paid 2021 been paid
21. 22 Februari 2022 Tenor sudah 22 Februari 2022 Bunga belum 22 Februari Bunga belum
22 February 2022 selesai 22 February 2022 dibayarkan 2022 dibayarkan
Tenure has Interest has not 22 February 2022 Interest has not
ended been paid been paid
22. 22 Mei 2022 Tenor sudah 22 Mei 2022 Bunga belum 22 Mei 2022 Bunga belum
22 May 2022 selesai 22 May 2022 dibayarkan 22 May 2022 dibayarkan
Tenure has Interest has not Interest has not
23. 22 Agustus 2022 Tenor sudah 22 Agustus 2022 Bunga belum 22 Agustus 2022 Bunga belum
22 August 2022 selesai 22 August 2022 dibayarkan 22 August 2022 dibayarkan
24. 22 November Tenor sudah 22 November Bunga belum 22 November Bunga belum
2022 selesai 2022 dibayarkan 2022 dibayarkan
22 November Tenure has 22 November 2022 Interest has not 22 November Interest has not
2022 ended been paid 2022 been paid
25. 22 Februari 2023 Tenor sudah 22 Februari 2023 Bunga belum 22 Februari Bunga belum
22 February 2023 selesai 22 February 2023 dibayarkan 2023 dibayarkan
Tenure has Interest has not 22 February 2023 Interest has not
26. 22 Mei 2023 Tenor sudah 22 Mei 2023 Bunga belum 22 Mei 2023 Bunga belum
22 May 2023 selesai 22 May 2023 dibayarkan 22 May 2023 dibayarkan
27. 22 Agustus 2023 Tenor sudah 22 Agustus 2023 Bunga belum 22 Agustus 2023 Bunga belum
22 August 2023 selesai 22 August 2023 dibayarkan 22 August 2023 dibayarkan

237
2018 Annual Report

Obligasi I Angkasa
Pura I Tahun 2016
Seri B
Bond I Angkasa
Pura I Year 2016 B
Series
Series C Series
28. 22 November Tenor sudah 22 November Bunga belum 22 November Bunga belum
2023 selesai 2023 dibayarkan 2023 dibayarkan
22 November Tenure has 22 November 2023 Interest has not 22 November Interest has not
2023 ended been paid 2023 been paid
29. 22 Februari 2024 Tenor sudah 22 Februari 2024 Tenor sudah 22 Februari Bunga belum
22 February 2024 selesai 22 February 2024 selesai 2024 dibayarkan
Tenure has Tenure has ended 22 February 2024 Interest has not
ended been paid
30. 22 Mei 2024 Tenor sudah 22 Mei 2024 Tenor sudah 22 Mei 2024 Bunga belum
22 May 2024 selesai 22 May 2024 selesai 22 May 2024 dibayarkan
Tenure has Tenure has ended Interest has not
ended been paid
31. 22 Agustus 2024 Tenor sudah 22 Agustus 2024 Tenor sudah 22 Agustus 2024 Bunga belum
22 August 2024 selesai 22 August 2024 selesai 22 August 2024 dibayarkan
ended been paid
32. 22 November Tenor sudah 22 November Tenor sudah 22 November Bunga belum
2024 selesai 2024 selesai 2024 dibayarkan
22 November Tenure has 22 November 2024 Tenure has ended 22 November Interest has not
2024 ended 2024 been paid
ended been paid
34. 22 Mei 2025 Tenor sudah 22 Mei 2025 Tenor sudah 22 Mei 2025 Bunga belum
ended been paid
ended been paid
ended been paid
38 22 Mei 2026 Tenor sudah 22 Mei 2026 Tenor sudah 22 Mei 2026 Bunga belum
ended been paid
ended been paid
*) pada saat laporan tahunan ini diterbitkan bunga obligasi telah *) by the time this annual report was issued, the bond interest has
dibayarkan oleh Perseroan sesuai dengan jadwal. been paid by the Company in accordance with the schedule.


239
2018 Annual Report
KRONOLOGIS PENCATATAN SUKUK THE CHRONOLOGY OF SUKUK LISTING
Perseroan telah memperoleh Surat Efektif Pernyataan The Company has obtained the Effective Registration
Pendaftaran nomor S. 677/D.04/2016 tanggal 10 Statement numbered S. 677/D.04/2016 dated 10 November
November 2016 dari Otoritas Jasa Keuangan untuk 2016 from the Financial Service Authority for the first
penawaran perdana Obligasi I Angkasa Pura 1 Tahun 2016 offering of Bond I Angkasa Pura 1 Year 2016 with the total
dengan jumlah pokok sebesar Rp2.500.000.000 dan principal amount of Rp2,500,000,000 and Sukuk Al-
Sukuk Ijarah I sebesar Rp500.000.000. Obligasi tersebut Ijara I for Rp500,000,000. The bond have been listed
telah dicatatkan pada Bursa Efek Indonesia tanggal 23 on the Indonesia Stock Exchange dated 23 November
November 2016 sesuai Pengumuman Pencatatan Obligasi 2016 pursuant to the Announcement The Listing of Bond
I Angkasa Pura I Tahun 2016 dan Sukuk Ijarah I Tahun I Angkasa Pura I Year 2016 and Sukuk Al-Ijara I Year 2016
2016 PT Angkasa Pura I (Persero) No. Peng-P-00950/ PT Angkasa Pura I (Persero) numbered Peng-P-00950/BEI.
BEI.PP2/11-2016 tanggal 22 November 2016. PP2/11-2016 dated 22 November 2016.
Tabel Kronologis Penerbitan Sukuk Ijarah I PT Angkasa Pura I (Persero)

Table of Chronology of Issuance for Sukuk Ijarah I of PT Angkasa Pura I (Persero)
INFORMASI SUKUK
Tanggal Distribusi
Jumlah
elektronik di Bursa Tanggal Pencatatan
Obligasi Nilai
Uraian Efek di Bursa Efek Tenor Mata Uang
No. (miliar) Penawaran
Description Stock Exchange Stock Exchange Tenure Currency
Total Bonds Offering Prices
Electronic Registration Date
(billion)
Distribution
100 % dari sisa

jumlah Sisa
Sukuk Ijarah Imbalan Ijarah
Seri A 5 tahun/ 100% of the
1. 2016 2016 Rp 268
Sukuk Ijarah A years remaining
Series amount of
Remaining
Ijarah Rewards
100 % dari sisa
jumlah Sisa
Seri B 7 tahun/ 100% of the
2. 2016 2016 Rp 55
Sukuk Ijarah B years remaining
Series amount of
Remaining
Ijarah Rewards
100 % dari sisa
jumlah Sisa
Seri C 10 tahun/ 100% of the
3. 2016 2016 Rp 117
Sukuk Ijarah C years remaining
Series amount of
Remaining
Ijarah Rewards

SUKUK INFORMATION
Cicilan Imbalan Peringkat

Ijarah Per Tahun Rank
Tanggal Jatuh
(dalam juta) Status Pembayaran Wali Amanat
Tempo
Reward Installment Payment Status Trusted
Maturity Date
for Ijarah Per Year
2018* 2017
(in million)
Pembayaran Cicilan
Imbalan Ijarah ke-1
sampai dengan ke 8
22 November telah dilakukan
2021 21,708 The 1st to the 8th AAAsy
id id
AAAsy PT Bank Mega,Tbk
22 November 2021 rewards installment
of Ijarah has been
paid
Pembayaran Cicilan
Imbalan Ijarah ke-1
sampai dengan ke 8
id id
of Ijarah has been
paid
Pembayaran Cicilan
Imbalan Ijarah ke-1
sampai dengan ke 8
id id
of Ijarah has been
paid

241
2018 Annual Report
Tabel Kronologis Pembayaran Cicilan Imbalan Ijarah Sukuk

Table of Chronology of Rewards Installment Payment for Sukuk Ijarah

Status
Pembayaran Status Status
Imbalan Ke- Sukuk Ijarah Cicilan Imbalan Sukuk Ijarah Pembayaran Sukuk Ijarah Pembayaran
Rewards Seri A Ijarah Seri B Bunga Seri A Seri C Bunga
Number Sukuk Ijarah A Status of Sukuk Ijarah B Status of Sukuk Ijarah C Status of
Series Ijarah Rewards Series Ijarah Rewards Series Ijarah Rewards
Installment Installment Installment
1. 22 Februari Cicilan Imbalan 22 Februari Cicilan Imbalan 22 Februari Cicilan Imbalan

2017 Ijarah telah 2017 Ijarah telah 2017 Ijarah telah
22 February dibayarkan sesuai 22 February dibayarkan sesuai 22 February dibayarkan sesuai
2017 jadwal. 2017 jadwal. 2017 jadwal.
Ijarah rewards Ijarah rewards Ijarah rewards
installment has installment has installment has
accordance with the accordance with accordance with
schedule. the schedule. the schedule.
2. 22 Mei 2017 Cicilan Imbalan 22 Mei 2017 Cicilan Imbalan 22 Mei 2017 Cicilan Imbalan
22 May 2017 Ijarah telah 22 May 2017 Ijarah telah 22 May 2017 Ijarah telah
dibayarkan sesuai dibayarkan sesuai dibayarkan sesuai
jadwal. jadwal. jadwal.
3. 22 Agustus Cicilan Imbalan 22 Agustus Cicilan Imbalan 22 Agustus Cicilan Imbalan
22 August 2017 dibayarkan sesuai 22 August 2017 dibayarkan sesuai 22 August 2017 dibayarkan sesuai
4. 22 November Cicilan Imbalan 22 November Cicilan Imbalan 22 November Cicilan Imbalan
22 November dibayarkan sesuai 22 November dibayarkan sesuai 22 November dibayarkan sesuai
22 February dibayarkan sesuai 22 February dibayarkan sesuai 22 February dibayarkan sesuai
22 May 2018 Ijarah telah 22 May 2018 Ijarah telah 22 May 2018 Ijarah telah
dibayarkan sesuai dibayarkan sesuai dibayarkan sesuai


Status

2019* Ijarah belum 2019* Ijarah belum 2019* Ijarah belum
22 February dibayarkan 22 February dibayarkan 22 February dibayarkan
2019* Ijarah rewards 2019* Ijarah rewards 2019* Ijarah rewards
installment has not installment has not installment has
been paid been paid not been paid
22 May 2019 Ijarah belum 22 May 2019 Ijarah belum 22 May 2019 Ijarah belum
dibayarkan dibayarkan dibayarkan
2019 Ijarah belum 2019 Ijarah belum 2019 Ijarah belum
22 November dibayarkan 22 November dibayarkan 22 November dibayarkan
2019 Ijarah rewards 2019 Ijarah rewards 2019 Ijarah rewards
22 August dibayarkan 22 August dibayarkan 22 August 2020 dibayarkan
2020 Ijarah rewards 2020 Ijarah rewards Ijarah rewards

243
2018 Annual Report

Status
21. 22 Februari Tenor sudah selesai 22 Februari Cicilan Imbalan 22 Februari Cicilan Imbalan
2022 Tenure has ended 2022 Ijarah belum 2022 Ijarah belum
22 February 22 February dibayarkan 22 February dibayarkan
2022 2022 Ijarah rewards 2022 Ijarah rewards
installment has not installment has
been paid not been paid
22. 22 Mei 2022 Tenor sudah selesai 22 Mei 2022 Cicilan Imbalan 22 Mei 2022 Cicilan Imbalan
22 May 2022 Tenure has ended 22 May 2022 Ijarah belum 22 May 2022 Ijarah belum
dibayarkan dibayarkan
Ijarah rewards Ijarah rewards
23. 22 Agustus Tenor sudah selesai 22 Agustus Cicilan Imbalan 22 Agustus Cicilan Imbalan
22 August 22 August dibayarkan 22 August 2022 dibayarkan
2022 2022 Ijarah rewards Ijarah rewards
24. 22 November Tenor sudah selesai 22 November Cicilan Imbalan 22 November Cicilan Imbalan
22 November 22 November dibayarkan 22 November dibayarkan
25. 22 Februari Tenor sudah selesai 22 Februari Cicilan Imbalan 22 Februari Cicilan Imbalan
22 February 22 February dibayarkan 22 February dibayarkan
26. 22 Mei 2023 Tenor sudah selesai 22 Mei 2023 Cicilan Imbalan 22 Mei 2023 Cicilan Imbalan
22 May 2023 Tenure has ended 22 May 2023 Ijarah belum 22 May 2023 Ijarah belum
dibayarkan dibayarkan
Ijarah rewards Ijarah rewards
27. 22 Agustus Tenor sudah selesai 22 Agustus Cicilan Imbalan 22 Agustus Cicilan Imbalan
22 August 2023 22 August dibayarkan 22 August 2023 dibayarkan
2023 Ijarah rewards Ijarah rewards


Status
28. 22 November Tenor sudah selesai 22 November Cicilan Imbalan 22 November Cicilan Imbalan
22 November 22 November dibayarkan 22 November dibayarkan
29. 22 Februari Tenor sudah selesai 22 Februari Tenor sudah 22 Februari Cicilan Imbalan
2024 Tenure has ended 2024 selesai 2024 Ijarah belum
22 February 22 February Tenure has ended 22 February dibayarkan
2024 2024 2024 Ijarah rewards
installment has
not been paid
30. 22 Mei 2024 Tenor sudah selesai 22 Mei 2024 Tenor sudah 22 Mei 2024 Cicilan Imbalan
22 May 2024 Tenure has ended 22 May 2024 selesai 22 May 2024 Ijarah belum
Tenure has ended dibayarkan
Ijarah rewards
installment has
not been paid
31. 22 Agustus Tenor sudah selesai 22 Agustus Tenor sudah 22 Agustus Cicilan Imbalan
22 August 2024 22 August Tenure has ended 22 August 2024 dibayarkan
2024 Ijarah rewards
installment has
not been paid
32. 22 November Tenor sudah selesai 22 November Tenor sudah 22 November Cicilan Imbalan
22 November 22 November Tenure has ended 22 November dibayarkan
installment has
not been paid
installment has
not been paid
34. 22 Mei 2025 Tenor sudah selesai 22 Mei 2025 Tenor sudah 22 Mei 2025 Cicilan Imbalan
Ijarah rewards
installment has
not been paid
22 August 22 August Tenure has ended 22 August 2025 dibayarkan
2025 2025 Ijarah rewards
installment has
not been paid
installment has
not been paid
installment has
not been paid
38 22 Mei 2026 Tenor sudah selesai 22 Mei 2026 Tenor sudah 22 Mei 2026 Cicilan Imbalan
Ijarah rewards
installment has
not been paid

245
2018 Annual Report

Status
22 August 2026 22 August Tenure has ended 22 August 2026 dibayarkan
2026 Ijarah rewards
installment has
not been paid
installment has
not been paid
*) pada saat laporan tahunan ini diterbitkan cicilan imbalan ijarah *) by the time this annual report was issued, the Ijarah rewards
telah dibayarkan oleh Perseroan sesuai dengan jadwal. installment has been paid by the Company in accordance with the
schedule

INFORMASI SUMBER PENDANAAN INFORMATION ON OTHER SOURCES OF

LAINNYA FUNDING
Sampai dengan akhir Desember 2018, PT Angkasa Pura Until the end of December 2018, PT Angkasa Pura I (Persero)
I (Persero) tidak memiliki sumber pendanaan lainnya has no other sources of funding thus information is not
sehingga tidak terdapat informasi mengenai sumber available regarding those other sources of funding.
pendanaan lainnya.
NAMA DAN ALAMAT LEMBAGA DAN/ NAME AND ADDRESS OF SUPPORTING

AGENCY AND/OR PROFESSION
ATAU PROFESI PENUNJANG
INFORMASI PERDAGANGAN DAN PT Bursa Efek Indonesia

PENCATATAN SAHAM/OBLIGASI Gedung Bursa Efek Indonesia, Tower 1
TRADING AND STOCK/BOND Jl. Jend. Sudirman Kav. 52-53
LISTING INFORMATION Jakarta 12190, Indonesia
Tel : (62-21) 5150515
Fax : (62-21 5)154153
Website : www.idx.co.id
Email : listing@idx.co.id
Jasa yang diberikan : Jasa Lintas Perdangan Efek / Services provided: Securities Trading
Services
PENJAMIN PELAKSANA EMISI PT Mandiri Sekuritas
UNDERWRITER Plaza Mandiri Lantai 28
Jl. Jend. Gatot Subroto Kav. 36-38,Jakarta 12190
Tel : (62-21) 526 3445
Fax : (62-21) 526 3507
Website : www.mandirisekuritas.co.id
Email : corsec@mandirisek.co.id
Jasa yang diberikan : Jasa Pemasaran dan Penjualan Efek / Services provided: Securities
Marketing and Sales Services
PT Danareksa Sekuritas
Gedung Danareksa, Jl. Medan Merdeka Selatan No. 14
Jakarta 10110, Indonesia
Tel : (62-21) 29 555 777
Fax : (62-21) 350 1724 / 1725
Website : www.danareksa.com
Email : ib-group1@danareksa.com
PT BCA Sekuritas
Menara BCA Lantai 41 Grand Indonesia
Jl. MH. Thamrin No. 1, Jakarta 10310
Tel : (62-21) 2358 7222
Fax : (62-21) 2358 7290 / 7300/ 7250
Website : www.bcasekuritas.co.id
Email : cf@bcasekuritas.co.id

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2018 Annual Report
PT Bahana Securities
Graha CIMB Niaga, Lantai 19
Jl. Jend. Sudirman Kav.58, Jakarta 12190
Tel : (62-21) 2505081
Fax : (62-21) 5225869
Website : www.bahana.co.id
Email : bs_ibcm@bahana.co.id
BIRO ADMINISTRASI EFEK (BAE) PT Angkasa Pura I (Persero) tidak menggunakan jasa Bursa Administrasi Efek (BAE).
SECURITIES ADMINISTRATION PT Angkasa Pura I (Persero) does not use the services of the Securities Administration Bureau (BAE).
BUREAU
KANTOR AKUNTAN PUBLIK Kantor Akuntan Publik Purwantono, Sungkoro, & Surja
OFFICE OF PUBLIC ACCOUNTANT Gedung Bursa Efek Indonesia Tower 2 Lantai 7, Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190
Tel : (021) 5289 5000
Fax : (021) 5289 4100
Website : www.ey.com/id
Jasa yang diberikan : Jasa Audit atas Laporan Keuangan tahun 2018
Fee yang dibayarkan para periode 2019: Rp2,962,294,500/Service
provided: Audit Service on Financial Report of 2018
Fee paid thoughout the priod of 2019: Rp2,962,294,500

LEMBAGA PEMERINGKAT EFEK PT Pemeringkat Efek Indonesia (Pefindo)
SECURITY RATING AGENCY Panin Tower - Senayan City, 17th Floor
Jl.Asia Afrika Lot.19
Jakarta 10270, Indonesia
Tel : (62-21) 7278 2380
Fax : (62-21) 7278 2370
Website : www.pefindo.com
Email : emanuel.tan@pefindo.co.id
Jasa yang diberikan : Memberikan rating penilaian terhadap perusahaan / Services provided:
Provide assessment ratings toward companies
KUSTODIAN PT Kustodian Sentral Efek Indonesia
CUSTODIAN Gedung Bursa Efek Indonesia, Tower 1, Lt. 5
Jl. Jend Sudirman Kav 52-53 Jakarta 12190
Tel : (62-21) 5299-1099
Fax : (62-21) 5299-1199
Website : www.ksei.co.id
Email : helpdesk@ksei.co.id
Jasa yang diberikan : Kustodian untuk transaksi efek di Pasar Modal / Services provided:
Custodian for security transactions in the Capital Market
NOTARIS Fathiah Helmi, S.H.,
NOTARY Graha Irama, Lantai 6, Suite C
Jl. HR Rasuna Said Blok X-1 Kav.1&2 Kuningan
Jakarta 12950 – Indonesia
Tel : (021) 5290 7304/6
Fax : (021) 526 1136
Website : www.notaris-fathiahhelmi.com
Email : fhcozie@gmail.com
Jasa yang diberikan : Membuat akta-akta, antara lain Perjanjian Perwaliamanatan, Pengakuan
Utang dan Perjanjian Penjaminan Emisi Efek, serta akta-akta pengubahannya /
Services provided : Creates deeds, including Trusteeship Agreements, Debt Acknowledgement
and Securities Underwriting Agreements, as well as deeds of amendment
WALI AMANAT PT Bank Mega Tbk
TRUSTEE Menara Bank Mega, Lantai 16
Jl. Kapten P. Tendean No. 12 - 14A, Jakarta 12790
Telp : (021) 79175000
Fax : (021) 7990720
Website : www.bankmega.com
Email : waliamanat@bankmega.com
Jasa yang diberikan : Mewakili kepentingan Pemegang Obligasi/Pemegang Sukuk Ijarah
baik di dalam maupun di luar pengadilan dalam melakukan tindakan hukum yang berkaitan
dengan hak dan kewajiban Pemegang Obligasi/Pemegang Sukuk Ijarah sesuai dengan syarat-
syarat Emisi. /
Services provided : Represents the interests of Bondholders/Sukuk Al-Ijara Holders
both inside and outside the court in taking legal actions related to the rights and obligations of the
Bondholders /Sukuk Al-Ijara Holders in accordance with the terms of the Emission.
KONSULTAN HUKUM Marsinih Martoatmodjo Iskandar Kusdihardjo (“MMIK”)
LEGAL CONSULTANT Office 8, 15th Floor Suite H
Jalan Jend. Sudirman Kav. 52-53, Jakarta 12190, Indonesia
Tel : (021) 2933-2858, 2933-2859
Fax : (021) 2933-2857
Website : www.mmiklaw.co.id
Email : helen.marsinih@mmiklaw.co.id
Jasa yang diberikan : jasa konsultasi hukum Penerbitan Emisi Efek /
Services provided : Legal consultation service and the Issuance of Emission of Securities

PENGHARGAAN DAN SERTIFIKASI AWARDS AND CERTIFICATION
25 Januari/ January 2018 7 Februari/ February 2018 07 Maret/ March 2018
Kategori Kesehatan / Health Category Silver Award The Best State-Owned Bandar Udara Internasional I Gusti Ngurah
Acara/Event: Enterprise Inhoue Magazine / Silver Rai Bali Bandara Terbaik di Asia-Pasifik
CSR Award 2017 Award The Best State-Owned Enterprise dengan kategori jumlah penumpang 15-25
Penyelenggara/Organizer: Inhoue Magazine juta orang per tahun
Sindo Media /I Gusti Ngurah Rai International Airport,
Acara/Event: Bali best in the Asia-Pacific with a passenger
Indonesia Inhouse category of 15-25 million people per year.
Magazine Award (InMA) 2018
Penyelenggara/Organizer: Acara/Event:
Serikat Perusahaan Pers (SPS) ASQ Awards 2017
Penyelenggara/Organizer:
Airports Council International
07 Maret/ March 2018 07 Maret/ March 2018 07 Maret/ March 2018
Bandar Udara Internasional I Gusti Ngurah Bandar Udara Internasional I Gusti Ngurah Bandar Udara Internasional Sultan
Rai Bali Peringkat 1 Bandara Terbaik di Rai Bali Peringkat Kedua Bandara Terbaik Aji Muhammad Sulaiman Sepinggan
Dunia kategori bandara dengan jumlah di Asia-Pasifik dengan jumlah penumpang Balikpapan Peringkat Kedua Bandara
penumpang 15-25 juta orang per tahun di atas 2 juta orang per tahun Terbaik di Dunia kategori bandara dengan
/I Gusti Ngurah Rai International Airport /I Gusti Ngurah Rai International Airport jumlah penumpang 5-15 juta orang per
Bali Ranked 1 Best Airport in the World Bali Ranked Second Best Airport in Asia- tahun
airport category with 15-25 million Pacific with a passenger number of over 2 /Sultan Aji Muhammad International
passengers per year million people per year Airport Sulaiman Sepinggan Balikpapan
Ranking of the Two Best Airports in the
Acara/Event: Acara/Event: World is an airport category with 5-15
ASQ Awards 2017 ASQ Awards 2017 million passengers per year
Penyelenggara/Organizer: Penyelenggara/Organizer:
Airports Council International Airports Council International Acara/Event:
ASQ Awards 2017

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07 Maret/ March 2018 30 April/ April 2018 02 Mei/ May 2018
Bandar Udara Internasional Juanda Best Partnership Program & Community Predikat Silver Winner The Most Promising
Surabaya Peringkat Ketiga Bandara Terbaik Delevopment kategori Transportation & Company in Strategic Marketing / Silver
di Dunia kategori bandara dengan jumlah Warehousing / Best Partnership Program Winner Predicate The Most Promising
penumpang 15-25 juta orang per tahun & Community Delevopment with category Company in Strategic Marketing
/Juanda International Airport Surabaya Transportation & Warehousing
Third Rank Best Airport in the World is Acara/Event:
an airport category with 15-25 million Acara/Event: BUMN Marketeers Awards 2018
passengers per year Apresiasi Program Kemitraan dan Bina Penyelenggara/Organizer:
Lingkungan Indonesia Forum Humas BUMN, Markplus Inc,
Acara/Event: Penyelenggara/Organizer: Indonesia Marketing Association, dan The
ASQ Awards 2017 Warta Ekonomi Jakarta CMO Club
02 Mei/ May 2018 02 Mei/ May 2018 04 Mei/ May 2018
Predikat Silver Winner The Most Special Mention in Marketing Innovation Best Companies to Work for in Asia 2018 /
Promising Company in Tactical Marketing diberikan kepada Devy Suradji (Marketing Best Companies to Work for in Asia 2018
/ Silver Winner Predicate The Most & Services Director) / Special Mention in
Promising Company in Tactical Marketing Marketing Innovation was awarded Devy
Suradji (Marketing & Services Director) Acara/Event:
Acara/Event: HR Asia Indonesia’s Best Companies to
BUMN Marketeers Awards 2018 Acara/Event: Work for in Asia 2018
Penyelenggara/Organizer: BUMN Marketeers Awards 2018 Penyelenggara/Organizer:
Forum Humas BUMN, Markplus Inc, Penyelenggara/Organizer: Majalah HR Asia & Business Media
Indonesia Marketing Association, dan The Forum Humas BUMN, Markplus Inc, International
Jakarta CMO Club Indonesia Marketing Association, dan The
Jakarta CMO Club

30 Mei/ May 2018 07 Mei/ May 2018 30 Juli/ July 2018
Perusahaan BUMN Non TBK Terbaik The Most Excellent Airport in Safety and Penghargaan Zero Accident /
Sektor Transportasi Service / The Most Excellent Airport in Zero Accident Award
/ The Best BUMN Non TBK Company on Safety and Service
Transportation Sector Acara/Event:
Acara/Event: Penghargaan Ketenagakerjaan
Acara/Event: Bisnis Indonesia Award (BIA) Penyelenggara/Organizer:
Human Capital Award 2018 Penyelenggara/Organizer: Kementerian Ketenagakerjaan RI
Penyelenggara/Organizer: Harian Bisnis Indonesia
Majalah Economic Review
03 Agustus/ August 2018 09 Agustus/ August 2018 09 Agustus/ August 2018
Predikat Silver Winner kategori Best Transformasi Organisasi Terbaik II / Best Bandar I Gusti Ngurah Rai – Bali Peringkat
Contact Center Operations / Silver Organizational Transformation II Silver Program Pencegahan dan
Winner Predicate with category Best Penanggulangan HIV dan AIDS di Tempat
Contact Center Operations Acara/Event: Kerja / Silver Ranking of HIV and AIDS
Anugerah BUMN 2018 Prevention and Control in Workplace was
Acara/Event: Penyelenggara/Organizer: awarded to I Gusti Ngurah Rai International
The Best Contact Center Indonesia 2018 Majalah BUMN Track Airport Bali
Indonesia Contact Center Association Acara/Event:
(ICCA) Penghargaan Ketenagakerjaan
Kementerian Ketenagakerjaan RI

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2018 Annual Report
13 September/ September 2018 17 September/ September 2018 17 September/ September 2018
Best Employee Engagement Award 2018 Bandar Udara Internasional I Gusti Ngurah Bandar Udara Internasional Sultan Aji
/ Best Employee Engagement Award 2018 Rai Bali Penghargaan Prima Utama untuk Muhammad Sulaiman Sepinggan Balikpapan
Pelayanan Prima Unit Pelayanan Publik di penghargaan Prima Utama untuk Pelayanan
Lingkungan Perhubungan 2018 / Prima Prima Unit Pelayanan Publik di Lingkungan
Acara/Event: Utama Award of Premium Service for Public Perhubungan 2018 / Prima Utama Award
The Customer Experience (CX) Asia Service unit on Transportation Enviroment of Premium Service for Public Service unit
Excellence Awards 2018 2018 was awarded to I Gusti Ngurah Rai on Transportation Enviroment 2018 was
Penyelenggara/Organizer: International Airport Bali awarded to Sultan Aji Muhammad Sulaiman
International Quality & Productivity Sepinggan Balikpapan International Airport
Center (IQPC) Acara/Event:
Penghargaan Kementerian Perhubungan RI Acara/Event:
Penyelenggara/Organizer: ASQ Awards 2017
Kementerian Perhubungan RI Penyelenggara/Organizer:
Kementerian Perhubungan RI
Scanned with CamScanner
Bandar Udara Internasional Pattimura Bandar Udara Internasional Sam Ratulangi Bandar Udara Internasional El Tari Kupang
Ambon Penghargaan Prima Madya untuk Manado Penghargaan Prima Madya untuk Penghargaan Prima Madya untuk Pelayanan
Pelayanan Prima Unit Pelayanan Publik di Pelayanan Prima Unit Pelayanan Publik di Prima Unit Pelayanan Publik di Lingkungan
Lingkungan Lingkungan Perhubungan 2018
Perhubungan 2018 Perhubungan 2018 / Prima Utama Award of Premium Service
/ Prima Utama Award of Premium Service / Prima Utama Award of Premium Service for Public Service unit on Transportation
for Public Service unit on Transportation for Public Service unit on Transportation Enviroment 2018 was awarded to El Tari
Enviroment 2018 was awarded to Pattimura Enviroment 2018 was awarded to Sam International Airport - Kupang
International Airport Ambon Ratulangi International Airport Manado
Acara/Event:
Acara/Event: Acara/Event: ASQ Awards 2017
ASQ Awards 2017 ASQ Awards 2017 Penyelenggara/Organizer:
Penyelenggara/Organizer: Penyelenggara/Organizer: Kementerian Perhubungan RI
Kementerian Perhubungan RI Kementerian Perhubungan RI

Bandar Udara Internasional Sultan Bandar Udara Internasional Juanda Bandar Udara Internasional Jenderal Ahmad
Hasanuddin Makassar Penghargaan Surabaya Penghargaan Prima Madya untuk Yani Semarang Penghargaan Prima Madya
Prima Madya untuk Pelayanan Prima Unit Pelayanan Prima Unit Pelayanan Publik di untuk Pelayanan Prima Unit Pelayanan
Pelayanan Publik di Lingkungan Lingkungan Publik di Lingkungan
Perhubungan 2018 Perhubungan 2018 Perhubungan 2018
/ Prima Utama Award of Premium Service / Prima Utama Award of Premium Service / Prima Utama Award of Premium Service
for Public Service unit on Transportation for Public Service unit on Transportation for Public Service unit on Transportation
Enviroment 2018 was awarded to Sultan Enviroment 2018 was awarded to Juanda Enviroment 2018 was awarded to Jenderal
Hasanuddin International Airport Makasar International Airport Surabaya Ahmad Yani International Airport
Semarang
Acara/Event: Acara/Event:
ASQ Awards 2017 ASQ Awards 2017 Acara/Event:
Penyelenggara/Organizer: Penyelenggara/Organizer: ASQ Awards 2017
Kementerian Perhubungan RI Kementerian Perhubungan RI Penyelenggara/Organizer:
Bandar Udara Internasional Adi Soemarmo Bandar Udara Internasional Adisutjipto Bandar Udara Syamsudin Noor Banjarmasin
Surakarta Penghargaan Prima Madya untuk Yogyakarta Penghargaan Prima Madya Penghargaan Prima Madya untuk Pelayanan
Pelayanan Prima Unit Pelayanan Publik di untuk Pelayanan Prima Unit Pelayanan Prima Unit Pelayanan Publik di Lingkungan
Lingkungan Publik di Lingkungan Perhubungan 2018
Perhubungan 2018 Perhubungan 2018 / Prima Utama Award of Premium Service
/ Prima Utama Award of Premium Service / Prima Utama Award of Premium Service for Public Service unit on Transportation
for Public Service unit on Transportation for Public Service unit on Transportation Enviroment 2018 was awarded to
Enviroment 2018 was awarded to Adi Enviroment 2018 was awarded to Syamsudin Noor Banjarmasin Airport
Soemarmo International Airport Surakarta Adisutjipto International Airport
Yogyakarta Acara/Event:
Acara/Event: ASQ Awards 2017
ASQ Awards 2017 Acara/Event: Penyelenggara/Organizer:
Penyelenggara/Organizer: ASQ Awards 2017 Kementerian Perhubungan RI
Kementerian Perhubungan RI Penyelenggara/Organizer:

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Scanned by CamScanner
17 September/ September 2018 23 November/ November 2018
Bandar Udara Internasional Frans Kaesiepo Biak Penghargaan Prima SOE with Best Support for IMF - WB Annual Meeting 2018", untuk
Madya untuk Pelayanan Prima Unit Pelayanan Publik di Lingkungan Kategori "BUMN Popular di Sektor Transportasi" & "Top 5 Popular
Perhubungan 2018 SOE in Transportation Sector / SOE with Best Support for IMF - WB
/ Prima Utama Award of Premium Service for Public Service unit Annual Meeting 2018", for "BUMN Popular di Sektor Transportasi"
on Transportation Enviroment 2018 was awarded to Frans Kaesiepo category & "Top 5 Popular SOE in Transportation Sector
International Airport Biak
Acara/Event:
Acara/Event: Apresiasi Indonesia untuk BUMN 2018
ASQ Awards 2017 Penyelenggara/Organizer:
Penyelenggara/Organizer: Warta Ekonomi
Sertifikasi
Certifications
1. Nama Sertifikasi: Certification Name:

Sertifikasi Badan Usaha Bandar Udara Certification of Airport Business Entity
(BUBU) (Badan Usaha Bandar Udara/BUBU)
Unit Penerima: Receiving Unit:

Bandar Udara Internasional Lombok Lombok International Airport
Lembaga Pemberi: Awarding Entity:

Direktorat Jenderal Perhubungan Directorate General of Transportation
Kementrian Perhubungan Republik Ministry of Transportation Republic of
Indonesia Indonesia
Ruang Lingkup Sertifiakasi: The Scope of Certification:

Sertifikat Bandar Udara Airport Certificate
Tanggal Berlaku: Effective Date:

10 Agustus 2016 – 30 September 2021 10 August 2016 – 30 September 2021


Bandar Udara Internasional El Tari Kupang El Tari International Airport - Kupang

Indonesia Indonesia
Ruang Lingkup Sertifikasi: The Scope of Certification:


27 November 2015 – 30 Juli 2020 27 November 2015 – 30 July 2020



Bandar Udara Internasional I Gusti Ngurah I Gusti Ngurah Rai International Airport Bali
Rai

Indonesia Indonesia


1 Oktober 2015- 30 Juli 2020 1 October 2015- 30 July 2020

Bandar Udara Internasional Adisutjipto Adisutjipto International Airport

Indonesia Indonesia


6 November 2015 – 30 Juli 2020 6 November 2015 – 30 July 2020


Bandar Udara Internasional Sultan Sultan Hasanuddin International Airport
Hasanuddin Makassar

Indonesia Indonesia


4 Desember 2015 – 7 Juli 2020 4 December 2015 – 7 July 2020

Bandar Udara Internasional Juanda Juanda International Airport
Surabaya

Indonesia Indonesia



255
2018 Annual Report


Bandar Udara Internasional Sam Ratulangi Sam Ratulangi International Airport

Indonesia Indonesia


18 Desember 2015 –30 Juli 2020 18 December 2015 – 30 July 2020

Bandar Udara Internasional Sultan Aji Sultan Aji Muhammad Sulaiman
Muhammad Sulaiman Sepinggan International Airport

Indonesia Indonesia



Bandar Udara Internasional Pattimura Pattimura International Airport

Indonesia Indonesia


22 Oktober 2015 –30 Juli 2020 22 October 2015 –30 July 2020

Bandar Udara Syamsudin Noor Syamsudin Noor Airport

Indonesia Indonesia


31 Agustus 2015 –30 Juli 2020 31 August 2015 –30 July 2020



Bandar Udara Internasional Adi Soemarmo Adi Soemarmo International Airport

Indonesia Indonesia


5 Oktober 2015 –30 Juli 2020 5 October 2015 – 30 July 2020

Bandar Udara Internasional Jenderal Jenderal Ahmad Yani International Airport
Ahmad Yani

Indonesia Indonesia


23 November 2015 –2 September 2020 23 November 2015 – 2 September 2020

Bandar Udara Internasional Frans Frans Kaesiepo Biak International Airport
Kaesiepo Biak

Indonesia Indonesia


4 Maret 2016 –30 Juli 2020 4 March 2016 –30 July 2020

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2018 Annual Report

ISO 14001: 20014 /SNI 19 – ISO 14001: 20014 /SNI 19 – 14001:2005
14001:2005
Penerima: Receiver:
Bandar Udara Internasional I Gusti Ngurah I Gusti Ngurah Rai International Airport Bali
Rai

Sucofindo International Certification Sucofindo International Certification
Services Services

Jasa Pengelolaan Bandara Airport Management Services
Sector Code: 31 Sector Code: 31 Floor

18 November 2015 – 14 September 2018 18 November 2015 – 14 September 2018
ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional I Gusti Ngurah I Gusti Ngurah Rai International Airport
Rai

United Registrar of Systems (URS) United Registrar of Systems (URS)

Airport Passenger Services (Pelayanan Airport Passenger Services (Pelayanan
Jasa Penumpang Pesawat Udara/PJP2U) Jasa Penumpang Pesawat Udara/PJP2U)

18 April 2016 - 17 April 2019 14 July 2017 - 17 April 2019
ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Rai


Pelayanan Jasa Pendaratan Penempatan Provision of Aircraft Landing, Parking, and
dan Penyimpanan Pesawat Udara (PJP4U) Hanggar Services (PJP4U)

18 Juli 2017 - 17 Juli 2020 18 July 2017 - 17 July 2020


ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Juanda – Juanda International Airport
Surabaya

Lloyd’s Register (KAN) Lloyd’s Register (KAN)


1 November 2018 - 31 Oktober 2021 1 November 2018 - 31 October 2021
ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Juanda – Juanda International Airport
Surabaya

TUV Rheinland (DAkkS) TUV Rheinland (DAkkS)


8 Desember 2017 - 7 Desember 2020 8 December 2017 - 7 December 2020
ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Sultan Sultan Hasanuddin International Airport
Hasanuddin – Makassar



25 Juni 2016 - 24 Juni 2019 25 June2016 - 24 June 2019
ISO 9001:2015 ISO 9001:2015
Penerima:
Bandar Udara Internasional Sultan Receiver:
Hasanuddin – Makassar Sultan Hasanuddin International Airport

TUV Rheinland (KAN) TUV Rheinland (KAN)

Pelayanan Jasa Pendaratan, Penempatan Provision of Aircraft Landing, Parking, and


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2018 Annual Report

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional SAMS Sultan Aji Muhammad Sulaiman Sepinggan
Sepinggan – Balikpapan International Airport

United Registrar of Systems (URS) United Registrar of System (URS)


20 Mei 2016 - 19 Mei 2019 20 May 2016 - 19 May 2019
ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional SAMS Sultan Aji Muhammad Sulaiman Sepinggan
Sepinggan – Balikpapan International Airport

TUV Rheinland (KAN) United Registrar of Systems (URS)


10 November 2017 - 9 November 2020 10 November 2017 - 9 November 2020
ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Adisutjipto – Adisutjipto International Airport
Yogyakarta



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


Pelayanan Jasa Pendaratan, Penempatan, Provision of Aircraft Landing, Parking, and

22 Oktober 2017 - 21 Oktober 2020 22 October 2017 - 21 October 2020


ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
– Surakarta


Pelayanan Jasa Pendaratan, Penempatan Provision of Aircraft Landing, Parking,
dan Penyimpanan Pesawat Udara (PJP4U) and Hanggar Services (PJP4U) & Airport
& Pelayanan Jasa Penumpang Pesawat Passenger Services (Pelayanan Jasa
Udara (PJP2U) Penumpang Pesawat Udara/PJP2U)

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Jenderal Ahmad Jenderal Ahmad Yani International Airport
Yani – Semarang


dan Penyimpanan Pesawat Udara (PJP4U) and Hanggar Services (PJP4U) & Airport
& Pelayanan Jasa Penumpang Pesawat Passenger Services (Pelayanan Jasa

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Syamsudin Noor – Banjarmasin Syamsudin Noor International Airport



15 Oktober 2016 - 14 Oktober 2019 15 October 2016 - 14 October 2019

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Syamsudin Noor – Banjarmasin Syamsudin Noor International Airport




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2018 Annual Report

ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Sam Ratulangi Sam Ratulangi International Airport
– Manado

TUV Rheinland (DAkkS) TUV Rheinland (DAkkS)

& Penyimpanan Pesawat Udara (PJP4U)/ and Hanggar Services (PJP4U) & Airport
Pelayanan Jasa Penumpang Pesawat Passenger Services (Pelayanan Jasa

23 Juni 2016 - 22 Juni 2019 23 June 2016 - 22 June 2019
ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Lombok – Praya Lombok International Airport




ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Lombok – Praya Lombok International Airport

TUV Rheinland (KAN) TUV Rheinland (DAkkS)

Pelayanan Jasa Pendaratan, Penempatan Provision of Aircraft Landing, Parking, and


ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Pattimura – Pattimura International Airport
Ambon





ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional Pattimura – Pattimura International Airport
Ambon



ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional El Tari – El Tari International Airport
Kupang

TUV Rheinland (KAN) Tuv Rheinland (KAN)


ISO 9001:2015 ISO 9001:2015
Penerima: Receiver:
Bandar Udara Internasional El Tari – El Tari International Airport
Kupang



Scanned by CamScanner 27 Desember 2017 - 26 Desember 2020 27 December 2017 - 26 December 2020
ISO 9001:2015 ISO 9001:2015
Unit Penerima: Receiver:

Bandar Udara Internasional Frans Kaisiepo Pattimura International Airport
– Biak

United Registrar of Systems (URS) TUV Rheinland (KAN)



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2018 Annual Report

OHSAS 18001:2007 OHSAS 18001:2007

Rai – Bali

Services Ruang Services
Lingkup Sertifikasi: The Scope of Certification:

Jasa Kebandarudaraan Aviation Services

02 Januari 2018 – 01 Januari 2021 20 January 2018 – 01 January 2021
OHSAS 18001:2007 OHSAS 18001:2007

Bandar Udara Internasional Sultan Sultan Aji Muhammad Sulaiman Sepinggan
Aji Muhammad Sulaiman Sepinggan - International Airport
Balikpapan

Services Ruang Services


02 Januari 2018 – 01 Januari 2021 02 January 2018 – 01 January 2021

OHSAS 18001:2007 OHSAS 18001:2007

– Surakarta
Awarding Entity:
Lembaga Pemberi: Sucofindo International Certification
Sucofindo International Certification Services
Services Ruang
The Scope of Certification:
Lingkup Sertifikasi: Aviation Services
Jasa Kebandarudaraan
Effective Date:
Tanggal Berlaku: 02 January 2018 – 01 January 2021
02 Januari 2018 – 01 Januari 2021

Sertifikat Sistem Manajemen Certificate of Occupational Safety and
Keselamatan dan Kesehatan Kerja Health Management System (SMK3)
(SMK3) Bendera Emas Bendera Emas

Bandar Udara Internasional Jenderal Jenderal Ahmad Yani International Airport
Ahmad Yani Semarang yang dikelola oleh managed by PT Angkasa Pura I (Persero)

Kementerian Tenaga Kerja Republik Ministry of Manpower of the Republic of
Indonesia Indonesia

Pengelola Bandara Airport Operator

14 Juli 2017-14 Juli 2020 14 July 2017 – 14 July 2020


Keselamatan dan Kesehatan Kerja Health Management System (SMK3) with
(SMK3) dengan Bendera Emas Unit Bendera Emas

Rai – Bali

Indonesia Ruang Indonesia


30 Juli 2018- 30 Juli 2021 30 July 2018 – 30 July 2021


Bandar Udara Internasional Sultan Sultan Aji Muhammad Sulaiman Sepinggan
Aji Muhammad Sulaiman Sepinggan - International Airport
Balikpapan


Pengelola Bandar Udara Airport Operator



– Surakarta




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2018 Annual Report
NAMA DAN ALAMAT KANTOR PUSAT, THE NAMES AND ADDRESSES OF HEAD
ENTITAS ANAK, ENTITAS ASOSIASI, OFFICE, SUBSIDIARIES, ASSOCIATES,
FOUNDATIONS AND BRANCH OFFICES
YAYASAN DAN KANTOR CABANG
Kota Baru Bandar Kemayoran

Blok B12 Kav. 2, Jakarta Pusat
Jakarta 10610
Kantor Pusat Tel : 62-21 6541961
Head Office Faksimili : 62-21 6541513, 6541514
Email : humas@ap1.co.id
www.ap1.co.id
Anak Perusahaan
Subsidiaries
PT Angkasa Pura Hotel PT Angkasa Pura Properti / PT Angkasa Pura Logistik

Gedung Sainath Tower Lantai 10 Gedung Sainath Tower Lantai 10, Jalan Selangit
Jalan Selangit Blok B – 9 No. 7, Gunung Sahari Selatan Blok B – 9 No. 7, Gunung Sahari Selatan Kemayoran
Kemayoran Jakarta Pusat, 10610 - Indonesia Jakarta Pusat, 10610 - Indonesia
Tel : (021) 26051829 Tel : (021) 26051919
Fax : (021) 26051830 Fax : (021) 26051920
Email : info@aph.co.id Email : humas@approperti.co.id
www.aph.co.id www.angkasapuraproperti.co
PT Angkasa Pura Logistik / PT Angkasa Pura Logistik PT Angkasa Pura Retail

Gedung Datascrip Lt. 5&6 Jl. Selaparang blok B15 Kav.9 Kota Villa Kemayoran, Jl. Merpati 2,
Baru, Bandar Kemayoran, Jakarta Pusat. Gd. Angkasa Pura Center For Excellence Lt. Dasar
Tel : (021) 65866491 Jalan Tabing No. 16, Kemayoran Blok C, No. 50
Email : admin@angkasapuralogistik.com Kemayoran
www.aplog.co www.angkasapuraretail.com

Gedung Sainath Tower Lantai 11, Jalan Selangit
Blok B – 9 No. 7, Gunung Sahari Selatan Kemayoran
Jakarta Pusat, 10610 - Indonesia
Tel : (021) 26051930
Fax : (021) 26051931
www.angkasapura-supports.com
Entitas Asosiasi
Associates
PT Gapura Angkasa PT Jasa Marga Bali Tol

Gd. Dapenra Lt. 1,2 & 3 Kantor Operasional / Operational Office :
Jl. Angkasa, Blok B – 12, Kav. 8 Jalan Raya Pelabuhan Benoa No. 15
Kota Baru Bandar Kemayoran Pasanggaran, Denpasar, Bali
Jakarta – Indonesia 10610 Tel : (0361) 725326
Tel : (021) 6545410 Fax : (0361) 725326
Fax : - Email : jasamargabali@perusahaan.com
Email : marketing@gapura.co.id www.jasamarga@perusahaan.com

Yayasan
Foundations
YAYASAN / Foundations Yayasan Kesejahteraan Karyawan Angkasa

Dana Pensiun Angkasa Pura Airports (DAPENRA) / Pura Airports (YAKKAP) / Angkasa Pura Airports
Angkasa Pura Airports Pension Fund (DAPENRA) Employee Welfare Foundation (YAKKAP)
Gedung DAPENRA Lt. VI Blok B 12 Gedung DAPENRA Lt. III Blok B 12
Kavling No. 8 Kotabaru Bandar Kemayoran Kavling No. 8 Kotabaru Bandar Kemayoran
Tel : (021) 65867867 Tel : (021) 6546642
Fax : (021) 65867868 www.yakkap.co.id
Email : info@dapenra.co.id
www.dapenra.co.id
Kantor Cabang
Branch Office
I Gusti Ngurah Rai International Airport Juanda International Airport
Gedung Wisti Sabha Lt. III Jalan Ir. Haji Juanda
Bandar Udara I Gusti Ngurah Rai Bali Surabaya 61253
Badung, Bali – Indonesia 80362 Indonesia
Tel : (0361) 9351011 Tel : T1 (031) 2986200 T2 (031) 2986700
Fax : (0361) 9351032 Fax : (031) 8667506
Email : humas@ngurahrai-airport.co.id Email : sub@angkasapura1.co.id
www.bali-airport.com www.juanda-airport.com
Sultan Hasanuddin International Airport Jenderal Ahmad Yani International Airport

Jalan Raya Airport No. 1 Jalan Puad Jenderal Ahmad Yani
Makassar, Sulawesi 90552 Semarang – Indonesia 50145
Tel : (0411) 553183 Tel : (024) 7607596
Fax : (0411) 553183 Fax : (024) 7603506
Email : humas.upg@angkasapura1.co.id Email : srg@angkasapura1.co.id
www.hasanuddin-airport.com www.achmadyani-airport.com
El Tari International Airport Pattimura International Airport

Jalan Adi Sucipto Terminal B Jalan Dr. Leimena – Laha
Kupang – Indonesia 85361 Ambon, Maluku – Indonesia 97236
Tel : (0380) 881668 Tel : (0911) 323770, 323771,323772
Fax : (0380) 881263 Fax : (0911) 323773
Email : humas@kupang-airport.com Email : amq@angkasapura1.co.id
www.kupang-airport.com www.pattimura-airport.com
Adi Sumarmo International Airport Frans Kaisiepo International Airport

Jalan Bandara Adi Sumarmo Biak, Papua – Indonesia
Surakarta – Indonesia 57108 Tel : (0981) 22555
Tel : (0271) 780715 Fax : (0981) 22106
Fax : (0271) 780715 Email : bik@angkasapura1.co.id
Email : humas@adisumarmo-airport.com www.franskaisiepo-airport.com
www.adisumarmo-airport.com

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2018 Annual Report
Sultan Aji Muhammad Sulaiman Sepinggan Sam Ratulangi International Airport

International Airport Kota Manado / Sam Ratulangi International Airport
Jalan Marsma. R. Iswahyudi Provinsi Sulawesi Utara – Indonesia
Balikpapan, 76115 Tel : (0431) 814320
Kalimantan Timur – Indonesia Fax : (0431) 811595
Tel : (0542) 766886 Email : humas.MDC@angkasapura1.co.id
Fax : (0542) 766832 www.samratulangi-airport.com
Email : humas.bpn@angkasapura1.co.id
www.sepinggan-airport.com Syamsudin Noor International Airport
Jalan Angkasa Landasan Ulin
Lombok International Airport Banjarmasin - Indonesia 70724
Jalan By Pass Bil, Central Lombok Tel : 0811504640
Indonesia Fax : (0511) 4705251
Tel : (0370) 6157000 Email : humasbdj@yahoo.co.id
Fax : (0370) 6157010 www.syamsudinnoor-airport.com
Email : humas.lombok@angkasapura1.co.id
www.lombok-airport.com Adisutjipto International Airport
Jalan Raya Solo KM. 9
Indonesia
Tel : (0274) 484261
Fax : (0274) 488155
Email : humas@adisutjipto-airport.co.id
www.adisutjipto-airport.com
Sampai dengan tahun 2018, PT Angkasa Pura I (Persero) As of 2018, PT Angkasa Pura I (Persero) does not have a
tidak memiliki Kantor Perwakilan. Representative Office.
INFORMASI YANG TERSEDIA DI INFORMATION AVAILABLE ON THE

WEBSITE WEBSITE
Dengan diberlakukannya Peraturan OJK No. 8/ With the enactment of OJK Regulation No. 8 / POJK.04 / 2015,
POJK.04/2015, PT Angkasa Pura I (Persero) telah PT Angkasa Pura I (Persero) has completed the company's
melengkapi website perusahaan dengan beberapa website with some of the Company's latest information. The
Informasi terkini Perseroan. Situs resmi Perseroan Company's official website, www.ap1.co.id. The information
yaitu www.ap1.co.id. Informasi yang terdapat di website contained on the Company's website includes information
Perseroan antara lain informasi mengenai pemegang about shareholders, the contents of the Code of Ethics,
saham, Isi Kode Etik, Informasi mengenai RUPS, struktur Information on GMS, structure of company groups, analysis
grup perusahaan, analisis kinerja keuangan, laporan of financial performance, financial statements for the last
keuangan 5 (lima) tahun terakhir, profil Dewan Komisaris 5 (five) years, profiles of the Board of Commissioners and
dan Direksi serta Piagam/Charter Dewan Komisaris, Directors and Charter / Charter, Directors, Committees, and
Direksi, Komite-komite, dan Unit Audit Internal. Selain Internal Audit Units. In addition, the information presented
itu, Informasi-informasi yang disajikan dalam website on the website is regularly updated regularly.
senantiasa diperbaharui secara berkala.
Selain website Perseroan, setiap bandara yang dikelola In addition to the website, each airport managed by PT
oleh PT Angkasa Pura I (Persero) telah memiliki website Angkasa Pura I (Persero) already has their own websites.
sendiri. Informasi yang tersaji di dalam website tersebut The information presented on those websites are such as:
antara lain seperti: Informasi jadwal Kedatangan dan Information on the Arrival and Departure schedules for
Keberangkatan untuk seluruh maskapai baik domestik all carriers both domestic and international, information
maupun internasional, informasi mengenai denah lokasi on service location maps for customers such as money
tempat layanan bagi customer seperti money changer, changers, ATMs and Banks, places to charge gadgets, duty-
ATM dan Bank, tempat untuk men-charging, duty free area, free areas, or information service places, as well as the latest
maupun tempat layanan informasi, serta berita ataupun news or announcements about the airports.
pengumuman terupdate mengenai bandara.

PENDIDIKAN DAN/ATAU PELATIHAN DEWAN EDUCATION AND / OR TRAINING

KOMISARIS, DIREKSI, KOMITE-KOMITE, DIRECTORS,
OF THE BOARD OF COMMISSIONERS,
COMMITTEES, CORPORATE
SEKRETARIS PERUSAHAAN, UNIT AUDIT SECRETARY, INTERNAL AUDIT UNIT AND
RISK MANAGEMENT
INTERNAL DAN MANAJEMEN RISIKO
PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOPMENT FOR

DEWAN KOMISARIS THE BOARD OF COMMISSIONERS
Tabel Pengembangan Kompetensi Dewan Komisaris

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

Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development Time and Place Organizer
Material /Training of Implementation
Suprasetyo Komisaris Aviation Week Network – Aerospace Beverly Hills, 7 November
Commissioner and Defense Merger and Acquisition 2018 PT Angkasa Pura I
Conference Beverly Hills, 7 November (Persero)
2018
Courtesy Call dan Factory Visit, Trex San Diago, 8 November
Aviation System Inc 2018 PT Angkasa Pura I
San Diego, 8 November (Persero)
2018
Courtesy Call dan Benchmark, Washington DC, 13
Transportation Security November 2018 PT Angkasa Pura I
Administration (TSA) Washington DC, 13 (Persero)
November 2018
Ali Mochtar Komisaris Aviation Week Network – Aerospace Beverly Hills, 7 November
Ngabalin Commissioner and Defense Merger and Acquisition 2018 PT Angkasa Pura I
Conference Beverly Hills, 7 November (Persero)
2018
Courtesy Call dan Factory Visit, Trex San Diago, 8 November
Aviation System Inc 2018 PT Angkasa Pura I
San Diego, 8 November (Persero)
2018
Courtesy Call dan Benchmark, Washington DC, 13
Transportation Security November 2018 PT Angkasa Pura I
Administration (TSA) Washington DC, 13 (Persero)
November 2018

DIREKSI THE BOARD OF DIRECTORS
Tabel Pengembangan Kompetensi Direksi

Table of Competency Development for the Board of Directors

Faik Fahmi Direktur Utama Leadership Forum (Cultivating Jakarta, 16 Maret 2018 ACFE Indonesia
President Director Corporate Culture to Reduce Fraud) Jakarta,16 March 2018 Chapter
Sharing Session Pemanfaatan Jakarta, 16 Maret 2018 Kementrian BUMN
Peluang Pemasaran Produk-Produk Jakarta,16 March 2018 Ministry of SOEs
BUMN

269
2018 Annual Report

Future Ready Airport Conference di Singapore, 23-25 Juli 2018 Marcusevans
Singapore Singapore, 23-25 July 2018
Seminar Nasional Kebangkitan Jakarta, 28 Agustus 2018 Pusat Studi BUMN
BUMN Sektor Perubungan di Jakarta, 28 August 2018 Center for SOEs
Financial Club / National Seminar on Studies
the Rise of SOEs in the Transportation
Sector at the Financial Club
Infrastructure Confrence “New Tanjung Benoa, 9 Oktober Kementerian
Paradigm In Infrastructure Financing” 2018 Keuangan –
Tanjung Benoa, October Kementerian BUMN
2018 - Bank Indonesia
– OJK
Ministry of Finance
– Ministry of SOEs -
Bank Indonesia – OJK
Wendo Asrul Rose Direktur Operasi ACI-DNA Assistance Programme USA, 11 - 13 April 2018 ACI
Operation Director “Airport Emergency Planning USA, 11 - 13 April 2018
Seminar” Dan Kegiatan Airport
Safety Audit
ACI-DNA Assistance Program "Airport
Emergency Planning Seminar" And
Airport Safety Audit Activity
Novrihandri Direktur Seminar Nasional Internal Audit Yogyakarta, 17 - 19 April YPIA
Keuangan (SNIA) Tahun 2018 2018
Finance Director National Seminar on Internal Audit Yogyakarta, 17 - 19 April
(SNIA) in 2018 2018
The Institute Of Internal Auditors Bali, 28 - 29 Agustus 2018 IIA INDONESIA
(IIA) Indonesia 2018 National Bali, 28 - 29 August 2018
Conference
Seminar Kongres XIII dan Hut Ke Jakarta, 11 - 12 Desember Ikatan Akuntansi
61 IAI 2018 Indonesia
Jakarta, 11 - 12 December Institute of
2018 Indonesia Chartered
Accountants
Adi Nugroho Direktur Sumber AMPAP Elective Course - Airport SMS Afrika Selatan, 26 Februari AMPAP
Daya Manusia dan Implementation - 2 Maret 2018
Umum South Africa, 26 February -
Personnel and 2 March 2018
General Affairs
Director IATA Global Training Partner Turki 16 - 18 April, Inggris IATA
Conference Dan Kegiatan Kordinasi 20 - 21 April 2018
Kerjasama Penyelenggaraan Turkey 16 - 18 April, UK 20 -
Pelatihan Dengan Cranfield 21 April 2018
University
IATA Global Training Partner
Conference and Coordination
Activities in Training Implementation
Collaboration with Cranfield
University
ACI Europe World General Assembly Belgia, 18 - 20 Juni 2018 ACI
Congress & Exhibition Dan Ampap Belgium, 18 - 20 June 2018
Graduation Ceremony
Sardjono Jhony Direktur Workshop Expand Leadership Bali, 8 - 9 Maret 2018 CLDI
Tjitrokusumo Pengembangan Program for BOD/BOC Bali, 8 - 9 March 2018
Usaha
Business
Development
Director


KOMITE AUDIT THE AUDIT COMMITTEE
Tabel Pengembangan Kompetensi Komite Audit

Table of Competency Development for the Audit Committee

The Institute Of Internal Auditors Bali, 28 - 29 Agustus

Anggota
Syaiful (IIA) Indonesia 2018 National 2018 / Bali, 28 - 29 IIA INDONESIA
Member
Conference August 2018
The Institute Of Internal Auditors Bali, 28 - 29 Agustus

Anggota
Agus Waluyo (IIA) Indonesia 2018 National 2018 / Bali, 28 - 29 IIA INDONESIA
Member
Conference August 2018
PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOPMENT

KOMITE NOMINASI DAN FOR THE NOMINATION AND
REMUNERASI REMUNERATION COMMITTEE
Komite Nominasi dan Remunerasi dijalankan oleh The Nomination and Remuneration Committee is run by
Dewan Komisaris, sehingga pengembangan kompetensi the Board of Commissioners, so that the development
Komite Nominasi dan Remunerasi dapat dilihat pada of the competence of the Nomination and Remuneration
pengembangan kompetensi Dewan Komisaris. Committee can be seen in the development of the
competence of the Board of Commissioners.

KOMITE RISIKO USAHA DAN GCG BUSINESS RISK AND GCG COMMITTEE
Tabel Pengembangan Kompetensi Komite Risiko Usaha dan GCG

Table of Competency Development for Business Risk and GCG Committee

Seminar Risk Management Jakarta, 27 Maret PPM
Anggota
Maturityand Its Relation to 2018 / Jakarta, 27
Member
Organization Performance March 2018
Wawan Zulmawan Singapura, 22 - 25 CRMS Indonesia
Anggota Training ISO 31000 ERM Oktober 2018 /
Member Fundamental Singapore, 22 - 25
October 2018
Seminar Risk Management Jakarta, 27 Maret PPM
Maturityand Its Relation to 2018 / Jakarta, 27
Organization Performance March 2018
Anggota
Ganesha Dian Farisi Singapura, 22 - 25 CRMS Indonesia
Member
Training ISO 31000 ERM Oktober 2018 /
Fundamental Singapore, 22 - 25
October 2018

SEKRETARIS PERUSAHAAN CORPORATE SECRETARY
Tabel Pengembangan Kompetensi Sekretaris Perusahaan

Table of Competency Development for the Corporate Secretary

Nama Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Competency Development Time and Place Organizer
Program Optimizing The Future Role Of Jakarta, 26 - 27 Maret 2018 Pertamina Training &
Israwadi
Corporate Secretary Jakarta, 26-27 March 2018 Consulting PTC

271
2018 Annual Report

Workshop Manajemen Arsip Dan E-Filling
Gede Eka Sandi Yogyakarta, 3 - 5 April 2018
Workshop on Archive Management And Solusindo
Asmadi Yogyakarta, 3 - 5 April 2018
E-Filling
Workshop Public Relations Tanpa Batas
Telling The Story, Building Hope, Sharing Hope
Madiun, 29 - 30 Nopember
And Creating Streght
Yeni Mujiatin 2018 FH BUMN
Workshop on Unlimited Public Relations
Madiun, 29 - 30 November 2018
Telling The Story, Building Hope, Sharing Hope
And Creating Strength
Professional Secretary Development Program Jakarta, 3,4,10 dan 11 Agustus
Tahun 2018 2018
Indriasari Novanti Lutan Edukasi
Professional Secretary Development Program Jakarta, 3,4,10 and 11 August
in 2018 2018
Professional Secretary Development Program Jakarta, , 3,4,10 dan 11 Agustus
Tahun 2018 2018
Tety Haryani Lutan Edukasi
Professional Secretary Development Program Jakarta, , 3,4,10 and 11 August
in 2018 2018

UNIT INTERNAL AUDIT INTERNAL AUDIT UNITS
Tabel Pengembangan Kompetensi Unit Internal Audit

Table of Competency Development for the Internal Audit Units

Tommy Meilitza Pelatihan Audit Forensik Tingkat Dasar Bogor, 19 - 23 Februari 2018 PPAK
PPAK Batch I Bogor, 19 - 23 February 2018
Workshop on Basic Forensic Audit of
PPAK Batch I
Seminar Nasional Internal Audit (SNIA) Yogyakarta, 17 - 19 Maret 2018 YPIA
National Seminar on Internal Audit Yogyakarta, 17 - 19 March 2018
(SNIA)
National Anti Fraud Conference (NAFC) Bandung, 18 - 20 Juli 2018 ACFE INDONESIA CHAPTER
2018 Bandung, 18 - 20 July 2018
National Anti Fraud Conference (NAFC)
2018
Israwadi The Institute Of Internal Auditors (IIA) IIA INDONESIA
Indonesia 2018 National Conference Bali, 28 - 29 Agustus 2018
The Institute Of Internal Auditors (IIA) Bali, 28 - 29 August 2018
Indonesia 2018 National Conference
Tuti Wianti Audit SDM Jakarta, 8 - 11 Februari 2018 PPAK
HR Audit Jakarta, 8 - 11 February 2018
Pelatihan Audit Forensik Tingkat Dasar Bogor, 19 - 23 Februari 2018 PPAK
PPAK Batch I
Audit Pembelian / Pengadaan Barang Jakarta, 8 - 11 Maret 2018 PPAK
dan Jasa Jakarta, 8 - 11 March 2018
Purchasing / Procurement of Goods and
Services Audit
(SNIA)
I Made Adi Pelatihan Audit Forensik Tingkat Dasar Bogor, 19 - 23 Februari 2018 PPAK
Susilayasa PPAK Batch I Bogor, 19 - 23 February 2018
PPAK Batch I
(SNIA)
Workshop Best Practices In Internal Surabaya, 5 - 6 Desember 2018. The Institute Of Internal
Auditing / The Institute Of Internal Surabaya, 5 - 6 December 2018. Auditors Indonesia
Auditors Indonesia


Tavip Wibowo Pelatihan Audit Forensik Tingkat Dasar Bogor, 19 - 23 Februari 2018 PPAK
PPAK Batch I
(SNIA)
Auditors Indonesia
IATA Security Audit & Quality Control Singapore, 1 - 5 Oktober 2018 IATA
Iata Security Audit & Quality Control Singapore, 1 - 5 October 2018
Restu Suryaningsih Seminar Nasional Internal Audit (SNIA) Yogyakarta, 17 - 19 Maret 2018 YPIA
(SNIA)
Pelatihan Audit Forensik Tingkat Dasar Jakarta, 9 - 13 April 2018 PPAK
PPAK Batch II Jakarta, 9 - 13 April 2018
PPAK Batch II
Yaka Sulistya Diklat Audit Intern Tingkat Dasar II Jakarta, 5 - 15 Februari 2018 YPIA
Wijanarka Basic Internal Audit Training II Jakarta, 5 - 15 February 2018
PPAK Batch I
Milda Pelatihan Sertifikasi Internal Auditor Jakarta, 3 S.D. 15 Desember 2018 YPIA
Internal Auditor Certification Training Jakarta, 3 S.D. 15 December 2018
Diklat Audit Intern Tingkat Dasar II Jakarta, 5 - 15 Februari 2018 YPIA
Basic Internal Audit Training II Jakarta, 5 - 15 February 2018
PPAK Batch II
Yan Christofer G. Diklat Audit Intern Tingkat Lanjutan II Jakarta, 5 - 15 Februari 2018 YPIA
Daulima Advanced Internal Audit Training II Jakarta, 5 - 15 February 2018
PPAK Batch II
Azmieti Kurnia Pelatihan Audit Forensik Tingkat Dasar Bogor, 19 - 23 Februari 2018 PPAK
Sinta PPAK Batch I Bogor, 19 - 23 February 2018
PPAK Batch I
(SNIA)
Workshop Best Practices In Internal Surabaya, 5 - 6 Desember 2018 The Institute Of Internal
Auditing / The Institute Of Internal Surabaya, 5 - 6 December 2018 Auditors Indonesia
Auditors Indonesia
Global Internal Audit Leadership Summit Singapore, 17 - 19 Oktober 2018 The Institute Of Internal
& Annual Conference 2018 Singapore, 17 - 19 October 2018 Auditors
Junius F. Walenta Diklat Audit Intern Tingkat Lanjutan II Jakarta, 5 - 15 Februari 2018 YPIA
Advanced Internal Audit Training II Jakarta, 5 - 15 February 2018
PPAK Batch I
Auditors Indonesia

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2018 Annual Report

Didi Suliyantono Diklat Audit Intern Tingkat Lanjutan II Jakarta, 5 - 15 Februari 2018 YPIA
Audit Pembelian / Pengadaan Barang Jakarta, 8 - 11 Maret 2018 PPAK
& Jasa Jakarta, 8 - 11 March 2018
Purchasing / Procurement of Goods and
Services Audit
Sulistyaningsih Seminar Nasional Internal Audit (SNIA) Yogyakarta, 17 - 19 Maret 2018 YPIA
(SNIA)
PPAK Batch II
Tri Suliati Pelatihan Audit Intern Tingkat Dasar I Jakarta, 17 - 28 September 2018 YPIA
Basic Internal Audit Training I Jakarta, 17 - 28 September 2018
Pelatihan Audit Intern Tingkat Dasar II Jakarta, 15 - 26 Oktober 2018 YPIA
Basic Internal Audit Training II Jakarta, 15 - 26 October 2018
Mayar Ahsan Pelatihan Audit Intern Tingkat Dasar I Jakarta, 17 - 28 September 2018 YPIA
Basic Internal Audit Training I Jakarta, 17 - 28 September 2018
Pelatihan Sertifikasi Internal Auditor Jakarta, 3 - 15 Desember 2018 YPIA
Internal Auditor Certification Training Jakarta, 3 - 15 December 2018
Karel Rianto Diklat Audit Intern Tingkat Dasar I Jakarta, 5 - 16 Maret 2018 YPIA
Rantetana Basic Internal Audit Training I Jakarta, 5 - 16 March 2018
Diklat Audit Intern Tingkat Dasar II Jakarta, 19 - 29 Maret 2018 YPIA
Basic Internal Audit Training II Jakarta, 19 - 29 March 2018
Moh. Mujiharto Pelatihan Audit Intern Tingkat Lanjutan I Jakarta, 1 - 12 Oktober 2018. YPIA
Advanced Internal Audit Training I Jakarta, 1 - 12 October 2018.
Diklat Audit Intern Tingkat Dasar I Jakarta, 5 - 16 Maret 2018 YPIA
Basic Internal Audit Training I Jakarta, 5 - 16 March 2018
Diklat Audit Intern Tingkat Dasar II Jakarta, 19 - 29 Maret 2018 YPIA
Basic Internal Audit Training II Jakarta, 19 - 29 March 2018
Moh. Taufik Ismail Diklat Audit Intern Tingkat Lanjutan II Jakarta, 5 - 15 Februari 2018 YPIA
PPAK Batch II
Ratih Rosini Pelatihan Audit Intern Tingkat Dasar I Jakarta, 7 - 18 Mei 2018. YPIA
Komara Basic Internal Audit Training I Jakarta, 7 - 18 May 2018.
Pelatihan Audit Intern Tingkat Dasar II Jakarta, 1 - 12 Oktober 2018. YPIA
Basic Internal Audit Training II Jakarta, 1 - 12 October 2018.
Herriyanto Diklat Audit Intern Tingkat Lanjutan I Jakarta, 5 - 15 Februari 2018 YPIA
Advanced Internal Audit Training I Jakarta, 5 - 15 February 2018
PPAK Batch I
Workshop Audit Intern Tingkat Jakarta, 10 – 19 Desember 2018 YPIA
Manajerial Jakarta, 10 – 19 December 2018
Managerial Internal Audit Training I
Insan Kamil Diklat Audit Intern Tingkat Manajerial Jakarta, 19 - 28 Februari 2018 Dan YPIA
Managerial Internal Audit Training 19 - 28 Maret 2018
Jakarta, 19 - 28 February 2018 and
19 - 28 March 2018
PPAK Batch II
Workshop Audit Intern Tingkat Jakarta, 10 – 19 Desember 2018 YPIA


Osim Workshop Audit Intern Tingkat Jakarta, 10 – 19 Desember 2018 YPIA
Jarot Handoko Diklat Audit Intern Tingkat Manajerial Jakarta, 19 - 28 Februari 2018 Dan YPIA
Managerial Internal Audit Training 19 - 28 Maret 2018
Jakarta, 19 - 28 February 2018 Dan
19 - 28 March 2018
PPAK Batch II
Auditors Indonesia
Workshop on Best Practices In Internal
Auditing / Institute Of Indonesia
Chartered Accountants
Amir Mahmud Pelatihan Audit Forensik Tingkat Dasar Bogor, 19 - 23 Februari 2018 PPAK
PPAK Batch I
Diklat Audit Intern Tingkat Manajerial Jakarta 19 - 28 Maret 2018 YPIA
Managerial Internal Audit Training Jakarta 19 - 28 March 2018
PPAK Batch II

Nama NAMA PELATIHAN Waktu dan Tempat Pelaksanaan Penyelenggara
Name Training Name Time and Place of Implementation Organizer
Diklat Orientasi Tipe B dan C Tahun
Jakarta, 26 Februari - 12 Maret 2018
Alfian Yudhistira 2018 / Training on Type B and C PT. ANGKASA PURA I
/ Jakarta, 26 February - 12 March 2018
Orientation in 2018
Workshop Manajemen Risiko Hukum
dan Kepatuhan di BUMN dan Anak
Bandung, 11 Oktober 2018 / Bandung,
Alfian Yudhistira Perusahaan / Workshop on Legal and HC BUMN
11 October 2018
Compliance Risk Management in SOE
and Subsidiaries
Pembelajaran Online Materi Berpikir
Jakarta, 30 Mei 2018 / Jakarta, 30
Alfian Yudhistira Kreatif / Online Learning Creative PT. ANGKASA PURA I
May 2018
Thinking Materials
Christy Joytivan Sajendra Kreatif / Online Learning Creative PT. ANGKASA PURA I
May 2018
Thinking Materials
Novia Febriani Kreatif / Online Learning Creative PT. ANGKASA PURA I
May 2018
Thinking Materials
Asesmen Calon Instruktur Internal
Kantor Pusat dan Kantor Cabang, 3 -
Perusahaan / Assessment of
Syarif Temunggung 12 September 2018 / Head Office and PT. ANGKASA PURA I
Prospective Company Internal
Branch Offices, 3 - 12 September 2018
Instructors
Bandung, 7 - 9 Maret 2018 / Bandung,
Syarif Temunggung Workshop Key Risk Indicators CRMS INDONESIA
7 - 9 March 2018
In-House Training ACI - Airport Denpasar, 29 - 31 Oktober 2018 /
Syarif Temunggung ACI
Business Development & Planning Denpasar, 29 - 31 October 2018

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2018 Annual Report
ANALISIS DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS
02
ANALISIS DAN PEMBAHASAN
MANAJEMEN
MANAGEMENT DISCUSSION AND ANALYSIS

Meskipun di tahun 2018 industri penerbangan Although in 2018 the Indonesian aviation
Indonesia mengalami banyak tantangan, industry experienced many challenges,
Perseroan berhasil meningkatkan kinerja dan the Company succeeded in increasing its
profitabilitasnya. Hal tersebut tercermin dari performance and profitability. This was
peningkatan laba tahun berjalan sebesar 41,48%, reflected in the increase in current year's
dari Rp1,42 triliun di 2017 menjadi Rp2,01 profit by 41.48%, from Rp1.42 trillion in 2017
triliun di 2018. Peningkatan laba sejalan dengan to Rp2.01 trillion in 2018. The increase in profit
peningkatan pendapatan usaha sebesar 18,44% was in line with the increase in operating
yang menjadi Rp8,52 triliun di 2018, dengan income by 18.44% to Rp8.52 trillion in 2018,
pertumbuhan pendapatan aeronautika sebesar with aeronautical revenue growth Rp827.86
Rp827,86 miliar dan pendapatan nonaeronautika billion and non-aeronautical income Rp498.88
sebesar Rp498,88 miliar. billion.

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2018 Annual Report
TINJAUAN PEREKONOMIAN ECONOMIC REVIEW
ANALISIS ANALYSIS OF GLOBAL

PEREKONOMIAN ECONOMY
GLOBAL
Secara umum kondisi pertumbuhan In general, the current condition of

perekonomian dunia saat ini melandai world economic growth is sloping and
serta ketidakpastian pasar keuangan high financial market uncertainties
yang tinggi tetap terjadi. Hal ini continue to occur. This is due to
dipengaruhi oleh beberapa kondisi several conditions of economic growth
pertumbuhan ekonomi di beberapa in several developed countries. The
negara besar. Perekonomian Amerika economy of the United States (US) in
Serikat (AS) pada tahun 2018 tetap 2018 remained strong and increased
kuat dan meningkat dibandingkan compared to the previous year. This
tahun sebelumnya. Kondisi tersebut condition was in line with the continued
seiring dengan berlanjutnya acceleration in consumption in the
akselerasi konsumsi pada triwulan fourth quarter of 2018 as a result of
IV 2018 sebagai dampak dari adanya cuts in personnel income tax, positive
pemotongan personel income tax, labor performance and fiscal policy
kinerja positif tenaga kerja, dan expansion. In line with that, production
ekspansi kebijakan fiskal. Sejalan activity in the fourth quarter of 2018
dengan itu, aktivitas produksi increased as indicated by the Markit
pada triwulan IV 2018 meningkat Purchasing Managers Index (PMI),
terindikasi dari Markit Purchasing Manufacturer which was maintained

Managers Index (PMI) manufaktur yang tetap terjaga at a high level, increased utilization capacity, as well as
pada level yang tinggi, kapasitas utilisasi yang meningkat, Institute of Supply Management (ISM) all economy which
serta Institute of Supply Management (ISM) all economy also experienced an increase to meet domestic and export
yang juga mengalami peningkatan untuk memenuhi demand. On the other hand, investment performance
permintaan domestik dan ekspor. Di sisi lain, kinerja will continue slowing down, both from residential and
investasi diprakirakan masih akan tumbuh melambat, non-residential investments. US inflationary pressure is
baik yang bersumber dari investasi residensial maupun indicated to decline in line with inflation expectations which
investasi nonresidensial. Tekanan inflasi AS terindikasi have eased due to falling oil prices.
menurun sejalan dengan ekspektasi inflasi yang mereda
akibat menurunnya harga minyak.
Beralih ke kawasan Eropa, pertumbuhan ekonomi di Regarding the European, economic growth in the area slowed
kawasan Eropa pada tahun 2018 melambat dibandingkan in 2018 compared to the previous year. This slowdown was
tahun sebelumnya. Perlambatan tersebut sejalan dengan in line with the economic slowdown in the fourth quarter
melambatnya ekonomi pada triwulan IV 2018 yang of 2018 due to the retention of retail sales growth and the
disebabkan oleh tertahannya pertumbuhan penjualan continued decline in the level of confidence of consumers
ritel dan berlanjutnya penurunan tingkat keyakinan and business people. In addition, the economic slowdown
konsumen dan pelaku bisnis. Di samping itu, perlambatan in the Europe was also affected by slowing investment
ekonomi Eropa juga dipengaruhi oleh kinerja investasi performance, as indicated by declining investment in
yang melambat, terindikasi dari menurunnya investasi manufacturing and construction. In Europe, inflation was
manufaktur dan konstruksi. Terkait inflasi, di kawasan increasing temporarily. The increase was driven by inflation
Eropa meningkat secara temporer. Peningkatan in energy sector, especially after the increase in gas prices in
tersebut didorong oleh inflasi di sektor energi, terutama France. However, the increase was expected to be temporary
pascakenaikan harga gas di Perancis. Namun, kenaikan in line with the decline in world oil prices.
tersebut diperkirakan bersifat sementara sejalan dengan
menurunnya harga minyak dunia.
Sementara di kawasan Asia, Tiongkok sebagai raksasa While in the Asian region, China as an economic giant in Asia
ekonomi di Asia terkait kondisi perekonomian mengalami related to economic conditions experienced a slowdown.
perlambatan, hal ini disebabkan melambatnya kinerja This was due to slowing consumption performance, while
konsumsi, sementara kinerja ekspor masih kuat. export performance was still strong. The persistence of
Tertahannya konsumsi terutama disebabkan oleh dampak consumption was mainly due to the impact of the decline
dari penurunan wealth effect, meningkatnya ketidakpastian in wealth effects, increasing of uncertainty in the global
pasar keuangan global, serta adanya kebijakan financial financial market, and the existence of financial deleveraging
deleveraging. Di sisi lain, kinerja investasi mulai membaik policies. On the other hand, investment performance began
sejalan dengan mulai meningkatnya kinerja investasi to improve in line with the increasing performance of
infrastruktur, manufaktur, dan real estate. Inflasi Indeks investment in infrastructure, manufacturing and real estate.
Harga Konsumen (IHK) Tiongkok tercatat 2,2% pada China’s Consumer Price Index (CPI) inflation was 2.2% in
November 2018, setelah sebelumnya mengalami inflasi November 2018, after previously experiencing inflation by
sebesar 2,5% pada bulan sebelumnya. Penurunan inflasi 2.5% in the previous month. The decline in inflation was
terutama disebabkan oleh melambatnya inflasi pangan. mainly due to the slowdown in food inflation. Meanwhile,
Sementara itu, inflasi nonmakanan tetap tinggi sejalan non-food inflation remained high, in line with the increasing
dengan meningkatnya harga sewa rumah. price of rental housing.
Sumber: Laporan Kebijakan Moneter Triwulan IV 2018, Source: Monetary Policy Report for Quarter IV of 2018,
Departemen Kebijakan Ekonomi dan Moneter Bank Department of Economic and Monetary Policy of Bank of
Indonesia, Desember 2018 Indonesia, December 2018

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2018 Annual Report
KONDISI INDUSTRI PENERBANGAN CONDITIONS OF GLOBAL AVIATION

GLOBAL INDUSTRY
Meski terdapat perlambatan pada pertumbuhan Despite a slowdown in the growth of the world economy,
perekonomian dunia, pertumbuhan pada industri growth in the aviation industry is still good. IATA noted that
penerbangan masih baik. IATA mencatat bahwa pertumbuhan the growth of the kilometer Revenue (RPK) in 2018 was
Revenue Passenger Kilometers (RPK) di tahun 2018 6.5%. compared to the previous year, world RPK growth was
sebesar 6,5%. dibandingkan dengan tahun sebelumnya, 8%. When viewed by region, the growth of RPK is occupied
pertumbuhan RPK dunia sebesar 8%. Apabila dilihat by the Asia-Pacific Region, ie with RPK growth of 7.3%, with
berdasarkan kawasan, maka pertumbuhan RPK diduduki a load factor rate of 80.6%. This was driven by a strong
oleh Kawasan Asia-Pasifik, yaitu dengan pertumbuhan RPK regional economic expansion and the addition of an optional
sebesar 7,3%, dengan tingkat load factor sebesar 80,6%. Hal route for travelers.
ini didorong oleh ekspansi ekonomi regional yang kuat serta
penambahan rute pilihan bagi traveler.
Kondisi Industri penerbangan global mengalami The condition of the global aviation industry experienced
penurunan profit pada 2018 karena lonjakan biaya a decline in profits in 2018 due to a surge in fuel costs. In
bahan bakar. Selain itu, sejumlah ketegangan geopolitik addition, a number of geopolitical tensions added to the
menambah resiko bisnis penerbangan. Asosiasi risk of aviation business. The International Air Transport
Transportasi Udara Internasional (International Air Association (IATA), which represents around 290 airlines,
Transport Association/IATA), yang mewakili sekitar said the airline industry is expected to record a profit of
290 maskapai penerbangan, mengatakan industri USD33.8 billion this year, 12 percent below the previous
penerbangan diperkirakan akan mencatat laba USD33,8 estimate of USD38.4 billion, inversely to the proportion of
miliar tahun ini, 12 persen di bawah perkiraan sebelumnya the number of passengers which are predicted to rise by
sebesar USD38,4 miliar, berbanding terbalik dengan 3.2 percent this year. This is due to the first annual profit
jumlah penumpang yang justru diperkirakan naik 3,2 since 2011, as a stronger global economy is driving demand
persen tahun ini. Hal ini dikarenakan keuntungan tahunan growth.
pertama sejak 2011 karena ekonomi global yang lebih
kuat mendorong pertumbuhan permintaan.
Kondisi ini berbeda dengan bisnis kargo udara. IATA This condition is different from the air cargo business. IATA
mencatat bahwa terjadi penurunan pertumbuhan Freight noted that there was a drastic decline in the Freight Tonage
Tonage Kilometer (FTK) secara drastis pada 2018 yaitu Kilometer (FTK) growth in 2018 which was 3.5%. In 2017,
sebesar 3,5%. Pada tahun 2017, pertumbuhan FTK the growth of FTK experienced a significant increase of
mengalami peningkatan yang signifikan yaitu sebesar 9.7%. Some things that cause this decline are the weakening
9,7%. Beberapa hal yang menyebabkan penurunan ini of global economic activity and a decrease in consumer
adalah melemahnya aktivitas perekonomian global serta confidence. Particularly in the Asia Pacific Region, FTK
penurunan consumer confidence. Khusus di Kawasan Asia- in 2018 declined to minus 4.5%, this was due to declining
Pasifik, FTK di tahun 2018 menurun menjadi minus 4,5%, export demand from major exporters (Tiongkok, Japan,
hal ini disebabkan oleh menurunnya permintaan ekspor Korea). In addition, moderation in economic activity in
dari negara-negara eksportir utama (Tiongkok, Japan, Tiongkok and trade tensions also affected the weakening of
Korea). Di samping itu, moderasi aktivitas perekonomian air cargo in the Asia-Pacific.
di Tiongkok dan ketegangan dagang turut mempengaruhi
pelemahan kargo udara di Asia-Pasifik.
Menurut IATA, pada 2019 akan menjadi tahun kesepuluh According to IATA, 2019 will be the tenth year of profits and
dari laba dan tahun kelima berturut-turut maskapai the fifth consecutive year the airlines providing a return on
penerbangan memberikan pengembalian modal yang capital that exceeds the cost of industrial capital, creating
melebihi biaya modal industri, menciptakan nilai bagi value for their investors. The industrial outlook for 2019 is
para investornya. Prospek industri tahun 2019 didasarkan based on anticipated average oil prices of US$65 per barrel,
pada harga minyak rata-rata yang diantisipasi sebesar lower than the US$73 experienced in 2018.
US$65 per barel, lebih rendah dari US$73 yang dialami
pada tahun 2018.

Menurut IATA, industri penerbangan di semua wilayah, According to the IATA aviation industry in all regions,
kecuali Afrika, diperkirakan akan melaporkan keuntungan except Africa is expected to report profits in 2018 and 2019.
pada 2018 dan 2019. Sementara, operator-operator di Meanwhile, operators in North America continue to take the
Amerika Utara terus memimpin pada kinerja keuangan, lead in financial performance, accounting for almost half of
mencapai hampir setengah dari total keuntungan industri, total industry profits, Asia-Pacific operators.
operator-operator Asia-Pasifik.
Sumber: International Air Transport Association (IATA), Februari 2019 Source: International Air Transport Association (IATA), February 2019
ANALISIS PEREKONOMIAN NASIONAL ANALYSIS OF NATIONAL ECONOMY
Pertumbuhan ekonomi Indonesia tetap kuat ditopang Indonesia’s economic growth remains strong as it is supported
permintaan domestik. Pertumbuhan ekonomi pada by domestic demand. Economic growth in 2018 was noted
2018 tercatat 5,17%, lebih tinggi dibandingkan dengan at 5.17%, higher than the growth in 2017 which was 5.07%.
pertumbuhan pada tahun 2017 sebesar 5,07%. Indikator Economic indicators for the fourth quarter of 2018 indicated
ekonomi triwulan IV 2018 menunjukkan konsumsi swasta that private consumption remained strong, supported by
tetap kuat ditopang daya beli dan keyakinan konsumen yang maintained consumer purchasing power and confidence as
terjaga serta dampak positif persiapan pemilu. Investasi well as the positive impact of election preparation. Investment
tetap kuat didorong proyek infrastruktur pemerintah remains strong as it is driven by government infrastructure
sedangkan investasi non bangunan melambat dipengaruhi projects while non-building investment has slowed down due
perkembangan sektor manufaktur dan pertambangan. to developments in the manufacturing and mining sectors.
Sementara itu, kontribusi ekspor neto diperkirakan masih Meanwhile, the contribution of net exports is expected to
negatif dipengaruhi ekspor yang melambat sejalan dengan remain negative, as it is affected by slowing exports in line
permintaan global yang melandai dan harga komoditas with sluggish global demand and declining commodity
ekspor yang menurun, di tengah impor yang tetap tinggi export prices, amid imports that remain high driven by strong
didorong permintaan domestik yang masih kuat. Ke depan, domestic demand. Going forward, Bank of Indonesia predicts
Bank Indonesia memprakirakan pertumbuhan ekonomi that Indonesia’s economic growth in 2019 remains good at
Indonesia 2019 tetap baik yakni pada kisaran 5,0-5,4%, 5.0-5.4%, supported by maintained domestic demand and
ditopang oleh terjaganya permintaan domestik dan improved net exports.
membaiknya ekspor neto.
Sumber: Laporan Kebijakan Moneter Triwulan IV 2018, Departemen Kebijakan Source: Monetary Policy Report for Quarter IV of 2018, Department of Economic
Ekonomi dan Moneter Bank Indonesia, Desember 2018. and Monetary Policy of Bank of Indonesia, December 2018.
KONDISI INDUSTRI PENERBANGAN CONDITIONS OF THE INDONESIAN

INDONESIA AVIATION INDUSTRY
Industri penerbangan Indonesia telah menemukan masa The Indonesian aviation industry has found its heyday in the
kejayaannya dalam tujuh tahun terakhir (2011-2017). last seven years (2011-2017). The peak occurred in 2017. With
Puncaknya terjadi tahun 2017 lalu. Dengan penduduk a population of more than 250 million people and the middle
lebih dari 250 juta jiwa dan kelas menengah yang tumbuh class that was growing rapidly makes the need and services
pesat membuat kebutuhan dan layanan jasa penerbangan of aviation services throughout Indonesia continue to
ke seluruh Indonesia terus meningkat. Namun di tahun increase. The Indonesian aviation industry in 2018, however,
2018 industri penerbangan Indonesia mengalami banyak experienced many challenges. The reason was not only
tantangan. Penyebabnya tidak hanya harga avtur yang terus avtur price which continued to rise but also the weakening
naik tetapi juga pelemahan nilai tukar rupiah terhadap dolar of rupiah exchange rate against the US dollar that impacted
AS sehingga berdampak kepada kenaikan biaya operasional on the increase in operating costs of aviation. On the other
maskapai penerbangan. Di sisi lain, pertumbuhan jumlah hand, the growth in number of airplane passengers over the
penumpang pesawat sepanjang tahun lalu mengalami past year experienced a slowdown, which only grew by 9.5%.
perlambatan yaitu hanya tumbuh 9,5%. Padahal, arus In fact, the flow of aircraft passengers in 2016 grew by 15.3%.
penumpang pesawat pada 2016 tumbuh 15,3%. Sepanjang Throughout this year, the Association of Indonesian National
tahun ini, Asosiasi Perusahaan Penerbangan Nasional Air Carriers Association (INACA) was optimistic that the
Indonesia (Indonesia National Air Carriers Association/INACA) number of aircraft passengers rose by 12%.
optimistis jumlah penumpang pesawat naik 12%.

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Berdasarkan Laporan Annual World Airport Traffic Forecast Based on the Annual Report of the World Airport Traffic
Tahun 2018-2040 yang diterbitkan oleh Airports Council Forecast for 2018-2040 published by Airports Council
International (ACI), pergerakan pesawat akan terus mengalami International (ACI), aircraft movements will continue to
peningkatan. Setiap tahunnya, akan ada pertumbuhan increase. Every year, there will be 4.1% passenger growth,
penumpang sebesar 4,1%, pergerakan kargo sebesar 2,4% 2.4% cargo planes and 2.0% aircraft movements. Regional
dan pergerakan pesawat sebesar 2,0%. Regional Asia-Pasifik Asia Pacific is predicted to contribute 42.8% to aircraft
diprediksi akan berkontribusi sebesar 42,8% terhadap growth in the world. Indonesia is predicted to be ranked 7th
pertumbuhan pesawat di dunia. Indonesia diprediksi akan (seventh) as the country with the fastest growth of flights in
mendapatkan ranking ke-7 (tujuh) sebagai negara dengan the world.
pertumbuhan penerbangan tercepat di dunia.
Tahun 2018 adalah tahun yang cukup menjanjikan bagi The year 2018 is a promising year for the national and
industri penerbangan nasional maupun internasional, international aviation industry, driven by the rapid growth
didorong dari pesatnya pertumbuhan masyarakan of the Chinese middle-income economy which is a potential
ekonomi menengah Tiongkok yang merupakan potential market for the aviation industry. Likewise with the Middle
market bagi industri penerbangan. Demikian juga dengan East with a strong capital and geographical position that
Timur Tengah dengan modalnya yang kuat dan posisinya allows the Middle East to take a share of direct long-distance
geografisnya yang memungkinkan Timur Tengah untuk flights between continents, especially to Asia.
mengambil pangsa pada penerbangan-penerbangan
langsung jarak jauh antarbenua terutama ke Asia.
Terlepas dari hal tersebut, Asosiasi Pengangkutan Udara Apart from this, the International Air Transport Association
Internasional (International Air Transport Association/IATA) (IATA) estimates that in 2035 Indonesia will transport 250
memperkirakan pada 2035 Indonesia akan mengangkut 250 million users of aviation services per year and occupy the
juta pemakai jasa penerbangan per tahun dan menduduki position of 5 (five) of the world’s 10 (ten) air transport
posisi 5 (lima) dari 10 (sepuluh) besar dunia pasar penumpang passenger markets and Indonesia currently has 61 (sixty-
angkutan udara. Indonesia saat ini memiliki 61 (enam puluh one) scheduled commercial airlines, placing it at second
satu) maskapai penerbangan komersial terjadwal, sehingga ranked of the country that has the fastest growing aviation
menempatkannya di peringkat kedua negara yang memiliki industry in the world after Tiongkok in terms of aircraft orders
industri penerbangan dengan pertumbuhan tercepat and business value. This indicates that the huge potential of
di dunia setelah Tiongkok dalam hal pesanan pesawat the market for the aviation industry in Indonesia, in addition
terbang dan nilai bisnis. Hal tersebut menunjukkan bahwa to the aviation sector Indonesia offers a large investment
betapa besarnya potensi pasar untuk industri penerbangan opportunity given its unique geographical conditions
di Indonesia, ditambah sektor penerbangan Indonesia coupled with the increasing number of middle class people
menawarkan peluang investasi yang besar mengingat kondisi and strengthening of the domestic and international tourism
geografisnya yang unik ditambah dengan meningkatnya industry.
jumlah masyarakat kelas menengah dan penguatan industri
pariwisata domestik maupun internasional.
Sumber: Laporan Annual World Airport Traffic Forecast Tahun 2018-2040 Source: Annual World Airport Traffic Forecast Report 2018-2040 by Airports
oleh Airports Council International (ACI) dan International Air Transport Council International (ACI) and the International Air Transport Association
Association (IATA). (IATA).
PERKEMBANGAN INDUSTRI THE DEVELOPMENT OF AIRPORT INDUSTRY

KEBANDARUDARAAN DI WILAYAH IN PT ANGKASA PURA I (PERSERO) AREA
Sejalan dengan perkembangan industri penerbangan Along with the development of national aviation industry,
nasional, pertumbuhan industri PT Angkasa Pura I the industrial growth of PT Angkasa Pura I (Persero) as the
(Persero) sebagai penyedia, pengelola, dan pengusaha provider, manager, and keeper of airport serves in Indonesia
jasa kebandarudaraan di Indonesia juga mengalami also increased. Overall, air transportation traffic in terms of
peningkatan. Secara keseluruhan, pergerakan lalu lintas total aircrafts, passengers , and cargo increased from 2017.
angkutan udara untuk jumlah pesawat, penumpang, dan
kargo mengalami pertumbuhan dibandingkan tahun 2017.

Tabel Pergerakan Lalu Lintas Angkutan Udara

Table of Aircraft Traffic Movements
Uraian Unit Pertumbuhan

2018 2017
Description Unit Growth
Pesawat / Aircraft MV 828,672 792,387 4.71%
Penumpang / Passenger Pax 96,652,313 89,751,328 7.69%
Kargo / Cargo Kg 457,749,380 403,775,511 13.37%
PERGERAKAN PESAWAT AIRCRAFT MOVEMENT

Jumlah pergerakan pesawat domestik tahun 2018 Total realized domestic aircraft movements in 2018 was
terealisasi sebanyak 684.960 pesawat atau terjadi 684,960 aircrafts or increased by 5.82% from the previous
kenaikan 5,82% dari tahun sebelumnya sebanyak 647.293 year which was 647,293 aircrafts. Total realized international
pesawat. Jumlah pergerakan pesawat internasional aircraft movements was 100,703 aircrafts or increased by
terealisasi sebanyak 100.703 pesawat atau terjadi 13.00% from the previous year which was 89,120 aircrafts.
kenaikan 13,00% dari tahun sebelumnya sebesar 89.120 Total realized local/military aircraft movements was 43,009
pesawat. Pergerakan pesawat lokal/militer terealisasi aircrafts or reduced by 21.76% from the previous year which
sebanyak 43.009 pesawat atau terjadi penurunan was 54,974 aircrafts. The average monthly domestic aircraft
sebanyak 21,76% dari tahun sebelumnya sebesar 54.974 movement was 57,080 movements or on average 1,903
pesawat. Pergerakan pesawat domestik rata-rata tiap movements/day, the average monthly international aircraft
bulannya adalah 57.080 movements atau rata-rata 1.903 movement was 8,392 movements or 280 movements/day
movements/hari, pergerakan pesawat internasional and the average monthly local/ military aircraft mvoement
rata-rata tiap bulannya adalah 8.392 movements atau was 3.584 movements or 119 movements/day, so overall
280 movements/hari dan pergerakan pesawat lokal/ aircraft movement (domestic, international and local) was
militer rata-rata tiap bulannya adalah 3.584 movements 2,302 movements/day.
atau 119 movement/hari, sehingga pergerakan pesawat
keseluruhan (domestik, internasional, dan lokal) 2.302
movements/hari.
PERGERAKAN PENUMPANG PASSENGER MOVEMENT

Jumlah penumpang domestik tahun 2018 terealisasi Total realized domestic passengers in 2018 was 74,505,616
sebanyak 74.505.616 pax atau terjadi kenaikan 6,67% dari pax or increased by 6.67% from the previous year which
tahun sebelumnya sebesar 69.847.884 pax. Sedangkan was 69,847,884 pax. Meanwhile, total realized international
jumlah penumpang internasional terealisasi 16.375.076 passengers was 16,375,076 pax or increased by 12.95%
pax atau terjadi kenaikan 12,95% dari tahun sebelumnya from the previous year which was 14,497,952 pax, and total
sebanyak 14.497.952 pax, dan jumlah penumpang transit realized transit passengers was 5,771,621 pax or increased
terealisasi 5.771.621 pax atau terjadi kenaikan 6,77% dari by 6.77% from the previous year which was 5,405,492 pax.
tahun sebelumnya sebanyak 5.405.492 pax. Pergerakan The average monthly domestic passenger movement was
penumpang domestik rata-rata tiap bulannya adalah 6,21 6.21 million pax or on average 207 thousand pax/day, the
juta pax atau rata-rata 207 ribu pax/hari, penumpang average monthly international passenger was 1.36 million
internasional rata-rata tiap bulannya adalah 1,36 juta pax pax or on average 45 thousand pax/day and the average
atau rata-rata 45 ribu pax/hari dan penumpang transit monthly transit passenger was 481 thousand pax or on
rata-rata tiap bulannya adalah 481 ribu pax atau rata-rata average 16 thousand pax/day, so total overall air passenger
16 ribu pax/hari, sehingga jumlah keseluruhan 268 ribu was on average 268 thousand pax/day.
pax/hari.
PERGERAKAN KARGO CARGO MOVEMENT

Pergerakan kargo domestik tahun 2018 terealisasi The movement of domestic cargo in 2018 was realized
387.272.253 kg atau terjadi kenaikan 15,91% dari 387,272,253 kg or an increase of 15.91% from the previous
realisasi tahun sebelumnya sebesar 334.125.500 year's realization of 334,125,500 kg, while the number of
kg, sedangkan jumlah kargo internasional terealisasi international cargo was realized as much as 70,477,127 kg or

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2018 Annual Report
sebanyak 70.477.127 kg atau terjadi kenaikan 1,19% dari an increase of 1.19% from the previous year's realization of
realisasi tahun sebelumnya 69.650.011 kg. Pergerakan 69,650. 011 kg. The movement of domestic cargo on average
kargo domestik rata-rata tiap bulannya adalah 32,28 juta each month is 32.28 million kg or 1.08 million kg/day, the
kg atau 1,08 juta kg/hari, pergerakan kargo internasional movement of international cargo on average each month
rata-rata tiap bulannya adalah 5,87 juta kg atau 196 ribu is 5.87 million kg or 196 thousand kg/day, so the overall
kg/hari, sehingga jumlah keseluruhan 1,27 juta kg/hari. amount is 1.27 million kg/day.
828,672 96,652,313 457,749,380
403,775,511
792,387 89,751,328
2017 2018 2017 2018 2017 2018
Grafik Pergerakan Grafik Pergerakan Grafik Pergerakan

Pesawat (dalam Mv) Penumpang (dalam Pax) Kargo (dalam Kg)
Chart of Aircraft Movements Chart of Passenger Movements Chart of Cargo Movements

TINJAUAN OPERASIONAL OPERATIONAL REVIEW
PT Angkasa Pura I (Persero) merupakan Perseroan yang PT Angkasa Pura I (Persero) is a Company engaged in the
bergerak dalam bidang pelayanan jasa kebandarudaraan. field of airport service. Services provided by PT Angkasa Pura
Bidang jasa yang disediakan oleh PT Angkasa Pura I I (Persero) include aeronautical (airport), non-aeronautical
(Persero) meliputi jasa aeronautika (kebandar udaraan), (non-airport) and airport-related services. Since 2013, the
nonaeronautika (nonkebandar udaraan) dan pelayanan aeronautical services provided by the company are only
jasa terkait bandar udara. Sejak tahun 2013, jasa non-Air Traffic Services (ATS). Therefore, since 2013, the
aeronautika yang disediakan oleh Perseroan hanya di Company is committed to develop its business in non-
bidang non-Air Traffic Services (ATS). Oleh karena itu, aeronautical services with airport city concept which is
sejak tahun 2013, Perseroan sangat berkomitmen untuk change in business orientation and process with emphasis
mengembangkan usaha di bidang jasa non aeronautika on non-aeronautical sector and customer satisfaction.
dengan konsep airport city yaitu perubahan orientasi dan
proses bisnis dengan titik berat sektor nonaeronautika
dan kepuasan pelanggan.
Perseroan berkantor pusat di Jakarta dan sampai dengan The Company is headquartered in Jakarta and as of 31
31 Desember 2018. Bandar Udara yang dikelola oleh PT December 2018, there were 13 (thirteen) airports managed
Angkasa Pura I (Persero) sebanyak 13 (tiga belas) sesuai by PT Angkasa Pura I (Persero) consistent with the Decision
Keputusan Menteri Perhubungan Nomor: KP 907 tahun of the Minister of Transportation Number: KP 907 of 2014
2014 tentang PT Angkasa Pura I (Persero) sebagai Badan on PT Angkasa Pura I (Persero) as a Airport Business Entity.
Usaha Bandar Udara. Perseroan telah mendirikan 5 The Company has established 5 (five) Subsidiaries with
(lima) Entitas Anak dengan kegiatan di kota-kota besar activities in major cities in of Indonesia, which are:
Indonesia, yaitu:
1. Bandar Udara Internasional I Gusti Ngurah Rai (DPS) – Bali 1. I Gusti Ngurah Rai (DPS) International Airport – Bali
2. Bandar Udara Internasional Juanda Surabaya (SUB) – 2. Juanda Surabaya (SUB) International Airport – Surabaya
Surabaya
3. Bandar Udara Internasional Sultan Hasanuddin (UPG) – 3. Sultan Hasanuddin (UPG) International Airport – Makassar
Makassar
4. Bandar Udara Internasional Sultan Aji Muhammad 4. Sultan Aji Muhammad Sulaiman Sepinggan (BPN)
Sulaiman Sepinggan (BPN) – Balikpapan International Airport – Balikpapan
5. Bandar Udara Internasional Frans Kaisiepo (BIK) – Biak 5. Frans Kaisiepo (BIK) International Airport – Biak
6. Bandar Udara Internasional Sam Ratulangi (MDC) – 6. Sam Ratulangi (MDC) International Airport – Manado
Manado
7. Bandar Udara Internasional Adisutjipto (JOG) – Yogyakarta 7. Adisutjipto (JOG) International Airport – Yogyakarta
8. Bandar Udara Internasional Adi Soemarmo (SOC) – 8. Adi Soemarmo (SOC) International Airport – Surakarta
Surakarta
9. Bandar Udara Internasional Syamsudin Noor (BDJ) – 9. Syamsudin Noor (BDJ) International Airport – Banjarmasin
Banjarmasin
10. Bandar Udara Internasional Pattimura (AMQ) – Ambon 10. Pattimura (AMQ) International Airport – Ambon
11. Bandar Udara Internasional Jenderal Ahmad Yani (SRG) – 11. Jenderal Ahmad Yani (SRG) International Airport –
Semarang Semarang
12. Bandar Udara Internasional Lombok (LOP) – Praya 12. Lombok (LOP) International Airport – Praya
13. Bandar Udara Internasional El Tari (KOE) – Kupang 13. El Tari (KOE) International Airport – Kupang
14. Strategic Business Unit Komersial – Bali 14. Strategic Business Unit Komersial – Bali
15. PT Angkasa Pura Logistik 15. PT Angkasa Pura Logistic
16. PT Angkasa Pura Properti 16. PT Angkasa Pura Property
17. PT Angkasa Pura Suport 17. PT Angkasa Pura Support
18. PT Angkasa Pura Hotel 18. PT Angkasa Pura Hotel
19. PT Angkasa Pura Retail 19. PT Angkasa Pura Retail

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SASARAN STRATEGIS DAN STRATEGIC TARGET AND COMPANY

STRATEGI PERSEROAN STRATEGY
SASARAN STRATEGIS STRATEGIC TARGET
Perumusan visi, misi, dan sasaran strategis baru menandai The formulation of the new vision, mission and strategic
bahwa tahun 2018 sebagai tahun terakhir dalam goals marks that 2018 was the final year in achieving the
pencapaian sasaran strategis PT Angkasa Pura I (Persero) strategic goals of PT Angkasa Pura I (Persero) for the 2014-
periode tahun 2014-2018, yaitu sebagai berikut: 2018 period, namely as follows:
1. Mencapai nilai CSI 4,60 (standar Airports Council 1. Achieving CSI score of 4.60 (ACI standard) in 2018.
International/ACI) pada tahun 2018.
2. Mencapai total pendapatan operasional Rp8,8 triliun 2. Reaching total operational income of Rp8.8 trillion in
pada tahun 2018. 2018.
3. Mencapai proporsi pendapatan nonaero terhadap 3. Reaching proportion of non-aero revenue to operational
pendapatan operasional sebesar 57% pada tahun revenue of 57% in 2018.
2018.
4. Mengembangkan dan mengimplementasikan sistem 4. Developing and implementing world class management
manajemen kelas dunia (terutama pengelolaan system (especially Human Resources, ICT, operation
Sumber Daya Manusia (SDM), Information and excellence, and service excellence managements)
Communication Technology (ICT), operation excellence, holistically before the end of 2018.
dan service excellence) secara holistik sebelum akhir
tahun 2018.
5. Menerapkan konsep green corporation dan Program 5. Applying green corporation concept and CSR Program
Corporate Social Responsibility (CSR) secara efektif. effectively.
6. Menjadi Perseroan yang siap untuk diprivatisasi 6. Being a company ready for privatization before the end
sebelum akhir tahun 2018. of 2018.
Berdasarkan Rencana Jangka Panjang Perusahaan (RJPP) Based on the Angkasa Pura I Company Long Term Plan
Angkasa Pura I Tahun 2014-2018, ditetapkan Sasaran (RJPP) for 2014-2018 period, the Angkasa Pura I Strategy
Strategis Angkasa Pura I salah satunya adalah mencapai Objective was determined, one of which was reaching the
proporsi pendapatan nonaeronautika terhadap total proportion of non-aeronautical income to total operating
pendapatan operasional mencapai 57% pada tahun 2018. income by 57% in 2018. Based on Angkasa Pura I Financial
Berdasarkan Laporan Keuangan Angkasa Pura I Tahun Report 2018 (audited), aeronautical services products in
2018 (audited), produk jasa aeronautika pada tahun 2018 2018 (audited) contributed income by 60.01% and non-
(audited) memberikan kontribusi pendapatan sebesar aeronautical services by 39.99%. This indicated continuous
60,01% dan jasa non aeronautika sebesar 39,99%. Hal development in 13 (thirteen) airports and management
ini menunjukkan perkembangan berkelanjutan di 13 (tiga of subsidiaries that had contributed to non-aeronautical
belas) bandar udara dan pengelolaan entitas anak yang income by Rp2,576,871 million in 2018. PT Angkasa Pura I
telah memberikan kontribusi pendapatan nonaeronautika (Persero) needs to improve non-aeronautical production
sebesar Rp2.576.871 juta pada tahun 2018. PT Angkasa performance through capacity building and improved
Pura I (Persero) perlu meningkatkan kinerja produksi service levels. Each product has a strategic value for the
nonaeronautika melalui pengembangan kapasitas Company to generate revenue and provide services to
dan perbaikan tingkat pelayanan. Masing-masing service users and stakeholders.
produk memiliki nilai strategis bagi Perseroan untuk
menghasilkan pendapatan dan memberikan pelayanan
kepada pengguna jasa dan stakeholder.
STRATEGI PERSEROAN COMPANY STRATEGY
Perseroan telah menetapkan 4 (empat) Winning Strategies The Company has established 4 (four) Winning Strategies
dan 5 (lima) Key Enablers untuk merealisasikan visi and 5 (five) Key Enablers to realize the vision “To be one of
“Menjadi salah satu dari sepuluh Perseroan pengelola top ten airport management corporations in Asia” below.
bandar udara terbaik di Asia”, sebagai berikut.

Vision ONE OF THE BEST 10 (TOP TEN)

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

MANAGEMENT
RESPONSIBLE
Winning Stategies
REVENUE
HIGH PERFORMING CULTURE
EFFECTIVE LEADERSHIP
Key Enablers
CUSTOMER CENTRIC ORGANIZATION
WORLD CLASS ICT & MANAGEMENT SYSTEM
COMPETENT HUMAN CAPITAL
Strategic
Initiatives
WINNING STRATEGIES WINNING STRATEGIES

Penjelasan mengenai Wining Strategies Perseroan An explanation of the Company’s Winning Strategies is
disajikan sebagai berikut. presented as follows.
SERVICE EXCELLENCE AND COMPLIANCE SERVICE EXCELLENCE AND COMPLIANCE

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

Strategi Revenue Enhancement merupakan strategi PT Revenue Enhancement strategy is the strategy of PT
Angkasa Pura I (Persero) untuk meningkatkan pendapatan Angkasa Pura I (Persero) to increase revenue by not only
(revenue) yang tidak hanya berfokus pada besaran kuantitatif focusing on quantitative amount of revenue, but also on
pendapatan saja tetapi juga pada komposisi pendapatan, revenue composition, which is the amounts of revenues
yakni besaran-besaran pendapatan yang berasal dari from reliable sources which can ensure the continuation
sumber-sumber yang dapat diandalkan dan dapat menjamin of the strengthening of the company in long term through
keberlangsungan penguatan Perseroan dalam jangka non-aeronautical revenue. Strategic initiatives performed
panjang yaitu melalui pendapatan non-aeronautical. Inisiatif by the company to support Revenue Enhancement strategy
strategis yang dilakukan Perseroan untuk mendukung include:
strategi Revenue Enhancement, antara lain:
• Non-Aero Revenue and Profitability Maximization. • Non-Aero Revenue and Profitability Maximization.
• Subsidiaries Profitability Maximization. • Subsidiaries Profitability Maximization.
• New Profitable Business Development. • New Profitable Business Development.

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2018 Annual Report
COST AND RISK MANAGEMENT COST AND RISK MANAGEMENT

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

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

Terdapat 5 (lima) key enablers yang akan memperkuat There are 5 (five) key enablers that will strengthen the
winning strategies, yaitu: winning strategies, namely:
HIGH PERFORMING CULTURE HIGH PERFORMING CULTURE

High Performing Culture merupakan strategi PT Angkasa Pura I High Performing Culture is the strategy of PT Angkasa
(Persero) dalam membentuk budaya organisasi yang memiliki Pura I (Persero) in shaping an organizational culture with
keunggulan. Inisiatif strategis yang dilakukan Perseroan excellence. Strategic initiatives by the Company to support
untuk mendukung High Performing Culture, antara lain: High Performing Culture include:
• High Performing Culture •• High Performing Culture
• Effective Performance Management System •• Effective Performance Management System
• Effective Performance-Based Incentive System •• Effective Performance-Based Incentive System
EFFECTIVE LEADERSHIP EFFECTIVE LEADERSHIP

Effective Leadership merupakan strategi PT Angkasa Pura Effective Leadership is a strategy of PT Angkasa Pura I
I (Persero) dalam mendorong efektivitas kepemimpinan (Persero) in encouraging leadership effectiveness in the
di Perseroan melalui inisiatif Leadership Effectiveness Company through the initiative of Leadership Effectiveness
Enhancement. Enhancement.
CUSTOMER CENTRIC ORGANIZATION CUSTOMER CENTRIC ORGANIZATION

Customer Centric Organization merupakan strategi PT Customer Centric Organization is a strategy of PT Angkasa
Angkasa Pura I (Persero) dalam mendorong organisasi Pura I (Persero) in encouraging organizations to be
menjadi berfokus pada pelanggan melalui inisiatif: customer-focused through initiatives of:
• Business Process Reengineering • Business Process Reengineering
• Lean and Customer Centric Organization • Lean and Customer Centric Organization
• Effective Parenting Model Establishment • Effective Parenting Model Establishment
WORLD CLASS ICT AND MANAGEMENT SYSTEM WORLD CLASS ICT AND MANAGEMENT SYSTEM
World Class ICT and Management System merupakan The World Class ICT and Management System is the strategy
strategi PT Angkasa Pura I (Persero) dalam mewujudkan of PT Angkasa Pura I (Persero) in realizing world-class ICT
ICT kelas dunia yang terdiri atas inisiatif: consisting of initiatives of:
• World Class Management System Implementation • World Class Management System Implementation
(example: HC Management) (example: HC Management)
• Effective Management System • Effective Management System
• Parenting Policy Development • Parenting Policy Development
• Holding Company System Development (Reporting, • Holding Company System Development (Reporting,
Tax, etc) Tax, etc)

COMPETENT HUMAN CAPITAL COMPETENT HUMAN CAPITAL

Competent Human Capital merupakan strategi PT Angkasa Competent Human Capital is the strategy of PT Angkasa
Pura I (Persero) dalam menjalankan sistem pengelolaan Pura I (Persero) in running the human capital management
human capital dengan inisiatif sebagai berikut: system with the following initiatives:
• Effective People Development Program • Effective People Development Program
• World Class Talent Management System • World Class Talent Management System
Berdasarkan Wining Strategies maka diturunkan strategi Based on Wining Strategies, the Company’s strategy for
Perseroan tahun 2018 sebagai berikut: 2018 is derived as follows:
1. Keuangan dan Pasar 1. Finance and Markets

a. Percepatan proses pinjaman eksternal untuk a. Acceleration of an external loan process for
pembiayaan investasi investment financing
b. Mengintensifkan penagihan piutang b. Intensifying collection of accounts receivable
c. Optimalisasi penggunaan dana c. Optimizing the use of funds
d. Pertumbuhan pendapatan usaha dan optimalisasi d. Business revenue growth and optimization of
profitabilitas profitability
2. Fokus pada Pelanggan 2. Focusing on Customers
a. Fokus pada peningkatan pelayanan operasional a. Focusing on improving operational services by
dengan memenuhi standar level of service meeting the level of service standards
b. Perbaikan fasilitas bandar udara dan beautifikasi b. Repairing airport facilities and terminal
terminal beautification
c. Peningkatan pelayanan kepada pelanggan c. Improving service to customers by implementing
dengan mengimplementasikan AOCC dan Contact AOCC and Contact Center “Angkasa Pura 172”
Centre “Angkasa Pura 172”
3. Efektifitas Produk dan proses 3. Product and process effectiveness
a. Pengembangan bandar udara dan service level a. Airport development and service level improvement
improvement
b. Peningkatan procurement system dengan b. Increase of procurement system with the
pelaksanaan kontrak payung implementation of umbrella contracts
c. Meningkatkan monitoring terhadap program c. Improveing monitoring of investment programs
investasi
4. Fokus Tenaga Kerja 4. Workforce Focus
a. Menciptakan Lean and Customer Centric a. Creating a Lean and Customer Centric Organization
Organization dengan Job Scoring Analysis with Job Scoring Analysis
b. Effective Career Management System dengan b. Effective Career Management System with the
pelaksanaan asesmen kompetensi implementation of Competency Assessment
c. Individu seluruh pegawai c. Individuals of all employees
d. Peningkatan kualitas sistem Human Capital d. Improving the quality of the Human Capital
Information System (HCIS) Information System (HCIS)
5. Kepemimpinan, Tatakelola, dan Tanggung Jawab 5. Leadership, Governance and Social Responsibility
Kemasyarakatan
a. Memastikan terimplementasinya transparansi a. Ensuring the implementation of transparency in
dalam tata kelola perusahaan corporate governance
b. Pemenuhan pelaksanaan undang-undang/ b. The implementation of the applicable laws /
peraturan yang berlaku regulations compliance
c. Pemenuhan standar KPKU menjadi acuan c. Fulfillment of KPKU standards becomes a reference
pengelolaan operasional perusahaan for managing the company’s operations
d. Memastikan tersalurkannya dana kemitraan, d. Ensuring the channeling of partnership funds,
meningkatkan kolektibilitas pengembalian increasing the collectability of loan partnerships
pinjaman dana kemitraan dan meningkatkan and increasing the absorption capacity of the
daya serap penyaluran bantuan program Bina distribution of Community Development programs
Lingkungan
a. Strategic partnership untuk bandar udara yang
a. Strategic partnership for potential airports
Potensial
b. Pengelolaan bandar UPT yang potensial untuk
b. Potential UPT airport management for business
dikembangkan secara bisnis
development

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FASILITAS ALAT PRODUKSI PRODUCTION TOOL FACILITY
Dalam melakukan produksi pelayanan jasa, PT Angkasa In producing services, PT Angkasa Pura I (Persero) has
Pura I (Persero) memiliki fasilitas alat produksi yang production tool facilities which include runways, aprons,
meliputi landas pacu, apron, aviobridge, terminal aviobridges, passenger terminals, cargo warehouses, and
penumpang, gudang kargo, dan tempat parkir kendaraan parking lots in all airports managed by the Company. Some
di seluruh bandar udara yang dikelola Perseroan. Beberapa of the production facilities are described below.
fasilitas produksi tersebut dijabarkan sebagai berikut.
Tabel Data Alat Produksi Utama Tahun 2018

Table of Main Production Tools Data in 2018
Terminal / Terminal
Runway Apron Aviobridge Internasional Domestik VIP Kargo
Runway Apron Aviobridge International Domestic VIP Cargo
Luas
Bandar Luas (m2) dan
Udara (m2) dan Luas (m2) dan Kapasitas
Kap (m2) dan
Airport Kapasitas Kapasitas (Pax/ (Pax/
Pergerakan (Kg)
MXM Parking stand (m2) (unit) (Pax/tahun) tahun) tahun)
Cap (m2) and
Width (m2) Width (m2) and Width
Movements (Kg)
and capacity capacity (Pax/year) (m2) and
(Pax/year) capacity
(Pax/year)
North Apron
382,899 m2
South Apron 126,162/ 67,884/
DPS 3,000x45 23 7,074 m2 189,669/73,327,101
110 x 593 16,000,000 9,000,000
Apron Taxiway
593 x 30
North Apron
Rigid: 147,400 m2
Fleksible: 10,365 m2
East Apron
Rigid: 29,031 m2
Fleksible: 2,000 m2
West Apron
Rigid: 25,700 m2
45,093/
SUB 3,000x45 25 62,700/9,000,000 11,702/116,324,108
South Apron 5,000,000
Apron A
120x195
Apron B
135x200
Apron C
130x298
Apron Baru
325x105

Terminal / Terminal
Runway Apron Aviobridge Internasional Domestik VIP Kargo
Runway Apron Aviobridge International Domestic VIP Cargo
Luas
Bandar Luas (m2) dan
Udara (m2) dan Luas (m2) dan Kapasitas
Kap (m2) dan
Airport Kapasitas Kapasitas (Pax/ (Pax/
Pergerakan (Kg)
MXM Parking stand (m2) (unit) (Pax/tahun) tahun) tahun)
Cap (m2) and
Width (m2) Width (m2) and Width
Movements (Kg)
and capacity capacity (Pax/year) (m2) and
(Pax/year) capacity
(Pax/year)
Apron Lama
450 x 125
808,42 m2
Apron Baru 3,815/
UPG 3,100x45 6 47,190/6,600,000 60-100 6,780/76,131,334
939 x 169 400,000
pax
Apron Kargo
110 x 100
Apron A
110x709.5
Apron B 7,624/ 2,394 m2
BPN 2,500x45 11 102,934/14,000,000 12,000/61,900,490
110x144.5 1,000,000 100 pax
Apron C
110x305
4 (YIA):
untuk
minimum
operasion/
Apron A for
50x313 minimum 5,936/
JOG *) 2,200x45 17,196/2,400,000 NONE 3,545/23,752,918
Apron B operasion 600,000
121x47 12 (YIA):
untuk full
operasion/
for full
operasion
Apron Barat
1.049,95
326x90
BDJ 2,500x45 0 8,247/1,100,000 m2 3,973/25,591,376
Apron Timur
150 pax
336x152
Apron Baru
SRG 2,560x45 3 58,652/6,900,000 300 m2 1,399/23,556,232
131.50x551.50
Apron Eksisting
328.5x126
Apron Timur 5.800 m2
LOP 2,750x45 2 26,737/3,800,000 7,517/17,216,488
171.5x144 35 pax
Apron Barat
171.5 x 139
Apron I
107x149.3
Apron II
106x233.7
Apron III 5,996/
MDC 2,650x45 4 20,560/3,000,000 1,220 m2 8,882/15,258,601
70x286.7 500,000
Apron IV
174.5x107.41
Apron Fleksible
36x286.7
Apron Utara
420x135 8,426/
SOC 2,600x45 4 9,069/1,200,000 NONE 2,732/8,500,816
Apron Selatan 800,000
137x83
Apron lama 151.5x90
1.440 m2
AMQ 2,500x45 Apron Baru 2 10,270/1,500,000 2,836/7,971,724
180 pax
241x112.5
Apron Lama
105x405
KOE 2,500x45 0 7,642/1,000,000 NONE 2,300/6,954,077
Apron Baru on Progress
83.1x173.2
615,05 m2
BIK 3,570x45 368x88 0 3,165/500,000 855/1,319,777
110 pax
*)
Terminal Internasional Baru, Bandara Internasional Yogyakarta/
New International Terminal, Yogyakarta International Airport

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ASPEK PEMASARAN MARKETING ASPECT

Uraian aspek pemasaran meliputi strategi pemasaran The description of marketing aspect includes marketing
serta pangsa pasar atas produk dan jasa PT Angkasa strategy and marketshare of the products and services of PT
Pura I (Persero). Strategi pemasaran yang tepat akan Angkasa Pura I (Persero). Appropriate marketing strategy
mendorong peningkatan pangsa produk dan jasa PT will boost the shares of products and services of PT Angkasa
Angkasa Pura I (Persero). Pura I (Persero).
STRATEGI PEMASARAN MARKETING STRATEGY

Kegiatan pemasaran PT Angkasa Pura I (Persero) saat ini The marketing activities of PT Angkasa Pura I (Persero) are
terdapat di Direktorat Pemasaran dan Pelayanan dengan currently run by the Marketing and Service Directorate with
telah dilaksanakannya beberapa kegiatan di level nasional several activities at the National and International level.
dan internasional. Strategi pemasaran dibedakan untuk Marketing strategies were distinguished by several aspects,
tiap-tiap aspek yaitu product, price dan promotion. Untuk namely product, price and promotion. To improve product
meningkatkan kinerja produk dan berbagai jenis layanan performance and the various types of services provided by
yang disediakan oleh PT Angkasa Pura I (Persero) di tahun PT Angkasa Pura I (Persero) in 2018 in order to socialize to
2018 agar dapat diketahui oleh masyarakat, dilakukan the public, marketing strategies of the products and services
strategi pemasaran produk dan layanannya sebagai berikut. were carried out as follows.
PRODUCT PRODUCT
PT Angkasa Pura I (Persero) merupakan Badan Usaha PT Angkasa Pura I (Persero) is an Airport Business Entity
Bandar Udara (BUBU) yang mengelola 13 (tiga belas) bandar that has managed 13 (thirteen) airports in Indonesia, ant it
udara di Indonesia yang dianggap sebagai Perseroan yang was considered a company that owned great experience in
sudah berpengalaman bandar udara-bandar udara besar di operating large airports in Indonesia, and each region has
Indonesia, masing-masing daerah memiliki destinasi wisata internationally well-known tourist destinations. However, in
yang cukup terkenal di kancah internasional. Namun dalam its development, several tourist destinations in central and
perkembangannya, beberapa destinasi wisata di Indonesia east indonesia still need development, especially in terms of
tengah dan timur masih memerlukan pengembangan, terutama supporting infrastructure for tourism in sub-regions.
dalam hal infrastruktur penunjang pariwisata di daerah.
Visi PT Angkasa Pura I (Persero) adalah menjadi satu dari The vision of PT Angkasa Pura I (Persero) is to become one
10 (sepuluh) pengelola bandar udara terbaik di Asia. Guna of the 10 (ten) best airport managers in Asia. To support this
mendukung visi tersebut, PT Angkasa Pura I (Persero) vision, PT Angkasa Pura I (Persero) continued to improve
senantiasa melakukan peningkatan pelayanan kepada services to all airport customers. Along with the improvement
seluruh pelanggan bandar udara. Seiring dengan perbaikan of the economy both in Indonesia and at the global level, this
dan peningkatan perekonomian baik di Indonesia maupun brought a positive impact on PT Angkasa Pura I (Persero)
di tingkat global, hal ini memberikan dampak positif kepada airports, especially in terms of increasing passenger,
bandar udara PT Angkasa Pura I (Persero) terutama dalam aircraft and cargo traffic. It was projected that there would
hal peningkatan trafik penumpang, pesawat, dan kargo. be a positive growth in airport demand managed by PT
Dengan adanya hal tersebut, diproyeksikan akan terdapat Angkasa Pura I (Persero). To be able to balance the growth
pertumbuhan positif demand di bandar udara yang dikelola projections for airport services, PT Angkasa Pura I (Persero)
oleh PT Angkasa Pura I (Persero). Untuk dapat mengimbangi was currently developing several airports, Yogyakarta
proyeksi pertumbuhan atas jasa layanan kebandarudaraan, International Airport - Kulon Progo, Jenderal Ahmad Yani
PT Angkasa Pura I (Persero) saat ini tengah mengembangkan International Airport - Semarang, Syamsuddin Noor Airport
beberapa bandar udara, yaitu Bandar Udara Internasional - Banjarmasin, Sultan Hasanuddin International Airport -
Yogyakarta - Kulon Progo, Bandar Udara Internasional Makassar and Adi Soemarmo International Airport - Solo.
Jenderal Ahmad Yani – Semarang, Bandar Udara
Internasional Syamsudin Noor – Banjarmasin, Bandar Udara
Internasional Sultan Hasanuddin – Makassar, dan Bandar
Udara Internasional Adi Soemarmo – Solo.
Sementara itu, Pemerintah RI melalui Direktorat Jenderal Meanwhile, the Government through the Directorate General
Perhubungan Udara Kementerian Perhubungan, menawarkan of Air Transportation of the Ministry of Transportation,
kerjasama untuk beberapa bandar udara diantaranya yaitu offered cooperation for several airports including the APT
Bandar Udara APT Pranoto – Samarinda, Bandar Udara Pranoto Airport - Samarinda, Sentani Airport - Jayapura,
Sentani – Jayapura, Bandar Udara Komodo – Labuan Bajo, Komodo Airport - Labuan Bajo and Syukuran Aminudin -
dan Bandar Udara Syukuran Aminudin – Luwuk. Luwuk Airport.
PROMOTION PROMOTION
Di dalam 3A’s Tourism, terdapat 3 (tiga) komponen utama Within 3A's Tourism, there were 3 (three) main business
bisnis yang mendukung keberlangsungan dalam industri components that supported sustainability in the travel

travel dan wisata yang meliputi Attraction, Ammenities dan and tourism industry including Attraction, Ammenities
Accessibilites. Dalam bidang accessibilites, bandar udara and Accessibilites. In the field of accessibilites, airports
sebagai pintu gerbang destinasi di suatu daerah memegang as the destination gate in an area play an important
peranan penting dalam hal mengkomunikasikan peluang role in communicating business and enlarging business
bisnis dan usaha serta berkoordinasi dengan para opportunities as well as coordinating with stakeholders who
pemangku kepentingan yang berperan dalam industri played significant roles in the travel and tourism industry. By
travel dan wisata. Menyadari kondisi tersebut, PT considering these conditions, PT Angkasa Pura I (Persero)
Angkasa Pura I (Persero) berinisiatif untuk melakukan took the initiative to carry out Collaborative Destination
kegiatan Collaborative Destination Development (CDD), development activities, namely activities aimed at inviting
yaitu kegiatan yang ditujukan untuk mengajak partisipasi participation from stakeholders who played important role in
dari para pemangku kepentingan yang berperan dalam the travel and tourism industry, so the passion in developing
industri travel dan wisata, agar gairah mengembangkan tourist destinations in the region could increase, and the
destinasi wisata di daerah dapat meningkat dan kordinasi coordination among stakeholders could be well established.
antarpemangku kepentingan dapat terjalin dengan baik.
Sebagai bagian dari industri yang turut menyokong As a part of industries that contributed to the development
perkembangan sektor pariwisata di Indonesia, PT Angkasa of the tourism sectors in Indonesia, PT Angkasa Pura I
Pura I (Persero) memainkan peranan sentral yang sangat (Persero) had a very important central role, especially in
penting, terutama dalam hal mengkomunikasikan peluang terms of communicating market opportunities to both local
pasar baik kepada stakeholder pariwisata setempat maupun tourism stakeholders and airline companies. Through the
kepada perusahaan airline. Melalui Direktorat Pemasaran Directorate of Marketing and Services, in 2018 PT Angkasa
dan Pelayanan, pada tahun 2018 PT Angkasa Pura I (Persero) Pura I (Persero) conducted several events to be able to
telah melakukan beberapa event untuk dapat mendorong encourage the growth of demand and traffic at airports
pertumbuhan demand dan traffic di bandar udara yang dikelola managed by PT Angkasa Pura I (Persero), which included
oleh PT Angkasa Pura I (Persero), yang meliputi sebagai berikut: the following:
EVENT NASIONAL NATIONAL EVENTS

1. Collaborative Destination Development 1. Collaborative Destination Development
Collaborative Destination Development (CDD) Collaborative Destination Development (CDD) was
merupakan kegiatan yang dilakukan PT Angkasa Pura an activity carried out by PT Angkasa Pura I (Persero)
I (Persero) dengan mengangkat tema keunggulan with the theme of excellence and potential related to
serta potensi terkait pariwisata dan bisnis. Acara tourism and business. The event was carried out jointly
ini dilaksanakan bersama-sama dengan para with some stakeholders with the aim of collaborating
stakeholders atau pemangku kepentingan dengan with Regional Governments, airlines and tourism
tujuan melakukan kerjasama dengan Pemerintah stakeholders to encourage and increase tourism and
Daerah, airlines dan stakeholders pariwisata untuk business growth which would later directly have an
mendorong serta meningkatkan pertumbuhan impact on the revenues of PT Angkasa Pura I (Persero).
pariwisata dan bisnis yang nantinya secara langsung This CDD program was packed with the concept of
dapat memberikan dampak pada pendapatan PT Forum Group Discussion (FGD).
Angkasa Pura I (Persero). Acara CDD ini dikemas
dengan konsep Forum Group Discussion (FGD).

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2018 Annual Report
2. Gathering bersama regulator dan Mitra Kerja 2. Gathering with regulators and Working Partners
PT Angkasa Pura I (Persero) secara aktif dan periodik PT Angkasa Pura I (Persero) actively and periodically
melakukan gathering dengan pihak pemerintah, conducted gatherings with the government, airlines and
airlines dan mitra usaha dan mitra kerja untuk dapat business partners to be able to have similar perception
menyamakan visi dan misi serta menyelaraskan on the vision and mission and to align the programs
program yang dituju oleh PT Angkasa Pura I (Persero). intended by PT Angkasa Pura I (Persero).
3. Melakukan joint marketing dengan pihak airlines, 3. Conduct joint marketing with airlines, provincial and
pemerintah provinsi dan daerah serta stakeholder regional governments as well as stakeholders in
pelaku bisnis pariwisata. tourism businesses.
Pada tahun 2018, PT Angkasa Pura I (Persero) telah In 2018, PT Angkasa Pura I (Persero) organized Collaborative
menyelenggarakan kegiatan Collaborative Destination Destination Development activities in several cities in
Development di beberapa kota di Indonesia, meliputi Solo, Indonesia covering Solo, Balikpapan, Mataram, Biak, Ambon,
Balikpapan, Mataram, Biak, Ambon, Surabaya dan Kupang. Surabaya and Kupang.
Tabel Kegiatan Collaborative Destination Development di Tahun 2018

Table of Collaborative Destination Development Activities in 2018
Tanggal Kota Tema

No
Date City Theme
27 Februari 2018
1 Solo Elevating Solo Raya as Tourism Destination
February 27, 2018
12 Maret 2018
2 Balikpapan Elevating East Borneo as Eco Tourism Destination
March 12, 2018
5 April 2018
3 Mataram Establishing Lombok Sumbawa as World Renowned Tourism Destination
April 5, 2018
11 April 2018
4 Biak The Ethnic Cultural Tourism Destination
April 11, 2018
23 April 2018
5 Ambon Collaborative Tourism Attraction in Mollucas
April 23, 2018
14 Mei 2018 Development of Tourism in East Java Preparing for Welcome to the Presence of
6 Surabaya
May 14, 2018 One Million Foreign Tourist Arrival in 2025
11 Desember 2018
7 Kupang Explore The Amazing Destination at East Nusa Tenggara
December 11, 2018
EVENT INTERNASIONAL INTERNATIONAL EVENTS

Pada tahun 2018, PTAngkasa Pura I (Persero) berkesempatan In 2018, PT Angkasa Pura I (Persero) had the opportunity to
untuk berpartisipasi dalam kegiatan Asia Routes di Brisbane, participate in Routes Asia activities in Brisbane, Australia
Australia dan World Routes di Guangzhou, Tiongkok. World and World Routes in Guangzhou, China. World Routes and
Routes dan Asia Routes merupakan event internasional yang Asia Routes were international events organized by UBM
diselenggarakan oleh UBM Internasional. Kegiatan tersebut International. In this activity a meeting forum to discuss
merupakan forum pertemuan untuk membahas tentang opportunities for developing routes both at the Asian
peluang pengembangan rute baik di tingkat regional Asia regional level and at the international level was conducted.
maupun di tingkat internasional. Forum Routes International The Routes International Forums were attended by senior

dihadiri oleh para senior decision maker dan para stakeholder decision makers and stakeholders who played significant
yang berperan dalam industri transportasi udara, termasuk roles in the air transportation industry, including from
dari industri bandar udara, penerbangan dan pemerintah. the airport, aviation and government industries. In Asia's
Dalam kegiatan Asia dan World Routes ini, PT Angkasa Pura I activities and World Routes, PT Angkasa Pura I (Persero)
(Persero) bertemu dengan beberapa maskapai internasional met several international airlines operating in Asia and
yang beroperasi di Asia maupun Internasional, untuk International to promote airports managed by PT Angkasa
mempromosikan bandar udara-bandar udara yang dikelola Pura I (Persero) as well as to introduce and deliver
oleh PT Angkasa Pura I (Persero) sekaligus memperkenalkan opportunities for route development to several destinations
dan menyampaikan peluang pengembangan rute ke in central and eastern Indonesia.
beberapa destinasi yang ada di Indonesia.
Di samping kegiatan Asia Routes dan World Routes, pada Other than Asia Routes and World Routes activities, in
tahun 2018 PT Angkasa Pura I (Persero) juga berkesempatan 2018 PT Angkasa Pura I (Persero) also had the opportunity
hadir dalam kegiatan Cargo Fact Asia 2018, yaitu sebuah to attend the Cargo Fact Asia 2018 activities. It was an
forum bertaraf internasional yang menghadirkan para pelaku international forum that presented business people in the air
bisnis di bidang kargo udara untuk membahas tren, key issue, cargo field to discuss trends, key issues and opportunities
serta peluang dari industri kargo terutama kargo udara yang from the cargo industry, especially air cargo in the Asia
berada di lingkup Asia. Kegiatan Cargo Fact Asia dikemas scope. Asia Cargo Fact activities were packaged in the form
dalam bentuk seminar dengan pembicara-pembicara yang of seminars with speakers who were the experts in the field
ahli dalam bidang kargo. of cargo.
Tabel Kegiatan Internasional yang diikuti oleh PT Angkasa Pura I (Persero)

Table of International Activities followed by PT Angkasa Pura I (Persero)
Tanggal Venue Tema

No
Date Venue Activities
18 – 20 Maret 2018
1 Brisbane, Australia Routes Asia 2018
March 18 – 20, 2018
15 – 18 September 2018
2 Guangzhou, Tiongkok World Routes 2018
September 15 – 18, 2018
23 – 25 April 2018
3 Shanghai, Tiongkok Cargo Fact 2018
April 23 – 25, 2018
PRICE PRICE
Sebagai bentuk kepedulian PT Angkasa Pura I (Persero) As a concern of PT Angkasa Pura I (Persero) for the aviation
kepada industri penerbangan, terutama untuk airline industry, especially for airlines opening new routes at
yang melakukan pembukaan rute baru di bandar udara PT Angkasa Pura I (Persero) airport, PT Angkasa Pura I
PT Angkasa Pura I (Persero), PT Angkasa Pura I (Persero) (Persero) provided landing fee incentive policies given to
memberikan kebijakan insentif landing fee yang diberikan airlines that opened new routes. With these incentives, it
kepada airline yang membuka rute baru. Dengan adanya was expected to reduce the risks faced by airlines in opening
insentif tersebut, diharapkan dapat mengurangi risiko yang new routes which would eventually be able to develop air
dihadapi airline dalam pembukaan rute baru yang pada connectivity to and from the airport of PT Angkasa Pura I
akhirnya akan dapat mengembangkan konektivitas udara (Persero). The landing fee incentive given to the airline was a
dari dan ke bandar udara PT Angkasa Pura I (Persero). discount from the total cost of landing services for domestic
Insentif landing fee yang diberikan kepada airline berupa and international flights for 12 (twelve) months at 100% in 11
potongan harga (discount) dari total biaya pelayanan jasa (eleven) airports managed by PT Angkasa Pura I ( Persero),
pendaratan untuk penerbangan dalam negeri dan luar including the following:
negeri selama 12 (dua belas) bulan sebesar 100% di 11
(sebelas) bandar udara yang dikelola oleh PT Angkasa Pura
I (Persero), diantaranya adalah sebagai berikut:
Tabel Insentif Landing Fee yang diberikan kepada Airline yang Membuka Rute Baru
Table of Landing Fee Incentive Given to the Airline that Opens New Route
Bandar Udara Penerbangan Dalam Negeri Penerbangan Luar Negeri

No
Airport Domestic Flights International Flight
1 SAMS Sepinggan – Balikpapan 100% 100%
2 Juanda – Surabaya Tidak ada / None 100%
3 Sultan Hasanuddin – Makassar 100% 100%

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2018 Annual Report
Bandar Udara Penerbangan Dalam Negeri Penerbangan Luar Negeri

No
Airport Domestic Flights International Flight
4 Sam Ratulangi – Manado 100% 100%
5 Syamsudin Noor – Banjarmasin 100% 100%
6 Jenderal Ahmad Yani – Semarang 100% 100%
7 Adi Soemarmo – Solo 100% 100%
8 Lombok – Praya 100% 100%
9 Pattimura – Ambon 100% 100%
10 Frans Kaisiepo – Biak 100% 100%
11 El Tari – Kupang 100% 100%
Di samping pemberian insentif untuk rute baru, PT Besides providing incentives for new routes, PT Angkasa
Angkasa Pura I (Persero) juga memberikan insentif untuk Pura I (Persero) also provided incentives for increasing
penambahan frekuensi. Pada tahun 2018, PT Angkasa frequency. In 2018, PT Angkasa Pura I (Persero) opened 57
Pura I (Persero) telah membuka rute baru sebanyak new routes in 11 (eleven) airports. The detail amount per
57 (lima puluh tujuh) rute di 11 (sebelas) bandar udara. route can be described as follows:
Adapun detail jumlah per rute sebagaia berikut:
Tabel Pemberian Insentif Kepada Airline Tahun 2018 oleh PT Angkasa Pura I (Persero)
Table of Giving Initiative to Airline in 2018 by PT Angkasa Pura I (Persero)
Bandar Udara Udara Jumlah Rute

No
Airport Total Route
1 I Gusti Ngurah Rai – Bali 12 Rute Baru / 12 New Routes
2 Juanda – Surabaya 11 Rute Baru / 11 New Routes
3 Sultan Hasanuddin – Makassar 9 Rute Baru / 9 New Routes
4 Bandar Udara Internasional – Lombok 2 Rute Baru / 2 New Routes
5 Jenderal Ahmad Yani – Semarang 7 Rute Baru / 7 New Routes
6 Adi Soemarmo – Solo 2 Rute Baru / 2 New Routes
7 Sam Ratulangi – Manado 1 Rute Baru / 1 New Routes
8 El Tari – Kupang 1 Rute Baru / 1 New Routes
9 Pattimura – Ambon 2 Rute Baru / 2 New Routes
10 Adisutjipto – Yogyakarta 2 Rute Baru / 2 New Routes
11 Syamsudin Noor – Banjarmasin 8 Rute Baru / 8 New Routes
TOTAL 57 Rute Baru / 57 New Routes
Salah satu pembukaan rute yang signifikan adalah One of the significant opening routes was the opening of
pembukaan rute yang dilaksanakan oleh Nam Air. Pada the route carried out by Nam Air. In 2018, Nam Air opened
tahun 2018, Nam Air melakukan pembukaan rute dari Bandar routes from Syamsuddin Noor Airport - Banjarmasin,
Udara Syamsudin Noor – Banjarmasin, Bandar Udara Juanda Juanda Airport- Surabaya, I Gusti Ngurah Rai - Bali Airport,
– Surabaya, Bandar Udara I Gusti Ngurah Rai – Bali, Bandar Jenderal Ahmad Yani Airport- Semarang Airport and
Udara Jenderal Ahmad Yani – Bandar Udara Semarang, dan Lombok International - Praya Airport.
Bandar Udara Lombok International – Praya.
Penentuan harga merupakan salah satu aspek yang Pricing is one of the important aspects in marketing. It is
penting di dalam pemasaran, mengingat bahwa harga considerable that prices are a reflection of the results (returns)
merupakan refleksi hasil (return) yang diterima Perseroan received by the Company for the services that have been provided
atas layanan yang telah diberikan kepada pelanggannya. to its customers. In its implementation, in accordance with the
Dalam implementasinya, sesuai dengan peraturan regulation of the Minister of Transportation Number PM. 36 of 2014,
Menteri Perhubungan Nomor PM. 36 Tahun 2014, bahwa regarding the stipulation of tariffs for airport services including
penetapan tarif atas layanan jasa kebandarudaraan yang aircraft landing, placement and storage services, passengers
meliputi PJP4U, PJP2U, aviobridge, counter, serta PJKP2U service charge, aviobridge, counter, and aircraft cargo services
perlu mendapatkan rekomendasi dahulu dari Menteri and post services, it needed to obtain prior recommendations
Perhubungan Indonesia. Pada tahun 2018, terdapat from the Minister of Transportation of Indonesia. In 2018, there
penyesuaian tarif PJP2U (Pelayanan Jasa Penumpang were Passengers Service Charge tariff adjustments (passenger
dan Pesawat Udara), PJP4U (Pelayanan Jasa Pendaratan, and airplane services), aircraft landing, placement and storage
Penempatan dan Penyimpanan), counter check-in dan services (landing, placement and storage services), check-in and
aviobridge untuk penerbangan domestik dan internasional aviobridge counter for domestic and international flights at 13
di 13 (tiga belas) bandar udara PT Angkasa Pura I (Persero): (thirteen) PT Angkasa Pura I airports (Persero):

Tabel Tarif Pelayanan Jasa Penumpang dan Pesawat Udara (PJP2U)

Table of Passengers Service Charge Tariff (dalam Rupiah penuh / in full Rp)
Tarif Baru
Terhitung Mulai Tanggal New Tariff
Bandar Udara
No. (TMT)
Airport Domestik Internasional
Started from
Domestic International
1 Januari 2018
1 - 225,000
January 1, 2018
I Gusti Ngurah Rai - Bali
1 April 2018
2 100,000 -
April 1, 2018
Tarif berikut dibuat pada tahun 2018 oleh PT Angkasa Pura I (Persero). /
The following tariffs were made in 2018 by PT Angkasa Pura I (Persero).
Tabel Tarif Pendaratan (Domestik) - Rupiah

Table of Landing Tariff (Domestic) - Rupiah
Terhitung Mulai
Bandar Udara 0 – 20 Ton 20 – 40 Ton 40 – 100 Ton > 100 Ton
No Tanggal (TMT)
Airport 0 – 20 Ton 20 – 40 Ton 40 – 100 Ton > 100 Ton
Started from
1 Oktober 2018
1 I Gusti Ngurah Rai – Bali 5,680 6,700 7,370 8,107
October 1, 2018
1 Oktober 2018
2 Juanda – Surabaya 5,449 6,420 7,062 7,768
October 1, 2018
1 Oktober 2018
3 Sultan Hasanuddin – Makassar 5,449 6,420 7,062 7,768
October 1, 2018
1 Oktober 2018
4 SAMS Sepinggan – Balikpapan 5,449 6,420 7,062 7,768
October 1, 2018
1 Oktober 2018
5 Lombok International – Praya 3,388 4,062 4,469 4,915
October 1, 2018
1 Oktober 2018
6 Sam Ratulangi – Manado 4,886 5,991 6,590 7,249
October 1, 2018
1 Oktober 2018
7 Adisutjipto – Yogyakarta 3,822 4,498 4,948 5,442
October 1, 2018
1 Oktober 2018
8 Adi Soemarmo – Solo 3,698 4,498 4,948 5,442
October 1, 2018
1 Oktober 2018
9 Jenderal Ahmad Yani - Semarang 3,698 4,498 4,948 5,442
October 1, 2018
1 Oktober 2018
10 Syamsudin Noor – Banjarmasin 4,886 5,991 6,590 7,249
October 1, 2018
1 Oktober 2018
11 El Tari – Kupang 3,544 4,498 4,948 5,442
October 1, 2018
1 Oktober 2018
12 Pattimura – Ambon 3,544 4,498 4,948 5,442
October 1, 2018
1 Oktober 2018
13 Frans Kaisiepo – Biak 3,544 4,498 4,948 5,442
October 1, 2018
Tabel Tarif Pendaratan (Internasional) - Dollar

Table of Landing Tariff (International) - Dollar
Terhitung Mulai
No Tanggal (TMT)
Started from
1 Oktober 2018
1 I Gusti Ngurah Rai – Bali 4.91 5.03 6.03 7.24
October 1, 2018
1 Oktober 2018
2 Juanda – Surabaya 4.71 4.82 5.79 6.95
October 1, 2018
1 Oktober 2018
3 Sultan Hasanuddin – Makassar 4.71 4.82 5.79 6.95
October 1, 2018
1 Oktober 2018
4 SAMS Sepinggan – Balikpapan 4.54 4.82 5.79 6.95
October 1, 2018
1 Oktober 2018
5 Lombok International – Praya 2.85 2.92 3.5 4.2
October 1, 2018

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2018 Annual Report
Terhitung Mulai
No Tanggal (TMT)
Started from
1 Oktober 2018
6 Sam Ratulangi – Manado 4.1 4.34 5.21 6.26
October 1, 2018
1 Oktober 2018
7 Adisutjipto – Yogyakarta 3.05 3.28 3.93 4.72
October 1, 2018
1 Oktober 2018
8 Adi Soemarmo – Solo 3.21 3.28 3.93 4.72
October 1, 2018
1 Oktober 2018
9 Jenderal Ahmad Yani - Semarang 3.05 3.28 3.93 4.72
October 1, 2018
1 Oktober 2018
10 Syamsudin Noor – Banjarmasin 4.1 4.34 5.21 6.26
October 1, 2018
1 Oktober 2018
11 El Tari – Kupang 2.98 3.28 3.93 4.72
October 1, 2018
1 Oktober 2018
12 Pattimura – Ambon 2.98 3.28 3.93 4.72
October 1, 2018
1 Oktober 2018
13 Frans Kaisiepo – Biak 2.98 3.28 3.93 4.72
October 1, 2018
Tabel Tarif Penempatan

Table of Placement Tariff
Terhitung Mulai Tanggal

Bandar Udara Domestik (Rp) Internasional (Dollar)
No (TMT)
Airport Domestic (Rp) International (Dollar)
Started from
1 Oktober 2018
1 I Gusti Ngurah Rai – Bali 1,536 0.56
October 1, 2018
1 Oktober 2018
2 Juanda – Surabaya 1,463 0.55
October 1, 2018
1 Oktober 2018
3 Sultan Hasanuddin – Makassar 1,463 0.55
October 1, 2018
1 Oktober 2018
4 SAMS Sepinggan – Balikpapan 1,404 0.55
October 1, 2018
1 Oktober 2018
5 Lombok International – Praya 903 0.32
October 1, 2018
1 Oktober 2018
6 Sam Ratulangi – Manado 1,288 0.48
October 1, 2018
1 Oktober 2018
7 Adisutjipto – Yogyakarta 956 0.45
October 1, 2018
1 Oktober 2018
8 Adi Soemarmo – Solo 1,013 0.32
October 1, 2018
1 Oktober 2018
9 Jenderal Ahmad Yani - Semarang 956 0.31
October 1, 2018
1 Oktober 2018
10 Syamsudin Noor – Banjarmasin 1,288 0.48
October 1, 2018
1 Oktober 2018
11 El Tari – Kupang 932 0.3
October 1, 2018
1 Oktober 2018
12 Pattimura – Ambon 932 0.3
October 1, 2018
1 Oktober 2018
13 Frans Kaisiepo – Biak 932 0.3
October 1, 2018
Tabel Tarif Counter Check-In

Table of Counter Check-In Tariff

No (TMT)
Started from
1 Oktober 2018
1 I Gusti Ngurah Rai – Bali 2,634 0.74
October 1, 2018
1 Oktober 2018
2 Juanda – Surabaya 2,634 0.74
October 1, 2018


No (TMT)
Started from
1 Oktober 2018
3 Sultan Hasanuddin – Makassar 2,634 0.54
October 1, 2018
1 Oktober 2018
4 SAMS Sepinggan – Balikpapan 2,634 0.59
October 1, 2018
1 Oktober 2018
5 Lombok International – Praya 1,805 0.46
October 1, 2018
1 Oktober 2018
6 Sam Ratulangi – Manado 1,805 0.46
October 1, 2018
1 Oktober 2018
7 Adisutjipto – Yogyakarta 1,865 0.45
October 1, 2018
1 Oktober 2018
8 Adi Soemarmo – Solo 1,805 0.47
October 1, 2018
1 Oktober 2018
9 Jenderal Ahmad Yani - Semarang 1,805 0.47
October 1, 2018
1 Oktober 2018
10 Syamsudin Noor – Banjarmasin 1,805 -
October 1, 2018
1 Oktober 2018
11 El Tari – Kupang 1,617 0.44
October 1, 2018
1 Oktober 2018
12 Pattimura – Ambon 1,617 0.44
October 1, 2018
1 Oktober 2018
13 Frans Kaisiepo – Biak 1,617 0.44
October 1, 2018
Tabel Tarif Aviobridge (Domestik) - Rupiah

Table of Aviobridge Tariff (Domestic) - Rupiah

Bandar Udara Domestik (Rp)
No (TMT)
Airport Domestic (Rp)
Started from
1 Oktober 2018
1 I Gusti Ngurah Rai – Bali 4,429
October 1, 2018
1 Oktober 2018
2 Juanda – Surabaya 4,429
October 1, 2018
1 Oktober 2018
3 Sultan Hasanuddin – Makassar 4,429
October 1, 2018
1 Oktober 2018
4 SAMS Sepinggan – Balikpapan 4,429
October 1, 2018
1 Oktober 2018
5 Lombok International – Praya 3,430
October 1, 2018
1 Oktober 2018
6 Sam Ratulangi – Manado 4,286
October 1, 2018
1 Oktober 2018
7 Adisutjipto – Yogyakarta -
October 1, 2018
1 Oktober 2018
8 Adi Soemarmo – Solo 3,458
October 1, 2018
1 Oktober 2018
9 Jenderal Ahmad Yani - Semarang 3,458
October 1, 2018
1 Oktober 2018
10 Syamsudin Noor – Banjarmasin -
October 1, 2018
1 Oktober 2018
11 El Tari – Kupang -
October 1, 2018
1 Oktober 2018
12 Pattimura – Ambon 3,287
October 1, 2018
1 Oktober 2018
13 Frans Kaisiepo – Biak -
October 1, 2018

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2018 Annual Report
Tabel Tarif Aviobridge (Domestik) - Rupiah

Table of Aviobridge Tariff (International) - Dollar
Terhitung Mulai Sampai dengan

Bandar Udara 100 – 200 Ton 200 – 300 Ton > 300 Ton
No Tanggal (TMT) 100 Ton
Airport 100 – 200 Tons 200 – 300 Tons > 300 Tons
Started from Up to 100 tons
1 Oktober 2018
1 I Gusti Ngurah Rai – Bali 49.95 125.55 209.25 236.25
October 1, 2018
1 Oktober 2018
2 Juanda – Surabaya 49.95 125.55 209.25 236.25
October 1, 2018
1 Oktober 2018
3 Sultan Hasanuddin – Makassar 49.95 125.55 209.25 236.25
October 1, 2018
1 Oktober 2018
4 SAMS Sepinggan – Balikpapan 48.1 120.9 201.5 227.5
October 1, 2018
1 Oktober 2018
5 Lombok International – Praya 48.1 120.9 201.5 227.5
October 1, 2018
1 Oktober 2018
6 Sam Ratulangi – Manado 48.1 120.9 201.5 227.5
October 1, 2018
1 Oktober 2018
7 Adisutjipto – Yogyakarta - - - -
October 1, 2018
1 Oktober 2018
8 Adi Soemarmo – Solo 49.95 125.55 209.25 236.25
October 1, 2018
1 Oktober 2018
9 Jenderal Ahmad Yani - Semarang 49.95 125.55 209.25 236.25
October 1, 2018
1 Oktober 2018
10 Syamsudin Noor – Banjarmasin - - - -
October 1, 2018
1 Oktober 2018
11 El Tari – Kupang - - - -
October 1, 2018
1 Oktober 2018
12 Pattimura – Ambon 46.25 116.25 193.75 218.75
October 1, 2018
1 Oktober 2018
13 Frans Kaisiepo – Biak - - - -
October 1, 2018
PANGSA PASAR MARKET SHARE

Berdasarkan PP Nomor 25 Tahun 1987 tanggal 19 Mei 1987, Based on Government Regulation Number 25 of 1987 dated
PT Angkasa Pura I (Persero) diberi tugas untuk mengelola 19 May 1987, PT Angkasa Pura I (Persero) is given the task
bandar udara di bagian tengah dan timur Indonesia to manage airports in central and eastern Indonesia while
sedangkan PT Angkasa Pura II (Persero) diberi tugas PT Angkasa Pura II (Persero) is given the task to manage
untuk mengelola bandar udara yang berada di wilayah airports in western Indonesia. Airports which aren’t
barat Indonesia. Sedangkan, untuk bandar udara-bandar managed by either PT Angkasa Pura I (Persero) or Angkasa
udara yang tidak dikelola oleh PT Angkasa Pura I (Persero) Pura II are managed by Technical Implementation Unit of the
maupun Angkasa Pura II berada di bawah pengelolaan Unit Ministry of Transportation.
Pelaksana Teknis Kementerian Perhubungan.
Sementara itu, Pemerintah melalui Direktorat Jenderal Meanwhile, the Government through the Directorate General
Perhubungan Udara Kementerian Perhubungan, of Air Transportation of the Ministry of Transportation offers
menawarkan kerja sama empat Bandar Udara berstatus cooperation of four aiports with Public Service Agency
Badan Layanan Umum (BLU) kepada PT Angkasa Pura I (BLU) status to PT Angkasa Pura I (Persero) and PT Angkasa
(Persero) dan PT Angkasa Pura II (Persero). Dalam rangka Pura II (Persero). This is done in order to reduce the burden
mengurangi beban APBN, Kementerian Perhubungan of the state budget, so that the Ministry of Transportation
Republik Indonesia tidak perlu lagi mengeluarkan biaya of the Republic of Indonesia no longer need to spend on
investasi dan biaya operasional. investment and operational costs
Dalam jangka waktu 5 (lima) tahun ke depan, PT Angkasa In the next 5 (five) years, PT Angkasa Pura I will conduct
Pura I akan melakukan studi dan akuisisi pada 7 (tujuh) studies and acquisitions of 7 (seven) UPT airports, including:
bandar udara UPT, antara lain:
1. Bandar Udara Syukuran Aminuddin Amir – Luwuk 1. Syukuran Aminuddin Amir Airport - Luwuk
2. Bandar Udara Sentani – Jayapura 2. Sentani Airport - Jayapura
3. Bandar Udara Mutiara SIS Al Jufrie - Palu 3. Mutiara SIS Al Jufrie Airport - Palu
4. Bandar Udara APT Pranoto - Samarinda 4. APT Pranoto Airport - Samarinda
5. Bandar Udara Komodo - Labuan Bajo 5. Komodo Airport - Labuan Bajo

6. Bandar Udara Juwata - Tarakan 6. Juwata Airport - Tarakan

7. Bandar Udara Domine Eduard Osok - Sorong 7. Domine Eduard Osok Airport - Sorong
Serta kerjasama pembangunan dan pengoperasian And cooperation in the construction and operation of Kediri
Bandar Udara Kediri, Jawa Timur. Airport, East Java.
Dengan adanya kerjasama tersebut diharapkan akan The cooperation is expected to benefit many parties, i.e.
memberikan manfaat kepada banyak pihak, yaitu kepada the government (state), local governments and PT Angkasa
pemerintah (negara), pemerintah daerah dan PTAngkasa Pura Pura I (Persero), such by increasing capacities, facilities, and
I (Persero) yang diantaranya seperti peningkatan kapasitas, level of service of the airports for service users, triggering
fasilitas dan tingkat layanan bandar udara kepada pengguna economic growth of the communities by opening airports
jasa, memicu pertumbuhan perekonomian masyarakat and improving accessibility to tourist and mining areas, as
karena terbukanya lapangan kerja dan meningkatkan well as developing network and interconnectivity among
kemudahan aksesibilitas ke area wisata dan tambang serta airports in eastern Indonesia, considering Indonesia is an
dapat mengembangkan network dan interconnectivity island country which has 17.504 islands spread all over
bandar udara di kawasan Indonesia bagian timur, mengingat it with 237 airports. Therefore air transportation is still
Indonesia merupakan negara kepulauan yang memiliki 17.504 considered an effective option for transportation modes.
pulau yang tersebar di seluruh penjuru Indonesia dengan 237
bandar udara sehingga transportasi udara ini dinilai masih
cukup efektif dijadikan pilihan sebagai moda transportasi.
Dikarenakan masih terbatasnya Perseroan yang mengelola Due to limited number of companies which manage airports
bandar udara di seluruh wilayah Indonesia, daya tarik industri across Indonesia, the attractiveness of airport industry in
kebandarudaraan di Indonesia dinilai masih cukup tinggi. Indonesia is quite high. However, the implementation of
Meskipun demikian, dengan diberlakukannya Undang-Undang Law Number 1 of 2009 on Aviation gives opportunity for
Nomor 1 Tahun 2009 tentang Penerbangan memberikan private parties to manage airports in Indonesia, thus PT
kesempatan kepada pihak swasta untuk mengelola bandar Angkasa Pura I (Persero) will have indirect competition with
udara di Indonesia, maka PT Angkasa Pura I (Persero) private parties which become the government’s partners in
akan memiliki persaingan secara tidak langsung dengan managing airports. The company should anticipate soon-
pihak swasta yang akan menjadi rekan pemerintah dalam to-emerge future competition due to the deregulation
mengelola bandar udara dan Perseroan perlu mengantisipasi implemented by the government.
persaingan yang segera muncul di masa yang akan datang
akibat deregulasi yang diterapkan oleh pemerintah.
Berdasarkan hasil analisis eksternal (benchmarking) yang Based on the results of external analysis (benchmarking)
digunakan untuk membandingkan performa bandar udara used to compare the performance of airports in PT Angkasa
di PT Angkasa Pura I (Persero) dengan bandar udara global Pura I (Persero) with global airports, when compared to
jika dibandingkan dari sisi distribusi pendapatan non non-aeronautical income distribution as per business is as
aeronautikal per segmen bisnis, yaitu sebagai berikut: follows:
Perbandingan Komposisi Non-Aeronautika Secara Global

Comparison of Global Non-Aeronautical Composition
Property And
Aviation Other Non-
Retail Food and Rental Car Utility Real Estate
Region Car Parking Advertising Fuel and Oil Catering Aeronautical
Concessions Beverage Concession Recharges Revenue Or
Service Revenue***
Rent
Africa 33.4% 1.5% 13.7% 6.3% 6.8% 2.7% 0.2% 5.5% 18.7% 11.2%
Asia-Pacific 31.3% 4.5% 9.5% 1.2% 5.8% 1.8% 0.9% 5.1% 25.4% 14.5%
Europe 33.4% 6.0% 19.7% 3.2% 2.9% 1.1% 0.2% 3.8% 16.9% 12.9%
Latin
America- 39.4% 7.6% 10.8% 3.2% 5.5% 4.9% 0.7% 1.2% 6.6% 20.1%
Caribbean
Middle East 55.0% 4.6% 8.5% 0.9% 2.8% 3.8% 1.0% 3.4% 11.1% 8.8%
North
9.5% 7.2% 40.4% 18.8% 0.8% 2.9% 0.0% 0.0% 5.8% 14.6%
America
PT AP I
26.8% 6.5% 7.4% 0.4% 4.1% 0.0% 1.4% 3.6% 17.7% 32.1%
2017
Sumber / Source : ACI Airport Economics Report 2017, CB Insights

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2018 Annual Report
Bisnis nonaeronautika merupakan kontributor yang Non-aeronautics businesses are important contributors to
penting bagi pendapatan operasional bandar udara secara overall airport operating income, contributing nearly 40%
keseluruhan, dengan kontribusi hampir 40% terhadap to airport revenue globally. The property and real estate
pendapatan bandar udara secara global. Sektor properti sector is the most dominant contributor of non-aeronautical
dan real estate merupakan kontributor pendapatan income in the Asia-Pacific airport (with a contribution of
nonaeronautika yang paling dominan di bandar udara Asia 25.4% of all revenues at global airports). This is influenced
-Pasifik (dengan kontribusi sebesar 25.4% dari seluruh by the increasing global air traffic in the Asia-Pacific, so
pendapatan di bandar udara global). Hal ini dipengaruhi airports in Asia-Pacific take the initiative to continue to
oleh semakin tingginya trafik penerbangan global di improve infrastructure to accommodate a large amount of
Asia-Pasifik, sehingga bandar udara di Asia-Pasifik flight and passenger traffic capacity. In terms of Angkasa
berinisiatif untuk terus meningkatkan infrastruktur Pura I, the most dominant contribution of non-aeronautical
untuk menampung kapasitas trafik penerbangan dan income is related to retail concession revenue (i.e. 26.8%)
penumpang yang cukup besar. Dari sisi Angkasa Pura and other revenues (such as service revenues, construction
I, kontribusi pendapatan nonaeronautika yang paling services, CIP Lounge concessions, FTC and others with a
dominan terkait dengan pendapatan retail concession total contribution of 32 .1%).
(yakni sebesar 26,8%) dan pendapatan lainnya (seperti
pendapatan service, jasa konstruksi, konsesi CIP Lounge,
FTC dan lainnya dengan kontribusi total sebesar 32,1%).
Komposisi penumpang angkutan udara dan lalu lintas The compositions of air passenger and air traffic in Indonesia
pesawat di Indonesia berdasarkan pengelola bandar by airport manager are described in the diagrams below.
udara tergambar melalui diagram di bawah ini.
Tabel Pangsa Pasar

Table of Market Share (dalam / in %)
Uraian Pertumbuhan
2018 2017
Description Growth
Berdasarkan Pegerakan Penumpang
41.44 43.40 (1.96)
Based on Passengers Movements
Berdasarkan Lalu Lintas Pesawat
37.49 42.89 (5.4)
Based on Aircraft Traffic
Berdasarkan Pergerakan Kargo
25.77 26.70 (0.93)
Based on Cargo Movements
Sumber : Statistik Lalu Lintas Udara 2017-2018, PT Angkasa Pura I (Persero) dan Angkasa Pura II (Persero).
Source : Air Traffic Statistics 2017-2018, PT Angkasa Pura I (Persero) and Angkasa Pura II (Persero).
Pada 2018, pangsa pasar PT Angkasa Pura I (Persero) In 2018, the market share of PT Angkasa Pura I (Persero),
berdasarkan total penumpang angkutan udara mencapai based on total air transport passengers, reached 41.44%
sebesar 41,44% lebih rendah 1,96% dibandingkan tahun lowered by 1.96% compared to 2017 which reached 43.40%.
2017 yang mencapai 43,40%. Angkasa Pura II sebagai Angkasa Pura II as an airport manager in the western
pengelola bandar udara di wilayah barat Indonesia region of Indonesia which gained a market share of 47.79%,
yang memperoleh pangsa pasar sebesar 47,79%, lebih lowered by 2.98% compared to 2017 which reached 50.77%.
rendah 2,98% dibandingkan tahun 2017 yang mencapai On the other hand, the Technical Implementation Unit
50,77%. Di sisi lain, Unit Pelaksanaan Teknis Kementerian (UPT) of the Ministry of Transportation which is now called
Perhubungan (UPT) yang sekarang disebut dengan Unit the Airport Organizing Unit (UPBU) had a market share of
Penyelenggara Bandar Udara (UPBU) memiliki pangsa 10.77%, increased by 4.95%, compared to 2017 which was
pasar sebesar 10,77%, meningkat sebesar 4,95%, 5.82%. Details regarding market share based on passenger
dibandingkan tahun 2017 yang sebesar 5,82%. Rincian movements can be seen in the following diagram.
terkait pangsa pasar berdasarkan pergerakan penumpang
dapat dilihat pada diagram berikut.

Pangsa Pasar Tahun 2018 Pangsa Pasar Tahun 2017

Berdasarkan Pergerakan Penumpang Berdasarkan Pergerakan Penumpang
Market Share in 2018 Based on Market Share in 2017 Based on
Pessengers Movements Pessengers Movements
5.82%
10.77%
41.44% 43.40%
50.77%
50.77%
47.79%

PT Angkasa Pura II (Persero)
Unit Penyelenggara Bandar Udara (UPBU)
Airport Organizing Unit (UPBU)
Jika dilihat berdasarkan lalu lintas pesawat, di tahun When viewed based on aircraft traffic, in 2018 PT Angkasa
2018 PT Angkasa Pura I (Persero) memiliki pangsa pasar Pura I (Persero) had a market share of 37.49%, lowered by
sebesar 37,49% lebih rendah 5,40% dibandingkan dengan 5.40% compared to 2017 which reached 42.89%. In addition,
tahun 2017 yang mencapai 42,89%. Selain itu pangsa Angkasa Pura II’s market share was 38.90%, lowered by
pasar Angkasa Pura II sebesar 38,90% lebih rendah 5,21% 5.21% compared to 2017 which was 44.51%. On the other
bila dibandingkan tahun 2017 yang sebesar 44,51%. Di sisi hand, the Airport Organizing Unit (UPBU) had a market
lain, Unit Penyelenggara Bandar Udara (UPBU) memiliki share of 23.60% in 2018, increased by 11.00% compared
pangsa pasar sebesar 23,60% di tahun 2018, meningkat to 2017 which was 12.60%. Details regarding market share
sebesar 11,00% dibandingkan 2017 yang sebesar 12,60%. based on aircraft traffic can be seen in the following diagram.
Rincian terkait pangsa pasar berdasarkan lalu lintas
pesawat dapat dilihat pada diagram berikut.

Berdasarkan Pergerakan Pesawat Berdasarkan Pergerakan Pesawat
Aircraft Movements Aircraft Movements
12.60%
23.60%
37.49% 42.89%
44.51%
38.90%

Jika dilihat berdasarkan pergerakan kargo, di tahun 2018 Based on the cargo movement, in 2018 PT Angkasa Pura I
PT Angkasa Pura I (Persero) memiliki pangsa pasar sebesar (Persero) had a market share of 25.77%, lowered by 0.93%
25,77% lebih rendah 0,93% dibandingkan dengan tahun compared to 2017, which reached 26.70%. Furthermore,
2017 yang mencapai 26,70%. Selain itu pangsa pasar Angkasa Pura II’s market share was 52.46%, lowered by
Angkasa Pura II sebesar 52,46% lebih rendah 1,56% bila 1.56% in 2017 which was 54.02%. On the other hand, the
dibandingkan tahun 2017 yang sebesar 54,02%. Di sisi Airport Organizing Unit (UPBU) had a market share of
lain, Unit Penyelenggara Bandar Udara (UPBU) memiliki 21.78% in 2018, increased by 2.5% compared to 2017 which
pangsa pasar sebesar 21,78% di tahun 2018, meningkat was 19.28%. Details regarding market share based on cargo
sebesar 2,5% dibandingkan 2017 yang sebesar 19,28%. movements can be seen in the following diagram.
Rincian terkait pangsa pasar berdasarkan pergerakan
kargo dapat dilihat pada diagram berikut.

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2018 Annual Report

Berdasarkan Pergerakan Kargo Berdasarkan Pergerakan Kargo
Cargo Movements Cargo Movements
21.78% 25.77% 19.78% 26.70%
52.46% 54.02%

Selanjutnya untuk mencapai visi PT Angkasa Pura I Furthermore, to achieve PT Angkasa Pura I (Persero)’s
(Persero) yaitu menjadi salah satu dari sepuluh Perseroan vision of becoming one of the ten best airport management
pengelola bandar udara terbaik di Asia, maka PT Angkasa companies in Asia, PT Angkasa Pura I (Persero) needs to
Pura I (Persero) perlu melakukan transformasi model transform its business model to achieve optimal customer
bisnis untuk mencapai tingkat kepuasan pelanggan yang satisfaction with the value of the Customer Satisfaction
optimal dengan nilai Customer Satisfaction Index (CSI) Index (CSI) from 3.92 in 2014 to 4.60 in 2018 and increase
dari 3,92 di 2014 menjadi 4,60 di 2018 dan meningkatkan non-aeronautical income from 43% in 2014 to 57% in 2018.
pendapatan nonaeronautika dari 43% di 2014 menjadi The target is in line with the average achievement of the
57% di 2018. Target tersebut sesuai dengan pencapaian best airport in Asia.
rata-rata bandar udara terbaik di Asia.
Hingga tahun 2018, terdapat delapan bandar udara Until 2018, there were eight Angkasa Pura I airports included
Angkasa Pura I yang diikutsertakan dalam penilaian in the Airport Service Quality (ASQ) assessment by ACI.
Airport Service Quality (ASQ) oleh ACI. Bandar Udara Lombok Airport was included in the ASQ assessment in
Internasional Lombok diikutsertakan dalam penilaian 2015 but was discontinued until it was re-included in 2018.
ASQ di tahun 2015 namun tidak dilanjutkan lagi hingga Meanwhile Adi Soemarmo International Airport Solo and
kemudian di tahun 2018 diikutsertakan kembali, Sam Ratulangi International Airport Manado were just
sedangkan Bandar Udara Internasional Adi Soemarmo included in 2017.
Solo dan Bandar Udara Internasional Sam Ratulangi
Manado baru diikutsertakan pada tahun 2017.
Analisis Skor Airport Service Quality (ASQ) pada Bandar Analysis of Airport Service Quality (ASQ) Score at Angkasa
Udara Angkasa Pura I Tahun 2014-2018 Pura I Airport 2014-2018
DPS SUB UPG BPN LOP SOC MDC KOE

2014 3.90 3.64 4.18 3.99
2015 4.74 4.38 3.65 4.31 3.19
2016 4.92 4.46 4.16 4.54
2017 4.98 4.64 4.49 4.86 4.32 4.40
2018 4.92 4.86 4.62 4.93 4.17 4.26 4.69 3.93
Sumber : Informasi internal Angkasa Pura I

Source : internal information of Angkasa Pura I

Profil dan Demografi Pelanggan

Customers Profiles and Demography
Pesawat / Aircraft Kelas / Class Bandar Udara Tujuan / Destination

Airport
12%
12%
26% 26%
8% 13%
8%
8% 27% 99%
6% 6%
4%
3% 3% 3% 3%
8%
18%
11%
CGK
SUB
UPG
HLP
DPS
SIN
KUL
BPN
BDJ
JOG
Others
Lainnya /
12%
Lion Air Citilink Ekonomi / Economic

Garuda Indonesia Batik Air Bisnis / Business
Wings Air Air Asia
Sriwijaya Air Lainnya /Others
Tujuan Perjalanan Transportasi ke Bandar Udara Tiba Sebelum Berangkat (Menit)

Destination Transportation to The Airport Arrival Prior to Take Off (Minute)
3%
2%
2% 23%
13%
29%
1% 49%
18% 23%
17%
41% 16%
14% 18%
13%
10%
9% <30 30-60 60-90 90-120 >120
Dinas / Service Pribadi / Private

Keluarga / Family Bus / Bus
Bisnis / Business Taxi Argo / Metered
Wisata/ Recreation Sewa / Rent
Sekolah / Study Kereta Api / Train
Lainnya / Others Taxi Online / Online Taxi
Lainnya / Others
Penumpang Belanja Alasan Tidak Belanja Perjalanan Udara (Kali / Tahun)

Passengers Shopping Reasons for Not Shopping Air Travel (Times / Year)
1%
47%
36% 26%
62% 22%
14%
3% 11%
64% 7%
2%
3% 1 2-5 5-10 10-20 >20
Tidak Belanja / Not Shopping Bekal / Bring Lunch

Belanja / Shopping Tidak Menarik / Not Interesting
Tidak Tersedia / Unavailable
Tidak Cukup Waktu / No Time
Tidak Butuh / Unnecessary
Lainnya / Others

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2018 Annual Report
Domisili / Domicile Jenis Kelamin / Gender Usia (Tahun) / Age (Year)
68%
55% 41%
30%
7% 15%
45%
4% 4% 4% 4%
3% 7% 7%
2% 2% 2% 2%
Jakarta
Surabaya
Makksar
Ambon
Kupang
Semarang
Solo
Banjarmasin
Bali
Balikpapan
Others
Lainnya /
<20 20-30 30-40 40-50 >50
Wanita / Female
Pria / Wanita
Pendidikan / Background of Education Pekerjaan / Occupation Penghasilan (Juta) / Income (Million)
5%
2% 12%
52% 36%
6% 33%
33%
16%
15%
6% 11%
10% 2%
5%
4%
1%
8%
32%
SD SMP SMA D3/S1 S2/S3 <2,5 2,5-5 5-10 10-20 >20
Pelajar / Student
PNS / Civil Servants
TNI/ Polri / TNI/ Polri
BUMN / BUMN
Pegawai Swasta / Private employees
Tenaga Kerja / Labor
Wirausaha / Entrepreneur
Profesional / Professional
Lainnya / Others
Sumber: Hasil Survei Customer Satisfaction Index (CSI) INACA di PT Angkasa Source: Result of Customer Satisfaction Index (CSI) Survey of INACA at PT
Pura I (Persero) Tahun 2018 Angkasa Pura I (Persero) in 2018
Jika dilihat dari persentase pengguna maskapai, When viewed from the percentage of airline users, the
segmentasi pangsa pasar pelanggan PT Angkasa Pura I segmentation of the market share of PT Angkasa Pura I
(Persero) didominasi oleh penumpang Lion Air (27%) dan (Persero)’s customers is dominated by passengers of Lion
Garuda Indonesia (18%) yang merupakan penumpang (27%) and Garuda (18%) who take economic class (99%),
kelas ekonomi (99%), dengan proporsi penumpang pria with proportion of male passengers by 55% female by 45%.
sebanyak 55% dan wanita sebanyak 45%. Adapun tujuan The purpose of the trip is 41% for family purposes and 23%
perjalanan sebanyak 41% untuk keperluan keluarga dan for business travel.
23% untuk perjalanan dinas.
Rata-rata usia penumpang yang melakukan perjalanan The average age of passengers traveling by air transportation
menggunakan transportasi udara berada dikisaran usia ranges from 20-30 years old (41%) with an average income
20-30 tahun (41%) dengan rata-rata jumlah penghasilan of around 2.5-5 million Rupiahs (36%), which is dominated
sekitar 2,5-5 juta Rupiah (36%), yang didominasi oleh by passengers who work as private employees by 32%, civil
penumpang yang bekerja sebagai pegawai swasta servants bu 16% and entrepreneurs by 13%, so by 64% of
sebanyak 32%, PNS 16% dan wirausaha 13%, sehingga passengers of PT Angkasa Pura I (Persero) do shopping at
sebanyak 64% penumpang PT Angkasa Pura I (Persero) the airport.
yang melakukan kegiatan belanja di bandar udara.

Informasi profil dan demografi pelanggan (penumpang) Information of profile and demography of customers
menjadi penting untuk diketahui karena merupakan (passengers) is important to know because they’re the
pengguna utama bandar udara. Pemahaman yang baik main users of airports. Good understanding of passenger
terhadap profil dan perilaku penumpang akan membantu profile and behaviors will help PT Angkasa Pura I (Persero)
PT Angkasa Pura I (Persero) dalam melakukan perbaikan improve and enhance more effective services for the served
dan peningkatan pelayanan yang lebih efektif pada segment, encoura
segmen yang dilayani, sehingga dapat mendorong ging revenue growth.
tumbuhnya pendapatan.
KINERJA SEGMEN SEGMENT PERFORMANCE
PT Angkasa Pura I (Persero) telah melaporkan segmen- PT Angkasa Pura I (Persero) has reported business segments
segmen usaha sesuai Penerapan Standar Akuntasi consistent with the Implementation of Financial Accounting
Keuangan (PSAK) 5 (revisi 2010). Usaha PT Angkasa Pura Standard (PSAK) 5 (revision 2010). The business of PT Angkasa
I (Persero) dikelompokkan berdasarkan divisi-divisi operasi Pura I (Persero) is categorize by divisions of operation, i.e.
yaitu aeronautika, nonaeronautika, kargo, dan lainnya dan aeronautics, non-aeronautics, cargo and others and subsidiary.
kantor cabang. Namun demikian, secara umum produksi However, generally, the main production of PT Angkasa Pura
utama Angkasa Pura I ditopang oleh produksi segmen usaha I (Persero) is supported by aeronautical service business
jasa aeronautika dan segmen usaha jasa nonaeronautika. segment and non-aeronautical service business segment.
Secara konsolidasi, segmen operasi PT Angkasa Pura I On a consolidated basis, the operating segment of PT
(Persero) mencakup segmen kebandar udaraan dan non Angkasa Pura I (Persero) covers the airport and non-airport
bandar udara. Segmen operasi adalah informasi segmen segments. The operating segment is business segment
usaha yang dilaporkan kepada pengambil keputusan information that is reported to the operational decision
operasional difokuskan pada aktivitas bisnis Perseroan makers focused on the Company’s business activities which
yang diklasifikasikan berdasarkan kategori jenis usaha are classified according to the Company’s business type
Perseroan yang dibedakan dalam kelompok usaha utama categories which are differentiated into the main business
dan di luar kelompok usaha utama. groups and out of the main business groups.
PENJELASAN SEGMEN OPERASI DESCRIPTION OF SEGMENT OF OPERATION

Segmen operasi Perseroan adalah aeronatuika (kebandar The Company’s segments of operation are aeronautics
udaraan) dan nonaeronautika (non bandar udara). (airport) and non-aeronautics (non-airport). The description
Penjelasan dan kinerja operasional per segmen disajikan and operational performance per segment are presented
sebagai berikut. below.
SEGMEN USAHAJASA AERONAUTIKA (KEBANDARAAN) AERONAUTICAL SERVICE BUSINESS SEGMENT (AIRPORT)

Segmen usaha aeronautika merupakan bidang usaha Aeronautical business segment is airport business field
kebandarudaraan yang menyediakan pelayanan jasa which provides services, including:
antara lain:
a. Pelayanan Jasa Pendaratan, Penempatan dan a. Aircraft Landing, Positioning and Storage Services
Penyimpanan Pesawat Udara (PJP4U). (PJP4U).
b. Pelayanan Jasa Penumpang Pesawat Udara (PJP2U). b. Air Passenger Service (PJP2U).
c. Extend and Advance c. Extend and Advance.
d. Pelayanan Jasa Garbarata (Aviobridge). d. Jet Bride (Aviobridge) Service.
e. Pemakaian Counter Check-In. e. Counter Check-In Usage.
f. Baggage Handling System. f. Baggage Handling System.
SEGMEN USAHA JASA NON AERONAUTIKA (NON NON AERONAUTICAL SERVICE BUSINESS SEGMENT (NON
BANDARA) AIRPORT)
Segmen usaha nonaeronautika merupakan bidang Non-aeronautical business segment is airport business field
usaha kebandarudaraan yang menyediakan pelayanan which provides flight supporting services which can support
jasa penunjang penerbangan yang dapat menunjang the achievement of the Company’s goals, including:
tercapainya tujuan Perseroan antara lain:

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2018 Annual Report
a. Sewa-sewa, yaitu: sewa ruang, sewa tanah, sewa a. Rent, i.e.: room rental, land rental, rent, and hanger
tempat, dan sewa hanggar, dan lain-lain). rental, etc.
b. Konsesi terhadap usaha-usaha di bandar udara. b. Concession on businesses in airport.c
c. Parkir, peron dan waving galery dan pas bandar udara c. Parking and airport pass.
d. Utilitas (pemakaian listrik, air, telepon, dan internet d. Utility (electricity, water, phone, and internet services).
services).
e. Sewa tempat reklame e. Billboard space rental.
f. Event and promotion f. Event and promotion.
g. Lounge g. Lounge.
h. Maintenance and service fee h. Maintenance and service fee.
i. Warehousing i. Warehousing.
j. Pendapatan operasional lainnya j. Other operational revenues.
PRODUKSI/KINERJA OPERASIONAL SEGMENT PRODUCTION/OPERATIONAL

SEGMEN PERFORMANCE
PRODUKSI JASA AERONAUTIKA (KEBANDARAAN) AERONAUTICAL SERVICES PRODUCTION (AIRPORT)

Secara umum, realisasi kinerja produksi jasa aeronautika Generally, the performance realization of aeronautical
tahun 2018 mencapai lebih tinggi, baik terhadap realisasi services production in 2018 was higher, compared to the
kinerja produksi jasa aeronautika tahun 2017 maupun performance realization of aeronautical services production
terhadap target yang ditetapkan pada tahun berjalan. in 2017 and to the targets set in the current year. In
Secara komposisi, pencapaian kinerja jasa aeronautika composition, the performance achievement of aeronautical
dikontribusi oleh pertumbuhan kinerja pelayanan services is contributed by the growth in ground handling
pendaratan sebesar 2,08%, pertumbuhan kinerja service performance of 2.08%, growth in passenger service
pelayanan penumpang sebesar 5,67%, pertumbuhan performance of 5.67%, growth in the use of Aviobridge
kinerja pelayanan pemakaian aviobridge sebesar 7,60% service performance of 7.60% and growth in usage service
dan pertumbuhan kinerja pelayanan pemakaian 5,85%. performance of 5.85%.
Tabel Kinerja Pelayanan Jasa Aeronautika

Table of Aeronautical Services Performance
Uraian Satuan Pertumbuhan

2018 2017
1 2 3 4 5 = 3-4 6 = (3-4)/4
Pelayanan Jasa Pendaratan,
Penempatanan dan Penyimpanan Pesawat
Udara (PJP4U) Ton 28,681,347 28,098,099 583,248 2.08%
Ground Handling Services, Aircraft
Placement and Storage (PJP4U)
Domestik / Domestic Ton 21,971,121 21,883,742 87,379 0.40%
Internasional / International Ton 6,710,226 6,214,357 495,869 7.98%
Pelayanan Jasa Penumpang
Pesawat Udara (PJP2U) 42,349,974 40,078,358 2,271,616 5.67%
Pax
Aircraft Passenger Services (PJP2U)
Domestik / Domestic Pax 34,032,778 32,456,922 1,575,856 4.86%
Internasional / International Pax 8,317,196 7,621,436 695,760 9.13%
Extend and Advance Hr 16,359 15,945 414 2.60%
Domestik / Domestic Hr 14,701 14,458 243 1.68%
Internasional / International Hr 1,659 1,487 172 11.54%
Pemakaian Aviobridge / Use of Aviobridge Ton 30,253,959 28,116,989 2,136,970 7.60%
Domestik / Domestic Ton 19,655,806 18,818,445 837,361 4.45%
Internasional / International Ton 10,598,153 9,298,544 1,299,609 13.98%
Pemakaian Counter / Use of Counter Pax 42,242,630 39,906,428 2,336,202 5.85%
Domestik / Domestic Pax 34,026,851 32,452,235 1,574,616 4.85%
Internasional / International Pax 8,215,779 7,454,193 761,586 10.22%


2018 2017
1 2 3 4 5 = 3-4 6 = (3-4)/4
Baggage Handling System Pax 979,580 5,699,259 (4,719,679) (82.81%)

Domestik / Domestic Pax - 1,122 - 100.00%
Internasional / International Pax 979,580 5,698,137 (4,718,557) (82.81%)
PELAYANAN JASA PENDARATAN, PENEMPATAN DAN GROUND HANDLING SERVICES, AIRCRAFT PLACEMENT
PENYIMPANAN PESAWAT UDARA (PJP4U) AND STORAGE (PJP4U)
Produksi PJP4U pada 2018 mencapai 28.681.347 ton, PJP4U production in 2018 attained 28,681,347 tons,
mengalami pertumbuhan 583.248 ton atau sebesar 2,08% growing by 583,248 tons or 2.08% compared to the one of
dari 2017 yang mencapai 28.098.099 ton. Produksi PJP4U 28,098,099 tons in 2017. Domestic PJP4U production rose
domestik mengalami peningkatan sebesar 87.379 ton atau by 87,379 tons or 0.40%. Meanwhile, PJP4U international
0,40%. Sedangkan produksi PJP4U internasional mengalami production rose by 495,869 tons or 7.98%, from 6,214,357
peningkatan sebesar 495.869 ton atau 7,98% dari 6.214.357 tons in 2017, accounting for 6,710,226 tons in 2018. The rise
ton di 2017 menjadi 6.710.226 ton di 2018. Peningkatan emanated from the addition of international flights at I Gusti
tersebut berasal dari penambahan penerbangan Ngurah Rai International Airport – Bali and Juanda Airport
internasional di Bandar Udara Internasional I Gusti Ngurah – Surabaya.
Rai – Bali dan Bandar Udara Juanda – Surabaya.
PELAYANAN JASA PENUMPANG PESAWAT UDARA AIRCRAFT PASSENGER SERVICES (PJP2U)

(PJP2U)
Produksi PJP2U mengalami peningkatan sebesar PJP2U production increased by 2,271,616 pax or 5.67%,
2.271.616 pax atau sebesar 5,67%, dari 40.078.358 pax from 40,078,358 pax in 2017, accounting for 42,349,974
di 2017 menjadi 42.349.974 pax di 2018. Produksi PJP2U pax in 2018. Domestic PJP2U production rose by 1,575,856
domestik mengalami peningkatan sebesar 1.575.856 pax pax or 4.86%, from 32,456,922 pax in 2017, accounting
atau 4,86% dari 32.456.922 pax pada tahun 2017 menjadi for 34,032,778 pax in 2018. On the other hand, PJP2U
34.032.778 pax di 2018. Di sisi lain, produksi PJP2U international production rose by 695,760 pax or 9.13%, from
Internasional mengalami peningkatan sebesar 695.760 7,621,436 pax in 2017, accounting for 8,317,196 pax in 2018.
pax atau 9,13% dari 7.621.436 pax di 2017 menjadi The rise was in line with the increase in PJP4U production.
8.317.196 pax di 2018. Peningkatan ini sejalan dengan
peningkatan produksi PJP4U.
EXTEND AND ADVANCE EXTEND AND ADVANCE

Setiap perseroan angkutan udara atau operator pesawat Every air transportation company or aircraft operator which
udara yang mengajukan permohonan perpanjang waktu submits application for extension of airport operating time
jam operasi bandar udara dikenakan biaya tambahan is charged additional fee for airport usage service outside of
atas jasa penggunaan bandar udara di luar Jam operasi. operating time. Application for extension of operating time
Permohonan perpanjangan waktu jam operasi (extend/ (extend/advance) must be submitted in writing to General
advance) harus diajukan secara tertulis kepada General Manager with copy for Airport Duty Manager of the airport
Manager dengan tembusan Airport Duty Manager bandar in question. Submission by air transportation company or
udara yang bersangkutan. Pengajuan oleh perusahaan airline is 2 (two) hours before the end of the operating time
angkutan udara atau airlines 2 (dua) jam sebelum of the airport in question.
berakhirnya jam operasi bandar udara yang bersangkutan.
Perpanjangan waktu jam operasi (extend and advance) The extend and advance have increased by 414 hours or
mengalami peningkatan sebesar 414 jam atau sebesar 2.60%, from 15,945 hours in 2017, amounting to 16,359
2,60% dari 15.945 jam di 2017 menjadi 16.359 jam di 2018. hours in 2018. The increase was caused by the extended time
Peningkatan ini diakibatkan oleh perpanjangan waktu of domestic operating hours which increased by 243 hours
jam operasi domestik yang meningkat sebesar 243 jam or 1.68%, from 14,458 hours, amounting to 14,701 hours in
atau 1,68% dari 14.458 jam menjadi 14.701 jam di 2018. 2018. On the other hand, the extended time of international
Di sisi lain, perpanjangan waktu jam operasi internasional operating hours increased by 172 hours or 11.54%, from 1,487
mengalami peningkatan sebesar 172 jam atau 11,54% dari hours in 2017, amounting to 1,659 hours in 2018.
1.487 jam tahun 2017 menjadi 1.659 jam di 2018.

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2018 Annual Report
PEMAKAIAN AVIOBRIDGE USE OF AVIOBRIDGE

Pemakaian aviobridge tahun 2018 mencapai 30.253.959 The use of aviobridge in 2018 attained 30,253,959 tons,
ton, mengalami peningkatan 2.136.970 ton atau sebesar rising by 2,136,970 tons or 7.60% compared to the one of
7,60% dibandingkan 2017 yang mencapai 28.116.989 ton. 28,166,989 tons in 2017. The use of domestic aviobridge
Pemakaian aviobridge domestik mengalami peningkatan increased by 4.45%, while the use of international aviobridge
sebesar 4,45%, sedangkan pemakaian aviobridge increased respectively by 13.98%. These were correlated
internasional mengalami peningkatan masing-masing with the increase in international flights at I Gusti Ngurah
sebesar 13,98%. Hal ini berkorelasi dengan peningkatan Rai International Airport, Juanda International Airport, and
penerbangan internasional di Bandar Udara Internasional Jenderal Ahmad Yani International Airport.
I Gusti Ngurah Rai, Bandar Udara Internasional Juanda,
dan Bandar Udara Internasional Jenderal Ahmad Yani.
PEMAKAIAN COUNTER USE OF COUNTER

Pemakaian counter mengalami peningkatan 2.336.202 The use of counter increased by 2,336,202 pax or 5.85%,
pax atau sebesar 5,85% dari 39.906.428 pax di 2017 from 39,906,428 pax in 2017, accounting for 42,242,630
menjadi 42.242.630 pax di 2018. Pemakaian counter pax in 2018. The use of domestic counter rose by 1,574,616
domestik mengalami peningkatan sebesar 1.574.616 pax pax or 4.85%. Meanwhile, the use of international counter
atau 4,85%. Sedangkan, pemakaian counter Internasional rose by 761,586 pax or 10.22%. The rise of domestic and
mengalami peningkatan sebesar 761.586 pax atau international counters was in line with the increase in
10,22%. Peningkatan pemakaian counter domestik dan domestic and international flights.
internasional sejalan dengan peningkatan penerbangan
domestik dan internasional.
BAGGAGE HANDLING SYSTEM BAGGAGE HANDLING SYSTEM

Fasilitas baggage handling system (BHS) adalah suatu Baggage Handling System (BHS) facility is a conveyor
sistem conveyor yang digunakan untuk mengangkut bagasi system used to transport passengers’ baggage after check
penumpang setelah proses pemeriksaan dan check-in and check-in of departing passanger, and vice versa arriving
penumpang keberangkatan, begitu juga sebaliknya bagi passengers’ baggage are transported to baggage claim
penumpang kedatangan dibawa ke area pengambilan area. BHS facility is directly integrated with Hold Baggage
bagasi (baggage claim). Fasilitas BHS tersebut terintegrasi Screening which is a baggage check by x-ray machine to
langsung dengan hold baggage screening yaitu suatu sistem automatically determine the security status of baggage to
pemeriksaan bagasi dengan mesin x-ray sehingga secara be distributed consistent with check, sorting and baggage
otomatis dapat mengetahui status keamanan bagasi untuk destination results to be transported to aircraft for departing
disalurkan sesuai hasil pemeriksaan, pemilahan atau sortir passenger.
dan tujuan bagasi untuk diangkut ke pesawat udara bagi
penumpang keberangkatan.
Pemakaian baggage handling sistem pada tahun 2018 The use of baggage handling system in 2018 reached
mencapai 979.580 pax, mengalami penurunan 4.719.679 979,580 pax, decreasing by 4,719,679 pax or minus 82.81%
pax atau minus 82,81% dibandingkan 2017 yang compared to the one of 5,699,259 pax in 2017. The use of
mencapai 5.699.259 pax. Pemakaian baggage handling domestic baggage handling system decreased by 1,122 pax
system domestik mengalami penurunan sebesar 1,122 or minus 100.00% due to the element of Baggage Handling
pax atau minus 100,00% yang disebabkan karena adanya System services included in PJP2U rate adjustments
elemen jasa baggage handling system yang dimasukkan at several airports. Meanwhile, the use of international
(include) di dalam penyesuaian tarif PJP2U di beberapa baggage handling system also decreased by 4,718,557 pax
bandar udara. Sedangkan pemakaian baggage handling or minus 82.81%.
system internasional juga mengalami penurunan sebesar
4.718.557 pax atau minus 82,81%.
PRODUKSI JASA NONAERONAUTIKA (NONBANDARA) NON AERONAUTICAL SERVICE PRODUCTION (NON AIRPORT)
Pada 2018, pelayanan jasa nonaeronautika tersebut In 2018, non-aeronautical services showed varying
menunjukkan kinerja yang bervariasi. Produksi performances. Non aeronautical production generally
nonaeronautika secara umum mengalami peningkatan, increased, in line with increased number of passengers

hal ini sejalan dengan tumbuhnya jumlah penumpang in 2018, thus leading to tenants’ increased sales turnover,
di tahun 2018, sehingga berdampak pada peningkatan and adjustment of gross minimum turnover in 2018.
omzet penjualan tenant, serta adanya penyesuaian The realization of nonaeronautical production in 2018 is
minimal omzet bruto di tahun 2018. Adapun realisasi presented in the table below.
produksi non aeronautika tahun 2018 seperti tertuang
dalam tabel di bawah ini.
Tabel Produksi Non Aeronautika

Table of Non-Aeronautical Production

2018 2017
1 2 3 4 5 = 3-4 6 = (3-4)/4
Sewa / Rental m2xbulan 7,490,291 8,542,321 (1,052,010) (12.32%)
Sewa Ruangan / Room Rental m xbulan
2
1,115,761 1,291,240 (175,464) (13.59%)
Sewa Tanah / Land Rental m2xbulan 4,795,288 5,423,487 (628,199) (11.58%)
Sewa Tempat / Rental m2xbulan 8,412 256,232 (247,820) (96.72%)
Sewa Tempat Antena
m2xbulan 20,066 20,418 (346) (1.70%)
Antenna Location Rental
Sewa Cold Storage / Cold Storage Rental m2xbulan 120 - 120
Sewa Gedung / Building Rental m2xbulan - - - -
Penyerahan Penggunaan Tanah
m2xbulan - 1,550,592 52 0.00%
Tanah/Land use Submission
Penyerahan Pengunaan Bangunan
m2xbulan 1,550,644 353 (353) (100.00%)
Building use Submission
Konsensi / Concession Rp/000 27,881,233,723 9,570,569,203 18,310,664,520 191.32%
Parkir Mobil / Car Parking Unit 33,371,374 29,096,030 4,275,344 14.69%
Parkir Motor / Motorcycle Parking Unit 11,232,860 9,762,063 1,470,797 15.07%
Pas Bandar Udara / Airport Pass Unit 113,496 221,718 (108,222) (48.81%)
Pemakaian Listrik / Electricity Use Kwh 52,675,053 45,850,618 6,880,965 15.03%
Pemakaian Air / Water Use m 3
525,845 495,704 30,141 6.08%
Pemakaian Telepon / Telephone Use PwtxBln 20,702 21,391 (689) (3.22%)
Layanan Data / Data Service EA 994 854 140 16.39%
Sewa Tempat Reklame
m2xbulan 31,860 20,766 11,094 53.42%
Billboard Space Rental
Event and Promotion EA 3,679 7,650 (3,847) (51.12%)
Lounge Pax 295,891 575,135 (278,248) (48.46%)
Maintenance and Service Fee EA 13,711 21,426 (7,715) (36.01%)
Warehousing Kg 86,754,808 238,361,160 (151,606,352) (63.60%
Jasa Gudang Cargo Out Domestik
Kg 9,001,475 74,994,202 (65,992,727) (88.00%)
Domestic Cargo Out Warehouse Service
Jasa Gudang Cargo Out Internasional
Kg 8,471,092 36,081,086 (27,609,994) (76.52%)
International Cargo Out Warehouse Service
Jasa Gudang Cargo Inc Domestik
Kg 10,072,173 105,326,396 (95,254,223) (90.44%)
Domestic Cargo Inc Warehouse Service
Jasa Gudang Cargo Inc Internasional
Kg 59,210,067 21,959,476 37,250,591 169.63%
Domestic Cargo Inc Warehouse Service
SEWA-SEWA LEASES
Secara umum, jasa/layanan berupa sewa-sewa mengalami Generally, services in the form of leases decreased by
penurunan 1.052.010 m2 atau sebesar minus 12,32% 1,052,010 m2 or minus 12.32%, from 8,542,321 m2 in 2017,
dari 8.542.321 m2 di 2017 menjadi 7.490.291 m2 di 2018. accounting for 7,490,291 m2 in 2018. This decrease mainly
Penurunan ini khususnya berasal dari sewa tanah sebesar emanated from land leases amounting to 628,199 m2 or
628.199 m2 atau turun 11,58%. decreasing by 11.58%.

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2018 Annual Report
KONSESI CONCESSION
Konsesi adalah jasa yang diberikan atas hak penggunaan Concession is service provided for airport facility usage
fasilitas bandar udara kepada pihak ketiga terkait kegiatan right for third party related to business activity performed in
usaha yang dilakukan di bandar udara. Konsesi ini dikenakan the airport. Concession is charged on companies operating
kepada perusahaan-perusahaan yang berusaha di bandar in airports, such as food and beverage, retail, services and
udara seperti usaha food and beverage, retail, services dan aircraft cargo expedition (EMPU), regulated agent (RA),
ekspedisi muatan pesawat udara (EMPU), regulated agent ground handling, and in-flight catering companies.
(ra), ground handling, dan in-flight catering.
Realisasi produksi konsensi selama 2018 tercatat The realization of concession production throughout
sebesar Rp27.881.233.723 ribu, meningkat sebesar 2018 was recorded at Rp27,881,233,723 thousand, rising
Rp18.310.664.520 ribu atau 191,32% dari tahun sebelumnya by Rp18,310,664,520 thousand or 191.32% compared to
yang sebesar Rp9.570.569.203 miliar. Peningkatan ini the previous-year realization of Rp9,570,569,203 billion.
berasal dari konsesi FTC yang mengalami pertumbuhan The rise emanated from the FTC concession, growing by
sebesar Rp16.964.361.931 ribu atau 1.094,72% Rp16,964,361,931 thousand or 1,094.72%.
PARKIR, PAS BANDARA, DAN SEWA TEMPAT REKLAME PARKING, PLATFORM, AND WAVING GALLERY, AIRPORT
PASS AND BILLBOARD SPACE RENTAL
Selama 2018, jasa/layanan parkir, sewa tempat reklame In 2018, parking service, billboard space and platform and
serta peron dan waving gallery, menunjukkan kinerja yang waving gallery rentals showed varying performances with
bervariasi dengan penjelasan sebagai berikut. the following details.
Parkir Mobil dan Motor Car and Motorbike Park

Jasa/layanan parkir kendaraan baik mobil dan motor Vehicle parking services for both cars and motorbikes
mengalami pertumbuhan yang berbeda. Pada tahun underwent different growth. In 2018, car parking services
2018 Jasa/layanan parkir mobil mengalami peningkatan rose by 14.69% or 4,275,344 units compared to the ones of
sebesar 14,69% atau 4.275.344 unit dibandingkan tahun 29,096,030 units in 2017, while motorbike parking services
2017 sebesar 29.096.030 unit, sedangkan parkir motor rose by 15.07% or 1,470,797 units compared to the previous-
mengalami peningkatan sebesar 15,07% atau 1.470.797 year services of 9,762,063 units. The rise was correlated
unit dibandingkan tahun sebelumnya sebesar 9.762.063 with an increase in the number of passengers.
unit. Peningkatan ini berkorelasi dengan peningkatan
jumlah penumpang.
Pas Bandar Udara Airport Pass

Pas bandar udara mengalami penurunan sebesar 48,81% Airport pass decreased by 48.81% or 108,222 units
atau sebesar 108.222 unit dibandingkan tahun sebelumnya compared to the previous-year 221,718 airport passes. The
sebesar 221.718 lembar. Penurunan ini ini disebabkan oleh decrease was caused by a decline in the number of airport-
penurunan jumlah pengguna pas bandar udara. pass users.
Sewa Tempat Reklame Rent of Billboards

Selama tahun 2018, sewa tempat reklame mengalami Throughout 2018, the rent of billboards increased by 53.42%
peningkatan sebesar 53,42% atau 11.094 m2xbulan or 11,094 m2 x months compared to the previous-year one of
dibandingkan tahun sebelumnya sebesar 20,768 20,768 m2 x months. It was caused by changes in the pattern
m2xbulan. Hal ini disebabkan oleh perubahan pola of cooperation, which was originally a billboard rental as an
kerjasama yang semula sewa reklame menjadi konsesi advertising concession at Juanda International Airport.
advertising di Bandar Udara Internasional Juanda.
PEMAKAIAN SARANA NONAERONAUTIKA LAINNYA OTHER NON-AERONAUTICAL FACILITY USAGES

Pemakaian sarana non aeronautika lainnya pada PT Angkasa Other non-aeronautical facility usages in PT Angkasa Pura
Pura I (Persero) berupa pemakaian telepon, listrik, air, dan I (Persero) were telephone, electricity, water, and internet
internet service. Sarana-sarana tersebut menunjukkan service usages. The facilities showed varying performance
kinerja yang bervariasi yang dijelaskan sebagai berikut. with declining trend described below.

Listrik Electricity
Selama tahun 2018, pemakaian listrik PT Angkasa Pura Throughout 2018, the electricity consumption of PT Angkasa
I (Persero) mengalami peningkatan sebesar 15,03% Pura I (Persero) rose by 15.03% or 6,880,965 Kwh compared
atau sebesar 6.880.965 Kwh dibandingkan tahun 2017 to the one of 45,850,618 Kwh in 2017. The rise was due to
sebesar 45.850.618 Kwh. Peningkatan ini disebabkan the addition of prepaid Kwh meters at I Gusti Ngurah Rai
oleh Penambahan Kwh meter prabayar di Bandar International Airport, Jenderal Ahmad Yani International
Udara Internasional I Gusti Ngurah Rai, Bandar Udara Airport, Syamsudin Noor International Airport, SAMS
Internasional Jenderal Ahmad Yani, Bandar Udara Sepinggan International Airport, and El Tari International
Internasional Syamsudin Noor, Bandar Udara Internasional Airport.
SAMS Sepinggan, dan Bandar Udara Internasional El Tari.
Air Water
Pemakaian air tahun 2018 mengalami peningkatan The use of water in 2018 increased by 6.08% or 30.141 m3
sebesar 6,08% atau 30.141 m3 dibandingkan tahun 2017 compared to the one of 495,704 m3 in 2017. It was due to the
sebesar 495.704 m3 Hal ini disebabkan oleh meningkatnya increase in water use.
penggunaan air.
Telepon Telephone
Pada tahun 2018 pemakaian telepon mengalami In 2018, the use of telephone decreased by 689 PwtxMth or
penurunan sebesar 689 PwtxBln atau 3,22% dari 21.391 3.22%, from 21,391 PwtxMth in 2017, accounting for 20,702
PwtxBln di tahun 2017 menjadi 20.702 PwtxBln di tahun PwtxMth in 2018. It was caused by the decrease in the use
2018. Hal ini disebabkan oleh turunnya penggunaan of telephone.
telepon.
Layanan Data Data Services

Pemakaian layanan data selama tahun 2018 tercatat The use of data services throughout 2018 was recorded at
sebanyak 994 EA mengalami peningkatan sebesar 16,39% 994 EAs, which increased by 16.39% compared to the one
dibandingkan dengan tahun 2017 sebesar 854 EA . Hal ini of 854 EA in 2017. It was caused by an increase in the use
disebabkan oleh peningkatan penggunaan data. of data.
LOUNGE LOUNGE
Pemakaian lounge atau yang biasa disebut ruang The use of lounge or what so-called waiting room decreased
tunggu mengalami penurunan sebesar 48,46% atau by 48.46% or the same as 278,248 pax, from 574,139 pax in
sebanyak 278.248 pax dari 574.139 pax di 2017 menjadi 2017, amounting to 295,891 passengers in 2018. It was due
295.891 penumpang di 2018. Hal ini disebabkan karena to the departure of airlines that were on schedule.
keberangkatan maskapai penerbangan yang sesuai jadwal.
WAREHOUSING WAREHOUSING
Produksi pergudangan di tahun 2018 sebesar Warehouse production in 2018 amounted to Rp86,754,808
Rp86.754.808 ribu menurun Rp151.606.352 ribu atau thousand, decreasing by Rp151,606,352 thousand or
63,60% dibandingkan dengan tahun 2017 sebesar 63.60% compared to one of Rp238,361,160 thousand in
Rp238.361.160 ribu. Penurunan tersebut khususnya 2017. The decline mainly emanated from related domestic
berasal dari cargo inc-Domestik jasa terkait sebesar cargo inc services amounting to Rp95,254,223 thousand.
Rp95.254.223 ribu.
PENDAPATAN DAN PROFITABILITAS SEGMEN PROFIT AND PROFITABILITY SEGMENTS

Penjelasan terkait dengan pendapatan dan profitabilias The explanations related to the segment’s profit and
segmen dalam bagian ini mencakup pembahasan segmen profitability in this section cover the discussion of operating
operasi. segments.
Pendapatan dan profitabilitas segmen operasi disajikan The operating income and profitability segments are
dalam tabel berikut. presented in the following table.

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2018 Annual Report
Tabel Pendapatan dan Profitabilitas Segmen Operasi tahun 2018

(dalam ribuan Rupiah /
Table of Operating Profit and Profitability Segments of 2018 in thousands of Rupiah)
2018
Uraian Kebandar Non Bandar Jumlah Eliminasi Konsolidasian
Description udaraan Udara Total Elimination Consolidation
Airport Non-Airport
PENDAPATAN USAHA / OPERATING REVENUES
Pihak Ketiga / Third Party 5,007,316,777 3,513,770,533 8,521,087,310 - 8,521,087,310
Pihak Berelasi / Related Party 110,865,981 1,585,342,726 1,696,208,707 (1,696,208,707) -
Jumlah Pendapatan 5,118,182,758 5,099,113,259 10,217,296,017 (1,696,208,707) 8,521,087,310
Total Operating Revenues
BEBAN USAHA
OPERATING EXPENSES
Pihak Berelasi / Related Party 172,258,081 1,408,087,038 1,580,345,119 (1,580,345,119) -
Jumlah Beban Usaha 2,879,903,212 4,304,734,490 7,184,637,702 (1,580,345,119) 5,604,292,587
Total Operating Expenses
LABA USAHA 2,238,279,546 794,378,765 3,032,658,311 (115,863,588) 2,916,794,723
OPERATING EXPENSES
PENDAPATAN (BEBAN) NON USAHA / NON-OPERATING REVENUES (EXPENSES)
Pendapatan (Beban) Non Usaha - (96,285,033) (96,285,033) - (96,285,033)
Non-Operating Revenues (Expenses)
Laba(Rugi) Asosiasi - 2,552,006 2,552,006 - 2,552,006
Associates’ Profits (Losses)
Laba Sebelum Pajak 2,238,279,546 700,645,738 2,938,925,284 (115,863,588) 2,823,061,696
Profit Before Tax
Pajak Final / Final Tax - - 128,127,639 - 128,127,639
Pajak Penghasilan / Income Tax - - 689,015,898 - 689,015,898
Laba setelah pajak / Profit After Tax 2,343,454,753 700,645,738 2,121,781,747 (115,863,588) 2,005,918,159
Laba Diatribusikan kepada:
Profits Attributed to:
Pemilik Entitas Induk - - - - 2,007,018,317
Owners of the Parent Entity
Kepentingan Non Pengendali - - - - (1,100,156)
Interests under no control
Total Laba Tahun Berjalan 2,343,454,753 700,645,738 2,121,781,747 (115,863,588) 2,005,918,159
Total Current-Year Profit
LAPORAN POSISI KEUANGAN / STATEMENT OF FINANCIAL POSITION
Aset segmen / Segment assets 23,915,389,475 7,053,717,706 30,969,107,181 (1,774,833,924) 29,194,273,257
Entitas Anak / Subsidiaries 2,561,437,907 2,561,437,907 (146,795,543) 2,414,642,364
Jumlah aset segmen / 23,915,389,475 9,615,155,613 33,530,545,088 (1,921,629,467) 31,608,915,621
Total segment assets
Jumlah Liabilitas segmen 4,182,155,885 13,010,695,971 17,192,851,856 (636,160,904) 16,556,690,952
Total segment liabilities
Selama 2018, pendapatan usaha untuk segmen operasi Throughout 2018, operating revenues for the airport
kebandar udaraan tercatat Rp5,12 triliun, sementara operating segment were recorded at Rp5.12 trillion, while
pendapatan usaha untuk segmen operasi nonkebandar operating revenues for the non-airport operating segment
udaraan yang tercatat sebesar Rp5,10 triliun (sebelum were recorded at Rp5.10 trillion (before an elimination). The
eliminasi). Laba bersih setelah pajak yang berhasil net operating profit after the tax (NOPAT) successfully booked
dibukukan oleh segmen operasi kebandar udaraan by the airport operating segment was recorded at Rp2.34
tercatat sebesar Rp2,34 triliun, sedangkan segmen trillion, while the one by the non-airport operating segment
operasi nonkebandar udaraan sebesar Rp700,65 miliar amounted to Rp700.65 billion (before an elimination).
(sebelum eliminasi).

Tabel Pendapatan dan Profitabilitas Segmen Operasi tahun 2017

Income and Profitability Table for Operating Segments in 2017 in thousands of Rupiah)
2017
Uraian Kebandar Non Bandar Jumlah Eliminasi Konsolidasian
Description udaraan Udara Total Elimination Consolidation
Airport Non-Airport
Pihak Ketiga / Third Party 4,525,855,700 2,668,491,834 7,194,347,534 - 7.194.347.534
Pihak Berelasi / Related Party 1,389,714,740 1,389,714,740 (1,389,714,740) -
Jumlah Pendapatan 4,525,855,700 4,058,206,574 8,584,062,274 (1,389,714,740) 7,194,347,534

Total Operating Revenues
BEBAN USAHA
OPERATING EXPENSES
Pihak Berelasi / Related Party 1,340,002,572 1,340,002,572 (1,340,002,572) -
Jumlah Beban Usaha 2,778,186,932 3,781,671,080 6,559,858,012 (1,340,002,572) 5,219,855,440
Total Operating Expenses
LABA USAHA 1,747,668,768 276,535,495 2,024,204,263 (49,712,169) 1,974,492,094
OPERATING EXPENSES
Pendapatan (Beban) Nonusaha - (81,717,031) (81,717,031) - (81,717,031)
Non-Operating Revenues (Expenses)
Laba(Rugi) Asosiasi - 228,467 228,467 - 228,467
Association Profits (Losses)
Laba Sebelum Pajak 1,747,668,768 195,046,931 1,942,715,699 (49,712,169) 1,893,003,530
Profit Before Tax
Pajak Final / Final Tax - - 103,506,155 103,506,155
Pajak Penghasilan / Income Tax - - (369,144,323) - (369,144,323)
Laba Setelah Pajak/ Profit After Tax 1,747,668,768 195,046,931 1,470,065,221 (49,712,169) 1,420,353,052
Laba Diatribusikan kepada:

Profits Attributed to :
Pemilik Entitas Induk - - - - 1,418,577,150

Owner of the Parent Entity
Kepentingan Non Pengendali - - - - 1,775,902
Interests under no control
Total Laba Tahun Berjalan 1,747,668,768 195,046,931 1,470,065,221 (49,712,169) 1,420,353,052
Total Current-Year Profit
Aset segmen / Segment assets 12,113,922,619 12,281,251,032 24,395,173,651 (1,688,739,053) 22,706,434,598
Entitas Anak / Subsidiaries - 2,174,811,775 2.174.811.775 (148,605,595) 2.026.206.180
Jumlah aset segmen / 12,113,922,619 14,456,062,807 26,569,985,426 (1,837,344,648) 24,732,640,778

Total segment assets
Jumlah Liabilitas segmen 1,969,357,514 9,993,067,498 11,962,425,012 (631,245,276) 11,331,179,736
Total segment liabilities
Selama 2017, pendapatan usaha untuk segmen Throughout 2017, operating revenues for the airport
operasi kebandar udaraan tercatat sebesar Rp4,52 operating segment were recorded at Rp4,52 trillion, while
triliun, sementara pendapatan usaha segmen operasi operating revenues for the non-airport operating segment
nonkebandar udaraan yang tercatat sebesar Rp4,06 were recorded at Rp4,06 trillion. The net operating profit after
triliun. Laba bersih setelah pajak yang berhasil dibukukan the tax (NOPAT) successfully booked by the airport operating
oleh segmen operasi kebandar udaraan tercatat sebesar segment was recorded at Rp1.74 trillion, while the one by non-
Rp1,74 triliun, sedangkan segmen operasi nonkebandar airport operating segment amounted to Rp195,04 billion.
udaraan sebesar Rp195,04 miliar.

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2018 Annual Report
Tabel Pertumbuhan Segmen

Table of Segment Growth
Pertumbuhan / Growth
Uraian Kebandar udaraan Non bandar udara Jumlah Eliminasi Konsolidasian
Description Airport Non-Airport Total Elimination Consolidation
Rp % Rp % Rp % Rp % Rp %
Pihak Ketiga / 481,461,077 10.64 845,278,699 31.68 1,326,739,776 21.16 - - 1,326,739,776 18.44
Third Party
Pihak Berelasi
/ Related 110,865,981 100.00 195,627,986 14.08 306,493,967 57.04 (306,493,967) 22.05
-
0.00
Party
Jumlah
Pendapatan
Total 592,327,058 13.09 1,040,906,685 25.65 1,633,233,743 19.37 (306,493,967) 22.05 1,326,739,776 18.44
Operating
Revenues
BEBAN
USAHA
OPERATING -
EXPENSES
Pihak Ketiga 7.36
Third Party (70,541,801) (2.54) 454,978,944 18.63 384,437,143 8.05 - - 384,437,147
Pihak Berelasi - 5.08 240,342,547 5.08 (240,342,547) 17.94 0.00

Related Party 172,258,081 68,084,466 -
Jumlah Beban
Usaha
Total 101,716,280 3.66 523,063,410 13.83 624,779,690 8.75 (240,342,547) 17.94 384,437,147 7.36
Operating
Expenses
LABA USAHA
OPERATING 490,610,778 28.07 517,843,275 187.26 1,008,454,053 107.67 (66,151,420) 133.07 942,302,629 47.72
EXPENSES
Pendapatan
(Beban) Non
Usaha - - (14,568,002) 17.83 (14,568,002) - - - (14,568,002) 17.83
Non-Operating
Revenues
(Expenses)
Laba(Rugi)
Asosiasi
Associates’ - - 2,323,539 1.017.01 2,323,539 - - - 2,323,539 1017.01
Profits
(Losses)
Laba Sebelum
Pajak 490,610,778 28.07 505,598,808 259.22 996,209,586 143.65 (66,151,420) 133.07 930,058,166 49.13
Profit Before
Tax
Pajak Final - - - - - - - - 24,621,484 23.79
Final Tax
Pajak
Penghasilan / - - - - - - - - 319,871,575 86.65
Income Tax
Laba setelah
pajak / Profit 490,610,778 28.07 505,598,808 259.22 996,209,586 143.65 (66,151,420) 133.07 585,565,107 41.23
After Tax
Laba
Diatribusikan
kepada:
Profits
Attributed to:
Pemilik
Entitas Induk - - - - - - - - 588,441,167 41.48
Owners of the
Parent Entity

Uraian Kebandar udaraan Non bandar udara Jumlah Eliminasi Konsolidasian
Description Airport Non-Airport Total Elimination Consolidation
Rp % Rp % Rp % Rp % Rp %
Kepentingan
Non
Pengendali - - - - - - - - (2,876,058) (161.95)
Interests under
no control
Total Laba
Tahun
Berjalan 595,785,985 34.09 505,598,808 259.22 1,101,384,793 146.65 (66,151,420) 133.07 585,565,109 41.23
Total Current-
Year Profit
Aset segmen
Segment 11,801,466,856 97.42 -5,227,533,326 (42.57) 6,573,933,530 27.43 (86,094,871) 5.10 6,487,838,659 28.57
assets
Entitas Anak 0 0.00 386,626,132 17.78 386,626,132 8.89 1,810,052 (1.22) 388,436,184 19.17
Subsidiaries
Jumlah aset
segmen 11,801,466,856 97.42 -4,840,907,194 (33.49) 6,960,559,662 31.97 -84,284,819 4.59 6,876,274,843 27.80
Total segment
assets
Jumlah
Liabilitas
segmen 2,212,798,371 112.36 3,017,628,473 30.20 5,230,426,844 71.28 -4,915,628 0.78 5,225,511,216 46.12
Total segment
liabilities
Pada 2018, pendapatan usaha untuk segmen operasi In 2018, operating revenues for the airport operating
kebandar udaraan meningkat sebesar Rp592,32 miliar segment rose by Rp592.32 billion or 13.09%, while operating
atau 13,09%, sedangkan pendapatan usaha untuk revenues for the non-airport segment rose by Rp1.04 trillion
segmen nonkebandar udaraan meningkat sebesar Rp 1,04 or 25.65%. The rise was in line with the increase in segment
triliun atau sebesar 25,65%. Peningkatan tersebut sejalan productivity. The net operating profit after the tax (NOPAT)
dengan peningkatan produktivitas segmen. Laba bersih of Airport increased by Rp490.61 billion or 28.07%, for net
setelah pajak Kebandar udaraan mengalami peningkatan profit after non-airport tax that increased by Rp505.59
sebesar Rp490,61 miliar atau 28,07%, untuk laba billion or 259.22%.
bersih setelah pajak nonkebandar udaraan mengalami
peningkatan sebesar Rp505,59 miliar atau 259,22%.
PROSPEK USAHA BUSINESS OUTLOOK
Dalam Rencana Pembangunan Jangka Menengah Nasional In the National Medium-Term Development Plan (RPJMN)
(RPJMN) tahun 2015-2019 disebutkan bahwa sektor 2015-2019, it is stated that the tourism sector is the targeted
pariwisata merupakan sektor unggulan yang ditargetkan leading sector that can contribute to the National GDP of 8%
dapat berkontribusi terhadap PDB Nasional hingga 8% by 2019 with the targeted foreign tourists in 2019 reaching
pada tahun 2019 dengan target wisatawan mancanegara 20 million and 275 million visits of the targeted domestic
pada tahun 2019 mencapai 20 juta orang dan target tourists. The contribution of the tourism sector to GDP until
wisatawan nusantara sebanyak 275 juta kunjungan. 2018 showed good performance. The Competitiveness Index
Kontribusi sektor pariwisata dalam PDB hingga tahun 2018 according to the World Economic Forum (WEF) in the tourism
menunjukkan kinerja yang baik. Indeks Daya Saing menurut sector in Indonesia is ranked 45 (forty five) in 2018 managed
World Economic Forum (WEF) sektor pariwisata di Indonesia to surpass Mexico (46), Philippines (56), India (58), Turkey
berada di ranking 45 (empat puluh lima) pada tahun 2018 (61), and Brazil (72) but still below Malaysia (25), Russia
berhasil mengungguli Meksiko (46), Filipina (56), India (58), (43) , and Thailand (38). The three priority programs of the
Turki (61), dan Brasil (72) namun masih berada di bawah Ministry of Tourism will be implemented in order to support
Malaysia (25), Rusia (43), dan Thailand (38). Tiga program the achievement of the targeted tourist visits, including

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2018 Annual Report
prioritas Kementerian Pariwisata akan diimplementasikan digital tourism, homestays, and air connectivity. Meanwhile,
dalam rangka mendukung pencapaian target kunjungan the Ministry of Tourism adopted a 3A (Airlines–Airport and
wisata antara lain digital tourism, homestay (pondok wisata), Air Navigation—Authorities) strategy that began with a
dan konektivitas udara. Sementara itu, Kementerian memorandum of understanding (MoU) in collaboration with
Pariwisata melakukan strategi 3A (Airlines–Airport and Air PT Angkasa Pura I (Persero), PT Angkasa Pura II (Persero)
Navigation—Authorities) yang diawali dengan melakukan and AirNav Indonesia in an attempt to add scheduled direct
nota kesepahaman (MoU) kerjasama dengan PT Angkasa flights through the opening of new routes, extra flights, and
Pura I (Persero), PT Angkasa Pura II (Persero) dan AirNav providing incentive airport charges and allocation of priority
Indonesia dalam upaya menambah direct flight berjadwal slots in a number of international airports in Indonesia, as
melalui pembukaan rute baru, extra flight, serta pemberian well as joint promotions in materializing partnership action
incentive airport charge dan pengalokasian prioritas slot di programs to support the tourism target for 2019.
sejumlah bandar udara internasional di Indonesia, serta
promosi bersama dalam mewujudkan partnership action
program untuk mendukung target pariwisata 2019.
Tabel Kunjungan Wisatawan Mancanegara di Indonesia, 2013 - 2018

Table of Foreign Tourist Visits in Indonesia, 2013 - 2018 (dalam satuan orang / in individuals of people)
2018 2017 2016 2015 2014 2013
Januari / January 1,100,677 1,107,968 814,303 785,973 753,079 614,328

Februari / February 1,201,001 1,023,338 888,309 843,928 702,666 678,415
Maret / March 1,363,339 1,059,777 915,019 841,071 765,607 725,316
April / April 1,300,277 1,171,386 901,095 801,873 726,332 646,117
Mei / May 1,242,588 1,148,588 915,206 852,388 752,363 700,708
Juni / June 1,318,094 1,144,001 857,651 872,385 851,475 789,594
Juli / July 1,540,549 1,370,591 1,032,741 877,584 777,210 717,784
Agustus / August 1,511,342 1,393,243 1,031,986 911,704 826,821 771,009
September / September 1,351,675 1,250,231 1,006,653 920,128 791,296 770,878
Oktober / October 1,370,842 1,161,565 1,040,651 877,798 808,767 719,903
November / November 1,294,463 1,062,030 1,002,333 835,408 764,461 807,422
Desember / December 1,157,483 1,147,031 1,113,328 986,519 915,334 860,655
Sumber : Data Kunjungan Wisatawan Mancanegara Bulanan Tahun 2018 (Januari-Desember 2018), Kementerian Pariwisata, 15 Februari 2019.
Source : Development of National Tourism and Transportation in December 2018, Central Statistics Agency (BPS) No. 12/02 / Th.XXII, February 1, 2019.
Tabel Titik Kedatangan Utama Wisatawan Asing di Indonesia

Table of Foreign Tourist Major Arrival Points in Indonesia (dalam titik kedatangan / at the point of arrival)
Lokasi
2018 2017 2016 2015 2014 2013
Location
Ngurah Rai
International 4,608,258 5,682,248 4,885,062 3,923,970 3,731,735 3,241,889
Airport (Bali)
Soekarno Hatta
International 2,135,898 2,749,321 2,603,195 2,304,275 2,246,437 2,240,502
Airport (Jakarta)
Batam 1,357,471 1,564,717 1,510,203 1,545,818 1,454,110 1,336,340
Sumber : Perkembangan Pariwisata dan Transportasi Nasional Desember 2018, Badan Pusat Statistik (BPS) No. 12/02/Th.XXII, 01 Februari 2019.
Source : Development of National Tourism and Transportation in December 2018, Central Statistics Agency No. 12/02 / Th.XXII, February 1, 2019.
Industri Pariwisata dinilai sebagai salah satu industri dengan The Tourism Industry is considered as one of the industries
potensi terbesar di Indonesia baik penyediaan lapangan kerja with the greatest potential in Indonesia, both providing
maupun peningkatan nilai tambah dan devisa. Sehingga employment as well as increasing added value and foreign
melalui Industri Pariwisata ini diharapkan dapat menekan exchange. Therefore, it is expected that Tourism Industry
angka pengangguran dan kemiskinan di suatu daerah. can reduce unemployment and poverty in an area. The
Tabel di atas menunjukkan bahwa jumlah kedatangan table above shows that the number of foreign tourist
turis asing di Indonesia telah bertumbuh secara stabil arrivals in Indonesia has grown steadily from 2013 to 2018.
dari tahun 2013 sampai dengan 2018. Dalam mendukung In encouraging the improvement of the tourism industry
peningkatan industri parisawata di Indonesia, PT Angkasa in Indonesia, PT Angkasa Pura I (Persero) as the airport

Pura I (Persero) sebagai pengelola bandar udara yang manager who is the gateway to passenger air traffic also
merupakan pintu gerbang trafik penumpang, pesawat juga has a role to drive the potentials of regional tourism. The
memilki peran untuk mendorong potensi pariwisata daerah. efforts that can be made are through a campaign about
Adapun upaya yang dapat dilakukan melalui kampanye tourism potentials in each region and collaboration with the
tentang potensi-potensi wisata yang ada di masing- government and local agencies. With the increasing number
masing daerah serta berkolaborasi dengan pemerintah dan of foreign and local tourist visits, it is predicted that there
instansi setempat. Dengan semakin meningkatnya jumlah will be an increased demand for hotels and condominiums
kunjungan wisatawan baik asing maupun lokal diprediksi (combining the concept of apartments and hotels) as well
akan ada permintaan yang meningkat untuk hotel dan as conference and exhibition venues. This is a new business
kondominium (menggabungkan konsep Apartemen dan opportunity for PT Angkasa Pura I (Persero) in optimizing
hotel) dan juga tempat-tempat konferensi dan pameran. Hal idle lands to meet the needs of foreign and local tourists
ini merupakan peluang bisnis baru bagi PT Angkasa Pura I through the construction of hotels/lodging places that
(Persero) dalam mengotimalkan lahan-lahan idle untuk will lead to increased revenues for the Company. Through
memenuhi kebutuhan para wisatawan asing maupun lokal the development of new businesses in the form of hotels,
melalui pembangunan hotel/tempat penginapan yang akan condominiums or conference venues, it is expected that
berujung pada peningkatan pendapatan bagi Perseroan. it can also provide employment opportunities for the
Melalui pengembangan bisnis baru berupa Pembangunan community, for it is estimated that almost 9% of the total
hotel, kondominium ataupun tempat-tempat konferensi national workforce is employed in the tourism sector (source:
tersebut diharapkan juga dapat menyediakan kesempatan BPS) so that in this case, the responsibility of PT Angkasa
kerja untuk masyarakat, karena diperkirakan bahwa hampir Pura I (Persero) for the environment/social community can
9% dari total angkatan kerja nasional dipekerjakan di sektor be materialized.
pariwisata (sumber: BPS) sehingga dalam hal ini tanggung
jawab PT Angkasa Pura I (Persero) terhadap lingkungan/
sosial masyarakat dapat terwujud.
Sejalan dengan perkembangan zaman terutama terkait In line with the current era, especially related to technology,
dengan teknologi, industri bandar udara global terus the global airport industry continues to innovate to improve
melakukan inovasi untuk meningkatkan kualitas layanan the quality of airport services not only from the passenger
bandar udara baik dari sisi penumpang maupun dari sisi side but also from the airline side. In addition to controlling the
maskapai penerbangan. Selain mengendalikan bisnis bandar airport and concession business, Angkasa Pura I also needs
udara dan konsesi, Angkasa Pura I juga perlu membuat bisnis to create new businesses that are still correlated with airport
baru yang masih berkorelasi dengan kegiatan kebandar activities. This aims to expand the revenue opportunities of
udaraan. Hal ini bertujuan untuk memperluas peluang airport industry in terms of both aero and non-aero aspects.
pendapatan industri bandar udara baik dari segi aeronautika Responding to increasingly high competition, Angkasa Pura
(kebandar udaraan) maupun nonaeronautika (nonkebandar I also needs to make new business innovations so as to be
udaraan). Menanggapi persaingan yang semakin tinggi, able to face global competition.
Angkasa Pura I juga perlu membuat inovasi bisnis baru
untuk tetap bisa menghadapi persaingan global.
Beberapa inisatif yang dilakukan oleh Perseroan terkait Some of the initiatives carried out by the Company related to
dengan pengembangan bisnis dan portofolio digolongkan business and portfolio development are classified into three
menjadi tiga inisiatif utama: main initiatives:
1. Meningkatkan pendapatan melalui asset utilization 1. Increasing revenue through asset utilization and urban
dan urban development for airport city; development for airport city;
2. Meningkatkan existing businesses; dan 2. Increasing existing businesses; and
3. Mengembangkan bisnis baru (adjacent businesses). 3. Developing adjacent businesses.
Berdasarkan pada berbagai kondisi di atas, Perseroan Based on the various conditions above, the Company has a
memiliki propek usaha yang sangat baik. Pada tahun 2019, bright business proposition. In 2019, the business outlook
prospek usaha Angkasa Pura I (Persero) akan diarahkan pada of Angkasa Pura I (Persero) will be directed at initiating the
inisiasi pembentukan partnership dengan pihak ketiga untuk establishment of partnerships with third parties to support
mendukung pengembangan Bandar Udara, pengembangan airport development, business portfolio development
portofolio bisnis (airportcity) dan pengembangan bisnis (airportcity) and the development of new businesses from
baru dari jasa terkait lainnya. Pengembangan airport city other related services. Airportcity development will be
akan dilaksanakan pada beberapa Airport di PT Angkasa carried out at several airports in PT Angkasa Pura I (Persero)
Pura I (Persero) seperti pada Bandar Udara New Yogyakarta such as at the New Yogyakarta International Airport-Kulon

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2018 Annual Report
International Airport-Kulon Progo. Selain itu Perserian akan Progo. In addition, the Company will continue to develop
tetap melanjutkan pengembangan bisnis existing meliputi existing businesses including the cargo, retail, and property
bisnis kargo, retail, property management. Sementara untuk management businesses. Meanwhile for the development of
pengembangan bisnis baru diantaranya adalah bisnis ground new businesses, among others are the ground handling and
handling dan fuel farm. fuel farm businesses.
Sumber: Rencana Pembangunan Jangka Menengah Nasional (RPJMN) tahun Source: The National Medium-Term Development Plan (RPJMN) 2015-2019,
2015-2019, Kementerian Perencanaan Pembangunan Nasional/Badan Ministry of National Development Planning/National Development Planning
Perencanaan Pembangunan Nasional; Dokumen Rencana Jangka Panjang Agency; Corporate Long-Term Plan (RJPP) 2019-2023 of PT Angkasa Pura I
Perusahaan (RJPP) PT Angkasa Pura I (Persero) Tahun 2019-2023. (Persero).
STRATEGI KE DEPAN FUTURE STRATEGIES
PT Angkasa Pura I (Persero) di tahun 2018 melakukan PT Angkasa Pura I (Persero) in 2018 has carried out the
perumusan Visi, Misi dan Sasaran Strategis untuk periode aggressive formulation of the Vision, Mission, and Strategic
tahun 2019-2023 yang sangat agresif. Arah Perseroan Target for the 2019-2023 period. The Company’s direction
dalam periode tahun 2019-2023 adalah “Mendorong in the 2019-2023 period is “Encouraging Indonesia’s
pertumbuhan ekonomi Indonesia dan mencapai profitabilitas economic growth and achieving profitability above global
di atas rata-rata global dengan membangun konektivitas average by building connectivity and optimized the growth
dan mengoptimalkan pertumbuhan trafik angkutan udara of the air transport traffic through the sufficient capacity
melalui kapasitas yang memadai serta mengutamakan and prioritizing customer convenience”. PT Angkasa Pura I
kenyamanan pelanggan”. PT Angkasa Pura I (Persero) pada (Persero) in the 2019-2023 period will focus on:
periode tahun 2019-2023 akan berfokus pada:
1. Upaya peningkatan trafik penumpang; 1. The efforts to increase passenger traffic;
2. Meningkatkan pendapatan Perseroan melalui bidang 2. Increase the Company’s revenue through new business
bisnis baru; fields;
3. Pengelolaan entitas anak secara professional; 3. The professional management of the subsidiaries entity;
4. Mengelola pendapatan non-aeronautika secara lebih 4. Manage non-aeronautical revenue more massively;
masif;
5. Peningkatan kualitas layanan menjadi bandar udara 5. The improvement of the service quality to be a serving
yang melayani. airport.
Dalam rangka upaya mendorong pendapatan Non In an effort to encourage the Non-Aeronautical revenue,
Aeronautika, fungsi Pengembangan Usaha memilki Business Development function has a role as one of the
peranan sebagai salah satu fungsi yang berkomitmen functions that are committed to support the achievement of
untuk mendukung pencapaian target pendapatan the predetermined non-aeronautical revenue target. One of
nonaeronautika yang telah ditetapkan. Adapun strategi yang the strategies sought to encourage the growth of Airport’s
diupayakan untuk mendorong pertumbuhan pendapatan Non-Aeronautical revenue is optimizing the existing
nonaeronautika bandar udara salah satunya melalui production tools as well as optimizing land/idle assets
optimalisasi alat produksi yang ada serta mengoptimalkan through the creation of new businesses.
lahan/aset idle melalui penciptaan bisnis baru.
Di era pertumbuhan ekonomi global saat ini, kebutuhan In the current era of global economic growth, the needs for
penerbangan global semakin meningkat. Oleh karena itu global flights are increasing. Therefore PT Angkasa Pura I
maka PT Angkasa Pura I (Persero) diharapkan mampu (Persero) is expected to be able to adapt to the aircraft and
beradaptasi terhadap pertumbuhah trafik pesawat dan the passenger traffic growth through the provisions of the
penumpang melalui penyediaan bandar udara-bandar airports that have the capacity to accommodate the rapid
udara yang memiliki kapasitas yang dapat menampung growth of the aircraft and passenger at the present time
pertumbuhan pesawat dan penumpang yang cukup and in the future that was predicted to grow significantly.
pesat saat ini dan saat yang akan datang yang diprediksi The development of several airports such as the Jenderal
akan tumbuh cukup signifikan. Pengembangan beberapa Ahmad Yani International Airport Semarang is expected to
bandar udara seperti Bandar Udara Internasional Jenderal be able to accommodate the needs and the density of the
Ahmad Yani Semarang diharapkan mampu mengakomodir passenger and it is undeniable from the business side that
kebutuhan akan kepadatan jumlah penumpang dan tidak it is also expected to boost the Company’s revenue so that
dipungkiri dari sisi bisnis juga diharapkan dapat mendorong the revenues and services can go hand in hand. The efforts

pendapatan Perseroan sehingga pendapatan dan pelayanan to arrange the commercial area and the determination of the
dapat seiring berjalan. Upaya penataan area komersial dan tenants are expected to fulfill the desires and needs of the
penentuan tenant-tenant diharapkan dapat memenuhi passengers as one PT Angkasa Pura I (Persero) customer.
kebutuhan keinginan dan kebutuhan penumpang sebagai
salah satu customer PT Angkasa Pura I (Persero).
Di era kemajuan teknologi saat ini, PT Angkasa Pura I In the current era of the technological advance, PT Angkasa
(Persero) diharapkan juga mampu mengikuti perkembangan Pura I (Persero) is also expected to be able to keep up with
bisnis dan beradaptasi terhadap perkembangan dunia the business development and adapt to the development
bisnis yang ada. Berbagai inovasi berbasis teknologi sangat of the existing business world. Various technology-based
diperlukan untuk menyesuaikan perkembangan bisnis saat innovations are indispensable to adjust to the current business
ini seperti penyediaan fasilitas belanja online sehingga development such as the provision of the online shopping
customer experience dapat tercipta. facilities so that customer experience can be created.
PENGEMBANGAN BANDAR UDARA THE DEVELOPMENT OF PT ANGKASA

PT ANGKASA PURA I (PERSERO) PURA I (PERSERO) AIRPORT
Pada tahun 2018, terdapat progres proyek pengembangan In 2018, there’s progress in the airport development project
bandar udara yang dilakukan oleh PT Angkasa Pura I (Persero) carried out by PT Angkasa Pura I (Persero) including the
diantaranya proyek pengembangan Bandar Udara Jenderal development project of Jenderal Ahmad Yani Airport –
Ahmad Yani - Semarang, Bandar Udara Syamsudin Noor - Semarang, Syamsudin Noor Airport – Banjarmasin and
Banjarmasin, dan Bandar Udara Kulon Progo Yogyakarta. Kulon Progo Airport – Yogyakarta.
Adapun rincian mengenai pengembangan Bandar Udara The details for the development of PT Angkasa Pura I
PT Angkasa Pura I (Persero) disajikan sebagai berikut. (Persero) Airport are presented as follows.
BANDAR UDARA JENDERAL AHMAD YANI – JENDERAL AHMAD YANI AIRPORT – SEMARANG
SEMARANG
Proyek Pengembangan Bandar Udara Jenderal Ahmad The Development Project of Jenderal Ahmad Yani Airport
Yani -Semarang terdiri atas 3 (tiga) perbaikan fasilitas di -Semarang consists of 3 (three) facilities repairs including
antaranya terminal, apron, dan kargo. Terminal mengalami the terminal, apron, dan cargo. The terminal has been
pengembangan dari 6.708 m2 menjadi 59.406 m2. Apron expanded from 6,708 m2 to 59,406 m2. The Apron has been
mengalami pengembangan dari 29.032 m2 menjadi expanded from 29,032 m2 to 72,522 m2 on the new location,
72.522 m2 di lokasi baru, sedangkan kargo bertambah while the cargo has increased from 10,145 tons/year to
dari 10.145 ton/tahun menjadi16.097 ton/tahun. 16,097 tons/year.

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2018 Annual Report
Tabel Pengembangan Bandar Udara Jenderal Ahmad Yani - Semarang

Table of Jenderal Ahmad Yani Airport – Semarang Development
Fasilitas Existing Pengembangan

Facility Existing Development
6,708 m2 59,406m2
Terminal / Terminal
Kap. 800,000 pax/year Kap. 6 mill pax/year
29,032 m2 72,522 m2 (lokasi baru)
Apron / Apron
6 ps (NB) & 2 ps (other) 12 ps (NB)
Kargo / Cargo 10,145 ton/tahun 16,097 ton/tahun
Tabel Proses Pengembangan Bandar Udara Jenderal Ahmad Yani - Semarang

Table of Jenderal Ahmad Yani Airport – Semarang Development Project Progress per December 2018
Program Kerja Pelaksana Nilai Pekerjaan Realisasi Progres

No
Work Program Executor Project Value Realization Progres
Paket 1 PT Hutama Karya 100%
Rp262,438,000,000
Lahan dan Jalan Akses dan PT Nindya (30
1 Rp286,420,200,000 (24 April 2014 – 31 Desember 2015)
Package 1 Karya (KSO) Oktober
(April 24, 2014 – December 31, 2015
Land Work and Access Road (Joint Operation) 2017)
Paket 2
PT Pembangunan Rp141,525,741,500 100%
Apron dan Taxiway
2 Perumahan Rp155,963,975,400 (31 Maret 2014 – 24 Januari 2015) (per Juli
Package 2
(Persero) (March 31, 2014 – January 24, 2015) 2016)
Apron and Taxiway
Paket 3 Proses Konstruksi/ Contruction
Terminal PT Waskita Karya Process
3 Rp1,110,389,496,700 98.00%
Package 3 (Persero) (26 Mei 2017 – 28 Februari 2019)
Terminal (May 26, 2017 – February 28, 2019)
Paket 4 Proses Konstruksi/ Contruction
Abipraya - Jaya
Bangunan Penunjang Process
4 Konstruksi (KSO) Rp654,157,900,000 90.00%
Package 4 (29 Desember 2017 – 21 Juni 2019)
(Joint Operation)
Supporting Buildings (December 29, 2017 – June 21, 2019)
BANDAR UDARA SYAMSUDIN NOOR – SYAMSUDIN NOOR AIRPORT – BANJARMASIN

BANJARMASIN
Proyek pengembangan Bandar Udara Syamsudin Noor- The Syamsudin Noor Airport-Banjarmasin development
Banjarmasin terdiri atas 3 (tiga) perbaikan fasilitas di project consists of 3 (three) facilities repairs including the
antaranya terminal, apron, dan kargo. Terminal mengalami terminal, apron, and cargo. The terminal has been expanded
pengembangan dari semula 9.043 m2 menjadi 77.569 m2. from 9,043 m2 to 77,569 m2. The apron has been expanded
Apron mengalami pengembangan dari 80.412 m2 menjadi from 80,412 m2 to 129,812 m2, while the cargo has been
129.812 m2, sedangkan kargo mengalami pengembangan expanded from 22,297 tons/year to 44,000 tons/year.
dari semula 22.297 ton/tahun menjadi 44.000 ton/tahun

Tabel Pengembangan Bandar Udara Syamsudin Noor – Banjarmasin

Table of Syamsudin Noor Airport – Banjarmasin Development
Fasilitas Pengembangan
Existing
Facility Development
9,043 m2 77,569 m2
Terminal / Terminal
Kap. 1.3 juta pax/ tahun / year Kap. 7 juta pax/ tahun / year
80,412 m2 129,812 m2
Apron / Apron
8 ps narrow body 16 ps narrow body
Tahap 1
Kargo / Cargo 22,297 Ton/tahun /year
44,000 ton/tahun / year
Tabel Progress Proyek Pengembangan Bandar Udara Syamsudin Noor – Banjarmasin Per Desember 2018
Table of Syamsudin Noor Airport – Banjarmasin Development Project Progress Per December 2018
Program Kerja Pelaksana Nilai Pekerjaan Realisasi Progres
No
Work Program Executor Project Value Realization Progres
KSO PT Pembangunan Proses Konstruksi/
Paket 1
Perumahan – PT Wika Contruction Process
Pekerjaan Terminal dan
Gedung (7 Mei 2018 – 28
Fasilitas Penunjang
1 Joint Operation Rp1,173,113,700,000 Oktober 2019) 45.01%
Package 1
PT Pembangunan Construction Process
Terminal and Supporting
Perumahan – PT Wika (May 7, 2018 – October
Facilities Work
Gedung 28, 2019)
Paket 2
Proses Konstruksi/
Pekerjaan Infrastruktur
Contruction Process
dan Bangunan
(16 Maret 2017 – 13 Mei
Penunjang serta Apron PT Nusa Konstruksi
2 Rp798,100,380,000 2019) 70.97%
Package 2 Enjiniring
Construction Process
Infrastructure,
(March 16, 2017 – May
Supporting Buildings
13, 2019)
and Apron Work
BANDAR UDARA INTERNASIONAL INTERNATIONAL YOGYAKARTA AIRPORT

YOGYAKARTA
Proyek pengembangan Bandar Udara Internasional International Yogyakarta Airport development project
Yogyakarta terdiri atas 4 (empat) perbaikan fasilitas di consists of 4 (four) facilities repair including terminal, apron,
antaranya terminal, apron, runway, dan kargo. Terminal runway, and cargo. The terminal has been expanded from
mengalami pengembangan dari semula 15.137 m2 menjadi 15,137 m2 to 210,000 m2. The apron has been expanded
210.000 m2. Apron mengalami pengembangan dari 80.412 from 80,412 m2 to 371,205 m2, while the runway has been
m2 menjadi 371.205 m2, sedangkan runway mengalami expanded from 2,250x45 m2 to 3,250x45 m2, and the cargo
pengembangan dari semula 2.250x45 m2 menjadi 3.250x45 has been expanded from 894 m2 of width to 12,000 m2.
m2, dan kargo yang semula memiliki lebar 894 m2 mengalami
pengembangan menjadi 12.000 m2.

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2018 Annual Report
Tabel Pengembangan Bandar Udara Internasional Yogyakarta

Table of International Yogyakarta Airport Development
Fasilitas Eksisting (Adisutjipto) Pengembangan (Green Field)

Facility Existing (Adisutjipto) Development (Green Field)
15,137 m2 210,000 m2
Terminal / Terminal
Kap. 1.2 juta pax/year Kap. 14 juta pax/year
80,412 m2 371,205 m2
Apron / Apron
8 ps Narrow Body 22 ps
Runway / Runway 2,250 x 45 m2 3,250 x 45 m2
L = 894 m 2
L = 12,000 m2
Kargo / Cargo
21,593 ton/tahun 40,300 ton/tahun
Tabel Progress Proyek Pengembangan Bandar Udara Internasional Yogyakarta Per Desember 2018
Table of International Yogyakarta Airport Development Project Progress Per December 2018
Program Kerja Konstruksi Pelaksana Nilai Pekerjaan Realisasi 2018

No Progress
Construction Work Program Executor Project Value 2018 Realization
Pemasangan Pagar Batas Rp20,473,204,400
Lahan Bandar Udara di Bandar Proses Konstruksi
Udara Baru - Internasional Selesai (23 Maret 2017
PT Angkasa Pura
1 Yogyakarta Rp29,303,824,000 – Mei 2018) 100%
Property
The installation of the Airport Construction Process
Land Perimeter Fence on the Completed (March 23,
International Yogyakarta Airport 2017 – May 2018)
Pekerjaan Persiapan (Land Proses pelaksanaan
Clearing, Galian, Timbunan, dan proses perhitungan
PT Pembangunan
Deep Soil DC, Deep Soil RIC) appraisal oleh UGM
2 Perumahan Rp486,002,249,000 94.01%
Preparation Work (Land The implementation and
(Persero)
Clearing, Excavation, Heaps, the appraisal calculation
Deep Soil DC, Deep Soil RIC) process by UGM
Pekerjaan Pembangunan Proses Konstruksi
Infrastruktur Bandar Udara (Proses DED) (16 Juli
Baru di Internasional PT Pembangunan 2018 – 14 Juli 2020)
3 Yogyakarta Perumahan Rp6,138,506,000,000 Construction Process 33.00%
Development Work of (Persero) (DED Process)
International Yogyakarta Airport (July 16, 2018 – July 14,
Infrastructure 2020)

TINJAUAN KEUANGAN Financial Review
Tinjauan keuangan yang akan The financial reviews that are going to be
diuraikan dalam bagian ini mengacu described in this section are referring to
pada Laporan Keuangan Konsolidasian the Consolidated Financial Statements
untuk tahun yang berakhir pada for the year that ended on December
tanggal-tanggal 31 Desember 2018 31 of 2018 and 2017 presented in this
dan 2017 yang disajikan dalam Annual Report. The Consolidated
buku Laporan Tahunan ini. Laporan Financial Statements have been
Keuangan Konsolidasian telah audited by the Public Accounting Firm
diaudit oleh Kantor Akuntan Publik Purwanto, Sungkorodan Surja and have
Purwanto, Sungkorodan Surja serta received fair opinion, in all material
mendapat opini wajar, dalam semua matters, consolidated financial position
hal yang material, posisi keuangan of PT Angkasa Pura I (Persero) and its
konsolidasian PT Angkasa Pura I subsidiaries on December 31 of 2018
(Persero) dan entitas anak tanggal 31 and 2017, as well as business revenue,
Desember 2018 dan 2017, serta hasil equity change and consolidated cash
usaha, perubahan ekuitas dan arus flow for the years that ended in those
kas konsolidasian untuk tahun-tahun dates according to the Financial
yang berakhir pada tanggal tersebut Accounting Standard in Indonesia.
sesuai dengan Standar Akuntansi
Keuangan di Indonesia.

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2018 Annual Report
KINERJA KEUANGAN FINANCIAL PERFORMANCE
Kinerja keuangan Perseroan terdiri atas kinerja Laporan The Company’s financial performance consists of the
Posisi Keuangan Konsolidasian, Laporan Laba Rugi performance of the Consolidated Statement of Financial
dan Penghasilan Komprehensif serta Laporan Arus Kas Position, Income and Comprehensive Income Statement and
Konsolidasian disajikan sebagai berikut. Consolidated Cash Flow Statement presented as follows.
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF FINANCIAL

KONSOLIDASIAN POSITION
Tabel Laporan Posisi Keuangan Konsolidasian

Table of Consolidated Statement of Financial Position (dalam ribuan rupiah / in thousands of rupiah)
Uraian Pertumbuhan / Growth

2018 2017
Description (Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
ASET / ASSETS
Aset Lancar / Current Asset
Kas dan Setara Kas / Cash and Cash Equivalent 3,149,113,800 4,146,085,966 996,972,166) (24.05%)
Investasi Jangka Pendek / Short-Term Investment 478,106,781 407,155,975 70,950,806 17.43%
Piutang Usaha - Bersih / Trade Receivables-Net
Pihak Ketiga / Third Party 419,575,180 427,375,259 (7,800,079) (1.83%)
Pihak Berelasi / Related Party 90,337,042 92,919,624 (2,582,582) (2.78%)
Piutang Lain-Lain / Other Receivables 39,711,686 19,053,290 20,658,396 108.42%
Persediaan / Inventories 84,807,820 68,668,359 16,139,461 23.50%
Uang Muka dan Biaya Dibayar Dimuka
159,380,727 72,003,022 87,377,705 121.35%
Advance Payment and Prepaid Expenses
Pendapatan Yang Masih Harus Diterima
298,444,329 225,606,033 72,838,296 32.29%
Accrued Revenue
Pajak Dibayar Dimuka / Prepaid Tax 367,865,228 105,569,123 262,296,105 248.46%
Aset Lancar Lain-Lain / Other Current Assets 28,266,819 13,395,768 14,871,051 111.01%
Jumlah Aset Lancar / Total of Current Assets 5,115,606,412 5,577,832,420 (462,226,008) (8.29%)
Aset Tidak Lancar / Long-Term Assets

Aset Pajak Tangguhan / Deferred tax assets 41,157,172 83,863,138 (42,705,966) (50.92%)
Uang Muka dan Biaya Dibayar Dimuka Jangka
Panjang 34,321,854 52,741,388 (18,419,534) (34.92%)
Long-Term Advance Payment and Prepaid Expenses
Investasi Jangka Panjang / Long-Term Investment 100,662,312 86,642,338 14,019,974 16.18%
Properti Investasi / Investment Property 127,872,733 247,036,296 (119,163,563) (48.24%)
Aset Tetap / Fixed Assets 26,138,784,667 18,627,786,052 7,510,998,615 40.32%
Aset Tidak Berwujud / Intangible Assets 42,322,384 48,998,474 (6,676,090) (13.63%)
Aset Tidak Lancar Lainnya / Other Long-Term Assets 8,187,547 7,740,672 446,875 5.77%
Jumlah Aset Tidak Lancar / Total of Long-Term Assets 26,493,309,209 19,154,808,358 7,338,500,851 38.31%
JUMLAH ASET / TOTAL ASSETS 31,608,915,621 24,732,640,778 6,876,274,843 27.80%
LIABILITAS / LIABILITY
Liabilitas Jangka Pendek / Short Term Liability
Beban Akrual / Accrued Expenses 1,412,039,543 1,379,558,217 32,481,326 2.35%
Utang Usaha: / Trade Payables:


2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Pihak Ketiga / Third Party 587,622,158 239,965,248 347,656,910 144.88%

Pihak Berelasi / Related Party 101,718,709 10,812,049 90,906,660 840.79%
Pendapatan Diterima Dimuka / Prepaid Income 147,262,859 97,657,593 49,605,266 50.80%
Utang Pajak / Tax Payables 393,235,617 586,915,606 (193,679,989) (33.00%)
Utang Bank Jangka Pendek / Short Term Bank Loans 105,631,070 76,718,537 28,912,533 37.69%
Bagian Jangka Pendek Pinjaman Jangka Panjang
941,998,089 720,938,954 221,059,135 30.66%
Current Portion of Long-Term Debt
Utang Lain-lain / Other Payables 3,925,481,505 1,232,182,579 2,693,298,926 218.58%
Jumlah Liabilitas Jangka Pendek
7,614,989,550 3,948,861,194 3,666,128,356 92.84%
Total of Short Term Liability
Liabilitas Jangka Panjang / Long-Term Liability

Utang Bank Jangka Panjang
5,385,996,924 3,665,693,887 1,720,303,037 46.93%
Long-Term Bank Loans
Utang Obligasi dan Sukuk Ijarah 1,225,868 0.04%
2,993,700,828 2,992,474,960
Bonds and Ijara Sukuk Debt
Utang Jangka Panjang Lainnya
170,528,854 174,905,265 (4,376,411) (2.50%)
Other Long-Term Debt
Liabilitas Imbalan Kerja Karyawan
302,394,975 549,244,430 (246,849,455) (44.94%)
Employee Benefits Liability
Liabilitas pajak tangguhan
89,079,821 - 89,079,821 (100.00)
Deferred Tax Liability
Jumlah Liabilitas Jangka Panjang
8,941,701,402 7,382,318,542 1,559,382,860 21.12%
Total of Long-Term Liability
JUMLAH LIABILITAS / TOTAL OF LIABILITIES 16,556,690,952 11,331,179,736 5,225,511,216 46.12%
EKUITAS / EQUITY
Modal Saham / Capital Stock 6,414,412,000 6,414,412,000 - 0.00%
Penyertaan Modal Negara (PMN)
22,963,207 255,096,706 (232,133,499) (91.00%)
State Equity Participation (PMN)
Nilai Buku Aset tetap kenavigasian dari Penyertaan
Modal Negara (PMN)
(37,004,793) (269,138,292) 232,133,499 (86.25%)
Book Value of Fixed Asset navigation from State Equity
Participation (PMN)
Akumulasi Penyusutan Aset tetap Kenavigasian
dari BPYPDS
408,393,524 408,393,524 - 0.00%
Accumulated Depreciation of Fixed Asset Navigation
from BPYPDS
Penghasilan Komprehensif Lain
2,690,722 74,064,750 (71,374,028) (96.37%)
Saldo Laba: / Retained Earnings:
Dicadangkan / Appropriated 6,228,618,258 5,093,757,108 1,134,861,150 22.28%
Laba Tahun Berjalan / Current Year Earnings 2,007,018,315 1,418,577,150 588,441,165 41.48%
Jumlah Ekuitas Yang Diatribusikan Ke:
The Total of Equity Attributable to:
Pemilik Entitas Induk / The Owner of Parent Entity 15,047,361,233 13,395,162,946 1,652,198,287 12.33%
Kepentingan Non Pengendali
4,863,436 6,298,096 (1,434,660) (22.78%)
Non-Controlling Interest
JUMLAH EKUITAS / TOTAL OF EQUITY 15,052,224,669 13,401,461,042 1,650,763,627 12.32%
JUMLAH LIABILITAS DAN EKUITAS
31,608,915,621 24,732,640,778 6,876,274,843 27.80%
TOTAL OF LIABILITIES AND EQUITY

327
2018 Annual Report
ASET ASSETS
Pada tahun 2018, total aset perseroan adalah Rp31,61 In 2018, the company’s total assets were Rp31.61 billion
triliun mengalami pertumbuhan sebesar Rp6,88 triliun experiencing growth of Rp6.88 billion or 27.80% from 2017
atau 27,80% dari tahun 2017 yang mencapai Rp24,73 that reached Rp24.73 billion. The increase is mainly from
triliun. Peningkatan tersebut terutama dari aset tidak the long-term assets of the Semarang, Banjarmasin, and
lancar atas proyek pengembangan bandar udara Yogyakarta airport development project.
Semarang, Banjarmasin dan Yogyakarta.
Tabel Aset
(dalam ribuan rupiah /
Table of Assets in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Aset Lancar / Current Asset 5,115,606,412 5,577,832,420 (462,226,008) (8.29%)
Aset Tidak Lancar / Long-Term Asset 26,493,309,209 19,154,808,358 7,338,500,851 38.31%
Jumlah Aset / Total Assets 31,608,915,621 24,732,640,778 6,876,274,843 27.80%
ASET LANCAR CURRENT ASSET

Secara total, pada tahun 2018 aset lancar Perseroan In total, in 2018 the Company’s current assets had
mengalami penurunan sebesar Rp462,23 miliar atau experienced an Rp462.23 billion decrease or by 8.29%
sebesar 8,29% dari tahun 2017. Penurunan aset lancar compared to 2017. The decrease in current assets was
terutama disebabkan oleh penurunan kas dan setara mainly due to a decrease in cash and cash equivalents of
kas sebesar Rp996,97 miliar. Penurunan ini disebabkan Rp996.97 billion. This decrease was due to the use of the
karena penggunaan dana untuk pembiayan proyek di fund for financing the project in Semarang, Banjarmasin,
Semarang, Banjarmasin, dan Yogyakarta. and Yogyakarta.
Tabel Aset Lancar

Table of Current Asses in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Kas dan Setara Kas / Cash and Cash Equivalent 3,149,113,800 4,146,085,966 996,972,166) (24.05%)
Investasi Jangka Pendek / Short Term Investment 478,106,781 407,155,975 70,950,806 17.43%
Piutang Usaha: / Trade Receivables:
Piutang Lain-Lain / Other Receivables 39,711,686 19,053,290 20,658,396 108.42%
Persediaan / Inventories 84,807,820 68,668,359 16,139,461 23.50%
Uang Muka dan Beban Dibayar Dimuka

159,380,727 72,003,022 87,377,705 121.35%
Advance Payment and Prepaid Expenses
Pendapatan Yang Masih Harus Diterima
298,444,329 225,606,033 72,838,296 32.29%
Accrued Revenue
Pajak Dibayar Dimuka / Prepaid Tax 367,865,228 105,569,123 262,296,105 248.46%
Aset Lancar Lain-Lain / Other Current Assets 28,266,819 13,395,768 14,871,051 111.01%
Jumlah Aset Lancar / Total of Current Assets 5,115,606,412 5,577,832,420 (462,226,008) (8.29%)
Kas dan Setara Kas Cash and Cash Equivalent

Pada tahun 2018, posisi kas dan setara kas mengalami In 2018, the position of cash and cash equivalent had
penurunan sebesar Rp996,97 miliar atau sebesar 24,05% experienced an Rp996.97 decrease or by 24.05% compared
jika dibandingkan dengan tahun 2017 sebesar Rp4,15 to Rp4.15 billion in 2017. This was caused by a 33.53%

triliun. Hal tersebut karena turunnya kas dan setara kas decrease in cash and cash equivalent from the deposit, and
dari deposito sebesar 33,53%, selain itu juga disebabkan also due to the financing of the airport development project
adanya pembiayaan proyek pengembangan bandar udara in Semarang, Banjarmasin, and Yogyakarta.
di bandar udara Semarang, Banjarmasin dan Yogyakarta.
Tabel Kas dan Setara Kas

Table of Cash and Cash Equivalent in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Kas / Kas 1,885,406 1,656,418 228,988 13.82%
Bank / Bank 879,996,194 733,442,312 146,553,882 19.98%
Deposito / Deposit 2,267,232,200 3,410,987,236 (1,143,755,036) (33.53%)
Total 3,149,113,800 4,146,085,966 (996,972,166) (24.05%)
Investasi Jangka Pendek Short Term Investment

Investasi jangka pendek mengalami peningkatan sebesar Short term investment had experienced an increase of
Rp70,95 miliar atau sebasar 17,43% dari tahun 2017, yang Rp70.95 billion or by 17.43% from 2017; wherein 2017 the
pada tahun 2017 nilai investasi jangka pendek sebesar short term investment value was Rp407.156 billion. This
Rp407,156 miliar. Peningkatan tersebut terutama dari increase was mainly from the mutual funds short term
investasi jangka pendek reksadana sebesar Rp81,17 miliar. investment of Rp81.17 billion.
Tabel Investasi Jangka Pendek

Table of Short Term Investment in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Deposito Berjangka > 3 Bulan

- 10,200,000 (10,200,000) (100.00%)
Terms Deposit > 3 Months
Obligasi – tersedia untuk dijual
19,156,044 19,178,167 (22,123) (0.12%)
Bonds – available for sale
Reksadana / Mutual Funds 458,950,737 377,777,808 81,172,929 21.49%
Total 478,106,781 407,155,975 70,950,806 17.43%
Piutang Usaha - Bersih Trade Receivables - Net

Piutang usaha mengalami penurunan sebesar Rp10,38 The trade receivables had experienced an Rp10.38 billion
miliar atau 2,00% dari tahun 2017 sebesar Rp520,29 decrease or by 2.00% from Rp520.29 billion in 2017 to
miliar menjadi Rp509,91 miliar pada tahun 2018. Rp509.91 billion in 2018. This decrease mainly came from
Penurunan tersebut terutama dari berkurangnya piutang the reduction of the trade receivables from the third parties
usaha dari pihak ketiga sebesar Rp7,8 miliar. by Rp7.8 billion.
Tabel Piutang Usaha

Table of Trade Receivables in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Total Piutang Usaha / Total of Trade Receivables 509,912,222 520,294,883 (10,382,661) (2.00%)

329
2018 Annual Report
Piutang Lain-Lain, Bersih Other Receivables, Net

Piutang lain-lain bersih mengalami peningkatan sebesar The Net Other Receivables had experienced an Rp20.66
Rp20,66 miliar atau 108,42% dari senilai Rp19,05 miliar billion increase or by 108.42% from Rp19.05 billion in 2017
pada tahun 2017 menjadi Rp39,71 miliar pada tahun 2018. to Rp39.71 billion in 2018. This increase was mainly due to
Peningkatan tersebut terutama dari kenaikan piutang the increase of other receivables from the third party by
lain-lain dari pihak ketiga sebesar Rp22,58 miliar. Rp22.58 billion.
Tabel Piutang Lain-Lain

Table of Other Receivables, Net in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Pihak ketiga / Third Party 43,363,358 20,784,921 22,578,437 108.63%
Penyisihan kerugian penurunan nilai

(3,651,672) (1,731,631) (1,920,041) 110.88%
Impairment loss allowance
Total Piutang Lain-Lain, Bersih
39,711,686 19,053,290 20,658,396 108.42%
Total of Other Receivables, Net
Persediaan Inventories
Persediaan mengalami peningkatan sebesar Rp16,14 miliar The Inventories had an Rp16.14 billion increase or by
atau 23,50%, dari senilai Rp68,67 miliar pada tahun 2017 23.50%, from Rp68.67 billion in 2017 to Rp84.81 billion in
menjadi Rp84,81 miliar pada tahun 2018. Peningkatan 2018. The increase was due to the inventory increase from
tersebut berasal dari kenaikan persediaan dari persediaan the office and printing supplies as well as the maintenance
alat kantor dan percetakan serta suku cadang pemeliharaan. spare parts.
Tabel Persediaan
Table of Inventories in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Suku Cadang Pemeliharaan / Maintenance spare parts 42,264,931 36,884,042 5,380,889 14.59%
Persediaan alat kantor dan percetakan

33,832,717 19,738,913 14,093,804 71.40%
Office and printing supplies
Persediaan barang dagang / Merchandise inventory 5,941,208 6,822,910 (881,702) (12.92%)
Persediaan bahan bakar / Fuel inventory 2,472,880 2,329,763 143,117 6.14%
Persediaan hotel dan lounge / Hotel and lounge supplies 1,861,512 2,929,647 (1,068,135) (36.46%)
Total 86,373,248 68,705,275 17,667,973 25.72%
Penyisihan penurunan nilai / Impairment Allowance (1,565,428) (36,916) (1,528,512) 4.140.51%
Total 84,807,820 68,668,359 16,139,461 23.50%
Uang Muka dan Beban Dibayar Dimuka Advance Payment and Prepaid Expense
Uang muka dan beban dibayar dimuka mengalami Advance payment and prepaid expense had experienced an
peningkatan sebesar Rp87,38 miliar atau 121,35%, dari Rp87.38 billion increase or by 121.35%, from Rp72.00 billion
senilai Rp72,00 miliar pada tahun 2017 menjadi Rp159,38 in 2017 to Rp159.38 billion in 2018.
miliar pada tahun 2018.
Tabel Uang Muka dan Beban dibayar Dimuka

Table of Advance Payment and Prepaid Expenses in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Bagian Jangka Pendek / Current Portion (159,380,727) (72,003,022) (87,377,705) 121.35%

Pendapatan Yang Masih Harus Diterima Accrued Revenue

Pendapatan Yang Masih Harus Diterima mengalami Accrued revenue had experienced an Rp72.84 billion
peningkatan sebesar Rp72,84 miliar atau 32,29%, increase or by 32.29%, from Rp225.61 billion in 2017 to
dari senilai Rp225,61 miliar pada tahun 2017 menjadi Rp298.44 billion in 2018. This increase was mainly due to the
Rp298,44 miliar pada tahun 2018. Peningkatan tersebut increase in the accrued revenue from the non-aeronautical
terutama dari kenaikan pendapatan yang masih harus of Rp147.36 billion.
diterima dari non aeronautika sebesar Rp147,36 miliar.
Tabel Pendapatan Yang Masih Harus Diterima

Table of Accrued Revenue in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Aeronautika / Aeronautical 191,618,705 174,811,169 16,807,536 9.61%
Non-Aeronautika / Non-Aeronautical 191,618,705 44,263,507 147,355,198 332.90%
Lainnya / Others 5,441,340 6,531,357 (1,090,017) (16.69%)
Total 298,444,329 225,606,033 72,838,296 32.29%
Pajak Dibayar Dimuka Prepaid Tax

Pajak dibayar dimuka mengalami peningkatan sebesar The prepaid tax had experienced an increase of Rp262.30
Rp262,30 miliar atau 248,46%, dari senilai Rp105,57 pada billion or by 248.46%, from Rp105.57 billion in 2017 to
tahun 2017 menjadi Rp367,87 miliar pada tahun 2018. Rp367.87 billion in 2018. The increase was mainly due to the
Peningkatan tersebut terutama berasal dari kenaikan increase in VAT Input from the Company of Rp193.59 billion.
PPN Masukan dari Perusahaan Sebesar Rp193,59 miliar.
Tabel Pajak Dibayar Dimuka

Table of Prepaid Tax in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Perusahaan / Company
PPN Masukan / VAT Input 226,983,245 33,388,706 193,594,539 579.82%
PPN Masukan / VAT Input 136,434,386 69,656,825 66,777,561 95.87%
PPh pasal 28 / Income Tax article 28 4,447,597 -
PPh pasal 22 / Income Tax article 22 - 57,416 (57,416) (100.00%)
PPh pasal 23 / Income Tax article 23 - 2,281,528 (2,281,528) (100.00%)
Pajak Lainnya / Other Taxes - 184,648 (184,648) (100.00%)
Total 367,865,228 105,569,123 262,296,105 248.46%
Aset Lancar Lainnya Other Current Asset

Aset lancar lainnya mengalami peningkatan sebesar The current asset had experienced an Rp14.87 billion
Rp14,87 miliar atau 111%, dari senilai Rp13,40 miliar pada increase or by 111%, from Rp13.40 billion in 2017 to Rp28.27
tahun 2017 menjadi Rp28,27 miliar pada tahun 2018. Aset billion in 2018. Other current assets were mainly the project
lancar lainnya terutama merupakan uang muka proyek. advance payments.

331
2018 Annual Report
ASET TIDAK LANCAR LONG-TERM ASSETS

Jumlah aset tidak lancar yang dibukukan pada tahun 2018 The total of long-term assets recorded in 2018 was Rp26.49
adalah senilai Rp26,49 triliun, meningkat sebesar Rp7,34 billion, increased by Rp7.34 billion or 38.31% from the
miliar atau 38,31% dari jumlah tercatat di tahun 2017 yaitu Rp19.15 billion recorded in 2017. The growth of long-term
sebesar Rp19,15 triliun. Pertumbuhan aset tidak lancar di assets was dominated by the growth of fixed assets by Rp7.51
dominasi oleh adanya pertumbuhan aset tetap yang tumbuh billion consisted of the fixed assets addition of Land with
sebesar Rp7,51 triliun yang terdiri dari penambahan aset the value of Rp5.45 billion, Field Structures with the value
tetap Tanah sebesar Rp5,45 triliun, Bangunan Lapangan of Rp1.2 billion, Buildings with the value of Rp801 billion,
sebesar Rp1,2 triliun, Gedung-gedung sebesar Rp801 miliar, Equipment with the value of Rp321 billion, Vehicles with the
Peralatan sebesar Rp321 miliar, Kendaraan sebesar Rp18,9 value of Rp18.9 billion, Installations with the value of Rp89.2
miliar, Instalasi sebesar Rp89,2 miliar. Peningkatan tersebut billion. This increase was due to the new land acquisition for
disebabkan oleh pengadaan lahan baru untuk pembangunan the development of new Airport in Kulonprogo as well as the
Bandar Udara baru di Kulonprogo serta pengembangan airport development in Semarang and Banjarmasin.
bandar udara di Semarang dan di Banjarmasin
Tabel Aset Tidak Lancar

Table of Long-Term Assets in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Aset Pajak Tangguhan / Deferred Tax Assets 41,157,172 83,863,138 (42,705,966) (50.92%)
Uang Muka dan Biaya Dibayar Dimuka Jangka

Panjang 34,321,854 52,741,388 (18,419,534) (34.92%)
Long-Term Advance Payment and Prepaid Expenses
Investasi Jangka Panjang / Long-Term Investment 100,662,312 86,642,338 14,019,974 16.18%
Properti Investasi, Bersih / Property Investment, Net 127,872,733 247,036,296 (119,163,563) (48.24%)
Aset Tetap / Fixed Assets 26,138,784,667 18,627,786,052 7,510,998,615 40.32%
Aset Tidak Berwujud / Intangible Assets 42,322,384 48,998,474 (6,676,090) (13.63%)
Aset Tidak Lancar Lainnya / Other Long-Term Assets 8,187,547 6,226,600 1,960,947 31.49%
Jumlah Aset Tidak Lancar / Total of Long-Term Assets 26,493,309,209 19,154,808,358 7,338,500,851 38.31%
Aset Pajak Tangguhan Deferred Tax Assets

Aset pajak tangguhan mengalami penurunan sebesar Deferred tax assets had experienced an Rp42.71 billion
Rp42,71 miliar atau 50,92%, dari senilai Rp83,86 miliar decrease or by 50.92%, from Rp83.86 billion in 2017 to
pada tahun 2017 menjadi Rp41,16 miliar pada tahun 2018. Rp41.16 billion in 2018. This decrease was due to the absence
Penurunan tersebut karena tidak adanya aset pajak of the Company’s deferred tax assets in 2018.
tangguhan perusahaan di tahun 2018.
Tabel Aset Pajak Tangguhan

Table of Deferred Tax Assets in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Perusahaan / Company - 51,980,772 (51,980,772) (100.00%)
Entitas Anak / Subsidiaries 41,157,712 31,882,366 9,275,346 29.09%
Total 41,157,712 83,863,138 (42,705,426) (50.92%)
Uang Muka dan Biaya dibayar dimuka Jangka Panjang Long Term Advance Payment and Prepaid Expenses
Uang muka dan biaya dibayar dimuka mengalami Advance payment and prepaid expenses had experienced
penurunan sebesar Rp17,41 miliar atau 34,92%, dari an Rp17.41 billion decrease or by 34.92%, from Rp52.74
senilai Rp52,74 miliar pada tahun 2017 menjadi Rp33,82 billion in 2017 to Rp33.82 billion in 2018.
miliar pada tahun 2018.

Tabel Uang Muka dan Biaya Dibayar Dimuka Jangka Panjang

Table of Long-Term Advance Payment and Prepaid Expenses in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Uang Muka dan beban dibayar dimuka

193,702,581 124,744,410 68,958,171 55.28%
Advance payment and prepaid expenses
Bagian Jangka Pendek / Current Portion (159,380,727) (72,003,022) (87,377,705) 121.35%
Bagian Jangka Panjang / Non- Current Portion 34,321,854 52,741,388 (18,419,534) (34.92%)
Investasi Jangka Panjang Long-Term Investment

Investasi jangka panjang mengalami peningkatan sebesar Long-term investment had experienced an Rp14.02 billion
Rp14,02 miliar atau 16,18%, dari senilai Rp86,64 miliar increase or by 16.18%, from Rp86.64 billion in 2017 to
pada tahun 2017 menjadi Rp100,66 miliar pada tahun Rp100.66 billion in 2018. This was due to the fact that in
2018. Hal ini dikarenakan pada tahun 2018 perusahaan 2018 the company had paid off an investment instrument in
melunasi instrumen investasi berupa obligasi RI0148 the form of RI0148 bonds with the carrying value of Rp13.36
dengan carriying value Rp13,36 miliar. billion.
Tabel Investasi Jangka Panjang

Table of Long-Term Investment in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Obligasi / Bonds 13,361,105 45,682,461 (32,321,356) (70.75%)
Penyertaaan Saham pada Entitas Asosiasi

87,301,207 86,300,400 1,000,807 1.16%
Equity Participation in Association Entity
Kerjasama Operasi / Joint Operation - 341,938 (341,938) (100.00%)
Total 100,662,312 86,642,338 14,019,974 16.18%
Properti Investasi, Bersih Investment Property, Net

Properti investasi mengalami penurunan sebesar Investment property had experienced an Rp119.116 billion
Rp119,116 miliar atau 48,24%, dari senilai Rp247,04 miliar decrease or by 48.24%, from Rp247.04 billion in 2017 to
pada tahun 2017 menjadi Rp127,87 miliar pada tahun Rp127.87 billion in 2018. The investment decrease was due
2018. Penurunan investasi karena adanya reklasifikasi to the reclassification of buildings.
bangunan.
Tabel Properti Investasi , Bersih

Table of Investment Property, Net in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Biaya Perolehan / Acquisitions Cost
Tanah / Lands 23,179,060 13,994,221 9,184,839 65.63%
Bangunan/Lapangan / Buildings/Fields 143,044,788 299,589,896 (156,545,108) (52.25%)
Akumulasi Penyusutan dan Penurunan Nilai

Accumulated Depreciation and Impairment Value
Bangunan/Lapangan / Buildings/Fields 38,351,115 66,547,821 (28,196,706) (42.37%)
Nilai Buku / Book Value 127,872,733 247,036,296 (119,163,563) (48.24%)

333
2018 Annual Report
Aset Tetap Fixed Assets

Aset tetap mengalami kenaikan sebesar Rp7,51 triliun Fixed Asset had experienced an Rp7.51 billion increase or
atau 40,32%, dari senilai Rp18,63 triliun pada tahun by 40.32%, from Rp18.63 billion in 2017 to Rp26.14 billion in
2017 menjadi sebesar Rp26,14 triliun pada tahun 2018. 2018. This increase was due to the land addition.
Peningkatan tersebut karena adanya penambahan tanah.
Tabel Aset Tetap

Table of Fixed Assets in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Biaya Perolehan/ Acquisition Cost
Tanah / Land 6,250,665,974 795,978,770 5,454,687,204 685.28%
Bangunan (lapangan) / Structure (fields) 6,825,257,730 5,324,562,457 1,500,695,273 28.18%
Gedung-Gedung / Buildings 6,476,956,030 5,456,264,612 1,020,691,418 18.71%
Alat Perhubungan Udara / Aviation Equipment 28,418,419 28,441,193 (22,774) (0.08%)
Kendaraan / Vehicle 497,988,153 482,998,121 14,990,032 3.10%
Instalasi / Installations 1,265,710,341 1,089,651,001 176,059,340 16.16%
Peralatan / Equipment 5,472,474,876 4,760,468,424 712,006,452 14.96%
Aset dalam Konstruksi / Assets under Construction 6,054,579,392 6,425,749,706 (371,170,314) (5.78%)
Total 32,872,050,915 24,364,114,284 8,507,936,631 34.92%
Akumulasi Penyusutan dan Penurunan Nilai

6,733,266,248 5,736,328,232 996,938,016 17.38%
Accumulated Depreciation and Impairment Value
Nilai Buku / Book Value 26,138,784,667 18,627,786,052 7,510,998,615 40.32%
Aset Takberwujud Intangible Assets

Aset takberwujud mengalami penurunan sebesar Rp6,67 Intangible assets had an Rp6.67 billion decrease or by
miliar atau 13,63%, dari senilai Rp49,00 miliar pada tahun 13.63%, from Rp49.00 billion in 2017 to Rp42.33 billion
2017 menjadi sebesar Rp42,33 miliar pada tahun 2018. in 2018. This was due to the increase of accumulated
Hal ini disebabkan meningkatnya akumulasi amortisasi amortization and the software impairment value of the
dan penurunan nilai perangkat lunak dari Perusahaan Company of 10.75 billion.
sebesar 10,75 miliar.
Aset takberwujud perangkat lunak terutama merupakan Software intangible assets are mainly the installations cost,
biaya instalasi, implementasi dan jasa konsultasi implementation and consultation fee of the ERP software
pendukung perangkat lunak ERP. Beban amortisasi atas support. Amortization expense of the intangible assets
aset takberwujud selama tahun 2018 dan 2017 seluruhnya during 2018 and 2017 are entirely charged to the airport
dibebankan kepada Beban operasional bandar udara. operational expenses.
Tabel Aset Takberwujud

Table of Intangible Assets in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Biaya Perolehan / Acquisition Cost

Perangkat lunak / Software
Perusahaan / Company 80,327,704 78,044,791 2,282,913 2.93%
Total 86,778,503 82,358,323 4,420,180 5.37%
Akumulasi Amortisasi dan Penurunan Nilai
Accumulated Amortization and Impairment Value


2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Perangkat lunak / Software

Perusahaan / Company 43,462,260 32,712,532 10,749,728 32.86%
Entitas Anak / Subsidiaries 993,859 647,317 346,542 53.54%
Total 44,456,119 33,359,849 11,096,270 33.26%
Total Aset tak berwujud, bersih
42,322,384 48,998,474 (6,676,090) (13.63%)
Total of Intangible Assets, net
Aset Tidak Lancar Lainnya Other Long-Term Assets

Aset tidak lancar mengalami peningkatan sebesar Long-term assets had experienced an Rp446.88 million
Rp446,88 juta atau 5,77%, dari senilai Rp7,74 miliar pada increase or by 5.77%, from Rp7.74 billion in 2017 to Rp8.19
tahun 2017 menjadi sebesar Rp8,19 miliar pada tahun billion in 2018.
2018.
LIABILITAS LIABILITY
Liabilitas yang dibukukan pada tahun 2018 adalah sebesar The recorded liability in 2018 was Rp16.56 billion increased
Rp16,65 triliun mengalami peningkatan sebesar Rp5,23 by Rp5.23 billion or 46.12%. One of the causes of the liability
triliun atau 46,12%. Peningkatan liabilitas salah satunya increase was the Rp3.67 billion increase in the short term
disebabkan karena peningkatan liabilitas jangka pendek liability.
sebesar Rp3,67 triliun.
Tabel Liabilitas
Table of Liability in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Liabilitas Jangka Pendek / Short Term Liability 7,614,989,550 3,948,861,194 3,666,128,356 92.84%
Liabilitas Jangka Panjang / Long Term Liability 8,941,701,402 7,382,318,542 1,559,382,860 21.12%
Jumlah Liabilitas / Total Liability 16,556,690,952 11,331,179,736 5,225,511,216 46.12%
LIABILITAS JANGKA PENDEK SHORT TERM LIABILITY

Liabilitas jangka pendek tahun 2018 sebesar Rp7,62 The short term liability for 2018 was Rp7.62 billion increased
triliun. mengalami peningkatan 92,84% atau 3,67 triliun. by 92.84% or 3.67 billion. This increase came from the
Peningkatan tersebut berasal dari kenaikan utang lain- increase of other payables by Rp2.70 billion for the airport
lain sebesar Rp2,70 triliun atas proyek pengembangan development project in Semarang, Banjarmasin, and
bandar udara di Semarang, Banjarmasin dan Yogyakarta. Yogyakarta.
Tabel Liabilitas Jangka Pendek

Table of Short Term Liability in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Utang Usaha / Trade Payables 689,340,867 250,777,297 438,563,570 174.88%
Utang Lain-lain / Other Payables 3,925,481,505 1,232,182,579 2,693,298,926 218.58%
Pendapatan Diterima Dimuka / Unearned Revenue 147,262,859 97,657,593 49,605,266 50.80%
Beban Akrual / Accrued Expenses 1,412,039,543 1,379,558,217 32,481,326 2.35%
Utang Pajak / Tax Payables 393,235,617 267,746,554 125,489,063 46.87%
Utang Bank Jangka Pendek / Short Term Bank Loan 105,631,070 76,718,537 28,912,533 37.69%
Bagian Jangka Pendek Pinjaman Jangka Panjang
941,998,089 644,220,417 297,777,672 46.22%
Current maturities of long-term loans
Jumlah Liabilitas Jangka Pendek
7,614,989,550 3,948,861,194 3,666,128,356 92.84%
Current Portion of Long-Term Loan

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2018 Annual Report
Utang Usaha Trade Payables

Utang usaha mengalami peningkatan sebesar Rp438,56 Trade payables had an Rp438.56 billion increase or by 175%,
miliar atau 175%, dari senilai Rp250,78 miliar pada tahun from Rp250.78 billion in 2017 to Rp689.34 billion in 2018.
2017 menjadi sebesar Rp689,34 miliar pada tahun 2018. This increase was mainly due to the increase in the third
Peningkatan tersebut terutama dari kenaikan utang party’s trade payables.
usaha pihak ketiga.
Tabel Utang Usaha (dalam ribuan rupiah /

Table of Trade Payables in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Pihak Ketiga / Third Party 587,622,158 239,965,248 347,656,910 144.88%
Pihak Berelasi / Related Party 101,718,709 10,812,049 90,906,660 840.79%
Utang Usaha / Trade Payables 689,340,867 250,777,297 438,563,570 174.88%
Utang Lain-Lain Other Payables

Utang lain-lain mengalami peningkatan sebesar Rp2,69 Other payables had an Rp2.69 billion increase or by 219%,
triliun atau 219%, dari senilai Rp1,23 triliun pada tahun from Rp1.23 billion in 2017 to Rp3.93 billion in 2018. This
2017 menjadi sebesar Rp3,93 triliun pada tahun 2018. increase came from the acquisition of fixed assets of Rp2.64
Peningkatan tersebut berasal dari perolehan aset tetap billion.
Tabel Utang Lain-Lain (dalam ribuan rupiah /

Table of Other Payables in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Perolehan Aset Tetap / Acquisition of Fixed Assets 3,353,959,490 718,602,046 2,635,357,444 366.73%
Jaminan Pelanggan / Customer Guarantee 370,562,781 367,904,347 2,658,434 0.72%
Imbalan Kerja Tantiem / Tantiem Work Incentive 100,000,000 40,869,678 59,130,322 144.68%
Titipan Debitur / Debtor’s Deposit 31,186,620 47,694,000 (16,507,380) (34.61%)
Jaminan Vendor / Vendor Guarantee 30,488,095 16,296,494 14,191,601 87.08%
Titipan Pengelola / Manager’s Deposit 23,549,240 21,652,326 1,896,914 8.76%
Titipan BMKG dan DJU / BMKG and DJU’s Deposit 13,143,560 14,133,950 (990,390) (7.01%)
Utang Iuran / Contribution 2,283,336 4,525,375 (2,242,039) (49.54%)
Titipan/utang Lain-lain / Deposit/Other Payables 308,383 2,057,363 (1,748,980) (85.01%)
Total 3,925,481,505 1,232,182,579 2,693,298,926 218.58%
Pendapatan Diterima Dimuka Prepaid Income

Pendapatan diterima dimuka mengalami peningkatan sebesar Prepaid income had increased by Rp49.61 billion or 50.80%
Rp49,61 miliar atau 50,80%, dari senilai Rp97,66 miliar pada from Rp97.66 billion in 2017 to Rp147.26 billion in 2018.
tahun 2017 menjadi sebesar Rp147,26 miliar pada tahun 2018. The increase was achieved especially from an increase of
Peningkatan tersebut khususnya dari kenaikan pendapatan Rp49.48 billion in prepaid domestic income.
domestik yang diterima dimuka sebesar Rp49,48 miliar.
Tabel Pendapatan Diterima Dimuka (dalam ribuan rupiah /

Table of Prepaid Income in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Pendapatan Domestik / Domestic Income 146,917,375 97,436,153 49,481,222 50.78%
Pendapatan internasional / International Income 345,484 221,440 124,044 56.02%
Total 147,262,859 97,657,593 49,605,266 50.80%

Beban Akrual Accrual Expenses

Beban Akrual mengalami peningkatan sebesar Rp32,48 Accrual Expenses had increased by Rp32.48 billion or 2.35%
miliar atau 2,35% dari senilai Rp1,38 triliun di tahun 2017 from Rp1.38 trillion in 2017 to Rp1.41 billion. The increase in
menjadi sebesar Rp1,41 miliar. Peningkatan beban akrual accrual expenses came from an increase of Rp166.27 billion
berasal dari kenaikan pelayanan bandar udara sebesar in airport services.
Rp166,27 miliar.
Tabel Beban Akrual

Table of Accrual Expenses in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Pegawai / Employee 475,027,902 393,061,087 81,966,815 20.85%
Pelayanan bandar udara / Airport services 445,297,485 279,028,352 166,269,133 59.59%
Umum / General 274,799,531 446,439,085 (171,639,554) (38.45%)
Pemeliharaan / Maintenance 45,358,322 90,923,458 (45,565,136) (50.11%)
Sewa / Rent 44,831,264 56,046,321 (11,215,057) (20.01%)
Bunga / Interest 39,180,139 35,157,897 4,022,242 11.44%
Utilitas / Utility 27,201,707 32,340,238 (5,138,531) (15.89%)
Pajak / Tax 20,094,551 20,067,543 27,008 0.13%
Persediaan / Supply 12,960,479 9,778,110 3,182,369 32.55%
Lain-Lain / Others 27,288,163 16,716,126 10,572,037 63.24%
Total 1,412,039,543 1,379,558,217 32,481,326 2.35%
Utang Pajak Tax Debt

Utang pajak mengalami peningkatan sebesar Rp125,49 Tax Debt had increased by Rp125.49 billion or 46.87% from
miliar atau 46,87%, dari senilai Rp267,75 miliar pada Rp267.75 billion in 2017 to Rp393.24 billion in 2018. The
tahun 2017 menjadi sebesar Rp393,24 miliar pada tahun increase came from an increase in the Input VAT of Company
2018. Peningkatan tersebut berasal dari kenaikan PPN Tax Debt.
Masukan utang Pajak Perusahaan.
Tabel Utang Pajak

Table of Tax Debt in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
PPN Masukan / Input VAT 146,625,340 22,471,377 124,153,963 552.50%
PPN Keluaran / Output VAT 82,383,245 70,381,766 12,001,479 17.05%
PPh Pasal 4 (2) / Income Tax Article 4 (2) 37,900,041 3,407,953 34,492,088 1,012.11%
Pph Pasal 21 / Income Tax Article 21 21,614,793 14,883,079 6,731,714 45.23%
PPh Pasal 25 / Income Tax Article 25 15,356,191 11,273,022 4,083,169 36.22%
PPh Pasal 23 / Income Tax Article 23 3,442,568 2,269,604 1,172,964 51.68%
PPh Pasal 22 / Income Tax Article 22 389,065 329,191 59,874 18.19%
PPh Pasal 29 / Income Tax Article 29 363,867 48,619,955 (48,256,088) (99.25%)
PPH Pasal 26 / Income Tax Article 26 - 37,676 (37,676) (100.00%)
PPN Keluaran / Output VAT 51,980,117 38,635,869 13,344,248 34.54%
PPh Pasal 25 / Income Tax Article 25 21,256,161 723,482 20,532,679 2838.04%

337
2018 Annual Report

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
PPh Pasal 29 / Income Tax Article 29 5,233,947 15,732,696 (10,498,749) (66.73%)

Pph Pasal 21 / Income Tax Article 21 1,631,341 1,657,339 (25,998) (1.57%)
PPh Pasal 4 (2) / Income Tax Article 4 (2) 1,427,679 5,370,398 (3,942,719) (73.42%)
PPh Pasal 23 / Income Tax Article 23 1,155,068 1,448,143 (293,075) (20.24%)
Pajak Lainnya / Other Tax 2,476,194 30,505,004 (28,028,810) (91.88%)
Total 393,235,617 267,746,554 125,489,063 46.87%
Utang Bank Jangka Pendek Short-Term Bank Debt

Utang Bank Jangka Pendek mengalami peningkatan Short-Term Bank Debt had increased by Rp28.91 billion or
sebesar Rp28,91 miliar atau 37,69%, dari senilai Rp76,72 37.69% from Rp76.72 billion in 2017 to Rp105.63 billion in
miliar pada tahun 2017 menjadi sebesar Rp105,63 miliar 2018. The increase came especially from the short-term
pada tahun 2018. Peningkatan tersebut terutama dari bank debt of the subsidiaries of PT Bank Pembangunan
adanya utang bank jangka pendek entitas anak dari PT Daerah Jawa Barat dan Banten Tbk which was absent in
Bank Pembangunan Daerah Jawa Barat dan Banten Tbk 2017.
yang pada tahun 2017 tidak ada.
Tabel Bank Jangka Pendek

Table of Short-Term Bank Debt in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
PT Bank Pembangunan Daerah Jawa Barat dan
43.200.000 - 43.200.000 100,00%
Banten Tbk
PT Bank Syariah Mandiri 36.000.000 41.000.000 (5.000.000) (12,20%)
PT Bank Negara Indonesia (Persero) Tbk 26.431.070 35.718.537 (9.287.467) (26,00%)
Total 105,631,070 76,718,537 28,912,533 37.69%
Bagian Jangka Pendek Pinjaman Jangka Panjang Short-Term Segment of Long-Term Loan
Bagian Bank dari utang bank jatuh tempo mengalami Bank Segment from overdue bank debt had increased by
peningkatan sebesar Rp297,78 miliar atau 46%, dari Rp297.78 billion or 46% from Rp644.22 in 2017 to Rp942
senilai Rp644,22 pada tahun 2017 menjadi sebesar billion in 2018.
Rp942 miliar pada tahun 2018
LIABILITAS JANGKA PANJANG LONG-TERM LIABILITY

Liabilitas jangka panjang tahun 2018 sebesar Rp8,94 Long-term liability, which was Rp8.94 trillion in 2018, had
triliun, mengalami peningkatan Rp1,56 triliun atau 21,12% increased by Rp1.56 trillion or 21.12% compared to Rp7.38 in
dibandingkan dengan tahun 2017 sebesar Rp7,38 triliun. 2017. This increase came from an increase of Rp1.72 trillion
Peningkatan tersebut karena kenaikan Utang Bank in Long-Term Bank Debt.
Jangka Panjang sebesar Rp1,72 triliun.
Tabel Liabilitas Jangka Panjang

Table of Long-Term Liability in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Utang Bank Jangka Panjang / Long-Term Bank Debt 5,385,996,924 3,665,693,887 1,720,303,037 46.93%
Utang Obligasi dan Sukuk Ijarah
2,993,700,828 2,992,474,960 1,225,868 0.04%
Bond Debt and Ijarah Sukuk


2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Utang Jangka Panjang Lainnya

170,528,854 174,905,265 (4,376,411) (2.50%)
Other Long-Term Debt
Liabilitas Imbalan Kerja Karyawan
302,394,975 549,244,430 (246,849,455) (44.94%)
Employee Benefit Liability
Liabilitas pajak tangguhan / Deferred tax liability 89,079,821 - 89,079,821 (100.00)
Jumlah Liabilitas Jangka Panjang
8,941,701,402 7,382,318,542 1,559,382,860 21.12%
Total of Long-Term Liability
Utang Bank Jangka Panjang Long-Term Bank Debt

Utang bank jangka panjang mengalami peningkatan Long-term bank debt had increased by Rp1.72 trillion or
sebesar Rp1,72 triliun atau 46,93%, dari senilai Rp3,67 46.93% from Rp3.67 trillion in 2017 to Rp5.39 trillion in
triliun pada tahun 2017 menjadi sebesar Rp5,39 triliun 2018. This increase came especially from an increase of
pada tahun 2018. Peningkatan tersebut terutama dari Rp2.03 trillion in long-term bank debt from the Company.
kenaikan utang bank jangka panjang dari Perusahaan
Tabel Utang Bank Jangka Panjang

Table of Long-Term Bank Debt in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Perusahaan / Company 6,275,509,527 4,243,683,310 2,031,826,217 47.88%
Entitas Anak / Subsidiaries 62,275,201 66,230,994 (3,955,793) (5.97%)
Biaya pinjaman yang belum diamortisasi

(9,789,715) - (9,789,715) (100.00%)
Unamortized loan cost
Dikurangi: Bagian Jangka Pendek Utang Bank
Jangka Panjang
(941,998,089) (644,220,417) (297,777,672) 46.22%
Subtracted by: Short-Term Segment of Long-Term
Bank Debt
Bagian Jangka Panjang / Long-Term Segment 5,385,996,924 3,665,693,887 1,720,303,037 46.93%
Utang Obligasi dan Sukuk Ijarah Bond Debt and Ijarah Sukuk
Utang obligasi dan sukuk ijarah mengalami peningkatan Bond debt and ijarah sukuk had increased by Rp1.23 billion
sebesar Rp1,23 miliar atau 0,04%, dari senilai Rp2,992 or 0.04% from Rp2.992 trillion in 2017 to Rp.2.993 in 2018.
triliun pada tahun 2017 menjadi sebesar Rp.2,993 This was caused by a decrease in unamortized loan cost.
pada tahun 2018. Hal tersebut karena penurunan biaya
pinjaman yang belum diamortisasi.
Tabel Obligasi dan Sukuk Ijarah

Table of Bonds and Ijarah Sukuk in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Utang Obligasi / Bond Debt 2,500,000,000 2,500,000,000 0 0.00%
Utang Sukuk Ijarah / Ijarah Sukuk Debt 500,000,000 500,000,000 0 0.00%
Biaya Pinjaman yang belum Diamortisasi

(6,299,172) (7,525,040) (1,225,868) (16.29%)
Unamortized Loan Cost
Total 2,993,700,828 2,992,474,960 1,225,868 0.04%

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2018 Annual Report
Utang Jangka Panjang Lainnya Other Long-Term Debt

Utang jangka panjang lainnya mengalami penurunan Other long-term debt had decreased by Rp4.38 billion or
sebesar Rp4,38 miliar atau 2,50%, dari senilai Rp 174,91 2.50% from Rp174.91 billion in 2017 to Rp170.53 in 2018. This
miliar pada tahun 2017 menjadi sebesar Rp170,53 pada decrease was especially caused by a decrease in prepaid
tahun 2018. Penurunan tersebut terutama dari turunnya income.
pendapatan diterima dimuka.
Tabel Utang jangka Panjang Lainnya

Table of Other Long-Term Debt in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Pendapatan diterima dimuka / Prepaid income 106,042,529 111,100,092 (5,057,563) (4.55%)
Jaminan Pelanggan / Customer Collateral 58,686,328 62,105,179 (3,418,851) (5.50%)
Jaminan Usaha Pemasok / Supplier Business Collateral 3,746,528 - 3,746,528 100.00%
Lainnya / Others 2,053,469 1,699,994 353,475 20,79%
Total 170,528,854 174,905,265 (4,376,411) (2.50%)
Liabilitas Imbalan Kerja Karyawan Employee Benefit Liability

Liabiltas imbalan kerja karyawan mengalami penurunan Employee benefits liability had decreased by Rp246.85 or
sebesar Rp246,85 atau 44,94%, dari senilai Rp549,24 44.94% from Rp549.24 billion in 2017 to Rp302.39 billion in
miliar pada tahun 2017 menjadi sebesar Rp302,39 2018. This decrease was caused especially by the annuity of
miliar pada tahun 2018. Penurunan tersebut terutama the employee benefits liability of the Company.
dari liabilitas imbalan kerja karyawan Perusahaan dari
tunjangan hari tua.
Tabel Liabilitas Imbalan Kerja Karyawan

Table of Employee Benefits Liability in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Tunjangan Hari Tua / Annuity - 200,657,269 (200,657,269) (100.00%)
Tunjangan Perumahan / Housing Allowance 20,713,486 13,079,459 7,634,027 58.37%
Penghargaan Pengabdian / Achievement Award 12,667,287 13,004,383 (337,096) (2.59%)
Kesehatan Pensiun / Retirement Health Benefit - 47,965,739 (47,965,739) (100.00%)
Dana Pensiun / Pension Fund 252,845,361 265,546,625 (12,701,264) (4.78%)
Sub Total 286,226,134 540,253,475 (254,027,341) (47.02%)
Total 302,394,975 549,244,430 (246,849,455) (44.94%)
Liabilitas Pajak Tangguhan Deferred Tax Liability

Liabiltas imbalan kerja jangka panjang mengalami Long-term benefits liability had increased by Rp89.08 or
peningkatan sebesar Rp89,08 atau 100%, dari sebelumnya 100% from none in 2017 to Rp89.08 billion in 2018. This
tidak ada saldo pada tahun 2017 menjadi sebesar Rp89,08 increase was caused especially by an increase in deferred
miliar pada tahun 2018. Peningkatan tersebut terutama tax liability from the Company and Subsidiaries.
dari kenaikan liabilitas pajak tangguhan dari Perusahaan
dan Entitas Anak.

Tabel Liabilitas Pajak Tangguhan

Table of Deferred Tax Liability in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Perusahaan / Company 85,652,386 - 85,652,386 100.00%
Entitas Anak / Subsidiaries 3,427,437 - 3,427,437 100.00%
Total 89,079,821 - 89,079,821 100.00%
EKUITAS EQUITY
Pada tahun 2018, ekuitas Perseroan mencapai Rp15,05 In 2018, the Company’s equity reached Rp15.05 trillion,
triliun, mengalami peningkatan sebesar 12,32% increasing by 12.32% compared to 2017 which was Rp13.40
dibandingkan tahun 2017 sebesar Rp13,40 triliun. trillion. This increase was especially caused by an increase
Kenaikan tersebut terutama disebabkan oleh kenaikan in retained earnings balance by Rp1.13 trillion or increased
saldo laba yang dicadangkan sebesar Rp1,13 triliun atau by 22.28% from 2017 and profit increase in 2018 attained
meningkat sebesar 22,28% dari tahun dan kenaikan laba Rp588.44 billion or 41.48% from 2017.
tahun berjalan senilai Rp588,44 miliar atau 41,48% dari
tahun 2017.
Tabel Ekuitas
Tabel of Equity in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Modal Saham / Capital Stock 6,414,412,000 6,414,412,000 - 0,00%
Penyertaan Modal Negara (PMN)

22,963,207 255,096,706 (232.133.499) (91,00%)
Government Capital
Nilai Buku Aset tetap kenavigasian dari
Penyertaan Modal Negara (PMN) / Navigated (37,004,793) (269,138,292) 232.133.499 (86,25%)
Fixed Asset Book Value from Government Capital
Akumulasi Penyusutan Aset tetap Kenavigasian
dari BPYPDS / Accumulated Navigated Fixed
408,393,524 408,393,524 - 0,00%
Asset Depreciation from Undetermined Status of
Government Assistance Settlement Yet
Saldo Laba / Earnings Balance
Dicadangkan / Reserved 6,228,618,258 5,093,757,108 1.134.861.150 22,28%
Belum Dicadangkan / Unreserved 2,007,018,315 1,418,577,150 588.441.165 41,48%
Penghasilan Komprehensif Lain

2,690,722 74,064,750 (71.374.028) (96,37%)
Jumlah Ekuitas Yang Diatribusikan Ke Pemilik
Entitas Induk / Total Equity Attributable to Owners 15,047,361,233 13,395,162,946 1.652.198.287 12,33%
of the Parent Company
4,863,436 6,298,096 (1.434.660) (22,78%)
Non-Controlling Interests
TOTAL EKUITAS 15,052,224,669 13,401,461,042 1.650.763.627 12,32%
MODAL SAHAM CAPITAL STOCK

Modal dasar 12.000.000 saham dengan nilai nominal Authorized capital of 12.000.000 stock with a nominal of
Rp1.000.000 (angka penuh) per saham, Modal Rp1.000.000.000 (round number) per stock, the Capital that
ditempatkan dan disetor sebesar Rp6.414.412.000 ribu was placed and submitted was Rp6.414.412.000 thousand or
atau sebanyak 6.414.412 saham. around 6.414.412 stock.

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2018 Annual Report
PENYERTAAN MODAL NEGARA STATE CAPITAL INCLUSION

Berdasarkan Peraturan Pemerintah (“PP”) No. 46 Tahun Based on the Government Regulation No. 46 in 2018 on
2018 tanggal 27 September 2018, Perusahaan menerima September 27. 2018, the Company receives reduced State
pengurangan Penyertaan Modal Negara (PMN) Republik Capital Inclusion of the Republic of Indonesia with a book
Indonesia dengan nilai buku sebesar Rp232,13 miliar value of Rp232.13 billion to be added to the State Capital
untuk dijadikan penambahan Penyertaan Modal Negara Inclusion of the Republic of Indonesia into the capital of
(PMN) Republik Indonesia ke dalam modal Perusahaan Public Company of AirNav Indonesia.
Umum LPPNPI.
Tabel Penyertaan Modal Negara

Table of State Capital Inclusion in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Saldo Awal / Starting Balance 255,096,706 255,096,706 - -
Pengurangan / Reduction (232,133,499) - (232,133,499) (100,00)
Total 22,963,207 255,096,706 (232.133.499) (91,00%)
PENGALIHAN ASET TETAP KENAVIGASIAN TRANSFER OF NAVIGATED FIXED ASSET

Pengurangan modal Pemerintah melalui pengalihan aset Reduction of Government’s capital through transfer of
kenavigasian ke LPPNPI berdasarkan surat dari Menteri navigated asset to LPPNPI according to the letter from the
BUMN No: S-46/MBU/2014 tanggal 30 Januari 2014 Minister of SOE No: S-46/MBU/2014 on January 30, 2014,
tentang persetujuan pengalihan aset tetap kenavigasian on the agreement of transfer of navigated fixed asset to
kepada Perum LPPNPI dengan nilai Buku sebesar LPPNPI with a book value of Rp270.83 billion.
Rp270,83 miliar.
Pengaruh atas pengalihan aset tetap kenavigasian kepada The effects of the transfer of navigated fixed asset to LPPNPI
Perum LPPNPI, sebagai berikut: were as follows:
a. Aset tetap kenavigasian yang telah dijadikan PMN a. Navigated fixed asset that has been used as Government
pada perusahaan diserahkan kembali sebesar nilai Capital in the company was to be returned according to
bukunya yaitu Rp270.831.524 ribu, sesuai dengan the book value, which was Rp270.831.524 thousand,
surat Perusahaan No.AP.1.6724/PL.07/2013/PD-B in accordance with the Company letter No.AP.1.6724/
tanggal 28 November 2013 perihal revisi usulan PL.07/2013/PD-B on November 28, 2013 on revision
pengalihan aset tetap kenavigasian kepada Perum on the suggestion of transferring navigated fixed asset
LPPNPI, serta berdasarkan Berita Acara Perubahan to LPPNPI as well as based on the Memo of Changes in
Nilai Aset yang Diserahterimakan No.BA. 656/ Handed-over Asset Value No.BA. 656/KU.21/2013/PDB
KU.21/2013/PDB tanggal 30 Desember 2013. on December 30, 2013.
b. BPYBDS berupa aset tetap kenavigasian yang b. Undetermined Status of Government Assistance
diserahkan kembali kepada pemerintah adalah Settlement Yet in the form of navigated fixed asset
sebesar nilai perolehan Rp731.281.272 ribu yang that was returned to the government in total was
terdiri dari Bandar Udara Internasional Juanda Rp731.281.272 thousand, consisting of Juanda
Surabaya sebesar Rp69.306.329 ribu, Bandar Udara International Airport Surabaya for Rp69.306.329
Internasional Hasanuddin Makassar Rp26.009.312 thousand, Hasanuddin International Airport Makassar
ribu, Bandar Udara Adisutjipto Yogya Rp17.826 ribu for Rp26.009.312 thousand, Adisutjipto Airport
dan MATSC Makassar Rp635.947.805 ribu dengan Yogya for Rp17.826 thousand and MATSC Makassar
akumulasi penyusutan sebesar Rp408.393.524 ribu. for Rp635.947.805 thousand with accumulated
depreciation of Rp408.393.524 thousand.
c. Penyesuaian atas aset kenavigasian yang diserahkan c. Adjustments on handed-over navigated asset was
adalah hasil rapat klarifikasi terkait daftar aset hasil a result of a clarification meeting related to the list
penilaian Direktorat Jenderal Kekayaan Negara yang of assets from the assessment result of Directorate
diselenggarakan pada tanggal 17 Oktober 2014. General of State Assets held in October 17, 2014 The
Adapun aset yang dikoreksi dari daftar penyerahan corrected assets from the handed list were a Land in
adalah Tanah di Surabaya sebesar Rp93.955 ribu, Surabaya for Rp93.955 thousand, a land in Kupang
tanah di Kupang Rp377.625 ribu dan MATSC Makassar for Rp377.625 thousand and MATSC Makassar for
sebesar Rp1.221.652 ribu. Rp1.221.652 thousand.

Tabel Pengalihan Aset Tetap Kenavigasian

Table of Transfer of Navigated Fixed Asset in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Nilai Buku Aset tetap Kenavigasian
(269,138,292) (270,831,524) 539,969,816 (199.37%)
Table of State Capital Inclusion
Koreksi Penyerahan Aset
232,133,499 1,693,232 230,440,267 13609.49%
Corrections of Transfer of Asset
(37,004,793) 269,138,292 (232,133,499) (86.25%)
Akumulasi Penyusutan Aset Tetap Kenavigasian
408,393,524 408,393,524 0 0.00%
Accumulated Navigated Fixed Asset Depreciation
SALDO LABA RETAIN EARNINGS

Saldo laba tahun 2018 adalah sebesar Rp8,24 triliun The retain earning in 2018 was Rp8.24 trillion and increased
meningkat Rp1,72 triliun atau 26,46% dibandingkan by Rp1.72 trillion or 26.46% compared to 2017 that was
dengan tahun 2017 sebesar Rp6,52 triliun. Rp6.52 trillion.
Tabel Saldo Laba

Table of Retain Earnings in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Saldo Laba / Earnings Balance
Dicadangkan / Reserved 6,228,618,258 5,093,757,108 1.134.861.150 22,28%
Belum Dicadangkan / Unreserved 2,007,018,315 1,418,577,150 588.441.165 41,48%
Total 8,235,636,573 6,512,334,258 1,723,302,315 26.46%
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME

Pada tahun 2018 Penghasilan komprehensif lain sebesar The other comprehensive income in 2018 was Rp2.69 billion,
Rp2,69 miliar, mengalami penurunan Rp71,37 miliar atau and had decreased by Rp71.37 billion or 98.37% compared to
98,37% dibandingkan tahun 2017 sebesar Rp74,06 miliar. 2017 which was Rp74.06 billion.
EKUITAS YANG DIATRIBUSIKAN KE PEMILIK ENTITAS EQUITY ATTRIBUTABLE TO THE OWNERS OF PARENT
INDUK COMPANY
Ekuitas yang diatribusikan ke pemilik entitas induk Equity attributable to the owners of parent company had
meningkat Rp1,65 triliun atau 12,33% dari Rp13,40 triliun increased by Rp1.65 trillion or 12.33% from 13.40 trillion in
di tahun 2018 menjadi Rp15,05 triliun. 2018 to Rp15.05 trillion.
KEPENTINGAN NON PENGENDALI NON-CONTROLLING INTERESTS

Kepentingan non pengendali tahun 2018 sebesar Rp4,86 The non-controlling interests in 2018 was Rp4.86 billion
miliar mengalami penurunan 22,78% dibandingkan tahun and had decreased by 22.78% compared to 2017 which was
2017 sebesar Rp6,30 miliar. Rp6.30 billion.
Tabel Kepentingan Non Pengendali (dalam ribuan rupiah /

Table of Non-Controlling Interests in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
PT Angkasa Pura Logistik 3,485,904 4,056,768 (570,864) (14.07%)
PT Angkasa Puro Support 1,261,563 2,076,171 (814,608) (39.24%)
PT Angkasa Pura Properti 75,986 102,244 (26,258) (25.68%)
PT Angkasa Pura Hotel 39,983 62,913 (22,930) (36.45%)
Total 4,863,436 6,298,096 (1,434,660) (22.78%)

343
2018 Annual Report
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF INCOME AND

KOMPREHENSIF LAIN KONSOLIDASIAN OTHER COMPREHENSIVE INCOME
Tabel Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam ribuan rupiah /
Table of Consolidated Statement of Income and Other Comprehensive Income in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Pendapatan Aeronautika / Aeronautical Income 5,113,648,346 4,525,855,700 587,792,646 12.99%
Pendapatan Non Aeronautika

3,407,438,964 2,668,491,834 738,947,130 27.69%
Non-Aeronautical Income
TOTAL 8,521,087,310 7,194,347,534 1,326,739,776 18.44%
Beban Operasional Bandar Udara

(3,152,001,063) (2,528,911,022) (623,090,041) 24.64%
Airport Operational Expenses
Beban Pegawai / Employee Expenses (1,553,875,958) (1,301,466,536) (252,409,422) 19.39%
Beban Umum dan Administrasi

(1,020,434,219) (1,301,384,420) 280,950,201 (21.59%)
General and Administration Expenses
Beban Pemasaran / Marketing Expenses (36,335,286) (75,155,175) 38,819,889 (51.65%)
Penghasilan Lain-Lain / Other Income 219,204,309 48,872,595 170,331,714 348.52%
Beban Lain-lain / Other Expenses (60,850,370) (61,810,882) 960,512 (1.55%)
LABA USAHA / PROFIT 2,916,794,723 1,974,492,094 942,302,602 47.72%
Penghasilan Keuangan / Financial Income 168,849,128 253,144,578 (84,295,450) (33.30%)
Beban Keuangan / Financial Expenses (265,134,161) (334,861,609) 69,727,448 (20.82%)
Bagian Laba Entitas Asosiasi

2,552,006 228,467 2,323,539 1017.01%
Profit Segment of Associated Entity
LABA SEBELUM PAJAK FINAL DAN PAJAK

PENGHASILAN BADAN / PROFIT BEFORE FINAL 2,823,061,696 1,893,003,530 2,640,058,166 1442.63%
TAX AND CORPORATE INCOME TAX
Beban Pajak Final / Final Tax Expenses (128,127,639) (103,506,155) (24,621,484) 23.79%

Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
LABA SEBELUM PAJAK PENGHASILAN BADAN

2,694,934,057 1,789,497,375 905,436,682 50.60%
PROFIT BEFORE CORPORATE INCOME TAX
BEBAN PAJAK PENGHASILAN BADAN, BERSIH

(689,015,898) (369,144,323) (319,871,575) 86.65%
CORPORATE INCOME TAX EXPENSES, NET
LABA TAHUN BERJALAN

2,005,918,159 1,420,353,052 585,565,107 41.23%
PROFIT OF CURRENT YEAR
PENGHASILAN KOMPREHENSIF LAIN

OTHER COMPREHENSIVE INCOME
Pos Yang Akan Direklasifikasikan Ke Laba Rugi

Post That Will Be Reclassified Into Statement of
Income
Perubahan Nilai Wajar Aset Keuangan Tersedia

Untuk Dijual / Changes in Fair Value of Financial (2,769,906) 18,377,017 (21,146,923) (115.07%)
Assets Available For Sale
Pos Yang Tidak Akan Direklasifikasikan Ke Laba

Rugi / Post That Will Not Be Reclassified Into
Statement of Income
Rugi Komprehensif Entitas Asosiasi

(1,551,197) 2,261,085 (3,812,282) (168.60%)
Comprehensive Loss of Associated Entity
Laba (rugi) Aktuarial Imbalan Kerja

(66,782,929) 110,823,515 (177,606,444) (160.26%)
Profit (loss) of Actuarial Employee Benefits
PENGHASILAN (RUGI) KOMPREHENSIH LAIN

TAHUN BERJALAN SETELAH PAJAK
(71,104,028) 126,939,447 (198,043,475) (156.01%)
OTHER COMPREHENSIVE INCOME (LOSS) OF
CURRENT YEAR AFTER TAX
TOTAL PENGHASILAN KOMPREHENSIF TAHUN

BERJALAN
1,934,253,769 1,547,292,499 386,961,270 (25.01%)
TOTAL COMPREHENSIVE INCOME OF CURRENT
YEAR
Laba Tahun Berjalan Yang dapat Diatribusikan

Kepada / Profit of Current Year Attributable to
Pemilik Entitas Induk / Owners of Parent Company 2,007,018,315 1,418,577,150 588,441,165 41.48%

(1,100,156) 1,775,902 (2,876,058) (161.95%)
Total 2,005,918,159 1,420,353,052 585,565,107 41.23%

345
2018 Annual Report
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Total Penghasilan (rugi) Komprehensif Tahun

Berjalan Yang dapat Diatribusikan Kepada:
Total Comprehensive Income (loss) of Current Year
Attributable to:
Pemilik Entitas Induk / Owners of Parent Company 1,935,914,287 1,545,516,597 389,397,690 25.20%

(1,100,156) 1,775,902 (2,876,058) -161.95%
Total 1,934,814,131 1,547,292,499 386,521,632 24.98%
Laba Per Saham Dasar (angka penuh)

312,892 221,155 91,737 41.48%
Profit Per Basic Share (round number)
Laba Per Saham Dilusian (angka penuh)

303,655 212,696 90,959 42.76%
Profit Per Diluted Share (round number)
PENDAPATAN USAHA OPERATING REVENUES

Pendapatan usaha mengalami kenaikan sebesar Rp1,33 Operating revenues had increased by Rp1.33 trillion or
triliun atau 18,44%, dari Rp7,19 triliun di 2017 menjadi 18.44% from Rp7.19 trillion in 2017 to Rp8.52 trillion in
Rp8,52 triliun di 2018. Peningkatan tersebut terutama 2018. The increase came mainly from the increase in non-
dari kenaikan pendapatan non aeronautika sebesar aeronautical income by Rp738.95 billion.
Rp738,95 miliar.
Tabel Pendapatan Usaha (dalam ribuan rupiah /

Table of Operating Revenues in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Pendapatan Aeronautika / Aeronautical Income 5,113,648,346 4,525,855,700 587,792,646 12.99%
Pendapatan Non Aeronautika
3,407,438,964 2,668,491,834 738,947,130 27.69%
Non-Aeronautical Income
Jumlah Pendapatan Usaha
8,521,087,310 7,194,347,534 1,326,739,776 18.44%
Total of Operating Revenues

PENDAPATAN AERONAUTIKA AERONAUTICAL INCOME
Pendapatan aeronautika mengalami kenaikan sebesar Aeronautical Income had increased by Rp587.79 billion or
Rp587,79 miliar atau 12,99%, dari Rp4,53 triliun di 2017 12.99% from Rp4.53 trillion in 2017 to Rp5.11 trillion in 2018.
menjadi Rp5,11 triliun di 2018. Peningkatan tersebut The increase came mainly from the increase in the income of
terutama berasal dari kenaikan pendapatan PJP2U PCS by Rp447.78 billion.
sebesar Rp447,78 miliar.
Tabel Pendapatan Aeronautika (dalam ribuan rupiah /

Table of Aeronautical Income in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
PJP4U (Pelayanan Jasa dan Pendaratan dan
Penyimpanan Pesawat Udara/PJP4U / Flight
720,128,251 574,447,311 145,680,940 25.36%
Arrival and Departure Service, Plane Parking and
Placement Service/PJP4U
PJP2U (Pelayanan Jasa Penumpang Pesawat
Udara)/PJP2U 3,849,746,920 3,401,969,489 447,777,431 13.16%
PSC (Passenger Service Charge)/PJP2U
Pemakaian Aviobridge / Aviobridge Usage 178,501,862 137,776,838 40,725,024 29.56%


2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Pemakaian Counter dan Conveyor

135,002,277 113,527,631 21,474,646 18.92%
Counter and Conveyor Usage
Pemakaian Baggage Handling System (BHS)
9,796,840 58,063,920 (48,267,080) (83.13%)
Baggage Handling System (BHS) Usage
PJKP2U (Pelayanan jasa Kargo dan Pos Pesawat
220,472,195 240,070,511 (19,598,316) (8.16%)
Udara) / PJKP2U (Cargo and Postal Services)
Jumlah Pendapatan Aeronautika
5,113,648,346 4,525,855,700 587,792,646 12.99%
Total of Aeronautical Income
PENDAPATAN NON AERONAUTIKA NON-AERONAUTICAL INCOME

Pendapatan non aeronautika mengalami kenaikan Non-aeronautical income had increased by Rp738.95 billion
sebesar Rp738,95 miliar atau 27,69%, dari Rp2,67 triliun or 27.69% from Rp2.67 trillion in 2017 to Rp3.41 trillion
di 2017 menjadi Rp3,41 triliun di 2018. Peningkatan in 2018. The increase came mainly from the increase in
tersebut terutama berasal dari kenaikan pendapatan concession income by Rp287.04 billion.
konsesi sebesar Rp287,04 miliar.
Tabel Pendapatan Non Aeronautika

Table of Non-Aeronautical Income in thousands of rupiah)
Uraian
2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Pemakaian Sarana Non-Aeronautika

447,436,647 335,052,570 112,384,077 33.54%
Non-Aeronautical Facilities Usage
Pendapatan Sewa / Rental Income 696,473,431 577,628,369 118,845,062 20.57%
Pemakaian Ruang Tunggu / Waiting Room Usage 211,332,198 114,123,735 97,208,463 85.18%
Pendapatan Konsesi / Concession Income 1,554,211,200 1,267,167,188 287,044,012 22.65%
Event dan Promosi / Event and Promotion 31,267,755 35,066,205 (3,798,450) (10.83%)
Pergudangan dan Logistik
229,173,525 201,756,729 27,416,796 13.59%
Warehousing and Logistics
Jasa Pemeliharaan dan Perbaikan
82,402,681 67,654,833 14,747,848 21.80%
Maintenance and Repairing Services
Jasa Lainnya / Other Services 155,141,527 70,042,205 85,099,322 121.50%
Jumlah Pendapatan Non Aeronautika
3,407,438,964 2,668,491,834 738,947,130 27.69%
Total of Non-Aeronautical Income
BEBAN USAHA OPERATING EXPENSES

Beban usaha mengalami kenaikan sebesar Rp384,437 Operating expenses had increased by Rp384.437 billion
miliar atau 7,36%, dari Rp5,22 triliun di 2017 menjadi or 7.36% from Rp5.22 trillion in 2017 to Rp5.60 trillion in
Rp5,60 triliun di 2018. Kenaikan tersebut terutama 2018. The increase came mainly from the increase in airport
berasal dari meningkatnya beban operasional bandar operating expenses by Rp623.09 billion.
udara sebesar Rp623,09 miliar.
Tabel Beban Usaha

Table of Operating Expenses in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Beban Operasional Bandar Udara

3,152,001,063 2,528,911,022 623,090,041 24.64%
Airport Operational Expenses
Beban Pegawai / Employee Expenses 1,553,875,958 1,301,466,536 252,409,422 19.39%

347
2018 Annual Report
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Beban Umum dan Administrasi

1,020,434,219 1,301,384,420 (280,950,201) (21.59%)
General and Administration Expenses
Beban Pemasaran / Marketing Expenses 36,335,286 75,155,175 (38,819,889) (51.65%)
Beban (Penghasilan) Lain-lain
(158,353,939) 12,938,287 (171,292,226) (1.323.92%)
Other (Income) Expenses
Jumlah Beban Usaha
5,604,292,614 5,219,855,440 384,437,174 7.36%
Total of Operating Expenses
LABA USAHA PROFIT

Laba usaha mengalami kenaikan sebesar Rp942,30 Operating profit had increased by Rp942.30 billion or
miliar atau 47,72%, dari Rp1,97 triliun di 2017 menjadi 47.72% from 1.97 trillion in 2017 to Rp2.92 trillion in 2018.
Rp2,92 triliun di 2018. Kenaikan tersebut sejalan dengan This increase was in line with the increasing operating
meningkatnya pendapatan usaha di tahun 2018. revenues in 2018.
Tabel Laba Usaha

Table of Operating Profit in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Pendapatan Usaha / Operating Revenues 8,521,087,310 7,194,347,534 1,326,739,776 18.44%

Beban Usaha / Operating Expenses 5,604,292,587 5,219,855,440 384,437,174 7.36%
Laba Usaha / Operating Profit 2,916,794,723 1,974,492,094 942,302,602 47.72%
PENGHASILAN KEUANGAN FINANCIAL INCOME

Penghasilan keuangan tahun 2018 sebesar Rp168,85 The financial income of 2018 was Rp168.85 billion, and
miliar, menurun Rp84,30 miliar atau 33,30% dibandingkan decreased by Rp84.30 billion or 33.30% compared to 2017
tahun 2017 sebesar Rp253,14 miliar. Penurunan tersebut which was Rp253.14 billion. The decrease came mainly from
terutama berasal dari turunnya penghasilan keuangan the decrease of financial income in current account service
dari jasa giro dan bunga deposito. and deposit interest.
Tabel Penghasilan Keuangan

Table of Financial Income in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Bunga Deposito / Deposit Interest 136,014,317 177,190,874 (41,176,557) (23.24%)

Jasa Giro / Current Account Service 21,921,859 68,448,786 (46,526,927) (67.97%)
Bunga Obligasi dan Reksa Dana
10,912,952 7,504,918 3,408,034 45.41%
Bonds and Mutual Funds Interest
Total 168,849,128 253,144,578 (84,295,450) (33.30%)
BEBAN KEUANGAN FINANCIAL EXPENSES

Beban keuangan tahun 2018 sebesar Rp265,13 miliar, The financial expenses in 2018 amounted to Rp265.13
menurun Rp69,73 miliar atau 20,82% dibandingkan billion, a decrease of Rp.69.73 billion or 20.82% compared
tahun 2017 sebesar Rp334,86 miliar. Penurunan tersebut to 2017 which was Rp334.86 billion. The decline came from a
berasal dari turunnya beban keuangan dari bunga decrease in the financial expenses of interest on Bank loans
pinjaman Bank dan Obligasi. and bonds.

Tabel Beban Keuangan

Table of Financial Expenses in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Bunga Pinjaman Bank dan Obligasi

262,568,530 333,007,634 (70,439,104) (21.15%)
Interest of Bank Loan and Bonds
Beban Administrasi bank
2,565,631 1,853,975 711,656 38.39%
Bank Administrative Expenses
Total 265,134,161 334,861,609 (69,727,448) (20.82%)
BAGIAN LABA ENTITAS ASOSIASI SHARES OF PROFITS OF ASSOCIATES

Bagian laba entitas asosiasi tahun 2018 sebesar Rp2,55 The share of profits of associates in 2018 amounted to
miliar, meningkat Rp2,32 miliar dibandingkan tahun 2017 Rp.2.55 billion, an increase of Rp2.32 billion compared to
sebesar Rp228,47 juta. Peningkatan tersebut berasal 2017 which was Rp.228.47 million. The increase came from
dari kenaikan bagian laba entitas asosiasi dari PT Gapura a rise in the share of profit of associates from PT Gapura
Angkasa. Angkasa.
Tabel Bagian Laba Entitas Asosiasi

Table of Shares of Profits of Associates in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
PT Gapura Angkasa 6,747,571 5,480,053 1,267,518 23.13%
PT Jasa Marga Bali Tol (4,195,565) (5,251,586) 1,056,021 (20.11%)
Total 2,552,006 228,467 2,323,539 1017.01%
LABA SEBELUM PAJAK FINAL DAN PAJAK PROFIT BEFORE FINAL TAX AND CORPORATE INCOME TAX
PENGHASILAN BADAN
Laba sebelum pajak final dan pajak penghasilan badan Profit before final tax and corporate income tax increased
mengalami kenaikan sebesar Rp930,06 miliar atau 49,13%, by Rp930.06 billion or 49.13%, from Rp1.89 trillion in 2017
dari Rp1,89 triliun di 2017 menjadi Rp2,82 triliun di 2018. to Rp2.82 trillion in 2018. The increase was in line with the
Kenaikan tersebut sejalan dengan meningkatnya laba usaha. increase in operating profit.
Tabel Laba Sebelum Pajak Penghasilan

Table of Profit before Income Tax in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Laba Usaha / Operating Profit 2,916,794,696 1,974,492,094 942,302,602 47.72%
Pendapatan (Beban) Non Usaha

(93,733,027) (81,488,564) (12,244,463) 15.03%
Non-Operating income (Expenses)
Laba Sebelum Pajak Penghasilan
2,823,061,669 1,893,003,530 930,058,139 49.13%
Profit before Income Tax
BEBAN PAJAK PENGHASILAN BADAN, BERSIH NET INCOME TAX EXPENSE

Beban pajak penghasilan Badan bersih tahun 2018 sebesar Net income tax expense for 2018 amounted to Rp689.02
Rp689,02 miliar, meningkat 86,65% dibandingkan tahun billion, an increase of 86.65% compared to 2017 which was
2017 sebesar Rp369,14 miliar. Peningkatan tersebut Rp369.14 billion. The increase came from the rise in deferred
berasal dari kenaikan pajak tangguhan sebesar Rp232,07 tax amounting to Rp232.07 billion.
miliar.

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2018 Annual Report
Tabel Beban Pajak Penghasilan Badan, Bersih

Table of Net Income Tax Expense in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Pajak Kini / Current Tax 534,786,962 446,980,943 87,806,019 19.64%
Pajak Tangguhan / Deferred Tax 154,228,936 (77,836,620) 232,065,556 (298.14%)
Beban pajak penghasilan Badan, Bersih

689,015,898 369,144,323 319,871,575 86.65%
Net Corporate Income Tax Expense
LABA TAHUN BERJALAN CURRENT YEAR PROFIT

Laba tahun berjalan mengalami kenaikan sebesar Rp585,57 Current year profit increased by Rp585.57 billion or 41.23%,
miliar atau 41,23%, dari Rp1,42 triliun di 2017 menjadi from Rp1.42 trillion in 2017 to Rp.2.00 trillion in 2018.
Rp2,00 triliun di 2018. Peningkatan tersebut sejalan dengan This increase was in line with the increase in profit before
kenaikan laba sebelum pajak penghasilan badan. corporate income tax.
Tabel Laba Tahun Berjalan

Table of Current Year Profit in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Laba Sebelum Pajak Penghasilan

2,823,061,669 1,893,003,530 930,058,139 49.13%
Profit before Income Tax
Beban pajak penghasilan Badan, Bersih
689,015,898 369,144,323 319,871,575 86.65%
Net Corporate Income Tax Expense
Laba tahun Berjalan / Current Year Profit 2,005,918,159 1,420,353,052 585,565,107 41.23%
LABA TAHUN BERJALAN YANG DAPAT DIATRIBUSIKAN CURRENT YEAR ATTRIBUTABLE PROFIT
Laba tahun berjalan yang dapat diatribusikan kepada pemilik Current year profit attributable to owners of the parent
entitas induk mengalami kenaikan sebesar Rp588,44 miliar company increased by Rp588.44 billion or 41.48% from
atau 41,48% dari Rp1,42 triliun di 2017 menjadi Rp2,00 triliun Rp1.42 trillion in 2017 to Rp2.00 trillion in 2018 and
di 2018 dan laba tahun berjalan yang dapat diatribusikan current year profit attributable to non-controlling interests
kepada kepentingan non pengendali mengalami penurunan decreased by Rp2.88 billion or -161.95% from Rp1.78 billion
sebesar Rp2,88 miliar atau -161,95% dari Rp1,78 miliar di in 2017 to (loss) Rp1.10 billion in 2018.
2017 menjadi (rugi) Rp1,10 miliar di 2018
Tabel Laba Tahun Berjalan Yang Dapat Diatribusikan

Table of Current Year Attributable Profit in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Laba tahun berjalan yang diatribusikan kepada

Pemilik Entitas Induk / Current year profit 2,007,018,315 1,418,577,150 588,441,165 41.48%
attributable to Owners of the Parent Entity
Laba tahun berjalan yang diatribusikan
Kepentingan Non Pengendali / Current year profit (1,100,156) 1,775,902 (2,876,058) (161.95%)
attributable to Non-controlling Interest
Jumlah / Total; 2,005,918,159 1,420,353,052 585,565,107 41.23%

PENGHASILAN (RUGI) KOMPREHENSIF LAIN TAHUN OTHER COMPREHENSIVE INCOME (LOSS) IN CURRENT
BERJALAN SETELAH PAJAK YEAR AFTER TAXES
Penghasilan (rugi) komperensif lain tahun berjalan setelah Other comprehensive income (loss) in current year after
pajak mengalami penurunan sebesar Rp198,04 miliar atau taxes decreased by Rp.198.04 billion or decreased 156.01%
menurun 156,01% dari Rp126,94 miliar di 2017 menjadi from Rp126.94 billion in 2017 to (loss) Rp71.10 billion in 2018.
(rugi) Rp71,10 miliar di 2018. Penurunan tersebut berasal dari The decrease was derived from changes in the fair value of
perubahan nilai wajar aset keuangan tersedia untuk dijual. financial assets available for sale.
Tabel Penghasilan (Rugi) Komprehensif Lain Tahun Berjalan Setelah Pajak

Table of Other Comprehensive Income (loss) in Current Year after Taxes in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Pos-pos yang akan direklasifikasi ke laba rugi

Items that will be reclassified to profit or loss
Perubahan Nilai Wajar Aset Keuangan Tersedia
Untuk Dijual / Change in Fair Value of Available (2,769,906) 18,377,017 (21,146,923) (115.07%)
Financial Assets for Sale
Pos-pos yang tidak akan direklasifikasi ke laba rugi
Items that will not be reclassified to profit or loss
Rugi Komprehensif Entitas Asosiasi
(1,551,197) (2,261,085) 709,888 (31.40%)
Comprehensive Loss of Associates
Laba (rugi) Aktuarial Imbalan Kerja
(66,782,925) 110,823,515 (177,606,440) (160.26%)
Profit (loss) for Employee Benefits Actuarial
Penghasilan (Rugi) Komprehensif Lain Tahun
Berjalan Setelah Pajak / Other Comprehensive (71,104,028) 126,939,447 (198,043,475) (156.01%)
Income (Loss) in Current Year After Taxes
PENGHASILAN KOMPREHENSIF TAHUN BERJALAN COMPREHENSIVE INCOME ON CURRENT YEAR

Penghasilan komprehensif tahun berjalan mengalami Comprehensive income on current year has increased by
peningkatan sebesar 25,05% dari Rp1,55 triliun di tahun 25.05% from Rp1.55 trillion in 2017 to Rp1.93 trillion in 2018.
2017 menjadi Rp1,93 triliun di tahun 2018. Peningkatan ini This increase is in line with the current year's profit growth.
seiring dengan pertumbuhan laba tahun berjalan.
Tabel Penghasilan Komprehensif Tahun Berjalan

Table of Comprehensive Income on Current Year in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Laba Tahun Berjalan/ Current Year Profit 1,935,914,287 1,545,516,597 390,397,690 25.26%
Penghasilan Komprehensif Lain Tahun Berjalan -
(1,100,156) 1,775,902 (2,876,058) (161.95%)
Setelah Pajak/ Other Comprehensive Income - After Tax
Total Penghasilan Komprehensif Tahun Berjalan/
1,934,814,131 1,547,292,499 387,521,632 25.05%
Total Comprehensive Income On Current Year
PENGHASILAN KOMPREHENSIF TAHUN BERJALAN ATTRIBUTABLE COMPREHENSIVE INCOME FOR THE

YANG DAPAT DIATRIBUSIKAN CURRENT YEAR
Total penghasilan komprehensif tahun berjalan yang The total of attributable comprehensive income for the
dapat diatribusikan mengalami kenaikan sebesar current year increased by Rp 387.52 billion or 25.05% from
Rp387,52 miliar atau 25,05% dari Rp1,55 triliun di 2017 Rp1.55 trillion in 2017 to Rp1.93 trillion in 2018. This increase
menjadi Rp1,93 triliun di 2018. Peningkatan tersebut was in line with the current year’s comprehensive income.
sejalan dengan laba komprehensif tahun berjalan.

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2018 Annual Report
Tabel Laba Komprehensif Tahun Berjalan Yang Dapat Diatribusikan (dalam ribuan rupiah /
Table of Attributable Comprehensive Profit for the current year in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Pemilik Entitas Induk / Owners of the Parent Entity 1,935,914,287 1,545,516,597 390,397,690 25.26%
Kepentingan Non Pengendali / Non-controlling interests (1,100,156) 1,775,902 (2,876,058) (161.95%)
Penghasilan (rugi) Komprehensif Tahun
Berjalan Yang dapat Diatribusikan / Attributable 1,934,814,131 1,547,292,499 387,521,632 25.05%
Comprehensive Income (Loss) for the Current Year
LABA BERSIH PER SAHAM DASAR BASIC EARNINGS PER SHARE

Total laba bersih per saham dasar mengalami kenaikan Total basic earnings per share increased by Rp91,737 or
sebesar Rp91.737 atau 41,88% dari Rp221.155 di tahun 41.88% from Rp221,155 in 2017 to Rp312,892 in 2018. This
2017 menjadi Rp312.892 di tahun 2018. Peningkatan increase was in line with the increase in profit for the current
tersebut sejalan dengan kenaikan laba tahun berjalan. year.
Tabel Laba Bersih per Saham Dasar (dalam ribuan rupiah /

Table of Basic Earnings per Share in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Laba bersih per saham dasar (dalam Rupiah Penuh)
312,892 221,155 91,737 41.48%
/ Basic earnings per share (in Full Rupiah)
LABA BERSIH PER SAHAM DILUSIAN DILUTED EARNINGS PER SHARE

Total laba bersih per saham dilusian mengalami kenaikan Total diluted earnings per share increased by Rp90,959 or
sebesar Rp90.959 atau 42,76% dari Rp212.696 di 2017 42.76% from Rp212,696 in 2017 to Rp303,655 million in
menjadi Rp303.655 juta di 2018. Peningkatan tersebut 2018. This increase was in line with the increase in profit for
sejalan dengan kenaikan laba tahun berjalan. the current year.
Tabel Laba Bersih per Saham Dilusian (dalam ribuan rupiah /

Table of Diluted Earnings per Share in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Laba bersih per saham dilusian (dalam Rupiah
303,655 212,696 90,959 42.76%
Penuh) / Diluted earnings per share (in Full Rupiah)
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED CASH FLOW STATEMENT

Dengan arus kas operasi yang kuat, Angkasa Pura With strong operating cash flow, Angkasa Pura has a
memiliki posisi solid untuk tumbuh di masa depan. Hal solid position to grow in the future. This is reflected in the
tersebut tercermin dalam pengungkapan dalam arus kas disclosures in cash flows as follows.
sebagai berikut.
Tabel Arus Kas (dalam ribuan rupiah /

Table of Cash Flow in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Arus Kas dari Aktivitas Operasi
3,028,460,823 1,479,077,570 1,549,383,253 104.75%
Cash Flow from Operating Activities
Arus Kas untuk Aktivitas Investasi
(5,852,266,973) (1,712,940,714) (4,139,326,259) 241.65%
Cash Flow used by Investment Activities
Arus Kas dari (untuk) Aktivitas Pendanaan
1,773,066,956 (481,794,326) 2,254,861,282 (468.01%)
Cash Flow provided by (used for) Funding Activities
Dampak Bersih Perubahan Nilai Tukar atas Kas dan
Setara Kas / Net Impact of Changes in Exchange 53,767,028 (34,471,560) 88,238,588 (255.98%)
Rates on Cash and Cash Equivalents
Penurunan Bersih Kas dan Setara Kas
(996,972,166) (750,129,030) (246,843,136) 32.91%
Decreasing Net Cash and Cash Equivalents
Kas dan Setara Kas Awal Tahun
4,146,085,966 4,896,214,996 (750,129,030) (15.32%)
Cash and Cash Equivalents Early in the Year
Kas dan Setara Kas Akhir Tahun
3,149,113,800 4,146,085,966 (996,972,166) (24.05%)
Year-End Cash and Cash Equivalents

ARUS KAS DARI AKTIVITAS OPERASI CASH FLOW FROM OPERATING ACTIVITIES
Kas bersih yang diperoleh dari aktivitas operasi tahun Net cash obtained from operating activities in 2018 of Rp3.03
2018 sebesar Rp3,03 triliun meningkat 104,75% trillion increased by 104.75% or Rp1.55 trillion compared to
atau Rp1,55 triliun dibandingkan tahun 2017 sebesar 2017 which was to Rp1.48 trillion. This was mainly due to an
Rp1,48 triliun. Hal ini terutama disebabkan peningkatan increase in revenue from customers amounting to Rp732.61
penerimaan dari pelanggan sebesar Rp732,61 miliar atau billion or 9.57%.
sebesar 9,57%.
Tabel Kas bersih yang diperoleh dari aktivitas operasi

Table of Net Cash Obtained from Operating Activities in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Penerimaan dari pelanggan
8,384,535,713 7,651,927,102 732,608,611 9.57%
Revenue from customers
Pembayaran Kas Kepada Pemasok, Kontraktor, Pihak
Ketiga Lainnya dan Karyawan / Cash Payments to (4,347,293,407) (4,559,452,804) 212,159,397 (4.65%)
Suppliers, Contractors, Other Third Parties and Employees
Pembayaran beban bunga
(262,568,530) (334,861,609) 72,293,079 (21.59%)
Payment of interest expense
Pendapatan Bunga / Interest income 168,849,132 160,711,289 8,137,843 5.06%
Pembayaran Pajak / Payment of taxes (915,062,085) (1,439,246,408) 524,184,323 (36.42%)
Kas Bersih Yang Diperoleh Dari Aktivitas Operasi
3,028,460,823 1,479,077,570 1,549,383,253 104.75%
Net Cash Obtained From Operating Activities
ARUS KAS UNTUK AKTIVITAS INVESTASI CASH FLOW FOR INVESTMENT ACTIVITIES
Kas bersih yang digunakan untuk aktivitas investasi tahun Net cash used in investment activities in 2018 was Rp5.85
2018 sebesar Rp5,85 triliun meningkat 241,65% atau trillion, an increase of 241.65% or Rp4.14 trillion compared
Rp4,14 triliun dibandingkan dengan tahun 2017 sebesar to 2017 which was Rp1.71 trillion. This was caused by the
Rp1,71 triliun. Hal ini disebabkan oleh penambahan aset addition of fixed assets of Rp.4.18 trillion for several routine
tetap sebesar Rp4,18 triliun untuk beberapa program investment programs and airport development projects.
investasi rutin dan proyek pengembangan bandar udara.
Tabel Kas Bersih yang Digunakan untuk Aktivitas Investasi

Table of Net Cash Used for Investment Activities in thousands of rupiah)

2018 2017
(1) (2) (3) 4 = 2-3 5 = 4/3
Pengeluaran Untuk Investasi Jangka Pendek
(71,000,806) (15,817,801) (55,183,005) 348.87%
Expenditures for Short Term Investments
Pengeluaran Untuk Investasi Jangka Panjang
(13,361,105) (105,045,372) 91,684,267 (87.28%)
Expenditures for Long-Term Investments
Penambahan Aset Tetap / Addition of Fixed Assets (5,767,905,062) (1,586,664,397) (4,181,240,665) 263.52%
Penambahan Aset Lain-Lain / Addition of Other Assets - (5,413,144) 5,413,144 (100.00%)
Kas Bersih yang Digunakan untuk Aktivitas
(5,852,266,973) (1,712,940,714) (4,139,326,259) 241.65%
Investasi / Net Cash Used for Investment Activities
ARUS KAS DARI AKTIVITAS PENDANAAN CASH FLOW FROM FUNDING ACTIVITIES
Kas bersih yang diperoleh dari aktivitas pendanaan tahun Net cash obtained from funding activities in 2018 amounting
2018 sebesar Rp1,77 triliun meningkat dibandingkan to Rp1.77 trillion increased compared to 2017 that is cash
tahun 2017 yang merupakan arus kas untuk aktivitas flows used to financing activities which was Rp481.19 billion.
pendanaan sebesar Rp481,79 miliar. Hal ini disebabkan This was due to the addition of long-term revenues in 2018
penambahan penerimaan jangka panjang di tahun 2018 which have not been realized in 2017.
yang sebelumnya belum terealisasi pada tahun 2017.

353
2018 Annual Report
Tabel Kas Bersih yang Diperoleh dari (Digunakan) Aktivitas Pendanaan

Tabel Net Cash Obtained (Used) from Funding Activities in thousands of rupiah)
Uraian
2018 2017
Description
(Rp) (%)
(1) (2) (3) 4 = 2-3 5 = 4/3
Penerimaan Pinjaman Jangka Panjang

2,746,981,235 - 2,746,981,235 100.00%
Acceptance of Long-Term Loans
Pembayaran Pinjaman Jangka Panjang
(690,198,279) (341,794,326) (348,403,953) 101.93%
Payments for Long-Term Loans
Pembayaran Dividen / Dividend Payment (283,716,000) (140,000,000) (143,716,000) 102.65%
Kas Bersih yang Diperoleh dari (Digunakan)

Aktivitas Pendanaan 1,773,066,956 (481,794,326) 1,291,272,630 (268.01%)
Net Cash Obtained (Used) from Funding Activities
TINGKAT KESEHATAN PT ANGKASA LEVEL SOUNDNESS OF PT ANGKASA

PURA I (PERSERO) PURA I (PERSERO)
Penilaian tingkat kesehatan Perseroan dihitung The rating of the Company’s Level Soundness is calculated
berdasarkan Surat Keputusan Menteri Badan Usaha Milik based on the Decree of the Minister of State-Owned
Negara Republik Indonesia Nomor KEP.100/MBU/2002 Enterprises of the Republic of Indonesia Number KEP.100/
tanggal 4 Juni 2002 tentang Penilaian Badan Usaha MBU/2002 dated June 4, 2002 on the Rating of State-
Milik Negara dan Peraturan Menteri Perhubungan Owned Enterprises and the Regulation of the Minister of
Republik Indonesia nomor PM 178 tahun 2015 tentang Transportation of the Republic of Indonesia number PM 178
Standar Pelayanan Pengguna Jasa Bandar Udara. of 2015 on User Service Standard Air. Based on the decree,
Berdasarkan surat keputusan tersebut penilaian tingkat the rating of SOEs health status is classified as:
kesehatan BUMN digolongkan menjadi:
1. SEHAT 1. HEALTHY
AAA Apabila total skor TS > 95 AAA If total score TS > 95
AA Apabila total skor 80 <TS> 95 AA If total score 80 <TS> 95
A Apabila total skor 65 <TS> 80 A If total score 65 <TS> 80
2. KURANG SEHAT 2. LESS HEALTHY

BBB Apabila total skor 50 <TS> 65 BBB If total score 50 <TS> 65
BB Apabila total skor 40 <TS> 50 BB If total score 40 <TS> 50
B Apabila total skor 30 <TS> 40 B If total score 30 <TS> 40
3. TIDAK SEHAT 3. NOT HEALTHY

CCC Apabila total skor 20 <TS> 30 CCC If total score 20 <TS> 30
CC Apabila total skor 10 <TS> 20 CC If total score 10 <TS> 20
C Apabila total skor TS <10 C If total score TS <10
Tingkat Kesehatan BUMN ditetapkan berdasarkan BUMN Health Level is determined based on the assessment
penilaian terhadap kinerja Perseroan untuk tahun buku of the Company’s performance for the fiscal year 2018
2018 meliputi penilaian sebagai berikut. covering the following assessment.
1. Aspek Keuangan 1. Financial Aspect
2. Aspek Operasional 2. Operational Aspect
3. Aspek Administrasi 3. Administration Aspect
Perhitungan tingkat kesehatan PT Angkasa Pura I The calculation of health level of PT Angkasa Pura I (Persero)
(Persero) tahun 2018 diuraikan pada tabel sebagai berikut. in 2018 is described in the table as follows.

Tabel Tingkat Kesehatan PT Angkasa Pura I (Persero) Tahun 2018

Table of Level of Soundness of PT Angkasa Pura I (Persero) Year 2018 in thousands of rupiah)
Target Tahun 2018 Realisasi Tahun 2018

Indikator Bobot Satuan Target Year 2018 Real Year 2018
No
Indicator Weight Unit Nilai Skor Nilai Skor
Value Score Value Score
A ASPEK KEUANGAN / FINANCIAL ASPECT
Imbalan kepada pemegang
1 saham (ROE) 15 % 34.79 15.00 28.55 15.00
Reward to Shareholders (ROE)
Imbalan Investasi (ROI)
2 10 % 10.92 6.00 15.55 9.00
Investment Return (ROI)
3 Rasio Kas / Cash Ratio 3 % 86.02 3.00 47.63 0.00
4 Rasio Lancar / Current Ratio 4 % 135.03 3.00 67.18 3.00
5 Collection Period / Collection Period 4 Hari 26 4.00 22 4.00
Perputaran Persediaan
6 4 Hari 2 4.00 4 4.00
Inventory Turnover
Perputaran Total Asset
7 4 % 28.60 1.00 34.84 1.00
Total Asset Turnover
Ratio Modal Sendiri
8 6 % 37.11 6.00 47.62 5.50
Own Capital Ratio
JUMLAH / TOTAL 50 42.00 41.50
B ASPEK OPERASIONAL / OPERATIONAL ASPECT
Costumer Satisfaction Index (CSI) Skala Likert
1 15 4.60 15.00 4.83 15.00
Customer Satisfaction Index (CSI) (1-5)
2 Tingkat Pelayanan/ Service Level 5 % 96.00 5.00 98.97 5.00
Pemeriksaan Security di
Terminal
Security Check in Terminal
Fasilitas Umum / Public Facility
Kebersihan Toilet
Toilet Cleanliness
Bandar Udara DPS, SUB, UPG,
BPN, MDC, JOG, SOC, SRG, LOP,
KOE, AMQ, BIK, BDJ
2,5 Bintang *** 2.50 *** 2.50
DPS, SUB, UPG, BPN, MDC, JOG,
SOC, SRG, LOP, KOE, AMQ, BIK,
BDJ Airports
Bandar Udara UPG dan BPN
2,5 **** 2.50
UPG and BPN Airports
Tingkat Kesejukan Ruangan
2,5 % 95.00 2.50 98.00 2.50
Level of room coolness
Pengembangan Fasilitas
3 dan Investasi / Facility and
Investment Development
Pencapaian Tingkat daya serap
program / Achievement Rate of 5 % 100.00 5.00 80.31 5.00
absorptive capacity of the program
Pencapaian fisik investasi
5 % 75.00 5.00 75.08 5.00
Physical achievement of investment
Jumlah / Total 35 35.00 35.00
C ASPEK ADMINISTRASI / ASPECT OF ADMINISTRATION

Laporan Perhitungan tahunan
1 3 Waktu 15/02/2018 3.00 17/02/2018 3.00
Annual Calculation Statement
Rancangan RKAP 2018
2 3 Waktu 31/10/2018 3.00 31/10/2018 3.00
Design of RKAP 2018
Laporan Periodik Makimal Makimal
3 3 Waktu 3.00 3.00
Periodic Statement Tanggal 31 Tanggal 31
Kinerja PUKK
4
Performance of PUKK
Efektivitas penyaluran dana
3 % 93.75 3.00 99.03 3.00
Effectiveness of fund disbursement
Tingkat kolektibilitas penyaluran
3 % 80.00 3.00 65.00 2.00
Collectability level of distribution

355
2018 Annual Report
Target Tahun 2018 Realisasi Tahun 2018

Indikator Bobot Satuan Target Year 2018 Real Year 2018
No
Indicator Weight Unit Nilai Skor Nilai Skor
Value Score Value Score
Jumlah / Total 15 15.00 14.00
TOTAL A+B+C 100 92.00 90.50

SKOR/ SCORE TINGKAT KESEHATAN / LEVEL OF SOUNDNESS 90,50
TARGET TINGKAT KESEHATAN AA (SEHAT)
TARGET LEVEL OF SOUNDNESS / (HEALTHY)
80<TS≤ 95
Kinerja Perseroan tahun 2018 memperoleh predikat SEHAT The performance of the Company in K 2018 obtains the
kategori ”AA” dengan nilai sebesar 90,50. Hal ini disebabkan predicate of HEALTHY category ”AA” with a value of 90.50.
pencapaian tingkat profitabilitas berada di atas target. It’s because the level of profitability Hal is above the target. The
Adapun realisasi Kinerja Perseroan yang diukur atau dinilai realization of the Company Performance measured or scored
dari 3 (tiga) aspek tersebut antara lain sebagai berikut: from realisasi Kinerja 3 (three) aspects including as follows:
1. Kinerja Keuangan 1. Financial Performance
Kinerja aspek Keuangan perusahaan Tahun 2018 The performance of the financial aspect of the company
tercapai sebesar 41,50, dimana indikator pencapaian in 2018 is 41.50, where the financial performance
kinerja keuangan tersebut tercermin dari pencapaian achievement indicator is reflected in the Profit (Loss)
Laba (Rugi). achievement.
2. Kinerja Operasional 2. Operational Performance
Kinerja Operasional diukur berdasarkan SK. Dirjen Operational Performance is measured based on the
Perhubungan Udara No. SKEP/284/X/1999 dan Decree of the Directorate General of Air Transportation
beberapa target yang diputuskan di dalam RUPS No. SKEP/284/X/1999 and several targets set in
RKAP, yang berisi target Customer Satisfaction Index RUPS RKAP, which contains the target of Customer
(CSI), tingkat pelayanan terminal, dan pengembangan Satisfaction Index (CSI), terminal service level, and
fasilitas dan investasi, Tahun 2018 tercapai dengan facility and investment development. In 2018 the score
skor 34,00. is 34.00.
3. Kinerja Administrasi 3. Administrative Performance
Kinerja Administrasi perusahaan Tahun 2018 Administrative Performance of the company in 2018 is
terealisasi dengan skor 15,00 yang meliputi ketepatan realized with a score of 15.00 which covers accuracy
laporan perhitungan laporan tahunan, rancangan of annual calculation statement, draft budget, periodic
anggaran, laporan periodic dan kinerja PKBL. statement and PKBL performance.
RASIO KEUANGAN FINANCIAL RATIO
Tabel Rasio Keuangan

Table of Financial Ratio in thousands of rupiah)
Uraian Perubahan
2018 2017
Description Change
(1) (2) (3) (2-3)
RENTABILITAS / RENTABILITY
Rasio Laba Operasi / Ratio of Operating Income 34.23% 27.45% 6.79%
Laba Terhadap Aset / Profit to Assets 6.35 5.74 0.60
Rasio Operasi / Operating Ratio 68.77% 71.94% (3.16%)
LIKUIDITAS / LIQUIDITY
Rasio Lancar / Current Ratio 47.63 106.68 (59.05)
Rasio Kas / Cash Ratio 67.18 138.17 (70.99)
SOLVABILITAS / SOLVABILITY

Uraian Perubahan
2018 2017
Description Change
(1) (2) (3) (2-3)
Rasio Hutang Terhadap Aset / Debt to Asset Ratio 52.38 47.11 5.27
Rasio Hutang Terhadap Modal / Debt to Equity Ratio 109.99 86.93 23.06
Rasio Hutang Terhadap Aset Tetap /
63.34 62.54 0.80
Debt to Fixed Assets Ratio
Perkembangan kondisi rentabilitas Perseroan selama tahun The development of the Company’s rentability condition
2017 sampai dengan tahun 2018 cukup baik dan mengalami during 2017 until 2018 is rather good and has increased.
peningkatan. Untuk rasio laba operasi pada tahun 2018 For the ratio of operating profit in 2018, it increased by
mengalami peningkatan sebesar 6,79% dibandingkan 6.79% compared with 2017. Moreover, profit to asset
tahun 2017. Selain itu laba terhadap aset juga mengalami also increased by 0.60%. It shows improved ability of the
peningkatan sebesar 0,60%. Hal ini menunjukan terdapat company to produce profit from income and utilization
peningkatan kemampuan perusahaan dalam menghasilkan of assets as production tools compared with the previous
laba dari pendapatan dan pemanfaatan aset sebagai alat year. Meanwhile, operating ratio decreased insignificantly
produksi dari tahun lalu. Sedangkan untuk rasio operasi compared with 2017 by 3.16%.
terdapat penurunan yang tidak signifikan dibandingkan
dengan tahun 2017 yakni sebesar 3,16%.
Penjelasan mengenai likuiditas dan solvabilitas disajikan Description of liquidity and solvability is presented in the
dalam bagian Kemampuan Membayar Utang dalam Capability of Paying Debt section in this Annual Statement.
Laporan Tahunan ini.
KEMAMPUAN MEMBAYAR UTANG CAPABILITIES OF PAYING DEBT AND

DAN KOLEKTIBILITAS PIUTANG COLLECTIBILITY DUE
KEMAMPUAN MEMBAYAR UTANG ABILITY TO PAY DEBTS

Perseroan senantiasa berkomitmen untuk memenuhi The Company is always committed to fulfilling the rights of
hak-hak kreditur dengan melakukan pembayaran creditors by paying the loan principal and interest in a timely
pokok pinjaman dan bunganya secara tepat waktu. manner. Measurement of debt payment capacity is done by
Pengukuran kemampuan membayar utang dilakukan measuring liquidity ratio and solvency ratio. The liquidity
dengan mengukur rasio likuiditas dan rasio solvabilitas. ratio is used to measure the ability to pay off short-term
Rasio likuiditas digunakan untuk mengukur kemampuan liabilities, while the solvency ratio is used to measure the
melunasi kewajiban jangka pendek, sedangkan rasio ability to meet all liabilities. Measurement of liquidity ratio
solvabilitas digunakan untuk digunakan untuk mengukur consists of cash ratio and current ratio.
kemampuan memenuhi seluruh kewajiban. Pengukuran
rasio likuiditas terdiri dari rasio kas dan rasio lancar.
KEMAMPUAN MEMBAYAR UTANG JANGKA PENDEK ABILITY TO PAY SHORT-TERM DEBT

Berdasarkan hasil pengukuran, kemampuan Perseroan Based on the measurement result, the Company’s ability
dalam melunasi kewajiban jangka pendek sangat baik, ini in paying short-term obligation is very good, meaning the
artinya Perseroan dapat membayar kewajiban lancarnya. Company can pay its current liabilities.
Tabel Likuiditas
Table of Liquidity (dalam / in %)
Uraian Perubahan
2018 2017
Description Change
(1) (2) (3) (2-3)
Rasio Kas / Cash Ratio 47,63 106,68 (59.05)
Rasio Lancar / Current Ratio 67,18 138.17 (70.99)

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2018 Annual Report
Perkembangan kondisi likuiditas Perseroan selama tahun The development of the Company’s liquidity condition
2017 sampai dengan tahun 2018 mengalami penurunan during 2017 until 2018 has decreased both current ratio
baik rasio lancar maupun rasio kas. Untuk rasio lancar tahun and cash ratio. For 2018curent ratio, it has decreased by
2018 mengalami penurunan sebesar 59,05% dibandingkan 59.05% compared with 2017. Meanwhile, the level of cash
dengan tahun 2017. Sedangkan, tingkat rasio kas tahun ratio in 2018 decreased by 70.99% compared with 2017. The
2018 mengalami penurunan sebesar 70,99% dibandingkan decrease of liquidity ratio was caused by increased accrual
dengan tahun 2017. Penurunan rasio likuiditas tersebut expense and accrual assets in 2018, especially related with
disebabkan oleh peningkatan beban akrual dan aset akrual the construction of New Yogyakarta International Airport
di tahun 2018 terutama berkaitan dengan pembangunan and other AP1 Airport projects which haven’t been billed by
proyek Bandar Udara New Yogyakarta International Airport goods/service providers per 31 December 2018. Decreased
dan proyek Bandar Udara AP1 lainnya yang masih belum liquidity ratio leads to the unfulfilled covenant on loan, the
ditagihkan oleh penyedia barang/jasa per 31 Desember Company has received waivers from all creditors.
2018. Atas penurunan rasio likuiditas ini menyebabkan tidak
terpenuhinya salah satu covenant atas pinjaman, Perseroan
telah memperoleh waiver dari seluruh kreditur.
KEMAMPUAN MEMBAYAR UTANG JANGKA PANJANG ABILITY TO PAY LONG-TERM DEBT

Berdasarkan hasil pengukuran rasio solvabilitas, Based on the measurement of the solvency ratio, the
kemampuan Perseroan dalam melunasi seluruh utangnya Company’s ability to pay all its debts in 2018 decreased
di tahun 2018 menurun dibandingkan tahun 2017, compared with 2017, the indicator was seen from the
indikator tersebut dilihat dari semakin meningkatnya increase in debt to asset ratio and debt to equity ratio.
rasio utang terhadap aset dan rasio utang terhadap modal.
Tabel Solvabilitas
Table of Solvency (dalam / in %)
Uraian Perubahan
2018 2017
Description Change
(1) (2) (3) (2-3)
Rasio Utang Terhadap Aset / Debt to Asset Ratio 52.38 47.11 5.27
Rasio Utang Terhadap Modal / Debt to Equity Ratio 109.99 86.93 23.06
Rasio Utang Terhadap Aset Tetap/ Debt to Fixed
63.34 62.54 0.80
Assets Ratio
Perkembangan kondisi solvabilitas dari tahun 2017 sampai The development of solvency conditions from 2017 to 2018
dengan tahun 2018 mengalami penurunan. Untuk rasio has decreaased. Debt to asset ratio in 2018, it increased by
hutang terhadap aset di tahun 2018 mengalami peningkatan 5.27% and debt to fixed assets ratio in 2018 increased by
sebesar 5,27% dan untuk rasio hutang terhadap aset tetap 0.80%. Despite increased ratios, overall, the Company was
di tahun 2018 mengalami peningkatan sebesar 0,80%. still able to fulfill its obligations with its assets, whether fixed
Walaupun terdapat peningkatan rasio tersebut namun secara assets or overall Company assets. The debt to equity ratio
keseluruhan Perseroan masih mampu untuk memenuhi in 2018 increasd by 23.06%. It was due to liquidity of bank
kewajibanya dengan aset yang dimiliki baik dari aset tetap loan facility to finance Airport construction projects in 2018.
maupun keseluruhan aset Perusahaan. Sedangkan untuk
rasio hutang terhadap modal di tahun 2018 mengalami
peningkatan sebesar 23,06%, hal ini disebabkan oleh
terdapat pencairan fasilitas pinjaman bank untuk membiayai
pembangunan proyek Bandar Udara di tahun 2018.
KEMAMPUAN MEMBAYAR UTANG DARI EFEK-EFEK ABILITY TO PAY DEBT FROM ISSUED SECURITIES
YANG DITERBITKAN
Kemampuan membayar utang juga bisa dilihat berdasarkan The ability to pay debts also can be seen based on issued
efek-efek yang diterbitkan. Obligasi I Angkasa Pura I securities. I Angkasa Pura I bons are currently rated “AAA”
saat ini mendapatkan peringkat “AAA” untuk penerbitan for the issuance of Bonds and “AAAsy” for the issuance of
Obligasi dan“AAAsy” untuk penerbitan Sukuk Ijarah dari Sukuk Ijarah from PT Pemeringkat Efek Indonesia (PEFINDO).
PT Pemeringkat Efek Indonesia (PEFINDO). Peringkat The ratings indicate the possibility of timely payment of the
tersebut menunjukan kemungkinan pembayaran tepat principal amount and the interest/installment of the benefit.
waktu atas jumlah pokok dan bunga/cicilan imbalan.


Tabel Kemampuan Membayar Hutang dari Obligasi

Table of Ability to Pay Debt from Issued Securities
Uraian Peringkat / Rank

No
Description 2018 2017
1 Obligasi I Angkasa Pura I AAA oleh Pefindo AAA oleh Pefindo
2 Sukuk Ijarah I Angkasa Pura I AAAsy oleh Pefindo AAAsy oleh Pefindo
KOLEKTIBILITAS PIUTANG COLLECTABILITY OF PAYABLE

Untuk mengetahui periode waktu perputaran piutang PT To know the period of receivable turnover of PT Angkasa
Angkasa Pura I (Persero), dilakukan pengukuran tingkat Pura I (Persero), the measurement of collectability of
kolektibilitas piutang. Berdasarkan hasil pengukuran, receivables is done. Based on the measurement result, the
tingkat kolektibilitas Perseroan menunjukkan peningkatan Company’s collectability rate shows an increase compared
dibandingkankan tahun sebelumnya. Kolektibilitas with the previous year. The collectability of receivables in
piutang di tahun 2018 mencapai 22 hari, mengalami 2018 reached 22 days, 4.40 days faster than the collectibility
percepatan 4,40 hari dibandingkan kolektibilitas tahun of 2017 which was 26.40 days. Acceleration of receivables
2017 yaitu sebanyak 26,40 hari. Percepatan kolektibilitas collectibility is achieved through several efforts that have
piutang dicapai melalui beberapa upaya yang telah been done as follows.
dilakukan sebagai berikut.
• Daily Monitoring Collection, yaitu setiap Cabang • Daily Monitoring Collection, each Branch monitors the
memonitor realisasi penagihan harian dibandingkan realization of daily billing versus predetermined billing
target penagihan yang telah ditetapkan. target.
• Pelaksanaan Listrik Pra Bayar di Cabang sebagai • Implementation of Pre-Paid Electricity in the Branch
fungsi control pembayaran kewajiban customer. as a function of controlling the payment of customer
liabilities.
• Evaluasi kinerja pembayaran sebagai upaya • Evaluate payment performance as an effort to extend
perpanjangan perjanjian sewa dengan customer. the lease agreement with the customer.
• Upaya penagihan yang intensif dengan penerapan • An intensive billing effort with the application of sanctions
sanksi bagi customer yang tidak memenuhi kewajiban for customers who do not fulfill their obligations.
• Auto Debet sebagai monitoring pembayaran dari • Auto Debit as payment monitoring from customer. With
customer. Dengan sistem ini customer harus this system the customer must provide funds on the
menyediakan dana pada rekening yang akan didebet account to be debited on the due date of payment.
pada tanggal jatuh tempo pembayaran.

STRUKTUR MODAL CAPITAL STRUCTURE
KEBIJAKAN MANAJEMEN DAN DASAR MANAGEMENT POLICY AND BASIS OF

PEMILIHAN KEBIJAKAN MANAJEMEN ATAS MANAGEMENT POLICY SELECTION ON
STRUKTUR MODAL CAPITAL STRUCTURE
Perseroan memiliki kebijakan dalam pengeloaan modal The Company has a policy in managing capital and debts
beserta utang terkait dengan adanya pengembangan related with airport constructions which were massively
bandar udara yang sedang massive dilakukan oleh performed by the Company. In terms of capital structure,
Perseroan. Apabila dilihat dari struktur modal, jumlah total liabilities of the Company is bigger than total equities
liabilitas Perseroan lebih besar dari jumlah ekuitas dengan with the total liabilities amounting to Rp16.5 trillion while the
total liabilitas senilai Rp16,5 triliun sedangkan ekuitas senilai equity amounts to Rp15.05 trillion. Bigger total liabilities of
Rp15,05 triliun. Lebih besarnya jumlah liabilitas Perseroan the Company is correlate with the investment of new airport
berkorelasi dengan investasi pengembangan bandar udara developments in Yogyakarta, Semarang, and Banjarmasin.
baru di Yogyakarta, Semarang, dan Banjarmasin.
Ekuitas yang dapat diatribusikan kepada pemilik entitas induk Equity attributable to the owner of a parent is a capital
merupakan modal yang dikelola oleh Perseroan. Tujuan utama held by the Company. The main objective of the Company’s
pengelolaan modal Perseroan adalah untuk memastikan capital management is to ensure the maintenance of a
pemeliharaan rasio modal yang sehat untuk mendukung sound capital ratio to support the business and maximize
usaha dan memaksimalkan nilai pemegang saham. shareholder value.

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2018 Annual Report
Perseroan mengelola struktur permodalan dan The Company managed capital structure and adjusts, based
melakukan penyesuaian, berdasarkan perubahan kondisi on changes in economic conditions. In addition, the Law of
ekonomi. Selain itu, Undang-undang Perseroan Terbatas the Republic of Indonesia Limited Liability Company 1/1995
Republik Indonesia No. 1/1995 yang diterbitkan pada issued in March 1995 and amended by Law no. 40/2007
Maret 1995 dan telah diubah dengan Undang-undang No. issued in August 2007, requires the establishment of a
40/2007 yang diterbitkan Agustus 2007, mensyaratkan general reserve of net income of at least 20% of the issued
pembentukan cadangan umum dari laba bersih sejumlah and paid in capital of the Company. There is no time limit
minimal 20% dari modal ditempatkan dan disetor to form the reserves. These external capital requirements
Perseroan. Tidak ada batasan waktu untuk membentuk are considered by the Company at the General Meeting of
cadangan tersebut. Persyaratan permodalan eksternal Shareholders (GMS).
tersebut dipertimbangkan oleh Perseroan pada Rapat
Umum Pemegang Saham (RUPS).
Melalui Peraturan Pemerintah (PP) No. 130 Tahun Through Government Regulation (PP) no. 130 of 2015 dated
2015 tanggal 28 Desember 2015 dan Surat Keputusan December 28, 2015 and the Decree of the Minister of SOEs
Menteri BUMN No. S-17/MBU/01/2016 tanggal 8 no. S-17/MBU/01/2016 dated January 8, 2016, the Minister
Januari 2016, Menteri BUMN menetapkan penambahan of SOEs stipulated the addition of capital participation of the
penyertaan modal Negara Republik Indonesia sebesar Republic of Indonesia amounted to Rp2,000,000,000,000
Rp2.000.000.000.000 dalam rangka pembebasan lahan in the framework of land acquisition for the construction of
untuk pembangunan landasan pacu (runway) 3 (tiga) runway 3 (three) Soekarno-Hatta International Airport.
Bandar Udara Internasional Soekarno-Hatta.
RINCIAN STRUKTUR MODAL DETAILS OF CAPITAL STRUCTURE

Komposisi struktur modal di 2018 yang dimiliki oleh The composition of capital structure in 2018 owned by the
Perseroan adalah 52,38% berasal dari liabilitas dan Company was 52.38% derived from liabilities and 47.62%
47,62% berupa ekuitas, komposisi ini mengalami in the form of equities. The composition changed compared
perubahan jika dibandingkan dengan 2017. Komposisi with 2017. The composition of capital structure derived from
struktur modal yang berasal dari liabilitas di tahun 2017 liabilities in 2017 amounted to 45.81% which increased
sebesar 45,81% mengalami kenaikan 6,57%. Sedangkan by 6.57%. Meanwhile, the composition of equity in 2017
komposisi ekuitas di tahun 2017 sebesar 54,19%, menurun amounted to 54.19%, which decreased by 6.57%. Increased
sebesar 6,57%. Meningkatnya nilai liabilitas disebabkan liability value was caused by capitalization of Assets of New
karena adanya kapitaliasi Aset Proyek Pengembangan Airport Development Project and Development of I Gusti
Bandar Udara Baru dan Pengembangan Bandar Udara Ngurah Rai International Airport.
Internasional I Gusti Ngurah Rai.
Rincian terkait struktur modal diuraikan dalam tabel The detail on capital structure is described in the following
berikut. table.
Tabel Struktur Modal

Table of Capital Structure in thousands of rupiah)
Uraian Persentase Total Modal Persentase Total Modal

2018 2017
Description Percentage of Total Capital Percentage of Total Capital
Liabilitas Jangka Pendek
7,614,989,550 24.09% 3,948,861,194 15.97%
Short-term liabilities
Liabilitas Jangka Panjang
8,941,701,402 28.29% 7,382,318,542 29.85%
Long-term liabilities
Total Liabilitas
16,556,690,952 52.38% 11,331,179,736 45.81%
Total Liabilities
Ekuitas
15,052,224,669 47.62% 13,401,461,042 54.19%
Equity
Total Liabilitas dan Ekuitas
31,608,915,621 100.00% 24,732,640,778 100.00%
Total Liabilities and Equity

IKATAN MATERIAL TERKAIT MATERIAL COMMITMENT RELATED TO

INVESTASI BARANG MODAL THE INVESTMENT OF CAPITAL GOODS
Selama tahun 2018, Perseroan tidak memiliki ikatan Throughout 2018, the Company has no material commitment
material terkait investasi barang modal. Namun demikian, related to the investment of capital goods. However,related
terkait dengan investasi barang modal, Perseroan to the investment of capital goods, the Company has
memiliki perjanjian perikatan dengan vendor/pelaksana commitment agreements with the following vendors/
program sebagai berikut. executors of programs.
NAMA PIHAK YANG MELAKUKAN IKATAN NAMES OF PARTIES TO EXECUTE COMMITMENT

Nama pihak yang melakukan ikatan disajikan sebagai The names of parties to execute commitment are presented
berikut. below.
Tabel Ikatan Investasi Barang Modal Kantor Pusat

Table of Commitment of Investment of Capital Goods of the Head Office
Jenis Ikatan Vendor/ Pelaksana Program

Type fo Commitment Vendor/ Executor of Program
PELAYANAN / SERVICE
Standarisasi Proses Bisnis Airport Operation and Business Support dan Subscription Software
Business Process Management / Standardization of Business Process of Airport Operation PT SISINDOKOM
and Business Support and Subscription of Business Process Management Software
Pengadaan dan Pemasangan SCP Digital Signage di 13 Kantor Cabang AP I PT ANGKASA PURA
Procurement and Installation of SCP Digital Signage in 13 Branch Offices of AP I SUPPORT
Pengadaan Software Office Automation / Procurement of Office Automation Software PT BHINEKA MENTARI DIMENSI
Pengadaan Sistem Monitoring Penggunaan Wisma Bima Chakti Kopo
PT ANGKASA PURA SUPPORT
Procurement of Monitoring System of Usage of Wisma Bima Chakti Kopo
Integrasi PBX Di Lingkungan Angkasa Pura I
PT DATASCRIPT
Integration of PBX in the Environment of Angkasa Pura I
Implementasi ERP Multi Company / Implementation of Multi Company ERP PT INDODEV NIAGA INTERNET
Re-engineering Infrastruktur Jaringan Data Angkasa Pura I
PT LOGISTIK TEKNOLOGI INDONESIA
Re-engineering of Data Infrastructures of Angkasa Pura I
Penambahan Lisensi SAP ERP / Adding SAP ERP License PT ABYOR INTERNATIONAL
Penambahan Lisensi Teknisi Service Desk Management
PT PRODATA SISTEM TEKNOLOGI
Adding Desk Management Service Technician License
Pengadaan Lisensi Microsoft / Procurement of Microsoft License PT MITRA INTERGRASI INFORMATIKA
Pengembangan SAP BPC-Planning / Development of SAP BPC-Planning PT ABYOR INTERNATIONAL
Pengadaan dan Pemasangan AC di Kantor Pusat PT Angkasa Pura I (Persero)
PT TRIPUTRA TUGU MANDIRI
Procurement and Installation of AC in the Head Office of PT Angkasa Pura I (Persero)
Pengadaan Pompa Transfer Air Bersih Gedung Serbaguna Kantor Pusat PT Angkasa Pura I
Procurement of Clean Water Transfer Pump of Multipurpose Building of the Head Office of PT PT DELTA PRATAMA ABADI
Angkasa Pura I
Pengadaan dan Pemasangan Lampu Taman Hemat Energi Kantor Pusat PT Angasa Pura
I (Persero)
PT TANGGUH ABADI BERSAMA
Procurement and Installation of Energy Saving Garden Lamps of the Head Office of PT Angasa
Pura I (Persero)
Pengadaan dan Pemasangan CCTV Wisma Bima Kopo
PT BANGUN MITRA DIRGANTARA
Procurement and Installation of CCTV of Wisma Bima Kopo
Pengadaan dan Pemasangan PABX Kantor Pusat PT Angkasa Pura I (Persero)
PT ANGKASA LINTAS SEJAHTERA
Procurement and Installation of PABX of the Head Office of PT Angkasa Pura I (Persero)
Pengadaan dan Pemasangan Booster Amplifier Untuk Public Adress System (PAS) Kantor
Pusat PT Angkasa Pura I (Persero) / Procurement and Installation of Booster Amplifier for PT BANGUN MITRA DIRGANTARA
Public Adress System (PAS) of the Head Office of PT Angkasa Pura I (Persero)
Pengadaan Alat Alat Kesehatan / Procurement of Medical Devices CV MANUNGGAL AGUNG SEJAHTERA
Pembangunan Gedung Pendidikan dan Pelatihan PTAngkasa Pura I (Persero) di Kopo
BPT ANGKASA PURA PROPERTI
Construction of Education and Training Building of PTAngkasa Pura I (Persero) in Kopo

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2018 Annual Report
Jenis Ikatan Vendor/ Pelaksana Program

Type fo Commitment Vendor/ Executor of Program
Pembangunan Wisma Peristirahatan di Kopo / Construction of Guesthouse Retreat in Kopo PT ANGKASA PURA PROPERTY
Pengadaan dan Pemasangan Lift di Gedung Serbaguna 1 unit
CV MANDIRI
Procurement and Installation of 1 unit of Lift in Multipurpose Building
Implementasi Corporate Performance Monitoring and Evaluation System
PT SOFTWARE SENI
Implementation of Corporate Performance Monitoring and Evaluation System
NILAI IKATAN VALUE OF COMMITMENT

Realisasi Investasi Tahun 2018 sebanyak 310 program Investment in 2018 realized as many as 310 programs or
atau 80,31% dengan nilai kontrak sebesar Rp12,05 triliun 80.31% with a contract value of Rp12.05 trillion and physical
dan daya serap fisik sebesar 75,08%. Hal tersebut dapat absorption of 75.08%. It has the following details:
dilhat dengan rincian sebagai berikut:
Tabel Nilai Investasi Barang Modal

Table of Value of Investment of Capital Goods in thousands of rupiah)
Nilai Kontrak
Uraian Periode Berjalan Realisasi Fisik Daya Serap Fisik
Description Contract Value of Physical Realization Physical Absorption
Current Period
Keselamatan Penerbangan/ Keamanan 1.425.976.218.460 7 78.919.386.879 54,62%
Flight Safety/ Security
Pelayanan / Service 545.537.215.801 3 80.725.803.208 69,79%
Pendapatan / Income 39.368.246.399 4 2.642.451.527 108,32%
Operasional / Operational 2.010.881.680.661 1.202.287.641.613 59,79%
Pengembangan Non Proyek / Non Project Development 3.368.201.907.111 2.443.304.431.897 72,54%
Pengembangan Proyek / Project Development 6.667.251.809.448 5.399.288.483.327 80,98%
Pengembangan / Development 10.035.453.716.559 7.842.592.915.224 78,15%
Total Investasi / Total Investment 12.046.335.397.220 9.044.880.556.838 75,08%
TUJUAN IKATAN OBJECTIVES OF COMMITMENT

Ikatan yang dimiliki oleh PT Angkasa Pura I (Persero) The material bonds owned by PT Angkasa Pura I (Persero)
bertujuan sebagai komitmen pembelian barang modal are intended as a commitment to purchase capital goods
yang telah direncanakan dalam RKAP PT Angkasa Pura I that have been planned in RKAP of PT Angkasa Pura I
(Persero) tahun 2018. (Persero) in 2018.
SUMBER DANA SOURCE OF FUNDS

Sumber dana yang digunakan dalam pembelian barang The source of funds used in the purchase of capital goods
modal berasal dari Obligasi dan Sukuk sesuai dengan comes from bonds and sukuk in accordance with the capital
modal PT Angkasa Pura I (Persero) yang telah dianggarkan of PT Angkasa Pura I (Persero) which has been budgeted
selama tahun berjalan. during the year.
MATA UANG CURRENCY

Seluruh transaksi yang dilakukan dalam rangka All transactions conducted in the framework of material
pengikatan material untuk belanja modal adalah dalam binding for capital expenditure are denominated in Rupiah.
mata uang Rupiah.

LANGKAH PERLINDUNGAN RISIKO MATA STEP OF CURRENCY RISK PROTECTION

UANG
Dikarenakan seluruh transaksi pengikatan dan belanja As all bonding and capital expenditure transactions are
modal dilakukan dalam mata uang rupiah, maka PT conducted in rupiah currency, PT Angkasa Pura I (Persero)
Angkasa Pura I (Persero) tidak perlu melakukan does not need to protect the risk of foreign currency
perlindungan atas risiko perlindungan mata uang asing. protection.
INVESTASI BARANG MODAL INVESTMENT OF CAPITAL GOODS
TUJUAN INVESTASI BARANG MODAL OBJECTIVES OF INVESTMENT OF CAPITAL

GOODS
Tujuan investasi barang modal untuk mendukung The purpose of investing capital goods is to support
kelancaran kegiatan operasional. PT Angkasa Pura I the smooth implementation of operational activities. PT
(Persero) melakukan investasi barang modal dalam Angkasa Pura I (Persero) invests capital goods in the form of
bentuk aset tetap berupa tanah, bangunan (lapangan), fixed assets in the form of Land, Buildings (Field), Buildings,
gedung-gedung, kendaraan, instalasi, peralatan, dan aset Air Transportation Equipment, Vehicles, Installations,
dalam penyelesaian. Equipment and Assets under construction.
JENIS DAN NILAI INVESTASI BARANG MODAL TYPE AND VALUE OF INVESTMENT OF
CAPITAL GOODS
Investasi barang modal yang direalisasi pada tahun 2018 Investment in capital goods that is realized in 2018
sebesar Rp8,50 triliun, meningkat dibandingkan tahun amounted to Rp8.50 trillion, increased compared with 2017
2017 sebesar Rp3,53 triliun. Adapun rincian terkait nilai which amounted to Rp3.53 trillion. The details related to the
investasi barang modal diuraikan dalam tabel sebagai investment value of capital goods are described in the table
berikut. as follows.

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2018 Annual Report
Tabel Investasi Barang Modal dalam bentuk Aset Tetap Tahun 2017-2018
Table of Investment of Capital Goods in the Form of Fixed Assets Year 2017-2018 (dalam ribuan rupiah /
in thousands of rupiah)
Jenis Aset Tetap

2018 2017
Type of Fixed Assets
Tanah / Land 11,754,949 4,221,802
Bangunan (Lapangan) / Building (Field) 885,211 315,432,827
Gedung-gedung / Buildins 79,223,797 137,073,504
Kendaraan / Vehicle 47,214,124 89,053,306
Instalasi / Installation 118,114,412 50,000,356
Peralatan / Equipment 234,808,266 423,782,276
Aset dalam penyelesaian / Assets under construction 8,005,083,786 2,513,265,120
Jumlah / Total 8,497,084,545 3,532,829,191
Sedangkan rincian jenis dan nilai investasi barang modal Meanwhile, the details of the type and value of investment
terkait dengan operasional dan pengembangan telah of capital goods related with operation and development
disajikan pada bagian Ikatan Material Investasi Barang are presented in the Material Commitment Related to
Modal dalam Laporan Tahunan ini. the Investment of Capital Goods section in this Annual
Statement.
INFORMASI MATERIAL MENGENAI MATERIAL INFORMATION ON

INVESTASI, EKSPANSI, DIVESTASI, INVESTMENT, EXPANSION,
AKUISISI, ATAU RESTRUKTURISASI DIVESTATION, ACQUISITION, OR
HUTANG DAN MODAL RESTRUCTURING OF PAYMENT AND
CAPITAL
INVESTASI INVESTMENT
Perseroan melakukan investasi jangka pendek dan jangka The Company makes the following short-term and long-
panjang sebagai berikut. term investments.
Tabel Investasi
Table of Investment in thousands of rupiah)
Uraian
2018 2017
Description
(1) (1) (1)
Investasi Jangka Pendek / Short Term Investment
Deposito Berjangka > 3 Bulan / Time Deposit > 3 Months - 10,200,000
Obligasi – tersedia untuk dijual / Bonds – available for sale 19,156,044 19,178,167
Reksadana / Mutual Fund 458,950,737 377,777,808
Total Investasi Jangka Pendek / Total Short Term Investment 478,106,781 407,155,975
Investasi Jangka Panjang / Long Term Investment
Obligasi / Bonds 13,361,105 -
Penyertaaan Saham pada Entitas Asosiasi 87,301,207 86,300,400
Investment in Shares of Associates
Kerjasama Operasi / Joint Operation - 341,938
Total Investasi Jangka Panjang / Total Long Term Investment 100,662,312 86,642,338
EKSPANSI EXPANSION
Kegiatan Ekspansi Bisnis PT Angkasa Pura I (Persero) di Business Activity Expansion of PT Angkasa Pura I (Persero)
Tahun 2018 merupakan kelanjutan kegiatan ekspansi di in 2018 is a continuation of expansion activity in the
tahun sebelumnya. Kegiatan ekspansi tersebut mencakup previous year. The expansion activities include the 3
program pengembangan 3 (tiga) Bandar Udara yaitu (three) airport development programs, Syamsudin Noor –

Syamsudin Noor - Banjarmasin, Bandar Udara Jenderal Banjarmasin; Jenderal Ahmad Yani Airport – Semarang; and
Ahmad Yani – Semarang, dan Bandar Udara Yogyakarta Yogyakarta New Airport. In the framework of developing the
Baru. Dalam rangka pengembangan bandar udara tersebut. aforementioned airports, the Board of Directors issued a
Direksi menerbitkan keputusan untuk membentuk decision to establish organization and working procedures,
organisasi dan tata kerja sebagai berikut: as follows:
1. Sesuai dengan Keputusan Direksi PT Angkasa Pura 1. In accordance with the Decree of the Board of Directors of PT
I (Persero) nomor: KEP.176/OM.01.01/2014 tanggal Angkasa Pura I (Persero) number: KEP.176/OM.01.01/2014
15 Desember 2014 telah dibentuk organisasi dan dated December 15, 2014 has been established organization
Tata Kerja Proyek Pengembangan Bandar udara and Working Procedure of Development Project of
Syamsudin Noor Banjarmasin. Syamsudin Noor Banjarmasin Airport.
2. Sesuai dengan Keputusan Direksi PT Angkasa Pura 2. In accordance with the Decree of the Board of Directors of PT
I (Persero) nomor: KEP.107/OM.01.01/2014 tanggal Angkasa Pura I (Persero) number: KEP.107/OM.01.01/2014
26 Agustus 2014 telah dibentuk organisasi dan Tata dated August 26, 2014 has been established organization
Kerja Proyek Pengembangan Bandar Udara Jenderal and Working Procedure of Development Project of
Ahmad Yani – Semarang. Jenderal Ahmad Yani - Semarang Airport.
3. Sesuai dengan Keputusan Direksi PT Angkasa Pura 3. In accordance with the Decree of the Board of Directors
I (Persero) nomor: KEP.182/OM.01.01/2014 tanggal of PT Angkasa Pura I (Persero) number: KEP.182/
30 Desember 2014 atas perubahan Keputusan OM.01.01/2014 dated December 30, 2014 on the change
Direksi PT Angkasa Pura I (Persero) nomor: KEP.108/ of Decision of the Board of Directors of PT Angkasa Pura
OM.01.01/2014 tanggal 26 Agustus 2014 telah I (Persero) number: KEP.108/OM.01.01/2014 dated 26
dibentuk organisasi dan Tata Kerja Proyek Persiapan August 2014 has been formed organization and Working
Pembangunan Bandar Udara Internasional Yogyakarta. Procedures of Project Construction Preparation of
International Airport Yogyakarta.
DIVESTASI DIVESTATION
Selama tahun 2018, Perseroan tidak melakukan kegiatan During 2018, the Company doesn’t perform acquisition.
akuisisi.
AKUISISI ACQUISITION
Selama tahun 2018, Perseroan tidak melakukan kegiatan During 2018, the Company doesn’t perform acquisition.
akuisisi.
RESTRUKTURISASI HUTANG DAN MODAL RESTRUCTURING OF PAYMENT AND CAPITAL

Selama tahun 2018, Perseroan tidak melakukan transaksi During 2018, the Company doesn’t perform any transaction
restrukturisasi utang dan/atau restrukturisasi modal. of restructuring of payment and/or restructuring of capital .
PENCAPAIAN TARGET DAN TARGET ACHIEVEMENT OF TARGETS AND

KE DEPAN TARGETS AHEAD
PENCAPAIAN TARGET 2018 TARGET ACHIEVEMENT IN 2018

Untuk mendukung pencapaian target dan sasaran RKAP To support the achievement of targets and objectives
Tahun 2018, Manajemen PTAngkasa Pura I (Persero) melalui of RKAP of 2018, the management of PT Angkasa Pura I
semua direktorat dan non direktorat telah merealisasikan (Persero) through all directorates and non-directorates have
sebagian program kerja yang telah direncanakan dalam realized some work programs which have been planned
RKAP Tahun 2018. Masih terdapat beberapa program kerja in the RKAP of 2018. Some work programs haven’t been
yang tidak terealisasi disebabkan adanya penyesuaian realized due to adjustment of execution of work programs
pelaksanaan program kerja berdasarkan skala prioritas based on priority scale to improve income, service and
dalam rangka peningkatan pendapatan, pelayanan dan passenger safety. The details of the performance of PT
keselamatan penumpang. Rincian kinerja PT Angkasa Pura Angkasa Pura I (Persero) in 2018 show good achievement. It
I (Persero) pada 2018 menunjukkan pencapaian yang baik. can be seen in the following target achievements.
Hal tersebut dapat dilihat dari pencapaian target yang
telah ditetapkan sebagai berikut.

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2018 Annual Report
Tabel Pencapaian Target Kinerja Pelayanan Jasa Aeronautika (Produksi)

Table of Performance Target Achivement of Aeronautical Services (Production) in thousands of rupiah)
Uraian Satuan Realisasi 2018 RKAP 2018 Pencapaian

Description Unit Realization 2018 RKAP 2018 Achievement
1 2 3 4 5=3/4
Pelayanan Jasa Pendaratan, Penempatanan dan
Penyimpanan Pesawat Udara (PJP4U) / Aircraft Ton 28,681,347 29,332,703 97.78%
Landing, Placement and Storage Service (PJP4U)
PJP4U Domestic / Domestic PJP4U Ton 21,971,121 22,719,761 96.70%
PJP4U International / International PJP4U Ton 6,710,226 6,612,942 101.47%
Pelayanan Extendeed Fee / Extended Fee Service Hari / Day 16,359 6,596 248.00%
Pelayanan Extended Fee Domestic
Hari/ Day 14,701 6,057 242.69%
Domestic Extended Fee Service
Pelayanan Extended Fee Internasional
Hari/ Day 1,659 539 307.72%
International Extended Fee Service
Pelayanan Jasa Penumpang Pesawat Udara (PJP2U)
Hr 42,349,974 43,537,264 97.27%
Aircraft Passenger Service (PJP2U)
PJP2U Domestic / Domestic PJP2U Hr 34,032,778 35,169,390 96.77%
PJP2U International / International PJP2U Hr 8,317,196 8,367,874 99.39%
Aviobridge Ton 30,253,959 30,510,860 99.16%
Avio Bridge Domestic / Domestic Avio Bridge Ton 19,655,806 20,631,316 95.27%
Avio Bridge International / International Avio Bridge Ton 10,598,153 9,879,544 107.27%
Counter Pax 42,242,630 43,446,388 97.23%
Counter Domestic / Domestic Counter Pax 34,026,851 35,169,390 96.75%
Counter International / International Counter Pax 8,215,779 8,276,998 99.26%
BHS/HBS Pax 979,580 - -
BHS/HBS Domestic / Domestic BHS/HBS Pax - - -
BHS/HBS International / International BHS/HBS Pax 979,580 - -
PJKP2U Kg 416,546,530 411,388,477 101.25%
PJKP2U Out Domestic / Out Domestic PJKP2U Kg 140,651,851 129,988,551 108.20%
PJKP2U Out Internasional / Out International PJKP2U Kg 55,674,273 53,173,282 104.70%
PJKP2U Inc Domestic / Inc Domestic PJKP2U Kg 192,391,092 194,490,037 98.92%
PJKP2U Inc Internasional / Inc Internasional PJKP2U Kg 27,829,314 33,736,606 82.49%

Tabel Pencapaian Target Kinerja Pelayanan Jasa Non-Aeronautika (Produksi)

Table of Performance Target Achievement of Non-Aeronautical Service (Production) in thousands of rupiah)

1 2 3 4 5=3/4
Sewa -Sewa / Rents m2xbln 7,490,291 11,225,513 66.73%
Sewa Ruang / Space Rent m xbln

2
1,115,761 1,342,988 83.08%
Sewa Tanah / Land Rent m xbln

2
4,795,288 8,155,795 58.80%
Sewa Tempat / Place Rent m2xbln 8,412 154,796 5.43%
Sewa Tempat Antena / Antenna Place Rent m xbln

2
20,066 21,341 94.03%
Sewa Cold Storage / Cold Storage Rent m xbln

2
120 - -
Sewa Gedung / Building Rent m xbln

2
- - -
Penyerahan Penggunaan Tanah / Submission of Land Use m2xbln 1,550,644 1,550,592 0,00%
Penyerahan Penggunaan Bangunan m2xbln

- -
Submission of Building Use
Konsesi / Concession 27,881,233,723 15,821,121,259 176.23%
Konsesi - Duty Free / Concession - Duty Free Rp/000 2,070,983,542 1,547,030,000 133.87%
Konsesi - Food dan Beverages

1,397,091,422 1,437,970,111 97.16%
Concession - Food and Beverages Rp/000
Konsesi - Retail / Concession - Retail Rp/000 1,463,421,935 1,405,476,163 104.12%
Konsesi - Services / Concession - Services Rp/000 1,970,874,141 2,472,906,918 79.70%
Konsesi - Ground Handling / Concession - Ground Handling Rp/000 842,373,822 773,180,686 108.95%
Konsesi - Catering / Concession - Catering Rp/000 578,859,935 537,177,204 107.76%
Konsesi - FTC / Concession - FTC Ltr 18,514,020,431 6,402,947,254 289.15%
Konsesi - CIP Lounge / Concession - CIP Lounge Rp/000 231,064,608 173,515,143 133.17%
Konsesi - Cargo / Concession - Cargo Rp/000 241,455,001 255,577,295 94.47%
Konsesi - Others / Concession - Others Rp/000 29,925,356 6,952,667 430.42%
Konsesi - GAT / Concession - GAT Rp/000 17,389,786 16,191,079 107.40%
Konsesi - Line Maintenance / Concession - Line Maintenance Rp/000 414,932,033 655,268,016 63.32%
Konsesi - Advertising / Concession - Advertising Rp/000 108,841,711 136,928,722 79.49%
44,717,730 40,794,989 109.62%
Parkir Mobil / Car Parking Lbr 33,371,374 29,557,676 112.90%
Parkir Motor / Motorcycle Parking Lbr 11,232,860 11,119,420 101.02%
Peron dan Waving Gallery / Peron and Waving Gallery Lbr - - -
Pas Bandar Udara / Airport Pass Lbr 113,496 117,892 96,27%
Utilitas / Utilities
Pemakaian Listrik / Electricity Usage Kwh 52,675,053 40,100,123 131.36%
Pemakaian Air / Water Usage m3 525,845 422,877 124.35%
Pemakaian Telepon / Phone Usage PwtxBln 20,702 19,545 105.92%
Layanan Data / Data Service EA 994 1,807 55.01%
Reklame / Advertising 31,860 72,387 44.01%
Sewa Tempat Reklame Indoor

12,087 44,741 27.02%
Indoor Advertising Place Rent m2xbln
Sewa Tempat Reklame Outdoor
19,774 27,646 71.53%
Outdoor Advertising Place Rent m2xbln
Event dan Promotion / Outdoor Advertising Place Rent 3,679 1,901 193.53%

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2018 Annual Report

1 2 3 4 5=3/4
Event dan Promotion / Outdoor Advertising Place Rent EA 3,679 1,901 193.53%
Lounge 295,891 374,434 79.02%
CIP Lounge Domestic / Domestic CIP Lounge Pax 295,891 344,537 85.88%
CIP Lounge International / International CIP Lounge Pax - 29,897 -
Executive Lounge Domestic / Domestic Executive Lounge Pax - - -
Executive Lounge International

- - -
International Executive Lounge Pax
Jasa Gudang Cargo / Cargo Warehouse Service 86,754,808 - -
Jasa Gudang Cargo Out-Domestic

9,001,475 - -
Out-Domestic Cargo Warehouse Service Kg
Jasa Gudang Cargo Out-International
8,471,092 - -
Out-International Cargo Warehouse Service Kg
Jasa Gudang Cargo Inc-Domestic
10,072,173 - -
Inc-Domestic Cargo Warehouse Service Kg
Jasa Gudang Cargo Inc-International
59,210,067 - -
Inc-International Cargo Warehouse Service Kg
Maintenance dan Services Fee
13,711 858 1,598.02%
Maintenance and Services Fee
Maintenance dan Services Fee
13,711 858 1,598.02%
Maintenance and Services Fee EA
PENCAPAIAN TARGET KEUANGAN ACHIEVEMENT OF FINANCIAL TARGET

Pencapaian aset tahun 2018 adalah Rp31,61 triliun atau Asset achievement in 2018 amounted to Rp31.61 trillion or
81,65% yang masih di bawah target antara lain disebabkan 81.65% which is below the target in because investment
tidak terserapnya investasi tahun 2018 secara optimal. in 2018 isn’t absorbed optimally. However, the realization
Meskipun demikian Realisasi aset Lancar berhasil mencapai of current asset manages to reach Rp5.12 trillion or
Rp5,12 triliun atau mencapai 131,54% di atas target, hal ini 131.54% above the target. It’s because of the realization
disebabkan terealisasinya tambahan kas dan setara kas of additional cash and cash equivalent from liquidation of
yang berasal dari pencairan pinjaman untuk pendanaan debt for investment financing because the payment of some
investasi karena pembayaran beberapa program investasi investment programs are adjusted with physical realization
disesuaikan dengan realisasi fisik pekerjaan. Sedangkan of the works. Meanwhile, unrealized non-current assets
aset tidak lancar terealisasi sebesar Rp26,49 triliun berada amounted to Rp26.49 trillion which is below the target by
di bawah target sebesar 76,08%, yang disebabkan realisasi 76.08%, because the realization of fixed assets are still
aset tetap masih di bawah anggaran. below budget.

Total Liabilitas terealisasi sebesar Rp16,56 triliun yang Total realized liabilities amounted to Rp16.56 trillion which
masih di bawah target yang mencapai 68,01%. Hal ini is still below the target which reaches 68.01%. It’s because
disebabkan pos aset akrual yang timbul dari pencatatan of accrual asset post which emerges from documenting
atas progress fisik dari program-program investasi yang physical progress of investment programs which increase
meningkat secara signifikan pada akhir tahun 2018. Di significantly at the end of 2018. On the other hand, PT AP I
sisi lain, PT AP I belum dapat melakukan pembayaran atas hasn’t been able to make payment for the physical progress
progress fisik dari program-program investasi tersebut of the investment programs because they haven’t been
karena belum ditagihkan oleh para vendor. Apabila para billed by the vendors. If the vendors issue bills, PT AP I still
vendor menerbitkan tagihan, PT AP I masih mempunyai has very good financial capability to make payment by using
kemampuan finansial yang sangat baik untuk melakukan loan from financial institution and internal cash. The credit
pembayaran, baik mempergunakan dana pinjaman dari facility owned by PT AP I per 31 December 2018 amounted
lembaga keuangan maupun kas internal. Fasilitas kredit to Rp3.9 trillion. PT AP I is also in the process of gaining new
yang telah dimiliki oleh PT AP I per 31 Desember 2018 adalah credit facilities from both banking and non-banking financial
sebesar Rp3,9 triliun. PT AP I juga sedang dalam proses institutions.
memperoleh fasilitas kredit baru dari lembaga keuangan,
baik perbankan maupun lembaga keuangan non perbankan.
Total Ekuitas terealisasi sebesar Rp15,05 triliun berada Total realized equity amounted to Rp15.05 trillion which is
di atas target mencapai 104,76% dari RKAP Tahun 2018 above the target which reaches 104.76% from RKAP of 2018
sebesar Rp14,37 triliun, hal ini disebabkan karena laba which amounted to Rp14.37 trillion. It’s because the profit in
tahun 2018 mencapai 127,98%. 2018 reaches 127.98%.
Tabel Pencapaian Target Kinerja Keuangan Perseroan Tahun 2018

(dalam jutaan rupiah /
Table of Achievement of the Company’s Financial Performance on Target Year 2018 in million of rupiah)
Uraian Realisasi 2018 RKAP 2018 Pencapaian

Description Realization 2018 2018 RKAP Achievement
1 2 3 4 = (2/3)
Aset / Asset 31,608,916 38,712,753 81.65%
Aset Lancar / Current Asset 5,115,606 3,889,066 131.54%
Aset Tidak Lancar / Non-Current Asset 26,493,309 34,823,688 76.08%
Liabilitas / Liabilities 16,556,691 24,344,907 68.01%
Liabilitas Jangka Pendek / Short-Term Liabilities 7,614,989 2,880,142 264.40%
Liabilitas Jangka Panjang / Long-Term Liabilities 8,941,701 21,464,765 41.66%
Ekuitas / Equity 15,052,225 14,367,847 104.76%
Pendapatan Operasi / perating Income 8,521,087 8,560,498 99.54%
Beban Operasi / Operating Expenses 5,762,647 6,188,761 93.11%
Laba Operasi / Operating Profit 2,758,441 2,371,737 116.30%
Pendapatan Non Operasi / Non-Operation Fund 388,053 135,357 286.69%
Beban Non Operasi / Non-Operation Expenses 325,985 432,069 75.45%
Laba Non Operasi / Non-Operating Profit 62,069 (296,712) 120.92%
Laba sebelum Pajak / Earning before Tax 6,088,631 2,071,525 293.92%
Beban Pajak Kini dan Tangguhan

689,016 504,193 136.66%
Current and Deferred tax Expenses
Laba Bersih Tahun Berjalan / Net Profit of the Current Year 2,005,918 1,567,332 127.98%
Realisasi pendapatan operasi tahun 2018 sebesar Rp8,52 Realization of operating income in 2018 amounted to
triliun, berada di bawah target tahun 2018 sebesar Rp8.52 trillion, below the target of 2018 which is Rp8.56
Rp8,56 triliun atau mencapai target 99,54%. Hal tersebut trillion or reaches the target of 99.54%. It’s because target
dikarenakan tidak tercapainya target pendapatan aeronautika aeronautical income isn’t reached due to the eruption of
yang dikarenakan antara lain adanya Erupsi Gunung Mount Agung which leads to the cancellation of several
Agung sehingga berakibat kepada pembatalan sejumlah flights in I Gusti Ngurah Rai International Airport Bali,

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2018 Annual Report
penerbangan di Bandar Udara Internasional I Gusti Ngurah unachieved minimum load factor of several airlines
Rai, tidak tercapainya minimum load factor beberapa maskapai which leads to the cancellation of several flights in Sultan
yang mengakibatkan pembatalan sejumlah penerbangan di Hasanuddin Makassar, Syamsudin Noor, and Sam Ratulangi
Bandar Udara Sultan Hasanuddin Makassar, Syamsudin Noor, Airports (correlated with domestic PJP4U production), the
dan Sam Ratulangi (berkorelasi dengan produksi PJP4U dalam effect of economic condition in East Kalimantan which leads
negeri), Pengaruh kondisi perekonomian di Kalimantan Timur to reduced number of flights in SAMS Sepinggan Balikpapan
sehingga mengakibatkan penurunan jumlah penerbangan International Airport (correlated with domestic PJP4U
di Bandar Udara Internasional SAMS Sepinggan Balikpapan production).
(berkorelasi dengan produksi PJP4U dalam negeri).
Realisasi pendapatan non operasi tahun 2018 sebesar Realization of non-operating income in 2018 amounted to
Rp388,05 miliar berada di atas target sebesar 186,69% Rp388.05 billion, above the target of 186.69% of RKAP of
dari RKAP Tahun 2018 sebesar Rp135,36 miliar. Hal ini 2018 which is Rp135.36 billion. It’s because of increase
disebabkan kenaikan pendapatan bunga deposito sebesar of deposit interest income by Rp55.10 billion because of
Rp55,10 miliar karena peningkatan penempatan deposito increase of placement of deposit under 3 months (deposit
di bawah 3 bulan (deposito on call) akibat dari tertundanya on call) due to delayed physical realization of investment
realisasi fisik pekerjaan investasi sehingga pembayaran works so payment hasn’t been done, income of realized
belum dilakukan, pendapatan selisih kurs terealisasi exchange rate difference which amounted to Rp54.46
sebesar Rp54,46 miliar karena melemahnya nilai tukar billion due to weakening value of rupiah to dollar from RKAP
rupiah terhadap dollar dari RKAP 2018 sebesar Rp13.500 2018 which amounted to Rp13.500 to the average in 2018
menjadi rata – rata tahun 2018 sebesar Rp14.447/USD, which amounted to Rp14.447/USD, reclassification of other
adanya reklas pendapatan lain-lain atas koreksi provisi incomes over correction of provision of BNI Syariah claim
gugatan BNI Syariah dan koreksi beban CPNP tahun 2017. and correction of CPNP expenses in 2017.
Perseroan berhasil melampaui target laba operasi yaitu The Company has managed to surpass operating profit
sebesar 116,30% yang disebabkan oleh keberhasilan target which amounted to 116.30% because of the Company’s
Perseroan menekan beban operasi di tahun 2018. success to suppress operating expenses in 2018. Then,
Selanjutnya Perseroan berhasil melampaui target laba the Company has managed to surpass net profit target of
bersih tahun berjalan sebesar 127,98% yang dikarenakan current year which amounted to 127.98% because operating
terlampauinya target laba operasi dan laba non operasi. profit and non-operating profit targets are surpassed.
TARGET KE DEPAN/PROYEKSI 2019 FUTURE TARGET/PROJECTION 2019

Sesuai dengan surat Menteri Badan Usaha Milik Negara In accordance with the Letter of the Minister of State-
Nomor: S-564/MBU/08/2018 tanggal 31 Agustus 2018 Owned Enterprises No.: S-564/MBU/08/2018 dated August
tentang Aspirasi Pemegang Saham/Pemilik Modal untuk 31, 2018 concerning Aspiration of Shareholders/capital
Penyusunan Rencana Kerja dan Anggaran Perusahaan Owners for the Preparation of Work Plan and Budget for the
Tahun 2019, asumsi-asumsi dasar makro yang digunakan Company Year 2019, the macro basic assumptions which are
adalah sebagai berikut. used are as follows.
Tabel Asumsi Ekonomi Makro Penyusunan APBN

Table of Macro Economic Assumption of APBN (State Budget) Compilation
Pertumbuhan Ekonomi / Economic Growth 5.3%

Tingkat Inflasi / Inflation Rate 3.5%
Nilai Tukar Mata Uang / Currency Exchange Rp15,000/USD
Suku Bunga Surat Perbendaharaan Negara (SPN) / Interst Rate of Treasury Letter (SPN) 5.3%
Tabel Asumsi Ekonomi Mikro

Table of Micro Economic Assumption
Pesawat, Penumpang dan Kargo

Peningkatan Trafik / Increased Traffic
Aircraft, Passenger and Cargo
Kenaikan Tarif / Increase in Rate PJP2U
Peningkatan Alat Produksi / Improvement of Production Equipment Aviobridge, BHS/HBS
Sewa Reklame dan Pengelolaan CIP Lounge
Perubahan Pola Kerjasama / Changes in the Pattern of Cooperation
Rental Advertising and CIP Lounge Management

Tabel Proyeksi Kinerja Pelayanan Jasa Aeronautika Tahun 2019

Table of Projected Performance of Aeronautical Services 2019
Uraian Satuan Proyeksi 2019
Description Description Projection of 2019
1 2 3
Pelayanan Jasa Pendaratan, Penempatanan dan Penyimpanan Pesawat Udara
(PJP4U) / Aircraft Landing, Placement and Storage Service (PJP4U) Ton 31,832,368
PJP4U Domestic / Domestic PJP4U Ton 24,940,251
PJP4U International / International PJP4U Ton 6,892,117
Pelayanan Extendeed Fee / Extended Fee Service Pax 7,861
Pelayanan Extended Fee Domestic
Domestic Extended Fee Service Pax 6,759
Pelayanan Extended Fee Internasional
International Extended Fee Service Pax 1,102
Pelayanan Jasa Penumpang Pesawat Udara (PJP2U)
Aircraft Passenger Service (PJP2U) Hr 49,939,528
PJP2U Domestic / Domestic PJP2U Hr 40,776,378
PJP2U International / International PJP2U Hr 9,163,150
Aviobridge Ton 35,778,657
Avio Bridge Domestic / Domestic Avio Bridge Ton 24,846,097
Avio Bridge International / International Avio Bridge Ton 10,932,560
Counter Pax 49,842,910
Counter Domestic / Domestic Counter Pax 40,775,927
Counter International / International Counter Pax 9,066,983
BHS/HBS Pax -
BHS/HBS Domestic / Domestic BHS/HBS Pax -
BHS/HBS International / International BHS/HBS Pax -
PJKP2U Kg 479,890,611
PJKP2U Out Domestic / Out Domestic PJKP2U Kg 182,140,379
PJKP2U Out Internasional / Out International PJKP2U Kg 56,844,654
PJKP2U Inc Domestic / Inc Domestic PJKP2U Kg 210,759,041
PJKP2U Inc Internasional / Inc Internasional PJKP2U Kg 30,146,536
Tabel Proyeksi Kinerja Pelayanan Jasa Non-Aeronautika Tahun 2019

Table of Projection of Performance of Non-Aeronautical Services 2019
Description Description Description
1 2 3
Sewa -Sewa / Rents m2xbln 13,184,118
Sewa Ruang / Space Rent m2xbln 2,210,713
Sewa Tanah / Land Rent m2xbln 9,390,884
Sewa Tempat / Place Rent m2xbln 11,659
Sewa Tempat Antena / Antenna Place Rent m2xbln 20,270
Sewa Cold Storage / Cold Storage Rent m2xbln -
Sewa Gedung / Building Rent m2xbln -
Penyerahan Penggunaan Tanah / Submission of Land Use m2xbln 1,550,592
Penyerahan Penggunaan Bangunan
Submission of Building Use m2xbln -
Konsesi / Concession 26,497,946,142
Konsesi - Duty Free / Concession - Duty Free Rp/000 2,332,419,798
Konsesi - Food dan Beverages
Concession - Food and Beverages Rp/000 1,538,202,291
Konsesi - Retail / Concession - Retail Rp/000 1,503,775,233
Konsesi - Services / Concession - Services Rp/000 1,721,079,239
Konsesi - Ground Handling / Concession - Ground Handling Rp/000 836,750,293
Konsesi - Catering / Concession - Catering Rp/000 533,818,037
Konsesi - FTC / Concession - FTC Ltr 16,527,262,086
Konsesi - CIP Lounge / Concession - CIP Lounge Rp/000 353,643,880
Konsesi - Cargo / Concession - Cargo Rp/000 247,740,242

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2018 Annual Report

Description Description Description
1 2 3
Konsesi - Others / Concession - Others Rp/000 9,550,544
Konsesi - GAT / Concession - GAT Rp/000 13,464,280
Konsesi - Line Maintenance / Concession - Line Maintenance Rp/000 679,110,677
Konsesi - Advertising / Concession - Advertising Rp/000 201,129,543
50,883,779
Parkir Mobil / Car Parking Lbr 38,323,847
Parkir Motor / Motorcycle Parking Lbr 12,424,642
Peron dan Waving Gallery / Peron and Waving Gallery Lbr -
Pas Bandar Udara / Airport Pass Lbr 135,291
Utilitas / Utilities 42,157,307
Pemakaian Listrik / Electricity Usage Kwh 41,542,959
Pemakaian Air / Water Usage m3 593,666
Pemakaian Telepon / Phone Usage PwtxBln 19,662
Layanan Data / Data Service EA 1,020
Reklame / Advertising 54,808
Sewa Tempat Reklame Indoor / Indoor Advertising Place Rent m2xbln 29,157
Sewa Tempat Reklame Outdoor / Outdoor Advertising Place Rent m2xbln 25,651
Event dan Promotion / Outdoor Advertising Place Rent
Event dan Promotion / Outdoor Advertising Place Rent EA 1,610
Lounge 345,084
CIP Lounge Domestic / Domestic CIP Lounge Pax 345,084
CIP Lounge International / International CIP Lounge Pax -
Executive Lounge Domestic / Domestic Executive Lounge Pax -
Executive Lounge International / International Executive Lounge Pax -
Jasa Gudang Cargo / Cargo Warehouse Service 132,361,426
Jasa Gudang Cargo Out-Domestic / Out-Domestic Cargo Warehouse Service Kg 9,669,174
Jasa Gudang Cargo Out-International / Out-International Cargo Warehouse Service Kg 29,132,477
Jasa Gudang Cargo Inc-Domestic / Inc-Domestic Cargo Warehouse Service Kg 17,195,362
Jasa Gudang Cargo Inc-International / Inc-International Cargo Warehouse Service Kg 76,364,413
Maintenance dan Services Fee / Maintenance and Services Fee
Maintenance dan Services Fee / Maintenance and Services Fee EA 675
Tabel Proyeksi Kinerja Keuangan Perseroan Tahun 2019

Table of Projected Corporate Financial Performance Year 2019
Uraian Proyeksi 2019

Description Projection of 2019
1 2
Aset / Asset 44,263,728
Aset Lancar / Current Asset 4,804,994
Aset Tidak Lancar / Non-Current Asset 39,458,734
Liabilitas / Liabilities 27,437,353
Liabilitas Jangka Pendek / Short-Term Liabilities 3,330,904
Liabilitas Jangka Panjang / Long-Term Liabilities 24,106,450
Ekuitas / Equity 16,826,374
Pendapatan Operasi / perating Income 9,997,621
Beban Operasi / Operating Expenses 7,028,255
Laba Operasi / Operating Profit 2,969,365
Pendapatan Non Operasi / Non-Operation Fund 162,797
Beban Non Operasi / Non-Operation Expenses 591,296
Laba Non Operasi / Non-Operating Profit (428,499)
Laba sebelum Taksiran Pajak Penghasilan / Earning before Tax 2,540,866
Pajak Penghasilan / Current and Deferred tax Expenses (529,665)
Laba Bersih Tahun Berjalan / Net Profit of the Current Year 2,011,202

INFORMASI DAN FAKTA MATERIAL MATERIAL INFORMATION AND

SETELAH TANGGAL LAPORAN FACTS AFTER DATE OF ACCOUNTING
AKUNTAN STATEMENTS
Sampai dengan disusunnya Laporan Tahunan ini, terdapat Until the preparation of this Annual Report, there is
informasi dan fakta material yang terjadi setelah tanggal information and material facts that occur after the date of
laporan akuntan sebagai berikut: the accounting statements as follows:
Tabel Informasi dan Fakta Material Yang Terjadi Setelah Tanggal Laporan Akuntan
Table of Material Information and Facts After Date of Accounting Statements
Tanggal
Penyampaian Ke
Tanggal OJK, BEI, dan
Nomor Surat Informasi Dan Fakta Material Dampak Terhadap Kinerja Dan Risiko Usaha Di
Kejadian Wali Amanat Bank
Reference Material Information And Masa Mendatang
Event Mega
number Facts Impact on Future Business Performance and Risk
Date Delivery Date
To OJK, BEI, and
Trustee Bank Mega
A P. I . 2 5 1 3 / 27 Maret Penandatanganan Akta Notaris Perubahan anggaran dasar dan perubahan jenis 27 Maret 2019
KU.09.04/2019/ 2019 Nomor 55 Tanggal 27 Maret 2019 saham tersebut bertujuan untuk mendukung March 27, 2019
DUS-B March 27, Pernyataan Keputusan Menteri kegiatan usaha serta meningkatkan kinerja
2019 BUMN Selaku Rapat Umum Perseroan di masa mendatang. Perubahan
Pemegang Saham Perusahaan PT tersebut tidak memiliki dampak negatif terhadap
Angkasa Pura I (Persero) terkait kinerja dan risiko usaha di masa mendatang.
Perubahan Anggaran Dasar dan The amendment to the articles of association and
Perubahan Jenis Saham. changes in the types of shares aim to support
Signing of Notary Deed Number 55 business activities and improve the company's
dated 27 March 2019 Statement performance in the future. These changes do not
of Decree of the Minister of have a negative impact on business performance
BUMN as the General Meeting of and risk in the future.
Shareholders of PT Angkasa Pura I
Company concerning Amendments
to the Articles of Association and
Amendments to Stock Types.
A P. I . 3 3 7 5 / 26 April Informasi Berakhirnya Berdasarkan UU No 19 Tahun 2003 tentang BUMN 30 April 2019
KU.09.04/2019/ 2019 Masa Jabatan Anandy Wati dan PP No 45 Tahun 2005 tentang Pendirian, April 30, 2019
DUS April 26, sebagai Anggota Dewan Pengurusan, Pengawasan dan Pembubaran
2019 Komisaris PT Angkasa Pura I BUMN serta Anggaran Dasar PT Angkasa Pura I
(Persero) berdasarkan Surat (Persero), masa jabatan anggota Dewan Komisaris
Kementerian BUMN No S-18/ adalah selama 5 (lima) tahun dan berakhir dengan
D5.MBU/04/2019 tanggal 26 sendirinya apabila masa jabatannya berakhir.
April 2019 perihal Penyampaian Oleh karena itu, penetapan tentang berakhirnya
Berakhirnya Masa Jabatan masa jabatan anggota Dewan Komisaris tersebut
Komsiaris PT Angkasa Pura I berdampak positif pada kinerja dan kelangsungan
(Persero). usaha PT Angkasa Pura I (Persero) di masa
Information on the End of Term of mendatang karena merupakan penerapan Good
Office Anandy Wati as a Member Corporate Governance dan sesuai dengan tata
of the Board of Commissioners kelola perusahaan.
of PT Angkasa Pura I (Persero) Based on Law No. 19 of 2003 concerning SOEs and
based on the Letter of the Ministry Government Regulation No. 45 of 2005 concerning
of BUMN No. S-18 / D5.MBU / the Establishment, Management, Supervision
04/2019 dated April 26 2019 and Dissolution of State-Owned Enterprises as
concerning Submission of End well as PT Angkasa Pura I (Persero) Articles of
of PT Angkasa Pura I (Persero) Association, the term of office of members of the
Commissioner Term. Board of Commissioners is 5 (five) years and ends
automatically when his term is over. Therefore, the
determination of the term of office of the members of
the Board of Commissioners has a positive impact on
the performance and sustainability of the business of
PT Angkasa Pura I (Persero) in the future because it is
the implementation of Good Corporate Governance
and in accordance with corporate governance.
KEBIJAKAN, PENGUMUMAN DAN POLICIES, ANNOUNCEMENT AND

PEMBAYARAN DIVIDEN PAYMENT OF DIVIDENDS
KEBIJAKAN DIVIDEN DIVIDEND POLICY
Perseroan secara rutin melakukan pembayaran dividen The Company routinely pays dividends annually based
setiap tahun berdasarkan keputusan Rapat Umum on the resolution of the General Meeting of Shareholders
Pemegang Saham (RUPS). Pembayaran dividen dilakukan (GMS). Payment of dividends shall be done no later than 1
paling lambat 1 (satu) bulan setelah RUPS dalam Rapat month after the General Meeting of Shareholders in the
Pertanggungjawaban Manajemen tahun berjalan. Kebijakan Management Accountability Meeting of the current year.
pembagian dividen yang diterapkan Perseroan adalah The policy of dividend distribution applied by the Company
dengan mempertimbangkan ekspansi usaha. Laba disisihkan is to consider business expansion. Profit is set aside for the
sesuai dengan kebutuhan pengembangan usaha Perseroan. Company’s business development needs.

373
2018 Annual Report
Pengurangan laba yang dialokasikan untuk dividen dan The reduction in profits allocated for the Company’s
cadangan Perseroan tahun 2018 berasal dari kinerja dividends and reserves of 2018 derived from the performance
Perseroan tahun 2017 ditentukan berdasarkan hasil Rapat of the Company in 2017 was determined based on the results
Umum Pemegang Saham Tahunan yang dinyatakan of the Annual General Meeting of Shareholders stated in the
dalam Risalah Rapat Umum Pemegang Saham (RUPS) PT Minutes of PT Angkasa Pura I (Persero) ‘s General Meeting
Angkasa Pura I (Persero) No. AP.I.2559/KU.01.03/2018/ of Shareholders No. AP.I.2559/KU.01.03/2018/DU-B dated
DU-B tanggal 24 April 2018. April 24, 2018.
Pengurangan laba yang dialokasikan untuk dividen dan The reduction in profits allocated for the Company’s
cadangan Perseroan tahun 2017 berasal dari kinerja dividends and reserves in 2017 was from the Company’s
Perseroan tahun 2016 ditentukan berdasarkan hasil performance in 2016 was determined based on the results of
Rapat Umum Pemegang Saham (RUPS) Tahunan yang the Annual General Meeting of Shareholders (AGMS) stated
dinyatakan dalam Akta Notaris Nanda Fauz Iwan, SH. MK in the Notary Deed of Nanda Fauz Iwan, SH. MK No.5 dated
No.5 tanggal 17 Mei 2016. May 17, 2016.
PENGUMUMAN DAN PEMBAYARAN DIVIDEN ANNOUNCEMENT AND PAYMENT OF DIVIDEND

Jumlah Dividen kas per saham untuk tahun buku 2017 sebesar Total Cash dividends per share for the financial year of 2017
Rp44,23, sedangkan jumlah Dividen kas per saham untuk amounted to Rp 44.231, while the total cash dividends per
tahun buku 2016 sebesar Rp21,83 dan untuk tahun buku 2015 share for the financial year of 2016 amounted to Rp21,83
adalah sebesar Rp26,24. Dividen Payout Ratio untuk tahun and for fiscal year of 2015 amounted to Rp26,24. Dividend
buku 2017 sebesar 20%, sedangkan untuk tahun buku 2016 Payout Ratio untuk for fiscal year 2017 was 20%, while for
sebesar 12,08% dan tahun buku 2015 sebesar 20%. fiscal year of 2016 was 12,08% and 2015 was 20%.
Pembagian Dividen dilaksanakan berdasarkan Keputusan Dividend distribution was based on the GMS Decision as
RUPS sebagaimana diuraikan sebagai berikut. described below.
Tabel Pengumuman dan Pembayaran Dividen Tahun Buku 2015 sampai dengan 2017
Table of Dividend Announcement and Payment of Fiscal Year 2015 until 2017
Pembagian Dividen per
Dividen Laba Usaha Lembar saham
Tahun (dalam jutaan (dalam jutaan (dalam ribuan Rasio Tanggal
Tanggal
Buku Rupiah) Rupiah) Rupiah) Dividen Dasar Pembagian Pengumuman
Pembayaran
Fiscal Distribution Operating Dividend per Dividend Basis of Sharing Announcement
Payment Date
Year of Dividends Profit (in share ratio Date
(in million of million Rupiah) (in thousand of
Rupiah) Rupiah)
2017 283,716 1,418,577 44,23 20% 24 April 2018 22 Mei 2018
21 Juni 2018
24 Juli 2018
23 Agustus 2018
24 September 2018
22 May 2018
21 June 2018
24 July 2018
23 August 2018
24 September 2018
Risalah RUPS
Nomor: AP.I.2406/
KU/03/2017/
DU-B Minutes of 9 Mei 2017 7 Juni 2017
2016 140,000 1,158,800 21,83 12.08%
AGMS Number: 9 May 2017 7 June 2017
AP.I.2406/
KU/03/2017/
DU-B
Berita Acara RUPS
No.19 Tanggal 17
Mei 2016 17 Mei 2016 14 Juni 2016
2015 168,309 841,542 26,24 20%
Minutes of AGMS 17 May 2016 7 June 2017
No.19 Tanggal 17
Mei 2016
Rincian penggunaan saldo laba untuk tahun 2018 dan The details of the use of retained earnings for 2018 and 2017
2017 diuraiakan sebagai berikut. are described below.
Tabel Rincian Penggunaan Saldo Laba

Table of the Details of the Use of Retained Earnings in thousands of rupiah
Uraian
2018 2017
Description
Cadangan: / Reserves:
Saldo awal / Beginning balance 5,093,757,108 4,080,412,385
Penambahan / Addition 1,134,861,150 1,018,800,143

Uraian
2018 2017
Description
Pengurangan/ Deduction - -
Penyesuaian/ Adjustment - (5,455,420)
Saldo akhir / End balance 6,228,618,258 5,093,757,108
Laba tahun berjalan / Current income
Laba bersih tahun lalu, tanpa / Net income of the prior year excluding 8,497,084,545 3,532,829,191
kepentingan non-pengendali / non-controlling interest 1,418,577,150 1,158,800,143
- Pembagian dividen / Dividend eclaired (283,716,000) (140,000,000)
- Cadangan / Reserves (1,134,861,150) (1,018,800,143)
Laba bersih tahun berjalan / Net income of current year 2,007,018,315 1,418,577,150
Jumlah laba tahun berjalan / Total current income 2,007,018,315 1,418,577,150
Jumlah saldo laba / Total retained earnings 8,235,636,573 6,512,334,258
PROGRAM KEPEMILIKAN SAHAM MANAGEMENT AND/OR EMPLOYEE

OLEH KARYAWAN DAN/ATAU STOCK OWNERSHIP PROGRAM
MANAJEMEN (ESOP/MSOP)
PT Angkasa Pura I (Persero) merupakan badan usaha yang PT Angkasa Pura I (Persero) is not a listed company, so PT
belum mencatatkan sahamnya di bursa efek, sehingga PT Angkasa Pura I (Persero) does not have an employee and/or
Angkasa Pura I (Persero) tidak memiliki program kepemilikan management stock ownership program (ESOP/MSOP).
saham oleh karyawan dan/atau manajemen (ESOP/MSOP).
REALISASI PENGGUNAAN DANA REALIZATION OF THE USE OF

HASIL PENAWARAN UMUM PROCEEDS OF THE INITIAL PUBLIC
OFFERING
Sesuai dengan POJK Nomor 30/POJK.04/2015 tentang In accordance with the Financial Service Authority Regulation
Laporan Realisasi Penggunaan Dana Hasil Penawaran Number 30 / POJK.04 / 2015 concerning the Realization of the
Umum, Perseroan telah melaporkan Realisasi Penggunaan Use of Proceeds from Public Offering, the Company has reported
Dana Hasil Penawaran Umum Obligasi I Angkasa Pura I the Realization of Use of Proceeds from Public Offering from the
tahun 2016 dan Sukuk Ijarah I Angkasa Pura I tahun 2016 2016 Bonds I of Angkasa Pura I and Sukuk Ijarah I of Angkasa
per 31 Desember 2018 sebagai berikut: Pura I in 2016 as per December 31, 2018 as the following:

375
2018 Annual Report
Tabel Realisasi Penggunaan Dana Hasil Penawaran Umum Obligasi I Angkasa Pura I tahun 2016
dan Sukuk Ijarah I Angkasa Pura I tahun 2016 (dalam Rupiah penuh)
Table of Realization of the Use of Funds from the 2016 Angkasa Pura I I Public Offering and Angkasa
Pura I I Sukuk Ijarah 2016 (in full Rupiah)
Nilai Realisasi Hasil Penawaran Umum
Rencana Penggunaan Dana
The Value of the Realixation of the Public
Proceeds Use Plan
Offering Result
Tanggal Pendanaan 5
Jenis Penawaran Umum efektif (lima) Proyek
No Jumlah Hasil Biaya Pendanaan
Types of Public Offering Effective Pengembangan
Penawaran Penawaran Investasi Rutin
Date Hasil Bersih Bandar Udara
Umum Umum Funding Total
Net Result Funding 5
Amount of Public Cost of Public of Regular
(five) Airport
Offering Result Offering Investment
Development
Projects
1. Penawaran Umum 10-Nov- 3,000,000,000,000 8,789,785,708 2,991,210,214,292 2,243,407,660,719 747,802,553,573 2,991,210,214,292

(Obligasi dan Sukuk Ijarah) 16
/ Public Offering (Bonds
and Sukuk Ijarah
Biaya Jasa Penjaminan 300,000,000

Underwriting fee
Biaya Jasa Penyelenggaraan 900,000,000

Management fee
Biaya Penjualan/Selling fee 300,000,000
Biaya Jasa Profesi

Penunjang Pasar Modal
Cost of Professional
Services Supporting Capital
Market
Akuntan Publik 1,749,632,500

Public Accountant
Konsultan Hukum 758,762,400

Law Consultant
Notaris / Notary 165,000,000
Biaya Jasa Lembaga

Penunjang Pasar Modal /
Cost of Institutional Services
Supporting Capital Market
Wali Amanat/Trustee 170,500,000
Lembaga Pemeringkat Efek

Stock Rating Agency 1,320,000,000
Biaya Pencatatan Awal

Initial Listing Fee 1,191,500,000
(BEI, KSEI, OJK)
Biaya lain-lain (Percetakan,

public expose, dll) / Other 1,934,390,808
Expenses (printing, public
expose, etc)

Realisasi Penggunaan Dana

Actual Use of Proceeds
Sisa Dana Hasil

Pendanaan 5 (lima) Penawaran Umum
Pendanaan Remaining Funds From
Proyek Pengembangan
Tahun Penggunaan Investasi Rutin The Public Offering
Bandar Udara Total
Year of Use Funding of Regular
Funding 5 (five) Airport
Investment
Development Projects
2016 474,000,000,000 474,000,000,000
2017 1,348,621,902,001 510,542,716,153 1,859,164,618,154
2018 626,515,340,865 211,235,030 626,726,575,895
2,449,137,242,866 510,753,951,183 2,959,891,194,049 31,319,020,243

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2018 Annual Report
Sisa dana sebesar Rp31.319.020.243 ditempatkan The remaining funds amounting to Rp31.319.020.243 are
sebagai berikut: described below:
Tabel Penempatan Sisa Dana Penawaran Umum

Table of the placement of the remaining funds
Hubungan Dengan
Jenis Bunga/Imbal
Nama Bank Nomor Rekening Jumlah Perusahaan
No. Penempatan Hasil
Bank Name Account Number Total Relation with
Placement Type Interest/Return
Company
Bank Tabungan 000-140-13000- Giro
1 6,1 % 30.993.115.785.31 Afiliasi
Negara 13279 Current Acount
Giro
2 BRI Syariah 103-2330-556 1.567.214 325,904,457.69 Afiliasi
Current Acount
Jumlah 31,319,020,243.00
PT Bank Tabungan Negara (Persero) ,PT Bank Rakyat PT Bank Tabungan Negara (Persero), PT Bank Rakyat
Indonesia Syariah dan PT Bank Tabungan Negara Syariah Indonesia Syariah and PT Bank Tabungan Negara Syariah
merupakan pihak terafiliasi dengan Perseroan baik secara are parties affiliated with the Company either directly or
langsung maupun tidak langsung dengan Perseroan indirectly with the Company through the ownership of
melalui kepemilikan saham oleh Negara Republik shares by the Republic of Indonesia in accordance with the
Indonesia sesuai dengan definisi “Afiliasi” dalam UUPM. definition of “Affiliate” in UUPM.
Hasil dari penawaran umum berupa obligasi dan sukuk The proceeds from the public offering in the form of bonds
ijarah senilai Rp3 triliun, dikurangi dengan biaya penawaran and sukuk ijarah worth Rp3 trillion, reduced by the cost of
umum senilai Rp8,78 miliar sehingga realisasi bersih atas the public offering amounting to Rp8.78 billion so that the
penawaran umum adalah sebesar Rp2,99 triliun. Adapun net realization of the public offer was Rp2.2 trillion. The
rencana penggunaan dana hasil penawaran umum tersebut planned use of the proceeds from the public offering was
adalah 75% dari total penawaran akan dialokasikan untuk 75% of the total offering to be allocated for funding 5 (five)
pendanaan 5 (lima) proyek pengembangan bandar udara airport development projects and 25% to be used for routine
dan 25% digunakan untuk pendanaan investasi rutin. investment funding.
Realisasi penggunaan dana hasil penawaran umum per Realization of the use of proceeds from the public offering
31 Desember 2018 untuk pendanaan 5 (lima) proyek as of December 31, 2018 for funding 5 (five) airport
pengembangan bandar udara adalah sebesar Rp626,73 development projects amounted to Rp 626.73 billion. While
miliar. Sedangkan investasi rutin adalah sebesar Rp routine investments amounted to Rp 510.75 billion and the
510,75 miliar dan sisa dana hasil penawaran umum remaining funds from the public offering amounting to Rp
sebesar Rp31,32 miliar ditempatkan pada bank afiliasi dan 31.32 billion were placed in affiliated banks and third parties.
pihak ketiga. Sisa dana akan tetap dipergunakan sesuai The remaining fund will be used accordance with the plan of
dengan rencana penerbitan obligasi dan sukuk. bond and sukuk issuance.
PENJELASAN TERKAIT OBLIGASI DAN EXPLANATION RELATED TO BONDS AND

SUKUK IJARAH SUKUK IJARAH
Perseroan telah memperoleh Surat Efektif Pernyataan The Company obtained an Effective Registration Statement
Pendaftaran nomor S. 677/D.04/2016 tanggal 10 number S. 677/D.04/ 2016 dated November 10, 2016 of the
November 2016 dari Otoritas Jasa Keuangan untuk Financial Services Authority for the public offering of Bond
penawaran perdana Obligasi I Angkasa Pura 1 Tahun 2016 I Angkasa Pura I Year 2016 with total principal amount of
dengan jumlah pokok sebesar Rp2.500.000.000 dan Rp2,500,000,000 and Sukuk Ijarah I amounting to Rp500
Sukuk Ijarah I sebesar Rp500.000.000. Obligasi tersebut 000,000. The bonds have been listed on the Indonesia Stock
telah dicatatkan pada Bursa Efek Indonesia tanggal 23 Exchange dated November 23, 2016 pursuant to the First
November 2016 sesuai Pengumuman Pencatatan Obligasi Bond I Registration
I Angkasa Pura I Tahun 2016 dan Sukuk Ijarah I Tahun Notice in 2016 and First I Tahun Sukuk I Year 2016 PT
2016 PT Angkasa Pura I (Persero) No. Peng-P-00950/ Angkasa Pura I (Persero) no. Peng-P-00950/BEI. PP2/11-
BEI.PP2/11-2016 tanggal 22 November 2016. 2016 dated November 22, 2016.
Seluruh dana yang diperoleh dari hasil Penawaran Umum All proceeds from the Public Offering, deduced by emission
ini. setelah dikurangi biaya-biaya emisi. seluruhnya akan costs, all of which will be used directly by the Company for
digunakan langsung oleh Perseroan untuk pengembangan airport development and regular investment, with details:
bandar udara dan investasi rutin. dengan rincian:

1. Sekitar 75% (tujuh puluh lima persen) akan digunakan 1. Approximately 75% (seventy five percent) will be used
untuk pengembangan 5 (lima) bandar udara yaitu for the development of 5 (five) airports i.e:
a. Bandar Udara Baru Yogyakarta; a. Yogyakarta New Airport;
b. Bandar Udara Internasional Jenderal Ahmad Yani – b. Jenderal Ahmad Yani International Airport -
Semarang; Semarang;
c. Bandar Udara Syamsudin Noor – Banjarmasin; c. Syamsudin Noor Airport - Banjarmasin;
d. Bandar Udara Internasional Juanda – Surabaya; dan d. Juanda International Airport - Surabaya; and
e. Bandar Udara Internasional Sultan Hasanuddin - e. Sultan Hasanuddin International Airport - Makassar
Makassar
2. Sekitar 25% (dua puluh lima persen) akan digunakan 2. Approximately 25% (twenty five percent) will be used
untuk Investasi Rutin. for Routine Investment.
Seluruh dana yang diperoleh dari hasil Penawaran All proceeds obtained from the Sukuk Ijarah Public Offering,
Umum Sukuk Ijarah. setelah dikurangi biaya-biaya emisi. deduced by emission costs, all of which will be used directly
seluruhnya akan digunakan langsung oleh Perseroan by the Company for airport development and regular
untuk pengembangan bandar udara dan investasi rutin. investment, with details:
dengan rincian:
1. Sekitar 75% (tujuh puluh lima persen) akan digunakan 1. Approximately 75% (seventy five percent) will be used
untuk pengembangan 5 (lima) bandar udara yaitu for the development of 5 (five) airports i.e:
a. Bandar Udara Baru Yogyakarta; a. Yogyakarta New Airport;
b. Bandar Udara Internasional Jenderal Ahmad Yani b. Jenderal Ahmad Yani International Airport -
– Semarang; Semarang;
c. Bandar Udara Syamsudin Noor – Banjarmasin; c. Syamsudin Noor Airport - Banjarmasin;
d. Bandar Udara Internasional Juanda – Surabaya; dan d. Juanda International Airport - Surabaya; and
e. Bandar Udara Internasional Sultan Hasanuddin – e. Sultan Hasanuddin International Airport – Makassar
Makassar
2. Sekitar 25% (dua puluh lima persen) akan digunakan 2. Approximately 25% (twenty five percent) will be used
untuk Investasi Rutin. for Routine Investment.
Jenis pengembangan bandar udara yang dimaksud dalam The types of airport development in question to use the
rangka penggunaan dana hasil dari Penawaran Umum proceeds from the Public Offering of Bonds and Sukuk Ijarah
Obligasi dan Penawaran Umum Sukuk Ijarah antara lain Public Offering include the construction of new airports, the
adalah pembangunan bandar udara baru, perluasan terminal expansion of arrival and departure terminals, the addition of
kedatangan dan keberangkatan, penambahan fasilitas umum airport public facilities, the expansion of the aircraft parking
bandar udara, perluasan area parkir pesawat, dan lain-lain. area, and others.
Adapun Investasi Rutin yang dimaksud dalam rangka The routine investments referred to in the framework of the
penggunaan dana hasil dari Penawaran Umum Obligasi use of funds resulting from the Public Offering of Bonds and
dan Penawaran Umum Sukuk Ijarah antara lain berupa Public Offering of Sukuk Ijarah include the runway overlay,
overlay landasan pacu, penggantian peralatan, renovasi equipment replacement, terminal renovation and others.
terminal dan lain-lain.
INFORMASI MATERIAL YANG MATERIAL INFORMATION CONTAINING

MENGANDUNG BENTURAN CONFLICT OF INTEREST AND/OR
KEPENTINGAN DAN/ATAU TRANSACTION WITH AFFILIATED
TRANSAKSI DENGAN PIHAK PARTIES
AFILIASI
TRANSAKSI BENTURAN KEPENTINGAN TRANSACTION OF CONFLICT OF INTEREST

DAN/ATAU TRANSAKSI AFILIASI AND/OR AFFILIATE TRANSACTION
Selama tahun 2018 tidak terdapat transaksi yang There were no transactions that contained conflicts of
mengandung benturan kepentingan dan/atau transaksi interest and/or affiliate transactions in 2018.
afiliasi.

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2018 Annual Report
TRANSAKSI PIHAK BERELASI RELATED PARTY TRANSACTIONS

Perseroan melakukan transaksi dengan pihak-pihak The Company conducts transactions with related parties as
berelasi sebagaimana didefinisikan dalam PSAK No. 7 defined in the Statement of Financial Accounting Standards
(Revisi 2010), “Pengungkapan Pihak-pihak Berelasi”. No. 7 (Revised 2010), “Related Party Disclosures”. This
Transaksi ini dilakukan berdasarkan persyaratan yang transaction is carried out based on terms agreed by both
disetujui oleh kedua belah pihak, persyaratan tersebut parties, these requirements may not be the same as other
mungkin tidak sama dengan transaksi lain yang dilakukan transactions conducted with unrelated parties.
dengan pihak-pihak yang tidak berelasi.
Saldo dan transaksi yang material antara Perseroan Material balances and transactions between the Company
dengan Pemerintah Negara Republik Indonesia dan and the Government of the Republic of Indonesia and entities
entitas berelasi dengan Pemerintah diungkapkan dalam related to the Government are disclosed in the notes to the
catatan atas laporan keuangan konsolidasian yang relevant consolidated financial statements. The Company
relevan. Perseroan memilih untuk mengungkapkan chooses to disclose transactions with related entities with
transaksi dengan entitas berelasi dengan Pemerintah the Government by using exemptions from related party
dengan menggunakan pengecualian dari persyaratan disclosure requirements.
pengungkapan pihak berelasi.
Dalam kegiatan usaha normal, Perseroan melakukan In normal business activities, the Company conducts
transaksi dengan pihak-pihak berelasi, yang terafiliasi transactions with related parties, which are affiliated with
dengan Perseroan melalui kepemilikan langsung dan the Company through direct and indirect ownership, and/or
tidak langsung, dan/atau di bawah kendali pihak yang under the control of the same party.
sama.
KEBIJAKAN MEKANISME REVIU ATAS TRANSAKSI DAN REVIEW MECHANISM POLICY FOR TRANSACTIONS AND
PEMENUHAN PERATURAN DAN KETENTUAN TERKAIT FULFILLMENT OF RELATED TERMS AND CONDITIONS
PT Angkasa Pura I (Persero) memiliki kebijakan mengenai PT Angkasa Pura I (Persero) has a policy regarding the terms
persyaratan dan kondisi transaksi dengan pihak berelasi. and conditions of related party transactions. In general, the
Secara umum persyaratan dan kondisi transaksi dengan terms and conditions of transactions with related parties
pihak berelasi dilakukan sebagai mana dilakukan are carried out as what is done with the third parties. In
dengan pihak ketiga. Selama tahun 2018 tidak terdapat 2018, there were no violations of the fulfillment of relevant
pelanggaran atas pemenuhan peraturan dan ketentuan regulations and provisions.
yang terkait.
KEWAJARAN DAN ALASAN DILAKUKANNYA TRANSAKSI TRANSACTION FAIRNESS AND REASON
Seluruh transaksi yang dilakukan pada tahun 2018 All transactions in 2018 conducted properly (Arm’s Length)
dilakukan secara wajar (Arm’s Length) dan sesuai dengan and in accordance with normal commercial terms. The
persyaratan komersial normal. Kewajaran transaksi fairness of transactions with related parties or containing
dengan pihak teberelasi telah dilakukan secara wajar conflicts of interest has been done fairly according to the
sesuai peraturan perundang-undangan. Transaksi laws and regulations. The transactions are conducted on the
dilakukan atas dasar alasan kebutuhan Perseroan dan basis of the needs of the Company and free of any conflict
bebas dari konflik kepentingan. of interest.
Perseroan dan Entitas Anak melakukan transaksi dengan The Company and Subsidiaries entered into transactions
beberapa pihak yang mempunyai hubungan istimewa, with several related parties, in accordance with PSAK No.7
sesuai dengan PSAK No.7 (Revisi 2015) mengenai (Revised 2015) regarding “Related Parties Disclosures”. The
“Pengungkapan Pihak-Pihak Berelasi”. Definisi pihak- definition of related parties is as follows:
pihak berelasi adalah sebagai berikut:
Orang atau anggota keluarga terdekat mempunyai relasi The person or immediate family member has a relationship
dengan entitas pelapor jika orang tersebut: with the reporting entity if the person:
• Memiliki pengendalian atau pengendalian bersama • Has joint control or control over the reporting entity
atas entitas pelapor

• Memiliki pengaruh signifikan atas entitas pelapor; • Has significant influence over the reporting entity; Or
Atau
• Personil manajemen kunci entitas pelapor • Key management personnel of the reporting entity
Suatu entitas berelasi dengan entitas pelapor jika An entity is related to the reporting entity if it meets one of
memenuhi salah satu hal berikut: the following:
• Entitas dan entitas pelapor adalah anggota dari • The reporting entity and entity are members of the
kelompok usaha yang sama (artinya entitas induk same business group (meaning the subsidiary entity of
entitas anak, dan entitas anak berikutnya terkait the subsidiary, and the subsequent subsidiary entity in
dengan entitas lain); relation to another entity);
• Satu entitas adalah entitas asosiasi atau ventura • An entity is an associate or joint venture of another
bersama dari entitas lain (atau entitas asosiasi atau entity (or associate entity or
• ventura bersama yang merupakan anggota suatu • A joint venture that is a member of a business group, of
kelompok usaha, yang mana entitas lain tersebut which the other entity is a member);
adalah anggotanya);
• Kedua entitas tersebut adalah ventura bersama dari • Both entities are joint ventures of the same third party;
pihak ketiga yang sama;
• Satu entitas adalah ventura bersama dari entitas • One entity is a joint venture of a third entity and the
ketiga dan entitas yang lain adalah entitas asosiasi other entity is an associate entity of the third entity;
dari entitas ketiga;
• Entitas tersebut adalah suatu program imbalan • The entity is a post-employment benefit plan for
pascakerja untuk imbalan kerja dari salah satu entitas employee benefits from an entity
• Pelapor atau entitas yang terkait dengan entitas • Any reporter or entity associated with the reporting
pelapor. Jika entitas pelapor adalah entitas yang entity. If the reporting entity is an entity
• menyelenggarakan program tersebut, maka entitas • Organizing the program, the sponsoring entity is also
sponsor juga berelasi dengan entitas pelapor; related to the reporting entity;
• Entitas yang dikendalikan atau dikendalikan bersama • Entities controlled or jointly controlled by persons
oleh orang yang diidentifikasikan dalam huruf a ; atau identified in letter a; or
• Orang yang diidentifikasikan dalam huruf (1) (a) • Persons identified in (1) (a) have significant influence
memiliki pengaruh signifikan atas entitas atau over the entity or key management personnel of the
personil manajemen kunci entitas (atau entitas induk entity (or the entity of the entity)
dari entitas)
• Entitas, atau anggota dari kelompok yang mana • An entity, or member of a group to whom the entity
entitas merupakan bagian dari kelompok tersebut, is a part of that group, provides the services of key
menyediakan jasa personil manajemen kunci kepada management personnel to the reporting entity or to the
entitas pelapor atau kepada entitas induk dari entitas parent of the reporting entity.
pelapor.
Seluruh transaksi yang signifikan dengan pihak- All significant transactions with related parties, whether
pihak yang mempunyai hubungan istimewa, baik yang carried out under normal terms and conditions as performed
dilakukan dengan persyaratan dan kondisi yang normal with third parties, or not, are disclosed in the notes to the
sebagaimana dilakukan dengan pihak ketiga, ataupun financial statements.
tidak, diungkapkan dalam catatan atas laporan keuangan.
NAMA PIHAK DAN SIFAT HUBUNGAN BERELASI PARTIES NAME AND NATURE OF RELATIONSHIPS
Tabel Hubungan Pihak Berelasi oleh karena Kepemilikan Table of Relationship of Related Parties due to Ownership
dan/atau Kepengurusan and/or Management

381
2018 Annual Report
Tabel Hubungan Pihak Berelasi oleh karena Kepemilikan dan/atau Kepengurusan

Table of Relationship of Related Parties due to Ownership and/or Management
Pihak Berelasi Sifat Hubungan Berelasi

No
Related Parties Nature of Relationship
1. Pemegang saham/Shareholder Pemerintah Republik Indonesia
2. Entitas yang berelasi dengan Pemerintah PT Bank Mandiri (Persero) Tbk.
Entities that have a relation with the Government
PT Bank Rakyat Indonesia (Persero) Tbk.
PT Bank Negara Indonesia 1946 (Persero) Tbk.
PT Garuda Indonesia (Persero), Tbk.
PT Perusahaan Listrik Negara (Persero)
PT Telekomunikasi Indonesia (Persero) Tbk
Perusahaan Umum (Perum) Lembaga Penyelenggara Pelayanan
Navigasi
Penerbangan Indonesia (LPPNPI)
PT Sarana Multi Infrastruktur (Persero)
Indonesia Infrastructure Finance
Perusahaan Badan Usaha Milik Negara (BUMN) lainnya
Perusahaan Badan Usaha Milik Daerah (BUMD) lainnya
3. Entitas Anak / Subsidiaries PT Angkasa Pura Support
PT Angkasa Pura Logistik
PT Angkasa Pura Property
PT Angkasa Pura Retail
4. Entitas Asosiasi / Associated Entities PT Jasa Marga Bali Tol - Penyertaan Saham
PT Gapura Angkasa - Penyertaan Saham
5. Entitas Imbalan Paska Kerja Dana Pensiun Angkasa Pura/Angkasa Pura Pension Fund
Post-Employment Benefit Entities
6. Personil, Manajemen Kunci Dewan Direksi
Personnel, Key Management
Komisaris
REALISASI TRANSAKSI PIHAK BERELASI REALIZATION OF RELATED PARTY TRANSACTIONS

Dalam kegiatan usahanya, Perseroan dan Entitas Anak In its business activities, the Company and Subsidiaries
melakukan transaksi tertentu dengan pihak berelasi. conduct certain transactions with related parties. Significant
Rincian akun signifikan dengan pihak-pihak berelasi account details with related parties (Government,
(Pemerintah, Entitas Pemerintah atau dinyatakan lain) Government Entity or otherwise stated) are as follows.
adalah sebagai berikut.
Tabel Transaksi dengan Pihak Berelasi Tahun 2017 dan 2018

Table of Transaction with Related Parties in 2017 and 2018 (dalam ribuan rupiah /
in thousands of rupiah)
Uraian
2018 2017
Description
Aset / Assets
Kas dan setara kas / Cash and cash equivalent 1,843,411,485 2,209,464,284
Investasi dalam efek jangka pendek / Investment in short-term effect 62,030,398 60,711,992
Piutang usaha / Accounts receivable 90,334,042 92,919,624
Piutang lain lain / Other receivable -
Piutang jangka panjang / Long-term receivable -

Uraian
2018 2017
Description
Investasi jangka panjang / Long-term investment 100,662,312 86,300,400
Jumlah / Total 2,096,438,237 2,449,396,300
Persentase dari total aset / Percentage of total assets 6.63% 9.90%
Liabilitas / Liabilities
Utang usaha / Accounts payable 101,718,709 10,812,049
Utang Bank dan Pinjaman Sindikasi / Bank loads and syndicated loans 5,537,983,907 3,814,506,307
Utang lancar lain lain / Other current debts 1,371,998,743 366,422,705
Ekuitas / Equity
Penyertaan Modal Negara / State Capital Participation 22,963,207 255,096,706
Jumlah / Total 13,426,113,359 10,606,153,061
Persentase dari total liabilitas dan Ekuitas / Percentage of total liabilities and 22.26% 17.98%
equity
LIABILITAS KONTIJENSI CONTINGENT LIABILITIES
Penjelasan terkait liabilitas kontinjensi sebagai berikut: The contingent liabilities ate explained below:
a) PT Bank Negara Indonesia Syariah (BNI Syariah) a) PT Bank Negara Indonesia Syariah (BNI Syariah)
Perseroan menerima gugatan perdata dari BNI Syariah The company receives a civil claim from BNI Syariah with
dengan nilai gugatan sebesar Rp85.334.939 terkait a claim value of Rp 85,334,939 related to payments to
pembayaran kepada PT Slipi Raya Utama yang tidak PT Slipi Raya Utama which was not done through a BNI
melalui rekening BNI Syariah sehubungan dengan Syariah account in connection with the construction of
pekerjaan pembangunan terminal penumpang dan passenger terminal and supporting facilities at Lombok
fasilitas penunjangnya di Bandar Udara Internasional International Airport.
Lombok.
Berdasarkan Putusan No. 315/PDT/2015/PTDKI. Based on Decision No. 315/PDT/2015/PTDKI.jo.No.556/

jo.No.556/PDT.G/2013/PN. JKT.PST dan Putusan PDT.G/2013/PN. JKT. PST and Decision Number 315/
Nomor 315/PDT/2015/PT DKI, Pengadilan Negeri PDT/2015/PT DKI, the Central Jakarta District Court
Jakarta Pusat dan Pengadilan Tinggi Jakarta and the Jakarta High Court granted the lawsuit from
mengabulkan gugatan dari BNI Syariah dan BNI Syariah and punished the Company for carrying out
menghukum Perseroan untuk melaksanakan its achievements of Rp 2,491,890. For the decision, the
prestasinya sebesar Rp2.491.890. Atas putusan Company submitted a request for cassation on January
tersebut, Perseroan mengajukan permohonan kasasi 26, 2016.
tanggal 26 Januari 2016.
Pada tanggal 31 Desember 2017, Perseroan As of December 31, 2017, the Company has recorded
telah membukukan pencadangan biaya sebesar a reserve fee of Rp 87,826,828 in the accrual expense
Rp87.826.828 pada akun beban akrual. account.
Pada tahun 2018, Perseroan menerima Putusan In 2018, the Company received a Supreme Court
Mahkamah Agung Nomor 1461 K/Pdt/2017 tangal 27 Decision Number 1461 K/Pdt/2017 dated September 27,
September 2017 dimana Perseroan dihukum untuk 2017 where the Company was sentenced to carry out
melaksanakan prestasinya sebesar Rp2.491.890. its performance of Rp 2,491,890. For this matter, as of
Atas hal tersebut, pada tanggal 31 Desember 2018, December 31, 2018, the Company has posted revenue of
Perseroan telah membukukan pendapatan sebesar Rp 85,334,939 in other income accounts.
Rp85.334.939 pada akun penghasilan lain-lain.

383
2018 Annual Report
b) PT Sepinggan Sarana Utama (SSU) b) PT Sepinggan Sarana Utama (SSU)

PT Sepinggan Sarana Utama (SSU) mengajukan PT Sepinggan Sarana Utama (SSU) filed an arbitration
permohonan arbitrase kepada Badan Arbitrase Nasional request with the Indonesian National Arbitration Board
Indonesia (BANI) dimana SSU menyatakan bahwa where the SSU stated that the Company had broken
Perseroan telah melakukan tindakan ingkar janji atas a cooperation agreement for the construction and
perjanjian kerjasama pembangunan dan pengusahaan operation of transit hotels at Balikpapan Sepinggan
hotel transit di Bandar Udara Sepinggan Balikpapan. Airport. On July 5, 2018, the Company received Decision
Pada tanggal 5 Juli 2018, Perseroan menerima Putusan of Case No. 982/X/ARB-BANI/2017 from the Indonesian
Perkara No. 982/X/ARB-BANI/2017 dari BANI dimana National Arbitration Board where the Company was
Perseroan diperintahkan untuk membayar ganti rugi atas ordered to pay compensation for investments made
investasi yang sudah dilakukan SSU dan mengembalikan by SSU and return the guarantee of seriousness to the
uang jaminan kesungguhan kepada SSU masing-masing SSU amounting to Rp 104,793,567 and Rp 3,750,000,
sebesar Rp104.793.567 dan Rp3.750.000. respectively.
Perseroan menyampaikan surat permohonan kepada The Company submitted an application letter to the
Ketua Pengadilan Jakarta Pusat yang diterima Chair of the Central Jakarta Court which was received
Pengadilan Negeri Jakarta Pusat pada tanggal 23 by the Central Jakarta District Court on October 23,
Oktober 2018 yang menyatakan antara lain: 2018 which stated among other things:
1. Putusan arbitrase melanggar ketertiban 1. The arbitration award violates public order because it
umum karena mengabaikan laporan hasil audit ignores the report on the results of the investigative
investigatif Badan Pengawas Keuangan dan audit of the Financial and Development Supervisory
Pembangunan. Agency.
2. Berdasarkan risalah rapat tanggal 16 Agustus 2018 2. Based on the minutes of the meeting on August
dengan SSU, SSU tidak keberatan apabila ganti 16, 2018 with the SSU, SSU did not object if
rugi dihitung dengan kewajiban-kewajibannya. compensation was calculated with its obligations.
3. SSU setuju nilai ganti rugi dikurangi dengan 3. SSU agrees that the compensation value is reduced
pembayaran atas koridor penghubung. by payment for the connecting corridor.
4. SSU masih memliki kewajiban pembayaran sewa 4. SSU still has the obligation to pay land rent and
tanah dan konsesi kepada termohon eksekusi. concessions to the defendant.
5. SSU berkewajiban menyerahkan tanah milik 5. SSU is obliged to hand over the land owned by
Perseroan dan hotel transit menjadi milik the Company and the transit hotel belongs to the
Perseroan. Company.
Perseroan menyampaikan surat permohonan kembali The Company submits a request for a return to the
kepada Ketua Pengadilan Jakarta Pusat yang diterima Chairperson of the Central Jakarta Court received by
Pengadilan Negeri Jakarta Pusat pada tanggal 6 the Central Jakarta District Court on November 6, 2018
November 2018 yang menyatakan antara lain: which states, among other things:
1. SSU setuju nilai ganti rugi dikurangi dengan 1. SSU agrees that the compensation value is reduced
pembayaran atas bangunan koridor penghubung by paying for the connecting corridor building that
yang menjadi bagian dari hotel transit. is part of the transit hotel.
2. SSU masih memliki kewajiban pembayaran sewa 2. SSU still has the obligation to pay land rent and
tanah dan konsesi kepada termohon eksekusi. concessions to the defendant.
3. Perlu dilakukan penilaian ulang atas nilai aset 3. It is necessary to re-evaluate the value of the hotel
hotel tersebut assets
Sampai dengan tanggal penyelesaian laporan Until the completion date of the consolidated financial
keuangan konsolidasian, surat permohonan kembali statements, the letter of reappointment has not been
tersebut belum ditetapkan oleh Pengadilan Negeri determined by the Central Jakarta District Court.
Jakarta Pusat.

PERUBAHAN PERATURAN THE AMENDMENT IN LAWS AND

PERUNDANG-UNDANGAN REGULATIONS AND THEIR IMPACT ON
DAN DAMPAKNYA TERHADAP THE COMPANY
PERSEROAN
Tabel Perubahan Peraturan Perundang-Undangan dan Dampaknya

Table of the Amendment of Laws and Regulations and Their Impacts
Perubahan Peraturan Dampak Perubahan Peraturan Perundang-Undangan

Amendment of Law The Impact of the Amendment of Law
Peraturan Otoritas Jasa Keuangan (POJK) Adanya POJK tersebut memiliki dampak positif terhadap proses penyampaian
No. 7/POJK.04/2018 Tentang Penyampaian laporan kepada Otoritas Jasa Keuangan yang meningkatkan efektivitas dan
Laporan Melalui Sistem Pelaporan Elektronik efisiensi waktu proses pelaporan. Proses pelaporan yang sebelumnya disampaikan
Emiten Atau Perusahaan Publik. dalam bentuk hardcopy ke kantor OJK telah berubah sejak tanggal 25 Oktober
2019 atau 6 (enam) bulan setelah adanya POJK tersebut sesuai pasal 14 POJK
Regulation of the Financial Services Authority No. 7/POJK.04/2018, sehingga PT Angkasa Pura I (Persero) cukup menyampaikan
No. 7/POJK.04/2018 concerning Submission of laporan secara softcopy melalui situs www.spe.ojk.go.id
Reports Through Issuers Or Public Companies
Electronic Reporting System. The existence of the Regulation of the Financial Services Authority has a positive impact
on the process of submitting reports to the Financial Services Authority which increases
the effectiveness and efficiency of the reporting process. The reporting process
previously submitted in a hard copy to the Financial Services Authority office has
changed since October 25, 2019 or 6 (six) months after the existence of the Regulation
of the Financial Services Authority in accordance with article 14 of Regulation of the
Financial Services Authority No. 7/POJK.04/2018, so that PT Angkasa Pura I (Persero)
can simply submit a report in a soft copy through the site of www.spe.ojk.go.id However,
the regulation does not have a significant quantitative impact on the Company
Perubahan Peraturan tersebut tidak berdampak signifikan The regulation has not give significant impact quantitatively
secara kuantitatif terhadap Perseroan. to the company.
PERUBAHAN KEBIJAKAN CHANGE OF ACCOUNTING POLICIES

AKUNTANSI
Pada tahun 2018 Perseroan tidak melakukan perubahan In 2018, the Company did not make changes to accounting
kebijakan akuntansi. Namun, efektif tanggal 1 Januari policies. However, on January 1, 2018, the Company applied
2018, Perseroan menerapkan beberapa standar akuntansi several new accounting standards that are relevant to the
baru yang relevan terhadap Perseroan. Berikut penjelasan Company. The following is an explanation regarding the
terkait penerapan standar akuntansi baru. application of new accounting standards.
ALASAN PENERAPAN REASONS OF APPLICATION

Menyesuaikan dengan aturan atau regulasi yang telah It was to adjust to the rules or regulations that have been set
ditetapkan dan tertuang dalam PSAK yang efektif berlaku out and contained in the Statement of Financial Accounting
tanggal 1 Januari 2018. Standards that is effective from January 1, 2018.
PERUBAHAN STANDAR AKUNTANSI CHANGE OF NEW FINANCIAL ACCOUNTING

KEUANGAN (PSAK) BARU STANDARDS (STATEMENT OF FINANCIAL
ACCOUNTING STANDARDS)
Berikut penjelasan mengenai perubahan standar The following is an explanation of the changes in the new
akuntansi keuangan (PSAK) baru. financial accounting standards.
Tabel Perubahan Kebijakan Akuntansi Yang Dimulai Pada dan Setelah Tanggal 1 Januari 2018
Table of Changes in Accounting Policies that Begin At and After January 1, 2018
Adopsi atas
Standar Akutansi IFRS/IAS Ringkasan Perubahan Dampak terhadap Angkasa Pura I
No
Accounting Standards Adoption of Summary Of Changes Impacts on Angkasa Pura I
IFRS / IAS
1 Amandemen PSAK 2 PSAK Laporan Arus Kas tentang Tidak memiliki dampak yang signifikan
Amendment of Statement Statement Prakarsa Pengungkapan terhadap laporan keuangan
of Financial Accounting of Financial Cash Flow Report on Disclosure There is no significant impact on financial
Standards 2 Accounting Initiatives statements.
Standards

385
2018 Annual Report
Adopsi atas
Standar Akutansi IFRS/IAS Ringkasan Perubahan Dampak terhadap Angkasa Pura I
No
Accounting Standards Adoption of Summary Of Changes Impacts on Angkasa Pura I
IFRS / IAS
2 Amandemen PSAK 13 PSAK Properti Investasi: Pengalihan Tidak memiliki dampak yang signifikan
Amendment of Statement Statement Properti Investasi terhadap laporan keuangan
of Financial Accounting of Financial Investment Property: Transfer of There is no significant impact on financial
Standards 13 Accounting Investment Property statements.
Standards
3 PSAK 15 (Penyesuaian 2017) PSAK Investasi pada Entitas Asosiasi Tidak memiliki dampak yang signifikan
Statement of Financial Statement dan Ventura Bersama terhadap laporan keuangan
Accounting Standards 15 of Financial Investment in Associates and There is no significant impact on financial
(Adjustment in 2017) Accounting Joint Ventures statements.
Standards
4 Amandemen PSAK 46 PSAK Pajak Penghasilan tentang Tidak memiliki dampak yang signifikan
Amendment of Statement Statement Pengakuan Aset Pajak Tangguhan terhadap laporan keuangan
of Financial Accounting of Financial untuk Rugi yang Belum Direalisasi There is no significant impact on financial
Standards 46 Accounting Income Tax on Recognition of statements.
Standards Deferred Tax Assets for Unrealized
Losses
5 PSAK 67 (Penyesuaian 2017) PSAK Pengungkapan Kepentingan Tidak memiliki dampak yang signifikan
Statement of Financial Statement dalam Entitas Lain terhadap laporan keuangan
Accounting Standards 67 of Financial Disclosure of Interest in Other There is no significant impact on financial
(Adjustment in 2017) Accounting Entities statements.
Standards
DAMPAK STANDAR AKUNTANSI KEUANGAN IMPACT OF NEW AND REVISED FINANCIAL

BARU DAN REVISI (PSAK) ACCOUNTING STANDARDS
Perseroan telah menganalisis penerapan standar The Company has analyzed the application of the accounting
akuntansi tersebut di atas dan penerapan tersebut tidak standards mentioned above and the application has no
memiliki pengaruh yang signifikan terhadap laporan significant effect on the financial statements.
keuangan.
INFORMASI KELANGSUNGAN USAHA BUSINESS CONDUCT INFORMATION
HAL-HAL YANG BERPOTENSI MATTERS THAT POTENTIALLY HAVE

BERPENGARUH SIGNIFIKAN TERHADAP A SIGNIFICANT EFFECT ON BUSINESS
KELANGSUNGAN USAHA CONTINUITY
Hingga akhir tahun 2018 tidak terdapat hal-hal Until the end of 2018 there were no matters that could
yang berpotensi berpengaruh signifikan terhadap potentially have a significant effect on the Company’s
kelangsungan usaha Perseroan. business continuity.
ASSESSMENT MANAJEMEN ATAS HAL- ASSESSMENT MANAGEMENT ON MATTERS

HAL YANG BERPENGARUH SIGNIFIKAN THAT HAVE SIGNIFICANT EFFECTS ON THE
TERHADAP KELANGSUNGAN USAHA BUSINESS CONTINUITY
Manajemen Perseroan senantiasa melakukan penilaian The Company’s management always assesses the
atas kemampuan Perseroan untuk melanjutkan Company’s ability to continue its business and believes that
kelangsungan usahanya dan berkeyakinan bahwa the Company has the resources to continue its business
Perseroan memilki sumber daya untuk melanjutkan in the future. Assessment is carried out based on various
usahanya di masa mendatang. Asessment dilakukan factors such as the analysis of the strength of financial
dengan berdasarkan berbagai faktor seperti analisis and non-financial conditions. Based on the results of the
kekuatan kondisi keuangan maupun non keuangan. assessment, there are no matters that have significant
Berdasarkan hasil assesment, tidak terdapat hal-hal yang effectS on business continuity.
berpengaruh signifikan terhadap kelangsungan usaha..

ASUMSI YANG DIGUNAKAN MANAJEMEN ASSUMPTIONS USED BY MANAGEMENT IN

DALAM MELAKUKAN ASSESSMENT ASSESSMENT
Beberapa Faktor yang menjadi pertimbangan manajemen Some factors considered by management in conducting an
dalam melakukan assessment terhadap kelangsungan assessment of business continuity are as follows.
usaha adalah sebagai berikut.
- Pertumbuhan perekonomian global dan nasional. - Global and national economic growth.
- Kondisi Penerbangan global dan Indonesia. - Global and Indonesian Flight Conditions.
- Prospek industri pariwisata sebagai salah satu - The prospect of the tourism industry as one of the
industri dengan potensi terbesar di Indonesia. industries with the greatest potential in Indonesia.
- Fasilitas alat produksi di seluruh bandar udara yang - Production equipment facilities in all airports managed
dikelola Perseroan. by the Company.
- Kinerja Perseroan yang menunjukkan pencapaian - The Company’s performance that shows the
target keuangan. achievement of financial targets.
ASPEK PERPAJAKAN TAXATION ASPECTS
PUBLIKASI PEMBAYARAN PAJAK TAX PAYMENT PUBLICATIONS

PT Angkasa Pura I dalam kegiatan operasionalnya In its operational activities, PT Angkasa Pura I has carried
telah menjalankan tata kelola Perseroan yang baik out good corporate governance conducted in a transparent
(Good Corporate Governance) yang dilakukan secara and accountable manner especially in managing its tax
transparan dan akuntabel khususnya dalam mengelola rights and obligations. Its tax rights and obligations are
hak dan kewajiban perpajakannya, hak dan kewajiban carried out in accordance with applicable regulations.
perpajakannya dilakukan sesuai dengan peraturan yang
berlaku.
PEMBAYARAN PAJAK PAYMENT OF TAXES

Total Pembayaran Pajak periode Januari sampai dengan Total Tax Payments for the period of January to December
Desember 2018, sebagai berikut. 2018 are as follows.
Tabel Pembayaran Pajak

Table of Tax Payment in thousands of rupiah)
Jenis Aset Tetap

2018
Description of Taxes
PPh Pasal 21 / Income Tax Article 21 162.789.707.450
PPh Pasal 22 / Income Tax Article 22 4.523.965.851
PPh Pasal 23 dan PPh Pasal 26 / Income Tax Article 23 and Income Tax Article 26 26.348.212.475
PPh Pasal 4 Ayat 2 / Income Tax Article 4 Paragraph 2 132.485.016.036
PPh Badan / Corporate Income Tax 432.540.331.488
Pajak Pertambahan Nilai (1111) / Value-added Tax (1111) 646.830.078.542
Pajak Pertambahan Nilai Wajib Pungut (1107) / Value-added Tax of Mandatory Collection (1107) 698.144.910.524
SWPD3D/BNN dan Beban Pajak Lain-lain / SWPD3D/BNN and others 166.345.493.631
Pajak Bumi dan Bangunan dan Pajak Daerah Lainnya / Property Tax and Other Local Taxes 139.173.979.504
Total 2.409.181.695.501
KETIDAKPATUHAN DALAM PEMBAYARAN INFRINGEMENT OF TAX PAYMENT

PAJAK
Pada periode 2018, tidak terdapat ketidak patuhan In the 2018 period, there is no disobedience of the Company
Perseroan dalam hal kewajiban membayar pajak (NIHIL). in terms of the obligation to pay taxes (NIL)

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2018 Annual Report
KINERJA ENTITAS ANAK Performance of Subsidiaries
Sampai dengan tahun 2018, Up to 2018, the Company has 5 (five)

Perseroan telah memiliki 5 (lima) subsidiaries. An explanation of the
entitas anak. Penjelasan mengenai subsidiary is presented in the Profile
entitas anak disajikan dalam bagian section of this Annual Report. The
Profil dalam Laporan Tahunan ini. performance of the subsidiaries is
Adapun kinerja entitas anak tersebut presented as follows.
disajikan sebagai berikut.
PT ANGKASA PURA PT ANGKASA PURA

SUPORT SUPORT
Pada tahun 2018, PT Angkasa Pura In 2018, the performance of PT Angkasa

Suport menunjukkan kinerja yang Pura Suport showed good results. Based
baik. Berdasarkan laporan posisi on the statement of financial position.
keuangan, aset meningkat Rp207,87 Assets increased by Rp207.87 billion
miliar atau sebesar 25,64%. Liabilitas or by 25.64%. Liabilities increased by
meningkat Rp79,21 miliar atau Rp79.21 billion or by 23.87%, and so did
sebesar 23,87%, dan begitu pula the equity increase of Rp128.66 billion
dengan ekuitas yang meningkat or 26.86%.
Rp128,66 miliar atau sebesar 26,86%.

Sedangkan laporan laba rugi dan penghasilan Meanwhile, income statement and other comprehensive
komprehensif lain PT Angkasa Pura Suport menunjukkan income of PT Angkasa Pura Suport showed growth in profit
pertumbuhan pada laba setelah pajak Rp41,01 miliar after tax of Rp41,01 billion or an increase of 36.71% compared
atau meningkat sebesar 36,71% dibandingkan dengan with the previous year. This is in line with the increase in
tahun sebelumnya. Hal ini sejalan dengan peningkatan net profit to reach Rp27.89 billion or 18.65% and operating
laba bersih yang mencapai Rp27,89 miliar atau sebesar profit reached Rp15,12 billion or 9.78%. The details related
18,65% dan laba usaha yang mencapai Rp15,12 miliar atau to the financial performance of PT Angkasa Pura Suport are
sebesar 9,78%. Adapun rincian terkait kinerja keuangan described in the following table.
PT Angkasa Pura Suport diuraikan pada tabel berikut.
Tabel Kinerja Keuangan Utama PT Angkasa Pura Suport

Table of Main Financial Performance of PT Angkasa Pura Suport in million of rupiah)

2018 2017
Description (Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Aset / Assets 1,018,677 810,800 207,877 25.64%
Liabilitas / Liabilities 411,053 331,840 79,213 23.87%
Ekuitas / Equities 607,624 478,960 128,664 26.86%
Pendapatan Usaha / Business Income 1,239,285 1,017,802 221,483 21.76%
Beban Usaha / Business Expenses 1,069,544 863,177 206,367 23.91%
Laba Usaha / Business Profit 169,741 154,625 15,116 9.78%
Pendapatan Non Usaha / Non-Business Revenue 24,187 15,877 8,310 52.34%
Beban Non Usaha / Non-Business Expenses 16,473 20,942 (4,469) (21.34%)
Laba Non Usaha / Non-Business Profit 7,714 (5,065) 12,779 (252.30%)
Total Pendapatan / Total of Income 1,263,472 1,033,679 229,793 22.23%
Total Beban / Total of Expenses 1,086,017 884,119 201,898 22.84%
Laba Bersih / Net Profit 177,455 149,561 27,894 18.65%
Beban Pajak Final (4 ayat 2 dan 23)
- - - -
Final Tax Expenses (4 paragraphs 2 and 23
24,722 37,841 (13,119) (34.67%)
Current and Deferred Tax Expenses
Laba (Rugi) Setelah Pajak / After-Tax Profit (Loss) 152,733 111,719 41,014 36.71%
'
Berdasarkan rasio keuangan, PT Angkasa Pura Suport Based on financial ratios, PT Angkasa Pura Suport has a
memiliki Current ratio sebesar 26,29% mengalami Current ratio of 26.29% which has decreased from 219.04%
penurunan dari 219,04% di tahun 2017 menjadi 192,75% in 2017 to 192.75% in 2018 but still shows good capability
di tahun 2018 tetapi masih menunjukan kemampuan yang for PT Angkasa Pura Suport to pay its short-term debt .
baik bagi PT Angkasa Pura Suport untuk membayar utang Cash ratio has decreased compared to 2017 by 0.49% from
jangka pendeknya. Cash ratio mengalami penurunan 35.67% in 2017 to 35.18% in 2018 where the availability of
dibanding tahun 2017 sebesar 0,49% dari 35,67% di tahun cash to pay short-term debt is less than the previous year,
2017 menjadi 35,18% di tahun 2018 dimana ketersediaan while the test acid ratio has decreased compared to the year
kas untuk membayar hutang jangka pendek lebih sedikit 2017 amounted to 53.7% from 123.76% to 70.06% in 2018.
dibanding tahun sebelumnya, sedangkan test acid ratio
mengalami penurunan dibanding tahun 2017 sebesar
53,7% dari 123,76% menjadi 70,06% di tahun 2018.

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2018 Annual Report
Selain itu, untuk return on asset PT Angkasa Pura Suport In addition, for the return on assets of PT Angkasa Pura
tahun 2018 mengalami peningkatan dibanding tahun Suport in 2018 it has increased compared to the previous
sebelumnya, return on asset mengalami peningkatan year, return on assets has increased by 1.43% from 12.35% in
sebanyak 1,43% dari 12,35% di tahun 2016 menjadi 2016 to 13.78% in 2017 which shows the ability of PT Angkasa
13,78% di tahun 2017 yang menunjukan kemampuan PT Pura Suport in utilizing its assets to generate profits is
Angkasa Pura Suport dalam memanfaatkan asetnya untuk getting better, while return on equity increased by 1.21%
menghasilkan laba semakin baik, sedangkan return on equity from 23.33% in 2017 to 25.14% in 2018 where the ability of
meningkat sebesar 1,21% dari 23,33% di tahun 2017 menjadi PT Angkasa Pura Suport to return capital is getting better.
25,14% di tahun 2018 dimana kemampuan PT Angkasa Pura
Suport untuk mengembalikan modal semakin baik.
Tabel Rasio Keuangan Utama PT Angkasa Pura Suports

Table of Main Financial Ratio PT Angkasa Pura Support (dalam / in %)
Jenis Aset Tetap

2018 2017
Description
Cash Ratio 35.18% 35.67%
Current Ratio 192.75% 219.04%
Test Acid Ratio 70.06% 123.76%
Return On Asset 14.99% 13.78%
Return On Equity 25.14% 23.33%
PT ANGKASA PURA LOGISTIK PT ANGKASA PURA LOGISTIK
Secara umum, PT Angkasa Pura Logistik menunjukkan In general, PT Angkasa Pura Logistik showed good
kinerja yang baik. Aset menurun Rp2,97 miliar atau sebesar performance. Assets decreased by Rp2.97 billion or 1.19%,
1,19%, liabilitas menurun Rp44,78 miliar atau sebesar liabilities decreased by Rp44.78 billion or 37.83%, and
37,83%, dan ekuitas meningkat Rp41,81 miliar atau 31,56%. equity increased by Rp41.81 billion or 31.56%.

Pada tahun 2018, realisasi laba rugi dan komprehensif In 2018, the realization of profit and loss and other
lain PT Angkasa Pura Logistik menunjukkan penurunan comprehensive PT Angkasa Pura Logistik showed a decline
kinerja pada laba setelah pajak sebesar Rp14,97 miliar in performance in post-tax profit of Rp14.97 billion or 21.70%
atau 21,70% dari Rp70,16 miliar di tahun 2017 menjadi from Rp70.16 billion in 2017 to Rp55.19 billion in 2018. This
Rp55,19 miliar di tahun 2018. Penurunan ini sejalan decline is in line with a decrease in operating profit of
dengan penurunan laba usaha sebesar Rp22,27 miliar Rp22.27 billion or 24.81% from Rp89.78 billion in 2017 to
atau 24,81% dari Rp89,78 miliar di tahun 2017 menjadi Rp67.51 billion in 2018. The performance of PT Angkasa Pura
Rp67,51 miliar di tahun 2018. Kinerja PT Angkasa Pura Logistik in 2018 showed good performance even though
Logistik pada tahun 2018 menunjukkan kinerja yang baik the profits decreased, p. This was due to a change in the
meskipun laba yang diperoleh menurun, hal tersebut pattern of cooperation between PT Angkasa Pura I (Persero)
disebabkan adanya perubahan pola kerjasama antara PT and PT Angkasa Pura Logistik. Briefly the main financial
Angkasa Pura I (Persero) dan PT Angkasa Pura Logistik. performance of PT Angkasa Pura Logistik can be seen in the
Secara singkat kinerja keuangan utama PT Angkasa Pura following table.
Logistik dapat dilihat pada tabel berikut.
Tabel Kinerja Keuangan Utama PT Angkasa Pura Logistik

Table of Main Financial Performance of PT Angkasa Pura Logistik in million of rupiah)

2018 2017
Description (Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Aset / Assets 247,877 250,850 (2,973) (1.19%)
Liabilitas / Liabilities 73,582 118,363 (44,781) (37.83%)
Ekuitas / Equities 174,295 132,487 41,808 (31.56%)
Pendapatan Usaha / Business Income 359,094 370,411 (11,317) (3.06%)
Beban Usaha / Business Expenses 291,586 280,632 10,954 3.90%
Laba Usaha / Business Profit 67,508 89,779 (22,271) (24.81%)
Beban Non Usaha / Non-Business Expenses 1,002 2,111 (1,109) (52.53%)
Laba Non Usaha / Non-Business Profit 6,223 3,601 2,622 72.81%
Total Pendapatan / Total of Income 366,319 376,123 (9,804) (2.61%)
Total Beban / Total of Expenses 292,588 282,743 9,845 3.48%
Laba Bersih / Net Profit 73,731 93,379 (19,648) (21.04%)
360 0 360 100.00
18,184 (5,040) (21.70%)
Current and Deferred Tax Expenses 23,224
Laba (Rugi) Setelah Pajak / After-Tax Profit (Loss) 55,187 70,156 (14,969) (21.34%)
Rasio keuangan PT Angkasa Pura Logistik yang The financial ratio of PT Angkasa Pura Logistics which
mencakup cash ratio, test acid ratio, dan current ratio, includes cash ratio, test acid ratio, and current ratio. Current
current ratio menunjukkan hasil pengukuran kemampuan ratio shows the results of measurement of ability to pay
dalam melunasi kewajiban jangka pendek meningkat off short-term liabilities increased compared to 2017 of
dibandingkan 2017 sebesar 268.01%. Cash ratio dan 268.01%. The cash ratio and test acid ratio increased by
test acid ratio mengalami peningkatan masing-masing 42.04% and 71.57%, respectively, to 107.51% and 165.75%
sebesar 42,04% dan 71,57% sehingga menjadi 107,51% in 2018.
dan 165,75% pada tahun 2018.
Selain itu, return on asset dan return on equity PT Angkasa In addition, on assets and return on equity ofPT Angkasa
Pura Logistik juga mengalami penurunan dibanding tahun Pura Logistik also decreased compared to the previous year.
sebelumnya. Penurunan return on asset sebesar 5,5% dari The decrease in return on assets was 5.5% from 27.79% in
27,79% di tahun 2017 menjadi 22,26% di tahun 2018, 2017 to 22.26% in 2018, while a decrease in return on equity

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2018 Annual Report
sedangkan penurunan return on equity sebesar 21,29% was 21.29% from 52.95% in 2017 to 31.66% in in 2018. PT
dari 52,95% di tahun 2017 menjadi 31,66% di tahun 2018. Angkasa Pura Logistik’s ability to utilize assets and return
Kemampuan PT Angkasa Pura Logistik dalam memanfaatkan capital has decreased performance, this decline is in line
aset dan mengembalikan modal mengalami penurunan kinerja, with the decline in profits obtained by PT Angkasa Pura
penurunan ini sejalan dengan penurunan laba yang diperoleh Logistik. Details regarding the financial ratio of PT Angkasa
PT Angkasa Pura Logistik. Rincian terkait rasio keuangan PT Pura Logistik can be seen in the following table.
Angkasa Pura Logistik dapat dilihat pada tabel berikut.
Tabel Rasio Keuangan Utama PT Angkasa Pura Logistik

Table of Main Financial Ratio PT Angkasa Pura Logistik (dalam / in %)
Jenis Aset Tetap

2018 2017
Description
Cash Ratio 107.51% 65.08%
PT ANGKASA PURA PROPERTI PT ANGKASA PURA PROPERTI
Pada tahun 2018, PT Angkasa Pura Properti In 2018, PT Angkasa Pura Properti showed good performance.
menunjukkan kinerja yang baik. Laporan Posisi Keuangan The financial position report of PT Angkasa Pura Properti
PT Angkasa Pura Properti menunjukkan peningkatan shows an increase in assets of Rp153.73 billion or 46.32%,
aset sebesar Rp153,73 miliar atau 46,32%, peningkatan an increase in liabilities of Rp.126.96 billion or 84.26%, and
liabilitas sebesar Rp126,96 miliar atau 84,26%, dan an increase in equity of Rp26.80 billion or 14.79%.
peningkatan ekuitas sebesar Rp26,80 miliar atau 14,79%.

Dari sisi laporan laba rugi dan penghasilan komprehensif In terms of reports on profit and loss and other
lain, realisasi laba (rugi) setelah pajak PT Angkasa Pura comprehensive income, the realization of profit (loss) after
Properti mengalami peningkatan sebesar Rp10,87 miliar tax of PT Angkasa Pura Properti increased by Rp10.87 billion
atau 69,88% dari Rp15,56 miliar di 2017 menjadi Rp26,43 or 69.88% from Rp15.56 billion in 2017 to Rp26.43 billion
miliar di 2018. Pendapatan meningkat disebabkan PT in 2018. Increased revenue was due to PT Angkasa Pura
Angkasa Pura Properti melaksanakan pengembangan Properti conducts quite aggressive business development.
bisnis yang cukup agresif.
Adapun rincian terkait kinerja keuangan PT Angkasa Pura The details related to the financial performance of PT
Properti diuraikan pada tabel berikut. Angkasa Pura Properti are described in the following table
Tabel Kinerja Keuangan Utama PT Angkasa Pura Properti

Table of Main Financial Performance of PT Angkasa Pura Properti in million of rupiah)

2018 2017
Description (Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Aset / Assets 485,595 331,868 153,727 46.32%
Pendapatan Usaha / Business Income 449,320 299,817 149,503 49.86%
Pendapatan Non Usaha / Non-Business Revenue 1,588 2,225 (637) (28.63%)
Beban Non Usaha / Non-Business Expenses 2,963 1,185 1,778 150.04%
Laba Non Usaha / Non-Business Profit (1,375) 1,039 (2,414) (232.34%)
Total Pendapatan / Total of Income 450,908 302,041 148,867 49.29%
14,517 0 14,517 100.00%!
(71) 2,485 (2,556) (102.86%)
Laba (Rugi) Setelah Pajak / After-Tax Profit (Loss) 26,427 15,556 10,871 69.88%
Rasio keuangan PT Angkasa Pura Properti di tahun The financial ratio of PT Angkasa Pura Properti in 2018
2018 mengalami peningkatan pada cash ratio, test acid experienced an increase in the cash ratio, test acid ratio,
ratio, return on asset, dan return on equity dibandingkan return on assets, and return on equity compared to the
tahun sebelumnya. Hanya Current ratio yang mengalami previous year. Only the Current ratio decreased by 29.22%
penurunan sebesar 29,22% dari 171,95% di tahun from 171.95% in 2017 to 142.73% in 2018. Cash ratio
2017 menjadi 142,73% di tahun 2018. Untuk Cash increased by 8.91% from 20.29% in 2017 to 29.20% in 2018
ratio meningkat sebesar 8,91% dari 20,29% di tahun and the test acid ratio increased by 4.54% from 51.56% in
2017 menjadi 29,20% di tahun 2018 dan test acid ratio 2017 to 56.41% in 2018. While the return on assets and return
meningkat sebesar 4,54% dari 51,56% di 2017 menjadi on equity of PT Angkasa Pura Properti was recorded at
56,41% di 2018. Sedangkan return on asset dan return on 5.44% and 12.71% experienced an increase in performance
equity PT Angkasa Pura Properti tercatat masing-masing in an effort to optimize the use of assets and the ability to
sebesar 5,44% dan 12,71% mengalami peningkatan return capital.
kinerja dalam upaya optimalisasi pemanfaatan aset dan
kemampuan mengembalikan modal.

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2018 Annual Report
Tabel Rasio Keuangan Utama PT Angkasa Pura Properti

Table of Main Financial Ratio of PT Angkasa Pura Properti (dalam / in %)
Jenis Aset Tetap

2018 2017
Description
Cash Ratio 29.20% 20.29%
PT ANGKASA PURA HOTEL PT ANGKASA PURA HOTEL
Pada tahun 2018, PT Angkasa Pura Hotel menunjukkan In 2018, PT Angkasa Pura Hotel showed good performance.
kinerja yang baik. Pada laporan posisi keuangan PT Angkasa In the report on the financial position of PT Angkasa Pura
Pura Hotel tercatat peningkatan aset sebesar Rp20,19 Hotel, there was an increase in assets of Rp20.19 billion or
miliar atau sebesar 2,85%, liabilitas mengalami peningkatan 2.85%, liabilities increased by Rp3.95 billion or 5.30%, and
sebesar Rp3,95 miliar atau sebesar 5,30%, dan peningkatan an increase in equity of 2.56% to Rp649.74 billion.
ekuitas sebesar 2,56% menjadi Rp649,74 miliar.
Realisasi laba (rugi) setelah pajak PT Angkasa Pura Realization of PT Angkasa Pura Hotel’s profit (loss) after
Hotel mengalami peningkatan signifikan sebesar tax experienced a significant increase of Rp3.36 billion or
Rp3,36 miliar atau sebesar 26,25%. Hal ini disebabkan 26.25%. This is caused by an increase in business income.
oleh peningkatan pendapatan usaha. Rincian terkait Details regarding the financial performance of PT Angkasa
kinerja keuangan PT Angkasa Pura Hotel disajikan pada Pura Hotel are presented in the following table.
tabel berikut.

Rincian terkait kinerja keuangan PT Angkasa Pura Hotel Details related to the financial performance of PT Angkasa
disajikan pada tabel berikut. Pura Hotel are presented in the following table.
Tabel Kinerja Keuangan Utama PT Angkasa Pura Hotel

Table of Main Financial Performance of PT Angkasa Pura Hotel in million of rupiah)

2018 2017
Description (Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Aset / Assets 728,225 708,033 20,192 2.85%
Pendapatan Non Usaha / Non-Business Revenue 3,908 3,855 53 1.37%
Beban Non Usaha / Non-Business Expenses 5,215 311 4,904 1576.85%
Laba Non Usaha / Non-Business Profit (1,307) 3,544 (4,851) (136.88%)
65 0 65 100.00%
11,175 8,177 272.75%
Current and Deferred Tax Expenses 2,998
Laba (Rugi) Setelah Pajak / After-Tax Profit (Loss) 16,169 3,362 26.25%
12,807
Berdasarkan rasio keuangan yaitu cash ratio, current ratio, Based on financial ratios, namely the cash ratio, current
dan test acid ratio, hasil pengukuran kemampuan PT Angkasa ratio and test acid ratio, the results of measuring PT Angkasa
Pura Hotel dalam melunasi kewajiban jangka pendek Pura Hotel’s ability to pay off short-term liabilities have
mengalami peningkatan dibandingkan tahun 2017. Cash increased compared to 2017. Cash ratio increased by 8.16%
ratio meningkat sebesar 8,16% dari 142,29% di tahun 2017 from 142.29% in 2017 to 150 , 45% in 2018. The current
menjadi 150,45% di tahun 2018. Current ratio meningkat ratio increased by 7.37% from 266.07% in 2017 to 273.44%
sebesar 7,37% dari 266,07% di tahun 2017 menjadi 273,44% in 2018 and the test acid ratio increased by 2.61% from
di tahun 2018 dan test acid ratio meningkat sebesar 2,61% 221.56% in 2017 to 224 , 17% in 2018.
dari 221,56% di 2017 menjadi 224,17% di 2018.
Selain itu, untuk return on asset PT Angkasa Pura Hotel tahun In addition, for the return on assets of PT Angkasa Pura Hotel
2018 mengalami peningkatan dibanding tahun sebelumnya, in 2018 to increase compared to the previous year, return on
return on asset mengalami peningkatan sebanyak 0,41% dari assets has increased by 0.41% from 1.81% in 2017 to 2.22%
1,81% di tahun 2017 menjadi 2,22% di tahun 2018. Sedangkan in 2018. Whereas return on equity increased by 0.47% from
return on equity mengalami kenaikan sebesar 0,47% dari 2.02% in 2017 to 2.49% in 2018.
2,02% di tahun 2017 menjadi 2,49% di tahun 2018.
Tabel Rasio Keuangan Utama PT Angkasa Pura Hotel

Table of Main Financial Ratio of PT Angkasa Pura Hotel (dalam / in %)
Jenis Aset Tetap

2018 2017
Description
Cash Ratio 150.45% 142.29%

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2018 Annual Report
PT ANGKASA PURA RETAIL PT ANGKASA PURA RETAIL
Secara umum, PT Angkasa Pura Retail menunjukkan In general, PT Angkasa Pura Retail showed good
kinerja yang baik. Berdasarkan laporan posisi keuangan, performance. Based on the statement of financial position,
aset meningkat sebesar Rp7,80 miliar atau 10,65%, assets increased by Rp.7.80 billion or 10.65%, liabilities
liabilitas turun sebesar Rp5,67 miliar atau 17,38%, dan decreased by Rp5.67 billion or 17.38%, and equity increased
ekuitas meningkat sebesar Rp13,47 miliar atau 33,14%. by Rp13.47 billion or 33.14%.
Pada tahun 2018, realisasi Laba Rugi dan Komprehensif In 2018, the realization of Profit and Loss and
lain PT Angkasa Pura Retail menunjukkan pertumbuhan otherComprehensive PT Angkasa Pura Retail showed growth
pada laba setelah pajak yang mengalami peningkatan in profit after tax which increased compared to last year
dibanding tahun lalu sebesar Rp 2,49 miliar atau 23,02% of Rp. 2.49 billion or 23.02% of profit in 2017 of Rp.10.82
dari laba tahun 2017 sebesar Rp10,82 miliar menjadi billion to a profit of Rp13,31 billion in 2018. This increase in
laba sebesar Rp13,31 miliar di tahun 2018. Peningkatan performance is due to, among others, cost efficiency and
kinerja ini disebabkan antara lain oleh, efisiensi biaya dan management improvements
perbaikan manajemen
PT Angkasa Pura Retail. Secara singkat kinerja keuangan PT Angkasa Pura Retail. Briefly the main financial
utama PT Angkasa Pura Retail dapat dilihat pada tabel performance of PT Angkasa Pura Retail can be seen in the
berikut. following table.
Tabel Kinerja Keuangan Utama PT Angkasa Pura Retail

Table of Main Financial Performance of PT Angkasa Pura Retail in million of rupiah)

2018 2017
Description (Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3
Aset / Assets 81,064 73,261 7,803 10.65%
Liabilitas / Liabilities 26,944 32,612 (5,668) (17.38%)


2018 2017
Description (Rp) %
(1) (2) (3) 4 = 2-3 5 = 4/3

Beban Usaha / Business Expenses 59,790 60,954 (1,164) (1.91%)
Beban Non Usaha / Non-Business Expenses 2,059 2,584 (525) (20.32%)
Laba Non Usaha / Non-Business Profit 4,913 2,073 2,840 137.00%
Total Beban / Total of Expenses 61,849 63,537 (1,688) (2.66%)
4,965 0 4,965 100.00%
16,648 0 16,648 100.00%
Laba (Rugi) Setelah Pajak / After-Tax Profit (Loss) 13,307 2,490 23.02%
10,817
Secara umum, rasio keuangan PT Angkasa Pura Retail In general, the financial ratio of PT Angkasa Pura Retail
menujukkan hasil pengukuran kemampuan perusahaan shows the results of measuring the company’s ability to
dalam melunasi kewajiban jangka pendek yang mengalami pay off short-term liabilities that have increased compared
peningkatan dibandingkan tahun 2017. Rasio keuangan to 2017. The financial ratio in the form of cash ratio, current
yang berupa cash ratio, current ratio, dan test acid ratio ratio and test acid ratio has increased compared to the
mengalami peningkatan dibandingkan tahun sebelumnya. previous year.
Sedangkan untuk return on asset dan return on equity While for return on assets and return on equity each increased
masing-masing mengalami peningkatan menjadi 16,42% to 16.42% and 24.59%, this was due to the increase in the
dan 24,59%, Hal ini disebabkan karena peningkatan performance of PT Angkasa Pura Retail in 2018.
kinerja PT Angkasa Pura Retail pada tahun 2018.
Tabel Rasio Keuangan Utama PT Angkasa Pura Retail

Table of Main Financial Ratio of PT Angkasa Pura Retail (dalam / in %)
Jenis Aset Tetap

2018 2017
Description
Cash Ratio 191.12% 46.51%

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2018 Annual Report
SUMBER DAYA MANUSIA HUMAN CAPITAL
03
Sumber Daya Manusia
Human Capital

Di tahun 2018, jumlah human capital In 2018, the number of the Company's
Perseroan adalah sebanyak 3.374 karyawan Human Capital was 3,374 employees,
meningkat dibandingkan dengan tahun increasing compared to the previous year
sebelumnya yang tercatat sebanyak 3.350 with 3,350 employees.
karyawan.

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2018 Annual Report
KERANGKA STRATEGI MANAJEMEN FRAMEWORK FOR HUMAN CAPITAL

HUMAN CAPITAL MANAGEMENT STRATEGY
Perseroan melakukan upaya pengelolaan human capital Human capital management aims to maintain and improve
dengan menjaga dan meningkatkan kinerja human capital the effective performance of Human Capital Management
management system yang efektif, untuk menghasilkan System so that it may continuously generate high-
pegawai berkinerja tinggi secara berkelanjutan/terus performing employees. The human capital management
menerus. Pelaksanaan program human capital tersebut program is implemented based on the framework namely
berpedoman pada kerangka berpikir yang disebut Human Capital (HC) Architecture. HC Architecture is
Human Capital (HC) Architecture. HC Architecture disusun designed in accordance with company’s cascading target
berdasarkan cascading target perusahaan yang tertuang stipulated in Company’s Long-Term Planning (RJPP). The
di dalam Rencana Jangka Panjang Perusahaan (RJPP). following figure illustrates company’s HC Architecture.
Adapun HC Architecture Perseroan ditujukan pada gambar
di bawah ini:
Gambar HC Architecture PT Angkasa Pura I (Persero)
Connecting The
Corporate Grow the Business Expansion Strategy Develop Connectivity by Implementing Hub & Spoke Strategy World Beyond
Winning Strategic Airport Opeator
Leverage Synergy between Parent HoldCo & Subsidiary Drive Customer Service Improvement With Indonesia
Experience
TOP MANAGEMENT & LEADER COMMITMENT
ORGANIZATION CULTURE PEOPLE
Core Value S.A.T.U Career & Talent Management

Build Nimble & Strengthen Based On Performance
Focus Organization & Competency
Human Capital Distinct Job Profile Employee World Class

Strategic Initiative & Competency Engangement Annual Employee
Airport Offocer
Alignment Assessment Competency Assessment
Performance
Management
Improvement World Class
Innovation Culture Learning & Training
Remuneration Based On 3P
(Position, Performance, Person)
EFFECTIVE CHANGE MANAGEMENT PROGRAM
Internal Human High Integrity & Competent Human Human Capital As Company Digitize Human Capital Business
Capital Strategic Capital People Strategy Partner Process
Sebelumnya pada tahun 2016, Perseroan melakukan In 2016, the company formulated greater details of the future
perumusan lebih mendetail dalam pengelolaan management of human capital and of the implementation of
human capital ke depan serta program yang akan the program. The formulation is illustrated in the following
diimplementasikan. Rumusan tersebut tertuang dalam 2017 - 2021 Human Capital (HC) Roadmap:
Roadmap Human Capital (HC) 2017 – 2021 sebagai berikut:

ROADMAP HUMAN CAPITAL

PT ANGKASA PURA I (PERSERO) 2017 - 2021
Quantum
Leap Toward
WCAO*
Sustainable
Take-off
Development
Initial
and Growth
Scanning
and Internal
Check-in
2020
2018
2021
2019
2017
Tema dan rencana peningkatan kualitas human capital The theme and plans for improvement of human capital
setiap tahunnya dijabarkan sebagai berikut: quality is described as follows:
2017: Scanning and Internal Check-in 2017: Scanning and Internal Check-in
Perseroan menyusun program re-evaluasi terhadap The Company developed a reevaluation program on the
penerapan dan sistem manajemen Human Capital implementation and system of Angkasa Pura I Human
Angkasa Pura I. Capital Management.
2018: Initial and Growth 2018: Initial and Growth

Perseroan menyusun program pengembangan The Company will develop a competence development
kompetensi untuk menciptakan world class airport officer. program in order to establish world class airport officers.
2019: Sustainable Development 2019: Sustainable Development

Perseroan menyusun program penguatan kompetensi The Company will develop a strengthening program of world
world class airport officer. class airport officers competence.
2020: Take-off 2020: Take-off

Menyusun program percepatan dalam proses pencapaian The Company will develop an acceleration program to
kompetensi world class airport officer. achieve world class airport officer competence.
2021: Quantum Leap toward World Class Airport Officer 2021: Quantum Leap toward World Class Airport Officer
Perseroan menyusun program penguatan world class The Company will develop a strengthening program of world
airport officer. class airport officers.

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2018 Annual Report
PENGEMBANGAN ORGANIZATION DEVELOPMENT

ORGANISASI
Perseroan senantiasa menyesuaikan dengan dinamika The company constantly adapt to business dynamics and
dan perkembangan bisnis. Dari sisi organisasi, development. From the organizational point of view, this
penyesuaian dengan dinamika bisnis ini dilakukan dengan adaptation is reflected from the alignment of Organizational
penyelarasan Struktur Organisasi dan Distinct Job Profile Structure and Distinct Job Profile (DJP). The structural
(DJP). Implementasi perubahan-perubahan struktur changes demonstrated serve as the alignment to support
dilakukan sebagai penyelarasan untuk mendukung tujuan the Company’s objectives, carried out with the consideration
Perseroan, yang dilaksanakan dengan memperhatikan on the principles of measurable and manageable changes.
kaidah-kaidah perubahan yang terukur dan terkendali.
Pada tahun 2018 Perseroan telah melakukan penyesuaian In 2018, the Company has adjusted its Organizational
Struktur Organisasi yang dituangkan dalam Keputusan Direksi Structure as stated in the Decree of Board of Directors of PT
PT Angkasa Pura I (Persero) Nomor: KEP.101/OM.01.01/2018, Angkasa Pura I (Persero) Number: KEP.101/OM.01.01/2018,
tanggal 08 Juli 2018 tentang Organisasi dan Tata Kerja dated July 8, 2018 on Organization and Work Procedure
Kantor Pusat PT Angkasa Pura I (Persero). Perubahan struktur of Head Office of PT Angkasa Pura I (Persero). Changes in
organisasi yang telah dilakukan yakni adanya nama jabatan organizational structure include the addition of new positions
direksi baru yaitu Direktur Pemasaran dan Pelayanan serta namely Director of Marketing and Service and Director
Direktur Pengembangan Usaha. Dengan adanya penambahan of Business Development. Such addition has resulted in
tersebut, maka terbentuklah beberapa unit kerja baru seperti the establishment of new working units such as Business
Business Portfolio Group di bawah Direktur Pengembangan Portfolio Group under the Director of Business Development,
Usaha, Compliance and Risk Management Group di bawah Compliance and Risk Management Group under the President
Direktur Utama, dan dibentuknya beberapa unit yang bersifat Director, and the establishment of several task forces to
task force untuk mengerjakan beberapa pekerjaan yang accomplish a number of project-based tasks. The task forces
bersifat project based, seperti Project Management Airport include Project Management Airport Development under the
Development di bawah Direktur Teknik, Project Management Director of Engineering, Project Management Airport Tourism
Airport Tourism and Connectivity dan Project Management and Connectivity and Project Management Airport Digital
Airport Digital di bawah Direktur Pengembangan Usaha. under the Director of Business Development.
Selain itu, Human Capital Group selalu mendukung In addition, Human Capital Group always promotes the
terimplementasinya nilai-nilai budaya perusahaan comprehensive implementation of company culture
secara menyeluruh kepada karyawan Perseroan, untuk values to the Company’s employees so that a proper and
terciptanya budaya kerja yang baik dan kompetitif untuk competitive work culture may be actualized to achieve the
mendukung tercapainya tujuan Perseroan. Company’s objectives.

PROFIL DIVISI PROFILE OF HUMAN

CAPITAL DIVISION
HUMAN CAPITAL
Pengelolaan human capital PT Angkasa Pura I (Persero) Human Capital of PT Angkasa Pura I (Persero) is managed
dijalankan oleh Human Capital Group yang dipimpin oleh by human capital Group with Djoko Wahyono as the Vice
Djoko Wahyono sebagai Vice President Human Capital President Human Capital and under the supervision of
dan berada di bawah tanggung jawab Direktur Sumber Human Capital and General Affair Director. The primary
Daya Manusia dan Umum. Tanggung jawab utama Human responsibility of Human Capital Group is managing human
Capital Group adalah melakukan kegiatan pengelolaan capital of PT Angkasa Pura I (Persero).
human capital di PT Angkasa Pura I (Persero).
DIREKTUR SDM
DAN UMUM
VICE PRESIDENT
HUMAN CAPITAL
ORGANIZATION COMPENSATION AND CAREER MANAGEMENT AND

DEVELOPMENT INDUSTRIAL RELATION HUMAN CAPITAL SERVICE
SENIOR MANAGER SENIOR MANAGER SENIOR MANAGER
PROFIL RINGKAS HUMAN CAPITAL BRIEF PROFILE OF HUMAN CAPITAL

GROUP HEAD GROUP HEAD
Adapun profil ringkas Vice President Human Capital, Djoko The brief profile of Human Capital Group Head, Djoko
Wahyono, dapat dilihat pada Profil Pejabat Eksekutif. Wahyono, can be viewed in the Profiles of Executive Officers.
FUNGSI HUMAN CAPITAL GROUP FUNCTIONS OF HUMAN CAPITAL GROUP
Human Capital Group terdiri dari: Human Capital Group consists of:
a. Organization Development Department a. Organization Development Department

Departemen yang bertanggung jawab memastikan This department is responsible for ensuring
tercapainya efektivitas organisasi dan terciptanya effectiveness of the organization as well as creating
budaya perusahaan yang solid melalui pengelolaan solid Company culture through management of
kegiatan organization development dan performance organization development activities and effective
management yang efektif, guna mendukung performance management in order to yield high
tercapainya kepuasan pegawai atas pelayanan human employee satisfaction towards human capital service
capital berdasarkan Rencana Kerja dan Anggaran that is based on Company’s Work Plan and Budget
perusahaan (RKAP) serta melaksanakan kepatuhan (RKAP) and to comply with the law as well as Company’s
sesuai dengan peraturan perundang-undangan dan internal regulations.
peraturan internal perusahaan.
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2018 Annual Report
b. Compensation and Industrial Relation Department b. Compensation and Industrial Relation Department
Departemen yang bertanggung jawab memastikan The department responsible in ensuring the
tercapainya indeks kepuasan karyawan terhadap achievement of employee satisfaction index toward
aspek kompensasi dan hubungan industrial melalui compensation and industrial relation through the
pengelolaan kegiatan Compensation and Benefit, management of Compensation and Benefit, Industrial
Industrial Relation, Corporate Doctor, Paramedic, dan Relation, Corporate Doctor, Paramedic, and Committee
Panitia Pembinaan dan Pemeriksaan Pelanggaran of Development and Inspection of Violations against
Disiplin Pegawai (P4DP) yang efektif guna mendukung Employee Discipline (P4DP) to promote employees’
tercapainya kepuasan karyawan atas pelayanan satisfaction at human capital service.
human capital.
c. Career Management and Human Capital Services c. Career Management and Human Capital Services
Department Department
Departemen yang bertanggung jawab memastikan This department ensures the successful implementation
terimplementasinya kebijakan career and talent of policies in career and talent management and human
management dan human capital services melalui capital services through effective management of
pengelolaan kegiatan career and talent management, activities related to career and talent management,
recruitment, individual assesment dan Human Capital recruitment, individual assessment and Human Capital
Information System (HCIS) administration yang efektif, Information System (HCIS) administration to maintain
guna mendukung tercapainya kepuasan pegawai employee satisfaction towards human capital service
atas pelayanan human capital berdasarkan Rencana that is based on Company’s Work Plan and Budget
Kerja dan Anggaran Perusahaan (RKAP) serta (RKAP) and to comply with the law as well as Company’s
melaksanakan kepatuhan sesuai dengan peraturan internal regulations.
perundang-undangan dan peraturan internal
perusahaan.
PROFIL HUMAN CAPITAL PROFILE OF HUMAN CAPITAL
Bagi Perseroan, human capital merupakan aset penting The Company views Human Capital as a significant asset for
dalam keberlanjutan bisnis dan peningkatan kualitas business sustainability and business quality development.
bisnis. Perseroan senantiasa melakukan proses The Company at all times conduct recruitment process
rekrutmen yang mengedepankan asas-asas keterbukaan, that promotes transparency, fairness, and equality in
kewajaran dan kesetaraan berdasarkan kompetensi consideration of the required competence and candidates’
kebutuhan dan kompetensi yang dimiliki oleh kandidat competence by considering the availability of local/
dengan memperhatikan ketersediaan tenaga kerja lokal/ national work force. The names of candidates meeting
nasional. Kandidat yang memenuhi standar administrasi the administration requirements will be announced in the
dijaring melalui situs Perseroan serta iklan. Company website and advertisement.
Di tahun 2018, jumlah human capital Perseroan adalah In 2018, the number of the Company's Human Capital was
sebanyak 3.374 karyawan meningkat dibandingkan 3,374 employees, increasing compared to the previous year
dengan tahun sebelumnya yang tercatat sebanyak 3.350 with 3,350 employees.
karyawan.

Tabel Perbandingan Jumlah Karyawan Tahun 2017 dan 2018

Comparison Table of Total Number of Employees of 2017 and 2018
Tahun / Year
Uraian / Description
2018 2017
Kantor Pusat
479 494
Head Office
Bandar Udara Internasional I Gusti Ngurah Rai – Bali
609 607
I Gusti Ngurah Rai International Airport – Bali
Bandar Udara Internasional Juanda – Surabaya
388 394
Juanda International Airport – Surabaya
Bandar Udara Internasional Sultan Hasanuddin – Makassar
258 256
Sultan Hasanuddin International Airport – Makassar
Bandar Udara Internasional SAMS Sepinggan – Balikpapan
288 283
SAMS Sepinggan International Airport - Balikpapan
Bandar Udara Internasional Frans Kaisiepo – Biak
91 85
Frans Kaisiepo International Airport – Biak
Bandar Udara Internasional Sam Ratulangi – Manado
169 159
Sam Ratulangi International Airport – Manado
Bandar Udara Internasional Adisutjipto – Yogyakarta
170 174
Adisutjipto International Airport – Yogyakarta
Bandar Udara Internasional Adi Soemarmo – Solo
112 112
Adi Soemarmo International Airport – Solo
Bandar Udara Syamsudin Noor – Banjarmasin
156 150
Syamsudin Noor Airport – Banjarmasin
Bandar Udara Internasional Jenderal Ahmad Yani – Semarang
148 152
Jenderal Ahmad Yani International Airport – Semarang
Bandar Udara Internasional Lombok - Praya
192 185
Lombok International Airport – Praya
Bandar Udara Internasional Pattimura – Ambon
118 111
Pattimura International Airport – Ambon
Bandar Udara Internasional El Tari – Kupang
114 105
El Tari International Airport – Kupang
SBU Komersial Ngurah Rai - Bali
32 32
E: Commercial SBU Ngurah Rai - Bali
Proyek Pengembangan Bandar Udara Internasional Jenderal Ahmad Yani
18 19
Development Project of Jenderal Ahmad Yani International Airport
Proyek Pembangunan Bandar Udara Internasional Yogyakarta - Kulon Progo
16 17
Developmnet Project of Yogyakarta International Airport - Kulon Progo
Proyek Pengembangan Bandar Udara Internasional Syamsudin Noor
16 15
Development Project of Syamsudin Noor International Airport
Total 3.374 3,350
Sebagai bagian integral struktur organisasi, human capital As an integral part of organizational structure, Human
wajib memiliki komposisi yang proporsional dan sejalan Capital is required to have proportional composition and
dengan kebutuhan bisnis Perseroan. Pada tahun 2018, conform to the business needs of the Company. In 2018, PT
jumlah karyawan PT Angkasa Pura I (Persero) mencapai Angkasa Pura I (Persero) employed 3,374 personnels which
3.374 orang, meningkat sebesar 0,7% atau sebanyak was an increase of 0.7% or 24 persons compared to the
24 orang dibandingkan dengan jumlah karyawan di 2017 total number of employee in 2017 that amounted to 3,350
yang mencapai 3.350 orang. personnels.

Adapun informasi mengenai profil karyawan PT Angkasa The details on employee profile of PT Angkasa Pura I
Pura I (Persero) berdasarkan level jabatan, tingkat (Persero) based on position level, education level, and
pendidikan, status kepegawaian dapat dilihat pada bagian employment status can be viewed in the company profile
profil perusahaan di Laporan Tahunan ini. section within this Annual Report.

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2018 Annual Report
HUMAN CAPITAL MANAGEMENT HUMAN CAPITAL

MANAGEMENT SYSTEM
SYSTEM
PT Angkasa Pura I (Persero) telah melakukan PT Angkasa Pura I (Persero) has developed Human Capital
pengembangan Human Capital Management System Management System (HCMS). Such effort is taken to recruit
(HCMS). Pengembangan tersebut bertujuan untuk the most qualified human capital, acquire the right human
memilih kualitas sumber daya manusia yang terbaik, capital for the appropriate position, ensure employee
mendapatkan sumber daya manusia yang tepat dan di development, and provide reward for their performance.
posisi yang tepat, memastikan karyawan berkembang dan
mendapatkan penghargaan dari kinerjanya.
Komponen yang terdapat dalam HCMS yaitu Organization Components of HCMS comprise of Organization Management,
Management, Distinct Job Profile (DJP), Competency Distinct Job Profile (DJP), Competency Management,
Management, Performance Management, Reward Performance Management, Reward Management, Talent
Management, Talent Management, dan Learning Management. Management, and Learning Management.
Gambar Konsep Human Capital Management System

Figure of Human Capital Management System
REWARD
MANAGEMENT
ORGANIZATION
MANAGEMENT
DISTINCT JOB
PROFILE
ME CE
CO
MA
NT
N
MP EME
NA MA
NA
ET
MA FOR
GE
G
EN
R
CY
PE
NT
LEARNING TALENT
MANAGEMENT MANAGEMENT
Adapun beberapa komponen penting pada HCMS The main components of HCMS are as follows:
dijelaskan sebagai berikut:
Distinct Job Profile Distinct Job Profile

Dokumen yang menyediakan informasi yang komprehensif The document containing comprehensive and relevant
dan relevan tentang jabatan (job) di dalam organisasi, information on the jobs within the organization, as the
sebagai hasil dari proses analisa jabatan. outcome of job analysis process.
Organization Management Organization Management

Proses perencanaan, pengkoordinasian, dan pengontrolan Planning, coordination, and management of human resource
sumber daya dalam suatu entitas untuk mencapai sasaran within an entity to achieve the mutual objectives effectively

bersama secara efektif dan efisien sesuai dengan visi, and efficiently in accordance with the missions, visions, and
misi, dan strategi. strategies.
Performance Management Performance Management

Merupakan subsistem penting di dalam HCMS yang digunakan Performance Management A significant subsystem within
oleh organisasi untuk merencanakan, mengorganisasikan, HCMS used by the organization to plan, organize, promote,
mendorong, dan mengevaluasi kinerja karyawannya. and evaluate employee performance.
Competency Management Competency Management

Proses pengelolaan kompetensi untuk pengembangan A competency management process for human capital
human capital yang bertujuan untuk membantu development with the purpose of assisting management in
manajemen mengeksekusi strategi pengelolaan sumber executing competence-based human capital strategy.
daya manusia berbasis kompetensi.
Talent Management Talent Management

Merupakan sebuah proses untuk mengidentifikasi para A process of identifying the Company’s employees who have
karyawan Perseroan yang memiliki kapabilitas untuk capabilities of being future leaders/senior managers based
menjadi future leaders/senior managers yang didasarkan on 2 key element, i.e. competence aspect and performance
pada 2 (dua) elemen kunci, yakni aspek kompetensi dan aspect.
aspek kinerja (performance).
Untuk mencapai sasaran dan target dalam pengembangan To achieve the objectives and goals in human capital
human capital, manajemen memandang perlu menetapkan development, the management views the need of
beberapa kebijakan yang akan dipergunakan dalam establishing policies related to the implementation of
pelaksanaan pengembangan human capital. Kebijakan human capital. Such policies involves:
tersebut meliputi:
a. Rekrutmen dan seleksi berbasis kompetensi; a. Competence-based recruitment and selection
b. Pengembangan personil dan karir berdasarkan b. Competence- and performance-based development of
kompetensi dan kinerja; personnels and career;
c. Penilaian kinerja secara terukur dan terkait antara c. Measurable performance assessment relating to KPI of
KPI individu, unit kerja dan korporat; individuals, work unit, and corporate;
d. Otomatisasi fungsi-fungsi administrasi personel; d. Automation of personnels’ administrative functions;
e. Reward berdasarkan kinerja; e. Performance-based reward;
f. Pemberhentian karyawan (pensiun normal, MPP, atas f. Termination of employees (normal retirement,retirement
permintaan/tidak atas permintaan sendiri); preparation period, voluntary/involuntary termination);
g. Harmonisasi hubungan industrial; g. Industrial relation harmonization;
h. Revitalisasi budaya perusahaan dan penyempurnaan h. Revitalization of Company Culture and organization
organisasi; serta improvement;
i. Penerapan role model kepemimpinan. i. Implementation of leadership role model

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2018 Annual Report
MANAJEMEN HUMAN CAPITAL HUMAN CAPITAL MANAGEMENT
Perseroan memiliki kebijakan perlakuan yang sama The Company sets a policy regarding equal treatment for its
bagi seluruh pegawai. Perseroan membuka kesempatan employees. The Company provides equal opportunity for the
yang sama bagi seluruh pegawai dalam meningkatkan employees to develop their competence, build their career,
kompetensi, pengembangan karir dan melaksanakan and perform their job professionally regardless of race, faith,
tugas secara profesional tanpa membedakan suku, race, class, gender, and physical condition according to their
agama, ras, golongan, gender dan kondisi fisik sesuai respective potential, ability, and skill as required.
dengan potensi, kemampuan dan keterampilan yang
dipersyaratkan.
Perseroan senantiasa merujuk pada hasil yang dapat The Company always refers to the measurable result
diukur melalui Key Performance Indicator (KPI) dalam through Key Performance Indicator (KPI) in establishing
membentuk pola manajemen kinerja. Dalam upaya performance management design. To improve the capability
meningkatkan kapabilitas dan kompetensi human capital, and competence of human capital, the establishment,
perlu segera dibangun, dibenahi dan dipelihara sistem improvement, and maintenance needs to be carried out
database kepegawaian; sistem dan prosedur kerja, pola on the employment database; work system and procedure,
karir yang mendorong motivasi pegawai untuk bekerja; career pattern that motivates the employees in working;
sistem kepangkatan dan remunerasi yang fair dan fair and transparent hierarchical and remuneration system;
transparan; sistem dan mekanisme pendidikan dan latihan education and training systems and mechanisms that
yang menunjang dan memacu kemampuan teknis dan support and promote technical and managerial abilities of
manajerial human capital sehingga tercipta iklim kerja human capital department to create a more conducive work
yang semakin kondusif. environment.
KEBIJAKAN DAN PELAKSANAAN RECRUITMENT POLICY AND

REKRUTMEN IMPLEMENTATION
Dalam rangka memenuhi standar formasi jabatan seiring To meet the standard of positional structure in regard with
dengan pertumbuhan Perseroan, pada tahun 2018 PT the growth of the Company, PT Angkasa Pura I (Persero) in
Angkasa Pura I (Persero) telah melaksanakan proses 2017 carried out recruitment and selection processes to fill
rekrutmen dan seleksi guna mengisi formasi karyawan. in the vacant positions. The recruitment process consisted of
Proses rekrutmen karyawan yang dilakukan terdiri dari the following stages:
tahapan-tahapan sebagai berikut:
a. Pengumuman melalui website, media cetak nasional a. Advertising job vacancies via website, national print
dan papan pengumuman di kantor cabang; media, and announcement board in the branch offices;
b. Seleksi administrasi; b. Administration screening;
c. Tes kemampuan umum; c. General ability test
d. Psikotes (paper and pencil test); d. Psychotest (paper and pencil test);
e. Wawancara psikolog; e. Psychology Interview;
f. Wawancara oleh manajemen; f. Job interview with the management board;
g. Tes Kesehatan yang meliputi cek laboratorium dan g. Medical Check Up comprising laboratory and physical
cek fisik; serta testing
h. Pengumuman hasil akhir. h. Final result announcement

Gambar Skema Rekrutmen Karyawan

Figure of Employee Recruitment Scheme
Pengumuman Seleksi Administrasi Tes Kemampuan Umum

1 Announcement
2 Administrative Selection 3 General Capability Test
Wawancara oleh Wawancara (Psikologi)

Management 6 Interview (Psychology)
5 Psikotest (Paper and Pencil Test) 4
Interview by Management
Tes Kesehatan
1. Cek Laboratorium
2. Cek Fisik Hasil Ahkir
7 Medical check up 8 The final result
1. Laboratory Check
2. Physical Check
Di tahun 2018, telah dilakukan rekrutmen karyawan In 2018, 141 candidates were recruited that comprised of 27
dengan hasil 141 orang yang terdiri dari 27 orang karyawan administration officers, 5 Aviation Security officers, 2 fire
administrasi, 5 orang karyawan Aviation Security, 2 fighting officers, and 107 operational officers.
orang karyawan Fire Fighting dan 107 orang karyawan
operasional.
PERENCANAAN KEBUTUHAN HUMAN THE PLANNING OF HUMAN CAPITAL

CAPITAL
Perencanaan kebutuhan karyawan PT Angkasa Pura I Planning for the needs of PT Angkasa Pura I (Persero)
(Persero) selalu disesuaikan dengan kebutuhan riil dari employees is always adjusted to the real needs of each
setiap unit kerja untuk tiap tahunnya. Sesuai dengan yang work unit for each year. As specified in the Work Plan and
telah dicantumkan dalam Rencana Kerja dan Anggaran Budget, Human Capital Group has set the demand for 3,697
Perseroan, Human Capital Group menetapkan kebutuhan employees for 2019.
karyawan sebesar 3.697 karyawan untuk tahun 2019.
Tabel Target dan Realisasi Sumber Daya Manusia PT Angkasa Pura I (Persero)
Table of Target and Realization of PT Angkasa Pura I (Persero) Human Resources
(dalam satuan orang)/(in person)
Perbandingan Target
Target Realisasi Proyeksi
dan Realisasi/
Tahun 2018/ Tahun 2018/ Tahun 2019/
Comparison of Target and
Targets for 2018 Realization in 2018 Projections for 2019
Uraian/ Realization
Description. Pegawai Pegawai Pegawai Pegawai Pegawai Pegawai Pegawai Pegawai
Organik/ Outsourcing/ Organik/ Outsourcing/ Organik/ Outsourcing/ Organik/ Outsourcing/
Organic Outsourcing Organic Outsourcing Organic Outsourcing Organic Outsourcing
Employee Employee Employee Employee Employee Employee Employee Employee
Kantor Pusat
500 80 479 78 500 75 95.80% 98%
Head Office
Bandar Udara
Internasional I Gusti
Ngurah Rai – Bali
622 609 1,266 626 97.91% 95%
I Gusti Ngurah Rai 1,332 1,337
International Airport
– Bali
Bandar Udara
Internasional Juanda –
Surabaya 420 878 388 861 399 983 92.38% 98%
Juanda International
Airport – Surabaya
Bandar Udara
Internasional Sultan
Hasanuddin – Makassar
258 595 258 624 260 648 100.00% 105%
Sultan Hasanuddin
International Airport –
Makassar

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2018 Annual Report
Perbandingan Target
dan Realisasi/
Uraian/ Realization
Bandar Udara
Internasional SAMS
Sepinggan – Balikpapan
288 780 288 722 282 755 100.00% 93%
SAMS Sepinggan
International Airport -
Balikpapan
Bandar Udara
Internasional Frans
Kaisiepo – Biak
85 82 91 77 58 86 107.06% 94%
Frans Kaisiepo
– Biak
Bandar Udara
Internasional Sam
Ratulangi – Manado
162 246 169 243 156 265 104.32% 118%
Sam Ratulangi
Manado
Bandar Udara
Internasional Adisutjipto
– Yogyakarta 186 428 170 450 273 661 91.40% 105%
Adisutjipto International
Airport – Yogyakarta
Bandar Udara
Internasional Adi
Soemarmo – Solo
117 206 112 206 113 220 95.73% 222%
Adi Soemarmo
– Solo
Bandar Udara Syamsudin

Noor – Banjarmasin
147 197 156 201 161 225 106.12% 118%
Syamsudin Noor Airport –
Banjarmasin
Bandar Udara
Internasional Jenderal
Ahmad Yani – Semarang
166 170 148 218 209 264 89.16% 89%
Jenderal Ahmad Yani
Semarang
Bandar Udara
Internasional Lombok
– Praya 188 213 192 191 187 232 102.13% 97%
Lombok International
Airport – Praya
Bandar Udara
Internasional Pattimura
– Ambon 110 156 118 150 92 154 107.27% 70%
Pattimura International
Airport – Ambon
Bandar Udara
Internasional El Tari –
Kupang 104 93 114 98 99 98 109.62% 64%
El Tari International
Airport – Kupang
SBU Komersial Ngurah

Rai – Bali
35 61 32 76 47 102 91.43% 125%
Commercial SBU Ngurah
Rai - Bali
Proyek Pengembangan
Bandar Udara
Internasional Syamsudin
Noor 22 0 16 0 22 0 72.73% 0
Development Project
of Syamsudin Noor
Proyek Pengembangan
Bandar Udara
Internasional Jenderal
Ahmad Yani 22 0 18 0 21 0 81.82% 0
Development Project
of Jenderal Ahmad Yani

Perbandingan Target
dan Realisasi/
Uraian/ Realization
Proyek Pembangunan
Bandar Udara
Internasional Yogyakarta
– Kulon Progo 22 0 16 0 22 0 72.73% 0
Developmnet Project of
Yogyakarta International
Airport - Kulon Progo
Bandar Udara Syukuran

Aminuddin Amir – Luwuk
40 68 - 0 40 0 - 0
Syukuran Aminuddin
Amir Airport - Luwuk
Bandar Udara Komodo

Laboan Bajo
37 148 - 0 40 0 - 0
Komodo Airport of
Laboan Bajo
Bandar Udara Aji

Pangeran Tumenggung
Pranoto – Samarinda
- - - 0 40 0 - 0
Aji Pangeran
Tumenggung Pranoto
Airport – Samarinda
Bandar Udara Sentani –

Jayapura
- - - 0 50 0 - 0
Sentani Airport –
Jayapura
Jumlah Karyawan
3,531 5,643 3,374 5,461 3,697 6,105 95.55% 106%
Total Employees
CORPORATE EXPERT CORPORATE EXPERT

Untuk menyempurnakan pengelolaan human capital di PT To refine the human capital management of PT Angkasa
Angkasa Pura I (Persero), telah dikembangkan Corporate Pura I (Persero), a position of CorporateExpert has been
Expert sejak tahun 2014. Corporate Expert merupakan established since 2014. Corporate Expert is one of functional
salah satu bentuk dari jabatan fungsional. Jabatan positions. Employees in functional positions have duties,
fungsional merupakan kedudukan yang menunjukan responsibilities, authorities, and rights unspecified in the
tugas, tanggung jawab, wewenang dan hak seorang organizational structure, yet they are required to fulfill
karyawan yang tidak tercantum dalam struktur organisasi primary duties for the Company which are performed based
namun sangat diperlukan dalam tugas-tugas pokok on the specific, self-dependent capabilities and/or skills,
Perseroan yang dalam pelaksanaan tugasnya didasarkan with the duties and responsibilities as regulated in the Decree
pada keahlian dan/atau keterampilan tertentu serta of Board of Directors Number: KEP.122/OM.01.01/2014 on
bersifat mandiri, yang tugas dan tanggung jawabnya diatur Functional Positions at PT. Angkasa Pura I (Persero).
dalam Keputusan Direksi Nomor: KEP.122/OM.01.01/2014
tentang Jabatan Fungsional PT. Angkasa Pura I (Persero).
Jabatan fungsional disusun dengan menggunakan Functional Positions are established with the consideration
perpaduan pendekatan antara jabatan dan bidang ilmu of the position itself with the field of science as the basis
pengetahuan yang digunakan sebagai dasar untuk to perform the duties and serve in the said position. The
melaksanakan tugas dan fungsi jabatan dalam rangka structure of functional positions and the grade is as follows:
pelaksanaan tugas Perseroan. Susunan jabatan fungsional
dan kriteria kelasnya terdiri atas:
Nama Jabatan Kelas Jabatan

Name of position Grade
Corporate Expert Level I 1–2
Corporate Expert Level II 3–4
Corporate Expert Level III 5–6
Corporate Expert Level IV 7–8
Corporate Doctor 6
Auditor 7–8
P4DP Analyst 7

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2018 Annual Report
Jabatan fungsional merupakan bagian dari pola karir dan Functional positions are part of career pattern and the Board
penempatannya menjadi kewenangan Direksi Perseroan, of Directors has the authority to appoint any employee they
dengan persyaratan: deem suitable for such position. Below are the requirements
for functional positions:
1. Kualifikasi profesional dengan pendidikan serendah- 1. Professional qualification with minimum education level
rendahnya berijazah Sarjana (Strata-1); of bachelor degree (S1);
2. Tidak sedang dijatuhi/menjalani hukuman disiplin; 2. Not being imposed with/under disciplinary sanction;
3. Pernah menduduki jabatan struktural; atau telah 3. Having experience in structural positions; or Have
mengikuti dan dinyatakan lulus assesment bagi undertaken and declared passed the assessment
karyawan yang belum pernah menduduki jabatan for employees without any experience in structural
struktural. positions.
KEBIJAKAN DAN PELAKSANAAN POLICY AND IMPLEMENTATION OF

PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOPMENT
Uraian mengenai kebijakan, program, evaluasi, dan biaya Details of competency development policies, programs,
pengembangan kompetensi dapat dilihat di bagian Profil evaluation, and budget are presented in the Company Profile
Perusahaan pada Laporan Tahunan ini. section of this Annual Report.
BENCHMARK PENGEMBANGAN COMPETENCY DEVELOPMENT BENCHMARK

KOMPETENSI
Perseroan melakukan benchmarking untuk mendukung Company undertakes benchmarking with a view towards
pencapaian visi perusahaan serta mengembangkan the accomplishment of company’s vision as well as the
dan memperluas pengetahuan pegawai, sehingga akan development of employees’ knowledge. This process
diperoleh informasi dan data mengenai aktifitas perusahaan provides the company with information and data related to
hingga adanya kelebihan dan kekurangan dari perusahaan company’s activities as well as its strengths and weaknesses
yang dibandingkan. Dengan demikian akan diperoleh resulting from company-to-company comparisons.
gambaran strategi bisnis yang akan diterapkan dalam usaha Benchmarking enables the company to formulate strategies
yang dijalankan. Sepanjang tahun 2018, telah dilaksanakan for its business. Throughout 2018, the company have
bechmarking ke beberapa perusahaan baik di dalam negeri conducted several benchmarking practices against other
maupun ke luar negeri, dengan data sebagai berikut: companies, either domestic or foreign, including:
Nama Kota Dan Negara Jumlah Peserta

Perusahaan Tempat Benchmark Materi Benchmark
Lokasi Benchmark Number of
Companies for Benchmarking Benchmark Materials
Benchmarking Locations Participants
Dalam Negeri
Domestic
Jakarta, Indonesia PT Jasa Marga (Persero) Tbk. Knowledge Management
21 Februari 2018 Knowledge Management
5
Jakarta, Indonesia
21 February 2018
Jakarta, Indonesia PT Bank Negara Indonesia Leadership Development, dan Learning
2 Juli 2018 (Persero) Tbk. Management System.
Jakarta, Indonesia Leadership Development and Learning 8
2 July 2018 Management System.
Jakarta, Indonesia PT Telekomunikasi Indonesia Konsep dan Implementasi Smart Office.

13 November 2018 (Persero) Tbk. Smart Office Concept and
Jakarta, Indonesia Implementation 8
13 November 2018
Jakarta, Indonesia Badan Pengawasan Keuangan Pembentukan dan Pengembangan

25 September 2018 Dan Pembangunan (BPKP) Assessment Center.
Jakarta, Indonesia Finance and Development Establishment and Development of 4
25 September 2018 Supervisory Agency (BPKP) Assessment Center.


Bandung, Indonesia Assessment Center Indonesia Pembentukan dan Pengembangan
26 September 2018 (ACI) PT Telkom Indonesia Assessment Center.
Bandung, Indonesia (Persero) Tbk. Establishment and Development of 4
26 September 2018 Assessment Center.
Jakarta, Indonesia Perusahaan Listrik Negara (PLN) Pembentukan dan Pengembangan

29 Oktober 2018 Indonesia State Electricity Assessment Center.
Jakarta, Indonesia Corporation (PLN) Establishment and Development of 5
29 October 2018 Assessment Center.
Jakarta, Indonesia PT Angkasa Pura II (Persero) Pembentukan dan Pengembangan

14 November 2018 PT Angkasa Pura II (Persero) Assessment Center .
Jakarta, Indonesia Establishment and Development of 3
14 November 2018 Assessment Center.
Luar Negeri
International
Bangkok, Thailand Suvarnabhumi International Airport Terminal Operations, Commercial
5 Juli 2018 Airport Operations,dan ICT Management.
Bangkok, Thailand Airport Terminal Operations, Commercial 9
5 July 2018 Operations, and ICT Management.
Hongkong, Hongkong International Airport Airport Terminal Operations, Safety

11 Juli 2018 Management System,dan ICT
Hongkong, Management.
11
11 July 2018 Airport Terminal Operations, Safety
Management System, and ICT
Management.
Singapura dan Johor Bahru, • Changi International Airport – Airport Terminal Operation, Airport
Malaysia, Singapura Maintenance, Commercial Operations,
25 - 26 Juli 2018 • Senai International Airport dan Safety Management System.
Singapore and Johor Bahru, • Changi International Airport – Airport Terminal Operations, Airport 30
Malaysia, Singapore Maintenance, Commercial Operations,
25 – 26 July 2018 • Senai International Airport and Safety Management System.
Singapura dan Johor Bahru, • Changi International Airport – Airport Terminal Operation, Airport
Malaysia, Singapura Maintenance, Commercial Operations,
26 - 27 September 2018 • Senai International Airport dan Safety Management System.
Airport Terminal Operations, Airport 30
Singapore and Johor Bahru, • Changi International Airport –
Malaysia, Singapore Maintenance, Commercial Operations,
26 – 27 September 2018 • Senai International Airport and Safety Management System.
Dubai, Uni Emirates Arab Dubai International Airport • Airport Rescue and Fire Fighting
27 - 29 November 2018 Organitation Structure,
Dubai, United Arab Emirates • Airport Rescue and Fire Fighting
27 – 29 November 2018 Services,
• Standart Requirenment ARFF
Building/Fire Station,
• Vehicle Type and Fire
Extinguisnghing,dan
• Airport Emergency Planning.
7
• Airport Rescue and Fire Fighting
Organization Structure,
• Airport Rescue and Fire Fighting
Services,
• Standard Requirement ARFF Building/
Fire Station,
• Vehicle Type and Fire
Extinguishing,and
• Airport Emergency Planning.
Hongkong, Avseco Limited – Hongkong Airport Security Professional.
21 - 26 Oktober 2018 Airport Security Professional.
7
Hong Kong,
21 - 26 October 2018

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2018 Annual Report

Brisbane, Australia Brisbane Airport • Airport Security Concept
12 - 16 November 2018 • Airport Visit to Emergency Operation
Brisbane, Australia Center, Access Control, Land Site
12 - 16 November 2018 Security, Security Chenck Point, dan
CCTV Control Room.
6
• Airport Security Concept
• Airport Visit to Emergency Operation
Center, Access Control, Land Site
Security, Security Check Point, and
CCTV Control Room.
Madrid dan Barcelona, Spanyol Madrid Airport dan Barcelona Sistem Keamanan Penerbangan dan
19 - 24 November 2018. Airport ICT.
6
Madrid and Barcelona, Spain Madrid Airport and Barcelona Flight Safety System and ICT System.
19 – 24 November 2018 Airport

PENGEMBANGAN KARIR CAREER DEVELOPMENT
Seluruh human capital Perseroan berkesempatan untuk All human capitals of the Company have an opportunity to
memperoleh jabatan dan karir tertinggi berdasarkan be promoted to the highest position and career possible
kompetensi dan skill yang dimiliki. Setiap karyawan according to their respective competence and skill. Every
memiliki kesempatan yang setara dalam mengembangkan employee has an equal opportunity in developing their career
karir hingga jabatan tertinggi berdasarkan to the highest level they can achieve. The Company ensure
kemampuannya. Perseroan mengatur persamaan hak equality in employee rights, among others are remuneration,
karyawan, antara lain dalam hal sistem remunerasi, hak training, and career development. The Company provides
pelatihan dan pengembangan karir. Pengembangan karir competencebased career development through the
yang dilakukan Perseroan, berbasis kompetensi dan assessment of employee competence. PT Angkasa Pura I
diterapkan dengan melaksanakan asesmen kompetensi (Persero) also have conducted career development based
karyawan. PT Angkasa Pura I (Persero) juga telah on Company’s operational needs through the Human
melakukan pengembangan karir berdasarkan kebutuhan Capital management and optimization program which was
operasional Perseroan dengan merealisasikan program carried out with the consideration on workload analysis to
penataan dan optimalisasi human capital berdasarkan determine the Human Capital formation.
perhitungan analisa beban kerja untuk menentukan
formasi human capital.

PENILAIAN KINERJA PERFORMANCE ASSESSMENT
Perseroan menerapkan Performance Management System The Company implements Performance Management
(PMS) berdasarkan Keputusan Direksi No. KEP 70/OM. System (PMS) in accordance with Decree of Board of
02.05/2013 tanggal 1 Juli 2013. Performance Management Directors No. KEP 70/OM. 02.05/2013 dated 1 July 2013.
System (PMS) adalah sistem pengelolaan kinerja individu Performance Management System (PMS) is a management
dalam jangka waktu tertentu sebagai upaya memastikan system of individuals’ performance over a certain period of
agar unit kerja dan individu dapat bekerjasama secara time as an instrument to ensure that work unit as well as
optimal dalam pencapaian target Perseroan melalui individuals may work at their best in the effort of achieving
perencanaan, pengorganisasian dan evaluasi kinerja the Company’s targets, through planning, organizing, and
karyawan. evaluating employee performance.
Performance Management System (PMS) dilaksanakan Performance Management System (PMS) is carried out once
setiap 6 (enam) bulan sekali atau per semester. Dalam every 6 (six) months. There are 3 (three) phases in such
setiap siklus terdapat 3 (tiga) tahap kegiatan, yaitu: cycle as follows:
a. Perencanaan kinerja (Planning); a. Planning;

Tahapan untuk membuat kesepakatan antara This is a phase where an arrangement is established
pejabat penilai dengan karyawan yang dinilai dalam between the assessor and the assessed employees

menetapkan sasaran kinerja individu yang merupakan in determining individual performance target which
penjabaran/turunan (cascading) dari rencana kinerja serves as the cascading of Company’s performance
Perseroan, rencana kinerja unit kerja (achievement plan, work unit performance plan (achievement goal),
goal) dan rencana pengembangan diri karyawan. and employee self-development plan. The Company
Perseroan telah menetapkan strategi jangka panjang has set its Long-Term Plan (RJPP), and the execution
ke dalam Rencana Jangka Panjang Perusahaan is outlined in the work plan (RKAP) of the Company
(RJPP), kemudian pelaksanaannya dijabarkan dalam and implemented in the Management Contract in each
program-program kerja perusahaan (RKAP) serta directorate.
diimplementasikan dalam Kontrak Manajemen di
setiap direktorat.
b. Monitoring dan Konseling (Tracking and Coaching) b. Monitoring and Conseling (Tracking and Coaching);
Proses pemantauan dan pencatatan atas This is a monitoring and documenting processes over
perkembangan pencapaian kinerja dari proses the development of performance achieved in the
planning, yang berlangsung secara terus menerus planning phase. This process is conducted continuously
selama satu siklus sehingga terpantau dan menjamin for one cycle to control and ensure the availability of
tersedianya dokumen pendukung pencapaian kinerja. supplemental document of performance achievement.
Hal ini berguna bagi bagi atasan dalam melakukan This process is beneficial for the supervisors in training
pembinaan kepada bawahannya untuk mencapai their subordinates to achieve the performance target
sasaran kinerja baik unit kerja maupun individu yang of the work unit or individual arranged in the planning
telah disepakati pada tahap perencanaan. phase.
c. Evaluation (Evaluation) c. Evaluation

Tahapan penilaian individu dalam 1 (satu) siklus This is a phase of individual assessment within a cycle by
dengan cara membandingkan pencapaian sasaran comparing the achievement of individual performance
kinerja individu dengan rencana kinerja individu yang target and the individual performance plan established
telah disepakati pada saat perencanaan dalam satu in the planning phase. The assessment is conducted
siklus. Penilaian dilakukan oleh atasan, rekan kerja by the superiors, colleagues, and subordinates (for
dan bawahan (untuk pejabat). officials).
Monitoring
(Tracking and
Coaching)
Perencanaan
Evaluasi
Kinerja
(Evaluation)
(Planning)
Siklus Performance Management System

Cycle of Performance Management System

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2018 Annual Report
Komponen dan bobot dalam sistem manajemen kinerja Components and portions of the employee performance
karyawan adalah sebagai berikut: management system is outline below:
Komponen / Component Bobot / Portion

Goal Pencapaian Hasil Kinerja
50%
Target Achievement Goal
Kompetensi Teknis
20%
Learning Goal
Perilaku Kompetensi Perilaku
15%
Behaviour Behavioral Competency
Nilai Perusahaan
10%
Corporate Value Commitment
Achievement Goal adalah target pencapaian hasil kerja Achievement Goal is the work achievement target as the
yang merupakan penjabaran dari Key Performance Indicator elaboration of Key Performance Indicator (KPI) of the
(KPI) korporat dan unit kerja yang memuat perencanaan Company and work units. It contains the performance
kinerja yang akan diukur dan kriteria rating yang akan planning that will be measured and the rating criteria that
digunakan untuk melakukan penilaian kinerja. Sistem will be used to assess the performance. This component
penilaian untuk komponen Achievement Goal adalah single is assessed with single rater system, i.e. assessment by
rater yaitu penilaian berasal dari atasan langsung. immediate superiors.
Learning Goal adalah target pencapaian pengembangan Learning Goal is the achievement target of employees’
kompetensi teknis karyawan. Sistem penilaian untuk technical competence development. This component
komponen Learning Goal adalah single rater yaitu penilaian is assessed with single rater system, i.e. assessment by
berasal dari atasan langsung dengan memperhatikan hasil immediate superiors, with the consideration on the last
assessment terakhir. assessment result.
Behavioral Goal adalah target pencapaian pengembangan Behavioral Goal is the achievement target of employees’
kompetensi perilaku karyawan. Sistem penilaian untuk technical competence development. This component
komponen Learning Goal adalah multi rater yaitu penilaian is assessed with multi rater system, i.e. assessment by
berasal dari atasan langsung, rekan kerja 1 (satu) level immediate superiors, peer employees, and direct reports,
dan bawahan (khusus pejabat struktural) dengan with the consideration on the last assessment result.
memperhatikan hasil asessment terakhir.
Pencapaian target learning goal dan behavioral goal diukur The target achievement of learning goal and behavioral goal
dari usaha perbaikan yang dilakukan oleh karyawan yang is measured from the improvement endeavoor carried out
dinilai. Sumber kebutuhan pengembangan kompetensi by the assessed employees. The source of technical and
teknis dan perilaku dapat berasal dari hasil asessment behavioral competence development needs comes from
kompetensi yaitu dari gap atau selisih antara level the competence assessment, which is the gap between
kompetensi teknis yang dipersyaratkan dalam model the technical competence required within the competence
kompetensi suatu pemangku jabatan dengan level model of a stakeholder and the technical competence level
kompetensi teknis yang dimiliki oleh karyawan yang dinilai, owned by the assessed employee. Other sources are problem
atau bersumber dari laporan permasalahan unit kerja, report of work unit, Company’s visions, missions, values,
visi, misi, nilai-nilai dan strategi Perseroan, implementasi and strategies, system implementation, job description,
sistem, job description, penilaian kinerja, dan catatan performance assessment, and employee records.
karyawan.
Corporate Value Commitment adalah tingkat komitmen Corporate Value Commitment is the employee commitment
karyawan dalam menjalankan perilaku yang sesuai dengan in exhibiting behaviors in line with the Company’s values of
nilai-nilai Perseroan yaitu Sinergi, Adaptif, Terpercaya Synergy, Adaptive, Trustworthy, and Unparalleled (Sinergi,
dan Unggul (SATU). Sistem penilaian untuk komponen Adaptif, Terpercaya, Unggul/SATU) This component is
Corporate Value Commitment adalah multi rater yaitu assessed with multi rater system, i.e. assessment by
penilaian berasal dari atasan langsung, rekan kerja 1 (satu) immediate superiors, peer employees, and direct reports
level dan bawahan (khusus pejabat struktural) dengan (structural officials only), with the consideration on the last
memperhatikan hasil asesmen terakhir. assessment result.
HUMAN CAPITAL REWARD HUMAN CAPITAL REWARD

Reward diberikan kepada pegawai berdasar kepada kinerja Reward is given according to the performance of each
masing–masing karyawan dan kinerja kantor cabang. employee and each branch office . Performance indicator for
Indikator kinerja masing-masing karyawan disebut employees is called Performance Index (PI), obtained from
dengan Performance Index (PI) yang diperoleh dari hasil the Performance Management System and Key Performance
pelaksanaan Performance Management System serta Indicator (KPI) achievement of the branch office.
pencapaian Key Performance Indicator (KPI) kantor cabang.
KEBIJAKAN REMUNERASI REMUNERATION POLICY

PT Angkasa Pura I (Persero) memberikan paket remunerasi PT Angkasa Pura I (Persero) grants a competitive
yang kompetitif sesuai dengan peraturan yang berlaku. remuneration package based on the prevailing regulations.
Tujuan dari pemberian remunerasi yang kompetitif The remuneration is provided to retain employees and
adalah untuk mempertahankan keberadaan karyawan to fulfill Company’s objectives. The remuneration for the
dalam jangka panjang dan tercapainya tujuan Perseroan. employees of PT Angkasa Pura I (Persero) is basically
Remunerasi karyawan PT Angkasa Pura I (Persero) secara divided into 2 (two) types, i.e. employment remuneration
garis besar terbagi menjadi 2 (dua), yaitu kesejahteraan and retirement remuneration.
karyawan di masa aktif dan masa pensiun.
KESEJAHTERAAN KARYAWAN DI MASA EMPLOYMENT REMUNERATION

AKTIF
Selama masa aktif bekerja, human capital PT Angkasa During employee’s term of service, the employees of
Pura I (Persero) menerima beberapa jenis kesejahteraan PT Angkasa Pura I (Persero) receives the following
sebagai berikut: remunerations.
Jenis Kesejahteraan Komposisi

Types of Remuneration Composition
A. Penghasilan Bulanan Gaji dasar, insentif prestasi, tunjangan kemahalan, tunjangan transport, tunjangan
Monthly take-home pay jabatan, tunjangan mobilitas.
Basic salary, spousal allowance, child allowance, company allowance, meal allowance,
achievement incentive, Cost of living adjustment allowance, transportation allowance,
positional allowance, mobility allowance.
B. Penghasilan Tahunan Bantuan sewa rumah, tunjangan cuti tahunan, tunjangan pendidikan anak sekolah,
Annual Income tunjangan hari raya, bonus, seragam dinas.
House rental allowance, annual leave pay, children education allowance, religious
festivity allowance allowance, bonus, work uniform.
C. Pemeliharaan Kesehatan Jaminan pemeliharaan kesehatan secara mandiri dari PT. Angkasa Pura I (Persero)
Health Allowance menggunakan Health card Admedika serta dimulainya keikutsertaan Pegawai pada
program BPJS Kesehatan yang meliputi:
1. Rawat jalan.
2. Rawat inap.
3. Pemeriksaan kehamilan dan persalinan.
4. Penunjang diagnostic.
5. Pelayanan khusus (alat bantu baca, tindakan lasik mata, pengobatan dan
perawatan gigi, alat bantu dengar, protese anggota gerak, protese mata).
6. Gawat darurat.
Health allowance is provided independently by PT. Angkasa Pura I (Persero) provides
its employees with Admedika Health Card and starts registering them to BPJS
Kesehatan (Healthcare) covering:
1. Outpatient care.
2. Inpatient care.
3. Pregnancy and maternity care.
4. Diagnostic tests.
5. Special care (eye glasses, lasik eye surgery, medical and dental treatment,
hearing aid, limb prosthetics, and eye prosthetics).
6. Emergency service.
D. Penghasilan Sesuai Kondisi dan Waktu 1. Tunjangan perumahan, diberikan kepada karyawan yang berhenti karena
Tertentu pensiun dan karyawan yang telah bekerja secara terus menerus di perusahaan
Conditional and Temporary Income selama 15 tahun.
2. Penghargaan pengabdian bagi karyawan yang telah bekerja secara terus
menerus di Perseroan selama 25 tahun dan yang mengakhiri masa tugas atau
diberhentikan dengan hormat karena batas usia pension.
3. Bantuan uang makan, diberikan untuk setiap hari yang dibayarkan menurut
daftar hadir karyawan.
4. Bantuan untuk menunaikan ibadah keagamaan, diberikan kepada karyawan
yang telah bekerja minimal 10 tahun yang memenuhi syarat dan ketentuan yang
ditetapkan Perseroan.
5. Tunjangan pelaksana tugas sementara, diberikan untuk pegawai yang ditunjuk
sebagai pelaksana tugas sementara (PTS) dalam jabatan struktural atau
fungsional sekurang-kurangnya 10 hari kerja secara terus menerus;
6. Tunjangan PPh 21, diberikan sesuai dengan ketentuan perpajakan yang berlaku.
7. Sumbangan kelahiran, diberikan bagi persalinan ke-1 dan ke-2.
8. Sumbangan kematian dan bencana alam.
9. Bantuan kepada karyawan yang mengalami musibah, diberikan untuk karyawan
yang mengalami musibah karena istri/suami, orang tua, mertua, anak atau
karyawan yang bersangkutan meninggal dunia.
10. Insentif kehadiran di hari raya, diberikan kepada karyawan yang bekerja pada
saat hari raya keagamaan karyawan yang bersangkutan.
11. Insentif pendidikan dan pelatihan.
12. Tunjangan telepon genggam, diberikan kepada pejabat struktural sebagai uang
pengganti pesawat telepon genggam yang besarannya diatur berdasarkan
jabatan.
13. Tunjangan pulsa telepon genggam, diberikan kepada pejabat struktural yang
besarannya diatur berdasarkan jabatan. Selain kepada pejabat struktural,
tunjangan pulsa telepon genggam juga diberikan kepada protokoler
perusahaan.

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Jenis Kesejahteraan Komposisi

Types of Remuneration Composition
14. Tunjangan pulsa rumah, diberikan kepada pejabat struktural sebagai uang
pengganti pulsa telepon rumah yang besarannya diatur berdasarkan jabatan.
15. Tunjangan lisensi dan rating, diberikan kepada karyawan teknik dan operasional
yang memiliki lisensi yang masih berlaku dan masa aktif bekerja sesuai dengan
lisensi yang dimiliki.
16. Premi lembur karyawan, diberikan kepada karyawan yang melaksanakan
lembur yang besarannya diatur berdasarkan kelas per jam.
1. Housing allowance is provided to the retired employees and employees with 20

consecutive years of service;
2. Dedication award is given for employees with 25 consecutive years of service and
employees honorably discharged due to age limit;
3. Meal allowance is given daily and paid according to each employee attendance
list;
4. Religious service allowance is provided to employees with at least 10 years of
service who meet the terms and conditions specified by the Company;
5. Acting allowance is given for employees serving as acting officials in structural or
functional positions for at least 10 working days consecutively;
6. Article 21 income tax allowance is given according to the effective taxation
regulation;
7. Childbirth allowance is given for the first and second
labor
8. Death and natural disaster compensation;
9. A compensation given to employees due to the death of the said employees or the
spouse, parent, parent in law, or child of the employee;
10. Religious festivity presence incentive is given to the employees who work during
the religious festival of the corresponding employees.
11. Education and training incentive;
12. Cell phone allowance, provided to structural officials as a reimbursement for
cell phone purchase, with the amount of which regulated in accordance with the
position;
13. Cell phone credit allowance, provided to structural officials, and protocol officers,
as a reimbursement for cell phone purchase, with the amount of which regulated
in accordance with the position;
14. Telephone allowance, provided to structural officials as a reimbursement for home
phone bill, with the amount of which regulated in accordance with the position;
15. License and rating benefits, provided to the technical and operational employees
who hold a valid license. However, the years of service must correspond to the
license itself; and
16. Overtime allowance, provided to employees working overtime, with the amount of
which regulated in accordance with employee salary class in hourly basis.
ENGAGEMENT KARYAWAN EMPLOYEE ENGAGEMENT
Upaya yang dilakukan oleh Perseroan untuk memastikan This is the Company’s approach to ensure that the
bahwa karyawannya, terutama mereka yang memiliki employees, specifically those with great competence and
kompetensi dan kinerja tinggi, memiliki keterikatan yang tinggi high performance, are fiercely loyal to the company. To
terhadap perusahaan. Untuk mengetahui level of engagement perceive employee engagement level, the Company has
dari karyawan, Perseroan telah melaksanakan survei kepuasan conducted Employee Satisfaction survey in 2018. This
karyawan pada tahun 2018 yang dilaksanakan di Kantor Pusat survey assessed 10 measurable dimensions as follows:
dan seluruh Kantor Cabang dan bekerja sama dengan pihak
ketiga yang bertujuan untuk menjaga independensi. Pada
survei tersebut dilakukan penilaian terhadap 10 dimensi yang
diukur, yaitu sebagai berikut:

1. Peran Karyawan, 1. Employee Role;

2. Penghargaan, Sanksi dan Keamanan Kerja, 2. Reward, Sanctions, and Work Safety;
3. Lingkungan Kerja, 3. Work Environment;
4. Penilaian Kinerja, 4. Performance Assessment;
5. Pendidikan dan Pelatihan, 5. Education and Training;
6. Manajemen, Komunikasi dan Perencanaan, 6. Management, Communication, and Planning;
7. Rekrutmen dan Pola Karir, 7. Recruitment and Career Pattern;
8. Penghasilan, Jaminan Kesehatan, THT dan Pensiun, 8. Income, Health Insurance, Old-Age Benefits, and Pension;
9. Keterikatan Tenaga Kerja, dan 9. Work Force Loyalty;
10. Visi, Misi dan Nilai-Nilai Perusahaan. 10. Company Visions, Missions, and Values.
KEBIJAKAN HUBUNGAN INDUSTRIAL RELATION POLICY

INDUSTRIAL
PERJANJIAN KERJA BERSAMA (PKB) COLLECTIVE LABOR AGREEMENT (CLA)
Merupakan wujud Perseroan menciptakan hubungan This is an approach taken by the Company to build
industrial yang harmonis, guna mendukung suasana harmonious industrial relation in order to create a conducive
kerja yang kondusif dalam rangka meningkatkan work environment for better efficiency and productivity. CLA
efisiensi dan produktivitas kerja. Dalam Perjanjian Kerja specifies the rights and responsibility that must be assumed
Bersama (PKB) dimuat hak - hak, serta kewajiban yang by the Board of Directors, Labor Union, and Employees. The
harus dipenuhi Direksi, Serikat karyawan, serta Pegawai. currently effective CLA is 2017-2019 CLA.
Perjanjian Kerja Bersama (PKB) yang berlaku saat ini
ialah Perjanjian Kerja Bersama (PKB) tahun 2017-2019.
KEBEBASAN BERSERIKAT FREEDOM OF ASSOCIATION

Di lingkungan kerja Perseroan, terdapat 2 (dua) serikat Within the Company, there are two labor unions serving as the
pegawai yaitu Serikat Pekerja Angkasa Pura I (SP) dan Company’s work partner namely Serikat Pekerja Angkasa Pura
Asosiasi Karyawan Angkasa Pura I (AKA) yang menjadi I (SP/Angkasa Pura I Labor Union) and Asosiasi Karyawan
mitra kerja Perseroan. Serikat pegawai senantiasa Angkasa Pura I (AKA/Employee Association of Angkasa Pura
menunjukkan peran positif dalam penyelesaian I). The labor unions at all times demonstrate their positive role
masalah-masalah ketenagakerjaan. Para pihak in solving problems related to employment. The related parties
saling berkomunikasi dan berkonsultasi mengenai maintain their communication and consult with one another
ketenagakerjaan untuk meningkatkan produktivitas kerja concerning employment to improve work productivity and
dan kesejahteraan pekerja. employee welfare.
Di tahun 2010, Perseroan telah menandatangani Pakta In 2010, the Company signed Normalization Pact between
Normalisasi antara manajemen Perseroan dengan the Company management and SP as well as AKA to
Serikat Pekerja Angkasa Pura I (SP) dan Asosiasi promote the harmonization of relationship between all
Karyawan Angkasa Pura I (AKA) yang ditunjukan untuk employees and the Company. The Pact had been registered
meningkatkan harmonisasi hubungan seluruh karyawan to the Ministry of Manpower of the Republic of Indonesia
dengan Perseroan. Pakta Normalisasi tersebut telah and declared registered in accordance with the Decree of
didaftarkan ke Kementerian Tenaga Kerja RI dan telah General Director of Industrial Relation Establishment and
terdaftar sesuai Surat Keputusan Direktur Jenderal Social Security No. KEP.157/PHIJSK-PKKAD/PKB/XI/2010.
Pembinaan Hubungan Industrial dan Jaminan Sosial
Tenaga Kerja No. KEP.157/PHIJSK-PKKAD/PKB/XI/2010.
KEBIJAKAN DAN PROGRAM PENSION POLICY AND PROGRAM

PENSIUN
PELATIHAN MENJELANG PENSIUN PRE-RETIREMENT TRAINING
PT Angkasa Pura I (Persero) memberikan perhatian besar PT Angkasa Pura I (Persero) pays a serious attention to
terhadap karyawan hendak memasuki masa pensiun employees reaching their retirement age. Such care is
(purna). Salah satunya diwujudkan dengan memberikan reflected by the training provided through Pre-Retirement
pelatihan kepada pensiun melalui Program Pelatihan Training Program. This training is provided to prepare
Pra Purnabakti. Pelatihan diselenggarakan dengan the retirees to be able to make the most of and cope with
tujuan mempersiapkan masa pensiun karyawan dalam themselves in their retirement. By so, they are expected to
mengembangkan potensi diri dan mampu mengelola be mentally and spiritually prepared for their retirement
permasalahannya. Dengan bekal itu, diharapkan with in a pleasant, healthy, fit, and productive condition
para pensiun siap secara mental dan spiritual dalam
menghadapi serta menjalani masa pensiun dengan tetap
nyaman, sehat, bugar dan produktif.
Dengan demikian, para peserta pensiun yang mengikuti Therefore, the retired participants who take part in this
diklat ini akan mendapatkan pengetahuan dan training will get direct knowledge and experience that
pengalaman langsung yang dapat diterapkan dalam can be applied for their retirement. During 2018, Pre-
menjalani masa purnabakti. Selama tahun 2018, pelatihan Retirement Training was carried out for 6 (six) times in 6
Pra Purnabakti dilakukan sebanyak 6 (enam) kali di 6 (six) different airports, between April to October 2018. In
(enam) bandar udara berbeda, dengan kurun waktu total, 150 participants participated. Information on the

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pelaksanaan pada bulan April sampai dengan Oktober implementation of the 2018 Pre Full Service Training as
2018. Pada total peserta yang ikut serta sebanyak 150 follows:
Peserta. Informasi mengenai pelaksanaan Pelatihan Pra
Purnabakti sepanjang tahun 2018 sebagai berikut:
Tabel Pelaksanaan Pelatihan Pra Purnabakti Tahun 2018

Tabel Pelaksanaan Pelatihan Pra Purnabakti tahun 2018
Jumlah
Tempat
Nama Pelatihan Tanggal Peserta
No. Pelaksanaan
Name of Training Date Number of
Place
Participants
Pelatihan Pra Purnabakti Batch XXVII Tahun 2018
23 - 27 April 2018
1. Pre-Retirement Training Yogyakarta 25
23 - 27 April 2018
Batch XXVII in 2018
Pelatihan Pra Purnabakti Batch XXVIII Tahun 2018
9 - 13 Juli 2018
2. Pre-Retirement Training Lombok 25
9 - 13 July 2018
Batch XXVIII in 2018
Pelatihan Pra Purnabakti Batch XXIX Tahun 2018

30 Juli - 3 Agustus 2018
3. Pre-Retirement Training Surabaya 25
30 July - 3 August 2018
Batch XXIX in 2018
Pelatihan Pra Purnabakti Batch XXX Tahun 2018

27 - 31 Agustus 2018
4. Pre-Retirement Training Manado 25
27 - 31 August 2018
Batch XXX in 2018
Pelatihan Pra Purnabakti Batch XXXI Tahun 2018
17 - 21 September 2018
5. Pre-Retirement Training Semarang 25
17 - 21 September 2018
Batch XXXI in 2018
Pelatihan Pra Purnabakti Batch XXXII Tahun 2018
1 - 5 Oktober 2018
6. Pre-Retirement Training Balikpapan 25
1 - 5 October 2018
Batch XXXII in 2018
KESEJAHTERAAN KARYAWAN DI MASA RETIREMENT BENEFITS

PENSIUN
Dalam rangka memastikan kesejahteraan karyawan To promote employee welfare in their retirement, the
pascabekerja, Perseroan memberikan beberapa program Company provides retirement benefits as follows:
kesejahteraan di masa pensiun seperti berikut:
Jenis Kesejahteraan Keterangan

Types Of Benefits Description
A. Manfaat Pensiun 1. Bagi karyawan yang masuk sebelum 01 Januari 2011, Perseroan memberikan manfaat pensiun melalui
A. Pension Benefit DAPENRA (Dana Pensiun Angkasa Pura I) dengan Program yang bernama Program Pensiun Manfaat Pasti
(PPMP);
2. Bagi karyawan yang masuk setelah 01 Januari 2011, Perseroan memberikan manfaat pensiun melalui
DPLK (Dana Pensiun Lembaga Keuangan) BNI dengan program yang bernama Program Pensiun Iuran
Pasti.
3. Perseroan memberikan manfaat jaminan pensiun yang dikelola oleh BPJS Ketenagakerjaan bagi seluruh
karyawan.
1. For employees onboarding before 1 January 2011, the Company provides pension benefit through PPMP
(Program Pensiun Manfaat Pasti/Fixed Benefit Pension Plan) of DAPENRA (Dana Pensiun Angkasa Pura I/
Pension Fund of Angkasa Pura I);
2. For employees onboarding after 1 January 2011, the Company provides pension benefit through Defined
Contribution Pension Plan of DPLK (Dana Pensiun Lembaga Keuangan/Pension Fund Financial institution) by
BNI.
3. The Company provides pension benefit managed by BPJS Ketenagakerjaan for all employees.
B. Manfaat Tunjangan Diberikan oleh Perseroan saat karyawan memasuki usia pensiun yang pengelolaannya dilaksanakan oleh
Hari Tua YAKKAP I (Yayasan Kesejahteraan Karyawan Angkasa Pura I) sesuai masa kerja karyawan, gaji pokok, dan
B. Annuity jumlah keluarga sebagaimana yang tercantum pada SK Pensiun.
Provided by the Company when employees reach retirement age, managed by YAKKAP I (Yayasan Kesejahteraan
Pegawai Angkasa Pura I/Foundation of Angkasa Pura I Employee Welfare) according to their years of service,
basic salary, and number of family member as listed in the Discharge Letter for the corresponding employee.
C. Pemeliharaan Diberikan kepada Pensiunan beserta keluarga yang tercantum pada SK dan dikelola oleh YAKKAP I, berupa
Kesehatan Pensiun BPJS Kesehatan dan pemberian tambahan biaya rawat inap per orang per tahun sesuai dengan ketentuan
C. Retirement Health perusahaan.
Benefit Provided to the retired employees and their families as stated in the Discharge Letter for the corresponding
employee, managed by YAKKAP I, given in the form of health social security and partial inpatient reimbursement
per person per year according to the terms of the Company
D. Manfaat Jaminan Dikelola oleh PT BPJS Ketenagakerjaan, yang berupa Jaminan Hari Tua (JHT).
Hari Tua Managed by PT BPJS Ketenagakerjaan.
D. Old-Age Benefit

INTERNALISASI CORPORATE CORPORATE CULTURE

CULTURE INTERNALIZATION
Human capital group selalu mendukung terimplementasinya Human Capital Group always promotes the comprehensive
nilai-nilai budaya perusahaan secara menyeluruh kepada implementation of company culture values to the Company’s
karyawan Perseroan, untuk terciptanya budaya kerja yang employees so that a proper and competitive work culture
baik dan kompetitif guna mendukung tercapainya tujuan may be actualized to achieve the Company’s objectives.
Perseroan.
Budaya kerja PT Angkasa Pura I (Persero) adalah: The work culture of PT Angkasa Pura I (Persero) is:
SATU : Sinergi SATU :

Synergy
Adaptif Adaptive
Terpercaya Trustworthy
Unggul Unparalleled
Sinergi Synergy
Merupakan cara perusahaan menghargai keragaman dan This is an approach taken by the Company to appreciate
keunikan setiap elemen untuk memberi nilai tambah bagi diversity and distinctiveness of every element to give
Perusahaan, Pembangunan Ekonomi dan Lingkungan added value to the Company, Economic Development, and
dimana pun berada, dengan perilaku: Environment anywhere, through the following behaviors:
a. Intensif dalam menjalin koordinasi antar individu, a. Maintaining intensive coordination between individuals,
unit kerja dan pemangku kepentingan lainnya untuk work unit, and other stakeholders to give added value to
menciptakan nilai tambah bagi perusahaan dan the Company and environment;
lingkungan;
b. Saling menghargai dalam memberikan saran, kritik b. Being appreciative to one another in giving supportive
dan pendapat yang membangun; input, criticism, and opinions;
c. Saling memberi semangat dengan antusias untuk c. Enthusiastically encouraging each other to achieve an
menghasilkan kinerja unggul. excellent performance.
Adaptif Adaptive
Merupakan nilai perusahan untuk menciptakan pegawai This is the company value in shaping employees to have
yang memiliki daya, semangat dan hasrat yang pantang proficiency, passion, persistence, proactive attitude in
menyerah, proaktif merespon perubahan dan kaya akan dealing with changes, and innovative, through the following
inovatif, dengan perilaku: behaviors:

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a. Aktif meningkatkan kompetensi (ketrampilan dan a. Actively developing competency (skills and knowledge)
pengetahuan) melalui pembelajaran dan berbagi through collective and individual learning and sharing;
pengetahuan baik secara kolektif maupun individual;
b. Proaktif dalam menghadapi perubahan internal b. Being proactive when challenged with internal and
maupun eksternal; external changes;
c. Pantang menyerah dengan mengembangkan cara- c. Persistently striving to develop new innovative ways to
cara baru yang inovatif untuk penyelesaian tugas complete the job entirely.
dengan sempurna.
Terpercaya Trustworthy
Menciptakan karakter pegawai yang senantiasa selaras Building the employee characters of consistent, honest, and
antara kata dengan perbuatan, jujur dalam menjalankan reliable through the following behaviors:
tugas dan kewajiban serta dapat diandalkan, dengan perilaku
a. Jujur dalam memegang nilai-nilai kebenaran yang a. Upholding the true value of honesty;
hakiki;
b. Selaras antara kata dan perbuatan; b. Consistent;
c. Disiplin dalam penyelesaian pekerjaan; c. Discipline at work;
d. Bertanggung jawab terhadap hasil yang dicapai tanpa d. Fully responsible at work to themselves and others.
menyalahkan pihak lain.

Unggul Unparalleled
Komitmen pegawai memberikan layanan prima dengan Employees are committed to serve at their best in a
profesional dan bertanggung jawab untuk memuaskan professional and responsible manner to continuously satisfy
pelanggan secara berkelanjutan, dengan perilaku customers through the following behaviors:
a. Bersikap dan bertindak yang terbaik untuk melayani a. Giving the best service to serve internal and external
kebutuhan pelanggan internal dan eksternal; customers;
b. Cepat dan tepat dalam memberikan solusi terhadap b. Providing solution with agility and pertinence for
kebutuhan pelanggan sesuai dengan standar layanan customers with regard to the standard of service;
yang ditetapkan;
c. Ahli dan mampu dalam menyelesaikan tugas serta c. Proficient and capable in completing the job well and
memberikan solusi yang berkualitas melebihi harapan providing ideal solutions that exceed the expectation of
pelanggan (baik pelanggan internal maupun eksternal). both internal and external customers.

RENCANA KE DEPAN FUTURE PLANNING
Penyusunan program kerja unit human capital setiap Annual program planning for human capital working unit is
tahunnya berpedoman pada HC Architecture dan roadmap based on HC Architecture and human capital roadmap. The
human capital. Adapun rencana program kerja human plans for human capital working program include:
capital ke depan diantaranya yakni:
1. Restrukturisasi Struktur Organisasi 1. Organizational Structure Restructuring

Dilakukan dalam rangka menyeleraskan strategi Restructuring is to align company’s strategies in
perusahaan untuk menciptakan nimble and focus order to create a nimble and focus organization. It
organization, dimana meliputi penyelarasan proses includes alignment of business process, SOP, roles,
bisnis, SOP, tugas, tanggung jawab, kewenangan serta responsibilities, authorities, and competence model of
model kompetensi seluruh jabatan di Perusahaan. all positions in the Company.
2. Pelaksanaan Perjanjian Kerja Bersama (PKB) 2019 - 2. Implementation of Collective Labor Agreement (CLA)
2021 2019 - 2021
Kegiatan perundingan bersama serikat pekerja This refers to negotiations or discussions with
perusahaan untuk membahas hak dan kewajiban company’s labor union about rights and obligations as
serta peraturan pengelolaan SDM. well as regulations in human capital management.
3. Rekrutmen Pegawai 3. Employee Recruitment

Untuk memenuhi kebutuhan pegawai berdasarkan It is the process of hiring people based on stipulated
man power planning yang sudah ditetapkan. Terdiri manpower planning. The process includes recruitment
dari rekrutmen kualifikasi umum (S1 dan D3), teknisi for general qualifications (Bachelor and Diploma 3),
operasional, aviation security, dan airport rescue and operating engineer, aviation security, and airport rescue
fire fighting serta rekrutmen untuk profesional (Pro and fire fighting, as well as professional hire.
Hire).
4. Simplifikasi dan standarisasi proses bisnis human 4. Simplification and standardization of human capital
capital business process
Untuk mendukung organisasi yang nimble dan focus To create a nimble and focus organization, human capital
maka perlu diselaraskan juga terhadap proses bisnis business process requires alignment process such as
human capital, seperti pengembangan Human Capital development of Human Capital Information System
Information System (HCIS), sentralisasi pekerjaan, dan (HCIS), job centralization, and SOP simplification.
simplifikasi SOP.
5. Innovation Award 5. Innovation Award

Upaya perusahaan untuk meningkatkan budaya This is company’s endeavor to encourage innovation
inovasi pegawai dan mendapatkan ide/metode baru culture among employees and to generate new ideas/
yang memberikan nilai tambah untuk perusahaan. methods that bring added value to the Company.
6. Talent Management 6. Talent Management

Terdiri dari talent identification, talent development It consists of talent identification, talent development,
dan talent retention untuk memastikan talenta and talent retention to ensure all talents of the company
perusahaan dapat dikelola dengan baik dan berkinerja are managed well and work optimally.
secara optimal.

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04
Teknologi Informasi

TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY
Dalam rangka meningkatkan mutu kualitas In order to improve the quality of

dan layanan jaringan di lingkungan Perseroan, network service in the Company
telah disusun blueprint infrastruktur PT surroundings, a blueprint of PT Angkasa
Angkasa Pura I (Persero) dengan dilakukan Pura I (Persero) infrastructures has been
evaluasi dan optimasi jaringan secara developed by evaluating and optimizing
menyeluruh. the network as a whole.

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TEROBOSAN DAN PENCAPAIAN BREAKTHROUGHS AND IMPORTANT

PENTING DI TAHUN 2018 ACHIEVEMENTS IN 2018
01
Airport Operation Control Center Airport Operation Control Center

(AOCC) (AOCC)
Merupakan pusat kendali dan koordinasi untuk mengawasi It is the center of control and coordination to oversee
aktivitas operasional di sisi udara dan sisi darat serta operational activities in the air and on land as well as all
seluruh aktivitas kedatangan dan keberangkatan arrival and departure activities at airports. AOCC involves all
di bandara. AOCC melibatkan seluruh pemangku airport stakeholders by integrating their respective systems
kepentingan di bandara dengan mengintegrasikan sistem in order to operate effectively and efficiently. It is expected
yang dimiliki masing-masing pemangku kepentingan agar that the implementation of AOCC will improve the airports’
dapat beroperasi secara efektif dan efisien. Diharapkan operational performance, service level agreements, and
dengan implementasi AOCC, dapat meningkatkan kinerja key performance index as a manifestation of Angkasa Pura
operasional, service level agreement, dan key performance Airports' commitment to continuously improve their service
index bandara sebagai wujud komitmen PT Angkasa Pura I quality to airport service users.
(Persero) untuk terus meningkatkan kualitas layanan bagi
pengguna jasa bandara.

02
Perangkat Border Control Border Control Management Devices and

Management (BCM) Auto-Gate Immigration Check Machines
Merupakan bentuk kerjasama dengan Direktorat Jenderal In collaboration with the Directorate General of Immigration,
Imigrasi, Kementerian Hukum dan Hak Asasi Manusia. Angkasa Pura I (Persero) has installed more Border Control
Angkasa Pura I menambahkan fasilitas Perangkat Konter Management (BCM) Devices and Auto-gate Immigration
BCM dan Mesin Autogate Pemeriksaan Keimigrasian Check Machines at the II Gusti Ngurah Rai International
di Bandar Udara Internasional I Gusti Ngurah Rai Airport in Bali to accelerate the immigration service process
Bali sehingga dapat mempercepat proses pelayanan (while considering the aspects of national security and
keimigrasian dengan tetap mempertimbangkan aspek laws). There are currently 6 (six) auto-gate machines at the
keamanan dan hukum negara. Saat ini, tersedia 6 (enam) international arrival terminal and 10 (ten) machines at the
unit mesin autogate di terminal kedatangan internasional international departure terminal.
dan 10 (sepuluh) unit di terminal keberangkatan
internasional.
03
X-Ray Smartlane X-Ray Smart Lane

Merupakan sistem X-Ray yang dilengkapi baki otomatis It is an X-Ray system that is equipped with an automatic
yang dapat mengurangi waktu antrian dan mempercepat tray that can reduce queue waiting times and speed up the
pemeriksaan barang para penumpang. Fasilitas ini inspection process of passengers’ items. There are 6 (six)
tersedia di area screening check point Bandar Udara X-Ray Smart Lanes at the I Gusti Ngurah Rai International
Internasional I Gusti Ngurah Rai Bali sebanyak 6 (enam) Airport Bali screening checkpoints to improve the airport’s
unit, sehingga dapat menaikan customer satisfaction index customer satisfaction index (CSI).
(CSI) atau tingkat kepuasan pelanggan bandara (CSI).

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04
Orientation Zone Orientation Zone

Merupakan area yang ditempatkan di terminal It is an area at the international departure terminal of the
keberangkatan internasional Bandar Udara Internasional I Gusti Ngurah Rai International Airport, Bali intended for
I Gusti Ngurah Rai Bali yang disediakan bagi penumpang passengers to get relaxed after going through the check-
untuk menikmati relaksasi, setelah melewati pemeriksaan in and immigration process. The area is made elegant and
usai melakukan check-in dan proses imigrasi. Area innovative with facilities such as Flight Information Display
Orientation Zone dibuat elegan dan inovatif serta System (FIDS), world clock, airport directory, as well as
dilengkapi fasilitas seperti Flight Information Display walking distance or estimated time and distance for a
System (FIDS), world clock, airport directory, dan walking passenger to reach the departure gate, commercial area,
distance atau perkiraan waktu dan jarak yang dibutuhkan and other locations at the international departure terminal.
calon penumpang ke pintu keberangkatan, area komersial,
serta lokasi lain di terminal keberangkatan internasional.

05
Media Display Online Online Display Media

Bekerja sama dengan Corporate Secretary, IT In collaboration with the Corporate Secretary, the IT
mengimplementasikan Media Display Online yang department has installed Online Display Media as a visual
merupakan media komunikasi visual dengan konten communication media with digital contents displaying
digital yang dapat menampilkan informasi kepada information to target service users effectively, quickly,
target pengguna jasa secara efektif, cepat, tepat dan precisely, and reliably so as to increase the airport's
andal sehingga dapat meningkatkan tingkat kepuasan Customer Satisfaction Index.
pelanggan bandara (Customer Satisfaction Index).
06
Self Check–in KIOSK Self-Check-in KIOSK

Merupakan fasilitas tambahan yang diberikan kepada It is an additional facility provided for passengers to
penumpang yang digunakan pada saat melakukan proses check-in so that they can reduce the queue waiting
pelaporan keberangkatan (check-in) sehingga dapat times and speed up the check-in process.
mengurangi antrian dan mempercepat proses penumpang
yang akan check-in.

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07
Dilakukan pembenahan fondasi information and Improvement of information and communication (ICT)
communication technologies (ICT) berupa pembenahan foundations particularly in its governance and infrastructure
tata kelola dan infrastruktur untuk menjamin kualitas to ensure the good quality and availability of IT-based
dan ketersediaan layanan berbasis teknologi informasi services for the company's stakeholders.
kepada stakeholder perusahaan.
08
Lanjutan pembangunan budaya digital perusahaan Continued development of the company's digital culture
melalui Layanan otomasi perkantoran Office Collaboration through digital-based office automation services namely
Platform (OCP) berbasis digital, Tata Naskah Dokumen Office Collaboration Platform (OCP), Electronic Official
Elektronik (TNDE), dan Angkasa Pura I e-Learning (APel) Document Management (TNDE), and AP1 e-Learning (APel)
secara berkesinambungan bekerjasama dengan fungsi in collaboration with the Corporate Secretary and the
Corporate Secretary dan Training and Development. Training and Development department.

09
Selama tahun 2018, ICT telah melakukan pembangunan During 2018, ICT had built Infrastructure and Basic Services
Infrastructure and Basic Services sehingga dapat to ensure quality and improve service availability (increased
menjamin kualitas, meningkatkan ketersediaan layanan security of data communication networks integrated
[peningkatan keamanan jaringan komunikasi data dan between branches through the development of infrastructure
terintegrasi antar cabang melalui pembangunan reengineering (phase I)).
enginering infrastruktur (tahap I)].

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10
Mendapatkan strategi berupa action plan yang tepat dan A strategy in the form of appropriate action plans which
sesuai kebutuhan perusahaan dalam pengelolaan siber are in line with the needs of the company in the cyber
dengan melaksanakan Information Technology Security management by implementing the Information Technology
Assessment serta pemenuhan kepatuhan Peraturan Security Assessment while complying with Regulation of the
Menteri Perhubungan No. 80 tahun 2017 tentang Minister of Transportation No. 80 of 2017 on the National
Program Keamanan Penerbangan Nasional dan Peraturan Aviation Security Program and Regulation of the Minister
Menteri Komunikasi dan Informatika No. 04 tahun 2016 of Communication and Informatics No. 4 of 2016 on the
tentang Sistem Manajemen Pengamanan Informasi yang Information Security Management System that collaborates
bekerjasama dengan fungsi Airport Security, Human with the Airport Security, Human Capital, Corporate
Capital, Corporate Secretary, dan Risk Management. Secretary, and Risk Management functions.
11
Kemudahan perencanaan, penyajian dan monitoring Ease of planning, presenting, and monitoring corporate
anggaran perusahaan dengan implementasi budgets by developing the Enterprise Resource Planning
pengembangan Enterprise Resource Planning (ERP) (ERP) Business Planning and Consolidation (BPC) planning
Business Planning and Consolidaton (BPC)-Planning yang in collaboration with the Accounting and Finance functions.
bekerja sama dengan fungsi Accounting dan Finance.

12
Percepatan penyediaan fasilitas peralatan teknologi Accelerated provision of information technology (IT)
informasi (TI) sebagai pendukung alat kerja karyawan equipment to support employee work tools (in the form of
(berupa personal computer (PC), laptop, dan printer) Personal Computers (PCs), laptops, and printers) with the
dengan metode seat management. seat management method.
13
Pada tahun 2018, ICT Angkasa Pura I meraih penghargaan In 2018, the ICT of Angkasa Pura Airport achieved the
sebagai berikut: following awards:
1. Top 10 IT Governance Award 2018 (memperoleh 1. The Top 10 IT Governance Award 2018 (ranked 6th),
Peringkat Ke-6), yang diselenggarakan oleh Forum organized by the Information Technology Forum of
Teknologi Informasi para Perusahaan BUMN; State-Owned Enterprises;
2. The Top 10 Fastest Wi-Fi Airports in the World for 2. The `Top 10 Fastest Wi-Fi Airports in the World for 2017
2017 untuk Bandar Udara Internasional I Gusti for the I Ngurah Rai International Airport, Bali (ranked
Ngurah Rai Bali (memperoleh Peringkat Ke-6) yang 6th) held by the Rotten Wifi; and
diselenggarakan oleh Rotten Wifi;dan
3. The Best Contact Center Indonesia 2018 untuk kategori 3. The Best Contact Center Indonesia 2018 for the category
“Silver Winner Best Contact Center Operations” yang of “Silver Winner Best Contact Center Operations”
diselenggarakan oleh Indonesia Contact Center organized by the Indonesia Contact Center Association
Association (ICCA), pada tanggal 03 Agustus 2018. (ICCA), on August 3, 2018.

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2018 Annual Report
MASTER PLAN TEKNOLOGI INFORMATION TECHNOLOGY

MASTERPLAN
INFORMASI
2015-2018
BUSINESS EXCELLENCE
2014-2016
2013-2015 • Scope: Airport-centric
SERVICE EXCELLENCE Economy
OPERATIONAL
• Objectives:
EXCELLENCE
- Actualization of
• Scope: Airport Service
economic potentials
Community
• Scope: AP I - Exchange of
• Objectives:
• Objectives: information
- Interconnected
- Integrated processes, - Interconnected
businesses
data, human businesses
- Interconnected
resources, and To increase the flight
processes
organization within traffic, cargo, and airport
To improve the quality of
AP I facilities as well as to
flight and airport services
accelerate the economic
in an integrated manner
growth in the regions
VISI VISION
Menjadi pengelola dan penyedia jasa teknologi informasi To become provider and operator of internationalclass
dan komunikasi internal berstandar internasional. information technology and internal communication
services.
MISI MISSION
Menyediakan layanan teknologi informasi dan komunikasi To provide excellent and precise information and
yang prima dan tepat kepada stakeholder dengan tujuan: communication technology services to the stakeholders
aimed at:
1. Meningkatkan nilai dan daya saing perusahaan. 1. Improving the company’s value and competitiveness.
2. Meningkatkan kinerja perusahaan. 2. Improving the company’s performance.
3. Meningkatkan kemampuan pelayanan perusahaan. 3. Improving the company’s service capability.
4. Menciptakan jasa nilai tambah. 4. Creating added-value service.

STRUKTUR PENGELOLA TEKNOLOGI STRUCTURE OF INFORMATION

TECHNOLOGY ADMINISTRATORS
INFORMASI
Berdasarkan Keputusan Direksi No, KEP.101/ Based on the Decree of the Board of Directors No. KEP.101/
OM.01.01/2018 tanggal 08 Juni 2018 tentang Organisasi OM.01.01/2018 dated June 8, 2018 on the Organization and
dan Tata Kerja Kantor Pusat, struktur organisasi ICT Work Procedure of the Head Office, the ICT organizational
mengalami perubahan direktorat yang semula di bawah structure has shifted from previously under the Directorate
Direktur Keuangan dan Teknologi Informasi menjadi di of Finance and Information Technology to be under the
bawah Direktur Pengembangan Usaha. Adapun struktur Directorate of Business Development. The structure of the
organisasi ICT adalah sebagai berikut: ICT organization is as follows:
DIREKTUR PENGEMBANGAN
USAHA
DIRECTOR OF BUSINESS
DEVELOPMENT
INFORMATION AND
COMMUNICATION TECHNOLOGY
GROUP
ICT PLANNING AIRPORT

ENTERPRISE BUSSINESS
& TECHNOLOGY & ICT SERVICES
APPLICATION APPLICATION
GOVERNANCE NETWORK DEPARTMENT
DEPARTMENT DEPARTMENT
DEPARTMENT DEPARTMENT
Adapun tugas dan tanggung jawab pada Information and Duties and responsibilities of the Information and
Communication Technology Group sebagai berikut: Communication Technology Group involve:

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2018 Annual Report
Jabatan Tugas Tanggung Jawab

Position Duties Responsibilities
Vice President Information Memastikan ketersediaan layanan a. Memastikan tersedianya Rencana Kerja dan
Technology teknologi informasi melalui penyediaan Anggaran Perusahaan (RKAP);
layanan information and communications b. Memastikan tercapainya kontrak manajemen yang
Vice President of Information technology (ICT) yang berkualitas telah disepakati;
Technology guna mendukung tata kelola teknologi c. Memastikan perannya sebagai people manager pada
informasi berdasarkan Rencana Kerja unit kerjanya;
dan Anggaran Perusahaan (RKAP) serta d. Memastikan kegiatan unit kerjanya berjalan sesuai
melaksanakan kepatuhan sesuai dengan dengan Rencana Kerja dan Anggaran (RKA) yang
peraturan perundang-undangan dan telah ditetapkan;
peraturan internal Perusahaan. e. Memastikan pelaksanaan kegiatan unit kerjanya
sesuai dan relevan dengan sistem manajemen yang
Ensuring the availability of information diterapkan Perusahaan;
technology services through the f. Memastikan kesesuaian pelaksanaan kegiatan unit
provision of good quality Information and kerjanya terhadap peraturan perundang-undangan
Communication Technology (ICT) services dan peraturan internal Perusahaan;
to support the information technology g. Memastikan tersedianya data, informasi dan
governance based on the Company's Work dukungan teknologi informasi di semua lini organisasi
Plan and Budget (RKAP) while complying sesuai dengan kebutuhan pengguna dan proses
with the laws and regulations as well as the bisnis Perusahaan;
internal regulations of the Company. h. Memastikan tersedianya infrastruktur peralatan
Information Communication Technology (ICT) sesuai
dengan perencanaan; dan
i. Memastikan terimplementasinya kebijakan, strategi,
tata kelola dan Standar Operasional Prosedur (SOP)
di bidang Information Communication Technology
(ICT).
a. Ensuring the availability of the Corporate Work Plan and

Budget (RKAP);
b. Ensuring the achievement of the agreed management
contracts;
c. Ensuring his/her role as a people manager in his/her
work unit;
d. Ensuring activities within the work unit in accordance
with the established Work Plan and Budget (RKA);
e. Ensuring the work unit's activities appropriate and
relevant to the management system implemented by
the Company;
f. Ensuring activities in his/her work unit complying
with the laws and regulations as well as the internal
regulations of the Company;
g. Ensuring the availability of data, information, and
information technology support in all organizational
levels in accordance with the needs of the users and the
Company's business processes;
h. Ensuring the availability of Information and
Communication Technology (ICT) equipment
infrastructure as planned; and
i. Ensuring the implementation of policies, strategies,
governance, and Standard Operating Procedures
(SOP) in the field of Information and Communication
Technology (ICT).
ICT Planning and Governance Memastikan terlaksananya strategi a. Memastikan tersedianya Rencana Kerja dan
Senior Manager dan jasa pelayanan information and Anggaran Perusahaan (RKAP);
communications technology (ICT) melalui b. Memastikan tercapainya kontrak manajemen yang
ketersediaan dokumen tata kelola telah disepakati;
teknologi informasi dan komunikasi c. Memastikan perannya sebagai people manager pada
guna mendukung ketersediaan layanan unit kerjanya;
teknologi informasi dan komunikasi d. Memastikan kegiatan unit kerjanya berjalan sesuai
berdasarkan Rencana Kerja dan dengan Rencana Kerja dan Anggaran (RKA) yang
Anggaran Perusahaan (RKAP) serta telah ditetapkan;
melaksanakan kepatuhan sesuai dengan e. Memastikan pelaksanaan kegiatan unit kerjanya
peraturan perundang-undangan dan sesuai dan relevan dengan sistem manajemen yang
peraturan internal Perusahaan. diterapkan Perusahaan;
f. Memastikan kesesuaian pelaksanaan kegiatan unit
kerjanya terhadap peraturan perundang-undangan
dan peraturan internal Perusahaan;
g. Memastikan ketersediaan tata kelola dan blue print
Information Communication Technology (ICT);
h. Memastikan ketersediaan dokumentasi perencanaan
Information Communication
Technology (ICT); dan
i. Memastikan tersedianya kebijakan, strategi, tata
kelola dan Standar Operasional Prosedur (SOP) serta
program korporat terkait Information Communication
Technology (ICT) yang telah ditetapkan.


ICT Planning and Governance Ensuring the implementation of a. Ensuring the availability of the Corporate Work Plan and
Senior Manager Information Communication Technology Budget (RKAP);
(ICT) strategies and services through b. Ensuring the achievement of the agreed management
the availability of information and contracts;
communication technology governance c. Ensuring his/her role as a people manager in his/her
documents to support the availability work unit;
of information and communication d. Ensuring activities within the work unit in accordance
technology services based on the with the established Work Plan and Budget (RKA);
Company's Work Plan and Budget (RKAP) e. Ensuring the work unit's activities appropriate and
while complying with laws and regulations relevant to the management system implemented by
as well as the Company's internal the Company;
regulations. f. Ensuring activities in his/her work unit complying
g. Ensuring the availability of Information Communication
Technology (ICT) governance and blue print.
h. Ensuring the availability of documentation of
Information Communication
Technology (ICT) planning; and
i. Ensuring the availability of policies, strategies,
governance, Standard Operating Procedures (SOP),
and the corporate programs related to the established
Information and Communication Technology (ICT).
Business Application Senior Memastikan tersedianya aplikasi di a. Memastikan tersedianya Rencana Kerja dan
Manager bidang business application sesuai Anggaran Perusahaan (RKAP);
dengan kebutuhan dan kebijakan b. Memastikan tercapainya kontrak manajemen yang
Business Application Senior Perusahaan melalui pengembangan telah disepakati;
Manager aplikasi guna mendukung ketersediaan c. Memastikan perannya sebagai people manager pada
layanan teknologi informasi berdasarkan unit kerjanya;
Rencana Kerja dan Anggaran d. Memastikan kegiatan unit kerjanya berjalan sesuai
Perusahaan (RKAP) serta melaksanakan dengan Rencana Kerja dan Anggaran (RKA) yang
kepatuhan sesuai dengan peraturan telah ditetapkan;
perundang-undangan dan peraturan e. Memastikan pelaksanaan kegiatan unit kerjanya
internal Perusahaan. sesuai dan relevan dengan sistem manajemen yang
diterapkan Perusahaan;
Ensuring the availability of applications in f. Memastikan kesesuaian pelaksanaan kegiatan unit
the field of business application is in line kerjanya terhadap peraturan perundang-undangan
with the Company’s needs and policies dan peraturan internal Perusahaan;
to support the application development g. Memastikan terpenuhinya kebutuhan pengguna
based on the Company's Work Plan and (user) secara komprehensif; dan
Budget (RKAP) while complying with the h. Memastikan peningkatan kepuasan layanan
laws and regulations as well as the internal Information Communication Technology (ICT) di
regulations of the Company. bidang business application.
a. Ensuring the availability of the Corporate Work Plan and

Budget (RKAP);
b. Ensuring the achievement of the agreed management
contracts;
c. Ensuring his/her role as a people manager in his/her
work unit;
the Company;
g. Ensuring the fulfillment of users’ needs
comprehensively; and
h. Ensuring the increased satisfaction of the Information
and Communication Technology (ICT) services in the
field of business application.

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2018 Annual Report

Enterprise Application Senior Memastikan terlaksananya strategi a. Memastikan tersedianya Rencana Kerja dan
Manager implementasi Enterprise Resource Anggaran Perusahaan (RKAP);
Planning (ERP) melalui ketersediaan b. Memastikan tercapainya kontrak manajemen yang
Enterprise Application Senior dokumen dan pengelolaan Enterprise telah disepakati;
Manager Resource Planning (ERP) guna c. Memastikan perannya sebagai people manager pada
mendukung peningkatan kinerja unit kerjanya;
sistem sesuai dengan perkembangan d. Memastikan kegiatan unit kerjanya berjalan sesuai
proses bisnis dan strategi Perusahaan dengan Rencana Kerja dan Anggaran (RKA) yang
berdasarkan Rencana Kerja dan telah ditetapkan;
Anggaran Perusahaan (RKAP) serta e. Memastikan pelaksanaan kegiatan unit kerjanya
melaksanakan kepatuhan sesuai dengan sesuai dan relevan dengan sistem manajemen yang
peraturan perundang-undangan dan diterapkan Perusahaan;
peraturan internal Perusahaan. f. Memastikan kesesuaian pelaksanaan kegiatan unit
dan peraturan internal Perusahaan; dan
Ensuring the implementation of Enterprise g. Memastikan implementasi Enterprise Resource
Resource Planning (ERP) strategies Planning (ERP) berjalan sesuai information technology
through the availability of documents master plan yang telah ditetapkan.
and governance of the Enterprise
Resource Planning (ERP) to support the a. Ensuring the availability of the Corporate Work Plan and
improvement of system performance Budget (RKAP);
that is in line with the development of b. Ensuring the achievement of agreed management
the Company’s business processes and contracts;
strategies based on the Corporate Work c. Ensuring his/her role as a people manager in his/her
Plan and Budget (RKAP) while complying work unit;
with laws and regulations as well as the d. Ensuring activities within the work unit in accordance
Company's internal regulations. with the established Work Plan and Budget (RKA);
the Company;
f. Ensuring activities undertaken within his/her work unit
complying with the laws and regulations as well as the
internal regulations of the Company; and
g. Ensuring the implementation of the Enterprise
Resource Planning (ERP) is in line with the prevailing
information technology master plan.
Airport Technology and Memastikan pengelolaan kegiatan a. Memastikan tersedianya Rencana Kerja dan
Network Senior Manager Information Communication Technology Anggaran Perusahaan (RKAP);
(ICT) yang efektif guna mendukung b. Memastikan tercapainya kontrak manajemen yang
terpenuhinya kesiapan peralatan safety, telah disepakati;
security, airport automation, data center, c. Memastikan perannya sebagai people manager pada
network dan communication yang dikelola unit kerjanya;
Perusahaan sesuai dengan strategi d. Memastikan kegiatan unit kerjanya berjalan sesuai
Perusahaan berdasarkan Rencana Kerja dengan Rencana Kerja dan Anggaran (RKA) yang
dan Anggaran Perusahaan (RKAP) serta telah ditetapkan;
melaksanakan kepatuhan sesuai dengan e. Memastikan pelaksanaan kegiatan unit kerjanya
peraturan perundang-undangan dan sesuai dan relevan dengan sistem manajemen yang
peraturan internal Perusahaan. diterapkan Perusahaan;
f. Memastikan kesesuaian pelaksanaan kegiatan unit
g. Memastikan tersedianya pengelolaan network yang
handal untuk mendukung layanan operasional
teknologi informasi; dan
h. Memastikan tersedianya kebijakan, strategi, tata
kelola dan Standar Operasional Prosedur (SOP) yang
telah ditetapkan di bidang airport technology dan
network guna mendukung kesiapan seluruh peralatan
safety, security, airport automation, data center,
network dan communication.


Airport Technology and Network Ensuring the effective governance a. Ensuring the availability of the Corporate Work Plan
Senior Manager of Information and Communication and Budget (RKAP);
Technology (ICT) activities to support the b. Ensuring the achievement of agreed management
fulfillment of the safety, security, airport contracts;
automation, data center, network, and c. Ensuring his/her role as a people manager in his/her
communication equipment managed work unit;
by the Company is in accordance with d. Ensuring activities within the work unit in accordance
the Company's strategies based on the with the established Work Plan and Budget (RKA);
Company's Work Plan and Budget (RKAP) e. Ensuring the work unit's activities appropriate and
while complying with laws and regulations relevant to the management system implemented by
as well as the Company's internal the Company;
regulations. f. Ensuring activities in his/her work unit complying
g. Ensuring the availability of reliable network
governance to support the operational services of
information technology; and
h. Ensuring the availability of policies, strategies,
governance, and Standard Operating Procedures
(SOP) that have been established in the field of airport
technology and networks to support the readiness of
all safety, security, airport automation, data centers,
networks, and communication instruments.
ICT Services Senior Manager Memastikan information and a. Memastikan tersedianya Rencana Kerja dan
communications technology (ICT) di Anggaran Perusahaan (RKAP);
ICT Services Senior Manager lingkungan Perusahaan beroperasi b. Memastikan tercapainya kontrak manajemen yang
sesuai dengan kebutuhan pengguna telah disepakati;
(user) melalui pengelolaan aplikasi, c. Memastikan perannya sebagai people manager pada
database, akses pengguna (user) dan unit kerjanya;
penyediaan help desk guna mendukung d. Memastikan kegiatan unit kerjanya berjalan sesuai
ketersediaan layanan information dengan Rencana Kerja dan Anggaran (RKA) yang
and communications technology (ICT) telah ditetapkan;
berdasarkan Rencana Kerja dan e. Memastikan pelaksanaan kegiatan unit kerjanya
Anggaran Perusahaan (RKAP) serta sesuai dan relevan dengan sistem manajemen yang
melaksanakan kepatuhan sesuai dengan diterapkan Perusahaan;
peraturan perundang-undangan dan f. Memastikan kesesuaian pelaksanaan kegiatan unit
peraturan internal Perusahaan. kerjanya terhadap peraturan perundang-undangan
Ensuring the Information and g. Memastikan peningkatan kepuasan unit kerja atas
Communication Technology (ICT) in the penggunaan aplikasi;
Company operates in accordance with the h. Memastikan penggunaan aplikasi oleh pengguna
users’ needs through the management of (user); dan
applications, databases, and user access i. Memastikan tersedianya petunjuk teknis dan
as well as the provision of help desk to kebijakan atas penggunaan aplikasi.
support the availability of Information
Communication and Technology (ICT) a. Ensuring the availability of the Corporate Work Plan and
services based on the Company's Work Budget (RKAP);
Plan and Budget ( RKAP) while complying b. Ensuring the achievement of agreed management
with the laws and regulations as well as the contracts;
internal regulations of the Company. c. Ensuring his/her role as a people manager in his/her
work unit;
the Company;
g. Ensuring the increased satisfaction of work units over
the use of the application;
h. Ensuring the use of application by users; and
i. Ensuring the availability f technical guidance and
policies on the application usage.
Dalam struktur Information and Communication The structure of the Information and Communication
Technology Group yang berada di wilayah Kantor Pusat Technology Group at the Head Office and Branch Offices is
dan Kantor Cabang disampaikan sebagai berikut: described as follows:
KANTOR PUSAT HEAD OFFICE

Vice President Information Technology, yang membawahi Vice President Information Technology, supervising:
bagian:
1. ICT Planning and Governance Senior Manager; 1. ICT Planning and Governance Senior Manager;
2. Business Application Senior Manager; 2. Business Application Senior Manager;
3. Enterprise Application Senior Manager; 3. Enterprise Application Senior Manager;
4. Airport Technology and Network Senior Manager; dan 4. Airport Technology and Network Senior Manager; and
5. ICT Services Senior Manager. 5. ICT Services Senior Manager.

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2018 Annual Report
KANTOR CABANG KELAS A DAN B GRADE A and B BRANCH OFFICES

Information and Communication Technology Department Information and Communication Technology Department
Head, membawahi bagian: Head, supervising:
1. Application Operation and Support Section Head; dan 1. Application Operation and Support Section Head; and
2. Airport Technology and Network Operation Support 2. Airport Technology and Network Operation Support
Section Head. Section Head.
KANTOR CABANG KELAS C GRADE C BRANCH OFFICE

Information and Communication Technology Section Information and Communication Technology Section Head,
Head, yang membawahi bagian: supervising:
1. Application Operation and Support Team 1. Application Operation and Support Team
2. Airport Technology and Network Operation Support 2. Airport Technology and Network Operation Support
Team Team
PERKEMBANGAN STRUKTUR DAN DEVELOPMENT OF STRUCTURE

SUMBER DAYA MANUSIA DIVISI AND HUMAN RESOURCES OF
TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY DIVISION
Dalam rangka mendukung kebutuhan bisnis, In order to support business necessities, to improve
meningkatkan tata kelola teknologi informasi (TI) yang information technology governance that is good and
baik, responsif terhadap setiap masalah operasional dan responsive to every operational problem, and to actively play
selalu berperan aktif dalam menghasilkan layanan TI, a role in providing information technology service, addition
dengan melakukan penambahan pegawai yang sesuai of employee number based on information technology
dengan kompetensi teknologi informasi. Saat ini jumlah competence is crucial. The current number of employees in
pegawai Divisi TI adalah sejumlah 171 pegawai dengan IT Division is 171, with the following compositions.
komposisi antara lain:
Department
Lokasi Group Head Head Section Head Staff
No.
Location Group Head Department Section Head Staff
Head
Kantor Pusat
1 1 4 - 27
Head Office
Bandar Udara Internasional Adi Soemarmo – Solo
2 - - 1 6
Adi Soemarmo International Airport – Solo
Bandar Udara Internasional Adisutjipto –
3 Yogyakarta - 1 2 7
Adisutjipto International Airport – Yogyakarta
Bandar Udara Internasional Jenderal Ahmad Yani
– Semarang
4 - 1 2 6
Jenderal Ahmad Yani International Airport –
Semarang
Bandar Udara Internasional El Tari – Kupang
5 - - 1 4
El Tari International Airport – Kupang
Bandar Udara Internasional Frans Kaisiepo – Biak
6 - - 0 3
Frans Kaisiepo International Airport – Biak
Bandar Udara Internasional I Gusti Ngurah Rai
7 – Bali - 1 2 19
I Gusti Ngurah Rai International Airport – Bali
Bandar Udara Internasional Lombok – Praya
8 - 1 2 7
Lombok International Airport – Praya
Bandar Udara Internasional Juanda – Surabaya
9 - 1 2 11
Juanda International Airport – Surabaya
Bandar Udara Internasional Pattimura – Ambon
10 - - 1 8
Pattimura International Airport – Ambon
Bandar Udara Internasional Sam Ratulangi –
11 Manado - 1 2 8
Sam Ratulangi International Airport – Manado

Department
Lokasi Group Head Head Section Head Staff
No.
Location Group Head Department Section Head Staff
Head
Bandar Udara Internasional Internasional SAMS
12 Sepinggan – Balikpapan - 1 2 10
SAMS Sepinggan International Airport - Balikpapan
Bandar Udara Internasional Sultan Hasanuddin –
13 Makassar - 1 2 12
Sultan Hasanuddin International Airport – Makassar
Bandar Udara Syamsudin Noor – Banjarmasin
14 Syamsudin Noor International Airport – - 1 2 8
Banjarmasin
15 Commercial SBU DPS - - - 0
TOTAL 1 13 21 136
MANAJEMEN TEKNOLOGI INFORMATION TECHNOLOGY

MANAGEMENT
INFORMASI

STRATEGI MANAJEMEN TEKNOLOGI INFORMATION TECHNOLOGY
INFORMASI MANAGEMENT STRATEGY
Strategi pelaksanaan dan pengembangan teknologi The strategy to implement and develop information
informasi yang dijalankan oleh Perseroan mengacu pada technology performed by the Company refers to its Master
masterplan teknologi informasi Perseroan. Beberapa Plan of Information Technology. Several strategic targets
sasaran strategis serta program strategis yang telah and programs performed by Information Technology division
dijalankan oleh Divisi Teknologi Informasi sepanjang throughout 2018 are as follows.
tahun 2018 adalah sebagai berikut.
Sasaran Strategis Program Strategis

No.
Strategic Goals Strategic Programs
1. Integrasi Layanan Triple Play (Video, 1. Peningkatan keamanan jaringan komunikasi data dan terintegrasi antar cabang
Voice dan Data) melalui pembangunan Re-enginering infrastruktur (tahap I).
Integrated Triple Play Services (Video, 1. Increased security of data communication networks that is integrated between
Voice, and Data) branches through the development of infrastructure engineering (phase I).
2. Inisiasi Peningkatan Pengalaman 1. Peningkatan tingkat kepuasan pelanggan (costumer satisfaction index) berupa
Pelangan penambahan fasilitas layanan Self Check-In Kiosk di 4 Bandara Utama (Bandar
Udara Internasional I Gusti Ngurah Rai-Bali, Bandar Udara Internasional
Piloting Customer Experience Juanda- Surabaya, Bandar Udara Internasional Sultan Hasanuddin-Makassar,
Enhancement dan Bandar Udara Internasional Sultan Aji Muhammad Sulaiman Sepinggan-
Balikpapan);
2. Percepatan proses pelayanan keimigrasian di bandara (dengan tetap
mempertimbangkan aspek keamanan dan hukum negara) dengan pemasangan
Perangkat Border Control Management dan Mesin Autogate Pemeriksaan
Keimigrasian (Bandar Udara Internasional I Gusti Ngurah Rai-Bali), dilaksanakan
dengan Direktorat Jenderal Imigrasi; serta
3. Kemudahan dalam proses pengecekkan barang calon penumpang dengan
penggunaan X-ray Smartlane di Bandar Udara Internasional I Gusti Ngurah Rai–
Bali.
1. Increased customer satisfaction index by providing more Self Check-In Kiosk

facilities in 4 Main Airports (I Gusti Ngurah Rai International Airport - Bali, Juanda-
Surabaya Airport, Sultan Hasanuddin-Makassar Airport, and Sultan Aji Muhammad
Sulaiman Sepinggan Airport -Balikpapan);
2. Acceleration of the immigration process at the airport (while considering national
security and legal aspects) by installing the Border Control Management Devices
and the Auto-gate Inspection Machines (I Gusti Ngurah Rai International Airport -
Bali), carried out in collaboration with the Directorate General of Immigration; and
3. Ease in the checking process of passengers’ items with the use of X-ray Smart-Lane
at the I Gusti Ngurah Rai International Airport - Bali.

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2018 Annual Report
Sasaran Strategis Program Strategis

No.
Strategic Goals Strategic Programs
3. Implementasi Operation Excellence Peningkatan koordinasi operasional antar stakeholder di bandara dengan
mengimplementasikan Airport Operation Control Center (AOCC) di 10 bandara yang
Implementation of Operation Excellence dikelola AP1.
Improvement of operational coordination among stakeholders at the airport by

implementing Airport Operation Control Center (AOCC) in 10 airports operated by AP1.
4. Peningkatan IT Governance/Management 1. Mendapatkan strategi berupa action plan yang tepat dan sesuai kebutuhan
perusahaan dalam pengelolaan siber dengan melaksanakan Information
Improvement of IT Governance/ Technology Security Assessment serta pemenuhan kepatuhan Peraturan Menteri
Management Perhubungan No. 80 tahun 2017 tentang Program Keamanan Penerbangan
Nasional dan Peraturan Menteri Komunikasi dan Informatika No. 04 tahun 2016
tentang Sistem Manajemen Pengamanan Informasi;
2. Memastikan pengelolaan teknologi informasi berjalan dengan baik sesuai
dengan strategi dan tujuan perusahaan melalui Penyusunan Keputusan Direksi
No. KEP.205/OM.02.04/2018 tanggal 24 Oktober 2018 tentang Tata Kelola
Teknologi Informasi; serta
3. Mempermudah mengidentifikasi ancaman serangan siber dalam sistem dan
mengukur kerentanan potensinya dengan pelaksanaan security testing yang
meliputi penetration testing, vulnerability assessment, dan host configuration
review secara tahunan.
1. Developing a strategy in the form of appropriate action plans which are in line
with the needs of the company in the cyber management by implementing the
Information Technology Security Assessment while complying with the Regulation
of the Minister of Transportation No. 80 of 2017 on the National Aviation Security
Program and the Regulation of the Minister of Communication and Informatics No.
4 of 2016 on the Information Security Management System;
2. Ensuring the governance of Information Technology runs well in accordance with
the company's strategy and objectives through the Preparation of the Board of
Directors’ Decree No. KEP.205/OM.02.04/2018 dated October 24, 2018 on the
Governance of Information Technology; and
3. Facilitating the identification of cyber attack threats in the system and measuring
their potential vulnerability by implementing Security Testing which includes
Penetration Testing, Vulnerability Assessment, and Host Configuration Review on
an annual basis.
5. Pemenuhan Layanan Enterprise a. Kemudahan perencanaan, penyajian, dan monitoring anggaran perusahaan
Management dengan implementasi pengembangan Enterprise Resource Planning (ERP)
Business Planning and Consolidaton (BPC)-Planning;
Fulfillment of Enterprise Management b. Kemudahaan pengelolaan data Human Capital antara induk dan anak
Services perusahaan melalui implementasi Enterprise Resource Planning (ERP) Multi
Company; serta
c. Kemudahan pengelolaan risiko perusahaan melalui pengembangan sistem
manajemen risikio (i-Risk) berbasis web.
a. Ease of planning, presenting, and monitoring corporate budgets by developing the

Enterprise Resource Planning (ERP) Business Planning and Consolidation (BPC)-
planning;
b. Ease of management of Human Capital data between the parent company and
its subsidiaries through the implementation of Multi Company Enterprise Resource
Planning (ERP); and
c. Ease of company risk management by developing a web-based risk management
(i-Risk) system.
KEBIJAKAN DAN IT GOVERNANCE IT GOVERNANCE AND POLICY

Tata kelola teknologi informasi perseroan terus The Company’s Information Technology Governance
ditingkatkan sesuai dengan perkembangan melalui is continuously improved based on the prevailing
evaluasi secara berkala. Selain itu, tata kelola TI dijadikan development by means of periodical review. Information
pula sebagai pedoman perencanaan, pengembangan, Technology Governance is made into guideline for planning,
dan operasional teknologi informasi dengan mengadopsi development, and operation of information technology by
peraturan maupun regulasi yang berlaku, namun adopting the applicable regulations, while also taking into
tetap mempertimbangkan karakter dan strategi bisnis account the Company’s character and business strategy.
Perseroan.
Dengan adanya Peraturan Menteri Badan Usaha Milik With the existence of Regulation of the Minister of
Negara Nomor: PER-02/MBU/2013 perihal Panduan State-owned Enterprise Number: PER-02/MBU/2013
Penyusunan Pengelolaan Teknologi Informasi Badan on the Guidelines to Formulate Information Technology
Usaha Milik Negara, PT Angkasa Pura I (Persero) sebagai Management in State-owned Enterprises, PT Angkasa Pura
Badan Usaha Milik Negara wajib mengikuti panduan I (Persero) as a State-owned Enterprise is obliged to follow

yang telah disusun dalam dokumen tersebut dengan the guideline formulated in the document by referring to one
mengacu pada salah satu framework yaitu COBIT 4.1. of the frameworks, which is COBIT 4.1. In the first semester
Pada semester I tahun 2017 telah dilaksanakan Audit Tata of 2017, an Audit of Information Technology Governance
Kelola Teknologi Informasi untuk tahun penerapan 2016 was performed for the year 2016 with a maturity level of
dengan nilai kematangan (maturity level) yang didapat 3.25, above the required minimum maturity level of 3.00. In
sebesar 3.25 melebihi syarat level maturitas minimal the next assessment, PT Angkasa Pura I (Persero) referred
3,00. Pada assessment selanjutnya PT Angkasa Pura I to Regulation of the Minister of State-Owned Enterprises
(Persero) mengacu pada Peraturan Menteri Badan Usaha Number: PER-03/MBU/02/2018 on the Amendment to
Milik Negara Nomor: PER-03/MBU/02/2018 tentang Regulation of the Minister of State-Owned Enterprises
Perubahan Atas Peraturan Menteri Badan Usaha Milik Number: PER-02/MBU/2013 on the Guidelines for Preparing
Negara Nomor: PER-02/MBU/2013 perihal Panduan Information Management of State-Owned Enterprises.
Penyusunan Pengelolaan Teknologi Informasi Badan
Usaha Milik Negara.
Pada tahun 2018, dilakukan perbaikan atas rekomendasi In 2018, improvements were made to recommendations
dari hasil assessment tahun 2017, yang berupa pada from the results of the 2017 assessment, in the form of
Prosedur Tata Kelola Teknologi Informasi yang disahkan Information Technology Governance Procedures which were
pada tanggal 24 Oktober 2018 berdasarkan Keputusan ratified on October 24, 2018 based on Decree of the Board of
Direksi dengan Nomor: KEP.205/OM.02.04/2018. Directors Number: KEP.205/OM.02.04/2018. The procedure
Adapun prosedur tata kelola tersebut memuat hal-hal comprises the following matters:
seperti:
1. Ketentuan Umum; 1. General Provisions;
2. Siklus TI; 2. IT Cycles;
3. Struktur Organisasi dan Tata Kelola; 3. Organizational Structure and Governance;
4. Perencanaan Strategis; 4. Strategic Planning;
5. Perencanaan Belanja dan Investasi; 5. Budget and Investment Planning;
6. Pengembangan, Akuisisi dan Implementasi TI; 6. IT Development, Acquisition, and Implementation;
7. Operasi dan Dukungan TI; 7. IT Operations and Supports;
8. Manajemen Layanan; 8. Service Management;
9. Implementasi Kebijakan TI; dan 9. Implementation of IT Policies; and
10. Pemantauan (Monitoring) dan Evaluasi TI. 10. IT Monitoring and Evaluation.
Pada tahun 2018, Perseroan juga telah melakukan In 2018, the Company has also developed information
penyusunan kebijakan teknologi informasi dengan rincian technology policy with the following details:
sebagai berikut:
1. Akses Jaringan Teknologi Informasi; 1. Access to Information Technology Network;
2. Akun Pengguna dan Kode Sandi (Password); 2. User Account and Password
3. Keamanan Fisik Perangkat Teknologi Informasi di 3. Physical Security of Information Technology Devices at
Lokasi Khusus (Ruang Data Center, Ruang Server, Specific Locations (Data Center Room, Server Room,
Rack Switch); Rack Switch);
4. Penggunaan Komputer Portabel; 4. Use of Portable Computer;
5. Penggunaan Server Perusahaan; 5. Use of Company Server, Document;
6. Perlindungan Virus, Malware and Intrusion; 6. Protection from Virus, Malware, and Intrusion;
7. Backup dan Pemeliharaan Data; 7. Data Backup and Maintenance;
8. Penggunaan Surat Elektronik (E-Mail) Perusahaan; 8. Use of Corporate E-mail;
9. Akses Internet; 9. Internet Access;
10. Remote Access (Termasuk Removable Media); 10. Remote Access (including Removable Media);
11. Akses Sistem Informasi; 11. Access to Information System;
12. Kerangka Kerja Pelaksanaan Program Kerja; 12. Framework of Work Program Implementation;
13. Manual Pengguna (Technical Guidance) Asset ICT; 13. User Technical Guidance of ICT Asset;
14. Manajemen Tingkat Layanan (Service Level 14. Service Level Management;
Management);
15. Manajemen Kapasitas Layanan (Capacity 15. ICT Capacity Management;
Management) ICT;
16. Post Implementation Review (PIR); 16. Post Implementation Review;
17. Pengelolaan dan Konfigurasi Asset; 17. Asset Management and Configuration;
18. Pengelolaan Masalah (Problem Management); 18. Problem Management;
19. Pengelolaan Data (Backup, Restore, Retensi dan 19. Data Backup, Restore, Retention, and Disposal;
Disposal); serta
20. Standardisasi Pengelolaan Wifi di Lingkungan 20.
Standardization of Wi-Fi Management in Airport
Bandara; Surrounding.

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2018 Annual Report
Adapun siklus assessment Tata Kelola Teknologi Informasi The Information Technology Governance assessment cycle
pada level kematangan (Maturity Level) untuk Periode at the Maturity Level for the 2016-2019 Period is as follows:
2016-2019 sebagai berikut :
Year IV: Year I:

Assessment and Implementation of
Recommendations IT Governance
(2019) (2016)
Year III: Year II:

Improvement and Assessment and
Implementation Recommendations
(2018) (2017)
Adapun terkait dengan pengendalian risiko operasional, Concerning the control of operational risk, information
Divisi Teknologi Informasi telah melaksanakan beberapa technology division has performed several actions as
tindakan antara lain sebagai berikut: follows:
1. Tata Kelola 1. Governance
• Telah disusunnya prosedur mutu (SOP) dan • New standard operating procedure (SOP) and ICT
kebijakan ICT yang baru menyesuaikan dengan policy have been formulated which are adjusted
metodologi COBIT (Control Objective for to COBIT (Control Objective for Information
Information and Related Technology) dan ITIL and Related Technology) and ITIL (Information
(Information Technology Infrastructure Library). Technology Infrastructure Library).
• Pemisahan fungsi pengembangan dan fungsi • Separation of ICT development function and ICT
operasi ICT. operation function.
• Penyusunan Pengelolaan Teknologi Informasi • The Preparation of Information Technology
Badan Usaha Milik Negara yang mengacu Management for State-Owned Enterprises refers
pada Nomor: PER-03/MBU/02/2018 tentang to Regulation of the Minister of State-Owned
Perubahan Atas Peraturan Menteri Badan Usaha Enterprises Number: PER-03/MBU/02/2018 on the
Milik Negara Nomor: PER-02/MBU/2013 perihal Amendment to Regulation of the Minister of State-
Panduan Penyusunan Pengelolaan Teknologi Owned Enterprises Number: PER-02/MBU/2013
Informasi Badan Usaha Milik Negara. on the Guidelines for Preparing Information
Management of State-Owned Enterprises.
• Semester I tahun 2019, direncanakan akan • It is planned that the implementation of Information
diimplementasikan Review Tata Kelola Teknologi Technology Governance Review will be started
Informasi, sehingga bisa mengetahui nilai in the first semester of 2019 to understand the
kematangan (maturity level) Tata Kelola ICT PT maturity level of PT Angkasa Pura I (Persero)'s ICT
Angkasa Pura I (Persero) periode tahun 2018. Governance in 2018.
2. Backup dan Recovery System 2. Backup dan Recovery System

Dalam rangka pengamanan sistem dan informasi In securing system and information that are enterprise
yang bersifat enterprise telah dilakukan pengendalian in nature, operational risk control has been performed
risiko operasional dengan cara mengimplementasikan by implementing hot backup to enterprise system, by
hot backup terhadap sistem enterprise, dengan placing identical enterprise system at two places.
metode yang digunakan adalah menempatkan sistem
enterprise yang identik di dua tempat yang berbeda.
3. Cyber Security 3. Cyber Security

Mendapatkan strategi berupa action plan yang tepat Developing a strategy in the form of appropriate action
dan sesuai kebutuhan perusahaan dalam pengelolaan plans which are in line with the needs of the company in
siber dengan melaksanakan Information Technology the cyber management by implementing the Information
Security Assessment serta pemenuhan kepatuhan Technology Security Assessment while complying with
Peraturan Menteri Perhubungan No. 80 tahun 2017 the Regulation of the Minister of Transportation Number

tentang Program Keamanan Penerbangan Nasional 80 of 2017 on the National Aviation Security Program
dan Peraturan Menteri Komunikasi dan Informatika and Regulation of the Minister of Communication
No. 04 tahun 2016 tentang Sistem Manajemen and Informatics Number 4 of 2016 on the Information
Pengamanan Informasi. Security Management System.
INFRASTRUKTUR TEKNOLOGI INFORMATION TECHNOLOGY

INFORMASI INFRASTRUCTURE
Dalam rangka meningkatkan mutu kualitas dan layanan In order to improve the quality of network service in the
jaringan di lingkungan Perseroan, telah disusun Company surroundings, a blueprint of PT Angkasa Pura I
blueprint infrastruktur PT Angkasa Pura I (Persero) (Persero) infrastructures has been developed by evaluating
dengan dilakukan evaluasi dan optimasi jaringan secara and optimizing the network as a whole. Data collection was
menyeluruh. Pengumpulan data dilakukan berdasarkan performed according to:
antara lain:
a. Topologi jaringan; a. Network topology;
b. Data daftar Network Equipment (NE); dan b. Data of Network Equipment list;
c. Remote access ke NE oleh PT Angkasa Pura I. c. Remote access to NE by PT Angkasa Pura I (Persero).
Sementara itu, layanan yang berada pada jaringan Meanwhile, services that are on the AP1 network are as
Angkasa Pura I sebagai berikut: follows:
a. Internet; a. Internet;
b. Mail system; b. Mail system;
c. Internal Application antara lain, ERP (Enterprise c. Internal Applications, among others, Enterprise
Resource Planning), POTS (PCS On Ticket System), Resource Planning (ERP), PCS On Ticket System (POTS),
POSS (Point Of Sales System) dan FIDS (Flight Point Of Sales System (POSS), and Flight Information
Information Display System). Display System (FIDS).
d. VoIP (future); serta d. VoIP (future); and
e. Video Conference. e. Video Conference.
Blueprint infrastruktur jaringan yang ada di Perseroan The blueprint of network infrastructure aimed at providing
ditujukan untuk memberikan referensi arsitektur jaringan a reference of network architecture and quick win
dan Quick Win recommendations, sehingga mampu recommendations, so as to provide direction on network
memberikan arahan terhadap peningkatan kualitas quality improvement that is easy and can be applied
jaringan yang mudah dan dapat segera diterapkan. Tipikal immediately. Typical network architecture includes
arsitektur jaringan tersebut, meliputi interkoneksi antara interconnection between head office and branch offices/
kantor pusat dan cabang/bandara yang mendukung airports which support triple play service (data, voice, video
layanan triple play (data, voice, dan video) seperti as seen in the image below.
disampaikan dalam gambar di bawah ini:

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2018 Annual Report
PENERAPAN KEBIJAKAN IMPLEMENTATION OF INFORMATION

TEKNOLOGI INFORMASI TECHNOLOGY POLICY
Program kerja IT Group tahun 2018 yang sesuai dengan Work programs of IT Group in 2018 which correspond to the
penerapan kebijakan TI sebagai berikut: implementation of IT policy are as follows.
No. Kebijakan Implementasi

Policy Implementation
I. Kebijakan terkait IT Security • Renewal Unified Threat Management (UTM) di Kantor Pusat
• Akses Jaringan Teknologi Informasi; untuk kebijakan No. 1 – 5,
• Perlindungan Virus, Malware, dan Intrusion; • Roadmap action plan pengelolaan siber atas Information
• Akses Internet; Technology Security Assessment untuk kebijakan No. 1 – 6.
• Akses Sistem Informasi;
• Remote Access (termasuk Removable Media); serta • Renewal of Unified Threat Management (UTM) at the Head
• Manajemen Kapasitas Layanan (Capacity Management) ICT. Office for policy No. 1 – 5,
• Action plan road map on the cyber governance over the
IT Security Policy Information Technology Security Assessment for policy No. 1 – 6.
• Access to Information Technology Network;
• Protection from Virus, Malware, and Intrusion;
• Internet Access;
• Access to Information System;
• Remote Access (including Removable Media);
• ICT Capacity Management.
II. Kebijakan terkait Data Management Sewa Co-location Data Center untuk kebijakan No. 2 – 5.
• Backup dan Pemeliharaan Data;
• Pengelolaan Data (Backup, Restore, Retensi dan Disposal); Rent of Co-location Data Center for policy No. 2 – 5.
• Keamanan Fisik Perangkat Teknologi Informasi di Lokasi
Khusus (Ruang Data Center, Ruang Server, dan Rack Switch);
• Penggunaan Server Perusahaan; serta
• Backup dan Pemeliharaan Data.
Policy on Data Management

• Data Backup, Restore, Retention, and Disposal;
• Physical Security of Information Technology Devices at Specific
Locations (Data Center Room, Server Room, Rack Switch);
• Use of Company Server;
• Data Backup and Maintenance.
III. Kebijakan terkait Bandwidth Management Pengelolaan WIFI di 13 (tiga belas) Bandara yang dikelola PT
• Akses Internet; serta Angkasa Pura I (Persero).
• Standardisasi Pengelolaan WIFI di Lingkungan Bandara.
Wi-Fi Management in 13 (thirteen) Airports operated by PT
Policy on Bandwidth Management Angkasa Pura I (Persero)
• Internet Access;
• Standardization of Wi-Fi Management in Airport Surroundings.
IV. Kebijakan terkait Help Desk • Annual Technical Support Service Desk Plus, dan
• Manajemen Tingkat Layanan (Service Level Management); • Penambahan lisensi Service Desk Plus.
• Pengelolaan dan Konfigurasi Aset; serta
• Pengelolaan Masalah (Problem Management). • Annual Technical Support Service Desk Plus, and
• Additional Service Desk Plus licenses.
Policy on Help Desk
• Service Level Management;
• Asset Management and Configuration;
• Problem Management.
V. Kebijakan terkait Office Automation • Office Collaboration Platform (OCP) untuk kebijakan No. 1 dan
• Pengguna Surat Elektronik (email) perusahaan; 2,
• Akun Pengguna dan Kode Sandi (Password); • Pengelolaan Seat Management Peralatan TI untuk kebijakan
• Penggunaan Komputer Portabel; serta No. 2 dan 3,
• Backup, Restore, Retensi dan Disposal. • Tata Naskah Dinas Elektronik (TNDE) untuk kebijakan No. 4
Policy on Office Automation • Office Collaboration Platform (OCP) for policy No. 1 dan 2,
• User of Corporate E-mail; • Seat Management of IT Equipment for policy No. 2 and 3,
• User Account and Password; • Electronic Official Document Management (TNDE) for policy No.
• Use of Portable Computer; 4
• Backup, Restore, Retention, and Disposal.
PENGEMBANGAN TEKNOLOGI INFORMATION TECHNOLOGY

INFORMASI TAHUN 2018 DEVELOPMENT IN 2018
Pengembangan teknologi informasi menggunakan dasar The development of information technology uses the basis
Masterplan TI yang selaras dengan RJPP pada tahun 2018, of the IT Master Plan in line with the RJPP in 2018, with the
dengan tema Fit-in Infrastructure and Basic Services dalam theme Fit-in Infrastructure and Basic Services in order to
rangka peningkatan kualitas pelayanan kepada seluruh improve the quality of services to all stakeholders, including:
stakeholder, antara lain:

• Aspek Tata Kelola terdiri dari: • Governance aspects consisting of:

a. Pelaksanaan Information Technology Security a. Implementation of the Information Technology Security
Assessment serta pemenuhan Peraturan Menteri Assessment and the fulfillment of Regulation of Minister
Perhubungan No. 80 tahun 2017 tentang Program of Transportation No. 80 of 2017 on the National
Keamanan Penerbangan Nasional dan Peraturan Aviation Security Program and the Regulation of the
Menteri Komunikasi dan Informatika No. 04 tahun Minister of Communication and Informatics No. 4 of
2016 tentang Sistem Manajemen Pengamanan 2016 on the Information Security Management System.
Informasi. b. The Preparation of the Decree of Board of Directors No.
b. Penyusunan Keputusan Direksi No. KEP.205/ KEP.205/OM.02.04/2018 dated October 24, 2018 on
OM.02.04/2018 tanggal 24 Oktober 2018 the Governance of Information Technology.
tentang Tata Kelola Teknologi Informasi. c. The Formulation of Enterprise Architecture using tools
c. Penyusunan Enterprise Architecture menggunakan to capture the performance of information technology
tools sehingga dapat meng-capture performa atas against the company's business needs.
teknologi informasi terhadap kebutuhan bisnis
perusahaan.
• Aspek Airport Technology terdiri dari: • Airport Technology aspects consisting of:
a. Peningkatan pengawasan keamanan area parkir a. Increased security surveillance of aircraft parking area
pesawat melalui Pengadaan dan Pemasangan through Procurement and Installation of Additional
Penambahan CCTV di Terminal and Airside Bandar CCTVs at the Terminals and Airside of the Frans
Udara Internasional Frans Kaiseipo-Biak dan Kaisiepo International Airport - Biak and Procurement
Pengadaan dan Pemasangan CCTV Terminal and Installation of CCTVs at the Terminals and Airside
dan Airside (Tahap II) Bandar Udara Sultan (Phase II) of the Sultan Hasanuddin International
Hassanudin-Makassar. Airport - Makasar.
b. Pemasangan CCTV area perimeter di Bandar b. Installation of CCTVs in the perimeter areas of the
Udara Internasional Sultan Hassanudin-Makassar Sultan Hasanuddin International Airport - Makasar and
dan Bandar Udara Internasional Frans Kaiseipo- the Frans Kaisiepo International Airport - Biak equipped
Biak yang dilengkapi fitur video analytic sehingga with an analytical video feature to help improve flight
dapat membantu peningkatan keamanan security.
penerbangan.
c. Penggunaan Airport Operation Control Center c. Use of Airport Operation Control Center (AOCC) in 10
(AOCC) di 10 bandara sebagai pusat kendali airports as a control center to oversee operational
untuk mengawasi aktivitas operasional baik di sisi activities both on the air-side and land-side of the
airside maupun landside bandara. airports.
d. Implementasi Perangkat Konter BCM dan Mesin d. Implementation of BCM Devices and Auto-gate
Autogate Pemeriksaan Keimigrasian di Bandar Machines for Immigration Checks at the I Gusti
Udara Internasional I Gusti Ngurah Rai - Bali Ngurah Rai International Airport - Bali to speed up the
sehingga dapat mempercepat proses pelayanan immigration process independently.
keimigrasian secara mandiri.
e. Penggunaan X-ray Smartlane di Bandar Udara e. Use of X-ray Smart-lane at the I Gusti Ngurah Rai
Internasional I Gusti Ngurah Rai-Bali untuk International Airport - Bali to speed up the process of
mempercepat proses pemeriksaan barang calon passenger item inspection.
penumpang.
• Aspek ICT Infrastruktur terdiri dari: • ICT aspects consisting of:
a. Pembangunan Re-enginering infrastruktur (Tahap a. Construction of infrastructure engineering (phase I) of
I) jaringan komunikasi data yang terintegrasi dan integrated and secure data communication network as
aman sebagai backbone layanan perusahaan. the company's service backbone.
b. Sewa Jaringan Private yakni Virtual Private b. Private Network Lease namely Virtual Private Network
Network – Internet Protocol (VPN-IP) Wide Area – Internet Protocol (VPN-IP) Wide Area Network (WAN
Network (WAN 3) yang redundant dengan Sewa 3) that is redundant with Private Network Leasing (IP
Jaringan Private (Virtual Private Network-IP) Wide Private Network) Wide Area Network (WAN 2) to meet
Area Network (WAN 2) sehingga dapat memenuhi the need of secure data delivery to support triple play
kebutuhan pengiriman data yang secure untuk communication (data, voice, and video).
mendukung komunikasi triple play (data, voice dan
video).
c. Efisiensi biaya komunikasi telepon antar cabang c. Cost efficiency of inter-branch telephone
menggunakan teknologi Private Branch Exchange communication using Private Branch Exchange (PBX)
(PBX) Voice-over-IP yang terintegrasi dengan Voice-over-IP technology that is integrated with all AP1
seluruh kantor cabang Angkasa Pura I. branch offices.

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• Aspek Sistem Informasi terdiri dari: • Information System aspects consisting of:
a. Pengembangan Sistem Monitoring Penggunaan a. Development of a web-based Monitoring System of the
Wisma Bima Chakti Kopo berbasis web digunakan Use of Wisma Bima Chakti Kopo to facilitate prospective
untuk mempermudah para calon pengguna dalam users in ordering the guest-house online.
memesan wisma secara online.
b. Implementasi pengembangan ERP Business b. Development of ERP Business Planning and
Planning and Consolidaton (BPC) sebagai alat Consolidation (BPC) as a control instrument which
kontrol yang dapat digunakan untuk perbandingan can be used for comparison between the Company's
antara perencanaan dan realisasi Perseroan, planning and realization, in the form of data compilation
berupa penyusunan data RKAP, persertujuan, on the Corporate Work and Budget Plans (RKAP),
monitoring, serta pelaporan secara berkala. approval, monitoring, and periodic reporting.
c. Implementasi ERP Multi Company dengan modul c. Implementation of the Multi Company ERP with the
HCIS (Human Capital Information System) antara Human Capital Information System (HCIS) module
Induk Perusahaan dengan Entitas Anak. between the Parent Company and Its Subsidiaries.
d. Pengembangan Corporate Performance d. Development of Corporate Performance Monitoring
Monitoring and Evaluation System sehingga and Evaluation System to facilitate processing and
dapat mempermudah pengolahan, integrasi dan integration as well as to accelerate the reporting process
mempercepat proses pelaporan capaian Key of the achievement of the company's Key Performance
Performance Indicator (KPI) Perseroan. Indicators (KPI).
BIAYA PENGEMBANGAN INFRASTRUKTUR COST OF INFORMATION TECHNOLOGY

TEKNOLOGI INFORMASI INFRASTRUCTURE DEVELOPMENT
Pada tahun 2018 program kerja ICT Group sebanyak 39 In 2018, there were 39 (thirty-nine) work programs of ICT
(tiga puluh sembilan) program kerja di mana 21 (dua Group Work, 21 (twenty-one) of which were successfully
puluh satu) program kerja dapat terlaksana sebanyak implemented and the 11 (eleven) work programs are carried
program dan 11 (sebelas) program kerja di Carry Over/ over/Multi Years to 2019. Budget and investment cost
Multi Years ke Tahun 2019. Sedangkan untuk anggaran spent for information technology development in 2018 was
dan biaya investasi yang telah digunakan untuk Rp342,904,126,299. This has increased by 44.71% compared
pengembangan teknologi informasi di tahun 2018 sebesar to that in 2017 that was Rp236,967,180,922.
Rp342.904.126.299. Nilai tersebut mengalami kenaikan
sebesar 44,71% dibandingkan tahun 2017 sebesar
Rp236.967.180.922.
Pelaksanaan Program Kerja Investasi Tahun 2018
Carry Over/MultiYears 18% (11 progker)
Terlaksana 82% (21 progker)

RENCANA PENGEMBANGAN INFORMATION TECHNOLOGY

TEKNOLOGI INFORMASI KE DEPAN DEVELOPMENT PLAN
Pengembangan teknologi informasi Perseroan ke Development of the Company's information technology has
depannya telah direncanakan dan disusun sejalan been planned and arranged in line with the Company's Long
dengan Rencana Jangka Panjang Perusahaan (RJPP) Term Plan (RJPP) and Information Technology Master Plan.
dan Masterplan Teknologi Informasi. Pengembangan Development of Information Technology focuses on several
Teknologi Informasi ke depan fokus pada beberapa poin points as follows:
sebagai berikut:
• Arsitektur Bisnis meliputi: • Business Architecture including:
1. Revenue Assurance untuk mencegah risiko 1. Revenue Assurance to prevent the risk of revenue
kebocoran pendapatan: leakage:
a. Integrasi sistem informasi, dan a. Integration of information systems, and
b. Pengelolaan Account Receivable/Account b. Management of centralized Account
Payable terpusat. Receivable/Account Payable.
2. Mendukung model bisnis airport city dan 2. Support to airport city and Aerotropolis business
Aerotropolis terdiri dari: model including:
a. Peningkatan kualitas layanan kepada a. Improvement of the quality of services to the
penumpang, passengers,
b. Memberikan optimasi peluang new revenue b. Optimizing new revenue stream opportunities
stream bagi perusahaan dengan memonetisasi for the company by monetizing passengers-
layanan terkait passenger dan logistic, dan and-logistics related services, and
c. Mendukung Smart Airport. c. Supporting a Smart Airport.
• Arsitektur TI meliputi: • IT Architecture including:
1. Peningkatan customer experience terdiri dari: 1. Improvement of customer experience including:
a. Personalisasi layanan melalui beragam a. Service personalization through various
delivery channel, delivery channels,
b. Layanan sistem informasi berorientasi b. Customer-oriented information system service,
pelanggan,
2. Integrasi proses bisnis transaksional bandara 2. Integration of transactional business processes at
terdiri dari: the airport, including:
a. Mengurangi potensi kesalahan dengan a. Reducing potential mistakes by minimizing
menimimalisir redundansi entry data redundancy of operational data entry,
operasional,
b. Integrasi sistem-sistem utama operasional b. Integration of key systems of airport operation
bandara dengan pendukungnya, serta back- with the supporting system, as well as back
office, office,
c. Workforce management yang terkait dengan c. Workforce management related to airport
operasional airport. operations.
3. Membangun system surveillance yang terintegrasi. 3. Development of integrated surveillance system.
4. Dukungan pengambilan keputusan berbasis 4. Decision support based on analytical and predictive
layanan analitikal dan prediktif terkait kebutuhan services related to the need for quality information
akan informasi berkualitas untuk pengambilan for decision making in the form of dashboards for
keputusan berupa dashboard bagi manajemen. management.
5. Infrastruktur yang terintegrasi, aman dan 5. Integrated and secure infrastructures which
mendukung triple-play terdiri dari: supports triple-play, including:
a. Fasilitas dan perangkat keras Data Center a. Data Center (DC)/Disaster Recovery Center
(DC)/Disaster Recovery Center (DRC) yang (DRC) facilities and hardware that comply with
sesuai standar internasional, serta international standards, as well as
b. Konfigurasi jaringan dan keamanan yang b. Network and security configurations which
sesuai standar internasional. comply with international standards.

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2018 Annual Report
05
TATA KELOLA PERUSAHAAN

TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE
Implementasi good corporate governance (GCG) The implementation of good corporate

telah berimplikasi terhadap kinerja Perseroan. Hal governance (GCG) has implications for the
ini ditunjukkan dengan pencapaian selama tahun Company's performance. This is indicated
2018 baik dari kinerja keuangan dan operasional. by the achievements during 2018 both from
Hal ini ditunjukkan dengan peningkatan laba financial and operational performance. This
tahun berjalan yang cukup signifikan tumbuh is indicated by the increase in profit for the
41,23%. Di samping itu, hasil dari implementasi year which was quite significant, growing
GCG juga terlihat dari kepercayaan pihak eksternal 41.23%. In addition, the results of GCG
kepada Perseroan. Beberapa bandar udara yang implementation can also be seen from the
dikelola oleh PT Angkasa Pura I (Persero) telah trust of external parties to the Company.
mendapatkan penghargaan bergengsi baik di Some airports managed by PT Angkasa Pura
tingkat nasional maupun internasional. I (Persero) have received prestigious awards
both at national and international levels.

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2018 Annual Report
Implementasi good corporate governance (GCG) The implementation of good corporate governance (GCG)
telah berimplikasi terhadap kinerja Perseroan. Hal ini has implications for the Company's performance. This is
ditunjukkan dengan pencapaian di tahun 2018 sebagai indicated by the achievements in 2018 as follows.
berikut.
• Peringkat 1 Bandara Terbaik di Dunia, Kategori Jumlah • Ranked 1 of the Best Airports in the World, Category of
Penumpang 15-25 juta orang per tahun untuk Bandar Number of Passengers of 15-25 million people per year
Udara Internasional I Gusti Ngurah Rai, Bali. for I Gusti Ngurah Rai International Airport, Bali.
• Peringkat 2 Terbaik di Dunia, Kategori Jumlah • Ranked 2 Best in the World, Category Number of
Penumpang 15-25 juta orang per tahun untuk Bandar Passengers 15-25 million people per year for Sultan Aji
Udara Internasional Sultan Aji Muhammad Sulaiman Muhammad Sulaiman Sepinggan International Airport,
Sepinggan, Balikpapan. Balikpapan.
• Peringkat 3 Terbaik di Dunia, Kategori Jumlah • Ranked 3 Best in the World, Category Number of
Penumpang 15-25 juta orang per tahun untuk Bandar Passengers 15-25 million people per year for Juanda
Udara Internasional Juanda, Surabaya. International Airport, Surabaya.
• Best Company to Work for in Asia 2018. • Best Company to Work for Asia 2018.
• Best Employee Engagement Award 2018. • Best Employee Engagement Award 2018.
• Pencapaian Skor GCG 91,34 dengan kategori Sangat • Achievement of 91.34 GCG Scores in the Very Good
Baik. category.
Dari sisi kinerja keuangan, pencapaian yang diperoleh di In terms of financial performance, the achievements
2018 adalah sebagai berikut. obtained in 2018 are as follows.
• Total Aset tumbuh 27,80% menjadi Rp31,61 triliun. • The total assets grow up to 27.80% reaching Rp31.61
trillion.

• Pendapatan Aeronautika meningkat 12,99% menjadi • The Aeronautics revenue grows up to 12.99% reaching
Rp5,11 triliun. Rp5.11 trillion.
• Pendapatan Usaha sebesar Rp8,52 triliun atau • The business revenue grows up to 18.44% reaching
bertumbuh sebesar 18,44%. Rp8.52 trillion.
• Laba Tahun Berjalan sebesar Rp2,00 triliun atau • The active year profit grows up to 41.23% reaching Rp2
bertumbuh sebesar 41,23%. trillion.
• Ekuitas bertumbuh 12,32% menjadi Rp15,05 triliun. • The equity grows up to 12.32% reaching Rp15.05 trillion.
DASAR PENERAPAN CORPORATE BASES FOR THE IMPLEMENTATION OF

CORPORATE GOVERNANCE
GOVERNANCE
Penerapan GCG di PT Angkasa Pura I (Persero) mengacu To implement GCG, PT Angkasa Pura I (Persero) complies
kepada beberapa ketentuan yang belaku, yaitu: with a number of applicable laws and regulations, namely:
1. Undang-Undang No. 19 tahun 2003 tentang BUMN. 1. Law No. 19 of 2003 concerning SOEs.
2. Undang-Undang No. 40 tahun 2007 tentang 2. Law No. 40 of 2007 concerning Limited Liability
Perseroan Terbatas. Companies.
3. Peraturan Pemerintah Republik Indonesia No. 45 3. Regulation of the Government of the Republic of
tahun 2001 tentang Perubahan atas Peraturan Indonesia No. 45 of 2001 concerning the Amendment to
Pemerintah Nomor 12 tahun 1998 tentang Perusahaan the Government Regulation No. 12 of 1998 concerning
Perseroan (Persero). Public Companies.
4. Peraturan Menteri Negara BUMN No. PER-01/ 4. Regulation of the Minister of SOEs No. PER-01/MBU/2011
MBU/2011 tanggal 1 Agustus 2011 tentang Penerapan dated August 1, 2011 concerning Implementation of Good
Tata Kelola Perusahaan yang Baik pada BUMN dan Corporate Governance in SOEs and the Amendment to
perubahannya Peraturan Menteri Negara BUMN No. the Regulation of the Minister of SOEs No. PER-09/
PER-09/MBU/2012 tanggal 6 Juli 2012. MBU/2012 dated July 6, 2012.
5. Keputusan Sekretaris Kementerian Badan Usaha 5. Decree of the Secretary of the SOE Ministry No. SK-
Milik Negara No. SK-16/S.MBU/2012 tanggal 6 Juni 16/S.MBU/2012 dated June 6, 2012 concerning
2012 tentang Indikator/Parameter Penilaian dan Indicators/Parameters for Assessing and Evaluating
Evaluasi atas Penerapan Tata Kelola Perusahaan yang the Implementation of Good Corporate Governance in
Baik (Good Corporate Governance) pada BUMN. SOEs.
6. Peraturan Otoritas Jasa Keuangan No. 8/POJK.04/2015 6. OJK’s Regulation No. 8/POJK.04/2015 concerning the
tentang Situs Web Emiten atau Perusahaan Publik. Website of an Issuer or Public Company.
7. Peraturan Otoritas Jasa Keuangan No. 31/ 7. OJK’s Regulation No. 31/POJK.04/2015 concerning
POJK.04/2015 tentang Keterbukaan atas Informasi Transparency of Material Information or Facts by Issuers
atau Fakta Material oleh Emiten atau Perusahaan Publik. or Public Companies.
8. Peraturan Otoritas Jasa Keuangan No. 21/ 8. OJK’s Regulation No. 21/POJK.04/2015 concerning
POJK.04/2015 tentang Penerapan Pedoman Tata Implementation of Guidelines for the Governance of a
Kelola Perusahaan Terbuka. Public Company.
9. Surat Edaran Otoritas Jasa Keuangan No. 32/ 9. OJK’s Circular No. 32/SEOJK.04/2015 concerning
SEOJK.04/2015 tentang Tata Kelola Perusahaan Governance of a Public Company.
Terbuka.

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2018 Annual Report
Selain itu, penerapan GCG juga mengacu pada praktik- Moreover, GCG is also implemented in compliance with the
praktik bisnis terbaik yang meliputi antara lain: best business practices, which among others include:
1. Pedoman GCG Indonesia yang dikembangkan oleh 1. The Indonesian GCG Guidelines developed by the
Komite Nasional Kebijakan Governance (KNKG). National Committee on Governance Policies (KNKG).
2. Prinsip-prinsip Corporate Governance untuk Stated 2. Corporate governance principles for state-owned
Owned Company yang dikembangkan oleh Organization companies developed by the Organization for Economic
for Economic Co-operation and Development (OECD). Cooperation and Development (OECD).
3. ASEAN Corporate Governance Scorecard. 3. ASEAN Corporate Governance Scorecard.
RERANGKA PENERAPAN CORPORATE FRAMEWORK OF IMPLEMENTATION OF

CORPORATE GOVERNANCE
GOVERNANCE
Governance Structure Governance Process Governance Outcome
• Organ Utama • Komitmen Terhadap • Mengoptimalkan nilai Perseroan

• Organ Penunjang Penerapan Tata Kelola sehingga memiliki daya saing yang
• Infrasuktur Perusahaan yang Baik kuat, baik secara nasional maupun
Secara Berkelanjutan internasional.
• Main Organs. • Pemegang Saham dan • Mendorong pengelolaan Perseroan
• Supporting Organs. RUPS/Pemilik Modal secara profesional, efisien, dan efektif
• Infrastructures • Tanggung Jawab dan meningkatkan kemandirian
Corporate Governance Dewan Komisaris Organ Perseroan.
• Tanggung Jawab • Mendorong Organ Perseroan dalam
Direksi membuat keputusan dan menjalankan
• Pengungkapan tindakan dilandasi nilai moral yang
Informasi dan tinggi dan kepatuhan terhadap
Transparansi peraturan perundang-undangan,
serta kesadaran akan adanya
• Commitment tanggung jawab sosial Perseroan
• to Sustainable terhadap pemangku kepentingan
Implementation of Good maupun kelestarian lingkungan hidup.
Corporate. • Meningkatkan kontribusi Perseroan
• Shareholders and GMS/ dalam perekonomian nasional.
Capital Owners. • Meningkatkan iklim yang kondusif
• Responsibilities bagi perkembangan investasi
of the Board of nasional.
Commissioners.
• Responsibilities of the • Optimizing corporate values so as to
Board of Directors. have strong competitiveness both at
• Disclosure of national and international levels.
Information and • Promoting professional, efficient, and
Transparency. effective management of the Company
and improving independence of the
Company’s organs.
• Encouraging the Company’s organs
to make decisions and implement
actions based on high moral values and
compliance with laws and regulations,
and awareness that the Company
has social responsibilities to both
stakeholders and environmental
preservation.
• Increasing the Company’s contribution
to the national economy.
• Improving a climate conducive to the
national investment growth.

ASESMEN GOOD CORPORATE ASSESSMENT OF GOOD CORPORATE

GOVERNANCE
GOVERNANCE
GCG Assessment merupakan upaya sistematik untuk GCG Assessment is a systematic effort to collect and process
menghimpun dan mengolah data (fakta dan informasi) reliable and valid data (facts and information) in order to
yang handal dan sahih sehingga dapat disimpulkan draw conclusions relating to the existing realities that can
kenyataan yang dapat digunakan sebagai landasan tindakan be used as a basis for management to enable effective GCG
manajemen agar pelaksanaan GCG dapat dilakukan secara implementation. Assessment becomes part of the check
efektif. Assessment menjadi bagian dari mekanisme check and balance mechanism. Through assessment, the extent to
and balances. Dengan assessment, maka capaian kegiatan which an activity is successfully realized can be determined
dapat diketahui dengan pasti dan tindakan lebih lanjut untuk precisely and further measures to improve the performance
memperbaiki kinerja suatu kegiatan dapat ditetapkan. of an activity can be determined.
KRITERIA PENILAIAN ASSESSMENT CRITERIA
Pelaksanaan GCG assessment tersebut berdasarkan The implementation of the GCG assessment is based on
Keputusan Sekretaris Kementerian Badan Usaha Milik the Decree of the Secretary of the SOE Ministry No. SK-
Negara Nomor SK-16/S.MBU/2012 tanggal 6 Juni 2012 16/S.MBU/2012 dated June 6, 2012 concerning Indicators/
tentang Indikator/Parameter Penilaian dan Evaluasi Parameters for Assessing and Evaluating the Implementation
atas Penerapan Tata Kelola Perusahaan yang Baik (Good of Good Corporate Governance in SOEs. The indicators used
Corporate Governance) pada BUMN. Indikator yang in the GCG assessment include:
digunakan dalam assessment GCG tersebut meliputi:
1. Komitmen terhadap penerapan Tata Kelola 1. Commitment to Sustainable Implementation of Good
Perusahaan yang Baik secara berkelanjutan. Corporate Governance.
2. Pemegang Saham dan RUPS/Pemilik Modal. 2. Shareholders and GMS/Capital Owners.
3. Dewan Komisaris/Dewan Pengawas. 3. Board of Commissioners/Supervisory Board.
4. Direksi. 4. Board of Directors.
5. Pengungkapan informasi dan transparansi. 5. Disclosure of Information and Transparency.
6. Aspek lainnya. 6. Other Aspects.
PIHAK YANG MELAKUKAN ASSESSORS

ASSESSMENT
Pada tahun 2018, PT Angkasa Pura I (Persero) telah In 2018, PT Angkasa Pura I (Persero) conducted GCG
melakukan GCG Assessment untuk tahun buku 2017 yang assessment for the fiscal year of 2017, which was performed
dilaksanakan oleh Sierra Konsulting. Sedangkan pihak by Sierra Konsulting. Whereas, the party that conducted
yang telah melakukan GCG Assessment di tahun 2017 GCG Assessment in 2017 for fiscal year 2016 is PT Bumi
untuk tahun buku 2016 adalah PT Bumi Pertiwi Mandiri. Pertiwi Mandiri.
SKOR PENILAIAN SCORING SYSTEM
PT Angkasa Pura I (Persero) secara berkala melakukan PT Angkasa Pura I (Persero) has periodically conducted
pengukuran implementasi GCG (GCG assessment) assessment of GCG implementation in the Company since
di Perseroan sejak tahun 2007. Hal ini dilakukan 2007. This aims to obtain the objective assessment of GCG
untuk memperoleh penilaian yang objektif mengenai implementation in the Company. The GCG Assessment in
implementasi GCG di Perusahaan. Assessment GCG the Company can be conducted independently, i.e. by the
di Perseroan dapat dilakukan secara mandiri oleh Company itself (self-assessment), or using the services of
internal Perseroan (self assessment) ataupun dengan independent parties (external evaluation).
menggunakan jasa pihak independen (evaluasi eksternal).
Adapun pencapaian hasil GCG assessment PT Angkasa Pura GCG assessment results of PT Angkasa Pura I (Persero) for
I (Persero) dalam 5 (lima) tahun terakhir sebagai berikut. the last 5 (five) years are presented below.

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2018 Annual Report
Tabel Hasil GCG Assessment

Table of GCG Assessment Results
Tahun Pelaksanaan
Assessment GCG
Skor GCG Assessment Kategori Pelaksana
Year of
Score of GCG Assessment Category Performed by
Implementation of
GCG Assessment
Sangat Baik
2018 91.34 Sierra Konsulting
Excellent
Sangat Baik
2017 90,85 PT Bumi Pertiwi Mandiri
Excellent
Sangat Baik
2016 90,83 PT Adikarya Gemilang Solusindo
Excellent
Sangat Baik
2015 90,46 PT Bumi Pertiwi Mandiri
Excellent
Self assessment dengan didampingi Pusat

Baik Pengembangan Akuntansi dan Keuangan/Self-
2014 84,05
Good assessment under supervision of the Center for
Accounting and Financial Development
Hasil GCG assessment PT Angkasa Pura I (Persero) pada GCG assessment results of PT Angkasa Pura I (Persero) in
2018 sebagai berikut: 2018 are described in the following table:
Tabel Hasil GCG Assessment

Table of GCG Assessment Result
Kriteria Bobot Skor % Capaian

No.
Criteria Percentage Score % Realization
Komitmen Terhadap Penerapan Tata Kelola Perusahaan

1. yang Baik Secara Berkelanjutan/Commitment to 7% 5.5670 79.53
Sustainable Implementation of Good Corporate Governance
Pemegang Saham dan RUPS/Pemilik Modal/Shareholders

2. 9% 8.0195 89.11
and GMS/Capital Owners
3. Dewan Komisaris/Board of Commissioners 35% 34.1226 97.49
4. Direksi/Board of Directors 35% 33.5864 95.96
Pengungkapan Informasi dan Transparansi/Disclosure of

5. 9% 7.5480 83.87
Information and Transparency
6. Aspek Lainnya/Other Aspects 5% 2.5000 50.00
Skor Keseluruhan/Total Score 100,00 91.3435 91.34
Kualitas Penerapan GCG/GCG Implementation Quality Sangat Baik/Excellent
REKOMENDASI DAN RECOMMENDATIONS AND FOLLOW-

TINDAKLANJUTNYA UP
Beberapa kelemahan pelaksanaan good corporate To the shortcomings in the implementation of good corporate
governance yang berhasil di identifikasi dari proses governance which have been successfully identified based
assessment GCG selanjutnya direkomendasikan untuk on the GCG assessment process, it is recommended to follow
ditindaklanjuti guna peningkatan kualitas implementasi up on those shortcomings so as to improve the quality of
GCG kedepannya. GCG implementation in the future.
Beberapa kelemahan yang direkomendasikan untuk Some of the shortcomings recommended to be improved
dilakukan tindakan perbaikan adalah sebagai berikut: are:

Rekomendasi Tindak Lanjut

No.
Recommendation Follow-Up
1. Menyempurnakan Tata Laksana Kerja Direksi dan Dewan Tata Laksana Kerja Direksi dan Dewan Komisaris telah
Komisaris untuk menyesuaikan dengan peraturan-peraturan disempurnakan dan disesuaikan dengan peraturan-
Menteri BUMN yang dikeluarkan tahun 2015 perihal persyaratan peraturan BUMN yang dikeluarkan tahun 2015.
serta tata cara pengangkatan dan pemberhentian Dewan The Work Procedures of the Board of Directors and Board of
Komisaris dan Direksi BUMN. Commissioners have been improved and adjusted to SOE
Making improvements to the Work Procedures of the Board of regulations issue in 2015.
Directors and Board of Commissioners to make adjustment to
the regulations of the Minister of SOEs issued in 2015 concerning
requirements and procedure of appointment and dismissal of the
Board of Commissioners and Board of Directors of SOE.
2. Menyempurnakan Pedoman Etika Perusahaan untuk Pedoman Etika Perusahaan telah dimutakhirkan.
menambahkan pengaturan perihal perangkat turunan untuk Updates have been made to the Company’s Code of Ethics.
mempermudah implementasi Pedoman Etika Perusahaan, yang
mencakup pengendalian gratifikasi, pelaporan harta kekayaan
serta pelaporan pelanggaran (whistleblowing system).
Making improvements to the Company’s Code of Ethics in order that
it includes regulations concerning derivative instruments to facilitate
implementation of the Company’s Code of Ethics, which includes
gratuity control, asset reporting, and the whistle blowing system.
3. Mengesahkan Code of Corporate Governance, Board Manual hasil Sedang dilakukan pengesahan terhadap Code of Corporate
reviu dan Pedoman Perilaku hasil reviu dengan melaksanakan Governance, Board Manual hasil reviu dan Pedoman
penandatanganan secara bersama antara Dewan Komisaris dan Perilaku hasil reviu.
Direksi. Code of Corporate Governance, reviewed Board Manual and
Approving Code of Corporate Governance, reviewed Board Manual reviewed Behavioral Guideline are being approved.
and reviewed Behavioral Guideline by carrying out joint signing
between the Board of Commissioners and Board of Directors.
4. Menandatangani pernyataan kepatuhan terhadap Pedoman Pernyataan tahunan perihal tidak memiliki benturan
Perilaku pada setiap awal tahun. kepentingan atau pernyataan komitmen untuk mentaati
Signing the declaration of the company’s compliance to Behavioral Pedoman Perilaku Perseroan telah ditandatangani oleh
Guideline at the beginning of every year. Dewan Komisaris.
Annual declaration concerning the lack of conflict of interest
or declaration of commitment to comply with the Company’s
Behavioral Guideline has been signed by the Board of
Commissioners.
5. Melaksanakan sosialisasi kebijakan whistleblowing system Sosialisasi kebijakan whistleblowing system telah dilakukan
kepada pegawai dan stakeholders Perusahaan. melalui pendistribusian Pedoman Whistleblowing System
Socializing whistleblowing system policy to the Company’s dan pembuatan video infografis.
personnel and stakeholders. Socialization of whistleblowing system policy has been
performed by distributing Whistleblowing System guideline
and making infographic video.
6. Menyiapkan dukungan sarana teknologi informasi untuk Telah tersedia sarana teknologi informasi dalam pelaporan
mendukung penerapan kebijakan whistleblowing system. whistleblowing system yaitu www.wbs.ap1.co.id.
Preparing supporting information technology facility to support Information technology facility has been available in
the implementation of whistleblowing system policy. whistleblowing system reporting on www.wbs.ap1.co.id.
7. Dewan Komisaris menyampaikan telaah atau kajian kepada Telah disampaikan hasil telaah kepada Direksi melalui
Direksi atas kebijakan dan rancangan sistem pengendalian arahan Dewan Komisaris tentang sistem pengendalian
internal Perusahaan serta hasil evaluasi atas efektivitas internal Perusahaan pada Rapat Gabungan Dewan
pengendalian internal yang berjalan pada tingkat entitas, Komisaris dan Direksi.
tingkat operasional/aktivitas dan tingkat korporat. The review have been submitted to the Board of Directors
Board of Commissioners submitting review or study to the Board through the direction of the Board of Commissioners
of Directors concerning the policy and design of the Company’s regarding the Company's internal control system at the Joint
internal control system, as well as the evaluation results of Meetings of the Board of Commissioners and Directors.
the effectiveness of the current internal control at entity level,
operational/activity level and corporate level.
8. Dewan Komisaris menyampaikan telaah atau kajian kepada Telah disampaikan hasil telaah kepada Direksi melalui
Direksi atas kebijakan sistem teknologi informasi dan arahan Dewan Komisaris tentang kebijakan sistem
pelaksanaannya. teknologi informasi dan pelaksanaannya pada Rapat
Submitting review or study to the Board of Directors concerning the Gabungan Dewan Komisaris dan Direksi.
policy of information technology system and its implementation. The review have been submitted to the Board of Directors
through the direction of the Board of Commissioners
on information technology system policies and their
implementation at the Joint Meetings of the Board of
Commissioners and Directors.
9. Menandatangani pernyataan tahunan perihal tidak memiliki Pedoman Perilaku Perusahaan sedang dalam tahap
benturan kepentingan atau pernyataan komitmen untuk pengesahan Dewan Komisaris.
mentaati Pedoman Perilaku Perusahaan. The Company’s Behavioral Guideline is being approved by
Signing annual declaration on the lack of conflict of interest the Board of Commissioners.
or declaration of commitment to comply with the Company’s
Behavioral Guideline.
10. Membahas hasil asesmen GCG dan rencana tindak lanjut hasil Telah dilakukan pembahasan rencana tindak lanjut hasil
asesmen GCG bersama Direksi dan menuangkan pembahasan asesmen GCG bersama Direksi pada tanggal 27 Maret
tersebut dalam risalah rapat. 2019.
xDiscussing GCG assessment results and follow-up plans of the Discussion of the follow-up plan on the results of the GCG
GCG assessment results with the Board of Directors and including assessment with the Board of Directors was discussed on
the discussion in the minutes of meeting. March 27, 2019.

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No.
11. Menindaklanjuti seluruh area of improvement hasil asesmen Perseroan telah menindaklanjuti area of improvement hasil
GCG tahun-tahun sebelumnya. asesmen GCG tahun-tahun sebelumnya. Hal ini terlihat
Following up all areas of improvement of GCG assessment results dari peningkatan skor asesmen di 2018.
of the previous years. The Company has followed up on the area of improvement
from previous GCG assessment results. This can be seen from
the increase in assessment scores in 2018.
12. Menyempurnakan format standar risalah rapat Dewan Komisaris Telah menyempurnakan format standar risalah rapat
dengan mencantumkan agenda dan hasil pembahasan atas Dewan Komisaris dengan mencantumkan agenda dan hasil
keputusan hasil rapat sebelumnya. pembahasan atas keputusan hasil rapat sebelumnya.
Making improvements to the standard format of the minutes The standard format of the minutes of meeting of the Board
of meeting of the Board of Commissioners by adding agenda of Commissioners by adding agenda and discussion results
and discussion results on the resulting decisions of the previous on the resulting decisions of the previous meetings has been
meetings. improved.
13. Seluruh anggota Dewan Komisaris yang mengikuti rapat untuk Risalah Rapat telah ditandatangani oleh Dewan Komisaris.
menandatangani risalah rapat Dewan Komisaris. Minutes of Meeting have been signed by the Board of
All members of the Board of Commissioners who join meetings Commissioners.
should sign the standard format of the minutes of meeting of the
Board of Commissioners.
14. Menunjuk anggota Dewan Komisaris Independen sebagai Ketua Komite Audit telah diketuai oleh Komisaris Independen.
Komite Dewan Komisaris. The Audit Committee has been chaired by an Independent
Appointing independent member of the Board of Commissioners Commissioner.
as the Head of the Committee of the Board of Commissioners.
15. Menyiapkan risalah untuk setiap pelaksanaan rapat antara Telah menyiapkan risalah untuk setiap pelaksanaan rapat
Komite-komite Dewan Komisaris dengan jajaran manajemen. antara Komite-komite Dewan Komisaris dengan jajaran
Preparing the minutes for every meeting between the Committees manajemen.
of the Board of Commissioners with the management rank. The minutes of every meeting between the Committees of
the Board of Commissioners with the management rank have
been prepared.
16. Melengkapi pedoman, prosedur dan instruksi kerja untuk Sudah dilengkapi pedoman, prosedur dan instruksi
seluruh proses bisnis inti yang berjalan di Perusahaan. kerja untuk seluruh proses bisnis inti Persoran yang
Adding information to complete work guidelines, procedures, dibuktikan dengan sertifikat ISO 9001 tahun 2015 di
and instructions for the entire processes of the Company’s core bidang PJP2U dan PJP4U di seluruh bandara kecuali Biak.
business. Biak baru bersertifikasi di bidang PJP2U (PJP4U belum
bersertifikasi).
The work guidelines, procedures, and instructions for the
entire processes of the Company’s core business have been
prepared as evident from the ISO 9001 certificate of 2015
obtained in the sectors of PJP2U and PJP4U by all airports,
except Biak. Currently, Biak completed certification in the
sector of PJP2U only (it has not obtained any certificate for
the sector of PJP4U).
17. Menyesuaikan seluruh pedoman, prosedur dan instruksi kerja Sudah dilakukan penyesuaian seluruh pedoman, prosedur
dengan struktur organisasi yang berlaku saat ini. dan instruksi kerja dengan struktur organisasi yang
Making adjustments to the whole work guidelines, procedures, and berlaku di seluruh Kantor Cabang.
instructions based on the existing organizational structure. The whole work guidelines, procedures, and instructions have
been adjusted to the organizational structure adopted in all
branch offices.
18. Menetapkan kebijakan Perusahaan dalam rangka implementasi Sedang dalam proses penyusunan.
RJPP dan RJPB yang saat ini masih dalam bentuk konsep. In the process of drafting.
Implementing the Company’s policy in the order to implement
RJPP and RJPB which are currently still in the form of concepts.
19. Menyusun RKAP yang memuat rencana kerja dan kegiatan yang Telah dibuat matriks terkait penyelarasan RJPP dengan
sepenuhnya sejalan dengan RJPP sebagaimana diatur dalam RKAP.
kriteria penilaian KPKU. A matrix has been made regarding the alignment of The
Preparing RKAP which covers work plans and activities which Company's Long-term Plan with the Company's Budget Work
are fully in line with the RJPP as regulated in the criteria of KPKU Plan.
assessment.
20. Menyempurnakan Pedoman Karir dengan menyesuaikan nama- Telah dibuat Draft Keputusan Direksi tentang Pola Karir
nama jabatan yang diatur di dalamnya dengan nama-nama Pegawai Tahun 2018.
jabatan yang berlaku saat ini. Draft of the Decree of the Board of Directors concerning
Making improvements to the Career Guideline by making Employee Career Path of 2018 has been prepared.
adjustments to names of positions regulated in it to the existing
names of positions.
21. Mengisi jabatan-jabatan struktural di Kantor-kantor Cabang Telah dibuat SKEP tentang Replacement Pejabat di
yang masih mengalami kekosongan. Lingkungan Perusahaan.
Having vacant structural positions in Branch Offices occupied. SKEP concerning Replacement of Officials within the
Company has been made.
22. Menetapkan pedoman, prosedur dan instruksi kerja perihal Telah dibuatnya Keputusan Direksi tentang Performance
penilaian kinerja atau KPI unit kerja dan individu. Manajemen System (PMS) dan diterbitkannya Edaran
Determining the work guideline, procedure and instruction tentang Penilaian PMS Pegawai.
concerning performance assessment or KPI of work unit and The Decree of the Board of Directors concerning Performance
individual. Management System (PMS) has been made and Circular
concerning PMS Assessment has been issued.


No.
23. Melengkapi seluruh proses atau kegiatan inti Perusahaan Telah dilakukan pemenuhan sistem teknologi informasi
dengan sistem teknologi informasi yang dibutuhkan. sesuai dengan kebutuhan unit kerja seperti:
Completing all processes or core activities of the Company using • Penggunaan Google Calender untuk manajemen ruang
necessary information technology system. rapat.
• Aplikasi i-risk untuk aplikasi manajemen risiko.
• Informasi peralatan ICT telah menggunakan OPM dan
SDP.
Information technology systems have been fulfilled in
accordance with the needs of work units such as:
• Use of Google Calendar for meeting room management.
• I-risk application for risk management applications.
• Information on ICT equipment has used OPM and SDP.
24. Menetapkan kebijakan perihal standar mutu pelayanan yang Sedang dalam proses penyusunan dokumen pelayanan
saat ini masih dalam bentuk konsep. mutu.
Implementing policy concerning service quality standard which is In the process of preparing quality service documents.
currently still in the form of concept.
25. Menetapkan hasil perhitungan analisis beban kerja. Telah dilakukan Perhitungan Analisa Beban Kerja (Man
Determining the result of workload analysis calculation. Power Planning) di setiap unit di seluruh Kantor Cabang
dan Kantor Pusat.
Workload Analysis Calculation (Man Power Planning) has
been performed in every unit in all Branch Offices and Head
Office.
26. Menginstruksikan kepada seluruh pegawai yang mengikuti Sedang dalam tahap persiapan oleh unit training dan akan
pelatihan eksternal untuk melaksanakan transfer knowledge di dimasukkan kedalam roadmap knowledge management.
unit kerja masing-masing. In the preparation stage by the unit training and will be
Instructing all personnel to join external training to perform included in the knowledge management roadmap.
transfer of knowledge in their work units.
27. Melengkapi seluruh bandara kelolaan Perusahaan dengan Telah dilakukan sertifikasi SMK3 pada 13 bandara dan
sertifikasi keselamatan kerja. 4 Kantor Cabang telah keluar sertifikatnya (BPN, DPS,
Equipping all airports managed by the Company with work safety SOC dan SRG) untuk bandara lain sedang menunggu
certificate. dikeluarkan sertifikat dari Kementerian Ketenagakerjaan
RI.
Vocational certification has been carried out at 13 airports
and 4 Branch Offices have been issued certificates (BPN,
DPS, SOC and SRG) for other airports awaiting issuance of
certificates from the Indonesian Ministry of Manpower.
28. Menyesuaikan Pedoman Manajemen Risiko dengan struktur Pedoman Manajemen Risiko telah disesuaikan dengan
organisasi yang berlaku saat ini. struktur organisasi yang berlaku sesuai dengan Keputusan
Making adjustments to the Risk Management Guideline based on Direksi PT Angkasa Pura I (Persero) Nomor KEP.176/
the existing organizational structure. OM.02.05/2018 tentang Pedoman Manajemen Risiko.
The Risk Management Guideline has been adjusted to
the existing organizational structure consistent with the
Decree of the Board of Directors of PT Angkasa Pura I
(Persero) Number KEP.176/OM.02.05/2018 concerning Risk
Management Guideline.
29. Menyusun dan menetapkan Pedoman Sistem Pengendalian Sedang dalam proses pembahasan Pedoman Sistem
Internal. Pengendalian Internal.
Preparing and implementing Internal Control System Guideline. Currently in the process of discussing the Internal Control
System Guidelines.
30. Melaksanakan asesmen atau evaluasi efektivitas pengendalian Evaluasi efektivitas sistem pengendalian dilaksanakan
internal tingkat korporat. melalui audit, baik secara internal oleh Internal Audit,
Performing assessment or evaluation of the effectiveness maupun secara eksternal oleh Eksternal Auditor yaitu
corporate-level internal control. BPK, BPKP, KAP.
Evaluation of the effectiveness of the control system is
carried out through audits, both internally by Internal Audit,
as well as externally by External Auditors namely BPK, BPKP,
KAP.
31. Menindaklanjuti seluruh temuan hasil audit SPI. Selama pemeriksaan tahun 2018, jumlah temuan sebanyak
Following up all findings of SPI audit result. 416 (empat ratus enam belas) dengan rekomendasi
sebanyak 1.301 (seribu tiga ratus satu). Temuan yang telah
ditindaklanjuti sebanyak 292 (dua ratus sembilan puluh
dua) temuan atau sebesar 70,19% dan rekomendasi yang
telah ditindaklanjuti sebanyak 933 (sembilan ratus tiga
puluh tiga) atau sebesar 71,71%. Temuan dan rekomendasi
lainnya sedang dalam proses untuk ditindaklanjuti.
During the examination in 2018, the number of findings was
416 (four hundred and sixteen) with a recommendation of
1,301 (one thousand three hundred and one). The findings
that have been followed up are 292 (two hundred and ninety
two) findings or 70.19% and recommendations that have been
followed up are 933 (nine hundred thirty three) or 71.71%.
Other findings and recommendations are in the process of
being followed up.

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No.
32. Meningkatkan kepatuhan terhadap peraturan perundang- Telah dilakukan implementasi sistem kepatuhan
undangan yang berlaku dan meningkatkan budaya kepatuhan diantaranya yaitu pelaksanaan inventarisasi kepatuhan
yang telah berjalan di Perusahaan. dan penilaian kepatuhan.
Improving compliance to legislations in effect and improving the Compliance system has been implemented including
existing culture of compliance in the Company. inventory compliance and compliance assessment.
33. Melaksanakan asesmen pemasok berdasarkan pencapaian Perseroan telah melakukan verifikasi vendor selama tahun
QCDS (quality, cost, delivery, service). 2018 sebanyak 8862 (delapan ribu delapan ratus enam
Performing supplier assessment based on QCDS (quality, cost, puluh dua) vendor, meningkat dari tahun sebelumnya yaitu
delivery, service) achievement. sebesar 7315 (tujuh ribu tiga ratus lima belas).
The Company has verified vendors in 2018 as many as 8862
(eight thousand eight hundred and sixty two) vendors, an
increase from the previous year, amounting to 7315 (seven
thousand three hundred fifteen).
34. Menyempurnakan Petunjuk Pelaksanaan Sistem Administrasi Telah dilakukan updating pada:
Keuangan, Administrasi Perpajakan dan Kebijakan Umum 1. KEP.69/KU.10/2016 tanggal 6 Juni 2016 tentang
Pengelolaan Dana dengan nama jabatan dan struktur organisasi Pedoman Administrasi Perpajakan PT Angkasa Pura I
yang berlaku saat ini. (Persero).
Making improvements to Guidelines for the Implementation of 2. KEP.245/KU.03/2017 tanggal 29 Desember 2017
Financial Administration, Tax Administration and General Policy of tentang Pedoman, Penyusunan, Pelaksanaan,
Fund Management System to the existing names of positions and Pengendalian dan Pelaporan Rencana Kerja dan
organizational structure Anggaran PT Angkasa Pura I (Persero).
3. KEP.208.OM.02.07.2017 tanggal 4 Desember 2017
tentang Pedoman Akuntansi Keuangan.
Updated on:
1. KEP.69/KU.10/2016 dated June 6, 2016 concerning Tax
Administration Guidelines for PT Angkasa Pura I (Persero).
2.
KEP.245/KU.03/2017 dated December 29, 2017
concerning Guidelines, Preparation, Implementation,
Control and Reporting of PT Angkasa Pura I (Persero) Work
and Budget Plans.
3.
KEP.208.OM.02.07.2017 dated December 4, 2017
concerning Financial Accounting Guidelines.
35. Mengupayakan pencapaian target kinerja sebagaimana KPI operating ratio telah mencapai target sedangkan
tertuang dalam KPI Korporat. pertumbuhan pendapatan non aeronautika dan duty free
Pursuing the achievement of performance target as stated in the sales per passanger pada tahun 2018 tidak dimasukkan
Corporate KPI. kedalam KPI Perusahaan.
The operating ratio KPI has reached the target while the
growth of non-aeronautical income and duty free sales per
passanger in 2018 were not included in the Company's KPI.
36. Memperbaharui setiap awal tahun pernyataan komitmen untuk Pedoman Etika telah diperbaharui dan sedang dalam tahap
mematuhi Pedoman Etika Perusahaan. pengesahan oleh Dewan Komisaris.
Updating the declaration of commitment to comply with the The Code of Conduct has been updated and is being approved
Company’s Code of Conduct at the beginning of every year. by the Board of Commissioners.
37. Menetapkan hasil analisis beban kerja untuk SPI. Sedang dalam proses pembahasan.
Determining workload analysis result for SPI. In the process of discussion.
38. Melaksanakan pengukuran penjaminan mutu SPI (mengevaluasi Sedang dalam proses pembuatan MoU dengan BPKP
mutu dan kinerja SPI untuk dibandingkan dengan standar tekait pelaksanaan penjaminan mutu.
profesi dan best practice). In the process of making an MoU with the BPKP regarding the
Performing SPI quality assurance assessment (evaluating the implementation of quality assurance.
quality and performance of SPI to be compared with profession
and best practice standards).

STRUKTUR DAN MEKANISME CORPORATE CORPORATE GOVERNANCE STRUCTURE

AND MECHANISM
GOVERNANCE
Berdasarkan Undang-Undang Republik Indonesia Nomor Based on the Law of the Republic of Indonesia Number 40 of
40 tahun 2007 tentang Perseroan Terbatas (UU PT), 2007 concerning Limited Liability Companies, the Company’s
Organ Perseroan terdiri dari Rapat Umum Pemegang organs consist of the General Meeting of Shareholders (GMS),
Saham (RUPS), Dewan Komisaris dan Direksi. Sistem the Board of Commissioners, and the Board of Directors.
kepengurusan menganut sistem dua badan (two tier The system of management adopted is the two-tier system,
system), yaitu Dewan Komisaris dan Direksi, yang memiliki i.e. the Board of Commissioners and the Board of Directors,
wewenang dan tanggung jawab yang jelas sesuai fungsinya which have clear authority and responsibilities based on their
masing-masing sebagaimana diamanahkan dalam respective functions as specified in the articles of association,
Anggaran Dasar dan peraturan perundang-undangan. and laws and regulations.

461
2018 Annual Report
STRUKTUR ORGAN PERUSAHAAN STRUCTURE OF THE COMPANY’S

ORGANS
Sejalan dengan ketentuan Undang-Undang Perseroan Consistent with the provisions set out in the Law No. 40
Terbatas No. 40 tahun 2007, maka struktur GCG of 2007 concerning Limited Liability Companies, the
PT Angkasa Pura I (Persero) terdiri dari Rapat Umum GCG structure of PT Angkasa Pura I (Persero) consists
Pemegang Saham (RUPS), Dewan Komisaris dan Direksi. of the General Meeting of Shareholders (GMS), the
Pelaksanaan Tata Kelola Perusahaan dilakukan secara Board of Commissioners, and the Board of Directors.
sistematis dan berkesinambungan sehingga prinsip- Corporate governance is implemented systematically and
prinsip GCG menjadi acuan dalam kegiatan sehari-hari continuously, thus GCG principles serve as guidelines for the
PT Angkasa Pura I (Persero). daily operations of PT Angkasa Pura I (Persero).
Dalam melaksanakan kepengurusan PT Angkasa Pura I In undertaking the management of PT Angkasa Pura I
(Persero), Direksi didukung oleh struktur manajemen yang (Persero), the Board of Directors is supported by an effective
efektif. Adapun dalam melaksanakan fungsi pengawasan, management structure. Meanwhile, in the execution of
Dewan Komisaris didukung oleh organ penunjang seperti the supervisory function, the Board of Commissioners is
Sekretaris Dewan Komisaris, Komite Audit dan Komite supported by supporting organs such as the Secretary of the
Risiko Usaha dan GCG. Board of Commissioners, the Audit Committee, and the GCG
and Business Risk Committee.
Struktur Organ Perseroan PT Angkasa Pura I (Persero) The structure of the organs of PT Angkasa Pura I (Persero) is
adalah sebagai berikut. illustrated below.
Rapat Umum Pemegang Saham

General Meeting of Stakeholders
Dewan Komisaris Direksi

Board of Commissioners Board of Directors
Organ Pendukung: • Komite Manajemen Risiko

• Sekretaris Dewan Komisaris • Sekretaris Perusahaan
• Komite Audit • Internal Audit
• Komite Risiko Usaha dan GCG • Jajaran Manajemen
Supporting Organs: • Risk Management Committee

• Secretary of the Board of • Corporate Secretary
Commissioners • Internal Audit
• Audit Committee • Management Ranks
• Business Risk and GCG
Committee

GOVERNANCE SOFT STRUCTURE GOVERNANCE SOFT STRUCTURE
Dalam pelaksanaannya, PT Angkasa Pura I (Persero) In practice, PT Angkasa Pura I (Persero) has various policies/
memiliki berbagai kebijakan/pedoman dalam menjalankan guidelines to adhere in the execution of its functions
fungsi dan tugasnya yang disebut dengan Governance Soft and duties known as Governance Soft Structure. The
Structure. Tujuan membangun Governance Soft Structure establishment of the Governance Soft Structure aims to:
antara lain sebagai berikut:
1. Melengkapi kebijakan pendukung dalam penerapan 1. Supplement supporting policies on GCG implementation.
GCG.
2. Menjadi pedoman bagi Perseroan dalam menjalankan 2. Serve as guidelines for the Company in carrying out
aktivitas sehari-hari sesuai dengan budaya (corporate its daily operations in accordance with the expected
culture) yang diharapkan. corporate culture.
3. Merupakan bentuk komitmen tertulis bagi seluruh 3. Serve as written commitment for the whole levels of
jajaran dan tingkatan organisasi Perseroan dalam the Company in an attempt to enhance discipline and
rangka meningkatkan disiplin dan tanggung jawab responsibilities of the Company’s organs to safeguard
organ Perusahaan dalam rangka menjaga kepentingan the interests of stakeholders in accordance with their
stakeholders sesuai dengan tanggung jawab masing- respective responsibilities.
masing.
Governance Soft Structure yang telah dimiliki oleh The following are some Governance Soft Structure
PT Angkasa Pura I (Persero) antara lain adalah: PT Angkasa Pura I (Persero) already has:
1. Pedoman Tata Kelola Perusahaan (Code of Corporate 1. The Code of Corporate Governance.
Governance).
2. Pedoman Etika Perusahaan (Code of Conduct). 2. The Company’s Code of Conduct.
3. Pedoman Tata Laksana Kerja Direksi dan Dewan 3. Board Manual.
Komisaris (Board Manual).
4. Piagam Komite Audit. 4. The Audit Committee Charter.
5. Piagam Internal Audit. 5. The Internal Audit Charter.
6. Perjanjian Kerja Bersama 2017-2019. 6. Collective Labor Agreement 2017-2019.
7. Pedoman Pengendalian Gratifikasi. 7. Gratuity Control Guidelines.
8. Pedoman Whistleblowing System. 8. Whistle Blowing System Guidelines.
9. Pedoman Manajemen Risiko. 9. Risk Management Guidelines.
10. Pedoman Tata Kelola Teknologi Informasi. 10. Information Technology Governance Guidelines.
11. Pedoman Kepatuhan 11. Compliance Guidelines
12. Pedoman Laporan Harta Kekayaan Penyelenggara 12. Guidelines for the Reports on State Administrators’
Negara (LHKPN). Assets.
13. Kebijakan-kebijakan Perseroan Lainnya dan Standard 13. Other policies adopted by the Company and Standard
Operating Procedure (SOP). Operating Procedures (SOP).
Pedoman dan kebijakan tersebut telah disosialisasikan These guidelines and policies have been introduced to
kepada seluruh Dewan Komisaris, Direksi dan seluruh insan all members of the Board of Commissioners, the Board of
Perseroan, serta telah menjadi landasan kegiatan operasional Directors, and all employees of the Company, and have
Perseroan. Perseroan senantiasa melakukan pemantauan been used as the bases for the Company’s operations.
dan evaluasi penerapannya secara berkelanjutan. The Company constantly monitors and evaluates their
implementation continuously.
MEKANISME CORPORATE CORPORATE GOVERNANCE

GOVERNANCE MECHANISM
Mekanisme corporate governance merupakan proses The corporate governance mechanism refers to a process of
penerapan prinsip corporate governance yang didukung applying the principles of corporate governance supported
oleh kecukupan struktur dan soft structure, sehingga by adequacy in terms of the corporate governance structure
menghasilkan outcome yang sesuai dengan harapan and infrastructure, resulting in the outcome expected by
pemangku kepentingan Perseroan. Proses penerapan the Company’s stakeholders. The process of implementing
corporate governance melekat pada struktur corporate corporate governance is embedded in the corporate
governance sebagai berikut. governance structure below.

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2018 Annual Report
RAPAT UMUM PEMEGANG SAHAM GENERAL MEETING OF SHAREHOLDERS

RUPS merupakan Organ Perseroan terbatas yang The GMS is a limited liability company’s highest organ. This
tertinggi. Organ ini mempunyai hak dan kewenangan organ has rights and authority which neither the Board of
yang tidak dimiliki oleh Direksi dan Komisaris. Dengan Directors nor the Board of Commissioners has. This makes
demikian, RUPS merupakan organ yang tertinggi di the GMS the Company’s highest organ. Viewed from its role
dalam Perseroan. Dilihat dari sudut peranannya dalam in the Company, the GMS plays a vital role. It is authorized to
Perseroan, RUPS mempunyai peranan yang sangat appoint and dismiss members of the Board of Commissioners
penting. RUPS berwenang untuk mengangkat dan and the Board of Directors, evaluate performance of
memberhentikan anggota Dewan Komisaris dan Direksi, the Board of Commissioners and the Board of Directors,
melakukan evaluasi kinerja Dewan Komisaris dan Direksi, approve the amendment to and ratification of the Articles
menyetujui perubahan dan pengesahan Anggaran Dasar, of Association, approve annual reports, and determine the
menyetujui laporan tahunan dan menetapkan bentuk dan form and the amount of remuneration for members of the
jumlah remunerasi anggota Dewan Komisaris dan Direksi Board of Commissioners and the Board of Directors as well
serta mengambil keputusan terkait tindakan korporasi as carry resolutions on measures taken by the Company or
atau keputusan strategis lainnya yang diajukan Direksi, other strategic decisions proposed by the Board of Directors,
alokasi penggunaan laba dan pembagian dividen. allocation of profit utilization, and allotment of dividends.
HAK PEMEGANG SAHAM RIGHTS OF SHAREHOLDERS

1. Menghadiri RUPS dan memberikan suara pada RUPS. 1. Attending GMS and voting in GMS.
2. Memperoleh informasi material (termasuk hak 2. Obtaining material information (including the right to
bertanya) baik dari Dewan Komisaris maupun ask) from the Board of Commissioners and the Board of
Direksi mengenai keuangan atau hal-hal lain yang Directors concerning finance or other matters related to
menyangkut Perusahaan. the Company.
3. Memperoleh pembagian laba Perusahaan (dividen). 3. Getting profit share of the Company (dividend).
4. Menyelenggarakan RUPS dalam hal Direksi dan/ 4. Holding GMS in case the Board of Directors and/or the
atau Dewan Komisaris lalai menyelenggarakan Board of Commissioners fails to hold Annual GMS and
RUPS Tahunan dan sewaktu-waktu meminta requesting Extraordinary GMS at any time if considered
penyelenggaraan RUPS Luar Biasa bila dipandang necessary consistent with the Articles of Association.
perlu sesuai dengan Anggaran Dasar.
5. Mengalihkan kepemilikan saham Perusahaan. 5. Transferring the ownership of the Company’s share.
WEWENANG RUPS AUTHORITY OF GMS

1. Memberikan persetujuan atas RJPP dan RKAP. 1. Giving approval to RJPP and RKAP.
2. Menetapkan perhitungan alokasi laba Perusahaan 2. Determining allocations of the Company’s profit for:
untuk: a. Dividend for Shareholders.
a. Dividen kepada Pemegang Saham. b. Reserve.
b. Cadangan. c. Partnership and Environmental Development
c. Program Kemitraan dan Bina Lingkungan (PKBL). Program (PKBL).
3. Mengangkat dan memberhentikan Direksi dan Dewan 3. Appointing and dismissing members of the Board of
Komisaris. Directors and the Board of Commissioners.
4. Menetapkan target kinerja masing-masing Direksi 4. Determining the performance target of the Board of
dan Dewan Komisaris. Directors and the Board of Commissioners.
5. Melakukan penilaian kinerja secara kolektif maupun 5. Performing performance assessment collectively and
individu atas Direksi dan Dewan Komisaris. individually on the Board of Directors and the Board of
Commissioners.
6. Menetapkan Auditor Eksternal untuk melakukan audit 6. Setting External Auditor to perform audit on the
atas Laporan Keuangan Perusahaan. Company’s Financial Statement.
7. Menetapkan remunerasi Direksi dan Dewan Komisaris. 7. Determining remuneration of the Board of Directors and
the Board of Commissioners.
8. Menetapkan jumlah maksimum jabatan Dewan 8. Determining the maximum number of positions of
Komisaris yang boleh dirangkap oleh seorang Dewan the Board of Commissioners which may be held by a
Komisaris. member of the Board of Commissioners.
9. Menetapkan jumlah maksimum jabatan Dewan 9. Determining the maximum number of positions of
Komisaris yang boleh dirangkap oleh Direksi pada the Board of Commissioners which may be held by a
Anak Perusahaan. member of the Board of Directors in Subsidiary.

10. Mendelegasikan kewenangan kepada Dewan 10. Delegating authorities to the Board of Commissioners
Komisaris dan Direksi. and the Board of Directors.
11. Membubarkan atau melikuidasi Perusahaan. 11. Dissolving or liquidating the Company.
PROSES PENYELENGARAAN RUPS DAN PEMUNGUTAN PROCESSES OF HOLDING GMS AND VOTING
SUARA
Rapat Umum Pemegang Saham (RUPS) adalah Organ General Meeting of Shareholders (RUPS) is an Organ of the
Perseroan yang mempunyai wewenang yang tidak Company which has authorities which aren’t given to the
diberikan kepada Direksi atau Dewan Komisaris dalam Board of Directors or the Board of Commissioners within the
batas yang ditentukan dalam Undang-Undang dan/atau limit established in the Law and/or Article of Association.
Anggaran Dasar. RUPS memiliki wewenang mengangkat GMS is authorized to appoint and dismiss members of the
dan memberhentikan Dewan Komisaris dan Direksi, Board of Commissioners and the Board of Directors, evaluate
mengevaluasi kinerja Dewan Komisaris dan Direksi, performance of the Board of Commissioners and the Board
mengesahkan perubahan Anggaran Dasar, memberikan of Directors, approve the amendment to the Articles of
persetujuan atas Laporan Tahunan, menetapkan alokasi Association, approve annual reports, and determine allocation
penggunaan laba, menunjuk akuntan publik, serta of profit use of profit, appoint public accountant, and determine
menetapkan jumlah dan jenis kompensasi dan fasilitas the number and types of compensation and facilities of the
Dewan Komisaris dan Direksi. Board of Commissioners and the Board of Directors.
Pelaksanaan RUPS telah melalui proses pengumuman The GMS is held after the announcement and notice of the
dan pemanggilan RUPS yang dilakukan sesuai ketentuan GMS in accordance with the prevailing regulations. The
yang berlaku. Bahan informasi yang diperlukan terkait necessary information about the execution of the GMS shall
pelaksanaan RUPS disampaikan bersamaan dengan be given simultaneously with the notice of the GMS. However,
pemanggilan RUPS. Namun jika hal tersebut belum in the absence of such information at the time the notice
tersedia pada saat pemanggilan RUPS, maka bahan of the GMS is given, then it shall be informed at the time
informasi tersebut akan disampaikan pada saat RUPS the GMS is held. Based on the Articles of Association, the
diselenggarakan. Berdasarkan Anggaran Dasar, RUPS Company’s GMS consists of Annual GMS and Extraordinary
Perseroan terdiri atas RUPS Tahunan dan RUPS Luar Biasa. GMS.
RUPS Tahunan diadakan setiap tahun meliputi: Annual GMS is held every year, including:
1. RUPS Tahunan mengenai Persetujuan Laporan 1. Annual GMS concerning Approval of Annual Reports.
Tahunan.
2. RUPS Tahunan mengenai Persetujuan Rencana Kerja 2. Annual GMS concerning Approval of the Company’s
dan Anggaran Perusahaan (RKAP). Work Plan and Budget (RKAP).
Dalam panggilan RUPS dicantumkan tanggal, waktu, GMS summon mentions date, time, place and agenda of
tempat dan mata acara rapat disertai pemberitahuan the meeting, along with notification that the material to be
bahwa bahan yang akan dibicarakan dalam RUPS tersedia discussed in the GMS is available at the Company’s office
di Kantor Perseroan sejak tanggal dilakukan pemanggilan since the date of the GMS summon until the date of the
RUPS sampai dengan tanggal RUPS diadakan. execution of GMS.
RUPS dapat dilangsungkan jika dalam RUPS paling sedikit GMS can be held if in the GMS at least 51% (fifty one percent)
51% (lima puluh satu persen) bagian dari jumlah saham of the amount of shares with voting rights are attending or
dengan hak suara hadir atau diwakili, kecuali peraturan being represented, unless the legislations and/or Articles of
perundang-undangan dan/atau Anggaran Dasar Association determine otherwise.
menentukan lain.

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2018 Annual Report
PELAKSANAAN RUPS RKAP TAHUN 2018 DAN EXECUTION OF THE GMS CONCERNING THE COMPANY’S
REALISASINYA WORK PLAN AND BUDGET YEAR 2018 AND THE
REALIZATION
Tahapan pelaksanaan RUPS RKAP Tahun 2018 tergambar The stages of the implementation of GMS RKAP 2018 can be
dalam tabel berikut. seen in the table below.
Tabel Pelaksanaan RUPS RKAP Tahun 2018

Table of Implementation of GMS RKAP 2018
Undangan Pelaksanaan Hasil RUPS
Invitation Implementation Results of the GMS
Rapat Umum Pemegang Saham (RUPS) Undangan RUPS tentang Rencana Kerja Hasil keputusan RUPS disampaikan
tentang Rencana Kerja Anggaran Perusahaan Anggaran Perusahaan (RKAP) Tahun 2018 kepada Pemegang Saham melalui
(RKAP) Tahun 2018 telah dilaksanakan pada telah disampaikan pada Pemegang Saham situs www.fis.bumn.go.id pada tanggal
10 Januari 2018 di Kantor Kementerian BUMN melalui surat No. AP.I.95/KU.01.03/2018 1 Februari 2018. Risalah RUPS juga
Ruang Rapat Lt. 9, Jalan Medan Merdeka tanggal 8 Januari 2019. telah dimuat di website Perseroan
Selatan No. 13 Jakarta Pusat. The GMS invitation on the Company’s (www.ap1.co.id).
General Meeting of Shareholders (RUPS) on the Working Budget Plan (RKAP) of 2018 has The result of the RUPS decision is
Company’s Working Budget Plan (RKAP) of 2018 been submitted to the Shareholders by letter submitted to shareholders through the
has been performed on January 10 2018 in the No. AP.I.95/KU.01.03/2018 on January 8 website www.fis.bumn.go.id on February
Office of the Ministry of SOE Meeting Room Lt. 2019. 1, 2018. Minutes of the GMS as well
9, Jalan Medan Merdeka Selatan No. 13 Central has been published on the Company’s
Jakarta. website (www.ap1.co.id).
REKAPITULASI KEHADIRAN PADA RUPS RKAP TAHUN RECAPITULATION OF ATTENDANCE THE GMS
2018 CONCERNING THE COMPANY’S WORK PLAN SND BUDGET
YEAR 2018
RUPS RKAP Tahun 2018 yang dihadiri oleh Dewan The Annual GMS Concerning the Company’s Work Plan and
Komisaris dan Direksi Perseroan sebagai berikut: Budget Year 2018 attended by the Board of Commissioners
and the Board of Directors Perseroan is described below:
Tabel Rekapitulasi Kehadiran pada RUPS RKAP Tahun 2018

Table of Recapitulation of Attendance at the GMS Concerning the Company’s Work Plan and Budget Year 2018
Nama Jabatan Kehadiran
No.
Name Position Attendance
Hadir
1. Andi Widjajanto Komisaris Utama/President Commissioner
Present
Hadir
2. Boy Syahril Qamar Komisaris/Commissioner
Present
Hadir
3. Anandy Wati Komisaris/Commissioner
Present
Hadir
4. Suprasetyo Komisaris/Commissioner
Present
Hadir
5. Selby Nugraha Rachman Komisaris/Commissioner
Present
Hadir
6. Faik Fahmi Direktur Utama/President Director
Present
Direktur Teknik/Technical Director Hadir
7. Polana Banguningsih Pramesti
Present
Hadir
8. Wendo Asrul Rose Direktur Operasi/Operation Director
Present
Direktur Pemasaran dan Pelayanan/Marketing and Services Hadir
9. Devy Suradji
Director Present
Hadir
10. Novrihandri Direktur Keuangan/ Finance Director
Present
Direktur Sumber Daya Manusia dan Umum/Human Capital and Hadir
11. Adi Nugroho
General Affair Director Present
Direktur Pengembangan Usaha/ Hadir

12. Sardjono Jhony Tjitrokusumo
Business Development Director Present

KEPUTUSAN RUPS RKAP TAHUN 2018 RESOLUTION OF THE GMS CONCERNING THE COMPANY’S
WORK PLAN AND BUDGET YEAR 2018
Agenda Pertama
The First Agenda
Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2018.
Approval of the Company’s Work Plan and Budget (RKAP) Year 2018.
Keputusan/Resolution
Mengesahkan Rencana Kerja dan Anggaran Perusahaan Tahun 2018 dengan pokok-pokok sebagai berikut:
a. Laporan Posisi Keuangan Konsolidasian
Laporan Posisi Keuangan Konsolidasian PT Angkasa Pura I (Persero) tahun 2018 ditargetkan Total Aset sebesar Rp38.712.753 juta
atau meningkat 55,4% dari prognosa tahun 2017, dengan rincian sebagai berikut:
To approve the Company’s Work Plan and Budget Year 2018 with the following description:
a. Consolidated Financial Position Report
The Consolidated Financial Position Report of PT Angkasa Pura I (Persero) Year 2018 targets Total Asset which amounts to Rp38,712,753
million or 55.4% increase from the prognosis of 2017, with the following description:
Aset/Asset
Aset Lancar/Current Asset Rp 3.889.066 juta/million
Aset Tidak Lancar/Non-Current Asset Rp 34.823.687 juta/million
Jumlah Aset/Total Asset Rp 38.712.753 juta/million
Liabilitas dan Ekuitas/Liabilities and Equity

Liabilitas Jangka Pendek/Short-Term Liabilities Rp 2.880.142 juta/million
Liabilitas Jangka Panjang/Long-Term Liabilities Rp 21.464.765 juta/million
Ekuitas /Equity Rp 14.367.846 juta/million
Total Liabilitas dan Ekuitas/Total Liabilities and Equity Rp 38.712.753 juta/million
b. Laporan Laba Rugi Konsolidasian

Laba Rugi Konsolidasian PT Angkasa Pura I (Persero) tahun 2018 ditargetkan Laba yang Dapat Diatribusikan sebesar Rp1.565.180
juta atau meningkat 19,1% dari prognosa tahun 2017, dengan rincian perhitungan sebagai berikut:
b. Consolidated Statement of Profit and Loss

The Consolidated Profit and Loss of PT Angkasa Pura I (Persero) Year 2018 targets Attributable Profit which amounts to Rp 1,565,180
million or 19.1% increase from the prognosis of 2017, with the following description:
Pendapatan Usaha/Revenue Rp 8.560.498 juta/million

Beban Operasi/Operating Expenses Rp (6.188.761) juta/million
Laba (Rugi) Usaha/Business Profit (Loss) Rp 2.371.737 juta/million
Pendapatan (Beban) Lain-lain/Other Income (Expense) Rp (296.712) juta/million
Bagian Laba Entitas Asosiasi/Profit Associates Rp (3.500) juta/million
Laba (Rugi) Sebelum Pajak/Profit (Loss) Before Tax Rp 2.071.525 juta/million
Pajak Penghasilan/Income Tax Rp (504.193) juta/million
Laba (Rugi) Bersih Tahun Berjalan/Net Profit (Loss) of Current Year Rp 1.567.332 juta/million
Kepentingan Non Pengendali/Non-Controlling Interest Rp (2.152) juta/million
Laba (Rugi) yang Dapat Diatribusikan/Attributable Profit (Loss) Rp 1.565.180 juta/million
c. Investasi/Investment
1. Operasional/Organic Employees Rp 3.959.961 juta/million
2. Pengembangan/Outsourcing Employees Rp 14.841.814 juta/million
Jumlah/Total Rp 18.801.775 juta/million
d. Sumber Daya Manusia/Human Resources

• Pegawai Organik/Organic Employees : 3.531 orang
• Pegawai Outsourcing/Outsourcing Employees : 5.643 orang
Jumlah/Total : 9.174 orang
e. Tingkat Kesehatan Perusahaan

Target tingkat kesehatan RKAP tahun 2018 sesuai perhitungan berdasarkan Keputusan Menteri BUMN Nomor KEP-100/
MBU/2002 ditargetkan skor 92 atau Kategori Sehat AA.
e. The Company’s Soundness Rate
Target of soundness rate of RKAP year 2018 is consistent with the calculation based on the Decree of the Minister of SOE Number KEP-
100/MBU/2002 which targets a score of 92 or Soundness Category AA.

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2018 Annual Report
f. RKA Dewan Komisaris

Mengesahkan Rencana Kerja dan Anggaran Dewan Komisaris sebagaimana yang tertera di dalam Buku RKAP Tahun 2018
f. RKA of Board of Commissioners
To approve the Work Plan and Budget of the Board of Commissioners as stated in the RKAP Book Year 2018 PT of Angkasa Pura I
(Persero).
Status: Terealisasi/Status: Realized

Agenda Kedua
The Second Agenda
Pengesahan Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan (RKA-PKBL) Tahun 2018.
Approval of the Work Plan and Budget of the Partnership and Community Development Program Year 2018.
Keputusan/Resolutions
Mengesahkan Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan Tahun 2018, sebagai berikut:
To approve the Work Plan and Budget of the Partnership and Community Development Program Year 2018 as follows:
a. Program Kemitraan/Partnership Program

Dana Tersedia/Available Fund
Saldo Awal/Initial Balance Rp 0 juta/million
Pengembalian Pinjaman Mitra Binaan/Loan Repayment from Partners Rp 26.098 juta/million
Pendapatan Jasa Administrasi Pinjaman/Loan Administration Revenue Rp 4.836 juta/million
Pendapatan Lain/Other Revenue Rp 81 juta/million
Penerimaan Lain/Other Income Rp 0 juta/million
Alokasi Beban BUMN Pembina/Allocation of Supervising SOE’s Expense Rp 0 juta/million
Jumlah Jasa Tersedia/Total Available Service Rp 31.016 juta/million
Penyaluran Dana dan Biaya Operasional/Operational Fund and Cost Distribution
Penyaluran Pinjaman kepada Mitra Binaan/Loan Distribution to Assisted Partners Rp 27.031 juta/million
Penyaluran melalui BUMN Pembina Lain/Distribution through Other Assisting SOE Rp 0 juta/million
Penyaluran Dana Pembinaan MB (Hibah)/MB Development Fund (Grant) Distribution Rp 3.984 juta/million
Jumlah Penyaluran Dana dan Biaya Operasional/Total Operational Fund and Cost Rp 31.016 juta/million
Distribution
Saldo Dana per 31 Desember/Fund Balance per 31 December Rp 0 juta/million
b. Program Bina Lingkungan/Community Development Program

Dana Tersedia/Available Fund
Saldo Awal/Initial Balance Rp 0 juta/million
Alokasi Beban Perusahaan/Allocation of the Expenses of the Company Rp 34.764 juta/million
Jumlah Dana Tersedia/Total Available Fund Rp 34.764 juta/million
Penyaluran Dana/Fund Distribution
Penyaluran Dana Bina Lingkungan/Community Development Fund Distribution Rp 34.764 juta/million
Saldo Dana per 31 Desember/Fund Balance per 31 December Rp 0 juta/million

Agenda Ketiga
The Third Agenda
Persetujuan dan Pengesahan Kontrak Manajemen (Key Performance Indicator) antara Direksi dan Dewan Komisaris dengan Pemegang
Saham Tahun 2018.
Approval and Ratification of the Management Contract (Key Performance Indicators) Between the Board of Directors and the Board of
Commissioners, and Shareholders Year 2018.
Menyetujui dan mengesahkan Key Performance Indicator (KPI) yang tertuang dalam Kontrak Manajemen Tahun 2018 antara Direksi
dan Dewan Komisaris PT Angkasa Pura I (Persero) dengan Pemegang Saham PT Angkasa Pura I (Persero), yang telah mengacu pada
Kriteria Penilaian Kinerja Unggul (KPKU) dan surat Menteri BUMN Nomor S-487/MBU/08/2017 tanggal 31 Agustus 2017 perihal
Penyampaian Aspirasi Pemegang Saham/Pemilik Modal untuk Penyusunan Rencana Kerja dan Anggaran Perusahaan Tahun 2018.
To approve and ratify the Key Performance Indicator (KPI) stated in the Management Contract Year 2018 between the Board of Directors and
the Board of Commissioners of PT Angkasa Pura I (Persero), and Shareholders of PT Angkasa Pura I (Persero) year 2017 based on Superior
Performance Assessment Criteria and the Letter of the Minister of SOEs Number S-487/MBU/08/2017 dated August 31, 2017 concerning
Submission of Aspirations of Shareholders/Capital Owners in Connection with the Preparation of the Company’s Work Plan and Budget Year
2018.

Agenda Keempat
The Fourth Agenda
Persetujuan dan Pengesahan Kontrak Manajemen (Key Performance Indicator) antara Dewan Komisaris dengan Pemegang Saham
Tahun 2018.
Approval and Ratification of the Managemetn Contract (Key Performance Indicator) between the Board of Commissioners and Shareholders
Year 2018.
Menyetujui dan mengesahkan Key Performance Indicator (KPI) Tahun 2018 antara Dewan Komisaris PT Angkasa Pura I (Persero)
dengan Pemegang Saham PT Angkasa Pura I (Persero) yang telah mengacu pada Peraturan Menteri BUMN Nomor PER-01/MBU/2011
jo. PER-01/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.
To approve and ratify the Key Performance Indicator (KPI) Year 2018 between the Board of Commissioners PT Angkasa Pura I (Persero) and
Shareholders of PT Angkasa Pura I (Persero) based on the Letter of the Minister of SOEs Number PER-01/MBU/2011 jo. PER-01/MBU/2012
concerning Amendment on the Regulation of Minister of SOE Number PER-01/MBU/2011 concerning the Implementation of Good Corporate
Governance among State-Owned Enterprises.

Agenda Kelima
The Fifth Agenda
Persetujuan Penetapan Indikator Aspek Operasional untuk Perhitungan Tingkat Kesehatan Tahun 2018.
Approval of Determination of Indicators for the Operational Aspect for Calculation of Soundness Rate Year 2018.
Menyetujui dan mengesahkan Penerapan Indikator Aspek Operasional untuk Penilaian Tingkat Kesehatan Tahun 2018 PT Angkasa
Pura I (Persero) yang merupakan usulan dari Dewan Komisaris.
To approve and ratify the Determination of Indicators for the Operational Aspect for Calculation of Soundness Rate Year 2018 of PT Angkasa
Pura I (Persero) which is a proposal from the Board of Commissioners.

Agenda Keenam
The Sixth Agenda
Penerbitan Obligasi dan/atau Pinjaman Bank/Non Bank Sebesar Rp13,5 Triliun.
Issuance of Obligations and/or Bank/Non-Bank Loans Amounting to Rp13.5 Trillion.
Menyetujui Penerbitan Obligasi dan/atau Pinjaman Bank/Non Bank sebesar Rp13,5 Triliun dengan ketentuan, yaitu:
a. Mentaati seluruh peraturan dan ketentuan hukum yang berlaku berkaitan dengan penerbitan obligasi dan pinjaman Bank/Non
Bank serta memperhatikan prinsip-prinsip Tata Kelola Perusahaan yang Baik (good corporate governance).
b. Pelaksanaan dilakukan secara hati-hati/prudent dan melakukan mitigasi risiko terhadap semua risiko yang berpotensi muncul
mulai dari aspek legal, aspek operasional dan aspek keuangan Perusahaan.
c. Penerbitan Obligasi agar dilakukan dengan memperhatikan pemilihan timing dan tenor yang tepat serta memperhitungkan potensi
risiko yang ada, terutama risiko gagal bayar (default risk).
d. Dewan Komisaris agar melakukan pengawasan, evaluasi, dan monitoring secara berkala atas pelaksanaan penerbitan Obligasi dan
pinjaman Bank/Non Bank tersebut memperhatikan nilainya sangat material bagi Perusahaan.
e. Persetujuan penerbitan Obligasi dan pinjaman Bank/Non Bank tersebut diberikan untuk jangka waktu 1 (satu) tahun terhitung
sejak keputusan ini.
To approve the Issuance of Obligations and/or Bank/Non-Bank Loans Amounting to Rp13.5 Trillion with the following conditions:
a. To comply with any applicable laws and regulations concerning the issuance of bonds and bank/nonbank loans and to observe the
principles of good corporate governance.
b. The implementation shall be done carefully (based on the principles of prudence) and risk mitigation against any possible risks arising
from the legal, operational, and financial aspects of the Company shall be undertaken.
c. The Issuance of Obligations should consider the selection of appropriate timing and tenor and consider potential risks, especially
default risk.
d. The Board of Commissioners shall supervise, evaluate, and monitor on a regular basis the implementation of the issuance of bonds and
bank/non-bank loans given the value which is extremely material to the Company.
e. The approval of the issuance of bonds and bank/non bank loans shall be granted for a period of 1 (one) year starting from the date of
the resolution.

Agenda Ketujuh
The Seventh Agenda
Persetujuan pelimpahan kewenangan kepada Dewan Komisaris untuk melakukan perubahan dan relokasi anggaran antar program/
kegiatan termasuk perubahan penambahan/penghapusan program/kegiatan investasi tahun 2018 dengan nilai total maksimum 10%
dari total investasi tanpa merubah nilai total investasi.
Approval of delegation of authority to the Board of Commissioners to make change and relocate budget between programs/activities,
including change to add/remove investment programs/activities in 2018 with maximum total value of 10% of total investment without
changing the total investment value.

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2018 Annual Report
Menyetujui pelimpahan kewenangan kepada:

a. Direksi untuk melakukan perubahan dan relokasi anggaran antar program/kegiatan investasi dengan nilai maksimum 10%.
b. Dewan Komisaris untuk melakukan persetujuan perubahan penambahan/penghapusan program/kegiatan investasi dengan nilai
maksimum 10% dari total investasi tahun 2018 tanpa merubah nilai total investasi.
To approve delegation of authority to:

a. The Board of Directors shall make changes to the budget and relocation of the budget between investment programs/activities with a
maximum value of 10%.
b. The Board of Commissioners shall approve changes to add/remove investment programs/activities with a maximum value of 10% of the
total investment in 2018 without changing the total investment value.
ARAHAN RUPS RKAP TAHUN 2018 DAN INSTRUCTION OF THE GMS CONCERNING THE COMPANY’S
TINDAKLANJUTNYA WORK PLAN AND BUDGET YEAR 2018 AND FOLLOW-UP
No. Arahan Tindak Lanjut

Instruction Follow-up
1. Buku RKAP, RKA-PKBL, RKA Dewan Komisaris dan KPI (Key Buku RKAP, RKA-PKBL, RKA Dewan Komisaris dan KPI (Key
Performance Indicator) Dewan Komisaris tahun 2018 yang Performance Indicator) Dewan Komisaris tahun 2018 yang
telah disetujui dan disahkan Rapat Umum Pemegang Saham telah disetujui dan disahkan Rapat Umum Pemegang Saham
(RUPS) serta saran dan rekomendasi Dewan Komisaris dalam (RUPS) serta saran dan rekomendasi Dewan Komisaris dalam
pelaksanaan RKAP Tahun 2018 sebagaimana disampaikan pelaksanaan RKAP Tahun 2018 sebagaimana disampaikan
Surat Tanggapan Dewan Komisaris Nomor 01/DK.AP.I/2008 Surat Tanggapan Dewan Komisaris Nomor 01/DK.AP.I/2008
tanggal 8 Januari 2018 merupakan bagian yang tidak tanggal 8 Januari 2018 merupakan bagian yang tidak
terpisahkan dari Risalah Keputusan RUPS ini dan menjadi terpisahkan dari Risalah Keputusan RUPS ini dan menjadi
pedoman bagi Direksi dalam melaksanakan program kerja pedoman bagi Direksi dalam melaksanakan program kerja
dan target kinerja pada tahun 2018 serta sebagai sarana dan target kinerja pada tahun 2018 serta sebagai sarana
pemantauan dan pengawasan bagi Dewan Komisaris. pemantauan dan pengawasan bagi Dewan Komisaris.
The Books of the Company’s Work Plan and Budget, the The Books of the Company’s Work Plan and Budget, the
Work Plan and Budget of the Partnership and Community Work Plan and Budget of the Partnership and Community
Development Programs, the Work Plan and Budget of the Board Development Programs, the Work Plan and Budget of the Board
of Commissioners, and KPI of the Board of Commissioners of Commissioners, and KPI of the Board of Commissioners
Year 2018 approved and ratified by the General Meeting of Year 2018 approved and ratified by the General Meeting of
Shareholders (GMS) and suggestions and recommendations of Shareholders (GMS) and suggestions and recommendations of
the Board of Commissioners in implementing RKAP Year 2018 the Board of Commissioners in implementing RKAP Year 2018
as stated in the Written Response of the Board of Commissioners as stated in the Written Response of the Board of Commissioners
Number 01/DK.AP.I/2008 dated January 8, 2018 are an integral Number 01/DK.AP.I/2008 dated January 8, 2018 are an integral
part of the minutes of these GMS resolutions and serve as part of the minutes of these GMS resolutions and serve as
guidelines for the Board of Directors in implementing the work guidelines for the Board of Directors in implementing the work
program and the target performance in 2018, and as a means program and the target performance in 2018, and as a means of
of monitoring and supervision of the Board of Commissioners. monitoring and supervision of the Board of Commissioners.
2 Direksi dengan pengawasan Dewan Komisaris diminta untuk: a. Direksi PT Angkasa Pura I (Persero) telah senantiasa
The Board of Directors with the supervision of the Board of mengupayakan sinergi antar BUMN yang direalisasikan
Commissioners is required to: sesuai target dengan menjunjung tinggi prinsip GCG.
The Board of Directors of PT Angkasa Pura I (Persero) has
a. Melakukan sinergi antar BUMN yang direalisasikan sesuai always pursued synergy among SOEs which is realized
target dengan tetap memperhatikan prinsip-prinsip GCG. consistent with the target of upholding the principles of GCG.
Synergizing among SOEs which is realized consistent with
the target while still considering the principles of GCG. b. Direksi PT Angkasa Pura I (Persero) telah memperhatikan
realisasi penggunaan investasi untuk mendukung
b. Nilai investasi yang cukup besar perlu menjadi peningkatan kinerja Perusahaan, peningkatan pelayanan
perhatian dan harus diupayakan pencapaiannya dalam kepada para pengguna bandara, keselamatan dan
rangka mendukung peningkatan kinerja Perusahaan, keamanan penerbangan serta Program Proyek Strategis
peningkatan pelayanan kepada para pengguna bandara, Nasional.
keselamatan dan keamanan penerbangan serta Program The Board of Directors of PT Angkasa Pura I (Persero) has
Proyek Strategis Nasional. considered the realized use of investment to support the
Rather large investment value should be considered and improvement of the Company’s performance, improvement
must be pursued in order to support the improvement of for airport users, flight safety and security and National
the Company’s performance, improve services for airport Strategic Project Program.
users, flight safety and security and National Strategic
Project Program. c. Direksi PT Angkasa Pura I (Persero) telah mempersiapkan
kebutuhan kompetensi SDM sesuai dengan arah
c. Mempersiapkan kebutuhan kompetensi SDM sesuai pengembangan Perusahaan kedepan.
dengan arah pengembangan Perusahaan kedepan. The Board of Directors of PT Angkasa Pura I (Persero) has
Preparing HR competency demands consistent with the prepared HR competency demands consistent with the
direction of Company development in the future. direction of Company development in the future.


d. Meningkatkan koordinasi dengan instansi terkait d. Direksi dengan pengawasan Dewan Komisaris telah
dalam rangka penyelesaian atas permasalahan asset melaksanakan peningkatan koordinasi dengan instansi
Perusahaan. terkait dalam rangka penyelesaian atas permasalahan
Improving coordination with related agencies in order to aset Perusahaan, yaitu:
solve corporate asset related issues. The Board of Directors with the supervision of the Board
of Commissioners has improved coordination with related
e. Terus melakukan pengawasan dan pembinaan Anak agencies in order to solve corporate asset related issues, i.e.:
Perusahaan, agar setiap aksi korporasi yang dilakukan
dapat meningkatkan kinerja Perusahaan dan memberikan - Bandar Udara Juanda Surabaya: Direktur SDM dan
kontribusi yang optimal bagi PT Angkasa Pura I (Persero). Umum memaparkan secara singkat permasalahan
Continuing supervision and assistance of Subsidiaries, so aset tanah di Bandar Udara Juanda-Surabaya
that every corporate action can improve the Company’s kepada Kementerian ATR/BPN dan Kementerian
performance and give optimal contribution to PT Angkasa BUMN dalam rapat koordinasi dengan Pejabat
Pura I (Persero). Kementerian ATR/BPN Wilayah Jawa Timur terkait
Penyelesaian Aset Bermasalah BUMN di Wilayah
Jawa Timur pada tanggal 21 Desember 2018 sesuai
undangan Kementerian BUMN Nomor Und-39/07.
MBU.4/12/2018, yang telah ditindaklanjuti dengan
penyampaian surat kepada Dirjen Pengadaan Tanah
ATR Nomor AP.I.626/HK.08.08/2019/DP-B tanggal
23 Januari 2019 terkait penyampaian data dukung
berupa Keputusan Menteri Keuangan RI Nomor 592/
KM.6/2015 tentang Penetapan Status Penggunaan
Barang Milik Negara pada Kementerian Pertahanan.
Juanda Surabaya Airport: Director of HR and General
Affairs briefly describes the land asset issue in Juanda-
Surabaya Airport to the Ministry of Agrarian Affairs and
Spatial Planning/National Land Agency and Ministry of
SOE in the coordination meeting with the Officials of
the Ministry of Agrarian Affairs and Spatial Planning/
National Land Agency of East Java region concerning
the Settlement of SOE Problematic Assets in East
Java Region on December 21, 2018 in accordance with
the invitation of the Ministry of SOE Number Und-
39/07.MBU.4/12/2018, which has been followed up by
delivering the letter to the Directorate General of Land
Procurement of Agrarian Affairs and Spatial Planning
Number AP.I.626/HK.08.08/2019/DP-B dated January
23, 2019 concerning submission of supporting data
in the form of the Decree of the Minister of Finance of
the Republic of Indonesia Number 592/KM.6/2015
concerning Determination of Status of Use State
Property in the Ministry of Defense.
- Perum LPPNPI: telah dilaksanakan rapat pembahasan
terkait pengenaan tarif sewa tanah dan ruangan
kepada Perum LPPNPI, PT Angkasa Pura I (Persero)
yang diwakili oleh Direktur Pelayanan dan Pemasaran
bersama Kementerian BUMN, Perum LPPNPI dan
PT Angkasa Pura II (Persero). Terus melakukan
pengawasan dan pembinaan Anak Perusahaan,
agar setiap aksi korporasi yang dilakukan dapat
meningkatkan kinerja Perusahaan dan memberikan
kontribusi yang optimal bagi PT Angkasa Pura I
(Persero).
Perum LPPNPI: meeting discussion the imposition of
land and space rent rate to Perum LPPNPI has been
performed, PT Angkasa Pura I (Persero) is represented
by the Director of Service and Marketing and Ministry of
SOE, Perum LPPNPI and PT Angkasa Pura II (Persero).
Subsidiaries continue to be supervised and assisted so
that every corporate action performed can improve the
Company’s performance and give optimal contribution
to PT Angkasa Pura I (Persero).

471
2018 Annual Report

3. Dalam rangka pengelolaan fungsi-fungsi talent management a. PT Angkasa Pura I (Persero) telah melaksanakan fungsi
dengan sistematika yang lebih baik, memastikan ketersediaan talent management system untuk masuk ke dalam talent
dan kesiapan talent untuk Sustainable Growth dari BUMN, pool Kementerian BUMN dan menyediakan kandidat calon
menjaga akuntabilitas dan transparansi dalam pemilihan Direksi.
calon Direksi BUMN, serta meningkatkan daya tarik BUMN b. Telah mendaftarkan 7 (tujuh) Direksi PT Angkasa Pura
dalam mempertahankan dan/atau mengembangkan talent I (Persero) atau seluruh Direksi ke dalam talent pool di
terbaik yang ada di BUMN, Direksi diminta dukungan dan Kementerian BUMN.
komitmen untuk: c. Menyediakan kandidat calon Direksi dari BOD-1 dengan
a. Menyelenggarakan talent management system sekaligus jumlah keseluruhan yaitu 56 orang dan jumlah terdaftar
menyiapkan talent Perusahaan menjadi talent pool di 17 orang atau 30%. Adapun jumlah dengan minimal 2,83
Kementerian BUMN. adalah sejumlah 6 orang. Jumlah yang belum terdaftar
b. Menyediakan talent pool di setiap BUMN minimal 20%. adalah 39 orang. Adapun 11% telah memenuhi syarat.
c. Menyediakan kandidat calon Direksi dari BOD-1 sejumlah
3 suksesor per posisi BOD. a. PT Angkasa Pura I (Persero) has performed talent
management system function to enter the talent pool of
In order to manage the functions of talent management the Ministry of SOE and provide candidates of prospective
with better systematics, ensure availability and readiness of members of Board of Directors.
talent for Sustainable Growth of SOE, maintain accountability b. Has registered 7 (seven) members of the Board of Directors
and transparency in selecting prospective member of Board of PT Angkasa Pura I (Persero) or all members of the Board
of Directors of SOE, and improve attractiveness of SOE in of Directors to the talent pool in the Ministry of SOE.
maintaining and/or developing the best talents in the SOE, the c. Providing candidates of prospective members of the Board
Board of Directors is requested to support and commit to: of Directors from BOD-1 with a total of 56 people and total
a. Hold talent management system and prepare the registered 17 people of 30%. The minimum total of 2.83 is 6
company’s talent to be a talent pool in the Ministry of SOE. people. Total unregistered people are 39 people. 11% has met
b. Providing minimum 20% of the talent pool in every SOE the requirement.
c. Providing candidates of prospective members of the Board
of Directors from BOD-1 as many as 3 successor per BOD
member position.
4. Tantiem/Insentif Kinerja merupakan beban biaya yang harus Telah dianggarkan sesuai dengan arahan RUPS.
dianggarkan secara spesifik dalam RKAP tahun 2018 dan Has been budgeted consistent with the instruction of GMS.
realisasinya berdasarkan pencapaian target kinerja tahun
2018 yang diputuskan dalam RUPS Tahunan.
Tantiem/Performance Incentive is cost expense which must be
budgeted specifically in the company’s Work Plan and Budget
Year 2018 and the realization is based on the achievement of
the performance target year 2018 determined in Annual GMS.
5. Dalam rangka program kemitraan BUMN dengan usaha kecil a. SOP untuk menyesuaikan Peraturan tersebut adalah
dan bina lingkungan (PKBL), maka perlu diperhatikan hal-hal sebagai berikut:
sebagai berikut: Surat Keputusan Direksi PT Angkasa Pura I (Persero)
a. Direksi diminta untuk menetapkan SOP pelaksanaan Nomor KEP.239/KU.12/2017 tanggal 20 Desember 2017
PKBL yang telah disesuaikan dengan Peraturan perihal Perubahan atas Keputusan Direksi PT Angkasa
Menteri BUMN Nomor PER-02/MBU/07/2017 tentang Pura I (Persero) Nomor KEP.103/KU.12/2017 tentang
Perubahan Kedua atas Peraturan Menteri BUMN Nomor Pedoman Program Kemitraan dan Bina Lingkungan PT
PER-09/MBU/07/2015 tentang PKBL BUMN. Angkasa Pura I (Persero).
b. Dalam rangka pelaksanaan PKBL agar memperhatikan b. Seluruh pelaksanaan kegiatan PKBL telah sesuai dengan
telaah RKA PKBL Tahun 2018 PT Angkasa Pura I telaah RKA 2018 kecuali dalam pencapaian kolektibilitas
(Persero). dimana target dalam telaah adalah 80% dan realisasi
kolektibilitas tahun 2018 adalah sebesar Rp 74,54%.
In an attempt to run the program of partnership between SOEs
with small enterprises and the partnership and community EXECUTION OF the
a. SOP to adjust THE GMS ON
Regulation is theTHE AGREEMENT OF
following:
development program, it is necessary to consider the following
ANNUALDecree of the Board
REPORT AND ofRATIFICATION
Directors of PT Angkasa Pura I
OF FINANCIAL
matters: (Persero) Number KEP.239/KU.12/2017 dated December
a. The Board of Directors is requested to determine SOP of STATEMENT
20, 2017 OF THE COMPANY
concerning Amendment OFto FISCAL YEAR
the Decree 2017
of the AND
Board
the implementation of the partnership and community of Directors of PT Angkasa Pura I (Persero) Number KEP.103/
THE REALIZATION
development program which has been adjusted to the KU.12/2017 concerning the Guideline for Partnership and
Regulation of the Minister of SOE Number PER-02/ The stages of theDevelopment
Community execution ofProgram
the GMSofonPTthe Agreement
Angkasa Pura Iof
MBU/07/2017 concerning the Second Amendment to (Persero).
the Annual Reprot and Ratification of Financial Statement
the Regulation of the Minister of SOE Number PER-09/ b. The whole implementation of the partnership and community
MBU/07/2015 concerning partnership and community of thedevelopment
Company of Fiscalis Year
program 2017with
consistent are the
described
review ofin the
RKA
development program of SOE. 2018 except in the achievement of collectability where
b. The implementation of the community development following
the table.
target in the review is 80% and the realization of
program should consider the review of RKA of partnership collectability in 2018 is Rp 74.54%.
and community development program Year 2018 of PT
6. Temuan, catatan dan saran Dewan Komisaris, Auditor Internal Temuan, catatan dan saran Dewan Komisaris, Auditor Internal
maupun Auditor Eksternal atas Laporan Keuangan tahun maupun Auditor Eksternal atas Laporan Keuangan tahun
sebelumnya agar ditindaklanjuti secara tuntas oleh Direksi sebelumnya telah ditindaklanjuti secara tuntas oleh Direksi
dalam tahun 2018. dan telah disampaikan kepada BPK untuk mendapatkan
Findings, notes and suggestions of the Board of Commissioners, ketetapan.
Internal Auditors and External Auditors of the Financial Findings, notes and suggestions of the Board of Commissioners,
Statement of the previous year should be followed-up Internal Auditors and External Auditors of the Financial
completely by the Board of Directors in 2018. Statement of the previous year has been followed up completely
by the Board of Directors and has been submitted to the BPK to
get decision.

PELAKSANAAN RUPS PERSETUJUAN LAPORAN EXECUTION OF GMS ON THE AGREEMENT OF ANNUAL

TAHUNAN DAN PENGESAHAN LAPORAN KEUANGAN REPORT AN RATIFICATION OF FINANCIAL STATEMENT
PERSEROAN TAHUN BUKU 2017 DAN REALISASINYA OF THE COMPANY OF FISCAL YEAR 2017 AND ITS
REALIZATION
Tahapan pelaksanaan RUPS Persetujuan Laporan Stages of the implementation of the GMS Approval of the
Tahunan dan Pengesahan Laporan Keuangan Perseroan Annual Report and Ratification of the Company's Financial
Tahun Buku 2017 tergambar dalam tabel berikut. Statements for the 2017 Financial Year are illustrated in the
following table.
Tabel Pelaksanaan RUPS Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Perseroan Tahun
Buku 2017
Table of the Execution of GMS on the Agreement of Annual Report an Ratification of Financial Statement of the
Company of Fiscal Year 2017
Rapat Umum Pemegang Saham (RUPS) Undangan RUPS tentang Rencana Kerja Hasil keputusan RUPS disampaikan kepada
tentang Rencana Kerja Anggaran Anggaran Perusahaan (RKAP) Tahun 2017 Pemegang Saham melalui situs www.fis.
Perusahaan (RKAP) Tahun 2017 telah telah disampaikan kepada para Pemegang bumn.go.id pada tanggal 15 Februari 2018.
dilaksanakan pada tanggal 24 April 2018 Saham melalui surat No. AP.I.2495/ Risalah RUPS juga telah dimuat di website
di Kantor Kementerian BUMN Ruang Rapat KU.01.03/2018 pada tanggal 20 April 2018. Perseroan (www.ap1.co.id).
Lt. 13, Jalan Medan Merdeka Selatan No. 13 GMS Invitation on on the Company’s Work The result of the GMS decision is submitted
Jakarta Pusat. Plan and Budget (RKAP) Year 2017 has been to shareholders through the website www.fis.
General Meeting Shareholder (GMS) on the submitted to the Shareholders by mail No. bumn.go.id on February 1, 2018. Minutes of
Company’s Work Plan and Budget (RKAP) AP.I.2495/KU.01.03/2018 dated April 20, the GMS as well has been published on the
Year 2017 has been held on April 24, 2018 2018. Company’s website (www.ap1.co.id).
in the Office of the Ministry of SOEs Meeting
Room Lt. 13, Jalan Medan Merdeka Selatan
No. 13 Central Jakarta.
REKAPITULASI KEHADIRAN PADA RUPS RECAPITULATION OF ATTENDANCE AT THE GMS

PERSETUJUAN LAPORAN TAHUNAN DAN CONCERNING THE AGREEMENT OF ANNUAL REPORT
PENGESAHAN LAPORAN KEUANGAN PERSEROAN AND RATIFICATION OF THE FINANCIAL REPORT OF
TAHUN BUKU 2017 THE COMPANY OF FISCAL YEAR 2017
RUPS Persetujuan Laporan Tahunan dan Pengesahan The GMS of the Agreement of Annual Report and Ratification
Laporan Keuangan Perseroan Tahun Buku 2017 yang of the Financial Report of the Company of Fiscal Year 2017
dihadiri oleh Dewan Komisaris dan Direksi Perseroan was attended by the following members of the Board of
sebagai berikut: Commissioners and the Board of Directors of the Company:
Tabel Rekapitulasi Kehadiran pada RUPS Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Perseroan
Tahun Buku 2017
Table of Recapitulation of Attendance at the GMS Concerning the Agreement of Annual Report and Ratification of the Financial
Report of the Company of Fiscal Year 2017

No.
Hadir
1. Andi Widjajanto Komisaris Utama/President Commissioner
Present
Hadir
2. Boy Syahril Qamar Komisaris/Commissioner
Present
Hadir
3. Selby Nugraha Rachman Komisaris/Commissioner
Present
Hadir
4. Anandy Wati Komisaris/Commissioner
Present
Hadir
5. Suprasetyo Komisaris/Commissioner
Present
Hadir
6. Harry Z. Soeratin Komisaris/Commissioner
Present
Hadir
7. Faik Fahmi Direktur Utama/President Director
Present
Hadir
8. Novrihandri Direktur Keuangan/ Finance Director
Present
Hadir
9. Wendo Asrul Rose Direktur Operasi/Operation Director
Present

473
2018 Annual Report

No.
Hadir
10. Sardjono Jhony Tjitrokusumo Direktur Pengembangan Usaha/ Business Development Director
Present
Direktur Sumber Daya Manusia dan Umum/Human Capital and General Hadir
11. Adi Nugroho
Affairs Director Present
Hadir
12. Devy Suradji Direktur Pemasaran dan Pelayanan/Marketing and Services Director.
Present
Hadir
13. Lukman F. Laisa Direktur Teknik/Technical Director
Present
KEPUTUSAN RUPS PERSETUJUAN LAPORAN TAHUNAN RESOLUTION OF THE GMS CONCERNING THE
DAN PENGESAHAN LAPORAN KEUANGAN PERSEROAN AGREEMENT OF ANNUAL REPORT AND RATIFICATION OF
TAHUN BUKU 2017 THE FINANCIAL REPORT OF THE COMPANY OF FISCAL
YEAR 2017
Agenda Pertama
The First Agenda
Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Perseroan Tahun Buku 2017, Persetujuan Laporan Tugas
Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan Program Kemitraan dan Bina Lingkungan Tahun Buku 2017,
serta Pemberian Pelunasan dan Pembebasan Tanggung Jawab (volledig acquit et decharge) kepada Direksi atas Tindakan Pengurusan
Perseroan dan Anggota Dewan Komisaris atas Tindakan Pengawasan Perseroan selama Tahun Buku 2017.
The Approval of the Annual Report and Ratification of Financial Statement of the Company of the Fiscal Year of 2017, Approval of the
Supervisory Report of the Board of Commissioners and the Ratification of the Financial Statement of the Partnership and Community
Development Program of the Fiscal Year 2017 and the Discharge and Release of Responsibilities (volledig acquit et decharge) to the
Directors for the Company Management and to the Members of the Board of Commissioners for the Supervision of the Company in the Fiscal
Year of 2017.
Menyetujui Laporan Tahunan dan Mengesahkan Laporan Keuangan Perseroan Tahun Buku 2017, Persetujuan Laporan Tugas
Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan Program Kemitraan dan Bina Lingkungan Tahun Buku 2017 yang
telah diaudit oleh KAP Djoko, Sisik dan Indra, dengan pokok-pokok sebagai berikut:
The Approval of the Annual Report and Ratification of Financial Statement of the Company of the Fiscal Year of 2017, Approval of the
Supervisory Report of the Board of Commissioners and the Ratification of the Financial Statement of the Partnership and Community
Development Program of the Fiscal Year 2017 audited by KAP Djoko, Sisik and Indra, with details as follows:
a. Laporan Laba Rugi Konsolidasian/Consolidated Profit/Loss Statement

Laporan Bersih Konsolidasian Tahun Buku 2017 sebesar Rp1.420.353.052.438,- yaitu dengan rincian laba sebagai berikut:
The Consolidated Net Statement of Fiscal Year 2017 is Rp1,420,353,052,438,- with the profit details as follows:
(Rp Juta)/(Million Rp)

Uraian 31 Desember 2017
Description December 31, 2017
Pendapatan Usaha/Income 7.194.348
Beban Usaha/Expenses 5.306.848
Laba/Rugi Usaha/Profit/Loss 1.887.500
Pendapatan Non Usaha (Lain-lain)/Non-Business Income (Others) (98.003)

Laba Rugi Sebelum Pajak/Profit/Loss before Tax 1.789.497
Pajak Penghasilan/Income Tax 369.144
Laba Bersih Tahun Berjalan/Current Year Net Profit 1.420.353
Penghasilan Komprehensif Lain/Other Comprehensive Income 126.939
Laba Komprehensif Tahun Berjalan/Comprehensive Income for the Year 1.547.292
Laba yang Dapat Diatribusikan Kepada/Income Attributable to
Pemilik Entitas Induk/The owner of parent entity 1.418.577
Kepemilikan Non Pengendali/Non-Controlling Interest 1.776
Jumlah Laba yang Dapat Diatribusikan/Total Attributable Income 1.420.353

b. Laporan Posisi Keuangan/b. Financial Position Report

Total Aset atau Liabilitas dan Ekuitas per 31 Desember 2017 sebesar Rp25.051.809.830.022,- dengan rincian sebagai berikut:
Total Asset or Liabilities and Equity per December 31, 2017 is Rp25,051,809,830,022,- with the following description:
Aset/Asset:
Aset Lancar/Current Asset 5.897.001
Aset Tidak Lancar/Non-Current Asset 19.154.809
Jumlah Aset/Total Asset 25.051.810
Liabilitas dan Ekuitas/Liabilities and Equity:
Liabilitas Jangka Pendek/Short-Term Liabilities 4.268.030
Liabilitas Jangka Panjang/Long-Term Liabilities 7.382.319
Ekuitas/Equity 13.401.461
Jumlah Liabilitas dan Ekuitas/Total Liabilities and Equity 25.051.810
c. Kontrak Manajemen (Key Performance Indicator)/Management Contract (Key Performance Indicator)

Realisasi Kontrak Manajemen Tahun 2017 adalah:
The realization of the Management Contract of Year 2017 is:
No. Uraian Skor
Description Score
1. Perspektif Keuangan Pertumbuhan Pendapatan Non-Aeronautika/Growth of Non-Aeronautical Income 2,65
dan Pasar/Financial
and Market Perspective EBITDA/EBITDA 6,22
Operating Ratio/Operating Ratio 6,11
Duty Free Sales per Passengers/Duty Free Sales per Passengers 5,41
2. Perspektif Fokus Indeks Kepuasan Pelanggan/Customer Satisfaction Index 8,40
Pelanggan/Focus of
Customer Perspective Tingkat Pelayanan (Level of Service):/Level of Service:
a. PJP4U/PJP4U
1) Skid Resistance/Skid Resistance 1,05
2) Response Time Fasilitas PKPPK/Response Time of PKPPK Facilities 1,00
3) Ketersediaan Airfield Lighting Serviceability/Availability of Airfield 1,04
Lighting Serviceability
b. PJP2U/PJP2U
1) Baggage Handling Performance/Baggage Handling Performance
i. Penyerahan Bagasi Pertama/First Baggage Handover 0,53
ii. Penyerahan Bagasi Terakhir/Final Baggage Handover 0,53
2) Pemeriksaan Sekuriti Penumpang dan Barang di Terminal/Security
Checks for Passengers and Luggage in Terminal
i. Kondisi Normal/Normal Condition 1,00
ii. Kondisi Khusus/Special Condition 1,00
3) Fasilitas Umum Kesejukan Ruangan Terminal/Public Facilities Coolness of 1,05
Terminal Room
Inovasi Produk ke Pelanggan/Product Innovation for Customers 7,35
3. Perspektif Efektivitas Tingkat Kesesuaian Belanja Modal (Total Capex):/Capital Expenditure Completion
Produk dan Proses / Rate (Total Capex):
Product and Process
Effectiveness a. Realisasi Program Investasi/Realization of Investment Program 2,92
Perspective b. Realisasi Fisik Investasi/Physical realization of Investment 1,38
Implementasi Roadmap BUMN Sektor Konektivitas/Implementation of Connectivity 4,38
Sector of SOE Roadmap
Implementasi Sinergi BUMN/Implementation of SOE Synergy 5,00
Increase Number of Cargo Capacity and Handling/Increase Number of Cargo 5,25
Capacity and Handling

475
2018 Annual Report
No. Uraian Skor

Description Score
4. Perspektif Fokus Rata-rata KPI Individu/Average Individual KPI 8,99
Tenaga Kerja/Focus of
Labor Perspective Indeks Kepuasan Pegawai/Employee Satisfaction Index 8,00
5. Perspektif Skor Implementasi GCG/Scores of GCG Implementation 3,10

Kepemimpinan
Tata Kelola dan Skor Implementasi KPKU/Scores of KPKU Implementation 3,12
Tanggung Jawab Efektivitas Penyaluran PKBL/Effectiveness of PKBL Distribution 4,80
Kemasyarakatan/
Leadership, Penyampaian Laporan Elektronik/Electronic Report Delivery 6,15
Governance
and Community
Responsibility
Perspective
Jumlah/Total 96,43
d. Realisasi Investasi/Realization of Investment

Realisasi Investasi Tahun 2017 adalah:
The Realization of Investment in 2017 is as follows:
No. Uraian Jumlah
Description Amount
Rutin/Periodic
1. Keselamatan Penerbangan/Keamanan Pelayanan/Flight Safety/Service Security 503.899
2. Pelayanan/Service 492.389
3. Pendapatan/Income 663.689
Non Rutin/Non-Periodic
4. Pengembangan Bandara/Airport Development 750.243
Jumlah/Total 2.410.220
e. Sumber Daya Manusia/Human Resources

Realisasi Sumber Daya Manusia Tahun 2017 adalah:
The Realization of Human Resources in 2017 is as follow:
No. Uraian Jumlah
Description Amount
1. Pegawai Tetap/Permanent Employees 3.350
2. Pegawai Tidak Tetap/Non-Permanent Employees 5.378
Jumlah/Total 8.728
f. Laporan Posisi Keuangan Program Kemitraan dan Bina Lingkungan/Statement of Financial Position of Partnership and
Community Development Program
Uraian Jumlah
Description Total
Aset/Asset
Kas dan Setara Kas/Cash and Cash Equivalents 663.451
Piutang Penyaluran kepada BUMN Lain/Receivables of Distribution to Other SOEs 5.000.000
Piutang Pinjaman MB Bersih/Net MB Loan Receivables 47.512.786
Piutang Lain-lain/Other Receivable 385.791
Aset Tetap Bersih/Net Fixed Asset 2.384.264
Jumlah Aset/Total Asset 55.916.292
Liabilitas dan Aset Bersih/Net Liabilities and Asset
Liabilitas/Liabilities 457.787
Aset Bersih/Net Asset 55.458.505
Jumlah Liabilitas dan Aset Neto/Total Net Liabilities and Asset 55.916.292

g. Laporan Aktivitas Program Kemitraan dan Bina Lingkungan/Activity Report of Partnership and Community Development
Program
Uraian Jumlah
Description Total
Penerimaan/Revenue
Alokasi Laba dari BUMN Pembina/Allocation of Profit from Assisting SOEs 4.059.477
Pendapatan/Income
Pendapatan Jasa Administrasi Pinjaman/Loan Administration Revenue 4.004.018
Pendapatan Bunga/Interest Income 282.582
Pendapatan Lain-lain/Others 280.701
Jumlah Pendapatan/Total Income 8.626.778
Penyaluran Dana Pembinaan PK/Distribution of PK Assistance Fund 2.763.270
Penyaluran Dana Bina Lingkungan/Distribution of Community Development Fund 7.858.054
Beban Administrasi PK dan BL/PK and BL Administration Expense 16.765
Beban Penyusutan Aktiva Tetap/Expense of Depreciation of Fixed Asset 599.317
Beban Penyisihan Penurunan Nilai Piutang/Expense of Allowance for Impairment 722.376
Jumlah Penyaluran dan Beban/Total Distribution and Expense 11.959.782
Kenaikan (Penurunan) Aset Bersih/Increase (Decrease) of Net Asset (3.333.004)
Aset Bersih pada Awal Periode/Net Asset at the Beginning of the Period 58.791.509
Aset Bersih pada Akhir Periode/Net Asset at the End of the Period 55.458.505
h. Tingkat Kinerja Perusahaan/Company’s Level of Performance

Penilaian tingkat kesehatan Perusahaan dilakukan berdasarkan Keputusan Menteri BUMN Nomor KEP-100/MBU/2002 tentang
Tingkat Kesehatan BUMN dengan rincian sebagai berikut:
The assessment on the Company’s Soundness Rate was conducted based on the Decree of Minister of State-Owned Enterprises
Number: KEP-100/MBU/2002 concerning Soundness Rate of State-Owned Enterprises with the details as follow:
Keterangan Realisasi Bobot
Information Realization Score
A. Aspek Keuangan/Financial Aspect 44,50
B. Aspek Operasional/Operational Aspect 33,00
C. Aspek Administrasi/Administrative Aspect 15,00
Jumlah/Total 92,50 “SEHAT AA”/“AA SOUND”
Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et decharge) kepada para anggota Direksi atas
tindakan pengurusan Perseroan dan anggota Dewan Komisaris atas tindakan pengawasan Perseroan, serta terhadap pengurusan dan
pengawasan Program Kemitraan dan Bina Lingkungan yang telah dijalankan selama tahun buku 2017, dengan ketentuan:
- Sepanjang tindakan tersebut bukan merupakan tindakan pidana atau tidak melanggar ketentuan prosedur hukum yang berlaku,
dan
- Tindakan tersebut tercatat dan dilaporkan dalam Laporan Tahunan, Laporan Keuangan Perseroan dan Laporan Keuangan Program
Kemitraan dan Bina Lingkungan Tahun Buku 2017.
Discharge and Release of Responsibilities (volledig acquit et decharge) to the Directors for the Company Management and to the Members
of the Board of Commissioners for the Supervision of the Company in the Fiscal Year of 2016., as well as Management and Supervision of
Partnership and Community Development Programs which have been conducted in the fiscal year of 2017, with the following provisions:
- As long as the actions are not considered criminal or violate the applicable legal procedures, and
- Such actions are reflected in the Company’s Financial Statement and Annual Report of the Partnership and Community Development
Program of the fiscal year 2017.

Agenda Kedua
The Second Agenda
Penetapan Penggunaan Laba Bersih Perseroan selama Tahun Buku 2017.
Determination of Use of Company’s Net Income for Fiscal Year of 2017.
Menyetujui penetapan penggunaan laba bersih konsolidasian yang dapat diatribusikan kepada Pemilik Entitas Induk Tahun Buku 2017
sebesar Rp1.418.577.150.922,- yaitu:
- Dividen sebesar Rp283.716.000.000,- atau 20,00%.
- Cadangan sebesar Rp1.134.861.150.922,- atau 80,00%.
Approving the adoption of the consolidated net profit that is distributable to the Owner of Parent Company of the Fiscal Year of 2017 for
Rp1,418,577,150,922,- as follows:
- Dividends of Rp283,716,000,000,- or 20.00%
- Reserve of Rp1,134,861,150,922,- or 80.00%

477
2018 Annual Report
Agenda Ketiga
The Third Agenda
Penetapan Penghasilan Direksi dan Dewan Komisaris.
Determination of the Salaries of Directors and Board of Commissioners.
Penetapan besarnya gaji/honorarium berikut fasilitas dan tunjangan lainnya tahun 2018 serta tantiem tahun buku 2017 untuk anggota
Direksi dan Dewan Komisaris PT Angkasa Pura I (Persero) akan ditetapkan secara tersendiri.
The determination of salaries along with other facilities and allowances for the Fiscal Year of 2018 and tantiem of the Fiscal Year of 2017 for
members of the Board of Directors and Board of Commissioners of PT Angkasa Pura I (Persero) shall be stipulated separately.

Agenda Keempat
The Fourth Agenda
Penetapan Kantor Akuntan Publik (KAP) untuk mengaudit Laporan Keuangan Perseroan dan Laporan Keuangan Program Kemitraan
dan Bina Lingkungan untuk Tahun Buku 2018.
Determination of Public Accounting Firm (KAP) to audit the Company’s Financial Statement and Financial Statement of Partnership and
Community Development Program for the Fiscal Year of 2018.
a. Memberikan kewenangan kepada Dewan Komisaris untuk melakukan proses pelelangan Kantor Akuntan Publik (KAP) yang
berafiliasi Internasional dalam rangka audit atas Laporan Keuangan Perseroan dan Laporan Keuangan Program Kemitraan dan
Bina Lingkungan untuk Tahun Buku 2018.
b. Menyampaikan hasil pengadaan KAP kepada Menteri BUMN untuk dilakukan penetapan atas KAP yang melaksanakan audit
Laporan Keuangan dan Laporan Pelaksanaan PKBL untuk Tahun Buku 2018.
a. Delegating authority to the Board of Commissioners to conduct auction process of internationally affiliated Public Accounting Firms
(KAP) for audit on the Company’s Financial Statement and the Financial Statement of the Partnership and Community Development
Program for Fiscal Year 2018.
b. Submitting the result of KAP procurement to the Minister of SOE to determine KAP which performs the audit on the Financial Statement
and the Report of Partnership and Community Development Program Implementation for Fiscal Year 2018.
ARAHAN RUPS PERSETUJUAN LAPORAN TAHUNAN INSTRUCTIONS OF GMS ON THE AGREEMENT OF

DAN PENGESAHAN LAPORAN KEUANGAN PERSEROAN ANNUAL REPORT APPROVAL AND RATIFICATION OF THE
TAHUN BUKU 2017 DAN TINDAKLANJUTNYA COMPANY FINANCIAL STATEMENTS IN BOOK YEAR OF
2017 AND FOLLOW-UP
Instruction Follow-Up
1. Semua temuan, catatan dan saran Dewan Komisaris, Audit Direksi telah mengupayakan temuan yang sama dalam bidang
Internal maupun Auditor Eksternal atas Laporan Keuangan yang sama tidak terjadi lagi pada masa yang akan datang dan
tahun 2017 agar ditindaklanjuti secara tuntas oleh Direksi hasil tindak lanjutnya telah dilaporkan kepada Dewan Komisaris
dalam tahun 2018. Direksi agar mengupayakan temuan dan Pemegang Saham.
yang sama dalam bidang yang sama tidak boleh terjadi lagi The Board of Directors has sought the same findings in the same
pada masa yang akan datang dan hasil tindak lanjutnya agar field and does not occur again in the future and the results of the
dilaporkan kepada Dewan Komisaris dan Pemegang Saham. follow-up have been reported to the Board of Commissioners and
All findings, notes and suggestions of the Board of Shareholders.
Commissioners, Internal Audit and External Auditors for the
2017 Financial Statements are to be followed up thoroughly
by the Board of Directors in 2018. Directors to seek the same
findings in the same field may not occur in the future and the
follow-up results to be reported to the Board of Commissioners
and Shareholders.
2. Menyampaikan kepada Menteri BUMN Laporan Tahunan Laporan Tahunan Perseroan termasuk Laporan Keuangan
Perseroan termasuk Laporan Keuangan Tahun Buku 2018 yang Tahun Buku 2018 yang telah diaudit oleh Kantor Akuntan
telah diaudit oleh Kantor Akuntan Publik selambat-lambatnya Publik selambat-lambatnya tanggal 15 Februari 2019.
tanggal 15 Februari 2019. The Company's Annual Report including the Financial Report for
Submit the Annual Report of the Company, including the 2018 which has been audited by the Public Accounting Firm no
Financial Report for the 2018 Fiscal Year to the Minister of later than February 15, 2019.
State-Owned Agency audited by the Public Accounting Firm no
later than February 15, 2019.
3. Berkenaan dengan surat Direksi Nomor AP.I.2264/ Direksi telah menyusun kajian, yang memuat antara lain tugas
OM.04/2018/DU tanggal 11 April 2018 hal Perubahan dan fungsi, beban kerja masing-masing Direktorat dengan
Nomenklatur Jabatan Direksi PT Angkasa Pura I (Persero), hasil kajian yang dituangkan dalam Surat Keputusan Direksi
Direksi diminta untuk menyusun kajian, yang memuat antara No. KEP.101/OM.01.01/2018 tentang Organisasi dan Tata Kerja
lain tugas dan fungsi, beban kerja masing-masing Direktorat Kantor Pusat PT Angkasa Pura I (Persero).
serta tanggapan Dewan Komisaris, selanjutnya disampaikan The Board of Directors has compiled a study, which includes duties
dalam surat tersendiri untuk mendapatkan keputusan and functions, the workload of each Directorate with the results
Pemegang Saham. of the study as outlined in the Directors Decree No. KEP.101/
Regarding to the Directors' Letter Number AP.I.2264/ OM.01.01/2018 concerning the Organization and Work Procedure
OM.04/2018/DU dated 11 April 2018 concerning Changes in the of PT Angkasa Pura I (Persero) Head Office.
Position Nomenclature of the Directors of PT Angkasa Pura I
(Persero), the Directors are asked to compile studies, which include
duties and functions, expenses the work of each Directorate and
the response of the Board of Commissioners, then submitted in a
separate letter to obtain the Shareholders' decision.


4. Terkait dengan pengembangan Proyek Strategis Nasional, Pembangunan proyek bandara telah dilaksanakan sesuai
kepada Direksi dengan pengawasan Dewan Komisaris, jadwal yang telah ditetapkan dengan tetap memperhatikan
diminta untuk dapat melaksanakan pembangunannya sesuai ketentuan peraturan yang berlaku.
jadwal yang telah ditetapkan dengan tetap memperhatikan The construction of the airport project has been carried out
ketentuan peraturan yang berlaku. according to a predetermined schedule while taking into account
Regarding the development of the National Strategic Project, the applicable regulations.
the Board of Directors, with the supervision of the Board
of Commissioners, are asked to be able to carry out the
development according to a predetermined schedule while still
observing the applicable regulations.
5. Melakukan evaluasi atas realisasi investasi tahun 2017, Seluruh unit kerja di PT Angkasa Pura I (Persero) telah
yang selanjutnya hasil evaluasi dapat digunakan untuk melakukan evaluasi atas realisasi investasi tahun 2017 untuk
meningkatkan realisasi investasi sesuai dengan program meningkatkan realisasi investasi tahun 2018 serta mendorong
investasi tahun 2018 serta mendorong pertumbuhan pertumbuhan dan peningkatan kinerja Perusahaan guna
dan peningkatan kinerja Perusahaan guna mendukung mendukung percepatan pembangunan ekonomi nasional di
percepatan pembangunan ekonomi nasional di tahun yang tahun yang akan datang.
akan datang. All work units at PT Angkasa Pura I (Persero) have evaluated
Evaluating the realization of investment in 2017, which will then the realization of investment in 2017 to increase investment
be used to improve investment realization in accordance with the realization in 2018 and encourage growth and increase the
investment program in 2018 and encourage growth and increase Company's performance to support the acceleration of national
the performance of the Company to support the acceleration of economic development in the coming year.
national economic development in the coming year.
6. Aset-aset BPYBDS dalam rangka peraihan status Penyelesaian peralihan aset-aset BPYBDS kepada Perum
Perum LPPNPI dari Kementerian Perhubungan, dan eks LPPNPI yang belum terealisasi menjadi Penyertaan Modal
PT Angkasa Pura I (Persero) yang belum terealisasi menjadi Negara Perum LPPNPI, telah dilaksanakan rapat Lanjutan
Penyertaan Modal Negara Perum LPPNPI, diminta Direksi Pembahasan antar Kementerian Terkait Penyempurnaan
untuk terus berkoordinasi dengan pihak-pihak terkait untuk Konsep Kajian Bersama dan Draft RPP Penambahan PMN
penyelesaiannya (Kementerian Perhubungan, Kementerian pada Perum LPPNPI (BPYBDS Kementerian Perhubungan eks
Keuangan, BPKP). PT Angkasa Pura I (Persero) dan PT Angkasa Pura II (Persero) pada
Assets of Government Assistance That Has Not Been Definedin tanggal 18 Januari 2019 dengan Perum LPPNPI, Kementerian
order to achieve AirNav Indonesia status from the Ministry Keuangan, Kementerian Perhubungan, Kementerian BUMN
of Transportation, and former PT Angkasa Pura I (Persero) serta Kementerian Hukum dan HAM, dengan hasil rapat
which has not yet been realized as AirNav Indonesia's Capital akan dilakukan kajian oleh Kementerian Keuangan terkait
Participation, requested by the Board of Directors to continue mekanisme pengalihan aset-aset BPYBDS tersebut, yang akan
to coordinate with relevant parties for its settlement (Ministry of ditindaklanjuti dengan rencana rapat pada tanggal 8 Februari
Transportation, Ministry of Finance, Financial and Development 2019 di Yogyakarta sesuai undangan rapat Perum LPPNPI
Supervisory Agency). Nomor UND.KRT.01.05/00/LPPNPI/02/2019/212.
Settlement of the transfer of Government Assistance That Has Not
Been Defined assets to AirNav Indonesia which has not yet been
realized as AirNav Indonesia State Equity Participation, a Inter-
Ministry Discussion on the Improvement of the Concept of Joint
Study Concept and Draft of Government Regulation for Addition
of State Capital Inclusion to AirNav Indonesia (Government
Assistance That Has Not Been DefinedMinistry of Transportation
ex PT Angkasa Pura I (Persero) and PT Angkasa Pura II (Persero))
on January 18, 2019 with AirNav Indonesia, Ministry of Finance,
Ministry of Transportation, Ministry of State-Owned Agency
and Ministry of Law and Human Rights, with the results of a
meeting by the Ministry of Finance regarding the asset transfer
mechanism those assets of Government Assistance That Have
Not Been Determined Status, which will be followed up with a
planned meeting on February 8, 2019 in Yogyakarta in accordance
with the invitation of the AirNav Indonesia meeting Number UND.
KRT.01.05/00/LPPNPI/02/2019/212.
7. Melakukan optimalisasi pembinaan Anak Perusahaan, Untuk meningkatkan value creation Anak Perusahaan,
sehingga setiap aksi korporasi yang dilakukan dapat PT Angkasa Pura I (Persero) telah melakukan pembinaan
meningkatkan kinerja Perusahaan. kepada Anak Perusahaan melalui arahan strategis dalam
Conducting optimization of the guidance of Subsidiaries, so rangka pencapaian target dan peningkatan kinerja baik secara
that every corporate action taken can improve the performance finansial maupun operasional, analisis terhadap kinerja Anak
of the Company. Perusahaan dan memberikan saran serta panduan langkah-
langkah perbaikan, evaluasi performa kegiatan usaha.
To increase the value creation of the Subsidiary, PT Angkasa Pura I
(Persero) has provided guidance to Subsidiaries through strategic
direction in order to achieve targets and improve performance
both financially and operationally, the analysis of the Subsidiaries
performance and providing advice and guidance on corrective
steps, evaluating the performance of business activities.

479
2018 Annual Report

8. Menyelesaikan seluruh permasalahan aset-aset Perusahaan Progres penyelesaian seluruh permasalahan aset-aset Perusahaan
yang berkaitan dengan pihak ketiga (antara lain TNI, dengan pihak ketiga:
Kementerian Pehubungan dan Perum LPPNPI). 1. TNI:
Resolve all issues of company assets relating to third parties a. Telah dilaksanakan Rapat Koordinasi yang dipimpin oleh
(including the Indonesian State Army, Ministry of Transportation Asdep Keuangan, Investasi & Badan Usaha – Deputi
and AirNav Indonesia). Bidang Dukungan Kebijakan Ekonomi, Infrastruktur &
Kemaritiman (Sekretariat Wakil Presiden). Setwapres
akan melakukan rapat lanjutan pembahasan terkait
kepastian luasan tanah dan objek lahan yang menjadi
pemasalahan double account tanah antara PT Angkasa
Pura I (Persero) dan Kementerian Pertahanan dengan
mengundang instansi terkait (termasuk dari Kementerian
Keuangan selaku Pengelola BMN).
b. MDC : telah ditandatangani Perjanjian Kerja Sama
antara PT Angkasa Pura I (Persero) dan Tentara
Nasional Indonesia Angkatan Udara Nomor
SP.71/HK.06/2019; Perjama/7/III/2019 tentang
Penggunaan Aset Milik PT Angkasa Pura I (Persero)
Untuk Pangkalan TNI Angkatan Udara Sam Ratulangi
tanggal 22 Maret 2019
DPS : telah ditandatangani Perjanjian Kerja Sama
Untuk Pangkalan TNI Angkatan Udara I Gusti Ngurah
Rai tanggal 22 Maret 2019
BPN : telah ditandatangani Perjanjian Kerja Sama
Untuk Pangkalan TNI Angkatan Udara Dhomber
Balikpapan tanggal 22 Maret 2019
c. LOP: dalam tahap pengukuran luas lahan yang akan
digunakan oleh TNI AU.
d. SRG: dalam tahap evaluasi dan pembahasan terkait
penyerahan aset terminal lama kepada TNI AD.
e. JOG dan SOC: dalam tahap kajian perhitungan usulan
besaran kontribusi tetap yang akan diberikan kepada TNI
AU.
f. AMQ : Perjanjian antara Tentara Nasional Angkatan Udara
dengan PT Angkasa Pura I (Persero) Nomor Perjama/31/
VIII/2018; SP.119/HK.06/2018 tentang Penggunaan
Bersama Pangkalan TNI Angkatan Udara Pattimura
Ambon sebagai Bandar Udara tanggal 10 Agustus 2018
2. Kementerian Perhubungan: terkait pembayaran sewa BMN di
UPG dan SUB, dalam tahap pembahasan draft Perjanjian Kerja
Sama.
3. Perum LPPNPI:
a. Terkait pengenaan besaran sewa tanah dan ruang, dalam
tahap pembahasan tindak lanjut dengan Kementerian
BUMN dan Perum LPPNPI.
b. Terkait pengalihan aset kenavigasian tahap II, terdapat
beberapa Kantor Cabang Perum LPPNPI yang belum
sepakat atas hasil inventarisasi aset tersebut.
Progress in resolving all issues of the Company's assets with third

parties:
1. Indonesian Army:
a. A coordination meeting was chaired by Deputy Assistant
of Finance, Investment and Business Entity - Deputy for
Economic Policy, Infrastructure and Maritime Support
(Deputy Presidential Secretariat). The Secretariat of the
Vice President will conduct a follow-up discussion on the
certainty of land area and land object which is a problem
of the double land account between PT Angkasa Pura I
(Persero) and the Ministry of Defense by inviting relevant
institutions (including from the Ministry of Finance as BMN
managers).
b. MDC: Cooperation Agreement between PT Angkasa Pura
I (Persero) and Indonesian Air Force Air Force Number
SP.71/HK.06/2019 has been signed; Perjama/7/III/2019
concerning the Use of Assets Owned by PT Angkasa Pura
I (Persero) For Air Force Base Sam Ratulangi on March 22,
2019.
DPS: Cooperation Agreement between PT Angkasa Pura I
(Persero) and Indonesian Air Force Air Force Number SP.70/
HK.06/2019; Perjama/6/III/2019 concerning the Use of
Assets Owned by PT Angkasa Pura I (Persero) For Air Force
Base I Gusti Ngurah Rai on March 22, 2019.
BPN: Cooperation Agreement between PT Angkasa Pura I
(Persero) and Indonesian Air Force Air Force Number SP.72/
HK.06/2019; Perjama/8/ III / 2019 concerning the Use
of Assets Owned by PT Angkasa Pura I (Persero) For the
Dhomber Balikpapan Air Force Base, March 22, 2019.
c. LOP: in the stage of measuring the area of land to be used by
the Indonesian Air Force.


d. SRG: in the evaluation phase and discussion regarding the
transfer of old terminal assets to the Army.
e. JOG and SOC: in the study phase calculation of the proposed
amount of fixed contribution to be given to the Air Force.
f. AMQ: Agreement between the Air Force National Army
and PT Angkasa Pura I (Persero) Number Perjama/31/
VIII/2018; SP.119/HK.06/2018 concerning the Joint Use of
the Pattimura Air Force TNI Base Ambon as the Airport on 10
August 2018.
2. Ministry of Transportation: related to payment of leases of State
Property at the UPG and SUB, in the stage of discussing the draft
Cooperation Agreement.
3. AirNav Indonesia:
a. Regarding the imposition of land and space leases, in the
stage of follow-up discussions with the State-Owned Agency
and AirNav Indonesia.
b. Regarding the transfer of phase II navigational assets, there
are several AirNav Indonesia Branch Offices that have not
agreed on the results of the asset inventory.
9. Mengembangkan pengelolaan bandara sehingga dapat Sebagai usaha untuk meningkatkan kinerja bandara
meningkatkan kinerja bandara keseluruhan khususnya non keseluruhan khususnya non aeronautika dengan standar
aeronautika dengan standar Internasional. Untuk kinerja Internasional PT Angkasa Pura I (Persero) telah menjalankan
bandara yang masih rugi, agar dilakukan evaluasi dan prinsip-prinsip pengelolaan Perusahaan kelas dunia dengan
perbaikan secara menyeluruh supaya tidak menjadi beban Tata Kelola Perusahaan yang Baik dan benar, meningkatkan
bagi Perusahaan secara konsolidasian. kinerja Perusahaan secara efektif dan berkesinambungan
Develop airport management so that it can improve overall (service excellence dan profitable revenue), serta meningkatkan
airport performance, especially non-aeronautics with efisiensi dan efektivitas sumber daya Perusahaan yang meliputi
international standards. For the performance of the airport SDM, sistem, organisasi dan fasilitas. Untuk kinerja bandar
that is still losing money, so that an overall evaluation and udara yang masih rugi PT Angkasa Pura I (Persero) telah
improvement is carried out so that it does not become a burden melakukan langkah-langkah antara lain pengembangan bisnis
to the Company in a consolidated manner. non inti (non operasional bandara) melalui pembentukan/
pengembangan Anak Perusahaan untuk mengoptimalkan
pendapatan bisnis, terutama pendapatan non aeronautika
serta perubahan model bisnis dengan Anak Perusahaan.
As an effort to improve the performance of the entire airport,
especially non-aeronautics with international standards,
PT Angkasa Pura I (Persero) has carried out the principles of World-
class Corporate Governance with Good Corporate Governance,
improving the Company's performance and service excellence
and profitable revenue), as well as increasing the efficiency and
effectiveness of Company resources, which include HR, systems,
organizations and facilities. For the performance of still-losing
airports PT Angkasa Pura I (Persero) has taken steps including
the development of non-core businesses (non-airport operations)
through the establishment/development of Subsidiaries to
optimize business revenues, especially non-aeronautical revenues
and changes in business models with Subsidiary.
10. Mematuhi dan melaksanakan ketentuan, prosedur hukum PT Angkasa Pura I (Persero) telah mematuhi dan melaksanakan
dan Anggaran Dasar Perusahaan dan manajemen risiko ketentuan, prosedur hukum dan Anggaran Dasar Perusahaan
secara sungguh-sungguh dalam setiap kegiatan Perusahaan dan manajemen risiko secara sungguh-sungguh dalam setiap
berdasarkan prinsip-prinsip Good Corporate Governance kegiatan Perusahaan berdasarkan prinsip-prinsip Good
(GCG). Corporate Governance (GCG).
Comply with and implement the provisions, legal procedures PT Angkasa Pura I (Persero) has complied with and implemented
and Articles of Association of the Company and risk the Company's provisions, legal procedures and Articles of
management seriously in every Company activity based on the Association and risk management seriously in every Company
principles of Good Corporate Governance (GCG). activity based on the principles of Good Corporate Governance
(GCG).
11. Meningkatkan compliance/pemenuhan portal aset, portal PT Angkasa Pura I (Persero) senantiasa meningkatkan
Financial Information System (FIS), portal SDM, portal PKBL, pemenuhan portal aset, portal Financial Information System
portal Integrated Talent Management System (ITMS) dan (FIS), portal SDM, portal PKBL, portal Integrated Talent
portal Publik. Sehubungan peningkatan kualitas pengawasan Management System (ITMS) dan portal Publik.
dan pembinaan Perusahaan, kami minta agar pemutakhiran PT Angkasa Pura I (Persero) always improves the fulfillment of
data, ketepatan dan kelengkapan pengisian portal tersebut asset portals, Financial Information System (FIS) portals, HR
menjadi perhatian utama Dewan Pengawas dan Direksi. portals, PKBL portals, Integrated Talent Management System
Improve compliance/fulfillment of asset portals, Financial (ITMS) portals and Public portals.
Information System (FIS) portals, HR portals, PKBL portals,
Integrated Talent Management System (ITMS) portals and
Public portals. In connection with improving the quality of
supervision and guidance of the Company, we request that
data updates, the accuracy and completeness of filling out
the portals be of prime concern to the Board of Trustees and
Directors.
12. Laporan Keuangan, Laporan Pelaksanaan PKBL, Laporan Laporan Keuangan, Laporan Pelaksanaan PKBL, Laporan
Evaluasi Kinerja, Laporan Kepatuhan terhadap Perundang- Evaluasi Kinerja, Laporan Kepatuhan terhadap Perundang-
undangan dan Pengendalian Internal, Laporan Penilaian undangan dan Pengendalian Internal, Laporan Penilaian
Key Performance Indicator (KPI) yang telah diaudit oleh Key Performance Indicator (KPI) yang telah diaudit oleh KAP
KAP Djoko, Sidik & Indra, Risalah Rapat Pembahasan Djoko, Sidik & Indra, Risalah Rapat Pembahasan Laporan
Laporan Pertanggungjawaban Program Kemitraan dan Bina Pertanggungjawaban Program Kemitraan dan Bina Lingkungan
Lingkungan Tahun 2017 dan tanggapan Dewan Komisaris Tahun 2017 dan tanggapan Dewan Komisaris adalah bagian
adalah bagian yang tidak terpisahkan dari Risalah Rapat ini. yang tidak terpisahkan dari Risalah Rapat ini.
Financial Report, PKBL Implementation Report, Performance Financial Report, PKBL Implementation Report, Performance
Evaluation Report, Compliance Report on Legislation and Evaluation Report, Compliance Report on Legislation and Internal
Internal Control, Key Performance Indicator Assessment Report Control, Key Performance Indicator Assessment Report (KPI)
(KPI) audited by KAP Djoko, Sidik & Indra, Minutes of Discussion audited by KAP Djoko, Sidik & Indra, Minutes of Discussion Meeting
Meeting on the Accountability and Partnership Program on the Accountability and Partnership Program Accountability
Accountability Report In 2017 and the Board of Commissioners' Report In 2017 and the Board of Commissioners' response is an
response is an inseparable part of the Minutes of this Meeting. inseparable part of the Minutes of this Meeting.

481
2018 Annual Report
PELAKSANAAN RUPS RKAP TAHUN 2017 DAN IMPLEMENTATION OF GMS ON WORK PLAN AND
REALISASINYA COMPANY BUDGET YEAR 2017 AND THE REALIZATION
Tabel Pelaksanaan RUPS RKAP Tahun 2017

Table of Implementation GMS on Work Plan and Company Budget 2017
Undangan RUPS tentang Rencana Kerja Rapat Umum Pemegang Saham (RUPS) Hasil keputusan RUPS disampaikan
Anggaran Perusahaan (RKAP) Tahun tentang Rencana Kerja Anggaran kepada Pemegang Saham melalui surat
2017 telah disampaikan kepada para Perusahaan (RKAP) Tahun 2017 telah serta diunggah ke situs www.fis.bumn.go.id.
Pemegang Saham melalui surat No. dilaksanakan pada tanggal 9 Januari 2017 Risalah RUPS juga telah dimuat di situs
API.09/KU.01.03/2017-DU-B pada tanggal di Kantor Kementerian BUMN Ruang Rapat Perseroan (www.ap1.co.id).
3 Januari 2017. Undangan RUPS tentang Lt. 6, Jalan Medan Merdeka Selatan No. 13, The results of the GMS decisions are
Persetujuan Laporan Tahunan Tahun Buku Jakarta Pusat. submitted to the Shareholders through a
2016 dan Laporan Keuangan Tahun Buku The General Meeting of Shareholders (GMS) letter and uploaded to the site www.fis.bumn.
2016 telah disampaikan pada Pemegang on the 2017 Corporate Budget Work Plan go.id. Minutes of the GMS have also been
Saham melalui surat No. API.2124/ was held on January 9, 2017 at the Ministry posted on the Company's website (www.ap1.
KU.01.03/2017-DU-B tanggal 21 April Office State-Owned Agency Meeting Room co.id).
2017. Lt. 6, Jalan Medan Merdeka Selatan No. 13,
Invitation to the GMS regarding the 2017 Central Jakarta.
Corporate Budget Work Plan has been
submitted to the Shareholders through letter
No. API.09/KU.01.03/2017-DU-B on January
3, 2017. Invitation to the GMS regarding the
Approval of the 2016 Annual Report and
Financial Statements for the 2016 Financial
Year has been submitted to the Shareholders
through letter No. API.2124/KU.01.03/2017-
DU-B dated 21 April 2017.
REKAPITULASI KEHADIRAN PADA RUPS RKAP TAHUN RECAPITULATION OF ATTENDANCE AT THE GMS
2017 CONCERNING THE COMPANY’S WORK PLAN AND BUDGET
YEAR 2017
RUPS Tahunan 2017 yang dihadiri oleh Dewan Komisaris The Annual GMS Year 2017 attended by the Board of
dan Direksi Perseroan sebagai berikut: Commissioners and the Board of Directors of the Company
is described below:
Tabel Rekapitulasi Kehadiran pada RUPS RKAP TAHUN 2017

Table of Recapitulation of Attendance at the GMS concerning the Company’s Work Plan and Budget Year 2017

No.
1. Andrin of Chaniago Komisaris Utama/Komisaris Independen/President Commissioner/ Hadir
Independent Commissioner Present
2. Boy Syahril Qamar Komisaris Independen/Independent Commissioner Hadir
Present
3. Dwi Ary Purnomo Komisaris/Commissioner Hadir
Present
4. Anandy Wati Komisaris/Commissioner Hadir
Present
5. Agus Santoso Komisaris/Commissioner Hadir
Present
6. Selby Nugraha Rachman Komisaris/Commissioner Hadir
Present
7. Danang S. Baskoro Direktur Utama/President Director Hadir
Present
8. Polana Banguningsih Prasmeti Direktur Teknik /Technical Director Hadir
Present
9. Wendo Asrul Rose Direktur Operasi/Director of Operations Hadir
Present
10. Moch. Asrori Direktur Pengembangan Usaha/ Business Development Director Hadir
Present
11. Novrihandri Direktur Keuangan/Finance Director Hadir
Present
12. Adi Nugroho Direktur Sumber Daya Manusia dan Umum /Human Capital and Hadir
General Affair Director Present

AGENDA DAN KEPUTUSAN RUPS RKAP TAHUN 2017 AGENDA AND DECISION OF THE GMS CONCERNING THE
COMPANY’S WORK PLAN AND BUDGET YEAR 2017
Agenda Pertama
The First Agenda
Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2017.
Ratification of the Company’s Work Plan and Budget Year 2017.
Mengesahkan Rencana Kerja dan Anggaran Perusahaan Tahun 2017 dengan pokok-pokok sebagai berikut:
To approve the Company’s Work Plan and Budget 2017 with the following description:
a. Laporan Posisi Keuangan/Financial Position Report
Aset/Asset
Aset Lancar/Current Asset Rp 3.049.754 Juta/Million
Aset Tetap/Fixed Asset Rp 23.545.047 Juta/Million
Aset Lain-lain/Other Asset Rp -
Jumlah Aset/Total Asset Rp 26.594.801 Juta/Million
Liabilitas dan Ekuitas/Liabilities and Equity Rp
Liabilitas Jangka Pendek/Short-Term Liabilities Rp 2.388.199 Juta/Million
Liabilitas Jangka Panjang/Long-Term Liabilities Rp 11.123.395 Juta/Million
Ekuitas/Equity Rp 13.083.207 Juta/Million
Jumlah Liabilitas dan Ekuitas/Total of Liabilities and Equity Rp 26.594.801 Juta/Million
b. Laporan Laba Rugi dan Penghasilan Komprehensif Konsolidasian/Consolidated Statement of Profit and Loss, and Comprehensive
Income.
Pendapatan Usaha/Revenue
Pendapatan Aero/Aeronautical Revenue Rp 4.341.289 Juta/Million
Pendapatan Non Aero/Non Aeronautical Revenue Rp 3.275.172 Juta/Million
Total Pendapatan Usaha/Total Revenue Rp 7.616.461 Juta/Million
Beban Usaha/Business Expense
Beban Usaha/Business Expense Rp 5.725.076 Juta/Million
Total Beban Usaha/Total of Business Expense Rp 5.725.076 Juta/Million
Laba (Rugi) Usaha /Business Profit (Loss) Rp 1.891.385 Juta/Million
Pendapatan (Beban) Lain-lain/Other Income (Expense) Rp (312.145) Juta/Million
Bagian Laba Entitas Asosiasi/Profit of Associates Rp 6.500 Juta/Million

Laba (Rugi) Sebelum Pajak/Profit (Loss) Before Tax Rp 1.585.740 Juta/Million
Beban Pajak/Tax Expense Rp 412.363 Juta/Million
Kepentingan Non Pengendali/Non-Controlling Interest Rp 1.735 Juta/Million
Laba (Rugi) Setelah Pajak/Profit (Loss) After Tax Rp 1.171.642 Juta/Million
c. Investasi/Investment
Investasi Rutin/Routine Investment Rp 4.097.223 Juta/Million
Investasi Non Rutin/Proyek/Non Routine Investment/Project Rp 4.285.087 Juta/Million
Total Investasi/Total Investment Rp 8.382.310 Juta /Million
d. Sumber Daya Manusia/Human Resource

Pegawai Tetap/Permanent Employees : 3.666 orang/persons
Pegawai Kontrak/Contract Employees : 5.602 orang/persons
Total Pegawai/Total Employees : 9.268 orang/persons
e. RKA Dewan Komisaris Tahun 2017 sebagaimana yang tertera dalam buku RKAP Tahun 2017./The Work Program and Budget of the
Board of Commissioners Year 2017 are consistent with those specified in the book the Company’s Work Program and Budget 2017.
f. Target Tingkat Kesehatan Tahun 2017 sebesar 90 atau Kategori Sehat “AA”./The Target Soundness Level of 2017 is equal to 90,
which falls into the Soundness Category “AA”

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2018 Annual Report
Agenda Kedua
The Second Agenda
Pengesahan Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan (RKA-PKBL) Tahun 2017.
Ratification of the Work Plan and Budget of the Partnership and Environmental Development Programs Year 2017.
a. Program Kemitraan/Partnership Program

Dana Tersedia/Funds Available
Saldo Awal/Initial Balance Rp 829,84 Juta/Million
Alokasi Sebagian Beban/Allocation of Part of the Expense Rp -
Pengembalian Pinjaman Mitra Binaan/Loan Repayment from Partners Rp 24.702,68 Juta/Million
Penerimaan Jasa Administrasi Pinjaman/Income from Loan Administrative Rp 3.893,78 Juta/Million
Services
Penerimaan Lain/Other Income Rp 98,96 Juta/Million
Jumlah Dana Tersedia/Total Funds Available Rp 29.525,28 Juta/Million
Penyaluran Dana/Distribution of Funds
Penyaluran Pinjaman ke Mitra Binaan/Loan Distribution to Partners Rp 29.525,28 Juta/Million
Jumlah Penggunaan/Total Amount Used Rp 29.525,28 Juta/Million
Saldo Akhir/Final Balance Rp 0
b. Program Bina Lingkungan/Environmental Development Program

Dana Tersedia/Funds Available
Saldo Awal/Initial Balance Rp 3.420,19 Juta/Million
Alokasi Sebagian Beban/Allocation of Part of the Expense Rp 25.173,78 Juta /Million
Penerimaan Lain/Other Income Rp 70,48 Juta/Million
Jumlah Dana Tersedia/Total Funds Available Rp 28.664,46 Juta/Million
Penyaluran Dana/Distribution of Funds
Penyaluran Dana Binaan/Distribution of Funds Rp 28.664,46 Juta/ Million
Jumlah Penggunaan/Total Amount Used Rp 28.664,46 Juta/Million
Saldo Akhir/Final Balance Rp 0
Agenda Ketiga
The Third Agenda
Persetujuan dan Pengesahan Kontrak Manajemen (Key Performance Indicator) antara Direksi dan Dewan Komisaris dengan Pemegang
Saham Tahun 2017.
Approval and Ratification of the Management Contract (Key Performance Indicators) Between the Board of Directors and the Board of
Commissioners, and Shareholders Year 2017.
Menyetujui dan mengesahkan Kontrak Manajemen (Key Performance Indicator) antara Direksi dan Dewan Komisaris PT Angkasa Pura
I (Persero) dengan Pemegang Saham PT Angkasa Pura I (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, merupakan bagian yang tidak
terpisahkan dari keputusan RUPS.
To approve and ratify the management contract (Key Performance Indicators) between the Board of Directors and the Board of Commissioners
of PT Angkasa Pura I (Persero), and Shareholders of PT Angkasa Pura I (Persero) year 2017 based on Superior Performance Assessment
Criteria and the Letter of the Minister of SOEs Number: S-513/MBU/08/2016 dated August 30, 2016 concerning Submission of Aspirations
of Shareholders/Capital Owners in Connection with the Preparation of the Company’s Work Plan and Budget Year 2017, which constitute an
integral part of the GMS resolutions.
Agenda Keempat
The Fourth Agenda
Persetujuan dan Pengesahan Kontrak Manajemen (Key Performance Indicator) antara Dewan Komisaris dengan Pemegang Saham
Tahun 2017.
Approval and Ratification of the Management Contract (Key Performance Indicators) Between the Board of Commissioners and Shareholders
Year 2017.

Menyetujui dan mengesahkan Kontrak Manajemen (Key Performance Indicator) antara Dewan Komisaris dengan Pemegang Saham
tahun 2017 yang mengacu pada Peraturan Menteri BUMN Nomor PER-01/MBU/2011 jo. Nomor PER-09/MBU/2012 tanggal 6 Juli 2012
tentang Penerapan Prinsip-Prinsip Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada BUMN, merupakan bagian
tidak terpisahkan dari risalah.
To approve and ratify the management contract (Key Performance Indicators) between the Board of Commissioners and Shareholders year
2017 based on the Regulation of the Minister of SOEs Number: PER-01/MBU/2011 in conjunction with Number: PER-09/MBU/2012 dated
July 6, 2012 concerning Implementation of the Good Corporate Governance Principles among State-Owned Agency, which constitute an
integral part of the minutes.
Agenda Kelima
The Fifth Agenda
Penetapan Indikator Aspek Operasional Tahun 2017.
Determination of Indicators for the Operational Aspect 2017.
Menyetujui penetapan indikator aspek opersional untuk perhitungan tingkat kesehatan tahun 2017, yaitu:
a. Customer Satisfication Index (CSI), dengan target mencapai 4,5 dari skala 5,00.
b. Tingkat pelayanan: pemeriksaan keamanan (target 95%), fasilitas umum dengan target bintang 3 dan tingkat kesejukan ruangan
(target 90%).
c. Penyerapan investasi untuk pengembangan fasilitas, dengan target realisasi program 100% dan fisik 75%.
To approve determination of indicators for the operational aspect to measure the soundness level in 2017, namely:
a. Customer Satisfication Index (CSI), with a target score of up to 4.5 based on a 5-point scale.
b. Service Quality: security checking (with a target percentage of 95%), public facilities with a three-star target rating, and the room
coolness level (with a target percentage of 90%).
c. Absorption of investment for development of facilities, with the target of program realization by 100% and the target of physical
realization by 75%.
Agenda Keenam
The Sixth Agenda
Persetujuan Pendanaan Eksternal Tahun 2017.
Approval of External Funding Year 2017.
Menyetujui penerbitan obligasi dan/atau pinjaman Bank/Non Bank Tahun 2017 sebesar Rp5,5 Triliun dengan ketentuan:
a. Mentaati seluruh peraturan dan ketentuan hukum yang berlaku berkaitan dengan penerbitan obligasi dan pinjaman Bank/Non
Bank serta memperhatikan prinsip-prinsip Tata Kelola Perusahaan yang Baik (good corporate governance).
b. Pelaksanaannya dilakukan secara hati-hati/prudent dan melakukan mitigasi risiko terhadap semua risiko yang berpotensi muncul
mulai dari aspek legal, aspek operasional dan aspek keuangan Perusahaan.
c. Direksi agar memperhatikan saran dan arahan Dewan Komisaris sebagaimana yang tertuang dalam surat Dewan Komisaris Nomor
69/DK.AP.I/2016 tanggal 22 Desember 2016.
d. Dewan Komisaris agar melakukan pengawasan, evaluasi dan monitoring secara berkala atas pelaksanaan penerbitan obligasi dan
pinjaman Bank/Non Bank tersebut memperhatikan nilainya sangat material bagi Perusahaan.
e. Persetujuan penerbitan obligasi dan pinjaman Bank/Non Bank tersebut diberikan untuk jangka waktu 1 (satu) tahun terhitung
sejak tanggal surat.
To approve the issuance of bonds and/or bank/non-bank loans year 2017 amounting to Rp5.5 trillion under the following conditions:
a. To comply with any applicable laws and regulations concerning the issuance of bonds and bank/nonbank loans and to observe the
principles of good corporate governance
b. The implementation shall be done carefully (based on the principles of prudence) and risk mitigation against any possible risks arising
from the legal, operational, and financial aspects of the Company shall be undertaken.
c. The Board of Directors shall consider recommendations and instructions of the Board of Commissioners as specified in the Letter of the
Board of Commissioners Number: 69/DK.AP.I/2016 dated December 22, 2016.
d. The Board of Commissioners shall supervise, evaluate, and monitor on a regular basis the implementation of the issuance of bonds and
bank/non-bank loans given the value which is extremely material to the Company.
e. The approval of the issuance of bonds and bank/non bank loans shall be granted for a period of 1 (one) year starting from the date of
the letter.

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2018 Annual Report
Agenda Ketujuh
The Seventh Agenda
Persetujuan Tambahan Modal Disetor Anak Perusahaan Tahun 2017.
Approval of Additional Paid-Up Capital of Subsidiaries Year 2017.
Menyetujui Tambahan Modal Disetor pada Anak Perusahaan yaitu:

a. PT Angkasa Pura Suport sebesar Rp126.875.000.000,00 secara tunai.
b. PT Angkasa Pura Hotel sebesar Rp112.500.000.000,00 secara tunai dan sebesar Rp417.500.000.000,00 melalui konversi
pinjaman menjadi modal, dengan ketentuan sebagai berikut:
- Pelaksanaan pemberian tambahan modal harus dilakukan dengan tetap memperhatikan seluruh ketentuan yang berlaku
serta memperhatikan prinsip-prinsip Tata Kelola Perusahaan yang Baik.
- Kajian kelayakan bisnis yang dilakukan merupakan bagian yang tidak terpisahkan dari persetujuan ini.
- Pakta Integritas yang ditandatangani oleh seluruh Direksi merupakan bagian yang tidak terpisahkan dari persetujuan ini.
- Dewan Komisaris agar melakukan pengawasan, evaluasi dan monitoring setiap triwulanan atas pelaksanaan pemberian
tambahan modal agar sesuai dengan kajian kelayakan sehingga akan memberikan nilai tambah dari sisi bisnis dan keuangan.
To approve additional paid-up capital of the following subsidiaries:

a. PT Angkasa Pura Suport amounting to Rp126,875,000,000.00, in cash
b. PT Angkasa Pura Hotel amounting to Rp112,500,000,000.00 in cash and amounting to Rp417,500,000,000.00 through the conversion
of loans into capital, Under the following conditions:
- In practice, provision of additional capital shall be done with due observance of any prevailing regulations and the principles of
good corporate governance.
- The business feasibility analysis undertaken is an integral part of this approval.
- The Integrity Pact signed by all members of the Board of Directors is an integral part of this
- approval.
- The Board of Commissioners shall conduct quarterly supervision, evaluation, and monitoring relating to the execution of provision
of additional capital in order that it accords with the feasibility analysis so as to provide an added value in terms of business and
financial aspects.
Agenda Kedelapan
The Eighth Agenda
Persetujuan Pelimpahan Wewenang Tahun 2017.
Approval of the Delegation of Authority Year 2017.
Menyetujui pelimpahan kewenangan RUPS terkait investasi kepada:

a. Direksi untuk melakukan perubahan dan relokasi anggaran antar program/kegiatan investasi dengan nilai maksimum 10% dari
total nilai investasi tahun 2017.
b. Dewan Komisaris untuk melakukan persetujuan perubahan penambahan/penghapusan program/kegiatan investasi dengan nilai
maksimum 10% dari total investasi tahun 2017.
To approve delegation of authority of the GMS relating to investment to:

a. The Board of Directors shall make changes to the budget and relocation of the budget between investment programs/activities with a
maximum value of 10% of the total investment value in 2017.
b. The Board of Commissioners shall approve changes to add/remove investment programs/activities with a maximum value of 10% of the
total investment in 2017.
Dengan Ketentuan:
a. Pendelegasian kewenangan tanpa merubah nilai total investasi.
b. Setiap perubahan dan relokasi anggaran investasi harus dilaporkan dan dipertanggungjawabkan dalam RUPS Tahunan.
c. Pelaksanaan perubahan dan relokasi anggaran investasi agar selalu mengedepankan prinsip Tata Kelola Perusahaan yang Baik.
Under the following conditions:

a. Delegation of authority without changes to the total investment value.
b. Any change to and relocation of the investment budget shall be reported to and accounted for at the Annual GMS.
c. Implementation of changes to and relocation of the investment budget shall always give priority to the principles of good corporate
governance.

ARAHAN RUPS RKAP TAHUN 2017 DAN DIRECTION OF 2017 THE GMS CONCERNING THE
TINDAKLANJUTNYA COMPANY’S WORK PLAN AND BUDGET AND FOLLOW-UP
No. Arahan RUPS Tindak Lanjut

Direction GMS Follow-Up
1. Buku RKAP, RKA-PKBL, RKA Dewan Komisaris dan KPI Pelaksanaan RKAP tahun 2017 telah dijabarkan dalam bentuk
Dewan Komisaris Tahun 2017, dan Surat Tanggapan Dewan triwulanan dan telah dilaksanakan sesuai dengan ketentuan,
Komisaris No. 69/DK.AP.I/2006 tanggal 22 Desember 2016 serta telah dilaporkan secara berkala kepada Pemegang
yang telah disetujui dan disahkan Rapat Umum Pemegang Saham dengan tepat waktu.
Saham (RUPS), merupakan bagian yang tidak terpisahkan The implementation of the Company’s Work Plan and Budget
dari risalah keputusan RUPS ini dan menjadi pedoman bagi Year 2017 has been translated into a quarterly work program and
Direksi dalam melaksanakan program kerja dan target budget, which have been implemented in accordance with the
kinerja pada tahun 2017 serta sebagai sarana pemantauan applicable regulations, and have been reported on a regular basis
dan pengawasan bagi Dewan Komisaris. to Shareholders in a timely manner.
The Books of the Company’s Work Plan and Budget, the
Work Plan and Budget of the Partnership and Environmental
Development Programs, the Work Plan and Budget of the Board
of Commissioners, and KPI of the Board of Commissioners Year
2017, and the Written Response of the Board of Commissioners
No: 69/DK.AP.I/2006 dated December 22, 2016 approved and
ratified by the General Meeting of Shareholders (GMS) are
an integral part of the minutes of these GMS resolutions and
serve as guidelines for the Board of Directors in implementing
the work program and the target performance in 2017, and
as a means of monitoring and supervision of the Board of
Commissioners.
2. Direksi dengan pengawasan Dewan Komisaris diminta untuk:
Directors with the supervision of the Board of Commissioners are asked to:
a. Memperbaiki, meningkatkan dan mengembangkan a. Implementasi Human Capital Information System (HCIS).
kompetensi dan kemampuan SDM Perusahaan sehingga b. Telah dilakukan Man Power Planning untuk optimalisasi
bertaraf Internasional untuk mewujudkan World Class Sumber Daya Manusia.
Airport. c. Implementasi Performance Management System.
Improve, enhance and develop the competence and ability
of the Company to an international human resources to a. Implementing the Human Capital Information System (HCIS)
achieve World Class Airport. b. Undertaking Man Power Planning to optimize Human
Resources
c. Implementing the Performance Management System
b. Mengembangkan pengelolaan bandara sehingga dapat a. Melakukan evaluasi terhadap seluruh kegiatan bisnis dan
meningkatkan kinerja bandara keseluruhan khususnya review model bisnis Non Aviasi yang ideal.
non aeronautika dengan standar Internasional. Untuk b. Mengoptimalkan pengusahaan kegiatan bisnis Non Aviasi
kinerja bandara yang masih rugi, agar dilakukan evaluasi melalui Anak Perusahaan.
dan perbaikan secara menyeluruh supaya tidak menjadi c. Penambahan alat produksi Non Aviasi dengan melakukan
beban bagi Perusahaan secara konsolidasi. penyesuaian/relayout Commercial Space Plan/beautifikasi:
Develop airport management so that it can improve overall - Memastikan peningkatan pendapatan Aeronautika
airport performance, especially non-aeronautics with dan penetapan tarif sesuai dengan prinsip GCG.
international standards. For the performance of the airport - Telah dilakukan Downsizing organisasi di Bandar
that is still losing money, so that an overall evaluation and Udara Frans Kaisiepo Biak.
improvement is carried out so that it does not become a
burden to the Company on a consolidated basis. a. Evaluating all business activities and reviewing the ideal
non-aviation business model.
b. Optimizing non-aviation business activities through
subsidiaries.
c. Adding non-aviation production equipment through
adjustments/relayout of the Commercial Space Plan/
beautification.
- Ensuring that aeronautical revenue increases and
tariffs are set in accordance with GCG principles.
- Performing organizational downsizing at Frans Kaisiepo
International Airport, Biak.

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2018 Annual Report

c. Mewujudkan segera rencana Program Smart Airport a. Standarisasi Infrastruktur Jaringan Komunikasi
dan Airport City pada bandara yang telah siap sehingga Data berupa pengimplementasian: LAN, WAN 2 MB,
mampu meningkatkan pelayanan pengguna bandara. Communication free Wifi up to 100 MB, dan Server.
Immediately realize the plan of the Smart Airport Program b. Peningkatan koordinasi operasional antar stakeholder di
and Airport City in airports that are ready so they can bandara dengan mengimplementasikan Airport Operation
improve airport service users. Control Center (AOCC) di seluruh bandara.
c. Penerapan peningkatan pengamanan surveillance di
bandara dengan menambahkan jumlah CCTV di titik yang
strategis dengan fitur Face Detection.
d. Penerapan Parking System (SIMPARK), dan Passenger
Service Charge On Ticktes (POTS).
e. Pengembangan Mobile Apps PT Angkasa Pura I (Persero)
yang berbasiskan Customer Oriented guna memberikan
layanan dan value added service bagi customer PT Angkasa
Pura I (Persero).
a. Standardization of Communication Network Infrastructure

Data in the form of implementation: LAN, WAN 2MB,
Communication free Wifi up to 100MB, and Server.
b. Increased operational coordination between stakeholders
at the airport by implementing Airport Operation Control
Center (AOCC) at all airports.
c. Application of increased surveillance security at the airport
by adding the number of CCTVs at a strategic point with the
Face Detection feature.
d. Application of Parking System (SIMPARK), and Passenger
Service Charge On Ticktes (POTS).
e. PT Angkasa Pura I (Persero) Mobile Apps Development
based on Customer Oriented to provide services and value
added service for PT Angkasa Pura I (Persero) customers.
d. Meningkatkan kerja sama melalui Sinergi BUMN dengan a. Melakukan pelaporan secara rutin untuk proyek strategis
tetap memperhatikan prinsip-prinsip GCG. nasional (PSN) ke Meneg BUMN, Menko Perekonomian,
Enhance cooperation through the Synergy of State-Owned Kementerian Perhubungan, Inspektorat Jenderal
Agency while still taking into account the principles of Perhubungan, dan Kantor Staf Presiden (KSP).
GCG. b. Melaksanakan bimbingan teknis perencanaan proyek
dengan Direktorat Bandar Udara.
c. Koordinasi rutin dengan stakeholder lain antara lain
Airnav, Pertamina, PLN, CIQ, Telkom , BMKG, dan lainnya.
d. Pembangunan Kereta Bandara di Bandar Udara Adi
Soemarmo Solo.
a. Regularly report for national strategic projects (PSN) to

the State Minister for State-Owned Agency, Coordinating
Minister for Economy, Ministry of Transportation,
Inspectorate General of Transportation, and Office of
Presidential Staff (KSP).
b. Carry out project planning technical guidance with the
Airport Directorate.
c. Regular coordination with other stakeholders includes
Airnav, Pertamina, PLN, CIQ, Telkom, BMKG, and others.
d. Airport Train Construction at Adi Soemarmo Solo Airport.
e. Menyelesaikan seluruh permasalahan aset-aset Telah dilakukan koordinasi dengan pihak ke tiga secara
Perusahaan yang berkaitan dengan pihak ketiga (seperti: berkelanjutan dan telah dikonsultasikan dengan Kementerian
TNI, Kementerian Perhubungan, dan Perum LPPNPI). BUMN terkait progress tindak lanjut yang telah dilakukan
Resolve all issues of the Company's assets relating to dalam penyelesaian permasalahan aset Perusahaan.
third parties (such as: TNI, Ministry of Transportation, and Coordination with third parties has been carried out multinational
AirNav Indonesia). and has been consulted with the Ministry of State-Owned Agency
regarding the progress of follow-up actions that have been taken
in resolving the problems of the Company's assets.
f. Melaksanakan peningkatan dan perbaikan berkelanjutan Melakukan penyusunan Nota Kesepahaman dan Nota
(continual improvement) atas infrastruktur, organisasi Kesepakatan Teknis dengan Stakeholder terkait dalam menjaga
dan proses bisnis, untuk menyediakan layanan yang kualitas pelayanan operasional sesuai dengan standar yang
berkualitas, prima, cepat dan tepat. dipersyaratkan.
Carry out continual improvement and improvement on Preparing a Memorandum of Understanding and Memorandum
infrastructure, organization and business processes, to of Technical Agreement with Stakeholders related to maintaining
provide quality, excellent, fast and appropriate services. the quality of operational services in accordance with the
required standards.


g. Melakukan kajian untuk persiapan Spin-Off Bandar a. Merumuskan konsep Transformasi Bisnis PT Angkasa
Udara Sultan Aji Muhamad Sulaiman Sepinggan- Pura I (Persero).
Balikpapan. b. Memberikan usulan struktur model bisnis yang optimal
Conducted a study for the preparation of Sultan Aji bagi PT Angkasa Pura I (Persero).
Muhamad Sulaiman Sepinggan-Balikpapan Spin-Off c. Memberikan tahapan kerja sama Anak Perusahaan
Airport. PT Angkasa Pura I (Persero) dengan mitra strategis.
d. Memberikan rekomendasi atas bandara yang sesuai untuk
dikerjasamakan.
e. Melakukan analisa latar belakang kebutuhan dan manfaat
pembentukan Anak Perusahaan dan kerja sama mitra
strategis.
f. Melakukan analisa hukum atas pembentukan Anak
Perusahaan dan kerja sama Mitra Strategis berdasarkan
regulasi kebandarudaraan dan BUMN.
g. Melakukan analisa pro dan kontra atas model bisnis dan
skema kerja sama.
h. Melakukan analisa aspek ekonomi atas pengembangan
bandara dan kerja sama mitra strategis.
i. Melakukan analisa klasifikasi jenis investor potensial.
j. Proses dan timeline implementasi pembentukan Anak
Perusahaan dan kerja sama mitra strategis.
Sedang dilakukan proses persiapan untuk pengadaan

Konsultan Manajemen untuk melakukan strategic review atas
proses persiapan strategic partnership pengembangan dan
pengelolaan Bandar Udara.
a. Formulating the concept of PT Angkasa Pura I (Persero)

Business Transformation.
b. Proposing an optimal business model structure for
c. Providing cooperation stages of PT Angkasa Pura I (Persero)
's Subsidiaries with strategic partners.
d. Providing recommendations on airports that are suitable for
cooperation.
e. Analyzing the background of the needs and benefits of
establishing a subsidiary and strategic partner cooperation.
f. Conducting legal analysis of the establishment of
Subsidiaries and the cooperation of Strategic Partners based
on airport regulations and State-Owned Agency.
g. Conducting pro and contra analysis of business models and
cooperation schemes.
h. Analyzing economic aspects of airport development and
strategic partner cooperation.
i. Analyzing the classification of types of potential investors.
j. The process and timeline for the implementation of the
establishment of Subsidiaries and strategic partner
cooperation.
The preparation process is being carried out for the procurement

of Management Consultants to conduct a strategic review
of the strategic partnership preparation process for airport
development and management.
3. Tantiem yang dianggarkan dalam RKAP 2017 sesuai dengan Telah dianggarkan sesuai dengan arahan RUPS.
Peraturan Menteri BUMN tentang Pedoman Penetapan It has been budgeted in accordance with the GMS directives.
Penghasilan Direksi, Dewan Komisaris dan Dewan Pengawas
BUMN, merupakan besaran maksimal yang dapat dibebankan
dan realisasinya berdasarkan pencapaian target kinerja
tahun 2017 yang diputuskan dalam RUPS Tahunan.
The bonuses budgeted in the 2017 RKAP in accordance with the
State-Owned Agency Minister's Regulation on Guidelines for
Determining Income of the Directors, Board of Commissioners
and Supervisory Board of State-Owned Agency, is the maximum
amount that can be charged and realized based on achievement
of 2017 performance targets decided at the Annual GMS.
4. Dalam rangka program kemitraan BUMN dengan usaha kecil
dan bina lingkungan (PKBL), maka perlu diperhatikan hal-hal
sebagai berikut:
In the framework of the SOE partnership program with small
businesses and community development (PKBL), the following
matters need to be considered:

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2018 Annual Report

a. Menyampaikan laporan berkala secara tepat waktu Penyampaian Laporan PKBL sudah sesuai dengan Peraturan
sesuai batas waktu yang ditentukan dalam Peraturan Menteri Nomor PER-09/MBU/07/2015, dimana pelaporan
Menteri Negara BUMN Nomor PER-08/MBU/2013 PKBL dilaporan tepat waktu setiap triwulanan dan tahunan.
tanggal 10 September 2013 sebagaimana telah diubah Submission of the PKBL Report is in accordance with Minister
terakhir dengan Peraturan Menteri BUMN Nomor PER- Regulation Number PER-09/MBU/07/2015, where PKBL
03/MBU/12/2016 tentang PKBL. reporting is reported on a quarterly and annual basis.
Submitting periodic reports in a timely manner according
to the time limit specified in the Regulation of the Minister
of State Owned Agency Number PER-08/MBU/2013
dated 10 September 2013 as lastly amended by State-
Owned Agency Minister Regulation Number PER-03/
MBU/12/2016 about PKBL.
b. Terhadap pelaksanaan RKA PKBL Tahun 2017, agar a. Seluruh rencana penyaluran PK dan BL tahun 2017 telah
memperhatikan hasil telaahan RKA PKBL Tahun dianggarkan sama dengan jumlah dana tersedianya.
2017 PT Angkasa Pura I (Persero) Nomor RIS-34/ b. Untuk tingkat efektivitas PK adalah sebesar 97,73%.
D7.MBU.3/12/2016 tanggal 30 Desember 2017. c. Untuk realisasi tingkat daya serap BL sebesar 100,23%.
Regarding the implementation of 2017 PKBL RKA, to d. Tingkat kolektibilitas pengembalian tahun 2017
pay attention to the results of the review of 2017 PKBL adalah sebesar 70,82%, sedangkan untuk pencapaian
RKA PT Angkasa Pura I (Persero) Number RIS-34/ kolektibilitas tahun 2016 71,24%.
D7.MBU.3/12/2016 dated 30 December 2017. e. Untuk database mitra binaan telah terorganisir
dengan baik di aplikasi PKBL online, sedangkan upaya
penyelesaian angsuran Mitra Binaan tidak teridentifikasi
telah dilakukan dengan cara mengkonfirmasi ke Bank
BRI terkait dan mengkonfirmasi ke mitra binaan yang
kemungkinan bayar di tanggal tersebut.
f. Program-program BUMN Hadir untuk Negeri telah di
anggarkan dan dilaksanakan dengan baik dan akan
dilakukan audit oleh KAP.
g. Tindak lanjut dari hasil telaahan ini Unit CSR PT Angkasa
Pura I (Persero) telah melaksanakan hibah pembinaan
kepada mitra binaan berupa hibah promosi, pelatihan dan
pemagangan dengan capaian sebesar 9,32% dari total
dana PK yang disalurkan.
a. All plans for distribution of PK and BL in 2017 have been

budgeted equal to the amount of available funds.
b. For the level of effectiveness of PK is 97.73%.
c. For realization of the absorption rate of BL is 100.23%.
d. The collectability rate of return in 2017 is 70.82%, while for
the 2016 collectability achievement is 71.24%.
e. For the database of the trained partners it has been well
organized in the online PKBL application, while efforts to
settle installments of the unidentified Foster Partners have
been made by confirming to the relevant BRI Bank and
confirming to the trained partners who might pay on that
date.
f. The State-Owned Agency Programs Present to the Country
have been properly budgeted and implemented and an audit
by KAP will be conducted.
g. Follow-up from the results of this review of PT Angkasa Pura
I (Persero) CSR Unit has implemented guidance grants to
fostered partners in the form of promotional, training and
apprenticeship grants with achievements of 9.32% of the
total PK funds channeled.
Untuk penggolongan mitra binaan ke dalam kelompok dan
data terkait mitra binaan telah terinci di aplikasi PKBL Online,
namun belum disampaikan dalam Laporan Pelaksanaan PKBL
dikarenakan dalam format laporan Pelaksanaan PKBL belum
mengakomodir terkait hal tersebut.
To classify fostered partners into groups and data related to
fostered partners has been detailed in the PKBL Online application,
but has not been submitted in the PKBL Implementation Report
because in the report format the Implementation of PKBL has not
accommodated this matter.
Penyaluran PK dan BL selalu diutamakan di wilayah kerja
Perseroan. Untuk skema klaster, PT Angkasa Pura I (Persero)
telah memilki desa binaan dengan sistem klaster yaitu desa
binaan Kantor Cabang Adisutjipto Yogyakarta yang berada di
Bobung dengan usaha utama masyarakatnya adalah pengrajin
batik topeng.
Distribution of PK and BL is always prioritized in the Company's
work area. For the cluster scheme, PT Angkasa Pura I (Persero)
has established a village with a cluster system, namely the village
built by the Adisutjipto Yogyakarta Branch Office located in
Bobung with the main effort of the community being batik mask
craftsmen.


Seluruh pencatatan transaksi dan kegiatan PKBL telah

berbasis internet dengan menggunakan aplikasi PKBL Online.
Serta laporan database mitra binaan juga telah terintegrasi
dengan portal PKBL BUMN.
All records of PKBL transactions and activities have been internet-
based using the PKBL Online application. As well as reports on
the target partner's database, it has also been integrated with the
PKBL State-Owned Agency portal.
Program BL yang bertujuan untuk meningkatkan indeks
pembangunan manusia yang telah dilaksanakan antara lain,
elektrifikasi di 6 (enam) desa di wilayah Yogyakarta, penyediaan
sarana air bersih telah dilaksanakan di Bulukumba, Sulawesi
Selatan dan untuk penyediaan MCK telah dilaksanakan di
Yogyakarta dan Makassar.
The BL program which aims to improve the human development
index has been carried out, among others, electrification in 6 (six)
villages in the Yogyakarta region, the provision of clean water
facilities has been carried out in Bulukumba, South Sulawesi
and the provision of MCK has been conducted in Yogyakarta and
Makassar.
Sinergi dengan BUMN lain yang telah dilaksanakan selama
tahun 2017 adalah dengan Danareksa untuk kegiatan BUMN
Hadir untuk Negeri dan sinergi dengan PT Pupuk Indonesia
dalam kegiatan perayaan Natal tahun 2017 di Manado.
The synergy with other State-Owned Agency that has been
carried out during 2017 is with Danareksa for the State-Owned
Agency Present for the Country and synergy with PT Pupuk
Indonesia in the 2017 Christmas celebration activities in Manado.
Pelaksanaan PKBL yang telah ditetapkan oleh Menteri BUMN

telah dilaksanakan.
The PKBL implementation that has been determined by the
Minister of State-Owned Agency has been implemented.
Dalam Laporan Keuangan PKBL untuk sumber dana PKBL

telah dibedakan akunnya.
In the PKBL Financial Report, the PKBL funding sources have
been distinguished.
RKA PKBL telah dituangkan dalam bab tersendiri di dalam RKA

Perusahaan.
The PKBL RKA has been stated in a separate chapter within the
Company's RKA.
Penyampaian Laporan PKBL ke portal PKBL BUMN telah

dilaksanakan secara tepat waktu.
Submission of PKBL Reports to the PKBL State-Owned Agency
portal has been carried out in a timely manner.
Data yang telah diinput ke portal PKBL BUMN telah sesuai

dengan kertas kerja yang ada.
Data that has been inputted to the portal PKBL State-Owned
Agency is in accordance with the existing working paper.
5. Direksi agar memperhatikan temuan dan rekomendasi Sampai dengan tahun 31 Desember 2017, dari 37 rekomendasi
BPK RI yang belum dapat terselesaikan hingga tahun 2016 BPK RI telah tuntas sebanyak 27, sehingga masih ada 10
dan menjadikan hal tersebut sebagai target untuk dilakukan rekomendasi BPK RI yang belum tuntas.
penyelesaian pada tahun 2017. Up to December 31, 2017, out of 37 recommendations from the
The Board of Directors must pay attention to the findings and Republic of Indonesia BPK, 27 were completed, so there were still
recommendations of the Republic of Indonesia BPK that cannot 10 recommendations from the Republic of Indonesia BPK that had
be resolved until 2016 and make this a target for completion in not yet been completed.
2017.
6. Direksi agar memperhatikan dan menindaklanjuti saran dan rekomendasi Dewan Komisaris dalam pelaksanaan RKAP
Tahun 2017 sebagaimana disampaikan Surat Nomor 69/DK.AP.I/2016 tanggal 22 Desember 2016 sebagai berikut:
The Board of Directors must pay attention to and follow up on the recommendations and recommendations of the Board of
Commissioners in the implementation of the 2017 RKAP as submitted by Letter Number 69/DK.AP.I/2016 dated 22 December 2016
as follows:

491
2018 Annual Report

a. Perolehan pendapatan Non Aero agar lebih ditingkatkan a. Sesuai Surat Edaran No. ED.34/KB.04/2017 tanggal 29
lagi, terutama melalui optimalisasi pemanfaatan area Mei 2017 perihal Pengelolaan Lahan Idle di lingkungan
komersial dan aset-aset idle, sehingga rasio pendapatan PTAngkasa Pura I (Persero), bahwa optimalisasi pemanfaatan
Non Aero dapat ditingkatkan. aset-aset idle dilakukan oleh unit General Affair.
The acquisition of Non Aero revenue to be further b. Akan melakukan review tarif sewa ruang dan konsesi
improved, especially through optimizing the utilization of dengan pendekatan tarif eksisting, HPP dan benchmark
commercial areas and idle assets, so that the Non Aero tarif ke industri yang similar/harga pasar.
revenue ratio can be increased. c. Akan melakukan evaluasi besaran kontribusi Mitra Usaha
secara berkala per semester dan per tahun (pada saat
masa kerja sama berakhir).
d. Penyempurnaan implementasi POSS untuk mengetahui
norma bisinis Mitra Usaha secara real time sebagai bahan
evaluasi.
a. In accordance with Circular Letter No. ED.34/KB.04/2017

dated May 29, 2017 concerning Idle Land Management
in the environment of PT Angkasa Pura I (Persero), that
optimization of utilization of idle assets is carried out by the
General Affair unit.
b. Will review the space rental rates and concessions with
the existing tariff approach, HPP and benchmark prices to
industries that are similar/market prices.
c. Will evaluate the amount of the contribution of the Business
Partner periodically per semester and per year (when the
period of cooperation ends).
d. Improvement of POSS implementation to find out Business
Partner business norms in real time as an evaluation
material.
b. Di sisi beban, penyesuaian gaji dasar hendaknya diikuti a. Telah dilakukan pembatalan manfaat pensiun kepada
oleh kinerja Perusahaan yang semakin meningkat, Direksi dengan terbitnya Peraturan Dana Pensiun 2018.
baik dari sisi operasional maupun finansial. Selain itu, b. Dalam proses Perubahan KEP 177/KP.4.1/2015 tentang
terkait dengan adanya rencana perbaikan manfaat pasca Program Kesehatan Pensiun.
kerja, Direksi agar melakukan tinjauan kembali atau
membatalkan khususnya yang terkait dengan usulan a. Cancellation of pension benefits has been made to the
tambahan manfaat pensiun kepada Direksi yang berasal Directors with the issuance of the 2018 Pension Fund
dari karyawan serta kebijakan pemberian fasilitas Regulation.
kesehatan bagi mantan Direksi. b. In the process of Amendment to KEP 177/KP.4.1/2015
On the expense side, adjustments to basic salary should be concerning the Pension Health Program.
followed by increasing performance of the Company, both
operationally and financially. In addition, related to the
existence of a post-employment benefit improvement plan,
the Board of Directors must review or cancel in particular
those related to the proposed additional pension benefits
to the Directors originating from employees as well as the
provision of health facilities for former Directors.
c. Dalam rangka pengendalian biaya/beban, Direksi Berkoordinasi dengan Unit Spesifikasi Teknis dalam
agar membuat standar biaya operasional yang dapat penyusunan dan pemenuhan kebutuhan fasilitas operasional
dijadikan sebagai dasar acuan untuk mengukur sesuai dengan standar yang dipersyaratkan.
efisiensi biaya operasional dan skala ekonomis bandara Coordinate with the Technical Specifications Unit in the
dalam rangka menjaga going concern Perusahaan. Hal- preparation and fulfillment of operational facilities in accordance
hal yang bersifat mandatory, layanan dan peningkatan with the required standards.
kualitas layanan agar bisa terukur dan optimal.
In order to control costs/expenses, the Board of Directors is
to set a standard for operational costs that can be used as
a reference basis for measuring operational cost efficiency
and airport economies of scale in order to maintain the
Company's going concern. Mandatory, service and quality
improvement services to be measurable and optimal.
d. Dalam rangka peningkatan kinerja/capaian investasi,
Direksi agar:
In order to improve investment performance/
achievements, the Board of Directors must:
1) Meningkatkan kesiapan SDM dan kualitas a. Meningkatkan Kesiapan SDM:
perencanaan investasi, sehingga hal-hal yang Dengan adanya Diklat (Pendidikan Pelatihan) Sertifikasi
mengganggu kelancaran kegiatan investasi, Pengadaan Barang/Jasa dan workshop maupun seminar
seperti perubahan desain dan gagal lelang, yang dan rapat koordinasi untuk mengingkatkan pengetahuan
mengakibatkan mundurnya pelaksanaan pekerjaan Sumber Daya Manusia (SDM).
pada akhir tahun, bahkan gagal dilaksanakan/carry b. Kualitas Perencanaan Investasi:
over, dapat dieliminasi. Berkoordinasi dengan unit terkait untuk penyusunan
Increasing HR readiness and quality of investment rencana proses pengadaan barang atau jasa pekerjaan
planning, so that things that disrupt the smooth investasi.
running of investment activities, such as design
changes and failed auctions, which result in the a. Improving HR Readiness:
withdrawal of work at the end of the year, even fail/ With the existence of Training (Training Education)
carry over, can be eliminated. Certification of Procurement of Goods/Services and
workshops and seminars and coordination meetings to
improve knowledge of Human Resources (HR).
b. Quality of Investment Planning:
Coordinate with related units for the preparation of plans for the
process of procurement of goods or investment work services.


2) Melakukan persiapan yang lebih dini, termasuk Proses pelelangan lebih awal telah dilakukan dengan
memenuhi kelengkapan administrasi yang dikeluarkannya Keputusan Direksi PT Angkasa Pura I (Persero)
diperlukan terkait pendelegasian kewenangan Nomor KEP.160/PL.02/2016 tentang Perubahan Kedua
pengadaan ke Cabang, sehingga proses pengadaan atas Keputusan Direksi PT Angkasa Pura I (Persero) Nomor
di Kantor Cabang, juga dapat dilakukan lebih awal. KEP.84/PL.02/2015 tentang Pedoman Pengadaan Barang/
Make preparations early, including fulfilling the Jasa di Lingkungan PT Angkasa Pura I (Persero) pada pasal
administrative requirements required for delegating Pelelangan Tidak Mengikat dan telah dilaksanakan di Kantor
the authority of procurement to the Branch, so that Cabang PT Angkasa Pura I (Persero).
the procurement process at the Branch Office can also An earlier auction process has been carried out with the issuance
be carried out earlier. of PT Angkasa Pura I (Persero) Decree Number KEP.160/
PL.02/2016 concerning the Second Amendment to the Decision
of PT Angkasa Pura I (Persero) Directors Number KEP.84/
PL.02/2015 regarding Guidelines for Procurement of Goods/
Services in the PT Angkasa Pura I (Persero) Environment in the
Non-Binding Tender Article and has been implemented at the
PT Angkasa Pura I (Persero) Branch Office.
3) Melakukan investasi dengan memperhatikan Telah menetapkan standar biaya operasional sehingga dapat
skala prioritas. Dengan memperhatikan aspek meningkatkan efisiensi dalam proses pelelangan pekerjaan.
pemenuhan peraturan perundang-undangan, Has set a standard operating cost so that it can increase efficiency
peningkatan pelayanan dan keselamatan, upaya in the job auction process.
mendorong peningkatan pendapatan dan efisiensi
kegiatan operasional.
Make investments by paying attention to the priority
scale. By paying attention to aspects of compliance
with laws and regulations, improving services and
safety, efforts to encourage increased income and
efficiency of operational activities.
4) Menjaga ketepatan waktu penyelesaian investasi, Manajemen telah melakukan pengawasan yang ketat terhadap
melalui pengawasan yang ketat terhadap pelaksanaan pekerjaan yang dilakukan oleh rekanan/vendor
pelaksanaan pekerjaan yang dilakukan oleh dan evaluasi terhadap kendala atau hambatan yang muncul
rekanan/vendor, karena setiap keterlambatan atas investasi tersebut.
kegiatan investasi dapat mengakibatkan terjadinya Management has carried out strict supervision of the
opportunity lost. implementation of the work carried out by partners/vendors
Maintain the timeliness of investment completion, and evaluation of obstacles or obstacles that arise from these
through strict supervision of the implementation of investments.
work carried out by partners/vendors, because any
delay in investment activities can result in opportunity
lost.
e. Mengingat sebagian besar sumber pembiayaan Dana emisi obligasi dan sukuk diprioritaskan sebagai sumber
investasi berasal dari dana pihak ketiga (obligasi dan pendanaan untuk pembayaran Capital Expenditure dengan
pinjaman jangka panjang lainnya), yang membawa tetap memperhatikan rencana penggunaan emisi obligasi dan
konsekuensi berupa tambahan beban bagi Perusahaan sukuk sebagaimana disebutkan dalam prospektus sebagai
(berupa bunga/cost of money), Komisaris mengingatkan berikut:
agar penggunaan dana dimaksud dilakukan secara a. Sekitar 75% (tujuh puluh lima persen) akan digunakan
prudent, berdasarkan skala prioritas, sesuai kebutuhan untuk pengembangan 5 (lima) bandara yaitu:
(efisien dan efektif). • Bandar Udara Baru Yogyakarta.
Considering that the majority of investment financing • Bandar Udara Ahmad Yani-Semarang.
sources come from third party funds (bonds and other • Bandar Udara Syamsudin Noor-Banjarmasin.
long-term loans), which brings consequences in the form • Bandar Udara Juanda-Surabaya, dan
of additional burdens for the Company (in the form of • Bandar Udara Sultan Hasanuddin-Makassar.
interest/cost of money), the Commissioner warns that the b. Sekitar 25% (dua puluh lima persen) akan digunakan
use of the funds is conducted prudently, based on priority untuk Investasi Rutin.
scale , as needed (efficient and effective).
Realisasi Penggunaan Emisi Obligasi dan Sukuk dimonitoring
secara periodik untuk memastikan penyerapan dana dengan
memperhatikan batasan dalam prospektus.
Sisa dana emisi ditempatkan pada instrumen investasi sesuai

dengan POJK Nomor 30/POJK.04/2015.
Bonds and interest rates are prioritized as a source of funding for

Capital Expenditure payments while paying attention to the plan
for using bonds and sukuk as stated in the prospectus as follows:
a. Around 75% (seventy five percent) will be used for the
development of 5 (five) airports, namely:
• New Yogyakarta Airport.
• Ahmad Yani-Semarang Airport.
• Syamsudin Noor-Banjarmasin Airport.
• Juanda-Surabaya Airport, and
• Sultan Hasanuddin-Makassar Airport.
b. Around 25% (twenty five percent) will be used for Routine
Investment.
Realization of Use of Bond and Sukuk Emissions is monitored

periodically to ensure the absorption of funds by taking into
account the limits in the prospectus.
The remaining emission funds are placed on investment

instruments in accordance with POJK Number 30/POJK.04/2015.

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2018 Annual Report

f. Penambahan modal Anak Perusahaan (PT Angkasa PT Angkasa Pura Hotel
Pura Suport dan PT Angkasa Pura Hotel), hendaknya 1. Penambahan modal Rp417,5 Miliar (koversi hutang)
tidak hanya memperhatikan kebutuhan perbaikan Angkasa Pura Hotel untuk pembangunan hotel Novotel
performance keuangan saja, tetapi harus diikuti dengan Bali Airport:
kinerja yang lebih baik, berdasarkan business plan - Kinerja unit usaha Angkasa Pura Hotel Novotel Bali
yang handal, sehingga Anak Perusahaan dimaksud Airport pada tahun 2017 menunjukkan pertumbuhan
dapat memberikan kontribusi yang tinggi, baik secara profit yang sangat baik yaitu sebesar 738,9% dan
ekonomis maupun finansial, bagi PT Angkasa Pura I tercapai di atas RKAP 2017 sebesar Rp2,17 Miliar atau
(Persero), selaku Perusahaan Induk. 15,7%.
Addition of Subsidiary capital (PT Angkasa Pura Suport Hal ini menunjukkan bahwa keberadaan Novotel Bali
and PT Angkasa Pura Hotel), should not only pay attention Airport selain sebagai bentuk pelayanan dan nilai
to the needs of financial performance improvements, tambah yang diberikan PT Angkasa Pura I (Persero)
but must be followed by better performance, based on kepada pengguna jasa bandara, juga bernilai
a reliable business plan, so that the Subsidiaries can ekonomis.
contribute high both economically and financially, for Penambahan modal tunai sebesar Rp112,5 Miliar
PT Angkasa Pura I (Persero), as the Parent Company. telah digunakan PT Angkasa Pura Hotel untuk
pembangunan Novotel Bali Airport, lounge (BDJ,
UPG, SUB, DPS, JOG, LOP, MDC, SOC, SRG) dan gerai
F&B di Denpasar sebesar Rp74,81 Miliar. Selain itu
PT Angkasa Pura Hotel menggunakan tambahan
modal disetor sebesar Rp8,39 Miliar untuk
pengembangan bisnis inflight catering dan pemberian
layanan fast track di Denpasar.

1. Additional capital of Rp417.5 billion in debt (Angkasa debt)
Angkasa Pura Hotel for the construction of Novotel Bali
Airport hotels:
- The performance of Angkasa Pura's business unit
Novotel Bali Airport Hotel in 2017 showed a very good
profit growth of 738.9% and reached above the 2017
RKAP of Rp2.17 billion or 15.7%.
This shows that the existence of Novotel Bali Airport
as a form of service and added value provided by
PT Angkasa Pura I (Persero) to airport service users is
also of economic value.
The additional cash capital of Rp112.5 billion has been
used by PT Angkasa Pura Hotel for the construction of
Novotel Bali Airport, lounges (BDJ, UPG, SUB, DPS, JOG,
LOP, MDC, SOC, SRG) and F & B outlets in Denpasar for
Rp74.81 Billion . In addition, PT Angkasa Pura Hotel uses
additional paid-in capital of Rp8.39 billion to develop
the inflight catering business and provide fast track
services in Denpasar.
Dari tambahan modal disetor sebesar Rp126,875 Miliar telah
digunakan oleh PT Angkasa Pura Suport untuk membiayai
kebutuhan modal kerja sebesar Rp17,96 Miliar dan untuk
kebutuhan investasi dalam rangka pengembangan usaha
sebesar Rp72,62 Miliar sehingga sisa tambahan modal
disetor yang belum digunakan adalah sebesar Rp36,3
Miliar. Penggunaan tambahan modal sebagai investasi
pengembangan usaha PT Angkasa Pura Suport tidak hanya
untuk memenuhi kebutuhan PT Angkasa Pura I (Persero),
namun juga digunakan untuk bisnis di luar PT Angkasa Pura
I (Persero) seperti sewa kendaraan untuk PLN sehingga dapat
berkontribusi pada pendapatan konsolidasi PT Angkasa Pura
I (Persero) Group.

The additional paid-in capital of Rp.126,875 billion has been used
by PT Angkasa Pura Suport to finance working capital needs
of Rp17.96 billion and for investment needs in the context of
business development of Rp72.62 billion so that the remaining
additional paid-in capital that has not been used is Rp36 , 3
billion. The use of additional capital as an investment in the
business development of PT Angkasa Pura Suport is not only to
meet the needs of PT Angkasa Pura I (Persero), but also used for
businesses outside of PT Angkasa Pura I (Persero) such as vehicle
rental for PLN so that it can contribute to PT Angkasa Pura I
(Persero) Group.


g. Dewan Komisaris pada prinsipnya mendukung kegiatan Untuk pemberian bantuan pinjaman kepada mitra binaan
PKBL di atas. Khusus untuk Program Kemitraan, pemberiannya didasarkan kepada KEP-236/MBU/2003,
bantuan yang diberikan hendaknya diarahkan pada adapun sektor-sektor usaha yang diberikan pinjaman adalah:
kegiatan usaha yang berkaitan dan memberi manfaat a. Sektor industri.
kepada peningkatan kinerja Perusahaan, misalnya di b. Sektor perdagangan.
sektor pariwisata dan perikanan yang dapat berkorelasi c. Sektor perikanan.
dengan peningkatan trafik dan kargo. d. Sektor peternakan.
In principle, the Board of Commissioners supports the e. Sektor pertanian.
PKBL activities above. Particularly for the Partnership f. Sektor perkebunan.
Program, assistance provided should be directed at g. Sektor jasa.
business activities that are related and provide benefits for h. Sektor lainnya.
improving the performance of the Company, for example in
the tourism and fisheries sectors which can correlate with To provide loan assistance to fostered partners the giving is based
increased traffic and cargo. on KEP-236/MBU/2003, while the business sectors that are given
loans are:
a. Industrial sector.
b. Trade sector.
c. Fisheries sector.
d. Livestock sector.
e. Agriculture sector.
f. Plantation sector.
g. Service sector.
h. Other sectors.
PELAKSANAAN RUPS LAPORAN TAHUNAN TAHUN IMPLEMENTATION OF THE GMS ANNUAL REPORT OF 2016
BUKU 2016 FINANCIAL YEAR
Invitation Implementation Results of GMS
Undangan RUPS tentang Persetujuan Rapat Umum Pemegang Saham (RUPS) Hasil keputusan RUPS adalah persetujuan
Laporan Tahunan Tahun Buku 2016 dan tentang Persetujuan Laporan Tahunan RKAP Tahun 2016 oleh Pemegang Saham.
Laporan Keuangan Tahun Buku 2016 Tahun Buku 2016 dan Laporan Keuangan Risalah RUPS juga telah disampaikan
telah disampaikan pada Pemegang Saham Tahun Buku 2016 telah dilaksanakan pada ke Pemegang Saham melalui situs www.
melalui surat No. AP.I.2124/KU.01.03/2017- 9 Mei 2017 di Kantor Kementerian BUMN fis.bumn.go.id serta dimuat di website
DU-B tanggal 21 April 2017. Ruang Rapat Deputi Bidang Usaha Jasa Perseroan (www.
The invitation of the GMS regarding the Keuangan, Jasa Survei dan Konsultan Jalan The result of the GMS decision is the approval
Approval of the Annual Report of 2016 Medan Merdeka Selatan No. 13, Jakarta of the 2016 RKAP by the Shareholders. The
Financial Year and the Financial Statements Pusat. minutes of the GMS have also been submitted
of 2016 Financial Year has been submitted The General Meeting of Shareholders (GMS) to the Shareholders through the site www.fis.
to the Shareholders by letter No. AP.I.2124/ on the Approval of the Annual Report of 2016 bumn.go.id and posted on the Company's
KU.01.03/2017-DU-B dated 21 April 2017. Financial Year and the Financial Statements website (www.ap1.co.id).
of 2016 Financial Year was held on May 9,
2017 at the Ministry of BUMN Office, Deputy
Meeting Room for Financial Services, Survey
Services and Consultants, Jalan Medan
Merdeka Selatan No. 13, Central Jakarta.
REKAPITULASI KEHADIRAN PADA RUPS LAPORAN RECAPITULATION OF ATTENDANCE AT THE GMS ANNUAL
TAHUNAN TAHUN BUKU 2016 REPORT OF 2016 FINANCIAL YEAR
No.
1. Andi Widjayanto Komisaris Utama/President Commissioner Hadir
Present
2. Selby Nugraha Rachman Komisaris/Commissioner Hadir
Present
3. Boy Syahril Qamar Komisaris Independen/Independent Commissioner Hadir
Present
4. Anandy Wati Komisaris/Commissioner Hadir
Present
5. Dwi Ary Purnomo Komisaris/Commissioner Hadir
Present
6. Suprasetyo Komisaris/Commissioner Tidak Hadir
Absent
7. Danang S. Baskoro Direktur Utama/President Director Hadir
Present

495
2018 Annual Report

No.
8. Novrihandri Direktur/Director Hadir
Present
9. Wendo Asrul Rose Direktur/Director Hadir
Present
10. Mochammad Asrori Direktur/Director Hadir
Present
11. Adi Nugroho Direktur/Director Hadir
Present
12. Polana Banguningsih Pramesti Direktur/Director Hadir
Present
AGENDA DAN KEPUTUSAN RUPS LAPORAN TAHUNAN AGENDA AND DECISION OF GMS ANNUAL REPORT AF 2016
TAHUN BUKU 2016 FINANCIAL YEAR
Setelah dilakukan pembahasan terhadap Laporan After discussion of the Annual Report for the 2016 Financial
Tahunan Tahun Buku 2016 dan Laporan Keuangan PKBL Year and the Financial Report of the Partnership and
Tahun Buku 2016 serta memperhatikan tanggapan Dewan Community Development Program for the 2016 Financial
Komisaris Perseroan, maka RUPS memutuskan sebagai Year 2016 and taking into account the Company's Board of
berikut. Commissioners' response, the GMS decides as follows.
Agenda Pertama
First Agenda
Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Perseroan Tahun Buku 2016, Persetujuan Laporan Tugas
Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan Program Kemitraan dan Bina Lingkungan Tahun Buku 2016,
serta Pemberian Pelunasan dan Pembebasan Tanggung Jawab (volledig acquit et decharge) kepada Direksi atas Tindakan Pengurusan
Perseroan dan Anggota Dewan Komisaris atas Tindakan Pengawasan Perseroan selama Tahun Buku 2016.
Approval of the Annual Report and Ratification of the Company's Financial Statements for the 2016 Financial Year, Approval of the Board
of Commissioners Supervisory Task Report, and Ratification of the Financial Statements of the Partnership and Community Development
Program of 2016 Financial Year, as well as the Full Release and the Repayment from the Liability (volledig acquit et decharge) to the Directors
for the Company’s Management Measures, and members of the Board of Commissioners for the Company's Supervision Measures during
the 2016 Financial Year.
1. Menyetujui Laporan Tahunan dan Mengesahkan Laporan Keuangan Perseroan Tahun Buku 2016, Persetujuan Laporan Tugas
Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan Program Kemitraan dan Bina Lingkungan Tahun Buku 2016
yang telah diaudit oleh KAP Hadori Sugiarto Adi & Rekan. Dengan pokok-pokok sebagai berikut:
Approving the Annual Report and Ratify the Company's Financial Statements for the Fiscal Year 2016, Approval of the Board of
Commissioners Supervisory Task Report and Ratification of the Financial Statements of the Partnership and Community Development
Program of 2016 Financial Year, which have been audited by KAP Hadori Sugiarto Adi & Partners. With the following points
a. Laporan Laba Rugi Konsolidasian/Consolidated Income Statement

Laba Bersih Konsolidasian Tahun Buku 2016 sebesar Rp1.158.800.143.760,- yaitu dengan rincian laba/rugi:
Consolidated Net Income for the 2016 Financial Year amounted to Rp1,158,800,143,760, - which are with details of income:
(Rp. Juta)/(in million Rupiah)
Pendapatan Usaha/Operating income 6.138.272
Beban Usaha/Operating expenses 4.488.862
Laba/Rugi Usaha/Business Income 1.649.410

Pendapatan Non Usaha (Lain-lain)/Non-Operating Income (Other) (136.912)
Laba Rugi Sebelum Pajak/Income before Tax 1.512.498
Bagian Laba Asosiasi (+)/Section of Profit Association (+) (3.645)
Pajak Tahun Berjalan (-)/Current Year Tax (-) 349.276
Laba Bersih/Net profit 1.159.577
Kepemilikan Non Pengendali (-)/Non-controlling Ownership (-) 777
Laba (Rugi) Tahun Berjalan/Income for the year 1.158.800

b. Laporan Posisi Keuangan/Financial Position Report

Total Aset atau Liabilitas dan Ekuitas per 31 Desember 2016 sebesar Rp23.666.945.953.896,- dengan rincian sebagai berikut:
Total Assets or Liabilities and Equities as of December 31, 2016 amounted to Rp23,666,945,953,896,- with details as follows:
Aset/Asset
Aset Lancar/Current assets 6.084.701
Aset Tidak Lancar/Non-Current Assets 17.582.245
Jumlah Aset/Total assets 23.666.946
Liabilitas dan Ekuitas/Liability and equity
Liabilitas Jangka Pendek/Short-term liability 3.871.792
Liabilitas Jangka Panjang/Long-term Liabiliy 7.797.657
Ekuitas/Equity 11.997.497
Jumlah Liabilitas dan Ekuitas/Total Liability and Equity 23.666.946
c. Kontrak Manajemen (Key Performance Indicator)/Management Contract (Key Performance Indicator)

Realisasi Kontrak Manajemen Tahun 2016 adalah:
The realization of the 2016 Management Contract is:
No. Uraian Skor
Description Score
1. Perspektif Keuangan Pertumbuhan Pendapatan Non-Aeronautika/Non-Aeronautical Income 10,09
dan Pasar/Financial and Growth
Market Perspectives
Customer Focus EBITDA/Interest/EBITDA/Interest 8,40
Perspective Return on Equity (ROE)/Return on Equity (ROE) 8,40
2. Perspektif Fokus Indeks Kepuasan Pelanggan/Customer Satisfaction Index 12,60

Pelanggan /Financial
and Market Perspectives Penanganan Keluhan Pelanggan/Handling Customer Complaints 10,00
Customer Focus
Perspective
3. Perspektif Efektivitas Tingkat Kesesuaian Belanja Modal (Total Capex): /Capital Adequacy Rate (Total Capex):
Produk dan Proses/
Product and Process Realisasi Program Investasi/Realization of the Investment Program 2,83
Effectiveness Perspective Realisasi Fisik Investasi/Physical Realization of Investment 1,85
Tingkat Pelayanan (Level of Service):/Level of Service:
PJP4U:
Landasan dan Apron yang memenuhi persyaratan keselamatan 2,40
penerbangan/Platform and Apron that meet flight safety requirements
Response time fasilitas PKP-PK/Response time of PKP-PK facilities 1,99
Ketersediaan Airfield Lighting Serviceability/Availability of Airfield 2,02
Lighting Serviceability
PJP2U:
Baggage Handling Performance/Baggage Handling Performance 1,05
Pemeriksaan Sekuriti Penumpang dan Barang di Terminal/ 1,05
CheckingPassenger Security and Goods in the Terminal
Fasilitas Umum – Kesejukan Ruangan Terminal/HGeneral Facilities - 1,05
Terminal Room Coolness
Maturity Level Tata Kelola Teknologi Informasi Berdasarkan COBIT v 4/ 5,25
Maturity Level of Information Technology Governance Based on COBIT v 4
4. Perspektif Fokus Tenaga Implementasi Performance Management System (PMS)/Implementation of 9,45
Kerja/Workforce Focus Performance Management System (PMS)
Perspective
Indeks Kepuasan Pegawai/Employees Satisfaction Index 8,18

497
2018 Annual Report
No. Uraian Skor

Description Score
5. Perspektif, Skor Implementasi Good Corporate Governance (GCG)/Score of 5,22
Kepemimpinan, Tata Implementation of Good Corporate Governance (GCG)
Kelola dan Tanggung
Jawab Kemasyarakatan/ Ketepatan Waktu Penyampaian Laporan Manajemen secara Elektronik 4,00
Perspective, Leadership, (Financial Information System Portal BUMN)/Timeliness of Submission
Governance and Social of Electronic Management Reports (BUMN Financial Information System
Responsibility Portal)
Skor Implementasi Kriteria Penilaian Kinerja Unggul (KPKU)/ 4,07
Implementation Score of Superior Performance Assessment Criteria (KPKU)
CSR (Program Kemitraan dan Bina Lingkungan)/CSR (Partnership and 4,00
Community Development Program)
Jumlah/Total 103,54
d. Realisasi Investasi/Realization of Investment

Realisasi Investasi Tahun 2016 adalah:
Realization of Investment in 2016 is:
No. Uraian Jumlah
Description Total
Rutin/Routine
1. Keselamatan Penerbangan/Flight Safety 660.403
2. Pelayanan/Service 532.732
3. Pendapatan/Income 7.016
Non Rutin/Non Routine
4. Pengembangan Bandara/Airport Development 4.649.470
e. Sumber Daya Manusia/Human Resources

Realisasi Sumber Daya Manusia Tahun 2016 adalah:
Realization of Human Resources in 2016 are:
No. Uraian Jumlah
Description Total
1. Pegawai Tetap/Permanent employees 3.025
2. Pegawai Tidak Tetap/Temporary employees 5.288
Jumlah/Total 8.313
f. Tingkat Kinerja Perusahaan/Company Performance Level

Penilaian tingkat kesehatan Perusahaan dilakukan berdasarkan Keputusan Menteri BUMN Nomor KEP-100/MBU/2002
tentang Tingkat Kesehatan BUMN dengan rincian sebagai berikut:
The rating of the Company's health is carried out based on the Decree of the Minister of BUMN No. KEP-100/MBU/2002 concerning
the SOE Health Level with the following details:
Keterangan Realisasi Bobot
Description Realization of Weight
A. Aspek Keuangan/Financial Aspects 43,00
B. Aspek Operasional/Operational Aspects 31,35
C. Aspek Administrasi/Administrative Aspects 15,00
Jumlah/Total 89,35

g. Program Kemitraan dan Bina Lingkungan/Partnerships and community development program

1) Laporan Aktivitas/Activity Report
Uraian Jumlah
Description Jumlah
Pendapatan/Income 29.169
Beban Penyaluran Bina Lingkungan/Expenses for Distribution of Community Development 24.807
Beban Administrasi dan Umum/Administrative and General Expenses 15
Beban Penyisihan Penurunan Nilai Piutang Pinjaman/Allowance for Allowance for Impairment on (334)
Loan Receivables
Beban dan Pengeluaran Lainnya/Other expenses 681
Total Beban/Total Load 25.168
Kenaikan (Penurunan) Aset Neto Tidak Terikat/Increase (Decrease) Unrestricted Net Assets 4.000
Kenaikan (Penurunan) Aktiva Neto/Increase (decrease) in net assets 4.000
Aset Neto Awal Tahun/Net Assets in the Beginning of the Year 54.791
Aset Neto Akhir Tahun/Net Assets in the End of the Year 58.791
2) Laporan Posisi Keuangan/Financial Position Report

Uraian Jumlah
Description Total
Aset Lancar/Current assets 60.238
Aset Tidak Lancar/Non-Current Assets 2.983
Total Aset/Total Assets 63.221
Liabilitas Jangka Pendek/Short-term liabilities 4.430
Aset Neto/Net Assets 58.791
Total Liabilitas dan Aset Neto/Total Liabilities and Net Assets 63.221
2. Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et decharge) kepada para anggota Direksi
atas tindakan pengurusan Perseroan dan anggota Dewan Komisaris atas tindakan pengawasan Perseroan, serta terhadap
pengurusan dan pengawasan Program Kemitraan dan Bina Lingkungan yang telah dijalankan selama tahun buku 2016, dengan
ketentuan:
- Sepanjang tindakan tersebut bukan merupakan tindak pidana atau tidak melanggar ketentuan prosedur hukum yang belaku,
dan
- Tindakan tersebut tercermin dalam Laporan Keuangan Perseroan dan Laporan Tahunan Program Kemitraan dan Bina
Lingkungan untuk tahun buku yang berakhir pada tanggal 31 Desember 2016.
2. Providing full release and repayment from liability (volledig acquit et decharge) to members of the Board of Directors for the
management of the Company, and members of the Board of Commissioners for the Company's supervisory actions, as well as the
management and supervision of the Partnership and Community Development Program that has been carried out during the financial
year 2016, provided that:
- This action is not a criminal offense or does not violate the provisions of prevailing pplicable legal procedures, and
- These actions are reflected in the Company's Financial Statement and the Annual Report of the Partnership and Community
Development Program for the financial year ending on 31 December 2016.
Agenda Kedua
Second Agenda
Penetapan Penggunaan Laba Bersih Perseroan Tahun Buku 2016.
Determination of the Use of the Company's Net Income for the 2016 Financial Year.
Menyetujui penetapan penggunaan laba bersih konsolidasian yang dapat diatribusikan kepada Pemilik Entitas Induk Tahun Buku 2016
sebesar Rp1.158.800.143.760,- yaitu:
− Dividen sebesar Rp140.000.000.000,- atau 12,08%.
− Cadangan sebesar Rp1.018.800.143.000,- atau 87,92%.
Approving the stipulation of the use of consolidated net income attributable to the Owners of the Parent Entity for the 2016 Financial Year
of Rp1,158,800,143,760 - that is:
− Dividends of Rp140,000,000,000,- or 12.08%.
− Allowance of Rp1,018,800,143,000,- or 87.92%.

499
2018 Annual Report
Agenda Ketiga
Third Agenda
Penetapan Penghasilan Direksi dan Dewan Komisaris.
Determination of Income of Directors and Board of Commissioners.
Penetapan besarnya gaji/honorarium berikut fasilitas dan tunjangan lainnya Tahun Buku 2017 serta tantiem Tahun Buku 2016 untuk
anggota Direksi dan Dewan Komisaris PT Angkasa Pura I (Persero) akan ditetapkan secara tersendiri.
Determination of the amount of salary/honorarium along with facilities and other benefits for the 2017 Financial Year and the tantiem for
2016 Financial Year for PT Angkasa Pura I (Persero) Board of Directors and Board of Commissioners members will be determined separately.
Agenda Keempat
Fourth Agenda
Penetapan Kantor Akuntan Publik (KAP) untuk mengaudit Laporan Keuangan Perseroan dan Laporan Keuangan Program Kemitraan
dan Bina Lingkungan untuk Tahun Buku 2017.
Determination of the Public Accounting Firm (KAP) to audit the Company's Financial Statements and the Financial Report of the Partnership
and Community Development Program for the 2017 Financial Year.
Menetapkan Pelimpahan Kewenangan kepada Dewan Komisaris untuk melakukan proses pelelangan Kantor Akuntan Publik (KAP)
Laporan Keuangan Perseroan dan Laporan Keuangan Program Kemitraan dan Bina Lingkungan untuk Tahun Buku yang akan berakhir
tanggal 31 Desember 2017.
Establish the Assignment of Authority to the Board of Commissioners to conduct the auction process of the Public Accounting Firm (KAP) of
the Company's Financial Statements and the Financial Report of the Partnership and Community Development Program for the Financial Year
ending on 31 December 2017.
ARAHAN RUPS LAPORAN TAHUNAN TAHUN BUKU DIRECTION OF GMS IN ANNUAL REPORT OF 2016
2016 DAN TINDAKLANJUTNYA FINANCIAL YEAR AND THE FOLLOW-UP
Arahan Tindak Lanjut
No.
Direction Follow-up
1. Semua temuan, catatan dan saran Dewan Komisaris, Auditor Direksi telah memberikan laporan tentang tindak
Internal maupun Auditor Eksternal atas Laporan Keuangan tahun lanjut penyelesaian temuan kepada Dewan Komisaris
2016 agar ditindaklanjuti secara tuntas oleh Direksi dalam tahun dan berupaya agar tidak terdapat temuan lagi dalam
2017. Direksi agar mengupayakan temuan yang sama dalam bidang bidang yang sama.
yang sama tidak boleh terjadi lagi pada masa yang akan datang dan The Board of Directors has provided a report on the
hasil tindaklanjutnya agar dilaporkan kepada Dewan Komisaris dan follow-up to the completion of the findings to the Board
Pemegang Saham. of Commissioners and seeks that there will be no further
All findings, notes and suggestions of the Board of Commissioners, findings in the same field.
Internal Auditors and External Auditors for the 2016 Financial
Statements are to be followed up thoroughly by the Board of Directors
in 2017. The Directors in seeking the same findings in the same field may
not occur again in the future and follow-up results to be reported to the
Board of Commissioners and Shareholders.
2. Menyampaikan kepada Menteri BUMN Laporan Tahunan Perseroan PT Angkasa Pura I (Persero) telah menyampaikan
termasuk Laporan Keuangan Tahun Buku 2017 yang telah diaudit oleh kepada Menteri BUMN Laporan Tahunan Perseroan
Kantor Akuntan Publik selambat-lambatnya tanggal 15 Februari 2018. termasuk Laporan Keuangan Tahun Buku 2017 yang
Delivering to the Minister of SOE the Annual Report of the Company telah diaudit oleh Kantor Akuntan Publik sesuai
including the Financial Statements of the 2017 Financial Fiscal which dengan waktu yang telah ditetapkan.
has been audited by the Public Accounting Firm no later than February PT Angkasa Pura I (Persero) has submitted to the
15, 2018. Minister of BUMN the Annual Report of the Company
including the Financial Statements of the 2017 Financial
Year which has been audited by the Public Accounting
Firm in accordance with the stipulated time.
3. Mematuhi dan melaksanakan ketentuan, prosedur hukum dan PT Angkasa Pura I (Persero) telah mematuhi dan
Anggaran Dasar Perusahaan dan manajemen risiko secara sungguh- melaksanakan ketentuan hukum dan peraturan
sungguh dalam setiap kegiatan Perusahaan berdasarkan prinsip- perundang-undangan dengan tindak self assessment
prinsip Good Corporate Governance (GCG). yang diberikan oleh Kantor Pusat ke Cabang sebagai
Complying with and implementing the provisions, legal procedures and bentuk internal control yang berupa inventarisasi dan
Articles of Association of the Company and risk management seriously penilaian, yang sampai akhirnya menjadi laporan
in every Company activity based on the principles of Good Corporate kepada Direksi.
Governance (GCG). PT Angkasa Pura I (Persero) has complied with and
implemented legal and statutory provisions with the
act of self assessment provided by the Head Office to
Branches as a form of internal control in the form of
inventory and assessment, which eventually become a
report to the Directors.


No.
Direction Follow-up
4. Agar melaksanakan program pengembangan: a. Proyek Strategis Nasional (PSN) yang
a. Proyek-proyek Stategis Nasional yang dipantau oleh Kantor Staf dipantau oleh Kantor Staf Presiden (KSP) telah
Kepresidenan yaitu untuk Bandar Udara Ahmad Yani Semarang, dilaksanakan dan sedang berjalan yaitu antara
Bandar Udara Syamsudi Noor Banjarmasin dan Bandar Udara lain proyek Bandar Udara Internasional Ahmad
Internasional Baru Yogyakarta. Yani Semarang, Bandar Udara Internasional
b. Percepatan pembangunan Bandar Udara Adi Soemarmo Solo, Syamsudin Noor Banjarmasin, dan Bandar Udara
Bandar Udara Internasional Lombok, Bandar Udara I Gusti Ngurah Internasional Yogyakarta di Kulonprogo.
Rai Denpasar, Bandar Udara Sam Ratulangi Manado, Bandar Udara b. Jadwal pelaksanaan pekerjaan pembangunan
Sultan Hasanuddin Makassar dan Bandar Udara Juanda Surabaya. Bandar Udara Adi Soemarmo Solo, Bandar
Udara Internasional Lombok, Bandar Udara
In order to carry out a development program: I Gusti Ngurah Rai Denpasar, Bandar Udara
Sam Ratulangi Manado, Bandar Udara Sultan
a. National Strategic Projects monitored by the Presidential Staff Hasanuddin Makassar, dan Bandar Udara Juanda
Office, which are for Semarang Ahmad Yani Airport, Banjarmasin Surabaya sudah mempertimbangkan percepatan-
Syamsudi Noor Airport and Yogyakarta New International Airport. percepatan sebagaimana jadwal yang diusulkan.
b. Acceleration of the development of Adi Soemarmo Airport Solo,
Lombok International Airport, I Gusti Ngurah Rai Airport Denpasar, a. The National Strategic Project (PSN) monitored
Sam Ratulangi Airport Manado, Sultan Hasanuddin Airport by the Office of the Presidential Staff (KSP) has
Makassar and Juanda Airport Surabaya. been carried out and is on going, among others,
Semarang Ahmad Yani International Airport project,
Banjarmasin Syamsudin Noor International Airport
and Yogyakarta International Airport in Kulonprogo.
b. The schedule for the construction of Adi Soemarmo
Airport Solo, Lombok International Airport, I Gusti
Ngurah Rai Airport Denpasar, Sam Ratulangi Airport
Manado, Sultan Hasanuddin Airport Makassar,
and Juanda Airport Surabaya have considered the
acceleration as the proposed schedule.
5. Mempersiapkan pengambilalihan dan kerja sama untuk Bandar Udara Sudah dilakukan kajian feasibility study terkait
Sentani, Bandar Udara Komodo, Bandar Udara Juwata, Bandar Udara pengambilalihan Bandar Udara Sentani, Bandar Udara
Sis Al Jufri dan Bandar Udara Syukran Aminudin, dengan mengacu Komodo, Bandar Udara Juwata, Bandar Udara Sis Al
pada ketentuan peraturan yang berlaku. Jufri dan Bandar Udara Syukran Aminudin, dengan
Preparing for the takeover and cooperation for Sentani Airport, Komodo mengacu pada ketentuan peraturan yang berlaku.
Airport, Juwata Airport, Sis Al Jufri Airport and Syukran Aminudin A feasibility study has been carried out related to the
Airport, with reference to the prevailing regulatory provisions. takeover of Sentani Airport, Komodo Airport, Juwata
Airport, Sis Al Jufri Airport and Syukran Aminudin
Airport, with reference to the prevailing regulatory
provisions.
6. Melakukan optimalisasi pembinaan Anak Perusahaan, sehingga PT Angkasa Pura I (Persero) sudah melakukan
setiap aksi korporasi yang dilakukan dapat meningkatkan kinerja optimalisasi pembinaan kepada PT Angkasa Pura
Perusahaan. Logistik, PT Angkasa Pura Retail, PT Angkasa Pura
Optimizing the development of Subsidiaries, so that every corporate Hotel, PT Angkasa Pura Properti, dan PT Angkasa
action taken can improve the Company's performance. Pura Support yang berdampak pada meningkatnya
pendapatan Anak Perusahaan.
PT Angkasa Pura I (Persero) has optimized guidance
for PT Angkasa Pura Logistik, PT Angkasa Pura Retail,
PT Angkasa Pura Hotel, PT Angkasa Pura Properti, and
PT Angkasa Pura Support which have an impact on
increasing Subsidiary income.
7. Menyelesaikan seluruh permasalahan aset-aset Perusahaan 1) TNI
yang berkaitan dengan pihak ketiga (seperti: TNI, Kementerian a) TNI AL, Juanda Surabaya “Double Account”:
Perhubungan dan Perum LPPNPI). - Tanggal 16 Januari 2018, Surat dari DU
Resolving all issues of the Company's assets relating to third parties yang ditujukan kepada Dekom Nomor
(such as: TNI, Ministry of Transportation and Perum LPPNPI). AP.I.308-DU perihal Permohonan
Rekomendasi atas Kepemilikan Aset
Tanah dan Bangunan di sebelah Selatan
Landasan Pacu Bandar Udara Juanda
Surabaya.
- Tanggal 6 Maret 2018, rapat
pembahasan penyelesaian tanah
Bandar Udara Juanda PT Angkasa Pura I
(Persero) Surabaya dengan TNI AU yang
dimediasi oleh Kementerian ATR/BPN RI
c.q. Dirjen Pengadaan Tanah.
- Posisi terakhir sedang pengajuan surat
dari DU yang ditujukan kepada Dewan
Komisaris perihal Penyampaian Risalah
Rapat Tindak Lanjut Permasalahan
Double Account untuk Aset Tanah dengan
TNI AL di sebelah Selatan Landasan
Pacu Bandar Udara Juanda Surabaya.

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No.
Direction Follow-up
1) TNI
a) Indonesian Navy, Juanda Surabaya “Double
Account”:
- January 16, 2018, Letter from DU
addressed to the Minister of Defense
Number AP.I.308-DU concerning
Application for Recommendation on the
Ownership of Land and Building Assets
in the South of Juanda Airport Surabaya
Runway
- On March 6, 2018, a meeting to discuss
the land settlement of Juanda Airport,
PT Angkasa Pura I (Persero) Surabaya
with the Indonesian Air Force mediated by
the Indonesian Ministry of ATR/BPN c.q.
Director General of Land Acquisition
-
The last update is submitting a letter
from DU addressed to the Board of
Commissioners regarding Submission of
Minutes from the Follow-Up Meeting on
Double Accounts Matter for Land Assets
with the Indonesian Navy in the South of
the Juanda Airport Surabaya Runway
b) TNI AU, Syamsudin Noor Banjarmasin
“Lapangan Tembak”:
- Tanggal 31 Januari 2018, sudah
dilakukan Perjanjian Kesepakatan
Bersama (MoU) pemindahtanganan
BMN tentang Pemindahtanganan BMN
Berupa Tanah TNI AU di Landasan Udara
Syamsudin Noor kepada PT Angkasa
Pura I (Persero).
- Dalam waktu dekat akan dilakukan rapat
Pembahasan Rencana Pembangunan
Lapangan Tembak untuk TNI AU di Bandar
Udara Syamsudin Noor-Banjarmasin
dengan TNI AU sebagai Tindak Lanjut
Kesepakatan Bersama (MoU).
b) Indonesian Air Force, Syamsudin Noor

Banjarmasin “Firing Range”:
- On January 31, 2018, a Joint Agreement
(MoU) concerning the Transfer of BMN
in the form of Land of Indonesian Air
Force in the Syamsudin Noor Air Base to
PT Angkasa Pura I (Persero) was carried out.
- In the near future a meeting will be held
to Discuss the Development Plan of Firing
Range for the Indonesian Air Force at
Syamsudin Noor- Airport Banjarmasin
with the Indonesian Air Force as a Follow-
Up to the Joint Agreement (MoU).
c) TNI AU, Kerja Sama Pemanfaatan (KSP)

Pinjam Pakai Tanah PT Angkasa Pura I
(Persero) oleh TNI AU Landasan Udara Sam
Ratulangi:
- Sudah dilakukan pengukuran tanah.
- Posisi terakhir draft konsep KSP sudah
disampaikan kepada Danlanud Sam
Ratulangi.
- Rencana Pembangunan Taxiway oleh
Landasan Udara TNI AU sesuai surat dari
Kepala Dinas Faskonau yang ditujukan
kepada Direktur Utama PT Angkasa Pura
I (Persero).
c) The Indonesian Air Force, Utilization

Collaboration (KSP) for Land Use Borrowing of
Angkasa Pura I (Persero) by the Indonesian Air
Force Sam Ratulangi Air Base:
- Land measurement has been carried out.


No.
Direction Follow-up
- The final update of the KSP concept draft
has been submitted to the Danlanud Sam
Ratulangi.
- Taxiway Development Plan by the Air
Force Air Base in accordance with a letter
from the Head of the Faskonau Service
addressed to the Director of PT Angkasa
Pura I (Persero).
2) Kementerian Perhubungan. BMN tanah Surabaya
dan Ujung Pandang.
- Sudah dilakukan survey lapangan atas
luasan tanah BMN pada tanggal 5-7 Maret
2018 di Ujung Pandang dan tanggal 20-23
Maret 2018, selanjutnya akan dibahas di
Kementerian Perhubungan.
2) Ministry of Transportation. BMN in Surabaya and

Ujung Pandang
- A field survey of the land area of BMN has
been carried out on 5-7 March 2018 in Ujung
Pandang and on 20-23 March 2018, which
will then be discussed at the Ministry of
Transportation.
3) LPPNPI, Tahap I dan II:
a) Tahap I, posisi terakhir sudah dalam tahap
harmonisasi.
- Setelah kami konfirmasi ke Direktorat
Jenderal Kekayaan Negara (DJKN)
bahwa saat ini Rencana Peraturan
Pemerintah (RPP) sedang dalam proses
di Menteri Sekretaris Negara Republik
Indonesia dan untuk proses selanjutnya
akan di paraf oleh para Menteri terkait
(Menteri BUMN, Menteri Keuangan,
Menteri Perhubungan, Menteri Hukum
dan Hak Asasi Manusia, Menteri
Sekretaris Negara) sebelum diajukan
kepada Presiden Republik Indonesia.
- Kementrian Keuangan dalam hal ini
Direktorat Jenderal Kekayaan Negara
(DJKN) masih menunggu surat dari
Kementerian Sekretariat Negara terkait
penerbitan Peraturan Pemerintah (PP)
dimaksud.
3) LPPNPI, Phase I dan II:

a) Phase I, the last position is in the harmonization
phase
- After that we confirmed to the Directorate
General of State Assests (DJKN) that
currently the Government Regulation
Plan (RPP) is being processed in the
Minister of State of the Republic of
Indonesia and for the next process will
be signed by the relevant Ministers
(Minister of BUMN, Minister of Finance,
Minister of Transportation, Minister of
Law and Human Rights, Minister of State
Secretary) before being submitted to the
President of the Republic of Indonesia.
- The Ministry of Finance in this case the
Directorate General of State Assets
(DJKN) is still waiting for a letter from the
Ministry of State Secretariat regarding
the issuance of the intended Government
Regulation (PP).

503
2018 Annual Report

No.
Direction Follow-up
b) Tahap II, surat dari Perum LPPNPI yang ditujukan

kepada Menteri BUMN dengan Nomor 06.04/00/
LPPNPI/07/2017/228 tanggal 12 Juli 2017
perihal Permohonan Pengalihan Tahap II Aset
Terkait Penyelenggaraan Kenavigasian Milik
PT Angkasa Pura I (Persero) dan PT Angkasa Pura
II (Persero) kepada Perum LPPNPI:
- Pada tanggal 22 November 2017 dilakukan
rapat Pembahasan Rencana Pengalihan
Tahap II Aset Penyelenggaraan Kenavigasian
di Kementerian BUMN.
- Aset-aset yang akan dialihkan dari
PT Angkasa Pura I (Persero) kepada Perum
LPPNPI yang telah dilakukan inventarisasi
oleh masing-masing Kantor Cabang dan
sudah disampaikan kepada Kantor Cabang.
b) Phase II, letter from Perum LPPNPI addressed
to the Minister of BUMN Number 06.04/00/
LPPNPI/07/2017/228 dated 12 July 2017
concerning Application for Phase II Assets Transfer
Related to Ownership Navigation of PT Angkasa
Pura I (Persero) and PT Angkasa Pura II (Persero) to
Perum LPPNPI:
- On November 22, 2017 a meeting was held on
the Discussion of the Phase II Transfer Plan for
Navigation Organizing Assets at the Ministry of
BUMN
- Assets to be transferred from PT Angkasa Pura
I (Persero) to Perum LPPNPI which has gone
through an inventory process by each Branch
Office and has been submitted to the Branch
Office.
Posisi terakhir sedang pengajuan surat dari Direktur

Utama yang ditujukan kepada Direktur Utama Perum
LPPNPI dan Deputi Bidang Usaha Jasa Keuangan,
Jasa Survei dan Konsultan Kementerian BUMN
RI, terhadap daftar aset yang sudah dikompilasi
perlu dilakukan pembahasan lebih lanjut sebelum
dituangkan dalam Berita Acara Serah Terima dari
PT Angkasa Pura I (Persero) kepada Perum LPPNPI
yang selanjutnya akan kami mintakan persetujuan
Menteri BUMN/Pemegang Saham.
The last position is the submission of a letter from the

President Director addressed to the President Director
of Perum LPPNPI and the Deputy of Financial Services,
Survey Services and Consultants of the Ministry of BUMN,
for a list of assets that have been compiled, further
discussion needs to be done before being stated in the
Minutes of Handover from PT Angkasa Pura I (Persero)
to Perum LPPNPI in which we will subsequently ask for
approval from the Minister of BUMN/Shareholders.
8. Menyelesaikan seluruh permasalahan pembayaran hak-hak karyawan PT Angkasa Pura I (Persero) melalui telah mengirimkan
yang diberhentikan/dialihkan kepada LPPNPI sesuai dengan surat kepada YAKKAP I untuk membayarkan THT
ketentuan yang berlaku. eks pegawai PT Angkasa Pura I (Persero) yang telah
Resolving all issues of payment of employee rights that are dismissed/ dialihkan kepada Perum LPPNPI dengan menggunakan
transferred to LPPNPI in accordance with prevailng regulations. mekanisme pembayaran yang ditujukan langsung
kepada masing-masing pegawai sesuai dengan
ketentuan yang berlaku.
PT Angkasa Pura I (Persero) has sent a letter to YAKKAP I
to pay the THT of the former PT Angkasa Pura I (Persero)
employee who has been transferred to Perum LPPNPI
by using a payment mechanism aimed directly at each
employee in accordance with prevailing regulations.


No.
Direction Follow-up
9. Mengembangkan pengelolaan bandara sehingga dapat meningkatkan a. Melakukan evaluasi terhadap pelaksanaan
kinerja bandara keseluruhan khususnya non aeronautika dengan kegiatan dan review bisnis modal non aviasi yang
standar Internasional. Untuk kinerja bandara yang masih rugi, agar ideal.
dilakukan evaluasi dan perbaikan secara menyeluruh supaya tidak b. Mengoptimalkan pengusahaan kegiatan bisnis
menjadi beban bagi Perusahaan secara konsolidasian. non aviasi kepada Anak Perusahaan.
Developing airport management to improve overall airport performance, c. Menambah alat produksi non aviasi dengan
especially non-aeronautics with international standards. For the melakukan beautifikasi terminal/penyesuaian
performance of airports that are still losing money, an overall evaluation CSP (Commercial Space Plan).
and improvement is carried out so that it does not become a burden to
the Company in a consolidated manner. a. Evaluating the implementation of activities and
reviewing the ideal non-aviation capital business
b. Optimizing the business of non-aviation business
activities to Subsidiaries.
c. Adding non-aviation production equipment
by performing terminal beautification/CSP
(Commercial Space Plan) adjustments.
10. Meningkatkan compliance/pemenuhan portal Financial Information Telah dilakukan pembinaan portal BUMN dengan
System (FIS), portal aset, portal SDM, portal PKBL dan portal Publik. pengisian dan penyampaian data sesuai jadwal,
Sehubungan pengingkatan kualitas pengawasan dan pembinaan serta data yang dilaporkan sesuai dengan laporan
Perseroan agar dilakukan pemutakhiran data, ketepatan dan triwulanan hasil kinerja.
kelengkapan pengisian portal tersebut menjadi perhatian utama The development of BUMN portals has been carried
Dewan Komisaris dan Direksi. out by filling out and submitting data according to the
Improving compliance/fulfillment of the Financial Information System schedule, as well as the data reported in accordance with
(FIS) portal, asset portal, HR portal, PKBL portal and Public portal. In the quarterly reports on the performance results.
relation to the improvement of the quality of supervision and guidance
of the Company, updating the data, the accuracy and completeness of
filling out the portals needs to be done, which is the main concern of the
Board of Commissioners and Directors.
11. Melakukan pengendalian biaya di setiap kegiatan usaha Perusahaan Dalam pengendalian biaya RKAP tahun 2017 sudah
dengan selalu mempertimbangkan cost effectiveness guna diupayakan efisien biaya sehingga ada penghematan
mewujudkan pengelolaan Perusahaan yang semakin efektif dan beberapa biaya, diantaranya: Beban Pemeliharaan,
efisien. Setiap pengeluaran memperhitungkan secara cermat besaran Beban Persediaan, Beban Utilitas, Beban Sewa, Beban
pendapatan yang akan diterima oleh Perusahaan. Pelayanan Bandara, Beban Asuransi, dan Beban Umum
Control costs in each of the Company's business activities by always dengan total sebesar Rp436,30 Miliar.
considering cost effectiveness in order to realize more effective and In controlling the cost of the RKAP in 2017, cost efficiency
efficient Company management. Each expenditure carefully calculates has been pursued so that there are savings in several
the amount of income that will be received by the Company. costs, including: Maintenance Costs, Inventory Charges,
Utility Charges, Rental Charges, Airport Service Charges,
Insurance Expenses and General Expenses totaling
Rp.436.30 Billion.
12. Melakukan evaluasi atas realisasi penyerapan investasi tahun Evaluasi yang sudah dilakukan antara lain:
2016 untuk meningkatkan realisasi capaian investasi sesuai 1) Melakukan lelang tidak mengikat.
dengan program kerja investasi pada tahun 2017 serta mendorong 2) Investasi tahun 2016 sebagian besar masih
pertumbuhan dan peningkatan kinerja Perusahaan guna mendukung dalam tahap perencanaan sehingga di tahun
percepatan pembangunan ekonomi nasional di tahun yang akan 2017 diupayakan untuk percepatan pelaksanaan
datang. realisasi fisik.
Evaluating the realization of investment absorption in 2016 to increase 3) Melakukan pelaporan secara rutin untuk proyek
the realization of investment performance in accordance with the pengembangan (PSN) ke Meneg BUMN, Menko
investment work program in 2017 and encouraging the growth and Perekonomian, Kementerian Perhubungan,
increasing the performance of the Company to support the acceleration Inspektorat Jenderal Perhubungan, dan Kantor
of national economic development in the coming year. Staf Presiden (KSP).
4) Melaksanakan bimbingan teknis perencanaan
proyek dengan Direktorat Bandar Udara.
5) Membentuk gugus tugas yang terdiri dari tenaga
ahli terkait proyek.
6) Pendampingan oleh BPKP, TP4P dan TP4D.
7) Koordinasi rutin dengan stakeholder lain antara
lain Airnav, Pertamina, PLN, CIQ, Telkom , BMKG,
dan lainnya.
8) Implementasi, aplikasi untuk dokumentasi proyek
dan implementasi website proyek.
9) Melaksanakan implementasi SOP pengawasan
dan pengendalian proyek.
10) Melaksanakan percepatan pembangunan dengan
skala prioritas pada proyek PPSRG agar dapat
dioperasikan dengan minimum requirement
pada bulan Mei 2018 serta melaksanakan
pembangunan skala prioritas pada PPJOG agar
dapat beroperasi sesuai dengan Perpres yaitu
bulan April 2019.
11) Menunjuk konsultan pengawas atau konsultan
Manajemen Konstruksi (MK) untuk melakukan
pengawasan dan pengendalian pekerjaan di
lapangan serta memberikan evaluasi atas
pekerjaan kontraktor agar penyelesaian hasil
pekerjaan sesuai dengan waktu yang telah
ditentukan.
12) Melakukan Sinergi BUMN.

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2018 Annual Report

No.
Direction Follow-up
Evaluations that have been carried out include:
1) Conducting non-binding auctions.
2) Investment in 2016 is mostly still in the planning
stage so that efforts are made to accelerate the
implementation of physical realization in 2017.
3) Regularly reporting for development projects (PSN)
to State Enterprises Minister, Coordinating Minister
for Economic Affairs, Ministry of Transportation,
Inspectorate General of Transportation, and Office
of Presidential Staff (KSP).
4) Doing project planning technical guidance with the
Airport Directorate.
5) Establishing a task force consisting of project-
related experts.
6) Assistance by BPKP, TP4P and TP4D.
7) Regular coordination with other stakeholders
including Airnav, Pertamina, PLN, CIQ, Telkom,
BMKG, and others.
8) Implementation, applications for project
documentation and project website implementation.
9) Implementing the SOP for project supervision and
control.
10) Accelerating the development with a priority scale
in the PPSRG project so that it can be operated with
a minimum requirement in May 2018 and carrying
out priority scale development in the PPJOG in
order to operate in accordance with the Presidential
Regulation, which is in April 2019.
11) Appointing a supervisory consultant, or
Construction Management consultant (MK) to
supervise and control the work in the field and
provide an evaluation of the work of the contractor
in order to complete the work results in accordance
with the specified time.
12) Conducting BUMN Synergy.
13. Mengikuti dan memperhatikan arahan Keasdepan bidang Tanggung Berikut tindak lanjut berdasarkan Risalah Rapat
Jawab Sosial dan Lingkungan sebagaimana yang telah ditetapkan Pembahasan Laporan Pertanggungjawaban
dalam Risalah Rapat Pembahasan Laporan Pertanggungjawaban Program Kemitraan dan Bina Lingkungan Tahun
Program Kemitraan dan Bina Lingkungan Tahun 2016 PT Angkasa 2016 PT Angkasa Pura I (Persero) Nomor RIS-108/
Pura I (Persero) Nomor RIS-108/D7.MBU.3/03/2017 tanggal 13 D7.MBU.3/03/2017 tanggal 13 Maret 2017:
Maret 2017. a. Direksi diminta untuk merealisasikan penyaluran
Following and paying attention to the Keasdepan directions in the field PK dan BL sebesar dana tersedia serta
of Social and Environmental Responsibility as stipulated in the Minutes mengoptimalkan penagihan pengembalian
of the 2016 Angkasa Pura I (Persero) Partnership and Environmental pinjaman/piutang mitra binaan, sehingga tingkat
Development Program Accountability Report Number RIS-108/ kolektibilitas PK dapat mencapai 80%.
D7.MBU.3/03/2017 date March 13, 2017. Untuk realisasi tahun 2017 belum dapat
memenuhi target tahun 2017 dikarenakan hal-hal
sebagai berikut:
- Terbatasnya SDM dibeberapa bandara untuk
fokus dalam kegiatan penagihan pinjaman
Mitra Binaan.
- Beberapa Kantor Cabang melakukan upaya
pemulihan pinjaman melalui rescheduling
pinjaman, namun tidak disertai dengan
realisasi pengembalian yang telah disepakati.
- Beberapa Mitra Binaan yang kurang memiliki
itikad baik dalam pengembalian pinjaman.
Following are the follow-up based on the Minutes of

2016 Discussion Meeting on the Accountability Report
of the Partnership and Community Development
Program PT Angkasa Pura I (Persero) Number RIS-108/
D7.MBU.3/03/2017 March 13, 2017:
a. The Directors are asked to realize the distribution of
PK and BL as much as available funds and optimize
the collection of returns on loans/receivables of the
assisted partners, so that the level of collectibility of
PK can reach 80%.
For 2017 realization, it cannot meet the 2017 target
due to the following matters:
- Limited human resources in several airports to
focus on collecting loans from Foster Partners.
- Some Branch Offices make loan recovery
efforts through rescheduling loans, but not
accompanied by the realization of agreed
returns.
- Some Foster Partners lack good faith in
repaying loans.


No.
Direction Follow-up
b. Dalam rangka efektivitas penyaluran dana PKBL
sampai dengan akhir tahun 2017, Direksi diminta
untuk melakukan perencanaan, pelaksanaan,
monitoring dan evaluasi pelaksanaan program
PKBL tahun 2017.
Tahapan penyaluran PKBL telah direncanakan
dalam RKA PKBL tahun 2017, dan seluruh rencana
penyaluran telah dilaksanakan pada tahun 2017
dan hasilnya dimonitor dan dievaluasi kembali
apakah sudah tepat sasaran dan tepat guna atau
tidak.
Dan untuk pencapaian efektivitas penyaluran
PKBL pada tahun 2017 adalah sebagai berikut:
- Efektivitas penyaluran PK tercapai 97,73%.
- Daya Serap Bina Lingkungan tercapai
100,23%.
b. In the context of the effectiveness of the distribution

of PKBL funds until the end of 2017, the Directors are
required to plan, implement, monitor and evaluate
the implementation of the 2017 PKBL program.
The stages of PKBL distribution have been planned
in 2017 RKA PKBL, and all distribution plans have
been implemented in 2017 and the results are
monitored and re-evaluated whether they are on
target and appropriate or not.
To achieve the effectiveness of PKBL distribution in
2017:
- The effectiveness of PK distribution reached
97.73%.
- Absorption of Community Development
reached 100.23%.
c. Dengan terbitnya Peraturan Menteri BUMN
Nomor PER-03/MBU/12/2016 tentang
Perubahan atas Peraturan Menteri BUMN Nomor
PER-09/MBU/07/2015 tentang PKBL BUMN,
maka Direksi diminta untuk menetapkan SOP
pelaksanaan PKBL yang telah disesuaikan dengan
peraturan Menteri BUMN.
Dasar pelaksaaan kegiatan PKBL PT Angkasa
Pura I (Persero) tahun 2017 adalah:
- Peraturan Menteri BUMN Nomor PER-09/
MBU/07/2015 tanggal 3 Juli 2015 tentang
Program Kemitraan dan Program Bina
Lingkungan BUMN.
MBU/12/2016 tanggal 16 Desember 2016
perihal Perubahan atas Peraturan Menteri
Badan Usaha Milik Negara Nomor PER-09/
MBU/07/2015 tentang Program Kemitraan
dan Program Bina Lingkungan Badan Usaha
Milik Negara.
MBU/07/2017 tanggal 20 Juli 2017 perihal
Perubahan Kedua atas Peraturan Menteri
Badan Usaha Milik Negara Nomor PER-09/
MBU/07/2015 tentang Program Kemitraan
dan Program Bina Lingkungan Badan Usaha
Milik Negara.
Sehubungan dengan Peraturan Menteri
BUMN tersebut maka PT Angkasa Pura
I (Persero) telah menyesuaikan SOP
Pelaksanaan PKBL pada bulan Agustus 2017
sebagai berikut:
- Surat Keputusan Direksi PT Angkasa Pura
I (Persero) Nomor KEP.103/KU.13/2017
tanggal 7 Agustus 2017 tentang Petunjuk
Pelaksanaan Program Kemitraan dan Bina
Lingkungan PT Angkasa Pura I (Persero).
- Surat Keputusan Direksi PT Angkasa Pura
I (Persero) Nomor KEP.104/KU.13/2017
tanggal 7 Agustus 2017 tentang Pedoman
Program Pelayanan Kesehatan Keliling PT

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No.
Direction Follow-up
c. With the issuance of Minister of BUMN Regulation

No. PER-03/MBU/12/2016 concerning Amendment
to Regulation of the Minister of BUMN Number
PER-09/MBU/07/2015 concerning PKBL BUMN,
the Directors are asked to establish SOP for PKBL
implementation that has been adjusted to SOE
Minister regulations .
The bases for the implementation of 2017 Angkasa
Pura I (Persero) PKBL activities are :
- SOE Minister Regulation Number PER-09/
MBU/07/2015 dated 3 July 2015 concerning
the BUMN Partnership Program and
Community Development Program.
- SOE Minister Regulation Number PER-03/
MBU/12/2016 dated December 16, 2016
concerning Amendments to Minister of
State-Owned Enterprises Regulation No.
PER-09/MBU/07/2015 concerning the State-
Owned Enterprise Partnership Program and
- SOE Minister Regulation Number PER-
02/MBU/07/2017 dated July 20, 2017
concerning Second Amendment to Minister
of State-Owned Enterprises Regulation No.
PER-09/MBU/07/2015 concerning State-
Owned Enterprise Partnership Program and
In connection with the SOE Minister's Regulation,
PT Angkasa Pura I (Persero) has adjusted the SOP of
the PKBL Implementation in August 2017 as follows:
- Decree of PT Angkasa Pura I (Persero) Board
of Directors Number KEP.103/KU.13/2017
dated August 7, 2017 concerning Guidelines
for Implementing PT Angkasa Pura I (Persero)
Partnership and Environmental Development
Program.
- Decree of the Board of Directors of PT Angkasa
Pura I (Persero) Number KEP.104/KU.13/2017
dated August 7, 2017 concerning Guidelines
for the Roving Health Service Program of
d. Dalam rangka penatakelolaan dana PK yang
lebih baik, Direksi agar menggunakan teknologi
dalam pengadministrasian Mitra Binaan (MB) dan
pengembalian pinjaman untuk meminimalisir
angsuran MB tidak teridentifikasi serta untuk
monitoring perkembangan MB sehingga
menghasilkan database MB yang akurat.
In the framework of better management of PK
funds, the Board of Directors must use technology
in administering Development Partners (MB) and
repayment loans to minimize unidentified MB
installments and to monitor the development of MB
to produce an accurate MB database.
Seluruh pencatatan transaksi Program Kemitraan

telah diakomodisasi dalam Aplikasi “PKBL
ONLINE” sehingga lebih memudahkan insan CSR
PT Angkasa Pura I (Persero) untuk mengolah data.
Seluruh pencatatan transaksi Program Kemitraan
telah diakomodisasi dalam Aplikasi “PKBL ONLINE”
sehingga lebih memudahkan insan CSR PT Angkasa
Pura I (Persero) untuk mengolah data.


No.
Direction Follow-up
e. Dana pembinaan MB diprioritaskan untuk
peningkatan kapasitas antara lain packaging
branding dan marketing, dengan mengoptimalkan
Rumah Kreatif BUMN yang sudah ada dan
e-commerce. Selain itu, MB diperkenalkan dengan
literasi keuangan, dalam hal ini pihak perbankan.
MB developmenet funds are prioritized for capacity
building, including packaging branding and
marketing, by optimizing existing BUMN Creative
Houses and e-commerce. In addition, MB was
introduced to financial literacy, in this case the
banking sector.
Pembinaan kepada Mitra Binaan yang telah

diberikan pada tahun 2017 antara lain kesempatan
untuk mengikuti pameran lokal, nasional dan
internasional untuk membantu memperluas
pangsa pasar para Mitra Binaan, sedangkan
kemampuan packaging branding dan e-commerce
telah diberikan dalam setiap pelatihan kepada
para Mitra Binaan.
Guidance to Foster Partners that have been given
in 2017 includes the opportunity to participate in
local, national and international exhibitions to help
expand the market share of Foster Partners, while
packaging branding and e-commerce capabilities
have been provided in each training to Foster
Partners.
f. Direksi agar berkomitmen melaksanakan
program PKBL di Provinsi dan/atau Kabupaten
sebagaimana penunjukan koordinator yang telah
ditetapkan oleh Menteri BUMN sesuai jadwal
waktu yang telah ditentukan dan menyampaikan
laporan melalui website BUMN Hadir untuk
Negeri.
The Board of Directors needs to be committed to
implementing the PKBL program in the Province
and/or Regency as the appointment of the
coordinator that has been determined by the
Minister of BUMN according to a predetermined
time schedule and submit a report through the
website BUMN Hadir untuk Negeri.
Seluruh kegiatan BUMN Hadir untuk Negeri telah

selesai dilaksanakan dengan PT Angkasa Pura I
(Persero) menjadi PIC kegiatan HUT RI di Palu,
Sulawesi Tengah dan PIC Pembangunan Bedah
Rumah di Maluku. Dalam kegiatan ini PT Angkasa
Pura I (Persero) bersinergi dengan PT Danareksa
sebagai Co PIC kegiatan.
All of the activities of BUMN Hadir untuk Negeri
have been completed with PT Angkasa Pura I
(Persero) became PIC of the activities of the
Republic of Indonesia Anniversary in Palu, Central
Sulawesi and the PIC of the Construction of Home
Surgery in Maluku. In this activity PT Angkasa Pura
I (Persero) synergized with PT Danareksa as Co PIC.
g. Direksi diminta untuk segera menindaklanjuti
dan menyelesaikan temuan-temuan dan saran-
saran dari Kantor Akuntan Publik (KAP) dan BPK
RI (apabila ada) secara tuntas, sehingga di masa
mendatang temuan auditor atas masalah yang
sama tidak terjadi lagi. Tindak lanjut penyelesaian
temuan/saran auditor dimaksud agar dibahas
secara komprehensif dan disampaikan secara
tertulis kepada Pemegang Saham.
The Board of Directors is asked to immediately
follow up and complete the findings and suggestions
from the Public Accountant Office (KAP) and BPK RI
(if any) thoroughly, so that in the future the auditor's
findings on the same problem will not occur again.
Follow-up resolution of the auditor's findings/
suggestions is to be discussed comprehensively and
submitted in writing to the Shareholders.
Dalam laporan tahun buku 2016 tidak terdapat

temuan yang harus ditindaklanjuti karena sudah
diselesaikan pada tahun 2016.
In the 2016 financial year report there are no
findings that must be followed up because it was
completed in 2016.

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No.
Direction Follow-up
h. Menyampaikan laporan berkala secara tepat
waktu secara elektronik sesuai yang diatur
dalam Peraturan Menteri BUMN Nomor
PER-09/MBU/07/2015 tanggal 3 Juli 2015
tentang Program Kemitraan dan Program Bina
Lingkungan Badan Usaha Milik Negara serta PER-
18/MBU/2014 tanggal 16 Oktober 2014 tentang
Penyampaian Data, Laporan dan Dokumen
BUMN secara Elektronik melalui Portal PKBL
dengan alamat http://pkbl.bumn.go.id. Selain itu,
BUMN diminta untuk dapat membuat Laporan
Pelaksanaan PKBL dalam bentuk sustainability
report.
Delivering periodic reports electronically in
accordance with those stipulated in SOE Minister
Regulation Number PER-09/MBU/07/2015 dated
July 3, 2015 concerning the State-Owned Enterprise
Partnership Program and Community Development
Program and PER-18/MBU/2014 dated October 16,
2014 concerning Submission of Electronic Data,
Reports and Documents through the PKBL Portal
at http://pkbl.bumn.go.id. In addition, SOE are
required to be able to make a PKBL Implementation
Report in the form of a sustainability report.
Seluruh pelaporan kegiatan PKBL telah
dilaporkan melalui Portal PKBL BUMN sesuai
dengan tenggang waktu yang ditentukan dan juga
pelaporan pelaksanaan PKBL menjadi salah satu
bagian dari sustainability report.
All PKBL activity reports have been reported
through the BUMN PKBL Portal in accordance
with the specified deadline and also the PKBL
implementation report is one part of the
sustainability report
i. Mempublikasikan pelaksanaan PKBL kepada
masyarakat secara intensif melalui media
komunikasi baik cetak maupun elektronik
termasuk website Perusahaan, sebagai bentuk
pertanggungjawaban program-program
yang telah dilaksanakan BUMN serta supaya
masyarakat mengetahui dengan baik atas
program-program tersebut.
iPublicizing the implementation of PKBL to the
society intensively through both print and electronic
communication media including the Company's
website, as a form of accountability for programs
that have been carried out by the BUMN and so that
the society knows well about the programs.
Untuk tahun 2017 setiap pelaksanaan kegiatan

PKBL selalu mengundang media cetak maupun
elektronik sebagai sarana publikasi, selain itu
setiap kegiatan selalu di publikasikan via website
Perusahaan.
For 2017, every PKBL activity invites print and
electronic media as a means of publication, besides
that, every activity is always published via the
Company's website.
14. Laporan Keuangan, Laporan Pelaksanaan PKBL, Laporan Evaluasi Pelaksanaan telah dijabarkan dalam bentuk triwulanan
Kinerja, Laporan Kepatuhan terhadap Perundang-undangan dan dan telah dilaksanakan sesuai dengan ketentuan, serta
Pengendalian Internal, Laporan Penilaian Key Performace Indicator telah dilaporkan secara berkala kepada Pemegang
(KPI) yang telah diaudit oleh KAP Hadori Sugiarto Adi dan Rekan, Saham dengan tepat waktu.
Risalah Rapat Pembahasan Laporan Pertanggungjawaban Program The implementation has been described in quarterly
Kemitraan dan Bina Lingkungan Tahun 2016 PT Angkasa Pura I form and has been implemented in accordance with
(Persero) dan tanggapan Dewan Komisaris sesuai Surat Dewan the provisions, and has been reported regularly to the
Komisaris PT Angkasa Pura I (Persero) Nomor 27/DK.AP.I/2017 Shareholders in a timely manner.
tanggal 31 Maret 27 April 2017 adalah bagian yang tidak terpisahkan.
Financial Statement, PKBL Implementation Reports, Performance
Evaluation Reports, Compliance Reports on Legislation and Internal
Control, Key Performace Indicator (KPI) Assessment Reports audited
by KAP Hadori Sugiarto Adi and Partners, Minutes of Discussion on
2016 PT Angkasa Pura I (Persero) Accountability Report of Partnership
Program and Community Development Program and the response of the
Board of Commissioners in accordance with the Letter of the Board of
Commissioners of PT Angkasa Pura I (Persero) Number 27/DK.AP.I/2017
dated March 31, April 2017 are integral part.

DEWAN KOMISARIS BOARD OF COMMISSIONERS

Dewan Komisaris adalah Organ Perseroan yang bertugas The Board of Commissioners is an organ of the Company
untuk melakukan pengawasan secara umum dan/atau which is responsible for supervising publicly and/or
khusus sesuai dengan Anggaran Dasar, memberikan specifically in accordance with the Articles of Association,
nasihat kepada Direksi, serta memastikan bahwa advising the Board of Directors, and ensuring that the
Perseroan melaksanakan prinsip-prinsip GCG. Dewan Company is implementing the GCG principles. The Board of
Komisaris bertanggung jawab kepada Pemegang Commissioners is responsible to the Shareholders in terms
Saham dalam hal mengawasi kebijakan Direksi terhadap of overseeing the Directors' policy towards the Company's
operasional Perseroan secara umum yang mengacu general operations which refers to the business plan
kepada rencana bisnis yang telah disetujui Dewan approved by the Board of Commissioners and shareholders,
Komisaris dan Pemegang Saham, serta memastikan and ensures compliance with all applicable laws and
kepatuhan terhadap seluruh peraturan dan perundang- regulations.
Setiap anggota Dewan Komisaris harus memiliki Each member of the Board of Commissioners must have
integritas yang tinggi, pengetahuan, kemampuan dan high integrity, knowledge, ability and commitment to make
komitmen untuk menyediakan waktu dalam menjalankan time in carrying out its duties. Thus, the role of the Board of
tugasnya. Dengan demikian, peran Dewan Komisaris Commissioners is very strategic. Therefore, the composition
sangat strategis. Oleh karena itu, komposisi Dewan of the Board of Commissioners of the Company should
Komisaris Perseroan harus memungkinkan pengambil enable effective, prompt and prompt decision makers. In
keputusan yang efektif, tepat dan cepat. Selain itu, addition, the Board of Commissioners is also required to
Dewan Komisaris juga dituntut untuk dapat bertindak act independently, in the sense that there is no conflict of
secara independen, dalam arti tidak mempunyai benturan interest which may interfere with its ability to perform its
kepentingan (conflict of interest) yang dapat menganggu duties independently and critically, whether in relation to
kemampuannya untuk melaksanakan tugas secara each other or to the Board of Directors.
mandiri dan kritis, baik dalam hubungan satu sama lain
maupun hubungan terhadap Direksi.
REFERENSI PERATURAN REGULATION REFERENCES

Undang-Undang Republik Indonesia Nomor 19 Tahun Law of the Republic of Indonesia Number 19 of 2003
2003 tentang Badan Usaha Milik Negara dan Undang- concerning State-Owned Enterprises and Law Number 40
Undang No. 40 Tahun 2007 tentang Perseroan Terbatas of 2007 concerning Limited Liability Company that requires
mengharuskan seluruh Perusahaan yang bernaung di all companies under Indonesian law to have a Board of
bawah hukum Indonesia untuk memiliki Dewan Komisaris Commissioners responsible for overseeing management
yang bertugas mengawasi kebijakan manajemen, proses policies, management processes within the company, as
manajemen di dalam Perusahaan, sekaligus mengawasi well as overseeing and providing suggestions/advice to the
dan memberikan saran/nasihat kepada Direksi. Board of Directors.
TUGAS DAN TANGGUNG JAWAB DEWAN KOMISARIS DUTIES AND RESPONSIBILITIES OF BOARD OF
COMMISSIONERS
Secara garis besar, tugas pokok Dewan Komisaris In general, the main duties of the Board of Commissioners
mencakup hal-hal sebagai berikut. are as follows:
1. Mematuhi Anggaran Dasar dan peraturan perundang- 1. Comply with the Articles of Association and legislation
undangan serta prinsip-prinsip profesionalisme, and the principles of professionalism, efficiency,
efisiensi, transparansi, kemandirian, akuntabilitas, transparency, independence, accountability,
pertanggungjawaban, serta kewajaran. accountability, and fairness.
2. Dengan itikad baik, kehati-hatian dan bertanggung 2. In good faith, having prudence and responsibility in
jawab dalam menjalankan tugas pengawasan dan carrying out supervisory and advisory duties to the
pemberian nasihat kepada Direksi untuk kepentingan Board of Directors for the interest of the Company and
Perusahaan dan sesuai dengan maksud dan tujuan in accordance with the purposes and objectives of the
Perusahaan. Company.
3. Melakukan pengawasan terhadap kebijakan 3. To supervise the Company's management policy as well
pengurusan Perseroan maupun usaha Perseroan as the Company's business conducted by the Board of
yang dilakukan oleh Direksi termasuk pengawasan Directors including supervision on the implementation
terhadap pelaksanaan Rencana Jangka Panjang of the Company's Long- Term Plans, Work Plans and

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2018 Annual Report
Perseroan, Rencana Kerja dan Anggaran Perseroan Budget as well as the Articles of Association and
serta ketentuan Anggaran Dasar dan Keputusan Rapat Resolutions of the General Meeting of Shareholders, as
Umum Pemegang Saham, serta peraturan perundang- well as the applicable laws and regulations, Company
undangan yang berlaku, untuk kepentingan Perseroan and in accordance with the purposes and objectives
dan sesuai dengan maksud dan tujuan Perseroan of the Company and provide advice to the Board of
serta memberikan nasihat kepada Direksi. Directors.
4. Memberi nasihat kepada Direksi dalam melaksanakan 4. Giving Advice to the Board of Directors in conducting
pengurusan Perseroan. the management of the Company.
5. Meneliti dan menelaah laporan berkala dan laporan 5. To examine and review the periodic and annual reports
tahunan yang disiapkan Direksi serta menandatangani prepared by the Board of Directors and to sign the
laporan tersebut. reports.
6. Menetapkan kebijakan/mekanisme mengenai 6. Establish a policy/mechanism on the approval/
pemberian persetujuan/tanggapan/pendapat Dewan response/opinion of the Board of Commissioners on the
Komisaris terhadap rancangan RJPP dan RKAP. RJPP and RKAP drafts.
7. Memberikan pendapat dan saran kepada RUPS 7. Provide opinions and suggestions to the General
mengenai Rencana Jangka Panjang Perseroan dan Meeting of Shareholders regarding the Company's Long
Rencana Kerja dan Anggaran Perseroan mengenai Term Plans, Work Plans and Budget on the reasons
alasan Dewan Komisaris menandatangani RJPP dan Board of Commissioners signing the RJPP and RKAP.
RKAP.
8. Menetapkan kebijakan Dewan Komisaris untuk 8. Establish the policy of the Board of Commissioners to
memantau kepatuhan Direksi dalam menjalankan monitor the compliance of the Board of Directors in
pengurusan Perusahaan terhadap RKAP dan/atau executing the management of the company on RKAP
RJPP. and/or RJPP.
9. Menyusun rencana untuk melakukan evaluasi 9. Establish a plan to evaluate the compliance of the Board
atas kepatuhan Direksi menjalankan pengurusan of Directors in managing the company in accordance with
Perusahaan sesuai dengan RKAP dan/atau RJPP, dan the RKAP and/or RJPP, and incorporate them into the
memasukannya ke dalam Rencana Kerja Tahunan Annual Working Plans of the Board of Commissioners.
Dewan Komisaris.
10. Mengawasi pelaksanaan Rencana Kerja dan Anggaran 10. Supervise the implementation of the Company's Annual
Tahunan Perusahaan serta menyampaikan hasil Work Plans and Budget and submit its assessment
penilaian serta pendapatnya kepada RUPS. results and opinions to the General Meeting of
Shareholders.
11. Menetapkan kebijakan yang mengatur tentang 11. Establish a policy regulating the discussion of
pembahasan gejala menurunnya kinerja Perusahaan, symptoms of declining corporate performance, advising
pemberian saran kepada Direksi untuk memperbaiki the Board of Directors to fix issues that impact on the
permasalahan yang berdampak pada penurunan company's performance decline, and reporting to the
kinerja Perusahaan, dan pelaporan kepada RUPS jika General Meeting of Shareholders in case of symptoms
terjadi gejala menurunnya kinerja Perusahaan. of declining company performance.
12. Mengikuti perkembangan kegiatan Perseroan, 12. Following the development of the Company's activities,
memberikan pendapat dan saran kepada RUPS giving opinions and suggestions to the General Meeting
mengenai setiap masalah yang dianggap penting bagi of Shareholders regarding any issues deemed important
pengurusan Perseroan, serta melaporkan dengan for the management of the Company, as well as reporting
segera kepada RUPS apabila terjadi gejala penurunan promptly to the General Meeting of Shareholders in the
kinerja Perseroan. event of any declining performance of the Company.
13. Memberikan pendapat dan saran kepada RUPS 13. Provide opinions and suggestions to the General Meeting
mengenai setiap persoalan lainnya yang dianggap of Shareholders regarding any other matters deemed
penting bagi pengurusan Perseroan. necessary for the administration of the Company.
14. Menetapkan kebijakan/pedoman yang mengatur 14. Establish policies/guidelines governing the Board
Komisaris untuk melakukan pengawasan atas of Commissioners to perform supervision on the
kepatuhan Perusahaan terhadap peraturan Company's compliance with laws and regulations,
perundang-undangan, Anggaran Dasar, serta the Articles of Association, and agreements and
perjanjian dan komitmen yang dibuat oleh Perusahaan commitments made by the company with third parties.
dengan pihak ketiga.
15. Menyusun rencana kerja Dewan Komisaris yang 15. Prepare a work plan of the Board of Commissioners
membahas kepatuhan Direksi terhadap peraturan that discusses the Board of Directors' compliance with
perundang-undangan, Anggaran Dasar, serta laws and regulations, the Articles of Association and

perjanjian dan komitmen yang dibuat oleh Perusahaan agreements and commitments made by the company
dengan pihak ketiga serta memasukan ke dalam with thirdparties and incorporates them into the Annual
Rencana Kerja Tahunan Dewan Komisaris. Work Plan of the Board of Commissioners.
16. Melaksanakan kewajiban lainnya dalam rangka 16. Carry out other obligations in the context of supervision
pengawasan dan pemberian nasihat, sepanjang and advice provision, as long as it is not contrary to the
tidak bertentangan dengan peraturan perundang- laws and regulations, the Articles of Association, and/or
undangan, Anggaran Dasar, dan/atau keputusan the resolutions of the General Meeting of Shareholders.
RUPS.
17. Menetapkan kebijakan dan pedoman untuk 17. Establish policies and guidelines to monitor the
memantau penerapan prinsip-prinsip Good Corporate implementation of Good Corporate Governance
Governance. principles.
18. Menyusun rencana penelaahan prinsip-prinsip 18. Prepare a review of the principles of Good Corporate
Good Corporate Governance dan memasukan dalam Governance and include in the Annual Working Plan of
Rencana Kerja Tahunan Dewan Komisaris. the Board of Commissioners.
19. Memantau dan memastikan efektivitas praktik Good 19. Monitor and ensure the effectiveness of Good Corporate
Corporate Governance yang diterapkan Perseroan. Governance practices implemented by the Company.
20. Menetapkan kebijakan mengenai penyusunan 20. Establish policies on the preparation of adequate
rencana kerja dan anggaran tahunan Dewan Komisaris work plans and annual budgets of the Board of
yang memadai, dan menyusun rencana kerja Dewan Commissioners, and prepare a work plan for the Board
Komisaris untuk periode tahun berikutnya. of Commissioners for the following year.
21. Menetapkan secara tertulis kebijakan mengenai 21. To stipulate written policy on the measurement
pengukuran dan penilaian terhadap kinerja Dewan and evaluation of the performance of the Board of
Komisaris, mengevaluasi atas capaian kinerja Dewan Commissioners, to evaluate the performance of the
Komisaris dan dituangkan dalam risalah Rapat Dewan Board of Commissioners and set forth in the minutes
Komisaris dan melaporkan penilaian kinerja tersebut of meeting of the Board of Commissioners and to
dalam Laporan Pelaksanaan Tugas Pengawasan report the performance assessment in the Board of
Dewan Komisaris. Commissioners Supervisory Implementation Report.
WEWENANG DEWAN KOMISARIS AUTHORITY OF BOARD OF COMMISSIONERS

Dalam melaksanakan tugasnya, Dewan Komisaris In carrying out its duties, the Board of Commissioners is
berwenang untuk: authorized to as follows:
1. Melihat buku-buku, surat-surat, serta dokumen- 1. View books, letters, and other documents, as well as
dokumen lainnya, memeriksa kas untuk keperluan to check the cash for verification purposes and other
verifikasi dan lain-lain surat berharga dan memeriksa securities and to check the Company's assets.
kekayaan Perusahaan.
2. Memasuki pekarangan, gedung, dan kantor yang 2. Enter the yard, building, and office used by the Company.
dipergunakan oleh Perusahaan.
3. Meminta penjelasan dari Direksi dan/atau pejabat 3. Request an explanation from the Board of Directors
lainnya mengenai segala persoalan yang menyangkut and/or other officials regarding any issues related to the
pengelolaan Perusahaan. management of the Company.
4. Mengetahui segala kebijakan dan tindakan yang telah 4. Know all policies and actions that have been and will be
dan akan dijalankan oleh Direksi. carried out by the Board of Directors.
5. Meminta Direksi dan/atau pejabat lainnya di bawah 5. Request the Board of Directors and/or other officials under
Direksi dengan sepengetahuan Direksi untuk the Board of Directors with the approval of the Board of
menghadiri rapat Dewan Komisaris. Directors to attend the meeting of Board of Commissioners.
6. Mengangkat dan memberhentikan Sekretaris Dewan 6. Appoint and suspend the Secretary of the Board of
Komisaris, jika dianggap perlu. Commissioners, if deemed necessary.
7. Memberhentikan sementara anggota Direksi sesuai 7. Temporarily suspend members of the Board of Directors
dengan ketentuan Anggaran Dasar. in accordance with the provisions of the Articles of
Association.
8. Membentuk Komite-komite lain selain Komite 8. Establish Committees other than the Audit Committee,
Audit, jika dianggap perlu dengan memperhatikan if deemed necessary by taking into account the
kemampuan Perusahaan. Company's capabilities.
9. Menggunakan tenaga ahli untuk hal tertentu dan 9. Appoint experts for certain matters and within a certain
dalam jangka waktu tertentu atas beban Perusahaan, period of time at the expense of the Company, if deemed
jika dianggap perlu. necessary.

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2018 Annual Report
10. Melakukan tindakan pengurusan Perusahaan dalam 10. Carry out the Company's management actions in certain
keadaan tertentu untuk jangka waktu tertentu sesuai circumstances for a certain period of time in accordance
dengan ketentuan Anggaran Dasar. with the provisions of the Articles of Association.
11. Menghadiri rapat Direksi dan memberikan pandangan- 11. Attend the meeting of Board of Directors and provide
pandangan terhadap hal-hal yang dibicarakan. views on the discussed issues.
12. Melaksanakan kewenangan pengawasan lainnya 12. Carry out other oversight authority to the extent that
sepanjang tidak bertentangan dengan peraturan it is not contradictory to the laws and regulations, the
perundang-undangan, Anggaran Dasar, dan/atau Articles of Association and/or the resolution of the
keputusan Rapat Umum Pemegang Saham. General Meeting of Shareholders.
HAK DEWAN KOMISARIS RIGHTS OF BOARDS OF COMMISSIONERS

Adapun hak-hak Dewan Komisaris adalah sebagai berikut. The rights of the Board of Commissioners are as follows:
1. Memperoleh akses atas informasi Perseroan secara 1. Obtain access to the Company's information in a timely,
tepat waktu, terukur dan lengkap. measurably and complete manner.
2. Para Anggota Dewan Komisaris berhak meminta 2. The members of the Board of Commissioners shall
penjelasan kepada Direksi dan/atau pejabat lainnya have the right to request an explanation to the Board
mengenai segala persoalan yang menyangkut of Directors and/or other officials regarding any issues
pengelolaan Perseroan dan Direksi dan/atau pejabat related to the management of the Company and the
lainnya wajib memberikan penjelasan. Board of Directors and/ or other officials are required to
provide such explanation.
3. Meminta bantuan tenaga ahli dalam melaksanakan 3. Request the assistance of experts in carrying out their
tugasnya untuk jangka waktu tertentu atas beban duties for a certain period of time at the expense of the
Perseroan, atau membentuk komite-komite sesuai Company, or establish a committee according to the
kebutuhan dan kemampuan Perseroan. needs and abilities of the Company.
4. Untuk membantu pelaksanaan tugasnya, Dewan 4. In order to get assistance in performing its duties, the
Komisaris dapat mengangkat Sekretaris Dewan Board of Commissioners may appoint the Secretary
Komisaris atas beban Perseroan. of the Board of Commissioners at the expense of the
Company.
5. Menerima honorarium dan tunjangan/fasilitas 5. Receive honorarium and allowances/facilities including
termasuk santunan purna jabatan yang jenis post-employment benefits of which the type and amount
dan jumlahnya ditetapkan oleh RUPS dengan determined by the General Meeting of Shareholders
memperhatikan ketentuan perundang-undangan with due regard to the applicable laws and regulations.
yang berlaku.
6. Mendapatkan fasilitas dari Perseroan sesuai dengan 6. Obtain the facilities of the Company in accordance
hasil penetapan RUPS. with the results of the General Meeting of
Shareholders.
7. Menerima Tantiem yang besarnya ditetapkan 7. Receive a Tantiem of the amount determined by the
oleh RUPS apabila Perseroan mencapai tingkat General Meeting of Shareholders if the Company
keuntungan atau mengalami peningkatan kinerja. reaches a profit level or improves performance.
ETIKA JABATAN DEWAN KOMISARIS CODE OF ETHICS OF BOARD OF COMMISSIONERS

POSITION
Dalam melaksanakan tugas dan fungsinya Dewan In carrying out its duties and functions, Board of
Komisaris harus selalu melandasi diri dengan etika Commissioners should always hold the code of ethics of the
jabatan. Etika jabatan Dewan Komisaris adalah sebagai position. The Code of Ethics of Board of Commissioners is
berikut. as follows:
1. Anggota Dewan Komisaris dilarang melakukan 1. Members of the Board of Commissioners are prohibited
tindakan yang mempunyai benturan kepentingan from engaging in actions that have conflict of interest
(conflict of interest) dan mengambil keuntungan and take personal benefits, from decision-making and/
pribadi, dari pengambilan keputusan dan/atau or implementation of the Company's activities, other
pelaksanaan kegiatan Perseroan, selain penghasilan than legitimate income.
yang sah.
2. Anggota Dewan Komisaris wajib melaporkan kepada 2. The members of the Board of Commissioners shall report
Sekretaris Perusahaan mengenai kepemilikan to the Corporate Secretary concerning the ownership of
sahamnya dan/atau keluarganya pada Perusahaan their and/or of their family members' shares with the
tersebut dan Perusahaan lain termasuk setiap Company and other Companies, including any changes
perubahannya. thereof.

3. Anggota Dewan Komisaris wajib melakukan 3. The members of the Board of Commissioners shall make
pengungkapan dalam hal terjadi benturan disclosures in the event of a conflict of interest, and the
kepentingan, dan anggota Dewan Komisaris yang concerned members of the Board of Commissioners
bersangkutan tidak boleh melibatkan diri dalam shall not involve themselves in the decision-making
proses pengambilan keputusan Dewan Komisaris process of the Board of Commissioners in connection
yang berkaitan dengan hal tersebut. therewith.
4. Dalam melaksanakan tugas dan fungsinya, setiap 4. In performing its duties and functions, each member
anggota Dewan Komisaris harus: of the Board of Commissioners shall conduct the
followings:
a. Mematuhi Anggaran Dasar dan peraturan a. Comply with Articles of Association and legislation
perundang-undangan serta prinsip-prinsip and principles of professionalism, efficiency,
profesionalisme, efisiensi, transparansi, transparency, independence, accountability, and
kemandirian, akuntabilitas, pertanggungjawaban, fairness
serta kewajaran.
b. Beritikad baik, penuh kehati-hatian dan b. Have good faith, full of caution and responsibility in
bertanggung jawab dalam menjalankan tugas carrying out supervisory and advisory duties to the
pengawasan dan pemberian nasihat kepada Board of Directors for the interest of the Company
Direksi untuk kepentingan Perusahaan dan sesuai and in accordance with the purposes and objectives
dengan maksud dan tujuan Perusahaan. of the Company.
c. Melampirkan Pakta Integritas dalam usulan c. Attach an Integrity Pact to the Board of
Direksi yang harus mendapat rekomendasi dari Directors' recommendations which should obtain
Dewan Komisaris dan persetujuan Pemegang recommendations from Board of Commissioners
saham. and approval of the Shareholders.
d. Memperbaharui surat pernyataan tidak memiliki d. Update the statement letter of not having any
benturan kepentingan secara berkala/pada setiap conflict of interest periodically/in every beginning
awal tahun. of the year
KEPUTUSAN YANG PERLU MENDAPAT PERSETUJUAN DECISIONS THAT NEED TO GET THE APPROVAL OF THE
DEWAN KOMISARIS BOARD OF COMMISSIONERS
Adapun keputusan yang perlu mendapat persetujuan The decisions that need to be approved by the Board of
Dewan Komisaris, antara lain: Commissioners are:
1. Mengagunkan aktiva tetap untuk penarikan kredit 1. Applying fixed assets for withdrawal of short-term
jangka pendek. loans.
2. Mengadakan kerja sama dengan badan usaha 2. Collaborating with business entities or other parties
atau pihak lain berupa kerja sama lisensi, kontrak in the form of licensing cooperation, management
manajemen, menyewakan aset, Kerja Sama Operasi contracts, asset leasing, Operational Cooperation
(KSO), Bangun Guna Serah (Build Operate Transfer/ (OC), Build Operate Transfer (BOT), Build Own Transfer
BOT), Bangun Milik Serah (Build Own Transfer/ (BOwT), Build Transfer Operate (BTO) with a certain
BOwT), Bangun Serah Guna (Build Transfer Operate/ value or time period determined by the GMS.
BTO) dengan nilai atau jangka waktu tertentu yang
ditetapkan oleh RUPS.
3. Menerima atau memberikan pinjaman jangka 3. Receiving or providing medium/long term loans, except:
menengah/panjang, kecuali:
a. pinjaman (utang atau piutang) yang timbul karena a. loans (debt or receivables) arising from business
transaksi bisnis. transactions.
b. penerbitan obligasi dan surat utang lainnya. b. issuance of bonds and other debt securities.
c. pinjaman yang diberikan kepada Anak Perusahaan c. loans granted to the Company's subsidiaries with
Perseroan dengan ketentuan pinjaman kepada loan terms to the Company's subsidiaries being
Anak Perusahaan Perseroan dilaporkan kepada reported to the Board of Commissioners.
Dewan Komisaris.
4. Menghapuskan dari pembukuan piutang macet dan 4. Eliminating from bookkeeping bad debts and inventory.
persediaan barang mati.
5. Melepaskan aktiva tetap bergerak dengan umur 5. Releasing movable fixed assets with an economic age
ekonomis yang lazim berlaku dalam industri pada that is generally applicable in the industry which is
umumnya sampai dengan 5 (lima) tahun. generally up to 5 (five) years.

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6. Menetapkan struktur organisasi 1 (satu) tingkat di 6. Establishing the organizational structure 1 (one) level
bawah Direksi. below the Board of Directors.
MASA JABATAN DEWAN KOMISARIS LENGTH OF SERVICE OF BOARDS OF COMMISSIONERS

Masa jabatan Dewan Komisaris adalah 5 (lima) tahun The length of service of the Board of Commissioners shall be
dengan tidak mengurangi hak Rapat Umum Pemegang 5 (five) years without prejudice to the rights of the General
Saham untuk memberhentikan para anggota Dewan Meeting of Shareholders to discharge the members of the
Komisaris sewaktu-waktu, dengan menyebutkan Board of Commissioners at any time, by stating the reasons.
alasannya. Setelah masa jabatannya berakhir, anggota After the length of service is expired, the members of the Board
Dewan Komisaris dapat diangkat kembali oleh RUPS of Commissioners may be reappointed by the General Meeting
untuk 1 (satu) kali masa jabatan berikutnya. of Shareholders for 1 (one) subsequent length of service.
KRITERIA ANGGOTA DEWAN KOMISARIS CRITERIA OF THE MEMBERS OF BOARDS OF

COMMISSIONERS
Seluruh anggota Dewan Komisaris telah memenuhi All members of the Board of Commissioners have met
kriteria yang ditentukan. Berdasarkan Board Manual, the specified criteria. According to the Board Manual, the
kriteria anggota Dewan Komisaris meliputi: criteria for members of the Board of Commissioners include
the followings:
a. Kriteria formal, yaitu: a. Formal Criteria, as follows:
- Cakap melakukan perbuatan hukum. - Capable of doing legal actions.
- Tidak pernah dinyatakan pailit, tidak pernah - as never been declared bankrupt, has never been
menjadi anggota Direksi atau Dewan Komisaris a member of the Board of Directors or Board of
yang dinyatakan bersalah menyebabkan suatu Commissioners found guilty of causing a company to
Perusahaan dinyatakan pailit, dan tidak pernah be declared bankrupt, and has never been punished
dihukum karena melakukan tindak pidana yang for committing a crime that harms the state finance
merugikan keuangan negara dalam jangka waktu within 5 (five) years before the appointment.
5 (lima) tahun sebelum pengangkatannya.
- Tidak mempunyai hubungan keluarga sedarah - Not having a family relationship or blood
atau hubungan karena perkawinan sampai relationship by marriage up to the third degree,
dengan derajat ketiga, baik menurut garis either by a straight line or a side line or a familial
lurus maupun garis ke samping atau hubungan descent (son/daughter or brother/sister in law)
semenda (menantu atau ipar) dengan anggota with members of the Board of Commissioners and/
Dewan Komisaris dan/atau anggota Direksi lain. or other members of the Board of Directors.
- Tidak memangku jabatan rangkap sebagai - Not holding double positions as a member of the
anggota Direksi pada BUMN, BUMD, BUMS, Board of Directors to State-Owned Enterprises,
dan jabatan lainnya sesuai dengan ketentuan Local-Government-Owned Enterprises, Private
peraturan perundang-undangan, pengurus Enterprises, and other positions in accordance with
partai politik dan/atau calon/anggota legislatif the provisions of legislation, political party leaders
dan/atau calon/anggota Kepala Daerah/Wakil and/or candidates/legislative members and/or
Kepala Daerah, serta jabatan lain yang dapat candidates/members of Head/Vice Head of Region,
menimbulkan benturan kepentingan. other positions that may create a conflict of interest.
- Memiliki komitmen untuk menyediakan waktu - Have a commitment to provide adequate time in
yang memadai dalam rangka menjalankan order to carry out its functions.
fungsinya.
b. Kriteria material, yaitu: b. Material Criteria:
- Memiliki integritas, yaitu tidak pernah secara - Having integrity, which is never directly or indirectly
langsung maupun tidak langsung terlibat involved in misconduct of engineering and practices,
dalam perbuatan rekayasa dan praktik-praktik promises injuries, and other acts that harm the
menyimpang, cedera janji, serta perbuatan company in which the employee is working or has
lain yang merugikan Perusahaan di mana yang worked;
bersangkutan bekerja atau pernah bekerja.
- Memahami masalah-masalah manajemen - Understand the Company's management issues
Perusahaan yang berkaitan dengan salah satu relate to one of the management functions;
fungsi manajemen.
- Memiliki pengetahuan yang memadai di bidang - Having sufficient knowledge in the Company's
usaha Perusahaan. business field.

PROSES NOMINASI DAN PEMILIHAN DEWAN THE NOMINATION AND THE SELECTION PROCESS OF
KOMISARIS THE BOARD OF COMMISSIONERS
Pengangkatan anggota Dewan Komisaris sepenuhnya The appointment of the Members of the Board of
merupakan kewenangan Pemegang Saham, dan Commissioners is entirely the authority of the Shareholders,
kewenangan tersebut mencakup: and the authorities include:
1. Menentukan kriteria penilaian umum calon anggota 1. Determining the general assessment criteria for the
Dewan Komisaris. prospective members of the Board of Commissioners.
2. Membentuk tim seleksi calon anggota Dewan 2. Forming a selection team for prospective members of
Komisaris. the Board of Commissioners.
3. Mengangkat anggota Dewan Komisaris, termasuk 3. Appointing the Members of the Board of Commissioners,
mengangkat Komisaris Utama. including appointing the President Commissioner.
Pemilihan calon anggota Dewan Komisaris dilakukan The selection of candidates for the members of the Board
melalui proses seleksi dan nominasi yang transparan of Commissioners is carried out through a transparent
dengan mempertimbangkan keahlian, integritas, selection and nomination process by taking into account
kejujuran, kepemimpinan, pengalaman, perilaku dan expertise, integrity, honesty, leadership, experience,
dedikasi, serta kecukupan waktunya demi kemajuan behavior and dedication, and the sufficient time for the sake
Perusahaan. Anggota Dewan Komisaris diangkat oleh of the Company's progress. The Members of the Board of
RUPS. Commissioners are appointed by the GMS.
BOARD MANUAL DEWAN KOMISARIS BOARD MANUAL OF BOARD OF COMMISSIONERS

Secara lebih rinci, pedoman dan tata tertib kerja Dewan In more detail, the Board of Commissioners Guidelines
Komisaris diatur dalam Tata Laksana Kerja Direksi dan and work rules are regulated in the Board of Directors and
Dewan Komisaris (Board Manual) antara lain berisi tentang Board of Commissioners Work Procedure (Board Manual),
petunjuk tata laksana kerja Dewan Komisaris menjelaskan including the Board of Commissioners working procedures
tahapan aktivitas secara terstruktur, sistematis, mudah explaining structured, systematic, easy-to-understand and
dipahami dan dapat dijalankan dengan konsisten, dapat consistent stages of activities, which can be a reference for
menjadi acuan bagi Dewan Komisaris dalam melaksanakan the Board of Commissioners in carrying out their respective
tugas masing-masing untuk mencapai visi dan misi duties to achieve the Company's vision and mission. With the
Perseroan. Dengan adanya Board Manual, diharapkan Board Manual, high work standards are expected to be in line
akan tercapai standar kerja yang tinggi selaras dengan with the principles of GCG.
prinsip-prinsip GCG.
Adapun isi dari pokok pedoman kerja Dewan Komisaris The contents of the main work guideline of the Board of
yang diatur dalam Board Manual antara lain mengatur hal- Commissioners set out in the Board Manual, which govern
hal sebagai berikut. the following matters.
A. Persyaratan dan Komposisi Dewan Komisaris A. The Requirements and Composition of the Board of
Commissioners
B. Tanggung Jawab Dewan Komisaris B. The Responsibilities of the Board of Commissioners
C. Tugas dan Kewajiban Dewan Komisaris C. The Duties and Obligations of the Board of
Commissioners
D. Wewenang Dewan Komisaris D. The Authority of the Board of Commissioners
E. Hak Dewan Komisaris E. The Rights of the Board of Commissioners
F. Etika Jabatan F. The Ethics of the Position
G. Rapat Dewan Komisaris G. Board of Commissioners Meeting
H. Komite-komite Dewan Komisaris H. Committees of the Board of Commissioners
I. Sekretaris Dewan Komisaris I. The Secretary of the Board of Commissioners
KOMPOSISI DAN DASAR PENGANGKATAN DEWAN THE COMPOSITION AND THE BASIS OF THE APPOINTMENT
KOMISARIS OF THE BOARD OF COMMISSIONERS
Berdasarkan Undang-Undang No. 19 Tahun 2003 tentang Based on Law No. 19 of 2003 concerning State-Owned
BUMN dan Peraturan Menteri Negara BUMN No. PER-01/ Enterprises and the Regulation of the Minister of State-
MBU/2011 komposisi Dewan Komisaris PT Angkasa Pura Owned Enterprises No. PER-01/MBU/2011, the composition
I (Persero) harus memungkinkan pengambilan keputusan of the Board of Commissioners of PT Angkasa Pura I (Persero)
yang efektif, tepat dan cepat serta dapat bertindak must enable effective, appropriate and fast decision making
secara independen dalam arti tidak mempunyai benturan and can act independently, in the sense of having no conflict
kepentingan. of interest.

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2018 Annual Report
Seluruh anggota Dewan Komisaris PT Angkasa Pura I All members of the PT Angkasa Pura I (Persero) Board
(Persero) telah memenuhi kriteria dan ketentuan yang of Commissioners have met the criteria and conditions
dipersyaratkan dalam uji kepatutan dan kelayakan (fit required in the fit and proper test based on the Limited
and proper test) berdasarkan Undang-Undang Perseroan Liability Company Law, Articles of Association, regulations
Terbatas, Anggaran Dasar, peraturan terkait Tata Kelola related to good corporate governance, and regulations and
Perusahaan yang Baik, serta peraturan dan ketentuan other related provisions, including provisions regarding
lain yang terkait, termasuk ketentuan tentang Komisaris Independent Commissioners. All members of the Board of
Independen. Seluruh anggota Dewan Komisaris memiliki Commissioners have adequate integrity, competence and
integritas, kompetensi, dan reputasi yang memadai. reputation.
Komposisi dan dasar pengangkatan Dewan Komisaris The composition and the basis for the appointment of the
adalah sebagai berikut. Board of Commissioners are as follows.
PERIODE 1 JANUARI 2018 – 15 JANUARI 2018 PERIOD OF JANUARY 1, 2018 – JANUARY 15, 2018
Pada periode 1 Januari 2018 – 15 Januari 2018, Dewan In the period January 1, 2018 - January 15, 2018, the Board
Komisaris berjumlah 5 (lima) orang terdiri dari 1 (satu) of Commissioners consists of 5 (five) people consisting
orang Komisaris Utama, 1 (satu) orang Komisaris of 1 (one) President Commissioner, 1 (one) Independent
Independen dan 3 (tiga) orang Komisaris. Seluruh anggota Commissioner and 3 (three) Commissioners. All members
Dewan Komisaris berdomisili di wilayah kerja Kantor of the Board of Commissioners are domiciled in the working
Pusat PT Angkasa Pura I (Persero). Adapun komposisi area of PT Angkasa Pura I (Persero) Head Office. The
Dewan Komisaris periode 1 Januari 2018 – 15 Januari composition of the Board of Commissioners for the period of
2018 adalah sebagai berikut. January 1, 2018 - January 15, 2018 is as follows.
Tabel Komposisi Dewan Komisaris

Table of The Composition of the Board of Commissioners
Nama Jabatan Pelaksana Dasar Pengangkatan Tanggal Efektif
Name Position Executive Basis of Appointment Effective Date
Andi Komisaris Utama Keputusan Menteri BUMN Nomor SK-65/
Widjajanto President MBU/4/2017 tanggal 4 April 2017 dan Nomor SK-
Kementerian BUMN
Commissioner 106/MBU/6/2017 Tanggal 6 Juni 2017.
Ministry of State- 4 April 2017
Decree of the SOE Minister Number: SK-65/
Owned Enterprises
MBU/4/2017 dated April 4, 2017 and Number: SK-106/
MBU/6/2017 dated June 6, 2017.
Boy Syahril Komisaris Keputusan Menteri BUMN Nomor SK-75/MBU/2014
Qamar Independen tanggal 7 April 2014 dan diperbaharui dengan SK-
Kementerian BUMN
Independent 210/MBU/10/2015 tanggal 29 Oktober 2015.
Commissioner Decree of the Minister of SOE Number: SK-75/
Owned Enterprises
MBU/2014 dated April 7, 2014 and updated by SK-210/
MBU/10/2015 dated October 29, 2015.
Anandy Wati Komisaris Kementerian BUMN Keputusan Menteri BUMN Nomor SK-75/MBU/2014
Commissioner Ministry of State- tanggal 7 April 2014.
7 April 2014
Owned Enterprises Decree of the Minister of SOE Number: SK-75/
MBU/2014 dated April 7, 2014.
Suprasetyo Komisaris Kementerian BUMN Keputusan Menteri BUMN Nomor SK-65/
Commissioner Ministry of State- MBU/4/2017 tanggal 4 April 2017 dan Nomor SK-
Owned Enterprises 106/MBU/6/2017 Tanggal 6 Juni 2017.
4 April 2017
Decree of the SOE Minister Number: SK-65/
MBU/4/2017 dated April 4, 2017 and Number: SK-106/
MBU/6/2017 dated June 6, 2017.
Selby Komisaris Kementerian BUMN Keputusan Menteri BUMN selaku RUPS Nomor SK-
Nugraha Commissioner Ministry of State- 210/MBU/10/2015 tanggal 29 Oktober 2015.
29 Oktober 2015
Rachman Owned Enterprises Decree of SOE Minister of SOE as GMS Number: SK-
210/MBU /10/2015 dated October 29, 2015.
PERIODE 16 JANUARI 2018 – 19 JULI 2018 PERIODE OF JANUARY 16, 2018 – JULY 19, 2018
Pada periode 16 Januari 2018 – 19 Juli 2018, Dewan In the period of January 15, 2018 - July 19, 2018, the Board
Komisaris berjumlah 6 (enam) orang terdiri dari 1 of Commissioners consisted of 6 (six) people consisting
Independen dan 4 (empat) orang Komisaris. Seluruh Commissioner and 4 (four) Commissioners. All members of
anggota Dewan Komisaris berdomisili di wilayah kerja the Board of Commissioners are domiciled in the working
Kantor Pusat PT Angkasa Pura I (Persero). Adapun area of PT Angkasa Pura I (Persero) Head Office. The
komposisi Dewan Komisaris periode 15 Januari 2018 – 19 composition of the Board of Commissioners for the period of
Juli 2018 adalah sebagai berikut. January 15, 2018 - July 19, 2018 is as follows.


Table of the Composition of the Board of Commissioners
Name Position Executive Basis of Appointment Effective date
Andi Komisaris Keputusan Menteri BUMN Nomor SK-65/
Widjajanto Utama MBU/4/2017 tanggal 4 April 2017 dan Nomor SK-106/
Kementerian BUMN
President MBU/6/2017 Tanggal 6 Juni 2017.
Commissioner Decree of the SOE Minister Number: SK-65/MBU/4/2017
Owned Enterprises
dated April 4, 2017 and Number: SK-106/MBU/6/2017
dated June 6, 2017.
Boy Syahril Komisaris Keputusan Menteri BUMN Nomor SK-75/MBU/2014
Qamar Independen tanggal 7 April 2014 dan SK-210/MBU/10/2015 tanggal
Kementerian BUMN
Independent 29 Oktober 2015.
Commissioner Decree of the Minister of SOE Number: SK-75 MBU 014
Owned Enterprises
dated 7 April 2014 and SK-210/MBU/10/2015 on October
29, 2015.
Anandy Wati Komisaris Kementerian BUMN Keputusan Menteri BUMN Nomor SK-75/MBU/2014
Commissioner Ministry of State- tanggal 7 April 2014.
7 April 2014
Owned Enterprises Decree of the Minister of SOE Number: SK-75/MBU/2014
dated April 7, 2014.
Commissioner Ministry of State- MBU/4/2017 tanggal 4 April 2017 dan Nomor SK-106/
Owned Enterprises MBU/6/2017 Tanggal 6 Juni 2017.
4 April 2017
Decree of the SOE Minister Number: SK-65/MBU/4/2017
dated June 6, 2017.
Selby Komisaris Kementerian BUMN Keputusan Menteri BUMN Nomor SK-210/MBU/10/2015
Nugraha Commissioner Ministry of State- tanggal 29 Oktober 2015.
29 Oktober 2015
Rachman Owned Enterprises Decree of the Minister of SOE Number: SK-210/MBU/
10/2015 dated October 29, 2015.
Harry Z. Komisaris Kementerian BUMN Keputusan Menteri BUMN Nomor SK-17/MBU/01/2018
Soeratin Commissioner Ministry of State- tanggal 16 Januari 2018.
16 Januari 2018
Owned Enterprises Decree of the Minister of SOE Number: SK-17/
MBU/01/2018 dated January 16, 2018.
PERIODE 19 JULI 2018 – 31 DESEMBER 2018 PERIOD OF JULY 19, 2018 – DECEMBER 31, 2018
Pada periode 19 Juli 2018 – 31 Desember 2018, Dewan In the period July 19, 2018 - December 31, 2018, the Board
Komisaris berjumlah 6 (enam) orang terdiri dari 1 of Commissioners consisted of 6 (six) people consisting
Independen dan 4 (empat) orang Komisaris. Seluruh Commissioner and 4 (four) Commissioners. All members of
anggota Dewan Komisaris berdomisili di wilayah kerja the Board of Commissioners are domiciled in the working
Kantor Pusat PT Angkasa Pura I (Persero). Adapun area of PT Angkasa Pura I (Persero) Head Office. The
komposisi Dewan Komisaris periode 19 Juli 2018 – 31 composition of the Board of Commissioners for the period
Desember 2018 adalah sebagai berikut. July 19, 2018 - December 31, 2018 is as follows.

Table of the Composition of the Board of Commissioners
Djoko Sasono Komisaris Keputusan Menteri BUMN Nomor SK-210/MBU/07/2018
Kementerian BUMN
Utama tanggal 19 Juli 2018. 19 Juli 2018
Ministry of State-
President Decree of the Minister of SOE Number: SK-210 July 19, 2018
Owned Enterprises
Commissioner MBU/07/2018 dated July 19, 2018.
Tri Budi Komisaris Keputusan Menteri BUMN Nomor SK-210/MBU/07/2018
Kementerian BUMN
Satriyo Commissioner tanggal 19 Juli 2018. 19 Juli 2018
Ministry of State-
Decree of the Minister of SOE Number: SK- July 19, 2018
Owned Enterprises
210MBU/07/2018 dated July 19, 2018.
Anandy Wati Komisaris Kementerian BUMN Keputusan Menteri BUMN Nomor SK-210/MBU/07/2018
Independen Ministry of State- tanggal 19 Juli 2018. 19 Juli 2018
Independent Owned Enterprises Decree of the Minister of SOE Number: SK- July 19, 2018
Commissioner 210MBU/07/2018 dated July 19, 2018.
Commissioner Ministry of State- MBU/4/2017 tanggal 4 April 2017 dan Nomor SK-106/
Owned Enterprises MBU/6/2017 Tanggal 6 Juni 2017. 4 April 2017
Decree of the SOE Minister Number: SK-65/MBU/4/2017 April 4, 2017
dated June 6, 2017.
Ali Mochthar Komisaris Kementerian BUMN Keputusan Menteri BUMN Nomor SK-210/MBU/07/2018
Ngabalin Commissioner Ministry of State- tanggal 19 Juli 2018. 19 Juli 2018
Owned Enterprises Decree of the Minister of SOE Number: SK-210 July 19, 2018
MBU/07/2018 dated July 19, 2018.

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2018 Annual Report

Harry Z. Komisaris Kementerian BUMN Keputusan Menteri BUMN Nomor SK-17/MBU/01/2018
Soeratin Commissioner Ministry of State- tanggal 16 Januari 2018. 16 Januari 2018
Owned Enterprises Decree of the Minister of SOE Number: SK-17/MBU/01/2018 January 16, 2018
dated January 16, 2018.
PROGRAM ORIENTASI BAGI KOMISARIS BARU ORIENTATION PROGRAM FOR THE NEWLYAPPOINTED
COMMISSIONERS
Program Orientasi Dewan Komisaris Baru PT Angkasa The Newly-Appointed Commissioner Orientation Program
Pura I (Persero) mengacu pada Peraturan Menteri Negara of PT Angkasa Pura I (Persero) refers to the Regulations of
BUMN No. Per-01/MBU/2011 serta SK-16/S.MBU/2012 the Minister of State Owned Enterprises (BUMN) No. Per-01/
yang dituangkan dalam Board Manual. Program orientasi MBU/2011 and SK- 16/S.MBU/2012 as outlined in the Board
dimaksudkan agar Dewan Komisaris yang berasal dari Manual. The orientation program is intended for the Board of
berbagai latar belakang dan pengalaman dapat mengenal Commissioners from various backgrounds and experiences to
dan memahami kegiatan dan kondisi Perseroan. Tanggung be familiar with and understand the Company's activities and
jawab untuk mengadakan program pengenalan tersebut conditions. The responsibility for conducting the recognition
berada pada Sekretaris Perusahaan atau siapapun yang program rests with the Corporate Secretary or any person
menjalankan fungsi sebagai Sekretaris Perusahaan. who performs the functions of the Corporate Secretary.
Materi program orientasi setidaknya memuat: Orientation program material at least include the followings:
1. Prinsip-prinsip GCG. 1. GCG Principles.
2. Gambaran umum Perusahaan. 2. Company overview.
3. Kewenangan yang didelegasikan. 3. Delegated authority.
4. Tugas dan tanggung jawab Direksi dan Komisaris. 4. Duties and responsibilities of the Board of Directors and
Commissioners.
Prosedur program orientasi yang diselenggarakan yaitu: The orientation program procedures held are:
1. Sekretaris Perusahaan menyiapkan bahan-bahan 1. The Corporate Secretary prepares materials to be
yang akan diserahkan kepada anggota Dewan submitted to the newly appointed Members of the Board
Komisaris yang baru ditunjuk, sebagai bagian of Commissioners, as part of the introduction program
dari program pengenalan sebagai anggota Dewan to the members of the Board of Commissioners. The
Komisaris. Bahan-bahan yang akan diserahkan materials to be delivered include:
meliputi:
a. Laporan pelaksanaan prinsip-prinsip good a. Report on the implementation of the principles of
corporate governance oleh Perseroan. good corporate governance by the Company.
b. Gambaran mengenai Perseroan berkaitan b. The description of the Company relates to the
dengan tujuan, sifat, dan lingkup kegiatan, objectives, nature and scope of activities, financial
kinerja keuangan dan operasi, strategi, rencana and operating performance, strategies, short and
usaha jangka pendek dan jangka panjang, posisi long-term business plans, competitive positions,
kompetitif, serta gambaran tentang risiko dan and an overview of risks and other strategic
masalah-masalah strategis lainnya. problems.
c. Keterangan berkaitan dengan kewenangan yang c. Information relating to delegated authority, internal
didelegasikan, audit internal dan eksternal, sistem and external audits, internal control systems and
dan kebijakan pengendalian internal, termasuk policies, including the Audit Committee.
Komite Audit.
d. Keterangan mengenai tugas dan tanggung jawab d. Information on the duties and responsibilities
anggota Dewan Komisaris dan Direksi serta of members of the Board of Commissioners and
Anggaran Dasar. Directors and Articles of Association.
2. Sekretaris Dewan Komisaris dan Sekretaris 2. The Secretary of the Board of Commissioners and the
Perusahaan menyiapkan hal-hal yang diperlukan Corporate Secretary prepares the things needed to
untuk melakukan program pengenalan seperti: conduct an introduction program such as:
a. Jadwal pertemuan dengan Direksi Perseroan. a. Schedule of meetings with the Company's Directors.
b. Materi Presentasi oleh Dewan Komisaris Utama. b. Presentation material bofthe Board of
Commissioners.
c. Materi Presentasi oleh Direktur Utama. c. Presentation material of the President Director.
3. Sekretaris Dewan Komisaris memberitahukan kepada 3. The Secretary of the Board of Commissioners informs
Dewan Komisaris bahwa program pengenalan siap the Board of Commissioners that the introduction
untuk dilaksanakan. program is ready to be conducted.

4. Sekretaris Perusahaan menyiapkan dan 4. The Corporate Secretary prepares and submits
menyampaikan undangan yang dilengkapi dengan invitations equipped with materials for the introduction
bahan-bahan program pengenalan anggota Dewan of newly appointed members of the Board of
Komisaris yang baru ditunjuk. Commissioners.
5. Anggota Dewan Komisaris yang baru ditunjuk 5. Newly appointed members of the Board of
mempelajari bahan-bahan yang diterima. Commissioners study the materials received.
6. Dewan Komisaris dan Direksi melaksanakan program 6. The Board of Commissioners and Directors carry out an
pengenalan anggota Dewan Komisaris yang baru introduction program for newly appointed members of
ditunjuk berupa: the Board of Commissioners in the form of:
a. Presentasi oleh Komisaris Utama. a. Presentation by the President Commissioner.
b. Presentasi oleh Direktur Utama. b. Presentation by the President Director.
c. Perkenalan dengan Pejabat-pejabat Perseroan. c. Introduction to the Company Officials.
d. Presentasi ringkas dari Pejabat Perseroan sesuai d. A brief presentation from the Company's Officers in
bidang tugasnya. accordance with their duties.
7. Anggota Dewan Komisaris yang baru ditunjuk dapat 7. Newly appointed members of the Board of
mengajukan pertanyaan secara tertulis kepada Commissioners can submit questions in writing to the
Pejabat Perseroan untuk mendapatkan penjelasan. Company Official to obtain an explanation.
8. Sekretaris Dewan Komisaris mengatur kunjungan ke 8. The Secretary of the Board of Commissioners arranges
unit kerja/Kantor Cabang/Proyek Perseroan. visits to the Company's work units/branch offices/
projects.
Pelaksanaan program orientasi Komisaris baru The new Commissioner Orientation Program is implemented
dilaksanakan berdasarkan Surat Sekretariat Dewan based on the Letter of Secretariat of the Board of
Komisaris Nomor 115/Sek.Dekom/2018, tanggal 23 Juli Commissioners Number: 115/Sek.Dekom/2018, dated July
2018 perihal Program Pengenalan Anggota-Anggota 23, 2018 regarding the Introduction of New Members of
Dewan Komisaris Baru dengan memperhatikan ketentuan the Board of Commissioners Program with regard to the
Pasal 43 Peraturan Menteri BUMN Nomor PER-01/ provisions of Article 43 of SOE Minister Regulation Number:
MBU/2011 tentang Penerapan Tata Kelola Perusahaan PER-01/MBU/2011 concerning the Implementation of Good
yang Baik (Good Corporate Governance) pada BUMN. Corporate Governance in SOEs.
PEMBIDANGAN TUGAS PENGAWASAN DEWAN THE DISTRIBUTION OF SUPERVISORY DUTIES OF THE

KOMISARIS BOARD OF COMMISSIONERS
Untuk mengefektifkan peran Dewan Komisaris, dilakukan In order to have the role played by the Board of
pembagian tugas di antara anggota Dewan Komisaris Commissioners to be effective, a task assignment among
dengan mempertimbangkan pembagian tugas Direksi. members of the Board of Commissioners takes into
Pembagian tugas di antara anggota Dewan Komisaris consideration the distribution of duties of the Board of
ditujukan agar pelaksanaan tugas masing-masing anggota Directors. The distribution of duties among members of the
Dewan Komisaris secara teknis pada aspek yang dibidangi Board of Commissioners is aimed at the implementation of
dapat berjalan lancar, efektif dan efisien, sesuai tanggung the duties of each member of the Board of Commissioners
jawab dan wewenang masing-masing sehingga terdapat technically on the aspect of the board in order to run
kejelasan tentang peran anggota Dewan Komisaris, baik smoothly, effectively and efficiently, according to their
secara kolektif maupun individual. respective responsibilities and authority so that there
is a clarity about the roles of members of the Board of
Commissioners, both collectively and individually.
Adapun pembagian fungsi, tugas dan tanggung jawab The distribution of functions, duties, and responsibilities of
Dewan Komisaris sebagai berikut. the Board of Commissioners is as follow.
Tabel Pembidangan Tugas Dewan Komisaris
Table of the Distribution of Supervisory Duties of the Board of Commissioners
Nama Jabatan Bidang Tugas
Name Position Task field
Fungsi koordinasi atas fungsi pengawasan dan penasehatan oleh para anggota Dewan
Komisaris terhadap kebijakan pengurusan dan jalannya pengurusan mengenai Perseroan
Komisaris Utama maupun usaha Perseroan dan merangkap Ketua Komite Risiko Usaha dan GCG.
Andi Widjajanto* President The President Commissioner is in charge of performing the coordination of the supervisory
Commissioner and advisory functions by the members of the Board of Commissioners on the management
policy and the management of the Company as well as the Company’s business and also the
Chairman of the Business Risk and GCG Committee.

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2018 Annual Report
Nama Jabatan Bidang Tugas

Name Position Task field
Djoko Sasono** Komisaris Utama Fungsi koordinasi dengan segenap anggota Dewan Komisaris maupun perangkat Dewan
President Komisaris berkaitan dengan tugas dan wewenang Dewan Komisaris pada fungsi internal
Commissioner audit, corporate secretary, legal, corporate planning and transformastion, serta compliance
and risk management serta merangkap Wakil Ketua II Komite Audit.
The function of coordination with all members of the Board of Commissioners and the Board
of Commissioners is related to the duties and authority of the Board of Commissioners in the
internal audit function, corporate secretary, legal, corporate planning and transformation, and
compliance and risk management and concurrently Vice Chairperson II of Audit Committee.
Komisaris Bertanggung jawab terhadap segala aspek yang berkaitan dengan sistem dan prosedur
Independen penyiapan SDM pengadaan barang dan jasa serta merangkap sebagai Ketua Komite Audit.
Boy Syahril Qamar*
Independent Responsible for all aspects relating to the system and procedures for preparing the procurement
commissioner of goods and services as well as concurrently as Chairperson of the Audit Committee.
Tri Budi Satriyo** Komisaris Membidangi pengembangan usaha meliputi fungsi pada business development and
Commissioner international relations, business portofolio, information technology dan airport digital dan
merangkap sebagai Wakil Ketua II Komite Risiko Usaha dan GCG.
In charge of business development includes functions in business development and
international relations, business portfolios, information technology and digital airports and
concurrently as Vice Chairperson II of the Business Risk and GCG Committee
Menangani kegiatan yang berkaitan dengan tugas dan wewenang Dewan Komisaris
pada bidang Sumber Daya Manusia meliputi fungsi pada Human Capital, Training and
Komisaris Development, General Services, Corporate Social Responsibility dan merangkap sebagai
Independen Ketua Komite Audit serta Komisaris Independen.
Anandy Wati
Independent Handling activities related to the duties and authority of the Board of Commissioners in the
Commissioner field of Human Resources includes functions in Human Capital, Training and Development,
General Services, Corporate Social Responsibility and concurrently as the chairman of the
Audit Committee and Independent Commissioner.
Menangani kegiatan dengan tugas dan wewenang Dewan Komisaris pada bidang teknik
dan operasi meliputi, fungsi pada Airport Operation, Airport Security, Airport Safety,
Airport Engineering, Airport Facilitice dan Maintenance, Airport Equipment serta Airport
Komisaris Development serta merangkap sebagai Ketua Komite Risiko Usaha dan GCG.
Suprasetyo
Commissioner Handle activities with the duties and authority of the Board of Commissioners in the technical
and operational fields including functions at the Airport Operation, Airport Security, Airport
Safety, Airport Engineering and Maintenance, Airport Equipment and Airport Development
and concurrently as the Chairperson of the Business Risk and GCG Committee.
Harry Z. Soeratin*** Komisaris Membidangi kegiatan yang berkaitan dengan tugas dan wewenang Dewan Komisaris
Commissioner pada bidang keuangan meliputi fungsi pada Accounting, Finance, dan Procurement dan
merangkat sebagai anggota Wakil Ketua I Komite Audit.
In charge of activities related to the duties and authority of the Board of Commissioners in the
financial sector including functions in Accounting, Finance and Procurement and appointed as
the members of the Vice Chairperson I of the Audit Committee.
Membidangi kegiatan segala aspek operasi termasuk master plan dan sistem operasional
Selby Nugraha Komisaris kebandarudaraan.
Rachman* Commissioner In charge of activities in all aspects of operations including the master plan and airport
operational systems.
Ali Mochthar Komisaris Membidangi marketing meliputi fungsi pada aeronautical business, non aeronautical
Ngabalin** Commissioner business, airport services dan hospitality dan airport tourismand connectivity serta
merangkap sebagai Wakil Ketua I Komite Risiko Usaha dan GCG.
In charge of marketing includes functions on aeronautical business, non-aeronautical business,
airport services and hospitality and airport tourism and connectivity and concurrently as the
Vice Chairperson of the Business Risk and GCG Committee.
Keterangan: Information:
*Berhenti menjabat sejak tanggal 19 Juli 2018. * Quit the position since July 19, 2018.
**Mulai menjabat sejak tanggal 19 Juli 2018. **Start the position since July 19, 2018.
***Mulai menjabat sejak tanggal 16 Januari 2018. ***Start the position since January 16, 2018.
KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN THE POLICY CONCERNING THE VARIETY OF THE
KOMISARIS DAN PENERAPANNYA COMPOSITIONS OF THE BOARD OF COMMISSIONERS
AND THE IMPLEMENTATION
Kebijakan keberagaman komposisi Dewan Komisaris The policy concerning variety of compositions of the Board of
pada PT Angkasa Pura I (Persero) diatur dalam Board Commissioners of PT Angkasa Pura I (Persero) is stipulated
Manual Perseroan yang sesuai dengan Peraturan in the Board Manual of the Company in accordance with
Menteri Negara BUMN Nomor PER-02/MBU/02/2015 the Regulation of the Minister of State-Owned Enterprises
tentang Persyaratan dan Tata Cara Pengangkatan dan Number: PER- 02/MBU/02/2015 on Requirements and
Pemberhentian Anggota Dewan Komisaris dan Dewan Procedures for Appointment and Dismissal of Members
Pengawas BUMN. Berdasarkan peraturan tersebut, of the Board of Commissioners and Board of Supervisors
anggota Dewan Komisaris antara lain harus memenuhi of State-Owned Enterprises. Based on the regulations,
persyaratan materiil sebagai berikut. members of the Board of Commissioners, among others,
must meet the following material requirements.

Anggota Dewan Komisaris harus memiliki: Members of the Board of Commissioners must have:
1. Integritas. 1. Integrity.
2. Dedikasi. 2. Dedication.
3. Memahami masalah-masalah manajemen Perusahaan 3. Understand Company management problems related to
yang berkaitan dengan salah satu fungsi manajemen. one of the management functions.
4. Memiliki pengetahuan yang memadai di bidang 4. Have sufficient knowledge in the business field of the
usaha Persero/Perum dimana yang bersangkutan Persero/Perum where the relevant person is nominated.
dicalonkan.
5. Dapat menyediakan waktu yang cukup untuk 5. Can provide sufficient time to carry out their duties
melaksanakan tugasnya. .
Perseroan juga senantiasa berupaya agar komposisi The Company also strives to ensure that the composition
Dewan Komisaris memiliki keberagaman dalam usia, jenis of the Board of Commissioners has variety in age, gender,
kelamin, pendidikan, pengalaman kerja dan keahlian. education, work experience and expertise.
Pada periode 2018, keberagaman komposisi Dewan In the period 2018, the diversity of the composition of the
Komisaris yang tercermin dalam pendidikan, pengalaman Board of Commissioners is reflected in education, work
kerja, usia dan jenis kelamin, dapat dilihat sebagaimana experience, age and gender, as can be seen in the table
dalam tabel di bawah ini: below:
Tabel Keberagaman Komposisi Dewan Komisaris

Table of the Diversity in the Composition of the Board of Commissioners
Jenis
Nama Jabatan Usia Pendidikan Pengalaman kerja Keahlian
Kelamin
Name Position Age Education Work Experience Expertise
Gender
Andi Komisaris 47 Pria - Sarjana bidang - Penasihat Senior Program Ilmu Sosial dan
Widjajanto* Utama Tahun Male Hubungan Pertahanan dan Keamanan Politik, Hubungan
President 47 Years Internasional, FISIP. PACIVIS, Pusat Studi Internasional, Ahli
Commissioner Old - School of Oriental dan Masyarakat Sipil Global, bidang Pertahanan
African Studies. Universitas Indonesia (Mei dan Keamanan
- London School of 2007). Nasional
Economics. - Direktur Pascasarjana Social and
- Industrial College of Jurusan Hubungan Political Sciences,
Armed Forces National Internasional, Universitas International
Defense University. Indonesia (Januari 2008 – Relations, National
- S. Rajaratnam School Oktober 2010). Defense and Security
of International Studies. - Direktur Institut Pertahanan
Ekonomi Pertahanan dan
- Bachelor in Keamanan (Agustus 2008 –
International Relations, Agustus 2010).
Social Sciences. - Kepala Bagian Program
- School of Oriental and Pascasarjana Jurusan
African Studies. Hubungan Internasional,
- London School of Universitas Indonesia
Economics (Oktober 2010 – Juli 2012).
- Industrial College of - Ilmu Sosial dan Politik,
Armed Forces National Hubungan Internasional,
Defense University Ahli bidang Pertahanan dan
- S. Rajaratnam School of Keamanan Nasional.
International Studies - Direktur Pusat Penelitian
Hubungan Internasional
Universitas Indonesia
(Desember 2012 - Maret
2014).
- Sekretaris Kabinet pada
Sekretariat Kabinet
Republik Indonesia
(November 2014 - Agustus
2015).

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2018 Annual Report
Jenis
Kelamin
Gender
- Senior Advisor for the
Defense and Security
Program of PACIVIS, Center
for Global Civil Society
Studies, University of
Indonesia (May 2007);
- Director of the Graduate
School of International
Relations, University of
Indonesia (January 2008 -
October 2010);
- Director of the Defense and
Security Economic Defense
Institute (August 2008 -
August 2010).
- Head of the Division of
Postgraduate Programs
in the Department of
International Relations,
University of Indonesia
(October 2010 - July 2012).
- Social and Political
Sciences, International
Relations, National Defense
and Security Experts-
Director of the University
of Indonesia's International
Relations Research Center
(December 2012 - March
2014);
- Cabinet Secretary at the
Republic of Indonesia
Cabinet Secretariat
(November 2014 - August
2015).
Djoko Komisaris 55 Pria - Sarjana bidang Teknik Direktur Perencanaan Teknik dan
Sasono** Utama Tahun Male Planologi. Tata Ruang dan Transportasi.
President 55 Years - Master bidang Lingkungan, Kedeputian Engineering,
Commissioner Old Transportation Bidang Perencanaan dan Transportation.
Planning and Pemrograman, BAPEL
Engineering. (2005).
- Doctor bidang Director of Spatial and
Transportation Environmental Planning,
Planning and Policy Deputy of Planning and
(Urban Engineering). Programming, BAPEL
- Bachelor of Planology (2005).
Engineering.
- Master in - Wakil Deputi Bidang
Transportation Perencanaan dan
Planning and Pemrograman Badan
Engineering. Pelaksanan BRR NAD-NIAS
- Doctor in (2005-2006).
Transportation Deputy for Planning and
Planning and Policy Programming of the BRR
(Urban Engineering). NAD-NIAS Implementation
Agency (2005-2006).
- Wakil Deputi Bidang

Pembangunan Infrastruktur
II (2006).
Deputy for Infrastructure
Development II (2006).

Infrastruktur Lingkungan
dan Pemeliharaan (2006-
2007).
Deputy for Environmental
and Maintenance
Infrastructure (2006-2007).

Perumahan dan Pemukiman
BAPEL BRR NAD-NIAS
(2007-2008).
Deputy for Housing and
Settlements of BAPEL BRR
NAD-NIAS (2007-2008).

Jenis
Kelamin
Gender
- Kepala Pusat Data dan
Informasi ( 2009-2012).
Head of Data and Information
Center (2009-2012).
- Direktur Bina Sistem

Transportasi Perkotaan
(2012-2015).
Director of Development
of Urban Transportation
Systems (2012-2015).
- Direktur
Jenderal Perhubungan
Darat (2015).
General Directore of Land
Transportation (2015).
- Staf Ahli Bidang

Logistik, Multimoda dan
Keselamatan Perhubungan
(2016).
Expert Staff in Logistics,
Multimodal and
Transportation Safety (2016).
- Kepala Badan
Pengembangan SDM
Perhubungan (2017-2018).
Head of the Transportation
HR Development Agency
(2017-2018).
Boy Syahril Komisaris 63 Pria - Lulusan Akademi TNI - Komandan Ekonomi, Human
Qamar* Independen Tahun Male Angkatan Udara dan SESKOAU (2010), Capital dan Hukum
Independent 63 years - Sarjana Ekonomi. - IRJENAU (2011), Economics, Human
old - Graduated from - WAKASAU (2013) Capital and Law
Commissioner Indonesian Air Force - Kasum TNI (2013-1 April
Academy and 2014).
- Bachelor of Economics - SESKOAU Commander
in 2010,
- IRJENAU in 2011,
- WAKASAU 2013,
- Kasum TNI from 2013 to April
1, 2014.
Tri Budi Komisaris 57 Pria - Sarjana bidang Panglima Kosekhanudnas I Manajemen
Satriyo** Commissioner Tahun Male Administrasi Negara. Commander of National Air Management
57 Years - Master bidang Defense Sector Command I
Old Manajemen.
- Bachelor in State
Administration
- Master of Management.
Anandy Wati Komisaris 59 Wanita - Sarjana di - Direktur Pelaksanaan Komersial dan
Independen Tahun Female bidang Ekonomi Anggaran Direktorat Pengembangan
Independent 59 Years Pembangunan. Jenderal Anggaran Usaha
Commissioner Old - Master of Public Kementerian Keuangan Commercial
Management. (2009). and Business
- Bachelor in - Direktur Sistem Manajemen Development
Development Investasi Direktorat
Economics. Jenderal Anggaran
- Master of Public Kementerian Keuangan
Management (2010).
- Sekretaris Direktorat
Jenderal Anggaran
Kementerian Keuangan
(2013).
- Director of Budget
Implementation of the
Directorate General of
Budget of the Ministry of
Finance in 2009.
- Director of the Investment
Management System of
the Ministry of Finance's
Directorate General of
Budget in 2010.
- Secretary of the Ministry
of Finance's Directorate
General of Budget in 2013.

525
2018 Annual Report
Jenis
Kelamin
Gender
Suprasetyo Komisaris 60 Pria Sarjana Teknik bidang - Kasi Operasi Terminal, Teknik
Commissioner Tahun Male Teknik Kimia. Direktorat Jenderal Kebandarudaraan
60 Years Bachelor of Engineering in Perhubungan Udara, Airport Engineering
Old Chemical Engineering Kementerian Perhubungan
(Agustus 1992 – Juli 1994).
Head of Terminal Operations,
Directorate General of Air
Transportation, Ministry of
Transportation (August 1992
- July 1994).
- Kasi PKPPK, Direktorat

Udara, Kementerian
Perhubungan (Juli 1994 –
Maret 1999).
Head of Flight Accident
Aid and Fire Extinguisher,
Transportation (July 1994 -
March 1999).
- Kasubdit Standarisasi
Kespen, Direktorat Jenderal
Perhubungan Udara,
Kementerian Perhubungan
(Maret 1999 – Januari
2012).
Head of Sub Directorate of
Standardization of Flight
Safety, Directorate General
of Air Transportation,
Ministry of Transportation
(March 1999 - January 2012).
- Kasubdit Pengamanan
Pelayanan Darurat,
Direktorat Jenderal
Perhubungan Udara,
(Januari 2012 - Mei 2007).
Emergency Service Security,
Transportation (January
2012 - May 2007).
- Atase Perhubungan KBRI di

Washington DC (Mei 2007 –
Juni 2011).
Transportation Attache of
the Indonesian Embassy in
Washington DC (May 2007 -
June 2011).
- Kasubdit Kendali Mutu
Keamanan Penerbangan,
Direktorat Jenderal
Perhubungan Udara,
(Juni 2011 - Desember
2012).
Aviation Security Quality
Control, Directorate General
of Air Transportation,
(June 2011 - December 2012).

Jenis
Kelamin
Gender
- Kasubdit Pelayanan Darurat
Direktorat Keamanan
Penerbangan, Direktorat
Udara, Kementerian
Perhubungan (Desember
2012 – April 2013).
Head of Sub Directorate
of Emergency Services at
the Directorate of Aviation
Security, Directorate General
of Civil Aviation, Ministry of
Transportation (December
2012 - April 2013).
- Kepala Bandara Kelas

Utama Hang Nadim Batam,
Direktorat Jenderal
Perhubungan Udara,
(April 2013 – Desember
2014).
Head of the Batam First
Class Hang Nadim Airport,
Transportation (April 2013 -
December 2014).
- Kepala Kantor Otoritas

Bandara Wilayah I Kelas
Utama Soekarno-Hatta,
Direktorat Jenderal
Perhubungan Udara,
(Desember 2014 – Januari
2015).
Head of Soekarno-Hatta
First Class Region I Airport
Authority Office, Directorate
General of Air Transportation,
(December 2014 - January
2015).
- Direktur Jenderal
Perhubungan Udara
RI (Januari 2015 – Februari
2017).
Director General of Air
Transportation of the
Indonesian Ministry of
Transportation (January
2015 - February 2017).
Harry Z. Komisaris 55 Pria - Sarjana Ekonomi di - Anggota Dewan Komisaris Teknik
Soeratin*** Commissioner Tahun Male bidang Akuntansi. PT Pos Indonesia (Persero) Kebandarudaraan
55 - Magister Manajemen (2008-2013). Airport Engineering
Years bidang Akuntansi. - Ketua Komite Audit PT Pos
Old - Program Ph.D di Indonesia (Persero) (2010-
Fakultas Business and 2013).
Commerce. - Sekretaris Jenderal
- Program Doktoral Kementerian Sosial RI
(DMB). (2016-2017).
- Bachelor of Economics
in Accounting. - Member of the Board of
- Master of Management Commissioners of PT Pos
in Accounting. Indonesia (Persero) (2008-
2013).
- Ph.D Program in
the Business and - Chairperson of the Audit
Commerce faculty. Committee of PT Pos
Indonesia (Persero) (2010-
- Doctoral Program 2013).
(DMB)
- Secretary General of the
Ministry of Social Affairs of
the Republic of Indonesia
(2016-2017).

527
2018 Annual Report
Jenis
Kelamin
Gender
Selby Komisaris 49 Pria - Sarjana Ekonomi. - Direktur PT Execujet Teknik
Nugraha Commissioner Tahun Male - Magister Jurusan Indonesia (2011-Juni 2015). Kebandarudaraan
Rachman* 49 Years Hukum. - Direktur PT Ferco Seating Airport Engineering
Old - Bachelor of Economics. System Indonesia
- Master of Law. (2014-sekarang).
- Direktur Tekhnologi dan
Informasi Experd Human
Resources Consultant
(2010-sekarang).
- Direktur Decorus Contract
(1994-sekarang).
- Director of PT Execujet
Indonesia in 2011-June 2015.
- Currently, he still serves
as the Director of PT Ferco
Seating System Indonesia
since 2014.
- Director of Information
Technology and Information
of Experd Human Resources
Consultants since 2010 and
- Director of Decorus Contract
since 1994.
Ali Mochthar Komisaris 50 Pria - Sarjana Komunikasi. Anggota Komisi I DPR RI Ilmu Komunikasi
Ngabalin** Commissioner Tahun Male - Master Jurusan (2004-2009). Communication
50 Years Komunikasi. Member of the Commission of Studies
Old - Doktor Jurusan the House of Representatives for
Managemen SDM. the 2004-2009 period.
- Bachelor of
Communicaton.
- Master of
Communication
Sciences.
- Doctor of Human
Capital Management.
Keterangan:
Information:
*Berhenti menjabat sejak tanggal 19 Juli 2018. *Quit the position since July 19, 2018.
HUBUNGAN AFILIASI DEWAN KOMISARIS AFFILIATION OF THE BOARD OF COMMISSIONERS

Kriteria hubungan afiliasi antara anggota Direksi, Dewan Affiliation criteria among the members of the Board of
Komisaris, dan Pemegang Saham Pengendali meliputi: Directors, the Board of Commissioners, and the Controlling
Shareholders covers:
- Hubungan afiliasi antara anggota Direksi dengan - Affiliation between Board of Director members with
anggota Direksi lainnya. fellow member of Board of Director.
- Hubungan afiliasi antara anggota Direksi dan anggota - Affiliation between Board of Director members with
Dewan Komisaris. Board of Commissioner member.
- Hubungan afiliasi antara anggota Direksi dengan - Affiliation between Board of Director member with
Pemegang Saham Utama dan/atau Pengendali. Principle and/or Controlling Shareholders.
- Hubungan afiliasi antara anggota Dewan Komisaris - Affiliation between Board of Commissioner members
dengan anggota Komisaris lainnya, dan with fellow member of Board of Commissioner.
- Hubungan afiliasi antara anggota Dewan Komisaris - Affiliation between Board of Commissioner member
dengan Pemegang Saham Utama dan/atau with Principle and/or Controlling Shareholders.
Pengendali.
Hubungan afiliasi antara anggota Direksi, Dewan Affiliation among the members of Board of Directors, Board
Komisaris, dan Pemegang Saham Pengendali, dapat of Commissioners, and Controlling Shareholders is shown in
dilihat sebagaimana tabel di bawah ini: the following table:

Tabel Hubungan Afiliasi Dewan Komisaris

Table of Affiliate Relations of Board of Commissioners
Hubungan Keuangan, Keluarga dan Kepengurusan Komisaris
Financial, Family, and Stewardship Relationship of Commissioners
Hubungan Keuangan Dengan Hubungan Keluarga Dengan
Family Relationship with Family Relationship with
Hubungan
Pemegang Pemegang Kepengurusan
Dewan Dewan
Saham Saham Relationship
Nama Jabatan Komisaris Direksi Komisaris Direksi
Pengendali Pengendali Management
Name Position Board of Directors Board of Directors
Controlling Controlling
Commissioners Commissioners
Shareholders Shareholders
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Komisaris
Andi Utama
√ √ √ √ √ √ √
Widjajanto* President
Commissioner
Djoko Komisaris
Sasono** Utama
√ √ √ √ √ √ √
President
Commissioner
Komisaris
Boy Syahril Independen
√ √ √ √ √ √ √
Qamar* Independent
Commissioner
Tri Budi Komisaris

√ √ √ √ √ √ √
Satriyo** Commissioner
Komisaris
Independen
Anandy Wati √ √ √ √ √ √ √
Independent
Commissioner
Komisaris
Suprasetyo √ √ √ √ √ √ √
Commissioner
Harry Z. Komisaris
√ √ √ √ √ √ √
Soeratin*** Commissioner
Selby Komisaris
Nugraha Commissioner √ √ √ √ √ √ √
Rachman*
Ali Mochthar Komisaris

Ngabalin** √ √ √ √ √ √ √
Commissioner
KEBIJAKAN RANGKAP JABATAN DEWAN KOMISARIS POLICY ON CONCURRENT POSITION OF BOARD OF

COMMISSIONER
Kebijakan rangkap jabatan Dewan Komisaris yang diatur Policy on concurrent position of Board of Commissioner
dalam Board Manual yaitu Dewan Komisaris tidak boleh is written in the Board Manual, stating that Board of
memangku jabatan rangkap sebagai: Commissioners is not allowed to hold position as:
1. Anggota Direksi pada Badan Usaha Milik Negara, 1. The member of Board of Director in State-owned
Badan Usaha Milik Daerah, Badan Usaha Milik Swasta. enterprise, regional-owned enterprise, and Private-
owned enterprise.
2. Jabatan lainnya sesuai dengan ketentuan peraturan 2. Other positions based on the regulation, member of
perundang-undangan, pengurus partai politik dan/ political party, and/or candidate/member of legislative
atau calon/anggota legislatif dan/atau calon Kepala officer, and/or candidate of District head/Deputy of
Daerah/Wakil Kepala Daerah. District head.
3. Jabatan lain yang dapat menimbulkan benturan 3. Other positions leading to conflict of interest.
kepentingan.

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2018 Annual Report
Tabel Rangkap Jabatan Dewan Komisaris

Table of Dual Position of Board of Commissioners
Nama Perusahaan/
Nama Jabatan Jabatan pada Perusahaan/Instansi Lain Instansi Lain
Name Position Position on Other Company/Intsritution Name of Other Company/
Instritution
Komisaris Utama
Andi Widjajanto* - -
Djoko Sasono** Komisaris Utama Sekjen Kementerian Perhubungan
President Commissioner Secretary of Directorate General Ministry of Transportation
Boy Syahril Qamar* - -
Tri Budi Satriyo** Komisaris
MARSDA TNI TNI AU
Commissioner
Komisaris Independen - -
Anandy Wati Independent Commissioner
Komisaris
Suprasetyo - -
Commissioner
Harry Z. Soeratin*** Komisaris Badan Pendidikan, Penelitian dan Penyuluhan Sosial Kementerian Sosial
Commissioner The Board of Agency, Social, Research, and Extension Ministry of Social
Selby Nugraha Komisaris
- -
Rachman* Commissioner
Ali Mochthar Ngabalin** Komisaris Juru Bicara Pemerintah dan Kantor Staf Presiden Kantor Staff Presiden
Commissioner Government Spokesperson and Presidential Staff Office President Office Staff
PENGELOLAAN BENTURAN KEPENTINGAN DEWAN CONFLICT OF INTEREST MANAGEMENT OF THE BOARD

KOMISARIS OF COMMISSIONERS
Dalam hal terjadi benturan kepentingan, anggota Dewan In case of conflict of interest emerges, member of the
Komisaris, Direksi dan Pejabat Eksekutif Perseroan Board of Commissioners, Board of Directors and Executive
dilarang mengambil tindakan yang dapat merugikan Officials are prohibited from conducting an act that may
Perseroan atau mengurangi keuntungan Perseroan dan cause loss of the Company or reduce the Company’s profit
wajib mengungkapkan benturan kepentingan dimaksud and shall disclose the conflict of interest on each decision
dalam setiap keputusannya. Benturan kepentingan he/she took. The conflict of interest in question, among
dimaksud antara lain adalah perbedaan antara others, are the Company’s economic interest with economic
kepentingan ekonomi Perseroan dengan kepentingan interest of personal, Board of Commissioners member,
ekonomi pribadi pemilik, anggota Komisaris, anggota Board of Directors member or other parties related to the
Direksi maupun Pejabat Eksekutif Perseroan dan/atau Company, provide preferential treatment to certain parties
pihak terkait dengan Perseroan, pemberian perlakuan outside applicable procedures and regulations. In case a
istimewa kepada pihak–pihak tertentu diluar prosedur decision must be made, the Company’s economic interest
dan ketentuan yang berlaku. Apabila keputusan tetap should be prioritized and avoid loss or reduction in profit of
harus diambil, maka harus mengutamakan kepentingan the Company.
ekonomi Perseroan dan menghindarkan kerugian atau
berkurangnya keuntungan Perseroan.
KEPEMILIKAN SAHAM DEWAN KOMISARIS STOCK OWNERHSIP OF THE BOARD OF COMMISSIONERS

PT Angkasa Pura I (Persero) menyelenggarakan Daftar PT Angkasa Pura I (Persero) provides Special Register
Khusus bagi seluruh anggota Dewan Komisaris sebagai for all members of the Board of Commissioners as a form
salah satu bentuk komitmen dalam menghindari aktivitas commitment to avoid any activity that potentially cause
yang berpotensi menimbulkan benturan kepentingan. conflict of interest. The Special Register contains information
Daftar Khusus tersebut berisi informasi kepemilikan of the Board of Commissioners and their family’s share
saham anggota Dewan Komisaris dan keluarga di ownership on the Company and other companies. Details
Perseroan dan Perusahaan Lain. Rincian Kepemilikan of Share Ownership of the Board of Commissioners are
Saham Dewan Komisaris disajikan dalam tabel berikut. presented in the following table.

Tabel Kepemilikan Saham Dewan Komisaris

Table Shareholdings Board of Commissioners
Kepemilikan Saham (dalam lembar)
Nama Jabatan Share ownership (in sheets)
Name Position PT Angkasa Pura I (Persero) Perusahaan Lain
PT Angkasa Pura I (Persero) Other Company
Komisaris Utama Nihil Nihil
Andi Widjajanto*
President Commissioner Nil Nil
Djoko Sasono** Komisaris Utama Nihil Nihil
President Commissioner Nil Nil
Komisaris Independen Nihil Nihil
Boy Syahril Qamar*
Independent Commissioner Nil Nil
Tri Budi Satriyo** Komisaris Nihil Nihil
Commissioner Nil Nil
Komisaris Independen Nihil Nihil
Anandy Wati
Independent Commissioner Nil Nil
Komisaris Nihil Nihil
Suprasetyo
Harry Z. Soeratin*** Komisaris Nihil Nihil
Komisaris Nihil Nihil
Selby Nugraha Rachman*
Ali Mochthar Ngabalin** Komisaris Nihil Nihil
KOMISARIS INDEPENDEN INDEPENDENT COMMISSIONER

Jumlah anggota Dewan Komisaris Perseroan per 31 The number of members of Board of Commissioner since 31
Desember 2018 sebanyak 6 (enam) orang, yang 1 (satu) December 2018 are 6 (six) people, in which 1 (one) of them or
orang diantaranya atau sama dengan 16,67% anggota equal to 16.67% of the members of Board of Commissioners
Dewan Komisaris adalah Komisaris Independen. is Independent Commissioner.
KRITERIA PENENTUAN DAN PERNYATAAN KOMISARIS CRITERIA AND STATEMENT FOR INDEPENDENT
INDEPENDEN COMMISSIONER
Peraturan Komisaris Independen Perseroan telah Regulation of the Company’s Independent Commissioner
memenuhi kriteria yang ditetapkan berdasarkan has met the following stipulated criteria based on the
Peraturan Menteri Negara BUMN No. PER-01/MBU/2011, Minister of State-Owned Enterprises Regulation No. PER-
adalah sebagai berikut. 01/MBU/2011:
Kriteria Komisaris Independen sesuai PER-01/MBU/2011 Independent Commissioner
Criteria for Independent Commissioner based on PER-01/MBU/2011 Boy Syahril Qamar* Anandy Wati
Boy Syahril Qamar* Anandy Wati
Tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau
hubungan keluarga dengan anggota Dewan Komisaris lainnya, anggota Direksi dan/
atau Pemegang Saham Pengendali atau hubungan dengan BUMN yang bersangkutan,
yang dapat mempengaruhi kemampuannya untuk bertindak independen. √ √
Have no financial, management, share ownership and/or family relationship with the
members of Board of Commissioners, Board of Directors and/or Controlling Shareholders
or with the concerned SOE, which may affect his/her ability to act independently.
Keterangan:
Information:
*Berhenti menjabat sejak 19 Juli 2018.
* Quit the position since July 19, 2018.
Selain itu, berdasarkan Board Manual, Komisaris Moreover, based on the Board Manual, Independent
Independen harus memenuhi ketentuan: Commissioner should meet the following requirements:

531
2018 Annual Report
Kriteria Komisaris Independen sesuai Board Manual Independent Commissioner
Criteria for Independent Commissioner based on Board Manual
Boy Syahril Qamar* Anandy Wati
Tidak menjabat sebagai Direksi di Perusahaan yang terafiliasi dengan Perusahaan.
√ √
Holding no position as Board of Directors in affiliated company with the Company.
Tidak bekerja pada pemerintah termasuk departemen, lembaga dan kemiliteran dalam
kurun waktu 3 (tiga) tahun terakhir.
√ √
Not working for the government including department, agency, or military in the last 3
(three) years.
Tidak bekerja di Perusahaan atau afiliasinya dalam kurun waktu 3 (tiga) tahun terakhir.
√ √
Not working at a Company or its affiliated company in the last 3 (three) years.
Tidak mempunyai keterkaitan finansial, baik langsung maupun tidak langsung, dengan
Perusahaan atau Perusahaan yang menyediakan jasa dan produk kepada Perusahaan
dan afiliasinya. √ √
Having no financial relationship, either directly or indirectly, with the Company or another
company providing product and service for the Company or its affiliated company.
Bebas dari kepentingan dan aktivitas bisnis atau hubungan lain yang dapat menghalangi
atau mengganggu kemampuan Dewan Komisaris untuk bertindak atau berpikir secara
bebas di lingkup Perusahaan.
√ √
Having no interest and business matter or other relationship leading to disrupt the ability of
Board of Commissioners to act or to think independently in the company.
Keterangan:
Information:
*Berhenti menjabat sejak 19 Juli 2018.
* Quit the position since July 19, 2018.
SURAT PERNYATAAN INDEPENDENSI INDEPENDENCE STATEMENT LETTER
Komisaris Independen PT Angkasa Pura I (Persero) telah Independent Commissioner of PT Angkasa Pura I (Persero)
membuat Surat Pernyataan Independensi. Sepanjang has made an Independence Statement. Throughout 2018,
tahun 2018, telah dilaksanakan penandatanganan Surat the signing of the Independence Statement was signed by
Pernyataan Independensi oleh Anandy Wati selaku Anandy Wati as an Independent Commissioner based on
Komisaris Independen berdasarkan Keputusan Menteri SOE Ministerial Decree Number SK-210 / MBU / 07/2018.
BUMN Nomor SK-210/MBU/07/2018.
RAPAT DEWAN KOMISARIS BOARD OF COMMISSIONERS MEETING

Mengacu pada Anggaran Dasar Perseroan, Peraturan Refer to the Articles of Association, Minister of State-Owned
Menteri Negara BUMN No. PER-01/MBU/2011 serta SK- Enterprises No. PER-01/MBU/2011 and SK-16/S.MBU/2012,
16/S.MBU/2012 Rapat Dewan Komisaris PT Angkasa Meeting of the Board of Commissioners of PT Angkasa Pura
Pura I (Persero) dilaksanakan sekurang-kurangnya sekali I (Persero) is conducted at least once a month. Meetings of
dalam sebulan. Rapat Dewan Komisaris tersebut dapat the Board of Commissioners may be either internal meeting
berupa rapat internal Dewan Komisaris, maupun Dewan of the Board of Commissioners or inviting the Board of
Komisaris yang mengundang Direksi. Directors for joint meeting.

Panggilan Rapat Dewan Komisaris disampaikan secara Board of Commissioners Meeting is informed in written
tertulis oleh Komisaris Utama atau anggota Dewan announcement by President Commissioner or the
Komisaris yang ditunjuk oleh Komisaris Utama dan Member of Board of Commissioner assigned by President
disampaikan dalam jangka waktu sekurang-kurangnya 3 Commissioner and announced no later than 3 (three) days
(tiga) hari sebelum rapat diadakan atau dalam waktu yang before the meeting or in a shorter time if there is urgency,
lebih singkat jika dalam keadaan mendesak, dengan tidak without paying attention to the date of announcement and
memperhitungkan tanggal panggilan dan tanggal rapat. date of meeting.
Rapat dipimpin oleh Komisaris Utama. Dalam hal Meeting is led by President Commissioner. If President
Komisaris Utama tidak hadir atau berhalangan, maka Commissioner cannot come, the meeting will be led
rapat dipimpin oleh anggota Dewan Komisaris yang by the Member of Board of Commissioner assigned by
ditunjuk oleh Komisaris Utama. Keputusan rapat Dewan President Commissioner. Decision of the meeting of
Komisaris diambil dengan musyawarah untuk mufakat, Board of Commissioner is obtained through deliberation
apabila tidak tercapai kesepakatan maka keputusan and consensus, and if there is no deal, the decision will be
diambil dengan suara terbanyak. Rapat Dewan Komisaris obtained through voting. Board of Commissioner Meeting is
adalah sah dan dapat mengambil keputusan-keputusan legal and has binding decision if it is attended or represented
yang mengikat, apabila dihadiri atau diwakili oleh lebih by more than ½ (one-half) of the number of Members of the
dari ½ (satu per dua) jumlah anggota Dewan Komisaris. Board of Commissioners.
Dewan Komisaris telah menyusun rencana rapat di tahun Board of Commissioners has composed the meeting plan
2018 melalui Rapat Rutin Internal Dewan Komisaris minimal in 2018 through Board of Commissioner Internal Regular
1 (satu) kali dalam sebulan dengan agenda sebagai berikut: Meeting at least 1 (once) in a month with the following agenda:
1. Pembahasan Laporan Manajemen Perusahaan 1. Discussion on periodic Management Report of Company,
periodik yaitu Laporan Bulanan, Triwulanan dan namely Monthly, Quarterly, and Semester Report in
Semesteran Tahun 2018. 2018.
2. Pembahasan dalam rangka penetapan KAP untuk 2. Discussion on Determining Public Accountant Office
pelaksanaan General Audit Laporan Keuangan, (KAP) for holding General Audit of Accountability
Laporan PKBL, Kinerja Perusahaan dan Kepatuhan Report, PKBL Report, Company Performance and
terhadap peraturan perundang-undangan serta Compliance with laws and regulation, and Schedule and
Jadwal dan Program Pelaksanaan Audit oleh KAP. Program for Audit Implementation by KAP.
3. Pembahasan usulan-usulan dan permohonan 3. Discussion on the approval proposals from the Board of
persetujuan dari Direksi ke Dewan Komisaris. Director to the Board of Commissioners.
4. Pembahasan Usulan Rencana Kerja dan Anggaran 4. Discussion on Proposal of Company Work Plan Budget
Perusahaan Tahun 2019 dan KPI/Kontrak Manajemen 2019 and KPI/Management Contract 2019.
Tahun 2019.
5. Pembahasan tindak lanjut hasil temuan auditor baik 5. Discussion on the follow-up action on findings of both
internal (SPI) maupun eksternal (BPK dan KAP). internal (SPI) and external (BPK and KAP).
6. Pelaksanaan rapat-rapat khusus yang berkaitan 6. Special meetings related to important/urgent problems
dengan adanya permasalahan yang penting/urgent in the company.
yang terjadi di Perusahaan.
AGENDA, TANGGAL DAN PESERTA RAPAT DEWAN AGENDA, DATE, AND PARTICIPANTS OF BOARD OF
KOMISARIS COMMISSIONERS MEETING
Rapat Internal Dewan Komisaris Board of Commissioners Internal Meeting

Sepanjang tahun 2018, agenda, tanggal dan peserta In 2018, agenda, date, and participants of Board of
Rapat Internal Dewan Komisaris adalah sebagai berikut. Commissioners Internal Meeting are as follows.
Tabel Rapat Internal Dewan Komisaris

Table of Board of Commissioners Internal Meeting
Alasan
Peserta Rapat Hadir/Tidak
Tanggal Agenda Rapat Ketidakhadiran
No. Meeting Hadir
Date Meeting Agenda Absence
Participants Attendance
Explanation
1. 9 Januari 2018 1. Laporan Posko Angkutan Udara Natal Tahun 2017 Hadir
Andi Widjajanto
9 January 2018 dan Tahun Baru 2018. Present
2. Pembahasan Progress Proyek Bandar Udara Kulon
Progro dan Proyek DPS terkait IMF. Hadir
Boy Syahril Qamar
3. Pembahasan Evalusasi Kerja Sama PT Angkasa Pura Present
I (Persero) dengan GVK.
4. Pembahasan Persiapan RUPS terkait RKAP Tahun Hadir
Anandy Wati
2018 PT Angkasa Pura I (Persero). Present
5. Pembahasan Usulan Struktur Organisasi Kantor
Pusat PT Angkasa Pura I (Persero).
Hadir
Suprasetyo
Present
1. Report of Air Transport Post on Christmas 2017 and
New Year 2018
2. Discussion on the Progress of airport in Kulon Progo
and DPS Project related to IMF.
3. Discussion on Evaluation PT Angkasa Pura I (Persero)
with GVK. Selby Nugraha Hadir
4. Discussion on Preparation of GMS related to CWPB Rachman Present
2018 PT Angkasa Pura I (Persero).
5. Discussion on the Proposal of Organizational Structure
of the Central Office of PT Angkasa Pura I (Persero).

533
2018 Annual Report
Alasan
No. Meeting Hadir
Explanation
2. 23 Januari 1. Perkenalan Anggota Dewan Komisaris. Hadir
2018 2. Pembagian Tugas Dewan Komisaris (Penyesuaian Andi Widjajanto
Present
23 January Kembali).
2018 3. Progress Proyek Kulon Progo dan Proyek Bali. Hadir
4. Pembahasan Usulan Penghapusan Aset yang Boy Syahril Qamar
Present
Terkena Proyek Pembangunan Tower LPPNPI di
Balikpapan.
5. Pembahasan Permohonan Rekomendasi
Kepemilikan Aset dan Bangunan di Sebelah Selatan Hadir
Landasan Pacu Bandar Udara Juanda Surabaya. Anandy Wati
Present
6. Dan Lain – lain.
1. Introduction to the members of the Board of Hadir

Suprasetyo
Commissioners. Present
2. Division of Tasks of the Board of Commissioners (re-
adjustment). Selby Nugraha Hadir
3. Progress of Project in Kulon Progo and Bali. Rachman Present
4. Discussion on the Elimination Proposal of Asset
affected by LPPNPI Tower Construction Project in
Balikpapan.
5. Discussion on Proposal of Recommendation of Asset Hadir
Harry Z. Soeratin
and Building Ownership in the South of Juanda Present
Surabaya Airport Runaway
6. Others.
3. 20 Februari 1. Pembahasan Penunjukan Sementara Pelaksana Hadir
Andi Widjajanto
2018 Tugas Direktur Teknik. Present
20 February 2. Pembahasan Progres Proyek Strategis Nasional dan
2018 IMF Bali. Hadir
Boy Syahril Qamar
3. Dan Lain – lain. Present
Hadir
1. Discussion on Temporary Appointment of Technical Anandy Wati
Present
Director Duty Executor.
2. Discussion on the Progress of National Strategic Dinas ke Luar
Project and IMF Bali. Negeri Acara
3. Others GVK ke Mumbai,
Tidak
India.
Suprasetyo Hadir
Out of country
Absent
oficial duty for
GVK event in
Mumbay, India
Selby Nugraha Hadir
Rachman Present
Hadir
Harry Z. Soeratin
Present
4. 26 Februari 1. Pembahasan Konsep Struktur Organisasi Kantor Hadir
Andi Widjajanto
2018 Pusat PT Angkasa Pura I (Persero). Present
26 February 2. Dan Lain – lain.
2018 Hadir
Boy Syahril Qamar
1. Discussion on the Concept of Organizational Structure Present
of the Central Office of PT Angkasa Pura I (Persero). Hadir
2. Others. Anandy Wati
Present
Hadir
Suprasetyo
Present
Selby Nugraha Hadir
Rachman Present
Hadir
Harry Z. Soeratin
Present
5. 13 Maret 2018 1. Pembahasan Permohonan Persetujuan Hadir
Andi Widjajanto
13 March 2018 Penandatanganan Kontrak Perjanjian sampai Present
dengan 5 (lima) Tahun oleh Direksi untuk Kegiatan
Usaha Line Maintenance Pesawat Udara antara PT Hadir
Boy Syahril Qamar
Angkasa Pura I (Persero) dengan PT GMF Tbk. Present
2. Dan Lain-lain. Hadir
Anandy Wati
Present
1. Discussion of the Approval Proposal of 5-year
Agreement by Director for Line Maintenance Business Hadir
Activity of Aircraft between PT Angkasa Pura I Suprasetyo
Present
(Persero) and PT GMF Tbk.
2. Others. Selby Nugraha Hadir
Rachman Present
Hadir
Harry Z. Soeratin
Present

Alasan
No. Meeting Hadir
Explanation
6. 11 April 2018 1. Pembahasan Laporan Tahunan Tahun Buku 2017 PT Hadir
Andi Widjajanto
11 April 2018 Angkasa Pura I (Persero). Present
2. Dan Lain-lain.
Hadir
Boy Syahril Qamar
1. Discussion on Annual Report 2017 of PT Angkasa Pura Present
I (Persero).
2. Others. Hadir
Anandy Wati
Present
Hadir
Suprasetyo
Present
Selby Nugraha Hadir
Rachman Present
Hadir
Harry Z. Soeratin
Present
7. 17 April 2018 1. Pembahasan Usulan Perubahan Nomenklatur Hadir
Andi Widjajanto
17 April 2018 Jabatan Direksi PT Angkasa Pura I (Persero). Present
2. Pembahasan Persetujuan Penghapusan Aktiva
Tetap yang Terdampak Program Beautifikasi dan Hadir
Boy Syahril Qamar
Perluasan Terminal A Bandar Udara Adisutjipto. Present
3. Dan Lain-lain
Hadir
Anandy Wati
1. Board of Directors Position Nomenclature of Present
PT Angkasa Pura I (Persero). Hadir
2. Discussion of the Approval of Elimination of Fixed Suprasetyo
Present
Assets affected by Beautification and Expansion
Program in Terminal A of Adisutjipto Airport. Dinas Luar
3. Others. Selby Nugraha Tidak Hadir
Out of town
Rachman Absent
oficial duty
Hadir
Harry Z. Soeratin
Present
8. 15 Mei 2018 1. Pembahasan Progress Pengadaaan KAP. Hadir
Andi Widjajanto
15 May 2018 2. Pembahasan Rekomendasi Penandatanganan Present
Perjanjian Konsesi dengan Kementrian
Perhubungan. Hadir
Boy Syahril Qamar
3. Dan Lain-lain. Present
1. Discussion on the Development Progress of Public Hadir

Anandy Wati
Accountant Office (KAP). Present
2. Discussion in th Approval Recommendation Hadir
of Concession Agreement with the Ministry of Suprasetyo
Present
Transportation.
3. Others. Selby Nugraha Hadir
Rachman Present
Hadir
Harry Z. Soeratin
Present
9. 16 Juli 2018 1. Pembahasan Usulan Pengisian Jabatan 1 Tingkat di
Hadir
16 July 2018 Bawah Direksi. Andi Widjajanto
Present
2. Pembahasan Usulan Penghapusan Aset
3. Pembahasan Tanggapan atas Laporan Manajemen Hadir
Boy Syahril Qamar
PT Angkasa Pura I (Persero). Present
4. Dan Lain-lain.
Hadir
Anandy Wati
1. Discussion on the Proposal of Filling the Position 1 Present
Level under the Board of Directors (Persero). Hadir
2. Discussion on the Elimination Proposal of Suprasetyo
Present
PT Angkasa Pura I (Persero) Assets.
3. Discussion on the Reponse of Management Report of Selby Nugraha Hadir
PT Angkasa Pura I (Persero). Rachman Present
4. Others.
Hadir
Harry Z. Soeratin
Present
10. 31 Juli 2018 1. Perkenalan Anggota Dewan Komisaris Baru Hadir
Djoko Sasono
31 July 2018 PT Angkasa Pura I (Persero). Present
2. Pembagian Tugas Dewan Komisaris PT Angkasa Pura
I (Persero). Hadir
Tri Budi Satriyo
3. Perubahan Susunan Anggota Komite Dewan Present
Komisaris PT Angkasa Pura I (Persero).
4. Penandatanganan Surat Pernyataan Independensi Hadir
Anandy Wati
Anandy Wati sebagai Komisaris Independen. Present
Suprasetyo
Present
1. Introduction to the Members of Board of Commissioner
of PT Angkasa Pura I (Persero). Ali Mochthar Hadir
2. Division of Tasks of Board of Commissioner of Ngabalin Present
3. Changes on the Committee Member Structure of Board
of Commissioner of PT Angkasa Pura I (Persero).
4. Signing of Independence Statement Letter Anandy Hadir
Harry Z. Soeratin
Wati as Independent Commissioner. Present
5. And Others.

535
2018 Annual Report
Alasan
No. Meeting Hadir
Explanation
11. 15 Agustus 1. Pembahasan Laporan Manajemen Semester I Tahun Hadir
Djoko Sasono
2018 2018 PT Angkasa Pura I (Persero). Present
15 August 2018 2. Pembahasan Permohonan Revisi Investasi RKAP
Tahun 2018 PT Angkasa Pura I (Persero). Hadir
Tri Budi Satriyo
3. Dan Lain – lain. Present
Hadir
1. Discussion on the Management Report of Semester I Anandy Wati
Present
2018 of PT Angkasa Pura I (Persero).
2. Discussion on the Investment Revision Proposal of Hadir
RKAP 2018 of PT Angkasa Pura I (Persero). Suprasetyo
Present
3. Others.
Ali Mochthar Hadir
Ngabalin Present
Hadir
Harry Z. Soeratin
Present
12. 4 September 1. Pembahasan Permohonan Revisi RKAP Investasi Hadir
Djoko Sasono
2018 Tahun 2018 PT Angkasa Pura I (Persero). Present
4 September 2. Usulan Pengambilalihan Bandar Udara Luwuk.
2018 3. Dan Lain-lain. Dinas Luas
Tidak Hadir
Tri Budi Satriyo Out of town
Absent
1. Discussion on Investment RKAP Revision Proposal oficial duty
2018 of PT Angkasa Pura I (Persero). Hadir
2. Proposal of Acquisition of Luwuk Airport. Anandy Wati
Present
3. Others.
Hadir
Suprasetyo
Present
Ali Mochthar Hadir
Ngabalin Present
Hadir
Harry Z. Soeratin
Present
13. 26 Oktober 1. Pembahasan RJPP Tahun 2019-2023 Dinas Luas
Tidak Hadir
2018 PT Angkasa Pura I (Persero). Djoko Sasono Out of town
Absent
26 October 2. Pembahasan RKAP Tahun 2019 PT Angkasa Pura I oficial duty
2018 (Persero).
Tri Budi Satriyo
Present
1. Discussion on RJPP 2019-20123 of PT Angkasa Pura I Hadir
(Persero). Anandy Wati
Present
2. Discussion on CWPB 2019 of PT Angkasa Pura I
(Persero). Hadir
3. Others Suprasetyo
Present
Ali Mochthar Hadir
Ngabalin Present
Hadir
Harry Z. Soeratin
Present
14. 19 November 1. Tanggapan atas Usulan Calon Anggota-anggota Dinas Luas
Tidak Hadir
2018 Direksi Anak Perusahaan Djoko Sasono Out of town
Absent
19 November 2. Dan Lain-lain. oficial duty
2018
1. Response for the Proposal of Candidates of Director Hadir
Tri Budi Satriyo
Members of the Subsidiary company. Present
2. Others. Hadir
Anandy Wati
Present
Hadir
Suprasetyo
Present
Ali Mochthar Hadir
Ngabalin Present
Hadir
Harry Z. Soeratin
Present
15. 18 Desember 1. Pembahasan RKAP Tahun 2019 PT Angkasa Pura I Hadir
Djoko Sasono
2018 (Persero). Present
18 December 2. Dan Lain – lain.
2018 Hadir
Tri Budi Satriyo
1. Discussion on CWPB 2019 of PT Angkasa Pura I Present
(Persero). Hadir
2. Others. Anandy Wati
Present
Hadir
Suprasetyo
Present
Ali Mochthar Hadir
Ngabalin Present
Hadir
Harry Z. Soeratin
Present

RAPAT GABUNGAN DEWAN KOMISARIS DENGAN Joint Meeting of The Board of Commissioners and The
DIREKSI Board of Directors
Rapat yang diselenggarakan oleh Dewan Komisaris dapat Board of Commissioners Meeting can be attended by
dihadiri oleh Direksi yakni Rapat Dewan Komisaris dalam Director, namely Board of Commissioner Meeting to discuss
rangka membahas laporan-laporan berkala dari Direksi dan/ regular reports from Directors and/or to discuss a problem
atau untuk membahas suatu permasalahan, memberikan and to give response, notes, and advice included in the
tanggapan, catatan dan nasihat yang dituangkan dalam meeting agenda. Call for the meeting is announced by
risalah rapat. Panggilan rapat disampaikan oleh Komisaris President Commissioner to President Director no later than
Utama kepada Direktur Utama sekurang-kurangnya 7 7 (seven) days before the meeting.
(tujuh) hari sebelum rapat diadakan.
Dewan Komisaris telah membuat rencana rapat gabungan Board of Commissioner has arranged a plan for joint meeting
Direksi dengan Dewan Komisaris yang dilakukan minimal of Director and Board of Commissioner which is conducted
setiap bulan dan waktunya sesuai kesepakatan antara at least every month and the date has been chosen based
Dewan Komisaris dan Direksi. Adapun rencana agenda on the negotiation between Board of Commissioner and
rapat gabungan antara lain: Director. The joint meeting agenda is as follows:
1. Pembahasan Laporan Manajemen Perusahaan 1. Discussion on periodic Company Management Report,
periodik yaitu Laporan Bulanan, Triwulanan dan namely Monthly, Quarterly, and Semester report in
Semesteran Tahun 2018. 2018.
2. Pembahasan dalam rangka penetapan KAP untuk 2. Discussion on Determining Public Accountant Office
pelaksanaan General Audit Laporan Keuangan, (KAP) for holding General Audit of Accountability
Laporan PKBL, Kinerja Perusahaan dan Kepatuhan Report, PKBL Report, Company Performance and
terhadap peraturan perundang-undangan serta Compliance with laws and regulation, and Schedule and
Jadwal dan Program Pelaksanaan Audit oleh KAP. Program for Audit Implementation by KAP.
3. Pembahasan usulan-usulan dan permohonan 3. Discussion on the approval proposals from the Board of
persetujuan dari Direksi ke Dewan Komisaris. Director to the Board of Commissioners.
4. Pembahasan Usulan Rencana Kerja dan Anggaran 4. Discussion on Proposal of Company Work Plan Budget
Perusahaan Tahun 2019 dan KPI/Kontrak Manajemen 2019 and KPI/Management Contract 2019.
Tahun 2019.
5. Pembahasan tindak lanjut hasil temuan auditor baik 5. Discussion on the follow-up action on findings of both
internal (SPI) maupun eksternal (BPK dan KAP). internal (SPI) and external (BPK and KAP).
6. Pembahasan progress program investasi Tahun 2018. 6. Discussion on the progress of investment management
2018.
7. Pelaksanaan rapat-rapat khusus yang berkaitan 7. Special meetings related to important/urgent problems
dengan adanya permasalahan yang penting/urgent in the company.
yang terjadi di Perusahaan.
8. Implementasi dan evaluasi pengelolaan SDM. 8. Implementation and evaluation of Human Resources
Management
9. Pembahasan implementasi Informasi Teknologi. 9. Discussion on implementation of Technology Information.
10. Implementasi dan evaluasi manajemen risiko. 10. Implementation and evaluation of risk management.
11. Monitoring kinerja Anak Perusahaan. 11. Monitoring of subsidiary company performance.
12. Implementasi pengendalian intern. 12. Implementation of internal control.
13. Monitoring tindak lanjut hasil audit internal dan 13. Monitoring of follow-up action on findings in internal
eksternal. and external audit.
14. Pembahasan evaluasi capaian kinerja Perusahaan. 14. Discussion on evaluation of company performance
achievement.
15. Pembahasan kebijakan terkait dengan kebijakan 15. Discussion on policies related to policies of procurement
pengadaan barang/jasa. of goods/services.
16. Pembahasan mengenai usulan remunerasi Pengurus 16. Discussion on proposal of remuneration of Company
Perusahaan. Management.
Sepanjang tahun 2018, agenda, tanggal dan peserta In 2018, agenda, date, and participants of Joint Meeting of
Rapat Gabungan Dewan Komisaris dengan Direksi adalah the Board of Commissioners and the Board of Directors are
sebagai berikut. as follows:

537
2018 Annual Report
Tabel Rapat Gabungan Dewan Komisaris

Joint Meeting of The Board of Commissioners and The Board of Directors
Peserta Rapat – Peserta Rapat -
Tanggal Hadir/Tidak Keterangan Hadir/Tidak Keterangan
Agenda Rapat Meeting Meeting
No. Rapat Hadir Absence Hadir Absence
Meeting Agenda Participants Participants
Date Attendance Explanation Attendance Explanation
– Board of of Board of
Commissioners Directors
1. 9 Januari 1. Laporan Posko Andi Hadir Faik Fahmi Hadir

2018 Angkutan Udara Widjajanto Present Present
9 January Natal Tahun 2017
2018 dan Tahun Baru
2018. Boy Syahril Hadir Wendo Asrul Hadir
2. Pembahasan Qamar Present Rose Present
Progres Proyek
Bandar Udara Kulon Anandy Wati Hadir Novrihandri Hadir
Progro dan Proyek Present Present
DPS terkait IMF.
3. Pembahasan
Evalusasi Kerja Suprasetyo Hadir Adi Nugroho Hadir
Sama PT Angkasa Present Present
Pura I (Persero)
dengan GVK.
4. Pembahasan Selby Nugraha Hadir Polana Hadir
Persiapan RUPS Rachman Present Banguningsih Present
terkait RKAP Tahun
2018 PT Angkasa Devy Suradji Hadir
Pura I (Persero). Present
5. Pembahasan Usulan
Struktur Organisasi
Kantor Pusat Sardjono Jhony Hadir
PT Angkasa Pura I Tjitrokusumo Present
(Persero).
1. Report of Air
Transport Post on
Christmas 2017 and
New Year 2018
2. Discussion on the
Progress of Airport
in Kulon Progo and
DPS Project related
to IMF.
3. Discussion on
Evaluation
PT Angkasa Pura I
(Persero) with GVK.
4. Discussion on
Preparation of GMS
related to CWPB
2018 PT Angkasa
Pura I (Persero).
5. Discussion on
the Proposal of
Organizational
Structure of the
Central Office of
PT Angkasa Pura I
(Persero).


2. 10 Januari 1. Pengesahan Andi Hadir Faik Fahmi Hadir

2018 Rencana Kerja Widjajanto Present Present
10 January dan Anggaran
2018 Perusahaan (RKAP) Boy Syahril Hadir Wendo Asrul Hadir
Tahun 2018. Qamar Present Rose Present
2. Pengesahan Anandy Wati Hadir Novrihandri Hadir
Rencana Kerja dan Present Present
Anggaran Program
Kemitraan dan Bina Suprasetyo Hadir Adi Nugroho Hadir
Lingkungan (RKA- Present Present
PKBL) Tahun 2018.
3. Persetujuan dan Selby Nugraha Hadir Polana Hadir
Pengesahan Rachman Present Banguningsih Present
Kontrak Manajemen
(Key Performance Devy Suradji Hadir
Indicator) antara Present
Direksi dan Dewan Sardjono Jhony Hadir
Komisaris dengan Tjitrokusumo Present
Pemegang Saham
Tahun 2018.
4. Persetujuan dan
Penetapan Indikator
Aspek Oprasional
untuk Perhitungan
Tingkat Kesehatan
Tahun 2018.
5. Penerbitan Obligasi
dan/atau Pinjaman
Bank/Non Bank
Sebesar Rp 13,5
Triliun.
6. Persetujuan
Pelimpahan
Kewenangan kepada
Dewan Komisaris
untuk Melakukan
Perubahan dan
Relokasi Anggaran
antar Program/
Kegiatan termasuk
Perubahan
Penambahan/
Penghapusan
Program/Kegiatan
Investasi Tahun 2018
dengan Nilai Total
Maksimum 10% dari
Total
Investasi Tanpa
Merubah Nilai Total
Investasi.
1. Approval of Company
Work Plan Budget
(CWPB) 2018
2. Approval of
Budget Work Plan
of Partnerships
and Community
Development
Program (RKA-PKBL)
2018.
3. Approval of
Management
Contract (Key
Performance
Indicator) between
Directors and Board
of Commissioners
and Shareholders
2018
4. Approval and
Indicator of
Operational Aspects
for Calculation of
Health Level of 2018.
5. Issuance of
Obligation and/or
Bank/Non-Bank Loan
as much as Rp13.5
trillion

539
2018 Annual Report

6. Approval of
Delegation of
Authority to
the Board of
Commissioners to
Make Amendments
and Budget
Relocation
between Program/
Activity including
Amendments of
Addition/Elimination
of Investment
Program/Activity in
2018 with a maximum
Total Value of 10% of
the Total Investment
without Changing
the Value of the Total
Investment
3. 13 Januari 1. Perkenalan Direktur Andi Hadir Faik Fahmi Hadir
2018 Teknik Baru. Widjajanto Present Present
13 January 2. Pembahasan
2018 Revitalisasi Boy Syahril Hadir Wendo Asrul Hadir
Proyek Investasi Qamar Present Rose Present
Bandar Udara I Gusti Anandy Wati Hadir Novrihandri Hadir
Ngurah Rai dan Present Present
Pengembangan
Bandar Udara Kulon Suprasetyo Hadir Adi Nugroho Hadir
Progo. Present Present
3. Dan Lain lain.
1. Introduction to the Selby Nugraha Hadir Lukman F. Hadir
New Technical Rachman Present Laisa Present
Director.
2. Discussion on Devy Suradji Hadir
Revitalization of Present
Investment Project Sardjono Jhony Hadir
of I Gusti Ngurah Tjitrokusumo Present
Rai Airport and
the Development
of airport in Kulon
Progo.
3. Others.
4. 17 April 1. Pembahasan Andi Hadir Faik Fahmi Hadir
2018 Laporan Tahunan Widjajanto Present Present
17 April PT Angkasa Pura
2018 I (Persero) Tahun Boy Syahril Hadir Wendo Asrul Hadir
2017. Qamar Present Rose Present
2. Dan Lain-lain. Anandy Wati Hadir Novrihandri Hadir
1. Discussion on Present Present
Annual Report of
PT Angkasa Pura I Suprasetyo Hadir Adi Nugroho Tidak Dinas Luar
(Persero) 2017. Present Hadir Out of
2. Others. Absent Town
Official
Duty
Selby Nugraha Tidak Dinas Luar Lukman F. Hadir
Rachman Hadir Out of Town Laisa Present
Absent Official
Duty
Harry Z. Hadir Devy Suradji Hadir
Soeratin Present Present
Sardjono Jhony Tidak Dinas Luar
Tjitrokusumo Hadir Out of
Absent Town
Official
Duty


5. 15 Agustus 1. Pembahasan Djoko Sasono Hadir Faik Fahmi Hadir

2018 Laporan Manajemen Present Present
15 August Semester I Tahun
2018 2018 PT Angkasa Tri Budi Hadir Wendo Asrul Hadir
Pura I (Persero). Satriyo Present Rose Present
2. Pembahasan Anandy Wati Hadir Novrihandri Tidak Dinas Luar
Permohonan Revisi Present Hadir Out of
Investasi RKAP Absent Town
Tahun 2018 Official
PT Angkasa Pura I Duty
(Persero).
3. Dan Lain – lain. Suprasetyo Hadir Adi Nugroho Hadir
Management Report
of Semester I 2018 Ali Mochthar Hadir Lukman F. Hadir
of PT Angkasa Pura I Ngabalin Present Laisa Present
(Persero).
2. Discussion on Harry Z. Hadir Devy Suradji Hadir
Proposalof Soeratin Present Present
Investment Revision Sardjono Jhony Hadir
of CWPB 2018 of Tjitrokusumo Present
PT Angkasa Pura I
(Persero).
3. Others.
6. 4 1. Pembahasan Djoko Sasono Tidak Rapat Faik Fahmi Hadir
September Usulan Revisi RKAP Hadir dengan Present
2018 Investasi Tahun 2018 Absent Menteri
4 PT Angkasa Pura I Meeting
September (Persero). with the
2018 2. Usulan Minister
Pengambilalihan
Bandar Udara Luwuk. Tri Budi Tidak Cuti Haji Wendo Asrul Hadir
3. Laporan Progres Satriyo Hadir Hajj Leave Rose Present
Pengadaan RKAP. Absent
4. Dan Lain-lain. Anandy Wati Hadir Novrihandri Hadir
Revision Proposal
of CWPB 2018 of Suprasetyo Hadir Adi Nugroho Hadir
PT Angkasa Pura I Present Present
(Persero).
2. Proposal of Ali Mochthar Hadir Lukman F. Hadir
Acquisition of Luwuk Ngabalin Present Laisa Present
Airport
3. Report of Progress of Harry Z. Hadir Devy Suradji Hadir
CWPB Soeratin Present Present
4. Others. Sardjono Jhony Hadir
Tjitrokusumo Present
7. 26 Oktober 1. Pembahasan RJPP Djoko Sasono Tidak Rapat Faik Fahmi Hadir
2018 Tahun 2019-2023 Hadir dengan Present
26 October PT Angkasa Pura I Absent Menteri
2018 (Persero). Meeting
2. Pembahasan RKAP with the
Tahun 2019 PT Minister
Angkasa Pura I
(Persero). Tri Budi Hadir Wendo Asrul Tidak Dinas Luar
3. Dan Lain-lain. Satriyo Present Rose Hadir Out of
1. Discussion on RJPP Absent Town
2019-2023 of PT Official
Angkasa Pura I Duty
(Persero). Anandy Wati Hadir Novrihandri Hadir
2. Discussion on CWPB Present Present
2019 of PT Angkasa
Pura I (Persero). Suprasetyo Hadir Adi Nugroho Hadir
3. Others. Present Present
Ali Mochthar Hadir Lukman F. Hadir
Ngabalin Present Laisa Present
Harry Z. Hadir Devy Suradji Hadir
Soeratin Present Present
Sardjono Jhony Tidak Dinas Luar
Tjitrokusumo Hadir Out of
Absent Town
Official
Duty

541
2018 Annual Report

8. 12 1. Pembahasan Djoko Sasono Hadir Faik Fahmi Tidak Dinas Luar

November Rencana Kerja Sama Present Hadir Out of
2018 Pengelolaan Bandar Absent Town
12 Udara Sentani – Official
November Jayapura. Duty
2018 2. Dan Lain-lain.
1. Discussion on Tri Budi Hadir Wendo Asrul Tidak Dinas Luar
Management Satriyo Present Rose Hadir Out of
Cooperation Plan of Absent Town
Sentani – Jayapura Official
Airport. Duty
2. Others. Anandy Wati Hadir Novrihandri Tidak Dinas Luar
Present Hadir Out of
Absent Town
Official
Duty
Suprasetyo Tidak Dinas Luar Adi Nugroho Tidak Dinas Luar
Hadir Negeri Hadir Out of
Absent Absent Town
Official
Duty
Ali Mochthar Tidak Dinas Luar Lukman F. Tidak Dinas Luar
Ngabalin Hadir Negeri Laisa Hadir Out of
Absent Absent Town
Official
Duty
Harry Z. Hadir Devy Suradji Tidak Dinas Luar
Soeratin Present Hadir Out of
Absent Town
Official
Duty
Sardjono Jhony Hadir
9. 18 1. Pembahasan RKAP Djoko Sasono Hadir Faik Fahmi Hadir
November Tahun 2019 Present Present
2018 PT Angkasa Pura I
18 (Persero). Tri Budi Hadir Wendo Asrul Hadir
November 2. Pembahsan Satriyo Present Rose Present
2018 Progres Proyek Anandy Wati Hadir Novrihandri Tidak Dinas Luar
New Yogyakarta Present Hadir Out of
Internasional Airport Absent Town
(NYIA). Official
3. Dan Lain-lain. Duty
1. Discussion on CWPB
2019 of PT Angkasa Suprasetyo Hadir Adi Nugroho Hadir
Pura I (Persero). Present Present
2. Discussion on the
Progress of New Ali Mochthar Hadir Lukman F. Hadir
Yogyakarta Ngabalin Present Laisa Present
(NYIA). Harry Z. Hadir Devy Suradji Hadir
3. Others. Soeratin Present Present
FREKUENSI DAN KEHADIRAN RAPAT DEWAN MEETING FREQUENCY AND ATTENDANCE OF THE BOARD
KOMISARIS OF COMMISSIONERS
Selama tahun 2018, Dewan Komisaris telah melaksanakan Throughout 2018, the Board of Commissioners has
Rapat Internal Dewan Komisaris sebanyak 15 (lima belas) conducted 15 (fifteen) Internal Meetings of the Board
kali dan Rapat Gabungan Dewan Komisaris dengan of Commissioners and 9 (nine) Joint Meetings of the
Direksi sebanyak 9 (sembilan) kali. Adapun frekuensi dan Board of Commissioners with the Board of Directors. The
kehadiran masing-masing Dewan Komisaris disajikan frequency and attendance of each member of the Board of
sebagai berikut. Commissioners is presented as follows.

Tabel Frekuensi dan Kehadiran Rapat Dewan Komisaris

Table of Meeting Frequency and Attendance of the Board of Commissioners
Rapat Gabungan Dewan Komisaris dengan

Rapat Internal Dewan Komisaris
Direksi
Internal Meeting of the Board of
Joint Meeting of the Board of
Commissioners
Commissioners with the Board of Directors
Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran
Nama Jabatan
Number and Attendance (%) Number and Attendance (%)
Name Position
Jumlah Jumlah
Jumlah Jumlah
Rapat Rapat
Kehadiran Kehadiran
Number % Number %
Number of Number of
of of
Attendance Attendance
Meeting Meeting
Andi Widjajanto* Komisaris Utama 10 10 100% 4 4 100%
President
Commissioner
Djoko Sasono** Komisaris Utama 5 3 60% 5 3 60%
President
Commissioner
Boy Syahril Komisaris Independen 10 10 100% 4 4 100%
Qamar* Independent
Commissioner
Tri Budi Satriyo** Komisaris 5 4 80% 5 4 80%
Commissioner
Anandy Wati Komisaris Independen 15 15 100% 9 9 100%
Independent
Commissioner
Suprasetyo Komisaris 15 14 93.3% 9 8 88.8%
Commissioner
Harry Z. Komisaris 15 14 93.3% 6 6 100%
Selby Nugraha Komisaris 10 9 90% 4 3 75%
Rachman* Commissioner
Ali Mochthar Komisaris 5 5 100% 5 4 80%
Ngabalin** Commissioner
KEBIJAKAN REMUNERASI DEWAN KOMISARIS REMUNERATION POLICY OF THE BOARD OF

COMMISSIONERS
Remunerasi Dewan Komisaris mengacu pada Peraturan Remuneration of the Board of Commissioners refers to the
Menteri Negara BUMN Nomor PER-06/MBU/06/2018 Regulation of the Minister of State Owned Enterprise No.
tanggal 4 Juni 2018 tentang Perubahan Ketiga atas 02/MBU/06/2016 on June 20, 2016 concerning on the
Peraturan Menteri Negara BUMN No. PER-04/MBU/2014 Amendment of the Regulation of the Minister of State Owned
tentang Pedoman Penetapan Penghasilan Direksi, Dewan Enterprise No. PER-04/MBU/2014 concerning on Guidelines
Komisaris, dan Dewan Pengawas Badan Usaha Milik Negara. for the Income Determination of Board of Directors, Board of
Formulasi kebijakan Remunerasi Direksi dan Dewan Commissioners, and Board of Supervisors of State-Owned
Komisaris disusun dengan berbagai pertimbangan yang Enterprise arranged base on the consideration of short-term
meliputi kebutuhan likuiditas jangka pendek dan jangka and long-term liquidity, sufficiency and strength of capital,
panjang, kecukupan dan penguatan permodalan, aspek financial stability aspect, effectiveness of risk management,
stabilitas keuangan, terciptanya efektivitas manajemen and income potency in the future.
risiko, serta potensi pendapatan di masa yang akan datang.
PROSEDUR PENETAPAN REMUNERASI REMUNERATION DETERMINATION PROCEDURE

Pengusulan remunerasi Dewan Komisaris dilaksanakan Proposal of remuneration for the Board of Commissioners is
oleh Dewan Komisaris yang menjalankan fungsi nominasi carried out by the Board of Commissioners who carry out the
dan remunerasi. Dalam menetapkan usulan remunerasi, functions of nomination and remuneration. In determining
Dewan Komisaris dibantu oleh Komite Manajemen Risiko the remuneration proposal, the Board of Commissioners
Usaha dan GCG yang diusulkan kepada RUPS. Perseroan is assisted by the Business Risk Management Committee
menetapkan remunerasi bagi Dewan Komisaris mengacu and GCG proposed to the GMS. The Company sets the

543
2018 Annual Report
pada ketentuan Peraturan Menteri Badan Usaha Milik remuneration for the Board of Commissioners in accordance
Negara. Sesuai Peraturan Menteri tersebut, besaran with the provisions of the Minister of State-Owned
penghasilan Dewan Komisaris ditetapkan oleh Rapat Enterprises. In accordance with the Ministerial Regulation,
Umum Pemegang Saham (RUPS). the income of the Board of Commissioners is determined by
the General Meeting of Shareholders (GMS).
STRUKTUR REMUNERASI ANGGOTA DEWAN KOMISARIS REMUNERATION DETERMINATION STRUCTURE

Adapun struktur penetapan remunerasi Dewan Komisaris The remuneration determination structure of the Board of
sebagai berikut. Commissioners is as follows.
Tabel Struktur Penetapan Remunerasi

Table of Remuneration Determination Structure
Jenis Penghasilan Keputusan Keterangan
No.
Type of Income Decision Information
1. Honorarium Rp78.750.000/bulan (45% dari a. Komisaris Utama: 100%.
Honorarium Direktur Utama). b. Komisaris: 90% dari Komisaris Utama.
Rp78.750.000/ month (45% of President a. President Commissioner: 100%
Director). b. Commissioner: 90% dari President
Commissioner.
2. Tunjangan
Allowances
Tunjangan Hari Raya Diberikan sebesar 1 (satu) bulan
Religious Holiday Allowances Honorarium.
Given as 1 (one) month
honorarium.
Tunjangan Transportasi Diberikan sebesar 20% dari
Transportation Allowances Honorarium.
Given as 20% of honorarium.
Asuransi Purna Jabatan Premi asuransi paling banyak 25% dari

Pension Insurance Honorarium.
Insurance premium amount max 25%
from honorarium.
3. Fasilitas
Facilities
Fasilitas Kesehatan Asuransi kesehatan atau penggantian Sesuai PER-06/MBU/2018.
Health Facilities biaya pengobatan (at cost). According to PER-06/MBU/2018
Health insurance or reimbursement of
medical expenses (at cost).
Fasilitas Bantuan Hukum Untuk pembiayaan jasa kantor Sesuai PER-06/MBU/2018.
Law Assistance Facilities pengacara/konsultan hukum yang According to PER-06/MBU/2018
meliputi proses pemeriksaan sebagai
saksi, tersangka, dan terdakwa di
lembaga peradilan.
The finance lawyer service/ legal
advisor, coveringexamination as witness,
suspect, and accused of judicial agency.
4. Tantiem/Insentif Kinerja
Tantiem/Performance
Incentive
Tantiem/Insentif Kinerja Memberikan tantiem sebesar Komisaris Utama: 45% dari tantiem
Tantiem/Performance Rp34.502.350.000 untuk Direksi dan Direktur Utama.
Incentive Dewan Komisaris. Komisaris: 40,5% dari tantiem Direktur
Giving Rp34.502.350.000 for Board of Utama. Dibagikan secara proposional
Directors and Board of Commissioners. sesuai masa kerja aktif yang bersangkutan.
Pajak atas tantiem ditanggung pribadi
bukan Perusahaan.
President Commissioner: 45% of President
Director tantiem.
Commissioner: 40.5% of
President Director tantiem.
Shared proportionally based on individual
time of service. Tax on tantiem is imposed
personally, not the Company.
Long Term Incentive Tidak diberikan.
Long Term Incentive Not available

INDIKATOR PENETAPAN REMUNERASI DEWAN INDICATOR OF REMUNERATION DETERMINATION OF THE

Dalam menetapkan indikator Dewan Komisaris mengacu Remuneration determination refers to the Regulation of the
kepada Peraturan Menteri BUMN Nomor PER-04/ Minister of State-Owned Enterprise No. PER-04/MBU/2014
MBU/2014 sebagaimana telah diubah dengan Peraturan replaced by the Regulation of The Minister of State-Owned
Menteri BUMN No. PER-02/MBU/06/2016 tentang Enterprise No. PER-02/MBU/06/2016 concerning on the
Pedoman Penetapan Penghasilan Direksi, Dewan Guidance of Income Determination of Board of Directors,
Komisaris, dan Dewan Pengawas BUMN sebagai berikut: Board of Commissioners, and Board of Supervisors of State-
Owned Enterprise below:
• Faktor skala usaha. • Business scale factor.
• Faktor kompleksitas usaha. • Business complexity factor.
• Tingkat inflasi. • Inflation level.
• Kondisi dan kemampuan keuangan Perusahaan. • Company financial condition and capability.
• Faktor-faktor lain yang relevan, serta tidak boleh • Other relevant factors, and should be permissible under
bertentangan dengan peraturan perundang- the prevailing laws and regulations.
undangan.
JUMLAH NOMINAL/KOMPONEN REMUNERASI DEWAN REMUNERATION AMOUNT OF VALUE/COMPONENTS OF

Pada tahun 2018, secara lebih rinci remunerasi masing- In 2018, remuneration realization of each member of the
masing anggota Dewan Komisaris yang telah terealisasi Board of Commissioners in details is presented as follows.
dapat disampaikan, sebagai berikut.
Tunjangan
Premi Tunjangan Tunjangan
Hari Raya Tantiem 2018 Total Selama 1
Nama Jabatan Honor Asuransi Komunikasi Mobilitas
Religious Tantiem in Tahun
Name Position Salary Insurance Communication Mobility
Holiday 2018 Total in 1 Year
Premium Allowances Benefits
Allowances
Andi Komisaris 78.750.000 19.687.500 3.937.500 15.750.000 78.750.000 904.836.277 1.456.086.277

Widjajanto* Utama
President
Commissioner
Djoko Komisaris 78.750.000 19.687.500 3.937.500 15.750.000 78.750.000 - 669.375.000

Sasono** Utama
President
Commissioner
Boy Syahril Komisaris 70.875.000 17.718.750 3.543.750 14.175.000 70.875.000 1.102.131.406 1.810.881.406
Qamar* Independen
Independent
Commissioner
Tri Budi Komisaris 70.875.000 17.718.750 3.543.750 14.175.000 70.875.000 - 708.750.000

Satriyo** Commissioner
Anandy Wati Komisaris 70.875.000 17.718.750 3.543.750 14.175.000 70.875.000 1.102.131.406 2.448.756.406
Independen
Independent
Commissioner
Suprasetyo Komisaris 70.875.000 17.718.750 3.543.750 14.175.000 70.875.000 1.102.131.406 2.160.977.650

Commissioner
Harry Z. Komisaris 70.875.000 17.718.750 3.543.750 14.175.000 70.875.000 - 1.346.625.000

Selby Komisaris 70.875.000 17.718.750 3.543.750 14.175.000 70.875.000 1.102.131.406 1.810.881.406

Nugraha Commissioner
Rachman*
Ali Mochthar Komisaris 70.875.000 17.718.750 3.543.750 14.175.000 70.875.000 - 602.437.500

Ngabalin** Commissioner
Remunerasi dalam satu tahun dikelompokkan dalam Remuneration in one year is categorized in range of income
kisaran tingkat penghasilan adalah sebagai berikut. rate as follows.

545
2018 Annual Report
Tabel Kelompok Jumlah Remunerasi Dewan Komisaris

Table of Categories of Board of Directors Remuneration Amount
Jumlah Remunerasi Jumlah Komisaris

Amount of Remuneration Total Commissioner
Di atas Rp2 Milyar/ Above Rp2 Billion 2

Di atas Rp1 Milyar - Rp2 Milyar/ Above Rp1 Billion - Rp2 Billion 4
Di atas Rp500 juta - Rp1 Milyar/ Above Rp500 Million - Rp1 Billion 3
Rp500 juta ke bawah/ Million - Rp1 Billion 2 Under Rp500 Million -
KEPUTUSAN, REKOMENDASI DAN PELAKSANAAN DECISIONS, RECOMMENDATIONS, AND

TUGAS DEWAN KOMISARIS IMPLEMENTATIONS OF THE DUTIES OF THE BOARD OF
COMMISSIONERS
Selama tahun 2018, Dewan Komisaris telah melaksanakan Throughout 2018, the Board of Commissioners has carried
tugas dan tanggung jawabnya sebagai berikut: out its duties and responsibilities as follows:
1. Dewan Komisaris telah melaksanakan Rapat Internal 1. The Board of Commissioners has conducted 15 (fifteen)
Dewan Komisaris sebanyak 15 (lima belas) kali dan internal meetings of the Board of Commissioners and
Rapat Koordinasi Dewan Komisaris dengan Direksi 9 (nine) coordination meetings between the Board of
sebanyak 9 (sembilan) kali. Commissioners and the Board of Directors.
2. Dewan Komisaris telah melaksanakan Rapat Komite 2. The Board of Commissioners has conducted meetings of
Audit serta Komite Risiko Usaha dan GCG. the Audit Committee as well as the Business Risk and
GCG Committee.
3. Dewan Komisaris telah mengikuti RUPS sebanyak 2 3. The Board of Commissioners has participated in 2 (two)
(dua) kali. General Meetings of Shareholders.
4. Dewan Komisaris telah memberikan tanggapan atas 4. The Board of Commissioners has provided responses
Laporan Tahunan Perusahaan Tahun Buku 2017, dan to the Company's Annual Report for the Fiscal Year
RKAP Tahun Buku 2018, serta perkara penting lainnya 2017, and the RKAP (Corporate Work and Budget Plan)
yang memerlukan tanggapan/persetujuan Dewan for the Fiscal Year 2018, as well as other important
Komisaris. matters requiring responses/approvals from the Board
of Commissioners.
5. Dewan Komisaris telah melaksanakan kunjungan dan 5. The Board of Commissioners has conducted visits and
monitoring ke bandara yang menjadi tanggung jawab monitoring to airports under the the responsibility of
Perusahaan. the Company.
pemantauan terhadap program penilaian bandara monitored the best airport assessment program in 2018.
terbaik tahun 2018.
7. Dewan Komisaris telah melakukan pengawasan 7. The Board of Commissioners has supervised and
dan pemantauan terhadap pengembangan usaha monitored the Company's business development, as
Perusahaan, serta permasalahan strategis yang well as the strategic issues faced.
dihadapi.
pemantauan terhadap pelaksanaan internal kontrol monitored the implementation of internal controls and
dan GCG di Perusahaan. GCG in the Company.
Surat Keputusan yang telah dikeluarkan Dewan Komisaris Decission Letters issued by the Board of Commissioners
selama tahun 2018, antara lain: during 2018 are as follows:
Nomor Tanggal Perihal

No.
Number Date Subject
1. 01/DK.AP.I/2018 8 Januari 2018 Tanggapan dan Evaluasi terhadap Usulan Rencana Kerja dan Anggaran
01/DK.AP.I/2018 January 8, 2018 Perusahaan (RKAP) Tahun 2018 PT Angkasa Pura I (Persero).
Response and Evaluation on the Proposed 2018 Corporate Work and
Budget Plan (RKAP) of PT Angkasa Pura I (Persero).
2. 02/DK.AP.I/2018 9 Januari 2018 Undangan Rapat.
02/DK.AP.I/2018 January 9, 2018 Meeting Invitation.


No.
Number Date Subject
3. 03/DK.AP.I/2018 9 Januari 2018 Undangan Rapat.

03/DK.AP.I/2018 January 9, 2018 Meeting Invitation
4. 04.DK.AP.I/2018 23 Januari 2018 Undangan Rapat.
04.DK.AP.I/2018 January 23, 2018 Meeting Invitation
5. 05.DK.AP.I/2018 24 Januari 2018 Progress Pelaksanaan Proyek Pengembangan Bandara.
05.DK.AP.I/2018 January 24, 2018 Progress on the Implementation of Airport Development Project.
6. 06.DK.AP.I/2018 31 Januari 2018 Sosialisasi serta Pengadaan Jasa Asesor Independen untuk Penilaian
06.DK.AP.I/2018 January 31, 2018 dan Eveluasi atas Penerapan Tata Kelola Perusahaan yang Baik (GCG)
di Tahun 2017.
Dissemination and Procurement of Independent Assessor Services
for Assessing and Evaluating the Implementation of Good Corporate
Governance (GCG) in 2017.
7. 07.DK.AP.I/2018 13 Februari 2018 Persetujuan Penghapusbukuan Piutang Macet Tahun 2006 – 2014.
07.DK.AP.I/2018 February 13, 2018 Approval for Writing-Off the Non-Performing Loans in 2006 - 2014.
8. 08.DK.AP.I/2018 15 Februari 2018 Permohonan Izin Perjalanan Dinas ke Luar Negeri.
08.DK.AP.I/2018 February 15, 2018 Application for Official Foreign Travel Permit.
9. 09.DK.AP.I/2018 20 Februari 2018 Undangan Rapat.

09.DK.AP.I/2018 February 20, 2018 Meeting Invitation.
10. 10.DK.AP.I/2018 20 Februari 2018 Penyampaian Keputusan Dewan Komisaris tentang Penunjukan
10.DK.AP.I/2018 February 20, 2018 Pelaksana Tugas Sementara Direktur Teknik PT Angkasa Pura I
(Persero).
Submission of the Decision of the Board of Commissioners concerning
Appointment of Temporary Acting Technical Director of PT Angkasa Pura
I (Persero).
11. 11.DK.AP.I/2018 26 Februari 2018 Undangan Rapat.
11.DK.AP.I/2018 February 26, 2018 Meeting Invitation.
12. 12.DK.AP.I/2018 26 Februari 2018 Persetujuan Struktur Organisasi Kantor Pusat PT Angkasa Pura I
12.DK.AP.I/2018 February 26, 2018 (Persero).
Approval to the Organizational Structure of PT Angkasa Pura I (Persero)
Head Office.
13. 13.DK.AP.I/2018 12 Maret 2018 Undangan Rapat.
13.DK.AP.I/2018 March 12, 2018 Meeting Invitation.
14. 14.DK.AP.I/2018 12 Maret 2018 Undangan Rapat.
14.DK.AP.I/2018 March 12, 2018 Meeting Invitation.
15. 15.DK.AP.I/2018 13 Maret 2018 Persetujuan Penandatanganan Kontrak Perjanuarijian sampai
15.DK.AP.I/2018 March 13, 2018 dengan 5 (Lima) Tahun untuk Kegiatan Usaha Line Maintenance untuk
Pesawat Udara Antara PT Angkasa Pura I (Persero) dengan PT Garuda
Maintenance Facility Aero Asia Tbk.
Approval to the Signing of a 5(Five)-Year Business Contract on Line
Maintenance for Aircraft between PT Angkasa Pura I (Persero) and PT
Garuda Maintenance Facility Aero Asia Tbk.
16. 16.DK.AP.I/2018 10 April 2018 Undangan Rapat.
16.DK.AP.I/2018 April 10, 2018 Meeting Invitation.
17. 17.DK.AP.I/2018 17 April 2018 Tanggapan Dewan Komisaris atas Laporan Tahunan Tahun Buku 2017
17.DK.AP.I/2018 April 17, 2018 PT Angkasa Pura I (Persero).
Response of the Board of Commissioners to PT Angkasa Pura I (Persero)’s
Annual Report for 2017 Fiscal Year
18. 18.DK.AP.I/2018 17 April 2018 Talent Pool PT Angkasa Pura I (Persero).
18.DK.AP.I/2018 April 17, 2018 PT Angkasa Pura I (Persero) Talent Pool.
21. 21.DK.AP.I/2018 24 April 2018 Tanggapan atas Usulan Penghapusan Aktiva Tetap Milik PT Angkasa
21.DK.AP.I/2018 April 24, 2018 Pura I (Persero).
Response to the Proposed Disposal of PT Angkasa Pura I (Persero)'s Fixed
Assets.
22. 22.DK.AP.I/2018 24 April 2018 Tanggapan atas Usulan Perubahan Nomenklatur Jabatan Direksi
22.DK.AP.I/2018 April 24, 2018 PT Angkasa Pura I (Persero).
Response to the Proposed Amendment to the Position Nomenclature of
Directors of PT Angkasa Pura I (Persero).
23. 23.DK.AP.I/2018 14 Mei 2018 Undangan Rapat.
23.DK.AP.I/2018 May 14, 2018 Meeting Invitation.
24. 24.DK.AP.I/2018 23 Mei 2018 Permohonan Rekomendasi untuk Penandatanganan Perjanuarijian
24.DK.AP.I/2018 May 23, 2018 Konsesi dengan Kementerian Perhubungan.
Request for Recommendations concerning the Signing of a Concession
Agreement with the Ministry of Transportation.

547
2018 Annual Report

No.
Number Date Subject
25. 25.DK.AP.I/2018 16 Juli 2018 Undangan Rapat.

25.DK.AP.I/2018 July 16, 2018 Meeting Invitation.
26. 26.DK.AP.I/2018 16 Juli 2018 Permohonan Izin Perjalanan Dinas Luar Negeri Dewan Komisaris
26.DK.AP.I/2018 July 16, 2018 PT Angkasa Pura I (Persero).
Application for Official Foreign Travel Permit of the Board of Commissioners
of PT Angkasa Pura I (Persero).
27. 27.DK.AP.I/2018 16 Juli 2018 Tanggapan Dewan Komisaris atas Laporan Manajemen PT Angkasa Pura
27.DK.AP.I/2018 July 16, 2018 I (Persero) Triwulan I Tahun 2018.
Management Report for the First Quarter of 2018.
28. 28.DK.AP.I/2018 31 Juli 2018 Undangan Rapat.
28.DK.AP.I/2018 July 31, 2018 Meeting Invitation.
29. 29.DK.AP.I/2018 31 Juli 2018 Tanggapan atas Usulan Penghapusan Aktiva Tetap yang Terkena Proyek
29.DK.AP.I/2018 July 31, 2018 Pembangunan Tower Baru Perum LPPNPI.
Response to the Proposed Disposal of Fixed Assets Affected by the New
Tower Construction Project of Perum LPPNPI or Airnav Indonesia.
30. 30.DK.AP.I/2018 31 Juli 2018 Penyampaian Laporan Manajemen dan Dashboard Kinerja Manajemen.
30.DK.AP.I/2018 July 31, 2018 Submission of Management Report and Management Performance
Dashboard.
31. 31.DK.AP.I/2018 31 Juli 2018 Kepemilikan Aset Tanah dan Bangunan di Sebelah Selatan Landasan
31.DK.AP.I/2018 July 31, 2018 Pacu Bandar Udara Juanda - Surabaya.
Ownership of Land and Building Assets in the South of Juanda Airport
Runway in Surabaya.
32. 32.DK.AP.I/2018 31 Juli 2018 Penghapusan Aktiva Tetap Terminal Lama Bandar Udara Internasional
32.DK.AP.I/2018 July 31, 2018 Sultan Hasanuddin - Makassar.
Disposal of Fixed Assets of Sultan Hasanuddin International Airport’s Old
Terminal in Makassar.
33. 33.DK.AP.I/2018 31 Juli 2018 Penyelesaian Standard Operating Procedures (SOP) Sesuai Hasil Temuan
33.DK.AP.I/2018 July 31, 2018 Asesmen GCG Tahun 2017.
The completion of Standard Operating Procedures (SOP) in Accordance
with the Findings of GCG Assessment in 2017.
34. 34.DK.AP.I/2018 31 Juli 2018 Rekomendasi atas Usulan Calon Anggota Dewan Komisaris Anak
34.DK.AP.I/2018 July 31, 2018 Perusahaan PT Angkasa Pura I (Persero).
Recommendations on the Proposed Candidates for the Board of
Commissioners of PT Angkasa Pura I (Persero) 's Subsidiaries.
35. 35.DK.AP.I/2018 31 Juli 2018 Persetujuan Pengisian Jabatan Satu Tingkat di Bawah Direksi
35.DK.AP.I/2018 July 31, 2018 PT Angkasa Pura I (Persero).
Approval on the Fulfillment of Positions One Level Under the Board of
36. 36.DK.AP.I/2018 14 Agustus 2018 Undangan Rapat.
36.DK.AP.I/2018 August 14, 2018 Meeting Invitation.
37. 37.DK.AP.I/2018 14 Agustus 2018 Undangan Rapat.
37.DK.AP.I/2018 August 14, 2018 Meeting Invitation.
38. 38.DK.AP.I/2018 15 Agustus 2018 Tanggapan Dewan Komisaris atas Laporan Manajemen PT Angkasa Pura
38.DK.AP.I/2018 August 15, 2018 I (Persero) Semester I Tahun 2018.
Management Report for the First Semester of 2018.
39. 39.DK.AP.I/2018 31 Agustus 2018 Permohonan Izin Perjalanan Dinas Luar Negeri Komisaris PT Angkasa
39.DK.AP.I/2018 August 31, 2018 Pura I (Persero).
Application for Official Foreign Travel Permit of PT Angkasa Pura I
(Persero)’s Commissioners.
40. 40.DK.AP.I/2018 31 Agustus 2018 Perjalanan Dinas Luar Negeri Dewan Komisaris dan Direksi PT Angkasa
40.DK.AP.I/2018 August 31, 2018 Pura I (Persero).
Official Foreign Travel of the Board of Commissioners and Board of
41. 41.DK.AP.I/2018 3 September 2018 Undangan Rapat.
41.DK.AP.I/2018 September 3, 2018 Meeting Invitation.
43. 43.DK.AP.I/2018 4 September 2018 Penghapusan Aktiva Tetap PT Angkasa Pura I (Persero).
43.DK.AP.I/2018 September 4, 2018 Disposal of Fixed Assets of PT Angkasa Pura I (Persero).
44. 44.DK.AP.I/2018 4 September 2018 Penghapusan Aktiva Tetap PT Angkasa Pura I (Persero) Umur Ekonomi
44.DK.AP.I/2018 September 4, 2018 sampai dengan 5 (Lima) Tahun.
Disposal of PT Angkasa Pura I (Persero)’s Fixed Assets with Economic Age
up to 5 (Five) Years.
45. 45.DK.AP.I/2018 4 September 2018 Rencana Pengelolaan Bandara Baru oleh PT Angkasa Pura I (Persero).
45.DK.AP.I/2018 September 4, 2018 New Airport Management Plan by PT Angkasa Pura I (Persero).


No.
Number Date Subject
46. 46.DK.AP.I/2018 4 September 2018 Persetujuan Cuti Direktur Keuangan PT Angkasa Pura I (Persero).
46.DK.AP.I/2018 September 4, 2018 Approval to the Application for Leave of Finance Director of PT Angkasa
Pura I (Persero).
47. 47.DK.AP.I/2018 4 September 2018 Permohonan Izin Perjalanan Dinas Luar Negeri Komisaris.
47.DK.AP.I/2018 September 4, 2018 Application for Official Foreign Travel Permit of the Commissioners.
48. 48.DK.AP.I/2018 4 September 2018 Revisi RKAP Investasi Tahun 2018 PT Angkasa Pura I (Persero).
48.DK.AP.I/2018 September 4, 2018 Revision on PT Angkasa Pura I (Persero)’s Corporate Work and Budget Plan
for Investment in 2018.
49. 49.DK.AP.I/2018 12 September 2018 Hasil Proses Pengadaan Kantor Akuntan Publik (KAP).
49.DK.AP.I/2018 September 12, 2018 Results of Public Accounting Firm (KAP) Procurement Process.

52. 52.DK.AP.I/2018 24 September 2018 Tanggapan atas Rencana Kerja Sama Pengelolaan Reklame di Terminal
52.DK.AP.I/2018 September 24, 2018 Baru Bandar Udara Internasional Ahmad Yani - Semarang.
Response to the Billboard Management Cooperation Plan at Ahmad Yani
International Airport’s New Terminal in Semarang.
53. 53.DK.AP.I/2018 19 Oktober 2018 Ijin Cuti Direksi PT Angkasa Pura I (Persero).
53.DK.AP.I/2018 October 19, 2018 Permission to Leave for PT Angkasa Pura I (Persero)'s Directors.
54. 54.DK.AP.I/2018 25 Oktober 2018 Undangan Rapat.
54.DK.AP.I/2018 October 25, 2018 Meeting Invitation.
55. 55.DK.AP.I/2018 26 Oktober 2018 Tanggapan Dewan Komisaris atas Usulan RKAP dan RJPP Tahun 2019 –
55.DK.AP.I/2018 October 26, 2018 2023 PT Angkasa Pura I (Persero).
Response of the Board of Commissioners to the Proposed RKAP and RJPP
(Corporate Long-Term Plan) of PT Angkasa Pura I (Persero) for 2019-2023.
56. 56.DK.AP.I/2018 30 Oktober 2018 Permohonan Ijin Perjalanan Dinas Luar Negeri Komisaris PT Angkasa
56.DK.AP.I/2018 October 30, 2018 Pura I (Persero).
Application for Official Foreign Travel Permit of PT Angkasa Pura I
(Persero)’s Commissioners.
57. 57.DK.AP.I/2018 30 Oktober 2018 Perjalanan Dinas Luar Negeri Dewan Komisaris dan Direksi PT Angkasa
57.DK.AP.I/2018 October 30, 2018 Pura I (Persero) ke Amerika Serikat.
Official Foreign Travel of PT Angkasa Pura I (Persero)’s Board of
Commissioners and Board of Directors to the United States.
58. 58.DK.AP.I/2018 9 November 2018 Undangan Rapat.
58.DK.AP.I/2018 November 9, 2018 Meeting Invitation.
59. 59.DK.AP.I/2018 11 November 2018 Ijin Cuti Direksi PT Angkasa Pura I (Persero).
59.DK.AP.I/2018 November 11, 2018 Permission to Leave for PT Angkasa Pura I (Persero)’s Directors.
60. 60.DK.AP.I/2018 12 November 2018 Tanggapan Atas Usulan Kerja Sama Pengelolaan Bandar Udara Sentani
60.DK.AP.I/2018 November 12, 2018 – Jayapura.
Response to the Proposed Cooperation in Managing Sentani Airport -
Jayapura.
62. 62.DK.AP.I/2018 November Tanggapan atas Usulan Calon Anggota-Anggota Direksi Anak
62.DK.AP.I/2018 2018 Perusahaan PT Angkasa Pura I (Persero).
November Response to the Proposed Candidates for Members of the Board of
2018 Directors of PT Angkasa Pura I (Persero)’s Subsidiaries.
63. 63.DK.AP.I/2018 22 November 2018 Ijin Cuti Direksi PT Angkasa Pura I (Persero).
63.DK.AP.I/2018 November 22, 2018 Permission to Leave for PT Angkasa Pura I (Persero)’s Directors.
64. 64.DK.AP.I/2018 30 November 2018 Permintaan Hasil Asesmen Direksi PT Angkasa Pura I (Persero).
64.DK.AP.I/2018 November 30, 2018 Request for Results of Assessment on PT Angkasa Pura I (Persero)’s Board
of Directors.
65. 65.DK.AP.I/2018 30 November 2018 Tanggapan atas Laporan Manajemen Triwulan III Tahun 2018
65.DK.AP.I/2018 November 30, 2018 PT Angkasa Pura I (Persero).
Response to PT Angkasa Pura I (Persero)’s Management Report for the 3rd
Quarter of 2018.
66. 66.DK.AP.I/2018 30 November 2018 Laporan atas Realisasi Kinerja Manajemen Triwulan III Tahun 2018
66.DK.AP.I/2018 November 30, 2018 PT Angkasa Pura I (Persero).
Report on the Realization of PT Angkasa Pura I (Persero)’s Management
Performance for the 3rd Quarter of 2018.

549
2018 Annual Report

No.
Number Date Subject
68. 68.DK.AP.I/2018 30 November 2018 Tanggapan atas Usulan Kerja Sama Pengelolaan Bandar Udara Apt.
68.DK.AP.I/2018 November 30, 2018 Pranoto – Samarinda.
Response to the Proposed Cooperation in the Management of APT. Pranoto
Airport in Samarinda.
69. 69.DK.AP.I/2018 30 November 2018 Dukungan atas Rencana Keikutsertaan Proses Seleksi KPBU Bandar
69.DK.AP.I/2018 November 30, 2018 Udara Komodo - Labuan Bajo.
Support for the Plan to Participate in the Selection Process of Cooperation
between the Government and Business Entity on Komodo Airport in
Labuan Bajo.
70. 70.DK.AP.I/2018 4 Desember 2018 Permohonan Penugasan Saudara Novri Hamzah sebagai Staf
70.DK.AP.I/2018 December 4, 2018 Penghubung.
Request for the Assignment of Mr. Novri Hamzah as Liaison Staff.
71. 71.DK.AP.I/2018 11 Desember 2018 Undangan Rapat.
71.DK.AP.I/2018 December 11, 2018 Meeting Invitation.
73. 73.DK.AP.I/2018 16 Desember 2018 Laporan Perjalanan Dinas Luar Negeri Komisaris PT Angkasa Pura I
73.DK.AP.I/2018 December 16, 2018 (Persero).
Report on the Official Foreign Travel of the Board of Commissioners of
76. 76.DK.AP.I/2018 18 Desember 2018 Tanggapan dan Evaluasi atas Usulan Rencana Kerja dan Anggaran
76.DK.AP.I/2018 December 18, 2018 Perusahan Tahun 2019 PT Angkasa Pura I (Persero).
Response and Evaluation to the Proposed Corporate Work and Budget Plan
of PT Angkasa Pura I (Persero) in 2019.
PENILAIAN KINERJA DEWAN KOMISARIS PERFORMANCE ASSESSMENT OF THE BOARD OF

COMMISSIONERS
Dewan Komisaris berkomitmen untuk senantiasa The Board of Commissioners is committed to conducts
meningkatkan pencapaian kinerjanya. Untuk mendukung continuous improvement to enhance their performance
hal tersebut, telah dilakukan penilaian kinerja Dewan achievement. To support this, the performance assesment
Komisaris melalui Key Performance Indicator (KPI) Dewan of the Board of Commissioners has been conducted
Komisaris tahun 2018 yang telah disahkan oleh Pemegang through the Key Performance Indicator (KPI) of the Board
Saham melalui Kontrak Manajemen. of Commissioners in 2018 which was approved by the
Shareholders through a management contract.

BERDASARKAN KPI COMMISSIONERS BASED ON KPI
Penilaian kinerja Dewan Komisaris melalui Key The performance assessment of the Board of Commissioners
Performance Indicator (KPI) tahun 2018 yang telah was assessed through the Key Performance Indicator (KPI)
disahkan oleh Pemegang Saham melalui Kontrak 2018 which has been approved by the Shareholders through
Manajemen Dewan Komisaris dengan Pemegang Saham. the Board of Commissioners Management Contract and
Shareholders.
Prosedur Pelaksanaan Penilaian Kinerja Dewan Komisaris Performance Assessment Implementation Procedures of
The Board of Commissioners
Penilaian kinerja Dewan Komisaris melalui KPI dilakukan Performance assessment of the Board of Commissioners
oleh Pemegang Saham melalui mekanisme Rapat Umum through KPI was conducted by the Shareholders through the
Pemegang Saham Tahunan. mechanism of the Annual General Meeting of Shareholders.
Kriteria Penilaian Kinerja Dewan Komisaris Performance Assessment Criteria of The Board of
Commissioners
Adapun KPI Dewan Komisaris adalah sebagai berikut: The Board of Commissioners' KPIs are as follows:
1. Keuangan dan Pasar 1. Financial and market.
2. Fokus Pelanggan 2. Customer focus.
3. Efektivitas Produk dan Proses 3. Product and process effectivity.

4. Fokus Tenaga Kerja 4. Labor focus.

5. Kepemimpinan, Tata Kelola dan Tanggung Jawab 5. Leadership, governance and community responsibilities.
Kemasyarakatan
Pihak yang Melakukan Penilaian Kinerja Dewan Komisaris Party Who Conducts The Performance Assessment of The
Board of Commissioners
Pihak yang melakukan Penilaian Kinerja Dewan Komisaris The party who conducts the Performance Assessment of
adalah Pemegang Saham dalam RUPS berdasarkan the Board of Commissioners is the Shareholders in the
kewajiban yang tercantum dalam Perundang- GMS based on the obligations set in theprevailing Laws and
undangan yang berlaku dan Anggaran Dasar maupun Articles of Association or the Shareholders' mandate. The
amanat Pemegang Saham. Dewan Komisaris akan Board of Commissioners will account for their performance
mempertanggungjawabkan kinerja mereka pada periode in the 2018 period at the GMS.
2018 dalam RUPS.
Hasil Penilaian Kinerja Dewan Komisaris Result of The Performance Assessment of The Board of
Commissioners
Pencapaian KPI Dewan Komisaris tahun 2018 disajikan Achievements of KPI of the Board of Commissioner in 2018
sebagai berikut. are presented as follows.
Skor Capaian
Key Performance Indicator Achievement Score
Key Performance Indicator Bobot Skor
Weighting Score
Keuangan dan Pasar/ Financial and market 20,00 21,17
Fokus Pelanggan/ Customer Focus 24,00 24,88
Efektivitas Produk dan Proses/ Product and process effectivity 18,00 18,01
Fokus Tenaga Kerja/ Labor Focus 20,00 20,66
Kepemimpinan, Tata Kelola dan Tanggung Jawab Kemasyarakatan/ 18,00 17,99
Leadership, Governance and Community Responsibility
Agent of Development/ Agent of Development 10,00 10,35
Bobot/ Weighting 110,00 113,06

BERDASARKAN GCG ASSESSMENT COMMISSIONERS BASED ON GCG ASSESSMENT
Selain penilaian Dewan Komisaris berdasarkan KPI, Dewan In addition to the Board of Commissioners' assessment based
Komisaris senantiasa berkomitmen untuk senantiasa on KPI, the Board of Commissioners is always committed
meningkatkan pencapaian kinerjanya. Untuk mendukung to continuously improve their performance achievement.
hal tersebut, dilakukan penilaian kinerja Dewan Komisaris To support this, a performance assessment of the Board of
melalui GCG assessment. Penilaian kinerja Dewan Commissioners is conducted through the GCG assessment.
Komisaris melalui assessment yang telah dilakukan pada The performance assessment of the Board of Commissioners
tahun 2018 adalah sebagai berikut. through an assessment conducted in 2018 is as follows.
Prosedur Pelaksanaan Assessment Kinerja Dewan Procedure For Implementing Assessment on The
Komisaris Performance of The Board of Commissioners
GCG Assessment di Perseroan dilakukan oleh jasa GCG Assessment in the Company was carried out by an
pihak independen (evaluasi eksternal) yaitu Sierra independent party (external evaluation), namely Sierra
Konsulting. Pelaksanaan GCG assessment berdasarkan Consulting. The implementation of GCG assessment was
Keputusan Sekretaris Kementerian Badan Usaha Milik based on the Decision of the Secretary of the Ministry of
Negara Nomor SK-16/S.MBU/2012 tanggal 6 Juni 2012 State-Owned Enterprises Number SK-16/S.MBU/2012
tentang Indikator/Parameter Penilaian dan Evaluasi dated June 6, 2012 concerning Indicators/Parameters for
atas Penerapan Tata Kelola Perusahaan yang Baik (Good Assessing and Evaluating the Implementation of Good
Corporate Governance) pada BUMN. Corporate Governance in SOEs.

551
2018 Annual Report
Kriteria Penilaian Kinerja Dewan Komisaris Criteria of The Board of Commissioners’ Performance
Assessment
Kriteria penilaian kinerja Dewan Komisaris tersebut The criteria of the Board of Commissioners’ performance
meliputi: assessment are as follows:
1. Pelaksanaan program pelatihan/pembelajaran Dewan 1. Implementation of the training/ learning program of the
Komisaris. Board of Commissioners;
2. Pembagian tugas dan penetapan faktor-faktor yang 2. Division of duties and determination of factors which are
dibutuhkan untuk mendukung pelaksanaan tugas needed to support the implementation of the duties of
Dewan Komisaris. the Board of Commissioners;
3. Pemberian persetujuan atas rancangan RJPP dan 3. Grant approval for RJPP (Corporate Long-Term Plan)
RKAP yang disampaikan oleh Direksi. and RKAP (company’s work and budget plan) draft
submitted by the Board of Directors;
4. Pemberian arahan kepada Direksi atas implementasi 4. Provide directions to the Board of Directors for the
rencana dan kebijakan Perusahaan. implementation of the company's plans and policies;
5. Pelaksanaan pengawasan terhadap Direksi atas 5. Monitor the Board of Directors for the implementation of
implementasi rencana dan kebijakan Perusahaan. the company's plans and policies;
6. Pelaksanaan pengawasan terhadap pelaksanaan 6. Monitor the implementation of management policies of
kebijakan pengelolaan Anak Perusahaan/Perusahaan subsidiaries/ joint venture companies;
Patungan.
7. Peran dalam pencalonan anggota Direksi, penilaian 7. Role in the nomination of the members of the Board of
kinerja Direksi (individu dan kolegial) dan pengusulan Directors, performance assessment of the Board of Directors
tantiem/insentif kinerja Direksi. (individual and collegial) and tantiem/performance
incentives suggestion for the Board of Directors;
8. Pelaksanaan tindakan terhadap potensi benturan 8. Execution of potential conflict of interest concerning to
kepentingan yang menyangkut Dewan Komisaris. the Board of Commissioners;
9. Pemantauan penerapan prinsip-prinsip Tata Kelola 9. Monitor the implementation of Good Corporate
Perusahaan yang Baik. Governance principles;
10. Penyelenggaraan rapat Dewan Komisaris dan tingkat 10. Board of Commissioners meeting organization and the
kehadirannya dalam rapat tersebut. meeting’s attendance rate;
11. Terdapatnya Sekretaris Dewan Komisaris yang 11. The existence of Secretary to the Board of
mendukung pelaksanaan tugas kesekretariatan Commissioners who support secretarial duties of the
Dewan Komisaris. Board of Commissioners;
12. Terdapatnya Komite Dewan Komisaris yang efektif. 12. The existence of effective Board of Commissioners
Committee
Pihak yang Melakukan Penilaian Kinerja Dewan Party Who Conducts The Performance Assessment of The
Komisaris Board of Commissioners
Pada tahun 2018, PT Angkasa Pura I (Persero) telah In 2018, PT Angkasa Pura I (Persero) has conducted GCG
melakukan GCG assessment yang dilaksanakan oleh PT assessment which was conducted by PT Sierra Bisnis
Sierra Bisnis Konsulting. Konsulting.
Hasil Penilaian Kinerja Dewan Komisaris The Results of Assessment on The Performance of The
Pada 2018, hasil penilaian kinerja Dewan Komisaris In 2018, the results of assessment on the performance of
mencapai skor 33,58 dengan capaian 95,45% dan the Board of Directors reached a score of 33.58 with an
predikat Sangat Baik. achievement of 95.45% and obtaining the Very Good predicate
PENILAIAN KINERJA KOMITE DI BAWAH DEWAN PERFORMANCE ASSESSMENT OF COMMITTEE THE BOARD
KOMISARIS DAN DASAR PENILAIANNYA OF COMMISSIONERS AND THE BASIS OF THEIR ASSESSMENT
Dewan Komisaris memiliki komite-komite penunjang The Board of Commissioners has supporting committees
yang telah memiliki tugas dan tanggung jawab untuk that already have duty and responsibility to support
mendukung kinerja Dewan Komisaris. Komite-komite the performance of the Board of Commissioners. These
tersebut telah memiliki pedoman kerja yang jelas, committees already have well-defined guidelines so that
sehingga pelaksanaan tugasnya bisa terarah dan efektif. their duties implementation is directed and effective. The

Komite-komite yang berada di bawah Dewan Komisaris committees under the Board of Commissioners are the Audit
adalah Komite Audit dan Komite Risiko Usaha dan GCG. Committee and the Business Risk and GCG Committee.
Komite Audit memiliki tugas dan tanggung jawab untuk The Audit Committee has the duty and responsibility to
melakukan pengawasan atas efektivitas sistem pengendalian monitor the effectivity of internal control system, risk
internal, manajemen risiko, internal audit, proses pelaporan management, internal audit, financial reporting process.
keuangan. Selama tahun 2018, Komite Audit telah The basic consideration is that the Audit Committee has
melaksanakan tugasnya dengan baik. Dasar pertimbangannya carried out its duties properly. Throughout 2018, the Audit
adalah bahwa Komite Audit telah melaksanakan rapat Committee has conducted 22 (twenty two) meetings and has
sebanyak 22 (dua puluh dua) kali dan telah melaksanakan carried out its duties and responsibilities including:
tugas dan tanggung jawabnya antara lain:
1. Penilaian pelaksanaan kegiatan serta hasil audit yang 1. Assessment on the implementation of activities and the
dilaksanakan SPI. results of audits carried out by SPI.
2. Penilaian pelaksanaan kegiatan serta hasil audit yang 2. Assessment on the implementation of activities and the
dilaksanakan auditor eksternal. results of audits carried out by external auditor.
3. Memberikan rekomendasi penyempurnaan sistem 3. Providing recommendations for improving the internal
pengendalian intern dan pelaksanaannya. control system and its implementation.
4. Penilaian prosedur evaluasi terhadap segala informasi 4. Assessment on the evaluation procedures for all
yang dikeluarkan Perusahaan. information issued by the Company.
Komite Risiko Usaha dan GCG merupakan Organ The Business Risk and GCG Committee is a supporting organ
Pendukung yang dimaksudkan untuk membantu Dewan intended to assist the Board of Commissioners regarding the
Komisaris terkait permasalahan kebijakan Direksi yang Board of Directors' policy issues relating to risk management
berkaitan dengan pengelolaan risiko (risk management) and the possibility of business risks, as well as good corporate
dan kemungkinan terjadinya risiko usaha, serta management (GCG). Throughout 2018, the Business Risk
Pengelolaan Perusahaan yang Baik (GCG). Selama tahun and GCG Committee has carried out their duties properly.
2018, Komite Risiko Usaha dan GCG telah melaksanakan The basic consideration is that the Business Risk and GCG
tugasnya dengan baik. Dasar pertimbangannya adalah Committee has conducted 23 (twenty three) meetings and
bahwa Komite Risiko Usaha dan GCG telah melaksanakan carried out their duties and responsibilities, including:
rapat sebanyak 23 (dua puluh dua) kali dan telah
melaksanakan tugas dan tanggung jawabnya antara lain:
1. Pemantauan, Kajian, dan Rekomendasi atas 1. Monitoring, Assessment and Recommendations on the
penerapan manajemen risiko. implementation of risk management.
2. Pemantauan Assessor Independen atas efektivitas 2. Monitoring of Independent Assessor concerning the
proses assessment terhadap tingkat kematangan effectiveness of assessment process on the maturity level
penerapan manajemen risiko oleh Assessor of risk management implementation by an Independent
Independen yang ditunjuk Direksi. Assessor appointed by the Board of Directors;
3. Monitoring, Evaluasi, dan Pelaporan atas penerapan 3. Monitoring, Evaluation and Reporting on the
GCG Perseroan. implementation of the Company's GCG.
Dewan Komisaris secara periodik melakukan penilaian The Board of Commissioners periodically evaluated the
atas efektivitas kinerja komite-komite di bawah Dewan effectiveness of the performance of committees under
Komisaris. Dewan Komisaris menilai bahwa selama the Board of Commissioners. The Board of Commissioners
tahun 2018 komite-komite telah menjalankan tugas dan considers that the committees have carried out their duties
tanggung jawabnya dengan cukup efektif. and responsibilities quite effectively in 2018.
MEKANISME PENGUNDURAN DIRI DAN MECHANISM OF RESIGNATION AND DISMISSAL OF THE

PEMBERHENTIAN DEWAN KOMISARIS BOARD OF COMMISSIONERS
Alasan dan tata cara pemberhentian Dewan Komisaris di The grounds and procedures of dismissal of the Board
PT Angkasa Pura I (Persero) dilaksanakan berdasarkan of Commissioners in PT Angkasa Pura I (Persero) are
Peraturan Menteri Negara BUMN Nomor PER-02/ implemented based on the Regulation of the Minister of
MBU/02/2015 tentang Persyaratan dan Tata Cara State-Owned Enterprises Number: PER-02/MBU/02/2015
Pengangkatan dan Pemberhentian Anggota Dewan concerning Requirements and Procedures of Appointment
Komisaris dan Dewan Pengawas BUMN. Berdasarkan and Dismissal of the member of the Board of Commissioners
peraturan tersebut, alasan pemberhentian anggota and the Board of Supervisors of State-Owned Enterprises.
Dewan Komisaris adalah sebagai berikut. Based on the regulation, the reasons of dismissalof the
members of the Board of Commissioners are as follows.

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1. Anggota Dewan Komisaris dapat diberhentikan 1. A member of the Board of Commissioners may be dismissed
sewaktu-waktu berdasarkan Keputusan Menteri atau at anytime based on a Ministerial Decision or a Resolution of
RUPS dengan menyebutkan alasannya. the General Meeting of Shareholders by stating the reasons.
2. Pemberhentian sewaktu-waktu, dilakukan apabila 2. The dismissal at any time shall be done if the member of
anggota Dewan Komisaris yang bersangkutan: the Board of Commissioners concerned:
- Tidak dapat menjalankan tugasnya dengan baik. - Can not perform the job properly.
- Melanggar ketentuan Anggaran Dasar dan/atau - Violating the provisions of the articles of association
peraturan perundang-undangan. and/or the laws and regulations.
- Terlibat dalam tindakan yang merugikan BUMN - Taking action that harm SOEs and/or countries.
dan/atau negara.
- Melakukan tindakan yang melanggar etika dan/ - Taking action that violate ethics and/or decencies
atau kepatutan yang seharusnya dihormati that should be respected as a member of the Board
sebagai anggota Dewan Komisaris dan Dewan of Commissioners and Board of Supervisors of
Pengawas BUMN. SOEs.
- Dinyatakan bersalah dengan putusan Pengadilan - Said to be guilty by a court decision that has had a
yang telah mempunyai kekuatan hukum yang permanent legal force. or
tetap. atau
- Mengundurkan diri. - Resigning.
3. Di samping alasan pemberhentian anggota Dewan 3. In addition to the reasons of dismissal of the members of
Komisaris, anggota Dewan Komisaris dapat the Board of Commissioners, the members of the Board
diberhentikan oleh Menteri atau RUPS berdasarkan of Commissioners may be terminated by the Minister
alasan lainnya yang dinilai tepat oleh Menteri atau or General Meeting of Shareholders based on other
RUPS demi kepentingan dan tujuan BUMN, misalnya, reasons deemed appropriate by the Minister or General
tetapi tidak terbatas pada: Meeting of Shareholders for the interests and objectives
of SOEs, for example, but not limited to:
- Dalam rangka restrukturisasi Perusahaan. - In the framework for corporate restructuring.
- Memasuki masa usia pensiun dan Aparatur - Entering the age of retirement and the State
Sipil Negara, bagi anggota Dewan Komisaris Civil Apparatus, for members of the Board of
merupakan penugasan dari Kementerian Teknis Commissioners is an assignment from the Technical
atau Instansi Pemerintah lain. Ministry or other Government Institutions.
Berdasarkan Peraturan Menteri Negara BUMN Nomor Based on the Regulation of the Minister of State-Owned
PER-02/MBU/02/2015 tentang Persyaratan dan Tata Enterprises Number: PER-02/MBU/02/2015 concerning
Cara Pengangkatan dan Pemberhentian Anggota Dewan Requirements and Procedures of Appointment and Dismissal
Komisaris dan Dewan Pengawas BUMN, tata cara of the members of the Board of Commissioners and the Board
pemberhentian Dewan Komisaris adalah sebagai berikut. of Supervisor of State-Owned Enterprises, the procedure of
dismissal of the Board of Commissioners is as follows.
1. Deputi Teknis berkoordinasi dengan Sekretaris 1. The Technical Deputy coordinate with the Secretary to
untuk melakukan evaluasi terhadap anggota Dewan evaluate the members of the Board of Commissioners
Komisaris yang akan diberhentikan. who will be dismissed.
2. Berdasarkan hasil evaluasi, Deputi Teknis 2. Based on the evaluation result, the Technical Deputy
bersama dengan Sekretaris menyampaikan usulan together with the Secretary submits the proposed
pemberhentian anggota Dewan Komisaris kepada termination of the members of the Board of Commissioners
Menteri guna mendapatkan penetapan. to the Minister in order to obtain the determination.
3. Penyampaian usulan pemberhentian, disertai dengan: 3. Dismissal proposal is delivered along with:
- Penjelasan mengenai alasan pemberhentian. - rationality on the dismissal;
- Konsep surat keputusan Menteri atau keputusan - draft of the Decree of the Minister or decree of
seluruh Pemegang Saham secara sirkuler tentang the entire Shareholder circularly regarding the
pemberhentian, atau surat kuasa untuk menghadiri dismissal, or the authorization letter to attend and
dan mengambil keputusan dalam RUPS mengenai make a decision on the GMS regarding the dismissal,
pemberhentian, atau surat kuasa untuk melakukan or authorization letter to call/accept self-defence in
pemanggilan/penerimaan pembelaan diri dalam case the dismissal is carried out outside the GMS.
hal pemberhentian akan dilakukan di luar RUPS.
4. Menteri dapat memberhentikan anggota Dewan 4. The Minister may dismiss the members of the Board of
Komisaris berdasarkan hasil evaluasi Menteri Commissioners based on the evaluation conducted by
sendiri selain yang diusulkan oleh Deputi Teknis dan the Minister himself other than those proposed by the
Sekretaris. Technical Deputy and the Secretary.

5. Dalam proses pemberhentian, Menteri dapat meminta 5. In the process of dismissal, the Minister may request the
pertimbangan Deputi Teknis, Sekretaris dan/atau consideration of the Technical Deputy, Secretary and/or
Deputi. Deputy.
6. Rencana pemberhentian anggota Dewan Komisaris 6. The plan to dismiss the members of the Board of
sebelum berakhir masa jabatannya, wajib Commissioners before the end of their term of office
diberitahukan terlebih dahulu kepada anggota Dewan shall be notified in advance to the concerned members
Komisaris yang bersangkutan secara lisan atau of the Board of Commissioners verbally or in writing by
tertulis oleh Menteri. the Minister.
7. Dalam hal Menteri tidak melakukan pemberitahuan, 7. If the Minister does not make any notification, the
Menteri memberi kuasa kepada Deputi Teknis untuk Minister authorizes the Technical Deputy to make such
melakukan pemberitahuan dimaksud. notification.
8. Menteri dapat pula menugaskan Sekretaris dan/ 8. The Minister may also assign the Secretary and/
atau Deputi berdasarkan surat kuasa khusus untuk or Deputy by a special power of attorney to make a
melakukan pemberitahuan. notification.
9. Keputusan pemberhentian karena alasan 9. The decision of dismissal regarding the reasons referred
sebagaimana dimaksud diambil setelah yang to taken after the person is given an opportunity to
bersangkutan diberi kesempatan membela diri. defend himself/herself.
10. Dalam hal pemberitahuan dilakukan di luar forum 10. In the event that a notification is made outside the
RUPS, maka pembelaan diri sebagaimana dimaksud GMS forum, the Self Defense as referred to in number
pada angka 9 (sembilan) disampaikan secara tertulis 9 shall be submitted in writing to the General Meeting
kepada RUPS untuk Persero atau Menteri untuk of Shareholders for Company or the Minister for Public
Perum paling lambat 14 (empat belas) hari terhitung Company no later than 14 (fourteen) days from the
sejak anggota Dewan Komisaris yang bersangkutan. member of the Board of Commissioners concerned.
11. Pembelaan diri dapat diberikan langsung pada 11. Self-defense may be given directly upon notification by
saat pemberitahuan oleh Menteri/Pejabat yang the Minister/official who give the notification.
memberitahukan.
12. Dalam hal anggota Dewan Komisaris yang 12. In the event that the dismissed member of the Board
diberhentikan telah melakukan pembelaan diri atau of Commissioners has defended himself or express
menyatakan keberatan atau tidak berkeberatan atas objection or no objection to his/her dismissal plan at the
rencana pemberhentiannya pada saat diberitahukan, time of notification, then the 14 (fourteen) day period as
maka ketentuan waktu 14 (empat belas) hari referred to in number 10 shall be deemed to have been
sebagaimana dimaksud pada angka 10 (sepuluh) fulfilled.
dianggap telah terpenuhi.
13. Dalam hal pemberitahuan dan pembelaan diri 13. In the event of verbal notice and defense, then it shall
secara lisan, maka dilakukan secara tatap muka be conducted face-to-face and proven by minutes or
dan dibuktikan dengan notulen atau berita acara official record signed by the member of the Board of
yang ditandatangani oleh anggota Dewan Komisaris Commissioners concerned and the Minister/official who
yang bersangkutan dan Menteri/Pejabat yang give the notice.
memberitahukan.
14. Apabila anggota Dewan Komisaris yang bersangkutan 14. If the member of the Board of Commissioners concerned
tidak bersedia menandatangani notulen atau berita is not willing to sign the minutes or the official record,
acara, maka disebutkan alasannya dalam notulen atau then the reason shall be mentioned in the minutes or the
berita acara tersebut. official record.
15. Dalam hal pemberitahuan dilakukan dalam forum 15. In the event that a notification is given in the GMS
RUPS, maka pembelaan diri dilakukan dalam RUPS forum, then the self-defense is conducted in the GMS
tersebut sesuai dengan ketentuan Pasal 119 Undang- in accordance with the provisions of Article 119 of Law
Undang Nomor 40 Tahun 2007 tentang Perseroan Number 40 Year 2007 concerning Limited Liability
Terbatas. Company.
16. Semua dokumen hukum yang berkaitan dengan 16. All legal documents related to the process of notification
proses pemberitahuan dan pembelaan diri, disiapkan and defensiveness is prepared by the Technical Deputy
oleh Deputi Teknis dengan berkoordinasi dengan in coordination with Echelon II officials in charge of the
Pejabat Eselon II yang bertanggung jawab di bidang law, which then all relevant documents are submitted to
hukum, yang selanjutnya seluruh dokumen terkait Deputies to be administrated.
disampaikan kepada Deputi untuk diadministrasikan.
17. Penetapan pemberhentian anggota Dewan Komisaris 17. Determination of the termination of the members of
dilakukan dengan Keputusan Menteri. the Board of Commissioners shall be conducted by a
Ministerial Decree.

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18. Penetapan pemberhentian anggota Dewan Komisaris 18. Determination of the dismissal of the members of
dapat dilakukan dengan keputusan Menteri selaku the Board of Commissioners may be conducted by a
RUPS, keputusan RUPS, dan keputusan seluruh Ministerial Decree as the General Meeting of Shareholders,
Pemegang Saham secara sirkuler. the resolution of the General Meeting of Shareholders, and
the resolution of all shareholders circularly.
19. Dalam hal penetapan pemberhentian anggota Dewan 19. In the event that the dismissal of a member of the Board
Komisaris dilakukan dengan keputusan Menteri atau of Commissioners is conducted by a Ministerial Decree
keputusan seluruh Pemegang Saham secara sirkuler, or the resolution of all shareholders circularly, then the
maka Deputi Teknis dan Sekretaris memproses Technical Deputy and the Secretary process the draft of
rancangan keputusan Menteri atau keputusan seluruh Ministerial Decree or the resolution of all shareholders
Pemegang Saham secara sirkuler. circularly.
20. Dalam hal penetapan pemberhentian anggota Dewan 20. In the event that the dismissal of a member of the Board
Komisaris dilakukan dalam RUPS secara fisik, dan of Commissioners is conducted in a GMS physically and
apabila Menteri tidak dapat menghadiri sendiri RUPS, if the Minister can not attend the GMS himself, then the
maka Menteri memberi kuasa kepada Deputi Teknis Minister authorizes the Technical Deputy to attend and
untuk menghadiri dan mengambil keputusan dalam take decisions in the GMS.
RUPS.
21. Menteri dapat pula memberi kuasa kepada Deputi 21. The Minister may also authorize the Deputy and/or
dan/atau Sekretaris untuk menghadiri dan mengambil Secretary to attend and take decisions in the GMS.
keputusan dalam RUPS.
22. Selama pemberhentian masih dalam proses, maka 22. As long as the dismissal is still in process, the member of
anggota Dewan Komisaris yang bersangkutan wajib the Board of Commissioners concerned shall continue
tetap melaksanakan tugasnya sebagaimana mestinya. to perform his/her duties properly.
23. Pemberhentian anggota Dewan Komisaris dapat 23. The dismissal of the members of the Board of
diproses bersamaan dengan proses pengangkatan Commissioners may be processed simultaneously
anggota Dewan Komisaris pada BUMN yang with the appointment of the members of the Board of
bersangkutan. Commissioners to the related SOEs.
24. Pemberhentian anggota Dewan Komisaris berlaku 24. The dismissal of the members of the Board of
efektif terhitung sejak tanggal yang ditetapkan dalam Commissioners shall be effective as of the date
keputusan Menteri/RUPS/seluruh Pemegang Saham stipulated in the decree of the Minister/General Meeting
secara sirkuler. of Shareholders/ all shareholders in a circular manner.
DIREKSI BOARD OF DIRECTORS

Direksi adalah Organ Perseroan yang berwenang dan The Board of Directors is the Company's Organs that
bertanggung jawab penuh atas pengurusan Perseroan are authorized and fully responsible for the Company’s
untuk kepentingan Perseroan, sesuai dengan maksud dan management for the benefit of the Company, in accordance
tujuan Perseroan serta mewakili Perseroan, baik di dalam with the purposes and objectives of the Company and to
maupun di luar Pengadilan sesuai dengan ketentuan represent the Company, both inside and outside the court in
Anggaran Dasar. Dalam melaksanakan tugasnya, Direksi accordance with the provisions of the Articles of Association.
wajib mencurahkan tenaga, pikiran, perhatian dan In performing its duties, the Board of Directors shall devote
pengabdiannya secara penuh pada tugas, kewajiban dan full power, thought, attention and dedication to the tasks,
pencapaian tujuan Perseroan. obligations and achievements of the Company's objectives.
Anggota Direksi harus mematuhi Anggaran Dasar Members of the Board of Directors shall comply with
Perseroan dan peraturan perundang-undangan serta the Company’s Articles of Association and the laws
wajib melaksanakan prinsip-prinsip profesionalisme, and regulations and shall implement the principles of
efisiensi, transparansi, kemandirian, akuntabilitas, professionalism, efficiency, transparency, independence,
pertanggungjawaban serta kewajaran. Setiap anggota accountability, responsibility and fairness. Each member
Direksi wajib melaksanakan tugas dan tanggung jawab of the Board of Directors shall perform duties and
dengan itikad baik, penuh tanggung jawab, dan kehati- responsibilities in good faith, full responsibility and prudence,
hatian, dengan mengindahkan perundang-undangan yang in accordance with the prevailing laws and regulations.
berlaku.

REFERENSI PERATURAN REGULATION REFERENCE

Berdasarkan Undang-Undang Republik Indonesia No. Based on the Law of the Republic of Indonesia Number 19
19 tahun 2003 tentang Badan Usaha Milik Negara dan Year 2003 concerning State-Owned Enterprises and Law
Undang-Undang No. 40 tahun 2007 tentang Perseroan Number 40 Year 2007 concerning Limited Liability Company
Terbatas mengharuskan Direksi mencurahkan tenaga requires the Board of Directors to devote full power and
dan perhatian secara penuh pada tugas, kewajiban dan attention to the tasks, obligations and achievement of the
pencapaian tujuan Perseroan. Direksi berwenang dan Company's objectives. The Board of Directors is authorized
bertanggung jawab penuh atas Perusahaan serta mewakili and fully responsible for the Company and represents the
Perusahaan, baik di dalam maupun di luar Pengadilan Company, both inside and outside the court in accordance
sesuai dengan ketentuan Anggaran Dasar. with the provisions of the articles of association.
TUGAS DAN TANGGUNG JAWAB DIREKSI DUTIES AND RESPONSIBILITIES OF THE BOARD OF
DIRECTORS
Dalam melaksanakan tugas dan tanggung jawabnya, In fulfilling the duties and responsibilities, the Board of
Direksi bertanggung jawab kepada Dewan Komisaris dan Directors is responsible to the Board of Commissioners and
RUPS. Secara umum, Direksi bertugas dan bertanggung the General Meeting of Shareholders. In general, the Board
jawab untuk: of Directors has the duty and responsibility to:
1. Setiap anggota Direksi wajib dengan itikad baik dan 1. Each member of the Board of Directors shall in good
penuh tanggung jawab melaksanakan tugas untuk faith and full responsibility to carry out the duties for
kepentingan dan usaha Perusahaan. the Company's interests and business.
2. Memastikan seluruh aktivitas Perusahaan telah 2. Ensure that all activities of the Company have been
dilaksanakan sesuai dengan ketentuan dan peraturan implemented in accordance with prevailing laws and
perundang-undangan yang berlaku, Anggaran Dasar regulations, Articles of Association and resolutions of
dan keputusan RUPS. the GMS.
3. Mengorganisasikan, melaksanakan dan mengevaluasi 3. Organize, implement and evaluate the good relationship
kegiatan pengelolaan hubungan baik dengan management activities with Shareholders and
Pemegang Saham dan pemangku kepentingan. stakeholders.
4. Menjalankan segala tindakan yang berkaitan 4. Carry out all actions related to the Company’s
dengan pengurusan Perusahaan untuk kepentingan management for the interest of the Company and in
Perusahaan dan sesuai dengan maksud dan tujuan accordance with the purposes and objectives of the
Perusahaan. Company.
5. Mewakili Perusahaan, baik di dalam maupun di luar 5. Represent the Company, both inside and outside the
Pengadilan. court.
6. Menerapkan GCG secara konsisten dan berkelanjutan. 6. Implement GCG consistently and continuously.
7. Menyelenggarakan dan menyimpan Daftar Khusus 7. Organize and store the Special List in accordance with
sesuai ketentuan peraturan perundang-undangan. the provisions of laws and regulations.
8. Bertanggung jawab secara pribadi atas kesalahan dan 8. Responsible personally for his or her mistakes and
kelalaiannya dalam menjalankan tugas. negligence in carrying out his or her duties.
9. Menyusun daftar calon manajemen satu tingkat di 9. Prepare a list of management candidates one level
bawah Direksi untuk disampaikan kepada Dewan below the Board of Directors in order to be submitted to
Komisaris, jika diperlukan. the Board of Commissioners, if necessary.
10. Melaksanakan tugas-tugas lainnya yang antara lain 10. Carry out other duties which include:
meliputi:
- Mengorganisasikan, melaksanakan dan - Organize, implement and evaluate relationships
mengevaluasi hubungan dengan Pemegang with the Shareholders and stakeholders.
Saham dan pemangku kepentingan.
- Mengorganisasikan, melaksanakan dan - Organize, implement and evaluate the Company's
mengevaluasi strategi dan rencana kerja strategy and work plan.
Perusahaan.
- Mengorganisasikan, melaksanakan dan - Organize, implement and evaluate the risk
mengevaluasi manajemen risiko, sistem management, the internal control systems, the
pengendalian internal, sistem akuntansi dan systems of accounting and bookkeeping and the
pembukuan, serta keterbukaan dan kerahasiaan disclosure and confidentiality of information.
informasi.
- Melaksanakan etika berusaha dan budaya anti - Implement business ethics and anticorruption
korupsi. culture.

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WEWENANG DIREKSI AUTHORITY OF THE BOARD OF DIRECTORS

Dalam melaksanakan tugasnya, Direksi berwenang untuk: In performing its duties, the Board of Directors is authorized
to:
1. Menetapkan kebijakan kepengurusan Perusahaan. 1. Set the management policy of the Company.
2. Mengatur penyerahan kekuasaan Direksi kepada 2. Arrange the devolution of authority of the Board of
seorang atau beberapa orang anggota Direksi Directors to one or more members of the Board of
atau kepada seorang atau beberapa orang pekerja Directors or to one or more of the Company's employees
Perusahaan untuk mengambil keputusan atas nama to decide on behalf of the Board of Directors or represent
Direksi atau mewakili Perusahaan di dalam atau di the Company inside or outside of court.
luar Pengadilan.
3. Menetapkan pedoman pengadaan barang/jasa oleh 3. Set the guidance on procurement of goods/services
Perusahaan yang menguntungkan bagi Perusahaan, by Company which is profitable for the Company, both
baik harga maupun kualitas barang/jasa tersebut. price and quality of the goods/services.
4. Menetapkan ketentuan-ketentuan dan melakukan 4. Set the provisions and make arrangements concerning
pengaturan tentang kepegawaian Perusahaan. the employment of the Company.
5. Mengangkat dan memberhentikan pekerja 5. Appoint and dismiss the employees of the Company
Perusahaan berdasarkan peraturan kepegawaian based on thr Company employment regulations and
Perusahaan dan peraturan perundang-undangan prevailing laws and regulations.
yang berlaku.
6. Menetapkan target kinerja dan pedoman/sistem 6. Set the performance targets and the guidelines/
penilaian kinerja untuk unit dan jabatan dalam systems of performance assessment and positions in
organisasi yang ditetapkan secara obyektif dan organizations that are set objectively and transparently.
transparan.
7. Melakukan analisis dan evaluasi terhadap capaian 7. Conduct analysis and evaluation of performance
kinerja untuk jabatan/unit di bawah Direksi dan achievements for positions/units under the Board of
tingkat Perusahaan. Directors and corporate level.
8. Mengangkat dan memberhentikan Sekretaris 8. Appoint and dismiss the Corporate Secretary.
Perusahaan.
9. Melakukan segala tindakan dan perbuatan lainnya 9. Conduct all actions and other actions concerning the
mengenai pengurusan dan pemilikan kekayaan management and ownership of the Company's assets,
Perusahaan, mengikat Perusahaan dengan pihak bind the Company with other parties, and represent
lain, serta mewakili Perusahaan di dalam dan di luar the Company inside and outside of court concerning
Pengadilan tentang segala hal dan segala kejadian, all matters and events, with restrictions as stipulated
dengan pembatasan-pembatasan sebagaimana diatur in laws and regulations, Articles of Association and
dalam peraturan perundang-undangan, Anggaran Resolution of the GMS.
Dasar, dan Keputusan RUPS.
10. Kewenangan lainnya dengan persetujuan Dewan 10. Other authorities with the approval of the Board of
Komisaris dan/atau RUPS. Commissioners and/or the GMS.
HAK DIREKSI RIGHTS OF THE BOARD OF DIRECTORS

1. Mewakili Perseroan di dalam dan di luar Pengadilan. 1. Represent the Company inside and outside the court.
2. Menetapkan kebijakan kepengurusan Perusahaan. 2. Set the Company's management policy.
3. Mengatur ketentuan-ketentuan tentang kepegawaian 3. Arrange the provisions concerning the employment of
Perseroan termasuk penetapan gaji, pensiun atau the Company including thedetermination of salaries,
jaminan hari tua dan penghasilan lain bagi para pegawai pensions or old-age benefits and other income for
Perseroan berdasarkan peraturan perundang- the Companyemployees based on prevailing laws and
undangan yang berlaku, dengan ketentuan penetapan regulations, with the determination of salaries, pensions
gaji, pensiun atau jaminan hari tua dan penghasilan or old-age benefits and other income for employees
lain bagi pegawai yang melampaui kewajiban yang which exceeds the obligations established by laws and
ditetapkan peraturan perundang-undangan, harus regulations must obtain prior approval from the GMS.
mendapat persetujuan terlebih dahulu dari RUPS.
4. Mengangkat dan memberhentikan pegawai Perseroan 4. Appoint and dismiss an employee of the Company in
berdasarkan peraturan kepegawaian Perseroan dan accordance with the Company's employment regulation
peraturan perundang-undangan yang berlaku. and prevailing laws and regulations.
seseorang atau beberapa orang anggota Direksi Directors to one or several members of the Board of

untuk mengambil keputusan atas nama Direksi atau Directors to decide on behalf of the Board of Directors or
mewakili Perseroan di dalam dan di luar Pengadilan. represent the Company inside and outside of the court.
seorang atau beberapa orang pekerja Perseroan baik Directors to one or several employees of the Company
sendiri-sendiri maupun bersama-sama atau kepada either alone or together or with others, to represent the
orang lain, untuk mewakili Perseroan di dalam dan di Company inside and outside of court.
luar Pengadilan.
7. Melakukan segala tindakan dan perbuatan lainnya 7. Conducting all other actions concerning the
mengenai pengurusan dan pemilikan kekayaan management and ownership of the Company's assets,
Perseroan, mengikat Perseroan dengan pihak lain binding the Company with other parties and/or other
dan/atau pihak lain dengan Perseroan, serta mewakili parties with the Company, and representing the
Perseroan di dalam dan di luar Pengadilan tentang Company inside and outside of the Court concernig all
segala hal dan segala kejadian, dengan pembatasan- matters and events, with restrictions as regulated in the
pembatasan sebagaimana diatur dalam peraturan laws and regulations, the Articles of Association and/or
perundang-undangan, Anggaran Dasar dan/atau Resolution of the GMS.
Keputusan RUPS.
8. Menerima gaji dan tunjangan/fasilitas lainnya, 8. Receiving salary and benefits/other facilities, including
termasuk santunan purna jabatan yang jenis dan post employment benefits which the type and amount is
jumlahnya ditetapkan oleh RUPS. determined by the GMS.
ETIKA JABATAN DIREKSI POSITION ETHICS OF THE BOARD OF DIRECTORS

Dalam melaksanakan tugas dan fungsinya, Direksi harus In carrying out its duties and functions, the Board of
selalu melandasi diri dengan etika jabatan berikut: Directors shall always have on the following work ethics:
1. Anggota Direksi dilarang melakukan tindakan yang 1. Members of the Board of Directors are prohibited from
mempunyai benturan kepentingan dan mengambil carrying out actions that have a conflict of interest and
keuntungan pribadi, baik secara langsung maupun taking personal advantage either directly or indirectly
tidak langsung dari pengambilan keputusan dan from the Company's decision-making and activities,
kegiatan Perusahaan, selain penghasilan yang sah. other than the legitimate earnings.
2. Anggota Direksi wajib mengisi Daftar Khusus 2. Members of the Board of Directors shall fill in a Special
yang berisikan kepemilikan sahamnya dan/atau List containing their share ownership and/or their
keluarganya pada perusahaan lain. families’ share ownership in other companies.
MASA JABATAN DIREKSI TERM OF OFFICE OF THE BOARD OF DIRECTORS

Masa jabatan anggota Direksi 5 (lima) tahun dengan tidak The term of office of the members of the Board of Directors
mengurangi hak RUPS untuk memberhentikan sewaktu- are 5 (five) years without prejudice to the right of GMS to
waktu. Setelah masa jabatannya berakhir, anggota Direksi terminate at any time. After their term of office expires, the
dapat diangkat kembali oleh RUPS untuk 1 (satu) kali members of the Board of Directors may be reappointed by
masa jabatannya. the GMS for 1 (one) term of office.
KRITERIA DIREKSI CRITERIA OF THE BOARD OF DIRECTORS

Seluruh anggota Direksi telah memenuhi kriteria yang All members of the Board of Directors have met the
ditentukan. Berdasarkan Board Manual, kriteria anggota specified criteria. Based on the Board Manual, the criteria
Direksi meliputi: for members of the Board of Directors include:
a. Kriteria formal, yaitu: a. Formal criteria, such as:
- Cakap melakukan perbuatan hukum. - Capable of doing legal actions.
- Tidak pernah dinyatakan pailit oleh pengadilan. - Have never been declared bankrupt by the court.
- Tidak pernah menjadi anggota Direksi atau - Have never been a member of the Board of Directors
Dewan Komisaris yang dinyatakan bersalah or the Board of Commissioners who was found
menyebabkan suatu Perusahaan dinyatakan pailit guilty of causing a company declared bankrupt and
dan tidak pernah dihukum karena melakukan never punished for committing a crime that harms
tindak pidana yang merugikan keuangan negara the state's finances within 5 (five) years before his
dalam jangka waktu 5 (lima) tahun sebelum or her appointment.
pengangkatannya.
- Tidak mempunyai hubungan keluarga sedarah - Not having blood relationship or relationship by
atau hubungan karena perkawinan sampai marriage up to the third degree, both according
dengan derajat ketiga, baik menurut garis to the straight line and the side line or in in-law

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lurus maupun garis ke samping atau hubungan family relationship with members of the Board of
semenda (menantu atau ipar) dengan anggota Commissioners and/ or other members of the Board
Dewan Komisaris dan/atau anggota Direksi lain. of Directors.
- Tidak memangku jabatan rangkap sebagai anggota - Not holding multiple positions as a member of the
Direksi pada BUMN, BUMD, BUMS, dan jabatan Board of Directors in State-Owned Enterprises,
lain sebagai pejabat dalam jabatan struktural dan Regional-Owned Enterprises, Private-Owned
fungsional pada instansi/lembaga pemerintah Enterprises and other positions as officials in
pusat dan/atau daerah, serta jabatan lain yang structural and functional positions at central and/
dapat menimbulkan benturan kepentingan secara or local government institutions and other positions
langsung atau tidak langsung dengan Perusahaan that may generate a conflict of interest directly or
dan/atau yang bertentangan dengan ketentuan indirectly to the Company and/ or other position that
peraturan perundang-undangan yang berlaku. are contradict to the prevailing laws and regulations.
b. Kriteria material, yaitu: b. Material criteria, such as:
- Memiliki integritas dan moral, bahwasanya yang - Have integrity and morals, that the people
bersangkutan berperilaku baik, yaitu tidak pernah concerned behave well, that are never involved
terlibat dalam perbuatan rekayasa dan praktik- in the act of manipulation and deviant practices,
praktik menyimpang, cedera janji, serta perbuatan breaking promises and other acts that can be
lain yang dapat dikategorikan memberikan categorized as providing personal benefits and
keuntungan pribadi dan pelanggaran terhadap violating the provisions related to the principles of
ketentuan yang berkaitan dengan prinsip-prinsip management of the healthy Company.
pengurusan Perusahaan yang sehat.
- Memiliki kompetensi teknis/keahlian, bahwasanya - Have technical competences/expertises, that
yang bersangkutan memiliki pengetahuan, the people concerned have adequate knowledge,
pengalaman dan keahlian yang memadai di experience and expertise in the Company's
bidang usaha Perusahaan, memiliki kemampuan business field, have the ability to undertake
untuk melakukan pengelolaan strategis dalam strategic management in the framework of
rangka pengembangan Perusahaan, memahami the Company's development, understand the
masalah-masalah manajemen Perusahaan yang Company's management issues related to one of
berkaitan dengan salah satu fungsi manajemen, the management functions and have dedication and
serta memiliki dedikasi dan menyediakan waktu provide full time to do their job.
sepenuhnya untuk melakukan tugasnya.
- Memiliki psikologis yang baik, bahwasanya yang - Have good psychological, that the people
bersangkutan memiliki tingkat intelegensia concerned have the adequate level of intelligence
dan tingkat emosional yang memadai untuk and emotional to perform their duties as members
melaksanakan tugasnya sebagai anggota Direksi of the Board of Directors of the Company.
Perusahaan.
BOARD MANUAL DIREKSI BOARD MANUAL OF THE BOARD OF DIRECTORS

Pedoman dan tata tertib kerja Direksi diatur dalam Tata The work guidelines and the code of conduct of the Director
Laksana Kerja Direksi dan Dewan Komisaris (Board regulated in Working Procedure of the Board of Directors and
Manual) antara lain berisi tentang petunjuk tata laksana Board of Commissioners (Board Manual), which concerning
kerja Direksi menjelaskan tahapan aktivitas secara the working procedure of the Board of Commissioners that
terstruktur, sistematis, mudah dipahami dan dapat explain the stages of activities in a structured, systematic,
dijalankan dengan konsisten, dapat menjadi acuan bagi easy to understand and consistent manner, it can be a
Direksi dalam melaksanakan tugas masing-masing untuk reference for the Board of Directors in performing its
mencapai visi dan misi Perseroan. Dengan adanya Board respective duties to achieve the vision and mission of the
Manual, diharapkan akan tercapai standar kerja yang Company. With the Board Manual, it is expected that high
tinggi selaras dengan prinsip-prinsip GCG. work standards will be achieved in line with GCG principles.
Adapun isi dari pokok pedoman kerja Direksi yang diatur The contents of the Board of Directors guidelines regulated
dalam Board Manual antara lain mengatur hal-hal sebagai in the Board Manual regulate are as follows:
berikut:
1. Persyaratan dan Komposisi Direksi 1. Requirements and Composition of the Board of
Directors.
2. Tanggung Jawab Direksi 2. Responsibility of the Board of Directors.
3. Tugas dan Kewajiban Direksi 3. Duties and Obligations of the Board of Directors.

4. Wewenang Direksi 4. Authority of the Board of the Board of Directors.

5. Hak-Hak Direksi 5. Rights of the Board of Directors.
6. Independensi Direksi 6. Independence of the Board of Directors.
7. Etika Jabatan 7. Work Ethics.
8. Penetapan Kebijakan Pengurusan Perseroan oleh 8. Determination of Company's Management Policy by the
Direksi Board of Directors.
9. Pendelegasian Wewenang di Antara Anggota Direksi 9. Delegation of Authority Among the Members of the
Perseroan Board of Directors of the Company.
10. Pembagian Tugas Direksi 10. Division of the Board of Directors’ Duties.
11. Rapat Direksi 11. Board of Directors' Meeting.
12. Hubungan dengan Anak Perusahaan dan Perusahaan 12. Affiliation with Subsidiaries and Joint Ventures.
Patungan
13. Sekretaris Perusahaan 13. Corporate Secretary.
14. Satuan Pengawas Intern 14. Internal Supervisory Unit.
15. Tim Direksi/Penggunaan Saran Profesional 15. Board of Directors Team/Utilization of Professional
Advisory Expert.
KOMPOSISI DAN DASAR PENGANGKATAN DIREKSI COMPOSITION AND APPOINTMENT BASIS OF THE BOARD
OF DIRECTORS
Komposisi Direksi PT Angkasa Pura I (Persero) harus Composition of the Board of Directors of PT Angkasa Pura I
sedemikian rupa disesuaikan dengan besarnya kegiatan (Persero) must be adjusted in such a way to the size of the
Perusahaan sehingga memungkinkan pengambilan company's activities so as to enable effective, appropriate
putusan yang efektif, tepat dan cepat dalam segala bidang and fast decision making in all business fields of PT Angkasa
usaha PT Angkasa Pura I (Persero) serta dapat bertindak Pura I (Persero) and to act independently, which means
secara independen, dalam hal ini tidak mempunyai having no interest that can interfere with its ability to carry
kepentingan yang dapat mengganggu kemampuannya out tasks independently and critically.
untuk melaksanakan tugas secara mandiri dan kritis.
Seluruh anggota Direksi PT Angkasa Pura I (Persero) telah All members of the Board of Directors of PT Angkasa Pura
memenuhi kriteria dan ketentuan yang dipersyaratkan I (Persero) have met the criteria and conditions required
dalam uji kepatutan dan kelayakan (fit and proper test) in the fit and proper test based on the Limited Liability
berdasarkan Undang-Undang Perseroan Terbatas, Company Law, the Company's Articles of Association,
Anggaran Dasar Perusahaan, peraturan terkait Tata Kelola regulations relating to good corporate governance, and
Perusahaan yang Baik, serta peraturan dan ketentuan lain other relevant regulations and provisions. All members of
yang terkait. Seluruh anggota Direksi memiliki integritas, the Board of Directors have adequate integrity, competence
kompetensi, dan reputasi yang memadai. and reputation.
Komposisi dan dasar pengangkatan Direksi adalah The composition and basis for the appointment of the Board
sebagai berikut. of Directors are as follows.
PERIODE 1 JANUARI 2018 – 14 FEBRUARI 2018 PERIOD OF JANUARY 1, 2018 – FEBRUARY 14, 2018
Periode 1 Januari 2018 – 14 Februari 2018, Direksi For the period of January 1, 2018 - February 14, 2018, the
berjumlah 7 (tujuh) orang, terdiri dari 1 (satu) orang Board of Directors consisted of 7 (seven) people, consisting
Direktur Utama dan 6 (enam) orang Direktur. Seluruh of 1 (one) President Director and 6 (six) Directors. All
anggota Direksi berdomisili di wilayah kerja Kantor Pusat members of the Board of Directors resided in the working
PT Angkasa Pura I (Persero). area of PT Angkasa Pura I (Persero)’s Head Office.

Name Position Executor Appointment Basis Effective Date
Faik Fahmi Direktur Utama Kementerian Surat Keputusan Menteri Negara BUMN 22 Desember 2017
President Director BUMN Nomor SK-289/MBU/12/2017 tanggal December 22, 2017
The Ministry of 22 Desember 2017.
State-Owned Decree of the Minister of State-
Enterprises Owned Enterprises Number SK-289/
MBU/12/2017 dated December 22, 2017.

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Wendo Asrul Direktur Operasi Kementerian Surat Keputusan Menteri Negara BUMN 9 November 2015
Rose Operation Director BUMN Nomor SK-22/MBU/11/2015 tanggal 9 November 9, 2015
The Ministry of November 2015.
State-Owned Decree of the Minister of State-Owned
Enterprises Enterprises Number: SK-22/MBU/11/2015
dated November 9, 2015.
Novrihandri Direktur Keuangan Kementerian Surat Keputusan Menteri Negara BUMN 9 November 2015
Finance Director BUMN Nomor SK-22/MBU/11/2015 tanggal 9 November 9, 2015
Adi Nugroho Direktur SDM dan Kementerian Surat Keputusan Menteri Negara BUMN 9 November 2015
Umum BUMN Nomor SK-22/MBU/11/2015 tanggal 9 November 9, 2015
Human Capital The Ministry of November 2015.
and General Affair State-Owned Decree of the Minister of State-Owned
Director Enterprises Enterprises Number: SK-22/MBU/11/2015
Polana Direktur Teknik Kementerian Surat Keputusan Menteri Negara BUMN 10 April 2013
Banguningsih Technical Director BUMN Nomor SK-208/MBU/2013 tanggal 10 April 10, 2013
The Ministry of April 2013.
Enterprises Enterprises Number: SK-208/MBU/2013
dated April 10, 2013.
Devy Suradji Direktur Kementerian Surat Keputusan Menteri Negara BUMN 22 Desember 2017
Pemasaran dan BUMN Nomor SK-289/MBU/12/2017 tanggal December 22, 2017
Pelayanan The Ministry of 22 Desember 2017.
Marketing and State-Owned Decree of the Minister of State-
Services Director Enterprises Owned Enterprises Number SK-289/
MBU/12/2017 dated December 22, 2017.
Sardjono Jhony Direktur Kementerian Surat Keputusan Menteri Negara BUMN 11 Agustus 2017
Tjitrokusumo Pengembangan BUMN Nomor SK-155/MBU/08/2017 tanggal 11 August 11, 2017
Usaha The Ministry of Agustus 2017.
Business State-Owned Decree of the Minister of State-
Development Enterprises Owned Enterprises Number: SK-155/
Director MBU/08/2017 dated August 11, 2017.
PERIODE 14 FEBRUARI 2018 – 5 MARET 2018 PERIOD OF FEBRUARY 14, 2018 – MARCH 5, 2018
Periode 14 Februari 2018 – 5 Maret 2018, Direksi berjumlah For the period of February 14, 2018 – March 5, 2018, the
6 (enam) orang, terdiri dari 1 (satu) orang Direktur Utama Board of Directors consisted of 6 (six) people, consisting of 1
dan 5 (lima) orang Direktur. Seluruh anggota Direksi (one) President Director and 5 (five) Directors. All members
berdomisili di wilayah kerja Kantor Pusat PT Angkasa Pura of the Board of Directors resided in the working area of
I (Persero). PT Angkasa Pura I (Persero)’s Head Office.

President Director BUMN Nomor SK-289/MBU/12/2017 tanggal 22 December 22, 2017
The Ministry of Desember 2017.
Enterprises Enterprises Number SK-289/MBU/12/2017
dated December 22, 2017.
Wendo Asrul Rose Direktur Operasi Kementerian Surat Keputusan Menteri Negara BUMN 9 November 2015
Operation Director BUMN Nomor SK-22/MBU/11/2015 tanggal 9 November 9, 2015


Devy Suradji Direktur Kementerian Surat Keputusan Menteri Negara BUMN 22 Desember 2017
Pemasaran dan BUMN Nomor SK-289/MBU/12/2017 tanggal 22 December 22, 2017
Pelayanan The Ministry of Desember 2017.
Marketing and State-Owned Decree of the Minister of State-Owned
Services Director Enterprises Enterprises Number SK-289/MBU/12/2017
Business State-Owned Decree of the Minister of State-Owned
Development Enterprises Enterprises Number: SK-155/MBU/08/2017
Director dated August 11, 2017.
PERIODE 5 MARET 2018 – 31 DESEMBER 2018 PERIOD OF MARCH 5, 2018 – DECEMBER 31, 2018
Periode 5 Maret 2018 – 31 Desember 2018, Direksi For the period of March 5, 2018 – March 31, 2018, the Board
berjumlah 7 (tujuh) orang, terdiri dari 1 (satu) orang of Directors consisted of 7 (seven) people, consisting of 1
Direktur Utama dan 6 (enam) orang Direktur. Seluruh (one) President Director and 6 (six) Directors. All members
anggota Direksi berdomisili di wilayah kerja Kantor Pusat of the Board of Directors resided in the working area of
PT Angkasa Pura I (Persero). PT Angkasa Pura I (Persero)’s Head Office.

President Director BUMN Nomor SK-289/MBU/12/2017 tanggal 22 December 22, 2017
The Ministry of Desember 2017.
Wendo Asrul Rose Direktur Operasi Kementerian Surat Keputusan Menteri Negara BUMN 9 November 2015
Operation Director BUMN Nomor SK-22/MBU/11/2015 tanggal 9 November 9, 2015
Lukman F. Laisa Direktur Teknik Kementerian Surat Keputusan Menteri Negara BUMN 5 Maret 2018
Technical Director BUMN Nomor SK-53/MBU/03/2018 tanggal 5 March 5, 2018
The Ministry of Maret 2018.
dated March 5, 2018.
Devy Suradji Direktur Pemasaran Kementerian Surat Keputusan Menteri Negara BUMN 22 Desember 2017
dan Pelayanan BUMN Nomor SK-289/MBU/12/2017 tanggal 22 December 22, 2017
Marketing and The Ministry of Desember 2017.
Services Director State-Owned Decree of the Minister of State-Owned
Business State-Owned Decree of the Minister of State-Owned
Development Enterprises Enterprises Number: SK-155/MBU/08/2017
Director dated August 11, 2017.
PROGRAM ORIENTASI BAGI DIREKSI BARU ORIENTATION PROGRAMS FOR NEW DIRECTORS
Program pengenalan dimaksudkan agar Direksi yang The orientation program is intended for the Board of
berasal dari berbagai latar belakang dapat saling Directors to be of various origins background and experience
mengenal dan memahami Perseroan. can recognize and understand the activities and conditions
of the Company.

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Program Pengenalan meliputi hal-hal sebagai berikut. The Orientation Program include the followings.
1. Sekretaris Perusahaan bertanggung jawab untuk 1. Corporate Secretary is responsible to organize an
mengadakan program pengenalan yang materinya orientation program in which the material includes:
meliputi:
a. Pelaksanaan prinsip-prinsip good corporate a. Implementation of good corporate governance
governance oleh Perseroan. principles by the Company.
b. Gambaran mengenai Perseroan berkaitan dengan b. Overview about the Company related to the
tujuan, sifat, lingkup kegiatan, kinerja keuangan Company’s purposes, nature, scope of activities,
dan operasi, strategi, rencana usaha jangka financial and operational performance, strategy,
pendek dan jangka panjang, posisi kompetitif, short term and long term business plan, competitive
tingkat risiko dan berbagai masalah strategis position, level of risk and various other strategic
lainnya. issues.
c. Keterangan berkaitan dengan kewenangan yang c. Information related to delegated authority, internal
didelegasikan, audit internal dan eksternal, sistem and external audit, internal control system and
dan kebijakan pengendalian internal, termasuk policies, including Audit Committee.
Komite Audit.
d. Keterangan mengenai tugas dan tanggung jawab d. Information related to roles and responsibilities
Direksi dan hubungan kerja dengan Dewan of the Directors and work relationship with the
Komisaris serta hal-hal yang tidak diperbolehkan Board of Commissioners as well as things that are
dilakukan oleh seorang anggota Direksi. prohibited to be done by a member of the Directors.
2. Sekretaris Perusahaan menyiapkan hal-hal yang 2. Corporate Secretary to prepare the things necessary to
diperlukan untuk melakukan program pengenalan conduct orientation program such as:
seperti:
a. Jadwal pertemuan dengan Dewan Komisaris dan a. Meeting schedule with the Board of Commissioners
Pejabat Perseroan. and Corporate Officials.
b. Materi Presentasi oleh Komisaris Utama. b. Presentation Material by President Commissioner.
c. Materi Presentasi oleh Direktur Utama. c. Presentation Material by President Director.
3. Sekretaris Perusahaan memberitahukan Direktur 3. Corporate Secretary to inform the President Director
Utama atau penggantinya bahwa program pengenalan or his/her replacement that the orientation program is
siap untuk dilaksanakan. ready to be executed.
4. Sekretaris Perusahaan menyiapkan dan 4. Corporate Secretary to prepare and deliver invitation
menyampaikan undangan yang dilengkapi dengan equipped with materials of orientation program of the
bahan-bahan program pengenalan anggota Direksi new Member of Directors.
yang baru.
5. Anggota Direksi yang baru ditunjuk mempelajari 5. Newly appointed Member of Directors learns the
bahan-bahan yang diterima. materials received.
6. Dewan Komisaris dan Direksi mengikuti program 6. The Board of Commissioners and Directors to participate
pengenalan anggota Direksi yang baru ditunjuk in the orientation program of newly appointed Member
berupa: of Directors such as :
a. Presentasi oleh Komisaris Utama. a. Presentation by President Commissioner.
b. Presentasi oleh Direktur Utama. b. Presentation by President Director.
c. Perkenalan dengan Pejabat-pejabat Perseroan. c. Introduction to the Corporate Officials.
d. Presentasi ringkas dari Pejabat Perseroan mengenai d. Brief presentation from the Corporate Officials
bidang yang menjadi kewenangan masing-masing. regarding the fields of each authority.
7. Bila masih terdapat hal-hal yang perlu ditanyakan oleh 7. If there are things that are still questioned by the newly
anggota Direksi yang baru ditunjuk, maka pertanyaan appointed Member of the Directors, the question can be
dapat diajukan baik secara tertulis maupun lisan asked whether in writing or oral to the related parties.
kepada pihak-pihak yang terkait.
8. Apabila diperlukan, Sekretaris Perusahaan mengatur 8. If required, Corporate Secretary will arrange the visit
kunjungan Direksi ke unit kerja/Kantor Cabang/ of the Directors to the Company’s working unit/branch
Proyek Perseroan. office/project.
9. Sekretaris Perusahaan mendokumentasikan daftar 9. Corporate Secretary to document attendance list of the
hadir atas pelaksanaan program pengenalan. implementation of orientation program.

Program orientasi bagi Direktur baru yakni Bapak Lukman Orientation Program for New Director namely Mr. Lukman
F. Laisa selaku Direktur Teknik dilaksanakan pada tanggal F. Laisa as Technical Director was carried out on 14 March
14 Maret 2018. 2018.
RUANG LINGKUP PEKERJAAN DAN TANGGUNG SCOPE OF WORK AND RESPONSIBILITIES OF THE BOARD
JAWAB MASING-MASING ANGGOTA DIREKSI OF DIRECTORS
Ruang lingkup tugas dan tanggung jawab The scope of duties and responsibilities of the Company’s
Direksi Perseroan yang diatur dalam Surat Board of Directors provided in the Decision Letter of
Keputusan Direksi Nomor KEP.101/OM.01.01/2018 the Board of Directors Number KEP.101/OM.01.01/2018
tentang Organisasi dan Tata Kerja Kantor Pusat concerning Organization and Work Procedures of PT
PT Angkasa Pura I (Persero) adalah sebagai berikut. Angkasa Pura I (Persero) Central Office is as follows.
Tabel Ruang Lingkup Pekerjaan dan Tanggung Jawab Masing-Masing Anggota Direksi
Table of Scope of Work and Responsibilities of The Board of Directors
Nama Jabatan Duties and Responsibilities

Name Position Task Field
Faik Fahmi Direktur Utama Memastikan penyelenggaraan fungsi pengurusan/pengelolaan oleh para
President Director anggota Direksi sesuai tugas pokok Perseroan melalui penetapan kebijakan
yang dilakukan oleh Direktur dan pengendalian pelaksanaan tugas internal
audit, corporate secretary, legal, corporate planning and transformation serta
compliance and risk management.
Ensuring the execution of stewardship/management function by the members
of the Board of Directors is in accordance with the main duties of the Company
through implementation of policies conducted by the Directors and control of the
execution of internal audit, corporate secretary, legal, corporate planning and
transformation role as well as compliance and risk management.
Wendo Asrul Direktur Operasi Memastikan ditetapkannya kebijakan dan strategi bidang operasi yang efektif,
Rose Operation Director serta memastikan tercapainya peningkatan Customer Satisfaction Index (CSI),
peningkatan pendapatan aeronautika dan non aeronautika serta kontribusi
terhadap lingkungan melalui penetapan kebijakan dan strategi bidang operasi.
Ensuring the establishment of effective operations sector policies and strategies,
and ensuring the achievement of the improvement of Customer Satisfaction Index
(CSI), increase in aeronautical and non-aeronautical revenue as well as contribution
to the environment through enactment of policies and strategies of operation field.
Novrihandri Direktur Keuangan Memastikan ditetapkannya kebijakan dan strategi bidang keuangan yang efektif
Finance Director serta memastikan tercapainya peningkatan Customer Satisfaction Index (CSI),
terhadap lingkungan melalui penetapan kebijakan dan strategi bidang keuangan
dan pegadaan barang/jasa.
Ensuring the establishment of effective financial policies and strategies and
ensuring the achievement of the improvement of Customer Satisfaction Index
to the environment through enactment of policies and strategies of finance and
goods/services procurement field.
Adi Nugroho Direktur SDM dan Umum Memastikan ditetapkannya kebijakan dan strategi bidang SDM, pelatihan dan
Human Capital and General pengembangan, pelayanan umum serta program PKBL yang efektif serta
Affair Director memastikan tercapainya peningkatan Customer Satisfaction Index (CSI),
terhadap lingkungan melalui penetapan kebijakan dan strategi bidang sumber
daya manusia, pelatihan dan pengembangan, pelayanan umum serta Program
Kemitraan dan Bina Lingkungan (PKBL).
Ensuring the enactment of HR policies and strategies, training and development,
public services and effective PKBL programs and ensuring the achievement of
the improvement of Customer Satisfaction Index (CSI), increase in aeronautical
and non-aeronautical revenue as well as contribution to the environment
through enactment of policies and strategies of human capital field, training and
development, general affairs as well as Partnership and Environmental Guide
Program (PKBL).
Polana Direktur Teknik Memastikan ditetapkannya kebijakan dan strategi bidang teknik yang efektif
Banguningsih* Technical Director serta memastikan tercapainya peningkatan Customer Satisfaction Index (CSI),
Lukman F. Direktur Teknik terhadap lingkungan melalui penetapan kebijakan dan strategi bidang teknik.
Laisa** Technical Director Ensuring effective technical policies and strategies are established and ensuring
the achievement of the improvement of Customer Satisfaction Index (CSI),
increase in aeronautical and non-aeronautical revenue as well as contribution to
the environment through enactment of policies and strategies of technical field.

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2018 Annual Report
Nama Jabatan Duties and Responsibilities

Name Position Task Field
Devy Suradji Direktur Pemasaran dan Memastikan ditetapkannya kebijakan dan strategi bidang pemasatan dan
Pelayanan pelayanan yang efektif serta tercapainya peningkatan Customer Satisfaction
Marketing and Services Director Index (CSI), peningkatan pendapatan aeronautika dan non aeronautika serta
kontribusi terhadap lingkungan melalui penetapan kebijakan dan strategi
bidang pemasaran dan pelayanan.
Ensuring effective marketing and service policies and strategies are established
and emsuring the achievement of the improvement of Customer Satisfaction Index
to the environment through enactment of policies and strategies of marketing and
services field.
Sardjono Jhony Direktur Pengembangan Usaha Memastikan ditetapkannya kebijakan dan strategi bidang kerja sama,
Tjitrokusumo Business Development Director pengembangan usaha dan teknologi informasi yang efektif, serta memastikan
tercapainya peningkatan Customer Satisfaction Index (CSI), peningkatan
pendapatan aeronautika dan non aeronautika serta kontribusi terhadap
lingkungan melalui penetapan kebijakan dan strategi bidang kerja sama,
pengembangan usaha dan teknologi informasi.
Ensuring the establishment of effective policies and strategies in the areas of
cooperation, business development and information technology, and ensuring the
achievement of the improvement of Customer Satisfaction Index (CSI), increase
in aeronautical and non-aeronautical revenue as well as contribution to the
environment through enactment of policies and strategies of cooperation fields,
business development and information technology.
Keterangan: Description:
*Berhenti menjabat sejak tanggal 14 Februari 2018. *Resigned from office effective since 14 February 2018.
**Mulai menjabat sejak tanggal 5 Maret 2018. **Assume office effective since 5 March 2018.
KEBIJAKAN KEBERAGAMAN KOMPOSISI DIREKSI DIVERSITY POLICY OF THE COMPOSITION OF BOARD OF

DAN PENERAPANNYA COMMISSIONERS AND THE IMPLEMENTATION
Kebijakan keberagaman komposisi Direksi pada Diversity policy of the composition of the Board of
PT Angkasa Pura I (Persero) dilakukan berdasarkan Directors in PT Angkasa Pura I (Persero) is done based on
Peraturan Menteri Negara BUMN Nomor PER-01/ the Regulation of the Minister of State-Owned Enterprises
MBU/2012 tentang Persyaratan dan Tata Cara Number: PER-01/MBU/2012 concerning Requirements and
Pengangkatan dan Pemberhentian Anggota Direksi Procedures of Appointment and Dismissal of the members
BUMN. Berdasarkan peraturan tersebut, anggota Direksi of the Board of Directors of State-Owned Enterprises. Based
harus memenuhi persyaratan materiil sebagai berikut. on the regulation, members of the Board of Directors must
meet the material requirements as follows:
a. Pengalaman, dalam arti yang bersangkutan memiliki a. Experience, in the sense that the people concerned
rekam jejak (track record) yang menunjukkan keberhasilan have a track record that shows the success in the
dalam pengurusan BUMN/Perusahaan/lembaga tempat management of SOE/company/institution where the
yang bersangkutan bekerja sebelum pencalonan. people concerned work before the nomination.
b. Keahlian, dalam arti yang bersangkutan memiliki: b. Expertise, in the sense that the people concerned have:
- Pengetahuan yang memadai di bidang usaha - Sufficient knowledge in the concerned SOE business
BUMN yang bersangkutan. field;
- Pemahaman terhadap manajemen dan Tata - Understanding of management and corporate
Kelola Perusahaan. governance;
- Kemampuan untuk merumuskan dan - Ability to formulate and implement the strategic
melaksanakan kebijakan strategis dalam rangka policies in the framework of SOE development.
pengembangan BUMN.
c. Integritas, dalam arti yang bersangkutan tidak pernah c. Integrity, in the sense that the people concerned are
terlibat: never involved in:
- Perbuatan rekayasa dan praktik-praktik - Manipulation acts and deviant practices, in the
menyimpang, dalam pengurusan BUMN/ management of the SOE/company/institution
Perusahaan/lembaga tempat yang bersangkutan where the people concerned work before the
bekerja sebelum pencalonan (berbuat tidak jujur). nomination (act dishonest);
- Perbuatan cidera janji yang dapat dikategorikan - The act of breaking the promise that can be
tidak memenuhi komitmen yang telah disepakati categorized that the people concerned do not fulfill
dengan BUMN/Perusahaan/lembaga tempat the agreed commitments with the SOE/company/
yang bersangkutan bekerja sebelum pencalonan institution where the people concerned work before
(berperilaku tidak baik). the nomination (behave badly);
- Perbuatan yang dikategorikan dapat memberikan - The act that can be categorized as provide unlawful
keuntungan secara melawan hukum kepada benefits to the candidate member of the Board of
pribadi calon anggota Direksi, pegawai BUMN/ Directors, the employee of the SOE/company/

Perusahaan/lembaga tempat yang bersangkutan institution where the people concerned work before
bekerja, atau golongan tertentu sebelum the nomination (behave inappropriately);
pencalonan (berperilaku tidak baik).
- Perbuatan yang dapat dikategorikan sebagai - The act that can be categorized as violations of
pelanggaran terhadap ketentuan yang berkaitan the provisions related to the principles of healthy
dengan prinsip-prinsip pengurusan perusahaan corporate governance (bad behavior).
yang sehat (perilaku tidak baik).
d. Kepemimpinan, dalam arti yang bersangkutan d. Leadership, in the sense that the people concerned has
memiliki kemampuan untuk: the ability to:
- Memformulasikan dan mengartikulasikan Visi - Formulating and articulating the Company's Vision;
Perusahaan.
- Mengarahkan pejabat dan karyawan Perusahaan -
Directing Company’s officials and employees in
agar mampu melakukan sesuatu untuk order to be able to do something to realize the
mewujudkan tujuan Perusahaan. Company's objectives;
- Membangkitkan semangat (memberi energi baru) - Energizing (give new energy) and providing
dan memberikan motivasi kepada pejabat dan motivation to the Company’s officials and
karyawan Perusahaan untuk mampu mewujudkan employees in order to be able to realize the
tujuan Perusahaan. Company's objectives;
e. Memiliki kemauan yang kuat (antusias) dan dedikasi e. Have a strong will (enthusiasm) and high dedication to
yang tinggi untuk memajukan dan mengembangkan promote and develop the SOE concerned.
BUMN yang bersangkutan.
Pada periode 2018, keberagaman komposisi Direksi yang In the period of 2018, the diversity of the Board of Directors
tercermin dalam pendidikan, pengalaman kerja, usia, dan jenis compositions reflected in education, work experience, age,
kelamin dapat dilihat sebagaimana dalam tabel di bawah ini: and gender can be seen as in the table below:
Tabel Keberagaman Komposisi Direksi

Table of Composition Diversity of the Board of Directors
Jenis
Kelamin
Name Position Age Education Work experience Skill
Gender
Faik Fahmi Direktur Utama 51 Pria Sarjana Ekonomi - Direktur Utama Garuda Orient Manajemen
President Male Bachelor of Holiday Japan, Ltd (Januari 2010 - Management
Director Economy April 2012).
- Direktur Layanan/Executive Vice
President (EVP) of Service PT
Garuda Indonesia (Persero) Tbk
(April 2012-Desember 2014).
- Direktur Komersial dan
Pengembangan Usaha PT Angkasa
Pura II (Persero) (Januari 2015-11
September 2016).
- Direktur Pelabuhan PT ASDP
Indonesia Ferry (Persero) (12
September 2016-21 Desember
2016).
- Direktur Utama PT ASDP Indonesia
Ferry (Persero) (21 Desember 2016-
22 Desember 2017).
- President Director of Garuda Orient
Holiday Japan, Ltd (January 2010 -
April 2012).
- Director of Service/Executive Vice
President (EVP) of Service of PT
Garuda Indonesia (Persero) Tbk
(April 2012-December 2014).
- Commercial and Business
Development Director of PT Angkasa
Pura II (Persero) (January 2015-11
September 2016).
- Port Director of PT ASDP Indonesia
Ferry (Persero) (12 September 2016-
21 December 2016).
- President Director of PT ASDP
Indonesia Ferry (Persero) (21
December 2016-22 December 2017).

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2018 Annual Report
Jenis
Kelamin
Gender
Wendo Asrul Direktur 48 Pria Sarjana Teknik - Kepala Dinas Mekanikal dan Teknik Teknik Mesin dan
Rose Operasi Male Bachelor of Air (2003-2004). Operasional
Operation Engineering - Asisten Deputi Direktur (2004- Kebandarudaraan
Director 2009). Machine
- Deputi Direktur Teknik Pengawasan Engineering
(2009-2011). and Airport
- Pimpinan Proyek Pengembangan Operational.
Bandar Udara Internasional
Sepinggan (2011-2013).
- General Manager Bandar Udara
Internasional Sultan Aji Muhammad
Sulaiman Sepinggan Balikapapan
(2013-2015).
- Head of Water Mechanical and
Technical Office (2003-2004).
- Assistant Deputy of Director (2004-
2009).
- Deputy of Supervisory Technical
Director (2009-2011).
- Head of Sepinggan Airport
Development Project (2011-2013).
- General Manager of Sultan Aji
Muhammad Sulaiman Airport,
Sepinggan Balikapapan (2013-2015).
Novrihandri Direktur 47 Pria - Sarjana - Internal Auditor Director Akuntansi,
Keuangan Male Ekonomi PT Angkasa Pura I (Persero) (2005- Finance dan
Finance dari Jurusan 2007). Teknologi
Director Akuntansi - Assistant Deputy – Director Marketing Informasi
- Program PT Angkasa Pura I (Persero) (2007- Accounting,
Pascasarjana 2011), Finance and
- Bachelor of - General, HR and Finance Director Information
Economy from PT Angkasa Pura Suport (2012-2015). Technology
Accounting - Business Development Group Head
Major PT Angkasa Pura I (Persero) (2013-
- Post-Graduate 2014).
Program - Finance and ICT Director PT Angkasa
Pura I (Persero) (2015-2017).
- Finance and Procurement (2017-
2018)
- Internal Auditor Director of
PT Angkasa Pura I (Persero) (2005-
2007).
- Assistant Deputy – Director
Marketing of PT Angkasa Pura I
(Persero) (2007-2011),
- General, HR and Finance Director
PT Angkasa Pura Support (2012-2015).
- Business Development Group Head
of PT Angkasa Pura I (Persero) (2013-
2014).
- Finance and ICT Director of
PT Angkasa Pura I (Persero) (2015-
2017).
- Finance and Procurement (2017-
2018)
Adi Nugroho Direktur SDM 49 Pria - Sajana pada - Manager Komersial dan Human capital
dan Umum Male Jurusan Pengembangan Usaha (2008- Human capital
Human Capital Manajemen 2012),
and General Sumber Daya - Deputi Direktur Komersial dan
Affairs Director Manusia Pengembangan Usaha Wilayah II
- Magister (2012-2013),
pada Jurusan - Business Development Group Head
Marketing (2013) dan
- Doktor pada - Project Portfolio Analyst (2013-
Jurusan 2015).
Service - Manager Commercial and Business
Management Development (2008-2012),
- Bachelor in - Commercial and Business
Human Capital Development Region II Deputy
Major Director (2012-2013),
- Master in - Business Development Group Head
Marketing (2013) and
Major - Project Portfolio Analyst (2013-
- Doctor in 2015).
Service
Management
Major

Jenis
Kelamin
Gender
Polana Direktur Teknik 57 Wanita - Sarjana - Kasi Mutu Konstruksi Sipil Ditjen Bidang Teknik
Banguningsih* Technical Female Teknik Hubud (1992–2002). Technical Field
Director - Program - Pemimpin Proyek PFBUJ (2002).
Pasca Sarjana - Kasi Keterpaduan Program Bandara
bidang (2002–2005).
Transportasi - Kasubdit Program Bandara (2005–
- Bachelor of 2007).
Engineering - Kasubdit Prasarana Bandara
- Post Graduate (2008).
Program of - Dirjen Hubud (2018).
Transportation - Head of Civil Construction Quality
Field Department of Air Transportation
Directorate General (1992–2002).
- Project Leader of PFBUJ (2002).
- Head of Airport Integration Program
Department (2002–2005).
- Kasubdit of Airport Program (2005–
2007).
- Kasubdit of Airport Infrastructure
(2008).
- Air Transportation Directorate
General (2018).
Lukman F. Direktur Teknik 50 Pria Sarjana Teknik - Kepala Seksi Pekerjaan Sipil Proyek Teknik Sipil dan
Laisa** Technical Male Sipil Konstruksi Bandar Udara Padang Manajemen
Director Bachelor of Civil Baru (2002-2005). Proyek
Engineering - Kepala Satker Bandar Udara Civil Engineering
Hasanuddin – Makassar (2007- and Project
2009). Management
- Kepala Seksi Program dan
Standarisasi Prasarana Bandar
Udara, Direktorat Bandar Udara
(2009-2013).
- Kepala Bidang Pelayanan dan
Pengoperasian Bandara Kantor
Otoritas Wil. III Surabaya (2013-
2014).
- Kepala Bagian Perencanaan
Setditjen Perhubungan Udara
(2014-2015).
- Kepala Kantor Unit Penyelenggara
Bandar Udara Kelas I Wamena
(2015).
- Direktur Teknik LPPNPI/Airnav
Indonesia (2015-2017).
- Kasubdit Kerjasama Angkutan
Udara, Direktorat Angkutan Udara
(2017-2018).
- Direktur Teknik PT Angkasa Pura I
(Persero) (5 Maret 2018 – sekarang).
- Head of Padang Baru Airport
Construction Project Civil Work
Department (2002-2005).
- Head of Hasanuddin Airport –
Makassar Working Unit (2007-2009).
- Head of Program and Standardization
of Airport Infrastructure, Airport
Directorate (2009-2013).
- Head of Service and Operation of
Surabaya Region III Airport Operation
Authority Office (2013-2014).
- Head of Air Transportation
Secretariat Directorate General
Planning Department (2014-2015).
- Head of Class I Wamena Airport
Management Unit Office (2015).
- Technical Director of LPPNPI/Airnav
- Kasubdit of Air Transportation
Cooperation, Air Transportation
Directorate (2017-2018).
- Technical Director of PT Angkasa
Pura I (Persero) (5 March 2018 –
present).

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2018 Annual Report
Jenis
Kelamin
Gender
Devy Suradji Direktur 48 Wanita - Sarjana - General Manager Competency Marketing &
Pemasaran dan Female bidang Management PT Surveyor Indonesia Services
Pelayanan Perikanan sejak (1996–2004), Marketing &
Marketing - Master - Managing Director Indonesia Friday Services
and Services Environmental Concepts Sdn. Bhd. (2005–2007),
Director Health - Chief Consultant di Tricon Group
Management Indonesia (2007–2009)
New - Marketing and Communication
- Bachelor in Director WWF Indonesia (2009–
Fishery field 2017),
- Master - Staf Khusus Menteri BUMN (2017),
Environmental - Komisaris PT Telkom Indonesia
Health (Persero) Tbk (2017).
Management - General Manager Competency
New Management of PT Surveyor
Indonesia since (1996–2004),
- Managing Director of Indonesia
Friday Concepts Sdn. Bhd. (2005–
2007),
- Chief Consultant at Tricon Group
Indonesia (2007–2009)
- Marketing and Communication
Director of WWF Indonesia (2009–
2017),
- Special Staff of Minister of SOE
(2017),
- Commissioner of PT Telkom Indonesia
(Persero) Tbk (2017).
Sardjono Direktur 47 Pria Lulusan - Pilot Di Merpati Airlines Sejak (1991- Bidang Niaga
Jhony Pengembangan Male Australian 2004), (Perdagangan),
Tjitrokusumo Usaha Aviation College - Silk Air Singapore Airlines (2004- dan
Business Australian 2006), Pengembangan
Development Aviation College - Qatar Airways (2006-2008). Usaha
Director Graduate - Etihad Airways (2008-2010), Trading, and
- Direktur Utama PT Merpati Business
Nusantara Airlines (2010-2012), Development
- Founder/Owner Leste Aviation Field
(2013),
- Founder PT MBN (2007-2017),
- Direktur Operasional West Java
International Airport (2015),
- Chairman West Java Enterprises
Partnership (WEP) (2016-2017).
- Pilot at Merpati Airlines Since (1991-
2004),
- Silk Air Singapore Airlines (2004-
2006),
- Qatar Airways (2006-2008).
- Etihad Airways (2008-2010),
- President Director of PT Merpati
Nusantara Airlines (2010-2012),
- Founder/Owner of Leste Aviation
(2013),
- Founder of PT MBN (2007-2017),
- Operational Director of West Java
International Airport (2015),
- Chairman of West Java Enterprises
Partnership (WEP) (2016-2017).
HUBUNGAN AFILIASI DIREKSI AFFILIATE RELATIONSHIPS OF THE BOARD OF

DIRECTORS
Direksi senantiasa bertindak independen, dalam arti The Board of Directors shall always act independently, in
tidak mempunyai benturan kepentingan yang dapat the sense that there is no conflict of interest which may
mengganggu kemampuannya untuk melaksanakan tugas interfere the ability to perform its duties independently and
secara mandiri dan kritis, baik dalam hubungan satu sama critically, whether in relation among others or to the Board
lain maupun hubungan terhadap Dewan Komisaris. of Commissioners.
Direksi tidak memiliki hubungan keuangan, hubungan The Board of Directors has no financial relationship,
kepengurusan, kepemilikan saham dan/atau hubungan management relationship, share ownership and/ or family
keluarga dengan anggota Dewan Komisaris lainnya, relationship with other members of Board of Commissioners,
Direksi dan/atau Pemegang Saham Pengendali atau Board of Directors and/or Controlling Shareholders or

hubungan dengan Bank, sehingga, dapat melaksanakan relationship with the Company so that they can perform
tugas dan tanggung jawabnya secara independen. their duties and responsibilities independently.
Hubungan afiliasi antara anggota Direksi, Dewan Affiliate relationships between members of the Board of
Komisaris, dan Pemegang Saham Utama dan/atau Directors, Board of Commissioners and Main Shareholders
pengendali, yang meliputi: and /or controllers, include:
- Hubungan afiliasi antara anggota Direksi dengan - Affiliate relationships between members of the Board of
anggota Direksi lainnya; Directors and other members of the Board of Directors;
- Hubungan afiliasi antara anggota Direksi dan anggota - Affiliate relationships between members of the Board of
Dewan Komisaris; Directors and members of the Board of Commissioners;
- Hubungan afiliasi antara anggota Direksi dengan - Affiliate relationships between members of the Board of
Pemegang Saham Utama dan/atau pengendali; Directors and the Principal Shareholders and/or controllers;
- Hubungan afiliasi antara anggota Dewan Komisaris - Affiliate relationships between members of the Board
dengan anggota Komisaris lainnya; dan of Commissioners and other members of the Board of
Commissioners; and
- Hubungan afiliasi antara anggota Dewan Komisaris - Affiliate relationships between members of the Board
dengan Pemegang Saham Utama dan/atau pengendali. of Commissioners and the Main Shareholders and/or
controllers.
Independensi Direksi dapat dilihat sebagaimana tabel di The independence of the Board of Directors can be seen in
bawah ini: the table below:
Tabel Hubungan Afiliasi Direksi

Affiliate relationships between the Board of Directors
Hubungan Keuangan, Keluarga dan Kepengurusan Direksi

Relationship of Financial, Family and Management of the Board of Directors
Hubungan Keuangan Dengan Hubungan Keluarga Dengan Hubungan

Financial Relationship With Family Relationship With Kepengurusan
Dengan
Pemegang Pemegang Perusahaan
Nama Jabatan Dewan Dewan
Direksi Saham Direksi Saham Lain
Name Position Komisaris Komisaris
Board of Pengendali Board of Pengendali Management
Board of The Board of Relationships
Directors Controlling Directors Controlling
Commissioners Commissioners with Others
Companies

Faik Fahmi Direktur Utama √ √ √ √ √ √ √

President
Director
Wendo Asrul Direktur √ √ √ √ √ √ √
Rose Operasi
Operation
Director
Novrihandri Direktur √ √ √ √ √ √ √
Keuangan
Finance Director
Adi Nugroho Direktur SDM √ √ √ √ √ √ √

dan Umum
Human Capital
and General
Affair Director
Polana Direktur Teknik √ √ √ √ √ √ √
Banguningsih* Technical
Director
Lukman F. Direktur Teknik √ √ √ √ √ √ √
Laisa** Technical
Director
Devy Suradji Direktur √ √ √ √ √ √ √
Pemasaran dan
Pelayanan
Marketing
and Services
Director

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2018 Annual Report
Hubungan Keuangan, Keluarga dan Kepengurusan Direksi

Relationship of Financial, Family and Management of the Board of Directors
Hubungan Keuangan Dengan Hubungan Keluarga Dengan Hubungan

Financial Relationship With Family Relationship With Kepengurusan
Dengan
Pemegang Pemegang Perusahaan
Nama Jabatan Dewan Dewan
Direksi Saham Direksi Saham Lain
Name Position Komisaris Komisaris
Board of Pengendali Board of Pengendali Management
Board of The Board of Relationships
Directors Controlling Directors Controlling
Commissioners Commissioners with Others
Companies

Sardjono Direktur √ √ √ √ √ √ √
Jhony Pengembangan
Tjitrokusumo Usaha
Business
Development
Director
KEBIJAKAN RANGKAP JABATAN DIREKSI DUAL POSITIONS POLICY OF THE BOARD OF DIRECTORS
Selain menjabat sebagai Direksi PT Angkasa Pura I Besides serving as the Board of Directors of PT Angkasa Pura
(Persero), beberapa anggota Direksi juga merangkap I (Persero), several members of the Board of Directors are
jabatan pada perusahaan atau instansi lainnya dalam also concurrently serving other positions in other companies
lingkup yang diperbolehkan sesuai peraturan perundang- or institutions within the allowed scope in accordance with
undangan dan ketentuan lainnya yang terkait, antara the laws and other related provisions such as Regulation
lain Peraturan Menteri Negara BUMN Nomor: PER- of the Minister of State-Owned Enterprises Number: PER-
01/MBU/2012 tentang Persyaratan dan Tata Cara 01/MBU/2012 concerning Requirements and Procedure
Pengangkatan dan Pemberhentian Anggota Direksi BUMN. of Appointment and Dismissal of SOE’s Board of Directors.
Rangkap jabatan anggota Direksi PT Angkasa Pura I Dual positions of the members of the Board of Directors of
(Persero) sebagai berikut. PT Angkasa Pura I (Persero) are as follows.
Tabel Rangkap Jabatan Direksi

Table of Dual Position Board of Commissioners
Jabatan pada Perusahaan/ Nama Perusahaan/

Nama Jabatan Instansi Lain
Name Position Position on Other Company/ Instansi Lain
Institution Name of Other Company/ Institution
Faik Fahmi Direktur Utama Komisaris Utama PT Angkasa Pura Suport

President Director President Commissioner
Wendo Asrul Rose Direktur Operasi Komisaris PT Gapura Angkasa
Operation Director Commissioner
Novrihandri Direktur Keuangan Komisaris Utama PT Angkasa Pura Logistik
Finance Director President Commissioner
Adi Nugroho Direktur SDM dan Komisaris Utama PT Angkasa Pura Hotel
Umum President Commissioner
Human Capital
and General Affair
Director
Polana Banguningsih* Direktur Teknik Komisaris Utama PT Angkasa Pura Properti
Technical Director President Commissioner
Komisaris PT Jasamarga Bali Tol
Commissioner
Lukman F. Laisa** Direktur Teknik - -
Technical Director
Devy Suradji Direktur Pemasaran Vice Deputi II Indonesia Asian Games 2018
dan Pelayanan Vice Deputy II Organizing Committee (INASGOC)
Marketing and
Services Director Komisaris Utama PT Angkasa Pura Retail
Sardjono Jhony Direktur Komisaris PT Jasamarga Bali Tol
Tjitrokusumo Pengembangan Commissioner
Usaha
Business
Development Director

PENGELOLAAN BENTURAN KEPENTINGAN DIREKSI MANAGEMENT OF CONFLICT OF INTEREST OF THE

BOARD OF DIRECTORS
Dalam hal terjadi benturan kepentingan, anggota Dewan In the event of a conflict of interest occured, the members
Komisaris, Direksi dan Pejabat Eksekutif Perseroan of the Board of Commissioners, Board of Directors and
dilarang mengambil tindakan yang dapat merugikan Executive Officers of the Company are prohibited from
Perseroan atau mengurangi keuntungan Perseroan dan taking actions that could harm the Company or reduce the
wajib mengungkapkan benturan kepentingan dimaksud Company's profits and shall disclose the conflict of interest
dalam setiap keputusannya. Benturan kepentingan in any decision. Such conflicts of interest are: the difference
dimaksud antara lain adalah perbedaan antara between the economic interests of the Company and the
kepentingan ekonomi Perseroan dengan kepentingan personal economic interests of the owner, members of the
ekonomi pribadi pemilik, anggota Komisaris, anggota Board of Commissioners, members of the Board of Directors
Direksi maupun Pejabat Eksekutif Perseroan dan atau and the Executive Officer of the Company and/or parties
pihak terkait dengan Perseroan, pemberian perlakuan related to the Company; the granting of special treatment
istimewa kepada pihak – pihak tertentu diluar prosedur to the certain parties outside the prevailing procedures and
dan ketentuan yang berlaku. Apabila keputusan tetap regulations. If a decision has to be made, it shall prioritize
harus diambil, maka harus mengutamakan kepentingan the economic interests of the Company and avoid any loss
ekonomi Perseroan dan menghindarkan kerugian atau or decrease in profits of the Company.
berkurangnya keuntungan Perseroan.
KEPEMILIKAN SAHAM DIREKSI SHARE OWNERSHIP OF THE BOARD OF DIRECTORS

PT Angkasa Pura I (Persero) menyelenggarakan Daftar PT Angkasa Pura I (Persero) provides a Special List for all
Khusus bagi seluruh anggota Direksi sebagai salah members of the Board of Directors as a form of commitment
satu bentuk komitmen dalam menghindari aktivitas in avoiding the activities that could potentially cause a
yang berpotensi menimbulkan benturan kepentingan. conflict of interest. The Special list contains share ownership
Daftar Khusus tersebut berisi informasi kepemilikan information of the members of the Board of Directors and
saham anggota Direksi dan keluarga di Perseroan dan their families’ share ownership of the Company and other
perusahaan lain. Rincian Kepemilikan Saham Direksi companies. The details of the Share Ownership of the Board
disajikan dalam tabel berikut. of Directors are presented in the following table.
Tabel Kepemilikan Saham Direksi

Table of Share Ownership of the Board of Directors
Kepemilikan Saham
Nama Jabatan Share Ownership
Direktur Utama Nihil Nihil
Faik Fahmi
President Director Nil Nil
Direktur Operasi Nihil Nihil
Wendo Asrul Rose
Operation Director Nil Nil
Direktur Keuangan Nihil Nihil
Novrihandri
Finance Director Nil Nil
Nihil Nihil
Adi Nugroho Human Capital and General
Nil Nil
Affair Director
Polana Direktur Teknik Nihil Nihil
Banguningsih* Technical Director Nil Nil
Direktur Teknik Nihil Nihil
Lukman F. Laisa**
Technical Director Nil Nil
Direktur Pemasaran dan
Pelayanan Nihil Nihil
Devy Suradji
Marketing and Services Nil Nil
Director

573
2018 Annual Report
Kepemilikan Saham
Nama Jabatan Share Ownership
Direktur Pengembangan
Sardjono Jhony Usaha Nihil Nihil
Tjitrokusumo Business Development Nil Nil
Director
RAPAT DIREKSI MEETING OF THE BOARD OF DIRECTORS

Rapat Direksi harus diadakan secara berkala, sekurang- Meeting of the Board of Directors must be held periodically,
kurangnya sekali dalam setiap bulan. Panggilan Rapat at least once in every month. The notice of Meeting of the
Direksi dilakukan secara tertulis oleh anggota Direksi Board of Directors is conducted in writing by a member
yang berhak mewakili Perseroan dan disampaikan of the Board of Directors who is entitled to represent the
dalam jangka waktu paling lambat 3 (tiga) hari sebelum Company and must be delivered within 3 (three) days the
rapat diadakan, atau dalam kurun waktu yang lebih latest prior to the meeting, or in a shorter period if urgent,
singkat jika dalam keadaan mendesak, dengan tidak without taking into account the date of notice and date of
memperhitungkan tanggal panggilan dan tanggal rapat. the meeting. In the notification letter of the meeting, agenda,
Dalam surat panggilan rapat harus mencantumkan acara, date, time and place of the meeting must be provided.
tanggal, waktu dan tempat rapat.
Materi rapat disiapkan oleh Sekretaris Perusahaan. Materi The material of the meeting is prepared by the Corporate
rapat disampaikan kepada peserta rapat bersamaan Secretary. The material of the meeting is delivered to the
dengan penyampaian undangan. Sebelum rapat participants of the meeting simultaneously with the invitation
dilangsungkan, Sekretaris Perusahaan terlebih dahulu delivery. Prior to the meeting to be held, the Corporate
mengedarkan agenda rapat untuk mendapatkan masukan Secretary shall circulate the meeting agenda to receive inputs
dari para Anggota Direksi. Setiap Anggota Direksi berhak from the Member of the Board of Directors. Each Member of
untuk mengusulkan agenda-agenda rapat yang akan the Board of Directors is entitled to recommend meeting
dilaksanakan. Di dalam setiap rapat yang diadakan harus agenda to be held. In each meeting held, evaluation for the
dilakukan evaluasi terhadap hasil rapat sebelumnya. previous meeting must be carried out.
Rapat Direksi adalah sah dan berhak mengambil Meeting of the Board of Directors is valid and entitled to
keputusan yang mengikat, apabila dihadiri oleh lebih make a binding decision, if presented by more than 1/2 (one
dari 1/2 (satu per dua) dari jumlah Anggota Direksi atau half) of the total Member of the Board of Directors or its
wakilnya yang sah. Dalam mata acara lain-lain, rapat authorized representation. In other event, Meeting of the
Direksi tidak berhak mengambil keputusan kecuali Board of Directors is not entitled to make a decision unless
semua anggota Direksi atau wakilnya yang sah, hadir dan all of the members of the board of Directors or its authorized
menyetujui penambahan mata acara rapat. representation, are present and agree to add meeting agenda.
Direksi PT Angkasa Pura I (Persero) melaksanakan rapat The Board of Directors of PT Angkasa Pura I (Persero)
rutin internal Direksi setiap minggu, yaitu setiap hari conducts regular internal meetings of the Board of Directors
Selasa dan mengadakan Rapat Pimpinan (Rapim) setiap every week which is every Tuesday and holds a Leader
satu bulan sekali dengan para General Manager, Group Meeting each month with the Principal Meeting (Rapim)
Head dan Direksi anak Perusahaan. Selain itu, Direksi juga every month with the General Manager, Group Head and
menghadiri rapat Dewan Komisaris yang mengundang Board of Directors of the subsidiary. In addition, the Board of
Direksi. Directors also attends the Board of Commissioners meeting
which invites the Board of Directors.

AGENDA, TANGGAL DAN PESERTA RAPAT DIREKSI AGENDA, DATE, AND PARTICIPANTS OF MEETING OF THE
BOARD OF DIRECTORS
Sepanjang tahun 2018, agenda, tanggal dan peserta Throughout the year 2018, the agenda, date and participants
Rapat Direksi adalah sebagai berikut. of the BOD Meeting are as follows.
Tabel Rapat Direksi

Table of Meeting of the Board of Directors
Tanggal Agenda Peserta Kehadiran Keterangan

No.
Date Agenda Participant Attendance Description
1. 2 Januari 2018 1. Struktur Organisasi. Faik Fahmi Hadir
2 January 2018 2. Optimalisasi Bandar Udara Adi Present
Sutjipto.
3. Progress Bandar Udara Kulon Polana B. Pramesti Hadir
Progo. Present
1. Organization Structure. Novrihandri Hadir
2. Optimization of Adi Sutjipto Airport. Present
3. Progress of Kulon Progo Airport.
Adi Nugroho Hadir
Present
Wendo Asrul Rose Hadir
Present
Devi Suradji Hadir
Present
2. 8 Januari 2018 1. Pembahasan Kerjasama dengan Faik Fahmi Hadir
8 January 2018 GVK. Present
2. Progress Bandar Udara DPS.
3. Progress Bandar Udara Kulon Polana B. Pramesti Hadir
Progo. Present
4. Materi RUPS.
5. Permasalahan YAKKAP I. Novrihandri Hadir
1. Discussion of Cooperation with Present
GVK. Adi Nugroho Hadir
2. Progress of DPS Airport. Present
3. Progress of Kulon Progo Airport.
4. GMS Material. Wendo Asrul Rose Hadir
5. YAKKAP I Issue. Present
Devi Suradji Hadir

Present

3. 22 Januari 2018 Tindak Lanjut Bandar Udara Kulon Faik Fahmi Hadir
22 January 2018 Progo. Present
Follow Up of Kulon Progo Airport.
Polana B. Pramesti Hadir
Present
Novrihandri Hadir
Present
Adi Nugroho Hadir
Present
Present
Devi Suradji Hadir
Present

575
2018 Annual Report

No.
4. 12 Februari 2018 Performance & Strategic Plan Review. Faik Fahmi Hadir
12 February 2018 Performance & Strategic Plan Review. Present
Polana B. Pramesti Hadir
Present
Novrihandri Hadir
Present
Adi Nugroho Hadir
Present
Present
Devi Suradji Hadir
Present
5. 20 Februari 2017 1. Tindak Lanjut atas Penugasan Faik Fahmi Hadir
20 February 2017 Baru Direktur Teknik sebagai Present
Direktur Navigasi Bandara.
2. Laporan Ringkas 5 Bandara Polana B. Pramesti Hadir
UPBU. Present
3. Sosialisasi dan Implementasi atas Novrihandri Hadir
TNDE, OCP dan HCIS. Present
1. Follow up on Technical Director
New Assignment as Airport Adi Nugroho Hadir
Navigation Director. Present
2. Brief Report of 5 UPBU Airports.
3. Socialization and implementation Wendo Asrul Rose Hadir
of TNDE, OCP and HCIS. Present
Devi Suradji Hadir
Present
Sardjono Jhony Tidak Hadir Perjalanan Dinas
Tjitrokusumo Absent On Duty
6. 12 Maret 2017 1. Pembangunan Kantor BMKG di Faik Fahmi Hadir
12 March 2017 Bandar Udara Kulon Progo. Present
2. Tindak Lanjut RAPIM.
3. Perbaikan Teknis dari GVK untuk Lukman F. Laisa Hadir
Terminal Baru SRG. Present
4. Rencana Proses Pembubaran Novrihandri Hadir
Yayasan Perwara. Present
5. Materi RUPS.
6. Design Development Ruang AOCC Adi Nugroho Hadir
Bandar Udara DPS. Present
7. Lain – lain.
1. Construction of BMKG Office in Wendo Asrul Rose Hadir
Kulon Progo Airport. Present
2. Follow up of RAPIM.
3. Technical Improvement from GVK Devi Suradji Hadir
for SRG New Terminal. Present
4. Dissociation Process Plan of Sardjono Jhony Hadir
Perwara Foundation. Tjitrokusumo Present
5. GMS Material.
6. Design Development of DPS
Airport’s AOCC Room.
7. Others.
7. 28 Maret 2017 1. Pengembangan Bandar Udara Faik Fahmi Hadir
28 March 2017 Juanda – Surabaya. Present
2. Progress Bandar Udara NYIA.
3. Pembangunan Kantor BMKG. Lukman F. Laisa Hadir
4. Struktur Organisasi. Present
5. Bandar Udara BDJ. Novrihandri Hadir
6. Pengembangan Bandar Udara Present
SRG.
1. Development of Juanda – Surabaya Adi Nugroho Hadir
Airport. Present
2. Progress of NYIA Airport.
3. Construction of BMKG Office. Wendo Asrul Rose Hadir
4. Organization Structure. Present
5. BDJ Airport.
6. Development of SRG Airport. Devi Suradji Hadir
Present


No.
8. 2 – 3 April 2018 1. Progress Persiapan Sarana Faik Fahmi Hadir

2 – 3 April 2018 dan Prasarana Pendukung Present
Penyelenggaraan Annual Meeting
IMF-WB 2018 di Bali. Lukman F. Laisa Hadir
2. Presentasi Videotron Tutorial Present
Powerbank, SCP dan Evaluasi Novrihandri Hadir
Smartlan serta Seragam Baru Present
AVSEC.
3. Pembahasan CUCS (SITA vs APS). Adi Nugroho Hadir
4. Presentasi Kick Off Penyusunan Present
RJPP oleh KPMG.
1. Preparation Progress of the Wendo Asrul Rose Hadir
Organization of Annual Meeting Present
Supporting Facilities and
Infrastructure of IMF-WB 2018 in Devi Suradji Hadir
Bali. Present
2. Presentation of Videotron Tutorial Sardjono Jhony Hadir
Powerbank, SCP and Smartlan Tjitrokusumo Present
Evaluation as well as AVSEC New
Uniform.
3. CUCS Discussion (SITA vs APS).
4. Kick Off Presentation of RJPP
Preparation by KPMG.
9. 9 April 2018 1. Insentive kepada Airline. Faik Fahmi Hadir

9 April 2018 2. Kerjasama Komersial Cabang Present
dengan Anak Perusahaan.
3. Lain – lain. Lukman F. Laisa Hadir
1. Incentive to Airline. Present
2. Commercial Cooperation between Novrihandri Hadir
Branch and Subsidiaries. Present
3. Others.
Adi Nugroho Hadir
Present
Present
Devi Suradji Hadir
Present
10. 17 April 2018 1. Pertanggungjawaban Laporan Faik Fahmi Hadir
17 April 2018 Tahun 2017. Present
2. Strategy untuk Bandar Udara Rugi .
3. Realisasi Triwulan I Tahun 2018. Lukman F. Laisa Hadir
4. Presentasi Usulan Design Layout Present
Lobby Kantor Pusat oleh Alien Y. Novrihandri Hadir
5. Lain – lain. Present
1. Responsibilities of 2017 Annual
Report. Adi Nugroho Hadir
2. Strategy for Airport with Losses. Present
3. Quarter I Year 2018 Realization.
4. Proposal Presentation of Central Wendo Asrul Rose Hadir
Office’s Design Lobby Layout Present
Design by Alien Y.
5. Others. Devi Suradji Hadir
Present
11. 30 April 2018 Wawancara Calon Direksi Anak Faik Fahmi Hadir
30 April 2018 Perusahaan dan Calon GM.SRG/ Present
Rahasia.
Interview of Candidate of Directors of Lukman F. Laisa Hadir
Subsidiaries and GM.SRG/Confidential Present
Candidate. Novrihandri Hadir
Present
Adi Nugroho Hadir
Present
Present
Devi Suradji Hadir
Present

577
2018 Annual Report

No.
12. 8 Mei 2018 1. Pembahasan Bonus Karyawan Faik Fahmi Hadir

8 Mei 2018 (Rahasia). Present
2. Pembahasan Harga Pelepasan
Saham di PT Gapura Angkasa. Lukman F. Laisa Hadir
3. Permohonan Konfirmasi dari Present
Gapura terkait Minat Pembelian Novrihandri Hadir
Tanah. Present
4. Permohonan PT Gapura Angkasa
untuk Izin Aktivitas di Terminal Adi Nugroho Hadir
Kargo Lini I. Present
5. Pertemuan dengan TP4P terkait
Progres Proyek Pembangunan Wendo Asrul Rose Hadir
Bandar Udara Baru Yogyakarta. Present
1. Discussion of Employees Bonus
(Confidential). Devi Suradji Hadir
2. Discussion of Shares Disposal Price Present
of PT Gapura Angkasa. Sardjono Jhony Hadir
3. Confirmation Request from Gapura Tjitrokusumo Present
concerning Land Purchase Interest.
4. Request of PT Gapura Angkasa for
Activity License in Lini I Cargo.
5. Meeting with TP4P concerning New
Yogyakarta Airport Construction
Project Progress.
13. 15 Mei 2018 1. Paparan Hubungan Induk dan Faik Fahmi Hadir
15 Mei 2018 Anak Perusahaan oleh KPMG. Present
2. Rencana Pendanaan PT Angkasa
Pura I (Persero) Tahun 2018. Lukman F. Laisa Hadir
3. Incentive Airlines. Present
4. Perubahan Struktur Organisasi Novrihandri Hadir
BIK yang Berpengaruh terhadap Present
Pekerjaan di Teknik dan
Pengadaan Barang dan Jasa. Adi Nugroho Hadir
5. Lain-lain. Present
1. Exposure of Parent and Subsidiaries
Relationship by KPMG. Wendo Asrul Rose Hadir
2. Funding Plan of PT Angkasa Pura I Present
(Persero) Year 2018.
3. Incentive Airlines. Devi Suradji Hadir
4. Change of Organization Structure Present
BIK which are Influential on Work in Sardjono Jhony Hadir
Technical and Goods and Services Tjitrokusumo Present
Procurement.
5. Others.
14. 25 Mei 2018 1. Persiapan Peresmian Bandar Faik Fahmi Hadir
25 Mei 2018 Udara SRG. Present
2. Laporan Perkembangan
Permasalahan PT Angkasa Pura I Lukman F. Laisa Hadir
(Persero) – GVK. Present
1. Preparation of SRG Airport official Novrihandri Hadir
opening. Present
2. PT Angkasa Pura I (Persero) – GVK
Issue Development Report. Adi Nugroho Hadir
Present
Present
Devi Suradji Hadir
Present
15. 28 Mei 2018 1. Penyelesaian Permasalahan Faik Fahmi Hadir
28 May 2018 PT Angkasa Pura I (Persero) Present
dengan IIAC tentang Request
for Payment of Overdue – Lukman F. Laisa Hadir
Management Fee. Present
2. Lain-lain. Novrihandri Hadir
1. Settlement of PT Angkasa Pura Present
I (Persero)’s problem with IIAC
concerning Request for Payment of Adi Nugroho Hadir
Overdue – Management Fee. Present
2. Others.
Present
Devi Suradji Tidak Hadir Izin
Absent Leave


No.
16. 29 Juni 2018 1. Proses Pelelangan Bandar Udara Faik Fahmi Hadir
29 June 2018 Kulon Progo. Present
2. Kenaikan Gaji dan Tantiem Direksi
Anak Perusahaan. Lukman F. Laisa Hadir
3. Mutasi Pejabat (Rahasia). Present
4. Lain-lain. Novrihandri Hadir
1. The tender process of Kulon Progo. Present
Airport
2. Salary increase and Tantieme Adi Nugroho Hadir
for the Board of Directors of the Present
Subsidiary.
3. Mutation of the Officials Wendo Asrul Rose Hadir
(Confidential). Present
4. Others.
Devi Suradji Hadir
Present
17. 3 Juli 2018 1. Struktur Organisasi Kantor Pusat. Faik Fahmi Hadir
03 July 2018 2. Struktur Organisasi Kantor Present
Cabang.
3. Mutasi Pejabat (Rahasia). Lukman F. Laisa Hadir
1. Organizational Structure of the Present
Head Office. Novrihandri Hadir
2. Organizational Structure of the Present
Branch Office.
3. Mutation of the Officials Adi Nugroho Hadir
(Confidential). Present
Present
Devi Suradji Hadir
Present
18. 10 Juli 2018 1. Laporan Progres Penanganan Faik Fahmi Hadir
10 Juyi 2018 Permasalahan Pengosongan Present
Pembangunan Bandar Udara Baru
Yogyakarta - Kulon Progo. Lukman F. Laisa Hadir
2. Lombok Airport Partnership. Present
3. Persidangan Permasalahan Hotel Novrihandri Hadir
Transit Balikpapan di BANI. Present
4. Laporan Pembahasan
Pemanfaatan Lahan TNI AD untuk Adi Nugroho Hadir
Pengembangan Bandar Udara Present
SRG.
5. Dan Lain-lain. Wendo Asrul Rose Hadir
1. Progress Report on the Problem Present
Handling of Land Dissipation and
Construction of Yogyakarta New Devi Suradji Hadir
Airport - Kulon Progo. Present
2. Lombok Airport Partnership. Sardjono Jhony Hadir
3. The Trial Process on issue of Tjitrokusumo Present
Balikpapan Transit Hotel in BANI.
4. Report on the Utilization of the
Army’s Land Area for SRG Airport
Development.
5. Others.
19. 26 Juli 2018 1. Paparan KPMG terkait Progress Faik Fahmi Hadir
26 July 2018 Konsep RJPP. Present
2. Wawancara dengan Calon GM
Bandar Udara Ahmad Yani – SRG. Lukman F. Laisa Hadir
3. Program Peningkatan Daya Present
Dukung Runway di Bandar Udara Novrihandri Hadir
DPS, SUB, UPG, SOC dan LOP. Present
4. Lain-lain.
1. KPMG Exposure related to the Adi Nugroho Hadir
Progress of RJPP Concept. Present
2. Interview with the GM Candidates of
Ahmad Yani – SRG Airport. Wendo Asrul Rose Hadir
3. Program on Runway Support Present
Improvement in Airports of DPS,
SUB, UPG, SOC and LOP. Devi Suradji Hadir
4. Others. Present

579
2018 Annual Report

No.
20. 15 Agustus 2018 1. Progress Konsep RJPP oleh KPMG. Faik Fahmi Hadir
15 August 2018 2. Skema Bisnis Kerjasama Present
Komersial Bandar Udara DPS.
3. Berakhirnya Masa Tugas GM. Lukman F. Laisa Hadir
Bandar Udara JOG (September Present
2018). Novrihandri Tidak Hadir Perjalanan Dinas
4. Kandidat GM. Bandar Udara SRG. Absent On Duty
5. Rencana Pengalihan Tanah Milik
PT Gapura Angkasa. Adi Nugroho Hadir
6. Usulan Penambahan SDM Teknik. Present
7. Lain-lain.
1. Progress on RJPP Concept by Wendo Asrul Rose Hadir
KPMG. Present
2. Business and Commercial
Cooperation Schemes of DPS Devi Suradji Hadir
Airport. Present
3. The End of the Period of Assignment Sardjono Jhony Hadir
of the JOG Airport GM (September Tjitrokusumo Present
2018).
4. The Candidates for SRG Airpot GM.
5. Transfer Plan of the Land Property
of PT Gapura Angkasa.
6. Proposed Addition of Technical
Human Resources.
7. Others.
21. 21 Agustus 2018 1. Program Kerja Unit Airport Faik Fahmi Hadir
21 August 2018 Facilities & Maintenance 2018 Present
(pending matters).
2. Penunjukkan PTS. GM. SRG. Lukman F. Laisa Hadir
3. Temuan Internal Audit tekait Present
YAKKAP I dan Tindak Lanjut Novrihandri Hadir
Temuan BPK. Present
4. Follow Up terkait Financial
Projection dari Bahana Securitas. Adi Nugroho Hadir
1. Work Program of Airport Facilities Present
& Maintenance Unit 2018 (pending
matters). Wendo Asrul Rose Hadir
2. The Appointment of Temporary Present
Duty Executor of SRG GM.
3. Findings of Internal Audit related Devi Suradji Hadir
to YAKKAP I and Follow-Up of BPK Present
findings. Sardjono Jhony Tidak Hadir Perjalanan Dinas
4. Follow Up related to Financial Tjitrokusumo Absent On Duty
Projection of Bahana Securitas.
22. 31 Agustus 2018 1. Transformasi Perusahaan Faik Fahmi Hadir

31 August 2018 Dokumen Diskusi oleh PWC. Present
2. Usulan Revisi Investasi Tahun
2018. Lukman F. Laisa Hadir
3. Paparan Artwork Semarang. Present
4. Pembahasan Permasalahan ICT Novrihandri Hadir
NYIA. Present
1. Discussion Document on Company
Transformation by PWC. Adi Nugroho Hadir
2. Proposal of Investment Revision Present
2018.
3. Artwork Semarang Exposure. Wendo Asrul Rose Hadir
4. Discussion on the Issues of ICT Present
NYIA.
Devi Suradji Hadir
Present


No.
23. 4 September 2018 1. Paparan Artwork Bandar Udara SRG. Faik Fahmi Hadir
4 September 2018 2. Usulan Project Airport City Bandar Present
Udara Kulon Progo.
3. Realisasi RKAP Per Juli 2018. Lukman F. Laisa Hadir
4. Usulan Revisi Investasi Tahun Present
2018.
1. Artwork Exposure of SRG. Airport.
Novrihandri Hadir
2. Proposal of Project Airport City for
Present
Kulon Progo Airport.
3. Realization of Company’s Work Plan
and Budget Per July 2018. Adi Nugroho Hadir
4. Proposal of Investment Revision Present
2018.
Present
Devi Suradji Hadir

Present

24. 18 September 2018 1. Metode Penyambutan Delegasi Faik Fahmi Hadir

18 September 2018 IMF di Bandara. Present
2. Delegasi Kewenangan Direksi.
3. Laporan Hasil Negosiasi dengan Lukman F. Laisa Hadir
IIAC. Present
4. Resizing Bandar Udara Kulon Progo. Novrihandri Tidak Hadir Perjalanan Dinas
1. Welcoming Method for IMF Absent On Duty
Delegations at the Airport.
2. Delegation of Board of Directors’ Adi Nugroho Hadir
Authority. Present
3. Report on the Negotiation Result
with IIAC. Wendo Asrul Rose Hadir
4. Resizing Kulon Progo Airport. Present
Devi Suradji Tidak Hadir Perjalanan Dinas
Absent On Duty
25. 25 September 2018 1. Hasil Assessment Procurement. Faik Fahmi Hadir
25 September 2018 2. Draft Usulan RKA Tahun 2009. Present
3. Renovasi Kantor Polsek Bandar
Udara MDC. Lukman F. Laisa Hadir
4. Pengalihan Pegawai UPBU. Present
5. Direksi Anak Perusahaan (APH). Novrihandri Hadir
6. Tindak Lanjut Rapat Pembahasan Present
Hasil Re-Negosiasi 31 Agustus
2018 di Incheon. Adi Nugroho Hadir
7. Biaya Offshore Marketing dan Present
Business Development GVK.
8. Pemindahan Waktu Runway Wendo Asrul Rose Hadir
Inspection. Present
9. Progress Implementasi AOCC.
10. Evaluasi Kesiapan ARFF untuk Devi Suradji Hadir
Bandar Udara NYIA dan Bandara Present
Existing. Sardjono Jhony Hadir
11. Tindak Lanjut Redesign NYIA Tjitrokusumo Present
Kulon Progo.
1. Assessment Procurement Result.
2. Proposal Draft of RKA 2009.
3. Renovation of Sectoral Police Office
at MDC Airport.
4. Transfer of UPBU Employees.
5. The Board of Directors of a
Subsidiary.
6. Follow-Ups of Discussion Meetings
on Re-Negotiation Results on 31
August 2018 in Incheon.
7. Costs for Marketing and GVK
Business Development.
8. Time Relocation for Runway
Inspection.
9. Progress on the AOCC
Implementation.
10. Evaluation on the ARFF
Preparedness for NYIA Airport and
Existing Airport.
11. Follow-Up on NYIA Kulon Progo
Redesign.

581
2018 Annual Report

No.
26. 1 Oktober 2018 1. Up Date Kesiapan IMF Bali. Faik Fahmi Hadir
1 October 2018 2. Tindak Lanjut Re-Design Bandar Present
Udara Kulon Progo.
3. Road Map IT Lukman F. Laisa Hadir
4. Lain – lain (Organisasi Proyek Present
NYIA). Novrihandri Hadir
1. Up Date on the Preparedness of IMF Present
in Bali.
2. Follow-Up of Kulon Progo Airport Adi Nugroho Hadir
Re-Design. Present
3. IT Road Map
4. Others (Organization of NYIA Wendo Asrul Rose Hadir
Projects). Present
Devi Suradji Hadir
Present
27. 16 Oktober 2018 1. Proses Penundaan Kewajiban Faik Fahmi Hadir
16 October 2018 Pembayaran Utang (PKPU) PT. Present
Merpati Nusantara Airlines.
2. Persiapan Peresmian Bandar Udara Lukman F. Laisa Hadir
APT Pranoto – Samarinda Baru. Present
3. Pertemuan dengan PT Garuda Novrihandri Hadir
Indonesia. Present
4. Finalisasi RJPP dengan KPMG.
5. Finalisasi RKAP Tahun 2019. Adi Nugroho Hadir
6. Lain-lain (Pengaturan Risalah Present
Rapat Direksi dan Pembayaran
Offshore Marketing kepada GVK). Wendo Asrul Rose Hadir
1. Process on the Suspension of Debt Present
Payment Obligations of PT. Merpati
Nusantara Airlines. Devi Suradji Hadir
2. Prepartion of APT Pranoto – Present
Samarinda Baru Airport Official Sardjono Jhony Hadir
Opening. Tjitrokusumo Present
3. Meeting with PT Garuda Indonesia.
4. Finalization of RJPP with KPMG.
5. Finalization of 2019 Company’s
Work Plan and Budge (RKAP).
6. Others (Arrangement of the
Minutes of Meetings of the Board
of Directors and Offshore Marketing
Payment to GVK).
28. 19 Oktober 2018 1. Finalisasi RJPP Tahun 2018. Faik Fahmi Hadir
19 October 2018 2. Finalisasi RKAP Tahun 2019. Present
1. Finalization of 2018 RJPP.
2. Finalization of 2019 RKAP. Lukman F. Laisa Hadir
Present
Novrihandri Hadir
Present
Adi Nugroho Hadir
Present
Present
Devi Suradji Hadir
Present


No.
29. 23 Oktober 2018 1. Paparan Draft Proposal Bandar Faik Fahmi Hadir
23 October 2018 Udara Sentani. Present
2. Paparan Pemanfaatan Lahan-
lahan Clean and Clear Seluruh Lukman F. Laisa Hadir
Bandara. Present
3. Program Beasiswa CSR. Novrihandri Hadir
4. Tallent Mapping. Present
5. Paparan Indoor Building Coverage
Cellular System (IBCS).
6. Rencana Pengoperasian Bandar Adi Nugroho Hadir
Udara NYIA Direktorat Operasi. Present
7. Finalisasi RKAP Tahun 2019.
1. Exposure of Proposal Draft for
Sentani Airport. Wendo Asrul Rose Hadir
2. Exposure of Clean and Clear Areas Present
Utilization of all Airports.
3. CSR Scholarship Program. Devi Suradji Hadir
4. Tallent Mapping. Present
5. Exposure of Indoor Building
Coverage Cellular System (IBCS).
6. Operation Plan of NYIA Airport’s Sardjono Jhony Hadir
Directorate of Operations. Tjitrokusumo Present
7. Finalization of 2019 RKAP.
30. 31 Oktober 2018 1. Penjelasan tentang KPI Individu Faik Fahmi Hadir
31 October 2018 Real Time. Present
2. Penjelasan tentang KPI Korporat.
1. Explanation on Real Time Individual Lukman F. Laisa Hadir
KPI Present
2. Explanation on Corporate KPI. Novrihandri Hadir
Present
Adi Nugroho Hadir
Present
Wendo Asrul Rose Tidak Hadir Perjalanan Dinas
Absent On Duty
Devi Suradji Hadir
Present

583
2018 Annual Report

No.
31. 13 November 2018 1. Balance Budget Bandar Udara NYIA. Faik Fahmi Hadir
13 November 2018 2. Perubahan Pekerjaan Paket Present
3 Design and Build Pekerjaan
Pembangunan VVIP, Base Ops dan Lukman F. Laisa Hadir
Pemindahan Line Maintenance di Present
Bandar Udara DPS. Novrihandri Hadir
3. Perubahan Paket 4 Design and Present
Build Perluasan Lantai 2 Counter
Check In Penumpang Internasional Adi Nugroho Hadir
di Bandar Udara DPS. Present
4. Milestone Putusan Arbitrase
Nomor 982/X/ARB-BANI/2017 Wendo Asrul Rose Tidak Hadir Perjalanan Dinas
terkait Hotel Hakaya. Absent On Duty
5. Pengambilalihan Bandar Udara
Sentani – Jayapura. Devi Suradji Hadir
6. Kajian Kelayakan Pengelolaan Present
Bandar Udara APT Pranoto – Sardjono Jhony Hadir
Samarinda. Tjitrokusumo Present
7. Penanganan Perkara APL pada
Sidang KPPU.
8. Progress Rencana Strategic
Partner Bandar Udara LOP.
9. Strategic Partnership Summary.
10. Lain-lain.
1. Balance Budget of NYIA Airport.
2. Change of Work Package 3: Design
and Build of VVIP Construction,
Base Ops and Transfer of Line
Maintenance at DPS Airport.
3. Change of Work Package 4:
Design and Build of the Expansion
of 2nd Floor Counter Check in
International Passengers at DPS
Airport.
4. Milestone of Arbitration Award
Number 982/X/ARB-BANI/2017
related to Hotel Hakaya.
5. The Takeover of Sentani – Jayapura
Airport.
6. Feasibility Analysis on the APT
Pranoto – Samarinda Airport
Management.
7. The Handling of APL Case in the
KPPU Trial.
8. Progress on the Strategic Partner
Plan of LOP Airport.
9. Strategic Partnership Summary.
10. Others.
32. 21 November 2018 1. Perhitungan Balance Budget Faik Fahmi Hadir
21 November 2018 Pekerjaan Infrastruktur Landside. Present
2. Progres tentang Strategic
Procurement (Penyusunan Lukman F. Laisa Hadir
Procurement Spendmap). Present
3. Pemenuhan SKEP Direksi tentang Novrihandri Hadir
Gaji Dasar. Present
4. Review Passenger Flow & CSP
Bandar Udara SAMS – BPN. Adi Nugroho Hadir
5. Persiapan Materi Rapat Teknis Present
dengan K. BUMN tentang
Estimasi Realisasi 2018 dan Wendo Asrul Rose Tidak Hadir Perjalanan Dinas
Usulan RKAP Tahun 2019. Absent On Duty
6. Lain-lain.
1. The Calculation of Balance Budget Devi Suradji Hadir
for Landside Infrastructure Work. Present
2. Progress on the Strategic Sardjono Jhony Tidak Hadir Perjalanan Dinas
Procurement (Preparation of Tjitrokusumo Absent On Duty
Procurement Spendmap).
3. The Fulfillment of the Board of
Directors SKEP on Basic Salary
4. Review of Passenger Flow & CSP at
SAMS – BPN Airport.
5. Preparing the Technical Meeting
Material with K. BUMN on the
Realization Estimation in 2018 and
2019 RKAP Proposal.
6. Others.


No.
33. 28 November 2018 1. Pembahasan OSS (Online Single Faik Fahmi Hadir
28 November 2018 Submission). Present
2. Sinkronisasi Program
Pengembangan Bandara Periode Lukman F. Laisa Hadir
RJPP. Present
3. Paparan Perubahan Novrihandri Hadir
Pekerjaan Taxiway Bandara Present
LOP (Pembuatan Apron 2
Parking Stand, Exit Taxiway, Adi Nugroho Tidak Hadir Perjalanan Dinas
Penyempurnaan Fasilitas Airside Absent On Duty
Terkait Beserta Fasilitas
Penunjangnya di Bandar Udara Wendo Asrul Rose Tidak Hadir Perjalanan Dinas
Internasional Lombok). Absent On Duty
4. Paparan Kajian Kelayakan dan
Proposal Kerjasama Bandar Devi Suradji Hadir
Udara Samarinda. Present
5. Master Plan Bandar Udara DPS. Sardjono Jhony Hadir
6. Pengembangan dan Pengelolaan Tjitrokusumo Present
Information, Communication &
Technology (ICT).
7. RKA terkait Rencana
Operasional/Penerbangan NYIA
VS JOG yang Berdampak Kepada
Income & Laba/Rugi Kedua
Bandar Udara.
8. Rencana Pengembangan
Infrastruktur Pendukung Bandar
Udara NYIA dari Anak Perusahaan.
9. Paparan Persiapan Pengoperasian
Bandar Udara Kulon Progo (Interior).
10. Lain-lain.
1. Discussion on OSS (Online Single
Submission).
2. Synchronization of Airport
Development Program during RIPP
Period.
3. Exposure of Change on Taxiway
Work at LOP Airport (Making
the Apron 2 Parking Stand,
Exit Taxiway, Related Airside
Facility Improvement as well as
its Supporting Facilities at Lombok
International Airport).
4. Exposure of Feasibility Analysis
of and Cooperation Proposal with
Samarinda Airport.
5. DPS Airport Master Plan.
6. Development and Management
of Information, Communication &
Technology (ICT).
7. RKA related to Operational Plan/
Flights of NYIA VS JOG which has
impact on Income & Profit/Loss of
both airports.
8. Development Plan of Supporting
Infrastructures at NYIA Airport from
the Subsidiary.
9. Exposure of Operational
Preparation of Kulon Progo Airport
(Interior).
10. Others.
34. 5 Desember 2018 1. Pelaksanaan Rapat Pimpinan. Faik Fahmi Hadir
5 December 2018 2. Keputusan BOD tentang Tindak Present
Lanjut Proyek Bandar Udara NYIA.
3. Pembahasan Pergantian Pejabat Lukman F. Laisa Hadir
Habis Masa Kerja dan PTS. VP Present
(Terbatas). Novrihandri Hadir
1. The Implementation of Leader Present
Meeting.
2. Decision by BOD on the Follow-Up Adi Nugroho Hadir
of NYIA Airport Project. Present
3. Discussion on the Substitution
of Officials who have End of Wendo Asrul Rose Hadir
Assignment Period and Temporary Present
Duty Executor of VP (Limited).
Devi Suradji Hadir
Present

585
2018 Annual Report

No.
35. 12 Desember 2018 1. Presentasi Bechtel terkait Faik Fahmi Hadir

12 December 2018 Rencana Pendanaan untuk Present
Pengembangan Bandara
PT Angkasa Pura I (Persero). Lukman F. Laisa Hadir
2. Bantuan Rumah untuk Bandar Present
Udara Kulon Progo dari CSR. Novrihandri Hadir
3. Suksesor General Manager Bandar Present
Udara Internasional Lombok.
4. Pembahasan Partisipasi Adi Nugroho Hadir
PT Angkasa Pura I (Persero) untuk Present
KPBU Bandar Udara Komodo –
Labuan Bajo. Wendo Asrul Rose Hadir
1. Presentation by Bechtel Present
related to the Funding Plan on
PT Angkasa Pura I (Persero) Airport Devi Suradji Hadir
Development. Present
2. Housing Aid to Kulon Progo Airport Sardjono Jhony Hadir
from CSR. Tjitrokusumo Present
3. General Manager Successor of
Lombok International Airport.
4. Discussion on the Participation
of PT Angkasa Pura I (Persero) for
KPBU of Komodo – Labuan Bajo
Airport.
36. 18 Desember 2018 1. Hasil Audit Interim Laporan Faik Fahmi Hadir
18 December 2018 Keuangan 2018 dari EY Present
Konsultan.
2. Persiapan Bahan Paparan RUPS – Lukman F. Laisa Hadir
Usulan RKAP Tahun 2019. Present
3. Pembahasan Kajian Perubahan
Flow Penumpang Bandar Udara
BPN (Evaluasi Internal dan GVK). Novrihandri Hadir
4. Lain-lain. Present
1. Result of Interim Audit on 2018
Financial Statements by EY’s Adi Nugroho Hadir
Consultants. Present
2. Preparing Exposure Material on Wendo Asrul Rose Hadir
RUPS – the Proposal of 2019 RKAP Present
2019.
3. Discussion on Change Assessment Devi Suradji Hadir
of Passenger Flow at BPN Airport Present
(Internal Evaluation and GVK).
4. Others. Sardjono Jhony Hadir
Sepanjang tahun 2018, agenda, tanggal dan peserta Throughout 2018, the agenda, date, and participants of
Rapat Pimpinan adalah sebagai berikut. Leader Meeting are as follow.
Tabel Agenda, Tanggal dan Peserta Rapim

Table of Agenda, Date, and Participants of Leader Meeting
No Tanggal Rapat Agenda Rapat Peserta Kehadiran

Meeting Date Meeting Agenda Participants Attendance
1. 14 – 15 Februari 2018 Evaluasi Capaian Kinerja Tahun 2017 Faik Fahmi Hadir
14 – 15 February 2018 dan Penyerahan Kontrak Manajemen Present
RKAP Tahun 2018.
Evaluation on Performance Polana B. Pramesti Hadir
Achievement in 2017and Management Present
Contract Submission of 2018 RKAP. Novrihandri Hadir
Present
Adi Nugroho Hadir
Present
Present
Devi Suradji Hadir
Present
Sardjono Jhony Tjitrokusumo Hadir
Present

No Tanggal Rapat Agenda Rapat Peserta Kehadiran

Meeting Date Meeting Agenda Participants Attendance
2. 30 – 31 Juli 2018 Evaluasi Kinerja Semester I Tahun Faik Fahmi Hadir

30 – 31 July 2018 2018. Present
Evaluation on Performance for
Semester I of 2018. Lukman F. Laisa Hadir
Present
Novrihandri Hadir
Present
Adi Nugroho Hadir
Present
Present
Devi Suradji Hadir
Present
Present
3 6 – 7 Desember 2018 Sosialisasi RJPP Tahun 2019 – 2023. Faik Fahmi Hadir
6 – 7 December 2018 Socialization of RJPP of 2019 – 2023. Present
Lukman F. Laisa Hadir
Present
Novrihandri Hadir
Present
Adi Nugroho Hadir
Present
Present
Devi Suradji Hadir
Present
Present
FREKUENSI DAN KEHADIRAN RAPAT DIREKSI FREQUENCY AND ATTENDANCE OF THE BOARD OF
DIRECTORS’ MEETING
Selama tahun 2018, Direksi telah mengikuti Rapat Throughout 2018, the Board of Directors has attended 36
internal sebanyak 36 (tiga puluh enam) kali, rapat (thirty-six) Internal Meetings, 3 (three) leader meetings,
pimpinan sebanyak 3 (tiga) kali, dan Rapat Gabungan and 9 (nine) Joint Meetings of the Board of Commissioners
Dewan Komisaris dan Direksi sebanyak 9 (sembilan) kali. and Board of Directors. The following are Frequency and
Frekuensi dan kehadiran rapat masing-masing Direksi Attendance for each of the Board of Directors’ Meetings.
adalah sebagai berikut.
Tabel Frekuensi dan Kehadiran Rapat Direksi

Table of Frequency and Attendance for the Board of Directors’s Meetings
Rapat Gabungan Direksi dengan

Rapat Direksi Rapat Pimpinan Dewan Komisaris
Board of Directors’ Meetings Leader Meetings Joint Meeting of Directors with the
Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran
Nama Jabatan
Total and (%) Attendance Total and (%) Attendance Total and (%) Attendance
Name Position
Jumlah Jumlah % Jumlah Jumlah % Jumlah Jumlah %
Rapat Kehadiran Rapat Kehadiran Rapat Kehadiran
Number of Number of Number Number of Number Number of
Meetings Attendance of Attendance of Attendance
Meetings Meetings
Faik Fahmi Direktur Utama 36 36 100% 3 3 100% 9 8 88.9%

President
Director
Wendo Asrul Direktur Operasi 36 32 88.9% 3 3 100% 9 7 77.8%
Rose Operations
Director
Novrihandri Direktur 36 34 94.4% 3 3 100% 9 6 66,7%
Keuangan
Finance Director

587
2018 Annual Report
Rapat Gabungan Direksi dengan

Rapat Direksi Rapat Pimpinan Dewan Komisaris
Board of Directors’ Meetings Leader Meetings Joint Meeting of Directors with the
Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran Jumlah dan (%) Kehadiran
Nama Jabatan
Total and (%) Attendance Total and (%) Attendance Total and (%) Attendance
Name Position
Jumlah Jumlah % Jumlah Jumlah % Jumlah Jumlah %
Rapat Kehadiran Rapat Kehadiran Rapat Kehadiran
Number of Number of Number Number of Number Number of
Meetings Attendance of Attendance of Attendance
Meetings Meetings
Adi Nugroho Direktur SDM 36 35 97.2% 3 3 100% 9 7 77.7%

dan Umum
Human Capital
and General
Affairs Director
Polana Direktur Teknik 5 5 100% 1 1 100% 2 2 100%
Director
Lukman F. Direktur Teknik 31 31 100% 2 2 100% 7 6 85.7%
Laisa** Technical
Director
Devy Suradji Direktur 36 34 94.4% 3 3 100% 9 8 88.9%
Pemasaran dan
Pelayanan
Marketing and
Services Director
Sardjono Direktur 36 30 83.3% 3 3 100% 9 7 77.8%
Jhony Pengembangan
Tjitrokusumo Usaha
Business
Development
Director
KEBIJAKAN REMUNERASI DIREKSI REMUNERATION POLICY OF BOARD OF DIRECTORS

Remunerasi Dewan Komisaris mengacu pada Peraturan Remuneration of the Board of Directors is stipulated in
Menteri Negara BUMN Nomor PER-06/MBU/06/2018 accordance with the Regulation of the Minister of State
tanggal 4 Juni 2018 tentang Perubahan ketiga atas Owned Enterprises. PER-02/MBU/06/2016 dated June
Peraturan Menteri Negara BUMN No. PER-04/MBU/2014 20, 2016 concerning Amendment to the Regulation of the
tentang Pedoman Penetapan Penghasilan Direksi, Minister of State-Owned Enterprises. PER-04/MBU/2014
Dewan Komisaris, dan Dewan Pengawas Badan Usaha concerning Guidelines for Stipulation of Directors, Board
Milik Negara. Remunerasi Dewan Komisaris mengacu of Commissioners and Supervisory Board of State- Owned
pada Peraturan Menteri Negara BUMN Nomor PER-06/ Enterprises. Remuneration of the Board of Commissioners is
MBU/06/2018 tanggal 4 Juni 2018 tentang Perubahan stipulated in accordance with the Regulation of the Minister
ketiga atas Peraturan Menteri Negara BUMN No. PER- of State-Owned Enterprises Number PER-06/MBU/06/2018
04/MBU/2014 tentang Pedoman Penetapan Penghasilan dated June 4, 2018 concerning to the Third Amendment to
Direksi, Dewan Komisaris, dan Dewan Pengawas Badan the Regulation of the Minister of State-Owned Enterprises No.
Usaha Milik Negara. Formulasi kebijakan Remunerasi PER-04/MBU/2014 concerning the Guidelines for Stipulation
Direksi dan Dewan Komisaris disusun dengan berbagai of Directors, Board of Commissioners, and Supervisory Board
pertimbangan yang meliputi kebutuhan likuiditas jangka of State-Owned Enterprises. Formulation of Remuneration
pendek dan jangka panjang, kecukupan dan penguatan policy of Directors and Board of Commissioners has been
permodalan, aspek stabilitas keuangan, terciptanya drafted based on various considerations that include the
efektivitas manajemen risiko serta, potensi pendapatan di need of long-term and short-term liquidity, sufficiency and
masa yang akan datang. the strength of capital, financial stability aspect, effectiveness
of risk management, and income potency in the future.
PROSEDUR PENETAPAN REMUNERASI PROCEDURES FOR REMUNERATIONS

Pengusulan remunerasi Direksi dilaksanakan oleh Proposal of remuneration for the Board of Directors is
Dewan Komisaris yang menjalankan fungsi nominasi carried out by the Board of Commissioners who carry out the
dan remunerasi. Dalam menetapkan usulan remunerasi, function of nomination and remuneration. In determining
Dewan Komisaris dibantu oleh Komite Manajemen Risiko the remuneration proposal, the Board of Commissioners

Usaha dan GCG yang diusulkan kepada RUPS. Perseroan is assisted by the Business Risk Management Committee
menetapkan remunerasi bagi Direksi mengacu pada and GCG proposed to the GMS. The Company sets the
ketentuan Peraturan Menteri Badan Usaha Milik Negara. remuneration for the Directors in accordance with the
Sesuai Peraturan Menteri tersebut, besaran penghasilan provisions of the Minister of State-Owned Enterprises.
Direksi ditetapkan oleh Rapat Umum Pemegang Saham In accordance with the Ministerial Regulation, the
(RUPS). Directors' income is determined by the General Meeting of
Shareholders (GMS).
STRUKTUR REMUNERASI ANGGOTA DIREKSI REMUNERATION STRUCTURE OF THE BOARD OF

DIRECTORS
Adapun struktur penetapan remunerasi Direksi sebagai berikut. The structure of the Board of Directors' remuneration is as follows.
Tabel Struktur Penetapan Remunerasi

Table of Structure of Remuneration Determination
Jenis Remunerasi/Fasilitas
Keterangan
No. Type of Remuneration /
Information
Facility
1. Gaji Direktur Utama sebesar 100%.
Salary President Director: 100%
Direktur sebesar 90% dari gaji Direktur Utama.
Director: 90% of President Director’s salary
2. Tunjangan
Allowance
Hari Raya Keagamaan Anggota Direksi diberikan tunjangan Hari Raya Keagamaan sebesar 1 (satu) kali gaji setiap
Religious Days tahun.
Members of the Board of Directors are given a religious holiday allowance of 1 (one) yearly salary.
Perumahan Anggota Direksi diberikan tunjangan perumahan sebesar 40% dari gaji dengan ketentuan
Housing maksimal sebesar Rp27.500.000.
Members of the Board of Directors are given housing allowance of 40% of salary with a maximum
requirement of Rp27,500,000.
Asuransi Purna Jabatan • Diberikan selama menjabat.
Post-Employment • Premi yang ditanggung perusahaan adalah maksimal 25% dari gaji dalam 1 tahun.
Insurance • Pemilihan program untuk asuransi purna jabatan ditetapkan oleh masing-masing anggota
Direksi yang dikoordinasikan oleh unit yang mengelola fasilitas dan tunjangan anggota
Direksi dan anggota Dewan Komisaris.
• Pemberian premi, iuran atau istilah lain yang relevan untuk asuransi purna jabatan sudah
termasuk di dalamnya premi untuk asuransi kecelakaan dan kematian.
• Given during serving.
• Premiums borne by the company are a maximum of 25% of salary in 1 year.
• The selection of programs for post employment insurance is determined by each member of the
Board of Directors coordinated by the unit managing the facilities and allowances for members
of the Board of Directors and members of the Board of Commissioners.
• The granting of premiums, fees or other terms relevant to post employment insurance includes
the premium for accident and death insurance.
3. Fasilitas
Amenities
Kendaraan a. Anggota Direksi hanya berhak atas 1 (satu) fasilitas kendaraan dari Perseroan.
Vehicle b. Fasilitas kendaraan termasuk dengan biaya pemeliharaan dan operasional diberikan
dengan memperhatikan kondisi keuangan Perseroan.
c. Spesifikasi dan standar kendaraan ditetapkan oleh Menteri.
d. Anggota Direksi yang tidak lagi menjabat wajib mengembalikan kendaraan dinas kepada
Perseroan dalam jangka waktu paling lambat 30 (tiga puluh) hari setelah tidak menjabat.
a. Members of the Board of Directors shall only be entitled to 1 (one) vehicle facility of the
Company.
b. Vehicle facilities including maintenance and operational costs are provided with due regard to
the Company’s financial condition.
c. Specifications and standards of vehicles are established by the Minister.
d. Any member of the Board of Directors who is no longer in office shall return the official
vehicle to the Company within no later than 30 (thirty) days after being deposed.

589
2018 Annual Report
Jenis Remunerasi/Fasilitas
Keterangan
No. Type of Remuneration /
Information
Facility
Kesehatan a. Fasilitas kesehatan diberikan dalam bentuk asuransi kesehatan atau penggantian biaya
Health obat.
b. Fasilitas kesehatan diberikan kepada anggota Direksi serta suami/isteri dan maksimal 3
(tiga) orang anak yang belum mencapai usia 25 (dua puluh lima) tahun dengan ketentuan
apabila anak yang belum berusia 25 (dua puluh lima) tahun tersebut pernah menikah atau
pernah bekerja maka yang bersangkutan tidak berhak mendapatkan fasilitas kesehatan.
c. Fasilitas kesehatan diberikan berupa:
1) Rawat jalan dan obat.
2) Rawat inap dan obat.
3) Medical check up dengan ketentuan 1 (satu) kali setiap tahun dan dilakukan di dalam
negeri.
d. Apabila Dokter yang merawat memberikan rujukan untuk berobat ke luar negeri, fasilitas
kesehatan diberikan secara penuh atau sebagian dengan memperhatikan kemampuan
Perseroan.
a. Health facilities are provided in the form of health insurance or drug reimbursement.
b. Health facilities are provided to members of the Board of Directors and husband/wife and a
maximum of 3 (three) children who have not reached the age of 25 (twenty five) years with
the provisions that if the child is not aged 25 (twenty five) concerned is not eligible for a
health facility.
c. Health facilities are provided in the form of:
1) Outpatient and medication,
2) Hospitalization and medicine,
3) Medical check up with the provisions of 1 (one) time every year and done in the country.
4) Where the treating physician provides referral to Overseas, the health facility is provided
in full or in part with due regard to the Company’s ability.
d. If the treating doctor gives a reference for treatment abroad, the health facility is given in full
or in part by taking into account the Company's ability.
Bantuan Hukum a. Fasilitas bantuan hukum kepada anggota Direksi diberikan dalam hal terjadi tindakan/
Legal Aid perbuatan untuk dan atas nama jabatan anggota Direksi dengan maksud dan tujuan serta
kegiatan usaha Perseroan.
b. Fasilitas Bantuan Hukum diberikan dalam bentuk pembiayaan jasa kantor pengacara/
konsultan hukum yang meliputi proses pemeriksaan sebagai saksi, tersangka dan
terdakwa dilembaga peradilan.
c. Jasa kantor pengacara atau konsultan hukum yang dapat dibebankan pembiayaannya
adalah untuk 1 (satu) kantor pengacara/konsultan hukum untuk 1 (satu) kasus tertentu.
d. Penunjukkan kantor pengacara/konsultan hukum dilakukan oleh Perseroan sesuai
dengan ketentuan pengadaan Perseroan.
a. Legal assistance facilities to members of the Board of Directors are given in the event of
actions/actions for and on behalf of the members of the Board of Directors with the purpose
and objectives and business activities of the Company.
b. Legal Aid Facilities are provided in the form of financing of lawyer/legal consultant services
covering the examination process as witnesses, suspects and defendants in the judiciary.
c. The services of lawyers ‘or lawyers’ offices which may be financed are for 1 (one) lawyer/legal
counsel for 1 (one) particular case.
d. The appointment of a law office/legal consultant is conducted by the Company in accordance
with the provisions of the procurement of the Company.
Fasilitas Perumahan Dalam hal Perseroan menyediakan rumah jabatan Direksi maka yang bersangkutan wajib
Housing Facilities mempergunakan rumah tersebut sebagai fasilitas perumahan dan yang bersangkutan tidak
diberikan tunjangan perumahan.
In the event that the Company provides the home office of the Board of Directors, the concerned
person shall use the house as a housing facility and concerned shall not be given housing
allowance.
INDIKATOR PENETAPAN REMUNERASI DIREKSI INDICATOR OF DIRECTORS' REMUNERATION

Dalam menetapkan indikator Direksi mengacu kepada In determining the indicator of the Board of Directors refers
Peraturan Menteri BUMN Nomor: PER-04/MBU/2014 to the Regulation of the Minister of SOE Number: PER-04/
sebagaimana telah diubah dengan Peraturan Menteri MBU/2014 as amended by Regulation of the Minister of
BUMN No. PER-02/MBU/06/2016 tentang Pedoman SOEs. PER-02/MBU/06/2016 regarding the guidelines
Penetapan Penghasilan Direksi, Dewan Komisaris, dan for determination of the Board of Directors, Board of
Dewan Pengawas BUMN sebagai berikut: Commissioners, and BUMN Supervisory Board as follows:
• Faktor skala usaha. • Business scale factor.
• Faktor kompleksitas usaha. • Factors of business complexity.
• Tingkat inflasi. • Inflation rate.
• Kondisi dan kemampuan keuangan Perusahaan. • The Company's financial condition and capability.
• Faktor-faktor lain yang relevan, serta tidak boleh • Other relevant factors, and should not conflict with
bertentangan dengan peraturan perundang-undangan. legislation.

JUMLAH NOMINAL/KOMPONEN REMUNERASI THE NOMINAL AMOUNT/COMPONENT OF DIRECTORS

DIREKSI REMUNERATION
Pada tahun 2018, secara lebih rinci remunerasi masing- In 2018, in detail the remuneration of each member of the Board
masing anggota Direksi yang telah terealisasi dapat of Directors that has been realized can be submitted, as follows.
disampaikan, sebagai berikut.
Tunjangan
Tunjangan Premi
Hari Raya Total selama 1
Nama Jabatan Gaji Utilitas Asuransi Tantiem 2018
Religious Tahun
Name Position Salary Utility Insurance Tantiem 2018
holiday Total for 1 Year
Allowance Premium
allowance
Faik Fahmi Direktur Utama 175.000.000 27.500.000 43.750.000 202.500.000 71.613.674 3.229.113.674
President
Director
Wendo Asrul Direktur 148.750.000 27.500.000 37.187.500 176.250.000 2.713.215.145 5.468.715.145

Rose Operasi
Operations
Director
Novrihandri Direktur 148.750.000 27.500.000 37.187.500 176.250.000 2.713.215.145 5.468.715.145
Keuangan
Finance Director
Adi Nugroho Direktur SDM 148.750.000 27.500.000 37.187.500 176.250.000 2.713.215.145 5.468.715.145
dan Umum
Human Capital
and General
Affairs Director
Polana Direktur Teknik 148.750.000 27.500.000 37.187.500 176.250.000 2.786.215.145 3.389.340.145
Director
Lukman F. Direktur Teknik 148.750.000 27.500.000 37.187.500 176.250.000 - 2.310.625.000

Laisa** Technical
Director
Devy Suradji Direktur 148.750.000 27.500.000 37.187.500 176.250.000 64.942.531 2.802.442.531.

Pemasaran dan
Pelayanan
Marketing
and Services
Director
Sardjono Jhony Direktur 148.750.000 27.500.000 37.187.500 176.250.000 1.057.244.572 3.794.744.572
Tjitrokusumo Pengembangan
Usaha
Business
Development
Director
Keterangan: Keterangan:
*Berhenti menjabat sejak tanggal 14 Februari 2018. *Berhenti menjabat sejak tanggal 14 Februari 2018.
**Mulai menjabat sejak tanggal 5 Maret 2018. **Mulai menjabat sejak tanggal 5 Maret 2018.
Remunerasi dalam satu tahun dikelompokkan dalam Remunerations in one year are grouped in the range of
kisaran tingkat penghasilan adalah sebagai berikut. income levels are as follows.
Tabel Kelompok Jumlah Remunerasi

Table of Amount of Remuneration Group
Jumlah Remunerasi Jumlah Orang

Number of people Number of people
Di atas Rp2 Milyar 8

Above Rp2 Billion
Di atas Rp1 Milyar - Rp2 Milyar -
Above Rp1 Billion - Rp2 Billion
Di atas Rp500 juta - Rp1 Milyar -
Above Rp. 500 million - Rp1 Billion
Rp500 Juta ke bawah -
Below Rp500 million

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2018 Annual Report
KEPUTUSAN DAN PELAKSANAAN TUGAS DIREKSI DECISIONS AND EXECUTION OF DUTIES OF DIRECTORS
Selama tahun 2018, Direksi telah melaksanakan tugas During 2018, the Board of Directors has performed its duties
dan tanggung jawabnya sebagai berikut. and responsibilities as follows.
1. Penyusunan perencanaan Perusahaan. 1. Preparation of corporate planning.
2. Pemenuhan target kinerja Perusahaan berdasarkan 2. Fulfillment of the Company's performance targets based
aspek keuangan, operasional, dan administrasi. on financial, operational and administrative aspects.
3. Pengembangan usaha Perusahaan, antara lain 3. The Company's business development is through
melalui pengembangan beberapa bandara di wilayah the development of several airports in Banjarmasin,
Banjarmasin, Semarang, dan Yogyakarta. Semarang and Yogyakarta.
4. Pengelolaan aset dan keuangan Perusahaan, 4. The Company's asset and financial management,
termasuk penghapusan aset tetap tidak produktif dan including the elimination of unproductive fixed assets
serah terima aset kenavigasian terkait dibentuknya and the transfer of assets related to the establishment
Perum LPPNPI. of Perum LPPNPI.
5. Pelaksanaan kegiatan operasional Perusahaan, 5. Implementation of the Company's operational activities,
khususnya melalui kinerja PJP4U, PJP, PJP2U, counter in particular through the performance of PJP4U, PJP,
dan garbarata, baik domestik maupun internasional. PJP2U, counter and garbarata, both domestically and
internationally.
6. Penyelenggaraan rapat Direksi, menghadiri rapat 6. The holding of meetings of the Board of Directors,
Dewan Komisaris dan Rapat Umum Pemegang Saham. attending meetings of the Board of Commissioners and
General Meeting of Shareholders.
7. Pengawasan dan perbaikan proses bisnis internal, 7. Supervision and improvement of internal business
termasuk menindaklanjuti temuan Internal Audit dan processes, including following up on findings of Internal
auditor eksternal. Audit and external auditors.
8. Penyelesaian permasalahan Perusahaan, khususnya 8. Solving the Company's problems, especially the legal
permasalahan hukum yang sedang dihadapi Perusahaan. issues that the Company is facing.
9. Pengawasan kinerja dan permasalahan Anak 9. Supervision of the performance and issues of
Perusahaan. Subsidiaries.
10. Pelaksanaan tugas lainnya terkait kepengurusan 10. Implementation of other tasks related to the
perusahaan. management of the company.
Selama tahun 2018, Direksi mengeluarkan Surat During 2018, the Board of Directors issues a Decision Letter
Keputusan untuk menunjang berjalannya kegiatan to support the Company's activities. The decree issued by
Perseroan. Adapaun Surat Keputusan yang telah the Board of Directors, among others:
dikeluarkan oleh Direksi antara lain:
Nomor Surat Perihal

Number of Letter Subject
KEP.04/KP.10.05/2018 Pemberian Fasilitas Kepada Pejabat PT Angkasa Pura I (Persero)
The Provision of Facilities to the Officials of PT Angkasa Pura I (Persero)
KEP.05/KP.10/2018 Pemberian Fasilitas Kepada Pejabat Proyek PT Angkasa Pura I (Persero)
The Provision of Facilities to the Project Officials of PT Angkasa Pura I (Persero)
SKEP.06/OM.01/2018 Perubahan SKEP.238/2017 Pensiun Manfaat Pasti (PPMP) Ke Pensiun
The Amendment of SKEP.238/2017 on Pension Defined Benefit to Pension
KEP.07/PL.02/2018 Pekerjaan Konstruksi Terintegrasi Rancang Bangun Design and Bill Jasa Konsultasi Bandar Udara NYIA
Kulon Progo
Integrated Construction Works Design and Build: Consultation Service for NYIA kulon Progo Airport.
KEP.09/PG.02/2018 Pedoman Pengendalian Gratifikasi PT Angkasa Pura I (Persero)
Guidelines for Gratification Control of
KEP.14/KB.03.05/2018 Perubahan KEP.14/2017 Tarif Masuk Pelataran Terminal Kendaraan Bermotor Di Bandar Udara Sultan
Hasanuddin Makassar
The Amendment of KEP.14/2017 on the Vehicles’ Entrance Tariff to the Terminal Court at Sultan Hasanuddin
Airport, Makassar
KEP.15/KB.03.05/2018 Tarif Masuk Pelataran Terminal Parkir Kendaraan Bermotor Di Bandar Udara Sam Ratulangi Manado
Vehicle’s Entrance Tariff to Parking Terminal Area at Sam Ratulangi Airport, Manado
KEP.16/TU.01/2018 Pedoman Tata Naskah Dinas Elektronik (TNDE) PT Angkasa Pura I (Persero)
Guidelines for Electronic Document Copywriting of PT Angkasa Pura I (Persero)
KEP.25/KB.02.04/2018 Tarif Pelayanan Jasa Penumpang Pesawat Udara (PJP2U) Luar Negeri Bandar Udara Ngurah Rai – Bali
Tariffs for International Flight Passenger Services (PJP2U) at Ngurah Rai Airport – Bali

Nomor Surat Perihal

Number of Letter Subject
SKEP.27/KB.03/2018 Pelaksanaan Tugas Annual Marketing Meeting Tahun 2018

Execution of Annual Marketing Meeting Duties in 2018
SKEP.31/KP.10/2018 Tunjangan Hari Raya Tahun 2018
Religious Holiday Allowance in 2018
KEP.32/KP.03/2018 Pedoman Rekrut Pejabat Non Karir Sebagai Penugasan Lanjutan Pada Jabatan General Manager Kantor
Cabang Di Bandar Udara Ngurah Rai
Guidelines for Recruitment of Non-Career Officials as Advance Duty of General Manager at the Ngurah Rai
Airport Subsidiary
KEP.33/OM.07/2018 Pedoman Pelaporan Harta Kekayaan Penyelenggara Negara Di Lingkungan PT Angkasa Pura I (Persero)
Guidelines for State Official Assets Report in PT Angkasa Pura I (Persero)
KEP.37/OB.03/2018 Pedoman Standar Desain Screening Check Point (SCP) 2 Centralized dan Screening Check Point Transit
atau Transfer Untuk Pemeriksaan Orang dan Bagasi Kabin Di Bandara PT Angkasa Pura I (Persero)
Guidelines for Standardized Design of Centralized Screening Check Point (SCP) 2 and Transit Screening
Check Point or Transfer for Passenger and Baggage Screening at the Airports of PT Angkasa Pura I (Persero)
KEP.40/KP.10/2018/DU Perubahan KEP.193/2017 Tentang Remunerasi Bagi Pegawai PT Angkasa Pura I (Persero)
The Amendment of KEP.193/2017 on Remuneration for Employees of PT Angkasa Pura I (Persero)
SKEP.50/TK.09/2018 Tim Teknis Monitoring dan Evaluasi Pelaksanaan Overlay Runway Bandara Di PT Angkasa Pura I (Persero)
Monitoring Technical Team and Evaluation on Implementation of Overlay Runway at Airports of PT Angkasa
Pura I (Persero)
KEP.64/KB.02.04/2018 Tarif PJP2U Dalam Negeri Bandar Udara Ngurah Rai
Tariffs for Domestic Flight Passenger Services (PJP2U) at Ngurah Rai Airport
SKEP.67/KU.02.03/2018 Tim Penyelesaian Kerugian Negara Di PT Angkasa Pura I (Persero)
Team for Settlement of State Loss in PT Angkasa Pura I (Persero)
SKEP.68/OB.01/2018/DU Tim Persiapan Pengoperasian Bandar Udara Baru Achmad Yani Semarang
Team for Preparing the Operation of Achmad Yani New Airport, Semarang
KEP.69/PG.01/2018 Pedoman Sistem Pelaporan Pelanggaran (Whistle Blowing System) PT Angkasa Pura I (Persero)
Guidelines for Whistle Blowing System in PT Angkasa Pura I (Persero)
SKEP.70/PL.07/2018 Panitia Penghapusan Asset Tetap Tidak Produktif Umur Ekonomis Sampai Dengan 5 Tahun Kantor Pusat
Committee of the Abolition of Unproductive Fixed Assets with Economic Life Above 5 Years of Head Office
KEP.81/KP.14/2018 Peraturan Disiplin Pegawai PT Angkasa Pura I (Persero)
Disciplinary Rules for Employees of PT Angkasa Pura I (Persero)
KEP.86/OM.02.02/2018 Pedoman Pelayanan Pos Komando Angkutan Udara Lebaran Natal dan Tahun Baru Di PT Angkasa Pura
I (Persero)
Guidelines for Air Transportation Services Command Post for Lebaran and Christmas and New Year in
KEP.87/OM.02.02/2018 Standar Operasional Fasilitas Sisi Darat Pada Bandara Yang Dikelola PT Angkasa Pura I (Persero)
Operational Standadrs for Landside Facilities at the Airports managed by PT Angkasa Pura I (Persero)
SKEP.92/HM.01/2018 Perubahan Tim Admin Protal BUMN Online PT Angkasa Pura I (Persero)
The Change in Online Portal Admin Team of State-Owned Enterprises in PT Angkasa Pura I (Persero)
KEP.101/OM.01.01/2018 Struktur Organisasi Kantor Pusat
Organizational Structure of Head Office
KEP.176/OM.02.05/2018 Pedoman Manajemen Risiko PT Angkasa Pura I (Persero)
Guidelines for Risk Management in PT Angkasa Pura I (Persero)
KEP.187/KB.07/2018 Skema Penberian Insentif Rute Baru Kepada Perusahaan Penerbangan Di Bandara PT Angkasa Pura I
(Persero)
Schemes for Incentive Provision for New Routes to Airlines at the Airports of PT Angkasa Pura I (Persero)
KEP.189/KB.07/2018 Skema Pemberian Insentif Penambahan Frekuensi Penerbangan Kepada Perusahaan Penerbangan Di
Bandara PT Angkasa Pura I (Persero)
Schemes for Incentive Provision of Added Flight Frequency to the Airlines art the Airports of PT Angkasa
Pura I (Persero)
SKEP.196/PG.01/2018 Pembentukan Komite Management Risiko
The Establishment of Risk Management Committee
KEP.199/OM.01.01/2018 Perubahan KEP.145/2016 Tentang Organisasi & Tata Kerja PP Yogyakarta
The Amendment of KEP.145/2016 on Organization & Working Procedures of PP Yogyakarta
KEP.205/OM.02.04/2018 Tata Kelola Teknologi Informasi PT Angkasa Pura I (Persero)
Information Technology Governance in PT Angkasa Pura I (Persero)
KEP.218/OM.02.04/2018 Project Management Airport Development PT Angkasa Pura I (Persero)
Project Management Airport Development in PT Angkasa Pura I (Persero)
KEP.238/KU.13/2018 Pedoman Program Tanggung Jawab CSR Di PT Angkasa Pura I (Persero)
Guidelines for CSR Responsibility Program in PT Angkasa Pura I (Persero)

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2018 Annual Report
PENILAIAN KINERJA DIREKSI PERFORMANCE EVALUATION OF DIRECTORS

Direksi berkomitmen untuk senantiasa meningkatkan The Board of Directors is committed to continuously improve
pencapaian kinerjanya. Untuk mendukung hal tersebut, its performance achievements. To support this, the Board
telah dilakukan penilaian kinerja Direksi melalui Key of Directors has evaluated the performance of the Board
Performance Indicator (KPI) Direksi tahun 2018 yang of Directors through the 2018 Key Performance Indicator
telah disahkan oleh Pemegang Saham melalui kontrak (KPI) approved by the Shareholders through management
manajemen. Selain itu, penilaian kinerja Direksi juga contracts. In addition, the Board of Directors' performance
dilakukan melalui GCG assessment. assessment is also conducted through a GCG assessment.
PENILAIAN KINERJA DIREKSI BERDASARKAN KEY PERFORMANCE EVALUATION OF DIRECTORS BASED ON

PERFORMANCE INDICATOR KEY PERFORMANCE INDICATORS
Penilaian kinerja Direksi melalui Key Performance Indicator Assessment of the performance of the Board of Directors
(KPI) tahun 2018 yang telah disahkan oleh Pemegang through Key Performance Indicator (KPI) of 2018 which
Saham melalui Kontrak Manajemen. has been approved by the Shareholders through the
Management Contract.
Prosedur Pelaksanaan Penilaian Kinerja Direksi Procedures for Conducting a Performance Evaluation of
The Board
Penilaian kinerja Direksi melalui KPI dilakukan oleh The performance of the Board of Directors through KPI shall
Pemegang Saham melalui mekanisme Rapat Umum be conducted by the Shareholders through the mechanism
Pemegang Saham Tahunan. of the Annual General Meeting of Shareholders.
Kriteria Penilaian Kinerja Direksi Assessment Criteria For The Performance of The Board of
Directors
Kriteria Penilaian Kinerja Direksi mengacu pada Surat The Criteria for Performance Assessment of the Board of
Kementerian BUMN No. S-08/S.MBU/2013 tanggal Directors are in compliance with the Decree of the Ministry
16 Januari 2013 dan berdasarkan arahan Shareholder of State-Owned Enterprises No. S-08/S.MBU/2013 dated on
Aspiration No. S- 487 /MBU/08/2017 tanggal 31 Agustus January 16, 2013 and based on the direction of Shareholder
2017. Kriteria penilaian kinerja Direksi meliputi perspektif Aspiration No. S-487/MBU/08/2017 dated on August 31,
sebagai berikut: 2017. Criteria for assessing the performance of the Board of
Directors are as follow:
1. Keuangan dan Pasar. 1. Finance and Markets.
2. Fokus Pelanggan. 2. Customer Focus.
3. Efektivitas Produk dan Proses. 3. Effectiveness of Products and Processes.
4. Fokus Tenaga Kerja. 4. Manpower Focus.
5. Kepemimpinan, Tata Kelola dan Tanggung Jawab 5. Leadership, Governance, Social Responsibility.
Kemasyarakatan.
Pihak yang Melakukan Penilaian Kinerja Direksi The Party Conducting The Performance Evaluation of The
Board
Pihak yang melakukan Penilaian kinerja Direksi adalah Persons conducting Performance Evaluation of the Board
Pemegang Saham dalam RUPS berdasarkan kewajiban of Directors are Shareholders in the GMS based on the
yang tercantum dalam Perundang-undangan yang obligations contained in the applicable Laws and Articles
berlaku dan Anggaran Dasar maupun amanat Pemegang of Association or shareholder's mandate. The Board of
Saham. Direksi akan mempertanggungjawabkan kinerja Directors will be accountable for their performance in the
mereka pada periode 2018 dalam RUPS. Period of 2018 in the GMS.
Hasil Penilaian Kinerja Direksi The Results of The Director's Performance Appraisal
Pencapaian KPI Direksi tahun 2018 sebagai berikut. Achievement of KPI Directors in 2018 as follows.

Tabel Hasil Penilaian Kinerja Direksi

Table of Performance Appraisal Results of Directors
Skor Capaian
Key Performance Indicator Outcome Score
Key Performance Indicator Bobot Skor
Weight Score
Keuangan dan Pasar/ Finance and Markets 20,00 21,17
Fokus Pelanggan/Customer Focus 24,00 24,88
Efektivitas Produk dan Proses/Effectiveness of Products and Processes 18,00 18,01
Fokus Tenaga Kerja/Focus of Labor 20,00 20,66
Kepemimpinan, Tata kelola dan Tanggung Jawab Kemasyarakatan/Leadership, Governance and 18,00 17,99
Community Responsibility
Agent of Development/Agent of Development 10,00 10,35
Total/Total 110,00 113,06
PENILAIAN KINERJA DIREKSI BERDASARKAN GCG ASSESSMENT OF DIRECTORS PERFORMANCE BASED ON

ASSESSMENT GCG ASSESSMENT
Direksi berkomitmen untuk senantiasa meningkatkan The Board of Directors is committed to continuously
pencapaian kinerjanya. Untuk mendukung hal tersebut, improve its performance achievements. To support this, the
dilakukan penilaian kinerja Direksi melalui GCG Board of Directors' performance assessment through the
Assessment. Penilaian kinerja Direksi melalui GCG GCG assessment is carried out. Assessment of the Board of
Assessment yang telah dilakukan pada tahun 2018 adalah Directors' performance through GCG Assessment conducted
sebagai berikut. in 2018 is as follows.
Prosedur Pelaksanaan Assessment Kinerja Direksi Procedures for Conducting The Performance Assessment
of The Board of Directors
GCG Assessment di Perseroan dilakukan oleh jasa pihak The GCG Assessment in this Company was conducted by
independen (evaluasi eksternal) yaitu Sierra Konsulting. independent service agent (external evaluation), i.e. Sierra
Prosedur pelaksanaan GCG assessment dilakukan Konsulting. Procedures in conducting GCG assessment are in
berdasarkan Keputusan Sekretaris Kementerian Badan accordance with the Decree of the Secretariat of Ministry of
Usaha Milik Negara Nomor SK-16/S.MBU/2012 tanggal State-Owned Enterprises Number SK-16/S.MBU/2012 dated
6 Juni 2012 tentang Indikator/Parameter Penilaian dan on June 6, 2012 concerning to the Indicator/Parameter for
Evaluasi atas Penerapan Tata Kelola Perusahaan yang Assessment and Evaluation on the Implementation of Good
Baik (Good Corporate Governance) pada BUMN. Corporate Governance in State-Owned Enterprises.
Kriteria Penilaian Kinerja Direksi Performance Evaluation Criteria for Directors

Kriteria yang digunakan dalam penilaian kinerja Direksi The criteria used in the performance evaluation of the Board
tersebut meliputi: of Directors include:
1. Pelaksanaan program pelatihan/pembelajaran 1. Implementation of Directors training/learning program.
Direksi.
2. Pembagian tugas/fungsi, wewenang dan tanggung 2. The clear division of duties/functions, authority and
jawab Direksi yang jelas. responsibilities of the Board of Directors.
3. Penyusunan perencanaan perusahaan. 3. Preparation of corporate planning.
4. Pemenuhan target kinerja perusahaan. 4. Fulfillment of company performance targets.
5. Pelaksanaan pengendalian operasional dan keuangan 5. Implementation of operational and financial controls on
terhadap implementasi rencana dan kebijakan the implementation of company plans and policies.
perusahaan.
6. Pelaksanaan pengurusan perusahaan sesuai dengan 6. Implementation of the company's management in
peraturan perundang-undangan yang berlaku dan accordance with the prevailing laws and regulations and
Anggaran Dasar. the Articles of Association.
7. Pelaksanaan hubungan yang bernilai tambah bagi 7. The implementation of value-added relationships for
perusahaan dan pemangku kepentingan. companies and stakeholders.
8. Memonitor dan mengelola potensi benturan 8. Monitor and management of potential conflicts of
kepentingan anggota Direksi dan manajemen di interest of members of the Board of Directors and
bawah Direksi. management under the Board of Directors.

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2018 Annual Report
9. Pelaksanaan keterbukaan informasi dan komunikasi, 9. Implementation of information and communication

serta penyampaian informasi kepada Dewan disclosure, and delivery of information to the Board of
Komisaris dan Pemegang Saham secara tepat waktu. Commissioners and Shareholders in a timely manner.
10. Penyelenggaraan rapat Direksi dan kehadiran pada 10. The holding of Board of Directors and Attendance
rapat Dewan Komisaris. meetings at the Board of Commissioners' meeting.
11. Penyelenggaraan pengawasan intern yang berkualitas 11. Provision of quality and effective internal supervision.
dan efektif.
12. Penyelenggaraan fungsi Sekretaris Perusahaan yang 12. The operation of qualified and effective Corporate
berkualitas dan efektif. Secretary functions.
13. Penyelenggaraan RUPS Tahunan dan RUPS lainnya 13. The holding of the Annual General Meeting of
sesuai peraturan perundang-undangan. Shareholders and other General Shareholders according
to the laws and regulations.
Pihak yang Melakukan Penilaian Kinerja Direksi The Party Conducting The Performance Evaluation of The
Board of Director
Pada tahun 2018, PT Angkasa Pura I (Persero) telah In 2018, PT Angkasa Pura I (Persero) has conducted GCG
melakukan GCG Assessment untuk tahun buku 2017 yang assessment conducted Sierra Konsulting
dilaksanakan oleh Sierra Konsulting.
Hasil Penilaian Kinerja Direksi The Results of The Director's Performance Evaluation
Pada 2018, hasil penilaian kinerja Direksi mencapai skor In 2018, the performance appraisal results of the Board of
33,58 dengan capaian 95,96% dan predikat Sangat Baik. Directors reached a score of 33,58 with 95,96% achievement
and excellent predicate.
PENILAIAN KINERJA KOMITE DI BAWAH DIREKSI, PERFORMANCE ASSESSMENT OF THE BOARD OF

UNIT INTERNAL AUDIT, UNIT COMPLIANCE & RISK DIRECTORS COMMITTEES, INTERNAL AUDIT UNIT,
MANAGEMENT, DAN UNIT KERJA LAINNYA COMPLIANCE & RISK MANAGEMENT UNIT AND OTHER
WORK UNITS
Dalam melaksanaan tugas kepengurusannya, Direksi In conducting its stewardship duties, the Board of Directors
dibantu oleh Komite di bawah Direksi yaitu Komite is assisted by a Committee under the Board of Directors,
Manajemen Risiko. Selama tahun 2018, Komite Manajemen namely the Risk Management Committee. During the year
Risiko telah memberikan arahan untuk melakukan 2018, the Risk Management Committee has directed to
penyempurnaan Pedoman Manajemen Risiko agar improve the Risk Management Guidelines of the Company
disesuaikan kondisi perusahaan saat ini termasuk dengan in order to be adjusted to the current condition of the
adanya perubahan struktur organisasi serta melakukan company including changes to the organizational structure
evaluasi kebijakan manajemen risiko perusahaan dan and to evaluate the company's risk management policy and
melakukan review atas roadmap Implementasi Manajemen review the Roadmap of Risk Management Implementation.
Risiko Perusahaan. Direksi menilai bahwa selama 2018, The Board of Directors assesses that during 2018, the Risk
Komite Manajemen Risiko telah menjalankan tugas dan Committee has performed its duties and responsibilities
tanggungjawabnya dengan baik. well.
Selain penilaian kinerja Komite Manajemen Risiko, In addition to assessing the performance of the Risk
Direksi juga melaksanakan penilaian kinerja seluruh Management Committee, the Board of Directors also
jajaran manajemen termasuk Unit Internal Audit dan conducts performance appraisals of all levels of management
Unit Compliance & Risk Management. Penilaian kinerja including the Internal Audit Unit and the Compliance &
dilakukan sesuai dengan Key Performace Indicator (KPI) Risk Management Unit. Performance appraisal is carried
yang telah ditetapkan setiap awal tahun. Pencapaian KPI out in accordance with the Key Performace Indicator
untuk tahun buku 2018 menunjukkan hasil yang baik. (KPI) that has been set at the beginning of each year. The
Untuk Unit Internal Audit, sepanjang tahun 2018 terdapat achievement of KPI for the 2018 fiscal year shows good
388 pemeriksaan yang ditindaklanjuti atas total 414 results. For the Internal Audit Unit, throughout 2018 there
pemeriksaan, atau sebesar 93.72%. Sedangkan capaian were 388 examinations which were followed up for a total
kinerja atas Pelaksanaan Manajemen Risiko, diukur melalui of 414 examinations, or 93.72%. While the performance
Tingkat Maturitas Manajemen Risiko. Penilaian Maturitas achievements of the Risk Management Implementation,
Manajemen Risiko dilaksanakan setiap dua tahun sekali, measured through the Risk Management Maturity Level.
dan merupakan salah satu KPI. Penilaian tahun 2018 Risk Management Maturity Assessment is conducted every
masih menggunakan hasil penilaian di tahun 2017. Pada two years, and is one of the KPIs. The 2018 assessment still

tahun 2017, nilai tingkat maturitas manajemen risiko PT uses the results of the 2017 assessment. In 2017, the value
Angkasa Pura I Persero mencapai 3,12 dari skala 5. Untuk of the risk management maturity level of PT Angkasa Pura I
jajaran manajemen lainnya, menunjukkan pencapaian Persero reached 3.12 on a scale of 5. For other management,
yang baik terlihat dari KPI Korporat melampaui yang telah it showed good achievement as seen from Corporate KPI
ditargetkan yaitu sebesar 113,06. exceeding those targeted that is equal to 113.06.
MEKANISME PENGUNDURAN DIRI DAN PEMBERHENTIAN THE MECHANISM OF RESIGNATION AND DISMISSAL OF
DIREKSI THE BOARD OF DIRECTORS
Alasan dan tata cara pengunduran diri dan pemberhentian The reasons and procedures for resignation and dismissal
Direksi di PT Angkasa Pura I (Persero) diatur dalam Board of the Board of Directors in PT Angkasa Pura I (Persero) are
Manual Perseroan, sebagai berikut. regulated in the Board Manual of the Company, as follows.
1. Masa jabatan anggota Direksi 5 (lima) tahun dengan 1. The Position Period of 5 (five) years of the Board of
tidak mengurangi hak RUPS untuk memberhentikan Directors without prejudice to the right of the GMS to
sewaktu-waktu. terminate at any time.
2. Setelah masa jabatannya berakhir, anggota Direksi 2. After the term of its position expires, the members of the
dapat diangkat kembali oleh RUPS untuk 1 (satu) kali Board of Directors may be reappointed by the GMS for 1
masa jabatan. (one) time of the Position.
3. Jabatan anggota Direksi akan berakhir, jika: 3. The positions of members of the Board of Directors shall
expire, if:
a. Masa jabatan berakhir. a. The Position ends.
b. Mengundurkan diri sesuai ketentuan yang berlaku. b. Resigned as required.
c. Tidak lagi memenuhi persyaratan peraturan c. No longer meet the requirements of applicable
perundang-undangan yang berlaku. legislation.
d. Meninggal dunia. d. Pass away.
e. Diberhentikan berdasarkan keputusan RUPS. e. Dismissed based on the GMS decision.
4. RUPS dapat memberhentikan jabatan anggota Direksi 4. GMS may terminate the Position of a member of the
sewaktu-waktu sebelum masa jabatannya berakhir Board of Directors at any time before the term of its
dengan menyebutkan alasan pemberhentiannya. position ends by stating the reason for termination.
5. Dewan Komisaris berhak memberhentikan untuk 5. The Board of Commissioners shall be entitled to
sementara waktu seorang atau lebih anggota Direksi, temporarily discharge one or more members of the
jikalau mereka bertindak bertentangan dengan Board of Directors, if they are in conflict with the Articles
Anggaran Dasar atau melalaikan kewajibannya atau of Association or neglect their obligations or there is an
terdapat alasan yang mendesak bagi Perseroan. urgent reason for the Company.
6. Pemberhentian sementara tersebut harus diberitahukan 6. Such suspension shall be notified in writing to the
secara tertulis kepada yang bersangkutan disertai person concerned with the reasons for such action.
alasan yang menyebabkan tindakan tersebut.
7. Dalam waktu 30 (tiga puluh) hari setelah 7. Within 30 (thirty) days after such suspension, the Board
pemberhentian sementara tersebut, Dewan Komisaris of Commissioners is required to call the General Meeting
diwajibkan untuk memanggil Rapat Umum Pemegang of Shareholders who will decide whether the relevant
Saham yang akan memutuskan apakah anggota member of the Board of Directors will be dismissed
Direksi yang bersangkutan akan diberhentikan or returned to his/her position by first providing an
seterusnya atau dikembalikan kepada kedudukannya, opportunity for the member of the Board of Directors to
dengan terlebih dahulu memberikan kesempatan selfdefense.
pada anggota Direksi tersebut untuk membela diri.
8. Jika RUPS tidak diselenggarakan dalam jangka waktu 8. If the GMS is not held within a period of 30 (thirty) days,
30 (tiga puluh) hari, maka pemberhentian sementara then such suspension shall be declared null and the
tersebut dinyatakan batal dan anggota Direksi yang dismissed member of the Board of Directors shall return
diberhentikan kembali menjalankan tugas dengan to office with the same power and authority.
kuasa dan kewenangan yang sama.
9. Anggota Direksi berhak mengundurkan diri dari 9. Members of the Board of Directors shall be entitled to
jabatannya dengan memberitahukan secara tertulis withdraw from their positions by notifying in writing
mengenai maksudnya tersebut kepada Perusahaan of such intent to the Company with a copy to the
dengan tembusan kepada Pemegang Saham, Shareholders, Board of Commissioners and other
Dewan Komisaris dan anggota Direksi lainnya members of the Board of Directors no later than
paling lambat 30 (tiga puluh) hari sebelum tanggal 30 (thirty) days prior to the date of resignation and
pengunduran dirinya dan berlaku sejak tanggal effective from the date of approval of the resignation
disetujui permohonan pengunduran dirinya oleh petition by the Meeting General Shareholders; but if
Rapat Umum Pemegang Saham, namun jika tidak ada there is no decision of the GMS then the member of
keputusan dari RUPS maka anggota Direksi tersebut the Board of Directors stops on the requested date or

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berhenti pada tanggal yang diminta atau dengan with the passage of 30 (thirty) days from the date of the
lewatnya waktu 30 (tiga puluh) hari sejak tanggal application letter of resignation received without the
surat permohonan pengunduran diri diterima tanpa need for approval of the GMS.
memerlukan persetujuan RUPS.
10. Anggota Direksi yang mengundurkan diri tersebut 10. The resigning member of the Board of Directors shall
wajib menyampaikan pertanggungjawaban atas be responsible for the actions which have not been
tindakan-tindakannya yang belum diterima accepted by the GMS.
pertanggungjawbannya oleh RUPS.
HUBUNGAN DEWAN KOMISARIS DAN THE RELATIONSHIP OF BOARD OF

DIREKSI COMMISSIONERS AND DIRECTORS
Keberhasilan penerapan good corporate governance salah The successful implementation of good corporate governance
satunya bergantung pada hubungan kerja antar organ one of them depends on the working relationship between
perusahaan. Demi terjalinnya hubungan yang harmonis the organs of the company. For the sake of establishing
dalam pelaksanaan tugas, mekanisme kerja antar a harmonious relationship in the execution of duties, the
organ perusahaan diatur dengan berlandaskan prinsip mechanism of work between the organs of the company is
kebersamaan, saling menghargai fungsi dan perannya governed by the principle of togetherness, mutual appreciation
dan bertindak sesuai dengan kewenangan yang telah of its functions and roles and act in accordance with the
ditetapkan untuk pencapaian visi – misi perusahaan. established authority for the achievement of company's vision.
Mekanisme kerja Direksi dan Dewan Komisaris harus The working mechanism of the Board of Directors and Board of
diatur agar masing-masing dapat menjalankan tugas dan Commissioners shall be regulated so that each can perform its
fungsinya secara efektif dan efisien. duties and functions effectively and efficiently.
Dewan Komisaris dan Direksi sesuai dengan fungsinya Board of Commissioners and Board of Directors in
masing-masing mempunyai tanggung jawab untuk accordance with their respective functions have a
menjaga kelangsungan usaha perusahaan dalam jangka responsibility to maintain the company's long-term business
panjang yang tercermin pada: continuity as reflected in:
1. Terpeliharanya kesehatan perusahaan sesuai 1. Maintenance of company's health in accordance with
dengan indikator dan kriteria yang ditetapkan oleh indicators and criteria established by the Ministry of
Kementrian BUMN selaku regulator. SOEs as regulators.
2. Tercapainya imbal hasil yang wajar bagi (Peningkatan 2. Achieving fair returns for Shareholder Value
nilai) Pemegang Saham. enhancement.
3. Terlindunginya kepentingan stakeholders lainnya. 3. Protecting the interests of other stakeholders.
4. Terlaksananya sistem dan prosedur kegiatan usaha 4. Implementation of system and procedure of business
yang berfungsi sebagai pengendalian dan pengelolaan activity which function as control and risk management
risiko bagi kontinuitas manajemen perusahaan. for continuity of company management.
Terciptanya sebuah hubungan kerja yang baik antara The creation of a good working relationship between the
Dewan Komisaris dengan Direksi merupakan salah satu hal Board of Commissioners and the Board of Directors is one
yang sangat penting agar masing-masing organ tersebut of the most important things that each of these organs can
dapat bekerja sesuai tanggung jawab dan wewenang work in accordance with their respective responsibilities and
masing-masing dengan efektif dan efisien. Untuk itu authority effectively and efficiently. Therefore, PT Angkasa
PT Angkasa Pura I (Persero), dalam menjaga hubungan Pura I (Persero), in maintaining a good working relationship
kerja yang baik antara Dewan Komisaris dengan Direksi between the Board of Commissioners and the Board of
menerapkan prinsip-prinsip sebagai berikut: Directors, applies the following principles:
1. Dewan Komisaris menghormati tanggung jawab dan 1. The Board of Commissioners respects the responsibility
wewenang Direksi dalam mengurus Perusahaan and authority of the Board of Directors in managing the
sebagaimana telah diatur dalam peraturan perundang- Company as regulated in the laws and regulations of the
undangan maupun Anggaran Dasar Perusahaan. Company.
2. Direksi menghormati tanggung jawab dan wewenang 2. The Board of Directors respects the responsibility and
Dewan Komisaris untuk melakukan pengawasan dan authority of the Board of Commissioners to exercise
memberikan nasihat terhadap kebijakan pengurusan oversight and advise on the Company's management
Perusahaan oleh Direksi. policies by the Board of Directors.
3. Dalam rangka saling menghormati tanggung jawab 3. In the framework of mutual respect for the
dan wewenang Organ Perseroan lainnya, Dewan responsibilities and powers of other Company Organs,
Komisaris dan Direksi harus memahami tanggung the BoC and BoD must understand the responsibilities
jawab dan wewenang organ Perseroan lainnya. and powers of other organs of the Company.

4. Setiap hubungan kerja antara Dewan Komisaris 4. Any working relationship between the Board of
dengan Direksi merupakan hubungan yang bersifat Commissioners and the Board of Directors is a formal
formal kelembagaan, dalam arti harus senantiasa institutional relationship, in the sense must always be
dilandasi oleh suatu mekanisme baku atau based on a standard mechanism or correspondence that
korespondensi yang dapat dipertanggungjawabkan. can be accounted for.
5. Setiap hubungan kerja yang bersifat informal 5. Any informal employment relationship may be exercised
dapat saja dilakukan oleh masing-masing Anggota by each member of the Board of Commissioners and
Dewan Komisaris dan Direksi, namun tidak dapat the Board of Directors, but can not be used as a formal
dipakai sebagai kebijakan formal sebelum melalui policy before through mechanisms or correspondence
mekanisme atau korespondensi yang dapat that can be accounted for.
dipertanggungjawabkan.
6. Dewan Komisaris berhak memperoleh akses atas 6. The Board of Commissioners is entitled to have access to
informasi Perusahaan secara tepat waktu dan lengkap. Company information in a timely and complete manner.
7. Direksi bertanggungjawab untuk memastikan bahwa 7. The Board of Directors is responsible for ensuring that
informasi mengenai Perusahaan telah diberikan the Company's information has been submitted to
kepada Dewan Komisaris secara tepat waktu dan the Board of Commissioners in a timely and complete
lengkap. manner.
8. Sekretaris Perusahaan dan Sekretaris Dewan 8. Corporate Secretary and Secretary of the Board of
Komisaris berfungsi sebagai pejabat penghubung Commissioners functions as liaison officer between
antara Direksi dan Dewan Komisaris. Board of Directors and Board of Commissioners.
9. Organ yang membantu Dewan Komisaris pada saat 9. The organs that assist the Board of Commissioners when
berhubungan kerja dengan organ yang membantu dealing with the organs that assist the Board of Directors are
Direksi harus sepengetahuan Dewan Komisaris. subject to the knowledge of the Board of Commissioners.
10. Organ yang membantu Direksi pada saat berhubungan 10. The organs that assist the Board of Directors when dealing
kerja dengan organ yang membantu Dewan Komisaris with the organs that assist the Board of Commissioners
harus sepengetahuan Direksi. must be as knowledgeable to the Board of Directors.
11. Direksi berkewajiban hadir dalam rapat yang 11. The Board of Directors shall be required by the Present
diselenggarakan oleh Dewan Komisaris, jikalau in a meeting held by the Board of Commissioners, if
diundang. invited.
ORGAN DAN KOMITE DI BAWAH DEWAN ORGANS AND THE BOARD OF

KOMISARIS COMMISSIONERS COMMITTEES
Dalam melaksanakan tugasnya, Dewan Komisaris dibantu In performing its duties, the Board of Commissioners is
oleh Sekretaris Dewan Komisaris dan Komite Penunjang, assisted by the Secretary of the Board of Commissioners
yaitu Komite Audit serta Komite Risiko Usaha dan GCG. and Supporting Committees, namely the Audit Committee
Dewan Komisaris tidak memiliki Komite Nominasi dan and the Business Risk and GCG Committee. The Board
Remunerasi, namun memiliki fungsi yang melaksanakan of Commissioners does not have a Nomination and
tugas di bidang nominasi dan remunerasi. Organ dan Remuneration Committee, but has functions that perform
Komite di bawah Dewan Komisaris tersebut diuraikan tasks in the field of nomination and remuneration. Organs
sebagai berikut. and Committees under the Board of Commissioners are
outlined as follows.
SEKRETARIS DEWAN KOMISARIS SECRETARY OF THE BOARD OF COMMISSIONERS

Untuk menunjang kelancaran pelaksanaan tugas, Dewan To support the smooth implementation of duties, the
Komisaris dibantu oleh Sekretaris Dewan Komisaris. Board of Commissioners is assisted by the Secretary of
Sekretaris Dewan Komisaris diangkat dan diberhentikan the Board of Commissioners. The Secretary of the Board
oleh Dewan Komisaris sehingga Sekretaris Dewan of Commissioners is appointed and dismissed by the Board
Komisaris bertanggung jawab secara langsung kepada of Commissioners so that the Secretary of the Board of
Dewan Komisaris dalam melaporkan pelaksanaan Commissioners is directly responsible to the Board of
tugasnya. Commissioners in reporting the execution of its duties
TUGAS DAN TANGGUNG JAWAB SEKRETARIS DEWAN DUTIES AND RESPONSIBILITIES OF THE SECRETARY OF
Sekretaris Dewan Komisaris menjalankan tugas The Secretary of the Board of Commissioners performs
administrasi dan kesekretariatan yang berkaitan dengan administrative and secretarial duties related to all activities
seluruh kegiatan Dewan Komisaris, yaitu: of the Board of Commissioners, namely:
1. Mempersiapkan rapat, termasuk bahan rapat Dewan 1. Preparing for meetings, including meeting materials of
Komisaris. the Board of Commissioners.

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2. Membuat risalah rapat Dewan Komisaris sesuai 2. Making minutes of meetings of the Board of
Anggaran Dasar Perusahaan. Commissioners in accordance with the Articles of
Association of the Company.
3. Mengadministrasikaan dokumen Dewan Komisaris, 3. Administering documents of the Board of
baik surat masuk maupun surat keluar, serta risalah Commissioners, both incoming and outgoing mail, as
rapat maupun dokumen lainnya. well as minutes of meetings or other documents.
4. Menyusun rancangan rencana kerja dan anggaran 4. Drafting the work plan and budget of the Board of
Dewan Komisaris. Commissioners.
5. Menyusun rancangan laporan-laporan Dewan 5. Drafting the reports of the Board of Commissioners.
Komisaris.
6. Memastikan bahwa Dewan Komisaris mematuhi 6. Ensuring that the Board of Commissioners comply with
peraturan perundang-undangan serta menerapkan laws and regulations and apply GCG principles.
prinsip-prinsip GCG.
7. Memberikan informasi yang dibutuhkan oleh Dewan 7. Providing information required by the Board of
Komisaris secara berkala dan/atau sewaktu-waktu Commissioners on a regular basis and/or at any time if
apablia diminta. requested.
8. Mengkoordinasikan anggota Komite, jika diperlukan, 8. Coordinating members of the Committee, if necessary,
dalam rangka memperlancar tugas Dewan Komisaris. in order to facilitate the duties of the Board of
Commissioners.
9. Mengumpulkan data-data teknis yang berasal dari 9. Collecting technical data from committees within the
Komite-komite di lingkungan Dewan Komisaris dan Board of Commissioners and experts of the Board
tenaga ahli Dewan Komisaris untuk kepentingan of Commissioners for the benefit of the Board of
10. Sebagai penghubung (liason officer) Dewan Komisaris 10. As the liaison officer of the Board of Commissioners with
dengan pihak lain. other parties.
11. Melaksanakan tugas lain Dewan Komisaris. 11. Carrying out other duties of the Board of Commissioners.
PROFIL SEKRETARIS DEWAN KOMISARIS PROFILE OF THE BOARD OF COMMISSIONERS

Berdasarkan Surat Keputusan Dewan Komisaris Nomor: Based on the Decree of the Board of Commissioners Number:
KEP. 05/DK.AP.I/2016 tanggal 1 November 2016, KEP. 05/DK.AP.I/2016 dated November 1, 2016, Secretary of
Sekretaris Dewan Komisaris PT Angkasa Pura I (Persero) the Board of Commissioners of PT Angkasa Pura I (Persero)
dijabat oleh M. Rosyid Ariansyah. is held by M. Rosyid Ariansyah.
M. Rosyid Ariansyah Warga Negara Indonesia, umur 36 tahun, lahir di Klaten pada tanggal 2 Januari 1982.
(Sekretaris Dewan
Komisaris) Memperoleh gelar Sarjana Ekonomi dari Universitas Indonesia, Jakarta pada tahun
Secretary of the Board of 2007. Pernah menjabat sebagai menjabat sebagai Kasubbag Tata Kelola Administrasi
Commissioners dan Keuangan Kementerian BUMN dan pernah menjabat sebagai Sekretaris Dewan
Komisaris PT Reasuransi Internasional Indonesia. Beliau menjabat sebagai Sekretaris
Dewan Komisaris Perusahaan sejak tanggal 1 November 2016.
Indonesian citizen, aged 36 years, born in Klaten on 2 January 1982. Obtained his
Bachelor of Economics from Universitas Indonesia, Jakarta in 2007. Has served as Head
of Administration and Finance Administration of the Ministry of SOEs and has served as
Secretary of Board of Commissioners PT Reasuransi Internasional Indonesia. He has been
Secretary of the Company’s Board of Commissioners since November 1, 2016.
PENGEMBANGAN KOMPETENSI SEKRETARIS DEWAN DEVELOPMENT OF COMPETENCY SECRETARY OF THE

Pelatihan Tanggal Penyelenggara

Training Date Organizer
Sertifikasi Tingkat Dasar Ahli Pengadaan Barang/Jasa Pemerintah 27 Juli 2018 Lembaga Kebijakan Pengadaan Barang/Jasa
Certification of Basic Level of Government Goods/Services Procurement 27 July 2018 Pemerintah
Experts
Government Goods/Services Procurement
Policy Agency
PELAKSANAAN TUGAS SEKRETARIS DEWAN THE EXECUTION OF THE TASKS OF THE SECRETARY OF
KOMISARIS TAHUN 2018 THE BOARD OF COMMISSIONERS IN 2018
Pelaksanaan tugas Sekretaris Dewan Komisaris di tahun The execution of the duties of the Secretary of the Board of
2018 adalah sebagai berikut. Commissioners in 2018, as follows.

1. Mempersiapkan 15 (lima belas) rapat internal dan 9 1. Preparing 15 (fifteen) internal meetings and 9 (nine)
(sembilan) kali rapat gabungan Dewan Komisaris dan joint meetings of the Board of Commissioners and the
Direksi serta menyiapkan materi rapat. Board of Directors and preparing the meeting material.
2. Membuat risalah rapat Dewan Komisaris sesuai 2. Making minutes of meetings of the Board of
Anggaran Dasar Perusahaan. Commissioners in accordance with the Company's
Articles of Association.
3. Mengadministrasikan dokumen-dokumen Dewan 3. Administering documents of the Board of
Komisaris, antara lain surat masuk maupun surat Commissioners, including incoming and outgoing mail,
keluar, serta risalah rapat maupun dokumen lainnya. meeting minutes and other documents.
4. Menyusun program rencana kerja dan anggaran 4. Developing a work program plan and budget of the
Dewan Komisaris tahun 2018. Board of Commissioners in 2018.
5. Menyusun laporan-laporan Dewan Komisaris tahun 5. Reporting of the Board of Commissioners in 2018.
2018.
6. Memastikan bahwa Dewan Komisaris mematuhi 6. Ensuring that the Board of Commissioners comply with
peraturan perundang-undangan serta menerapkan laws and regulations and apply GCG principles.
prinsip GCG.
7. Menjadwalkan kerja Dewan Komisaris ke cabang- 7. Scheduling the work of the Board of Commissioners to
cabang Perusahaan. the Company's branches.
8. Menyiapkan, mengendalikan, mengkoordinir dan 8. Preparing, controlling, coordinating and reporting the
melaporkan kegiatan para Komite. activities of the Committee.
KOMITE AUDIT AUDIT COMMITTEE

Komite Audit merupakan perangkat Dewan Komisaris The Audit Committee is a Board of Commissioner's tool that
yang berfungsi membantu Dewan Komsiaris dalam serves to assist the Board of Commissioners in performing its
melaksanakan tugasnya, yaitu mengawasi Direksi duties, which oversees the Board of Directors in conducting
dalam menjalankan kepengurusan Perseroan serta the management of the Company and provides advice to
memberikan nasihat kepada Direksi. Komite Audit the Board of Directors. The Audit Committee of PT Angkasa
PT Angkasa Pura I (Persero) terdiri dari seorang Ketua Pura I (Persero) consists of a Chairman from a member of
berasal dari salah seorang anggota Dewan Komisaris, the Board of Commissioners, and 2 (two) members, from
dan 2 (dua) orang anggota, berasal dari luar Perusahaan outside the Company with no connection to management,
yang tidak mempunyai kaitan dengan manajemen, kaitan ownership link and/or connection with business activities
kepemilikan saham dan/atau kaitan dengan kegiatan Company. Members of the Audit Committee are appointed
usaha Perusahaan. Anggota Komite Audit diangkat dan and dismissed by the Board of Commissioners and reported
diberhentikan oleh Dewan Komisaris dan dilaporkan to the GMS.
kepada RUPS.
DASAR PEMBENTUKAN KOMITE AUDIT THE FOUNDATION FOR ESTABLISHING AN AUDIT COMMITTEE
Dasar pembentukan Komite Audit PT Angkasa Pura I Basis for establishment of Audit Committee of PT Angkasa
(Persero), antara lain: Pura I (Persero), among others:
1. Undang-undang Nomor 19 tahun 2003 tentang 1. Law Number 19 of 2003 concerning BUMN.
BUMN. 2. Regulation of the Minister of State Owned Enterprises
2. Peraturan Menteri Negara BUMN Nomor: PER-05/ Number: PER-05/MBU/2006 concerning Audit
MBU/2006 tentang Komite Audit pada BUMN. Committee on SOEs.
3. Peraturan Menteri Negara BUMN Nomor: PER- 3. Regulation of the Minister of State Owned Enterprises
09/MBU/2012 tentang Penerapan Tata Kelola Number: PER-09/MBU/2012 on the Implementation
Perusahaan yang Baik pada BUMN. of Good Corporate Governance in State-Owned
Enterprises.
4. Peraturan Menteri Negara BUMN Nomor: PER- 4. Regulation of the Minister of State Owned Enterprises
12/MBU/2012 tentang Organ Pendukung Dewan Number: PER-12/MBU/2012 concerning the Supporting
Komisaris. Organ of the Board of Commissioners.
PIAGAM KOMITE AUDIT CHARTER OF THE AUDIT COMMITTEE

Dalam melaksanakan tugas dan tanggung jawabnya, In performing its duties and responsibilities, the Audit
Komite Audit berpedoman pada Piagam Komite Audit Committee is guided by the Charter of Audit Committee of
PT Angkasa Pura I (Persero) yang telah disahkan oleh PT Angkasa Pura I (Persero) which has been ratified by the
Dewan Komisaris. Piagam tersebut memuat ketentuan Board of Commissioners. The Charter contains provisions
yang harus dipatuhi dalam pembentukan dan pelaksanaan that must be complied with forming and implementing

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kegiatan Komite Audit agar dapat bekerja secara the activities of the Audit Committee in order to work
independen, obyektif, mandiri, transparan, dan dapat independently, objectively, independently, transparently
dipertanggungjawabkan. Piagam tersebut ditata dalam and responsibly. The charter is organized in the following
bentuk Bab sebagai berikut: Chapter form.
BAGIAN I PENDAHULUAN PART I PRELIMINARY

Memuat penjelasan tentang maksud dan tujuan, serta Contains an explanation of the aims and objectives, as
Landasan Hukum dibentuknya Komite Audit. well as the Legal Basis for the establishment of the Audit
Committee.
BAGIAN II PEMBENTUKAN DAN STRUKTUR PART II ESTABLISHMENT AND MEMBERSHIP STRUCTURE
KEANGGOTAAN KOMITE AUDIT OF THE AUDIT COMMITTEE
Memuat penjelasan tentang pengertian, struktur Komite Contains an explanation of the understanding, structure
Audit, keanggotaan, pembentukan dan pengangkatan of the Audit Committee, membership, formation and
anggota, persyaratan keanggotaan, serta masa jabatan appointment of members, membership requirements, and
anggota Komite Audit. tenure of members of the Audit Committee.
BAGIAN III TUGAS DAN TANGGUNG JAWAB PART III DUTIES AND RESPONSIBILITIES
Memuat penjelasan tentang tugas, wewenang dan Contains an explanation of the duties, authorities and
tanggung jawab Komite Audit. responsibilities of the Audit Committee.
BAGIAN IV PROSEDUR KERJA PART IV WORK PROCEDURES
Memuat penjelasan tentang rencana kerja dan penganggaran, Contains an explanation of work plan and budgeting,
mekanisme rapat, dan pelaporan Komite Audit meeting mechanism, and Audit Committee reporting
BAGIAN V PENUTUP PART V CLOSING
TUGAS DAN TANGGUNG JAWAB KOMITE AUDIT TASKS AND RESPONSIBILITIES OF THE AUDIT COMMITTEE
Komite Audit bertugas untuk: The Audit Committee is responsible for:
1. Membantu Dewan Komisaris untuk memastikan 1. Assisting the Board of Commissioners in ensuring the
efektivitas sistem pengendalian intern dan efektivitas effectiveness of the internal control system and the
pelaksanaan tugas eksternal auditor dan internal effectiveness of the execution of the external duties of
auditor. auditors and internal auditors.
2. Menilai pelaksanaan kegiatan serta hasil audit yang 2. Assessing the implementation of activities and audit
dilaksanakan oleh Satuan Pengawasan Intern maupun results conducted by the Internal Audit or external
auditor eksternal. auditors.
3. Memberikan rekomendasi mengenai penyempurnaan 3. Providing recommendations on the improvement of
sistem pengendalian manajemen serta pelaksanaannya. management control system and its implementation.
4. Memastikan telah terdapat prosedur evaluasi 4. Ensuring there has been a satisfactory review procedure
yang memuaskan terhadap segala informasi yang for any information issued by the Company.
dikeluarkan Perusahaan.
5. Melakukan identifikasi hal-hal yang memerlukan 5. Identifying matters that require the attention of the Board
perhatian Komisaris serta tugas-tugas Komisaris lainnya. of Commissioners and other Commissioners' duties.
Komite Audit bertanggung jawab kepada Komisaris. The Audit Committee is accountable to the Board of
Pertanggungjawaban Komite Audit kepada Komisaris Commissioners. The accountability of the Audit Committee to
disampaikan dalam bentuk laporan berkala (triwulanan the Commissioners is submitted periodically (in the quarterly
dan tahunan) serta laporan pelaksanaan tugas dalam and annual) report on the implementation of duties in the
hal mendapat penugasan khusus dari Komisaris. Komite case of special assignment from the Commissioner. The Audit
Audit wajib menjaga kerahasiaan dokumen, data dan Committee is responsible for maintaining the confidentiality
informasi Perusahaan. of Company documents, data and information.
WEWENANG KOMITE AUDIT AUDIT COMMITTEE AUTHORITY

Dalam rangka pelaksanaan tugasnya, Komite Audit In order to carry out its duties, the Audit Committee had the
berwenang mendapatkan informasi yang lengkap tentang authority to obtain complete information about employees,
karyawan, dana, aset, serta sumber daya Perusahaan funds, assets, and other Company resources related to the
lainnya yang berkaitan dengan pelaksanaan tugasnya. implementation of their duties. In carrying out its authority,
Dalam melaksanakan kewenangan, Komite Audit the Audit Committee cooperated with Internal Audit. If
bekerjasama dengan Internal Audit. Apabila diperlukan, needed, with the written approval of the Commissioner, the

dengan persetujuan tertulis Komisaris, Komite Audit Audit Committee might request assistance from experts
dapat meminta bantuan tenaga ahli dan/atau konsultan and/or consultants to assist the Audit Committee.
untuk membantu Komite Audit.
STRUKTUR, KEANGGOTAAN DAN KEAHLIAN KOMITE STRUCTURE, MEMBERSHIP AND EXPERTISE OF THE
AUDIT AUDIT COMMITTEE
Komite Audit PT Angkasa Pura I (Persero) Tahun The PT Angkasa Pura I (Persero) Audit Committee in 2018 was
2018 dipimpin oleh seorang Ketua didampingi 2 (dua) led by a Chairman accompanied by 2 (two) vice chairmans;
orang wakil ketua, yang ketiganya berasal dari Dewan all of them came from the Board of Commissioners, and
Komisaris, serta memiliki 2 (dua) orang anggota Komite, they had 2 (two) Committee members; each of them had
yang masing-masing memiliki kualifikasi pendidikan dan educational qualifications and expertise in the audit field.
keahlian di bidang audit.
Periode 1 Januari – 17 Januari 2018 Period of January 1 - January 17, 2018

Struktur dan keanggotaan Komite Audit Periode 1 Januari Audit Committee Structure and Membership Period of
– 16 Januari 2018 yang diangkat berdasarkan Keputusan January 1- January 16, 2018 which was appointed based on
Dewan Komisaris Nomor: KEP-02/DK.AP.I/2017 tanggal the Decision of the Board of Commissioners Number: KEP-
16 Mei 2017, adalah sebagai berikut. 02/DK.AP.I/2017 dated May 16, 2017 consisted of:
Nama Jabatan Keterangan Keahlian

Name Position Information Expertise
Boy Syahril Qamar Ketua Komisaris Independen Ekonomi, Human
Chairman Independent Commissioner Capital dan Hukum
Economy, Human
Capital and Law
Selby Nugraha Rachman Wakil Ketua II Komisaris Teknik Kebandarudaraan
Vice Chairman II Commissioner Aviation Engineering
Syaiful Anggota Pihak Independen Akuntansi, Audit
Member Independent Party Accounting, Audit
Agus Waluyo Anggota Pihak Independen Akuntansi, Audit
Periode 17 Januari 2018 – 31 Juli 2018 Period of January 17, 2018 - July 31, 2018
Berdasarkan Keputusan Dewan Komisaris Nomor KEP- Based on the Decision of the Board of Commissioners
01/DK.AP.I/2018 tanggal 17 Januari 2018 memutuskan Number KEP-01/DK.AP.I/2018 dated January 17, 2018, it
pemberhentian Bapak Dwi Ary Purnomo sebagai Wakil was decided to terminate Mr. Dwi Ary Purnomo as a Vice
Ketua Komite Audit I dan mengangkat Bapak Harry Z. Chairman I of the Audit Committee and appointed Mr. Harry
Soeratin sebagai Wakil Ketua I Komite Audit. Sehingga Z. Soeratin as a Vice Chairman of the Audit Committee.
Struktur dan keanggotaan Komite Audit Periode 17 Hence, the Audit Committee Structure and membership for
Januari 2018 – 31 Juli 2018 adalah sebagai berikut. the January 17, 2018 - July 31, 2018 period consisted of:

Boy Syahril Qamar Ketua Komisaris Independen Ekonomi, Human
Chairman Independent Commissioner Capital dan Hukum
Economy, Human
Capital and Law
Harry Z. Soeratin Wakil Ketua I Komisaris Teknik Kebandarudaraan
Vice Chairman I Commissioner Aviation Engineering
Selby Nugraha Rachman Wakil Ketua II Komisaris Teknik Kebandarudaraan
Vice Chairman II Commissioner Aviation Engineering
Periode 31 Juli 2018 – 31 Desember 2018 Period of July 31, 2018 - December 31, 2018
Berdasarkan Keputusan Dewan Komisaris Nomor Based on the Board of Commissioners' Decree Number
KEP.03/DK.AP.I/2018 tanggal 31 Juli 2018 memutuskan KEP.03/DK.AP.I/2018 dated 31 July 2018, it was decided
pemberhentian Bapak Boy Syahril Qamar sebagai Ketua the termination of Mr. Boy Syahril Qamar as the Chairman

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2018 Annual Report
Komite Audit dan Bapak Selby Nugraha Rachman sebagai of the Audit Committee and Mr. Selby Nugraha Rachman
Wakil Ketua II Komite Audit serta mengangkat Ibu Anandy as Vice Chairman II of the Audit Committee and appointed
Wati sebagai Ketua Komite Audit dan Bapak Djoko Sasono Ms. Anandy Wati as the Chairman of the Audit Committee
sebagai Wakil Ketua II Komite Audit. Sehingga Struktur and Mr. Djoko Sasono as Vice Chairperman II of the Audit
dan keanggotaan Komite Audit Periode 31 Juli 2018 – 31 Committee. Thus, the Audit Committee Structure and
Desember 2018 adalah sebagai berikut. membership for the period July 31, 2018 – December 31,
2018 could be described as follows.

Anandy Wati Ketua Komisaris Independen Bidang Komersial dan
Chairman Independent Commissioner Pengembangan Usaha
Commercial Aspect and
Business Development
Harry Z. Soeratin Wakil Ketua I Komisaris Teknik Kebandarudaraan
Vice Chairman I Commissioner Airport Engineering
Djoko Sasono Wakil Ketua II Komisaris Teknik, Transportasi.
Vice Chairman II Commissioner Transportation Engineering
AUDIT COMMITTEE PROFILE

PROFIL KOMITE AUDIT
The profile of Audit Committee as of Desember 31, 2018 was
Profil Komite Audit per 31 Desember 2018 adalah sebagai
as follow:
berikut.
Anandy Wati Profil Beliau dapat dilihat pada bagian Profil Dewan Komisaris pada halaman 95 dalam Laporan
(Ketua) Tahunan ini.
Chairman Her profile can be seen in the part of Board of Commissioners’ Profile on page 95 in this annual report.
Periode Jabatan: Masa jabatan sebagai Ketua Komite Audit sampai dengan masa jabatan sebagai
Komisaris berakhir.
Term of Service: The service as a Chairman of Audit Committee until the end period of Commissioner
Djoko Sasono Profil Beliau dapat dilihat pada bagian Profil Dewan Komisaris pada halaman 93 dalam Laporan
(Wakil Ketua) Tahunan ini.
Vice Chairman His profile can be seen in the part of Board of Commissioners’ Profile on page 93 in this annual report.
Periode Jabatan: Masa jabatan sebagai Anggota Komite Audit sampai dengan masa jabatan sebagai
Komisaris berakhir.
His profile can be seen in the part of Board of Commissioners’ Profile in this annual report.
Harry Z. Soeratin Profil Beliau dapat dilihat pada bagian Profil Dewan Komisaris pada halaman 97 dalam Laporan
(Wakil Ketua) Tahunan ini.
Vice Chairman His profile can be seen in the part of Board of Commissioners’ Profile on page 97 in this annual report.
Komisaris berakhir.
Term of Service: The service as a Member of Audit Committee until the end period of Commissioner

Syaiful Warga Negara Indonesia, umur 59 tahun, lahir di Pariaman, pada tanggal 15 Agustus 1958.
(Anggota) Indonesian citizen, 59 years old, born in Pariaman, on August 15, 1958.
Member
Menyelesaikan pendidikan profesi D-3 dengan gelar Ajun Akuntan, tahun 1981 dan D-4 dengan gelar
Akuntan, tahun 1989 pada Sekolah Tinggi Akuntansi Negara, Jakarta.
Completed D-3 professional education with the title of Accountant Adjunct, 1981 and D-4 with an Accountant,
in 1989 at the State College of Accountancy, Jakarta.
Mengawali karir sebagai Auditor pada Badan Pengawasan Keuangan Pembangunan (BPKP) sejak
1981 sampai dengan tahun 2000. Pada periode 2001-2003 bekerja pada Kantor Akuntan Publik Dani
Sudarsono dan Rekan. Sejak tahun 2002 menjadi Konsultan bidang Akuntansi dan Keuangan pada
beberapa instansi Pemerintah, terutama yang menerapkan PPK-BLU, termasuk Rumah Sakit. Pernah
menjadi Anggota Komite Audit dan Komite Manajemen Risiko pada berbagai BUMN, meliputi PTPN VII,
Lampung, PTPN XI, Surabaya, Perum Jamkrindo, dan PT Adhi Karya (Persero) Tbk.
He began his career as an Auditor at the Development Finance Supervisory Agency (BPKP) from 1981 to
2000. In the period 2001-2003 he worked for Public Accountant Office Dani Sudarsono and Co. Since
2002 he had become a Consultant in Accounting and Finance in several Government agencies, especially
those implementing PPK-BLU, including Hospitals. He was a member of the Audit Committee and Risk
Management Committee in various State-Owned Enterprises, including PTPN VII, Lampung, PTPN XI,
Surabaya, Perum Jamkrindo, and PT Adhi Karya (Persero) Tbk.
Periode ke I menjabat sebagai Komite Audit berdasarkan Surat Keputusan Dewan Komisaris Nomor:
KEP.05/DK.AP.I/2015 sejak tanggal 14 September 2018 Sampai dengan 14 September 2018.
Periode ke II menjabat sebagai Komite Audit berdasarkan Surat Keputusan Dewan Komisaris Nomor:
KEP.06/DK.AP.I/2018 sejak tanggal 14 September 2018 sampai dengan 14 September 2020.
The first period of service as the Audit Committee was based on the Decree of the Board of Commissioners
Number: KEP.05/DK.AP.I/2015 from September 14, 2018 to September 14, 2018.
The second period of service as an Audit Committee was based on the Decree of the Board of Commissioners
Number: KEP.06/DK.AP.I/2018 from September 14, 2018 to September 14, 2020.
Agus Waluyo Warga Negara Indonesia, umur 44 tahun, lahir di Cilacap, Jawa Tengah pada tanggal 23 Agustus 1973.
(Anggota) Indonesian citizen, 44 years old, born in Cilacap, Central Java on August 23, 1973.
Member
Memperoleh gelar Diploma III Akuntansi pada Sekolah Tinggi Akuntansi Negara Jakarta pada tahun
1994 dan Sarjana Ekonomi pada Sekolah Tinggi Ilmu Ekonomi Widya Wiwaha, Yogyakarta pada tahun
2009.
He obtained a Diploma III in Accounting at the Jakarta State College of Accountancy in 1994 and a Bachelor
of Economics at Widya Wiwaha College of Economics, Yogyakarta in 2009.
Mengawali karir tahun 1994 di Badan Pengawasan Keuangan Pembangunan (BPKP) sebagai Auditor
pada Perwakilan BPKP Provinsi Sumsel (1994-1997), BPKP Perwakilan DI.Yogyakarta (1999-2011) dan
BPKP Perwakilan Provinsi Nusa Tenggara Timur (2011-2015). Terakhir diperbantukan sebagai Auditor
Muda pada Inspektorat Kementerian BUMN (2015 sampai sekarang).
He began his career in 1994 at the Development Finance Supervisory Agency (BPKP) as an Auditor at the
Development Finance Supervisory Agency Representative of the Province of South Sumatra (1994-1997),
Development Finance Supervisory Agency Representative in Yogyakarta (1999-2011) and Development
Finance Supervisory Agency in East Nusa Tenggara Province (2011-2015). The last one was that he became
a Young Auditor at the Inspectorate of the Ministry of State-Owned Enteprise (2015 to present).
Periode ke I menjabat sebagai Komite Audit berdasarkan Surat Keputusan Dewan Komisaris Nomor:
KEP.08/DK.AP.I/2015 sejak tanggal 28 Oktober 2015 Sampai dengan 28 Oktober 2018.
Periode ke II menjabat sebagai Komite Audit berdasarkan Surat Keputusan Dewan Komisaris Nomor:
KEP.07/DK.AP.I/2018 sejak tanggal 28 Oktober 2018 Sampai dengan 28 Oktober 2020.
The first period of service as the Audit Committee was based on the Decree of the Board of Commissioners
Number: KEP.08/DK.AP.I/2015 from October 28, 2015 to October 28, 2018.
The second period of service as an Audit Committee was based on the Decree of the Board of Commissioners
Number: KEP.07/DK.AP.I/2018 from October 28, 2018 to October 28, 2020.

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2018 Annual Report
KUALIFIKASI PENDIDIKAN DAN PENGALAMAN KERJA

KOMITE AUDIT
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Audit

Table of Education and Work Experience Qualifications of Audit Committee
Nama Jabatan Pendidikan Pengalaman Kerja

Name Position Education Work Experience
Boy Syahril Qamar* Ketua - Akademi TNI Angkatan Udara - Komandan SESKOAU tahun 2010-2011
Chairman tahun 1980. - IRJENAU tahun 2011-2013
EDUCATIONAL
- Sarjana Ekonomi dari Universitas - AND WORK
WAKASAU EXPERIENCE
tahun 2013 QUALIFICATION
- Kasum TNI tahun 2013 sampai dengan 1 April
Terbuka tahun 1997. OF AUDIT COMMITTEE
- Indonesian Air Force Academy, 2014.
1980. - SESKOAU Commander in 2010-2011
- Bachelor of Economics Universitas - IRJENAU in 2011-2013
Terbuka, 1997. - WAKASAU in 2013
- Kasum TNI from 2013 to April 1, 2014.
Anandy Wati** Ketua - Sarjana di bidang Ekonomi - Direktur Pelaksanaan Anggaran Direktorat
Chairman Pembangunan dari Universitas Jenderal Anggaran Kementerian Keuangan di
Sebelas Maret, Surakarta tahun tahun 2009-2010.
1983. - Direktur Sistem Manajemen Investasi
- Master of Public Management Direktorat Jenderal Anggaran Kementerian
dari Carnegie Mellon University, Keuangan tahun 2010-2013.
Pennsylvania, Amerika Serikat - Sekretaris Direktorat Jenderal Anggaran
tahun 1991. Kementerian Keuangan tahun 2013-sekarang.
- Bachelor in Economic Development - Director of Budget Implementation of the
from Sebelas Maret University, Directorate General of Budget of the Ministry of
Surakarta in 1983. Finance in 2009-2010.
- Master of Public Management - Director of the Investment Management System
from Carnegie Mellon University, of the Ministry of Finance's Directorate General of
Pennsylvania, USA in 1991. Budget in 2010-2013.
- Secretary of the Ministry of Finance's Directorate
General of Budget 2013-present.
Selby Nugraha Wakil Ketua II - Sarjana Ekonomi (1996) - Direktur PT Execujet Indonesia (2011-2015).
Rachman* Vice Chariman - Pasca Sarjana Jurusan Hukum - Direktur PT Ferco Seating System Indonesia
II - Economic Bachelor (2014-sekarang).
- Magister of Law - Direktur Tekhnologi dan Informasi Experd
Human Resources Consultant (2010-sekarang).
- Direktur Decorus Contract (1994-sekarang).
- Director of PT Execujet Indonesia t(2011-2015).
- Director of PT Ferco Seating System Indonesia
(2014-present).
- Director of Information and Technology of Expert
Human Resources Consultant (2010-present).
- Director of Decorus Contract (1994-present).
Harry Z. Soeratin*** Wakil Ketua I - Sarjana Ekonomi di bidang - Inspektorat Jenderal Kementerian Keuangan
Vice Chariman Akuntansi dari Universitas (1987-1992).
I Padjajaran, Bandung (1987). - Direktorat Jenderal Pembinaan BUMN,
- Magister Manajemen bidang Kemenerian BUMN (1992-2008).
Akuntansi dari Universitas - Sekretariat Jenderal Kementerian Keuangan
Indonesia (1991). (2008-2016).
- Program Ph.D di fakultas Business - Sekretariat Jenderal Kementerian Sosial
and Commerce, dari Universitas (2016-2018).
Keio, Tokyo (1999). - Kepala Badan di Badan Pendidikan, Penelitian
- Program Doktoral (DMB) dari dan Penyuluhan Sosial, Kementerian Sosial
Universitas Padjajaran, Bandung (2018- sekarang)
(2016). - Inspectorate General of Ministry of Finance
- Bachelor of Economics in (1987-1992).
Accounting from Padjajaran - Directorate General of State-Owned Enterprises
University of Bandung (1987). Development, Ministry of State-Owned
- Master of Management in Enterprises (1992-2008).
Accounting from the University of - Secretariat General of Ministry of Finance (2008-
Indonesia (1991). 2016).
- Ph.D Program from the Faculty - Secretariat General of Ministry of Social Affairs
of Business and Commerce, Keio (2016-2018).
University of Tokyo (1999). - Head of Education, Research and Social
- Doctoral Program (DMB) from Counseling Agency, Ministry of Social Affairs
Padjajaran University of Bandung (2018 - present).
(2016).


Djoko Sasono** Wakil Ketua II - Sarjana bidang Teknik Planologi - Perencana Muda (2002-2003). Kabid Program
Vice Chairman dari Institut Teknologi Bandung dan Evaluasi, Puslitban Manajemen Transportasi
II (1987). Multimoda-Badan Litbang (2003-2005).
- Master bidang Transportation - Direktur Perencanaan Tata Ruang dan
Planning and Engineering di Lingkungan, Kedeputian Bidang Perencanaan dan
The University of Leeds, United Pemprograman Badan Pelaksanaan BRR NAD-
Kingdom (1994). NIAS (2005-2006).
- Doctor bidang Transportation - Wakil Deputi Bidang Pembangunan Infrastruktur II
Planning and Policy (Urban (2006-2007).
Engineering) di The University of - Wakil Deputi Bidang Infrastruktur Lingkungan dan
Tokyo, Jepang (2002). Pemeliharaan (2007).
- Bachelor of Planology Engineering - Wakil Deputi Bidang Perumahan dan Pemukiman
from Bandung Institute of Bapel BRR NAD-NIAS (2007-2008).
Technology (1987). - Perumus Kebijakan Trans. Multimoda (2008-
- Master of Transportation 2009).
Planning and Engineering from - Kepala Pusat Data dan Informasi (2009-2012).
The University of Leeds, United - Direktur Bina Sistem Transportasi Perkotaan (2012-
Kingdom (1994). 2015).
- Doctor in Transportation Planning - Direktur Jendral Perhubungan Darat (2015-2016).
and Policy (Urban Engineering) - Penyusun Dokumen Perencanaan dan Program
from The University of Tokyo, Japan (2016).
(2002). - Staf ahli Bidang Logistik, Multimoda dan
Keselamatan Perhubungan (2016-2017).
- Kepala Bandan Pengembangan SDM Perhubungan
(2017-2018).
- Sekretaris Jendral Kementerian Perhubungan
(2018-Sekarang).
- Junior Planner (2002-2003)
- Head of Program and Evaluation Division,
Research and Development Center for Multimodal
Transportation Management- Research and
Development Agency (2003-2005).
- Director of Spatial Planning and Environment,
Deputy for Planning and Programming Division
of the Executive Agency of Rehabilitation and
Reconstruction Agency for Aceh and Nias / BRR NAD-
NIAS (2005-2006).
- Vice Deputy for Infrastructure Development II (2006-
2007).
- Vice Deputy for Environmental Infrastructure and
Maintenance (2007)
- Vice Deputy for Housing and Settlements, the
Executive Agency of Rehabilitation and Reconstruction
Agency for Aceh and Nias / BRR NAD-NIAS (2007-
2008)
- Drafting Team for Multimoda Transportation (2008-
2009)
- Head of Center for Data and Information (2009-2012)
- Director of Urban Transportation System
Development (2012-2015)
- Director General of Land Transportation (2015 2016)
- Drafting Team for Planning and Program Document
(2016).
- Expert Staff of Logistics, Multimodal Transportation
and Transportation Safety (2016).
- Head of Department of Human Resources
Development of Transportation (2017-2018).
- Secretary General of the Ministry of Transportation
(2018-present).
Syaiful Anggota - Pendidikan profesi D-3 dengan - Auditor pada Badan Pengawasan Keuangan
Member gelar Ajun Akuntan (1981). Pembangunan (BPKP) sejak 1981 sampai
- D-4 dengan gelar Akuntan (1989). dengan tahun 2000.
- D-3 Profession education as - Pada periode 2001-2003 bekerja pada Kantor
Accountant Assistant (1981). Akuntan Publik Dani Sudarsono dan Rekan.
- D-4 education as accountant - Sejak tahun 2002 menjadi Konsultan bidang
Accountant (1989). Akuntansi dan Keuangan pada beberapa
instansi Pemerintah, terutama yang
menerapkan PPK-BLU, termasuk Rumah Sakit.
- Anggota Komite Audit dan Komite Manajemen
Risiko pada berbagai BUMN, meliputi PTPN
VII, Lampung, PTPN XI, Surabaya, Perum
Jamkrindo, dan PT Adhi Karya (Persero) Tbk.
- Auditor of the Development Finance Supervisory
Agency from 1981 to 2000.
- In the period 2001-2003 worked at Public
Accountant Office Dani Sudarsono and Co.
- Since 2002, he has been a Consultant in
Accounting and Finance in several Government
agencies, especially those implementing PPK-
BLU, including Hospitals.
- Members of the Audit Committee and Risk
Management Committee in various State-Owned
Enterprises, including PTPN VII, Lampung, PTPN
XI, Surabaya, Perum Jamkrindo, and PT Adhi
Karya (Persero) Tbk.

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2018 Annual Report

Agus Waluyo Anggota - Diploma III Akuntansi (1994). - Badan Pengawasan Keuangan Pembangunan
Member - Sarjana Ekonomi (2009). (BPKP) sebagai Auditor pada Perwakilan BPKP
- Diploma III Accounting (1994). Provinsi Sumsel (1994-1997).
- Bachelor of Economy (2009). - BPKP Perwakilan DI.Yogyakarta (1999-2011).
- BPKP Perwakilan Provinsi Nusa Tenggara
Timur (2011-2015).
- Auditor Muda pada Inspektorat Kementerian
BUMN (2015 sampai sekarang).
- Worked in Development Finance Supervisory
Agency as Auditor at the Development Finance
Supervisory Agency Representative of South
Sumatra Province (1994-1997).
- Development Finance Supervisory Agency
Representative of DI. Yogyakarta (1999-2011).
- Development Finance Supervisory Agency
Representative of East Nusa Tenggara Province
(2011-2015).
- Young Auditor at the Inspectorate of the Ministry
of State-Owned Enterprise (2015 to present).
*Behenti menjabat sejak tanggal 31 Juli 2018. *Stopped the term of service since July 31, 2018.
**Mulai menjabat sejak tanggal 31 Juli 2018. **Started the service since July 31, 2018.
***Mulai menjabat sejak tanggal 17 Januari 2018. ***Started the service since January 17, 2018.
INDEPENDENSI KOMITE AUDIT INDEPENDENCE OF AUDIT COMMITTEE

Komite Audit menjalankan peran secara obyektif The Audit Committee performs its role objectively based
berdasarkan pertimbangan keahliannya secara on professional Expertise considerations. In order to
profesional. Dalam rangka menjaga obyektivitas tersebut, maintain the objectivity, the Audit Committee must be
Komite Audit harus berasal dari pihak yang independen, independent, independent party, which may have negative
yaitu pihak yang tidak memiliki hubungan/keterkaitan impact or conflict of interest either with Shareholders
yang dapat menimbulkan dampak negatif atau benturan and Management (Board of Commissioner and Board of
kepentingan (conflict of interest) baik dengan Pemegang Directors) or with Company.
Saham dan Pengurus (Dewan Komisaris dan Direksi)
maupun dengan Perusahaan.
Tabel Independensi Komite Audit

Table of Audit Committee Independence
Aspek Independensi Boy Selby

Anandy Harry Z.
Aspects of Syahril Nugraha Djoko Sasono Syaiful Agus Waluyo
Wati Soeratin
Independence Qamar Rachman
Tidak memiliki
hubungan keuangan
dengan Dewan
Komisaris dan Direksi
Has no financial
√ √ √ √ √ √ √
relationship with
the Board of
Commissioners
and the Board of
Directors
Tidak memiliki
hubungan
kepengurusan di
perusahaan, anak
perusahaan, maupun
perusahaan afiliasi √ √ √ √ √ √ √
Has no management
relationship in
company, subsidiary,
or affiliated
company
Tidak memiliki
hubungan kepemilikan
saham di perusahaan
Has no share √ √ √ √ √ √ √
ownership
relationship in the
company

Aspek Independensi Boy Selby

Anandy Harry Z.
Aspects of Syahril Nugraha Djoko Sasono Syaiful Agus Waluyo
Wati Soeratin
Independence Qamar Rachman
Tidak memiliki
hubungan keluarga
dengan Dewan
Komisaris, Direksi, dan/
atau sesama anggota
Komite Audit
Has no family √ √ √ √ √ √ √
relationship with
the Board of
Commissioners,
Board of Directors,
and/or fellow Audit
Committee Members
Tidak menjabat sebagai
pengurus partai politik,
pejabat dan pemerintah
Not serving as a
√ √ √ √ √ √ √
party official of
political parties,
officials and
government
RAPAT KOMITE AUDIT MEETING OF THE AUDIT COMMITTEE

Dalam melaksanakan tugasnya, Komite Audit In performing its duties, the Audit Committee holds regular
mengadakan pertemuan secara berkala, baik rapat meetings, both internal and internal meetings with Internal
internal maupun bersama dengan Internal Audit untuk Audit to discuss matters relating to the work plan and its
membahas hal-hal yang berkaitan dengan rencana implementation, the Corporate's development, internal
kerja dan pelaksanaannya, perkembangan Perseroan, control, follow-up audit findings, etc. in order to obtain
pengendalian internal, tindak lanjut temuan hasil audit, sufficient and relevant information, as material to provide
dan sebagainya, dalam rangka memperoleh informasi input on matters that should be of interest to the Board
yang cukup dan relevan, sebagai bahan untuk memberi of Commissioners in conducting supervisory duties and
masukan tentang hal-hal yang harus mendapat perhatian advising the Directors.
Dewan Komisaris dalam pelaksanaan tugas pengawasan
dan memberi nasihat kepada Direksi.
Agenda Rapat Komite Audit Agendas of Audit Committee Meetings

Sepanjang tahun 2018, tanggal pelaksanaan, Agenda During 2018, the Dates and Agendas as well as the
rapat dan Peserta rapat Komite Audit, sebagai berikut. participants of Audit Committee meetings were as follow.
Tabel Agenda Rapat Komite Audit

Table of Audit Committee Meetings’ Agenda
No. Tanggal Agenda Peserta

Date Agenda Participants
1. 8 Januari 2018 Rapat Pembahasan RKAP 2018. - Boy Syahril Qamar
January 8, 2018 Discussing 2018 Work Plan and Company Budget. - Selby Nugraha Rachman
- Syaiful
- Agus Waluyo
2. 11 Januari 2018 Rapat Pembahasan Penghapusbukuan Aset Tetap BPN. - Boy Syahril Qamar
January 11, 2018 BPN Fixed Assets Abolition Discussion Meeting. - Selby Nugraha Rachman
- Syaiful
- Agus Waluyo
3. 20 Februari 2018 Rapat Pembahasan Persetujuan Penandatanganan Kontrak - Boy Syahril Qamar
February 20, 2018 Perjanjian sampai dengan 5 (lima) Tahun oleh Direksi Untuk - Selby Nugraha Rachman
Kegiatan Usaha Line Maintenance. - Harry Z. Soeratin
Approval Discussion Meeting Signing of Contract Agreement - Syaiful
up to 5 (five) Years by the Board of Directors for Line - Agus Waluyo
Maintenance Business Activities.
4. 13 Maret 2018 Rapat Pembahasan Tanggapan Dewan Komisaris atas - Boy Syahril Qamar
March 13, 2018 Laporan Tahunan Tahun Buku 2017 PT Angkasa Pura I - Selby Nugraha Rachman
(Persero). - Harry Z. Soeratin
Discussion Meeting of the Board of Commissioners' Response - Syaiful
to the 2017 Annual Report of PT Angkasa Pura I (Persero). - Agus Waluyo

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5. 15 Maret 2018 Rapat Pembahasan Atensi Pemeriksaan BPK pada Cabang - Boy Syahril Qamar
March 15, 2018 Denpasar. - Selby Nugraha Rachman
Audit Board of the Republic of Indonesia Examination Meeting - Harry Z. Soeratin
at Denpasar Branch. - Syaiful
- Agus Waluyo
6. 24 April 2018 Rapat Pembahasan Persiapan Pengadaan KAP untuk Audit - Boy Syahril Qamar
April 24, 2018 LK Tahun Buku 2018. - Selby Nugraha Rachman
Quality of Productive Assets Preparation Discussion Meeting - Harry Z. Soeratin
for LK Audit for Fiscal Year 2018. - Syaiful
- Agus Waluyo
7. 2 Mei 2018 Rapat Pembahasan Hasil Monitoring Bandar Udara - Boy Syahril Qamar
May 2, 2018 Sepinggan – Balikpapan. - Selby Nugraha Rachman
Discussion on Results of Monitoring of Sepinggan - Balikpapan - Harry Z. Soeratin
Airport. - Syaiful
- Agus Waluyo
8. 15 Mei 2018 Rapat Pembahasan Permohonan Rekomendasi untuk - Boy Syahril Qamar
May 15, 2018 Penandatanganan Perjanjian Konsesi dengan Kementerian - Selby Nugraha Rachman
Perhubungan. - Harry Z. Soeratin
Meeting to discuss applications for recommendations - Syaiful
for signing concession agreements with the Ministry of - Agus Waluyo
Transportation.
9. 5 Juni 2018 Rapat Pembahasan Tanggapan atas Laporan Manajemen - Boy Syahril Qamar
June 5, 2018 Triwulan I Tahun 2018. - Selby Nugraha Rachman
Response Discussion Meeting on the 2018 First Quarter - Harry Z. Soeratin
Management Report. - Syaiful
- Agus Waluyo
1.0. 25 Juni 2018 Rapat Pembahasan TOR/KAK Pengadaan KAP. - Boy Syahril Qamar
June 25, 2018 TOR/Work Frame of References of Procurement Discussion - Selby Nugraha Rachman
Meeting. - Harry Z. Soeratin
- Syaiful
- Agus Waluyo
11. 3 Juli 2018 Rapat Pembahasan Permohonan Persetujuan Penghapusan - Boy Syahril Qamar
July 3, 2018 Aset BPN, UPG dan Tanah SUB. - Selby Nugraha Rachman
Discussion Meeting on Application for Approval of Proposal for - Harry Z. Soeratin
Elimination of Fixed Assets Unproductive. - Syaiful
- Agus Waluyo
12. 30 Juli 2018 Rapat Pembahasan Permohonan Persetujuan Usulan - Boy Syahril Qamar
July 30, 2018 Penghapusan Aktiva Tetap Tidak Produktif. - Selby Nugraha Rachman
Discussion Meeting on Application for Approval of Proposal for - Harry Z. Soeratin
Elimination of Fixed Assets Unproductive. - Syaiful
- Agus Waluyo
13. 7 Agustus 2018 Rapat Pembahasan Tanggapan atas Laporan Manejemen - Anandy Wati
August 7, 2018 Semester I Tahun 2018. - Harry Z. Soeratin
Response Discussion Meeting on 2018 Semester I - Djoko Sasono
Management Report. - Syaiful
- Agus Waluyo
14. 8 Agustus 2018 Rapat Pembahasan Materi Kunjungan Kerja Dekom Ke - Anandy Wati
August 8, 2018 Balikpapan. - Harry Z. Soeratin
Discussion of Material of Working Visit Decree to Balikpapan. - Djoko Sasono
- Syaiful
- Agus Waluyo
15. 14 Agustus 2018 Rapat Pembahasan Permohonan Persetujuan Pengelolaan - Anandy Wati
August 14, 2018 Bandara Baru Oleh PT Angkasa Pura I (Persero). - Harry Z. Soeratin
Meeting for Requests for Approval of New Airport Management - Djoko Sasono
by PT Angkasa Pura I (Persero). - Syaiful
- Agus Waluyo
16. 3 September 2018 Rapat Pembahasan Revisi RKAP. - Anandy Wati
September 3,2018 Work Plan and Company Budget Revision Discussion Meeting. - Harry Z. Soeratin
- Djoko Sasono
- Syaiful
- Agus Waluyo
17. 4 September 2018 Rapat Pembahasan Proses Pengadaan KAP. - Anandy Wati
September 4, 2018 Quality of Productive Assets Procurement Process Discussion - Harry Z. Soeratin
Meeting. - Djoko Sasono
- Syaiful
- Agus Waluyo
18. 17 Oktober 2018 Rapat Pembahasan Tanggapan atas Surat Kolanudal - Anandy Wati
October 17, 2018 Surabaya. - Harry Z. Soeratin
Response Discussion Meeting on Kolanudal Letter Surabaya. - Djoko Sasono
- Syaiful
- Agus Waluyo


19. 23 Oktober 2018 Rapat Pembahasan Hasil Monitoring KAP Audit Interim. - Anandy Wati
October 23, 2018 Discussion Meeting on Results of Monitoring of Interim Quality - Harry Z. Soeratin
of Productive Assets Audit. - Djoko Sasono
- Syaiful
- Agus Waluyo
20. 30 November 2018 Rapat Pembahasan RKAP 2019. - Anandy Wati
November 30, 2018 2019 Work Plan and Company Budget Discussion Meeting. - Harry Z. Soeratin
- Djoko Sasono
- Syaiful
- Agus Waluyo
21. 5 Desember 2018 Rapat Pembahasan Usulan Penghapusan AT Solo dan - Anandy Wati
December 5, 2018 Denpasar. - Harry Z. Soeratin
AT Solo and Denpasar Abolition Proposal Discussion Meeting. - Djoko Sasono
- Syaiful
- Agus Waluyo
22. 11 Desember 2018 Rapat Pembahasan RKAP 2019. - Anandy Wati
December 11, 2018 2019 Work Plan and Company Budget Discussion Meeting. - Harry Z. Soeratin
- Djoko Sasono
- Syaiful
- Agus Waluyo
Frekuensi dan Tingkat Kehadiran Rapat Komite Audit Frequency and Attendance Levels of The Audit Committee
Meetings
Selama tahun 2018, Komite Audit telah melaksanakan During 2018, the Audit Committee has conducted at least
sebanyak 22 (dua puluh dua) kali rapat. Adapun frekuensi 22 (twenty two) meetings. The frequency and attendance of
dan tingkat kehadiran rapat Komite Audit adalah sebagai Audit Committee meetings are as follows.
berikut.
Tabel Tingkat Kehadiran Rapat Komite Audit

Audit Committee Audit Attendance Table
Nama Jabatan Jumlah Rapat Jumlah Kehadiran Persentase

Name Position Total Meeting Number of Attendance Percentage
Ketua 100%
Boy Syahril Qamar* 2 2
Chairman
Ketua 100%
Anandy Wati** 10 10
Chairman
Selby Nugraha Rachman* Wakil Ketua I 100%
12 12
Vice Chairman I
Harry Z. Soeratin*** Wakil Ketua I 100%
20 20
Vice Chairman I
Djoko Sasono** Wakil Ketua II 100%
10 10
Vice Chairman II
Anggota 100%
Syaiful 22 22
Member
Anggota 100%
Agus Waluyo 22 22
Member
*Behenti menjabat sejak tanggal 31 Juli 2018. * Stopped the term of service since July 31, 2018.
**Mulai menjabat sejak tanggal 31 Juli 2018. ** Starting the service since July 31, 2018.
***Mulai menjabat sejak tanggal 17 Januari 2018. *** Starting the service since January 17, 2018.
REMUNERASI KOMITE AUDIT REMUNERATION OF THE AUDIT COMMITTEE

Penetapan remunerasi Komite Audit Perseroan mengacu The remuneration of the Corporate’s Audit Committee refers
pada Peraturan Menteri Negara Badan Usaha Milik Negara to the Regulation of the Minister of State-Owned Enterprises
Nomor: PER-12/MBU/2012 tentang Organ Pendukung No. PER-12/MBU/2012 on the Supporting Organizations of the
Dewan Komisaris/Dewan Pengawas Badan Usaha Milik Board of Commissioners/Supervisory Board of State-Owned
Negara. Remunerasi Anggota Komite Audit berupa Enterprises. Remuneration of Audit Committee Members in the
honorarium sebesar 20% (dua puluh persen) dari gaji form of honorarium of 20% (twenty percent) of the salary of
Direktur Utama Perseroan. Sedangkan anggota Dewan the President Director of the Corporate. Whereas the member
Komisaris yang menjadi Ketua/Anggota Komite Audit of the Board of Commissioners who becomes the Chairman/
tidak diberikan penghasilan tambahan selain sebagai Member of the Audit Committee is not given any additional
anggota Dewan Komisaris. income other than as a member of the Board of Commissioners.

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LAPORAN SINGKAT PELAKSANAAN KEGIATAN BRIEF REPORT IMPLEMENTATION OF AUDIT COMMITTEE

KOMITE AUDIT TAHUN 2018 ACTIVITIES IN 2018
Selama tahun 2018, Komite Audit telah melaksanakan During 2018, the Audit Committee has performed the
tugas antara lain: following tasks:
1. Program penilaian pelaksanaan kegiatan serta hasil 1. Assessment of the implementation of activities and
audit yang dilaksanakan SPI. audit results conducted by SPI.
Kegiatan yang telah dilakukan yaitu: Activities that have been done are:
a. Evaluasi pelaksanaan dan hasil audit, melalui a. Evaluation of the implementation and results of
pengamatan pelaksanaan audit lapangan, the audit, through observation of the field audit,
dilakukan secara sampling. conducted by sampling.
b. Monitoring tindak lanjut temuan audit, melalui b. Monitoring of follow-up audit findings, through
rapat-rapat rutin yang dilaksanakan secara routine meetings held on a quarterly basis.
triwulanan.
2. Program penilaian pelaksanaan kegiatan serta hasil 2. Program assessment of the implementation of activities
audit yang dilaksanakan auditor eksternal. and audit results conducted by external auditors.
Kegiatan yang dilakukan meliputi: Activities undertaken include:
a. Melakukan proses penunjukan KAP. a. Conducting the process of appointing KAP.
Telah dilakukan proses penunjukan KAP yang There has been a process of appointing a Public
melakukan audit atas laporan keuangan Tahun Accounting Firm that audits the financial statements
2018, melalui proses pelelangan/beauty contest. of 2018, through auction process/beauty contest.
Kegiatan yang dilakukan meliputi penyusunan Activities undertaken include the preparation of
KAK, RAB, dan Spesifikasi Teknis Calon KAP, KAK, RAB and Technical Specifications of Candidate
bekerjasama dengan SPI dan Unit Procurement KAK, in cooperation with SPI and Procurement Unit
PT Angkasa Pura I (Persero) melakukan proses of PT Angkasa Pura I (Persero) conducting KAP
pelelangan KAP dari proses pengumuman sampai auction process from the announcement process
usulan pemenang. until the winner’s proposal.
b. Evaluasi perencanaan audit, dilaksanakan melalui: b. Evaluation of audit planning, implemented through:
- Kick off/entry meeting, yaitu tentang - Kick off/entry meeting, which is about interim
perencanaan interim audit. audit planning,
- Rapat monitoring progres audit, yang - Audit progress monitoring meeting, undertaken
dilakukan sekaligus dalam rangka simultaneously in order to establish an
menetapkan perencanaan audit lanjutan. advanced audit plan.
c. Evaluasi pelaksanaan dan hasil audit, telah c. Evaluation of implementation and audit results, has
dilakukan melalui: been done through:
- Pendampingan/monitoring pelaksanaan audit - Assistance/Monitoring Implementation of KAP
KAP di lapangan/cabang (sampling). audit in the field/branch (sampling).
- Rapat monitoring progress audit. - Monitor progress audit meeting.
- Rapat pembahasan draft laporan hasil audit - Meeting of draft report of audit result.
- Exit meeting dalam rangka penyelesaian - Exit meeting in order to complete the audit.
pelaksanaan audit.
3. Program pemberian rekomendasi penyempurnaan 3. Program of recommendation for improvement of
sistem pengendalian intern dan pelaksanaannya. internal control system and its implementation.
Kegiatan yang telah dilakukan yaitu: Activities that have been done are:
a. Evaluasi Pelaksanaan Proyek Pengembangan a. Evaluation of Airport Development Project
Bandara, meliputi: Implementation, including:
- Proyek Bandar Udara Internasional Ahmad - Ahmad Yani International Airport Project,
Yani, Semarang. Semarang.
- Proyek Bandar Udara Syamsudin Noor, - Syamsudin Noor Airport Project, Banjarmasin.
Banjarmasin.
- Proyek Bandar Udara Internasional New - New Yogyakarta Airport Project.
Yogyakarta.
b. Evaluasi Prosedur Pengadaan Barang dan Jasa. b. Evaluation of Procurement Procedures.
c. Evaluasi Optimalisasi Pemanfaatan Aset. c. Evaluation of Asset Utilization Optimization.
d. Evaluasi Cabang Bandara yang mengalami d. Evaluation of Airport Branches that suffered
kerugian. Kegiatan ini dilakukan melalui penelitian losses This activity is done through; research on
terhadap dokumen dan observasi/peninjauan documents and field observation/review.
lapangan.

4. Program penilaian prosedur evaluasi terhadap segala 4. Evaluation program evaluation procedures for all
informasi yang dikeluarkan Perusahaan. information issued by the Company.
a. Evaluasi Laporan Manajemen Triwulanan dan a. Evaluation of Quarterly and Annual Management
Tahunan. Reports.
b. Evaluasi Laporan Manajemen Lainnya. b. Evaluation of Other Management Reports.
Kegiatan ini telah dilakukan melalui penelitian This activity has been carried out through research on
tentang hubungan logis antar data dalam laporan dan the logical relationship between data in the report and
konfirmasi kepada manajemen/penanggung jawab confirmation to management/person in charge of data
kebenaran data. validity.
5. Program identifikasi hal-hal yang memerlukan 5. Program for identifying matters that require the
perhatian Dewan Komisaris. attention of the Board of Commissioners.
Dilakukan sesuai arahan dari Dewan Komsiaris Performed according to the direction of the Board of
atau berdasarkan informasi yang diperoleh dari Commissioners or based on information obtained from
berbagai sumber, meliputi dari internal dan eksternal various sources, including from internal and external
PT Angkasa Pura I (Persero), termasuk media massa PT Angkasa Pura I (Persero), including mass media
(cetak dan elektronik). (print and electronic).
6. Program penyusunan rencana kerja dan anggaran 6. Program for preparing Audit Committee work plans and
Komite Audit. budgets.
Telah dilakukan bersamaan dengan penyusunan It has been carried out together with the preparation of
RKAP PT Angkasa Pura I (Persero). PT Angkasa Pura I (Persero) RKAP.
7. Program rapat internal, minimal sekali dalam satu 7. Internal meeting program, at least once a month.
bulan.
Selama tahun 2018 telah dilaksanakan Rapat Komite During 2018 there were 20 (twenty) Audit Committee
Audit sebanyak 20 (dua puluh kali), baik internal Meetings, both internal and inviting the presence of SPI
maupun mengundang kehadiran SPI atau para Kepala or Heads (Group Head/Head) within the PT Angkasa
(Group Head/Head) di lingkungan PT Angkasa Pura I Pura I (Persero) environment.
(Persero).
8. Program penyusunan laporan triwulanan dan tahunan. 8. Program for preparing quarterly and annual reports.
Telah dibuat setelah suatu triwulan atau tahun It has been made after a quarter or year has ended.
berakhir.
9. Program penyusunan laporan setiap pelaksanaan 9. Program for preparing reports for each task.
tugas. It has been implemented immediately after the
Telah dilaksanakan segera setelah selesainya setiap completion of each assignment.
penugasan.
KOMITE RISIKO USAHA DAN GOOD CORPORATE BUSINESS RISK AND GOOD CORPORATE GOVERNANCE
GOVERNANCE COMMITTEE
Komite Risiko Usaha dan GCG merupakan organ The Business Risk and GCG Committee are supporting
pendukung yang dimaksudkan untuk membantu Dewan organs intended to assist the Board of Commissioners
Komisaris terkait permasalahan kebijakan Direksi yang regarding the Board of Directors’ policy issues related to
berkaitan dengan pengelolaan risiko (risk management) risk management and the possibility of business risks, and
dan kemungkinan terjadinya risiko usaha, serta good corporate governance (GCG). The Business Risk and
pengelolaan perusahaan yang baik (GCG). Komite Risiko GCG Committee are chaired by a member of the Board of
Usaha dan GCG diketuai oleh seorang anggota Dewan Commissioners. The Business Risk and GCG Committee are
Komisaris. Komite Risiko Usaha dan GCG diangkat dan appointed and dismissed by the Board of Commissioners by
diberhentikan oleh Dewan Komisaris dengan dilaporkan reporting to the GMS.
kepada RUPS.
DASAR PEMBENTUKAN KOMITE RISIKO USAHA DAN THE BASIC OF THE BUSINESS RISK COMMITTEE AND
GOOD CORPORATE GOVERNANCE GOOD CORPORATE GOVERNANCE
Komite Risiko Usaha dan GCG dibentuk berdasarkan: The Business Risk and GCG Committee are established on
the basis of:

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2018 Annual Report
a. Undang-undang Nomor 19 tahun 2003 tentang BUMN. a. Law Number 19 of 2003 concerning BUMN.
b. Peraturan Menteri Negara BUMN Nomor: PER- b. Regulation of the Minister of State Owned Enterprises
09/MBU/2012 tentang Penerapan Tata Kelola Number: PER-09/MBU/2012 concerning the
Perusahaan yang Baik pada BUMN. Implementation of Good Corporate Governance in
State-Owned Enterprises.
c. Peraturan Menteri Negara BUMN Nomor: PER- c. Regulation of the Minister of State Owned Enterprises
12/MBU/2012 tentang Organ Pendukung Dewan Number: PER-12/MBU/2012 concerning the Supporting
Komisaris. Organ of the Board of Commissioners.
PIAGAM KOMITE RISIKO USAHA DAN GOOD BUSINESS RISK AND GOOD CORPORATE GOVERNANCE
CORPORATE GOVERNANCE COMMITTEE CHARTER
Dalam melaksanakan tugas dan tanggung jawabnya, In performing their duties and responsibilities, the
Komite Risiko Usaha dan GCG berpedoman pada Piagam Business Risk and GCG Committee are guided by the
Komite Risiko Usaha dan Good Corporate Governance Business Risk Committee and Good Corporate Governance
(GCG). Piagam tersebut merupakan pedoman agar (GCG) Charter. The Charter is a guideline for the Business
Komite Risiko Usaha dan GCG dapat melaksanakan Risk and GCG Committee to perform their duties and
tugas dan tanggung jawabnya secara efisien, efektif, responsibilities efficiently, effectively, transparently,
transparan, kompeten, independen, dan dapat competently, independently and responsibly, and in
dipertanggungjawabkan, serta sesuai dengan peraturan accordance with applicable laws and regulations. The
perundang-undangan yang berlaku. Muatan dari Piagam contents of the Business Risk and GCG Committee Charter
Komite Risiko Usaha dan GCG tersebut sebagai berikut. are as follows.
Bab I Pendahuluan Chapter I Introduction
Memuat latar belakang, visi dan misi, serta Contains background, vision and mission, as
maksud dan tujuan. well as intent and purpose.
Bab II Pembentukan, Organisasi dan Masa Kerja Chapter II Establishment, Organization and Work Period
Memuat tentang pembentukan dan organisasi. Loading about formation and organization.
Bab III Tugas, Tanggung Jawab dan Kewenangan Chapter III Duties, Responsibilities and Authorities
Memuat tugas dan tanggung jawab, wewenang Loading about duties and responsibilities,
dan mekanisme kerja, kode etik kerahasiaan, powers and mechanisms of work, codes of
serta pertanggungjawaban. ethics of privacy, and accountability.
Bab IV Rapat, Pelaporan, dan Anggaran Chapter IV Meetings, Reporting, and Budget
Memuat rapat Komite, pelaporan, serta anggaran. Loading Committee meetings, reporting, and
budget.
Bab V Penutup Chapter V Closing
Beberapa pokok pedoman kerja Komite Risiko Usaha dan Some of the work guidelines of the Business Risk and
GCG yang diatur dalam Piagam Komite Risiko Usaha dan GCG Committee as set forth in the Business Risk and GCG
GCG dijabarkan sebagai berikut. Committee Charter are outlined below.
TUGAS DAN TANGGUNG JAWAB KOMITE RISIKO DUTIES AND RESPONSIBILITIES OF THE BUSINESS RISK
USAHA DAN GOOD CORPORATE GOVERNANCE AND GOOD CORPORATE GOVERNANCE COMMITTEE
Tugas Pokok Berkaitan Risiko Usaha Assignment Tasks Related To Business Risk
Tugas pokok Komite Risiko Usaha dan GCG yang berkaitan The main tasks of the Business Risk and GCG Committee
dengan risiko usaha, yaitu: related to business risks are as follows:
1. Melakukan review dan memberikan rekomendasi atas 1. Reviewing and providing recommendations on the
efektivitas pelaksanaan manajemen risiko Perusahaan effectiveness of the Corporate’s risk management
yang dilakukan oleh Unit Risk Management and implementation conducted by the Risk Management
Compliance, melalui pertemuan secara berkala maupun and Compliance Unit, through regular meetings or
cara lainnya untuk membahas progress dari tahapan- other means to discuss the progress of the stages of
tahapan tugas dan tanggung jawab yang dilakukan the tasks and responsibilities undertaken by the Risk
oleh Risk Management and Compliance Group. Management and Compliance Group.
2. Melakukan review atas penilaian risiko oleh Risk 2. Conducting a review of risk assessments by the Risk
Management and Compliance Group terhadap rencana Management and Compliance Group of the Corporate’s
investasi Perusahaan yang material. material investment plans.

3. Melakukan pengawasan atas kegiatan Risk 3. Supervising Risk Management and Compliance Group
Management and Compliance Group dalam memantau activities in monitoring the implementation of risk
pelaksanaan mitigasi resiko oleh unit-unit kerja terkait. mitigation by related working units.
4. Melakukan pengawasan atas pelaksanaan 4. Supervising the implementation of Risk Management
rekomendasi Komite Risiko Usaha oleh Risk Committee recommendations by Risk Management and
Management and Compliance Group. Compliance Group.
5. Melakukan analisis dan evaluasi atas usulan RKAP 5. Conducting analysis and evaluation on RKAP proposal
dan review tahunan atas RJPP yang diajukan oleh and annual review of RJPP submitted by the Board of
Direksi. Directors.
6. Melakukan penelaahan atas informasi risiko dan 6. Reviewing the risk and risk management information of
manajemen risiko Perusahaan dalam laporan-laporan the Corporate in reports to be published, through:
yang akan dipublikasikan, melalui proses:
- Diskusi bersama dengan manajemen. - Discussion with management.
- Review atas draft dari laporan yang akan - Reviewing the draft of the report to be published
dipublikasikan.
7. Melakukan pembahasan atas risiko-risiko penting 7. Discussion of important risks to units within the
pada unit-unit di lingkungan Perusahaan, sesuai Corporate, as required.
kebutuhan.
8. Dalam hal Direksi menganggap perlu menggunakan 8. In the event that the Board of Directors considers it
konsultan manajemen risiko independen untuk necessary to use an independent risk management
melakukan penelaahan kembali atas proses consultant to review the risk management process that
manajemen risiko yang telah diterapkan Perusahaan, has been implemented by the Corporate, the tasks of
maka tugas Komite Risiko Usaha dan GCG adalah: the Business Risk and GCG Committee are as follows:
- Memberikan masukan tentang kriteria dan - Providing feedback on criteria and competence of
kompetensi konsultan. consultants.
- Melakukan monitoring pekerjaan konsultan - Monitoring the work of consultants through the Risk
melalui Risk Management and Compliance Group. Management and Compliance Group.
Tugas Pokok Berkaitan Good Corporate Governance Assignment Tasks Related To Good Corporate Governance
Adapun tugas Komite Risiko Usaha dan GCG berkaitan The tasks of the Business Risk and GCG Committee are
dengan GCG, sebagai berikut. related to GCG, as follows.
1. Memastikan kelengkapan dan validitas dari Corporate 1. Ensuring the completeness and validity of Corporate
Governance Policy (CGP), Management Policy (MP) dan Governance Policy (CGP), Management Policy (MP) and
Standard Operating Procedure (SOP) sesuai dengan Standard Operating Procedure (SOP) in accordance
kegiatan Perseroan. with the Corporate’s activities.
2. Memastikan manajemen melaksanakan kegiatan 2. Ensuring management conducts business activities in
usaha mengikuti ketentuan dalam CGP, MP dan SOP. accordance with the provisions in CGP, MP and SOP.
3. Memastikan pengawasan telah dilakukan terhadap 3. Ensuring supervision has been made on the application
penerapan CGP, MP dan SOP. of CGP, MP and SOP.
4. Mengevaluasi kebijakan tentang GCG dan Standar 4. Evaluating policies on GCG and the Standards of Ethics
Etika serta tindak lanjut hasil assessment yang as well as follow-up on assessment results conducted by
dilakukan oleh eksternal konsultan. external consultants.
5. Melakukan penyelidikan dan verifikasi berdasarkan 5. Investigating and verifying based on findings in the
hasil temuan di lapangan berkaitan dengan field related to ethical violations and violations of GCG
pelanggaran etika dan pelanggaran praktik GCG yang practices occurring in the Corporate.
terjadi di Perseroan.
6. Mengevaluasi dan melakukan penyempurnaan 6. Evaluating and making improvements to the guidelines
terhadap pedoman-pedoman yang berkaitan dengan relating to the implementation of GCG at least 1 (one)
pelaksanaan GCG sekurang-kurangnya 1 (satu) tahun year or adjusted to the needs of the Corporate.
sekali atau disesuaikan dengan kebutuhan Perseroan.
7. Memberikan nasehat, masukan, dan rekomendasi 7 Providing advice, inputs and recommendations to the
kepada Direksi mengenai standar-standar praktik Board of Directors on standards for best practice of GCG
terbaik penerapan GCG di Perseroan. implementation in the Corporate.
8. Membantu Direksi dalam merencanakan, 8. Assisting the Board of Directors in planning,
melaksanakan, mengevaluasi dan mengembangkan implementing, evaluating and continuously developing
secara berkesinambungan penerapan Etika Kerja the implementation of Work Ethics and Business and

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2018 Annual Report
dan Bisnis serta praktik GCG di seluruh wilayah kerja GCG practices throughout the Corporate’s work areas.
Perseroan.
9. Membantu tugas Direksi dalam pembinaan dan 9. Assisting the Board of Directors’ duties in fostering and
pengawasan efektifitas penerapan praktik GCG supervising the effectiveness of GCG practices in the
di Perusahaan sebagai upaya meningkatkan Corporate as an effort to increase shareholder value,
nilai Pemegang Saham, termasuk sosialisasi dan including socialization and internalization.
internalisasi.
10. Melakukan evaluasi terhadap efektivitas penerapan 10. Evaluating the effectiveness of GCG implementation
GCG oleh Organ Utama dan Organ Pendukung serta by Main Organs and Supporting Organs and providing
memberikan masukan penyempurnaan serta upaya- inputs for improvement and stabilization efforts.
upaya pemantapannya.
11. Menyusun mekanisme reward and punishment secara 11. Developing a consistent reward and punishment
konsisten terkait penerapan praktik GCG di Perseroan. mechanism related to the implementation of GCG
practice in the Corporate.
Pelaksanaan Tugas Khusus Special Task Implementation

Komite Risiko Usaha dan GCG juga mempunyai The Business Risk and GCG Committee also have special
pelaksanaan tugas khusus. Adapun pelaksanaan tugas tasks. The implementation of the specific tasks of the
khusus Komite Risiko Usaha dan GCG adalah: Business Risk and GCG Committee are:
1. Pemberian tugas khusus kepada Komite Risiko Usaha 1. The granting of special duties to the Business Risk and
dan GCG oleh Dewan Komisaris dilakukan melalui GCG Committee by the Board of Commissioners shall be
perintah tertulis yang antara lain menerangkan: conducted through written orders which, among other
things, explain:
- Nama anggota Komite Risiko Usaha dan GCG - Name of the Business Risk and GCG Committee
yang diberi tugas. assigned.
- Sifat dan lingkup pekerjaan. - The nature and scope of work.
- Tujuan dan sasaran pekerjaan. - Task objectives and targets; Assignment time, and
- Waktu penugasan, serta - Administrative matters relating to the specific task
- Hal-hal administratif yang berkaitan dengan concerned.
tugas khusus dimaksud.
2. Tugas khusus dapat mencakup tetapi tidak terbatas 2. Specific duties may include but are not limited to
pada pemeriksaan terhadap dugaan adanya examining allegations of errors in decisions of meetings
kesalahan dalam keputusan rapat Direksi atau adanya of the Board of Directors or any irregularities in the
penyimpangan dalam pelaksanaan dari suatu hasil execution of a result of resolutions of the Board of
keputusan rapat Direksi dalam kaitannya dengan Directors in relation to their duties and responsibilities.
tugas dan tanggung jawabnya.
3. Komite Risiko Usaha dan GCG harus menyampaikan 3. The Business Risk and GCG Committee must submit
laporan pelaksanaan tugas khusus dengan tingkat a report on the performance of specific tasks with a
kerahasiaan maksimal terbatas pada anggota Komite maximum degree of confidentiality limited to members
Risiko Usaha dan GCG dan anggota Dewan Komisaris. of the Business Risk and GCG Committee and members
of the Board of Commissioners.
STRUKTUR, KEANGGOTAAN DAN KEAHLIAN KOMITE STRUCTURE, MEMBERSHIP AND EXPERTISE OF THE
RISIKO USAHA DAN GOOD CORPORATE GOVERNANCE BUSINESS RISK AND GOOD CORPORATE GOVERNANCE
COMMITTEE
Periode 1 Januari 2018 – 31 Juli 2018 Period of January 1, 2018 - July 31, 2018
Struktur dan keanggotaan Komite Risiko Usaha dan The structure and membership of the Business Risk
GCG Periode 1 Januari 2018 – 31 Juli 2018 diangkat Committee and GCG for the period of January 1, 2018
berdasarkan Keputusan Dewan Komisaris Nomor: KEP- – July 31, 2018 were appointed based on the Board of
01/DK.AP.I/2017 tanggal 16 Mei 2017, adalah sebagai Commissioners' Decree Number: KEP-01/DK.AP.I/2017
berikut. dated 16 May 2017, as follows.

Andi Widjajanto Ketua Komisaris Utama Ilmu Sosial dan Politik, Hubungan Internasional,
Chairman President of Commissioner Ahli bidang Pertahanan dan Keamanan Nasional
Social and Political Sciences, International
Relations, National Defense and Security Experts


Anandy Wati Wakil Ketua I Komisaris Bidang Komersial dan Pengembangan Usaha
Vice Chairman I Commissioner Commercial and Business development
Suprasetyo Wakil Ketua I Komisaris Teknik Kebandarudaraan

Vice Chairman II Commissioner Airport Engineering
Wawan Zulmawan Anggota Pihak Independen Hukum, Manajemen, Risk Management

Member Independent Party Law, Management, Risk Management
Ganesha Dian Farisi Anggota Pihak Independen Ekonomi dan Risk Management
Member Independent Party Economy and Risk Management
Periode 31 Juli 2018 – 1 November 2018 Period of July 31, 2018 - 1 November 2018
Struktur dan keanggotaan Komite Risiko Usaha dan The structure and membership of the Business Risk
GCG Periode 31 Juli 2018 – 1 November 2018 diangkat Committee and GCG for the period July 31, 2018 –
berdasarkan Keputusan Dewan Komisaris Nomor: KEP- November 1, 2018 were appointed based on the Board of
04/DK.AP.I/2018 tanggal 31 Juli 2018, adalah sebagai Commissioners Decree Number: KEP-04/DK.AP.I/2018
berikut. dated July 31, 2018, as follows.

Suprasetyo Ketua Komisaris Utama Teknik Kebandarudaraan
Chairman President of Commissioner Airport Engineering
Ali Mochtar Ngabalin Wakil Ketua I Komisaris Ilmu Komunikasi

Vice Chairman I Commissioner Communication Science
Tri Budi Satriyo Wakil Ketua II Komisaris Manajemen, SDM

Vice Chairman II Commissioner Management, HRD
Wawan Zulmawan Anggota Pihak Independen Hukum, Manajemen, Risk Management

Member Independent Party Law, Management, Risk Management
Periode 1 November 2018 – 31 Desember 2018 Period of November 1, 2018 - December 31, 2018
Struktur dan keanggotaan Komite Risiko Usaha dan GCG The structure and membership of the Business Risk
Periode 1 November 2018 – 31 Desember 2018 diangkat Committee and GCG Period November 1, 2018 – December
berdasarkan Keputusan Dewan Komisaris Nomor: KEP- 31, 2018 were appointed based on the Decision of the Board
08/DK.AP.I/2018 tanggal 1 November 2018, adalah of Commissioners Number: KEP-08/DK.AP.I/2018 dated
sebagai berikut. November 1, 2018, as follows.

Suprasetyo Ketua Komite Komisaris Utama Teknik Kebandarudaraan
Chairman President of Commissioner Airport Engineering
Ali Mochtar Ngabalin Wakil Ketua I Komisaris Ilmu Komunikasi

Vice Chairman I Commissioner Communication Science
Tri Budi Satriyo Wakil Ketua II Komisaris Manajemen, SDM

Vice Chairman II Commissioner Management, HRD
Riko Hendrawan Anggota Pihak Independen Keuangan

Member Independent Party Finance

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2018 Annual Report
PROFIL KOMITE RISIKO USAHA DAN GOOD CORPORATE GOVERNANCE

PROFILE OF RISK MANAGEMENT AND GOOD CORPORATE GOVERNANCE COMMITTEE
Suprasetyo Ketua Komite Risiko Usaha dan GCG

Chairman of the Business Risk and GCG Committee
Profil Beliau dapat dilihat pada bagian Profil Dewan Komisaris pada halaman 96 dalam Laporan
Tahunan ini.
His profile can be seen in the part of Board of Commissioners’ Profile on page 96 in this annual report.
Komisaris berakhir.
Ali Mochtar Ngabalin Wakil Ketua I Komite Risiko Usaha dan GCG
Vice Chairman I of the Business Risk and GCG Committee
Tahunan ini.
Komisaris berakhir.
Tri Budi Satriyo Wakil Ketua II Komite Risiko Usaha dan GCG
Vice Chairman II of the Business Risk and GCG Committee
Tahunan ini.
Komisaris berakhir.
Riko Hendrawan
Anggota Komite Risiko Usaha dan GCG
Member of the Business Risk and GCG Committee
Warga Negara Indonesia (WNI), 43 Tahun. Lahir di Tangerang, tanggal 26 April 1975.
Indonesian Citizen (WNI), 43 Years. Born in Tangerang, April 26, 1975.
Memperoleh gelar Sarjana Manajemen Keuangan dari Universitas Islam jakarta (2000), Master of
Management in Corporate Finance dari PPM-School of Management (2002) serta Doktor di Bidang
Keuangan dari Universitas Padjadjaran (2008) dan Alumni Lemhannas PPRA Angkatan 53 (2015).
Obtained a Bachelor's degree in Financial Management from Jakarta Islamic University (2000), Master of
Management in Corporate Finance from PPM-School of Management (2002) and a Doctorate in Finance
from Padjadjaran University (2008) and Lemprannas PPRA Alumni Force 53 (2015).
Pernah menjabat sebagai Direktur Utama PT Shandy Putra Makmur Telkom (2014 – 2015), Komisaris
PT Shandy Putra Makmur Telkom (2014),Vice President of Business Portfolio Management TELKOM
Foundation (2014-2015), Head of Finance Experts’ Group (2010-2014), Head of Institute of Research and
Community Services (2012), Head of Business Service and Training Program (2010-2012) di TELKOM
Institute of Management, Komite Audit di PT POS Indonesia (2010-2012), Komite Risiko dan Investasi
di PT POS Indonesia (2012-2014), Komite Audit dan Investasi di PT PGAS Telekomunikasi Indonesia
(2011-2014).
He served as President Director of PT Shandy Putra Makmur Telkom (2014 - 2015), Commissioner of
PT Shandy Putra Makmur Telkom (2014), Vice President of Business Portfolio Management TELKOM
Foundation (2014-2015), Head of Finance Experts' Group (2010- 2014), Head of the Institute of Research
and Community Services (2012), Head of Business Service and Training Program (2010-2012) at the
TELKOM Institute of Management, Audit Committee at PT POS Indonesia (2010-2012), Risk and Investment
Committee in PT POS Indonesia (2012-2014), Audit and Investment Committee at PT PGAS Telekomunikasi
Periode menjabat sebagai Komite Risiko Usaha dan GCG berdasarkan Surat Keputusan Dewan
Komisaris Nomor: KEP.08/DK.AP.I/2018 sejak tanggal 1 November 2018 Sampai dengan 1 November
2021.
The period of service as the Business Risk Committee and GCG was based on the Decree of the Board of
Commissioners Number: KEP.08/DK.AP.I/2018 from November 1, 2018 to November 1, 2021.

Ganesha Dian Farisi

Anggota Komite Risiko Usaha dan GCG
Member of the Business Risk and GCG Committee
Warga Negara Indonesia, umur 30 tahun, lahir tanggal 3 Desember 1989.

Indonesian citizen, 30 years old, born on December 3, 1989.
Memperoleh gelar Sarjana Ekonomi pada Fakultas Ekonomi dan Bisnis Universitas Padjajaran pada
tahun 2012 dan Master Degree in Business Administration pada IPMI International Business School
tahun 2015.
Obtained a Bachelor of Economics degree from the Faculty of Economics and Business, Padjajaran
University in 2012 and a Masters Degree in Business Administration at IPMI International Business School
in 2015.
Mengawali karir di KSO Sucofindo – Surveyor Indonesia sebagai Production Data Analyst (2012),
Coordinator of Branches Development (2014), Coordinator of Technical Supports (November 2016 –
sekarang).
Started his career at Sucofindo KSO - Surveyor Indonesia as a Production Data Analyst (2012), Coordinator
of Branches Development (2014), Coordinator of Technical Supports (November 2016 - present).
Periode menjabat sebagai Komite Risiko Usaha dan GCG berdasarkan Surat Keputusan Dewan
Komisaris Nomor: KEP.06/DK.AP.I/2016 sejak tanggal 27 Desember 2016 sampai dengan 27 Desember
2019.
The period of service as the Business Risk Committee and GCG was based on the Decree of the Board of
Commissioners Number: KEP.06/DK.AP.I/2016 from December 27, 2016 to December 27, 2019.
KUALIFIKASI PENDIDIKAN DAN PENGALAMAN KERJA EDUCATIONAL AND WORK EXPERIENCE QUALIFICATION
KOMITE RISIKO USAHA DAN GOOD CORPORATE OF RISK MANAGEMENT AND GOOD CORPORATE
GOVERNANCE GOVERNANCE COMMIITTEE
Berikut kualifikasi pendidikan dan pengalaman kerja Here it is the qualification of education and work experience
Komite Risiko Usaha dan GCG. of Risk Management and GCG Committee.

Name Position Education Work experience
Andi Widjajanto* Ketua • Sarjana bidang Hubungan • Penasihat Senior Program Pertahanan dan
Chairman Internasional, FISIP dari Keamanan PACIVIS, Pusat Studi Masyarakat Sipil
Universitas Indonesia tahun 1996. Global, Universitas Indonesia (Mei 2007);
• School of Oriental dan African • Direktur Pascasarjana Jurusan Hubungan
Studies, University of London Internasional, Universitas Indonesia (Januari 2008
tahun 1997. – Oktober 2010);
• London School of Economics dari • Direktur Institut Pertahanan Ekonomi Pertahanan
University of London tahun 1998. dan Keamanan (Agustus 2008 – Agustus 2010).
• Industrial College of Armed Forces • Kepala Bagian Program Pascasarjana Jurusan
National Defense University, Hubungan Internasional, Universitas Indonesia
Washington DC, Amerika Serikat (Oktober 2010 – Juli 2012).
tahun 2003. • Ilmu Sosial dan Politik, Hubungan Internasional,
• S. Rajaratnam School of Ahli bidang Pertahanan dan Keamanan Nasional
International Studies, Nanyang • Direktur Pusat Penelitian Hubungan Internasional
Technological University, Universitas Indonesia (Desember 2012 - Maret
Singapura tahun 2011 2014);
• Bachelor of International Relations • Sekretaris Kabinet pada Sekretariat Kabinet
from Universitas Indonesia, 1996. Republik Indonesia (November 2014 - Agustus
• School of Oriental and African 2015).
Studies, University of London tahun • Senior Advisor for the Defense and Security Program
1997. of PACIVIS, Center for Global Civil Society Studies,
• London School of Economics from University of Indonesia (May 2007);
University of London tahun 1998. • Director of the Graduate School of International
• Industrial College of Armed Forces Relations, University of Indonesia (January 2008 -
National Defense University, October 2010);
Washington DC, Amerika Serikat • Director of the Defense and Security Economic,
2003. Institute of Defense (August 2008 - August 2010).
• S. Rajaratnam School of • Head of the Postgraduate Program Section for the
International Studies, Nanyang Department of International Relations, University of
Technological University, Singapura Indonesia (October 2010 - July 2012).
2011. • Social and Political Sciences, International Relations,
National Defense and Security Experts
• Director of the University of Indonesia's International
Relations Research Center (December 2012 - March
2014);
• Cabinet Secretary at the Republic of Indonesia
Cabinet Secretariat (November 2014 - August 2015).

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2018 Annual Report

Anandy Wati* Wakil Ketua I •

Sarjana di bidang Ekonomi • Direktur Pelaksanaan Anggaran Direktorat
Vice Pembangunan dari Universitas Jenderal Anggaran Kementerian Keuangan (2009-
Chairman I Sebelas Maret, Surakarta (1983). 2010).
•
Master of Public Management • Direktur Sistem Manajemen Investasi Direktorat
dari Carnegie Mellon University, Jenderal Anggaran Kementerian Keuangan (2010-
Pennsylvania, Amerika Serikat 2013).
(1991). • Sekretaris Direktorat Jenderal Anggaran
•
Bachelor of Development Kementerian Keuangan (2013-sekarang).
Economics from Sebelas Maret • Director of Budget Implementation of Directorate
University of Surakarta (1983). General of Ministry of Finance (2009-2010).
• Master of Public Management • Director of the Investment Management System of
of Carnegie Mellon University, Directorate General of Budget of Ministry of Finance
Pennsylvania, United States of (2010-2013).
America (1991). • Secretary of Directorate General of Budget of
Ministry of Finance (2013-present).
Suprasetyo** Ketua Sarjana Teknik bidang Teknik Kimia • Kasi Operasi Terminal, Direktorat Jenderal
Chairman (1985). Perhubungan Udara, Kementerian Perhubungan
Bachelor of Engineering in Chemical (Agustus 1992 – Juli 1994).
Engineering (1985). • Kasi PKPPK, Direktorat Jenderal Perhubungan
Udara, Kementerian Perhubungan (Juli 1994 –
Maret 1999).
• Kasubdit Standarisasi Kespen, Direktorat Jenderal
Perhubungan Udara, Kementerian Perhubungan
(Maret 1999 – Januari 2012).
• Kasubdit Pengamanan Pelayanan Darurat,
Direktorat Jenderal Perhubungan Udara,
Kementerian Perhubungan (Januari 2012 - Mei
2007).
• Atase Perhubungan KBRI di Washington DC (Mei
2007 – Juni 2011).
• Kasubdit Kendali Mutu Keamanan Penerbangan,
Direktorat Jenderal Perhubungan Udara,
Kementerian Perhubungan (Juni 2011 - Desember
2012).
• Kasubdit Pelayanan Darurat Direktorat Keamanan
Penerbangan, Direktorat Jenderal Perhubungan
Udara, Kementerian Perhubungan (Desember 2012
– April 2013).
• Kepala Bandara Kelas Utama Hang Nadim
Batam, Direktorat Jenderal Perhubungan Udara,
Kementerian Perhubungan (April 2013 – Desember
2014).
• Kepala Kantor Otoritas Bandara Wilayah I Kelas
Utama Soekarno-Hatta, Direktorat Jenderal
Perhubungan Udara, Kementerian Perhubungan
(Desember 2014 – Januari 2015).
• Direktur Jenderal Perhubungan Udara Kementerian
Perhubungan RI (Januari 2015 – Februari 2017).
• Head of Terminal Operations, Directorate General
of Air Transportation, Ministry of Transportation
(August 1992 - July 1994).
• Head of PKPPK, Directorate General of Air
Transportation, Ministry of Transportation (July 1994
- March 1999).
• Head of Sub Directorate of Standardization of Public
Health, Directorate General of Air Transportation,
Ministry of Transportation (March 1999 - January
2012).
• Head of Sub Directorate of Emergency Service
Security, Directorate General of Air Transportation,
Ministry of Transportation (January 2012 - May
2007).
• Transportation Attaché at the Indonesian Embassy in
Washington DC (May 2007 - June 2011).
• Head of Sub Directorate of Aviation Security Quality
Control, Directorate General of Air Transportation,
Ministry of Transportation (June 2011 - December
2012).
• Sub Directorate of Emergency Services at the
Directorate of Aviation Security, Directorate
General of Civil Aviation, Ministry of Transportation
(December 2012 - April 2013).
• Head of the Batam First Class Hang Nadim Airport,
Directorate General of Air Transportation, Ministry of
Transportation (April 2013 - December 2014).
• Head of Soekarno-Hatta First Class First Region
Airport Authority Office, Directorate General of Air
Transportation, Ministry of Transportation (December
2014 - January 2015).
• Director General of Air Transportation, Ministry of
Transportation of the Republic of Indonesia (January
2015 - February 2017).


Ali Mochtar Ngabalin** Wakil Ketua I • Sarjana bidang Komunikasi dari • Anggota Komisi I DPR RI (2004-2009).
Vice IAIN Alauddin Makassar (1994). • Kantor Staff Presiden (2018-sekarang).
Chairman I • Master bidang Komunikasi dari • Member of the House of Representatives
Universitas Indonesia (2001). Commission I (2004-2009)
• Doktor bidang Manajemen dari • Presidential Staff Office (2018-present).
Universitas Negeri Jakarta (2013).
• Bachelor of Communication from
Alauddin State Islamic Institute
(University) of Makassar (1994).
• Master of Communication Studies
from the University of Indonesia
(2001).
• Doctorate of Management from
Jakarta State University (2013).
Tri Budi Satriyo** Wakil Ketua II • Sarjana bidang Administrasi TNI AU dari Tahun (1984-Sekarang).
Vice Negara dari Universitas Terbuka Indonesian Air Force (1984 – Present).
Chairman II Madiun (1997).
• Master bidang Manajemen dari
Universitas IMMI (2010).
• Bachelor in State Administration
from Madiun Open University
(1997).
• Master of Management from IMMI
University (2010)
Wawan Zulmawan*** Anggota • Sarjana Hukum (1994). • Head of Corporate Division pada Triweka Rinanti &
Member • Master Business of Administration Partners (2008-2013).
(1997). • Head of Legal and Corporate Secretary pada PT
• Magister Management (1998). Bukit Uluwatu Villa Tbk (2013-2014).
• Master of Business Law (2007). • Expert Staff pada PT Angkasa Pura 2 (Persero)
• Doctoral Program. (2014).
• Bachelor of Law (1994). • Direktur Utama PT Banten Global Development
• Master Business of Administration (2014-2015).
(1997). • Komisaris PT Penjaminan Kredit Daerah Banten
• Master of Management (1998). (2014-2015).
• Master of Business Law (2007). • Direktur Utama PD Pandeglang Berkah Maju
• Doctoral Program. (2015-2016).
• Business and Legal Advisor pada Gapuraprima
Group (2016).
• Business and Legal Advisor pada Hutomo and
Partners (2014 – sekarang).
• Head of Corporate Division at Triweka Rinanti & Co
(2008-2013).
• Head of Legal and Corporate Secretary at PT Bukit
Uluwatu Villa Tbk (2013-2014).
• Expert Staff at PT Angkasa Pura 2 (Persero) (2014).
• President Director of PT Banten Global Development
(2014-2015).
• Commissioner of PT Penjaminan Kredit, Banten
Region (2014-2015).
• President Director of PD Pandeglang Berkah Maju
(2015-2016).
• Business and Legal Advisor on Gapuraprima Group
(2016).
• Business and Legal Advisor at Hutomo and Partners
(2014 - present).
Ganesha Dian Farisi Anggota • Sarjana Ekonomi (2012). • Production Data Analyst di KSO Sucofindo
Member • Master Degree in Business Surveyor Indonesia (2012-2014).
Administration (2015). • Coordinator of Branches Development (2014-
• Bachelor of Economy (2012). 2016).
• Master Degree in Business • Coordinator of Technical Supports (2016-sekarang)
Administration (2015). • Production Data Analyst at Sucofindo-Surveyor
Indonesia KSO (2012-2014).
• Coordinator of Branches Development (2014-2016).
• Coordinator of Technical Supports (2016-present)

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2018 Annual Report

Riko Hendrawan**** Anggota • Manajemen Keuangan (2000) • Direktur Utama PT Shandy Putra Makmur Telkom
Member • Master of Management in (2014 – 2015).
Corporate Finance (2002) • Komisaris PT Shandy Putra Makmur Telkom (2014).
• Doctof of Business Managemen in • Vice President of Business Portfolio Management
Financial Management (2008) TELKOM Foundation (2014-2015).
• Financial Management (2000) • Head of Finance Experts’ Group (2010-2014).
• Master of Management in • Head of Institute of Research and Community
Corporate Finance (2002) Services (2012).
• Doctor of Business Managemen in • Head of Business Service and Training Program
FInancial Management (2008) (2010-2012) di TELKOM Institute of Management.
• Komite Audit di PT POS Indonesia (2010-2012).
• Komite Risiko dan Investasi di PT POS Indonesia
(2012-2014).
• Komite Audit dan Investasi di PT PGAS
Telekomunikasi Indonesia (2011-2014).
• President Director of PT Shandy Putra Makmur
Telkom (2014 - 2015).
• Commissioner of PT Shandy Putra Makmur Telkom
(2014).
• Vice President of Business Portfolio Management,
TELKOM Foundation (2014-2015).
• Head of Finance Experts' Group (2010-2014).
• Head of the Institute of Research and Community
Services (2012).
• Head of Business Service and Training Program
(2010-2012) at the TELKOM Institute of Management.
• Audit Committee at PT POS Indonesia (2010-2012).
• Risk and Investment Committee at PT POS Indonesia
(2012-2014).
• Audit and Investment Committee at PT PGAS
Telekomunikasi Indonesia (2011-2014).
*Berhenti menjabat sejak tanggal 31 Juli 2018. *Stopped the service since July 31, 2018.
**Mulai menjabat sejak tanggal 31 Juli 2018. **Started the service since July 31, 2018.
***Berhenti menjabat sejak tanggal 1 November 2018. *** Stopped the service since November 1, 2018.
****Mulai menjabat sejak tanggal 1 November 2018. **** Started the service since November 1, 2018.
INDEPENDENSI KOMITE RISIKO USAHA DAN GOOD INDEPENDENCE OF BUSSINESS RISK AND GOOD
CORPORATE GOVERNANCE CORPORATE GOVERNANCE COMMITTEE
Aspek Independensi
Andi Anandy Ali Mochtar Tri Budi Wawan Ganesha Riko
Aspects of Suprasetyo
Widjajanto Wati Ngabalin Satriyo Zulmawan Dian Farisi Hendrawan
Independence
Tidak memiliki
hubungan keuangan
dengan Dewan
Komisaris dan Direksi
Has no financial √ √ √ √ √ √ √ √
relationship with
the Board of
Commissioners and
the Board of Directors.
Tidak memiliki
hubungan
kepengurusan di
perusahaan, anak
perusahaan, maupun
perusahaan afiliasi √ √ √ √ √ √ √ √
Has no management
relationship
in corporate,
subsidiary, or
affiliated corporate.
Tidak memiliki
hubungan
kepemilikan saham di
perusahaan
√ √ √ √ √ √ √ √
Has no share
ownership
relationship in the
corporate.

Aspek Independensi
Andi Anandy Ali Mochtar Tri Budi Wawan Ganesha Riko
Aspects of Suprasetyo
Widjajanto Wati Ngabalin Satriyo Zulmawan Dian Farisi Hendrawan
Independence
Tidak memiliki
hubungan keluarga
dengan Dewan
Komisaris, Direksi,
dan/atau sesama
anggota Komite
Risiko Usaha dan GCG
Has no family
√ √ √ √ √ √ √ √
relationship with
the Board of
Commissioners, the
Board of Directors, and
/or other
members of the
Business Risk
and GCG Committee.
Tidak menjabat
sebagai pengurus
partai politik, pejabat
dan pemerintah
Not serving as a party √ √ √ √ √ √ √ √
official
of political parties,
officials and
government.
RAPAT KOMITE RISIKO USAHA DAN GOOD CORPORATE MEETINGS OF RISK MANAGEMENT AND GOOD
GOVERNANCE CORPORATE GOVERNANCE COMMITTEE
Agenda Rapat Komite Risiko Usaha dan Good Corporate Meeting Agenda of Risk Management and Good Corporate
Governance Governance Committee
Sepanjang tahun 2018, tanggal pelaksanaan, agenda During 2018, the date, agenda and participants of risk
rapat dan Peserta rapat Komite Risiko Usaha dan GCG, management and good corporate governance committee
sebagai berikut. are described in the following table:
Tanggal Agenda Peserta Rapat

No.
1. 09 Januari 2018 Rencana Asesmen Maturitas Risiko Tahun 2017 − Andi Widjajanto
January 9, 2018 2017 Risk Maturity Assessment Plan − Anandy Wati
− Suprasetyo
− WawanZulmawan
− Ganesha Dian Farisi
2. 09 Januari 2018 Rencana Kerja Tahun 2018 − Andi Widjajanto
January 9, 2018 Work Plan for 2018 − Anandy Wati
− Suprasetyo
− Wawan Zulmawan
3. 12 Januari 2018 Konsinyering Manajemen Risiko − Anandy Wati
Januari 12, 2018 Risk Management Consignment − Suprasetyo
− Wawan Zulmawan
4. 30 Januari 2018 Rencana Asesmen GCG 2017 − Andi Widjajanto
Januari 30, 2018 2017 GCG Assessment Plan − Anandy Wati
− Suprasetyo
− Wawan Zulmawan
5. 12 Maret 2018 Konsolidasi dengan Spesifikasi Asesor GCG − Suprasetyo
March 12, 2018 Consolidation with GCG Assessor Specifications − WawanZulmawan
6. 15 Maret 2018 Rencana Pengambilalihan Bandar Udara Luwuk, Sulawesi − Andi Widjajanto
March 15, 2018 Tengah − Anandy Wati
Plans for Takeover of Luwuk Airport, Central Sulawesi − Suprasetyo
− Wawan Zulmawan

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Tanggal Agenda Peserta Rapat

No.
7. 23 Maret 2018 Lanjutan Rencana Pengambilalihan Bandar Udara Luwuk, − Andi Widjajanto
March 23, 2018 Sulawesi Tengah − Anandy Wati
Continued Takeover Plan for Luwuk Airport, Central Sulawesi − Suprasetyo
− Wawan Zulmawan
8. 05 April 2018 Rapat Evaluasi Bandar Udara El-Tari Kupang − Andi Widjajanto
April 05, 2018 Kupang El-Tari Airport Evaluation Meeting − Anandy Wati
− Suprasetyo
− Wawan Zulmawan
9. 13 April 2018 Rapat Evaluasi Bandar Udara SAMS Sepinggan Balikpapan − Anandy Wati
April 13, 2018 Evaluation Meeting of Balikpapan Sepinggan SAMS Airport − Suprasetyo
− Wawan Zulmawan
10. 20 April 2018 Rapat Evaluasi Bandar Udara Pattimura Ambon − Anandy Wati
April 20, 2018 Pattimura Airport Evaluation Meeting Ambon − Suprasetyo
− Wawan Zulmawan
11. 04 Mei 2018 Rapat Project Tracker untuk Bandar Udara PSN − Anandy Wati
May 4, 2018 Project Tracker Meeting for PSN Airport − Suprasetyo
− Wawan Zulmawan
12. 11 Juni 2018 Rapat Permasalahan Aset Bandar Udara Juanda Surabaya − Suprasetyo
June 11, 2018 Juanda Airport Asset Issue Meeting Surabaya − Wawan Zulmawan
13. 03 Juli 2018 Tindak Lanjut Asesmen GCG 2017 − Suprasetyo
July 3, 2018 Follow-up of 2017 GCG Assessment − Wawan Zulmawan
14. 16 Juli 2018 Charter dan Code of Conduct Perusahaan − Suprasetyo
July 16, 2018 Charter and Code of Conduct of the Company − Wawan Zulmawan
15. 08 Agustus 2018 Pengelolaan Manajemen Risiko PT Angkasa Pura I (Persero) − Suprasetyo
August 8, 2018 Semester 1. − Tri Budi Satriyo
Risk Management PT Angkasa Pura I (Persero) Semester 1. − A. M. Ngabalin
− Wawan Zulmawan
16. 15 Agustus 2018 Persiapan placement Corporate Secretary Dengan pejabat − Suprasetyo
August 15, 2018 baru terkait pelatihan yang dibutuhkan. − Tri Budi Satriyo
Preparation for placement Corporate Secretary With new officials − M. Ngabalin
related to training needed. − Wawan Zulmawan
17. 21 September 2018 Talent Pool dan Career Path − Suprasetyo
September 21, 2018 Talent Pool and Career Path − Tri Budi Satriyo
− A. M. Ngabalin
− Wawan Zulmawan
18. 21 September 2018 Kebijakan IT dan Pengembangannya − Suprasetyo
September 21, 2018 IT Policy and Development − Tri Budi Satriyo
− A. M. Ngabalin
− Wawan Zulmawan
19. 15 Oktober 2018 Legal Advise Kasus Hotel Hakaya − Wawan Zulmawan
October 15, 2018 Legal Advise Case for Hakaya Hotels − Ganesha Dian Farisi
20. 09 November 2018 Draft Pagu Kewenangan Direksi − Suprasetyo
November 9, 2018 Draft of the Board of Directors' Ceiling of Authority − Tri Budi Satriyo
− A. M. Ngabalin
21. 12 November 2018 FS Bandar Udara Sentani − Suprasetyo
November 12, 2018 FS Sentani Airport − Tri Budi Satriyo
− A. M. Ngabalin
− Riko Hendrawan
22. 04 Desember 2018 DJP Risk Management & Compliance terkait RJPP − Riko Hendrawan
December 4, 2018 DGT Risk Management & Compliance related to RJPP − Ganesha Dian Farisi
23. 11 Desember 2018 DJP Corporate Planning, Finance, dan Accounting − Riko Hendrawan
December 11, 2018 DGT Corporate Planning, Finance, and Accounting − Ganesha Dian Farisi

Frekuensi dan Tingkat Kehadiran Rapat Komite Risiko Frequency and Attendance Rate In The Meetings of
Usaha dan Good Corporate Governance Business Risk and Good Corporate Governance Committee
Nama Jabatan Total Jumlah Rapat Persentase

Name Position Total Number of meetings Percentage
Andi Widjajanto* Ketua
6 14 43%
Chairman
Anandy Wati* Wakil Ketua I
10 14 71%
Vice Chairman I
Suprasetyo** Wakil Ketua II
20 23 67%
Vice Chairman II
Ali Mochtar Ngabalin** Wakil Ketua I
6 9 67%
Vice Chairman I
Tri Budi Satriyo** Wakil Ketua II
6 9 67%
Vice Chairman II
Wawan Zulmawan*** Anggota
19 19 100%
Member
Ganesha Dian Farisi Anggota
22 23 96%
Member
Riko Hendrawan**** Anggota
3 4 75%
Member
*Berhenti menjabat sejak tanggal 31 Juli 2018. * Finished the service since July 31, 2018.
**Mulai menjabat sejak tanggal 31 Juli 2018. ** Started the service since July 31, 2018.
***Berhenti menjabat sejak tanggal 1 November 2018. *** Finished the service since November 1, 2018.
****Mulai menjabat sejak tanggal 1 November 2018. **** Started the service since November 1, 2018.
REMUNERASI KOMITE RISIKO USAHA DAN GOOD REMUNERATION OF BUSINESS RISK AND GOOD
CORPORATE GOVERNANCE CORPORATE GOVERNANCE COMMITTEE
Penetapan remunerasi Komite Risiko Usaha dan GCG The remuneration of the Corporate’s Business Risk and GCG
Perseroan mengacu pada Peraturan Menteri Negara Committee refers to the Regulation of the Minister of State-
Badan Usaha Milik Negara Nomor: PER-12/MBU/2012 Owned Enterprises Number: PER-12/MBU/2012 concerning
tentang Organ Pendukung Dewan Komisaris/Dewan the Supporting Organizations of the Board of Commissioners/
Pengawas Badan Usaha Milik Negara. Remunerasi Supervisory Board of State-Owned Enterprises. Remuneration
Anggota Komite Risiko Usaha dan GCG Perseroan berupa Member of the Business Risk and GCG Committee of the
honorarium sebesar 20% (dua puluh persen) dari gaji Corporate in the form of honorarium of 20% (twenty percent)
Direktur Utama Perseroan. Sedangkan Anggota Dewan of the salary of the President Director of the Corporate. While
Komisaris yang menjadi Ketua/Anggota Komite Risiko the members of the Board of Commissioners who become
Usaha dan GCG Perseroan tidak diberikan penghasilan Chairman/Member of Business Risk and GCG Committee of
tambahan selain sebagai anggota Dewan Komisaris. the Corporate are not given any additional income other than
as members of the Board of Commissioners.
LAPORAN SINGKAT PELAKSANAAN KEGIATAN BRIEF REPORT ON THE IMPLEMENTATION OF THE

KOMITE RISIKO USAHA DAN GOOD CORPORATE 2018 BUSINESS ACTIVITIES AND GOOD CORPORATE
GOVERNANCE TAHUN 2018 GOVERNANCE COMMITTEE
Selama Tahun 2018, Komite Risiko Usaha dan GCG telah During 2018, the Business Risk Committee and GCG carried
melaksanakan tugas sesuai dengan program kerja antara out duties in accordance with work programs, including:
lain:
1. Pemantauan, Kajian, dan Rekomendasi. 1. Monitoring, Study and Recommendations.
a. Pemantauan penerapan manajemen risiko oleh a. Monitoring the risk management implementation
para Risk Owners sesuai Laporan Manajemen by the Risk Owners in accordance with the Risk
Resiko yang dibuat oleh Manajemen. Management Report made by Management.

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b. Kajian aspek risiko usaha terkait pengambilan b. Studying of business risk aspects related to
keputusan strategis oleh Direksi yang memerlukan strategic decision making by the Board of Directors
saran, nasihat dan persetujuan Dewan Komisaris. that required advice, advice and approval from the
Board of Commissioners.
c. Pemantauan efektivitas pelaksanaan peran dan c. Monitoring the effectiveness of the implementation
fungsi Corporate Secretary dalam bidang GCG. of the roles and functions of Corporate Secretary in
the GCG field.
d. Kajian aspek GCG terkait pengambilan keputusan d. GCG aspects related to strategic decision making
strategis oleh Direksi yang membutuhkan saran by the Board of Directors which required advice and
dan persetujuan Dewan Komisaris. approval from the Board of Commissioners.
2. Pemantauan Assessor Independen 2. Monitoring of Independent Assessor
Efektivitas proses assessment terhadap tingkat Effectiveness of the assessment process on the level
kematangan penerapan manajemen risiko oleh of maturity of risk management implementation by an
Assessor Independen yang ditunjuk Direksi. Independent Assessor appointed by the Board of Directors.
3. Monitoring, Evaluasi, dan Pelaporan 3. Monitoring, Evaluation and Reporting
a. Mengadakan rapat/pertemuan berkala dengan a. Holding regular meetings with the Corporate
Corporate Secretary setiap akhir bulan untuk Secretary at the end of each month to monitor the
memantau perkembangan penerapan GCG sesuai progress of GCG implementation in accordance with
Program Kerja RKAP terkait GCG. the Work Plan and Compay Budget Program related
to GCG.
b. Menyiapkan dan menyampaikan Laporan Realisasi b. Preparing and submitting a Work Program
Program Kerja kepada Ketua Komite Risiko Usaha Realization Report to the Chair of the Business Risk
dan GCG. and GCG Committee.
c. Observasi ke Bandara Rugi. c. Performing Observation to Loss Airport.
d. Observasi ke Proyek-proyek Pembangunan d. Doing Observation of Airport Development Projects
Bandara (Yogyakarta, Semarang, Banjarmasin, (Yogyakarta, Semarang, Banjarmasin, Denpasar,
Denpasar, dan Solo). and Solo).
4. Program Lainnya 4. Other Programs
Program Lain/Insidentil: Penugasan Khusus Other Programs/Incidential: Special Assignment of the
Dewan Komisaris atas tujuan khusus tertentu yang Board of Commissioners for certain specific objectives
dituangkan dalam surat tugas. as outlined in the assignment letter.
FUNGSI NOMINASI DAN REMUNERASI FUNCTION OF NOMINATION AND REMUNERATION

Untuk memenuhi ketentuan dalam Peraturan Otoritas Jasa To comply with the provisions of the Financial Services Authority
Keuangan No. 34/POJK.04/2014 tentang Pembentukan Regulation No.34/POJK.04/2014 on the Establishment and
dan Pedoman Pelaksanaan Kerja Komite Remunerasi dan Guidance of the Implementation of the Remuneration and
Nominasi Perseroan telah memiliki fungsi remunerasi dan Nomination Committee the Company has a remuneration and
nominasi yang dijalankan oleh Komite Risiko Usaha dan nomination function undertaken by Board of Commissioners,
GCG. assisted by the Supporting Business Risk and GCG Committee.
PEDOMAN PELAKSANAAN FUNGSI NOMINASI DAN GUIDELINES FOR IMPLEMENTING NOMINATION AND
REMUNERASI REMUNERATION FUNCTIONS
Komite Risiko Usaha dan GCG telah melaksanakan fungsi The Business Risk and GCG Committee have carried out the
remunerasi dan nominasi berdasarkan pedoman Surat functions of remuneration and nominations based on the
Keputusan Dewan Komisaris No. KEP.10/DK.AP.I/2015 guidelines of the Decree of the Board of Commissioners No.
tanggal 2 November 2015 tentang Pembagian Fungsi, KEP.10/DK.AP.I/2015 dated November 2, 2015 concerning
Tugas dan Tanggung Jawab Dewan Komisaris Perseroan Distribution of Functions, Tasks and Responsibilities of the
Board of Commissioners of the Company and the Charter
serta Piagam Komite Risiko Usaha dan GCG. Piagam
of the Business Risk and GCG Committee. The Charter of
Fungsi Nominasi dan Remunerasi telah dijelaskan dalam
Nomination and Remuneration Functions has been explained
bagian Komite Risiko Usaha dan GCG.
in the section on Business Risk and GCG Committee .
Fungsi Komite Remunerasi dan Nominasi adalah untuk The function of the Remuneration and Nomination
melaksanakan, mengatur dan menegakkan prinsip-prinsip Committee is to implement, regulate and enforce the
tata kelola Perseroan sejalan dengan proses pencalonan principles of corporate governance in line with the process
posisi strategis dalam manajemen dan menetapkan of nominating strategic positions in management and
besaran remunerasi bagi Direksi. determining the amount of remuneration for the Directors.

TUGAS DALAM NOMINASI DIREKSI DUTIES IN THE BOARD OF DIRECTORS NOMINATION

Tugas Dewan Komisaris terkait nominasi Direksi, yaitu: The duties of the Board of Commissioners regarding the
nomination of the Board of Directors are as follows:
1. Menetapkan kebijakan dan kriteria seleksi bagi calon 1. Conducting selection policies and criteria for candidates
Direksi. for the Board of Directors;
2. Melakukan telaah dan/atau penilaian/pemeriksaan 2. Conducting a review and/or assessment/examination of
terhadap calon-calon Direksi yang diusulkan oleh candidates for Board of Directors proposed by the Board
Direksi sebelum disampaikan ke Pemegang Saham. of Directors before being submitted to the Shareholders;
3. Mengusulkan calon-calon anggota Direksi yang baru 3. Proposing candidates for new members of the Board of
kepada RUPS. Directors to the GMS.

TUGAS DALAM REMUNERASI DEWAN KOMISARIS DAN DUTIES IN REMUNERATION OF THE BOARD OF
DIREKSI COMMISSIONERS AND BOARD OF DIRECTORS
Tugas Dewan Komisaris terkait remunerasi Dewan The duties of the Board of Commissioners concerning the
Komisaris dan Direksi, yaitu: remuneration of the Board of Commissioners and the Board
of Directors are as follows:
1. Menetapkan kebijakan Dewan Komisaris mengenai 1. Stipulating the Board of Commissioners’ policy regarding
pengusulan remunerasi Direksi. the proposed remuneration of the Board of Directors.
2. Menyusun rencana Dewan Komisaris melakukan 2. Preparing the plan of the Board of Commissioners to review
penelaahan atas pengusulan remunerasi Direksi. the proposed remuneration of the Board of Directors.
3. Dewan Komisaris dapat mengusulkan kepada RUPS 3. The Board of Commissioners may propose to the
mengenai sistem pemberian uang jasa dan tunjangan General Meeting of Shareholders regarding the system
purna jabatan bagi Dewan Komisaris. of giving fees and post-retirement benefits to the Board
of Commissioners.
4. Memberikan penjelasan lengkap kepada RUPS 4. Providing a complete explanation to the General
mengenai sistem pemberian uang jasa dan tunjangan Meeting of Shareholders regarding the system of giving
bagi Dewan Komisaris, serta rincian uang jasa dan fees and allowances for the Board of Commissioners, as
tunjangan purna jabatan yang diterima oleh Dewan well as details of fees and post-employment benefits
Komisaris yang sedang menjabat. received by the Board of Commissioners in office.
5. Dewan Komisaris dapat mengusulkan kepada RUPS 5. The Board of Commissioners may propose to the
mengenai sistem penggajian, fasilitas, dan/atau General Meeting of Shareholders regarding the system
pemberian tunjangan bagi Direksi. of remuneration, facilities, and/or granting benefits to
6. Memberikan penjelasan lengkap kepada RUPS 6. Providing a complete explanation to the General
mengenai sistem penggajian, fasilitas, dan/atau Meeting of Shareholders regarding the salary system,
pemberian tunjangan bagi Direksi, serta rincian gaji, facilities and/or granting of benefits to the Board of
fasilitas, dan/atau tunjangan yang diterima oleh Directors, as well as details of salaries, facilities and/or
Direksi yang sedang menjabat. benefits received by the Board of Directors in office.
7. Dewan Komisaris dapat merekomendasikan kepada 7. The Board of Commissioners may recommend to
RUPS mengenai sistem kompensasi serta manfaat the General Meeting of Shareholders regarding the
lainnya dalam hal pengurangan karyawan. compensation system as well as other benefits in the
case of employee reductions.
NAMA, JABATAN DAN RIWAYAT HIDUP SINGKAT NAME, POSITION AND BRIEF HISTORY OF NOMINATION
FUNGSI NOMINASI DAN REMUNERASI AND REMUNERATION FUNCTIONS
Nama, jabatan dan riwayat hidup singkat Fungsi Nominasi Name, position and brief curriculum vitae The Nomination
dan Remunerasi telah dijelaskan dalam bagian Komite and Remuneration Functions are explained in the section on
Risiko Usaha dan GCG. Business Risk and GCG Committees.

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2018 Annual Report
INDEPENDENSI FUNGSI NOMINASI DAN INDEPENDENCE OF NOMINATION AND REMUNERATION

REMUNERASI FUNCTIONS
Independensi Fungsi Nominasi dan Remunerasi telah Independence of the Nomination and Remuneration
dijelaskan dalam bagian Komite Risiko Usaha dan GCG. Function has been explained in the section on Business Risk
and GCG Committees.
RAPAT FUNGSI NOMINASI DAN REMUNERASI MEETING OF NOMINATION AND REMUNERATION

FUNCTIONS
Pelaksanaan rapat Fungsi Nominasi dan Remunerasi telah The implementation of the Nomination and Remuneration
dijelaskan dalam bagian Komite Risiko Usaha dan GCG. Function meeting has been explained in the Business Risk
and GCG Committee section.
PELAKSANAAN FUNGSI NOMINASI DAN REMUNERASI IMPLEMENTATION OF NOMINATION AND REMUNERATION

FUNCTIONS
Selama tahun 2018, Dewan Komisaris telah melaksanakan During 2018, the Board of Commissioners carried out the
fungsi nominasi dengan adanya Komisaris Utama yang nomination function with the new President Commissioner
baru yaitu Bapak Djoko Sasono, Komisaris baru yaitu of Mr. Djoko Sasono, the new Commissioner of Mr. Harry Z.
Bapak Harry Z. Soeratin, Bapak Tri Budi Satriyo, Bapak Ali Soeratin, Mr. Tri Budi Satriyo, Mr. Ali Mochtar Ngabalin, and
Mochtar Ngabalin, serta Direktur Teknik yang baru yaitu the new Technical Director of Mr. Lukman F. Laisa.
Bapak Lukman F. Laisa.
Sedangkan, fungsi remunerasi dilaksanakan dengan aktif Meanwhile, the remuneration function was carried out
melakukan telaah dan memberikan tanggapan atas usulan by actively reviewing and responding to the proposed
remunerasi Dewan Komisaris dan Direksi pada tahun remuneration of the Board of Commissioners and Directors
bersangkutan sebelum diajukan ke RUPS untuk persetujuan. in the year before being submitted to the GMS for approval.
KEBIJAKAN SUKSESI DIREKSI BOARD OF DIRECTORS SUCCESSION POLICY

Kebijakan suksesi Direksi PT Angkasa Pura I (Persero) The succession policy of the Board of Directors of PT
dilakukan berdasarkan Peraturan Menteri Negara BUMN Angkasa Pura I (Persero) is based on the Regulation of the
Nomor: PER-01/MBU/2012 tentang Persyaratan dan Tata Minister of State-Owned Enterprises No. PER- 01/MBU/2012
Cara Pengangkatan dan Pemberhentian Anggota Direksi on Requirements and Procedures for Appointment and
BUMN yang mengatur sebagai berikut. Dismissal of BUMN Directors as follows:
1. Persyaratan Calon anggota Direksi harus memenuhi 1. Requirements Prospective members of the Board
persyaratan formal dan materiil, serta persyaratan of Directors shall comply with formal and material
lain yang ditetapkan. requirements, as well as other specified requirements.
2. Persiapan UKK dan Evaluasi 2. UKK Preparation and Evaluation
- Penyusunan daftar anggota Direksi yang habis - Preparation of a list of pending members of the
masa jabatannya. Board of Directors.
- Penjaringan bakal calon anggota Direksi. - Selection of prospective members of the Board of
- Pembentukan tim untuk melakukan UKK dan Directors.
evaluasi. - Establishment of a team to conduct CRC and
evaluation.
3. Proses UKK dan Evaluasi 3. UKK and Evaluation Process
- UKK dilakukan oleh tim dan/atau lembaga - UKK conducted by team and/or professional
profesional. institution.
- Hasil UKK dievaluasi oleh tim dan disampaikan - The results of the UKK are evaluated by the team
kepada Menteri untuk mendapat keputusan. and submitted to the Minister for a decision.

4. Pengangkatan anggota Direksi 4. Appointment of members of the Board of Directors

- Menteri dapat melakukan wawancara terhadap - The Minister may conduct interviews on the results
hasil UKK dan evaluasi yang dilakukan oleh tim of the CRC and evaluations conducted by the team
dan/atau lembaga profesional. and/or professional institutions.
- Menteri mengangkat calon anggota Direksi - The minister appoints elected members of the Board
terpilih berdasarkan Keputusan Menteri/RUPS. of Directors based on the Ministerial/GMS Decree.
ORGAN DAN KOMITE DI BAWAH DIREKSI ORGANS AND THE BOARD OF DIRECTORS
COMMITTEES
Dalam melaksanakan tugasnya, Direksi dibantu oleh In performing its duties, the Board of Directors is assisted
Corporate Secretary dan organ pendukung lainnya. Uraian by Corporate Secretary and other supporting organs. The
mengenai organ di bawah Direksi sebagai berikut. description of organs under the Board of Directors is as
follows.

Corporate Secretary merupakan organ pendukung Direksi Corporate Secretary is an organ of support of the Board
yang memiliki peranan penting dalam memastikan of Directors which has an important role in ensuring the
penerapan aspek keterbukaan di Perusahaan. Corporate application of aspects of openness in the Corporate. The
Secretary berfungsi dalam komunikasi internal dan Corporate Secretary functions in internal and external
eksternal, hubungan investor, serta kesekretariatan communications, investor relations, as well as the secretarial
pimpinan Perseroan. Corporate Secretary berada di bawah of the Corporate’s leadership. The Corporate Secretary is
Direktur Utama dan bertanggung jawab secara langsung under the President Director and directly responsible to the
kepada Direktur Utama. President Director.
DASAR PENGANGKATAN SEKRETARIS PERUSAHAAN THE BASIS OF THE CORPORATE SECRETARY OF THE
CORPORATE
Sekretaris Perusahaan PT Angkasa Pura I (Persero) adalah Corporate Secretary of PT Angkasa Pura I (Persero) is
Israwadi. Beliau menjabat sebagai Corporate Secretary Israwadi. He has served as Corporate Secretary since
sejak 11 Agustus 2016 berdasarkan Surat Keputusan August 11, 2016 based on Decree No. BOD.SKEP.1259/
Direksi No. SKEP.1259/KP.07.03/2016. KP.07.03/2016.
Berdasarkan SK Direksi No. SKEP.1130/KP.07.03/2018 Based on Directors Decree No. SKEP.1130/KP.07.03/2018

tanggal 16 Juli 2018 tentang Mutasi Jabatan di lingkungan dated July 16, 2018 concerning Transfer of Position within
PT Angkasa Pura I (Persero), memberhentikan dengan the PT Angkasa Pura I (Persero) Environment, the company
hormat Bapak Israwadi sebagai Corporate Secretary, dan honorably dismissed Mr. Israwadi as Corporate Secretary,
mengangkat Handy Heryudhitiawan sebagai Corporate and appointed Handy Heryudhitiawan as Corporate Expert
Expert Level II PT Angkasa Pura I (Persero) - Jakarta pada Level II of PT Angkasa Pura I (Persero) - Jakarta to the
Direktur Utama. President Director.
Berdasarkan SK Direksi No. SKEP.1649/KP.07.03/2018 It was based on Directors Decree No. SKEP.1649/
tanggal 28 Agustus 2018 tentang Pemberhentian dengan KP.07.03/2018 dated August 28, 2018 concerning Dismissal
Hormat dari Jabatan Corporate Expert Level II PT Angkasa with Respect from the Head Office of PT Angkasa Pura I
Pura I (Persero) Kantor Pusat, Jakarta dan Mengangkat (Persero) Head Office, Jakarta and Appointment of Handy
sebagai Vice President Corporate Secretary PT Angkasa Heryudhitiawan as Vice President Corporate Secretary of PT
Pura I (Persero) Kantor Pusat, Jakarta atas Nama Handy Angkasa Pura I (Persero) Head Office , Jakarta
Heryudhitiawan.
STRUKTUR SEKRETARIS PERUSAHAAN STRUCTURE OF THE CORPORATE SECRETARY

Berdasarkan Keputusan Direksi No. KEP.101/ Based on Directors Decree No. KEP.101/OM.01.01/2018
OM.01.01/2018 tanggal 8 Juni 2018 tentang Organisasi dated June 8, 2018 concerning the Organization and
dan Tata Kerja Kantor Pusat PT Angkasa Pura I (Persero), Administration of PT Angkasa Pura I (Persero) Head Office,
2 unit di bawah Corporate Secretary yaitu Corporate there were 2 units under the Corporate Secretary, namely
Communication, dan Stakeholder Relations and Board of Corporate Communication, and Stakeholder Relations and
Director Secretary. Board of Director Secretary.

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2018 Annual Report
Struktur Corporate Secretary PT Angkasa Pura I (Persero) PT Angkasa Pura I (Persero) 's Corporate Secretary Structure
sebagai berikut. could be seen as follows.
DIREKTUR UTAMA
PRESIDENT DIRECTOR
VP. Corporate Secretary
Stakeholder Relations
& Board of Director Corporate Communication
Secretary Senior Manager Senior Manager
FUNGSI DAN TUGAS SEKRETARIS PERUSAHAAN FUNCTIONS AND DUTIES OF THE CORPORATE SECRETARY
1. Tugas Vice President Corporate Secretary adalah 1. The task of the Vice President Corporate Secretary was
memastikan tercapainya peningkatan citra to ensure the achievement of the Company's image
Perusahaan melalui pengelolaan komunikasi through the management of Company communications
Perusahaan (eksternal dan internal), administrasi dan (external and internal), administration and relations
hubungan antar pemangku kepentingan (stakeholder) between the Company's stakeholders to support the
Perusahaan guna mendukung pencapaian Customer achievement of the Customer Satisfaction Index (CSI)
Satisfaction Index (CSI) berdasarkan Rencana Kerja based on the Company's Work Plan and Budget and
dan Anggaran Perusahaan (RKAP) dan prinsip Good the principles of Good Corporate Governance (GCG)
Corporate Governance (GCG) serta melaksanakan and implementing compliance in accordance with the
kepatuhan sesuai dengan peraturan perundang- laws and regulations and internal regulations of the
undangan dan peraturan internal Perusahaan. Company.
2. Tanggung jawab Vice President Corporate Secretary 2. The responsibilities of the Vice President Corporate
dalam melaksanakan tugas adalah sebagai berikut: Secretary in carrying out the tasks were as follows:
a. Memastikan tersedianya Rencana Kerja dan a. Ensuring the availability of a Corporate Work Plan
Anggaran Perusahaan (RKAP). and Budget.
b. Memastikan tercapainya kontrak manajemen b. Ensuing the achievement of an agreed management
yang telah disepakati. contract.
c. Memastikan perannya sebagai people manager c. Ensuring its role as a manager in its work unit.
pada unit kerjanya.
d. Memastikan kegiatan unit kerjanya berjalan d. Ensuring the activities of the work unit are in
sesuai dengan Rencana Kerja dan Anggaran accordance with the Work Plan and Budget that had
(RKA) yang telah ditetapkan. been set.
e. Memastikan pelaksanaan kegiatan unit kerjanya e. Ensuring that the implementation of the work
sesuai dan relevan dengan sistem manajemen unit activities was appropriate and relevant to the
yang diterapkan Perusahaan. management system implemented by the Company.
f. Memastikan kesesuaian pelaksanaan kegiatan f. Ensuring the suitability of the implementation
unit kerjanya terhadap peraturan perundang- of the activities of its work units against the laws
undangan dan peraturan internal Perusahaan. and regulations and internal regulations of the
Company.

g. Memastikan terselenggaranya kegiatan yang g. Ensuring the implementation of activities that

mendukung citra Perusahaan semakin baik. support the Company's image was getting better.
h. Memastikan terjalinnya komunikasi dengan pihak h. Ensuring communication with internal, external and
internal, eksternal dan media. media parties.
i. Memastikan informasi/fakta material terkait i. Ensuring that information/material facts related
obligasi dilaporkan kepada pihak yang menerima to bonds were reported to parties who received
laporan sesuai dengan ketentuan peraturan reports in accordance with the provisions of the
perundang-undangan. legislation.
j. Memastikan tersedianya informasi dan j. Ensuring the availability of Company information
dokumentasi Perusahaan untuk kepentingan and documentation for the sake of decision making.
pengambilan keputusan.
PROFIL SEKRETARIS PERUSAHAAN PROFILE OF THE CORPORATE SECRETARY

Profil Corporate Secretary sebagai berikut. Profile of Corporate Secretary can be presented in the
following
Handy Heryudhitiawan
Warga Negara Indonesia, berdomisili di Makassar. Lahir di Jakarta pada 25 Agustus 1976.
Indonesian citizen, domiciled in Makassar. Born in Jakarta on August 25, 1976.
Riwayat Pendidikan:
• Diploma pada PLP Curug tahun 1997.
• Sarjana Manajemen Ekonomi Publik di Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi
Negara tahun 2003.
• Magister Manajemen dari Universitas Muslim Indonesia - Makassar pada tahun 2005.
• Diploma in PLP Curug in 1997.
• Bachelor of Public Economic Management at the 2003 State Administration Institute of Administrative
Sciences.
• Masters in Management from the Indonesian Muslim University - Makassar in 2005.
Riwayat Jabatan:
Karirnya di PT Angkasa Pura I (Persero) dimulai menjabat sebagai:
• Pelaksana ATC Junior 1997 – 1999.
• Pelaksana ATC Senior 1999 – 2002.
• Pelaksana ATC Radar 2002 – 2009.
• ATS Training Specialist 2009 – 2011.
• Kepala Humas Proyek Pengembangan Bandar Udara Sepinggan – Balikpapan pada 2011 – 2013.
• Corporate Communication Department Head PT Angkasa Pura I (Persero) pada 2013 – 2015.
• General Manager Bandar Udara Syamsudin Noor - Banjarmasin pada 2015 – 2017.
• General Manager Bandar Udara Sultan Aji Muhammad Sulaiman Sepinggan - Balikpapan pada 2017
– 2018.
His career at PT Angkasa Pura I (Persero) began serving as:
• ATC Junior executive in 1997 - 1999.
• Senior ATC Executive 1999 - 2002.
• Implementing ATC Radar 2002 - 2009.
• ATS Training Specialist 2009 - 2011.
• Head of Public Relations for Sepinggan Airport Development Project - Balikpapan in 2011 - 2013.
• Corporate Communication Department Head of PT Angkasa Pura I (Persero) in 2013 - 2015.
• General Manager of Syamsudin Noor Airport - Banjarmasin in 2015 - 2017.
• General Manager of Sultan Aji Muhammad Airport Sulaiman Sepinggan - Balikpapan in 2017 - 2018.
PEGEMBANGAN KOMPETENSI SEKRETARIS COMPETENCY DEVELOPMENT OF CORPORATE

PERUSAHAAN SECRETARY
Pengembangan Kompetensi Sekretaris Perusahaan dapat Competency Development of the Corporate Secretary can
dilihat pada Bab Profil dalam Laporan Tahunan ini. be seen in the Profile Chapter in this Annual Report.
PELAKSANAAN TUGAS SEKRETARIS PERUSAHAAN IMPLEMENTATION OF CORPORATE SECRETARY DUTIES

TAHUN 2018 IN 2018
Selama tahun 2018, Corporate Secretary telah During 2018, the Corporate Secretary carried out tasks
melaksanakan tugas antara lain: including:
1. Melakukan alih media serta penataan arsip vital 1. Conducting media transfer and structuring of the
Perseroan terhitung mulai tanggal 28 Agustus - 21 Company's vital records from August 28 – December 21,
Desember 2018. 2018.
2. Pembuatan Annual Report 2017. 2. Making the 2017 Annual Report.
3. Memenuhi kewajiban dalam penyampaian laporan 3. Fulfilling the obligations in submitting reports to the
kepada Otoritas Jasa Keuangan (OJK) terkait kewajiban Financial Services Authority regarding to 18 (eighteen)
sebagai emiten sebanyak 18 (delapan belas) laporan. reports as issuers.
4. Melaksanakan program orientasi kepada Komisaris 4. Carrying out an orientation program to the new
dan Direktur baru. Commissioners and Directors.

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5. Meningkatkan komunikasi dan koordinasi Internal 5. Improving the Company's internal communication and
Perusahaan (antar unit/antar cabang). coordination (among units/among branches).
6. Meningkatkan citra positif perusahaan, meningkatkan 6. Enhancing the positive image of the company,
efektivitas komunikasi, keterbukaan informasi increasing the effectiveness of communication,
dan transparansi, menumbuhkan kepercayaan information disclosure and transparency, fostering
masyarakat/stakeholder. public/stakeholder trust.
7. Meningkatkan dan memperkuat hubungan dengan 7. Improving and strengthening relations with the media.
Media.
8. Meningkatkan dan memperkuat hubungan dengan 8. Improving and strengthening relationships with work
mitra kerja/mitra usaha dan komunitas. partners/business partners and communities.
9. Meningkatkan dan memperkuat brand image korporat 9. Increasing and strengthening corporate brand image
dan menumbuhkan kepercayaan masyarakat melalui and fostering public trust through events.
event.
KOMITE DI BAWAH DIREKSI THE BOARD OF DIRECTORS COMMITTEE
KOMITE MANAJEMEN RISIKO RISK MANAGEMENT COMMITTEE

Berdasarkan Surat Keputusan Direksi PT Angkasa Based on the Decree of the Board of Directors of PT Angkasa
Pura I (Persero) No. SKEP.196/PG.01/2018 tanggal 12 Pura I (Persero) No. SKEP.196/PG.01/2018 dated October
Oktober 2018, dalam rangka membantu manajemen 12, 2018, in order to assist management in risk control,
dalam pengendalian risiko, pengawasan atas kebijakan supervision of the Company's policies and optimization of
Perseroan dan optimalisasi fungsi manajemen risiko the risk management function, PT Angkasa Pura I (Persero)
maka dibentuk Komite Manajemen Risiko PT Angkasa Risk Management Committee was formed and chaired by
Pura I (Persero) yang diketuai oleh Direktur Keuangan dan the Director of Finance, and The members were appointed
beranggotakan para Direktur yang ditunjuk serta seluruh Directors and all 1 level officials under the Board of Directors
Pejabat 1 tingkat di bawah Direksi di lingkungan Kantor in the Head Office environment.
Pusat.
Struktur dan Keanggotaan Komite Manajemen Risiko Structure and Membership of The Risk Management
Committee
Adapun struktur dan keanggotaan Komite Manajemen The structure and membership of the Risk Management
Risiko adalah sebagai berikut: Committee are as follows:
A. Ketua A. Chairman
Marketing and Businees Development Director Marketing and Businees Development Director.
B. Sekretaris B. Secretary
Head of Risk Management and Compliance Head of Risk Management and Compliance.
C. Anggota C. Members
1. Para Direktur yang ditunjuk 1. Designated Directors.
2. Pejabat satu tingkat di bawah Direksi di 2. Officials one level under the Board of Directors
lingkungan kantor pusat within the head office.
Uraian Tugas dan Tanggung Jawab Komite Manajemen Description and Responsibility of The Risk Management
Risiko Committee
Tugas dan tanggung jawab Komite Manajemen Risiko, The duties and responsibilities of the Risk Management
yaitu: Committee are as follows:
1. Menetapkan kebijakan dan strategi manajemen risiko 1. Establishing comprehensive risk management policies
yang komprehensif secara tertulis. and strategies in writing.
a. Termasuk dalam kebijakan dan strategi manajemen a. Included in risk management policies and strategies
risiko adalah penetapan Risk Appetite dan Risk is the establishment of Risk Appetite and Risk
Tolerance baik risiko secara keseluruhan (composite), Tolerance either the overall risk (composite), per
per jenis risiko, maupun per aktivitas fungsional. risk type, or per functional activity.
b. Kebijakan dan strategi manajemen risiko b. Risk management policies and strategies are set
ditetapkan sekurang-kurangnya 1 (satu) kali at least 1 (one) time in a year or higher frequency if
dalam setahun atau frekuensi yang lebih tinggi significant changes in factors affect the Company’s
dalam hal terdapat perubahan faktor-faktor business activities.
yang mempengaruhi aktivitas usaha Perusahaan
secara signifikan.

2. Bertanggung jawab atas pemantauan pelaksanaan 2. Responsible for monitoring the implementation of
kebijakan manajemen risiko dan eksposur yang risk management policies and exposures taken by the
diambil oleh Perusahaan secara keseluruhan yang Company as a whole which includes evaluating and
meliputi antara lain mengevaluasi dan memberikan providing direction based on reports submitted by the
arahan berdasarkan laporan yang disampaikan oleh Risk Management and Compliance Unit and the Internal
Risk Management and Compliance dan Internal Audit. Audit Unit.
3. Mengevaluasi efektivitas penerapan manajemen 3. Evaluating the effectiveness of the Company’s risk
risiko Perusahaan secara berkala, antara lain berupa: management implementation on a regular basis,
including:
a. Metodologi pelaksanaan risk assessment. a. Implementation methodology of risk assessment.
b. Implementasi sistem informasi manajemen. b. Implementation of management information
system.
c. Ketepatan kebijakan, prosedur, dan penetapan c. Accuracy of policies, procedures, and determination
risk appetite dan risk tolerance. of risk appetite and risk tolerance.
4. Kaji ulang (review) secara berkala yang dimaksudkan 4. A periodic review to anticipate a change of
untuk mengantisipasi apabila terjadi perubahan circumstances, external and internal conditions, and
situasi, kondisi dan perkembangan eksternal dan developments of the Company.
internal Perusahaan.
5. Penetapan hal-hal yang terkait dengan keputusan 5. Determination of matters related to business decisions
bisnis yang menyimpang dari prosedur normal that deviate from normal procedures (irregularities).
(irregularities).
6. Memantau independensi operasi Risk Management 6. Monitoring the independence of Risk Management and
and Compliance. Compliance operations.
7. Memantau kegiatan yang dilakukan oleh Risk 7. Monitoring the activities undertaken by Risk
Management and Compliance. Management and Compliance.
8. Mengembangkan budaya sadar risiko pada seluruh 8. Developing a risk awareness culture on all Company
pegawai Perusahaan, antara lain meliputi komunikasi employees, including adequate communication to all
yang memadai kepada seluruh pegawai Perusahaan employees of the Company regarding the importance of
tentang pentingnya pengendalian internal yang effective internal controls.
efektif.
9. Mengembangkan kompetensi sumber daya manusia 9. Developing human resource competencies related to
yang terkait dengan manajemen risiko. risk management
Pelaksanaan Tugas Komite Manajemen Risiko Duties Implementation of Risk Management Committee
Untuk mengembangkan budaya sadar risiko di To develop a culture of risk awareness in the corporate
lingkungan perusahaan, Direktur Keuangan selaku Ketua environment, the Director of Finance as the Chair of the
Risk Management Committee secara aktif melakukan Risk Management Committee actively conducted meetings
pertemuan dan pemberian arahan kepada Vice President and provided direction to the Vice President of Compliance
Compliance and Risk Management selaku pengelola risiko and Risk Management as the risk manager in the company
di lingkungan perusahaan untuk melakukan benchmarking to conduct benchmarking with other companies in order
kepada perusahaan lain dalam rangka memperoleh to gain enrichment in terms of governance company risk
pengkayaan dalam hal tata kelola manajemen risiko management.
perusahaan.
Dalam rangka melakukan evaluasi atas kebijakan In order to evaluate the risk management policy in the
manajemen risiko di Perseroan, Risk Management Committee Company, the Risk Management Committee chaired by
yang diketuai oleh Direktur Keuangan memberikan the Finance Director provided direction to improve the
arahan untuk melakukan penyempurnaan Pedoman Company's Risk Management Guidelines so that the current
Manajemen Risiko Perusahaan agar disesuaikan kondisi conditions of the company were adjusted including changes
perusahaan saat ini termasuk dengan adanya perubahan in organizational structure which were followed up by
struktur organisasi yang kemudian ditindaklanjuti melalui refining the Company's Risk Management Guidelines No .
penyempurnaan Pedoman Manajemen Risiko Perusahaan KEP.176/OM.02.05/2018 dated August 20, 2018. Evaluation
No. KEP.176/OM.02.05/2018 tanggal 20 Agustus 2018. of the company's risk management policy also included a
Evaluasi kebijakan manajemen risiko perusahaan juga review of the Company's Risk Management Implementation
meliputi review atas roadmap Implementasi Manajemen roadmap.
Risiko Perusahaan.

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UNIT INTERNAL AUDIT INTERNAL AUDIT UNIT

PT Angkasa Pura I (Persero) memiliki Unit Internal Audit PT Angkasa Pura I (Persero) had an Internal Audit Unit which
yang berfungsi untuk membantu Direktur Utama dalam functioned to assist the President Director in carrying out
menjalankan fungsi pengawasan terhadap efektivitas the oversight function of the effectiveness of the internal
sistem pengendalian internal dan pelaksanaan GCG di control system and the implementation of GCG in the
Perseroan. Berdasarkan Keputusan Direksi PT Angkasa Company. Based on the Decision of the Board of Directors
Pura I (Persero) No. KEP.101/OM.01.01/2018 tentang of PT Angkasa Pura I (Persero) No. KEP.101/OM.01.01/2018
Organisasi dan Tata Kerja Kantor Pusat, kedudukan Unit concerning the Organization and Work Procedure of the
Internal Audit berkedudukan langsung di bawah Direktur Head Office, the position of the Internal Audit Unit was
Utama. Unit Internal Audit dipimpin oleh seorang Vice directly under the President Director. The Internal Audit
President Internal Audit yang diangkat dan diberhentikan Unit was led by a Vice President of Internal Audit who was
oleh Direktur Utama atas persetujuan Dewan Komisaris. appointed and dismissed by the President Director with the
Vice President Internal Audit bertanggung jawab langsung approval of the Board of Commissioners. The Vice President
kepada Direktur Utama. Dalam menjalankan tugasnya, of Internal Audit was directly responsible to the President
Unit Internal Audit bersinergi dengan Komite Audit dan Director. In carrying out its duties, the Internal Audit Unit
Komite Risiko Usaha dan GCG. synergized with the Audit Committee and the Business Risk
Committee and GCG.
STRUKTUR ORGANISASI INTERNAL AUDIT INTERNAL AUDIT ORGANIZATIONAL STRUCTURE
DIREKTUR UTAMA
PRESIDENT DIRECTOR
Vice President
Internal Audit
Marketing Human
Operational Technical and Business Finance Capital and
Audit Senior Audit Senior Development Audit Senior General Affair
Manager Manager Audit Senior Manager Audit Senior
Manager Manager
Marketing
Operational Technical and Business Finance
HCGA Auditor
Auditor Auditor Development Auditor
Auditor
KEDUDUKAN INTERNAL AUDIT DALAM STRUKTUR POSITION OF THE INTERNAL AUDIT IN THE
ORGANISASI ORGANIZATIONAL STRUCTURE
Internal Audit dipimpin oleh Vice President Internal Internal Audit was led by the Vice President of Internal Audit
Audit yang berada di bawah Direktur Utama dan which was under the President Director and was responsible
bertanggungjawab kepada Direktur Utama. Internal to the President Director. Internal Audit owned 5 (five)
Audit memiliki 5 (lima) departemen yang berfungsi untuk departments that functioned to support the implementation
mendukung pelaksanaan tugasnya yaitu Operation Audit of their duties, namely Operation Audit Department,
Department, Technical & Information Technology Audit Technical & Information Technology Audit Department,
Department, Commercial Audit Department, Finance Audit Commercial Audit Department, Finance Audit Department,

Department, Human Capital & General Services Audit Human Capital & General Services Audit Department.
Department. Vice President Internal Audit diangkat dan The Vice President of Internal Audit was appointed and
diberhentikan oleh Direktur Utama atas persetujuan dismissed by the President Director with the approval of the
Dewan Komisaris. Board of Commissioners.
PROFIL KEPALA INTERNAL AUDIT PROFILE OF HEAD OF INTERNAL AUDIT

Vice President Internal Audit dijabat oleh Bapak Israwadi. Vice President Internal Audit was held by Mr. Israwadi. He
Beliau Menjabat sebagai Vice President Internal Audit served as Vice President of Internal Audit since August
sejak 28 Agustus 2018 berdasarkan Surat Keputusan 28, 2018 based on Directors Decree No. SKEP.1648/
Direksi No. SKEP.1648/KP.07.03/2018. KP.07.03/2018.
Israwadi
Warga Negara Indonesia. Usia 47 tahun, lahir di Medan, 23 Agustus 1971. Memperoleh gelar Sarjana
Teknik Jurusan Teknik Industri dari Institut Teknologi Bandung pada Tahun 1995. Gelar Marketing
Magister Management diperoleh di Universitas Trisakti tahun 2005.
Beliau pernah menjabat sebagai Direktur Keuangan di PT Angkasa Pura Hotel (2012-2016) dan
Corporate Secretary di PT Angkasa Pura I (Persero) (2016-2018).
Menjabat sebagai Vice President Internal Audit sejak 28 Agustus 2018 berdasarkan Surat Keputusan
Direksi No. SKEP.1648/KP.07.03/2018.
Indonesian citizens. Aged 47 years old, born in Medan on August 23, 1971. He obtained a Bachelor of
Engineering degree in Industrial Engineering from the Bandung Institute of Technology in 1995. His
Marketing Management Masters was obtained at Trisakti University in 2005.
He served as Finance Director at PT Angkasa Pura Hotel (2012-2016) and Corporate Secretary at
PT Angkasa Pura I (Persero) (2016-2018).
He also served as Vice President of Internal Audit since 28 August 2018 based on Directors Decree No.
SKEP.1648/KP.07.03/2018.
PIHAK YANG MENGANGKAT DAN MEMBERHENTIKAN PARTIES THAT APPOINTED AND DISMISSED THE HEAD
KEPALA INTERNAL AUDIT OF INTERNAL AUDIT
Ketua Unit Internal Audit diangkat dan diberhentikan oleh The Chairperson of the Internal Audit Unit were appointed
Direktur Utama atas persetujuan Dewan Komisaris. and dismissed by the President Director with the approval of
the Board of Commissioners.
INTERNAL AUDIT CHARTER INTERNAL AUDIT CHARTER

Dalam melaksanakan tugasnya, Unit Internal Audit In carrying out its duties, the Internal Audit Unit of
PT Angkasa Pura I (Persero) telah dilengkapi Pedoman Kerja PT Angkasa Pura I (Persero) has been completed with a
yang disebut dengan Piagam Internal Audit (Internal Audit Working Manual called Internal Audit Charter approved by
Charter) yang disetujui dan disahkan oleh Dewan Komisaris the Board of Commissioners in January 2014. In addition to
pada Januari 2014. Selain sebagai pedoman kerja, Internal working guidelines, the Internal Audit Charter also plays a
Audit Charter juga berperan dalam penguatan peran dan role in strengthening roles and responsibilities and the basis
tanggung jawab serta dasar keberadaan dan pelaksanaan for the existence and implementation of monitoring duties for
tugas-tugas pengawasan bagi Internal Audit. Oleh karena Internal Audit. Therefore, the Internal Audit Charter is
itu, Piagam Internal Audit disebarluaskan agar diketahui disseminated to be known by all employees and other
oleh seluruh karyawan dan pihak lain yang terkait sehingga related parties so as to establish mutual understanding
terjalin saling pengertian dan kerja sama yang baik dalam and good cooperation in realizing the vision, mission and
mewujudkan Visi, Misi, dan Tujuan Perseroan. purpose of the Corporate.
Isi dari Internal Audit Charter: Content of Internal Audit Charter:

A. Pendahuluan: berisi latar belakang serta visi dan misi A. Introduction: contains background and vision and
Internal Audit. mission of Internal Audit.
B. Internal Audit: berisi pengertian, struktur dan B. Internal Audit: contains the understanding, structure
kedudukan, fungsi, tugas dan tanggung jawab, and position, functions, duties and responsibilities,
wewenang, ruang lingkup, akuntabilitas serta standar authority, scope, accountability as well as professional
profesi dan kode etik. standards, and codes of conduct.
C. Pola Hubungan: berisi hubungan internal auditor C. Pattern of Relationship: contains internal relations of

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2018 Annual Report
dengan auditee, eksternal auditor, serta dengan auditors with auditees, external auditors, as well as
Komite Audit dan Komite Risiko Usaha dan GCG. with the Audit Committee and Business Risk and GCG
Committee.
D. Peningkatan Kualitas Internal Auditor. D. Internal Auditor Quality Improvement.
E. Jaminan Mutu. E. Quality Guarantee.
F. Penutup. F. Closing
TUGAS DAN TANGGUNG JAWAB UNIT INTERNAL AUDIT DUTY AND RESPONSIBILITY OF INTERNAL AUDIT UNIT
Tugas dan tanggung jawab Unit Internal Audit meliputi: The duties and responsibilities of the Internal Audit Unit
including:
1. Menyiapkan Rencana Kerja dan Anggaran serta 1. Preparing the Work Plan and Budget and Annual Internal
Program Kerja Tahunan Internal Audit. Audit Work Program.
2. Menyusun program audit untuk menjamin mutu 2. Developing audit programs to ensure the quality of
kegiatan Internal Audit. Internal Audit activities.
3. Melaksanakan pengumpulan informasi dan 3. Carry out the collection of risk-based information and
pemeriksaan berbasis risiko, pengawasan kepatuhan inspection, supervision of compliance with rules and
terhadap peraturan dan ketentuan, penilaian, regulations, assessment, presentation, improvement
penyajian, saran perbaikan, serta kegiatan assurance suggestions, and assurance and consultation activities
dan konsultasi untuk efisiensi dan efektivitas unit for the efficiency and effectiveness of work units
kerja sesuai dengan bidang tanggung jawabnya, in accordance with their areas of responsibility,
yaitu: operation, technical, marketing and business namely: operation, technical, marketing and business
development, finance and information technology, development, finance and information technology,
human capital and general affair, corporate secretary, human capital and general affairs, corporate secretary,
risk management and compliance, project management risk management and compliance, project management
office, procurement, corporate planning and office, procurement, corporate planning and
performance. performance.
4. Melaksanakan evaluasi atas efektivitas perencanaan 4. Implementing evaluation on the effectiveness of
dan pelaksanaan pengendalian intern, penerapan planning and implementation of internal controls,
manajemen risiko dan tata kelola perusahaan dalam implementation of risk management and corporate
proses bisnis sesuai dengan peraturan perundang- governance in business processes in accordance
undangan dan kebijakan perusahaan yang berlaku, with applicable laws and corporate policies, and GCG
serta prinsip GCG. principles.
5. Menyusun laporan hasil pemeriksaan dan 5. Preparing reports on the results of inspections and
merekomendasikan perbaikan terhadap recommend improvements to the organization of the
penyelenggaraan perusahaan serta melaporkan corporate and report to the President Director with a
kepada Direktur Utama dengan tembusan kepada copy to the Board of Commissioners.
Dewan Komisaris.
6. Bertindak sebagai counterpart dengan pihak 6. Acting as a counterpart to the external auditors and
eksternal auditor dan Komite Audit dalam kegiatan the Audit Committee in inspection activities in the
pemeriksaan di Perusahaan. Corporate.
7. Melakukan pemeriksaan khusus dalam lingkup 7. Conducting special checks within the scope of internal
pengendalian intern yang ditugaskan Direktur Utama. control assigned by the President Director.
8. Memantau, menganalisis dan melaporkan pelaksanaan 8. Monitoring, analyzing and reporting on followup actions
tindak lanjut oleh unit kerja atas saran-saran perbaikan by the work unit on suggestions of improvements made
yang telah diberikan kepada Direktur Utama. to the President Director.
9. Meningkatkan pengetahuan, keahlian dan 9. Increasing internal auditor professional knowledge,
kemampuan profesionalisme internal auditor dalam expertise and skill in Internal Audit with certification.
Internal Audit dengan sertifikasi.
KEWENANGAN INTERNAL AUDIT AUTHORITY OF INTERNAL AUDIT

Dalam melaksanakan fungsi dan tugasnya, Internal Audit In performing its functions and duties, the Internal Audit has
memiliki kewewenangan antara lain: other powers:
1. Memiliki akses, baik secara langsung dan tidak 1. Having direct, indirect access to documents, personal
langsung terhadap dokumen, catatan personal dan and physical records of Corporate property throughout
fisik kekayaan Perusahaan di seluruh organ (fungsi) the Corporate’s organs (functions) to obtain data and
Perusahaan untuk mendapatkan data dan informasi information relating to the performance of its duties.
yang berkaitan dengan pelaksanaan tugasnya.

2. Melakukan komunikasi secara langsung dan 2. Conducting direct communication and holding
mengadakan pertemuan atau rapat secara berkala meetings or meetings regularly and incidentally with
dan insidentil dengan Direksi, Komite Audit dan the Board of Directors, Audit Committee and Board of
3. Menetapkan metode, cara teknik dan pendekatan 3. Establishing methods, techniques and approaches to
audit yang akan dilakukan. audit.
4. Dapat meminta saran dan pendapat dari pihak ketiga 4. May seek advice and opinions from third parties or
atau tenaga ahli jika diperlukan dalam pelaksanaan tugas. experts if required in the performance of duties.
5. Berperan besar dalam assessment GCG untuk 5. A major role in the GCG assessment to determine its
mengetahui efektivitasnya di Perusahaan. effectiveness in the Corporate.
6. Mengembangkan kompetensi, peran serta kinerja 6. Developing the competence, role and performance
personil Internal Audit melalui sertifikasi pada of Internal Audit personnel through certification on
pelaksanaan audit operasional berbasis risiko, the implementation of risk-based operational audit,
assessment GCG, Information Technology, Kinerja GCG assessment, Information Technology, Corporate
Perusahaan/unit yang dilihat dari data Key Performance/units viewed from Key Performance
Performance Indicator(KPI) Korporat/Unit. Indicator (KPI) Corporate/Unit data.
7. Menyusun dan mengembangkan sistem, pedoman, 7. Developing Internal Audit systems, guidelines, plans and
perencanaan dan program kerja Internal Audit sesuai work programs in accordance with applicable Standards
dengan Standard dan Kode Etik yang berlaku. and Code of Ethics.
8. Mengambil keputusan dan langkah-langkah korektif 8. Making decisions and corrective measures within the
di ruang lingkup unit kerja Internal Audit berdasarkan scope of the Internal Audit work unit based on applicable
kebijakan dan prosedur yang berlaku. policies and procedures.
9. Head of Internal Audit dan Internal Auditor tidak 9. Head of Internal Audit and Internal Auditor does not
mempunyai kewenangan untuk: have the authority to.
a. Melakukan tugas-tugas operasional baik di a. Carry out operational duties both in the Corporate
Perusahaan maupun pada Anak Perusahaan. and the Subsidiaries.
b. Memberikan persetujuan transaksi akuntansi b. Giving approval of accounting transactions for
untuk Unit Internal Audit. Internal Audit units.
c. Mengatur aktivitas Pegawai Perusahaan diluar c. Managing the activities of the Corporate Employees
Unit Internal Audit, kecuali yang disetujui sebagai outside the Internal Audit unit, except those
tambahan membantu Perusahaan. approved in addition to assisting the Corporate.
JUMLAH DAN KOMPOSISI PERSONIL INTERNAL AUDIT TOTAL AND COMPOSITION OF THE PERSONNEL OF
INTERNAL AUDIT
Jumlah personil Internal Audit sebanyak 20 (dua puluh) orang. Total Internal Audit Personnel are 20 (twenty) person. The
Adapun komposisi personil Internal Audit, adalah sebagai current composition of Internal Audit personnel is as follows:
berikut:
Nama Jabatan
No.
Name Position
1. Israwadi Vice President Internal Audit
2. Tavip Wibowo Operation Audit Senior Manager
3. Yaka Sulistya Wijanarka Technical & Information Technology Audit Senior Manager
4. Jarot Handoko Commercial Audit Senior Manager
5. Junius F. Walenta Finance Audit Senior Manager
6. MIlda Human Capital and General Services Audit Senior Manager
7. Osim Corporate Expert Level III
8. I Made Adi Susilayasa Auditor
9. Restu Suryaningsih Auditor
10. Didi Suliyantono Auditor
11. M. Mujiharto Auditor

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2018 Annual Report
Nama Jabatan
No.
Name Position
12. Azmieti Kurnia Sinta Auditor

13. Insan Kamil Auditor
14. Amir Mahmud Auditor
15. Ratih Rosini Komara Auditor
16. Mayar Ahsan Auditor
17. Herriyanto Auditor
18. Tri Suliati Auditor
19. Karel Rianto Rantetana Auditor
20. Titik Budi Utami Internal Audit Officer
SERTIFIKASI PROFESI INTERNAL AUDIT INTERNAL AUDIT PROFESSION CERTIFICATION

Sertifikasi profesi yang dimiliki oleh personil Internal Audit Professional certifications held by Internal Audit personnel
adalah sebagai berikut. are as follows.
Nama Jabatan Keterangan

No.
Name Position Information
1. Israwadi Vice President Internal Audit

Sertifikasi QIA dan CRP
2. Tavip Wibowo Operation Audit Senior Manager
QIA and CRP Certification
Technical & Information Technology Audit Internal Dasar II dan Sertifikasi CRP
3. Yaka Sulistya Wijanarka
Audit Senior Manager Basic Internal Audit II and
Audit Internal Lanjut II dan Sertifikasi CRP
4. Jarot Handoko Commercial Audit Senior Manager
Advanced Internal Audit I and CRP Certification
Audit Internal Lanjut I dan Sertifikasi CRP
5. Junius F. Walenta Finance Audit Senior Manager
Advanced Internal Audit I and CRP Certification
Human Capital and General Audit Internal Lanjut II, Sertifikasi CPIA
6. MIlda
Services Audit Senior Manager Advanced Internal Audit II and CPIA Certification
Sertifikasi QIA
7. Osim Corporate Expert Level III
Sertifikasi QIA QIA Certification
8. I Made Adi Susilayasa Auditor
9. Restu Suryaningsih Auditor
Audit Internal Lanjut II dan CRP
10. Didi Suliyantono Auditor
Advanced Internal Audit II and CRP Certification
Audit Internal Dasar II
11. M. Mujiharto Auditor
Basic Internal Audit II
12. Azmieti Kurnia Sinta Auditor
13. Insan Kamil Auditor
Sertifikasi CPIA dan CRP
14. Amir Mahmud Auditor
CPIA and CRP Certification
Audit Internal Lanjut II, Sertifikasi CPIA
15. Ratih Rosini Komara Auditor
Advanced Internal Audit II and CPIA Certification
Audit Internal Lanjut II, Sertifikasi CPIA
16. Mayar Ahsan Auditor
Advanced Internal Audit II and CPIA Certification
Sertifikasi QIA & Sertifikasi CRP
17. Herriyanto Auditor
QIA Certification and CRP Certification
Audit Internal Dasar II
18. Tri Suliati Auditor

Nama Jabatan Keterangan

No.
Name Position Information
Audit Internal Lanjut II

19. Karel Rianto Rantetana Auditor
Sertifikasi CRP
20. Titik Budi Utami Internal Audit Officer
CRP Certification
STANDAR PROFESI UNIT INTERNAL AUDIT PROFESSIONAL STANDARDS OF INTERNAL AUDIT UNITS
Dalam melaksanakan tugas-tugasnya, Internal Auditor In performing its duties, the Internal Audit Units refers to
mengacu pada Standar Profesi Audit Internal (SPAI) dari the Internal Audit Professional Standards (SPAI) of the
Konsorsium Organisasi Profesi Audit Internal dan Code of Consortium of Internal Auditing Professional Organizations
Ethic dari The Institute of Internal Auditors. and the Code of Etahunic of the Year of the Institute of
Internal Auditors.
PARTISIPASI DALAM PERHIMPUNAN PROFESI AUDIT PARTICIPATION IN INTERNAL AUDIT PROFESSIONAL

INTERNAL ASSOCATION
Internal audit PT Angkasa Pura I (Persero) secara aktif Internal audit of PT Angkasa Pura I (Persero) is actively
terlibat dalam Seminar Nasional Internal Audit yang involved in the National Seminar on Internal Audit conducted
dilaksanakan setiap tahun oleh Yayasan Pendidikan annually by Yayasan Pendidikan Internal Audit (YPIA).
Internal Audit (YPIA).
KODE ETIK AUDITOR AUDITOR CODE OF ETHICS

Dalam pelaksanaan fungsi dan tugasnya, selain mematuhi In carrying out its functions and duties, in addition to
Code of Conduct yang berlaku secara umum, Unit Internal complying with the generally applicable Code of Conduct,
Audit juga memiliki Kode Etik Auditor. Kode Etik Auditor the Internal Audit Unit also had an Auditor Code of Ethics.
Perseroan sebagai berikut. The Company's Auditor Code of Ethics was as follows.
Prinsip Principle
Auditor internal diharapkan untuk menerapkan dan Internal auditors were expected to apply and enforce the
menegakkan prinsip-prinsip berikut. following principles.
a. Integritas a. Integrity
Integritas auditor internal membentuk keyakinan dan The integrity of internal auditors shaped confidence
oleh karenanya menjadi dasar kepercayaan terhadap and therefore a basis of trust in the judgment of internal
pertimbangan auditor internal. auditors.
b. Objektivitas b. Objectivity
Auditor internal menunjukkan objektivitas Internal auditors showed professional objectivity at the
profesional pada level tertinggi dalam memperoleh, highest level in obtaining, evaluating and communicating
mengevaluasi dan mengkomunikasikan informasi information about the activity or process being tested.
tentang aktivitas atau proses yang diuji. Auditor Internal auditors conductded a balanced assessment
internal melakukan penilaian yang seimbang atas of all things that were relevant and were not unduly
segala hal yang relevan dan tidak terpengaruh secara affected by personal interests or other parties in giving
tidak semestinya oleh kepentingan pribadi atau pihak consideration.
lain dalam memberikan pertimbangan.
c. Kerahasiaan c. Confidentiality
Auditor internal menghormati nilai dan kepemilikan Internal auditors respected the value and ownership of
informasi yang diterimanya dan tidak mengungkap the information that they received and did not disclose
informasi tersebut tanpa kewenangan yang sah, the information without legitimate authority, unless
kecuali diharuskan oleh hukum atau profesi. required by law or profession.
d. Kompetensi d. Competence
Auditor internal menerapkan pengetahuan, Internal auditors applied the knowledge, skills and
kecakapan dan pengalaman yang diperlukan dalam experience needed to provide internal audit services.
memberikan jasa audit internal.

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2018 Annual Report
Aturan Perilaku Rules of Conduct

1. Integritas 1. Integrity
Auditor internal: Internal Auditor:
- Harus melaksanakan pekerjaannya secara jujur, - Obliged to carry out his/her work honestly,
hati-hati dan bertanggung jawab. cautiously and responsibly.
- Harus mematuhi hukum dan membuat - Obliged to comply with the law and make disclosure
pengungkapan sebagaimana diharuskan oleh as required by law or profession.
hukum atau profesi.
- Tidak boleh secara sadar terlibat dalam kegiatan - Not to be consciously involved in illegal activities,
ilegal, atau melakukan kegiatan yang dapat or conduct activities that may discredit the internal
mendiskreditkan profesi audit internal atau audit profession or organization.
organisasi.
- Harus menghormati dan mendukung tujuan - Obliged to respect and support the legitimate and
organisasi yang sah dan etis. ethical objectives of the organization.
2. Objektivitas 2. Objectivity
- Tidak boleh berpartisipasi dalam kegiatan atau - Should not participate in any activity or relationship
hubungan apapun yang dapat, atau patut diduga which may, or reasonably be suspected, impede the
dapat, menghalangi penilaian auditor internal yang judgment of a fair internal auditor. Included in this
adil. Termasuk dalam hal ini adalah kegiatan atau case is any activity or relationship that results in a
hubungan apapun yang mengakibatkan timbulnya conflict of interest with the organization.
pertentangan kepentingan dengan organisasi.
- Tidak boleh menerima apapun yang dapat, atau - Not accept anything that can, or reasonably suspect,
patut diduga dapat, mengganggu pertimbangan interfere with professional judgment.
profesionalnya.
- Harus mengungkapkan semua fakta material yang - Obliged to disclose all material facts it knows,
diketahuinya, yang apabila tidak diungkapkan, which, if not disclosed, may distort the report of the
dapat mendistorsi laporan atas kegiatan yang activity being reviewed.
direviu.
3. Kerahasiaan 3. Confidentiality
- Harus berhati-hati dalam menggunakan dan - Obliged to be careful in using and maintaining the
menjaga informasi yang diperoleh selama information obtained during carrying out their
melaksanakan tugasnya. duties.
- Tidak boleh menggunakan informasi untuk - Not to use information to gain personal gain, or
memperoleh keuntungan pribadi, atau dalam cara in any way, that is against the law or harms the
apapun, yang bertentangan dengan hukum atau legitimate and ethical objectives of the organization.
merugikan tujuan organisasi yang sah dan etis.
4. Kompetensi 4. Competence
- Hanya terlibat dalam pemberian jasa yang - Only involved in the provision of services that
memerlukan pengetahuan, kecakapan dan require knowledge, skills and experience possessed.
pengalaman yang dimilikinya.
- Harus memberikan jasa audit internal sesuai - Obliged to provide internal audit services
dengan Standar Internasional Praktik Profesional in accordance with International Standards
Audit Internal (Standar). of Professional Practice of Internal Auditing
(Standard).
- Harus senantiasa meningkatkan keahlian, - Obliged to constantly improve the skills,
keefektifan dan kualitas jasanya secara effectiveness and quality of services in a sustainable
berkelanjutan. manner.

SISTEM INFORMASI AUDIT INTERNAL INTERNAL AUDIT INFORMATION SYSTEM

Internal Audit sedang mengembangkan System Information Internal Audit is developing a System Information
Management Audit (SIMA) yang memungkinkan Management Audit (SIMA) that enables automatic data
pencatatan data otomatis terhadap semua aktivitas recording of all operational activities. Furthermore, the data
operasional. Selanjutnya data diolah untuk menghasilkan is processed to produce performance in order to improve
kinerja dalam rangka meningkatkan kinerja dan kualitas performance and quality and improve the role of Internal
serta meningkatkan peran Internal Audit dalam upaya Audit in an effort to optimize the Information and Technology
mengoptimalkan Information and Technology General General Control (ITGC).
Control (ITGC).
LAPORAN SINGKAT PELAKSANAAN KEGIATAN BRIEF REPORT OF IMPLEMENTATION OF AUDIT

INTERNAL AUDIT TAHUN 2018 INTERNAL ACTIVITIES IN 2018
Laporan pelaksanaan kegiatan Internal Audit PT Angkasa The report on the implementation of the Internal Audit
Pura I (Persero) selama tahun 2018 adalah sebagai activities of PT Angkasa Pura I (Persero) during 2018 is as
berikut. follows.
Program Kerja Internal Audit Internal Audit Program

Adapun Program Kerja Internal Audit untuk Tahun 2018 The Internal Audit Program for 2018 is:
adalah:
1. Pelaksanaan Audit Operasional pada Kantor Cabang 1. Implementation of Operational Audit at Airport Branch
Bandara dan Anak Perusahaan berbasis risiko. Offices and Risk-based Subsidiaries.
2. Pelaksanaan Audit Khusus, sesuai Penugasan 2. Special Audit Implementation, according to
Manajemen atau apabila dipandang perlu. Management Assignment or if deemed necessary.
3. Pemantauan dan membantu audit untuk 3. Monitoring and assisting audits to follow up on internal
menindaklanjuti temuan-temuan internal dan and external findings.
eksternal.
4. Pendampingan Audit Eksternal. 4. External Audit Assistance.
5. Memberikan Jasa Konsultansi kepada Unit Kerja 5. Providing Consultancy Services to Head Office Work
Kantor Pusat dan Kantor Cabang terhadap kegiatan Units and Branch Offices on business activities,
usahan, operasional maupun Administrasi Perusahaan operations and Corporate Administration that have high
yang mempunyai risiko tinggi dan membantu risk and help provide input on business processes and
memberikan masukan terhadap bisnis proses dan Standard Operating Procedures.
Standard Operating Procedure.
6. Peningkatan Kompetensi Auditor dengan mengikuti 6. Increased Auditor Competence by attending training,
pelatihan, seminar dan workshop. seminars and workshops.
7. Melaksanakan workshop Pengendalian Internal 7. Carry out an Internal Control workshop at the level of
pada tingkat Vice President sampai dengan Section the Vice President to the Section Manager.
Manager.
8. Melakukan penilaian terhadap pengendalian internal 8. Conduct an assessment of internal controls for all
kepada seluruh Kantor Cabang dan Anak Perusahaan. Branch Offices and Subsidiaries.
Metode Audit Metode Audit

Dalam melaksanakan tugas, Internal Audit menggunakan In performing its duties, Internal Audit uses approaches:
pendekatan.
1. Pendekatan perencanaan 1. Planning approach
Untuk melaksanakan tugas dan tanggung jawab Interal To carry out the tasks and responsibilities of Interal
Audit maka perlu disusun perencanaan kegiatan Audit it is necessary to formulate a consistent plan
yang konsisten dari peran Internal Audit dengan of action from the role of Internal Audit based on the
berlandaskan program dan sasaran perusahaan corporate’s programs and targets set in the RKAP 2016
yang telah ditetapkan dalam RKAP 2016 dengan by considering the following matters:
mempertimbangkan hal-hal sebagai berikut:
a. Rencana Strategis Perusahaan. a. Corporate Strategic Plan.
b. Profil risiko Perseroan. b. Profession of the Corporate’s risk.
c. Evaluasi rencana dan pelaksanaan audit tahun c. Evaluate the plan and conduct of the previous
sebelumnya. year’s audit.

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d. Masukan kepada Direktur Utama dan Komite d. Feedback to the President Director and the Audit
Audit. Committee.
2. Pembuatan rencana kerja 2. Work plan
Rencana kerja disusun dalam sebuah tabel yang The work plan is arranged in a table that creates a
membuat urutan objek audit yang akan diaudit sequence of audit objects to be audited in the current
dalam tahun berjalan serta pekerjaan non rutin yang year and non-routine work to be carried out within
akan dilaksanakan dalam tahun tersebut. Kemudian the year. Then do the allocation of execution time and
dilakukan pengalokasian waktu pelaksanaan dan personnel implementation by considering the aspects
personil pelaksanan dengan mempertimbangkan that exist in the above planning.
aspek-aspek yang ada dalam perencanaan di atas.
3. Objektif Audit 3. Audit Objective
Objektif audit adalah upaya untuk mendapatkan Objective audit is an attempt to get an overview of
gambaran situasi dan kondisi yang sebenarnya dari the actual situation and conditions of the audit object
objek audit yang terkait dengan: related to:
a. Kepatuhan pada standar ketentuan yang berlaku. a. Compliance with applicable standards and
regulations.
b. Risiko Perseroan. b. Corporate risk.
c. Efektivitas fungsi-fungsi kerja Perseroan. c. Effectiveness of the Corporate’s work functions.
d. Penugasan khusus dari Direksi. d. Special needs of the Board of Directors.
e. Issue dari pihak ketiga (Whistleblower). e. Issue from a third party (Whistleblower).
f. Monitoring tindak lanjut hasil. f. Monitor follow-up results.
g. Dukungan terhadap pencapaian sasaran g. Support to the achievement of the corporate’s
perusahaan peninjauan terhadap upaya objek objective review of the audit object’s efforts in order
audit dalam rangka mendukung pencapaian to support the achievement of corporate objectives.
sasaran perusahaan.
h. Perbaikan berkesinambungan. h. Continuous improvement.
i. Fraud lainnya yang terjadi. i. Fraud for other deposits that occur.
4. Area Audit (Audit Universe) 4. Audit Area (Audit Universe)
Area audit ditentukan berdasarkan analisa terhadap The audit area is determined on the basis of analysis of
objektif audit, dengan melakukan: audit objectives, with the following:
a. Pengkajian terhadap hasil identifikasi risiko a. Assessment of objective audit risk identification
objektif audit. results.
b. Penerjemahan terhadap permintaan khusus dari b. Translation of special requests from the Board of
Direksi dan pada Vice President. Directors and on Group Head.
c. Pengkajian terhadap informasi dari Whistleblower. c. Assessment of information from Whistleblower.
d. Penetapan proses bisnis yang utama/kritikal d. Determination of the main business process/critical
pada objek audit. on audit object.
e. Evaluasi terhadap tindak lanjut hasil audit e. Evaluate the follow-up of previous audit results as
sebelumnya serta hasil audit eksternal auditor. well as the results of external auditor audits.
Tahapan kegiatan dalam melaksanakan audit sesuai Stages of activities in implementing the audit in accordance
konsep yang berlaku umum sebagai berikut: generally accepted concept are as follows:
1. Perencanaan audit. 1. Audit planning.
2. Melakukan survey pendahuluan (desk audit). 2. Conducting a preliminary survey (desk audit).
3. Membuat audit program. 3. Create a program audit.
4. Pelaksanaan audit. 4. Audit implementation.
5. Membuat kertas kerja dan laporan. 5. Create paperwork and reports.
6. Monitoring tindak lanjut. 6. Follow-up monitoring.
Pelaksanaan Kegiatan Audit Tahun 2018 Implementation of Audit Activities In 2018

Selama tahun 2018, Pelaksanaan kegiatan audit yang During 2018, the audit activities carried out by Internal Audit
telah dilakukan oleh Internal Audit adalah sebagai berikut: were as follows:
1. Pelaksanaan Audit Operasional pada Kantor Cabang 1. Implementation of Operational Audit at Airport Branch
Bandara Offices
Pelaksanaan Audit Operasional pada Kantor Cabang The implementation of an Operational Audit at Airport
Bandara berbasis risiko dengan daftar sebagai Branch Offices was a risk-based implementation by
berikut: listing as follows:

Tabel Pelaksanaan Audit Operasional

Table of Implementation of Operational Audit
Pelaksanaan Audit Tanggal Audit Nomor Surat Perintah
No.
Audit Implementation Audit Date Order Number
1 Bandar Udara Ngurah Rai - Bali 28 Agustus – 10 September 2018 PRIN.DU.364/PG.01/2018, tanggal 16
Ngurah Rai Airport - Bali August 28 - September 10 2018 Agustus 2018
PRIN.DU.364/PG.01/2018, August 16,
2018
2 Bandar Udara Juanda - Surabaya 2-12 Oktober 2018 PRIN.DU.445/PG.01/2018, tanggal 28
Juanda Airport - Surabaya October 2-12, 2018 September 2018
PRIN.DU.445/PG.01/2018, September
28, 2018
3 Bandar Udara Sultan Hasanudin – 10-20 Juli 2018 PRIN.DU.270/PG.01/2018, tanggal 5
Makassar July 10-20, 2018 Juli 2018
Sultan Hasanudin Airport - Makassar PRIN.DU.270/PG.01/2018, July 5, 2018
4 Bandar Udara SAMS (Sepinggan) 18 - 28 September 2018 PRIN.DU.410/PG.01/2018, tanggal 13
SAMS Airport (Sepinggan) September 18 – 28, 2018 September 2018
PRIN.DU.410/PG.01/2018, September 13,
2018
5 Bandar Udara Adisutjipto - Yogyakarta 16 - 27 April 2018 PRIN. DU. 137/PG.01/2018, tanggal 28
Adisutjipto Airport - Yogyakarta April 16-27, 2018 Maret 2018
PRIN. DU. 137/PG.01/2018, March 28,
2018
6 Bandar Udara Adisumarmo - Solo 20-29 Maret 2018 PRIN.DU.111/PG.01/2018, tanggal 14
Adisumarmo - Solo Airport March 20-29, 2018 Maret 2018
PRIN.DU.111/PG.01/2018, March 14, 2018
7 Bandar Udara Achamad Yani - Semarang 1-10 Agustus 2018 PRIN.DU. 325/PG.01/2018, tanggal 30
Achamad Yani Airport - Semarang August 1-10, 2018 Juli 2018
PRIN.DU. 325/PG.01/2018, dated July 30,
2018
8 Bandar Udara Internasional Lombok 6-15 April 2018 PRIN.DU.81/PG.01/2018, tanggal 28
Lombok International Airport April 6-15, 2018 Februari 2018
PRIN.DU.81/PG.01/2018, February 28,
2018
9 Bandar Udara Pattimura - Ambon 20-29 Maret 2018 PRIN.DU.182/PG.01/2018, tanggal 28
Pattimura Airport - Ambon March 20-29, 2018 Februari 2018
PRIN.DU. 182/PG.01/2018, February 28,
2018
10 Bandar Udara Syamsudin Noor - 18-27 Juli 2018 PRIN. DU. 272/PG.01/2018, tanggal 5
Banjarmasin July 18-27, 2018 Juli 2018
Syamsudin Noor Airport - Banjarmasin PRIN. DU. 272/PG.01/2018, July 5, 2018
11 Bandar Udara El Tari - Kupang 23 Juli-1 Agustus 2018 PRIN.DU.271/PG.01/2018, tanggal 5
El Tari Airport - Kupang July 23-August 1, 2018 Juli2018
PRIN.DU. 271/PG.01/2018, July 5, 2018
12 Bandar Udara Sam Ratulangi - Manado 17 - 26 Oktober 2018 PRIN.DU.468/PG.01/2018, tanggal 15
Sam Ratulangi Airport - Manado October 17 – 26, 2018 Oktober 2018
PRIN.DU.468/PG.01/2018, October 15,
2018
13 Bandar Udara Frans Kaisiepo Biak 29 Juli - 3 Agustus 2018 PRIN.DU.273/PG.01/2018, tanggal 5
Frans Kaisiepo Biak Airport July 29 - August 3, 2018 Juli 2018
PRIN.DU. 273/PG.01/2018, July 5, 2018
14 Kantor Pusat 22 Oktober 2018 - 22 Januari 2019 PRIN.DU.490/PG.01/2018, tanggal 17
Headquarters October 22, 2018 - January 22, 2019 Oktober 2018
PRIN.DU.490/PG.01/2018, dated October
17, 2018
2. Pendampingan Audit Eksternal 2. External Audit Assistance

Pendampingan Audit Eksternal yang telah dilakukan External Audit Assistance that had been carried out
antara lain: includes:
a. Pendampingan BPK dalam rangka Audit di 2 a. Audit Board of the Republic of Indonesia assistance
Kantor Cabang (Denpasar dan Surabaya) dan 2 in the context of audits in 2 Branch Offices
Proyek (PPSRG dan PPNYIA). (Denpasar and Surabaya) and 2 Projects (PPSRG
and PPNYIA).
b. Pendampingan KAP dalam rangka Audit Interim b. Quality of Productive Assets assistance in the
tahun 2018. context of the Interim Audit in 2018.
c. Pendampingan KAP dalam rangka Year end Audit c. Assistance to Quality of Productive Assets in the
ke Kantor Cabang. framework of the Year end Audit to Branch Offices.

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d. Counterpart Assessment Good Corporate d. Counterpart Assessment of Good Corporate

Governance (GCG) sesuai kick off meeting Governance (GCG) was in accordance with the kick
assessment. off meeting assessment.
e. Counterpart Penilaian Kinerja Unggul BUMN. e. Counterpart of Assessing Superior SOE
Performance.
f. Counterpart penyusunan Annual Report f. Counterpart compilation of the Company's Annual
Perusahaan Tahun 2017. Report 2017.
3. Memberikan jasa konsultansi kepada Unit Kerja 3. Providing consulting services to the Head Office and
Kantor Pusat dan Kantor Cabang Branch Offices
Unit Internal Audit memberikan jasa konsultansi The Internal Audit Unit provided consultancy services
kepada Unit Kerja Kantor Pusat dan Kantor Cabang to the Head Office Work Unit and Branch Offices
terhadap Kegiatan Usaha, Operasional maupun for Business Activities, Operations and Corporate
Administrasi Perusahaan yang mempunyai risiko Administration that had high risk and helped to provide
tinggi dan membantu memberikan masukan terhadap input on business processes and Standard Operating
bisnis proses dan Standard Operating Procedure Procedures, which had been carried out simultaneously
yaitu telah dilaksanakan secara simultan dengan with the implementation of operational checks on 13
pelaksanaan pemeriksaan operasional pada 13 (tiga (thirteen) airport branch offices.
belas) kantor cabang bandara.
4. Melakukan penilaian terhadap pengendalian internal 4. Assessing internal control of all Branch Offices and
kepada seluruh Kantor Cabang dan Anak Perusahaan Subsidiaries through Operational Audit according to
melaui Audit Operasional sesuai jadwal Program Kerja the schedule of the Annual Audit Work Program (PKPT)
Pemeriksaan Tahunan (PKPT) pada 13 (tiga belas) at 13 (thirteen) airports; an assessment of Internal
bandara, penilaian tentang Pengendalian Internal Control was carried out simultaneously with the output
dilakukan bersamaan dengan output temuan yang of findings that contain elements of Internal Control
mengandung unsur kelemahan Internal Control. weakness.
Temuan dan Tindak Lanjut Hasil Audit Findings and Follow Up of Audit Results
Seluruh jajaran Auditan bertanggung jawab dan All Auditors were responsible and obliged to follow up on
berkewajiban menindaklanjuti setiap temuan hasil findings from assurance and consulting through coordination
assurance dan consulting melalui jalur koordinasi dan and cooperation between related functions. Recapitulation
kerjasama antar fungsi terkait. Rekapitulasi tindak lanjut of follow-up of 2018 Internal Audit findings can be presented
temuan Internal Audit tahun 2018 sebagai berikut: as follows:
Tabel Temuan dan Tindak Lanjut Hasil Audit

Table of Findings and Follow Up of Audit Results
Saldo
Jumlah Temuan Rekomendasi
Numbers of Finding Recommendation Temuan Rekomendasi
Findings Recommendation
414 1.268 26 70
Dari tabel di atas dapat dijelaskan bahwa selama pemeriksaan From the table above, it can be explained that during the
tahun 2018, jumlah temuan sebanyak 414 (empat ratus enam examination in 2018, the number of findings was 414 (four
belas) dengan rekomendasi sebanyak 1.268 (seribu dua ratus hundred and fourteen) with a recommendation of 1,268(one
enam puluh delapan). Temuan yang telah ditindaklanjuti thousand two hundred sixty eight). The findings that had been
sebanyak 388 (tiga ratus delapan puluh delapan) temuan atau followed up were 388 (three hundred eighty eight) findings
sebesar 93,72% dan rekomendasi yang telah ditindaklanjuti or 93,72 and recommendations that had been followed up
sebanyak 1.198 (seribu seratus sembilan puluh delapan) atau were 1,198 (one thousand one hundred and ninety eight) or
sebesar 94,48%. Temuan dan rekomendasi lainnya sedang 94,48%. Other findings and recommendations were in the
dalam proses untuk ditindaklanjuti. process of being followed up.
Efektivitas dan Cakupan Pelaksanaan Unit Internal Audit Effectiveness and Coverage of The Implementation of The
Internal Audit Unit
Cakupan audit tahun 2018 meliputi Audit Umum terhadap The audit coverage in 2018 included General Audit of 13
13 (tiga belas) Kantor Cabang, Kantor Pusat, dan 1 (satu) (thirteen) Branch Offices, Headquarters, and 1 (one) Audit
Audit pada YAKKAP I. Efektivitas pelaksanaan Internal on YAKKAP I. The effectiveness of the implementation of
Audit ditunjukkan dengan terlaksananya program- Internal Audit was indicated by the implementation of work

program kerja Unit Internal Audit. Adapun pelaksanaan programs of the Internal Audit Unit. The audit in 2018 can be
audit pada tahun 2018 dapat dilihat pada bagian seen in the audit implementation section.
pelaksanaan kegiatan audit.
INFORMASI PEMEGANG SAHAM UTAMA INFORMATION OF PRINCIPAL SHAREHOLDER

DAN PENGENDALI AND CONTROLER
Pemegang Saham utama Perseroan adalah Pemerintah The principal shareholder of the company is the Government
Republik Indonesia yang memiliki 100% saham Perseroan. of the Republic of Indonesia that holds 100% of the
Dengan demikian, Perseroan tidak memiliki pemegang company’s stocks. Therefore, the company does not have
saham utama pengendali individu. individual controling shareholder.
Pemerintah
Republik Indonesia
AKUNTAN PUBLIK PUBLIC ACCOUNTANT

Fungsi pengawasan independen terhadap aspek The independent supervisory function of the Company’s
keuangan Perseroan dilakukan dengan melaksanakan financial aspects is carried out by conducting an External
pemeriksaan Audit Eksternal yang dilakukan oleh Kantor Audit conducted by the Public Accountant Firm (KAP).
Akuntan Publik (KAP). Auditor Eksternal yang memeriksa The External Auditor who reviews the financial statements
laporan keuangan PT Angkasa Pura I (Persero) tahun of PT Angkasa Pura I (Persero) for the fiscal year of
buku 2018 ditetapkan melalui RUPS Tahunan berdasarkan 2018 is determined through the Annual GMS based on
rekomendasi dari Dewan Komisaris dan Komite Audit. recommendations from the Board of Commissioners and
Proses pemilihannya dilakukan sesuai dengan mekanisme the Audit Committee. The voting process is carried out in
pengadaan barang dan jasa yang berlaku. Untuk menjamin accordance with the applicable mechanism of goods and
independensi dan kualitas hasil pemeriksaan, Auditor services procurement. To ensure the independence and
Eksternal yang ditunjuk tidak boleh memiliki benturan quality of audit results, the designated External Auditor may
kepentingan dengan Perseroan. not have a conflict of interest with the Company.
Dalam penggunaan Auditor Eksternal, PT Angkasa Pura In the use of the External Auditor, PT Angkasa Pura I
I (Persero) mengacu pada ketentuan dari Peraturan (Persero) refers to the provisions of the Regulation of the
Otoritas Jasa Keuangan No. 13/POJK.03/2017 tentang Financial Services Authority Number: 13/POJK.03/2017
penggunaan Jasa Akuntan Publik dan Kantor Akuntan regarding the use of Public Accounting Services and Public
Publik dalam Kegiatan Jasa Keuangan. Accounting Firms in Financial Services Activities.
PENERAPAN FUNGSI AUDIT EKSTERNAL IMPLEMENTATION OF EXTERNAL AUDIT FUNCTIONS

Setiap tahunnya, Perseroan memiliki kontrak perjanjian Every year, the Company has a contract of cooperation with
kerjasama dengan Kantor Akuntan Publik (KAP) selaku the Public Accountant Firm (KAP) as an independent external
auditor ekstern yang independen, dalam melaksanakan auditor, in performing the audit of financial statement
audit kinerja laporan keuangan (termasuk di dalamnya performance (including audit key performance indicators
audit key performance indicator (KPI). Di samping itu, (KPI). In addition, as a state-owned company, PT Angkasa
sebagai perusahaan milik negara PT Angkasa Pura I Pura I (Persero) is periodically audited by BPK (Audit Board
(Persero) diaudit berkala tahunan oleh BPK (Badan of Indonesia) and BPKP (Supreme Audit Agency), including
Pemeriksa Keuangan) dan BPKP (Badan Pemeriksa internal audit performance as well as audit/assertion.
Keuangan dan Pembangunan), termasuk kinerja Internal
Audit pun turut dilakukan audit/asersi.

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2018 Annual Report
PENUNJUKKAN AKUNTAN PUBLIK APPOINTMENT OF PUBLIC ACCOUNTANTS

Proses pelaksanaan penunjukan KAP untuk melakukan The process of appointing the KAP to audit the Annual
Audit Laporan Keuangan Tahunan PT Angkasa Pura I Financial Statement of PT Angkasa Pura I (Persero) is
(Persero) dilakukan dengan metode pelelangan dengan conducted by auction method with supervision conducted
pengawasan dilakukan oleh Komite Audit serta Unit Audit by the Audit Committee as well as the Internal Audit Unit.
Internal.
KANTOR AKUNTAN PUBLIK, NAMA AKUNTAN DAN FEE PUBLIC ACCOUNTANT FIRM, NAME OF ACCOUNTANTAND
PERIODE 5 TAHUN TERAKHIR FEE OF LAST 5-YEAR PERIOD
Berikut daftar Kantor Akuntan Publik, nama akuntan, fee, Here is a list of Public Accounting Firm, accountant’s name,
dan izin KAP selama 5 tahun terakhir. fee, and license of PAF for the last 5 years.
Tabel Kantor Akuntan Publik, Nama Akuntan, Fee dan Izin KAP Periode 5 Tahun Terakhir
Table of Public Accountant Firm, Name of Accountant, Fee and Permit of PAF for the Last 5 Year Period
Nama Akuntan
Periode
(Partner
Kantor Akuntan Periode KAP Akuntan
Penanggung
Tahun Publik Public Publik Fee Jasa Audit Izin KAP
Jawab)
Year Public Accountant Accountant Public Audit Services Fee Permit of PAF
Name of
Firm (PAF) Firm Period Accountant
Accountant
Period
(Partner in Charge)
2018 KAP Purwantono, 1 Periode/ Moch. Dadang 1 Periode/ Rp2.962.294.500 KMK NO. 603/
Sungkoro & Surja Period Syachruna Period KM.1/2015
2017 KAP Djoko, Sidik dan 1 Periode/ Indra Soesetiawan 1 Periode/ Rp1.989.955.000 NIUKAP: 959/
Indra Period Period KM.1/2014
2016 KAP Hadori Sugiarto 3 Periode/ Wijadi, Ak, CPA 3 Periode/
Rp1.749.632.500 KEP-444/KM.1/2009
Adi dan Rekan Period Period
2015 KAP Hadori Sugiarto Wijadi, Ak, CPA
Rp1.455.281.100 KEP-444/KM.1/2009
Adi dan Rekan
2014 KAP Hadori Sugiarto Wijadi, Ak, CPA
Rp1.427.000.000 KEP-444/KM.1/2009
Adi dan Rekan
*Fee yang diberikan sudah termasuk Fee atas Jasa Lain * Fee provided includes Fee for Other Services provided by the Accountant
yang diberikan Akuntan.
JASA LAIN YANG DIBERIKAN AKUNTAN OTHER SERVICES PROVIDED BY ACCOUNTANTS

Selain memberikan jasa audit atas laporan keuangan, In addition to providing audit services for financial
Kantor Akuntan Publik juga memberikan jasa audit statements, the Public Accounting Office also provides audit
sebagai berikut. services as follows.
1. Laporan Auditor Independen atas Kepatuhan 1. Independent Auditor's Report on Compliance with
terhadap Peraturan Perundang-undangan untuk Legislation for the Year Ended December 31, 2018.
Tahun yang Berakhir Tanggal 31 Desember 2018.
2. Laporan Auditor Independen atas Pengendalian Intern 2. Independent Auditor's Report on Internal Control for the
untuk Tahun yang Berakhir Tanggal 31 Desember 2018. Year Ended December 31, 2018.
3. Laporan Auditor Independen atas Laporan Keuangan 3. Independent Auditor's Report on the PT Angkasa Pura
Program Kemitraan dan Bina Lingkungan (PKBL) I (Persero) Financial Partnership and Community
PT Angkasa Pura I (Persero) untuk Tahun yang Development Program (PKBL) Financial Report for the
Berakhir Tanggal 31 Desember 2018. Year Ended December 31, 2018.
4. Laporan Hasil Evaluasi Kinerja PT Angkasa Pura I 4. PT Angkasa Pura I (Persero) Performance Evaluation
(Persero) untuk Tahun yang Berakhir Tanggal 31 Results Report for the Year Ended December 31, 2018.
Desember 2018.
5. Laporan Auditor Independen atas Key Performance 5. Independent Auditor's Report on Key Performance
Indicator untuk Tahun yang Berakhir Tanggal 31 Indicator for the Year Ended December 31, 2018.
Desember 2018.
Fee atas jasa audit lainnya sudah termasuk dalam Fee Fees for other audit services are included in the Audit
Jasa Audit yang telah disebutkan di atas. Services Fee mentioned above.
KOORDINASI AUDITOR EKSTERNAL DAN KOMITE COORDINATION OF EXTERNAL AUDITORS AND AUDIT
AUDIT COMMITTEES
PT Angkasa Pura I (Persero) selalu berupaya meningkatkan PT Angkasa Pura I (Persero) always strives to improve
komunikasi antara Kantor Akuntan Publik, Komite Audit communication between Public Accountant Firm, Audit and

dan Manajemen untuk dapat meminimalisir kendala- Management Committee to minimize the constraints that
kendala yang terjadi selama proses audit berlangsung. occur during the audit process. To make sure that the audit
Agar proses audit sesuai dengan Standar Profesional process is based on the Accountant Professional Standards
Akuntan serta perjanjian kerja dan ruang lingkup audit and the work agreement and scope of the audit that has
yang telah ditetapkan dan selesai sesuai dengan target been established and completed in accordance with the
waktu yang telah ditetapkan, secara rutin dilakukan target time set, meetings that address several significant
pertemuan-pertemuan yang membahas beberapa important issues are routinely conducted.
permasalahan penting yang signifikan.

Perkembangan industri penerbangan yang The rapid development of aviation industry causing the
semakin pesat menyebabkan risiko yang dihadapi risks faced by PT Angkasa Pura I (Persero) in every business
PT Angkasa Pura I (Persero) pada setiap proses bisnisnya process becomes increasingly complex. Risks in PT Angkasa
menjadi semakin kompleks. Risiko-risiko pada PT Angkasa Pura I (Persero), both in daily operational activities and in
Pura I (Persero), baik dalam kegiatan operasional sehari- business development, are influenced by various internal
hari maupun dalam pengembangan bisnis, dipengaruhi and external factors. Therefore, PT Angkasa Pura I (Persero)
oleh berbagai faktor internal maupun eksternal. Untuk develops an overall risk management framework of the
itu, PT Angkasa Pura I (Persero) mengembangkan suatu Company, Enterprise Risk Management (ERM), to minimize
kerangka pengelolaan risiko Perseroan yang menyeluruh, potential losses and optimize profitability, create value of
Enterprise Risk Management (ERM), guna meminimalkan the Company and enhance stakeholder confidence, promote
potensi kerugian dan mengoptimalkan profitabilitas, good governance standards of the Company, as well as
menciptakan nilai Perseroan dan meningkatkan make the risk culture a part of the Company’s culture.
kepercayaan pemangku kepentingan, mendorong standar
praktik terbaik Tata Kelola Perseroan, serta menjadikan
budaya risiko sebagai bagian dari budaya Perseroan.
DASAR PENERAPAN MANAJEMEN RISIKO IMPLEMENTATION BASIS OF RISK MANAGEMENT

Pengelolaan risiko di lingkungan Perusahaan mengacu Risk management in the Company environment refers to
pada Peraturan Menteri Badan Usaha Milik Negara Nomor: the Regulation of the Minister of State- Owned Enterprises
PER-01/MBU/2011 tanggal 1 Agustus 2011 tentang Number: PER-01/MBU/2011 dated August 1, 2011 on the
Penerapan Tata Kelola Perusahaan yang Baik (Good Implementation of Good Corporate Governance in State-
Corporate Governance) pada Badan Usaha Milik Negara Owned Enterprises and Decree of the Minister of State-
dan Keputusan Menteri Badan Usaha Milik Negara Nomor: Owned Enterprises Number: KEP-117/MBU/2002 on the
KEP-117/MBU/2002 tentang Penerapan Praktik Good Implementation of Good Corporate Governance Practices
Corporate Governance (GCG) pada Badan Usaha Milik (GCG) in State-Owned Enterprises. In carrying out the risk
Negara. Dalam menjalankan sistem manajemen risiko, management system, PT Angkasa Pura I (Persero) referred
PT Angkasa Pura I (Persero) mengacu pada Pedoman to Indonesian Risk Management Guidelines that had been
Manajemen RIsiko yang telah disahkan berdasarkan Surat ratified based on the Directors Decree Number: KEP.176/
Keputusan Direksi Nomor: KEP.176/OM.02.05/2018 OM.02.05/2018 dated on August 20, 2018.
tanggal 20 Agustus 2018.
KERANGKA KERJA MANAJEMEN RISIKO RISK MANAGEMENT FRAMEWORK

Kerangka kerja manajemen risiko merupakan The risk management framework was a development of the
pengembangan dari prinsip-prinsip manajemen risiko principles of risk management that provided the basis and
yang memberikan dasar dan pengelolaan Perseroan yang management of the Company which covered all business
mencakup seluruh aktivitas usaha pada semua tingkatan activities at all levels of the Company. PT Angkasa Pura I
Perseroan. Kerangka kerja manajemen risiko PT Angkasa (Persero) 's risk management framework was a management
Pura I (Persero) merupakan suatu sistem manajemen system with a system structure that formed a cycle of Plan,
dengan struktur sistem yang membentuk siklus Plan, Do, Do, Check, Action (PDCA) that facilitated the integration of
Check, Action (PDCA) yang memudahkan integrasi sistem risk management systems in existing company management
manajemen risiko pada sistem manajemen perusahaan systems.
yang telah ada.
Kerangka kerja manajemen risiko PT Angkasa Pura I The risk management framework of PT Angkasa Pura I
(Persero) adalah sebagai berikut. (Persero) was as follows.

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2018 Annual Report
Mandat dan Komitmen

Mandate and Commitment
Desain Rencana Kerja

Pengelolaan Risiko
Design of Framework for
Managing Risk
Perbaikan Kerangka Kerja

Implementasi Manajemen
Manajemen Risiko secara
Risiko
Berkesinambungan
Implementing Risk
Continual Improvement of the
Management
Framework
Pemantauan dan Kaji Ulang

Kerangka Kerja
Monitoring and Review of the
Framework
STRUKTUR ORGANISASI MANAJEMEN RISIKO RISK MANAGEMENT ORGANIZATION STRUCTURE

Tata kelola risiko Perseroan yang berlandaskan prinsip The Company's risk governance based on GCG principles
GCG terwujud dari terlibatnya seluruh organ Perseroan was realized from the involvement of all the Company's
dalam pengelolaan manajemen risiko. Hal ini dapat dilihat organs in managing risk management. This can be seen
dari susunan organisasi manajemen risiko Perseroan. from the composition of the Company's risk management
organization.
KOMITE RISIKO USAHA DAN GCG BUSINESS RISK AND GCG COMMITTEE
Dalam rangka mendukung fungsi pengawasan terkait In order to support the supervisory function related to risk
aspek manajemen risiko di lingkungan Perseroan, Dewan management aspects within the Company environment, The
Komisaris membentuk Komite Risiko Usaha dan GCG Board of Commissioners establishes a Business Risk and
yang memiliki tugas secara umum yaitu memastikan GCG Committee that has a general duty of ensuring that
pelaksanaan manajemen risiko telah berlaku sesuai the implementation of risk management is in compliance
standar yang berlaku, memberikan rekomendasi with prevailing standards, providing recommendations
mengenai penyempurnaan sistem pengendalian on the improvement of the company’s risk management
manajemen risiko perusahaan dan pelaksanannya control system and its implementation so that it complies
sehingga sesuai dengan ketentuan mengenai kebijakan with the provisions on risk policy and implementation of
risiko dan penerapan Good Corporate Governance (GCG), Good Corporate Governance (GCG), and assisting the Board
serta membantu Dewan Komisaris dalam mengidentifikasi of Commissioners in identifying issues of concern in the
hal – hal yang memerlukan perhatian dalam pelaksanaan implementation of risk policies and the application of GCG
kebijakan risiko dan penerapan prinsip GCG di lingkungan principles within the Company.
Perseroan.
KOMITE MANAJEMEN RISIKO RISK MANAGEMENT COMMITTEE

Berdasarkan Surat Keputusan Direksi PT Angkasa Based on the Decree of the Board of Directors of PT Angkasa
Pura I (Persero) No. SKEP.196/PG.01/2018 tanggal Pura I (Persero) No. SKEP.196/PG.01/2018 dated October
12 Oktober 2018, dalam rangka membantu manajemen 12, 2018, in order to assist management in risk control,
dalam pengendalian risiko, pengawasan atas kebijakan supervision of the Company's policies and optimization of
Perseroan dan optimalisasi fungsi manajemen risiko, the risk management function, PT Angkasa Pura I (Persero)

maka dibentuk Komite Manajemen Risiko PT Angkasa Risk Management Committee was formed and chaired by
Pura I (Persero) yang diketuai oleh Direktur Keuangan dan the Director of Finance, and The members were appointed
beranggotakan para Direktur yang ditunjuk serta seluruh Directors and all 1 level officials under the Board of Directors
Pejabat 1 tingkat di bawah Direksi di lingkungan Kantor in the Head Office environment.
Pusat.
Secara umum wewenang dan tanggung jawab Komite In general, the authority and responsibility of the Risk
Manajemen Risiko adalah menetapkan kebijakan dan Management Committee is to establish risk management
strategi manajemen risiko, melakukan pemantauan policies and strategies, monitor the implementation of
pelaksanaan Kebijakan Manajemen Risiko dan Tingkat risk management policies and exposures taken by the
Risiko yang diambil oleh Perusahaan, melakukan evaluasi company, evaluate the effectiveness of the implementation
efektivitas penerapan Manajemen Risiko Perusahaan, of company risk management on a regular basis, monitor
Memantau independensi kerja dan kegiatan dari unit the activities of risk management functions within the Head
yang membidangi fungsi Risk Management Kantor Pusat, Office, and develop a risk awareness culture within the
Mengembangkan budaya sadar risiko pada seluruh company environment as well as the competence of Human
pegawai perusahaan, serta mengembangkan kompetensi Resources related to Risk Management.
sumber daya manusia yang terkait dengan Manajemen
Risiko.
UNIT COMPLIANCE AND RISK MANAGEMENT COMPLIANCE AND RISK MANAGEMENT UNIT
Struktur organisasi Unit Compliance and Risk Management The organizational structure of the Compliance and Risk
dapat dilihat pada bagan berikut. Management Unit can be seen in the following chart.
DIREKTUR UTAMA
PRESIDENT DIRECTOR
Risk Management Vice President Compliance & Risk

Committee Management
Widya Wiedagdo
Risk Management Senior Manager Compliance Senior Manager
(Syarif Temunggung) (Sri Rahayu)

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2018 Annual Report
PROFIL VICE PRESIDENT COMPLIANCE AND RISK PROFILE OF VICE PRESIDENT OF COMPLIANCE AND RISK
MANAGEMENT MANAGEMENT
Warga negara Indonesia. Usia 47 tahun, lahir di Jakarta pada 3 Juli 1971. Memperoleh gelar Sarjana
Ekonomi Manajemen dari Universitas Pancasila Jakarta pada Tahun 1994.
Beliau pernah menjabat sebagai Proyek Enterprise Resource Planning Kantor Pusat Angkasa Pura I
Widya Wiedagdo
(Persero) (2014 - 2016) dan PLT. Direktur Utama PT Angkasa Pura Retail (2016 - 2018).
Menjabat sebagai Vice President Compliance and Risk Management sejak 16 Juli 2018 berdasarkan
Surat Keputusan Direksi Nomor: SKEP.1130/KP.07.03/2018.
Indonesian citizens. 47 years old, born in Jakarta on July 3, 1971. He earned a Bachelor of Economics in
Management from the University of Pancasila Jakarta in 1994.
He served as the Project Enterprise Resource Planning of Angkasa Pura I (Persero) Headquarters (2014-
2016) and PLT. Managing Director of PT Angkasa Pura Retail (2016 - 2018).
He served as Vice President of Compliance and Risk Management since July 16, 2018 based on Directors'
Decree Number: SKEP.1130/KP.07.03/2018.
Tugas dan Tanggung Jawab Divisi Manajemen Risiko Duties and Responsibilities of The Risk Management Division
Fungsi Manajemen Risiko di Kantor Pusat berada di unit The Risk Management function at the Head Office is located
Compliance and Risk Management sedangkan di Kantor in the Risk Management and Corporate Planning unit
Cabang berada pada Section yang membidangi Fungsi while the Branch Office is in the Section Risk Management
Risk Management. Function Treatment.
Tugas dan tanggung jawab fungsi Manajemen Risiko di The duties and responsibilities of the Risk Management
Kantor Pusat adalah sebagai berikut. function at Head Office are as follows:
1. Menjadi fasilitator bagi Pemilik Risiko (Risk Owner) di 1. Becoming a facilitator for Risk Owners at the Head
Kantor Pusat dalam pelaksanaan Proses Manajemen Office in implementing the Risk Management Process.
Risiko (Risk Management Process).
2. Mengkaji Laporan Profil Risiko Kantor Cabang/ 2. Reviewing the Risk Profile Report of Branch Offices/
Proyek/Unit Bisnis untuk diteruskan kepada Komite Projects/Business Units to be forwarded to the Risk
Manajemen Risiko disertai rekomendasi terkait isu- Management Committee along with recommendations
isu yang perlu dibahas dan diputuskan oleh Komite regarding issues that needed to be discussed and
Manajemen Risiko. decided by the Risk Management Committee.
3. Mengkaji laporan penerapan Manajemen Risiko Kantor 3. Reviewing the report on the implementation of Risk
Cabang/Proyek/Unit Bisnis untuk diteruskan kepada Management for Branch Offices/Projects/Business
Komite Manajemen Risiko disertai rekomendasi Units to be forwarded to the Risk Management
terkait isu-isu yang perlu dibahas dan diputuskan oleh Committee along with recommendations regarding
Komite Manajemen Risiko. issues that needed to be discussed and decided by the
Risk Management Committee.
4. Menyusun Laporan Profil Risiko Perusahaan 4. Preparing a Company Risk Profile Report at least 1 (one)
sekurang-kurangnya 1 (satu) kali dalam setahun dan time a year and submiting it to the Risk Management
menyampaikannya kepada Komite Manajemen Risiko Committee to be forwarded to the President Director.
untuk diteruskan kepada Direktur Utama.
5. Menyusun laporan penerapan Manajemen Risiko 5. Preparing a report on the implementation of the
Perusahaan sekurang-kurangnya 2 (dua) kali dalam Company's Risk Management at least 2 (two) times
setahun dan menyampaikannya kepada Komite a year and submiting it to the Risk Management
Manajemen Risiko untuk diteruskan kepada Direktur Committee to be forwarded to the President Director.
Utama.
6. Memantau status Risiko Perusahaan secara 6. Monitoring the overall Risk status of the Company, per
keseluruhan, per Kategori Risiko (Risk Category) yang Risk Category (Risk Category) which could be stated in
antara lain dapat dinyatakan dalam bentuk matriks the form of a risk mapping matrix (risk mapping/Risk
pemetaan risiko {risk mapping/Matriks Risiko (Risk Matrix)} and providing recommendations regarding
Matrix)} dan memberikan rekomendasi terkait isu- issues that needed to be discussed and decided by Risk
isu yang perlu dibahas dan diputuskan oleh Komite Management Committee.
Manajemen Risiko.
7. Memberikan masukan kepada Komite Manajemen 7. Providing input to the Risk Management Committee
Risiko mengenai besaran Tingkat Risiko (Level of regarding the amount of maximum Level of Risk received
Risk) maksimum yang diterima untuk digunakan for being used in the preparation of the Corporate Work
dalam penyusunan Rencana Kerja dan Anggaran Plan and Budget.
Perusahaan (RKAP).
8. Memfasilitasi pengkajian Risiko terhadap usulan 8. Facilitating the Risk assessment of the proposed
Aktivitas atau Transaksi Usaha tertentu oleh Pemilik Proposal or certain Business Transactions by the Risk
Risiko (Risk Owner), apabila dipandang perlu oleh Owner, if deemed necessary by the President Director
Direktur Utama dan Komite Manajemen Risiko. and the Risk Management Committee.
9. Melakukan dokumentasi yang memadai untuk 9. Conducting adequate documentation for the needs of
keperluan pengendalian internal (internal control) internal control (Risk).
terhadap Risiko (Risk).
10. Mengkaji sekurang-kurangnya 1 (satu) kali dalam 10. Reviewing at least 1 (one) time in a year the adequacy
setahun kecukupan dan kelayakan dari kebijakan, and feasibility of policies, guidelines, procedures, work
pedoman, prosedur, instruksi kerja dan strategi instructions and strategies for implementing Risk
penerapan Manajemen Risiko, serta menyampaikan Management, and submitting recommendations for
rekomendasi perubahan kepada Komite Manajemen changes to the Risk Management Committee.
Risiko.
11. Memantau pelaksanaan Kebijakan Manajemen Risiko 11. Monitoring the implementation of the established Risk
(Risk Management Policy) yang telah ditetapkan. Management Policy.
Tugas dan tanggung jawab fungsi Manajemen Risiko yang The duties and responsibilities of the Risk Management
berada di Kantor Cabang antara lain: function at the Branch Office included:
1. Menjadi fasilitator bagi pelaksanaan Proses 1. Becoming a facilitator for the implementation of the
Manajemen Risiko (Risk Management Process) oleh Risk Management Process by Risk Owners and staff at
Pemilik Risiko (Risk Owner) dan jajarannya di Kantor the Branch Office.
Cabang.
2. Mengadministrasikan data hasil Proses Manajemen 2. Administering the results of the Risk Management
Risiko (Risk Management Process) dan rekapan dalam Process and recapitulation in the form of a Risk
bentuk Register Risiko (Risk Register) untuk keperluan Register for the purposes of compiling Branch Risk
penyusunan Laporan Profil Risiko Kantor Cabang Profile Reports of at least 1 (one) time a year and
sekurang-kurangnya 1 (satu) kali dalam setahun dan submitting them hierarchically to Branch Office Heads
menyampaikannya secara hirarki kepada Pimpinan for forwarded to the work unit in charge of the Risk
Kantor Cabang untuk diteruskan kepada unit kerja Management function at the Head Office.
yang membidangi fungsi Risk Management di Kantor
Pusat.
3. Menyusun laporan penerapan Manajemen Risiko 3. Preparing reports on the implementation of Branch
Kantor Cabang secara berkala minimal 2 (dua) kali Office Risk Management on a regular basis at least 2
dalam setahun dan menyampaikannya secara hirarki (two) times a year and submiting it in a hierarchy to the
kepada Pimpinan Kantor Cabang untuk diteruskan Head of Branch Office to be forwarded to the work unit
kepada unit kerja yang membidangi fungsi Risk in charge of the Risk Management function at the Head
Management di Kantor Pusat. Office.
4. Memantau secara terus menerus status Risiko Kantor 4. Continuously monitoring the Branch Office Risk status
Cabang secara keseluruhan, per Kategori Risiko as a whole, per Risk Category, from time to time
(Risk Category), dari waktu ke waktu yang antara lain which among others could be reported in the form of
dapat dilaporkan dalam bentuk matriks pemetaan a risk mapping matrix {risk mapping/Risk Matrix}}
risiko {risk mapping/Matriks Risiko (Risk Matrix)} dan and providing action recommendations continue
memberikan rekomendasi tindak lanjut secara hirarki hierarchically to the Branch Office Chairperson to
kepada Pimpinan Kantor Cabang untuk diteruskan be forwarded to the work unit in charge of the Risk
kepada unit kerja yang membidangi fungsi Risk Management function at the Head Office.
Management di Kantor Pusat.
5. Memberikan masukan secara hirarki kepada Pimpinan 5. Giving input hierarchically to Branch Office Leaders
Kantor Cabang mengenai Tingkat Risiko (Level of Risk) regarding the Level of Risk consisting of maximum
maksimum yang dapat diterima, tidak dapat diterima acceptable, unacceptable but tolerable, and
tapi ditolerir, dan tidak dapat diterima dan ditolerir unacceptable and intolerable to be forwarded to the
untuk diteruskan kepada unit kerja yang membidangi work unit in charge of the Risk Management function at
fungsi Risk Management di Kantor Pusat. the Head Office.
6. Melakukan dokumentasi yang memadai untuk 6. Conducting adequate documentation for the purposes
keperluan pengendalian internal (internal control). of internal control.

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7. Mengkaji sekurang-kurangnya 1 (satu) kali dalam 7. Reviewing at least 1 (one) time in a year the adequacy
setahun kecukupan dan kelayakan dari kebijakan, and feasibility of policies, guidelines, procedures, work
pedoman, prosedur, instruksi kerja dan strategi instructions and strategies for implementing Risk
penerapan Manajemen Risiko, serta menyampaikan Management, and submitting recommendations for
rekomendasi perubahan secara hirarki kepada changes in hierarchy to Branch Office Managers to be
Pimpinan Kantor Cabang untuk diteruskan kepada forwarded to work units in charge of the Risk function
unit kerja yang membidangi fungsi Risk Management Management at Head Office.
di Kantor Pusat.
8. Memantau pelaksanaan Kebijakan Manajemen Risiko 8. Monitoring the implementation of the established Risk
(Risk Management Policy) yang telah ditetapkan. Management Policy.
Pengembangan Kompetensi Bidang Manajemen Risiko Development of Risk Management Competency

Pengembangan kompetensi yang diikuti anggota Unit Competency development followed by members of the
Compliance and Risk Management selama 2018, sebagai Compliance and Risk Management Unit during 2018 can be
berikut. explained in the following table.
Tabel Pengembangan Kompetensi Unit Compliance & Risk Management

Compliance & Risk Management Unit Competency Development Table
Nama Pendidikan dan Pengembangan Karyawan Nama Penyelenggara Tanggal Penyelenggaraan
Name of Employees Education and Development Organizer Name Date
Integrated Governance Risk Management Compliance in a Digital World CRMS Indonesia 6-7 Desember 2018
Sertifikasi Manajemen Risiko Risk Management Certification

Sertifikasi Manajemen Risiko yang telah dimiliki oleh Risk Management Certifications that had been owned by
pegawai PT Angkasa Pura I (Persero) adalah sebagai employees of PT Angkasa Pura I (Persero) were as follows.
berikut.
Tabel Sertifikasi Manajemen Risiko

Risk Management Certification Table
Level Sertifikasi Jabatan Jumlah Pegawai
Certification Level Position Number of Employees
Pejabat 1 Tingkat di bawah Direksi

Certified Risk Professional (CRP) 35 Orang/ person
Official 1 Level below the Board of Directors
Certified Risk Professional (CRP) Senior Manager 5 Orang/ person
Certified Risk Professional (CRP) Internal Auditor 18 Orang/ person
Certified Risk Professional (CRP) Officer 4 Orang/ person
Enterprise Risk Management Certified Professional (ERMCP) Senior Manager 1 Orang/ person
Enterprise Risk Management Associate Professional (ERMAP) Senior Manager 1 Orang/ person
Certified Risk Management Officer Officer 2 Orang/ person
SISTEM MANAJEMEN RISIKO RISK MANAGEMENT SYSTEM

Dalam rangka memastikan proses bisnis perusahaan In order to ensure the company's business processes that
berlangsung sesuai dengan tingkat risiko yang dapat had taken place in accordance with the level of risk that
diterima melalui serangkaian proses manajemen can be received, the process passed through a series of
risiko serta penerapan Tata Kelola Perusahaan yang risk management processes and the implementation of
Baik (good corporate governance), PT Angkasa Pura I Good Corporate Governance. PT Angkasa Pura I (Persero)
(Persero) menjabarkan pelaksanaan manajemen risiko described the implementation of risk management in the
di Perusahan melalui Ketetapan Direksi Nomor: KEP.176/ Company through Directors' Decree Number: KEP.176/
OM.02.05/2018 tanggal 20 Agustus 2018 tentang OM.02.05/2018 dated August 20, 2018 concerning the Risk
Pedoman Manajemen Risiko PT Angkasa Pura I (Persero) Management Guidelines of PT Angkasa Pura I (Persero) which
yang memuat Kebijakan Umum, Sistem Manajemen contained General Policies, Risk Management Systems,
Risiko, Kebijakan Manajemen Risiko, Peran dan Tanggung Risk Management Policies, Roles and Responsibilities, Risk
Jawab, Proses Manajemen Risiko, dan Perubahan Management Processes, and Changes in Management
Pedoman Manajemen Risiko. Guidelines Risk.

Penetapan dan pelaksanaan sistem Manajemen Risiko The establishment and implementation of the Risk
ini dimaksudkan untuk memberikan arah dan batasan Management system is intended to provide clear direction
serta tanggung jawab yang jelas terhadap pelaksanaan and boundaries and responsibilities for the implementation
Manajemen Risiko (Risk Management) dengan mengacu of Risk Management by referring to the system and structure
kepada sistem dan struktur Standar Nasional Indonesia of the Indonesian National Standard for Organization (ISO)
(SNI) International Organization for Standardization (ISO) 31000: 2011 of Risk Management - Principles and Guidelines.
31000: 2011 Manajemen Risiko - Prinsip dan Panduan.
Tujuan Sistem Manajemen Risiko adalah sebagai berikut: The objectives of the Risk Management system are as
follows:
1. Memetakan pembagian wewenang dan tanggung 1. Mapping the distribution of authority and responsibility
jawab pengelolaan Manajemen Risiko (Risk of Risk Management.
Management).
2. Memberikan arah dalam penerapan Manajemen 2. Providing direction in the implementation of Risk
Risiko (Risk Management) mulai dari identifikasi, Management from identification, measurement,
pengukuran, penentuan perlakuan, pelaksanaan determination of handling, implementation of control
aktivitas pengendalian, pengomunikasian, dan activities, communications, and monitoring.
pemantauan (monitoring).
3. Sebagai media pengembangan, sosialisasi, dan 3. As a media of development, socialization, and
penyempurnaan Kebijakan Manajemen Risiko (Risk improvement of Risk Management policy and other
Management Policy) dan peraturan pendukung lainnya supporting regulations in the field of Risk Management
dalam bidang Manajemen Risiko (Risk Management) on a regular basis.
secara berkala.
4. Sebagai petunjuk bagi Pemangku Kepentingan 4. As a guide for Stakeholders in managing the Risk of
(Stakeholders) dalam mengelola Risiko (Risk) their business
usahanya.
5. Sebagai panduan bagi Internal Audit dalam 5. As a reference for Internal Audit in conducting Risk
melaksanakan Audit Berbasis Risiko (Risk Based Based Audit.
Audit).
PENETAPAN KEBIJAKAN DAN PROSEDUR IMPLEMENTATION OF RISK MANAGEMENT POLICIES AND

PENGELOLAAN RISIKO PROCEDURES
Dalam rangka memastikan proses bisnis Perseroan In order to ensure the Company's business processes that
berlangsung sesuai dengan tingkat risiko yang dapat had taken place in accordance with the level of risk that can
diterima melalui serangkaian proses manajemen risiko be received through a series of risk management processes
serta penerapan tata kelola perusahaan yang baik (good and the implementation of good corporate governance,
corporate governance), Perseroan menetapkan kebijakan the Company set its risk management policies through
pengelolaan risikonya melalui Ketetapan Direksi Nomor: the Directors' Decree Number: KEP.176/OM.02.05/2018
KEP.176/OM.02.05/2018 tentang Pedoman Manajemen concerning the Risk Management Guidelines of PT Angkasa
Risiko PT Angkasa Pura I (Persero) yang diterjemahkan Pura I (Persero) which were translated into a Risk Management
kedalam sebuah prosedur dan Instruksi Kerja Manajemen Work Procedure and Procedure of the Company. This
Risiko Perseroan. Penetapan ini dilakukan untuk implementation was carried out to standardize and regulate
membakukan dan mengatur pengelolaan risiko baik di risk management both in the corporate environment in
lingkungan Korporat secara umum maupun lingkungan general and the branch office environment specifically so
Kantor Cabang secara khusus sehingga terciptanya that the creation of risk management was effective and
pengelolaan risiko secara efektif dan efisien di lingkungan efficient within the Company.
Perseroan.
STRATEGI PENGELOLAAN RISIKO RISK MANAGEMENT STRATEGY

Dalam penerapan Manajemen Risiko, PT Angkasa Pura I In the implementation of Risk Management, PT Angkasa Pura
(Persero) menggunakan acuan International Organization I (Persero) uses the International Organization matrix for
for Standardization (ISO) 31000 Risk Management Standardization of (ISO) 31000 Risk Management Standard

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2018 Annual Report
Standard yang telah mendapatkan sertifikasi dari Badan that has been certified by the National Standardization
Standardisasi Nasional (BSN) pada tahun 2011 proses Agency (BSN) in 2011. The risk management process of the
pengelolaan risiko Perseroan dijabarkan pada diagram Company is described in the following diagram.
berikut.
Penetapan Konteks
(Establishing the Context)
Asesmen Risiko Risk Assesment
Identifikasi Risiko
(Communication and Consultation)
(Risk Identification)
Pemantauan dan Kaji Ulang

Komunikasi dan Konsultasi
(Monitoring and Review)

Analisis Risiko
(Risk Analysis)
Evaluasi Risiko
(Risk Evaluation)
Perlakuan Risiko
(Risk Treatment)
GAMBAR PROSES MANAJEMEN RISIKO

DIAGRAM OF RISK MANAGEMENT PROCESSES
Berdasarkan diagram tersebut, proses manajemen risiko Based on the diagram, the risk management process
meliputi 5 (lima) tahapan kegiatan sebagai berikut. includes 5 (five) stages of activity as follows:
A. Komunikasi dan Konsultasi A. Communication and Consultation

Proses interaktif berupa tukar menukar informasi dan It is an interactive process of sharing information
pendapat mengenai Risiko (Risk) dan pengelolaannya, and opinions about risks and management, as well
konsultasi merupakan proses komunikasi antara as communication between the Company and its
Perusahaan dengan para Pemangku Kepentingan stakeholders on certain issues related to decision
(Stakeholders), mengenai isu tertentu, terkait dengan making or determining specific steps in dealing with the
pengambilan keputusan atau penentuan langkah risks.
tertentu dalam menangani Risiko (Risk).
B. Menentukan Konteks B. Defining Context
Langkah pemetaan kondisi lingkungan terkini sebagai It is performed by establishing the parameters relevant
sumber penyebab terjadinya Risiko (Risk), baik itu to the Company, both internal and external, used in risk
lingkungan internal maupun lingkungan eksternal, management, especially in order to establish the scope
dalam upaya pencapaian sasaran, terutama dalam and criteria of risk (Risk Criteria).
rangka menetapkan Kriteria Risiko (Risk Criteria).
C. Penilaian Risiko (Risk Assessment) C. Risk Assessment
1. Identifikasi Risiko (Risk Identification) 1. Risk Identification
Identifikasi dilakukan secara teliti sehingga semua Identification is done carefully so that all relevant
risiko (risk) yang relevan termasuk risiko-risiko risks including risks that are beyond the control of
(risks) yang berada di luar kendali Perusahaan, the Company, can be confirmed to be identified.
dapat dipastikan telah teridentifikasi.

2. Analisis Risiko (Risk Analysis) 2. Risk Analysis

Analisis risiko (risk analysis) meliputi penentuan Risk analysis involves the determination of the
besaran kemungkinan terjadinya risiko magnitude of the possibility of risk, the magnitude
(risk), besaran dampak kerugian, dengan of the impact of losses, taking into account the
memperhatikan sumber dan penyebab risiko (risk sources and causes of risk (risk agent/risk source)
agent/risk source) serta pengendalian risiko (risk) and control risk that already exist today and its
yang sudah ada saat ini dan efektivitasnya. effectiveness.
3. Evaluasi Risiko (Risk Evaluation) 3. Risk Evaluation
Evaluasi risiko (risk evaluation) dilakukan untuk Risk evaluation is conducted to establish risk that
menetapkan risiko (risk) yang memerlukan requires risk management based on priority scale.
penanganan risiko (risk treatment) berdasarkan
skala prioritas.
D. Perlakuan Risiko (Risk Treatment) D. Risk Treatment
Perlakuan risiko (risk treatment) dilakukan untuk Risk treatment is performed to select one or more
menyeleksi satu atau lebih alternatif metode atau alternative methods or approaches used to reduce
pendekatan yang digunakan untuk mengurangi exposure. The selection of risk management alternatives
eksposur (exposure). Pemilihan alternatif perlakuan should be based on risk treatment cost/cost of risk
risiko (risk treatment) harus didasarkan atas analisis analysis compared to the benefits gained in various
biaya perlakuan risiko (risk treatment cost/cost of risk) related aspects.
dibandingkan dengan manfaat yang diperoleh pada
berbagai aspek terkait.
E. Pemantauan (Monitoring) dan Kaji Ulang (Review) E. Monitoring and Review
Pelaksanaan pemantauan meliputi pemantauan The implementation of monitoring includes continuous
(monitoring) secara berkelanjutan oleh para pemilik monitoring by risk owners. Monitoring monitoring is
risiko (risk owner). Pengawasan pemantauan dilakukan carried out by the risk owner leaders who are carried out
oleh pimpinan pemilik risiko yang dilaksanakan regularly and third parties through internal and external
secara berkala dan pihak ketiga melalui audit internal audits that are carried out periodically. Meanwhile,
maupun eksternal yang dilaksanakan secara periodik. the review is a periodic review of the effectiveness of
Sedangkan, kaji ulang merupakan peninjauan secara the risk management system that is applied and the
berkala terhadap efektivitas sistem manajemen effectiveness of the implementation of risk management
risiko yang diberlakukan dan efektivitas pelaksanaan to be continually refined.
penanganan risiko untuk disempurnakan secara
berkesinambungan.
PENERAPAN MANAJEMEN RISIKO IMPLEMENTATION OF RISK MANAGEMENT

Secara umum Fungsi Manajemen Risiko Kantor Pusat In general, the Head Office of the Risk Management Function
bertanggung jawab untuk mengembangkan dan is responsible for developing and following up on the risk
melakukan tindak lanjut terhadap laporan manajemen management report, monitoring the Company’s risk profile
risiko, melakukan pemantauan profil risiko Perseroan including its management plan, providing recommendations
termasuk rencana penanganannya, memberikan to the Risk Management Committee, evaluating
rekomendasi kepada Risk Management Committee, strategic policies, monitoring the implementation of risk
mengevaluasi kebijakan strategis, memantau pelaksanaan management, and jointly with risk managers in the Head
manajemen risiko, serta bersama-sama dengan pengelola Office environment implementing the Risk Management
risiko di lingkungan Kantor Pusat untuk melaksanakan process.
proses Manajemen Risiko.
Pada tingkat Kantor Cabang juga terdapat fungsi At the Branch Office level there is also a Risk Management
Manajemen Risiko yang bersama-sama dengan Pemilik function, which together with the Risk Owner of the Branch
Risiko (Risk Owner) Kantor Cabang melaksanakan proses Office conducts the Risk Management process by stages
Manajemen Risiko dengan tahapan melaksanakan of identifying, analyzing, evaluating, determining risk
identifikasi, analisis, evaluasi, menentukan penanganan management and monitoring identified risks.
risiko serta melakukan monitoring terhadap risiko-risiko
yang telah teridentifikasi.

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2018 Annual Report
Berdasarkan serangkaian evaluasi secara Based on a series of periodic evaluations within the
berkala di lingkungan perusahaan terkait dengan company environment related to the implementation of Risk
pengimplementasian Manajemen Risiko, dilakukan Management, several improvements and developments
beberapa perbaikan serta pengembangan selama Tahun during 2018 are made:
2018 diantaranya:
1. Aspek pengelolaan risiko menjadi poin dalam Key 1. Risk management aspects becoming points in the Key
Performance Indicator bagi 13 (tiga belas) Kantor Cabang. Performance Indicator for 13 (thirteen) Branch Offices.
2. Dilakukannya kajian terhadap kelayakan dan 2. There is a review of the feasibility and adequacy of
kecukupan pedoman manajemen risiko perusahaan. corporate risk management guidelines.
3. Disusunnya road map implementasi manajemen risiko 3. Preparation of road map implementation of company
perusahaan. risk management.
4. Pendampingan Tim Kantor Pusat bersama dengan 4. Assistance of Head Office Team together with Business
Komite Risiko Usaha dan GCG dalam pemantauan Risk and GCG Committee in monitoring of Airport
Progress Proyek Bandara dan Pemantauan terhadap Project Progress and Monitoring of loss Airport
bandara rugi.
5. Pendampingan oleh Tim Kantor Pusat kepada risk 5. Assistance by Head Office Team to risk owner in the
owner dalam rangka penyusunan Kajian Risiko. preparation of Risk Assessment
6. Terhadap seluruh usulan investasi yang akan diajukan, 6. On all proposed investments to be submitted, risk
kajian risiko menjadi salah satu dokumen pendukung assessment becomes one of the main supporting
utama sebagai syarat dalam pengambilan keputusan. documents as a requirement in decision making.
7. Penyempurnaan modul – modul dalam risk 7. Improved modules in the management system to
management system untuk mempermudah pengelola facilitate risk managers in monitoring in real time.
risiko dalam melakukan pemantauan secara real time.
PROFIL RISIKO DAN PENGELOLAANNYA RISK PROFILE AND THE MANAGEMENT

Risiko di perusahaan dikelompokkan ke dalam 6 (enam) The risks in the company were grouped into 6 (six)
kategori , antara lain: categories, including:
1. Strategy Risk merupakan kumpulan semua risiko 1. Strategy Risk was a collection of all risks that affected
yang mempengaruhi ketercapaian sasaran strategis the achievement of the Company's strategic goals listed
Perusahaan yang tercantum dalam rencana jangka in the short-term, mid-term, and long-term plans which
pendek, jangka menengah, dan jangka panjang yang included corporate responsibility and sustainability,
meliputi corporate responsibility and sustainability, external factors, planning, project, and strategy.
external factors, planning, project, dan strategy. 2. Financial Risk was a collection of all risks that affect
2. Financial Risk merupakan kumpulan semua risiko yang the achievement of output generated from each of
mempengaruhi ketercapaian output yang dihasilkan the Company's operational business processes which
dari setiap proses bisnis operasional Perusahaan included accounting, credit, liquidity and finance
yang meliputi accounting, credit, liquidity and finance intelligence, financial market, planning and budgeting.
intelligence, financial market, planning and budgeting. 3. Operation/Infrastructure Risk was a collection of all
3. Operation/Infrastructure Risk merupakan kumpulan risks that affected the achievement of output generated
semua risiko yang mempengaruhi ketercapaian output from each of the Company's operational business
yang dihasilkan dari setiap proses bisnis operasioanl processes which included corporate assets, human
Perusahaan yang meliputi corporate assets, human resources, information technology, external events,
resources, information technology, external events, legal, process management, product development and
legal, process management, product development dan sales marketing and communications.
sales marketing and communications. 4. Safety and Security Risk were all risks that were
4. Safety and Security Risk merupakan semua risiko yang identified to affect the achievement of targets in the
teridentifikasi mempengaruhi ketercapaian sasaran di field of occupational safety and health management,
bidang keselamatan dan kesehatan kerja manajemen, employees, service users and stakeholders in the
pegawai, pengguna jasa maupun Stakeholders di Company's environment which included safety, airport
lingkungan Perusahaan yang meliputi safety, airport environment, security, and force majeure.
environment, security, dan force majeur.
5. Compliance Risk merupakan semua risiko yang 5. Compliance Risk was all risks that affected the
mempengaruhi ketercapaian sasaran Perusahaan di achievement of the Company's objectives in the field of
bidang kepatuhan yang meliputi risiko legal dan regulator. compliance which include legal and regulatory risks.
6. Fraud Risk merupakan semua risiko yang 6. Fraud Risk was all risks that affected the achievement of
mempengaruhi ketercapaian semua sasaran all of the Company's targets due to the low compliance
dan target Perusahaan yang disebabkan karena management practices in the company which included

rendahnya praktek manajemen kepatuhan dalam fraudulent statements, asset misappropriation, and
perusahaan yang meliputi fraudulent statements, corruption.
asset misappropriantions, dan corruption.
Adapun secara umum, risiko-risiko yang dihadapi In general, the risks faced by PT Angkasa Pura I (Persero)
PT Angkasa Pura I (Persero) dalam rangka pencapaian in order to achieve the company's long-term vision and
visi misi perseroan jangka panjang, dijabarkan sebagai mission could be outlined as follows:
berikut:
NO. RISIKO URAIAN RISIKO PENGELOLAAN RISIKO

RISK RISK DESCRIPTION MANAGEMENT OF RISK
1 Risiko Strategis Risiko strategis merujuk kepada adanya Perusahaan melakukan pengelolaan Risiko Strategis
Strategic Risk berbagai ancaman/peluang yang berdampak dengan cara aktif memantau berbagai perubahan
terhadap berbagai sasaran strategis lingkungan bisnis, baik yang bersifat mendukung
Perusahaan, yang ditimbulkan oleh berbagai maupun menghambat ketercapaian sasaran strategis,
faktor yang bersifat mendukung maupun untuk mendeteksi adanya ancaman berbahaya yang
menghambat pelaksanaan program - program harus dimitigasi dan peluang bermanfaat yang perlu
strategis Perseroan. dieksploitasi. Hasil pengelolaan Risiko Strategis
Strategic risk refered to the existence of tergambarkan pada kinerja capaian berbagai sasaran
various threats/opportunities that had an strategis Tahun 2018.
impact on various strategic objectives of the The company managed Strategic Risk by actively
Company, which were caused by various factors monitoring various changes in the business environment,
that were both supporting and inhibiting the both those that supported and hindered the achievement
implementation of the Company's strategic of strategic targets, to detect dangerous threats that must
programs. be mitigated and useful opportunities that needed to be
exploited. The results of Strategic Risk management were
reflected in the performance of various strategic targets
in 2018.
2 Risiko Keuangan Risiko Keuangan merujuk kepada adanya Perusahaan melakukan pengelolaan Risiko Keuangan
Financial Risk berbagai ancaman/peluang yang berdampak dengan cara aktif mencatat dan memonitor berbagai
terhadap berbagai sasaran pendapatan, indikator keuangan Perusahaan dan faktor-faktor yang
sasaran biaya, maupun sasaran profitabilitas mempengaruhi ketercapaian Sasaran Pendapatan,
Perusahaan, yang ditimbulkan oleh berbagai Sasaran Biaya, dan Sasaran Profitabilitas, guna
faktor yang bersifat mendukung maupun mendeteksi adanya ancaman yang harus dimitigasi
menghambat kinerja keuangan Perusahaan. dan peluang bermanfaat untuk dieksploitasi. Hasil
Financial Risk refered to the existence of various pengelolaan Risiko Keuangan tergambarkan dalam
threats/opportunities that had an impact on kinerja keuangan Perusahaan.
various revenue targets, cost targets, as well as The company managed Financial Risk by actively
the Company's profitability goals, which were recording and monitoring various financial indicators
caused by various factors that supported or of the Company and the factors that influenced the
hindered the Company's financial performance. achievement of Revenue Objectives, Cost Objectives,
and Profitability Goals, to detect threats that must be
mitigated and useful opportunities to be exploited. The
results of financial risk management were reflected in the
Company's financial performance.
3 Risiko Investasi Risiko Investasi merujuk kepada adanya Perusahaan melakukan pengelolaan Risiko Investasi
Investment Risk berbagai ancaman/peluang yang berdampak dengan cara memonitor perubahan lingkungan
terhadap Sasaran Investasi Perusahaan, yang bersifat menghambat maupun mendukung
yang ditimbulkan oleh berbagai faktor ketercapaian berbagai sasaran investasi Perusahaan,
yang menghambat maupun menunjang guna mendeteksi timbulnya ancaman bahaya yang
pelaksanaan berbagai program investasi harus dimitigasi dan peluang bermanfaat untuk
Perusahaan. dieksploitasi. Hasil pengelolaan Risiko Investasi
Investment Risk refered to the existence of tergambarkan dalam kinerja capaian berbagai sasaran
various threats/opportunities that had an Perusahaan di bidang Investasi.
impact on the Company's Investment Objectives, The Company carried out Investment Risk management
which were caused by various factors that by monitoring environmental changes that were both
hindered or supported the implementation of hindering and supporting the achievement of various
various Company investment programs. Company investment targets, in order to detect the
emergence of hazard threats that must be mitigated
and beneficial opportunities to be exploited. The results
of the Investment Risk management were reflected in
the performance of the Company's various targets in the
investment sector.

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2018 Annual Report
NO. RISIKO URAIAN RISIKO PENGELOLAAN RISIKO

RISK RISK DESCRIPTION MANAGEMENT OF RISK
4 Risiko Operasional Risiko Operasional merujuk kepada adanya Perusahaan melakukan pengelolaan Risiko Operasional
Operational Risk berbagai ancaman/peluang yang berdampak dengan cara memantau perubahan lingkungan
terhadap Sasaran Trafik dan Sasaran operasional, baik eksternal maupun internal, yang
Produksi, yang ditimbulkan oleh berbagai menghambat maupun mendukung ketercapaian
faktor penghambat maupun faktor penunjang Sasaran Trafik dan Sasaran Produksi, guna mendeteksi
pelaksanaan berbagai program trafik dan timbulnya ancaman bahaya yang harus dimitigasi
produksi di setiap Cabang Bandara. dan peluang bermanfaat untuk dieksploitasi. Hasil
Operational Risk referred to the existence pengelolaan Risiko Operasional tergambar dalam
of various threats/opportunities that had an kinerja capaian Sasaran Trafik dan Sasaran Produksi.
impact on the Target of Traffic and Production The Company managed Operational Risk by monitoring
Goals, which were caused by various changes in the operational environment, both externally
inhibiting factors and supporting factors for and internally that hindered or supported the achievement
the implementation of various traffic and of Traffic Targets and Production Goals, in order to detect
production programs in each Airport Branch. the emergence of hazards that must be mitigated and
beneficial opportunities to be exploited. The results of
management of Operational Risk were reflected in the
performance of Traffic Target and Production Goals.
PENILAIAN RISIKO RISK ASSESSMENT

Berdasarkan serangkaian proses pemantauan risiko yang Based on a series of risk monitoring processes carried
dilakukan baik di lingkungan kantor Pusat, Kantor Cabang, out in the Head Office, Branch Offices and Subsidiaries
dan Anak Perusahaan sampai dengan semester II 2018 environment, up to the second semester of 2018 the number
jumlah risiko active yang teridentifikasi di PT Angkasa of active risks identified at PT Angkasa Pura I (Persero)
Pura I (Persero) sebanyak 2.315 (dua ribu tiga ratus lima consisted of 2,315 (two thousand three hundred and fifteen)
belas) risiko yang terdiri dari 407 (empat ratus tujuh) risks consisting from 407 (four hundred seven) Head Office
risiko Kantor Pusat, 1.844 (seribu delapan ratus empat risks, 1,844 (one thousand eight hundred forty four) Branch
puluh empat) risiko Kantor Cabang dan 64 (enam puluh Office risks and 64 (sixty four) risks Airport Development/
empat) risiko Proyek Pembangunan/Pengembangan Development Projects with the following distribution:
Bandara dengan persebaran sebagai berikut:
51
490
697
High Risk
Low Risk
Medium Risk
Extreme High
670
REVIEW ATAS SISTEM MANAJEMEN RISIKO REVIEW OF RISK MANAGEMENT SYSTEMS

Sistem Manajemen Risiko yang diterapkan oleh The Risk Management System implemented by the Company
Perusahaan selalu di-review efektivitas penerapannya. is always reviewed the effectiveness of its application. The
Mekanisme review dilakukan melalui pengawasan Dewan review mechanism is carried out through the supervision
Komisaris dan Direksi, kecukupan sistem informasi, dan of the Board of Commissioners and the Board of Directors,
kecukupan proses identifikasi, pengukuran, pemantauan, the adequacy of the information system, and the adequacy
dan pengendalian risiko. of the process of identifying, measuring, monitoring and
controlling risks.
PENGAWASAN DEWAN KOMISARIS DAN DIREKSI SUPERVISION OF BOARD OF COMMISSIONERS AND

DIRECTORS
Dalam upaya memastikan pelaksanaan manajemen risiko In an effort to ensure that the implementation of risk
telah menjadi bagian dalam aktivitas usaha, Direksi dan management has been a part of business activities, the
Dewan Komisaris melalui Komite Risiko Usaha dan GCG, Board of Directors and the Board of Commissioners through
secara berkala melakukan Rapat dengan Compliance and the Business Risk and GCG Committee periodically conduct
Risk Management dalam rangka melakukan pemantauan a Meeting with Risk Management and Corporate Planning in

terhadap risiko di lingkungan Perusahaan dan tindak order to monitor the risks in the Company’s environment and
lanjut yang telah dilakukan oleh pemilik risiko (risk the follow-up done by the risk owner to minimize the risk.
owner) untuk meminimalisir atas risiko tersebut. Selain In addition, at least 2 (two) times a year, Risk Management
itu, minimum 2 (dua) kali dalam setahun, Compliance and and Corporate Planning reports to the Board of Directors
Risk Management melaporkan kepada Direksi dan Dewan and Board of Commissioners the results of risk monitoring
Komisaris terhadap hasil pemantauan risiko di lingkungan within the Company.
Perusahaan.
KECUKUPAN SISTEM INFORMASI MANAJEMEN RISIKO ADEQUACY OF RISK MANAGEMENT INFORMATION

SYSTEM
Seiring dengan perkembangan bisnis Perusahaan dan Along with the increasingly dynamic development of
perubahan iklim bisnis yang semakin dinamis, serta business firms and changing business climate, and
didukung oleh kemajuan teknologi yang semakin canggih, supported by increasingly sophisticated technological
diperlukan pengembangan terhadap sistem penyediaan progress, it is necessary to develop a system of providing
data informasi risiko yang dimiliki oleh Perusahaan. risk information data owned by the company. Based on
Berdasarkan latar belakang tersebut dan menjawab this background and responding to the company’s need for
akan kebutuhan perusahaan akan penyediaan data risiko real-time and accessible risk data provision through various
secara real time dan dapat diakses melalui berbagai media (computer, tablet, mobile), the Company is currently
media (komputer, tablet, handphone), maka di lingkungan developing a web-based risk management system module.
Perusahaan saat ini sedang dilakukan pengembangan
terhadap modul sistem manajemen risiko berbasis web.
Sistem ini bertujuan untuk mempermudah pengelola This system aims to facilitate risk managers in the Company’s
risiko di Lingkungan Perusahaan dalam melakukan environment in monitoring and updating information
pemantauan dan pembaharuan data informasi terkait data related to risks held by the work unit in real time and
dengan risiko yang dimiliki oleh unit kerjanya secara documented way, whenever and wherever. Furthermore,
real time dan terdokumentasi, kapanpun dan dimanapun. with the development of this online risk management
Lebih lanjut, dengan adanya pengembangan sistem information system, the Board of Directors can participate
informasi manajemen risiko berbasis online ini, Direksi actively in the risk monitoring process in the Company and
dapat ikut serta berperan aktif dalam proses pemantauan obtain the latest information related to risks faced by the
risiko di Perusahaan dan memperoleh informasi terkini company during the year as well as the determination of
terkait dengan risiko yang dihadapi oleh perusahaan priority action to overcome those risks.
selama tahun berjalan serta penentuan tindakan prioritas
untuk menangulangi risiko tersebut.

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KECUKUPAN PROSES IDENTIFIKASI, PENGUKURAN, ADEQUACY OF IDENTIFICATION PROCESS,

PEMANTAUAN, DAN PENGENDALIAN RISIKO MEASUREMENT, MONITORING, AND RISK CONTROL
Untuk memastikan kecukupan proses manajemen risiko To ensure that the adequacy of the risk management process has
telah dilakukan sesuai dengan pedoman dan ketentuan been carried out in accordance with the guidelines and provisions
yang berlaku di Perusahaan, Direksi melalui fungsi internal applicable in the Company, the Board of Directors through the
audit melakukan pemeriksaan, evaluasi, pelaporan, dan/ internal audit function conducts inspection, evaluation, reporting
atau rekomendasi perbaikan atas kecukupan dan efektivitas and/or recommendation of improvement on the adequacy and
proses manajemen risiko yang kemudian ditindaklanjuti effectiveness of the risk management process which is then
melalui evaluasi oleh Risk Management Committee. followed up by evaluation by Risk Management Committee.
EVALUASI PELAKSANAAN MANAJEMEN TAHUN 2018 EVALUATION OF RISK MANAGEMENT IMPLEMENTATION

IN 2018
Sebagai upaya memastikan penerapan manajemen As an effort to ensure the implementation of risk
risiko telah mampu berperan penting dalam membantu management that had been able to play an important
pencapaian tujuan Perusahaan, secara berkala mulai role in assisting the achievement of the Company's goals,
tahun 2014 melakukan evaluasi tahunan bersama dengan periodically starting in 2014 the company conducted annual
pihak eksternal untuk mengukur tingkat maturitas dalam evaluations together with external parties to measure the
implementasi manajemen risiko di Lingkungan PT Angkasa level of maturity in the implementation of risk management
Pura I (Persero). Pengukuran maturitas ini bertujuan untuk within the PT Angkasa Pura I (Persero) Environment.
memperoleh gambaran penerapan Manajemen Risiko di This maturity measurement aimed to obtain an overview
Perusahaan dibandingkan dengan praktik-praktik terbaik of the application of Risk Management in the Company
(best practices) dan mengidentifikasi penerapan manajemen compared to best practices and identify the application
risiko yang masih memerlukan penyempurnaan, sehingga of risk management that still required improvement, so
dapat disusun rekomendasi guna penyempurnaan that recommendations could be prepared to improve the
penerapan Manajemen Risiko di masa yang akan datang. implementation of Risk Management in the future.
Pada tahun 2016 PT Angkasa Pura I (Persero) menerbitkan In 2016 PT Angkasa Pura I (Persero) issued a Directors
Keputusan Direksi Nomor: KEP.137/PG.01/2016 tanggal Decree Number: KEP.137/PG.01/2016 dated September
8 September 2016 tentang Pedoman Pengukuran 8, 2016 concerning Guidelines for Measurement of Risk
Maturitas Manajemen Risiko PT Angkasa Pura I (Persero). Management Maturity at PT Angkasa Pura I (Persero). In
Dalam Pedoman pengukuran maturitas Nomor: KEP.137/ the Guidelines for measuring maturity Number: KEP.137/
PG.01/2016, penentuan Hasil Tingkat maturitas risiko dalam PG.01/2016, the determination of Results The level of risk
perusahaan dinyatakan melalui skor 1-5 dengan predikat maturity in the company was stated through a score of 1-5
belum matang, awal pengembangan, progresif, semi matang, with the predicate immature, early development, progressive,
dan matang. Skor tersebut merepresentasikan kesesuaian semi-mature, and mature. The score represented the
antara struktur dan proses manajemen risiko yang berjalan compatibility among the current risk management structure
saat ini, terhadap kriteria berupa ketentuan dalam Pedoman, and process, against the criteria in the form of provisions
Prosedur Kerja dan Instruksi Kerja Manajemen Risiko dan in the Guidelines, Work Procedures and Risk Management
praktik-praktik terbaik (best practices). Work Instructions and best practices.
Pengukuran maturitas di Lingkungan Perusahaan Secara Measurement of maturity in the Company In general was
umum dilakukan dalam kurun waktu 2 (dua) tahun sekali, carried out within a period of 2 (two) years, so that based on a
sehingga berdasarkan serangkaian proses pengukuran series of processes for measuring Risk Management Maturity,
Maturitas Manajemen Risiko, PT Angkasa Pura I (Persero) PT Angkasa Pura I (Persero) based on the last measurement in
berdasarkan pengukuran terakhir di tahun 2017 berada 2017 was at a score of 3.12 (Progressive). So that the evaluation
pada posisi skor 3,12 (Progresif). Sehingga evaluasi atas of the risk management system for 2018 is still relevant using
sistem manajemen risiko tahun buku 2018 masih relevan the results of the assessment of maturity measurements in
menggunakan hasil penilaian pengukuran maturitas di tahun 2017. Through this score, it ccould be concluded that the risk
2017. Melalui skor tersebut, dapat disimpulkan bahwa strategi management strategy had been implemented, and the risk
pengelolaan risiko telah diterapkan dan mulai dibangun management infrastructure (organization, policy and human
infrastruktur manajemen risiko (organisasi, kebijakan, dan resources) had been built within the company. In addition, based
sumber daya manusia) di lingkungan perseroan. Selain itu, on the results of these measurements, it could be seen that the
berdasarkan hasil pengukuran tersebut dapat diketahui foundation of risk management had been well developed and
bahwa pondasi manajemen risiko telah terbangun dengan was strongly influenced by the capacity and commitment of the
baik dan sangat dipengaruhi oleh kapasitas dan komitmen personnel who were directly involved in the implementation of
dari para personel yang terlibat langsung dalam penerapan risk management, regardless the running system.
manajemen risiko, bukan karena berjalannya sistem.

PERBAIKAN DAN PENINGKATAN PENGELOLAAN RISIKO IMPROVEMENT AND INCREASE OF RISK MANAGEMENT
Untuk memastikan pelaksanaan manajemen risiko To ensure that the implementation of risk management
telah berjalan dengan efektif secara berkala dilakukan has been effectively conducted regularly, a review of the
review terhadap risiko-risiko yang telah teridentifikasi risks identified in the Company’s environment includes
di lingkungan Perusahaan meliputi penanganan risiko risk management and internal control performed in order
(risk treatment) maupun internal control yang dilakukan to reduce the risk level. n addition, reviews are undertaken
dalam upaya menurunkan tingkat risiko. Selain itu, review to identify new risks that arise in the Company’s business
dilakukan untuk mengidentifikasi risiko – risiko baru yang activities in line with business development so that
muncul dalam aktivitas usaha Perusahaan seiring dengan appropriate measures can be taken to address these
adanya pengembangan usaha sehingga dapat ditentukan risks. Increased risk management within the Company
langkah penanganan yang tepat terhadap risiko tersebut. is conducted through socialization and campaign to the
Peningkatan pengelolaan risiko di lingkungan Perusahaan Company so that it is expected to create a risk awareness
dilakukan melalui sosialisasi dan campaign kepada culture in every decision making.
insan Perusahaan sehingga diharapkan tercipta budaya
sadar risiko dalam setiap pengambilan keputusan yang
dilakukan.
SISTEM PENGENDALIAN INTERNAL INTERNAL CONTROL SYSTEM

Pengendalian internal adalah suatu proses yang Internal control is a process involving the Board of
melibatkan Dewan Komisaris , manajemen, dan personil Commissioners, management and other personnel,
lain, yang dirancang untuk memberikan keyakinan designed to provide reasonable assurance of effectiveness
memadai tercapainya efektivitas dan efisiensi operasi and efficiency of operations and reliability of reporting
dan keandalan pelaporan serta kepatuhan terhadap and compliance with applicable laws and regulations. The
hukum dan peraturan yang berlaku. Penerapan sistem implementation of the internal control system undertaken
pengendalian internal yang dilakukan oleh Angkasa by PT Angkasa Pura I (Persero) refers to the Regulation
Pura I mengacu pada Peraturan Menteri Negara Badan of the Minister of State-Owned Enterprise Number PER-
Usaha Milik Negara Nomor: PER-01/MBU/2011 Tentang 01/MBU/2011 on the Implementation of Good Corporate
Penerapan Tata Kelola Perusahaan yang Baik (Good Governance in State-Owned Enterprises.
Corporate Governance) Pada Badan Usaha Milik Negara.
Salah satu unsur penunjang terwujudnya Good Corporate One of the supporting elements of the realization of Good
Governance (GCG) adalah diterapkannya Sistem Corporate Governance (GCG) is the implementation of a
Pengendalian Internal (Internal Control) yang baik dalam good Internal Control system within the organization. The
organisasi. Penerapan Pengendalian Internal (Internal implementation of Internal Control in PT Angkasa Pura I
Control) dimaksud pada PT Angkasa Pura I (Persero) (Persero) applies the concept of three lines of defense. This
menggunakan konsep three lines of defense. Konsep ini concept follows:
menganut:
a. Pengendalian lini pertama (first line), berada di posisi a. First line control, in the front position, is conducted by
paling depan, dilakukan oleh unit operasional selaku the operational unit as the owner of the risk as well as
pemilik risiko sekaligus pelaksana proses bisnis. the executor of the business process.
b. Pengendalian lini kedua (second line) dilakukan oleh b. Second line control is performed by all support units
seluruh unit support yang memiliki fungsi kontrol that have direct control over the company’s operations,
secara langsung terhadap operasi perusahaan, such as; financial control, security, risk management,
seperti; financial control, security, risk management, quality control, inspection and compliance.
quality control, inspection and compliance.
c. Pengendalian lini ketiga (three line) adalah c. Third line control is an assurance activity on controls
kegiatan penilaian (assurance) atas kontrol yang held on the first and second line, conducted by an
diselenggarakan pada lini pertama dan kedua, independent unit within the company, the Internal Audit
dilakukan oleh unit yang independen dalam Unit.
perusahaan, yaitu Unit Internal Audit.
Lini terakhir dalam konsep Three Lines of Defence The last line in the Three Lines of Defense concept is the
adalah Unit Internal Audit. Perlindungan berlapis ini Internal Audit Unit. This layered protection is intended to
dimaksudkan untuk memastikan agar implementasi ensure that the implementation of Internal Control, Risk
Pengendalian Internal (Internal Control), Pengelolaan Management and Good Corporate Governance principles

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2018 Annual Report
Risiko (Risk Management) dan prinsip-prinsip tata kelola are actually implemented so that company objectives can be
perusahaan yang baik (Good Corporate Governance) betul- achieved and managed barriers/threats can be turned into
betul dilaksanakan sehingga tujuan perusahaan dapat an opportunity to facilitate the achievement of company
tercapai dan hambatan/ancaman yang dikelola bahkan objectives.
dijadikan peluang untuk mempermudah pencapaian
tujuan perusahaan tersebut.
TUJUAN PENGENDALIAN CONTROL OBJECTIVES

Manajemen PT Angkasa Pura I (Persero) memiliki The management of PT Angkasa Pura I (Persero) has the
tujuan fokus dalam upaya pengendalian, pertama objective of focusing on control efforts, first is to achieve
adalah mencapai tujuan–tujuan mendasar perusahaan, the company’s basic objectives, including performance
meliputi tujuan kinerja dan profitabilitas serta menjaga objectives and profitability as well as safeguarding its
sumberdayanya. Kedua berkaitan dengan penyusunan resources. The second is related to the preparation of
laporan yang andal, termasuk laporan keuangan interim, reliable reports, including interim financial reports,
laporan keuangan yang dipublikasikan dan laporan – published financial reports and non-financial reports. The
laporan non keuangan. Ketiga adalah kepatuhan terhadap third is compliance with applicable laws and regulations in
hukum dan peraturan yang berlaku bagi perusahaan. the company.
LINGKUNGAN PENGENDALIAN CONTROL ENVIRONMENT

Lingkungan Pengendalian (Control Environment) The Control Environment is a component of internal control
merupakan komponen dalam pengendalian internal yang that forms the foundation for other control components.
menjadi pondasi bagi komponen pengendalian lainnya. Therefore, the effectiveness of this control environment will
Oleh karenanya, efektivitas lingkungan pengendalian also affect the effectiveness of overall internal control.
ini akan mempengaruhi pula efektivitas pengendalian
internal secara keseluruhan.
Lingkungan pengendalian PT Angkasa Pura I (Persero) The control environment of PT Angkasa Pura I (Persero)
mencakup sikap para manajemen dan karyawan covers the attitude of management and employees to
terhadap pentingnya pengendalian yang ada di the importance of existing control in the company. The
perusahaan. Lingkungan pengendalian PT Angkasa Pura control environment of PT Angkasa Pura I (Persero) has the
I (Persero) memiliki unsur unsur antara lain: following element:
1. Integritas dan Nilai-nilai Etika 1. Integrity and Ethical Values;
Beragam cara yang ditempuh oleh manajemen The various ways in which upper-level management has
tingkat atas untuk menekankan tentang pentingnya to emphasize the importance of integrity and ethical
integritas dan nilai etika di antara para personilnya value among its personnel within the company
dalam perusahaan.
2. Komitmen dan Kompetensi 2. Commitment and Competence;
Kesadaran manajemen akan campuran intelegensi, A management awareness for the mix of intelligence,
palatihan dan pengalaman setiap karyawan yang training and experience of every employee needed to
diperlukan dalam mengembangkan potensi mereka. develop their potential.
3. Direktur dan Komite Audit 3. Director and Audit Committee;
Direktur bertanggungjawab untuk memastikan bahwa The Director is responsible for ensuring that
manajemen memenuhi tanggungjawabnya untuk management fulfills its responsibilities for establishing
menetapkan dan mempertahankan internal kontrol, and maintaining internal controls, while the Audit
sedangkan Komite Audit bertanggungjawab untuk Committee is responsible for recognizing management’s
mengenali penolakan manajemen atas pengendalian refusal of control or fraud in the financial statements
atau kecurangan dalam laporan keuangan dan and following up on them appropriately.
menindaklanjuti hal tersebut secara tepat.
4. Falsafah dan gaya operasi manajemen 4. Philosophy and operating style of management;
Manajemen mempunyai peran yang besar dalam Management has a big role in providing a good control
memberikan lingkungan pengendalian yang baik environment within an organization.
dalam suatu organisasi.
5. Struktur organisasi 5. Organizational structure;
Menggambarkan garis hubungan wewenang dan It describes the line of authority and accountability
pertanggungjawaban sehingga dapat memberikan relationships so as to contribute to the control
kontribusi bagi lingkungan pengendalian baik environment both in terms of providing a comprehensive

dalam hal memberikan kerangka (framework) secara framework for planning, implementation, and control of
menyeluruh bagi perencanaan, pelaksanaan, dan operations.
pengendalian operasi.
6. Pendelegasian wewenang dan tanggungjawab 6. Delegation of authority and responsibility;
Berupa memorandum tertulis mengenai kebijakan- A written memorandum on policies, rules of play, job
kebijakan, aturan main, deskripsi pekerjaan, dan descriptions, and so on
sebagainya.
7. Kebijakan dan praktik pegawai 7. Employee policies and practices;
Berupa kemampuan menyediakan karyawan yang In the form of the ability to provide employees who can
dapat dipercaya dan memiliki kemampuan pada be trusted and have the ability in their respective fields.
bidangnya masing-masing.
PENILAIAN RISIKO RISK ASSESSMENT

Pada awal penerapan Manajemen Risiko (Risk Management) At the beginning of Risk Management, PT Angkasa Pura
PT Angkasa Pura I (Persero) menggunakan Standar I (Persero) uses the Standard Committee of Sponsoring
Committee of Sponsoring Organization of The Treadway Organizations of The Treadway (COSO) Integrated Risk
(COSO) Integrated Risk Management, namun seiring Management, but as the development of Risk Management
perkembangan penerapan Manajemen Risiko (Risk in Indonesia, PT Angkasa Pura I (Persero) has gradually
Management) di Indonesia, PTAngkasa Pura I (Persero) secara moved to implement the International Organization for
bertahap beralih menerapkan International Organization Standardization (ISO) 31000 of Risk Management Standard
for Standardization (ISO) 31000 Risk Management Standard which has been certified by the National Standardization
yang telah mendapatkan sertifikasi dari Badan Standardisasi Agency of Indonesia (BSN) in 2011, Indonesian National
Nasional (BSN) Indonesia di tahun 2011, Standar Nasional Standards (SNI) International Organization for
Indonesia (SNI) International Organization for Standardization Standardization (ISO) 31000:2011 of Risk Management
(ISO) 31000: 2011 Manajemen Risiko - Prinsip dan Panduan - Principles and Guidelines are taken entirely from the
diambil sepenuhnya dari International Organization for International Organization for Standardization (ISO)
Standardization (ISO) 31000:2009 Risk Management - 31000:2009 Risk Management - Principles and Guidelines
Principles and Guidelines yang dikeluarkan di akhir tahun issued at the end of 2009 by the International Organization
2009 oleh Organisasi Internasional untuk Standardisasi for Standardization or called ISO.
atau disebut ISO.
Dalam rangka mengantisipasi potensi risiko di lingkungan In order to anticipate the potential risks in the activity
kegiatan Angkasa Pura I (Persero) memiliki kebijakan environment, PT Angkasa Pura I (Persero) has a policy in the
di bidang Manajemen Risiko yang dituangkan dalam field of Risk Management as set forth in Risk Management
Pedoman Manajemen Risiko PerusahaanNo. KEP.176/ Guidelines No. KEP.176/OM.02.05/2018 dated August 20,
OM.02.05/2018 tanggal 20 Agustus 2018. Tujuan 2018. The purpose of the stipulation of the Risk Management
penetapan Pedoman Manajemen Risiko ini dimaksudkan Guidelines is intended as a reference for all companies in the
sebagai acuan bagi seluruh jajaran perusahaan dalam implementation of Risk Management in PT Angkasa Pura I
pelaksanaan Manajemen Risiko (Risk-Management) di (Persero).
Pedoman Manajemen Risiko ini juga ditujukan sebagai This Risk Management Guideline is also addressed as a basis
suatu dasar untuk: for:
1. Menerapkan Manajemen Risiko (Risk Management) di 1. Applying Risk Management in PT Angkasa Pura I
PT Angkasa pura I (Persero) secara efektif dan efisien. (Persero) effectively and efficiently.
2. Memastikan agar Manajemen Risiko (Risk 2. Ensuring that Risk Management in PT Angkasa Pura I
Management) di PT Angkasa pura I (Persero) (Persero) can take place in a structured, systematic and
dapat berlangsung secara terstruktur, sistematis continuous manner so that eventually PT Angkasa Pura
dan berkesinambungan, sehingga pada akhirnya I (Persero) is protected from losses that can significantly
PT Angkasa Pura I (Persero) terhindar dari kerugian affect the value and wealth of PT Angkasa Pura I
yang secara signifikan dapat mempengaruhi nilai dan (Persero).
kekayaan PT Angkasa Pura I (Persero).

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2018 Annual Report
Internal Audit dalam kerangka Audit Berbasis Risiko (Risk Internal Audit within the framework of Risk Based Audit
Based Audit) berperan dan bertanggung jawab untuk: plays a role and is responsible for:
1. Melakukan audit atas proses Identifikasi Risiko (Risk 1. Conducting audit of Risk Identification, Risk Analysis,
ldentification), Analisis Risiko (Risk Analysis), Evaluasi Risk Evaluation, Risk Treatment, Control and Monitoring.
Risiko (Risk Evaluation), Rencana Penanganan Risiko
(Risk Treatment), Pengendalian dan Pemantauan
(Monitoring).
2. Melakukan pengawasan dan audit atas progres 2. Conducting supervision and audit of the progress of the
pelaksanaan rencana tindakan Penanganan Risiko implementation of Risk Treatment action plan.
(Risk Treatment).
3. Memberikan masukan kepada Risk Management 3. Providing input to the Risk Management Committee
Committee terhadap penentuan Risk Appetite dan against the determination of Risk Appetite and Risk
Toleransi Risiko (Risk Tolerance) atas Kejadian Risiko Tolerance for Risk Event that has been identified.
(Risk Event) yang telah diidentifikasi.
4. Memberikan laporan mengenai tingkat kecukupan 4. Providing a report on the adequacy level of Internal
atas Pengendalian Internal (lnternal Control) terhadap Control against Risk (Risk) to Risk Management
Risiko (Risk) kepada Risk Management Committee. Committee.
Dengan di terapkannya Manajemen Risiko PT Angkasa With the implementation of Risk Management of PT Angkasa
Pura I (Persero) ini, diharapkan Compliance and Risk Pura I (Persero), it is expected that Risk Management and
Management unit dapat melaksanakan tugas secara Compliance can perform the task efficiently, effectively and
efisien, efektif dan produktif sehingga tercapai penerapan productively so as to achieve the implementation of Good
Good Corporate Governance dan sasaran Perusahaan Corporate Governance and Company’s target optimally.
secara optimal.
AKTIVITAS PENGENDALIAN CONTROL ACTIVITY

Dalam rangka mengendalikan risiko sehingga masuk In order to control the risks so that it enters into Internal
ke dalam Pengendalian Internal (lnternal Control), saat Control, it is currently improving the entire business
ini sedang melakukan penyempurnaan seluruh bisnis to improve the quality and to make Internal Control
untuk meningkatkan kualitas dan mengefektifkan effective. These include implementing Governance, Risk
Pengendalian Internal (lnternal Control). Termasuk di Management, and Compliance (GRC), Risk Maturity,
antaranya menerapkan Governance, Risk Management, Verification of Company Assets, and Process Business
and Compliance (GRC), Risk Maturity, Verifikasi Aset Strategic Consulting.
perusahaan, dan Process Business Strategic Consulting.
PENGENDALIAN KEUANGAN DAN OPERASIONAL FINANCIAL AND OPERATIONAL CONTROL

Pengendalian keuangan merupakan upaya yang dilakukan Financial control is an effort made for investment, cost
agar investasi, alokasi biaya, dan perolehan laba berjalan allocation, and profitability to run based on the Company’s
sesuai dengan rencana Perseroan. Pengendalian keuangan plan. Financial control is the stage of the financial plan being
adalah tahap rencana keuangan diimplementasikan, yaitu implemented, which involves the feedback and adjustment
menyangkut umpan balik dan proses penyesuaian yang processes necessary to ensure that the plan is implemented
diperlukan untuk menjamin bahwa rencana terlaksana atau or to change the existing plan in response to changes in
untuk mengubah rencana yang ada sebagai tanggapan the operating environment. While operational control is
terhadap berbagai perubahan dalam lingkungan operasi. the process of placement for operational activities carried
Sedangkan pengendalian operasional adalah proses out effectively and efficiently. The Company’s operational
penempatan agar kegiatan operasional dilaksanakan controls use predetermined procedures and decision rules in
secara efektif dan efisien. Pengendalian operasional a relatively short period of time. The Company identifies the
Perseroan menggunakan prosedur dan aturan keputusan operations and activities related to important environmental
yang telah ditentukan lebih dahulu dalam jangka waktu aspects identified in line with its policies, objectives and
yang relatif pendek. Perseroan mengidentifikasi operasi- targets.
operasi dan aktivitas yang terkait dengan aspek penting
lingkungan teridentifikasi sejalan dengan kebijakan,
tujuan dan sasaran.

Pengendalian Operasional dan Keuangan meliputi: Operational and Financial Control covers:
1. Pengendalian fisik aset. 1. Physical control of assets
Pengendalian fisik aset di lingkungan perusahaan Physical control of assets in a business environment is
diarahkan untuk mengamankan dan melindungi aset- directed at securing and protecting risky assets. This is
aset berisiko. Hal ini penting karena kelalaian dalam important because negligence in securing the assets
pengamanan asset akan berakibat pada mudahnya will result in the easy occurrence of theft, embezzlement
terjadi pencurian, penggelapan dan bentuk menipulasi and other forms of manipulation of assets that harm the
lainnya terhadap aset yang merugikan perusahaan. company. Physical control of assets that can be done
Pengendalian fisik aset yang dapat dilakukan is, among others, the limitation of individuals who can
antara lain adalah pembatasan individu yang dapat access the use of assets, data and information; the
mengakses penggunaan aset, data dan informasi, provision of adequate security; and application of other
penyediaan keamanan yang cukup dan penerapan procedures that ensure physical control of assets based
prosedur lainnya yang menjamin pengendalian fisik on its purpose.
aset sesuai dengan tujuannya.
2. Pemisahan fungsi. 2. Separation of functions
Pemisahan fungsi diarahkan untuk mengurangi Separation of functions is directed to reduce errors,
kesalahan, kecurangan dan pemborosan. Pemisahan cheating and waste. Separation of functions within the
fungsi di lingkungan Perseroan juga ditujukan Company is also aimed at strengthening the internal
untuk memperkuat sistem pengendalian internal. control system. Separation of functions is also done in
Pemisahan fungsi juga dilakukan sebagai upaya an effort to prevent the occurrence of irregularities and
untuk mencegah terjadinya penyimpangan dan as a management effort to anticipate the problems that
sebagai upaya manajemen untuk mengantisipasi will not occur in the future. Examples of separation of
permasalahan yang tidak diinginkan yang akan terjadi functions that can be done, are, among others:
di kemudian hari. Contoh pemisahan fungsi yang
dapat dilakukan antara lain:
a. Tidak seorangpun diperbolehkan mengendalikan a. No one is allowed to control all major aspects of
seluruh aspek utama kejadian dan transaksi dari events and transactions from the beginning to the
awal sampai akhir proses. end of the process.
b. Kegiatan pemberian otorisasi, pemrosesan, b. The activities of authorizing, processing, recording
pencatatan dan reviu harus dilaksanakan oleh and review should be carried out by different
pegawai (personil) yang berbeda. personnel.
c. Tanggung tugas dan tanggung jawab masing- c. The duties and responsibilities of each function
masing fungsi harus dilaksanakan sesuai dengan shall be carried out in accordance with Standard
Standar Operating Prosedur dan instruksi kerja Operating Procedures and work instructions to
untuk menjamin dilakukannya pengendalian ensure control over the separation of functions.
terhadap pemisahan fungsi.
3. Pelaksanaan kejadian dan transaksi 3. Implementation of events and transactions
a. Pengendalian dilakukan untuk memastikan bahwa a. Control is carried out to ensure that only valid
hanya kejadian dan transaksi valid yang dilakukan events and transactions are carried out by the
pencatatan sesuai dengan ketentuan. records in accordance with the provisions.
b. Pengendalian dilakukan untuk memastikan bahwa b. Control is done to ensure that all events and
seluruh kejadian dan transaksi telah diotorisasi transactions are properly authorized by employees
dengan benar oleh pegawai yang diberikan tugas who are assigned with the tasks and responsibilities
dan tanggung jawab.
c. Pelaksanaan ketentuan dan persyarat otorisasi c. Implementation of terms and conditions of
secara jelas harus dirumuskan dan dikomunikasikan authorization must clearly be formulated and
kepada Pimpinan Unit Kerja dan pegawai. communicated to the Head of Unit and employees
4. Pencatatan yang akurat dan tepat waktu atas kejadian 4. Accurate and timely record of events and transactions.
dan transaksi.
Pencatatan yang akurat dan tepat waktu atas Accurate and timely record of events and transactions
kejadian dan transaksi wajib dilakukan di lingkungan must be done within the company environment to
perusahaan untuk menjamin tersedianya informasi ensure the availability of relevant, reliable and timely
yang relevan, terpercaya dan tepat waktu untuk information to assist leaders in decision making in
membantu pimpinan dalam pengambilan keputusan achieving company objectives.
dalam pencapaian tujuan perusahaan.
5. Pembatasan akses dan akuntabilitas atas sumber 5. Restrictions on access and accountability of resources
daya dan pencatatannya. and records Access to resources and company

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Akses terhadap sumber daya dan catatan perusahaan records should be limited only by personnel assigned
harus dibatasi hanya oleh personil yang diberikan responsibility and authority which then must provide
tugas tanggung jawab dan wewenang yang kemudian accountability for resource management and
harus memberikan akuntabilitas atas pengelolaan maintenance of all records. To ensure that proper control
sumber daya dan pemeliharaan atas seluruh catatan. is exercised properly, this aspect must be periodically
Untuk menjamin pengendalian dijalankan dengan verified by comparing the recorded amount with the
benar, aspek ini harus diverifikasi secara periodik available physicality.
dengan melakukan perbandingan jumlah yang
tercatat dengan fisik yang tersedia.
6. Dokumentasi yang baik atas kejadian dan transaksi 6. Good documentation of control events and transactions .
pengendalian.
Setiap kejadian dan transaksi dalam perusahaan di Any events and transactions within the company are
dokumentasi dengan baik untuk menjamin bahwa properly documented to ensure that all such events
seluruh kejadian dan transaksi tersebut dapat di akses and transactions are accessible to interested parties
oleh pihak-pihak yang berkepentingan sewaktu- at any time if required. Documenting these events and
waktu apabila dibutuhkan. Mendokumentasikan transactions is part of the internal control that should be
kejadian dan transaksi tersebut merupakan bagian done adequately.
dari pengendalian internal yang harus dilakukan
secara memadai.
INFORMASI DAN KOMUNIKASI INFORMATION AND COMMUNICATION

Internal Audit sedang mengembangkan System Internal Audit is developing a System Information
Information Management Audit (SIMA) yang memungkinkan Management Audit (SIMA) that enables automatic data
pencatatan data otomatis terhadap semua aktivitas operasional. record of all operational activities. Furthermore, the data
Selanjutnya data diolah untuk menghasilkan kinerja dalam is processed to produce performance in order to improve
rangka meningkatkan kinerja dan kualitas serta meningkatkan performance and quality and improve the role of Internal
peran Internal Audit dalam upaya mengoptimalkan Information Audit in an effort to optimize the Information and Technology
and Technology General Control (ITGC). General Control (ITGC).
Manajemen sangat menyadari bahwa setiap permasalahan Management is well aware that any problems that occur in
yang terjadi di Perusahaan merupakan akibat dari tidak the Company are the result of ineffective communication in
berfungsinya komunikasi secara efektif dalam organisasi. the organization.
AKTIVITAS PEMONITORAN MONITORING ACTIVITY

Monitoring dan evaluasi yang dilakukan secara periodik Periodic or continuous monitoring and evaluation is intended
maupun terus menerus dimaksudkan untuk memastikan to ensure that the internal control system is functioning
bahwa sistem pengendalian internal berfungsi dengan well in controlling the risk. If any weaknesses exist, those
baik dalam mengendalikan risiko. Jika terdapat kelemahan weaknesses should be detected soon and immediate
harus segera terdeteksi dan segera dilakukan tindakan corrective action should be taken. This is what makes this
perbaikan. Hal inilah yang membuat kegiatan monitoring monitoring and evaluation activity very important because
dan evaluasi ini menjadi sangat penting arena sentiasa it can strengthen internal control from day to day.
dapat memperkuat pengendalian internal dari hari ke hari.
KESESUAIAN DENGAN COSO SUITABILITY WITH COSO

Pengendalian Internal yang dilaksanakan pada Internal Control conducted at PT Angkasa Pura I (Persero)
PT Angkasa Pura I (Persero) telah sesuai dengan kerangka has been in accordance with COSO (The Committee of
pengendalian internal COSO (The Committee of Sponsoring Sponsoring Organizations of The Treadway Commission)
Organizations of The Treadway Commission), yang terdiri internal control framework, consisting of 5 (five)
atas 5 (lima) komponen yaitu: components, which are:
1. Lingkungan pengendalian: melalui budaya SATU 1. Control environment: through the SATU culture
(Sinergi, Adaptif, Terpercaya dan Unggul), pemberlakuan (Synergized, Adaptive, Reliable and Excellent), the
GCG (Good Corporate Governance) yang diatur dalam implementation of Good Corporate Governance (GCG)
buku saku code of conduct yang telah disosialisasikan which is regulated in a code of conduct pocket book that
dan dibagikan kepada seluruh karyawan PT Angkasa has been socialized and distributed to all employees of
Pura I (Persero) yang disertai dengan penandatanganan PT Angkasa Pura I (Persero) accompanied by the signing
Pakta Integritas, maka lingkungan pengendalian yang of Integrity Pact, the existing control environment is in
sudah ada telah sesuai dengan kerangka COSO. accordance with the COSO framework.

2. Penilaian Risiko: pada PT Angkasa Pura I (Persero) 2. Risk Assessment: at PT Angkasa Pura I (Persero) has
telah tersedia unit kusus yang menangani penilaian available a special unit that handles risk assessment,
risiko, profiling risiko dan management risiko. Semua risk profiling and risk management. All risks are
risiko diregister oleh risk owner dan direncanakan registered by the risk owner and planned risk mitigation,
mitigasi risikonya, sebagaimana tercantum dalam risk as stated in the risk profile. Risk profile used as material
profile. Risk profil dijadikan bahan oleh Internal Audit by Internal Audit to perform risk based audit. The cost
untuk melakukan risk based audit. Rencana mitigasi and proposed mitigation plan in the Budget Work Plan
yang memerlukan biaya dan diusulkan dalam Rencana (RKA) is based on the underlying risk. This is in line with
Kerja Anggaran (RKA) didasari oleh risiko apa yang the COSO principle.
mendasari. Hal ini telah sesuai dengan prinsip COSO.
3. Aktivitas Pengendalian: pada PT Angkasa Pura I 3. Control Activities: in PT Angkasa Pura I (Persero) has
(Persero) telah dilakukan sesuai dengan prinsip been carried out, in accordance with the principle of
COSO, yaitu telah dilakukan pemisahan tugas yang COSO, adequate segregation of duties, appropriate
memadai, otorisasi yang sesuai atas atas transaksi authorization of adequate transactions and activities,
dan aktivitas, dokumen dan catatan yang memadai documents and records as contained in the Annual
sebagaimana tercantum dalam Laporan Keuangan Audited Financial Statements; physical control of assets
Audited Tahunan, telah dilakukan pengendalian fisik and records; and independently conducted audits
atas aktiva dan catatan, serta dilakukan pemeriksaan performance, by internal audit or external audit (Public
kinerja secara independen, oleh internal Audit Accountant Firm, BPK, BPKP).
maupun eksternal Audit (Kantor Akuntan Publik,
Badan Pemeriksa Keuangan/BPK, Badan Pemeriksa
Keuangan dan Pembangunan/BPKP).
4. Informasi dan Komunikasi: pada PT Angkasa Pura 4. Information and Communication: in PT Angkasa Pura I
I (Persero) telah sesuai dengan prinsip COSO ini (Persero), what has been in accordance with this COSO
melalui rapat kerja, rapat koordinasi, sosialisasi, principles is through work meetings, coordination
email corporate, web corporate, intranet, HCIS (Human meetings, socialization, corporate email, corporate
Capital Information System), electronic library, dan web, intranet, HCIS (Human Capital Information
media lain yang telah disediakan. Pada saat audit oleh System), electronic library and other media that have
Internal Audit pun, dilakukan tahapanan informasi been provided. At the time of audit by Internal Audit,
dan komunikasi antara auditor dan auditee. information and communication stages are conducted
between the auditor and auditee.
5. Pemantauan: prinsip COSO ini dilakukan melalui 5. Monitoring: COSO principles are conducted through
performance check oleh pembina teknis, audit internal performance checks by technical supervisors, internal
oleh audit oleh eksternal (BPK, BPKP, KAP). audit by external audit (BPK, BPKP, KAP).
EVALUASI PELAKSANAAN SISTEM PENGENDALIAN EVALUATION OF INTERNAL CONTROL SYSTEM

INTERNAL TAHUN 2018 IMPLEMENTATION IN 2018
Evaluasi efektivitas sistem pengendalian dilaksanakan The evaluation of the effectiveness of the control system is
melalui audit, baik secara internal oleh Internal Audit, carried out through audit, internally by the Internal Audit,
maupun secara eksternal oleh eksternal Auditor yaitu and externally by the external Auditor, like BPK, BPKP,
BPK, BPKP, KAP. Semua evaluasi secara rutin dilaksanakan KAP. All evaluations are routinely carried out annually and
setiap tahun dan dilaporkan kepada Manajemen reported to Management as an improvement material.
sebagai bahan perbaikan. Sistem pengendalian internal Internal control system owned by the Company has been
yang dimiliki oleh Perseroan sudah efektif. Perseroan effective. The Company is committed to continuous
senantiasa berkomitmen untuk selalu melakukan evaluasi evaluation in ensuring the effective implementation of
secara berkelanjutan dalam menjamin penerapan sistem internal control system.
pengendalian internal berjalan dengan efektif.
FUNGSI KEPATUHAN FUNCTION OF COMPLIANCE
Sebagai salah satu Badan Usaha Milik Negara, PT Angkasa As one of the State-Owned Enterprises, PT Angkasa Pura I
Pura I (Persero) memiliki kewajiban untuk menerapkan (Persero) has an obligation to implement Good Corporate
Good Corporate Governance seperti yang telah Governance as mandated in the Regulation of the Minister
diamanahkan dalam Peraturan Menteri Badan Usaha Milik of State-Owned Enterprises number PER-01/MBU/2011
Negara Nomor: PER-01/MBU/2011 tentang Penerapan on the Implementation of Good Corporate Governance in

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2018 Annual Report
Tata Kelola Perusahaan yang Baik (Good Corporate State-Owned Enterprises. One of the manifestations carried
Governance) pada Badan Usaha Milik Negara. Salah satu out by PT Angkasa Pura I (Persero) is the implementation of
perwujudan yang dilaksanakan oleh PT Angkasa Pura Compliance System throughout the Company.
I (Persero) adalah implementasi Sistem Kepatuhan di
seluruh lingkungan Perusahaan.
Dalam memenuhi target kinerja yang diamanahkan In fulfilling the performance targets mandated by the
oleh Pemegang Saham, manajemen berkewajiban Shareholders, management is obliged to design and
untuk merancang dan menjalankan strategi guna execute the strategy to achieve the intended target. To
mencapai target dimaksud. Untuk itu manajemen that end, management establishes internal control as a
membentuk pengendalian internal sebagai alat bantu tool in mobilizing all personnel of the Company, as well as
dalam menggerakan seluruh personel Perusahaan, to anticipate the possibility of risks in the implementation
sekaligus untuk mengantisipasi kemungkinan timbulnya of company events. The Compliance System is a system
risiko dalam pelaksanaan kegiatan perusahaan. Sistem designed to monitor and ensure company compliance
Kepatuhan merupakan sistem yang dirancang untuk with applicable regulations. Thus Compliance System is an
memantau dan memastikan ketaatan perusahaan integral part of risk management, because it is expected
terhadap peraturan yang berlaku. Dengan demikian to minimize the occurrence of the cause of risks arising
Sistem Kepatuhan merupakan bagian yang tidak from non-compliance of the company against applicable
terpisahkan dari pengelolaan risiko, karena diharapkan regulations.
dapat meminimalkan timbulnya sebab risiko yang timbul
dari ketidakpatuhan perusahaan terhadap peraturan yang
berlaku.
STRUKTUR ORGANISASI FUNGSI KEPATUHAN ORGANIZATIONAL STRUCTURE OF COMPLIANCE

FUNCTION
Sesuai dengan Keputusan Direksi PT Angkasa Pura I In accordance with the Decree of the Board of Directors
(Persero) Nomor: KEP.101/OM.01.01/2018 tanggal 8 Juni of PT Angkasa Pura I (Persero) Number: KEP.82/
2018 tentang Organisasi dan Tata Kerja Kantor Pusat OM.01.01/2016 dated July 11, 2016 on the Organization and
PT Angkasa Pura I (Persero), Fungsi Kepatuhan yang Working Procedures of the Head Office of PT Angkasa Pura
sebelumnya berada di unit Legal berubah menjadi berada I (Persero), the Compliance Function previously located
pada unit Compliance and Risk Management, tepatnya in the Risk Management & Compliance Unit was changed
berada di unit Compliance Department. to the Legal and Compliance unit, precisely located in the
Compliance and Regulation Department.
DIREKTUR UTAMA
PRESIDENT DIRECTOR
Vice President
Compliance dan Risk
Management
Compliance Senior Risk Management Senior

Manager Manager
TUGAS DAN TANGGUNG JAWAB FUNGSI KEPATUHAN DUTIES AND RESPONSIBILITIES OF COMPLIANCE
FUNCTION
Sesuai Keputusan Direksi PT Angkasa Pura I (Persero) In accordance with the Decree of the Board of Directors of
No. KEP.101/OM.01.01/2018 tentang Organisasi dan Tata PT Angkasa Pura I (Persero) No. KEP.101/OM.01.01/2018

Kerja Kantor Pusat PT Angkasa Pura I (Persero), tugas dan concerning the Organization and Work Procedure of
tanggung jawab Fungsi Kepatuhan adalah Memastikan PT Angkasa Pura I (Persero) Head Office, the duties and
terlaksananya proses pengelolaan risiko kepatuhan responsibilities of the Compliance Function were to ensure
(risk compliance management) melalui penetapan dan the implementation of a compliance risk process through
penerapan pedoman Good Corporate Governance (GCG), the establishment and application of Good Corporate
pengelolaan risiko dan perencanaan, pengorganisasian, Governance guidelines (GCG), risk management and
penyelenggaraan, pengawasan, pemantauan (monitoring) planning, organizing, administering, monitoring, monitoring
dan evaluasi atas seluruh kegiatan sistem kepatuhan, and evaluating all compliance system activities, gratification
pengendalian gratifikasi serta sistem pelaporan control and whistleblowing systems.
pelanggaran (whistleblowing system).
SISTEM KEPATUHAN PT ANGKASA PURA I (PERSERO) COMPLIANCE SYSTEM OF PT ANGKASA PURA I (PERSERO)
Dalam memenuhi target kinerja yang diamanahkan oleh In fulfilling the performance targets mandated by the
Pemegang Saham, manajemen berkewajiban merancang Shareholders, management is obliged to design and
dan menjalankan strategi guna mencapai target. Untuk implement strategies to achieve the target. Therefore, the
itu, manajemen PT Angkasa Pura I (Persero) membentuk management of PT Angkasa Pura I (Persero) establishes an
sistem pengendalian internal yang bertujuan untuk internal control system that aims to prevent the occurrence
mencegah timbulnya risiko yang dapat menghambat of risks that may hinder the achievement of Company
pencapaian tujuan Perusahaan. Salah satu sistem objectives. One of the internal control systems in the
pengendalian internal yang ada di Perseroan yaitu Company is Compliance System. The Compliance System
Sistem Kepatuhan. Sistem Kepatuhan merupakan suatu is a system designed to monitor and ensure the Company’s
sistem yang dirancang untuk memantau dan memastikan compliance with relevant laws and regulations in all of its
ketaatan Perusahaan terhadap peraturan dan business processes. Compliance System of PT Angkasa
perundang-undanganan yang berlaku dan terkait dalam Pura I (Persero) refers to International Organization for
seluruh proses bisnis Perusahaan. Sistem Kepatuhan Standarization (ISO) 19600 of Compliance Management
PT Angkasa Pura I (Persero) mengacu pada International System - Guidelines, Compliance System is closely related
Organization for Standarization (ISO) 19600 Compliance to the implementation of risk management in the Company.
Management Systems – Guidelines, Sistem Kepatuhan Implementation of Compliance System also aims to minimize
berkaitan erat dengan penerapan manajemen risiko yang the risks arising from the Company’s non-compliance with
ada di Perusahaan. Penerapan Sistem Kepatuhan juga the laws and regulations that encompass it.
bertujuan untuk meminimalkan risiko yang timbul atas
ketidakpatuhan Perusahaan terhadap peraturan dan
perundang-undanganan yang melingkupinya.
Pada PT Angkasa Pura I (Persero) sendiri, implementasi At PT Angkasa Pura I (Persero) itself, the implementation
sistem Kepatuhan dilaksanakan sesuai Keputusan Direksi of Compliance system is implemented in accordance with
PT Angkasa Pura I (Persero) No. KEP.177/PG.01/2016 the Decree of the Board of Directors of PT Angkasa Pura I
tentang Pedoman Kepatuhan PT Angkasa Pura I (Persero). (Persero) Number: KEP.177/PG.01/2016 on the Compliance
Guidelines of PT Angkasa Pura I (Persero).
STRATEGI IMPLEMENTASI SISTEM KEPATUHAN STRATEGY IMPLEMENTATION OF THE COMPLIANCE

SYSTEM
Adapun strategi dalam implementasi sistem kepatuhan The strategies in the implementation of compliance system
antara lain: are:
1. Membentuk unit kerja yang bertanggungjawab secara 1. Establishing a professionally responsible work unit
professional untuk mengoordinasikan implementasi to coordinate the implementation of the Compliance
Sistem Kepatuhan secara terintegrasi pada seluruh System in an integrated manner across all activities and
aktivitas dan transaksi yang ada di Perusahaan. transactions in the Company.
2. Mengintegrasikan wewenang dan tanggung jawab 2. Integrating the authority and responsibility of each
setiap pihak yang terlibat dalam implementasi Sistem party involved in the implementation of the Compliance
Kepatuhan ke dalam job description Perusahaan. System into the Company’s job description.
3. Meningkatkan kompetensi sumber daya manusia 3. Increasing the competence of human resources in the
dalam bidang Sistem Kepatuhan. Compliance System field.
4. Mengintegrasikan dan menyelaraskan Sistem 4. Integrating and aligning Compliance Systems with the
Kepatuhan dengan sistem Manajemen Risiko dan Company’s Risk Management system and business
proses bisnis Perusahaan. processes.

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5. Menjadikan kepatuhan sebagai budaya Perusahaan 5. Making compliance as the Company’s culture attached
yang melekat pada setiap sumber daya Perusahaan. to each Company’s resources.
6. Membangun kesadaran dan kepedulian seluruh 6. Building awareness and concern of all human resources
sumber daya manusia Perusahaan terhadap of the Company on the implementation of laws and
implementasi peraturan dan perundangan dan aturan regulations and other legal rules as the foundation of
hukum lainnya sebagai pondasi penerapan Sistem the implementation of Compliance System.
Kepatuhan.
7. Menumbuhkan pemahaman konsep Sistem 7. Growing understanding of Compliance System concept
Kepatuhan dalam meningkatkan kinerja Perusahaan. in improving Company performance.
8. Memastikan pendekatan yang konsisten dalam 8. Ensuring a consistent approach in identifying and
mengidentifikasi dan mendokumentasikan kewajiban documenting the Company’s compliance obligations.
kepatuhan Perusahaan.
9. Memastikan informasi yang dihasilkan dari Sistem 9. Ensuring that information generated from the
Kepatuhan menjadi pertimbangan dalam penetapan Compliance System is taken into account in strategic
keputusan strategis. decision-making.
10. Memastikan Sistem Kepatuhan terintegrasi dalam 10. Ensuring that Compliance Systems are integrated into
standar manajemen dan proses akuntabilitas. management standards and accountability processes.
11. Mengembangkan lingkungan dan manajemen 11. Developing the environment and management
memegang tanggung jawab dalam kewajiban responsible for compliance obligations.
kepatuhan.
12. Mendorong penilaian dan perbaikan berkelanjutan 12. Encouraging assessment and continuous improvement
terhadap implementasi Sistem Kepatuhan. on the implementation of the Compliance System.
SIKLUS SISTEM KEPATUHAN CYCLE OF COMPLIANCE SYSTEM

Sistem Kepatuhan diawali dengan identifikasi seluruh The Compliance System begins with the identification of all
peraturan dan perundang-undangan yang harus dipatuhi. rules to be followed. The next stage is the identification of
Tahap selanjutnya adalah identifikasi substansi kepatuhan, the substance of compliance, in the form of identification of
berupa identifikasi hal-hal apa saja yang harus dipatuhi things to be obeyed from every rule. Next is the essence of
dari setiap peraturan dan perundang-undangan yang the Compliance System, which is to carry out all obligations
berlaku. Selanjutnya adalah inti dari Sistem Kepatuhan, as defined in the substance of obedience. To realize the
yaitu melaksanakan seluruh kewajiban sebagaimana accountability principle of accountability, the next step is
dituangkan dalam substansi kepatuhan. Untuk to report on the realization of compliance that has been
mewujudkan prinsip akuntabilitas pertanggungjawaban, implemented. For assurance purposes, the internal audit
tahap selanjutnya adalah melaporkan realisasi kepatuhan function or the external auditor will perform compliance
yang telah dilaksanakan. Untuk tujuan assurance, fungsi audits, to ensure the realization of the compliance substance
audit internal atau auditor eksternal akan melakukan that has been reported. The compliance audit aims to
audit kepatuhan, untuk memastikan realisasi pelaksanaan identify those that require refinement of the Compliance
substansi kepatuhan yang telah dilaporkan. Audit System implementation.
kepatuhan bertujuan untuk mengidentifikasi hal-hal yang
memerlukan penyempurnaan dari implementasi Sistem
Kepatuhan.
Dalam setiap tahapan implementasi Sistem Kepatuhan, In every stages of Compliance System implementation,
dapat dilakukan komunikasi dan konsultansi antara unit communication and consultation between work units and
kerja dengan Fungsi Kepatuhan di Kantor Pusat selaku Compliance Function in the Head Office as the supervisor
Pembina dan koordinator dalam implementasi Sistem and coordinator in the implementation of the Compliance
Kepatuhan. System are implemented.

Inventarisasi Kepatuhan
Inventory Obedience
Communication And Consultation

Komunikasi dan Konsultasi
Penyusunan Daftar Kepatuhan
List Compilation Obedience
Monitoring dan Penilaian Kepatuhan

Monitoring and Assessment
Obedience
Pelaporan Kepatuhan
Compliance Reporting
PROGRAM KERJA FUNGSI KEPATUHAN 2018 DAN 2018 WORK PROGRAM OF COMPLIANCE FUNCTION AND
PELAKSANAANNYA ITS IMPLEMENTATION
Secara garis besar Program kerja Fungsi Kepatuhan dan Broadly speaking, the Compliance Function work program
pelaksanaannya tahun 2018: and its implementation in 2018 covered:
a. Penguatan pelaksanaan sistem kepatuhan melalui a. Strengthening the implementation of compliance
pelaksanaan inventarisasi kepatuhan, penyusunan systems through the implementation of compliance
daftar kepatuhan dan penilaian kepatuhan. inventories, compilation of compliance lists and
compliance assessments.
b. Pembuatan aplikasi e-compliance. b. Making e-compliance applications.
c. Refreshing sistem kepatuhan. c. Refreshing compliance system.
PERKARA PENTING SIGNIFICANT CASES

Sepanjang tahun 2018, jumlah permasalahan hukum Throughout 2018, the number of civil and criminal legal
perdata dan pidana yang telah selesai (telah mempunyai issues that had been completed (which had permanent legal
kekuatan hukum yang tetap) dan yang masih dalam proses force) and which were still in the process of being resolved
penyelesaian disajikan melalui tabel sebagai berikut. were presented in the following table.
Tabel Perkara Penting

Tables of Significant Case
Jumlah
Perkara Case
No
Case Telah Selesai Dalam Proses Penyelesaian
Have been completed In the Completion Process
1 PIDANA - -
CRIMINAL
2 PERDATA 8 9
(termasuk Perkara Persaingan Usaha dan Pendampingan Tim
Pengawal Pengamanan Pembangunan Pemerintah Pusat (TP4P)
dan Hubungan Industrial)
CIVIL
(including the Case of Business Competition and Assistance of the
Central Government Development Security Guard Team (TP4P) and
Industrial Relations)
Total 8 9
PERKARA PENTING YANG DIHADAPI PERUSAHAAN IMPORTANT CASES FACED BY THE COMPANY
Beberapa perkara penting yang dihadapi PT Angkasa Pura Some important cases faced by PT Angkasa Pura I (Persero)
I (Persero) selama tahun 2018, sebagai berikut: during 2018 were as follows:

671
2018 Annual Report
Tabel Perkara Hukum yang Dihadapi Perseroan

Table of Legal Cases Faced by the Company
Pengaruh terhadap
Perseroan dan nilai
nominal tuntutan/ Sanksi
Pokok Perkara Status Penyelesaian gugatan Upaya Manajemen Administrasi
No.
Case Principal Settlement Status Influence the Management Efforts Administrative
Company and the Sanction
nominal value of the
claim
1 Perjanjian Pengadaan Masih dalam Proses Mengingat belum 1. PT Angkasa Pura Belum ada
Barang/Jasa antara Persidangan pada adanya putusan pada I (Persero) telah Not yet
PT Angkasa Pura I Pengadilan Negeri perkara a quo, maka m e n g a j u k a n available
(Persero) dengan Yogyakarta belum berdampak permohonan Legal
PT Aksara Indah Still in the Process of kepada PT Angkasa Opinion kepada KAJATI
terkait dengan Trial at the Yogyakarta Pura I (Persero) DIY yang menyatakan
pekerjaan Pembuatan District Court Given the absence of a bahwa pekerjaan PT
Pedestrian berikut decision on the a quo Aksara Indah dengan
P e m a s a n g a n case, it had not affected progress 21% tidak
Travelator di PT Angkasa Pura I dapat dibayarkan karena
Bandar Udara (Persero) belum memenuhi batas
Adisutjipto dengan minimum pembayaran.
nomor kontrak: 2. Menempuh jalur hukum
PPBJJOG-16001230 untuk mendapatkan
The Goods/Services kepastian hukum atas
P r o c u r e m e n t tidak dapat dibayarnya
Agreement between pekerjaan aksara indah
PT Angkasa Pura 1. PT Angkasa Pura I
I (Persero) and PT (Persero) had submitted a
Aksara Indah related to Legal Opinion application
the Pedestrian Creation to KAJATI DIY stating that
work and Installation 21% of PT Aksara Indah's
of Travelator at work could not be paid
Adisutjipto Airport with because it had not met the
the contract number: minimum payment limit.
PPBJJOG-16001230 2. Taking legal action to
obtain legal certainty
for the non-payment of
beautiful letters
2 Gugatan Perbuatan Telah adanya putusan Perkara dimenangkan Perkara telah dimenangkan Tidak Ada
Melawan Hukum Pengadilan Negeri oleh PT Angkasa Pura I oleh PT Angkasa Pura I None
(Onrechtmatigedaad) Banjar baru dengan (Persero), berdasarkan (Persero)
yang diajukan Iwan Nomor Putusan 19/ Putusan Pengadilan The case had been won by
Sardjono melawan Pdt.G/2018/PN.Bjb Negeri Banjar Baru PT Angkasa Pura I (Persero)
PT Angkasa Pura There was decision The case was won by
I (Persero) yang of the Banjar Baru PT Angkasa Pura I
didaftarkan di PN District Court with (Persero), based on the
Banjarbaru Decision Number 19/ Decision of the New
nomor perkara: 19/ Pdt.G/2018/PN.Bjb Banjar District Court
PDT.G/2018/PN.BJB
Nilai Nominal/
Lawsuit against the Law Nominal Value:
(Onrechtmatigedaad) Rp1.200.000.000.000,-
submitted by Iwan
Sardjono fought
PT Angkasa Pura I
(Persero) which was
registered in the
Banjarbaru District
Court case number: 19/
PDT.G/2018/PN.BJB

Pengaruh terhadap
Perseroan dan nilai
No.
claim
3 Gugatan Perdata Dalam Proses Banding Mengingat belum Mempertahankan posisi Belum ada
dengan Nomor di Pengadilan Tinggi adanya putusan pada hukum Perseroan di depan Not yet
Perkara: 465/ Sulawesi Utara perkara a quo, maka Pengadilan Tinggi Sulawesi available
Pdt.G/2016/PN.Mnd In the Process of belum berdampak Utara
Appealing at the North kepada PT Angkasa Maintain the Company's legal
klaim atas tanah Sulawesi High Court Pura I (Persero) position in front of the North
seluas 26.880 m2 By considering the Sulawesi High Court
yang terletak di Desa absence of a decision
Mapanget Barat, on the a quo case, it had
Manado, dimana not affected PT Angkasa
saat ini di atas tanah Pura I (Persero)
tersebut telah berdiri
bangunan terminal, Nilai Nominal/
fasilitas perkantoran, Nominal Value:
pertokoan dan Rp64.123.200.000,-
Apron bandara Sam
Ratulangi.
Civil Lawsuit with

Case Number: 465/
Pdt.G/2016/PN.Mnd
Claiming for 26,880

m2 of land located
in Mapanget Barat
Village, Manado, in
which the terminal
building, office
facilities, shops and
Apron of Sam Ratulangi
airport were currently
on the ground.
4 Gugatan Perbuatan Sedang dalam proses Mengingat belum 1. PT Angkasa Pura Belum ada
Melawan Hukum sidang di Pengadilan adanya putusan pada I (Persero) dalam Not yet
(Onrechtmatigedaad) Negeri Praya dengan perkara a quo, maka menjalankan proses available
dengan Nomor agenda pemeriksaan belum berdampak sidang dalam perkara no
Perkara: 39/ saksi dari tergugat kepada PT Angkasa 39/PDT.G/2018/PN.Pya
PDT.G/2018/PN.Pya It was in the process Pura I (Persero) telah didampingi oleh
Lawsuit against Law of hearing in the Praya By considering the Kejaksaan Tinggi Nusa
(Onrechtmatigedaad) District Court with the absence of a decision Tenggara Barat
with Case Number: 39/ agenda of examining on the a quo case, it had 2. PT Angkasa Pura
PDT.G/2018/PN.Pya witnesses from the not affected PT Angkasa I (Persero) telah
defendant Pura I (Persero) berkoordinasi dengan
pihak lain yang turut
Nilai Nominal/ menjadi tergugat guna
Nominal Value: proses persidangan.
Rp108.492.000.000,- 1. PT Angkasa Pura I
(Persero) in carrying out
the trial process in case no
39/PDT.G/2018/PN.Pya
had been accompanied by
the West Nusa Tenggara
High Prosecutor
2. PT Angkasa Pura I
(Persero) had coordinated
with other parties who
also became defendants
for the trial process.

673
2018 Annual Report
Pengaruh terhadap
Perseroan dan nilai
No.
claim
5 Gugatan Perdata Sedang dalam proses Mengingat belum PT Angkasa Pura I (Persero) Belum ada
Nomor: 74/ sidang dengan adanya putusan pada dalam menjalankan proses Not yet
PDT.G/2017.PN.BJB agenda penyampaian perkara a quo, maka sidang dalam perkara no 74/ available
Klaim atas tanah kesimpulan belum berdampak PDT.G/2017/PN.BJB telah
seluas 20.374,5 m2 Being in the trial kepada PT Angkasa didampingi oleh Kejaksaan
yang masih belum process with the Pura I (Persero) Tinggi Kalimantan Selatan
dibebaskan dengan agenda for submitting By Considering the PT Angkasa Pura I (Persero) in
status tanah Clear conclusions absence of a decision carrying out the trial process
and Clear (tidak on the a quo case, it had in case no 74/PDT.G/2017/
overlapping dengan not affected PT Angkasa PN.BJB had been accompanied
warga lain) Pura I (Persero) by the South Kalimantan High
Civil Lawsuit Number: Prosecutor's Office
74 / P DT. G / 2 0 1 7 . Nilai Nominal/
PN.BJB Nominal Value:
Claims for land with Rp2.606.004.375,-
an area of 20,374.5
m2 which still had not
been released with
the status of Clear and
Clear (not overlapping
with other residents)
6 Klaim utang atas Pemberesan harta Apabila penjualan Aset PT Angkasa Pura I (Persero) Tidak Ada
harta kepailitan Pailit oleh Kurator Pailit PT Kalstar tidak telah Bekerjasama secara None
PT Kalstar Aviation Bankruptcy by the memenuhi jumlah Kooperatif bersama
yang merupakan Mitra Curator Hutang Keseluruhan, dengan Kurator guna
Usaha PT Angkasa maka PT Angkasa mengidentifikasi aset PT
Pura I (Persero), pada Pura I (Persero) Kalstar yang masih berada di
tanggal 30 November hanya mendapatkan dalam Bandara PT Angkasa
2017 melalui putusan sebagian kecil dari Pura I (Persero).
Nomor: 63/Pdt.Sus. total hutang secara PT Angkasa Pura I (Persero)
Pailit/2017/PN.Niaga. Keseluruhan had cooperated cooperatively
Jkt.Pst. PT Kalstar If the sale of PT with the curator to identify the
Aviation dinyatakan Kalstar's Bankruptcy assets of PT Kalstar which was
Pailit Asset did not meet the still within the PT Angkasa Pura
Bankruptcy debt amount of the Overall I (Persero) Airport.
claims for property Debt, then PT Angkasa
of PT Kalstar Aviation Pura I (Persero) only
which was a Business got a small portion of
Partner of PT Angkasa the total debt in tota
Pura I (Persero), on
November 30, 2017 Nilai Nominal/
through a verdict Nominal Value:
Number: 63/Pdt.Sus. Rp2.338.406.090,-
Pailit/2017/PN.Niaga.
Jkt.Pst. PT Kalstar
Aviation was declared
bankrupt
7 Gugatan Perdata Dalam proses kasasi di Mengingat status PT Angkasa Pura I Belum ada
dengan Nomor: Mahkamah Agung pada perkara a (Persero) akan mengajukan Not yet
55/Pdt.G/2016. In the process of quo masih dalam mengajukan Kontra memori available
PN.Bjb Gugatan atas cassation at the proses di Mahkamah kasasi dengan didampingi
ketidaksepakatan atas Supreme Court Agung, maka belum oleh Kajati Kalimantan
nilai ganti rugi yang berdampak kepada selatan
ditetapkan oleh Tim PT Angkasa Pura I PT Angkasa Pura I (Persero)
p2T pada pembebasan (Persero) would propose a Counter
lahan tahun 2011 Considering that the memory appeal by being
Civil Lawsuit with status of the a quo accompanied by Kajati, South
Number: 55/ case was still being Kalimantan
Pdt.G/2016.PN.Bjb processed in the
Lawsuit for Supreme Court, it had
disagreement over the not affected PT Angkasa
value of compensation Pura I (Persero)
determined by the
P2T Team on 2011 land Nilai Nominal/
acquisition Nominal Value:
Rp1.162.035.000,-

Pengaruh terhadap
Perseroan dan nilai
No.
claim
8 Gugatan Perkara Menunggu panggilan Mengingat belum Belum ada

Perdata Nomor: 75/ sidang dari Pengadilan adanya putusan pada - Not yet
Pdt.G/2018.PNBJB Negeri Kalimantan perkara a quo, maka available
Gugatan Ganti rugi Selatan belum berdampak
atas Klaim Tanah Waiting for a hearing kepada PT Angkasa
seluas 535 m2 dan from the South Pura I (Persero)
jaringan Listrik Kalimantan District Given the absence of a
(SUTM, Trafo dan Court decision on the a quo
SUTR) case, it had not affected
Lawsuit for Civil PT Angkasa Pura I
Cases Number: (Persero)
75/Pdt.G/2018.
PNBJB Claims for Nilai Nominal/
compensation for Nominal Value:
claims of land area of Rp781.900.000,-
535 m2 and electricity
networks (SUTM,
transformers and
SUTR)
9 Permohonan Arbitrase Sedang dalam proses Apabila Pengadilan PT Angkasa Pura I (Persero) Belum ada
PT Sepinggan Sarana permohonan eksekusi Negeri Jakarta Pusat telah mengajukan Legal Not yet
Utama di Badan Pengadilan Negeri telah mengeluarkan Standing terhadap keberatan available
Arbitrase Nasional Jakarta Pusat Penetapan Eksekusi hasil Putusan Badan Arbitrase
(BANI) dengan Nomor Currently in the process terhadap perkara a Nasional terhadap perkara
Perkara: 982/X/ARB- of requesting the quo, maka PT Angkasa A quo ke Pengadilan Negeri
BANI/2017 execution of the Central Pura I (Persero) Jakarta Pusat
Request for Arbitration Jakarta District Court mempunyai Kewajiban PT Angkasa Pura I (Persero)
of PT Sepinggan untuk membayarkan had filed a Legal Standing
Sarana Utama in the sejumlah nilai ganti against objections to the
National Arbitration rugi yang dimohonkan results of the Decision of the
Agency (BANI) with oleh pemohon yakni National Arbitration Board on
Case Number: 982/X/ PT Sepinggan Sarana the A quo case to the Central
ARB-BANI/2017 Utama Jakarta District Court
If the Central Jakarta
District Court had
issued a Determination
of Execution of the a quo
case, then PT Angkasa
Pura I (Persero)
had the obligation
to pay the amount
of compensation
requested by the
applicant namely PT
Sepinggan Sarana
Utama
Nilai Nominal/
Nominal Value:
Rp276.571.000.000,-

675
2018 Annual Report
Pengaruh terhadap
Perseroan dan nilai
No.
claim
10 PKPU Merpati Airlines Sedang Proses Debt to Apabila Proses PT Angkasa Pura I (Persero) Tidak Ada
dengan nomor Equity Swap PT MNA Restukturisasi PT telah mematuhi putusan None
register perkara: 04/ While the process of Merpati Nusantara Majelis Hakim untuk
Pdt.Sus-PKPU/2018/ Debt to Equity Swap PT Airlines tidak melaksanakan Debt to Equity
PN.Niaga.Sby MNA terlaksana, maka Swap.
PKPU Merpati Airlines Hutang PT MNA PT Angkasa Pura I (Persero)
with case registration kepada PT Angkasa melaksanakan proses debt
number: 04/Pdt.Sus- Pura I (Persero) tidak to equity swap dengan
PKPU/2018/PN.Niaga. terbayarkan berdasarkan aksi korporasi
Sby If the process of yang tercantum dalam
restructuring PT anggaran dasar serta
Merpati Nusantara peraturan internal yang
Airlines was not berlaku.
implemented, then PT Angkasa Pura I (Persero)
the debt of PT MNA melakukan Permohonan
to PT Angkasa Pura I persetujuan dari Dewan
(Persero) was not paid Komisaris guna mendapatkan
persetujuan RUPS agar dapat
Nilai Nominal/ dilaksanakan penyertaan
Nominal Value: modal pada PT Merpati
Rp49.780.983.401,- Nusantara.
had complied with the Judge's
decision to implement Debt to
Equity Swap.
implemented a debt to equity
swap process based on the
corporate actions listed in
the articles of association as
well as applicable internal
regulations.
conducted an application for
approval from the Board of
Commissioners to obtain the
approval of the GMS so that
capital participation in PT
Merpati Nusantara could be
implemented.
11 Gugatan Perbuatan Telah keluarnya Tidak berpengaruh Perkara telah dimenangkan Tidak ada
Melawan Hukum putusan Pengadilan terhadap Perusahaan, oleh PT Angkasa Pura I None
(PMH) a. Sujan Negeri Wates karena perkara ini (Persero)
dengan Nomor tgl 4 September dimenangkan oleh The case had been won by PT
Register Perkara: 8/ 2018 dengan PT Angkasa Pura I Angkasa Pura I (Persero)
Pdt.G/2018/PN.Wat Nomor Putusan: 8/ (Persero)
Legal Action Against Pdt.G/2018/PN.Wat Did not affect the
Laws (PMH) a. The decision of the Company, because
Sujan with Case Wates District Court this case was won by
Register Number: 8/ had been issued on PT Angkasa Pura I
Pdt.G/2018/PN.Wat September 4, 2018 with (Persero)
Decision Number: 8/
Pdt.G/2018/PN.Wat Nilai Nominal/
Nominal Value:
Rp4.210.000.000,-
12 Gugatan Perbuatan Telah keluarnya Tidak berpengaruh Perkara telah dimenangkan Tidak Ada
Melawan Hukum putusan Pengadilan terhadap Perusahaan, oleh PT Angkasa Pura I None
(PMH) atas Negeri Yogyakarta karena perkara ini (Persero)
Kepemilikan Tanah tanggal 19 Juli 2018 dimenangkan oleh The case has been won by PT
PAG dengan Nomor dengan Nomor PT Angkasa Pura I Angkasa Pura I (Persero)
Register Perkara: 102/ Putusan: 102/ (Persero)
Pdt.G/2017/PN.Yyk Pdt.G/2017/PN.Yyk Did not affect the
Law Against Lawsuit The decision of the Company, because
(PMH) for PAG Land Yogyakarta District this case was won by
Ownership with Case Court dated July 19, PT Angkasa Pura I
Register Number: 102/ 2018 with Decision (Persero)
Pdt.G/2017/PN.Yyk Number: 102/
Pdt.G/2017/PN.Yyk Nilai Nominal/
Nominal Value:
Rp69.050.000.000,-

Pengaruh terhadap
Perseroan dan nilai
No.
claim
13 Gugatan Peninjauan PT Angkasa Pura I Tidak berdampak PT Angkasa Pura I (Persero) Menunggu hasil
Kembali atas adanya (Persero) melakukan terhadap perusahaan telah melakukan konsinyasi validasi dari
Novum dengan Nomor upaya Hukum dikarenakan terkait melalui PN Wates, monitoring BPN Kanwil DIY
Registrasi Perkara: Peninjauan Kembali dengan Konsinyasi hasil Validasi dari BPN Kanwil untuk Jumlah
103/Pdt.P.K/2017/ terhadap Perkara a quo Pengadaan tanah Yogyakarta Pasti nominal
PN.Wat namun di tolak oleh PPBIY telah PT Angkasa Pura I (Persero) yang harus di
Reconsideration Claim Mahkamah Agung d i a n g g a r k a n had consigned through Konsinyasi
for Novum with Case PT Angkasa Pura I sebelumnya the Wates District Court, Waiting for
Registration Number: (Persero) made a It has no impact on monitoring the results of the validation
1 0 3 / Pd t . P. K / 2 0 1 7 / legal effort to review the company because Validation from the BPN results from
PN.Wat the a quo case but it is related to the Yogyakarta Regional Office the BPN DIY
was rejected by the Consignment PPBIY Regional
Supreme Court.. land procurement has Office for the
been budgeted before exact Amount
that must be
consigned
14 Gugatan Perbuatan Dimenangkan oleh Tidak Berpengaruh Perkara telah dimenangkan Tidak Ada
Melawan Hukum PT Angkasa Pura terhadap Perusahaan oleh PT Angkasa Pura I None
dengan Nomor I (Persero) pada No influence on the (Persero)
Registrasi Perkara: 1/ tingkat Banding di company The Case had been won by PT
Pdt.G/2017/PN.BJB Pengadilan Tinggi Angkasa Pura I (Persero)
Lawsuit with Case Provinsi Kalimantan Nilai Nominal/
Registration Number: Selatan dengan Nominal Value:
1/Pdt.G/2017/PN.BJB Putusan Nomor: 02/ Rp587.520.000,-
Pdt.G/2017/PN.BJB
Won by PT Angkasa
Pura I (Persero) at
the level of Appeal in
the South Kalimantan
High Court with
Decision Number: 02/
Pdt.G/2017/PN.BJB
15 Gugatan TUN dengan Telah adanya Putusan Tidak Berpengaruh Perkara telah dimenangkan Tidak Ada
Nomor Register dari Pengadilan Tata terhadap Perusahaan, oleh PT Angkasa Pura I None
Perkara: 9/G/ Usaha Negara dengan dikarenakan Perkara (Persero)
LH/2018/PTUYN. Nomor: 9/G/LH/2018/ dimenangkan oleh The Case had been won by PT
JKT mengenai Izin PTUN.Jkt PT Angkasa Pura I Angkasa Pura I (Persero)
lingkungan Kegiatan There had been a (Persero)
Pembangunan Decision from the Did not Affect the
Bandar Udara Baru State Administrative Company, because
Yogyakarta di desa Court Number: 9/G/ the Case was won by
Palihan, Desa Glagah, LH/2018/PTUN PT Angkasa Pura I
Desa Jangkaran, (Persero)
Desa Sindutan,
Desa Kebonrejo,
Kecamatan Temon
TUN lawsuit with Case
Register Number:
9/G/LH/2018/PTUYN.
JKT concerning
Environmental Permit
for New Yogyakarta
Airport Construction
Activities in Palihan
Village, Glagah Village,
Jangkaran Village,
Sindutan Village,
Kebonrejo Village,
Temon District
PERMASALAHAN HUKUM YANG SEDANG DIHADAPI LEGAL ISSUES FACED BY THE BOARD OF COMMISSIONERS
DEWAN KOMISARIS DAN DIREKSI YANG SEDANG AND THE BOARD OF DIRECTORS WHO WERE IN THE TERM
MENJABAT OF SERVICE
Tidak terdapat permasalahan hukum yang sedang There was no legal problems faced by the Board of
dihadapi Dewan Komisaris dan Direksi PT Angkasa Pura Commissioners and Directors of PT Angkasa Pura I (Persero).
I (Persero).

677
2018 Annual Report
PERMASALAHAN HUKUM YANG SEDANG DIHADAPI LEGAL ISSUES ARE FACED BY SUBSIDIARIES
ENTITAS ANAK
Selama tahun 2018, perkara penting yang dihadapi entitas During 2018, the important cases faced by subsidiaries were
anak sebagai berikut: as follows
Tabel Perkara Penting yang Dihadapi Entitas Anak

Table of Important Cases Faced by Subsidiaries
Status Pengaruh terhadap Sanksi
Pokok Perkara Penyelesaian Perusahaan Upaya Manajemen Administrasi
No.
Main cases Settlement Influence on the Management Efforts Administration
Status Company Saction
1 Perkara Nomor:208K/ Putusan Inkracht 1. Terjadi perubahan 1. Rencana Peninjauan Sanksi denda
Pdt.SUs-KPPU/2018 (Tingkat Kasasi pola kerjasama Kembali atas perkara sebesar
(Dugaan Pelanggaran di Mahkamah pengelolaan terminal No: 208K/Pdt.Sus- Rp6.500.000.000
Pasal 17 UU No 5 Agung) kargo antara KPPU.2018 Penalty of a fine of
tahun 1999 terkait Inkracht Verdict PT Angkasa Pura I 2. Penelusuran Novum RP6,500,000,000
Praktik Monopoli Jasa (Cassation Level (Persero) dengan untuk Pengajuan PK
Pengelolaan Terminal at the Supreme PT Angkasa Pura 1. Plans for a Review of
Kargo di Bandar Udara Court) Logistik. Case No.: 208K/Pdt.
Sultan Hasanuddin 2. Penurunan Revenue Sus-KPPU.2018
Makassar perusahaan dari 2. Novum Search
Case Number: 208K/ kegiatan yang for Submission of
Pd t.S U s - K P P U / 2 0 1 8 berlangsung di Cassation Court
(Alleged Violation of terminal kargo,
Article 17 of Law No. berdampak pada
5 of 1999 concerning capaian RKAP.
Monopolistic Practices 3. Di beberapa
in the Management lokasi bandara,
of Cargo Terminals at PT Angkasa Pura
Sultan Hasanuddin Logistik merupakan
Airport, Makassar operator tunggal
yang berkegiatan
di terminal kargo,
sehingga jika tidak
di sosialisasikan
dengan cermat,
situasi ini cenderung
membuka peluang
dugaan pelanggaran
pasal 17 UU no 5
tahun 1999 meskipun
belum terbukti.
1. A change in the
pattern of cooperation
in the management
of cargo terminals
between PT Angkasa
Pura I (Persero) and
PT Angkasa Pura
Logistik.
2. D e c r e a s i n g
corporate revenue
from activities that
took place at the
cargo terminal, had
an impact on the
achievement of the
RKAP.
3. In some airport
locations, PT Angkasa
Pura Logistik was the
sole operator that
operated in the cargo
terminal, so that if
it was not carefully
disseminated, this
situation tended to
open up opportunities
for alleged violations
of Article 17 of Law
No. 5 of 1999 even
though it had not
been proven.

Status Pengaruh terhadap Sanksi

Pokok Perkara Penyelesaian Perusahaan Upaya Manajemen Administrasi
No.
Main cases Settlement Influence on the Management Efforts Administration
Status Company Saction
2 Penyelidikan KPPU Menunggu hasil Tertundanya implementasi 1. P e n y a m p a i a n Hasil penyelidikan

Nomor:4/DH/KPPU. akhir pemeriksaan rencana kegiatan Jasa kepada KPPU uraian dimuat dalam
LID.L/II/2017 (dugaan penyelidikan dari Terkait PT APL di terminal perbedaan tugas laporan dugaan
pelanggaran Praktik investigator KPPU kargo LOP, sebelum pokok dan lingkup pelanggaran
monopoli jasa terminal Waiting for the tercapai status hukum final tanggung jawab antara guna dilakukan
kargo di Bandar Udara final results of Delaying the implementati- Badan Usaha Bandar pemeriksaan
internasional lombok examination of on of the plan for service Udara (BUBU) yang sidang KPPU
KPPU's investigation investigations from activities related to PT APL m e ny e l e n g g a ra ka n The results of the
Number: 4/DH/ KPPU investigators in the LOP cargo terminal, J a s a investigation were
K P P U . L I D. L / I I / 2 0 1 7 before final legal status was Kebandarudaraan contained in a
(alleged violation of the reached dan perusahaan report of alleged
monopoly practice of sebagai Badan Hukum violations for
cargo terminal services Indonesia yang examination of
at Lombok international m e ny e l e n g g a ra ka n KPPU's hearings
airport jasa terkait
kebandarudaraan
2. PT APL mencari
dukungan konkret
dari pihak manajemen
Bandar Udara
Internasional Lombok
untuk memungkinkan
kegiatan operasi yang
sah dan berkelanjutan
tanpa terkendala
1. Submitting to the KPPU
a description of the
differences in the main
duties and scope of
responsibility between
the Airport Business
Entity that organized
Airport Services
and companies as
Indonesian Legal
Entities that provided
airport services
2. PT APL sought
concrete support from
the management of
Airport to enable
legitimate and
sustainable operations
without constraints
SANKSI ADMINISTRASI YANG DIKENAKAN KEPADA ADMINISTRATIVE SANCTIONS AS SUBJECTS

PERUSAHAAN, ANGGOTA DEWAN KOMISARIS DAN TO COMPANIES, MEMBERS OF THE BOARD OF
DIREKSI OLEH OJK ATAU LAINNYA COMMISSIONERS AND DIRECTORS BY FINANCIAL
No Nomor Surat OJK Penyebab Adanya Sanksi Administratif

OJK Letter Number Causes of Administrative Sanctions
1 S-382/PM.112/2018 Keterlambatan Pengumuman Informasi Perubahan Dewan Komisaris PT Angkasa Pura I (Persero)
Delay in Announcement of Information on Changes in the Board of Commissioners of PT Angkasa Pura
I (Persero)
2 S-384/PM.112/2018 Keterlambatan Pengumuman Informasi Perubahan Dewan Komisaris PT Angkasa Pura I (Persero)
Delay in Announcement of Information on Changes in the Board of Commissioners of PT Angkasa Pura
I (Persero)

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PEMBERIAN DANA KEGIATAN SOSIAL SERVICES AUTHORITY OR OTHER GRANTING

DAN/ATAU POLITIK OF SOCIAL AND/OR POLITICAL ACTIVITIES
FUNDS
Penjelasan rinci terkait pemberian dana kegiatan sosial telah A detailed description of the provision of funds for social
disajikan dalam Bab Tanggung Jawab Sosial Perusahaan activities had been presented in the Corporate Social
pada Laporan Tahunan ini. Perseroan tidak melakukan Responsibility Chapter of this Annual Report. The Company
pemberian dana yang ditujukan untuk kegiatan politik. did not provide funds intended for political activities.
AKSES INFORMASI DAN DATA ACCESS OF INFORMATION AND COMPANY’S

PERUSAHAAN DATA
PT Angkasa Pura I (Persero) telah menyediakan informasi PT Angkasa Pura I (Persero) has provided information to the
kepada stakeholders yang memungkinkan stakeholders stakeholders for them to use their rights. The dissemination
menggunakan haknya. Penyebaran informasi Perseroan of the Company’s Information is carried out, for instance, by
antara lain dilakukan melalui media sebagai berikut. using the media as mentioned below.
MEDIA ELEKTRONIK ELECTRONIC MEDIA

Media elektronik, seperti website Perseroan (www.ap1. Electronic media, such as the Company's website (www.
co.id) yang disajikan dalam bahasa Indonesia dan bahasa ap1.co.id) which are presented in Indonesian and English,
Inggris, untuk menyampaikan informasi yang relevan, for deliver relevant information, including Financial
termasuk Laporan Keuangan dan Laporan Tahunan. Statements and Annual Reports. The site has also provided
Dalam situs tersebut juga telah disediakan berbagai various reports and other publications that can easily be
laporan dan publikasi lainnya yang dengan mudah dapat downloaded by stakeholders. The information presented
diunduh oleh stakeholders. Informasi-informasi yang on the website was constantly updated regularly. The
disajikan dalam website senantiasa diperbaharui secara company also provided information to stakeholders through
berkala. Perseroan juga memberikan infomasi kepada Instagram @ap_airports (www.instagram.com/ap_airports),
stakeholders melalui Instagram @ap_airports (www. Facebook Angkasa Pura Airports (www.facebook.com/
instagram.com/ap_airports), Facebook Angkasa Pura angkasapura.airports), Twitter @AP_airports (www.twitter.
Airports (www.facebook.com/angkasapura.airports), com/ap_airports), and via Youtube Angkasa Pura Airports
Twitter @AP_airports (www.twitter.com/ap_airports), dan (www.youtube.com/angkasapuraairports).
melalui Youtube Angkasa Pura Airports (www.youtube.
com/angkasapuraairports).
Secara umum jumlah followers media sosial Perseroan In general, the number of followers of the Company's
mengalami peningkatan setiap bulannya. Pada bulan social media increased every month. In December 2018
Desember 2018 jumlah followers Instagram mencapai the number of Instagram followers reached 48,641 with
48.641 dengan rata-rata kenaikan 11% setiap bulan, an average increase of 11% each month; the number of
jumlah fans Facebook mencapai 34.183 dengan rata- Facebook fans reached 34,183 with an average increase of
rata kenaikan 8% setiap bulan, jumlah followers Twitter 8% every month; the number of Twitter followers reached
mencapai 20.446 dengan rata-rata kenaikan 2% setiap 20,446 with an average increase of 2% every month; and
bulan, dan jumlah subscriber Youtube mencapai 1.149.
Tabel Engagement Rate Social Bakers

Tabel Engagement Rate Social Bakers
Standard Engagement Rate by Socialbakers
Number of Fans Avg Engagement Rate

1 - 9,999 0.65%
10,000 - 99,999 0.34%
100,000 - 499,999 0.19%
500,000 - 999,999 0.13%
1,000,000 + 0.11%

Average Post Engagement Rate by Industry
0.58 %
0.48 %
0.39 %
0.36 %
0.33 %
0.30 %
0.26 %
0.24 %
0.23 %
Automotive Alcohol Airlines Fashion FMCG Finance Retail Electronics Telecom
Akun Instagram, Facebook, dan Twitter Perseroan juga the number of Youtube subscribers reached 1,149.
memiliki engagement rate di atas rata-rata industri The Company's Instagram, Facebook and Twitter accounts
penerbangan. Akun Instagram Perseroan memiliki also had engagement rates above the aviation industry
engagement rate 3,8%, Facebook 3,1%, dan Twitter 3,1%. average. The Company's Instagram account had an
Rata-rata engagement rate untuk akun brand industri engagement rate of 3.8%, Facebook 3.1%, and Twitter 3.1%.
penerbangan adalah 0,39%, dan untuk akun dengan The average engagement rate for aviation industry brand
jumlah followers 10.000 sampai dengan 99.999 adalah accounts was 0.39%, and for accounts with 10,000 to 99,999
0,34%. followers was 0.34%.
Tabel Performance Instagram PT Angkasa Pura I (Persero)

Instagram Performance Table of PT Angkasa Pura I (Persero)
Jumlah
Total Followers 48.641
Followers Growth 33.022
Total Post 370
Total Reach 4.113.130
Total Impression 8.353.338
Total Engagement 315.591
Total Like 303.025
Total Comment 12.566
Engagement Rate 3,8 %
Di tahun 2018, jumlah followers Instagram Perseroan In 2018, the number of the Company's Instagram followers
mengalami meningkatan sebanyak 33.022 pengguna. increased by 33,022 users. With a total of 370 posts, the
Dengan jumlah post sebanyak 370 buah, Perseroan berhasil Company succeeded in reaching 4,113,130 users and was
menggapai 4.113.130 pengguna dan dilihat sebanyak seen as many as 8,353,338 times. In addition, Instagram
8.353.338 kali. Selain itu, Instagram Perseroan mendapatkan Company received 303,025 likes and 12,566 comments so
303.025 like dan 12.566 comment sehingga total engagement that total engagement reached 315,591, with an engagement
mencapai 315.591, dengan engagement rate sebesar 3,8%. rate of 3.8%.

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2018 Annual Report
Tabel Performance Facebook PT Angkasa Pura I (Persero)

PT Angkasa Pura I (Persero) Facebook Performance Table
Jumlah
Total Fans 34.183
Fans Growth 19.909
Total Like 20.643
Total Post 418
Total Reach 3.164.781
Engagement Rate 3,1%
Di tahun 2018, jumlah fans Facebook Perseroan In 2018, the number of Facebook Facebook fans increased
mengalami peningkatan sebanyak 19.909 pengguna. by 19,909 users. With a total of 418 posts, the Company
Dengan jumlah post sebanyak 418, Perseroan berhasil succeeded in reaching 3,164,781 users and was seen as many
menggapai 3.164.781 pengguna dan dilihat sebanyak as 3,860,587 times. The company managed to get 20,643
3.860.587 kali. Perseroan berhasil mendapatkan like likes and total engagement of 120,082, with an engagement
sejumlah 20.643 dan total engagement sebanyak 120.082, rate of 3.1%.
dengan engagement rate sebesar 3,1%.
Tabel Performance Twitter PT Angkasa Pura I (Persero)

PT Angkasa Pura I (Persero) Twitter Performance Table
TWITTER Jumlah
Total Followers 20.446
Followers Growth 3.183
Total Post 1.254
Engagement Rate 3,1%
Di tahun 2018, jumlah followers Twitter Perseroan In 2018, the number of the Company's Twitter followers
mengalami peningkatan sebanyak 3.183 pengguna. increased by 3,183 users. With 1,254 tweets as many as
Dengan jumlah post sebanyak 1.254 tweet yang dilihat 1,751,375 views, the Company managed to get 54,634 total
sebanyak 1.751.375 kali, Perseroan berhasil mendapatkan engagement and 3.1% engagement rate.
total engagement sebanyak 54.634 dan engagement rate
sebesar 3,1%.
Tabel Performance Youtube PT Angkasa Pura I (Persero)

PT Angkasa Pura I (Persero) Youtube Performance Table
Jumlah
Subscribers 1.149
Subscribers Gained 1.295
Subscribers Lost 146
Watch Time 319.893 minutes
Average View Duration 1 minutes 39 seconds
Views 192.236
Likes 1.497
Dislikes 63
Comments 159
Shares 1.685
Total Video 73

Di tahun 2018, jumlah subscribers Youtube Perseroan In 2018, the Company's YouTube subscribers reached 1,149
mencapai 1.149 pengguna. Jumlah watch time mencapai users. The number of watch times reached 319,893 minutes
319.893 menit dengan rata-rata durasi 1 menit 39 detik with an average duration of 1 minute 39 seconds and the
dan jumlah view sebanyak 192.236 kali. Dengan total 73 number of views was 192,236 times. With a total of 73 videos,
video, Perseroan berhasil mendapatkan 1.497 like dan 159 the Company managed to get 1,497 likes and 159 comments,
comment, serta share sebanyak 1.685 kali. and 1,685 shares.
Untuk mencapai target audiens, Perseroan membuat To reach the target audience, the Company created pillar
content pillar dengan rincian sebagai berikut: content with the following details:
1. Airport Insights, yaitu konten mengenai edukasi 1. Airport Insights, which covered the content regarding
kebandarudaraan; airport education;
2. News, yaitu konten informasi seputar Perseroan 2. News, namely information content about the Company
(penghargaan, rekrutmen, event, dan lain-lain); (awards, recruitment, events, etc.);
3. Tourism, yaitu konten mengenai informasi pariwisata 3. Tourism, namely content regarding tourism information
di wilayah sekitar 13 bandara yang dikelola oleh in an area of around 13 airports managed by the
Perseroan; Company;
4. Airport Tips, yaitu tips untuk pengguna jasa bandara; 4. Airport Tips, namely tips for airport service users;
5. Gimmick, yaitu kuis singkat untuk meningkatkan 5. Gimmick, which was a short quiz to increase engagement
engagement di media sosial; on social media;
6. User Generated Content, yaitu repost konten yang 6. User Generated Content, which reposted the content
dibuat oleh audiens. created by the audience.
KETERANGAN: INFORMATION:
• Total Followers: Jumlah followers • Total Followers: Number of followers
• Followers Growth: Jumlah penambahan followers • Followers Growth: Amount of additional followers
• Total Post: jumlah post yang di-upload • Total Post: number of posts uploaded
• Total Reach: jumlah pengguna yang terpapar posting • Total Reach: number of users exposed to posts
• Total Impression: jumlah berapa kali posting dilihat • Total Impression: the number of times a post was seen
oleh pengguna by a user
• Total Engagement: jumlah interaksi (like dan comment) • Total Engagement: the number of interactions (likes and
yang dilakukan pengguna comments) that the user makes
• Engagement Rate: presentasi followers yang • Engagement Rate: the percentage of followers who
berinteraksi dengan posting interact with posts
• Total Like: jumlah like yang diberikan pengguna • Total Like: the number of likes given by the user
• Total Comment: jumlah comment yang diberikan • Total Comment: number of comments given by the user
pengguna

Handy Heryudhitiawan Handy Heryudhitiawan
Kota Baru Bandar Kemayoran Kota Baru Bandar Kemayoran
Blok B12 Kavling Nomor 2 Blok B12 Kavling Nomor 2
Jakarta, 10610 Jakarta, 10610
Telp (62-21) 654 1961 Telp (62-21) 654 1961
Fax (62-21) 654 1513/14 Fax (62-21) 654 1513/14
Email humas@ap1.co.id Email humas@ap1.co.id
Website www.ap1.co.id Website www.ap1.co.id
Twitter @ap_airports Twitter @ap_airports
Instagram @ap_airports Instagram @ap_airports
Facebook PT Angkasa Pura I (Persero) Facebook PT Angkasa Pura I (Persero)
Youtube PT Angkasa Pura I (Persero) Youtube PT Angkasa Pura I (Persero)

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2018 Annual Report
SIARAN PERS PRESS CONFERENCE

Siaran pers yang telah dilakukan PT Angkasa Pura I The press release that had been carried out by PT Angkasa
(Persero) selama tahun 2018, adalah sebagai berikut. Pura I (Persero) during 2018 could be explained as follows.
Nomor Siaran Pers

Tanggal Judul
No Number of Press
Date Title
Conference
JANUARI/JANUARY
1 1/SP.H/I/2018 08 Januari 2018 Angkasa Pura I Harapkan Kerjasama Warga Untuk Wujudkan Cita-Cita Bersama
January 8, 2018 Angkasa Pura I Expected Citizen Collaboration to Realize Joint Ideas
2 2/SP.H/I/2018 09 Januari 2018 Angkasa Pura I Layani 6 Juta Penumpang Selama Natal dan Tahun Baru 2018
January 9, 2018 Angkasa Pura I Served 6 Million Passengers During Christmas and New Year 2018
3 3/SP.H/I/2018 12 Januari 2018 Angkasa Pura I Layani 89,7 Juta Penumpang Sepanjang Tahun 2017
January 12, 2018 Angkasa Pura I Served 89.7 Million Passengers Throughout 2017
4 4/SP.H/I/2018 17 Januari 2018 Kementerian BUMN Angkat Harry Z. Soeratin sebagai Komisaris PT Angkasa
January 17, 2018 Pura I (Persero)
The Ministry of State-Owned Enterprise appointed Harry Z. Soeratin as
Commissioner of PT Angkasa Pura I (Persero)
5 5/SP.H/I/2018 21 Januari 2018 Upaya Pelarian Dua Orang Terduga Pelaku Pencurian di Ambon Berhasil
January 21, 2018 Digagalkan Personel Aviation Security Bandar Udara Pattimura
Runaway Efforts of Two Suspected People in Ambon Successfully Thwarted
Pattimura Airport Aviation Security Personnel
6 6/SP.H/I/2018 23 Januari 2018 Utamakan Kepuasan Pelanggan, Angkasa Pura I Lakukan Survei Kepuasan
January 23, 2018 Pelanggan di 13 Bandara
Prioritizing Customer Satisfaction, Angkasa Pura I Performed Customer Satisfaction
Survey at 13 Airports
FEBRUARI/FEBRUARY
7 7/SP.H/II/2018 02 Februari 2018 Laba Bersih Angkasa Pura I Tumbuh 23% di 2017
February 2, 2018 Angkasa Pura I Net Profit Grew 23% in 2017
8 8/SP.H/II/2018 03 Februari 2018 Avsec Bandar Udara I Gusti Ngurah Rai Gagalkan Penyelundupan 15,998 Ribu
February 3, 2018 Benih Lobster
Avsec I Gusti Ngurah Rai Airport Thwarted Smuggling of 15,998 Thousand Lobster
Seeds
9 9/SP.H/II/2018 05 Februari 2018 Tingkatkan Pelayanan, Angkasa Pura I Hadirkan Seragam Baru untuk Petugas
February 5, 2018 Avsec
Improve Services, Angkasa Pura I Presented New Uniforms for Avsec Officers
10 10/SP.H/II/2018 05 Februari 2018 Angkasa Pura I Hadirkan Pusat Layanan Informasi bagi Warga Terdampak
February 5, 2018 Pembangunan Bandar Udara Baru Yogyakarta
Angkasa Pura I Presented Information Service Center for Affected Residents of
Yogyakarta's New Airport Development
11 11/SP.H/II/2018 07 Februari 2018 Percepat Pembangunan dan Pengembangan Bandara, Angkasa Pura I
February 7, 2018 Tandatangani Nota Kesepahaman dengan Kejaksaan Agung RI
Speeding Up Development and Airport Development, Angkasa Pura I Signed
Memorandum of Understanding with the Indonesian Attorney General's Office
12 12/SP.H/II/2018 11 Februari 2018 Topping Off, Terminal Baru Bandar Udara Ahmad Yani Semarang Mulai Beroperasi
February 11, 2018 Mei 2018
Topping Off, New Terminal for Ahmad Yani Airport in Semarang Started Operation
in May 2018
13 13/SP.H/II/2018 21 Februari 2018 Angkasa Pura I Inisiasi Sinergi antara Airports dan Airlines
February 21, 2018 Angkasa Pura I Synergy Initiation between Airports and Airlines
14 14/SP.H/II/2018 26 Februari 2018 Tingkatkan Level of Service, Angkasa Pura I Tandatangani MoU dengan Empat
February 26, 2018 Mitra
Increase Level of Service, Angkasa Pura I Signed MoU with Four Partners
15 15/SP.H/II/2018 27 Februari 2018 Angkasa Pura I Dorong Pemangku Kepentingan Sektor Pariwisata Solo Raya
February 27, 2018 Lakukan Pengembangan Berkelanjutan
Angkasa Pura I Encouraged Solo Raya Tourism Sector Stakeholders to Carry Out
Sustainable Development
16 16/SP.H/II/2018 28 Februari 2018 Bandar Udara Ahmad Yani Semarang Raih Sertifikat Sistem Manajemen
February 28, 2018 Keselamatan dan Kesehatan Kerja (SMK3) dari Kementerian Tenaga Kerja
Ahmad Yani Airport Semarang Received an Occupational Safety and Health
Management System Certificate from the Ministry of Manpower
MARET/MARCH
17 17/SP.H/III/2018 02 Maret 2018 Tingkatkan Efektivitas Operasional dan Layanan, Angkasa Pura I Luncurkan
March 2, 2018 Airport Operation Control Center (AOCC) Pertama di Indonesia
Improving Operational and Service Effectiveness, Angkasa Pura I Launched the
First Airport Operation Control Center (AOCC) in Indonesia

Nomor Siaran Pers

Tanggal Judul
No Number of Press
Date Title
Conference
18 18/SP.H/III/2018 05 Maret 2018 Kementerian BUMN Angkat Lukman F. Laisa sebagai Direktur Teknik Angkasa
March 05, 2018 Pura I
The Ministry of State-Owned Enterprises Appointed Lukman F. Laisa as Technical
Director for Angkasa Pura I
19 19/SP.H/III/2018 07 Maret 2018 Tiga Bandara Angkasa Pura I Raih Penghargaan Prestisius Dunia ASQ Awards
March 7, 2018 2017
Three Angkasa Pura I Airports Received the 2017 Prestigious ASQ Awards
20 20/SP.H/III/2018 12 Maret 2018 Dukung 10 Juta Wisatawan di Kalimantan Timur, Angkasa Pura I Selenggarakan
March 12, 2018 Collaborative Destination Development
Support 10 Million Tourists in East Kalimantan, Angkasa Pura I Held Collaborative
Destination Development
21 21/SP.H/III/2018 15 Maret 2018 Bandar Udara I Gusti Ngurah Rai Bali Hentikan Operasional Penerbangan
March 15, 2018 Selama Nyepi
I Gusti Ngurah Rai Bali Airport Stopped Flight Operations During Nyepi
22 22/SP.H/III/2018 17 Maret 2018 Angkasa Pura I Siap Dukung Kesuksesan Pertemuan Tahunan IMF dan Bank
March 17, 2018 Dunia 2018 di Bali
Angkasa Pura I was Ready to Support the Success of the 2018 IMF and World Bank
Annual Meetings in Bali
23 23/SP.H/III/2018 24 Maret 2018 Angkasa Pura I Dukung Kampanye Earth Hour Serentak di 13 Bandara
March 24, 2018 Angkasa Pura I Supported the Earth Hour Campaign Simultaneously in 13 Airports
24 24/SP.H/III/2018 28 Maret 2018 Angkasa Pura I Raih Penghargaan Indonesia Employee Engagement Index 2017
March 28, 2018 Angkasa Pura I Won Indonesia Employee Engagement Index 2017 Award
25 25/SP.H/III/2018 30 Maret 2018 Peserta Sayembara Desain Area Publik Bandar Udara Adi Soemarmo Surakarta
March 30, 2018 Tampilkan Karya yang Luar Biasa
Participants in the Adi Soemarmo Surakarta Airport Public Area Design Competition
Showed Extraordinary Works
APRIL/APRIL
26 26/SP.H/IV/2018 05 April 2018 Perkuat Kolaborasi antar Stakeholder Pariwisata Lombok Sumbawa, Angkasa
April 5, 2018 Pura I Selenggarakan Collaborative Destination Development
Strengthen Collaboration between Lombok Sumbawa Tourism Stakeholders,
Angkasa Pura I Held Collaborative Destination Development
27 2 7 / S P. H . B e r s - 06 April 2018 Dukung Peningkatan Destinasi Unggulan Lombok-Sumbawa, Batik Air dan Angkasa
LionGgroup/IV/2018 April 6, 2018 Pura I Resmikan Batik Premium Gate di Bandar Udara Internasional Lombok
Supporting the Enhancement of the Lombok-Sumbawa, Batik Air and Angkasa Pura
I Superior Destinations Inaugurated Batik Premium Gate at Lombok International
Airport
28 28/SP.H/IV/2018 11 April 2018 Tingkatkan Potensi Pariwisata di Biak, Angkasa Pura I Selenggarakan CDD
April 11, 2018 dengan Tema “The Ethnic Cultural Tourism Destinations”
Increasing Tourism Potential in Biak, Angkasa Pura I Held CDD with "The Ethnic
Cultural Tourism Destinations" Theme
29 29/SP.H/IV/2018 17 April 2018 Triwulan I 2018, Trafik Penumpang Angkasa Pura I Tumbuh 10%
April 17, 2018 First Quarter 2018, Angkasa Pura I Passenger Traffic Grew10%
30 30/SP.H/IV/2018 20 April 2018 Angkasa Pura I Gelar Lomba Fotografi Berhadiah Total Rp80 Juta
April 20, 2018 Angkasa Pura I Held Prize in Photography Prizes totaling Rp80 Million
31 31/SP.H/IV/2018 23 April 2018 Angkasa Pura I Selenggarakan FGD Collaborative Destination Development:
April 23, 2018 “Collaborative Tourism Attraction in Moluccas”
Angkasa Pura I Held Collaborative Destination Development FGD: "Collaborative
Tourism Attraction in Moluccas"
32 32/SP.H/IV/2018 23 April 2018 Angkasa Pura I Buka Pendaftaran Mudik Bareng BUMN 2018
April 23, 2018 Angkasa Pura I Opened the Registration of 2018 State-Owned Enterprise Joint
Mudik (Homecoming Events)
33 33/SP.H/V/2018 30 April 2018 Angkasa Pura I Terima Penghargaan Apresiasi Program Kemitraan dan Bina
April 30, 2018 Lingkungan Indonesia 2018
Angkasa Pura I Received 2018 Indonesian Partnership and Community Development
Program Appreciation Award
MEI/MAY
34 34/SP.H/V/2018 02 Mei 2018 Persiapkan Generasi Milenial Era Digital di Industri Bandar Udara, Angkasa Pura I
May 2, 2018 Gelar Asia Pacific Regional Airport (APRA) Human Capital Forum 2018
Prepare the Millennial Generation of the Digital Era in the Airport Industry, Angkasa
Pura I Held the Asia Pacific Regional Airport (APRA) Human Capital Forum 2018
35 35/SP.H/V/2018 03 Mei 2018 Angkasa Pura I Raih 3 Penghargaan dalam BUMN Marketeers Awards 2018
May 3, 2018 Angkasa Pura I Won 3 Awards in STATE-OWNED ENTERPRISE Marketeers Awards
2018
36 36/SP.H/V/2018 03 Mei 2018 Komisi VI DPR RI Apresiasi Upaya Angkasa Pura I Lakukan Percepatan
May 3, 2018 Pembangunan Bandar Udara Kulonprogo
Indonesian House of Representatives Commission VI Appreciates Angkasa Pura I's
Efforts to Speed Up Kulonprogo Airport Development

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2018 Annual Report
Nomor Siaran Pers

Tanggal Judul
No Number of Press
Date Title
Conference
37 37/SP.H/V/2018 07 Mei 2018 Angkasa Pura I Raih Penghargaan “The Most Excellent Airport in Safety and
May 7, 2018 Services”
Angkasa Pura I Received "The Most Excellent Airport in Safety and Services" Award
38 38/SP.H/V/2018 11 Mei 2018 Bandar Udara Adisutjipto Yogyakarta Ditutup Sementara
May 11, 2018 Yogyakarta Adisutjipto Airport Closed Temporarily
39 39/SP.H/V/2018 14 Mei 2018 Tingkatkan Potensi Pariwisata Jawa Timur, Angkasa Pura I Selenggarakan FGD
May 14, 2018 Collaborative Destination Development
Increase East Java Tourism Potential, Angkasa Pura I Held Collaborative Destination
Development FGD
40 40/SP.H/V/2018 14 Mei 2018 Angkasa Pura I Tingkatkan Upaya Keamanan Bandara-Bandara Kelolaan Pasca-
May 14, 2018 Ledakan Bom Surabaya
Angkasa Pura I Increased Efforts to Safeguard Airports under Management after
the Surabaya Bomb Blast
41 41/SP.H/V/2018 16 Mei 2018 Angkasa Pura I Dukung Kegiatan Pasar Murah Perhubungan 2018 di Semarang
May 16, 2018 Angkasa Pura I Supported Cheap Transportation Market 2018 Activities in Semarang
42 42/SP.H/V/2018 16 Mei 2018 Triwulan I 2018, Angkasa Pura I Catat Pendapatan Rp1,85 Triliun
May 16, 2018 First Quarter 2018, Angkasa Pura I Recorded Revenue of Rp1.85 Trillion
43 43/SP.H/V/2018 16 Mei 2018 April 2018, Bandar Udara Juanda Surabaya Kalahkan Bandar Udara Changi
May 16, 2018 Terkait Ketepatan Waktu
April 2018, Juanda Airport Surabaya Defeated Changi Airport Regarding Timeliness
44 44/SP.H/V/2018 22 Mei 2018 Angkasa Pura I Selenggarakan Kampanye Ramadhan Bandara Nyaman Mudik
May 22, 2018 Aman 2018
Angkasa Pura I Held a 2018 Safe Mudik (Homecoming Events) Comfortable Airport
Campaign
45 45/SP.H/V/2018 24 Mei 2018 Kaji Rencana Pengelolaan Bandar Udara APT Pranoto Samarinda, Angkasa Pura
May 24, 2018 I Tandatangani Nota Kesepahaman dengan Pemprov Kalimantan Timur
Review the Management Plan for Samarinda APT Pranoto Airport, Angkasa Pura
I Signed the Memorandum of Understanding with the East Kalimantan Provincial
Government
JUNI/JUNE
46 46/SP.H/VI/2018 01 Juni 2018 Penutupan Bandar Udara Internasional Ahmad Yani Semarang dan Bandar
June 1, 2018 Udara Internasional Adi Soemarmo Solo akibat Dampak Erupsi Gunung Merapi
Jawa Tengah
The closure of Semarang Ahmad Yani International Airport and Adi Soemarmo Solo
International Airport due to the Impact of the Eruption of Mount Merapi in Central
Java
47 46-1/SP.H/VI/2018 01 Juni 2018 Informasi Terkini Terkait Operasional Bandar Udara Internasional Adi Soemarmo
June 1, 2018 Solo dan Bandar Udara Internasional Ahmad Yani Semarang
Latest Information Related to Operations of Adi Soemarmo Solo International
Airport and Ahmad Yani International Airport Semarang
48 46-2/SP.H/VI/2018 01 Juni 2018 Bandar Udara Internasional Ahmad Yani Semarang Telah Dibuka dan Beroperasi
June 1, 2018 Normal
Semarang Ahmad Yani International Airport Opened and Had Normal Operation
49 47/SP.H/VI/2018 05 Juni 2018 Dioperasikan 6 Juni, Bandar Udara Ahmad Yani Semarang Lakukan Operasi Boyong
June 5, 2018 Operated June 6, Semarang Ahmad Yani Airport Performed Boyong Operation
50 48/SP.H/VI/2018 06 Juni 2018 Terminal Baru Bandar Udara Internasional Ahmad Yani Semarang Beroperasi Hari Ini
June 6, 2018 The New Terminal of Ahmad Yani International Airport in Semarang Operated in
that day
51 49/SP.H/VI/2018 07 Juni 2018 Presiden RI Resmikan Terminal Baru Bandar Udara Internasional Ahmad Yani
June 7, 2018 Semarang
The President of the Republic of Indonesia Inaugurated the New Terminal of Ahmad
Yani International Airport Semarang
52 50/SP.H/VI/2018 10 Juni 2018 Mei 2018, Bandar Udara Juanda Surabaya Tetap yang Pertama dalam Hal
June 10, 2018 Ketepatan Waktu
May 2018, Surabaya Juanda Airport remained the first in terms of timeliness
53 51/SP.H/VI/2018 11 Juni 2018 Angkasa Pura I Lepas 2000 Pemudik pada Program Mudik Bareng BUMN 2018
June 11, 2018 Angkasa Pura I Released 2000 Homecomers on the 2018 State-Owned Enterprise
Together Homecoming Program
54 52/SP.H/VI/2018 14 Juni 2018 H-8 Hingga H-2 Lebaran 2018, Trafik Penumpang Bandara Angkasa Pura I
June 14, 2018 Tumbuh 10%
H-8 Until H-2 Lebaran 2018, Passenger Traffic of Angkasa Pura I Airport Grew 10%
55 53/SP.H/VI/2018 16 Juni 2018 H-8 Hingga H1 Lebaran 2018, Trafik Penumpang Bandara Angkasa Pura I
June 16, 2018 Tumbuh 8,2%
H-8 Until H1 Lebaran 2018, Passenger Traffic of Angkasa Pura I Airport Grew 8.2%
56 54/SP.H/VI/2018 17 Juni 2018 PT Angkasa Pura I (Persero) Himbau Masyarakat Untuk Tidak Melepaskan Balon
June 17, 2018 Udara di Sekitar Kawasan Bandara
PT Angkasa Pura I (Persero) Urged the Community to Not Release Air Balloons
Around the Airport Area

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57 55/SP.H/VI/2018 17 Juni 2018 H-8 Hingga H2 Lebaran 2018, Trafik Penumpang Bandara Angkasa Pura I
June 17, 2018 Tumbuh 8%
H-8 Until H2 Lebaran 2018, Passenger Traffic of Angkasa Pura I Airport Grew 8%
58 56/SP.H/VI/2018 18 Juni 2018 H-8 Hingga H+1 Lebaran 2018, Trafik Penumpang Bandara Angkasa Pura I
June 18, 2018 Tumbuh 8,4%
H-8 Until H + 1 Lebaran 2018, Passenger Traffic of Angkasa Pura I Airport Grew 8.4%
59 57/SP.H/VI/2018 28 Juni 2018 Bandar Udara Internasional I Gusti Ngurah Rai Bali Masih Beroperasi Normal
June 28, 2018 Bali's I Gusti Ngurah Rai International Airport was Still Normal Operation
60 58/SP.H/VI/2018 29 Juni 2018 Penutupan Bandar Udara Internasional I Gusti Ngurah Rai, Bali sebagai dampak
June 29, 2018 sebaran debu vulkanik Gunung Agung
Closing of I Gusti Ngurah Rai International Airport, Bali as the impact of the spread
of volcanic ash from Mount Agung
61 58-2/SP.H/VI/2018 29 Juni 2018 Bandar Udara Internasional I Gusti Ngurah Rai Bali Kembali Beroperasi Normal
June 29, 2018 Bali's I Gusti Ngurah Rai International Airport Returned to Normal Operation
JULI/JULY
62 58-3/SP.H/VII/2018 03 Juli 2018 Bandar Udara Internasional I Gusti Ngurah Rai Bali Masih Beroperasi Normal
July 3, 2018 Bali's I Gusti Ngurah Rai International Airport was Still in Normal Operation
63 59 /S P. H B e r s - G M F/ 13 Juli 2018 Sinergi Usaha, Angkasa Pura I dan GMF Tanda Tangani Kerjasama Line
VII/2018 July 13, 2018 Maintenance
Business Synergy, Angkasa Pura I and GMF Signed Cooperation in Line Maintenance
64 60/SP.H/VII/2018 17 Juli 2018 Angkasa Pura I Upayakan Buka Peluang Kemitraan Provider Taksi Melalui lelang
July 17, 2018 Terbuka di Bandar Udara Ahmad Yani Semarang
Angkasa Pura I Strived to Open Opportunities for Taxi Provider Partnerships
through Open Auctions at Ahmad Yani Airport, Semarang
65 61/SP.H/VII/2018 17 Juli 2018 Komunitas Ekonomi Jogja Istimewa & Masyarakat Peduli Bandara Deklarasi
July 17, 2018 Dukungan Percepatan Pembangunan NYIA
Special Jogja Economic Community Caring for the Airport Declaration of Support
for the Acceleration of Development of the NYIA
66 62/SP.H/VII/2018 19 Juli 2018 Kementerian BUMN Umumkan Perubahan Susunan Dewan Komisaris Angkasa
July 19, 2018 Pura I
The Ministry of State-Owned Enterprise Announced Changes in the Arrangement of
the Board of Commissioners of Angkasa Pura I
67 63/SP.H/VII/2018 20 Juli 2018 Semester I 2018, Laba Angkasa Pura I Tumbuh 18%
July 20, 2018 Semester I 2018, Angkasa Pura I Profit Grew 18%
68 64/SP.H/VII/2018 20 Juli 2018 Pengosongan Lahan Tuntas, Tahapan Konstruksi Bandar Udara Internasional
July 20, 2018 Yogyakarta Dimulai
Completion of Completed Land, Stages of Construction of Yogyakarta International
Airport Begins
69 65/SP.H/VII/2018 21 Juli 2018 Angkutan Haji 2018: Angkasa Pura I Berangkatkan 13.118 Calon Jemaah Haji
July 21, 2018 pada Periode 17-20 Juli 2018
Hajj Transportation 2018: Angkasa Pura I Departed 13,118 Candidates for Hajj
Pilgrimage for the Period of July 17-20 2018
70 66/SP.H/VII/2018 26 Juli 2018 Periode 17-25 Juli 2018, Angkasa Pura I Berangkatkan 30.744 Calon Jemaah
July 26, 2018 Haji
Period 17-25 July 2018, Angkasa Pura I Departed 30,744 Pilgrims Candidates
71 67/SP.H/VII/2018 30 Juli 2018 45.343 Calon Jemaah Haji Diberangkatkan Melalui Bandara Angkasa Pura I
July 30, 2018 45,343 Candidates for Hajj Pilgrimage Departured Through Angkasa Pura I Airport
AGUSTUS/AUGUST
72 68/SP.H/VIII/2018 04 Agustus 2018 Baru Pertama Ikut, Angkasa Pura I Raih Penghargaan Pada Ajang The Best
August 4, 2018 Contact Center Indonesia Award 2018
In the First Participation, Angkasa Pura I Won Award at the 2018 Indonesia Best
Contact Center Event
73 69/SP.H/VIII/2018 06 Agustus 2018 Dukung Angkutan Bantuan Kemanusiaan Gempa NTB, Bandar Udara Lombok
August 6, 2018 Praya Beroperasi 24 Jam Hingga Tiga Hari ke Depan
Supporting the Transportation of NTB Earthquake Relief, Lombok Praya Airport
Operated 24 Hours to the Next Three Days
74 70/SP.H/VIII/2018 07 Agustus 2018 69.522 Calon Jemaah Haji Telah di Berangkatkan ke Tanah Suci Melalui 6
August 7, 2018 Bandara Angkasa Pura I
69,522 Candidates for Pilgrimage Hajj had been sent to the Holy Land through 6
Angkasa Pura I Airports
75 71/SP.H/VIII/2018 07 Agustus 2018 Kembangkan Potensi Pariwisata Sulawesi Utara, Angkasa Pura I Tanam 500
August 7, 2018 Terumbu Karang di Boboca
Develop North Sulawesi Tourism Potential, Angkasa Pura I Planted 500 Coral Reefs
in Boboca
76 69-1/SP.H/VIII/2018 08 Agustus 2018 Kurangi Penumpukan Wisatawan, Bandar Udara Lombok Praya Terima 5
08 August 2018 Penerbangan Tambahan 8 Agustus Ini
Reduce Tourist Stacking, Lombok Praya Airport Received 5 Additional Flights This
8 August

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77 72/SP.H/VIII/2018 08 Agustus 2018 23 Siswa Berprestasi Ikuti Pembekalan Siswa Mengenal Nusantara Provinsi D.I.
08 August 2018 Yogyakarta
23 Outstanding Students Follow the Debriefing of Students Getting to Know the
Archipelago of the Province of D.I. Yogyakarta
78 73/SP.H/VIII/2018 09 Agustus 2018 Angkasa Pura I Pertahankan Peringkat Triple A dari Pefindo
August 9, 2018 Angkasa Pura I Maintained Triple A Rating from Pefindo
79 74/SP.H/VIII/2018 09 Agustus 2018 Angkasa Pura I Raih Penghargaan “Transformasi Organisasi Terbaik II” Pada
August 9, 2018 Anugerah BUMN 2018
Angkasa Pura I Won "Best Organizational Transformation II" Award at the 2018
State-Owned Enterprise Award
80 75/SP.H/VIII/2018 09 Agustus 2018 Berkomitmen Tinggi terhadap K3, Dua Bandara Angkasa Pura I Raih
August 9, 2018 Penghargaan Bidang K3
High Commitment to K3, Two Angkasa Pura I Airports Achieved K3 Field Awards
81 76/SP.H/VIII/2018 10 Agustus 2018 Angkasa Pura I dan TNI Angkatan Udara Tandatangani Kesepakatan dan
August 10, 2018 Perjanjian Kerjasama
Angkasa Pura I and the Air Force Signed Agreement and Cooperation Agreement
82 77/SP.H/VIII/2018 10 Agustus 2018 Angkasa Pura I Berikan Bantuan Senilai Rp. 531 Juta untuk Korban Gempa NTB
August 10, 2018 Angkasa Pura I Provided Assistance Worth Rp. 531 Million for NTB Earthquake
Victims
83 78/SP.HBers-BHUN/ 11 Agustus 2018 Enam Perusahaan BUMN Buka Program Siswa Mengenal Nusantara 2018
VIII/2018 August 11, 2018 Provinsi D.I. Yogyakarta dan Provinsi Kalteng
Six State-Owned Enterprises Opened Students' Knowledge of Nusantara 2018
Province D.I. Yogyakarta and Central Kalimantan Province
84 79/SP.HBers-BHUN/ 15 Agustus 2018 Angkasa Pura I, Garuda Indonesia, Indonesia Re dan Kliring Berjangka Indonesia
VIII/2018 August 15, 2018 akan Selenggarakan Upacara Kemerdekaan RI ke-73 di Kulon Progo
Angkasa Pura I, Garuda Indonesia, Indonesia Re and Indonesian Derivatives
Clearing Held the 73rd Indonesian Independence Ceremony in Kulon Progo
85 80/SP.H/VIII/2018 16 Agustus 2018 Angkasa Pura Logistik Kini Cashless dengan BNI
August 16, 2018 Angkasa Pura Logistik was then Cashless with BNI
86 81/SP.HBers-BHUN/ 19 Agustus 2018 Angkasa Pura I, Garuda Indonesia, Indonesia Re dan Kliring Berjangka Indonesia
VIII/2018 August 19, 2018 Meriahkan Puncak Pelaksanaan BUMN Hadir Untuk Negeri di Provinsi D.I.
Yogyakarta
Angkasa Pura I, Garuda Indonesia, Indonesia Re and Indonesian Futures Clearing
Liven Up the SOE Implementation Peak for the Country in the Province of
D.Yogyakarta
87 82/SP.H/VIII/2018 27 Agustus 2018 Pertama di Asia, Angkasa Pura I (Persero) dan Airport Council International
August 27, 2018 (ACI) Gelar Program Airport Excellence (APEX) In Environment Di Bandar Udara
Internasional Adi Soemarmo Solo
First in Asia, Angkasa Pura I (Persero) and Airport Council International (ACI)
Degree in Airport Excellence (APEX) In Environment Program at Adi Soemarmo
Solo International Airport
88 83/SP.H/VIII/2018 27 Agustus 2018 Angkasa Pura I Siapkan Insentif Menarik bagi Maskapai
August 27, 2018 Angkasa Pura I Prepared Attractive Incentives for Airlines
89 84/SP.H/VIII/2018 29 Agustus 2018 Selenggarakan Latihan Penanggulangan Keadaan Darurat (PKD) ke-97, Bandar
August 29, 2018 Udara Internasional Sam Ratulangi Pastikan Operasional Tidak Terganggu
Holding the 97th Emergency Response Exercise, Sam Ratulangi International
Airport Ensures Operations were Not Disturbed
SEPTEMBER/SEPTEMBER
90 85/SP.H/IX/2018 01 September Angkasa Pura I - Pemkot Semarang Perkuat Sinergi Kembangkan Kota Semarang
2018 Angkasa Pura I - Semarang City Government Strengthened Synergy to Develop
September 1, 2018 Semarang City
91 86/SP.H/IX/2018 04 September Sambut Hari Pelanggan Nasional, Angkasa Pura I Bagikan Ribuan Suvenir untuk
2018 Penumpang di 12 Bandara
September 4, 2018 Welcoming National Customer Day, Angkasa Pura I Distributed Thousands of
Souvenirs for Passengers at 12 Airports
92 87/SP.H/IX/2018 05 September Angkasa Pura I Buka Peluang Kerja Sama Menguntungkan di Bandara dengan
2018 Mitra Usaha Potensial
September 5, Angkasa Pura I Opened Profitable Cooperation Opportunities at the Airport with
2018 Potential Business Partners
93 88/SP.H/IX/2018 06 September Kaji Rencana Pengalihan Pengelolaan Bandar Udara Sentani Jayapura
2018 dan Bandar Udara Mutiara Sis Al-Jufri Palu, Angkasa Pura I Tandatangani
September 6, 2018 Kesepakatan Bersama dengan Dirjen Perhubungan Udara Kementerian
Perhubungan
Kaji Plans for Transfer of Management of Sentani Jayapura Airport and Mutiara
Sis Al-Jufri Airport in Palu, Angkasa Pura I Signed Joint Agreement with Director
General of Air Transportation, Ministry of Transportation

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94 89/SP.H/IX/2018 06 September Angkasa Pura I Sempurnakan Nama Bandar Udara Internasional Ahmad Yani
2018 Semarang
September 6, 2018 Angkasa Pura I Enhanced the Name of Ahmad Yani International Airport Semarang
95 90/SP.H/IX/2018 08 September 35.010 Jemaah Haji Telah Kembali Ke Tanah Air Melalui Enam Bandara Angkasa
2018 Pura I
September 8, 2018 35,010 Pilgrimage Returned to Indonesia Through Six Angkasa Pura I Airports
96 91/SP.H/IX/2018 10 September Angkasa Pura I Siap Sambut Delegasi Sidang Umum Ke - 35 International
2018 Council of Women (ICW) di Yogyakarta
September 10, Angkasa Pura I was ready to greet the 35th International Council of Women (ICW)
2018 Delegation in Yogyakarta
97 92/SP.H/IX/2018 12 September Angkasa Pura I Raih 5 Penghargaan Prestisius Tingkat Dunia di Kanada
2018 Angkasa Pura I Won 5 World-Class Prestigious Awards in Canada
September 12,
2018
98 93/SP.H/IX/2018 17 September Seluruh Bandara Angkasa Pura I Raih Penghargaan Pelayanan Prima dari
2018 Kementerian Perhubungan
September 17, The entire Angkasa Pura I Airport Won Excellent Service Award from the Ministry
2018 of Transportation
99 9 4 / S P. H b e r s - I P I / 19 September Lewat ‘Aviators Fun Walk and Run 5K 2018’, Ikatan Pilot Indonesia (IPI)
IX/2018 2018 Kampanyekan Gaya Hidup Sehat dan Keselamatan Penerbangan
September 19, Through the 'Aviators Fun Walk and Run 5K 2018', Indonesian Pilot Association (IPI)
2018 Campaigned for Healthy Lifestyle and Aviation Safety
100 95/SP.H/IX/2018 26 September Angkasa Pura I Raih Penghargaan “Best Employee Engagement” pada Ajang
2018 “Customer Experience Asia Excellence Awards 2018” di Singapura
September 26, Angkasa Pura I won "Best Employee Engagement" Award at the "Customer
2018 Experience Asia Excellence Awards 2018" event in Singapore
OKTOBER/OCTOBER
101 96/SP.H/X/2018 03 Oktober 2018 Bandar Udara I Gusti Ngurah Rai Hadirkan Fasilitas-Fasilitas Baru Sambut
October 3, 2018 Pertemuan Tahunan IMF-World Bank 2018
I Gusti Ngurah Rai Airport Presented New Facilities Welcoming the 2018 IMF-World
Bank Annual Meeting
102 97/SP.H/X/2018 05 Oktober 2018 Menilik Kesiapan Bandara-Bandara Alternatif Angkasa Pura I untuk Pertemuan
October 5, 2018 Tahunan IMF-WB 2018
Looking at the Readiness of the Alternative Airports of Angkasa Pura I for the IMF-
WB 2018 Annual Meeting
103 98/SP.H/X/2018 08 Oktober 2018 Angkasa Pura I - Tempo Gelar Pameran Foto di Bandar Udara I Gusti Ngurah
October 8, 2018 Rai Bali
Angkasa Pura I - Tempo Held a Photo Exhibition at Bali's I Gusti Ngurah Rai Airport
104 99/SP.H/X/2018 10 Oktober 2018 Sambut Pertemuan IMF-World Bank 2018 sekaligus Dukung Pariwisata
October 10, 2018 Indonesia, Angkasa Pura I Hadirkan Pusat Informasi Wisatawan di Bandara I
Gusti Ngurah Rai Bali
Welcoming the IMF-World Bank 2018 Meeting and Supporting Indonesian Tourism,
Angkasa Pura I Presented a Tourist Information Center at I Gusti Ngurah Rai Airport
in Bali
105 1 0 0 / S P. H b e r s - 11 Oktober 2018 Angkasa Pura I Gandeng SITA Smart Airport Technologies untuk Tingkatkan
SITA/X/2018 October 11, 2018 Pengalaman Perjalanan Penumpang di Bandara
Angkasa Pura I Cooperated with SITA Smart Airport Technologies to Increase
Passenger Travel Experience at the Airport
106 101/SP.H/X/2018 17 Oktober 2018 Manfaatkan Momentum Kepulangan Delegasi, Bandar Udara I Gusti Ngurah Rai
October 17, 2018 Bali Gelar Parade Kostum Tradisional
Taking advantage of the Delegation's Momentum, Bali's I Gusti Ngurah Rai Airport
Held a Traditional Costume Parade
107 102/SP.H/X/2018 24 Oktober 2018 Uji Kesiapan dalam Hadapi Keadaan Darurat, Bandar Udara Adi Soemarmo Gelar
October 24, 2018 Latihan Penanggulangan Keadaan Darurat (PKD)
Readiness Test in the Face of Emergency, Adi Soemarmo Airport Held Emergency
Response Exercise (PKD)
108 103/SP.H/X/2018 24 Oktober 2018 Angkasa Pura I Lebarkan Peluang Kerja Sama Tenant dengan Mitra Potensial di
October 24, 2018 Bandar Udara Juanda Surabaya
Angkasa Pura I Had Lebaran Opportunities for Tenant Cooperation with Potential
Partners at Juanda Airport Surabaya
109 104/SP.H/X/2018 26 Oktober 2018 Hingga Triwulan III 2018, Trafik Penumpang Angkasa Pura I Tumbuh 9%
October 26, 2018 Until the third quarter of 2018, Angkasa Pura I passenger traffic grew by 9%
NOVEMBER/NOVEMBER
110 105/SP.H/XI/2018 09 November Warga Kuponprogo Bersiap Menyongsong Bandara Baru Bersama Balai
2018 Pemberdayaan Masyarakat
November 9, 2018 Kuponprogo Residents Prepared to Welcome the New Airport with the Community
Empowerment Center

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111 106/SP.H/XI/2018 14 November Sambut Bandar Udara Internasional Yogyakarta, Angkasa Pura I Buka Peluang
2018 Kerja Sama dengan Mitra Usaha di Bandara
November 14, Welcoming Yogyakarta International Airport, Angkasa Pura I Opened Opportunities
2018 for Cooperation with Business Partners at the Airport
112 107/SP.H/XI/2018 14 November Uji Kesigapan dalam Menanggulangi Keadaan Darurat, Bandar Udara El Tari
2018 Kupang Akan Latihan
November 14, Alertness Test in Addressing Emergencies, El Tari Kupang Airport Would Exercise
2018
113 108/SP.H/XI/2018 23 November Angkasa Pura I Raih Penghargaan pada Apresiasi Indonesia untuk BUMN 2018
2018 Angkasa Pura I Won Award at Indonesian Appreciation for State-Owned Enterprise
November 23, 2018
2018
114 109/SP.H/XI/2018 24 November Angkasa Pura I Buka Seleksi Mitra Usaha di Bandar Udara Internasional Juanda
2018 Angkasa Pura I Opened Selection of Business Partners at Juanda International
November 24, Airport
2018
115 110/SP.H/XI/2018 28 November Tennant Gathering 2018 Bandara Sultan Hasanuddin Makassar
2018 Tennant Gathering 2018 Sultan Hasanuddin Airport Makassar
November 28,
2018
DESEMBER/DECEMBER
116 111/SP.H/XII/2018 03 Desember Perkuat Sinergi, Angkasa Pura I, Pemkab Kulon Progo, dan PDAM Tirta Binangun
2018 Tandatangani MoU
December 3, 2018 Strengthen Synergy, Angkasa Pura I, Kulon Progo Regency Government, and Tirta
Binangun PDAM Signed MoU
117 112/SP.H/XII/2018 07 Desember Seluruh Bandara Angkasa Pura I Raih Sertifikat ISO 9001:2015 untuk Jasa
2018 Pelayanan Kebandarudaraan
December 7, 2018 The entire Angkasa Pura I Airport won ISO 9001: 2015 Certificate for Airport
Services
118 113/SP.H/XII/2018 11 Desember 2018 Kenalkan Potensi Pariwisata NTT, Angkasa Pura I Selenggarakan Talkshow
December 11, 2018 Collaborative Destination Development
Introduce NTT Tourism Potential, Angkasa Pura I Held Collaborative Destination
Development Talkshow
119 114/SP.H/XII/2018 10 Desember Bandar Udara Ngurah Rai Bali Mantapkan Kesiapan Penanggulangan Keadaan
2018 Darurat
December 10, Bali Ngurah Rai Airport Regulated Emergency Response Preparedness
2018
120 115/SP.H/XII/2018 17 Desember Tingkatkan Kompetensi Pegawai di Bidang Kebandarudaraan, Angkasa Pura I
2018 Jalin Kerjasama dengan Incheon International Airport Corporation
December 17, 2018 Improving Employee Competency in the Field of Aeronautics, Angkasa Pura I
Establish Collaboration with Incheon International Airport Corporation
121 116/SP.H/XII/2018 18 Desember Angkasa Pura I Peroleh Pendanaan Rp 5 Triliun dari Bank BTN, Sarana Multi
2018 Infrastruktur dan BRIsyariah
December 18, 2018 Angkasa Pura I Obtained Rp5 Trillion Funding from Bank BTN, Sarana Multi
Infrastruktur and BRIsyariah
122 117/SP.H/XII/2018 21 Desember Sambut Nataru, Angkasa Pura I Siapkan 3.700 Petugas dan 1.781 Penerbangan
2018 Tambahan
December 21, 2018 Welcoming Nataru, Angkasa Pura I Prepared 3,700 Officers and 1,781 Additional
Flights
123 1 1 8 /S P. H B e r s - B N I / 26 Desember Kerja Sama BNI dan Angkasa Pura I, Bayar Tagihan Kian Tertib dengan Sistem H2H
XII/2018 2018 Collaboration between BNI and Angkasa Pura I, Pay invoices were increasingly in
December 26, 2018 accordance with the H2H system
BULETIN BULLETIN
PT Angkasa Pura I (Persero) memiliki media internal PT Angkasa Pura I (Persero) had Angkasa Pura Magazine
Angkasa Pura Magazine. Pada tahun 2018, media internal media. In 2018, this internal media was awarded the
internal ini mendapatkan penghargaan Silver Winner Silver Winner of the Inhouse Magazine Best State-Owned
The Best State-Owned Enterprise Inhouse Magazine - Enterprise - Indonesia Inhouse Magazine Award (InMA) 2018
Indonesia Inhouse Magazine Award (InMA) 2018 - Serikat - Press Company Union (SPS) on February 7, 2018.
Perusahaan Pers (SPS) pada tanggal 7 Februari 2018.
TRANSPARANSI PENYAMPAIAN LAPORAN TRANSPARENCY FOR SUBMISSION OF REPORTS

Selama tahun 2018, PT Angkasa Pura I (Persero) telah During 2018, PT Angkasa Pura I (Persero) had fulfilled its
memenuhi kewajiban dalam penyampaian laporan kepada obligations in submitting reports to the Ministry of State-
Kementerian BUMN, Bursa Efek Indonesia dan Otoritas Owned Enterprise, the Indonesia Stock Exchange and
Jasa Keuangan terkait kewajiban sebagai emiten antara the Financial Services Authority regarding obligations as
lain sebagai berikut: issuers, including the following:

Nomor Surat Instansi Penerima Perihal Tanggal Penyampaian

Number of Letter Recipient Agency About Date of Submission
AP. I . 2 7 8 /KU. 09. 04/2 01 8 / Otoritas Jasa Keuangan, Laporan Realisasi Penggunaan Dana Hasil 15 Januari 2018
DK-B Bursa Efek Indonesia Penawaran Umum Obligasi I dan Sukuk January 15, 2018
Financial Services Ijarah I PT Angkasa Pura I (Persero) Per 31
Authority, Indonesia Stock Desember 2017
Exchange Realization Report on the Use of Funds from
PT Angkasa Pura I (Persero) I Public Bonds I
and Sukuk Ijarah As of December 31, 2017
AP.I.365/KU.09.04/2018/ Otoritas Jasa Keuangan, Pengangkatan Harry Z. Soeratin sebagai 16 Januari 2018
DUS-B Bursa Efek Indonesia Komisaris PT Angkasa Pura I (Persero) January 16, 2018
Financial Services Appointment of Harry Z. Soeratin as
Authority, Indonesia Stock Commissioner of PT Angkasa Pura I (Persero)
Exchange
AP.I.716/OM.04/2018/DU-B Kementerian BUMN Laporan Capaian Key Performance Indicator 31 Januari 2018
Ministry of State-Owned (KPI) PT Angkasa Pura I (Persero) Tahun January 31, 2018
Enterprise 2017 (Unaudited)
PT Angkasa Pura I (Persero) 's Key Performance
Indicator (KPI) Achievement Report in 2017
(Unaudited)
AP.I.1126/KU.09.04/2018/ Otoritas Jasa Keuangan, Pemberhentian Polana Banguningsih 14 Februari 2018
DUS-B Bursa Efek Indonesia Pramesti sebagai Direktur Teknik PT Angkasa February 14, 2018
Financial Services Pura I (Persero)
Authority, Indonesia Stock Dismissal of Polana Banguningsih Pramesti
Exchange as Technical Director of PT Angkasa Pura I
(Persero)
AP.I.1067/OM.04/2018/DU-B Kementerian BUMN Laporan Capaian Key Performance Indicator 15 Februari 2018
Ministry of State-Owned (KPI) PT Angkasa Pura I (Persero) Tahun February 15, 2018
Enterprise 2017 (Audited)
Indicator (KPI) Report for 2017 (Audited)
AP.I.1066/KU.01.04/2018/ Kementerian BUMN Penyampaian Laporan Manajemen Audited 15 Februari 2018
DU-B Ministry of State-Owned 2017 February 15, 2018
Enterprise Submission of 2017 Audited Management
Report
AP.I./KU.01.04/2018/DU-B Kementerian BUMN Penyampaian Laporan Manajemen Unaudited 31 Januari 2018
Ministry of State-Owned 2017 January 31, 2018
Enterprise Submission of 2017 Unaudited Management
Report
AP.I./KU.01.04/2018/DU-B Kementerian BUMN Penyampaian Laporan Keuangan Unaudited 31 Januari 2018
Ministry of State-Owned 2017 January 31, 2018
Enterprise Submission of 2017 Unaudited Financial Report
10/DK.AP.I/2018 Otoritas Jasa Keuangan, Penunjukan Pelaksana Tugas Sementara 20 Februari 2018
Bursa Efek Indonesia Direktur Teknik PT Angkasa Pura I (Persero) February 20, 2018
Financial Services Appointment of Acting Acting Technical
Authority, Indonesia Stock Director PT Angkasa Pura I (Persero)
Exchange
AP.I.1495/KU.09.04/2018/ Otoritas Jasa Keuangan, Pengangkatan Lukman F. Laisa sebagai 5 Maret 2018
DUS-B Bursa Efek Indonesia Direktur Teknik PT Angkasa Pura I (Persero) March 5, 2018
Financial Services Appointment of Lukman F. Laisa as Technical
Authority, Indonesia Stock Director of PT Angkasa Pura I (Persero)
Exchange
AP.I.1075/KU.02/2018/DK-B Otoritas Jasa Keuangan, Laporan Keuangan Konsolidasian 12 Maret 2018
Bursa Efek Indonesia PT Angkasa Pura I (Persero) dan Entitas Anak March 12, 2018
Financial Services Per 31 Desember 2017 dan 31 Desember 2016
Authority, Indonesia Stock Consolidated Financial Statements of
Exchange PT Angkasa Pura I (Persero) and Subsidiaries As
of December 31, 2017 and December 31, 2016
AP.I.1762/KU.09.04/2018/ Otoritas Jasa Keuangan, Penyampaian Bukti Pengumuman Laporan 19 Maret 2018
DUS-B Bursa Efek Indonesia Keuangan Konsolidasian PT Angkasa Pura I March 19, 2018
Financial Services (Persero) dan Entitas Anak Per 31 Desember
Authority, Indonesia Stock 2017 dan 31 Desember 2016 di Surat Kabar
Exchange Harian
Submission of Announcement Evidence
of Consolidated Financial Statements of
PT Angkasa Pura I (Persero) and Subsidiaries
As of December 31, 2017 and December 31,
2016 in Daily Newspapers
AP.I.2264/OM.04/2018/DU Kementerian BUMN Perubahan Nomenklatur Jabatan Direksi 11 April 2018
Ministry of State-Owned PT Angkasa Pura I (Persero) April 11, 2018
Enterprise Change in Nomenclature of Position of
Directors of PT Angkasa Pura I (Persero)

691
2018 Annual Report

AP.I.2624/OM.04/2018/DU-B Kementerian BUMN Laporan Capaian Key Performance Indicator 25 April 2018
Ministry of State-Owned (KPI) PT Angkasa Pura I (Persero) Periode April 25, 2018
Enterprise Sampai Dengan Triwulan I Tahun 2018
Indicator (KPI) Achievement Report Period
Until First Quarter 2018
AP.I.2576/KU.09.04/DUS-B Otoritas Jasa Keuangan, Laporan Tahunan 2017 PT Angkasa Pura I 28 April 2018
Bursa Efek Indonesia (Persero) April 28, 2018
Financial Services PT Angkasa Pura I (Persero) 2017 Annual
Authority, Indonesia Stock Report
Exchange
AP.I/2672/KU.01.04/2018/ Kementerian BUMN Penyampaian Laporan Manajemen Triwulan 30 April 2018
DU-B Ministry of State-Owned I 2018 April 30, 2018
Enterprise Submission of 2018 First Quarter Management
Report
AP.I.3483/KU.09.04/2018/ Otoritas Jasa Keuangan, Perubahan Nomenklatur Direksi PT Angkasa 6 Juni 2018
DUS-B Bursa Efek Indonesia Pura I (Persero) June 6, 2018
Financial Services Change in Nomenclature of the Directors of
Authority, Indonesia Stock PT Angkasa Pura I (Persero)
Exchange
AP.I.4033/KU.11/2018/DK-B Otoritas Jasa Keuangan, Laporan Realisasi Penggunaan Dana Hasil 13 Juli 2018
Bursa Efek Indonesia Penawaran Umum Obligasi I dan Sukuk Ijarah July 13, 2018
Financial Services I PT Angkasa Pura I (Persero) Per 30 Juni
Authority, Indonesia Stock 2018
Exchange Realization Report on the Use of Funds from
PT Angkasa Pura I (Persero) Public Offering I
and Sukuk Ijarah I As of June 30, 2018
AP.I.3659/KU.12/2018/DU Kementerian BUMN Laporan Akuntan Independen atas Realisasi 26 Juni 2018
Ministry of State-Owned Pelaksanaan Program Bina Lingkungan, June 26, 2018
Enterprise BUMN Hadir Untuk Negeri, BUMN Hadir
Di Kampus dan BUMN Berbagi Tahun 2017
(Audited)
Independent Accountant Report on the
Realization of the Implementation of
Community Development Program, State-
Owned Enterprise Present to the Country,
State-Owned Enterprise Present on Campus
and Public Share 2017 (Audited)
AP.I.4030/KU.09.04/DUS-B Otoritas Jasa Keuangan, Penyampaian Laporan Keuangan Interim 13 Juli 2018
Bursa Efek Indonesia Konsolidasian PT Angkasa Pura I (Persero) July 13, 2018
Financial Services dan Entitas Anak Per 30 Juni 2018 dan 31
Authority, Indonesia Stock Desember 2017
Exchange Submission of PT Angkasa Pura I (Persero)
Consolidated Interim Financial Statements
and Subsidiaries As of June 30, 2018 and
December 31, 2017
AP.I.4073/KU.09.04/DUS-B Otoritas Jasa Keuangan, Penyampaian Bukti Pengumuman Laporan 16 Juli 2018
Bursa Efek Indonesia Keuangan Konsolidasian PT Angkasa Pura I July 16, 2018
Financial Services (Persero) dan Entitas Anak Per 30 Juni 2018
Authority, Indonesia Stock dan 31 Desember 2017
Exchange Submission of Announcement Evidence of
PT Angkasa Pura I (Persero) and Subsidiaries'
Consolidated Financial Statements As of June
30, 2018 and December 31, 2017
AP.I.4106/KU.09.04/2018/ Otoritas Jasa Keuangan, Penunjukan Pelaksana Tugas Sementara 17 Juli 2018
DUS-B Bursa Efek Indonesia (PTS) Sekretaris Perusahaan PT Angkasa July 17, 2018
Financial Services Pura I (Persero)
Authority, Indonesia Stock Appointment of Acting (PTS) Corporate
Exchange Secretary PT Angkasa Pura I (Persero)
AP.I.4125/KU.09.04/2018/DK Otoritas Jasa Keuangan, Penunjukan Pelaksana Tugas Sementara 18 Juli 2018
Bursa Efek Indonesia (PTS) Vice President Internal Audit July 18, 2018
Financial Services PT Angkasa Pura I (Persero) berdasarkan
Authority, Indonesia Stock Surat Perintah PRIN.DU.289/
Exchange OM.03.02/2018 (18 Juli 2018)
Appointment of Temporary Acting (PTS) of Vice
President of Internal Audit of PT Angkasa Pura
I (Persero) based on PRIN Warrant. U.289/
OM.03.02/2018 (July 18, 2018)
AP.I.4157/KU.09.04/2018/DK Otoritas Jasa Keuangan, Perubahan Dewan Komisaris PT Angkasa 19 Juli 2018
Bursa Efek Indonesia Pura I (Persero) July 19, 2018
Financial Services Changes in the Board of Commissioners of
Authority, Indonesia Stock PT Angkasa Pura I (Persero
Exchange


AP.I.4368/OM.04/2018/DU-B Otoritas Jasa Keuangan, Laporan Capaian Key Performance Indicator 27 Juli 2018
Bursa Efek Indonesia (KPI) PT Angkasa Pura I Periode Sampai July 27, 2018
Financial Services Dengan Triwulan II Tahun 2018
Authority, Indonesia Stock PT Key Performance Indicator (KPI)
Exchange Achievement Report Angkasa Pura I Period
Until Quarter II of 2018
AP.I. 4357/KU.01.04 /2018/ Kementerian BUMN Penyampaian Laporan Manajemen Triwulan 31 Juli 2018
DU-B Ministry of State-Owned II 2018 July 31, 2018
Enterprise Submission of Management Report for Quarter
II 2018
AP.I. 4357/KU.01.04/2018/ Kementerian BUMN Penyampaian Laporan Keuangan Triwulan II 31 Juli 2018
DU-B Ministry of State-Owned 2018 July 31, 2018
Enterprise Submission of 2018 Quarter II Financial
Statements
AP.I.4751/KU.09.04/2018/ Otoritas Jasa Keuangan, Laporan Pemeringkatan Tahunan Atas 13 Agustus 2018
DK-B Bursa Efek Indonesia Obligasi I dan Sukuk Ijarah I Angkasa Pura I August 13, 2018
Financial Services Tahun 2016 Periode 7 Agustus 2018 Sampai
Authority, Indonesia Stock Dengan 1 Agustus 2019
Exchange Annual Rating Report on Angkasa Pura I
Bonds and Sukuk Ijarah I 2016 for the Period
ofAugust 7, 2018 Until August 1, 2019
AP.I.5260/KU.09.04/2018/DK Otoritas Jasa Keuangan, Penetapan Handy Heryudhitiawan sebagai 30 Agustus 2018
Bursa Efek Indonesia Vice President Corporate Secretary PT August 30, 2018
Financial Services Angkasa Pura I (Persero)
Authority, Indonesia Stock Determination of Handy Heryudhitiawan as
Exchange PT Angkasa Pura I (Persero) 's Vice President
Corporate Secretary
AP.I.5261/KU.09.04/2018/DK Otoritas Jasa Keuangan, Penetapan Israwadi sebagai Vice President 30 Agustus 2018
Bursa Efek Indonesia Internal Audit PT Angkasa Pura I (Persero) August 30, 2018
Financial Services Determination of Israwadi as PT Angkasa Pura I
Authority, Indonesia Stock (Persero) 's Vice President Internal Audit
Exchange
AP.I.6590/OM.04/2018/DU-B Otoritas Jasa Keuangan, Laporan Capaian Key Performance Indicator 24 Oktober 2018
Bursa Efek Indonesia (KPI) PT Angkasa Pura I (Persero) Periode October 24, 2018
Financial Services Triwulan IIITahun 2018
Authority, Indonesia Stock PT Angkasa Pura I (Persero) 's Key Performance
Exchange Indicator (KPI) Report on Quarterly Period in
2018
AP.I.6687/KU.13/2018/DU Kementerian BUMN Rencana Kerja Anggaran Program Kemitraan 29 Oktober 2018
Ministry of State-Owned dan Bina Lingkungan (PKBL) October 29, 2018
Enterprise Work Plan for Partnership and Community
Development Program Budget (PKBL)
AP.I.6746/LB.05/2018/DU Kementerian BUMN Penyampaian Pengesahan Rencana Jangka 30 Oktober 2018
Ministry of State-Owned Panjang Perusahaan (RJPP) Angkasa Pura I October 30, 2018
Enterprise (Persero) Tahun 2019-2023
Submission of Ratification of the Angkasa Pura
I (Persero) Company Long Term Plan (2019-
2023)
AP.I.6691/KU.01.04/2018/ Kementerian BUMN Penyampaian Laporan Manajemen Triwulan 30 Oktober 2018
DU-B Ministry of State-Owned III 2018 October 30, 2018
Enterprise Submission of Management Report for Quarter
III 2018
AP.I.6888/KU.09.04/2018/DK Otoritas Jasa Keuangan, Perubahan Akuntan Publik 5 November 2018
Bursa Efek Indonesia Changes in Public Accountants November 5, 2018
Financial Services Authority,
Indonesia Stock Exchange
ANALYST MEETING ANALYST MEETING

PT Angkasa Pura I (Persero) bukan merupakan perusahaan PT Angkasa Pura I (Persero) is not an public company so it
terbuka sehingga belum melakukan kegiatan analyst meeting. has not conducted analyst meeting activities.
PROGRAM ANTI KORUPSI ANTI CORRUPTION PROGRAM

Demi mewujudkan komitmen perusahaan PT Angkasa In order to realize the commitment of the company
Pura I (Persero) yang bersih dari segala bentuk tindak PT Angkasa Pura I (Persero), which was clean of all forms
pidana korupsi serta memastikan bahwa seluruh insan of corruption, and ensuring that all PT Angkasa Pura I
PT Angkasa Pura I (Persero) mematuhi peraturan dan (Persero) employees complied with applicable laws and
perundang-undangan yang berlaku di Perusahaan regulations in the Company to create a business that was
guna menciptakan pengelolaan bisnis yang bebas dari free from Corruption, Collusion and Nepotism and fulfilling

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2018 Annual Report
Korupsi, Kolusi, dan Nepotisme (KKN) serta memenuhi the principles of Good Corporate Governance (GCG),
prinsip Good Corporate Governance (GCG), PT Angkasa PT Angkasa Pura I (Persero) carried out the Integrity Shoots
Pura I (Persero) telah melaksanakan Workshop Tunas Workshop which until 2018, PT Angkasa Pura I (Persero) had
Integritas yang sampai dengan tahun 2018, PT Angkasa held 6 (six) batch workshops Formation of Integrity Shoots
Pura I (Persero) telah menyelenggarakan 6 (enam) batch and Integrity Shoots Collaboration which produced more
workshop Pembentukan Tunas Integritas dan Kolaborasi than 170 people.
Tunas Integritas yang menghasilkan lebih dari 170 orang.
KODE ETIK CODE OF CONDUCT

Perseroan memiliki Pedoman Etika Perusahaan (Code The Corporate has a Code of Conduct which is stipulated
of Conduct) yang diatur dalam Keputusan Direksi in the Decree of Board of Directors of PT Angkasa Pura I
PT Angkasa Pura I (Persero) Nomor: KEP.43/OM.04/2014 (Persero) Number: KEP.43/OM.04/2014 on Code of Conduct
tentang Pedoman Prilaku (Code of Conduct) PT Angkasa of PT Angkasa Pura I. The Company’s Code of Conduct is a
Pura I. Pedoman prilaku Perseroan merupakan kumpulan collection of commitments consists of business and work
komitmen yang terdiri dari etika usaha dan etika kerja yang ethics which are arranged to influence, establish, organize,
disusun untuk mempengaruhi, membentuk, mengatur dan and keep the conformity of behavior in order to achieve
melakukan kesesuaian perilaku sehingga tercapai hasil yang consistent result that corresponds with the culture of
konsisten yang sesuai dengan Budaya Perseroan dalam the company to achieve its vision and mission. The Code
mencapai Visi dan Misi. Pedoman tersebut menjadi panduan serves as guidelines that apply to every person at every
yang berlaku bagi setiap insan Perseroan pada setiap level organizational level of the company that is expected to
organisasi yang diharapkan akan memberikan kejelasan provide clarity of actions which are taken and obeyed in
tindakan yang harus dilakukan dan ditaati sesuai dengan accordance with corporate values that have been build.
nilai-nilai korporasi yang telah dibangun.
POKOK-POKOK KODE ETIK CODE OF CONDUCT SUBJECT MATTERS

Adapun muatan dari kode etik PT Angkasa Pura I (Persero) The code of Conduct of PT Angkasa Pura I (Persero) is as
sebagai berikut. follows.
Bab I Pendahuluan Chapter I Introduction
Memuat dasar pemikiran; sasaran Pedoman Etika Contains rationale; target of company’s code
Perusahaan; tujuan Pedoman Etika Perusahaan, of ethics; objectives of the company’s code
tanggung jawab pegawai Perusahaan terhadap of ethics, employee responsibility on the
implementasi Pedoman Etika Perusahaan; dan implementation of the code of ethics; and leader
tanggung jawab para pimpinan Perusahaan responsibility on the implementation of code of
terhadap implementasi Pedoman Etika ethics.
Perusahaan.
Bab II Visi, Misi, Komitmen dan Budaya Kerja Chapter II Vision, Mission, Company commitment and work
Perusahaan culture
Memuat Visi; Misi; komitmen Perusahaan; dan Contains vision; mission; Company commitment;
budaya kerja Perusahaan. and Company work culture
Bab III Pedoman Etika Kerja Chapter III Code of Ethics
Memuat etika dan perilaku Komisaris, Direksi, Contains ethics and conduct of Commissioner
dan pegawai; keselamatan, kesehatan serta Board, Director Board, and employees; safety,
lingkungan kerja; hak kekayaan intelektual; health and work environment, Intellectual
sistem teknologi informasi dan komunikasi; property rights; communication and information
penyimpanan dokumen; pencatatan dan technology systems; document storage; financial
pelaporan keuangan; pengamanan aktiva recording and reporting; assets of the company
Perusahaan; kerahasiaan informasi; reputasi safeguarding; confindental information; reputation
dan citra Perusahaan; benturan kepentingan; and image of the company; conflicts of interest;
suap dan KKN; donasi, jamuan dan hadiah; biaya bribery and collusion, corruption and nepotism;
perjalanan dinas; dan kontribusi aktivitas politik. donation, banquet and gifts; official travel
expenses; and contribution to political activity.
Bab IV Pedoman Etika Usaha Chapter IV Code of Conduct
Memuat kepatuhan terhadap hukum, peraturan Contains compliance with laws, regulations
dan kebijakan; hubungan Perusahaan dengan and policies; the company’s relationship with
pelanggan, pemerintah, mitra kerja, pemasok, costumer, government, partners, suppliers,

kreditur/investor, dan Anak Perusahaan/ creditors/investors and subsidiaries/joint

perusahaan patungan/perusahaan afiliasi; dan ventures/affiliated companies; and social
tanggung jawab sosial kepada masyarakat. responsibility to community.
Bab V Penerapan Pedoman Perilaku Chapter V Conclusion
Memuat sosialisi pedoman perilaku, arahan Contains code of conduct socialization,
ringkas pelaksanaan pernyataan kepatuhan brief direction on the implementation of the
insan Perusahaan, saluran pengaduan masalah; declaration of the company’s compliance,
dan sanksi terhadap pelanggaran pedoman complaint channels; and sanction for violations
perilaku. of code of conduct.
Bab VI Penutup Chapter VI Conclusion
KEPATUHAN TERHADAP KODE ETIK COMPLIANCE TO THE CODE OF CONDUCT

Code of conduct adalah komitmen PT Angkasa Pura I Code of conduct is PT Angkasa Pura I (Persero) commitment
(Persero) untuk patuh pada ketentuan hukum dan standar to comply with provisions of the law and the highest ethical
etika tertinggi di mana saja PT Angkasa Pura I (Persero) standards on any business/operations of PT Angkasa
melakukan kegiatan bisnis/operasionalnya. Pengelolaan Pura I (Persero). In addition, to comply with the applicable
Perseroan selain harus mengikuti peraturan perundang- legislation, the company management shall uphold the
undangan yang berlaku juga harus menjunjung tinggi norms and ethical valaues.
norma dan nilai etika.
Code of conduct berlaku bagi seluruh insan Perseroan, Code of conduct applies to all individual on the company,
yaitu Dewan Komisaris, Direksi, dan seluruh Karyawan. that is Board of commissioner, Board of directiors, and all
Seluruh insan Perseroan mempunyai kesadaran untuk of employees. All individual process awarenes to implement
menjalankan etika yang baik akan meningkatkan dan good ethics which in turn will improve and strengthen the
memperkuat reputasi Perseroan. Setiap pegawai baru reputation of the company. Each new employee signs a
menandatangani pernyataan kepatuhan terhadap kode statement of compliance with the code of ethics during
etik pada saat kegiatan orientasi pegawai. employee orientation activities.
PENYEBARLUASAN KODE ETIK CODE OF CONDUCT SOCIALIZATION

Perseroan senantiasa melakukan sosialisasi Code of The company holds code of conducts socialization
Conduct kepada seluruh insan Perseroan pada setiap constantly to all company personnel at every level/
tingkatan/jenjang organisasi. Sosialisasi tersebut hierarchy. Socialization is carried out through a new
dilakukan melalui program orientasi insan baru Perseroan, personnel orientation program to the company, booklet
pembagian buku saku, website internal, serta melalui distribution, website, as well as on events and other media
kegiatan dan media lainnya yang dimiliki Perseroan. owned by the company.
UPAYA PENERAPAN DAN PENEGAKAN KODE ETIK CODE OF CONDUCT IMPLEMENTATION AND
ENFORCEMENT
Setiap insan Perseroan berkewajiban untuk melaporkan Every personnel of the company is obliged to report suspicion
kecurigaan maupun pelanggaran terhadap Code of as well as code of conduct violation to the Board of Directors,
Conduct kepada Direksi/Dewan Komisaris/pimpinan unit Board of Commissioner, head of work unit in charge of human
kerja yang membidangi masalah personalia. Perusahaan capital. The company also has Employement Advisory Board
juga memiliki Badan Pertimbangan Kepegawaian (BPK) (BPK in Indonesia) and Employee Disciplinary and Violation
dan Panitia Pembinaan dan Pemeriksaan Pelanggaran Examination Committe (P4DP) to conduct examination for
Disiplin Pegawai (P4DP) yang berfungsi untuk melakukan human capital disciplinary violations of the company. The
pemeriksaan terhadap pelanggaran disiplin human company protects and ensures the confidentiality of the
capital Perusahaan. Perseroan melindungi dan menjamin informant.
kerahasiaan pelapor.
Setiap pelanggaran atas Code of Conduct akan dikenakan Any violation of the code of conduct will be subject to sanction
sanksi sesuai dengan peraturan yang berlaku dan according to applicable regulations and indiscriminate
pengenaan sanksi tersebut tidak bersifat diskriminatif. imposition of sanction. The sanction imposition is conducted
Proses pengenaan sanksi dilakukan melalui proses yang through a process that is objective, independent and in tiers.
obyektif, independen dan berjenjang. Jenis sanksi yang The given type of sanction
dikenakan disesuaikan dengan tingkat kesalahan yang
dilakukan.

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2018 Annual Report
JENIS SANKSI PELANGGARAN KODE ETIK TYPE OF SANCTION OF THE CODE OF CONDUCT
VIOLATION
Adapan jenis sanksi atas pelanggaran kode etik pada Type of sanction of the code of conduct violation on
PT Angkasa Pura I (Persero) adalah sebagai berikut. PT Angkasa Pura I (Persero) is as follows.
Tabel Jenis Sanksi Pelanggaran Kode Etik

Table of Code of Ethics Sanction Type
Tingkat Sanksi Jenis Sanksi
Level of Sanction Type of Sanction
Disiplin Ringan • Peringatan/teguran lisan.

Mild Discipline • Peringatan/teguran tertulis.
• Pernyataan tidak puas tertulis.
• Penundaan kenaikan gaji berkala.
• Oral warning/notice.
• Written warning/notice.
• Written dissatisfied statement.
• Suspension of periodic salary adjustment.
Disiplin Sedang • Penurunan gaji sebesar satu kali kenaikan gaji berkala untuk paling lama 1 (satu) tahun.
Moderate Discipline • Penurunan pangkat pada pangkat yang setingkat lebih rendah untuk paling lama 1 (satu) tahun.
• Penurunan kelas jabatan pada kelas jabatan setingkat lebih rendah untuk paling lama 1 (satu) tahun
• Salary reduction for one time period of salary adjustment for 1 (one) year at most.
• Demotion to one rank lower for 1 (one) year at most.
• Position class demotion to one position class lower for 1 (one) year at most.
Disiplin Berat • Pembebasan dari jabatan struktural dan tidak ditempatkan di jabatan strukturan lainnya.
Severe Discipline • Penurunan pangkat pada pangkat 2 (dua) tingkat lebih rendah atau lebih.
• Penurunan kelas jabatan pada kelas jabatan 2 (dua) tingkat atau lebih.
• Pemberhentian dengan hormat tidak atas permintaan sendiri sebagai Pegawai.
• Pemberhentian tidak dengan hormat sebagai Pegawai.
• Exemption from structural position and not placed in another structural position.
• Demotion to 2 (two) ranks lower or more.
• Position class demotion to 2 (two) position class lower or more.
• Honorable termination not as his/her request as an employee.
• Dishonorable termination as an employee.
PELANGGARAN DAN SANKSI YANG DIBERIKAN VIOLATIONS AND SANCTIONS GIVEN

Selama tahun 2018 terdapat 7 (tujuh) pelanggaran atas During 2018 there were 7 (seven) violations of the code
kode etik. Adapun sanksi yang diberikan berdasarkan of ethics. The sanctions given were based on the level of
tingkatan sanksi adalah sebagai berikut. sanctions as follows.
Jumlah Pelanggaran
Sanksi Number of Violations
Sanctions
2018 2017
Disiplin Ringan - -
Light Discipline
Disiplin Sedang 1 3
Moderate discipline
Disiplin Berat 6 7
Heavy Discipline
Jumlah 7 10
Total
Trend kualitas penerapan kode etik pada tahun 2018 The quality trend in implementing the code of ethics in 2018
meningkat, yang dibuktikan dengan menurunnya jumlah increased, as evidenced by the decrease in the number of
pelanggaran kode etik dibandingkan tahun sebelumnya. violations of the code of ethics compared to the previous year.
KEBIJAKAN GRATIFIKASI GRATIFICATION POLICY

Demi mewujudkan komitmen PT Angkasa Pura I (Persero) In order to actualize the PT Angkasa Pura I (Persero)
dalam Program Pengendalian Gratifikasi (PPG), yang commitment on Gratification Control Program (PPG) started
ditandai dengan penandatanganan komitmen antara since the signing commitment between PT Angkasa Pura I
PT Angkasa Pura I (Persero) dengan Komisi (Persero) and Corruption Eradication Commission (KPK) on
Pemberantasan Korupsi (KPK) pada tanggal 11 April April 11, 2014, PT Angkasa Pura I ( Persero) form Gratification
2014, PT Angkasa Pura I (Persero) telah membentuk Control Unit at head office and appointed representative in
Unit Pengendalian Gratifikasi (UPG) di Kantor Pusat dan all of branch office.
menunjuk perwakilannya di seluruh Kantor Cabang.

PENGELOLAAN PENGENDALIAN GRATIFIKASI GRATIFICATION CONTROL MANAGEMENT

Sesuai Keputusan Direksi PT Angkasa Pura I (Persero) Pursuant to the Decision of the Board of Directors of
Nomor KEP.85/PG.02/2014 tentang Pedoman PT Angkasa Pura I (Persero) Number KEP.85/PG.02/2014
Pengendalian Gratifikasi PT Angkasa Pura I (Persero) on Guidelines for Gratification Control of PT Angkasa Pura
yang telah diperbaharui dengan Keputusan Direksi I (Persero) which has been renewed by Directors Decision
PT Angkasa Pura I (Persero) Nomor KEP.09/PG.02/2018 PT Angkasa Pura I (Persero) Number KEP.09/PG.02/2018
tentang Pedoman Pengendalian Gratifikasi PT Angkasa on Guidelines for Gratification Control of PT Angkasa Pura
Pura I (Persero), Compliance Department sebagai Unit I (Persero), Compliance and Regulation Department as
Pengendali Gratifikasi (UPG) PT Angkasa Pura I (Persero) Gratification Control Unit (UPG) PT Angkasa Pura I (Persero)
menerima dan meneruskan pelaporan penerimaan dan/ receives and passes reporting of receipt and/or gratuity to
atau pemberian gratifikasi kepada Komisi pemberantasan KPK. The mechanism for handling reporting of receipt and/
Korupsi (KPK). Adapun mekanisme penanganan pelaporan or granting of gratification of PT Angkasa Pura I (Persero) is
penerimaan dan/atau pemberian gratifikasi PT Angkasa as follows:
Pura I (Persero) adalah sebagai berikut:
2
Menyerahkan
Barang Gratifikasi
ke Unit Pengendali 3
1 Gratifikasi Kantor a b c
Pusat atau Kantor
Cabang
Menyerahkan
langsung atau
Mengisi Formulir Pelaporan Mengirimkan Rekapitulasi
Verifikasi kelengkapan, Mengirimkan Laporan
Gratifikasi Formulir ke Email Laporan
Review Dokumen, Penerima Gratifikasi
(Download Formulir Pada pelaporan. (7 Hari Kerja)
Dokumentasi Barang ke KPK
halaman Utama Intranet gratifikasi@ap1.
dan Menyimpang
co.id
Barang Gratifikasi
MULAI
4
a b c
Surat Keputusan
Penerima Gratifikasi
Penetapan
(Pelapor) • KPKNL
Status Gratifikasi Verifikasi Analisa dan Permintaan Data
• Kemenku Rekening Kas
Negara Kelengkapan Penetapan Status dan Keterangan
6 7
Menyerahkan Barang
Gratifikasi
Milik Negara
SOSIALISASI KEBIJAKAN GRATIFIKASI SOCIALIZATION OF GRATIFICATION POLICY

Dalam rangka meningkatkan awareness dan pemahaman In order to increase awareness and understanding
terkait sistem Pengendalian Gratifikasi kepada seluruh regarding the Gratification Control system to all employees,
Pegawai, PT Angkasa Pura I (Persero) mengembangkan PT Angkasa Pura I (Persero) developed a socialization
program sosialisasi yang dilakukan melalui: program carried out through:
a. Memasukkan Program Pengendalian Gratifikasi a. Incorporating Gratification Control Programs in
dalam kurikulum pembelajaran Pegawai, Pejabat Employee, Official and secretary learning curricula.
maupun sekretaris.
b. Penyelenggaraan Pelatihan Tunas Integritas. b. Implementation of Integrity Shootout Training.
c. Pelaksanaan kampanye dan sosialisasi Pengendalian c. Conducting campaigns and disseminating Gratification
Gratifikasi melalui Surat Edaran, standing banner, Control through Circular, standing banners, stickers,
stiker, poster sampai penyelenggaraan kompetisi posters until the holding of a short video competition
video pendek Angkasa Pura Berani Bersih. Angkasa Pura Berani Bersih.
d. Pendistribusian Pedomaan Pengendalian Gratifikasi d. Gratification Control Guidelines Distribution to all
ke seluruh Pegawai sampai Direksi. Employees to Directors.
LAPORAN GRATIFIKASI TAHUN 2018 GRATIFICATION REPORTS IN 2018

Sampai dengan bulan Desember 2018 terdapat 15 (lima Up to December 2018 there were 15 (fifteen) reports
belas) laporan penerimaan gratifikasi, dengan nilai setara on receipt of gratification, with a value equivalent to
uang sebesar Rp12.322.000 (Dua Belas Juta Tiga Ratus Rp12,322,000 (Twelve Million Three Hundred Twenty Two
Dua Puluh Dua Ribu Rupiah). Thousand Rupiahs).
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2018 Annual Report
Berikut perbandingan Pelaporan Penerimaan Gratifikasi The following graph is a comparison of Reporting on
pada tahun 2017 dan tahun 2018: Acceptance of Gratification in 2017 and 2018:
PELAPORAN PENERIMAAN GRATIFIKASI

REPORTING ON ACCEPTANCE OF GRATIFICATION
2017 2018
7 7
2
1 1 1
January February March April May June July August September October November December
WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM

PT Angkasa Pura I (Persero) telah berkomitmen PT Angkasa Pura I (Persero) had committed to establish
untuk membangun Sistem Pelaporan Pelanggaran a Whistleblowing System that functioned as a means of
(Whistleblowing System) yang berfungsi sebagai sarana preventing, disclosing violations or fraud in the Company,
dalam pencegahan, pengungkapan pelanggaran atau which had been stated in the Decree of the Directors of
kecurangan dalam Perusahaan, yang telah dituangkan PT Angkasa Pura I (Persero) Number: KEP.192/PG.01/2016
pada Keputusan Direksi PT Angkasa Pura I (Persero) concerning Guidelines for the Whistleblowing System
Nomor: KEP.192/PG.01/2016 tentang Pedoman Sistem which had been updated with the Decree of the Director of
Pelaporan Pelanggaran (Whistleblowing System) yang PT Angkasa Pura I (Persero) Number: KEP.69/PG.01/2018
telah diperbaharui dengan Keputusan Direksi PT Angkasa concerning the Guidelines for the PT Angkasa Whistleblowing
Pura I (Persero) Nomor: KEP.69/PG.01/2018 tentang System Pura I (Persero).
Pedoman Sistem Pelaporan Pelanggaran (Whistleblowing
System) PT Angkasa Pura I (Persero).
KEBERADAAN DAN TUJUAN WHISTLEBLOWING WHISTLEBLOWING SYSTEM PRESENCE AND PURPOSE

SYSTEM
Tujuan ditetapkannya Pedoman Sistem Pelaporan The purpose of applying Whistleblowing System of
Pelanggaran (Whistleblowing Sistem) PT Angkasa Pura I PT Angkasa Pura I (Persero) is as follows:
(Persero) adalah sebagai berikut:
1. Menciptakan iklim kerja yang kondusif dan menjadi 1. Create conducive situation and as tools for PT Angkasa
sarana bagi stakeholders serta insan PT Angkasa Pura Pura I (Persero) stakeholder and personnel to report
I (Persero) untuk melaporkan hal - hal yang dapat actions that may cause financial or nonfinancial loss
menimbulkan kerugian perusahaan baik finansial that may harm image and business continuity of
maupun non finansial yang dapat merusak citra dan PT Angkasa Pura I (Persero).
keberlangsungan usaha PT Angkasa Pura I (Persero).
2. Sebagai upaya dalam pengungkapan pelanggaran di 2. As an effort to disclose violation on PT Angkasa Pura I
PT Angkasa Pura I (Persero) yang tidak sesuai dengan (Persero) that is noncompliant to ethics standard and
standar etika dan hukum. regulations.
3. Mendorong PT Angkasa Pura I (Persero) untuk 3. Encourage PT Angkasa Pura I (Persero) personnel to
menghindarkan diri dari tindak kecurangan (fraud), avoid fraudulunce, violation of law and ethics violations
pelanggaran hukum dan pelanggaran etika serta

pelanggaran lainnya karena semakin besar potensi as well as other violations since the greater the potential
tindakan-tindakan pelanggaran tersebut untuk of such actions to be detected and reported.
terdeteksi dan terlaporkan.
4. Tersedianya mekanisme untuk menangani masalah 4. Mechanism availability to handle violations internally at
pelanggaran secara internal terlebih dahulu, sebelum first, before the issues widespread and become public.
permasalahan tersebut meluas atau menjadi masalah
pelanggaran yang bersifat publik
5. Mengurangi risiko yang dihadapi PT Angkasa Pura I 5. Reduce the risk faced by PT Angkasa Pura I (Persero)
(Persero), akibat dari terjadinya segala bentuk pelanggaran. because of all kinds of violation.
6. Mewujudkan Good Corporate Governance (GCG). 6. Implement Good Corporate Governance (GCG).
PENGELOLAAN WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM MANAGEMENT
PENYAMPAIAN LAPORAN PELANGGARAN SUBMISSION OF VIOLATION REPORT

Pelapor menyampaikan laporan dugaan pelanggaran Informant submit the alleged report of violation through
melalui aplikasi Whistleblowing Sistem, dengan Whistleblowing System application by giving information,
memberikan informasi, bukti atau dugaan yang jelas atas evidences or clear conjecture of violation that reported and
terjadinya pelanggaran yang dilaporkan dan memenuhi fulfill 4W 1H elements, they are:
unsur-unsur 4W 1H, yaitu sebagai berikut:
a. What : apa dugaan pelanggaran yang diketahui a. What : what is alleged violation that is known by
Pelapor? informant ?
b. Where : di mana perbuatan pelanggaran tersebut b. Where : where is the alleged violation happened ?
terjadi/dilakukan?
c. When : kapan perbuatan pelanggaran tersebut c. When : when is the alleged violation happened?
dilakukan?
d. Who : siapa saja yang terlibat dalam perbuatan d. Who : who are involve in the alleged violation?
pelanggaran tersebut?
e. How : bagaimana perbuatan pelanggaran tersebut e. How : how did the alleged violation is conducted?
dilakukan?
Pelapor dapat mencantumkan identitas atau tidak The complainant may include an identity or anonymous
mencantumkan identitas (anonim). identity.
MEDIA PELAPORAN REPORTING MEDIA

Media pelaporan whistleblowing sistem dapat dilakukan Media whistleblowing reporting system can be done through
melalui website Perseroan dengan alamat www.wbs.ap1. the website of the Company with address wbs.ap1.co.id.
co.id.

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2018 Annual Report
Jika dibutuhkan penyerahan hard copy dokumen yang If there is hard copy document related to alleged violation
terkait dengan dugaan pelanggaran (misalnya barang (for instance, evidence), it can be delivered to:
bukti), dapat ditujukan ke:
Compliance Department Compliance Department

PT Angkasa Pura I (Persero) PT Angkasa Pura I (Persero)
Kantor Pusat – Jakarta Kantor Pusat – Jakarta
Kota Baru Bandar Kemayoran Blok B. 12 Kav 2 Kota Baru Bandar Kemayoran Blok B. 12 Kav 2
Jakarta 10610 Jakarta 10610
PERLINDUNGAN BAGI WHISTLEBLOWER PROTECTION FOR WHISTLEBLOWER

Dalam melaksanakan mekanisme pelaporan dugaan In implementing the alleged infringement reporting
pelanggaran, Perusahaan menetapkan kebijakan mechanism, the Company established a safeguard policy
perlindungan bagi Pelapor dan Terlapor untuk mendorong for Reporters and Reported Parties to encourage courage
keberanian dalam melakukan pelaporan pelanggaran. in reporting violations. The protection of the Reporting
Pelindungan terhadap Pelapor meliputi jaminan terhadap Entity involves covering the security of the identity of the
kerahasiaan identitas Pelapor dan isi laporan, serta Reporting Entity and the contents of the report, as well as the
jaminan keamanan bagi Pelapor dari Perusahaan terhadap security of the Reporting Entity from the Company against
perlakuan yang merugikan, seperti pemecatan yang harmful treatment, such as unfair dismissal, demotion or
tidak adil, penurunan jabatan atau pangkat, intimidasi, rank, intimidation, harassment or discrimination in all its
pelecehan atau diskriminasi dalam segala bentuknya forms and adverse records in personal data files. On the
dan catatan yang merugikan dalam file data pribadi. Di other hand, the protection provided to the Reported Party
pihak lain, perlindungan yang diberikan kepada Terlapor includes the guarantee of confidentiality to the identity of the
meliputi jaminan kerahasiaan terhadap identitas Terlapor Reported Party as long as the alleged violation has not been
selama dugaan pelanggaran belum terbukti, kesempatan proven, the full opportunity to provide explanation of the
penuh untuk memberikan penjelasan atas bukti-bukti evidence encountered, including the defense if necessary.
yang ditemui, termasuk pembelaan jika diperlukan. The protection of this Reporter shall be made in view of the
Perlindungan bagi Pelapor ini dilakukan dengan principle of confidentiality between the Reporting Entity and
mengingat azas kerahasiaan antara Pelapor dengan the Company. The disclosure of this nature of confidentiality
Perseroan. Pembocoran sifat kerahasiaan ini oleh Pelapor by the Reporting Party shall remove the Company’s
akan menghapus kewajiban Perusahaan atas jaminan liability for the guarantee of confidentiality granted to it
kerahasiaan yang diberikan kepadanya dan dalam kasus and in certain cases may result in loss of protection to the
tertentu dapat mengakibatkan hilangnya perlindungan Reporting Entity.
kepada Pelapor.
JENIS PELANGGARAN YANG DAPAT DILAPORKAN VIOLATIONS THAT CAN BE REPORTED

Jenis pengaduan yang akan ditindaklanjuti oleh Tim Types of complaints which will be followed up by
Pengelola Whistleblowing Sistem merupakan tindakan yang Whistleblowing System management team is an action that
dapat merugikan Perusahaan adalah sebagai berikut: can harm company such as:
1. Penyalahgunaan fasilitas Perusahaan. 1. Missuse of company facilities.
2. Pengancaman. 2. Threatening.
3. Penyelewengan uang Perusahaan. 3. Missappropriation of company money.
4. Penyalahgunaan jabatan untuk kepentingan 4. Abuse of office for personal or group interest or other
pribadi atau golongan atau kepentingan lain di luar interests outside the company.
Perusahaan.
5. Penggelapan aset Perusahaan. 5. Embezzlement of company assets.
6. Penerimaan, pemberian dan permintaan gratifikasi. 6. Reception, grant and request of gratification.
7. Pelanggaran etika dan perbuatan asusila. 7. Ethics violations and sexual misconduct.
8. Pembocoran rahasia Perusahaan. 8. Leaking company’s confidental information.
9. Pemerasan. 9. Extortion.
10. Pencurian. 10. Thievery.
11. Penipuan. 11. Scam.
12. Kecurangan. 12. Fraudulunce.
13. Pelanggaran disiplin. 13. Disciplinary violation.
14. Benturan kepentingan. 14. Conflict of interest.

15. Korupsi. 15. Corruption.

16. Kolusi 16. Collusion.
17. Nepotisme. 17. Nepotism.
TIM PENGELOLA WHISTLEBLOWING SISTEM MANAGEMENT SYSTEM WHISTLEBLOWING TEAM

Untuk menangani pelaporan dugaan pelanggaran, Direksi To handle reporting of alleged violations, the Board of
membentuk organisasi Tim Pengelola Whistleblowing Directors form a Whistleblowing System Management Team
Sistem, dengan susunan sebagai berikut: organization, with the following arrangement:
No. Susunan Anggota Kedudukan Dalam Tim

Composition of Members Position In Team
Pengarah/Steering
A. Dewan Komisaris/Board of Commissioners Pengawas/Supervisor
Direksi/Board of Directors Penanggung Jawab/Person in charge
Pelaksana/Executor
Vice President Compliance and Risk Management Ketua/Chairman
B. Vice President Compliance and Risk Management
Compliance Senior Manager/Compliance Senior Manager Wakil Ketua/Vice Chairman
Compliance Officer/Compliance Officer Administrator/Administrator
KEWENANGAN PENANGANAN SISTEM PELAPORAN AUTHORITY OF THE REPORTING REPORTING SYSTEM

PELANGGARAN (WHISTLEBLOWING SYSTEM) (WHISTLEBLOWING SYSTEM)
Kewenangan untuk melakukan penunjukan Pihak yang Authority to make the appointment of the Party conducting
melakukan pemeriksaan dan memberikan keputusan the examination and to give the decision on imposition of
pengenaan sanksi adalah sebagai berikut: sanction shall be as follows:
1. Dugaan Pelanggaran oleh Pegawai PT Angkasa Pura I 1. Alleged Offense by PT Angkasa Pura I (Persero)
(Persero). Employee.
Penanganan laporan dugaan pelanggaran yang Handling of allegedly related and/or committed alleged
berkaitan dan/atau dilakukan oleh Pegawai infringement reports by PT Angkasa Pura I (Persero)
PT Angkasa Pura I (Persero), termasuk Tim Pengelola Employee, including Whistleblowing Management Team
Whistleblowing Sistem merupakan kewenangan is the authority of the President Director.
Direktur Utama.
2. Dugaan Pelanggaran oleh Gugus Tugas, Pegawai 2. Alleged Violations by Task Force, Employee of Particular
Perjanjian Kerja Waktu Tertentu (PKWT), Pegawai Working Agreement (PKWT), Employee of Non-Specific
Perjanjian Kerja Waktu Tidak Tertentu (PKWTT), dan Time Working Agreement (PKWTT), and Outsourcing
Pegawai Outsourcing PT Angkasa Pura I (Persero). Officer of Angkasa Pura I (Persero).
Penanganan laporan dugaan pelanggaran yang Handling reports of alleged violations related and/
berkaitan dan/atau dilakukan oleh Gugus Tugas, or committed by Task Force, Certain Employment
Pegawai Perjanjian Kerja Waktu Tertentu (PKWT), Agreement Employee (PKWT), Employee of Non-
Pegawai Perjanjian Kerja Waktu Tidak Tertentu Specific Time Working Agreement (PKWTT), and
(PKWTT), dan Pegawai Outsourcing PT Angkasa Pura Outsourcing Officer of Angkasa Pura I (Persero) is the
I (Persero) merupakan kewenangan Direktur Utama authority of the President Director forwarded to Human
yang diteruskan kepada Human Capital Group Head Capital Group Head for follow-up in accordance with
untuk ditindaklanjuti sesuai dengan ketentuan terkait. related provisions.
3. Dugaan Pelanggaran oleh Direksi dan/atau Dewan 3. Alleged Violations by the Board of Directors and/or
Komisaris. Board of Commissioners.
Laporan dugaan pelanggaran yang berkaitan Reports of alleged violations related and/or
dan/atau dilakukan oleh Direksi dan/atau Dewan committed by the Board of Directors and/or Board
Komisaris disampaikan kepada Pemegang Saham/ of Commissioners are submitted to Shareholders/

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2018 Annual Report
Kementrian Badan Usaha Milik Negara (BUMN) untuk Ministry of SOEs for their handling. Reports of alleged
penanganannya. Laporan dugaan pelanggaran yang violations related and/or committed by members of
berkaitan dan/atau dilakukan oleh anggota Direksi the Board of Directors may be acted upon by the Board
dapat ditindaklanjuti oleh Dewan Komisaris sesuai of Commissioners in accordance with their respective
kewenangannya, sebagaimana diatur oleh RUPS dan powers, as governed by the GMS and the Company’s
Anggaran Dasar Perusahaan. Articles of Association.
4. Dugaan Pelanggaran oleh Organ Pendukung Dewan 4. Alleged Violation by the Supporting Organs of the Board
Komisaris. of Commissioners.
Penanganan laporan dugaan pelanggaran yang Handling reports of alleged violations related and/or
berkaitan dan/atau dilakukan oleh Organ Pendukung committed by the Board of Commissioners Supporting
Dewan Komisaris disesuaikan dengan ketentuan terkait. Organizations in accordance with the relevant provisions.
BAGAN ALUR PENYAMPAIAN PELAPORAN THE CHARTER OF SUBMISSION OF REPORTS OF

PELANGGARAN BREACHING
Berikut merupakan mekanisme penanganan Sistem Here is the mechanism of handling PT Angkasa Pura I
Pelaporan Pelanggaran (Whistleblowing System) (Persero) ‘s Indistleblowing System:
PT Angkasa Pura I (Persero):
TIM PENGELOLA WHISTLEBLOWING SYSTEM
MULAI
ADMIN PELAKSANAAN
VERIFIKASI DATA DAN PROSES PENELITIAN

ANALISA 4W1H AWAL DAN MEMBUAT
MENGISI FORMULIR
LAPORAN HASIL
PELANGGARAN
PENELITIAN AWAL
wbs.ap1.co.id
DIREKTUR UTAMA
P4DP HUMAN CAPITAL PEMEGANG SAHAM
JIKA TERLAPOR ADALAH PEGAWAI JIKA TERLAPOR ADALAH DIREKSI ATAU

JIKA TERLAPOR ADALAH PKWT,
ORGANIK DEWAN KOMISARIS
PKWTT, GUGUS TUGAS, OUTSOURCING • Melaksanakan pemeriksaan sesuai ketentuan.
• Melaksanakan pemeriksaan dan memutuskan • Melaksanakan pemeriksaan sesuai
sanksi seduai ketentuan. ketentuan.
• Menyampaikan laporan hasil pemeriksaan • Jika terlapor adalah PKWT. PKWT, Gugus IF REPORTS IS A BOARD OF
kepada Direktur Sumber Daya Manusia dan Tugas:proses sesuai kontrak.
Umum untuk diteruskan kepada Direktur
DIRECTOR OR COMMISSIONERS
• Jika terlapor adalah Outsourcing diteruskan • Conducting checks as required.
Utama. kepada Perusahaan Penyedia Jasa.
IF THE REPORTED PARTY IS AN
ORGANIC EMPLOYEE IF REPORTS ARE PKWT, PKWTT,
• Conduct examination and decide sanctions in TASK GUGS, OUTSOURCING
accordance with the provisions. • Conducting inspection in accordance with
• Submit reports on results of inspection to the the provisions.
Director of Human Resources and General to • If reported is PKWT. PKWT, Task Force:
be forwarded to the President Director. contractual process.
• If reported is Outsourcing forwarded to the
Service Provider Company.
SOSIALISASI WHISTLEBLOWING SYSTEM SOCIALIZATION OF THE WHISTLEBLOWING SYSTEM

Pada tahun 2018 dilakukan pembuatan video infografis In 2018 an infographic video was made on the Whistleblowing
Sistem Pelaporan Dugaan Pelanggaran (Whistleblowing System to raise awareness for internal and external parties
System) guna menumbuhkan awareness kepada pihak related to the Whistleblowing System and to prevent fraud in
internal maupun eksternal terkait Sistem Pelaporan the Company.
Dugaan Pelanggaran (Whistleblowing System) dan untuk
mencegah adanya tindak kecurangan dalam Perusahaan.

JUMLAH PENGADUAN DAN SANKSI NUMBER OF COMPLAINTS AND SANCTIONS

Selama tahun 2018, tidak terdapat pengaduan terkait During 2018, there were no complaints regarding the
whistleblowing system. Sehingga tidak terdapat sanksi whistleblowing system. So that there are no sanctions
yang dikenakan terkait whistleblowing system. imposed regarding the whistleblowing system.
PENGELOLAAN LAPORAN HARTA MANAGEMENT OF REPORTS ON STATE

KEKAYAAN PENYELENGGARA NEGARA OFFICIALS ASSETS
(LHKPN)
PT Angkasa Pura I (Persero) memiliki kebijakan mengenai PT Angkasa Pura I (Persero) has a policy related to execution
pelaksanaan pelaporan Laporan Harta Kekayaan of report on state officials assets (LHKPN) based on Board
Penyelenggara Negara (LHKPN) berdasarkan Keputusan of Directors Decree KEP.90/OM.07/2014 that has been
Direksi KEP.90/OM.07/2014 yang telah diganti dengan replaced with Board of Directors Decree Number KEP.33/
Keputusan Direksi No. KEP.33/OM.07/2018 tanggal 7 OM.07/2018 on March 7, 2018 about Guidelines of State
Maret 2018 tentang Pedoman Pelaporan Harta Kekayaan Official Assets Report in PT Angkasa Pura I (Persero). This
Penyelenggara Negara di Lingkungan PT Angkasa Pura policy set about company’s employees are obligated to
I (Persero). Kebijakan ini mengatur mengenai pegawai report their assets, its delivery procedures as well as the
Perseroan yang wajib melaporkan harta kekayaannya, LHKPN management and administrative units.
tata cara penyampaian serta unit kerja pengelola dan
administrator LHKPN.
Kewajiban Penyelenggara Negara untuk melaporkan Officials State Obligation to report their assets is regulated
harta kekayaan diatur dalam: on:
1. Undang-Undang Nomor 28 Tahun 1999 tentang 1. Law Number 28 Year 1999 on Clear and Free State
Penyelenggara Negara Yang Bersih dan Bebas Dari Officials from Corruption, Collusion, and Nepotism.
Korupsi, Kolusi dan Nepotisme.
2. Undang-Undang Nomor 30 Tahun 2002 tentang 2. Law Number 30 Year 2002 on Corruption Eradication
Komisi Pemberantasan Tindak Pindana Korupsi. Commission.
3. Instruksi Presiden Nomor 5 Tahun 2004 tentang 3. Presidential Instruction Number 5 Year 2004 on
Percepatan Pemberantasan Korupsi. Acceleration of Corruption Eradication.
4. Surat Edaran Menteri BUMN Nomor: SE-17/ 4. Circular Letter of Ministry of State Owned Enterprise
MBU/2008 tentang Kewajiban Menyampaikan Number: SE-17/MBU/2008 on Obligation in Submitting
Laporan Harta Kekayaan Penyelengggara Negara. Report on State Officials Assets.
5. Instruksi Menteri Negera BUMN Nomor: INS- 5. Instruction of Ministry of State Owned Enterprise
01/MBU/2009 tentang Penyelenggara Negara Number: INS-01/MBU/2009 on State Officials are
Wajib Menyampaikan Laporan Harta Kekayaan Obligated to Submit Report on State Officials Asstets in
Penyelenggara Negara (LHKPN) di Lingkungan Badan State Owned Enterprise Environment.
Usaha Milik Negara.
6. Peraturan Komisi Pemberantasan Korupsi Nomor: 6. Corruption Eradication Commission Regulation
07 Tahun 2016 tentang Tata Cara Pendaftaran, Number: 07 Year 2016 on Procedure of Registration,
Pengumuman dan Pemeriksaan Harta Kekayaan Announcement and Investigation on State Official
Penyelenggara Negara. Assets.
7. Surat Edaran Komisi Pemberantasan Korupsi 7. Circular Letter of Corruption Eradication Commission
Nomor: SE-08/01/10/2016 tentang Petunjuk Teknis Number: SE-08/01/10/2016 on The Technical Guidelines
Penyampaian dan Pengelolaan Laporan Harta in Submitting and Managing Report on State Officials
Kekayaan Penyelanggara Negara. Assets.
WAJIB LAPOR OBLIGATORY REPORTING

Pejabat PT Angkasa Pura I (Persero) yang diwajibkan Executive officials of PT Angkasa Pura I (Persero) who are
menyampaikan Laporan Harta Kekayaan Pejabat Negara obligated to sumbit Report on State Officials
(LHKPN) adalah: Assets (LHKPN):
1. Dewan Komisaris 1. Board of Commissioners.
2. Direksi 2. Board of Directors.
3. Head of Internal Audit, Corporate Secretary, Head of 3. Head of Internal Audit, Corporate Secretary, Head of
Legal and Compliance, Head of Procurement, Head of Legal and Compliance, Head of Procurement, Head of
Risk Management and Corporate Planning, dan Head of Risk Management and Corporate Planning, dan Head of
Corporate Social Responsibility. Corporate Social Responsibility.

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2018 Annual Report
4. Group Head. 4. Group Head.

5. General Manager. 5. General Manager.
6. Project Manager/Pimpinan Proyek. 6. Project Manager
7. Pegawai yang ditugaskan/diperbantukan di Dana 7. Employee who is assigned/helped in Retiring Fund,
Pensiun, Yayasan dan Anak Perusahaan yang Foundation and Subsidiaries which positions a structural
mendudukan Jabatan Struktural 1 (satu) tingkat di position 1 level below the Board of Directors.
bawah Direksi.
PENYAMPAIAN LHKPN LHKPN SUBMISSION

Wajib Lapor wajib menyampaikan LHKPN kepada Komisi In compulsory report obligates to submit LHKPN to the
Pemberantasan Korupsi (KPK) yaitu pada saat: current Corruption Eradication Commission (KPK):
1. Pengangkatan pada saat pertama kali menjabat. 1. Appointment in the first serve.
2. Pengangkatan kembali setelah berakhirnya masa 2. Re-appointment after serve period over or retirement.
jabatan atau pensiun.
3. Berakhirnya masa jabatan atau pensiun. 3. End of serve period or retirement.
Penyampaian LHKP disampaikan dalam jangka waktu LHKPN is submitted no lather than 3 (three) months since
paling lambat 3 (tiga) bulan terhitung sejak saat the first appointment/re-appointment/end of serve period.
pengangkatan pertama/pengangkatan kembali/ LHKPN is submitted periodically by compulsory report
berakhirnya masa jabatan. Penyampaian LHKPN every 1 (one) year upon assets that have been obtained per
dilakukan secara periodik oleh Wajib Lapor setiap 1 (satu) January 1 until December 31.
tahun sekali atas harta kekayaan yang diperoleh sejak
tanggal 1 Januari sampai dengan tanggal 31 Desember.
Penyampaian LHKPN dilaksanakan dengan cara online Submission of LHKPN is conducted online through the
melalui Aplikasi ELHKPN pada alamat www.elhkpn.kpk. ELHKPN application at the address www.elhkpn.kpk.go.id.
go.id.
PELAPORAN LHKPN REPORTING THE REPORT ON STATE ASSETS

Selama tahun 2018, pegawai yang melaporkan LHKPN During 2018, there were 34 (thirty four) employees’ reports
sebanyak 34 (tiga puluh empat) orang dari total Wajib on state assets reporting 60 (sixty) reporters.
Lapor sebanyak 60 (enam puluh) orang.

THE PRACTICE OF BAD CORPORATE

PRAKTIK BAD CORPORATE GOVERNANCE
GOVERNANCE
PT Angkasa Pura I (Persero) menyadari bahwa praktik- PT Angkasa Pura I (Persero) realize that the practices of
praktik bad corporate governance akan mengganggu bad corporate governance will disturb Good Corporate
sistem Tata Kelola yang baik (GCG) yang telah dibangun Givernance system which has been build by PT Angkasa
oleh Perseroan. Untuk mendukung hal tersebut, selama Pura I (Persero). In supporting the matters, during 2018
tahun 2018, PT Angkasa Pura I (Persero) tidak melakukan PT Angkasa Pura I (Persero) does not commite any action or
segala tindakan serta kebijakan yang berkaitan dengan policy which related to bad practices, it can be seen in the
praktik itu yang ditunjukkan pada tabel sebagai berikut: table below:
No. Keterangan Praktik

Information Practice
1 Adanya laporan sebagai perusahaan yang mencemari lingkungan. Nihil

Report as a company that pollutes the environment. Nil
2 Perkara penting yang sedang dihadapi oleh perusahaan, entitas anak, anggota Direksi dan/atau anggota Nihil
Dewan Komisaris yang sedang menjabat tidak diungkapkan dalam LaporanTahunan. Nil
Current important cases faced by the company, subsidiaries, members of the Board of Directors and/or members
of the Board of Commissioners who are in serve are not disclosed in the Annual Report.
3 Ketidakpatuhan dalam pemenuhan kewajiban perpajakan. Nihil
Non-compliance in fulfillment of tax obligations. Nil
4 Ketidaksesuaian penyajian laporan tahunan dan laporan keuangan dengan peraturan yangberlaku dan SAK. Nihil
Non-compliance between the presentation of annual reports and financial reports with applicable regulations and Nil
SAK.
5 Kasus terkait buruh dan karyawan. Nihil
Case related to employee. Nil
6 Tidak terdapat pengungkapan segmen operasi pada perusahaan listed. Nihil
There is no disclosure of operating segments in listed company. Nil
7 Terdapat ketidaksesuaian antara LT hardcopy dengan LT softcopy. Nihil
There is a discrepancy between LT hardcopy and LT softcopy. Nil
PELAKSANAAN PENERAPAN EXECUTION OF THE IMPLEMENTATION

OF THE ASPECTS AND PRINCIPLES OF
ASPEK DAN PRINSIP TATA KELOLA CORPORATE GOVERNANCE ACCORDING
TO OJK’S REGULATIONS
PERUSAHAAN SESUAI KETENTUAN
OTORITAS JASA KEUANGAN
Berdasarkan Peraturan OJK No. 21/POJK.04/2015 Based on OJK’s Regulation No. 21/POJK.04/2015 concerning
tentang Penerapan Pedoman Tata Kelola Perusahaan Implementation of Governance Guidelines for Public
Terbuka dan Surat Edaran OJK No. 32/SE.OJK.04/2015 Companies and OJK’s Circular No. 32/SEOJK.04/2015
tentang Pedoman Tata Kelola Perusahaan Terbuka, concerning Governance Guidelines for Public Companies,
pedoman Tata Kelola mencakup 5 aspek, 8 prinsip dan Governance Guidelines cover 5 (five) aspects, 8 (eight)
25 rekomendasi penerapan aspek dan prinsip tata kelola principles, and 25 (twenty five) recommendations on the
perusahaan yang baik. Rekomendasi penerapan aspek dan implementation of the aspects and principles of good
prinsip tata kelola perusahaan yang baik dalam Pedoman corporate governance. The recommendations on the
Tata Kelola adalah standar penerapan aspek dan prinsip implementation of good corporate governance aspects
tata kelola perusahaan yang baik yang harus diterapkan and principles in the Governance Guidelines serve as
Perseroan untuk mengimplementasikan prinsip tata standards for implementing the aspects and principles of
kelola. Adapun uraian penerapannya, dapat disampaikan, good corporate governance that must be implemented by
sebagai berikut. the Company to implement governance principles. The
implementation is described below.

705
2018 Annual Report
Prinsip Rekomendasi Penjelasan Penerapan di Perseroan

No
Principle Recommendation Description of Implementation in the Company
1 Aspek 1 : Hubungan Perusahaan Terbuka dengan Pemegang Saham Dalam Menjamin Hak-Hak Pemegang Saham;
Aspect No. 1 : Relationship Between a Public Company with Its Shareholders in Connection with Security of the Rights of
Shareholders;
Prinsip 1 1. Perusahaan Terbuka memiliki Berdasarkan Pedoman Tata Laksana Kerja Direksi
Meningkatkan Nilai cara atau prosedur teknis dan Dewan Komisaris (Board Manual) PT Angkasa
Penyelenggaraan pengumpulan suara (voting) Pura I (Persero), mekanisme pengambilan keputusan
RUPS. baik secara terbuka maupun dalam rapat diambil secara musyawarah untuk
Principle 1 tertutup yang mengedepankan mufakat. Apabila melalui musyawarah tidak tercapai
Improving the Quality of independensi, dan kesepakatan, maka keputusan ditetapkan berdasarkan
GMS Organization. kepentingan pemegang suara terbanyak dan suara tersebut lebih dari ½ (satu
saham. per dua) dari jumlah suara sah yang mengikuti rapat
1. A Public Company has technical tersebut.
procedures or methods to take Based on Guidelines for the Work Procedures of the Board
a vote (voting) both openly of Directors and the Board of Commissioners (Board
and closedly which emphasize Manual) of PT Angkasa Pura I (Persero), a decision at the
independence and the interests meeting shall be made by way of deliberation to reach
of shareholders. a consensus. In the event that such deliberation fails to
reach a consensus, then the decision shall be made by
majority votes and the votes shall exceed ½ (one second)
of the total votes validly cast at the meeting.
Status: Comply
2. Seluruh anggota Direksi dan Seluruh anggota Direksi dan anggota Dewan Komisaris
anggota Dewan Komisaris hadir pada RUPS yang telah dilaksanakan pada tanggal
Perusahaan Terbuka hadir 10 Januari 2018 pukul 09.00 WIB – selesai bertempat
dalam RUPS Tahunan. di Kantor Kementerian BUMN, Ruang Rapat Lt. 13,
2. All members of the Board of Jalan Medan Merderka Selatan No. 13 Jakarta Pusat.
Directors and members of the All members of the Board of Directors and members of
Board of Commissioners of the the Board of Commissioners present at the GMS held
Public Company attend the on January 10, 2018 at 09.00 WIB - were completed at
Annual GMS. the Office of the Ministry of BUMN, Meeting Room Lt. 13,
Jalan Medan Merderka Selatan No. 13 Central Jakarta.
Status: Comply
3. Ringkasan risalah RUPS Ringkasan risalah RUPS telah tersedia dalam situs web
tersedia dalam Situs Web www.ap1.co.id pada tautan http://www.ap1.co.id/id/
Perusahaan Terbuka paling hubungan-investor/rups.
sedikit selama 1 (satu) tahun. A summary of the minutes of the GMS is available on the
3. Summary of the minutes of the website www.ap1.co.id at the http://www.ap1.co.id/id/
GMS shall be made available on hubungan-investor/rups link.
the Public Company’s website
for at least 1 (one) year. Status: Comply
Prinsip 2 4. Perusahaan Terbuka memiliki PT Angkasa Pura I (Persero) memiliki kebijakan dalam
Meningkatkan suatu kebijakan komunikasi memberikan informasi kepada pemegang saham
Kualitas Komunikasi dengan pemegang saham atau investor berupa laporan berkala, keterbukaan
Perusahaan Terbuka atau investor. informasi, serta informasi lainnya secara wajar dan
dengan Pemegang 4. A Public Company has a tepat.
Saham atau Investor. communication policy with PT Angkasa Pura I (Persero) has a policy governing
Principle 2 shareholders or investors. disclosure of information to shareholders or investors in
Improving the Quality of the form of periodic reports, transparency of information,
Communication Between and other information fairly and appropriately.
the Public Company
with Its Shareholders or Status: Comply
Investors.
5. Perusahaan Terbuka SItus website www.ap1.co.id memuat informasi yang

mengungkapkan kebijakan bertujuan untuk meningkatkan partisipasi dan peran
komunikasi Perusahaan pemegang saham dalam rangka menjalin komunikasi
Terbuka dengan pemegang yang baik.
saham atau investor dalam Website www.ap1.co.id provides information intended to
Situs Web. enhance participation and roles of shareholders in order
5. A Public Company shall to establish good communication.
disclose the communication
policy it and its shareholders or Status: Comply
investors adopt on the website.


No
II Aspek 2 : Fungsi dan Peran Dewan Komisaris

Aspect No. 2 : Functions and Roles of the Board of Commissioners
Prinsip 3 6. Penentuan jumlah Berdasarkan Undang-undang No. 19 Tahun 2003

M e m p e r k u a t anggota Dewan Komisaris tentang BUMN dan Peraturan Menteri Negara BUMN
Keanggotaan dan mempertimbangkan kondisi No. PER-01/MBU/2011 komposisi Dewan Komisaris,
Komposisi Dewan Perusahaan Terbuka. PT Angkasa Pura I (Persero) harus memungkinkan
Komisaris 6. Determination of the number pengambilan keputusan yang efektif, tepat dan cepat
Principle 3 of members of the Board of serta dapat bertindak secara independen dalam arti
Strengthening Commissioners shall take tidak mempunyai benturan kepentingan.
Membership and into account conditions of the Based on the Law No. 19 of 2003 concerning State-
Composition of Public Company. Owned Enterprises and the Regulation of the State
the Board of Minister of State-Owned Enterprises (SOEs) No. PER-
Commissioners 01/MBU/2011 concerning the Composition of the Board
of Commissioners, PT Angkasa Pura I (Persero) shall
facilitate effective, proper, and prompt decision making
and can act independently in the sense that there is no
conflict of interests.
Status: Comply
7. Penentuan komposisi Kebijakan keberagaman komposisi Dewan Komisaris

anggota Dewan Komisaris pada PT Angkasa Pura I (Persero) diatur dalam Board
memperhatikan keberagaman Manual Perseroan yang sesuai dengan Peraturan
keahlian, pengetahuan, dan Menteri Negara BUMN Nomor: PER-02/MBU/02/2015
pengalaman yang dibutuhkan. tentang Persyaratan dan Tata Cara Pengangkatan dan
7. Determination of the Pemberhentian Anggota Dewan Komisaris dan Dewan
composition of members of Pengawas BUMN. Berdasarkan peraturan tersebut,
the Board of Commissioners anggota Dewan Komisaris antara lain harus memenuhi
shall take into account the persyaratan materiil sebagai berikut.
diversity of skills, knowledge,
and experience required. Anggota Dewan Komisaris harus memiliki:
a. Integritas;
b. Dedikasi;
c. Memahami masalah-masalah manajemen
Perusahaan yang berkaitan dengan salah satu
fungsi manajemen;
d. Memiliki pengetahuan yang memadai di bidang
usaha Persero/Perum dimana yang bersangkutan
dicalonkan; serta
e. Dapat menyediakan waktu yang cukup untuk
melaksanakan tugasnya.
Perseroan juga senantiasa berupaya agar komposisi

Dewan Komisaris memiliki keberagaman dalam usia,
jenis kelamin, pendidikan, pengalaman kerja dan
keahlian.
The policy governing diversity in the composition of the

Board of Commissioners of PT Angkasa Pura I (Persero) is
specified in the Company’s manual board in accordance
with the Regulation of the State Minister of State-Owned
Enterprises Number: PER-02/ MBU/02/2015 concerning
Requirements and Procedures for the Appointment and
Dismissal of Members of the Board of Commissioners and
the Supervisory Board of SOEs. Based on the regulation,
members of the Board of Commissioners, among others,
must meet the following material requirements.
A member of the Board of Commissioners is required to

have:
a. Integrity;
b. Dedication;
c. Understanding of the issues of the management of
the Company related to one of the function of the
management;
d. Sufficient knowledge of the business line of the
Company/ Public Company where the concerned
member is nominated; and
e. The ability to provide enough time to
execute his/her duties. The Company also always strives

to ensure diversity in the composition of the Board of
Commissioners in terms of age, gender, education, work
experience, and expertise.
Status: Comply

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2018 Annual Report

No
4 Prinsip 4 8. Dewan Komisaris mempunyai PT Angkasa Pura I (Persero) memiliki kebijakan

Meningkatkan Kualitas kebijakan penilaian sendiri penilaian kinerja Dewan Komisaris yang menjadi
Pelaksanaan Tugas (Self Assessment) untuk pedoman untuk menilai kinerja perusahaan. Penilaian
dan Tanggung Jawab menilai kinerja Dewan kinerja Dewan Komisaris dapat dilihat dalam laporan
Dewan Komisaris. Komisaris. tahunan ini.
Principle 4 8. The Board of Commissioners PT Angkasa Pura I (Persero) has a policy to assess
Improving Quality has a Self Assessment policy performance of the Board of Commissioners which
of the Execution to assess performance of the serves as a basis for the assessment of the Company’s
of Duties and Board of Commissioners.. performance. The assessment of the performance of
Responsibilities the Board of Commissioners can be seen in this annual
of the Board of report.
Commissioners Status: Comply
9. Kebijakan penilaian sendiri Kebijakan penilaian kinerja Dewan Komisaris

(Self Assessment) untuk PT Angkasa Pura I (Persero) telah dipublikasikan
menilai kinerja Dewan melalui Laporan Tahunan dan situs web PT Angkasa
Komisaris, diungkapkan Pura I (Persero).
melalui Laporan Tahunan The policy to assess performance of the Board of
Perusahaan Terbuka. Commissioners of PT Angkasa Pura I (Persero) has been
9. The self-assessment policy published through the Annual Reports and website of
aims to assess performance of PT Angkasa Pura I (Persero).
the Board of Commissioners,
which is reported in the Public Status: Comply
company’s Annual Report.
10. Dewan Komisaris mempunyai Alasan dan tata cara pemberhentian Dewan Komisaris di
kebijakan terkait pengunduran PT Angkasa Pura I (Persero) dilaksanakan berdasarkan
diri anggota Dewan Komisaris Peraturan Menteri Negara BUMN Nomor: PER-02/
apabila terlibat dalam MBU/02/2015 tentang Persyaratan dan Tata Cara
kejahatan keuangan. Pengangkatan dan Pemberhentian Anggota Dewan
10. The Board of Commissioners Komisaris dan Dewan Pengawas BUMN. Berdasarkan
has a policy governing peraturan tersebut, alasan pemberhentian Anggota
resignation of members of the Dewan Komisaris salah satunya adalah adanya
Board of Commissioners in the Pemberhentian sewaktu-waktu, dilakukan apabila
event that they get involved in anggota Dewan Komisaris yang bersangkutan terlibat
financial crimes. dalam tindakan yang merugikan BUMN dan/atau
negara dan atau dinyatakan bersalah dengan putusan
pengadilan yang telah mempunyai kekuatan hukum
yang tetap.
Grounds and procedures for dismissal of the Board of
Commissioners of PT Angkasa Pura I (Persero) shall
be executed in compliance with the Regulation of the
State Minister of State-Owned Enterprises No. PER-
02/MBU/02/2015 concerning Requirements and
Procedures for the Appointment and Dismissal of the
Board of Commissioners and the Supervisory Board of a
State-Owned Enterprise. Based on the regulation, among
the grounds for dismissal of a member of the Board of
Commissioners is dismissal at any time, which applies
in the event that the concerned member of the Board of
Commissioners is involved in an action that incurs losses
to the SOE and/or the state and/or is found guilty by a
court decision having permanent legal force.
Status: Comply
11. Dewan Komisaris atau Komite Dewan Komisaris PT Angkasa Pura I (Persero) telah
yang menjalankan fungsi menyusun kebijakan terkait nominasi dan remunerasi.
Nominasi dan Remunerasi The Board of Commissioners of PT Angkasa Pura I
menyusun kebijakan suksesi (Persero) has established a policy governing nomination
dalam proses Nominasi and remuneration.
anggota Direksi.
11. The Board of Commissioners or Status: Comply
the Committee performing the
Nomination and Remuneration
function shall establish a
succession policy in the process
of nomination of members of


No
III Aspek 3 : Fungsi dan Peran Direksi

Aspect No. 3 : Functions and Roles of the Board of Directors
Prinsip 5 12. Penentuan jumlah anggota Jumlah, komposisi dan struktur Direksi telah
M e m p e r k u a t Direksi mempertimbangkan memenuhi ketentuan yang dapat meningkatkan
Keanggotaan dan kondisi Perusahaan Terbuka kinerja perusahaan sesuai dengan kebutuhan serta
Komposisi Direksi. serta efektivitas dalam kompleksitas bisnis PT Angkasa Pura I (Persero).
Principle 5 pengambilan keputusan. The number, composition, and structure of the Board of
Strengthening 12. Determination of the number Directors have met the requirements that can improve
Membership and of members of the Board the Company’s performance in accordance with the
Composition of the of Directors shall consider business needs and complexity of PT Angkasa Pura I
Board of Directors conditions of the Public (Persero).
Company and the effectiveness
of decision making. Status: Comply
13. Penentuan komposisi anggota PT Angkasa Pura I (Persero) telah memperhatikan

Direksi memperhatikan, keberagaman keahlian, pengetahuan, dan pengalaman
keberagaman keahlian, komposisi Direksi sesuai dengan ketentuan
pengetahuan, dan keberagaman komposisi Direksi berdasarkan Peraturan
pengalaman yang dibutuhkan. Menteri Negara BUMN Nomor: PER-01/MBU/2012
13. Determination of the tentang Persyaratan dan Tata Cara Pengangkatan dan
composition of members of Pemberhentian Anggota Direksi BUMN.
the Board of Directors shall PT Angkasa Pura I (Persero) has pay attention to diversity
consider the diversity of skills, of expertise, knowledge, and composition experience
knowledge, and experience Directors in accordance with the provisions of diversity
required composition of Directors based on Regulations Minister
of State-Owned Enterprises Number: PER-01/MBU/2012
concerning Requirements and Procedures Appointment
and Dismissal of Members State-owned Snterprises
Directors.
Status: Comply
14. Anggota Direksi yang Novrihandri selaku Direktur Keuangan memiliki latar
membawahi bidang belakang pendidikan Sarjana Ekonomi dari Jurusan
akuntansi atau keuangan Akuntansi Universitas Andalas Padang serta Program
memiliki keahlian dan/ Pascasarjana Jurusan Manajemen di Universitas Gajah
atau pengetahuan di bidang Mada. Novrihandri juga memiliki keahlian di bidang
akuntansi. Akuntansi dan finance.
14. Members of the Board Novrihandri as the Finance Director has a background
of Directors in charge of in economics, i.e. obtaining a Bachelor’s degree
accounting or finance shall of Economics from the Accounting Department of
have expertise in and/or Universitas Andalas, Padang and a Master’s Degree from
knowledge of accounting. Universitas Gadjah Mada. Novrihandri also has expertise
in accounting and finance.
Status: Comply

709
2018 Annual Report

No
6 Prinsip 6 15. Direksi mempunyai kebijakan PT Angkasa Pura I (Persero) telah memiliki Kebijakan
Meningkatkan Kualitas penilaian sendiri (Self Penilaian Kinerja terhadap Direksi sebagai pedoman
Pelaksanaan Tugas Assessment) untuk menilai untuk menilai efektivitas pelaksanaan tugas dan
dan Tanggung Jawab kinerja Direksi. tanggung jawab Direksi.
Direksi. 15. The Board of Directors has PT Angkasa Pura I (Persero) already has a policy to
Principle 6 a self-assessment policy to assess performance of the Board of Directors as a basis
Improving Quality of the assess performance of the to assess effectiveness of the execution of the duties and
Execution of Duties and Board of Directors. responsibilities of the Board of Directors.
Responsibilities of the
Board of Directors Status: Comply
16. Kebijakan penilaian sendiri Kebijakan penikaian kinerja Direksi PT Angkasa Pura
(Self Assessment) untuk I (Persero) telah dipublikasikan melalui Laporan
menilai kinerja Direksi Tahunan dan situs web PT Angkasa Pura I (Persero).
diungkapkan melalui laporan The policy to assess performance of the Board of
tahunan Perusahaan Terbuka. Directors of PT Angkasa Pura I (Persero) has been
16. The self-assessment policy published through Annual Reports and the website of
to assess performance of PT Angkasa Pura I (Persero).
the Board of Directors shall
be disclosed through the Status: Comply
Company’s annual reports.
17. Direksi mempunyai kebijakan Berdasarkan Board Manual PT Angkasa Pura I

terkait pengunduran diri (Persero), salah satu alasan yang menyebabkan
anggota Direksi apabila berakhirnya jabatan anggota Direksi adalah jika tidak
terlibat dalam kejahatan lagi memenuhi persyaratan peraturan perundang-
keuangan. undangan yang berlaku, termasuk apabila Direksi
17. The Board of Directors has a terlibat dalam kejahatan keuangan.
policy governing resignation Based on the Board Manual of PT Angkasa Pura I
of members of the Board of (Persero), one of the grounds for termination of the
Directors in the event that they term of office of a member of the Board of Directors is
are involved in financial crimes. if the concerned member is no longer deemed eligible
according to the applicable laws and regulations,
including in the event that the concerned member of the
Board of Directors gets involved in financial crimes.
Status: Comply


No
IV Aspek 4 : Partisipasi Pemangku Kepentingan

Aspect No. 4 : Participation of Stakeholders
Prinsip 7 18. Perusahaan Terbuka memiliki PT Angkasa Pura I (Persero) tidak menjual saham
Meningkatkan kebijakan untuk mencegah dan bukan merupakan Perusahaan Terbuka, sehingga
Aspek Tata Kelola terjadinya insider trading. PT Angkasa Pura I (Persero) tidak memiliki kebijakan
Perusahaan melalui 18. The Public Company has untuk mencegah terjadinya insider trading.
Partisipasi Pemangku a policy to prevent insider PT Angkasa Pura I (Persero) does not sell shares and is
Kepentingan. trading. not a Public Company, thus it does not have any policy to
Principle 7 prevent insider trading.
Improving the
Aspect of Corporate Status: Comply
Governance through
Participation of
Stakeholders 19. Perusahaan Terbuka memiliki Dalam rangka implementasi prinsip Tata Kelola Perusahaan
kebijakan anti korupsi dan anti yang Baik (Good Corporate Governance), PT Angkasa Pura
fraud. I (Persero) memiliki beberapa kebijakan anti korupsi dan
19. The Public Company has an anti fraud, melalui Pedoman Etika Perusahaan (Code of
anti-corruption and anti-fraud Conduct), monitoring atas Laporan harta kekayaan pejabat
policy. Negara (LHKPN), program Pengendalian Gratifikasi, serta
sistem Pelaporan Pelanggaran (Whistleblowing System).
In an attempt to implement the principles of Good Corporate
Governance, PT Angkasa Pura I (Persero) has a number
of anticorruption and anti-fraud policies, through the
Company’s Code of Conduct, monitoring of the Report of State
Administrators’ Assets, the Gratuity Control Program, and the
violation reporting system (i.e. the Whistleblowing System).
Status: Comply
20. Perusahaan Terbuka memiliki Salah satu prinsip di Pengadaan Barang/Jasa di

kebijakan tentang seleksi PT Angkasa Pura I (Persero) merupakan transparan,
dan peningkatan kemampuan sehingga semua ketentuan dan informasi, termasuk syarat
pemasok atau vendor. administrasi, teknis, dan harga, tata cara evaluasi, serta
20. The Public Company has a tata cara penetapan pemenang Pengadaan Barang/Jasa,
policy governing selection sifatnya terbuka bagi semua Penyedia Barang/Jasa yang
and improvement of vendors’ berminat. Salah satu contohnya dapat dilihat dalam website
capability. PT Angkasa Pura I (Persero), yaitu www.ap1.co.id, semua
vendor dapat melihat pengumuman lelang di kolom info
lelang. Selain itu, untuk vendor yang memiliki kualifikasi dan
klasifikasi yang sesuai dengan pekerjaan yang dibutuhkan
oleh PT Angkasa Pura I (Persero) dan vendor tersebut
telah secara aktif terdaftar dalam Vendor Management
System (VMS), maka secara otomatis vendor tersebut dapat
terundang. Hal tersebut agar PT Angkasa Pura I (Persero)
dapat memperoleh barang/jasa yang diperlukan dengan
harga kompetitif dan kualitas yang baik.
One of the principles of Procurement of Goods/Services of
PT Angkasa Pura I (Persero) is transparency, meaning that
all regulations and information, including administrative,
technical, and price requirements; evaluation procedures;
and procedures for determination of the winner of Goods/
Services Procurement, are open to any interested Goods/
Service Vendors. For example, please visit the website of
PT Angkasa Pura I (Persero) at www.ap1.co.id, where all
vendors can see the tender announcement in the tender
information column. In addition, vendors with qualification
and classification that suit the type of work required by
PT Angkasa Pura I (Persero) and who have been
registered in the Vendor Management System (VMS)
may automatically be invited. This aims to ensure that PT
Angkasa Pura I (Persero) can obtain the necessary goods/
services at a competitive price and with good quality.
Status: Comply
21. Perusahaan Terbuka memiliki Dalam rangka memenuhi kebutuhan pendanaan,

kebijakan tentang pemenuhan PT Angkasa Pura I (Persero) telah meminjam kepada bank
hak-hak kreditur. dan masyarakat melalui penerbitan Obligasi I dan Sukuk
21. The Public Company has a Ijarah I pada tahun 2016. Kewajiban-kewajiban yang
policy governing fulfillment of timbul dari peminjaman tersebut telah dipenuhi melalui
the rights of creditors. pembayaran pokok dan bunga pinjaman secara tepat
waktu.
To meet the need for funds, PT Angkasa Pura I (Persero)
has borrowed from banks and the public through the
issuance of Bonds I and Sukuk Ijarah I in 2016. The
liabilities arising from such borrowing have been met
through punctual payment of the principal and interest.
Status: Comply

711
2018 Annual Report

No
22. Perusahaan Terbuka PT Angkasa Pura I (Persero) telah memiliki Sistem

memiliki kebijakan sistem Pelaporan Pelanggaran (Whistleblowing System)
whistleblowing. berfungsi sebagai sarana dalam pencegahan,
22. The Public Company has a pengungkapan pelanggaran atau tindak kecurangan
policy governing the whistle dalam Perusahaan dan telah dituangkan pada
blowing system. Keputusan Direksi PT Angkasa Pura I (Persero)
Nomor: KEP.192/PG.01/2016 tentang Pedoman Sistem
Pelaporan Pelanggaran (Whistleblowing System).
Sistem Pelaporan Pelanggaran (Whistleblowing System)
dapat diakses melaui website sehingga mempermudah
pegawai maupun stakeholder PT Angkasa Pura I
(Persero) dalam pelaporan dugaan pelanggaran yang
terjadi.
PT Angkasa Pura I (Persero) telah memiliki Sistem
Pelaporan Pelanggaran (Whistleblowing System)
berfungsi sebagai sarana dalam pencegahan,
pengungkapan pelanggaran atau tindak kecurangan
dalam Perusahaan dan telah dituangkan pada Keputusan
Direksi PT Angkasa Pura I (Persero) Nomor: KEP.192/
PG.01/2016 tentang Pedoman Sistem Pelaporan
Pelanggaran (Whistleblowing System). Sistem Pelaporan
Pelanggaran (Whistleblowing System) dapat diakses
melaui website sehingga mempermudah pegawai
maupun stakeholder PT Angkasa Pura I (Persero) dalam
pelaporan dugaan pelanggaran yang terjadi.
Status: Comply
23. Perusahaan Terbuka memiliki PT Angkasa Pura I (Persero) memiliki kebijakan

kebijakan pemberian insentif remunerasi berdasarkan Peraturan Menteri Badan
jangka panjang kepada Direksi Usaha Milik Negara.
dan karyawan PT Angkasa Pura I (Persero) has a remuneration policy
23. The Public Company has a based on Regulation of the Minister of State-Owned
policy governing long-term Enterprises.
incentives for the Board of
Directors and employees. Status: Comply
V Aspek 5 : Keterbukaan Informasi

Aspect No. 5 : Transparency of Information
Prinsip 8 24. Perusahaan Terbuka Sampai saat ini, selain melalui situs web, PT Angkasa
Meningkatkan memanfaatkan penggunaan Pura I (Persero) juga memanfaatkan teknologi
Pelaksanaan teknologi informasi secara media sosial seperti twitter, instagram, youtube, dan
Keterbukaan Informasi. lebih luas selain Situs Web pengumuman di surat kabar harian.
Principle 8 sebagai media keterbukaan So far, in addition to using a website, PT Angkasa
Improving the informasi. Pura I (Persero) also uses social media such as twitter,
Implementation of 24. The Public Company uses instagram, youtube, and announcements in daily
Transparency of information technology newspapers.
Information extensively, in addition
to website, as a means of Status: Comply
transparency of information.


No
25. Laporan Tahunan Perusahaan PT Angkasa Pura I (Persero) saat ini belum menerbitkan
Terbuka mengungkapkan saham, sehingga Laporan Tahunan PT Angkasa Pura
pemilik manfaat akhir I (Persero) tidak perlu mengungkapkan informasi
dalam kepemilikan saham mengenai pemegang saham dimaksud.
Perusahaan Terbuka paling Currently, PT Angkasa Pura I (Persero) has not issued
sedikit 5% (lima persen), any shares, thus it is unnecessary for the Company’s
selain pengungkapan annual report to disclose any information about the
pemilik manfaat akhir shareholders.
dalam kepemilikan saham
Perusahaan Terbuka melalui Status: Comply
pemegang saham utama dan
pengendali.
25. Annual Reports of a Public
Company shall disclose the
ultimate beneficial owner
for ownership of the Public
Company’s share of at least
5% (five percent), in addition
to disclosure of the ultimate
beneficial owner for ownership
of the Public Company’s
share through principal and
controlling shareholders

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2018 Annual Report
06
TANGGUNG JAWAB SOSIAL
PERUSAHAAN
CORPORATE SOCIAL RESPONSIBILITY

TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY
Hingga Tahun 2018, terdapat 13 (Tiga Belas) Until 2018, there were 13 (Thirteen) Airports that
Bandar Udara yang berhasil mendapatkan had successfully obtained the Occupational Safety
Sertifikat SMK3 dengan capaian Bendera & Health Management System Certificate with
Emas (Memuaskan). Selain itu, 3 (tiga) the achievement of the Gold Flag (Satisfactory).
Bandar Udara yaitu Bandar Udara In addition, 3 (three) airports namely I Gusti
Internasional I Gusti Ngurah Rai Bali, Bandar Ngurah Rai Airport Bali, SAMS Sepinggan Airport
Udara SAMS Sepinggan - Balikpapan, Balikpapan, Adi Soemarno Airport Surakarta
Bandar Udara Adi Soemarno Surakarta received OHSAS 18001: 2007 certificates from
mendapatkan sertifikat OHSAS 18001:2007 Sucofindo International Certification Services.
dari Sucofindo International Certification
Services.

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2018 Annual Report
TATA KELOLA TANGGUNG JAWAB SOCIAL RESPONSIBILITY GOVERNANCE

SOSIAL
Perseroan menerapkan prinsip-prinsip tata The Company applied the principles of good
kelola perusahaan yang baik sebagai salah corporate governance as an effort to implement
satu upaya untuk menerapkan Transparansi, transparency, accountability, responsibility,
Akuntabilitas, Responsibilitas, Independensi, independence and Fairness. This was done to
dan Fairness (Kewajaran). Hal ini dilakukan support economic, social and environmental
untuk mendukung kinerja ekonomi, sosial performance, as mandated by Law No. 40 of
dan lingkungan, seperti diamanatkan 2007 regarding Limited Liability Companies.
Undang-Undang No. 40 Tahun 2007 tentang
Perusahaan Terbatas.
KOMITMEN TANGGUNG COMMITMENT TO SOCIAL

JAWAB SOSIAL RESPONSIBILITY
Perseroan berkomitmen untuk berperan serta The company was committed to participating in
dalam pembangunan ekonomi berkelanjutan sustainable economic development to improve
guna meningkatkan kualitas kehidupan the quality of life and the environment that
dan lingkungan yang bermanfaat, baik bagi is beneficial for the Company itself, the local
Perseroan sendiri, komunitas setempat, community, and the community in general.
maupun masyarakat pada umumnya. Komitmen This commitment was shown by the presence
ini ditunjukkan dengan telah dimilikinya of various policies related to the company's
berbagai macam kebijakan terkait dengan commitment to sustainable development. This
komitmen perusahaan terhadap pembangunan is in order to have a positive impact on society
berkelanjutan. Hal tersebut dalam rangka and the environment through transparent and

untuk memberikan dampak positif bagi masyarakat dan ethical behavior. These policies were as follows:
lingkungan melalui perilaku transparan dan etis. Kebijiakan
tersebut antara lain:
- Surat Keputusan Direksi PT Angkasa Pura I (Persero) - The Board of Directors’ Decree of PT Angkasa Pura I
No. KEP.32/OM.01.01/2015 tanggal 24 Maret 2015 (Persero) No. KEP.32/OM.01.01/2015 dated on March
Tentang Pedoman Penerapan Sistem Manajemen 24, 2015 regarding Guidelines for Implementing an
Lingkungan Bandar Udara di PT Angkasa Pura I Airport environmental management system at PT
(Persero). Angkasa Pura I (Persero).
- Instruksi-instruksi Direksi antara lain: INST.DU.04/ - The Board of Directors' instructions: INST.DU.04/
HK.01.02/2018 tanggal 15 Januari 2018 tentang HK.01.02/2018 dated on January 15, 2018 regarding
langkah-langkah Penurunan Emisi Gas Rumah Kaca steps to reduce Greenhouse Gas (GHG) Emissions at PT
(GRK) di Bandar Udara PT Angkasa Pura I (Persero) Angkasa Pura I (Persero) Airport as well as instruction
juga INST.DU.18/HK.01.02/2018 tanggal 10 April 2018 INST.DU.18/HK.01.02/2018 dated on April 10, 2018
tentang Pengelolaan Limbah dan Zat Kimia/Limbah concerning Management of Waste and Chemical
Bahan Berbahaya dan Beracun (B3) di Bandar Udara Substances/Hazardous and Toxic Waste at PT Angkasa
PT Angkasa Pura I (Persero). Pura I (Persero) Airports.
- Surat Keputusan Direksi PT Angkasa Pura I (Persero) - The Board of Directors’ Decree of PTAngkasa Pura I (Persero)
No. KEP.238/KU.13/2018 tanggal 20 Desember 2018 No. KEP.238/KU.13/2018 dated on December 20, 2018
Tentang Pedoman Tanggung Jawab Sosial Perusahaan regarding Guidelines for Corporate Social Responsibility
(CSR) di Lingkungan PT Angkasa Pura I (Persero). (CSR) in the Environment of PT Angkasa Pura I (Persero).
- Keputusan Direksi Nomor: KEP.121/KP.30/2004 - The Board of Directors’ Decree Number: KEP.121/
tanggal 9 Desember 2004, tentang Fasilitas KP.30/ 2004 dated on December 9, 2004, regarding
Para Pejabat, Perjalanan Dinas dan Pemeliharaan Officials facilities, Official Travel and Employee Health
Kesehatan Pegawai PT Angkasa Pura I (Persero). Maintenance of PT Angkasa Pura I (Persero).
- Keputusan Direksi Nomor: KEP.08/KP.10.43/2018 - The Board of Directors’ Decree Number: KEP.08/
tanggal 24 Januari 2018 tentang Manual Sistem KP.10.43/2018 dated on January 24, 2018 regarding
Manajemen Keselamatan dan Kesehatan Kerja the Corporate Occupational Safety Health Management
(SMK3) Korporat PT Angkasa Pura I (Persero). System Manual of PT Angkasa Pura I (Persero).
- Surat Keputusan Direksi PT Angkasa Pura I (Persero) - The Board of Directors’ Decree of PT Angkasa Pura I
No. KEP.103/KU.13/2017 tanggal 7 Agustus 2017 (Persero) No. KEP.103/KU.13/2017 dated on August
Tentang Petunjuk Pelaksanaan Program Kemitraan 7, 2017 regarding the Guidelines for Implementing the
dan Bina Lingkungan PT Angkasa Pura I (Persero). Partnership and Environmental Development Program
of PT Angkasa Pura I (Persero).
- Surat Keputusan Direksi PT Angkasa Pura I (Persero) - The Board of Directors’ Decree of PT Angkasa Pura
Nomor: KEP.239/KU.12/2017 tanggal 20 Desember I (Persero) Number: KEP.239/KU.12/2017 dated on
2017 perihal Perubahan Atas Keputusan Direksi PT December 20, 2017 regarding Amendments to the
Angkasa Pura I (Persero) No. KEP.103/KU.12/2017 Decision of the Board of Directors of PT Angkasa Pura
Tentang Pedoman Program Kemitraan Dan Bina I (Persero) No. KEP.103/KU.12/2017 regarding the
Lingkungan PT Angkasa Pura I (Persero). Guidelines of Partnership and Community Development
Program of PT Angkasa Pura I (Persero).
Sesuai Surat Keputusan Direksi PT Angkasa Pura I (Persero) In accordance with The Board of Directors’ Decree of PTAngkasa
No. KEP.82/OM.02.01/2014 Tanggal 11 Juli 2016 tanggung Pura I (Persero) No. KEP.82/OM.02.01/2014 dated on July 11,
jawab pelaksanaan tata kelola tanggung jawab sosial berada 2016, the responsibility for implementing social responsibility
pada unit Corporate Social Responsibility (CSR) di bawah governance was in the Corporate Social Responsibility (CSR)
Direktur Utama. Dalam melaksanakan tugasnya unit CSR unit under the President Director. In carrying out its duties, the
bertanggung jawab kepada Direktur Utama dan Direktur CSR unit was responsible to the President Director and Director
Komersial dan Pengembangan Usaha sebagai supervisinya. of Commercial and Business Development as its supervision.
Namun demikian, tanggung jawab sosial perusahaan However, corporate social responsibility is the responsibility of
merupakan tanggung jawab seluruh bagian Perseroan all parts of the Company in accordance with their respective
sesuai dengan tanggung jawab dan bidang masing-masing responsibilities and fields inherent in the Company's
yang melekat pada kegiatan operasional Perseroan. operational activities.

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2018 Annual Report
METODE DAN RUANG LINGKUP THE METHOD AND SCOPE OF DUE

DUE DILIGENT TERHADAP DILIGENT TO SOCIAL, ECONOMIC
DAMPAK SOSIAL, EKONOMI DAN AND ENVIRONMENTAL IMPACTS OF
LINGKUNGAN DARI AKTIVITAS COMPANY ACTIVITIES
PERUSAHAAN
Perseroan terus melaksanakan aktivitas berkelanjutan The Company continued to carry out sustainable activities
sebagai tanggung jawab sosial Perseroan yang as a corporate social responsibility that has a positive
memberikan dampak positif dan mengurangi dampak impact and reduced negative impacts on activities carried
negatif pada kegiatan yang dilakukan untuk mendukung out to support the Company's business sustainability, which
keberlanjutan bisnis Perseroan, yang berorientasi pada was oriented towards economic, social and environmental
aspek ekonomi, sosial, dan lingkungan. Oleh karena aspects. Therefore, the Company had a due diligent from its
itu, Perseroan telah memiliki due diligent dari kegiatan corporate responsibility activities which included:
tanggung jawab perusahaannya yang meliputi:
- Survei Engagement pegawai - Employee Engagement Survey
- Survei kepuasan pelanggan - Customer satisfaction survey
- Focused Group Discussion (FGD) - Focus Group Discussion (FGD)
STAKEHOLDER PENTING YANG IMPORTANT STAKEHOLDER IMPACTED

TERDAMPAK ATAU BERPENGARUH OR AFFECTED ON THE IMPACT OF THE
PADA DAMPAK DARI KEGIATAN COMPANY'S ACTIVITIES
PERSEROAN
Pemangku kepentingan adalah kelompok atau individu Stakeholders were groups or individuals who had a direct
yang memiliki dampak secara langsung atau pengaruh impact or a major influence on the business activities of PT
yang besar terhadap kegiatan bisnis PT Angkasa Pura Angkasa Pura I (Persero). With such a strategic position, the
I (Persero). Dengan posisi yang begitu strategis, maka Company was committed to build harmonious relationships
Perusahaan berkomitmen untuk membangun hubungan with all stakeholders, and sought to involve them in
yang harmonis dengan segenap pemangku kepentingan, accordance with their respective competencies.
dan berupaya melibatkan mereka sesuai dengan
kompetensi masing-masing.
PT Angkasa Pura I (Persero) melakukan identifikasi PT Angkasa Pura I (Persero) conducted stakeholder
pemangku kepentingan dengan merujuk pada AA1000 identification with reference to the AA1000 Stakeholder
Stakeholder Engagement Standard versi tahun 2015, yang Engagement Standard version of 2015, which divided into 6
membagi ke dalam 6 atribut sebagai berikut: attributes as follows:
1. Dependency 1. Dependency
Jika Perusahaan memiliki ketergantungan pada If the company had a dependency on someone or an
seseorang atau sebuah organisasi, atau sebaliknya. organization, or vice versa.
2. Responsibility 2. Responsibility
Jika Perusahaan memiliki tanggung jawab legal, komersial If the Company had legal, commercial or ethical
atau etika terhadap seseorang atau sebuah organisasi. responsibilities towards someone or an organization.
3. Tension 3. Tension
Jika seseorang atau sebuah organisasi membutuhkan If someone or an organization needed Company
perhatian Perusahaan terkait isu ekonomi, sosial atau attention regarding certain economic, social or
lingkungan tertentu. environmental issues.
4. Influence 4. Influence
Jika seseorang atau sebuah organisasi memiliki If someone or an organization had an influence on the
pengaruh terhadap Perusahaan atau strategi atau Company or other stakeholder strategies or policies.
kebijakan pemangku kepentingan lain.
5. Diverse Perspective 5. Diverse Perspective
Jika seseorang atau sebuah organisasi memiliki If someone or an organization had different views that
pandangan yang berbeda yang dapat mempengaruhi could affect the situation and encouraged actions that
situasi dan mendorong adanya aksi yang tidak ada did not exist before.
sebelumnya. 6. Proximity
6. Proximity If someone or an organization had a geographical and
Jika seseorang atau sebuah organisasi memiliki operational closeness with the Company.
kedekatan geografis dan operasional dengan
Perusahaan.

Tabel Identifikasi Pemangku Kepentingan

Stakeholder Identification Table
Daftar Pemangku Basis Penetapan/

Kepentingan Identifikasi Metode Pelibatan Frekuensi Topik/Masalah yang Muncul
List of Determination/ Engagement Method Frequency Topics/Problems
Stakeholders Identification Base
Pelanggan Dependency, Website dan frontline Sesuai • Informasi beragam produk dan jasa
Customer Responsibility, information kebutuhan • Layanan pengaduan/keluhan dan solusi
Tension, Website and frontline According to • Information on various products and services
Influence, information the needs • Complaints Services/ complaints and solutions
Proximity
Kunjungan langsung Sesuai
Direct visit kebutuhan
According to
the needs
Layanan call center Setahun sekali
Call center service Once a year
Survei Kepuasan Nasabah Setahun sekali Mendapatkan kepuasan layanan
Customer Satisfaction Once a year Get service satisfaction
Survey
Pemegang Dependency, Pelaporan Kinerja Setiap kuartal • Kinerja keuangan
Saham/ Responsibility, Performance Report Every quarter • Kinerja non-keuangan
Pemerintah Influence, • Kinerja sepanjang tahun tentang tata kelola,
Shareholders/ Proximity RUPS Dua kali kinerja keuangan, non-keuangan, dan lain-lain
Government General Meetings of setahun • Financial performance
Shareholders Two a year • Non-financial performance
• Year-round performance on governance,
financial, non-financial and other performance
Regulator Dependency, Rapat dengar pendapat Sesuai Pengurusan izin usaha dan regulasi
Regulator Responsibility, Hearings kebutuhan Management of business licenses and regulations
Tension, According to
Influence, Diverse Rapat koordinasi the needs Koordinasi terkait tata kelola bandar udara, dan
Perspective, Coordination meetings lainlain
Proximity Coordination related to airport governance, etc.
Otoritas Jasa Dependency, Pelaporan pelaksanaan Setiap saat Informasi tentang kepatuhan terhadap ketentuan
Keuangan Responsibility, Kepatuhan dan notifikasi Any time perundang-undangan yang berlaku
Financial Authority Tension, pada Otoritas Jasa Information about compliance with applicable
Influence, Diverse Keuangan (OJK) statutory provisions
Perspective, Implementation of
Proximity Compliance and
notification reports on
the Financial Services
Authority (OJK)
Kreditur Dependency, • Letter of credit Sesuai • Sosialisasi kebijakan dan strategi yang berkaitan
Creditors Responsibility, • Perjanjian Akad kredit kebutuhan dengan kepegawaian
Tension, • Letter of credit According to • Kesetaraan kesempatan kerja dan jenjang karir
Influence, Diverse • Credit agreement the needs • Pengembangan karir, pelatihan dan lain-lain
Perspective, • Jaminan kesehatan dan keselamatan kerja
Proximity • Dissemination of policies and strategies related to
staffing
• Equal employment opportunities and career paths
• Career development, training and others
• Occupational health and safety guarantees
Rekanan Dependency, Kontrak kerja Sesuai • Proses pengadaan yang obyektif
Partner Responsibility, Employment contract kebutuhan • Kerjasama saling menguntungkan, transparan
Tension, Proximity According to dan adil
the need • Penjelasan lingkup pekerjaan
• Ketentuan tentang penagihan biaya pekerjaan
• An objective procurement process
• Cooperation which was mutually beneficial,
transparent and fair
• Explanation on the scope of work
• Provisions regarding billing work costs

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2018 Annual Report
Daftar Pemangku Basis Penetapan/

Kepentingan Identifikasi Metode Pelibatan Frekuensi Topik/Masalah yang Muncul
List of Determination/ Engagement Method Frequency Topics/Problems
Stakeholders Identification Base
Masyarakat Dependency, • Kerjasama strategis Sesuai • Sosialisasi program PKBL/CSR Pelaksanaan

Society Responsibility, untuk menjalankan kebutuhan program PKBL/CSR
Tension, program-program According to • Cara mengoptimalkan pencapaian program
Influence, Diverse Tanggung Jawab Sosial the needs PKBL CSR
Perspective, Perusahaan, baik di • Informasi tentang kegiatan perusahaan
Proximity bidang ekonomi, sosial • Socialization of partnership and community
maupun Lingkungan development program/CSR and implementation
• Pertemuan dengan of partnership and community development
Ormas, Organisasi program/CSR
Sosial, masyarakat • How to optimize the achievement of partnership
sekitar dan kampus and community development program/CSR
• Strategic collaboration • Information about company activities
to run Corporate Social
Responsibility programs
in the economic, social
and environmental fields
• Meetings with
community
organizations, Social
Organizations, local
communities and
campuses
Media Tension, • Press release Sesuai • Kinerja non-keuangan
Media Influence, Diverse • Press confrence kebutuhan • Dampak dan kinerja kegiatan sosial dan
Perspective • Media gathering According to lingkungan perusahaan
• Kunjungan ke kantor the needs • Informasi tentang kegiatan perusahaan
media • Informasi terbaru terkait usaha dan produk yang
• Press release perlu diketahui publik
• Press confrence • Non-financial performance
• Media gathering • Impact and performance of corporate social and
• Visit to media office environmental activities
• Information about company activities
• Latest information regarding businesses and
products that needed to be known to the public
ISU-ISU PENTING SOSIAL, EKONOMI IMPORTANT ISSUES ON SOCIAL,

DAN LINGKUNGAN TERKAIT ECONOMIC AND ENVIRONMENTAL
DAMPAK KEGIATAN PERSEROAN RELATED TO THE IMPACT OF THE
COMPANY'S ACTIVITIES
Untuk mengidentifikasi isu-isu penting sosial, ekonomi To identify important social, economic and environmental
dan lingkungan, PT Angkasa Pura I (Persero) telah issues, PT Angkasa Pura I (Persero) has conducted a Focus
melakukan Focus Group Discussion (FGD) pada 27 Group Discussion (FGD) on December 27, 2018 at the
Desember 2018 di kantor Perseroan, yang dengan Company's office, which held a Materiality Test by conducting
menyelenggarakan Uji Materialitas dengan melakukan surveys to internal and external stakeholders. Internal
survei kepada pemangku kepentingan internal maupun stakeholders are employees of the Company across divisions,
eksternal. Pemangku kepentingan internal adalah while external stakeholders consist of various backgrounds,
pegawai Perseroan lintas divisi, sedangkan pemangku such as consumers / customers, suppliers / partners, mass
kepentingan eksternal terdiri dari beragam latar belakang, media, and so on.
seperti konsumen/pelanggan, pemasok/rekanan, media
massa, dan sebagainya.
Dalam survei tersebut, responden diminta mengisi dan In the survey, respondents were asked to fill out and assess 26
menilai 26 calon Topik Material yang telah disepakati candidates for Material Topics agreed upon in a FGD with a scale
dalam FGD dengan skala 1-5 berdasarkan tingkat of 1-5 based on their level of importance. A score of 1 is very not
kepentingannya. Skor 1 adalah Sangat Tidak Penting, important, and a score of 5 is very important. In total there were
dan skor 5 Sangat Penting. Total ada 262 responden 262 respondents from internal and external who returned the
dari internal dan eksternal yang mengembalikan lembar Material Test sheet. Based on the survey, 18 Material Topics of
Uji Material. Berdasarkan survei tersebut telah didapat PT Angkasa Pura I (Persero) Sustainability Report 2018 have
18 Topik Material Laporan Keberlanjutan PT Angkasa been obtained. Material Topics are topics that get a score or
Pura I (Persero) 2018. Topik Material adalah topik-topik minimum score of 4 from respondents. The selected Material
yang mendapat nilai atau skor minimal 4 dari responden. Topics are as follows:
Adapun Topik Material terpilih adalah sebagai berikut:
Kinerja Ekonomi: Economic Performance:

1. Kinerja Ekonomi 1. Economic Performance
2. Keberadaan Pasar 2. Market Existence

3. Dampak Ekonomi Tidak Langsung 3. Indirect Economic Impacts

4. Antikorupsi 4. Anti-corruption
5. Perilaku Anti-Persaingan 5. Anti-competitive behavior
Kinerja Lingkungan: Environmental Performance:

6. Energi 6. Energy
7. Air 7. Water
8. Emisi 8. Emissions
9. Kepatuhan Lingkungan 9. Environmental Compliance
Kinerja Sosial Social Performance

10. Kepegawaian 10. Staffing
11 Kesehatan dan Keselamatan Kerja 11. Occupational Health and Safety
12. Pelatihan dan Pendidikan 12. Training and Education
13. Keanekaragaman dan Kesempatan Setara 13. Diversity and Equal Opportunity
14. Non Diskriminasi 14. Non Discrimination
15. Masyarakat Lokal 15. Local Communities
16. Kesehatan dan Keselamatan Pelanggan 16. Customer Health and Safety
17. Pemasaran dan Pelabelan 17. Marketing and Labeling
18. Kepatuhan Sosial Ekonomi 18. Social Economic Compliance
Perseroan telah merumuskan strategi dan program kerja The Company has formulated strategies and work programs
yang relevan dengan tiap-tiap isu penting dan telah that are relevant to each important issue and have been
diidentifikasi. identified.
TANGGUNG JAWAB SOSIAL CORPORATE SOCIAL

PERUSAHAAN YANG MERUPAKAN RESPONSIBILITIES THAT ARE
KEWAJIBAN MAUPUN YANG OBLIGATIONS OR EXCEED
MELEBIHI KEWAJIBAN OBLIGATIONS
PT Angkasa Pura I (Persero) telah melaksanakan tanggung PT Angkasa Pura I (Persero) had carried out social
jawab sosial yang merupakan kewajiban dan yang responsibility which was an obligation and that exceeds
melebihi kewajiban dengan baik. Perseroan senantiasa obligations well. The Company is always committed to
berkomitmen untuk mematuhi hukum yang berlaku dan complying with applicable laws and is consistent with
konsisten dengan norma-norma perilaku internasional the norms of international behavior (eg by applying
(misalnya dengan diterapkannya standar ISO terkait SMK3, ISO standards related to SMK3, Terminal Operators,
Operator Terminal, Sistem Manajemen Lingkungan dan Environmental Management Systems and others). The
lainnya). Perseroan telah mereviu seluruh regulasi terkait company has reviewed all regulations related to social
isu-isu tanggung jawab sosial. Peraturan-Peraturan yang responsibility issues. The regulations that had been obeyed
telah dipatuhi oleh Perseroan adalah sebagai berikut: by the Company were as follows:

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2018 Annual Report
Kegiatan Tanggung Jawab Sosial yang Merupakan Kewajiban

Obligatory Social Responsibility Activities
Kegiatan Dasar Regulasi

Activities Regulations
Lingkungan Hidup - Undang-Undang No. 32 tahun 2009 tentang Perlindungan dan Pengelolaan
Environment Lingkungan Hidup. / - Law No. 32 of 2009 regarding Environmental Protection and
Management.
Ketenagakerjaan - Undang-Undang No. 13 tahun 2003 tentang Ketenagakerjaan. / - Law No. 13 of

Employment 2003 regarding Manpower.
Keselamatan Kerja - Undang-Undang No. 01 tahun 1970 tentang Keselamatan Kerja. / - Law No. 01 of
Work safety 1970 regarding Occupational Safety.
Program Kemitraan dan Program Bina - Peraturan Menteri BUMN No. PER-09/MBU/07/2015 tanggal 3 Juli 2015
Lingkungan tentang Program Kemitraan dan Program Bina Lingkungan BUMN.
Partnership Program and Community - Surat Edaran No. ED. 55 /KU.12/2015/PD-B Tanggal 8 September 2015 Tentang
Development Program Program Kemitraan dan Bina Lingkungan.
- Peraturan Menteri BUMN No. PER-03/MBU/12/2016 tanggal 16 Desember
2016 Perihal Perubahan Atas Peraturan Menteri Badan Usaha Milik Negara
Nomor: PER-09/MBU/07/2015 Tentang Program Kemitraan dan Program Bina
Lingkungan Badan Usaha Milik Negara.
- Peraturan Menteri BUMN No. PER-02/MBU/07/2017 tanggal 20 Juli 2017
Perihal Perubahan Kedua Atas Peraturan Menteri Badan Usaha Milik Negara
Nomor: PER-09/MBU/07/2015 tentang Program Kemitraan dan Program Bina
Lingkungan Badan Usaha Milik Negara.
- Minister of State-Owned Enterprises Regulation No. PER-09/MBU/07/2015 dated
on July 3, 2015 regarding State-Owned Enterprises Partnership Program and
Community Development Program.
- Circular Letter No. ED. 55/KU.12/2015/PD-B dated on September 8, 2015 regarding
the Partnership and Community Development Program.
- Minister of State-Owned Enterprises Regulation No. PER-03/MBU/12/2016
dated on December 16, 2016 regarding amendments to Minister of State-Owned
Enterprises Regulation Number: PER-09/MBU/07/2015 regarding State-Owned
Enterprises' Partnership Program and Community Development Program.
- Minister of State-Owned Enterprises Regulation No. PER-02/MBU/07/2017 dated
on July 20, 2017 regarding the Second Amendment to Minister of State-Owned
Enterprises Regulation No. PER-09/MBU/07/2015 concerning the State-Owned
Enterprises' Partnership Program and Community Development Program.
Selain memenuhi berbagai peraturan perundang- In addition to fulfill various laws and regulations above, the
undangan di atas, Perseroan juga memiliki berbagai Company also had various kinds of internal policies that had
macam kebijakan internal yang telah dilaksanakan dengan been carried out properly. Some activities that had been
baik. Beberapa kegiatan yang telah dilaksanakan yaitu: carried out are:
Kegiatan Tanggung Jawab Sosial yang Melebihi Kewajiban Social Responsibility Activities that Exceed Obligations
- Program Pelestarian Alam. - Nature Conservation Program.
- Program Pelayanan Kesehatan Keliling PT Angkasa - PT Angkasa Pura I (Persero) Mobile Health Services
Pura I (Persero). Program.
BIAYA TANGGUNG JAWAB SOSIAL CORPORATE SOCIAL RESPONSIBILITY

PERUSAHAAN EXPENSES
Biaya tanggung jawab sosial perusahaan melekat The Corporate Social Responsibility expenses are embedded
pada setiap aktivitas usaha yang terkait. Selain itu, in each CSR activity. Furthermore, during 2018, PT Angkasa
selama tahun 2018, PT Angkasa Pura I (Persero) telah Pura I (Persero) had implemented the Partnership and
melaksanakan Program Kemitraan dan Bina Lingkungan Community Development Program with the costs incurred
dengan biaya yang dikeluarkan untuk Program Kemitraan for the Partnership Program as much as Rp 31.19 billion and
sebesar Rp31,19 miliar dan Program Bina Lingkungan the Community Development Program as much as Rp 34.76
sebesar Rp34,76 miliar. billion.


PERUSAHAAN TERKAIT DENGAN HAK RELATED TO HUMAN RIGHTS
ASASI MANUSIA
KOMITMEN DAN KEBIJAKAN COMMITMENT AND POLICY

PT Angkasa Pura I (Persero) berkomitmen untuk PT Angkasa Pura I (Persero) was committed to comply all
mematuhi semua ketentuan-ketentuan hukum dan legal provisions and principles of Human Rights. This was
prinsip-prinsip Hak Asasi Manusia (HAM). Hal ini sesuai in accordance with the prevailing laws and regulations in
dengan peraturan perundang-undangan yang berlaku di Indonesia. The application of corporate social responsibility
Indonesia. Penerapan tanggung jawab sosial perusahaan to human rights was closely related to the employees of
terhadap HAM erat kaitannya dengan pegawai Perseroan the Company, which was contained in the Collective Labor
yang mana penerapan ini tertuang dalam Perjanjian Agreement between PT Angkasa Pura I (Persero) and its
Kerja Bersama (PKB) antara PT Angkasa Pura I (Persero) employees.
dengan pegawainya.
RENCANA KEGIATAN ACTIVITY PLAN

Dengan menjalankan prinsip-prinsip hak asasi manusia, By carrying out the principles of human rights, the Company
Perseroan menargetkan dapat terwujudnya hubungan targeted to realize harmonious, secure, peaceful and
industrial yang harmonis, serasi, aman, tentram, dynamic industrial relations and the realization of work
dan dinamis serta perwujudan ketenangan bekerja, peace, business continuity, certainty of the rights and
kelangsungan usaha, kepastian hak dan kewajiban obligations of each party which were the basis for spurring
masing-masing pihak yang merupakan dasar untuk productivity and performance PT Angkasa Pura I (Persero).
memacu produktivitas dan kinerja PT Angkasa Pura In the end, it could have an influence on improving employee
I (Persero) sehingga pada akhirnya dapat membawa welfare.
pengaruh kepada peningkatan kesejahteraan pegawai.
RUMUSAN TERHADAP HAK ASASI FORMULATION OF HUMAN RIGHTS

MANUSIA
Rumusan terhadap hak asasi manusia didasari dalam The formulation of human rights is based on the
pengelolaan hubungan industrial yang dimulai dari management of industrial relations which starts from the
pelaksanaan Perjanjian Kerja Bersama (PKB) yang implementation of a Collective Labor Agreement (CLA) that
melindungi kepentingan pekerja dan Perusahaan dalam protects the interests of workers and the Company in terms
aspek ketenagakerjaan. Dengan ruang lingkup yakni of employment. With the scope of work relations (including
hubungan kerja (meliputi pengakuan para pihak, jaminan recognition of the parties, guarantees of the parties,
para pihak, kewajiban dan fasilitas Serikat Pekerja), Waktu obligations and facilities of trade unions), work time, and
kerja, serta keluh kesah, Bipartit dan Tripartit. complaints, bipartites and tripartites.
LINGKUP DAN PELAKSANAAN SCOPE AND IMPLEMENTATION
Kegiatan-kegiatan yang meliputi tanggung jawab sosial Activities that include corporate social responsibility related
perusahaan yang terkait hak asasi manusia adalah to human rights were as follows:
sebagai berikut:
KEBEBASAN BERSERIKAT FREEDOM OF ASSOCIATION

Perseroan telah mengakui bahwa Serikat Pegawai The Company had recognized that Employee Unions were
adalah organisasi pekerja yang didirikan secara sah workers' organizations established legally representing
yang mewakili anggotanya untuk melakukan koordinasi, their members to coordinate, consult and negotiate with the
konsultasi, dan perundingan dengan Perseroan mengenai Company regarding employment relations. The Employee
hubungan kerja. Serikat Pegawai juga telah mengakui Union had also acknowledged that the Company has

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bahwa Perseroan mempunyai hak dan kewajiban untuk the right and obligation to lead and run the Company in
memimpin dan menjalankan Perseroan sesuai dengan accordance with applicable provisions and policies.
ketentuan dan kebijakan yang berlaku.
Demi terciptanya suasana kondusif, ketentraman dan For the sake of creating conducive atmosphere, peace and
ketengangan bekerja serikat pekerja harus mematuhi quiet work, the Employee Unions had to comply with the
ketentuan hubungan kerja yang telah di atur dalam provisions of work relations that had been regulated in the
Perjanjian Kerja Bersama. Selain itu, Serikat Pegawai Collective Labor Agreement. Moreover, the Employee Union
telah mendukung program-program kerja perusahaan had supported the company's work programs in accordance
sesuai dengan prinsip-prinsip Good Corporate Governance with the principles of Good Corporate Governance (GCG)
(GCG) dan Code of Conduct. Perseroan telah memberikan and the Code of Conduct. The Company had provided
kesempatan kepada setiap anggota Serikat Pegawai untuk an opportunity for each member of the Employee Union
melaksanakan hak berserikat sesuai dengan peraturan to exercise the right to associate in accordance with the
perundang-undangan yang berlaku. applicable laws and regulations.
Untuk menunjang kegiatan organisasi Serikat Pegawai, To support the organizational activities of the Employee
Perseroan memberikan bantuan yang tidak mengikat dan Union, the Company provided non-binding assistance and
menyediakan ruangan sekretariat berikut perlengkapan provided secretariat room along with office equipment and
kantor serta fasilitas operasional lainnya. Perseroan other operational facilities. The Company also assisted the
juga memberikan bantuan kepada Serikat Pegawai Employee Unions based on the annual the Employee Union
berdasarkan program kerja tahunan Serikat Pegawai work program submitted through a work unit in charge of
yang diajukan melalui unit kerja yang membidangi fungsi the General Affair function at the central and branch level.
General Affair untuk tingkat pusat dan tingkat cabang.
WAKTU KERJA DAN UPAH LEMBUR WORK TIME AND OVERTIME WAGE
Perseroan telah mematuhi perjanjian waktu kerja dan The Company had complied work time and overtime wages,
upah lembur, oleh karena itu Perseroan telah menetapkan therefore the Company had set the work time and employee
waktu kerja dan upah lembur pegawai sebagai berikut: overtime wages as follows:
• Hari kerja Perseroan adalah 5 (lima) hari dalam seminggu. • The Company's working day is 5 (five) days a week.
• Pelaksanaan jam kerja di Perseroan yaitu: • The implementation of working hours at the Company, are:
- Hari senin sampai dengan kamis: 08.00 sampai - Monday to Thursday: 08:00 to 16:30 local time
dengan 16.30 waktu setempat
- Hari jumat: 08.00 sampai dengan 15.30 waktu - Friday: 08.00 to 15.30 local time
setempat
- Waktu istirahat diatur secara internal di unit kerja - Break times were arranged internally in each work
masing-masing. unit.
• Penyimpangan jumlah hari kerja dan jam kerja secara • Deviations in the number of working days and working
umum dapat dimungkinkan terutama bagi pegawai hours in general could be possible, especially for
yang bertugas di bidang operasional dan diatur employees who were in the operational field and
sebagai jam kerja shift. arranged as shift hours.
• Jumlah jam kerja shift bagi pegawai tidak boleh lebih • The number of shift working hours for employees must
dari 40 (empat puluh) jam seminggu dan selebihnya not be more than 40 (forty) hours a week and the rest
dihitung sebagai jam kerja lembur. was calculated as overtime work hours.
• Pegawai yang melakukan kerja lembur berhak atas • Employees who did overtime work had right to payment
pembayaran kelebihan jam kerja. of overtime working hours.
CUTI PEGAWAI EMPLOYEES LEAVE

Perseroan memberikan izin cuti kepada pegawai sesuai The Company gave leave permission to employees
perjanjian yang telah berlaku. Cuti pegawai tersebut according to the agreement that has been valid. Employee
meliputi: leave were as follows:
• Pegawai yang telah bekerja sekurang-kurangnya 1 • Employees who had worked at least 1 (one) year
(satu) tahun secara terus menerus berhak atas cuti continuously had rights to annual leave for 12 (twelve)
tahunan selama 12 (dua belas) hari kerja. working days.
• Pegawai yang telah bekerja sekurang-kurangnya 6 • Employees who had worked for at least 6 (six) years or
(enam) tahun atau kelipatannya secara terus menerus multiples continuously in the Company had rights to a
di Perseroan berhak atas cuti besar yang lamanya 3 3 (three)-month-long leave with the approval of their
(tiga) bulan kelender dengan persetujuan atasan. superior.
• Pegawai yang sakit lebih dari 2 (dua) hari kerja sampai • Employees who were sick more than 2 (two) working
dengan 14 (empat belas) hari kerja berhak memperoleh days up to 14 (fourteen) working days had rights to get
cuti sakit, dengan ketentuan pegawai tersebut harus sick leave, under a condition that the employee had to
memberitahukan kepada atasan langsung dengan notify the supervisor directly by attaching a medical
melampirkan surat keterangan dokter. certificate.

• Pegawai wanita berhak atas cuti bersalin selama 3 • Female employees had rights to maternity leave for 3
(tiga) bulan kalender yang pelaksanaannya diserahkan (three) calendar months, in which the implementation
kepada yang bersangkutan dengan melampirkan was handed over to the concerned person by attaching
surat keterangan dokter. a medical certificate.
• Pegawai wanita yang mengalami gugur kandungan • Female employees who had miscarriage had rights
berhak atas istirahat sakit selama 45 (empat puluh to sick-breaks for 45 (forty-five) calendar days by
lima) hari kalender dengan menyampaikan surat attaching a medical certificate which stated that the
keterangan dokter yang menyatakan pegawai employee had miscarriage.
bersangkutan mengalami gugur kandungan.
• Cuti karena alasan penting antara lain: • Leaves for important reasons including:
- Pegawai melangsungkan pernikahan. - Employees get married.
- Istri/suami, anak/menantu, atau orang tua/ - Wives/husbands, children/daughter-in-law, or
mertua sakit keras atau dirawat di rumah sakit. parents/in-laws were seriously ill or hospitalized.
- Istri/suami, anak/menantu, orang tua/mertua - Wife/husband, child/daughter-in-law, parents/
atau saudara kandung meninggal dunia. parents-in-law or siblings passed away.
- Istri pegawai melahirkan. - The wife of the employee gaves birth.
- Mendapat musibah/bencana alam. - Affected by natural disaster.
- Perjalanan ibadah keagamaan. - A journey of religious worship.
DAMPAK KEGIATAN IMPACT OF ACTIVITIES

PT Angkasa Pura I (Persero) telah menerapkan prinsip- PT Angkasa Pura I (Persero) had applied the principles
prinsip hak asasi manusia sesuai dengan peraturan of human rights in accordance with applicable laws and
perundang-undangan yang berlaku. Oleh karena itu pada regulations. Therefore, in 2018, the Company had succeeded
tahun 2018, Perseroan telah berhasil menurunkan tingkat in reducing employee turnover, which amounted to 3.59%,
turnover karyawan yaitu sebesar 3,59% menurun dari decreased from 2017 by 4.85%.
tahun 2017 sebesar 4,85%.
CAPAIAN DAN PENGHARGAAN ACHIEVEMENTS AND AWARDS

Pelaksanaan CSR terkait hak asasi manusia yang saat The implementation of CSR related to human rights which
ini lebih ditekankan pada bidang ketenagajerjaan telah is currently more emphasized in the field of employment
menghasilkan beberapa pengakuan dari pihak eksternal. has resulted in some recognition from external parties. In
Pada tahun 2018, Perseroan telah mendapatkan 2 (dua) 2018, the Company received 2 (two) awards related to this,
penghargaan terkait dengan hal tersebut, yaitu Best namely the Best Company to Works in Asia given by HR Asia
Company to Works in Asia yang diberikan oleh Majalah HR and Business Media International Magazine and the Best
Asia and Business Media International dan Best Employee Employee Engagement Award given by the International
Engagement Award yang diberikan oleh International Quality and Productivity Center (IQPC).
Quality and Productivity Center (IQPC).

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TANGGUNG JAWAB SOSIAL PERUSAHAAN

TERKAIT DENGAN OPERASI YANG ADIL RELATED TO FAIR OPERATIONS

Dalam kebijakan tanggung jawab sosial terkait dengan operasi In the policy of social responsibility related to fair operations,
yang adil, PT Angkasa Pura I (Persero) merumuskan suatu PT Angkasa Pura I (Persero) formulated a value standard
standar nilai yang mencakup nilai-nilai dalam melaksanakan that included values in carrying out responsibilities and
tanggung jawab dan tugas (etika kerja) serta nilai-nilai duties (work ethics) and values in business (business ethics)
dalam berbisnis (etika bisnis) dalam suatu Pedoman Etika in a Code of Conduct. The Code of Conduct was the part of
Perusahaan (Code of Conduct). Pedoman Etika Perusahaan the implementation of PT Angkasa Pura I (Persero) Good
(Code of Conduct) merupakan bagian dari pelaksanaan Good Corporate Governance (GCG) which was prepared based on
Corporate Governance (GCG) PT Angkasa Pura I (Persero) yang the applicable laws and regulations, the Company's Articles
disusun berdasarkan peraturan perundang-undangan yang of Association, Good Corporate Governance (GCG) policies,
berlaku, Anggaran Dasar Perusahaan, kebijakan-kebijakan provisions prevailing in PT Angkasa Pura I (Persero) as well
Good Corporate Governance (GCG), ketentuan yang berlaku as best practices.
di PT Angkasa Pura I (Persero) serta praktik-praktik terbaik.

Dalam rangka mencapai tujuan PT Angkasa Pura I (Persero), In order to achieve the goals of PT Angkasa Pura I (Persero),
diperlukan dukungan dari setiap unsur di dalam maupun dari support was needed from every element in and from all
seluruh pemangku kepentingan (stakeholders) PTAngkasa Pura stakeholders of PT Angkasa Pura I (Persero). Therefore, the
I (Persero). Oleh karena itu, kondisi hubungan kerja antar insan conditions of working relations between the employees of
PT Angkasa Pura I (Persero) dan hubungan PT Angkasa Pura I PT Angkasa Pura I (Persero) and the relationship between
(Persero) dengan pemangku kepentingan (stakeholders) sangat PT Angkasa Pura I (Persero) and the stakeholders greatly
mempengaruhi keberhasilan pencapaian tujuan PT Angkasa influenced the success of achieving the goals of PT Angkasa
Pura I (Persero). Dengan dilaksanakannya tanggung jawab ini Pura I (Persero). With this responsibility, the Company
Perseroan menargetkan dapat melakukan seluruh aktivitas targeted to be able to carry out all work activities and
kerja dan aktivitas usaha yang menciptakan suatu hubungan business activities that create a harmonious, respectful,
yang harmonis, saling menghargai, saling bertanggung jawab mutually responsible relationship and the creation of mutual
dan terciptanya saling percaya di antara insan PT Angkasa trust between the people of PT Angkasa Pura I (Persero) and
Pura I (Persero) maupun dengan para pemangku kepentingan with stakeholders of PT Angkasa Pura I (Persero).
(stakeholders) PT Angkasa Pura I (Persero).
RUMUSAN TERHADAP OPERASI FORMULATION OF FAIR OPERATIONS

YANG ADIL
Tanggung jawab sosial perusahaan terhadap operasi yang adil Corporate social responsibility for fair operations is part of
merupakan bagian dari GCG. Perseroan telah menetapkan GCG. The Company has established 5 (five) GCG principles,
5 (lima) prinsip GCG yaitu Transparancy, Accountability, namely Transparency, Accountability, Responsibility,
Responsibility, Independency dan Fairness. Independence and Fairness.
LINGKUP DAN PELAKSANAAN SCOPE AND IMPLEMENTATION

ETIKA USAHA BUSINESS ETHICS
Ketentuan Etika usaha telah digunakan oleh seluruh Insan The provisions of business ethics had been used by all
Perusahaan untuk menjalankan Perusahaan. Bagi Pemegang Company Persons to run the Company. For Shareholders,
Saham, investasi yang telah ditanamkan dalam Perusahaan investments that had been invested in the Company were
diharapkan memberikan hasil pengembalian sesuai dengan expected to provide returns in accordance with the expected
tingkat imbal hasil yang diharapkan. Perusahaan diharapkan rate of return. The company was expected to have all the

dengan segala potensi yang dimiliki menjalankan aktivitas potential possessed to run business activities as optimally
usaha seoptimal mungkin, melalui seluruh aset dan as possible, through all assets and resources under control.
sumber daya yang dikuasai. Seluruh aktivitas usaha yang All business activities carried out by the Company had to
dijalankan Perusahaan harus didasari dengan komitmen be based on a commitment to increase shareholder value.
untuk peningkatan nilai Pemegang Saham. Selain itu, dalam Furthermore, in carrying out activities, the company always
menjalankan aktivitas senantiasa menegakkan transparansi, upheld transparency, honesty and responsibility to the
kejujuran dan bertanggung jawab kepada Pemegang Saham. Shareholders.
Dalam menjalankan segala aktivitas, Perusahaan akan In carrying out all activities, the Company would always
senantiasa berupaya mematuhi seluruh peraturan perundang- strive to comply with all laws and regulations relating to
undangan yang berkaitan dengan aktivitas Perusahaan, serta the activities of the Company, and did not take unlawful
tidak melakukan tindakan yang melanggar hukum dalam actions in fulfilling obligations to customers and the
memenuhi kewajiban kepada pelanggan dan masyarakat. public. In carrying out each of its obligations and duties in
Dalam melaksanakan masing-masing kewajiban dan tugasnya relation to the implementation of the Company's activities,
sehubungan dengan pelaksanaan aktivitas Perusahaan, all Company Personnel were obliged to complying all laws
seluruh Insan Perusahaan berkewajiban untuk mematuhi and regulations and had to be able to avoid any actions and
seluruh peraturan perundang-undangan dan harus mampu behaviors that had the potential to cause violations of law or
menghindari setiap tindakan dan perilaku yang berpotensi professional Ethics.
menimbulkan pelanggaran hukum atau Etika profesi.
Perusahaan akan mengungkapkan informasi penting dalam The company would disclose important information in
laporan tahunan dan laporan keuangan kepada Pemegang annual reports and financial reports to Shareholders, the
Saham, Pemerintah dan pihak-pihak lain yang terkait sesuai Government and other related parties in accordance with
dengan peraturan perundang-undangan yang berlaku the laws and regulations that applied objectively and on
secara objektif dan tepat waktu. Perusahaan akan selalu time. The company would always strive to take the lead
berusaha untuk memelopori dan mengambil inisiatif dalam and took the initiative in disclosing financial and non-
pengungkapan informasi keuangan dan non keuangan financial information that was important for the decision-
penting bagi pengambilan keputusan Pemegang Saham making of Shareholders and other interested parties both
dan pihak berkepentingan lainnya baik pengungkapan yang mandatory and voluntary disclosures. The disclosure of
bersifat wajib maupun yang bersifat sukarela. Pengungkapan such information, by the Company, was carried out through
informasi tersebut, oleh Perusahaan dilakukan melalui annual reports and other necessary media.
laporan tahunan maupun media lain yang dianggap perlu.
Dalam hubungan dengan para pemangku kepentingan In the relationships with other stakeholders, the application
lainnya, penerapan praktik-praktik operasi yang adil dalam of fair operating practices within the company was as follows:
perusahaan adalah sebagai berikut:
1. Dalam Hubungan Perusahaan dengan Pegawai dan 1. In Company Relations with Employees and Non-
Tenaga Kerja di Luar Pegawai di Perusahaan serta Employee Workforce in the Company and Industrial
Hubungan Industrial, Perusahaan memandang sumber Relations, the Company viewed human resources as the
daya manusia merupakan aset Perusahaan yang paling Company's most important asset that their dedication
penting yang perlu dijaga dedikasi dan loyalitasnya, and loyalty needed to be maintained. It is because the
karena keberhasilan Perusahaan adalah berkat kerja Company's success was due to the hard work of each of
keras setiap sumber daya manusia Perusahaan yang the Company's human resources who are competent,
cakap, terlatih dan berprestasi, serta Perusahaan akan trained and had good achievement. The Company would
selalu berusaha mengembangkan kualitas sumber daya always strive to develop the quality of human resources,
manusia, sesuai dengan kebutuhan visi dan misi serta in accordance with the needs of the Company's vision
program jangka panjang Perusahaan. and mission and long-term program.
2. Dalam Hubungan Perusahaan Dengan Pengguna 2. In the Company's Relationship with Service Users,
Jasa, Perusahaan menerapkan prinsip terbuka dalam the Company applied open principles in competition,
bersaing, integritas, transparan, adil dan akuntabel untuk integrity, transparency, fairness and accountability to
menciptakan hubungan yang saling menguntungkan. create mutually beneficial relationships.

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3. Dalam Hubungan Perusahaan Dengan Pemerintah, 3. In the Relationship of the Company with the Government,
Perusahaan secara konsisten akan memenuhi the Company would consistently fulfill and complied the
dan mematuhi hukum dan peraturan perundang- applicable laws and regulations.
4. Dalam Perusahaan Dengan Mitra Usaha, Perusahaan 4. In a company with a business partner, the company
memandang mitra usaha dan mitra strategis sebagai viewed its business partners and strategic partners as
rekan yang harus dihormati hak-haknya, di samping partners whose rights had to be respected, in addition to
dituntut kewajibannya. their obligations.
HAK KEKAYAAN INTELEKTUAL (HAKI) INTELLECTUAL PROPERTY RIGHTS

Perusahaan berkomitmen untuk menghargai dan melindungi The company was committed to respecting and protecting
Hak Kekayaan Intelektual (HAKI) yang dibuat atau dihasilkan Intellectual Property Rights (IPR) made or produced
oleh Insan Perusahaan selama bekerja di Perusahaan. Dalam by Company Persons while working at the Company.
menjaga Hak Kekayaan Intelektual (HAKI), Perusahaan telah In safeguarding Intellectual Property Rights (IPR), the
mendorong Insan Perusahaan untuk berpartisipasi secara Company had encouraged Company Persons to participate
aktif dalam melindungi hak atas Kekayaan Intelektual milik actively in protecting the Company's intellectual property
Perusahaan. Perusahaan mewajibkan Insan Perusahaan rights. The Company required Company Persons who
yang turut serta atau bekerja dalam pengembangan suatu participated or worked in the development of a process
proses atau produk yang akan digunakan oleh Perusahaan or product that would be used by the Company to treat
untuk memperlakukan informasi yang terkait dengan information related to the process or product as belonging
proses atau produk tersebut sebagai milik Perusahaan baik to the Company both during the working period and after
selama masa kerja maupun setelah Insan Perusahaan yang the Company Personnel did not work at the Company. The
bersangkutan tidak bekerja lagi di Perusahaan. Perusahaan company would also provide incentives for discoveries
juga akan Memberikan insentif atas penemuan yang memiliki that had economic benefits as regulated separately by the
manfaat ekonomis sebagaimana diatur secara tersendiri oleh Company, in case that the Company used the findings or
Perusahaan, dalam hal Perusahaan memanfaatkan penemuan innovations of the relevant company personnel.
atau inovasi Insan Perusahaan yang bersangkutan.
PENANGANAN BENTURAN KEPENTINGAN HANDLING OF CONFLICT OF INTEREST

Prinsip utama yang dianut oleh Perusahaan yang harus The main principles adopted by the Company which had to
diikuti untuk mencegah terjadinya Benturan Kepentingan be followed to prevent the occurrence of Conflict of Interest
dan implikasi lanjutan yang sering ditimbulkannya antara lain and the continued implications that often arise were as
adalah: follows:
1. Insan Perusahaan dilarang menempatkan diri pada 1. Company Persons were prohibited from placing
posisi atau situasi yang dapat menimbulkan Benturan themselves in positions or situations that can cause
Kepentingan. Conflict of Interest.
2. Insan Perusahaan tidak memanfaatkan jabatan untuk 2. Company personnel did not use his/her positions in the
kepentingan pribadi atau untuk kepentingan orang atau company for personal gain or for the benefit of other
pihak lain yang terkait. related people or parties.
3. Insan Perusahaan harus menghindari setiap aktivitas luar 3. Company personnel had to avoid any outside activities
dinas yang dapat berpengaruh secara negatif terhadap that could negatively affect the independence and
kemandirian dan objektivitas pertimbangan dalam objectivity of considerations in decision-making. The
pengambilan keputusan. Aktivitas dimaksud merupakan intended activity was an activity that could conflict
aktivitas yang dapat bertentangan dengan kinerja the performance of the office or which could harm the
jabatan atau yang dapat merugikan Perusahaan. Company.
4. Pengungkapan kepemilikan saham oleh Dewan Komisaris 4. Disclosure of share ownership by the Board of Commissioners
dan Direksi beserta keluarganya dalam Daftar Khusus. and Directors and their families in the Special Register.
LARANGAN MENERIMA SUAP, IMBALAN, PROHIBITION TO RECEIVE BRIBERY,

HADIAH DAN LAINNYA BENEFITS, GIFTS AND OTHERS
Perusahaan melarang keras praktek suap, dalam keadaan The company strictly prohibited bribery practices, under
apapun. Perusahaan tidak akan menyetujui pembayaran any circumstances. The company would not approve
yang tidak wajar, baik dalam bentuk uang maupun natura improper payments, both in money and in any other kind
yang mempengaruhi keputusan bisnis. Selanjutnya, Insan that affected business decisions. Furthermore, Company
Perusahaan tidak boleh meminta Imbalan dalam bentuk Persons might not request Rewards in any form from goods/
apapun dari penyedia barang/jasa, pengguna jasa atau pihak services providers, service users or other parties who were
lain yang menjadi mitra kerja, mitra usaha dan mitra strategis the partners, business partners and strategic partners of the
Perusahaan. Praktik meminta Imbalan dapat menimbulkan Company. The practice of requesting Rewards could create a
citra (image) yang buruk kepada Perusahaan di mata mitra bad image of Company to its business partners.
bisnisnya.

Perusahaan memiliki komitmen untuk menegakkan persaingan The company had a commitment to uphold healthy
sehat dan menghindarkan diri dari perlakuan diskriminatif competition and avoided discriminatory treatment of
kepada penyedia barang/jasa, pengguna jasa atau pihak lain suppliers of goods/services, service users or other parties
yang menjadi mitra kerja, mitra usaha dan mitra strategis who were partners, business partners and strategic partners
Perusahaan. Untuk itu, Perusahaan perlu memastikan bahwa of the Company. For this reason, the Company needed to
praktik-praktik penerimaan hadiah tidak mempengaruhi ensure that the practices of accepting gifts did not affect the
pengambilan keputusan bisnis Perusahaan. Pemberian Company's business decision making. Providing donations
sumbangan oleh Perusahaan hanya boleh dilakukan apabila by the Company could only be done if it was in accordance
sesuai dengan peraturan perundang-undangan yang berlaku, with the applicable laws and regulations, such as partnership
seperti program kemitraan dan bina lingkungan maupun yang and community development programs or those related to
terkait dengan tanggung jawab sosial perusahaan. Pemberian corporate social responsibility. Providing donations by the
sumbangan oleh Perusahaan sedapat mungkin diberikan Company wherever possible was given in the form of goods
dalam bentuk barang atau kegiatan. or activities.
KETERLIBATAN DALAM AKTIVITAS POLITIK INVOLVEMENT IN POLITICAL ACTIVITIES

Untuk menjamin pemenuhan setiap peraturan perundang- To guarantee the fulfillment of every applicable legislation
undangan yang berlaku dalam kaitannya dengan politik, maka in relation to politics, the Company established the following
Perusahaan menetapkan kebijakan sebagai berikut: policies:
1. Perusahaan tidak akan dan tidak memperbolehkan 1. The company would not and did not allow anyone to
seorang pun melakukan pemaksaan kepada orang lain force others to limit their rights to conduct their political
sehingga membatasi hak individu yang bersangkutan aspirations.
untuk menyalurkan aspirasi politiknya.
2. Perusahaan tidak akan memberikan dana, aset atau 2. The company would not provide funds, assets or
fasilitas Perusahaan untuk kepentingan partai politik, Company facilities for the benefit of political parties, one
seorang atau lebih calon anggota badan legislatif or more prospective members of the legislature, except
kecuali sepanjang dibenarkan oleh undang-undang dan they were justified by law and carried out in accordance
dilakukan sesuai peraturan perundang-undangan yang with applicable laws and regulations.
berlaku.
3. Tidak bertindak diskriminatif terhadap Insan Perusahaan 3. The company did not act discriminatively against
yang memiliki pandangan politik yang berbeda. Company employees who owned different political views.
4. Insan Perusahaan dilarang membawa, memperlihatkan, 4. Company employees were prohibited from carrying,
memasang, serta mengedarkan simbol, gambar dan displaying, installing and distributing symbols, images
ornamen partai politik di lingkungan Perusahaan. and ornaments of political parties within the Company
environment.
5. Insan Perusahaan yang aktif dalam partai politik dan/ 5. Company employees who were active in political parties
atau menjadi calon legislatif partai politik dalam pemilu and / or became legislative candidates for political
untuk mengundurkan diri dari Perusahaan sebagaimana parties in elections had to resign from the Company in
ketentuan perundang-undangan yang berlaku. accordance with the applicable legal provisions.

Dengan diterapkannya operasi yang adil di Perseroan, With the implementation of fair operations in the Company,
Perseroan dapat menciptakan suasana yang kondusif the Company could create conducive atmosphere and
dan meningkatkan etos kerja dalam lingkungan internal enhanced the work ethic in the internal environment of PT
PT Angkasa Pura I (Persero). Selain itu, dapat mendorong Angkasa Pura I (Persero). In addition, it could encourage
perbaikan pengelolaan PT Angkasa Pura I (Persero) melalui improvement in the management of PT Angkasa Pura I
pengembangan nilai-nilai atau budaya positif yang pada (Persero) through the development of positive values or
akhirnya akan meningkatkan reputasi atau citra PT Angkasa culture which would ultimately enhance the reputation or
Pura I (Persero). image of PT Angkasa Pura I (Persero).
CAPAIAN DAN PENGHARGAAN ACHIEVEMENTS AND AWARDS

Capaian yang telah diperoleh atas inisiatif CSR bidang operasi Achievements that have been obtained on the initiative of
yang adil dapat terlihat dari tingginya skor assessment fair CSR operations can be seen from the high score of GCG
GCG di tahun 2018, yaitu sebesar 91,34 yang berarti bahwa assessment in 2018, which amounted to 91.34 which means
penerapan GCG masuk dalam kategori Sangat Baik. CG that the implementation of GCG falls into the Very Good
Assessment dilakukan oleh pihak independen, pada tahun category. CG Assessment is carried out by independent parties,
2018 CG Assessment dilakukan oleh Sierra Konsulting. in 2018 CG Assessment is conducted by Sierra Consultation.

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PERUSAHAAN TERKAIT DENGAN RELATED TO THE ENVIRONMENT
LINGKUNGAN HIDUP
Pengelolaan dan perlindungan lingkungan hidup yang Good environmental management and protection was the
baik merupakan komitmen Perseroan. Komitmen tersebut Company's commitment. This commitment was realized by
diwujudkan dengan menjadikan lingkungan hidup sebagai making the Environment as one of the main pillars in the
salah satu pilar utama dalam kegiatan CSR Perseroan. Bagi Company's CSR activities. For the Company, carrying out CSR
Perseroan, melaksanakan kegiatan CSR di bidang lingkungan activities in the environmental field was an obligation that might
hidup merupakan sebuah kewajiban yang tidak dapat ditawar. not be negotiated. This was based on the Company's awareness
Hal ini didasari atas kesadaran Perseroan bahwa lingkungan that the Environment was the main source of life.
hidup merupakan sumber kehidupan yang utama.

PT Angkasa Pura I (Persero) senantiasa mempertimbangkan PT Angkasa Pura I (Persero) always considers the surrounding
faktor lingkungan alam sekitar dalam pengelolaan usaha natural environment factors in the management of airport
kebandarudaraan sebagaimana diatur dalam Surat Keputusan business as stipulated in the Decree of the Board of Directors of
Direksi PT Angkasa Pura I (Persero) No. KEP.103/KU.13/2017 PT Angkasa Pura I (Persero) No. KEP.103/KU.13/2017/7 dated
tanggal 7 Agustus 2017 Tentang Petunjuk Pelaksanaan Program 2017 August 2017 concerning the Guidelines for Implementing
Kemitraan dan Bina Lingkungan PT Angkasa Pura I (Persero). the PT Angkasa Pura I (Persero) Partnership and Environmental
Perseroan melalui kebijakan manajemen berkomitmen Development Program. The company through management
terhadap pemenuhan semua peraturan perundang-undangan policy is committed in fulfilling all laws and regulations related to
terkait dengan lingkungan. Perseroan berperan aktif dalam the environment. The company plays an active role in efforts to
upaya melakukan penghijauan dan pembangunan bandar green and the construction of environmentally friendly airports
udara yang ramah lingkungan (green airport). (green airports).
PT Angkasa Pura I (Persero) senantiasa mempertimbangkan PT Angkasa Pura I (Persero) always considers the surrounding
faktor lingkungan alam sekitar dalam pengelolaan usaha natural environment factors in the management of airport
kebandarudaraan sebagaimana diatur dalam Surat business as stipulated in the Decree of the Board of Directors
Keputusan Direksi PT Angkasa Pura I (Persero) No. KEP.32/ of PT Angkasa Pura I (Persero) No. KEP.32/OM.01.01/2015/24
OM.01.01/2015 tanggal 24 Maret 2015 Tentang Pedoman dated March 2015 04/Concerning the Guidelines on
Penerapan sistem manajemen lingkungan Bandar udara di Implementing an Airport environmental management system at
PT Angkasa Pura I (Persero) juga instruksi-instruksi direksi PT Angkasa Pura I (Persero) as well as directors' instructions, as:
antara lain: INST.DU.04/HK.01.02/2018 tanggal 15 Januari INST.DU.01.02/2018/HK.15/2018 dated 18/January 01.02/2018
2018 tentang langkah-langkah Penurunan Emisi Gas Rumah concerning steps to Reduce Greenhouse Gas (GHG) Emissions
Kaca (GRK) di Bandar Udara PT Angkasa Pura I (Persero) at PT Angkasa Pura I (Persero) Airport as well as INST.DU.10/
juga INST.DU.18/HK.01.02/2018 tanggal 10 April 2018 HK.2018/3) dated 10 April 2018 concerning Management
tentang Pengelolaan Limbah dan Zat Kimia/Limbah Bahan of Waste and Chemical Substances/Waste of Hazardous
Berbahaya dan Beracun (B3) di Bandar Udara PT Angkasa Substances and Toxic (B3) at PT Angkasa Pura I (Persero)
Pura I (Persero). Perseroan melalui kebijakan manajemen Airport. The company through management policy is committed
berkomitmen terhadap pemenuhan semua peraturan in fulfilling all laws and regulations related to the environment.
perundang-undangan terkait dengan lingkungan.
DAMPAK DAN RISIKO IMPACT AND RISK

Kegiatan kebandarudaraan memiliki dampak yang signifikan Airport activities have a significant impact on the environment.
terhadap lingkungan. Salah satu dampak yang biasa terjadi One of the impacts that usually occurs at an airport and perhaps
pada suatu bandara dan mungkin dampak yang paling sulit the most difficult to control is noise. In addition air and water
dikendalikan adalah kebisingan. Selain itu polusi udara dan pollution is the most serious and most complex environmental
air merupakan dampak lingkungan yang paling serius dan impact in the development and operation of an airport. Then,
paling kompleks dalam pengembangan dan pengoperasian an airport basically requires extensive land so that it impacts on
suatu bandara. Kemudian, suatu bandara pada dasarnya economic and development factors.
memerlukan lahan yang luas sehingga berdampak pada
faktor ekonomi dan pembangunan.
Jika kegiatan kebandarudaraan tidak ditangani dengan baik, If airport activities are not handled properly, it will become a
maka akan menjadi masalah bahkan mengganggu terhadap problem and even interfere with some people, especially those
sebagian masyarakat, terutama yang tinggal di sekitar bandara. who live around the airport.


PT Angkasa Pura I (Persero) berkomitmen menjadikan PT Angkasa Pura I (Persero) was committed on making the
lingkungan sekitar bandar udara menjadi lebih hijau environment around the airport greener as in line with the mission
sejalan dengan Misi PT Angkasa Pura I (Persero) dalam of PT Angkasa Pura I (Persero) in developing an environmentally
mengembangkan bandar udara yang ramah lingkungan. friendly airport. Other than the reforestation in the area around
Selain penghijauan di area sekitar bandar udara dan the airport and within the community surrounding the business
dilingkungan masyarakat sekitar wilayah usaha, PT Angkasa area, PT Angkasa Pura I (Persero) also played an active role in
Pura I (Persero) juga berperan aktif dalam pelestarian alam di nature conservation in other buffer areas.
daerah-daerah penyangga lainnya.
Selain itu, Perseroan juga menargetkan untuk melaksanakan In addition, the Company also targeted to carry out all of
seluruh kegiatan operasional Perseroan yang mendukung the Company's operational activities that supported the
keberlanjutan usaha Perseroan antara lain melalui sustainability of the Company's business, including by the
pelaksanaan efisiensi. Serta terlaksananya program CSR efficiency implementation as well as the implementation of CSR
terkait dengan perbaikan/peningkatan kualitas hidup di luar programs related to constructing / improving the quality of life
Perseroan. outside the Company.
KEGIATAN ACTIVITIES
PT Angkasa Pura I (Persero) menetapkan Kebijakan PT Angkasa Pura I (Persero) established a policy towards efforts
terhadap upaya pelestarian dan pengelolaan lingkungan to preserve and manage the environment based on the Vision
hidup berdasarkan Visi dan Misi yang telah ditetapkan untuk and Mission that had been set to realize PT Angkasa Pura I
mewujudkan PT Angkasa Pura I (Persero) yang berwawasan (Persero) which was environmentally sound, as follows:
lingkungan yaitu sebagai berikut:
Target dan Pencapaian Program Kerja Tahun 2018 antara lain:

Targets and Achievements of the 2018 Work Program include:
Sasaran Strategis Realisasi
No
Strategic Targets Realization
1. Peningkatan Kompetensi a. Bimbingan teknis ACERT (Airport Carbon Emission Rating Tools).
Pekerja dalam Bidang b. Sertifikasi Personil Greenship Professional/Green Building (GP).
Lingkungan Bandar Udara c. Workshop Pengelolaan Limbah B3.
Improving Competence of d. 11th Airports Going Green Conference 2018 di Atlanta.
Workers in the Field of Airport a. ACERT technical guidance (Airport Carbon Emission Rating Tools).
Environment b. Greenship Professional / Green Building (GP) Personnel Certification.
c. Workshop on B3 (Hazardous and Poisonous Waste) Management.
d. 11th Airports Going Green Conference 2018 in Atlanta.
2. Pelestarian Lingkungan a. Kampanye Hari Lingkungan Hidup Sedunia di bulan Juni 2018.
dan Promosi Praktik Bisnis b. APEX (Airport Exellence) in Environment di SOC.
Berkelanjutan c. Studi Habitat Manajemen Bandar Udara Jenderal Ahmad Yani – Semarang, Bandar Udara
The preservation of the Syamsuddin Noor - Banjarmasin dan Bandar Udara Juanda – Surabaya.
environment and Promotion of a. Campaign for World Environment Day in June 2018.
sustainable business practices b. APEX (Airport Excellence) in the Environment at SOC.
c. Habitat Study Management of Jenderal Ahmad Yani Airport - Semarang, Syamsuddin Noor
Airport - Banjarmasin and Juanda Airport - Surabaya.
3. Diperolehnya Izin Lingkungan a. Izin Lingkungan Bandar Udara Adi Soemarmo Solo.
dari studi AMDAL b. AMDAL Bandar Udara Lombok Praya, Bandar Udara Sam Ratulangi Manado dan Bandar Udara
pembangunan Bandar Udara SAMS Sepinggan Balikpapan sedang dalam proses penyusunan dokumen Amdal.
Baru dan Pengembangan c. Telah selesai disusunnya dokumen Environmental Baseline Assessment (Penggambaran Rona
Bandar Udara Lingkungan Awal) Bandar Udara Juanda Surabaya dan untuk selanjutnya dilakukan penyusunan
Obtaining Environmental Permits dokumen Amdal sesuai dengan Fatwa KLHK.
from the EIA study d. AMDAL Bandar Udara Sultan Hassanudin Makassar dan AMDAL Perpanjangan Runway Bandar
construction Udara Internasional I Gusti Ngurah Rai – Bali masih berada pada proses di Procurement.
and Development of the New e. Andal lalin 3 Bandar Udara (NYIA, SOC dan DPS).
Airport f. Dokumen Andalalin Bandar Udara Internasional Lombok Praya.
a. Environmental Permit of the Adi Soemarmo Airport Solo.
b. The AMDAL (analysis of environmental impacts) of Lombok Airport Praya, Sam Ratulangi Airport
Manado and SAMS Sepinggan Airport Balikpapan were in the process of preparing analysis of
environmental impacts documents.
c. Completion of the Environmental Baseline Assessment document for the Juanda Airport Surabaya
had been completed and the subsequent analysis of environmental impacts document was
prepared in accordance with the KLHK Fatwa.
d. The analysis of environmental impacts of Sultan Hassanudin Airport Makassar and the analysis of
environmental impacts of Extension Runway I Gusti Ngurah Rai Airport International Airport - Bali
were still in the process of procurement.
e. Traffic Impact Analysis in several airports (NYIA, SOC and DPS).
f. Traffic Impact Analysis document for Lombok International Airport Praya.
4. Monitoring dan Pelaporan a. Dokumen RKL-RPL kantor pusat sudah disampaikan pada BLHD Provinsi DKI.
Lingkungan Hidup Bandar Udara b. 13 (tiga belas) kantor cabang bandar udara melakukan monitoring dan pelaporan per semester
dan Kantor Pusat atau 6 (enam) bulan sekali.
Airport Environmental Monitoring a. Head office RKL-RPL documents have been submitted to BLHD DKI province.
and Reporting and Headquarters b. 13 (thirteen) airport branch offices conducted monitoring and reporting per semester or once every 6
(six) months.

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KEGIATAN PROGRAM PENGHEMATAN PAPER, ENERGY AND WATER SAVING PROGRAM

KERTAS, ENERGI DAN AIR ACTIVITIES
PT Angkasa Pura I (Persero) mengambil kebijakan untuk PT Angkasa Pura I (Persero) implemented a policy to reduce
mengurangi penggunaan kertas dan memperbanyak paper use and increased communication with information
komunikasi dengan sarana teknologi informasi, seperti email technology facilities, such as e-mail and intranet (internet
dan intranet (saluran internet untuk internal perusahaan). channels for internal companies). In this case, the Company
Dalam hal ini, Perseroan mengarah pada kebijakan paperless lead to the paperless office policy, through the use of paper
office, melalui penggunaan kertas dengan lebih cermat dan more carefully and accurately not to waste paper. Since, the
hati-hati sehingga tidak membuang-buang kertas. Sebab, Company realized that the more paper used, the more Company
Perseroan menyadari bahwa semakin banyak kertas terpakai, contribution to cut trees to make paper. The careful and accurate
artinya Perseroan turut andil dalam pemanfaatan pohon steps, among others, were realized by printing on both-sided
untuk membuat kertas. Langkah cermat dan hati-hati itu, paper, using used paper (the side that is still empty) to draft text,
antara lain, diwujudkan dengan mencetak dalam kertas or examining carefully to avoid typos before printing.
bolak-balik, memanfaatkan kertas bekas (sisi yang masih
kosong) untuk draft naskah, atau meneliti secara seksama
agar menghindarkan kesalahan ketik sebelum dicetak.
Di samping itu, PT Angkasa Pura I (Persero) menyadari bahwa In addition, PT Angkasa Pura I (Persero) realized that electricity
pasokan dan ketersediaan listrik mengalami keterbatasan. supply and availability had limitations. For this reason, efficiency
Untuk itu, perlu dilakukan langkah-langkah efisiensi dalam measures needd to be implemented. The efforts made by the
penggunaannya. Upaya-upaya yang dilakukan Perseroan, Company, including, shutting down electricity after working
di antaranya, mematikan aliran listrik usai jam kerja, dan hours, and calling on workers to turn off equipment after use.
memberikan himbauan kepada pekerja untuk mematikan
peralatan usai digunakan.
Selain energi, PT Angkasa Pura I (Persero) juga membutuhkan Other than energy, PT Angkasa Pura I (Persero) also always
air untuk menunjang operasional kantor, antara lain, untuk needs water to support office operations, such as, for employees'
keperluan domestik karyawan (ke kamar kecil, wudhu, dan lain- domestic needs (to restrooms, ablutions, etc.), watering plants,
lain), menyiram tanaman, mencuci peralatan dapur setelah washing kitchen utensils after use, and so on. To supply water
dipakai, dan sebagainya. Untuk memenuhi kebutuhan air, needs, PT Angkasa Pura I (Persero) used the services of a
PT Angkasa Pura I (Persero) menggunakan jasa Perusahaan Regional Water Company (PDAM), and did not use ground water.
Daerah Air Minum (PDAM), dan tidak menggunakan air tanah. Because PDAM water raw materials were also increasingly
Oleh karena bahan baku air PDAM juga semakin terbatas, limited, efficiency might also be done. In this case, the efficiency
maka efisiensi juga harus dilakukan. Dalam hal ini, efisiensi carried out by the Company by routinely checked water
yang dilakukan Perseroan antara lain secara rutin dilakukan installations so that repairs could be carried out immediately if
pengecekan instalasi air sehingga segera bisa dilakukan there was a leak, and provided an appeal to save water use.
perbaikan jika ada kebocoran, serta memberikan himbauan
untuk menghemat penggunaan air.
KEGIATAN PROGRAM PELESTARIAN ALAM NATURAL PRESERVATION PROGRAM ACTIVITIES

Di samping mendukung Program Pemerintah di Bidang To support the Government Program in Nature Conservation
Pelestarian Alam, PT Angkasa Pura I (Persero) juga Field, PT Angkasa Pura I (Persero) was also committed in
berkomitmen menjadikan lingkungan sekitar Bandar Udara making the environment around the airport greener as in line
menjadi lebih hijau sejalan dengan misi Perseroan dalam with the Company's mission to develop an environmentally
mengembangkan bandar udara yang ramah lingkungan. friendly airport. In addition to reforestation in the area around
Selain penghijauan di area sekitar Bandar Udara dan the airport and within the community around the business area,
dilingkungan masyarakat sekitar wilayah usaha, Perseroan the Company also played an active role in nature conservation
juga berperan aktif dalam pelestarian alam di daerah-daerah in other buffer zones and being the coordinator of State-Owned
penyangga lainnya serta menjadi coordinator BUMN Peduli Enterprises Caring for Reforestation on East Nusa Tenggara
Penghijauan untuk Wilayah Provinsi Nusa Tenggara Timur. Province. Points that had been implemented during the 2018
Hal-hal yang telah dilaksanakan selama periode 2018 adalah period were as follows:
sebagai berikut: a. Greening the land at the foot of Mount Tampomas;
a. Penghijauan lahan di Kaki Gunung Tampomas; b. Coral Reef Transplantation on the coast of Ora;
b. Transplantasi Terumbu Karang di pantai Ora; c. Coral Reef Transplantation in Manado's Kalasey Satu Village;
c. Transplantasi Terumbu Karang di Desa Kalasey Satu and
Manado; dan d. Normalization of the Suud river in Kalanganyar Village,
d. Normalisasi sungai Suud di Desa Kalanganyar Sidoarjo. Sidoarjo.
Di samping itu, kegiatan program pelestarian alam juga In addition, nature conservation program activities were also
dilakukan melalui pencegahan pencemaran terhadap carried out through prevention of pollution to the environment
lingkungan dan upaya-upaya peningkatan kinerja and efforts to improve environmental performance on an
lingkungan secara berkelanjutan melalui program Green ongoing basis through Green Building, Green Procurement,
Building, Green Procurement, Green Processes dan 3R Green Processes and 3R (Reduce, Reuse, Recycle) programs to
(Reduce, Reuse, Recycle) untuk menuju Bandar Udara go to Environmentally Friendly Airports (Eco Airport).
yang Ramah Lingkungan (Eco Airport).


DAMPAK KEGIATAN PROGRAM IMPACT OF PAPER, ENERGY AND WATER SAVING
PENGHEMATAN KERTAS, ENERGI DAN AIR PROGRAM ACTIVITIES
Pelaksanaan kegiatan CSR terkait lingkungan hidup yang The implementation of CSR activities related to the environment
telah dilakukan oleh Perseroan sepanjang tahun 2018, that had been carried out by the Company throughout 2018,
telah memberikan dampak antara lain pada sisi ekonomi had an impact as on the economic side in the form of savings /
berupa penghematan/efisiensi biaya listrik dan air, serta efficiency in electricity and water costs, as well as equipment on
perlengkapan terhadap pendapatan maupun terhadap aset, income and assets, the decline in the following table:
angka penurunan tersebut terlihat pada tabel berikut:
Tabel Penghematan Kertas, Energi dan Air

Table of Paper, Energy and Water Savings
Keterangan
2018 2017
Description
Rasio Biaya Listrik dan Air terhadap Total Pendapatan
1 : 0.98 1 : 1.14
Ratio of Electricity and Water Costs to Total Revenue
Rasio Biaya Perlengkapan terhadap Total Aset
1 : 0.04 1 : 0.04
Ratio of equipment costs to total assets
Rasio Biaya Listrik dan Air terhadap Total Aset
1 : 0.27 1 : 0.33
Ratio of Electricity and Water Costs to Total Assets
DAMPAK KEGIATAN PROGRAM PELESTARIAN IMPACT OF NATURAL PRESERVATION PROGRAM

ALAM ACTIVITIES
Dampak kegiatan pencegahan pencemaran terhadap The impacts of environmental pollution prevention efforts to
lingkungan dan upaya-upaya peningkatan kinerja improve environmental performance in a sustainable manner
lingkungan secara berkelanjutan melalui program Green through the Green Building, Green Procurement, Green
Building, Green Procurement, Green Processes dan 3R Processes and 3R programs (Reduce, Reuse, Recycle), were
(Reduce, Reuse, Recycle), diharapkan dapat mengurangi expected to reduce global warming and show the Company's
pemanasan global dan menunjukkan kepedulian concern in maintaining and restoring habitat protected and
Perseroan dalam menjaga dan memulihkan habitat yang realizing the Company's desire to make the entire airport
dilindungi serta mewujudkan keinginan Perseroan untuk managed as an Eco-Friendly airport.
menjadikan seluruh Bandar Udara yang dikelola menjadi
bandar udara yang Ramah Lingkungan (Eco Airport).
SERTIFIKASI DI BIDANG LINGKUNGAN ENVIRONMENTAL FIELD CERTIFICATION

Sertifikasi yang telah diperoleh Perseroan terkait dengan The certification that had been obtained by the Company
lingkungan hidup adalah Sertifikasi ISO 14001 Sistem related to the environment was the ISO 14001 on Environmental
Manajemen Lingkungan di Bandar Udara Internasional I Management System Certification at I Gusti Ngurah Rai
Gusti Ngurah Rai – Bali. Sertifikat berlaku mulai tanggal 18 International Airport - Bali. The certificate was valid from
November 2015 dan merupakan Bandar Udara pertama di November 18, 2015 and became the first airport in Indonesia that
Indonesia yang bersertifikat ISO 14001. owned ISO 14001 Certified.
Pada tahun 2018, PTAngkasa Pura I (persero) mengikutsertakan In 2018, PT Angkasa Pura I (Persero) included Adi Soemarmo
Bandar Udara Adi Soemarmo Solo dalam program Airport Airport Solo as the Airport Excellence (APEX) in Environment
Excellence (APEX) in Environment yang diselenggarakan program organized by the Airport Council International (ACI) on
oleh Airport Council International (ACI) pada tanggal 27 – 31 August 27 - 31 2018, this activity was a pilot project.
Agustus 2018, kegiatan ini merupakan pilot project.

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PERUSAHAAN TERKAIT DENGAN CORPORATE SOCIAL RESPONSIBILITY
RELATED TO OCCUPATIONAL HEALTH
KETENAGAKERJAAN, KESEHATAN SAFETY
DAN KESELAMATAN KERJA
PT Angkasa Pura I (Persero) memiliki komitmen tinggi terkait PT Angkasa Pura I (Persero) has a high commitment related
pelaksanaan kegiatan CSR di bidang ketenagakerjaan, to the implementation of CSR activities in the fields of labor,
kesehatan dan keselamatan kerja terutama dalam health and safety, especially in handling issues related to
mengangani isu-isu yang terkait dengan ketenagakerjaan. employment. One of the issues related to employment is
Salah satu isu terkait ketenagakerjaan adalah pembentukan the establishment of state-owned holding which is a form of
holding BUMN yang merupakan bentuk sinergi infrastruktur, synergy of infrastructure, facilities and infrastructure in the
sarana dan prasarana di sektor penerbangan. Namun, aviation sector. However, the establishment of the holding
pembentukan holding tersebut akan berdampak pada will have an impact on the welfare of employees in the future.
kesejahteraan karyawan di masa yang akan datang. The implementation of CSR related to employment, health
Pelaksanaan CSR terkait ketenagakerjaan, kesehatan dan and safety is described as follows.
keselamatan kerja diuraikan sebagai berikut.

PT Angkasa Pura I (Persero) berupaya untuk menjadi PT Angkasa Pura I (Persero) strived to become a company
perusahaan yang taat asas dan taat aturan. Termasuk that complied with the rules and obeyed the rules. Including
di bidang ketenagakerjaan, Perseroan berupaya untuk in the field of employment, the Company strived to comply
mematuhi semua peraturan perundang-undangan yang with all applicable laws and regulations relating to the field
berlaku terkait bidang ketenagakerjaan. Perseroan of employment. The Company provided high attention and
memberikan perhatian dan komitmen yang tinggi dalam commitment in terms of gender equality, employment
hal kesetaraan gender, kesempatan kerja, dan pelatihan opportunities, and training to improve employee
untuk meningkatkan profesionalisme karyawan serta professionalism and commensurate reward systems.
sistem imbal jasa yang sepadan.
Selain kesetaraan dalam praktik ketenagakerjaan, Perseroan Other than the equality in employment practices, the
juga memberikan jaminan pemeliharaan kesehatan secara Company also provided independent health care insurance
mandiri untuk Pegawai meliputi rawat jalan, rawat inap, for employees including outpatient care, inpatient care, and
serta pelayanan khusus. Jaminan fasilitas kesehatan special services. Health facilities insurance to employees
kepada karyawan diyakini dapat memberikan ketenangan were believed to provide peace and improve employee

dan meningkatkan kinerja karyawan. Pemberian fasilitas performance. The provision of health facilities was regulated
kesehatan diatur dalam Keputusan Direksi Nomor: KEP.121/ in the Decree of the Board of Directors Number: KEP.121/
KP.30/2004 tanggal 9 Desember 2004, tentang Fasilitas KP.30/2004/9 dated December 2004, 2004, concerning
Para Pejabat, Perjalanan Dinas dan Pemeliharaan Kesehatan Facilities of Officials, Official Travel and Employee Health
Pegawai PT Angkasa Pura I (Persero). Maintenance of PT Angkasa Pura I (Persero).
Aspek Keselamatan Kerja merupakan salah satu hal The Safety Aspect was one of the aspects that had become
yang jadi perhatian manajemen Perseroan. Perseroan the concern of the Company's management. The Company
berupaya untuk menciptakan lingkungan kerja yang strived to create a safe, secure and comfortable work
selamat, aman dan nyaman untuk mendukung terciptanya environment to support the creation of optimal Company
kinerja Perseroan yang optimal. Kebijakan terkait performance. The policies related to occupational safety and
keselamatan dan kesehatan kerja PT Angkasa Pura I health of PT Angkasa Pura I (Persero) were listed in Directors
(Persero) tercantum dalam Keputusan Direksi Nomor: Decree Number: KEP.08/KP.10.43/2018/24 dated January
KEP.08/KP.10.43/2018 tanggal 24 Januari 2018 tentang 2018 3) concerning the Corporate Occupational Safety Health
Manual Sistem Manajemen Keselamatan dan Kesehatan Management System (SMOCCUPATIONAL HEALTH, SAFETY,
Kerja (SMK3) Korporat PT Angkasa Pura I (Persero). AND SECURITY) Manual of PT Angkasa Pura I (Persero )
LINGKUP DAN PERUMUSAN SCOPE AND EMPLOYMENT

KETENAGAKERJAAN FORMULATION
Lingkup CSR bidang Ketenagakerjaan meliputi The scope of CSR in the Employment sector includes Gender
Kesetaraan Gender dan Kesempatan Kerja, Kesetaraan Equality and Job Opportunities, Equality in the Education
Dalam Program Pendidikan dan Pelatihan, Hubungan and Training Program, Industrial Relations, Remuneration
Industrial, Remunerasi, dan Program Pensiun. and Pension Programs.

Rencana kegiatan pelaksanaan CSR yang terkait dengan Plans for the implementation of CSR-related employment
ketenagakerjaan telah tertuang di dalam RKAP Perseroan activities were contained in the Company's Company Work
yang telah diturunkan dalam Program Kerja Human Budget Plan which had been derived from the Human Capital
Capital Group dan Training and Development Group yang Group and Training and Development Group Work Programs
terkait dengan pelaksanaan pengelolaan Human capital related to the implementation of management of Human
yang dimulai dari proses rekrutmen, pengembangan Capital starting from the recruitment process, competency
kompetensi, penetapan remunerasi sampai dengan development, remuneration determination to employee
retirement pegawai. Perseroan menargetkan untuk dapat retirement. The company targeted to be able to carry out
melaksanakan praktik-praktik ketenagakerjaan sesuai employment practices in accordance with applicable laws
dengan undang-undang maupun regulasi yang berlaku. and regulations.
Sedangkan terkait dengan pengelolaan kesehatan At the same field related to the management of employees'
karyawan adalah berupa jaminan pemeliharaan kesehatan health, the insurance covered independent health care
secara mandiri dari PT Angkasa Pura I (Persero) untuk rawat guarantees from PT Angkasa Pura I (Persero) such as outpatient
jalan, rawat inap, serta pelayanan khusus yang meliputi care, inpatient care, and special services which included
alat bantu baca, pengobatan dan perawatan gigi, alat bantu reading aids, medical treatment and dental care, hearing aids,
dengar, prothesa anggota gerak, prothesa mata, serta prosthetic limb, prosthesis of the eyes, and commencement
dimulainya keikutsertaan karyawan pada program BPJS of employee participation in the National Health Insurance
Kesehatan. Dengan memberikan fasilitas kesehatan yang program. By providing adequate health facilities, it is expected
memadai, diharapkan produktivitas karyawan akan terus that employee productivity will continue to be maintained and
terjaga dan mengalami peningkatan secara berkelanjutan. experience continuous improvement.
Perseroan memiliki komitmen terhadap Keselamatan The Company was committed to Occupational Safety
dan Kesehatan Kerja dengan memastikan bahwa Health by ensuring that potential hazards and OSH risks
potensi bahaya dan risiko K3 dalam kegiatan Perseroan in the Company's activities were controlled with the aim
dikendalikan dengan tujuan untuk mencegah dan of preventing and protecting every person, the Company's
melindungi setiap orang, aset Perseroan dan lingkungan assets and the surrounding environment from the possibility
sekitar dari kemungkinan terjadinya kecelakaan kerja dan of workplace accidents and work-related diseases. The
penyakit akibat kerja. Perseroan merencanakan untuk Company planned to carry out coaching, implementation
melakukan pembinaan, penerapan, dan pemeliharaan K3 and maintenance of OSH in the Company's environment on
di lingkungan Perseroan secara berkesinambungan. an ongoing basis.

735
2018 Annual Report
KEGIATAN KETENAGAKERJAAN EMPLOYMENT ACTIVITIES
KESETARAAN GENDER DAN KESEMPATAN GENDER EQUALITY AND EMPLOYMENT

KERJA OPPORTUNITIES
Perseroan memberikan kesempatan yang sama bagi The Company provided equal opportunities for everyone,
semua orang, baik pria dan wanita, tanpa memandang both men and women, regardless of ethnic differences,
perbedaan etnik, agama, ras, kelas, gender, ataupun religion, race, class, gender, or physical condition to join an
kondisi fisik untuk mengikuti program rekrutmen pekerja. employee recruitment program. Appointment of prospective
Pengangkatan calon pekerja didasarkan atas hasil seleksi, workers was based on the results of the selection, the results
hasil evaluasi pada masa percobaan dan orientasi pekerja. of evaluation on probation and worker orientation.
KESETARAAN DALAM PROGRAM EQUALITY IN EDUCATION AND TRAINING

PENDIDIKAN DAN PELATIHAN PROGRAMS
Dalam rangka meningkatkan skill dan kapasitas In order to improve the skills and capacity of employees
karyawan untuk menunjang operasional Perseroan to support the operations of the Company, the company
menyelenggarakan program pendidikan dan pelatihan. organized education and training programs. Every employee
Setiap karyawan Perseroan memiliki kesempatan of the Company had the same opportunity to take part
yang sama untuk mengikuti program pendidikan dan in an education and training program, except that the
pelatihan, hanya saja dalam pelaksanaan program ini implementation of this program must be adjusted to the
harus disesuaikan dengan kebutuhan dan rencana needs and development plans of the Company. Throughout
pengembangan Perseroan. Sepanjang tahun 2018, 2018, the Company had organized training and education
Perseroan telah menyelenggarakan program pelatihan programs attended by 6.143 participants ranging from
dan pendidikan yang diikuti oleh 6.143 peserta mulai Directors to staff levels, with the total cost of conducting
dari level Direksi hingga staff, dengan total biaya training in 2018 reaching Rp40 billion.
penyelenggaraan training selama tahun 2018 mencapai
Rp40 miliar.
HUBUNGAN INDUSTRIAL INDUSTRIAL RELATIONS

Perseroan berupaya untuk menciptakan hubungan kerja The Company strived to create a harmonious and fair
antara Perseroan dan karyawan yang harmonis, selaras working relationship between the Company and employees.
dan berkeadilan. Karena itu, dalam operasionalnya Therefore, in its operations the Company strives to optimize
Perseroan berupaya untuk melakukan optimalisasi the management of human resources while taking into
dalam pengelolaan sumber daya manusia dengan tetap account the interests of employees. As a form of freedom
memperhatikan kepentingan pekerja. Sebagai wujud of association, Angkasa Pura Airports had 2 (two) labor
kebebasan berserikat, Angkasa Pura Airports memiliki union organizations, namely Angkasa Pura I (SP) Workers'
2 (dua) organisasi serikat pekerja, yaitu Serikat Pekerja Union and Angkasa Pura I Employees Association (AKA).
Angkasa Pura I (SP) dan Asosiasi Karyawan Angkasa PuraI Both SP and AKA represented the interests of employees
(AKA). Baik dari SP maupun AKA mewakili kepentingan in employment, including negotiations on Collective Labor
karyawan dalam ketenagakerjaan, termasuk perundingan Agreements (PKB) with management.
Perjanjian Kerja Bersama (PKB) dengan pihak manajemen.
Saat ini, Perjanjian Kerja Bersama (PKB) yang berlaku At present, the applicable Collective Labor Agreement (PKB)
adalah PKB Periode 2014-2016 dengan Nomor: SP.137/ was the 2014-2016 Collective Labor Agreement with Number:
HK.06/2014-DU, SP.AP.I.01/PKB/VI/2014, dan 012/DPP- SP.137/ / HK.06/2014- / 01/DU, SP.AP.I.2014, / PKB / VI / 012/
AKA/VI/2014. PT Angkasa Pura I Airport (Persero) secara and 2014. / DPP -AKA / VI / 2014. PT Angkasa Pura I Airport
rutin telah melakukan rapat dengan serikat pekerja. (Persero) had regularly held meetings with labor unions.
Rapat-rapat tersebut membahas terkait pemenuhan These meetings discussed the fulfillment of employees' rights
hak dan kewajiban karyawan ataupun perumusan sanksi and obligations or formulation of disciplinary sanctions if
disiplin jika terdapat pelanggaran disiplin oleh pegawai. there were disciplinary violations by employees.
REMUNERASI REMUNERATION
Kebijakan remunerasi yang diterapkan Perseroan adalah The remuneration policy implemented by the Company was
dengan mengedepankan skill, kompetensi dan integritas by prioritizing employee skills, competencies and integrity.
karyawan. Perseroan juga telah mentaati semua aturan The Company had also complied with all applicable rules
yang berlaku terkait remunerasi. Besaran remunerasi relating to remuneration, where the amount of remuneration
seluruh karyawan Perseroan telah sesuai atau berada for all employees of the Company was in accordance with or

di atas standar Upah Minimum yang berlaku di wilayah above the Minimum Wage standard that was applied in the
operasional Perseroan. operational area of the Company.
Selama masa aktif kerja, karyawan PT Angkasa Pura During the active period of work, employees of PT Angkasa
Airport (Persero) menerima remunerasi sebagai berikut. Pura Airport (Persero) received remuneration as follows.
1. Penghasilan Bulanan, mencakup gaji pokok, tunjangan 1. Monthly income, including basic salary, wife / husband
istri/suami, tunjangan anak, tunjangan pangan, allowance, child allowance, food allowance, achievement
insentif prestasi, tunjangan kemahalan, tunjangan incentives, overheads, transport allowances, office
transport, tunjangan jabatan, dan tunjangan mobilitas. allowances and mobility benefits
2. Penghasilan Tahunan, mencakup bantuan sewa rumah, 2. Annual income includes housing assistance, annual
tunjangan cuti tahunan, tunjangan pendidikan anak leave benefits, children's education allowances, holiday
sekolah, tunjangan hari raya, bonus, dan seragam dinas. allowances, bonuses and official uniforms.
3. Pemeliharaan Kesehatan, mencakup rawat jalan, 3. Health care, including outpatient care, inpatient care,
rawat inap, dan pelayanan khusus. and special services.
4. Penghasilan Sesuai Kondisi dan Waktu Tertentu, 4. Income according to certain conditions and times,
dijelaskan lebih lanjut dalam bab SDM. explained further in the HR chapter.
Terkait dengan remunerasi, Perseroan senantiasa berupaya Regarding remuneration, the Company always strived to
agar tidak terjadi gap yang terlalu tinggi. Rasio gaji tertinggi avoid too high a gap. The ratio of the highest and lowest
dan terendah selama 2018 adalah sebagai berikut. salaries during 2018 were as follows.
Tabel Perbandingan Gaji Tertinggi dan Terendah

Highest and Lowest Salary Comparison Table
Uraian Nilai Tertinggi Nilai Terendah Perbandingan

Description Highest Value (Rp) Lowest Value (Rp) Comparison
Dewan Komisaris / Board of Commissioners 78,750,000 70,875,000 1:1
Direksi / Directors 175,000,000 148,750,000 1:2
Karyawan / Employee
Level I 56,960,324 35,267,515 1:6
Level II 30,636,027 27,651,992 1:1
Level III 20,015,658 18,256,753 1:1
Level IV 12,197,222 7,313,272 1:7
PROGRAM PENSIUN RETIREMENT FUND PROGRAM

Sebelum memasuki masa pensiun, karyawan PT Angkasa Before retirement, PT Angkasa Pura I (Persero) employees
Pura I (Persero) diberikan pembekalan keterampilan were given skills training with the Pra Purna Bhakti Training
dengan Program Pelatihan Pra Purna Bhakti yang Program aimed at preparing the retirement of PT Angkasa
bertujuan untuk mempersiapkan masa pensiun karyawan Pura I (Persero) employees in developing their potential and
PT Angkasa Pura I (Persero), dalam mengembangkan being able to manage their problems so mentally and spiritual
potensi diri dan mampu mengelola permasalahannya ready in facing and undergoing retirement while staying
sehingga siap secara mental dan spiritual dalam comfortable, healthy, fit and productive.
menghadapi serta menjalani masa pensiun dengan tetap
nyaman, sehat, bugar dan produktif.
Dalam memenuhi kebutuhan tersebut, pengetahuan dan In fulfilling these needs, the knowledge and insights provided
wawasan yang diberikan meliputi hal-hal berikut ini: included the following:
1. Spiritual Emotion Power; 1. Spiritual Emotion Power;
2. Kiat Menghadapi Status Purnabakti; 2. Ways to Deal with Retirement Status;
3. Healty Secret; 3. Healthy Secret;
4. Enterpreneurship; 4. Entrepreneurship;
5. Menciptakan Keluarga Harmonis Pasca Purnabakti; 5. Creating a post-retirement harmonious family;
6. Kunjungan Usaha; 6. Business Visits;
7. Resolusi / Personal Action Plan (rencana aksi) bersama 7. Resolution / Personal Action Plan (action plan) with
YAKKAP l. YAKKAP.

737
2018 Annual Report
Setelah memasuki masa pensiun, karyawan PT Angkasa Pura I After entering retirement, PT Angkasa Pura I (Persero)
(Persero) menerima kesejahteraan sebagai berikut: employees received welfare as follows:
1. Manfaat Pensiun, melalui Dana Pensiun Angkasa 1. Pension Benefits, through the Angkasa Pura I Pension
PuraI (DAPENRA) dan Dana Pensiun Lembaga Fund (DAPENRA) and the Financial Institution
Keuangan (DPLK) serta Jaminan Pensiun oleh BPJS Pension Fund (DPLK) and Pension Insurance by BPJS
Ketenagakerjaan. Ketenagakerjaan (National Employment Insurance).
2. Manfaat Tunjangan Hari Tua, yang pengelolaanya 2. Benefits of Old Age Benefits was carried out by the
dilakukan oleh Yayasan Kesejahteraan Employee Welfare Foundation, Pura I (YAKKAP I).
KaryawanAngkasa Pura I (YAKKAP I).
3. Pemeliharaan Kesehatan Pensiun, yang dilakukan 3. Retirement Health Care conducted by YAKKAP I.
oleh YAKKAP I.
4. Manfaat Jaminan Hari Tua oleh BPJS Ketenagakerjaan. 4. Benefits of Old Age was based on Insurance by BPJS
Ketenagakerjaan (National Employment Insurance).
DAMPAK KUANTITATIF QUANTITATIVE IMPACT
Pelaksanaan kebijakan CSR terkait dengan The implementation of CSR policies related to employment
ketenagakerjaan di tahun 2018 sudah cukup efektif sesuai in 2018 had been quite effective in accordance with its
dengan tujuannya dalam rangka memenuhi kepentingan objectives in order to meet the interests of employees
para karyawan, sehingga tercipta keselarasan tujuan to create harmony in the goals of employees with the
karyawan dengan tujuan Perseroan. Dengan adanya objectives of the Company. With goal alignment, employee
keselarasan tujuan, maka engagement karyawan akan engagement will increase, and employee turnover will be
meningkat dan tingkat turnover karyawan akan terjaga maintained. Employee turnover was recorded at 3.59%
dengan baik. Angka turnover karyawan tercatat sebesar decreasing from the previous year.
3,59% menurun dengan tahun sebelumnya.
Tabel Tingkat Turnover Karyawan

Table of Employee Turnover Rates
Keterangan
2018 2017 2016
Description
Pensiun / Retired 109 118 160
Resign / Resign 6 78 11
Meninggal / Death 6 8 2
Lain-lain / Miscellaneous 0 4 3
Jumlah Karyawan Keluar / Number of Employees Exit 121 208 176
Jumlah Karyawan / Number of Employees 3,374 3,350 3,025
Tingkat Turnover / Turnover rate 3.59% 4.85% 4.85%
Selain itu survei kepuasan pegawai yang rutin dilaksanakan In addition, the employee satisfaction survey routinely
oleh Perseroan menunjukkan tingkat kepuasan pegawai carried out by the Company showed a good level of employee
yang baik pada tahun 2018. Indeks kepuasan pegawai satisfaction in 2018. The satisfaction index of PT Angkasa
PT Angkasa Pura I (Persero) pada tahun 2018, secara Pura I (Persero) employees in 2018, as a whole was worth
keseluruhan bernilai 4,35 (empat koma tiga lima) meningkat as 4.35 (four point three five), increasing from 2017 which
dari tahun 2017 yang bernilai 4,15. Hal ini menunjukkan was worth 4.15. This shows that employees had been "Very
bahwa pegawai telah “Sangat Puas” dengan pengelolaan Satisfied" with HR management, although in some aspects
SDM meskipun pada beberapa aspek masih ada yang harus there were still something that needed to be improved.
diperbaiki. Berdasarkan hasil survei kepuasan pegawai Based on the results of the employee satisfaction survey,
dapat dikatakan bahwa pegawai Perseroan loyal terhadap it can be said that the Company's employees were loyal to
perusahaan. Hal ini sejalan dengan tingkat kesejahteraan, the company. Those were in line with the level of prosperity,
peluang, dan lingkungan kerja yang mendukung. opportunity, and a supportive work environment.

Tabel Indeks Kepuasan Karyawan Tahun 2018
Table of Employee Satisfaction Index in 2018
Visi, Misi, dan

Teknologi Informasi
Nilai-Nilai
Lingkungan Penilaian Keterikatan
Tata Kelola Perusahaan
Diklat Perusahaan Indeks

Lokasi Peran Penghargaan Kerja Kerja Manajemen Rekrutmen Remunerasi Tenaga Kerja
No. Training Vision, Keseluruhan
Location Roles Appreciation Work Job Management Recruitment Remuneration ngagement of
Mission and Overall Index
environment Assessment Workers
Corporate
Values
Bandar Udara
Adi Soemarmo –
1 Surakarta 4.23 4.12 4.07 4.06 4.00 4.21 4.01 4.25 4.19 4.40 4.15
Adi Soemarmo-
Airport Surakarta
Bandar Udara
Adisutjipto –
2 Yogyakarta 4.43 4.36 4.29 4.11 4.31 4.43 4.23 4.44 4.36 4.59 4.38
Adisutjipto- Airport
Yogyakarta
Bandar Udara
Jenderal Ahmad
3 Yani – Semarang 4.50 4.37 4.39 4.40 4.50 4.52 4.39 4.46 4.48 4.70 4.47
Jenderal Ahmad Yani
Airport - Semarang
Bandar Udara El Tari
- Kupang
4 4.68 4.63 4.57 4.65 4.53 4.68 4.56 4.63 4.69 4.83 4.65
El Tari Airport -
Kupang
Bandar Udara Frans
Kaisiepo – Biak
5 4.40 4.01 4.16 4.38 4.29 4.40 4.23 4.46 4.43 4.71 4.35
Frans Kaisiepo
Airport - Biak
Bandar Udara
Internasional I Gusti
Ngurah Rai - Bali
6 4.55 4.45 4.46 4.47 4.41 4.55 4.45 4.35 4.54 4.70 4.49
I Gusti Ngurah Rai
- Bali
Bandar Udara
Internasional
7 Lombok - Praya 4.38 4.22 4.23 4.23 4.19 4.37 4.24 4.32 4.37 4.62 4.32
Airport - Praya
2018 Annual Report

739
740
Visi, Misi, dan
Nilai-Nilai
Profil Perusahaan

Sumber Daya Manusia

Corporate
Values

Bandar Udara
Analisis dan Pembahasan Manajemen
Juanda - Surabaya
8 4.37 4.31 4.29 4.26 4.31 4.34 4.24 4.44 4.38 4.61 4.36
Juanda Airport -
Surabaya

Bandar Udara
Pattimura - Ambon
9 4.27 4.15 4.07 4.11 4.13 4.38 4.09 4.35 4.30 4.69 4.27
Pattimura Airport -
Ambon
Bandar Udara Sam
Ratulangi – Manado
10 4.11 4.26 4.22 4.31 4.29 4.39 4.24 4.40 4.37 4.60 4.34
Sam Ratulangi
Airport - Manado
Bandar Udara Sultan
Aji Muhammad
Sulaiman Sepinggan
– Balikpapan
11 4.45 4.43 4.42 4.42 4.44 4.52 4.41 4.54 4.55 4.74 4.49
Sultan Aji
Muhammad
Sulaiman Sepinggan
Airport - Balikpapan
Bandar Udara
Sultan Hasanuddin –
12 Makassar 4.43 4.34 4.37 4.40 4.44 4.49 4.35 4.55 4.47 4.70 4.45
Sultan Hasanuddin
Airport - Makassar
Bandar Udara
Syamsudin Noor –
Banjarmasin
13 4.33 4.20 4.18 4.25 4.26 4.37 4.20 4.41 4.29 4.55 4.30
Syamsudin
Noor Airport -
Banjarmasin
Kantor Pusat -
14 Jakarta 1.67 1.57 1.73 1.54 3.67 1.59 1.48 3.87 3.61 3.95 3.67
Head Office - Jakarta
Human Capital
Management Discussion and Analysis
Company Profile
Visi, Misi, dan
Nilai-Nilai
Teknologi Informasi

Tata Kelola Perusahaan
Corporate
Values
Ngurah Rai Strategic

Business Unit
15 Commercial 4.37 4.10 4.22 4.08 1.82 4.08 4.02 4.09 4.28 4.32 4.14
Strategic Business
Unit Commercial
Proyek
Pengembangan
Bandar Udara
Jenderal Ahmad
16 4.40 4.32 4.34 4.38 4.05 4.48 4.13 4.57 4.37 4.70 4.37
Yani - Semarang
Jenderal Ahmad Yani
Airport Development
Project - Semarang
Proyek
Pengembangan
Bandar Udara
Syamsudin Noor -
17 Banjarmasin 4.43 1.80 4.16 1.99 3.75 4.20 4.00 4.16 4.31 4.52 4.13
Syamsudin
Noor Airport
Development Project
- Banjarmasin
Proyek Persiapan
Pembangunan
Bandar Udara
Internasional -
18 Yogyakarta 4.38 1.88 4.28 4.13 4.35 4.41 4.16 4.44 4.27 4.60 4.29
Preparation Project
of an International
Airport Construction
- Yogyakarta
Rerata
4.37 4.27 4.28 4.29 4.29 4.39 4.25 4.40 4.38 4.61 4.35
Average
2018 Annual Report

741
KEGIATAN KESEHATAN HEALTH ACTIVITIES
Perseroan sangat memperhatikan kesejahteraan dan The company concerned very much about the welfare
kesehatan karyawannya. Fasilitas kesehatan yang and health of its employees. Health facilities provided to
diberikan kepada karyawan dan anggota keluarganya employees and family members were quite comprehensive
cukup komprehensif yang mencakup fasilitas kesehatan which included health facilities in the form of:
berupa:
- Rawat jalan, bagi pegawai yang berobat ke dokter di - Outpatient, for employees who went to a doctor outside
luar dokter Perseroan seluruh biayanya mendapatkan the Company's doctor, all costs got a replacement from
penggantian dari Perseroan. the Company.
- Rawat inap, bagi pegawai dan keluarganya diberikan - Hospitalization, employees and their families were
fasilitas rawat inap sesuai dengan kelas kamar yang given inpatient facilities in accordance with the class of
telah ditentukan untuk masing-masing golongan rooms that had been determined for each class position.
jabatan.
- Pelayanan khusus, yang meliputi alat bantu baca, - Special services, which included reading aids,
pengobatan dan perawatan gigi, alat bantu dengar, medication and dental care, hearing aids, prosthesis of
prothesa anggota gerak, dan prothesa mata. limbs, and prosthesis of the eyes.
Pada Kantor Pusat maupun Kantor Cabang PT Angkasa At the Head Office and Branch Office of PT Angkasa Pura
Pura I (Persero) juga disediakan fasilitas klinik yang dapat I (Persero) there were also clinical facilities that can be
dimanfaatkan oleh pegawai. Selain itu, bagi pegawai utilized by employees. In addition, employees in retirement
dalam masa pensiun mendapatkan fasilitas kesehatan received health facilities for themselves and their families as
bagi dirinya beserta keluarga sesuai yang tercantum stated in the Decree. Health facilities for retired employees
pada Surat Keputusan. Fasilitas kesehatan bagi pegawai were managed by YAKKAP I, which were in the form of
pensiun dikelola oleh YAKKAP I, yaitu berupa biaya inpatient fees per person per year in accordance with the
rawat inap per orang per tahun sesuai dengan ketentuan provisions of the Company.
Perseroan.
Pengelolaan fasilitas kesehatan yang baik pada karyawan The management of good health facilities for employees
telah memberikan dampak peningkatan kesehatan dan had a significant impact on improving health and employee
kinerja pegawai yang cukup signifikan. Hal ini ditunjukkan performance. This is indicated by an increase in employee
dengan adanya peningkatan angka produktivitas productivity rates in 2018 as shown in the following table:
karyawan di tahun 2018 yang ditunjukkan dengan tabel
berikut:
Tabel Tingkat Produktivitas Karyawan

Table of Employee Productivity Levels
Pendapatan Produktivitas
Tahun Pegawai
Income Productivity
Year Employee
(Rp) (Rp)
2018 8,521,087,000,000 3,378 2,522,524,275
2017 7,194,347,000,000 3,350 2,147,566,269
2016 6,138,2,72,000,000 3,025 2,029,180,826

KEGIATAN KESELAMATAN KERJA WORK SAFETY ACTIVITIES
PT Angkasa Pura I (Persero) memiliki komitmen PT Angkasa Pura I (Persero) had a commitment to
terhadap Keselamatan dan Kesehatan Kerja (K3) dengan Occupational Safety Health by ensuring that potential
memastikan bahwa potensi bahaya dan risiko K3 dalam hazards and OSH risks in Company activities were controlled
kegiatan Perusahaan dikendalikan dengan tujuan with the aim of preventing and protecting every person,
untuk mencegah dan melindungi setiap orang, aset Company assets and the surrounding environment from the
Perusahaan dan lingkungan sekitar dari kemungkinan possibility of workplace accidents and diseases due to work.
terjadinya kecelakaan kerja dan penyakit akibat kerja. These risks include disruption of employee hearing due to
Risiko tersebut antara lain, terganggunya pendengaran noise, collisions between airport personnel vehicles, fire
karyawan akibat kebisingan, tabrakan antara kendaraan risks and others.
personil bandara, risiko kebakaran dan lainnya.
Untuk mewujudkan Kebijakan K3 sebagaimana dimaksud, To realize the OSH Policy as intended, all of the Company's
maka seluruh Jajaran Manajemen Perseroan dan Pegawai Management and Employees strived to:
berupaya untuk:
a. Mencegah terjadinya kecelakaan kerja dan penyakit a. Prevent work accidents and work-related diseases and
akibat kerja serta kerusakan peralatan, properti dan equipment, property and work environment damage.
lingkungan kerja.
b. Menciptakan lingkungan tempat kerja yang selamat, b. Create a safe, healthy, and comfortable workplace
sehat, aman dan nyaman bagi pegawai, pelanggan, environment for employees, customers, work partners,
mitra kerja, mitra usaha maupun pihak lain yang business partners and other parties within the Company
berada di lingkungan Perseroan untuk mendukung to support the achievement of the Vision Mission and
tercapainya Visi Misi dan tujuan K3 Perseroan. objectives of the Company's OSH.
c. Mematuhi seluruh peraturan perundang-undangan c. Comply with all regulations and other requirements
dan persyaratan lainya terkait K3 serta evaluasi related to Occupational Health and safety and evaluation
terhadap kepatuhannya. of compliance.
d. Secara berkesinambungan melakukan pembinaan, d. Continuously guides, implements and maintains OSH in
penerapan dan pemeliharaan K3 di lingkungan the Company.
Perseroan.
e. Memenuhi sumber daya manusia yang kompeten, e. Fulfill competent human resources, operation-worthy
peralatan laik operasi, metode kerja dan lingkungan equipment, work methods and safe work environment
kerja yang aman serta anggaran yang memadai guna and adequate budget to support the implementation of
mendukung terlaksananya program-program K3. OSH programs.
f. Melakukan evaluasi terhadap pelaksanaan K3 guna f. Evaluate the implementation of OSH to create a
terciptanya peningkatan K3 secara berkelanjutan dan continuous increase in OSH and conducive OSH
kondisi K3 yang kondusif. conditions.
Kebijakan K3 PT Angkasa Pura I (Persero) dikomunikasikan OSH Policy of PT. Angkasa Pura I (Persero) was
kepada seluruh Pegawai dan Stakeholder terkait, agar communicated to all relevant Employees and Stakeholders,
dipatuhi serta ditinjau secara berkala oleh Direksi. to be followed and reviewed periodically by the Directors.
PENGELOLA K3 OCCUPATIONAL HEALTH SAFETY MANAGER

Unit pengelola K3 di Kantor Pusat yaitu Airport Safety Occupational Safety Health Management unit at Head Office
Group yang dibentuk tahun 2016. Airport Safety Group was Airport Safety Group formed in 2016 Airport Safety
memiliki 3 (tiga) Departemen. Salah satu dari Departemen Group had three Departments. One of the Departments
tersebut adalah Occupational Safety Health Department was Occupational Safety Health Department focused on
yang berfokus pada pengelolaan K3. Occupational Safety Health management.

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2018 Annual Report
Sedangkan, struktur organisasi pengelola K3 di Kantor Meanwhile, the organizational structure of Occupational Safety
Cabang dibagi menjadi 3 (tiga) berdasarkan ukuran Health managers in Branch Offices was divided into three
Kantor Cabang, yaitu: based on the size of the Branch Office, namely:
a. Bandar Udara Kelas Besar a. Large Class Airport
b. Bandar Udara Kelas Menengah b. Middle Class Airport
c. Bandar Udara Kelas Kecil c. Small Class Airport
STRUKTUR ORGANISASI PENGELOLA K3

OCCUPATIONAL HEALTH SAFETY MANAGER ORGANIZATION STRUCTURE
Kantor Pusat
Headquarters
VICE PRESIDENT
AIRPORT SAFETY
OCCUPATIONAL
SAFETY HEALTH
SENIOR MANAGER
OCCUPATIONAL OCCUPATIONAL
SAFETY HEALTH SAFETY HEALTH
ANALYST OFFICER
Bandar Udara kelas Besar Bandar Udara Kelas Menengah Bandar Udara Kelas Kecil
Large Class Airport Middle Class Airport Small Class Airport
AIRPORT SAFETY AIRPORT OPERATION

AIRPORT SECURITY &
& QUALITY SENIOR & SERVICES SENIOR
SAFETY SENIOR MANAGER
MANAGER MANAGER
SAFETY MANAGEMENT SAFETY MANAGEMENT AIRPORT SAFETY, QUALITY

SYSTEM & OCCUPATIONAL SYSTEM & OCCUPATIONAL & RISK MANAGEMENT
SAFETY HEALTH MANAGER SAFETY HEALTH MANAGER MANAGER
SAFETY MANAGEMENT SAFETY MANAGEMENT SAFETY MANAGEMENT

SYSTEM & OCCUPATIONAL SYSTEM & OCCUPATIONAL SYSTEM & OCCUPATIONAL
SAFETY HEALTH OFFICER SAFETY HEALTH OFFICER SAFETY HEALTH OFFICER

PROGRAM K3 TAHUN 2018

OCCUPATIONAL HEALTH SAFETY PROGRAM IN 2018
Program Kerja Sasaran Hasil
No.
Work Program Objectives Results
1. OSH Promotion : 1. Untuk meningkatkan citra Telah dilaksanakan bulan Januari - Februari 2018 dengan puncak kegiatan di
1. Bulan K3 Nasional Perseroan Semarang tanggal 28 Februari 2018, kegiatan terdiri dari:
2. OSH Campaign 2. Membangun kesadaran akan 1. Donor Darah tanggal 12 Februari 2018.
OSH Promotion: pentingya Keselamatan dan 2. Lomba Fotografi K3 tanggal 1 - 25 Februari 2018.
1. National Kesehatan Kerja (K3) di 3. Penyerahan Sertifikat Sistem Manajemen K3 Bandar Udara Jenderal
Occupational Safety lingkungan kerja PT Angkasa Ahmad Yani Semarang dan Sertifikat OHSAS 18001:2007 Bandar Udara
Health Month Pura I (Persero) I Gusti Ngurah Rai Bali, Bandar Udara SAMS Sepinggan Balikpapan dan
2. OSH Campaign 1. Improving Company image Bandar Udara Adi Soemarmo Solo.
2. Building awareness of the 4. Penandatanganan Komitmen K3 Direksi Angkasa Pura I dan Direksi Anak
importance of Occupational Perusahaan.
Safety Health in the working 5. Focus Group Discussion “Wujudkan Bandar Udara Berbudaya K3” tanggal
environment of PT Angkasa 28 Februari 2018 di Semarang.
Pura I (Persero) 6. Distribusi OSH Handbook kepada Pegawai internal Angkasa Pura I, Anak
Perusahaan dan Stakeholder.
7. Wawancara Direktur Utama PT Angkasa Pura I (Persero) didampingi oleh
Direktur Operasi oleh salah satu Majalah terkait Implementasi K3 di PT
Angkasa Pura I (Persero) tanggal 18 Desember 2018.
It has been held in January - February 2018 with the peak of activities in
Semarang on February 28, 2018, the activity consisted of:
1. Blood Donation on February 12, 2018.
2. Occupational Safety Health Photography Competition on February 1 - 25,
2018.
3. Handovering Certificate of Occupational Safety Health Management
System of SRG & OHSAS 18001:2007 DPS, BPN, SOC.
4. Signing of Occupational Safety Health Commitment of Directors of Angkasa
Pura I and Directors of Subsidiaries.
5. Focus Group Discussion "Achieve Occupational and Safety Cultured Airport"
on February 28, 2018 in Semarang.
6. OSH Handbook distribution to Angkasa Pura I internal employees,
Subsidiaries and Stakeholders.
7. Had an interview with the Director of PT Angkasa Pura I (Persero)
accompanied by the Director of Operations by one of the Magazines
related to Occupational Safety Health Implementation at PT Angkasa Pura I
(Persero) on December 18, 2018.

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2018 Annual Report

No.
2. Rapat Kerja OSH 1. Pembahasan capaian kinerja Kegiatan telah dilaksanakan di Jakarta pada tanggal 09 - 11 Mei 2018 dengan
tahun 2018 K3 di 13 (tiga belas) Bandar peserta dari Kantor Pusat dan seluruh Kantor Cabang, dengan hasil sebagai
OSH Work Meeting in Udara PT Angkasa Pura I berikut:
2018 (Persero). 1. Telah ditetapkan Tujuan, Sasaran dan Program K3 Korporat Tahun 2018 -
2. Sinkronisasi program kerja 2020 (disesuaikan dengan RJPP) untuk menjadi panduan dalam penyusunan
strategis OSH kantor pusat program kerja bidang K3 di seluruh Kantor Cabang Bandar Udara.
dan kantor cabang sesuai 2. Diperlukan pembahasan lebih lanjut dan mendalam di Kantor Pusat terkait
Roadmap Direktorat Operasi Contractor Safety Management System (CSMS) dengan melibatkan unit terkait
tahun 2018 – 2020. (Procurement dan Unit Teknis) agar CSMS dapat diimplementasikan sesuai
3. Penetapan tujuan, sasaran dengan kondisi di PT Angkasa Pura I (Persero).
dan program K3 korporat 3. Mengimplementasikan ISO 45001:2018 dengan masa transisi 3 (tiga) tahun
tahun 2018 – 2020. sejak tanggal penerbitan ISO 45001:2018 (12 Maret 2018) melalui tahapan
1. Discussion of the achievement interpretasi, sosialisasi, pelatihan, gap analysis, implementasi dan evaluasi.
of Occupational Safety Health 4. Memastikan bahwa dalam setiap penyusunan Method of Working Plan (MOWP)
performance in 13 (thirteen) harus mencantumkan persyaratan keselamatan penerbangan dan aspek
PT Angkasa Pura I (Persero) K3 serta ditandatangani oleh pihak operator Bandar Udara dan kontraktor
Airports. pelaksana serta didistribusikan kepada seluruh pihak terkait.
2. Synchronization of the OSH 5. Memastikan kepada unit teknis terkait penyediaan fasilitas proteksi bahaya
head office and branch office kebakaran dan rambu-rambu K3 sudah tertampung pada kontrak pekerjaan
strategic work programs pembangunan dan pengembangan bandar udara sesuai dengan peraturan
according to the Operation yang berlaku.
Directorate Roadmap for 2018 The activity was held at Jakarta on May 9 - 11 2018 with participants from the Head
- 2020. Office and all Branch Offices, with the following results:
3. Establishing corporate 1. The Corporate health and safety objectives, targets & programs for 2018-
Occupational Safety Health 2020 (adjusted to RJPP) had been set as guidelines in the preparation of work
goals, objectives & programs programs in the Occupational Safety Health field at all airport branch offices.
in 2018 - 2020. 2. Further discussion was needed at the Head Office related to the Contractor
Safety Management System (CSMS) by involving related units (Procurement
and Technical Units) so that CSMS could be implemented in accordance with the
conditions at PT Angkasa Pura I (Persero).
3. Implemented ISO 45001: 2018 with a transition period of 3 (three) years from
the date of issuance of ISO 45001: 2018 (March 12, 2018) through the stages
of interpretation, socialization, training, gap analysis, implementation and
evaluation.
4. Ensured that in each preparation of Method of Working Plan (MOWP) had to
include flight safety requirements and OSH aspects and be signed by the airport
operators and contractors and distributed to all relevant parties.
5. Ensured that technical units related to the provision of fire hazard protection
facilities and Occupational Safety Health signs had been accommodated in
contracts for airport development and development work in accordance with
applicable regulations.
3. Audit Internal SMK3 1. Mengetahui tingkat Audit Internal SMK3 di 13 (tiga belas) kantor cabang Bandar Udara
Tahun 2017 Sesuai PP penerapan atau implementasi dilaksanakan oleh masing – masing Kantor Cabang Bandar Udara.
50 Tahun 2012 SMK3 di masing – masing Occupational Safety Health Management System Internal Audit in 13 (thirteen)
Occupational Safety Kantor Cabang. Airport branch offices was carried out by each Airport Branch Office.
Health Management 2. Menentukan tingkat
System Internal Audit pemenuhan terhadap
In 2017 according to PP Peraturan Pemerintah. Nomor
50 of 2012 50 tahun 2012 tentang SMK3.
1. Apprehended the application
level or Occupational Safety
Health implementation in each
Branch office.
2. Determined the level of
compliance with Government
Regulations. Number 50 of
2012 concerning Management
System of Occupational Safety
Health.
4. Penandatanganan Sebagai wujud komitmen Kegiatan dilaksanakan pada Rapat Pimpinan tanggal 31 Juli 2018 di –
Komitmen K3 oleh Top Management terhadap Surabaya.
Direksi PT Angkasa penerapan K3 di perusahaan. The activity was held at the Top Management Meeting on July 31, 2018 at -
Pura I (Persero) As a form of Top Management's Surabaya.
dan Direksi Anak commitment to the
Perusahaan implementation of Occupational
Signing of Occupational Health and safety in the company.
Safety Health
Commitment by
Directors of PT Angkasa
Pura I (Persero) and
Directors of Subsidiaries


No.
5. Workshop OSH for Top Peningkatan Kesadaran dan Telah dilaksanakan pada tanggal 13 Agustus 2018 dengan narasumber
Management Pemahaman kepada pejabat di dari Dewan K3 Nasional Bapak Soehatman Ramli dan peserta terdiri dari
OSH for Top lingkungan Kantor Pusat terkait seluruh Vice President, perwakilan Senior Manager PT Angkasa Pura I
Management Workshop Keselamatan dan Kesehatan (Persero) serta perwakilan Anak Perusahaan.
Kerja (K3). It was held on August 13, 2018 with speakers from the National Occupational
Awareness Raising and Safety Health Board Mr. Soehatman Ramli and the participants consisted of all
Understanding of officials in Vice Presidents, Senior Manager representative of PT Angkasa Pura I (Persero)
the Central Office related to and representatives of Subsidiaries.
Occupational Safety Health.
6. Setting Up Dalam rangka standarisasi Kegiatan Setting up Dokumen SMK3 dan ISO 45001:2018 (dibantu oleh
Penyusunan Dokumen Sistem Manajemen K3 (SMK3) Konsultan) dilaksanakan pada periode bulan Juli – Desember tahun
SMK3 dan ISO yang diterapkan di PT Angkasa 2018 dengan target penyusunan dokumen SMK3 berdasarkan peraturan
45001:2018 di Kantor Pura I (Persero). perundang – undangan yang berlaku dan persyaratan K3 yang relevan.
Pusat PT Angkasa In the framework of Tahapan-tahapan pekerjaan, antara lain:
Pura I (Persero) standardization of Occupational 1. Entry Meeting dan Gap Analysis.
Setting Up of Safety Health Management 2. SMK3 dan ISO 45001:2018 Awareness.
Occupational Safety System applied at PT Angkasa 3. Introduction of OSHMS for Top Management.
Health Management Pura I (Persero). 4. Bimbingan Teknis Hazard Identification Risk Assesment Determaining
System and ISO Control (HIRADC).
45001:2018 Document 5. Bimbingan Teknis Monitoring Implementasi SMK3/Audit SMK3.
Preparation at PT 6. Penyusunan Dokumen SMK3.
Angkasa Pura I 7. Monitoring implementasi SMK3.
(Persero) Head Office Activities for Setting up Management System of Occupational Safety Health
Management System and ISO 45001:2018 Documents (assisted by Consultants)
would be conducted in the period July-December 2018 with the target of the
preparation of the Occupational Safety Health Management System document
based on the applicable regulations and relevant Occupational Safety Health
requirements. The stages of work included:
1. Entry Meeting and Gap Analysis.
2. Occupational Safety Health Management System ISO 45001:2018
Awareness.
3. Introduction of OSHMS for Top Management.
4. Technical Guidance for Hazard Identification Risk Assessment Determining
Control (HIRADC).
5. Technical Guidance for Monitoring the Implementation of Occupational
Safety Health Management System / Audit of Occupational Safety Health
Management System.
6. Occupational Safety Health Management System Documents Preparation.
7. Monitoring of Occupational Safety Health Management System
implementation.
7. Sertifikasi Sistem Untuk meningkatkan citra Hingga Tahun 2018, terdapat 13 (Tiga Belas) Bandar Udara yang berhasil
Manajemen Perusahaan, maka dilaksanakan mendapatkan Sertifikat SMK3, yaitu sebagai berikut:
Keselamatan dan Sertifikasi SMK3 berdasarkan SMK3
Kesehatan Kerja PP 50 Tahun 2012 di seluruh 1) Bandar Udara Internasional Jenderal Ahmad Yani Semarang capaian
(SMK3) Bandar Udara yang dikelola oleh 87,3% (Memuaskan) Bendera Emas.
Occupational Safety PT Angkasa Pura I (Persero). 2) Bandar Udara Internasional I Gusti Ngurah Rai Bali capaian 89,15%
Health Management To improve the Company's (Memuaskan) Bendera Emas.
System Certification image, the Occupational Safety 3) Bandar Udara Internasional SAMS Sepinggan Balikpapan capaian
Health Management System 89,15% (Memuaskan) Bendera Emas
Certification was based on PP 50 4) Bandar Udara Internasional Adi Soemarmo Solo capaian 93,37%
of 2012 in all airports managed (Memuaskan) Bendera Emas
by PT Angkasa Pura I (Persero). 5) Bandar Udara Internasional Adisutjipto Yogyakarta capaian 92,16 %
(Memuaskan) Bendera Emas
6) Bandar Udara Internasional El Tari Kupang capaian 90,36 %
7) Bandar Udara Internasional Pattimura Ambon capaian 90,96 %
8) Bandar Udara Internasional Juanda Surabaya capaian 92,77 %
9) Bandar Udara Internasional Sultan Hasanuddin Makassar capaian
92,16 % (Memuaskan) Bendera Emas
10) Bandar Udara Syamsudin Noor Banjarmasin capaian 90,96 %
11) Bandar Udara Internasional Sam Ratulangi Manado capaian 90,96 %
12) Bandar Udara Internasional Lombok capaian 89,75% (Memuaskan)
Bendera Emas
13) Bandar Udara Internasional Frans Kaisiepo Biak capaian 89,15 %
OHSAS 18001:2007
1) Bandar Udara Internasional I Gusti Ngurah Rai Bali
2) Bandar Udara Internasional SAMS Sepinggan Balikpapan
3) Bandar Udara Internasional Adi Soemarmo Solo

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2018 Annual Report

No.
Until 2018, there were 13 (Thirteen) Airports that had managed to obtain
a Occupational Safety Health Management System Certificate, namely as
follows:
Occupational Safety Health Management System
1) Jenderal Ahmad Yani International Airport Semarang 87.3% achievement
(Satisfactory) Gold Flag.
2) I Gusti Ngurah Rai International Airport Bali 89.15% achievement
(Satisfying) Gold Flag.
3) SAMS Sepinggan International Airport Balikpapan 89.15% achievement
(Satisfying) Gold Flag
4) Adi Soemarno International Airport Solo 93.37% achievement (Satisfying)
Gold Flag
5) Adisutjipto International Airport Yogyakarta 92.16% achievement
6) El Tari International Airport Kupang 90.36% achievement (Satisfactory)
Gold Flag
7) Pattimura International Airport Ambon 90.96% achievement (Satisfying)
Gold Flag
8) Juanda International Airport Surabaya 92.77% achievement (Satisfactory)
Gold Flag
9) Sultan Hasanuddin International Airport Makassar 92.16% achievement
10) Syamsudin Noor Airport Banjarmasin 90.96% achievement (Satisfying)
Gold Flag
11) Sam Ratulangi International Airport Manado 90.96% achievement
12) Lombok International Airport Praya 89.75% achievement(Satisfactory)
Gold Flag
13) Frans Kaisiepo International Airport Biak 89.15% achievement (Satisfying)
Gold Flag
OHSAS 18001:2007
1) I Gusti Ngurah Rai International Airport Bali
2) SAMS Sepinggan International Airport Balikpapan
3) Adi Soemarno International Airport Solo
8. Pengukuran Kualitas 1. Untuk mengetahui kualitas Kantor Pusat dan seluruh Kantor Cabang telah melaksanakan pengukuran
Lingkungan Kerja lingkungan kerja yang lingkungan kerja sesuai dengan peraturan perundang-undangan dan
dan Health Risk meliputi faktor fisik, kimia, persyaratan yang berlaku. Hasil dari pengukuran lingkungan kerja
Assessment biologi, ergonomi dan digunakan untuk menilai tingkat risiko kesehatan kerja dan melakukan
Quality Measurement psikologi dalam upaya upaya pengendalian risiko kesehatan kerja di area kerja (area perkantoran
of The Work pengendalian risiko dan bandar udara)
Environment kesehatan kerja di area kerja. The Head Office and all Branch Offices had carried out measurements of the
and Health Risk 2. Pemenuhan peraturan work environment in accordance with the laws and regulations and applicable
Assessment perundang-undangan terkait requirements. The results of the work environment measurement were used
pengukuran lingkungan to assess the level of occupational health risks and made efforts to control
kerja. occupational health risks in the work area (office and airport areas)
1. To determine the quality of the
work environment including
physical, chemical, biological,
ergonomic and psychological
factors in efforts to control
occupational health risks in
the work area.
2. Fulfilment of laws and
regulations related to the
measurement of the work
environment.
9. Pelatihan Ahli K3 1. Meningkatkan citra positif Pelatihan dilaksanakan pada bulan Februari – April tahun 2018 di Jakarta,
Umum (Sertifikasi Perseroan. dengan rincian sebagai berikut:
Kementrian Tenaga 2. Meningkatkan kompetensi 1. Batch 1 pada tanggal 26 Februari - 10 Maret 2018 di Jakarta, dengan
Kerja RI) Pegawai dalam bidang K3. jumlah peserta 15 orang dari Kantor Pusat dan Kantor Cabang Bandar
General Occupational 3. Pemenuhan peraturan Udara (public training).
Safety Health Expert perundang-undangan yang 2. Batch 2 pada tanggal 26 Maret - 10 April 2018 di Jakarta, dengan jumlah
Training (Certification berlaku. peserta 10 orang dari Kantor Pusat dan Kantor Cabang Bandar Udara
of the Indonesian 1. Improving the positive image (public training).
Ministry of Manpower) of the Company. The training was held in February - April 2018 in Jakarta, with details as follows:
2. Improving employee 1. Batch 1 on February 26 - March 10 2018 in Jakarta, with 15 participants from
competence in the field of the Head Office and Airport Branch Offices (public training).
Occupational Safety Health. 2. Batch 2 on March 26 - April 10 2018 in Jakarta, with 10 participants from the
3. Compliance with applicable Head Office and Airport Branch Offices (public training)
laws and regulations.


No.
10. Pelatihan First Aider/ 1. Peningkatan pemahaman Pelatihan dilaksanakan pada tanggal 17 – 19 Oktober tahun 2018 di Jakarta
P3K personil dalam melakukan diikuti oleh 22 (dua puluh dua) peserta dari Kantor Pusat dan Kantor
First Aider / First Aid tindakan Pertolongan Cabang, dengan materi pelatihan sebagai berikut :
Training Pertama pada Kecelakaan 1. Peraturan perundangan yang berkaitan dengan Pertolongan Pertama
(P3K) sehingga tingkat Pada kecelakaan (P3K).
keparahan kecelakaan 2. Dasar - dasar Kesehatan Kerja.
kerja yang menyebabkan 3. Dasar - dasar Pertolongan Pertama Pada Kecelakaan (P3K).
penderita mengalami 4. Anatomi dan Faal tubuh manusia.
penurunan kualitas kerja 5. Pedoman Penyediaan Fasilitas P3K.
untuk sementara waktu 6. Bahaya dan Penanganan terhadap sengatan panas, keracunan, paparan
ataupun terjadinya cacat bahan kimia, kejang.
permanen dapat dikurangi. 7. Gangguan lokal (luka, perdarahan, luka bakar, patah tulang) dan tindakan
2. Pemenuhan Peraturan pertolongannya.
Menteri Tenaga Kerja RI 8. Gangguan peredaran darah dan tindakan pertolongannya.
Nomor 15 Tahun 2008 9. Resusitasi jantung paru.
tentang Pertolongan 10.Evakuasi Korban (Prosedur dan Para pengangkutan korban).
Pertama pada Kecelakaan di 11. P3K pada keadaan tertentu (P3K pada kecelakaan diruang tertutup/
Tempat Kerja. terbatas dan P3K sengatan listrik).
1. Improvement of personnel 12. Gangguan Kesadaran dan pernafasan serta tindakan pertolongannya.
understanding in performing The training was held on October 17-19, 2018 in Jakarta followed by 22 (twenty
First Aid Accidents (P3K) so two) participants from the Head Office and Branch Offices, with training
that the severity of workplace materials as follows:
accidents causing patients 1. Legislation relating to First Aid in an accident (P3K).
to experience temporary 2. Basics of Occupational Health.
deterioration in the quality of 3. Basics of First Aid (P3K).
work or permanent disability 4. Anatomy and physiology of the human body.
could be reduced. 5. Guidelines for Provision of First Aid Facilities.
2. Compliance with Minister of 6. Danger and handling of heatstroke, poisoning, exposure to chemicals,
Manpower Regulation of the seizures.
Republic of Indonesia Number 7. Local disorders (wounds, bleeding, burns, broken bones) and their relief
15 of 2008 concerning First measures.
Aid for Accidents at Work. 8. Circulatory disorders and relief measures.
9. Cardiopulmonary resuscitation.
10. Victim Evacuation (Procedure and Transport of victims).
11. P3K in certain circumstances (P3K for accidents in closed / limited spaces
and P3K electric shock).
12. Awareness and respiratory disorders and relief measures.
11. Pelatihan Auditor 1. Menjadi auditor internal Pelatihan dilaksanakan pada tanggal 24 - 27 Juli 2018 di Jakarta, diikuti
SMK3 (Sertifikasi SMK3 yang kompeten oleh 17 (Tujuh Belas) peserta dari Kantor Pusat dan Kantor Cabang, dengan
Kemetrian Tenaga dan profesional yang materi sebagai berikut:
Kerja RI) mampu melaksanakan 1. Pengenalan Keselamatan dan Kesehatan Kerja (K3).
Occupational Safety audit penerapan SMK3 di 2. Peraturan Perundang-undangan K3.
Health Management perusahaan. 3. Prinsip-prinsip SMK3.
System Auditor 2. Peningkatan pengetahuan 4. Elemen-elemen dan kriteria Audit SMK3.
Training (Indonesian personil tentang teknis dalam 5. Mekanism dan Sistematika Pelaksanaan Audit SMK3.
Ministry of Labour melakukan Audit Sistem 6. Tugas dan fungsi Auditor SMK3.
Certification) Manajemen Keselamatan 7. Wewenang, kewajiban dan jenjang karir Auditor SMK3.
dan Kesehatan Kerja (SMK3) 8. Badan Audit SMK3.
sesuai PP 50 tahun 2012. 9. Instrumen Audit SMK3.
1. Being a competent and 10. Laporan Audit SMK3.
professional Occupational 11. Teknik Audit SMK3.
Safety Health Management The training was held on July 24-27, 2018 in Jakarta, followed by 17
System Internal Auditor who (Seventeen) participants from the Head Office and Branch Offices, with the
was able to carry out an audit following material:
of the implementation of 1. Introduction to Occupational Safety Health.
Occupational Safety Health 2. Occupational Health, Safety, And Security Law Regulations.
Management System in the 3. Principles of Occupational Safety Health Management System.
company. 4. Occupational Safety Health Management System Audit elements and
2. Knowledge improvement criteria.
of personnel on technical 5. Mechanism and Systematics of Occupational Safety Health Management
conduct of Occupational System Audit Implementation.
Safety Health Management 6. The duties and functions of the Occupational Safety Health Management
System (OSHMS) Audit based System Auditor.
on PP 50 of 2012. 7. Authority, obligations and career path of the Occupational Safety Health
Management System Auditor.
8. Occupational Safety Health Management System Audit Board.
9. Occupational Safety Health Management System Audit Instruments.
10. Occupational Safety Health Management System Audit Report.
11. Occupational Safety Health Management System Audit Techniques.

749
2018 Annual Report
SERTIFIKASI CERTIFICATION
PT Angkasa Pura I (Persero) merupakan perusahaan PT Angkasa Pura I (Persero) was the first airport service
jasa kebandarudaraan pertama yang mendapatkan company to get an Occupational Safety Health Management
sertifikasi Sistem Manajemen Keselamatan dan Kesehatan System certification with 166 criteria from the Ministry of
Kerja (SMK3) dengan 166 kriteria dari Kementrian Manpower. Until 2018, there were 13 (Thirteen) Airports that
Ketenagakerjaan. Hingga Tahun 2018, terdapat 13 (Tiga had successfully obtained the Occupational Safety Health
Belas) Bandar Udara yang berhasil mendapatkan Sertifikat Management System Certificate with the achievement of the
SMK3 dengan capaian Bendera Emas (Memuaskan). Selain Gold Flag (Satisfactory). In addition, 3 (three) airports namely
itu, 3 (tiga) Bandar Udara yaitu Bandar Udara Internasional I Gusti Ngurah Rai International Airport Bali, SAMS Sepinggan
I Gusti Ngurah Rai Bali, Bandar Udara Internasional SAMS International Airport Balikpapan, Adi Soemarmo International
Sepinggan - Balikpapan, Bandar Udara Internasional Adi Airport Solo received OHSAS 18001: 2007 certificates from
Soemarno Solo mendapatkan sertifikat OHSAS 18001:2007 Sucofindo International Certification Services.
dari Sucofindo International Certification Services.

Dengan adanya pelaksanaan pengelolaan Keselamatan dan With the implementation of Occupational Safety Health
Kesehatan Kerja (K3) yang didukung dengan komitmen management which was supported by the commitment
segenap insan PT Angkasa Pura I (Persero) dan peran serta of all employees of PT Angkasa Pura I (Persero) and the
seluruh stakeholder dalam menerapkan Sistem Manajemen participation of all stakeholders in implementing the
Keselamatan dan Kesehatan Kerja (SMK3) serta berbagai Occupational Safety Health Management System and
kegiatan sosialisasi dan pelatihan bidang K3, telah various Occupational Safety Health socialization and
memberikan dampak yang cukup efektif. Selama tahun 2018, training activities provided an effective effect. During 2018,
tidak terjadi kecelakaan kerja pada pegawai (zero accident). there was zero accident on the employees.
Tabel Jumlah Kecelakaan Kerja Pegawai PT Angkasa Pura I (Persero)

Table Number of PT Angkasa Pura I (Persero) Employee Accident
TAHUN JAN FEB MAR APR MEI JUN JUL AGU SEP OKT NOV DES
TOTAL
YEAR JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
2018 0 0 0 0 0 0 0 0 0 0 0 0 0
2017 0 0 0 0 0 0 0 0 0 0 0 0 0
2016 0 0 0 0 0 0 0 0 0 0 0 0 0
2015 0 0 0 0 0 0 0 0 0 0 0 0 0
2014 0 0 0 0 0 0 0 0 0 0 0 0 0
2013 0 0 0 0 0 0 0 0 0 0 0 0 0
MEKANISME DAN PENGADUAN EMPLOYMENT MECHANISM AND

BIDANG KETENAGAKERJAAN COMPLIANCE
Penanganan konflik di bidang ketenagakerjaan telah The handling of conflict in the field of labor has been
ditetapkan dalam Keputusan Direksi PT Angkasa Pura stipulated in the Decree of the Director of PT Angkasa
I (Persero) Nomor: KEP.41/KP.14/2013 tentang Panitia Pura I (Persero) Number: KEP.41 / KP.14 / 2013 concerning
Pembinaan dan Pemeriksaaan Pelanggaran Disiplin Employee Discipline Abuse Violation Committee (P4DP) PT
Pegawai (P4DP) PT Angkasa Pura I (Persero). Selain itu Angkasa Pura I (Persero). In addition, there is a complaint
terdapat mekanisme pengaduan terhadap keluh kesah mechanism against employee complaints as follows:
pegawai sebagai berikut:
1. Keluhan pegawai terlebih dahulu dibicarakan dengan 1. Employee complaints are discussed with the supervisor
atasan langsung. first.
2. Apabila tidak dapat terselesaikan, permasalahan dapat 2. If it cannot be resolved, the problem can be submitted to
disampaikan kepada atasan dari atasan langsungnya. the supervisor from his immediate supervisor.
3. Apabila belum dapat terselesaikan, maka pegawai 3. If it cannot be resolved, the employee can proceed to the
dapat meneruskan kepada serikat pekerja. union.
4. Jika masih terdapat perbedaan, selanjutnya dapat 4. If there are still differences, then it can be followed by
ditempuh dengan peraturan perundang-undangan the applicable laws and regulations.
yang berlaku.


RELATED TO COMMUNITY SOCIAL
PENGEMBANGAN SOSIAL DEVELOPMENT
KEMASYARAKATAN
Kesejahteraan masyarakat menjadi sangat penting Community welfare was very important for the sustainability
demi keberlangsungan kegiatan operasional Perseroan, of the Company's operational activities, because it directly or
karena secara langsung atau tidak langsung melibatkan indirectly involved the community. Therefore, the Company
masyarakat. Oleh karena itu, Perseroan memandang considered it very important to take responsibility for the
sangat penting untuk melakukan tanggung jawab community.
terhadap masyarakat.
STRUKTUR ORGANISASI ORGANIZATIONAL STRUCTURE OF

PENGELOLA PROGRAM KEMITRAAN PARTNERSHIP AND ENVIRONMENTAL
DAN BINA LINGKUNGAN (PKBL) PROGRAM MANAGEMENT (PKBL)
Organisasi pengelolaan dana Kemitraan dan Bina The implemented Partnership and Community Development
Lingkungan yang dilaksanakan telah ditetapkan dalam fund management organization had been stipulated in the
Surat Keputusan Direksi PT Angkasa Pura I (Persero) No. Decree of PT Angkasa Pura I (Persero) No. KEP.146 / OM.01.01
KEP.146/OM.01.01/2012 tanggal 18 Desember 2012, yang / 2012 dated December 18, 2012, which was updated with
telah diperbaharui dengan Keputusan Direksi PT Angkasa the Decree of the Board of Directors of PT Angkasa Pura I
Pura I (Persero) No. KEP.59/OM.01.01/2013 tanggal 19 (Persero) No. KEP.59 / OM.01.01 / 2013 dated June 19, 2013.
Juni 2013.
Berdasarkan Keputusan Direksi tersebut, organisasi Based on the Directors' Decree, the fund management
pengelola dana Program Kemitraan dan Bina Lingkungan organization of the Partnership and Community
(PKBL) berubah dari unit PKBL menjadi unit Corporate Development Program (PKBL) changed from the PKBL unit
Social Responsibility (CSR) dan berada dibawah President to Corporate Social Responsibility (CSR) unit and was under
Director dimana dalam melaksanakan tugasnya the President Director where in carrying out its duties it was
bertanggung jawab kepada President Director. Dan sesuai responsible to the President Director. And according to PT
Surat Keputusan Direksi PT Angkasa Pura I (Persero) No. Angkasa Pura I (Persero) Decree No. KEP.82 / OM.02.01 /
KEP.82/OM.02.01/2014 Tanggal 11 Juli 2016. Berdasarkan 2014 dated July 11, 2016. Based on the Board of Directors'
keputusan Direksi tersebut, unit Corporate Social decision, the Corporate Social Responsibility (CSR) unit
Responsibility (CSR) berada di bawah Direktur Utama. was under the President Director. In carrying out its duties,
Dalam melaksanakan tugasnya unit CSR bertanggung the CSR unit was responsible to the President Director and
jawab kepada Direktur Utama dan Direktur Komersial dan Director of Commercial and Business Development as its
Pengembangan Usaha sebagai supervisinya. supervision.
Untuk pelaksanaan dan pengelolaan dana Program For the implementation and management of the Partnership
Kemitraan dan Bina Lingkungan (PKBL) di Kantor Pusat and Community Development Program (PKBL) funds at
berada dibawah tanggung jawab Head of Corporate the Head Office under the responsibility of the Head of
Social Responsibility dan dalam pelaksanaannya Corporate Social Responsibility and in its implementation, it
dibantu langsung oleh Corporate Social Responsibility was directly assisted by the Corporate Social Responsibility
Cooperation Department Head dan Corporate Social Cooperation Department Head and Corporate Social
Environment Department Head. Environment Department Head.

751
2018 Annual Report
Untuk Kantor Cabang yang masuk kategori Bandar Udara For Branch Offices categorized as large airports, PKBL fund
besar, pengelolaan dana PKBL dilaksanakan oleh CSR management was carried out by the CSR Section Head
Section Head dibawah tangung jawab Sales Department under the responsibility of the Head of Sales Department,
Head, sedangkan untuk Kantor Cabang lainnya while for other Branch Offices, it was carried out by the Sales
dilaksanakan oleh Sales and CSR Section Head di bawah and CSR Section Head under the responsibility of Sales and
tanggung jawab Sales and Shared Services Department Shared Services Department Head.
Head.
Susunan Pengurus PKBL PT Angkasa Pura I (Persero)

PT Angkasa Pura I (Persero) Board of Management of PKBL
DIREKTUR UTAMA
PRESIDENT
DIRECTOR
VP CORPORATE SOCIAL
RESPONSIBILITY
CSR COOPERATION SM CSR ENVIRONMENT SM

Penerapan CSR merupakan salah satu bentuk kinerja The implementation of CSR was one form of performance
dan investasi sosial PT Angkasa Pura I (Persero) kepada and social investments of PT Angkasa Pura I (Persero) to
masyarakat. Melalui implementasi program CSR yang the community. Through the implementation of a planned,
terencana, tepat sasaran, transparan dan berkelanjutan, targeted, transparent and sustainable CSR program, the
Perseroan ingin menciptakan manfaat atas kehadiran Company wanted to create benefits for the Company's
Perseroan melalui upaya peningkatan taraf hidup dan presence through efforts to improve the living standards
kesejahteraan masyarakat Indonesia secara keseluruhan. and welfare of the Indonesian people as a whole.
Kebijakan Program Kemitraan dan Bina Lingkungan di PT The policy of the Partnership and Community Development
Angkasa Pura I Airport (Persero) dilaksanakan berdasarkan Program at PT Angkasa Pura I Airport (Persero) was carried
Peraturan Menteri BUMN No. PER-09/MBU/07/2015 out based on SOE Minister Regulation No. PER-09 / MBU /
tanggal 3 Juli 2015 tentang Program Kemitraan dan 07/2015 dated July 3, 2015 concerning the SOE Partnership
Program Bina Lingkungan BUMN, Peraturan Menteri Program and Community Development Program, Regulation
BUMN No. PER-03/MBU/12/2016 tanggal 16 Desember of the SOE Minister No. PER-03 / MBU / 12/2016 dated
2016 Perihal Perubahan Atas Peraturan Menteri Badan December 16, 2016 Regarding Amendments to the Regulation
Usaha Milik Negara No. PER-09/MBU/07/2015 Tentang of the Minister of State-Owned Enterprises No. PER-09 / MBU
Program Kemitraan dan Program Bina Lingkungan / 07/2015 Concerning the State Owned Enterprise Partnership
Badan Usaha Milik Negara; Peraturan Menteri BUMN Program and Community Development Program; SOE Minister
No. PER-02/MBU/07/2017 tanggal 20 Juli 2017 Perihal Regulation No. PER-02 / MBU / 07/2017 dated July 20, 2017
Perubahan Kedua Atas Peraturan Menteri Badan Usaha Regarding the Second Amendment to the Regulation of the
Milik Negara No. PER-09/MBU/07/2015 tentang Program Minister of State-Owned Enterprises No. PER-09 / MBU /
Kemitraan dan Program Bina Lingkungan Badan Usaha 07/2015 concerning the State-Owned Enterprises' Partnership
Milik Negara. Serta kebijakan yang telah diinternalisasi Program and Community Development Program. As well as
melalui Surat Keputusan Direksi PT Angkasa Pura I policies that had been internalized through the Decree of
(Persero) No. KEP.103/KU.13/2017 tanggal 7 Agustus PT Angkasa Pura I (Persero) No. Directors. KEP.103 / KU.13 /
2017 Tentang Petunjuk Pelaksanaan Program Kemitraan 2017 dated August 7, 2017 Regarding the Implementation
dan Bina Lingkungan PT Angkasa Pura I (Persero) dan Guidelines of PT Angkasa Pura I (Persero) Partnership and
Surat Keputusan Direksi PT Angkasa Pura I (Persero) No. Community Development Program and PT Angkasa Pura I

KEP.239/KU.12/2017 tanggal 20 Desember 2017 tentang (Persero) Decree No. KEP.239 / KU.12 / 2017 dated December
Perubahan atas Keputusan Direksi PT Angkasa Pura I 20, 2017 concerning Amendments to Decisions PT Angkasa
(Persero) No. KEP.103/KU.13/2017 tanggal 7 Agustus Pura I (Persero) Directors No. KEP.103 / KU.13 / 2017 dated 7
2017 Tentang Petunjuk Pelaksanaan Program Kemitraan August 2017 concerning the Guidelines for Implementing the
dan Bina Lingkungan PT Angkasa Pura I (Persero). Selain PT Angkasa Pura I (Persero) Partnership and Environmental
kebijakan yang mengatur Program Kemitraan dan Bina Development Program. In addition to the policies governing
Lingkungan, PT Angkasa Pura I (Persero) juga mengatur the Partnership and Community Development Program, PT
Kebijakan program CSR dengan Surat Keputusan Direksi Angkasa Pura I (Persero) also regulated the CSR program
PT Angkasa Pura I (Persero) No. KEP.238/KU.13/2018 policy with the Decree of the Board of Directors of PT Angkasa
tanggal 20 Desember 2018 Tentang Pedoman Tanggung Pura I (Persero) No. KEP.238 / KU.13 / 2018 dated 20 December
Jawab Sosial Perusahaan (CSR) di Lingkungan PT 2018 concerning Guidelines for Corporate Social Responsibility
Angkasa Pura I (Persero). (CSR) in the Environment of PT Angkasa Pura I (Persero).
RISIKO SOSIAL SOCIAL RISK

Dari aktivitas pemberian kredit Program Kemitraan Bina From the lending activities of the Community Development
Lingkungan Perseroan menghadapi beberapa risiko Partnership Program the Company faces several risks such
seperti munculnya piutang usaha bagi Perseroan. Risiko as the emergence of trade accounts for the Company. The
yang harus ditanggung perseroan pun begitu besar risk that must be borne by the company is so great that
dimana bisa terjadi kredit macet yang bisa menurunkan there can be bad credit which can reduce the performance
performa unit PKBL. Untuk itu, perlu adanya sistem of the PKBL unit. For this reason, there is a need for a
dan prosedur pemberian kredit seperti prosedur credit system and procedures for granting credit such as credit
analysis. Perseroan juga perlu melakukan monitoring analysis procedures. The company also needs to monitor
terhadap perkembangan pengembalian dan melakukan the development of returns and take steps to reduce losses.
langkah-langkah untuk mengurangi timbulnya kerugian.
LINGKUP DAN PERUMUSAN SCOPE AND COMMUNITY

KEMASYARAKATAN FORMULATION
Lingkup dan perumusan CSR bidang pengembangan The scope and formulation of CSR in the field of social and
sosial dan kemasyarakatan meliputi Program community development includes the Partnership Program,
Kemitraan, Program Bina Lingkungan, dan Bantuan CSR Community Development Program, and other Community
Kemasyarakatan lainnya. CSR Assistance.

Perseroan berkomitmen untuk selalu melaksanakan The Company is committed to always implementing PKBL
kegiatan PKBL sesuai dengan peraturan yang berlaku. activities in accordance with applicable regulations. Apart
Selain itu terkait dengan penyaluran dana kegiatan PKBL, from that related to funds distribution for PKBL activities,
Perseroan senantiasa berupaya untuk dapat menyalurkan the Company always strives to be able to channel funds in
dana sesuai dengan anggaran yang telah ditetapkan, accordance with the stipulated budget, right on target and
tepat sasaran dan tepat guna. effective.
KEGIATAN ACTIVITIES
PROGRAM KEMITRAAN PARTNERSHIP
PENYALURAN DANA PROGRAM KEMITRAAN DISTRIBUTION OF PARTNERSHIP PROGRAM FUNDS

Program Kemitraan yang diberikan PT Angkasa The Partnership Program provided by PT Angkasa Pura I
Pura I (Persero) bersifat non komersial. Mekanisme (Persero) was non-commercial. The distribution mechanism
penyalurannya dilakukan berdasarkan evaluasi atas was based on an evaluation of the terms and installments
persyaratan dan angsuran yang disesuaikan dengan tailored to the ability of the business, as well as the guidance
kemampuan usaha, serta kebutuhan pembinaan yang requirement needed by small businesses.
diperlukan oleh para usaha kecil.
Secara umum, Realisasi penyaluran dana Program In general, the realization of the distribution of the
Kemitraan periode 2018 dinilai cukup efektif dan sampai Partnership Program funds in the period of 2018 was
pada sasaran. Besaran dana Program Kemitraan yang considered quite effective and reached the target. The
disalurkan selama periode tersebut dan RKA 2018 sebagai amount of the Partnership Program funds distributed during
berikut: this period and 2018 RKA are as follows:

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2018 Annual Report
Tabel Besaran Dana Program Kemitraan

Table of Total of Partnership Program Funds in thousands of Rupiah)
Tahun Dana Tersedia Dana Disalurkan Efektivitas Penyaluran

Year Available Funds Distributed Funds Distribution Effectiveness
2018 29,859,787 29,569,279 99,29%
2017 30,338,041 29,650,270 97.73%
2016 28,455,719 26,322,000 92.50%
Tabel Jumlah Penyaluran Pinjaman Kemitraan

Table of Total Partnership Loan Distribution in thousands of Rupiah)
Penyaluran Akumulasi Penyaluran

Tahun Distribution Accumulation of Distribution
Year Jumlah Mitra Nilai Jumlah Mitra Nilai
Number of Partner Value (Rp) Number of Partner Value (Rp)
2018 435 26,517,500 13,699 389,921,250
2017 560 26,887,000 13,264 363,403,750
Sampai dengan / Up to 2016 12,704 336,516,750 12,704 336,516,750
PINJAMAN KEMITRAAN PARTNERSHIP LOAN
PENYALURAN PINJAMAN KEMITRAAN BERDASARKAN DISTRIBUTION OF PARTNERSHIP LOANS BASED ON

SEKTOR USAHA SAMPAI DENGAN 2018 BUSINESS SECTORS UP TO 2018
Berdasarkan penyebaran mitra binaan per wilayah, dana Based on the dissemination of supervised partners per
pinjaman yang disalurkan sampai dengan 31 Desember region, loan funds distributed up to December 31, 2018 are
2018 adalah sebagai berikut: as follows:
Realisasi Akumulasi sampai Realisasi Akumulasi sampai

dengan Tahun 2017 Realisasi Tahun 2018 dengan Tahun 2018
Realization of Accumulation up Realization in 2018 Realization of Accumulation up
Sektor Usaha to 2017 (Rp) to 2018
Mitra Binaan (Rp) (Rp)
Business Sector of
Supervised Partners Jumlah Jumlah Jumlah
Nilai Pinjaman Nilai Pinjaman Nilai Pinjaman
Mitra Mitra Mitra
Loan Value Loan Value Loan Value
Number Number Number
(Rp) (Rp) (Rp)
of Partner of Partner of Partner
Industri / Industry 3,224 91,422,262 117 7,362,500 3,341 98,784,762
Perdagangan / Commerce 6,375 164,056,696 176 10,890,000 6,551 174,946,696
Pertanian / Agriculture 147 13,570,866 8 490,000 155 14,060,866
Peternakan / Animal husbandry 331 7,578,342 19 970,000 350 8,548,342
Perkebunan / Plantation 64 1,718,250 33 1,045,000 97 2,763,250
Perikanan / Fisheries 130 3,243,500 6 390,000 136 3,633,500
Jasa / Services 2,819 77,875,833 75 5,320,000 2,894 83,195,833
Lainnya / Others 174 3,938,000 1 50,000 175 3,988,000
Total 13,264 363,403,749 435 26,517,500 13,699 389,921,250
Penyaluran Pinjaman Kemitraan berdasarkan Wilayah sampai dengan 2018

Distribution of Partnership Loans by Region up to 2018

to 2017 (Rp) to 2018
Provinsi/Wilayah (Rp) (Rp)
Province / Region
Jumlah Jumlah Jumlah
Mitra Mitra Mitra
(Rp) (Rp) (Rp)
DKI Jakarta 417 23,443,000 - - 417 23,443,000
Bali 1,632 44,510,750 47 3,310,000 1,679 47,820,750
Jawa Timur 1,382 45,080,346 53 4,220,000 1,435 49,300,346
Sulawesi Selatan 1,396 35,666,250 24 1,080,000 1,420 36,746,250


to 2017 (Rp) to 2018
Provinsi/Wilayah (Rp) (Rp)
Province / Region
Jumlah Jumlah Jumlah
Mitra Mitra Mitra
(Rp) (Rp) (Rp)
Kalimantan Timur 986 33,146,500 41 2,825,000 1,027 35,971,500
Papua 565 8,921,500 4 300,000 569 9,221,500
Sulawesi Utara 810 20,375,750 20 1,740,000 830 22,115,750
Yogyakarta 1,059 37,484,950 51 3,110,000 1,110 40,594,950
Jawa Tengah (Solo) 722 20,012,250 25 1,675,000 747 21,687,250
Kalimantan Selatan 1,218 26,045,250 68 2,380,000 1,286 28,425,250
Jawa Tengah (Semarang) 799 21,803,512 31 2,035,000 830 23,838,512
Nusa Tenggara Barat 1,174 27,558,250 40 2,315,000 1,214 29,873,250
Maluku 198 3,180,500 13 372,500 211 3,553,000
Nusa Tenggara Timur 906 16,174,942 18 1,155,000 924 17,329,942
Total 13,264 363,403,750 435 26,517,500 13,699 389,921,250
HIBAH PEMBINAAN SUPERVISION GRANT

Sesuai dengan Peraturan Menteri BUMN No. PER- In accordance with SOE Minister Regulation No. PER-03 / MBU
03/MBU/12/2016 tanggal 16 Desember 2016 Perihal / 12/2016 dated December 16, 2016 Regarding Amendments
Perubahan Atas Peraturan Menteri Badan Usaha Milik to the Regulation of the Minister of State Owned Enterprises
Negara Nomor: PER-09/MBU/07/2015 Tentang Program Number: PER-09 / MBU / 07/2015 concerning the State-
Kemitraan dan Program Bina Lingkungan Badan Usaha Owned Enterprise Partnership Program and Community
Milik Negara, bahwa program hibah pembinaan kembali Development Program, that the coaching grant program is
diakui sebagai program kemitraan. back recognized as a partnership program.
PELATIHAN DAN PEMAGANGAN MITRA BINAAN SUPERVISED PARTNERS TRAINING AND APPRENTICESHIP
Untuk menjadikan usaha kecil menjadi tangguh dan In order to make small businesses became resilient and
mandiri maka dilakukan pembinaan kepada mitra binaan independent, supervisions were given to supervised partners
secara berkelanjutan dan berkesinambungan. Pembinaan in a sustainable and continuous manner. Supervisions
diberikan dalam bentuk hibah pendidikan, pelatihan, were provided in the form of educational grants, training,
pemagangan, pemasaran, promosi dan hal lainnya yang apprenticeship, marketing, promotion and other matters
menyangkut peningkatan produktivitas mitra binaan. concerning increasing the productivity of supervised
Program pendidikan dan pelatihan yang diberikan partners. The education and training programs provided to
kepada mitra binaan dilaksanakan bekerjasama baik supervised partners were carried out in collaboration with
dengan perguruan tinggi maupun lembaga lain yang universities and other institutions competent in developing
memiliki kompetensi dalam hal mengembangkan ilmu entrepreneurship and entrepreneurship motivation.
kewirausahaan dan motivasi berwirausaha.
Beberapa program pendidikan dan pelatihan serta Some education and training programs and apprenticeships
pemagangan bagi mitra binaan antara lain: for supervised partners included:
a. Pelatihan yang diberikan antara lain Pelatihan a. The provided training included Training in MSME
Perpajakan UMKM (BDJ), Indonesia Marketeers Festival Taxation (BDJ), Indonesia Marketers Festival - Markplus
– Markplus (BPN dan SRG), Gebyar UKM (DPS, JOG, (BPN and SRG), Gebyar UKM (DPS, JOG, UPG, SOC, BPN,
UPG, SOC, BPN, dan SUB), Pelatihan Kewirausahaan and SUB), Entrepreneurship Training (LOP, BDJ and
(LOP, BDJ dan SRG), Pelatihan Manajemen (DPS dan SRG), Management Training (DPS and JOG), MB (SUB)
JOG), Pelatihan Pemagangan dan Pendampingan MB Apprenticeship Training and Mentoring, Development
(SUB), Workshop Mitra Binaan (UPG), danPelatihan Partner Workshop (UPG), and Product Packaging
Redesign Kemasan Produk (BPN). Redesign Training (BPN).
b. Program pemagangan selama tahun 2018 sudah b. The apprenticeship program during 2018 had been carried out
dilaksanakan oleh Mitra Binaan LOP ke BPN dan BDJ, by LOP Supervised Partners to BPN and BDJ, apprenticeship
pemagangan Mitra Binaan BDJ ke MDC, pemagangan of BDJ Supervised Partners to MDC, apprenticeship of AMQ
Mitra Binaan AMQ ke BPN dan BDJ, pemagangan Supervised Partners to BPN and BDJ, apprenticeship of SRG
Mitra Binaan SRG ke KOE dan DPS, pemagangan Mitra Supervised Partners to KOE and DPS, apprenticeship of SUB
Binaan SUB ke DPS, pemagangan Mitra Binaan SOC Supervised Partners to DPS, apprenticeship Supervised
ke DPS, pemagangan Mitra Binaan UPG ke JOG, serta Partners of SOC to DPS, apprenticeship of UPG Supervised
pemagangan Mitra Binaan MDC ke SUB dan SRG. Partners to JOG, and apprenticeship of MDC Supervised
Partners to SUB and SRG.

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2018 Annual Report
Melalui kegiatan ini mitra binaan dapat saling menukar Through this activity the supervised partners could
pengalaman dalam menjalankan usahanya, menumbuhkan ide- exchange experiences in running their business, promote
ide baru untuk dikembangkan serta menambah pengetahuan new ideas to be developed and increase knowledge which
yang pada akhirnya akan meningkatkan usaha mereka. would ultimately improve their business.
PROMOSI BAGI MITRA BINAAN

Kegiatan promosi telah diberikan kepada Mitra Binaan PROMOTION FOR SUPERVISED PARTNERS
dalam bentuk promosi melalui Buku Katalog dan Promotional activities had been provided to Supervised
keikutsertaan Mitra Binaan dalam Pameran baik di dalam Partners in the form of promotions through Catalog Books and
negeri maupun di luar negeri. Promosi melalui Buku the participation of Supervised Partners in both domestic and
Katalog sudah diberikan kepada Mitra Binaan SUB, UPG, overseas Exhibitions. Promotions through the Catalog Book
SOC, BDJ, LOP, AMQ, dan KOE. Promosi dalam bentuk had been given to SUB, UPG, SOC, BDJ, LOP, AMQ, and KOE
Pameran antara lain oleh Mitra Binaan BPN dalam pameran Supervised Partners. Promotions in the form of exhibitions
Balikpapan Fair, UMKM Fair, IMF Expo, Indonesia Quality included the BPN Supervised Partners in the Balikpapan Fair
Expo, dan Semayang UMKM Fair, keikutsertaan Mitra exhibition, UMKM Fair, IMF Expo, Indonesia Quality Expo, and
Binaan DPS dalam Pameran Buleleng Fair, IMF Expo, dan Semarang UMKM Fair, the participation of DPS Supervised
Palembang Expo, keikutsertaan Mitra Binaan BDJ dalam Partners in the Buleleng Fair, IMF Expo, and Palembang Expo,
Banjarbaru Fair 2018, keikutsertaan Mitra Binaan JOG the participation of BDJ Supervised Partners in Banjarbaru Fair
dalam Pameran Kegiatan BHUN, keikutsertaan Mitra 2018, participation of JOG Supervised Partners in BHUN Activity
Binaan MDC di Pameran ITTAF Expo, dan Manado Fiesta, Exhibitions, participation of MDC Supervised Partners at the
keikutsertaan Mitra Binaan SRG dalam Pameran UMKM ITTAF Expo Exhibition, and Manado Fiesta, the participation of
dan Bazar Sembako oleh Kementerian BUMN, Medan SRG Supervised Partners in UMKM Exhibition and Basic Food
Inafact, dan Microfinance Expo, keikutsertaan Mitra Binaan Bazaar by the Ministry of SOE, Medan Inafact, and Microfinance
SUB dalam Pameran Batik Bordir dan Aksesoris 2018, Expo, participation of SUB Supervised Partners in the 2018 Batik
dan Batik fashion fair, keikutsertaan Mitra Binaan UPG Embroidery and Accessories Exhibition, and Batik fashion fair,
dalam Pameran ITT Expo 2018, keikutsertaan Pameran the participation of UPG Supervised Partners in the ITT Expo
Batam Bagus Trade Expo oleh Mitra Binaan DPS, KOE, 2018 Exhibition, the participation of the Batam Bagus Trade Expo
BPN, BDJ, dan SUB, keikutsertaan Pameran Borneo Fair Exhibition by DPS, KOE, BPN, BDJ and SUB Supervised Partners,
oleh Mitra Binaan BPN, JOG, MDC, SOC, SRG, dan SUB, the participation of the Borneo Fair Exhibition by BPN, JOG,
keikutsertaan Pameran ICW oleh Mitra Binaan JOG, dan MDC, SOC, SRG and SUB Supervised Partners, the participation
SRG, keikutsertaan Pameran Jatim Fair oleh Mitra Binaan of the ICW Exhibition by JOG Supervised Partners and SRG, the
SUB, dan SOC, keikutsertaan Pameran NTB Expo oleh Mitra participation of the East Java Fair by SUB Supervised Partners
Binaan DPS, dan LOP, keikutsertaan Pameran Jogja Inafact and SOC, the participation of the NTB Expo Exhibition by DPS
oleh Mitra Binaan BPN dan MDC, keikutsertaan Bazaar HUT Supervised Partners, and LOP, the participation of the Jogja
Periskapura oleh Mitra Binaan DPS, JOG, SRG, SUB, LOP, Inafact Exhibition by BPN and MDC Supervised Partners by DPS,
dan SOC. Promosi pameran juga dilakukan sampai luar JOG, SRG, SUB, LOP and SOC Supervised Partners. Promotional
negeri dalam Pameran Indonesia Creative Product Festival exhibitions were also carried out overseas at the Indonesia
Malaysia 2018 di Malaysia yang diikuti oleh Mitra Binaan Creative Product Festival Malaysia 2018 Exhibition in Malaysia,
SUB dan JOG serta Pameran 75th Intergift di Spanyol. which is followed by SUB and JOG Supervised Partners and the
Selain mengikuti kegiatan pameran-pameran, Angkasa 75th Intergift Exhibition in Spain. In addition to participating in
Pura Airports juga membantu promosi produk mitra binaan the exhibitions, Angkasa Pura Airports also helped promoting
dengan membuka ruang pamer display product di terminal the products of the supervised partners by opening showrooms
bandar udara-bandar udara yang dikelola PT Angkasa Pura (product displays) at airports terminals managed by PT Angkasa
I (Persero). Ruang pamer tersebut dapat dimanfaatkan Pura I (Persero). The showroom could be used for supervised
untuk kegiatan promosi maupun mitra binaan. partners' promotional activities and exhibition.
Tabel Penyaluran Hibah Pembinaan Mitra Binaan tahun 2017-2018

Table of Supervised Partners Supervision Grant Distribution in 2017-2018 in thousands of Rupiah)
Jenis Pembinaan Nilai / Value (Rp)

No
Type of Supervision 2018 2017
1 Pelatihan / Training 749,062,600 868,685
2 Pameran / Promotion 2,167,911,866 154,208
3 Pemagangan / Apprenticeship 134,804,132 1,740,377
Jumlah / Total 3,051,778,598 2,763,270

PROGRAM BINA LINGKUNGAN ENVIRONMENTAL DEVELOPMENT PROGRAM

Komitmen Perseroan dalam meningkatkan kualitas The Company's commitment in improving the quality of
lingkungan sosial masyarakat terkait pelaksanaan the social environment of the community related to the
tanggung jawab sosial adalah dengan pelaksanaan implementation of social responsibility was by implementing
Program Bina Lingkungan, yakni program pemberdayaan the Community Development Program, which was a program
kondisi sosial masyarakat dan peningkatan kualitas hidup. to empower the community's social conditions and improve the
Pelaksanaan program ini meliputi pemberian bantuan quality of life. The implementation of this program included the
yang terdiri atas beberapa sektor yaitu: provision of assistance consisting of several sectors, namely:
a. Bantuan korban bencana alam; a. Aid for victims of natural disasters;
b. Bantuan pendidikan dan/atau pelatihan; b. Education and/or training aid;
c. Bantuan peningkatan kesehatan masyarakat; c. Community health improvement aid;
d. Bantuan pengembangan prasarana dan sarana umum; d. Public infrastructure and facilities development aid;
e. Bantuan sarana ibadah; e. Aid for religious facilities;
f. Pelestarian alam; dan f. Nature conservation; and
g. Bantuan Sosial. g. Social Assistance.
Pelaksanaan Program Bina Lingkungan telah The implementation of the Community Development
dilaksanakan oleh Perseroan sejak Tahun 1992. Kegiatan Program had been carried out by the Company since 1992.
yang dilaksanakan dalam kurun waktu tersebut mencakup Activities carried out during this period included activities
kegiatan-kegiatan yang dapat dikategorikan dalam that could be categorized in strategic programs and
program strategis dan program responsive. responsive programs.
BANTUAN KORBAN BENCANA ALAM AID FOR NATURAL DISASTER VICTIMS

Bencana alam terjadi diluar kekuasaan manusia dengan Natural disasters occur beyond the human power and thus
demikian untuk meringankan beban masyarakat yang tertimpa to relieve the burden of people affected by natural disasters
bencana alam tersebut dan bencana alam merupakan faktor and natural disasters are unpredictable factors, however,
yang tidak dapat diprediksi, namun demikian Perusahaan the Company remains responsive and alert to help alleviate
tetap tanggap dan siaga untuk membantu meringankan the suffering of natural disasters victims. PT Angkasa Pura
penderitaan para korban bencana alam. PT Angkasa Pura I I (Persero) did not remain silent but provided emergency
(Persero) tidak tinggal diam namun memberikan bantuan response assistance for natural disasters victims such as
tanggap darurat untuk korban bencana alam seperti bantuan assistance for victims of fire, floods and mountain eruptions,
untuk korban bencana kebakaran, banjir, dan erupsi gunung, landslides, etc. The total aids for natural disasters victims
tanah longsor, dll. Total bantuan kepada korban bencana alam that had been distributed up to 2018 was Rp. 7.839.402.290.
yang telah disalurkan sampai dengan tahun 2018 adalah Whereas for the 2018 period, aids for the natural disaster
sebesar Rp7.839.402.290. Sedangkan untuk periode 2018 sector that had been distributed was equivalent to Rp
bantuan untuk sektor bencana alam yang telah disalurkan 1,322,113,188.
adalah sebesar Rp1.332.113.188.

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2018 Annual Report
Selama periode 2018 Perusahaan telah memberikan During the 2018 period the Company had provided
bantuan kepada para korban bencana alam yang melanda assistance to natural disasters victims that had affected
sebagian wilayah di Indonesia antara lain kepada: parts of Indonesia, including:
a. bantuan untuk pengungsi bencana alam di Bali, a. aids for natural disaster refugees in Bali, Lombok and
Lombok, dan Palu; Palu;
b. bantuan untuk korban kebakaran di Balikpapan. b. aids for fire victims in Balikpapan.
BANTUAN BIDANG PENDIDIKAN EDUCATIONAL ASSISTANCE

Pendidikan merupakan salah satu kunci penting dalam Education is one of the important keys to realize a future
rangka mewujudkan generasi penerus bangsa yang generation that is qualified, tough and dedicated. Angkasa
berkualitas, tangguh dan berdedikasi. Angkasa Pura Airports Pura Airport gives more attention to fostering the nation's
juga memberikan perhatian lebih dalam pembinaan generasi generation to obtain qualified education as well. Besides,
bangsa untuk memperoleh pendidikan yang bermutu the Company also provides education and training facilities
dan berkualitas. Disamping hal tersebut, Perusahaan for the community to increase their knowledge, skills and
juga memberikan fasilitas pendidikan dan pelatihan insights so that they can be directly implemented to become
bagi masyarakat untuk meningkatkan pengetahuan, new entrepreneurs.
ketrampilan dan wawasannya sehingga dapat langsung
diimplementasikan untuk menjadi wirausaha baru.
PT Angkasa Pura I (Persero) sampai dengan tahun 2018 By 2018, PT Angkasa Pura I (Persero) had channeled
telah menyalurkan dana untuk bantuan bidang pendidikan funds for education and training assistance as much as
dan pelatihan sebesar Rp47.013.631.228. Sedangkan Rp47,013,631,228. Whereas in 2018 period, assistance in
untuk periode 2018 bantuan pada sektor pendidikan the education sector that had been provided amounted
yang telah diberikan sebesar Rp9.955.873.245. Beberapa to Rp9,955,873,245. Some of the assistance in the
bantuan program bina lingkungan bidang pendidikan environmental development program in education in the
pada periode 2018 antara lain: 2018 period included:
a. Bantuan beasiswa untuk siswa siswi yang bersekolah a. Assistance for scholarships for female students who
disekitar wilayah kerja bandar udara yang telah attend schools around the airport work area that had
dilaksanakan di berbagai Kantor Cabang; been implemented in various Branch Offices;
b. Bantuan pengadaan komputer bagi sekolah-sekolah b. Assistance in the procurement of computers for schools
yang berada di sekitar wilayah kerja Kantor cabang; around the branch office work area;
c. Pembangunan perpustakaan dan pengadaan fasilitas c. Development of libraries and provision of school library
perpustakaan sekolah di wilayah kerja kantor cabang; facilities in the branch office work area;
d. Bantuan pembangunan dan renovasi Ruang Kelas d. Assistance in the construction and renovation of
baik disekolah-sekolah maupun Universitas disekitar classrooms both in schools and universities around the
wilayah kerja PT Angkasa Pura I (Persero) ; work area of PT Angkasa Pura I (Persero);
e. Pembangunan rumah pintar di Kelurahan Tambakharjo e. Development of smart houses in Tambakharjo
Semarang; Semarang;
f. Pelatihan peningkatan keterampilan bagi warga yang f. Skill improvement training for disadvantaged
kurang mampu seperti pelatihan enceng gondog, residents such as enceng gondog training, farming
pelatihan bercocok tanam, pelatihan bahasa inggris, training, English language training, tour guide training,
pelatihan tour guide, pelatihan keterampilan dan entrepreneurship training. The activity had been carried
kewirausahaan. Kegiatan tersebut telah dilaksanakan out by LOP, BDJ, AMQ and SUB Branch Offices; and
oleh Kantor Cabang LOP, BDJ, AMQ dan SUB; dan
g. Dan bantuan partisipatif pada sektor pendidikan g. And participatory assistance in other education sectors.
lainnya.
BANTUAN BIDANG KESEHATAN HEALTH ASSISTANCE

PT Angkasa Pura I (Persero) peduli terhadap bidang PT Angkasa Pura I (Persero) fully cares about the health
kesehatan secara penuh. Dimana sejak tahun 2012, sector. Since 2012, the Company launched the Mobile
Perseroan mencanangkan Program Pelayanan Kesehatan Health Services Program with the motto "Healthy Mother &
Keliling dengan motto “Ibu & Anak Sehat, Bangsa Kuat”. Child, Strong Nation". This Health Service Program provided
Program Pelayanan Kesehatan ini memberikan bantuan assistance to vehicles equipped with health care facilities
kendaraan yang dilengkapi dengan fasilitas pelayanan that focuses on the health of mothers and toddlers.
kesehatan yang fokus terhadap kesehatan ibu dan balita.

Program ini dilaksanakan untuk membantu meningkatkan This program was implemented to help improve the health of
Kesehatan Ibu hamil dan menyusui juga bagi anak-anak pregnant and breastfeeding mothers as well as for children
(bayi dan balita). Selain program Pelayanan Kesehatan (infants and toddlers). In addition to the Mobile Health Services
Keliling perseroan juga memberikan bantuan dalam program the company also provided assistance in other forms
bentuk lain yang masih dalam lingkup sektor kesehatan. that were still within the scope of the health sector.
Angkasa Pura I (Persero) sampai dengan tahun 2018 dana By 2018, the funds disbursed by Angkasa Pura I (Persero) to
yang telah disalurkan untuk sektor kesehatan adalah the health sector amounted to Rp25,618,738,450, while for
sebesar Rp25.618.738.450, sedangkan untuk periode tahun the period of 2018 the aid funds that have been channeled
2018 dana bantuan yang telah disalurkan untuk sektor ini to this sector amounted to Rp3,852,485,037. Some of the
adalah sebesar Rp3.852.485.037. Beberapa bantuan yang assistance that had been channeled in the health sector
telah disalurkan dalam bidang kesehatan antara lain: included:
a. Pelayanan Kesehatan keliling selama periode 2018 a. Mobile health services during the 2018 period have been
telah dilaksanakan di 12 Kantor Cabang. Pelayanan implemented in 12 Branch Offices. Services provided
yang diberikan dalam program ini antara lain in this program included counseling for toddlers and
penyuluhan untuk balita dan ibu hamil, pengobatan pregnant women, free treatment for residents around
gratis bagi warga disekitar Bandar Udara, pemberian the airport, supplementary feeding and also vitamins
makanan tambahan dan juga vitamin bagi para pasien for patients who come in this program;
yang datang dalam program ini;
b. Bantuan berupa khitanan massal bagi warga kurang b. Assistance in the form of mass circumcisions for poor
mampu di sekitar wilayah kerja PT Angkasa Pura I people around the PT Angkasa Pura I (Persero) work
(Persero); area;
c. Operasi Katarak bekerjasama dengan Rumah Sakit c. Operation Cataract in collaboration with the local
setempat; Hospital;
d. Bantuan perlengkapan kesehatan di posyandu dan d. Assistance to health equipment in Maternal Health Care
puskesmas sekitar wilayah kerja; and Primary Health Centers around the work area;
e. Pengobatan gratis di sekitar wilayah kerja PT Angkasa e. Free treatment around the PT Angkasa Pura I (Persero)
Pura I (Persero); dan work area; and
f. Bantuan untuk pembangunan dan renovasi sarana f. Assistance for the construction and renovation of health
kesehatan di sekitar wilayah kerja. facilities around the work area.
BANTUAN PENGEMBANGAN SARANA DAN PUBLIC FACILITIES AND INFRASTUCTURE DEVELOPMENT

PRASARANA UMUM ASSISTANCE
Perhatian Perusahaan terhadap peningkatan sarana The Company's attention to improving public facilities and
dan prasara umum juga menjadi bagian dari kegiatan– public facilities is also part of activities in the Community
kegiatan dalam Program Bina Lingkungan. Program Development Program. This program was implemented in
ini dilaksanakan dalam rangka mendukung program order to support the Ministry of State Owned Enterprises

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2018 Annual Report
Kementerian BUMN dalam membangun desa. Sampai program in developing villages. By 2018, the assistance
dengan tahun 2018 bantuan untuk sektor ini adalah for this sector amounted to Rp40,476,372,281, while for
sebesar Rp40.476.372.281, sedangkan untuk periode the 2018 period the assistance that had been channeled
2018 bantuan yang telah disalurkan adalah senilai amounted to Rp5,529,710,387. The assistance for
Rp5.529.710.387. Bantuan program bina lingkungan community development programs in the development of
bidang pengembangan sarana dan prasarana umum public facilities and infrastructure during the 2018 period
selama periode 2018 antara lain berupa: included:
a. Bantuan alat penggergajian kayu bagi desa Bobung, a. Assistance for sawmills in Bobung village, Gunung Kidul;
Gunung Kidul;
b. Perbaikan jalan, bantuan bak penampungan air dan b. Road repair, assistance with water reservoirs and repairs
perbaikan tangga di kawasan wisata Pantai Adoki Biak; to stairs in the tourist area of Adoki Biak Beach;
c. Pembuatan sarana air bersih di desa Margorejo, Sleman; c. Making clean water facilities in Margorejo village, Sleman;
d. Pembuatan talud di BALKONDES di Desa Bigaran; d. Making road separator in BALKONDES in Bigaran Village;
e. Bantuan pembangunan sarana air bersih di Desa e. Assistance in the construction of clean water facilities in
Pattontongan Makasar; Pattontongan Village, Makassar;
f. Perbaikan jalan, Gazebo dan MCK di tempat wisata air f. Road repair, Gazebo and toilets in Laha waterfall tourist
terjun Laha di Ambon; dan attractions in Ambon; and
g. Dan bantuan sarana umum lainnya. g. And other public assistance.
BANTUAN SARANA IBADAH WORSHIP FACILITIES ASSISTANCE

Dalam rangka meningkatkan spiritual masyarakat, In order to improve the spiritual community, one of the
salah satu upaya yang telah dilakukan PT Angkasa Pura efforts that had been made by PT Angkasa Pura I (Persero)
I (Persero) adalah dengan membantu pembangunan was to build worship facilities and improve existing religious
sarana ibadah dan memperbaiki sarana ibadah yang telah facilities. Considering the importance of this assistance,
ada. Mengingat pentingnya hal ini, sampai dengan 2018 by 2018 the Company had provided assistance for worship
Perseroan telah memberikan bantuan sarana peribadatan facilities amounting to Rp38,813,678,686.- while for the
sebesar Rp38.813.678.686,- sedangkan untuk periode 2017 period the funds disbursed for this sector amounted
2017 dana yang telah disalurkan untuk sektor ini adalah to Rp6,926,140,978.- The assistance provided for various
sebesar Rp6.926.140.978,- Bantuan yang diberikan forms of repair and construction of worship facilities in
untuk berbagai bentuk perbaikan dan pembangunan the entire work area of PT Angkasa Pura I (Persero). Some
sarana ibadah di seluruh wilayah kerja PT Angkasa Pura assistances in the field of worship facilities during the 2018
I (Persero). Beberapa bantuan program bidang sarana period included:
ibadah selama periode 2018 antara lain berupa:
a. Bantuan pembangunan dan renovasi sarana ibadah; a. Assistance for the construction and renovation of
worship facilities;
b. Bantuan pengadaan perlengkapan untuk menunjang b. Assistance in procuring equipment to support worship;
ibadah; dan and
c. Bantuan partisipatif lainnya. c. Other participatory assistance.
BANTUAN PELESTARIAN ALAM NATURAL CONSERVATION ASSISTANCE

Disamping mendukung Program Pemerintah di Bidang Besides supporting the Government Program in the Field
Pelestarian Alam, Angkasa Pura Airport juga berkomitmen of Nature Conservation, Angkasa Pura Airports is also
menjadikan lingkungan sekitar Bandar Udara menjadi lebih committed to making the environment around the airport
hijau sejalan dengan misi Perusahaan dalam mengembangkan greener in line with the Company's mission to develop an
bandar udara yang ramah lingkungan. Selain penghijauan environmentally friendly airport. In addition to reforestation
di area sekitar Bandar Udara dan dilingkungan masyarakat in the area around the airport and within the community
sekitar wilayah usaha, Perseroan juga berperan aktif dalam around the business area, the Company also plays an active
pelestarian alam didaerah-daerah penyangga lainnya. role in nature conservation in other buffer zones. As of
Sampai dengan tahun 2018, Perseroan telah berpartisipasi 2018, the Company had participated in the field of natural
dalam bidang pelestarian alam dengan nilai total mencapai conservation with a total funds of Rp6,171,074,109. While
Rp6.171.074.109. Sedangkan selama tahun 2018 dana during 2018 the funds disbursed to this sector amounted to
yang telah disalurkan untuk sektor ini adalah sebesar Rp725,378,900. The assistance that had been implemented
Rp725.378.900. Hal-hal yang telah dilaksanakan selama during the 2017 period are as follows:
periode 2018 adalah sebagai berikut:
a. Penanaman Mangrove Makassar; a. Mangrove Planting in Makassar;
b. Bantuan penghijauan lahan dan tanaman di kaki b. Assistance in land greening land in Mount Tampomas
gunung Tampomas dan di Kupang; and in Kupang;
c. Transplantasi terumbu karang di pantai Ora Ambon c. Transplanting coral reefs on the coast of Ora Ambon and
dan di Desa Kalasey Satu di Manado; in Kalasey Satu Village in Manado;
d. Normalisasi Sungai Suud di Desa Kalanganyar d. Normalization of the Suud river in Kalanganyar Village,
Surabaya; Surabaya;

e. Pengadaan Pot dan pohon Bougenville di Semarang; dan e. Procurement of Bougenville Pot and trees in Semarang; and
f. Bantuan untuk pelestarian alam lainnya. f. Other natural conservation assistance.
BANTUAN SOSIAL SOCIAL ASSISTANCE

Untuk membantu meringankan beban masyarakat di sekitar To help alleviate the burden of communities around
wilayah usaha, PT Angkasa Pura I (Persero) sampai dengan the business area, PT Angkasa Pura I (Persero) until
tahun 2018 telah memberikan bantuan sosial ini senilai 2018 had provided this social assistance in the amount
Rp21.931.028.694 sedangkan selama periode 2018 dana of Rp21,931,028,694 while during the 2018 period the
bantuan dalam bidang sosial pengentasan kemiskinan adalah assistance in the social sector for poverty alleviation was
sebesar Rp6.413.254.819. Beberapa bantuan program Bina Rp6,413,254,819 . Some assistance in the social sector
Lingkungan bidang sosial selama 2018 antara lain: Community Development program during 2018 included:
a. Bedah rumah eks pejuang di wilayah Kupang; a. Total renovation for ex-national heroes houses in the
Kupang region;
b. Bantuan sembako gratis untuk menyambut Hari Raya b. Free basic food assistance to welcome Eid al-Fitr 1439 H
Idul Fitri 1439 H dan menyambut hari raya Natal tahun and to celebrate the 2018 Christmas holiday;
2018;
c. Pelatihan pembuatan sandal dan pelatihan kewirausahaan c. Training on making sandals and entrepreneurship
serta seminar dalam upaya menghadapi globalisasi; training and seminars in an effort to face globalization;
d. Bantuan pembangunan sarana penunjang yang d. Assistance in the development of supporting facilities
meliputi bantuan pelatihan SDM dan sarana which includes assistance for HR training and other
pendukung lainnya di Balkondes Magelang; supporting facilities in Balkondes Magelang;
e. Kegiatan BUMN Hadir untuk Negeri di Yogyakarta e. The “BUMN Hadir untuk Negeri” event in Yogyakarta which
yang meliputi beasiswa, siswa mengenal nusantara, included scholarships, students know the archipelago,
padat karya tunai, dan sembako gratis; dan cash-intensive work, and free basic necessities; and
f. Dan bantuan untuk bidang sosial dan pengentasan f. And assistance for the social sector and other poverty
kemiskinan lainnya. alleviation.
PENYALURAN DANA BINA LINGKUNGAN DISTRIBUTION OF ENVIRONMENTAL FUNDS

Secara garis besar, penyaluran dana bina lingkungan untuk Overall, the distribution of environmental development
2 (dua) tahun terakhir sebagaimana tabel di bawah ini: funds for the last 2 (two) years as the table below:
Realisasi Akumulasi Realisasi Akumulasi

sampai dengan Realisasi Tahun sampai dengan
Jenis Bantuan Tahun 2017 2018 Tahun 2018
Type of Assistance Accumulation Realization in 2018 Accumulation
Realization until 2017 (Rp) Realization until 2018
(Rp) (Rp)
Bencana Alam / Natural Disasters 6,507,289,102 1,332,113,188 7,839,402,290
Pendidikan dan Pelatihan /Education and
37,297,643,183 9,955,873,245 47,253,516,428
Trainings
Peningkatan Kesehatan / Health
21,766,253,413 3,852,485,037 25,618,738,450
Improvement
Sarana Umum / Public Facilities 34,946,661,894 5,529,710,387 40,476,372,281
Sarana Ibadah / Worship facilities 31,887,537,890 6,926,140,978 38,813,678,868
Pelestarian Alam / Natural conservation 5,445,695,209 725,378,900 6,171,074,109
Bantuan Sosial / Social assistance 15,517,773,875 6,413,254,819 21,931,028,694
Hibah Pembinaan / Guidance Grants 2,338,069,183 - 2,338,069,183
BUMN Peduli / SOE Care 10,428,992,558 - 10,428,992,558
Jumlah 166,135,916,307 34,734,956,554 200,870,872,861
DESA BINAAN FOSTER VILLAGE

PT Angkasa Pura I (Persero) sampai dengan tahun 2018 PT Angkasa Pura I (Persero) until 2018 has developed a
telah mengembangkan desa binaan yaitu Desa Bobung built village, Bobung Village in Yogyakarta, which was
di Yogyakarta yang telah diresmikan oleh Kementrian inaugurated by the Ministry of BUMN.
BUMN.

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DUSUN BOBUNG KECAMATAN PATUK KABUPATEN BOBUNG VILLAGE PATUK SUBDISTRIC, GUNUNGKIDUL
GUNUNGKIDUL DISTRICT
Bantuan Bina Lingkungan yang telah diberikan oleh PT By 2018, The Community Development Assistance provided
Angkasa Pura I (Persero) kepada desa binaan bobung by PT Angkasa Pura I (Persero) to the foster villages
sampai dengan tahun 2018 sebesar Rp1.768.741.500, amounted to Rp1,768,741,500, while for the 2018 period the
sedangkan untuk periode tahun 2018 dana Bina Community Development funds that had been distributed
Lingkungan yang telah disalurkan adalah senilai were as much as Rp280,000,000 which was used for sawmill
Rp280.000.000 yang dipergunakan untuk bantuan procurement.
pengadaan alat penggergajian kayu.
Tabel Penyaluran Program Kemitraan untuk Pengrajin Batik Kayu Desa Binaan
Putat Patuk Gunung Kidul Tahun 2010-2018
Table of Distribution of the Partnership Program for Batik Wood Craftsmen in Putaan
Village Patuk Gunung Kidul in 2010-2018
Penyaluran Program Kemitraan / Distribution of the Partnership Program
Desa Binaan Putat Patuk Gunung Kidul / Putat Foster Village Patuk Gunung Kidul
Jumlah Mitra Binaan Mitra Binaan Lanjutan
Sektor
Total Development Advanced Development
Sector
(Rp) Partners Partners
Sektor Industri / Industrial Sector 2,685,000,000 69 19
Sektor Jasa / Service Sector 130,000,000 4 1
Sektor Perdagangan / Trade Sector 525,000,000 10 2
Sektor Perikanan / Fisheries Sector 25,000,000 1 0
Sektor Peternakan / Livestrock Sector 100,000,000 3 0
Total 3,465,000,000 87 22
PROGRAM BUMN HADIR UNTUK NEGERI “BUMN HADIR UNTUK NEGERI” PROGRAM
Program BUMN Hadir Untuk Negeri tahun 2018 In 2018, the “BUMN Hadir untuk Negeri” program was held
dilaksanakan di DIY Yogyakarta, yang terdiri dari program- in Yogyakarta, which consisted of several progras such as
program Siswa Mengenal Nusantara dan Pemenuhan “Siswa Mengenal Nusantara” and Fulfilling Community
Kebutuhan dasar Masyarakat. Dimana program tersebut Basic Needs. The programs were implemented by 4 SOEs
dilaksanakan oleh 4 BUMN yang terdiri dari PT Angkasa Pura consisting of PT Angkasa Pura I (Persero) as a PIC, with 3 Co
I (Persero) sebagai PIC, dengan 3 Co PIC yaitu PT Reasuransi PIC namely PT Reasuransi Indonesia, Indonesian Derivatives
Indonesia, PT Kliring Berjangka Indonesia, dan PT Garuda Clearing House, and PT Garuda Indonesia. The total
Indonesia. Total bantuan yang telah disalurkan untuk assistance that had been channeled to the 2018 “BUMN
Program BUMN Hadir Untuk Negeri tahun 2018 mencapai Hadir untuk Negeri” Program reached Rp4,025,659,046
Rp4.025.659.046 dengan komposisi kontribusi sebagai with the composition of contributions as follows:
berikut:

BUMN Komposisi Kontribusi (Rp)

SOE Contribution Composition
AP1 2,050,659,046
Garuda 500,000,000
Indonesia Re (Reasuransi Indonesia) / Indonesia Re (Re-insurance Indonesia) 1,325,000,000
KBI (Kliring Berjangka Indonesia) / Indonesian Derivatives Clearing House 150,000,000
TOTAL 4,025,659,046
Berikut rincian setiap program dalam rangkaian Program The following are the details of each program in the series of
BUMN Hadir untuk negeri tahun 2018: “BUMN Hadir untuk Negeri” program for the country in 2018:
SISWA MENGENAL NUSANTARA SISWA MENGENAL NUSANTARA

Serangkaian Kegiatan Siswa Mengenal Nusantara mulai A series of Student Activities to Get to Know the Archipelago
dari tahap persiapan sampai dengan penutupan telah starting from the preparatory stage up to closure was held in
dilaksanakan pada bulan Juli – Agustus 2018. PT Angkasa July - August 2018. PT Angkasa Pura I and SOE Coordinators
Pura I bersama dengan para Koordinator PIC BUMN were mandated to carry out student exchanges as many
mendapat amanah untuk melaksanakan pertukaran pelajar as 23 students from the Provinces of Special Region of
sebanyak 23 siswa dari Provinsi asal Daerah Istimewa Yogyakarta to the Province of Central Kalimantan. The
Yogyakarta ke Provinsi tujuan Kalimantan Tengah. Adapun realization of funds spent to finance this activity amounted
realisasi dana yang dikeluarkan untuk membiayai kegiatan to Rp911,446,046 from Community Development funds of
SMN ini adalah sebesar Rp911.446.046 yang berasal dari PT Angkasa Pura I (Persero) and PT Reasuransi Indonesia
dana Bina Lingkungan PT Angkasa Pura I (Persero) dan PT Utama (Persero).
Reasuransi Indonesia Utama (Persero).

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PEMENUHAN KEBUTUHAN DASAR MASYARAKAT FULFILLMENT OF COMMUNITY BASIC NEEDS

Serangkaian Bantuan Pemenuhan Kebutuhan Dasar A series of Community Basic Needs Assistance in the form
Masyarakat yang berupa pekerjaan konstruksi telah of construction work had been carried out starting August 8,
dilaksanakan mulai tanggal 08 Agustus 2018 dan 2018 and was planned for completion on November 30, 2018
direncanakan selesai pada tanggal 30 November 2018 including Electrification and MCK Assistance, Clean Water
meliputi Bantuan Elektrifikasi dan MCK, Bantuan Sarana Facility Assistance, Home Improvement of Employees and
Air Bersih, Bantuan Perbaikan Rumah Karyawan dan Community Assistance, Assistance in Repairing / Providing
Masyarakat, Bantuan Perbaikan/Penyediaan Sarana School Infrastructure Basics and other assistance.
Prasarana Sekolah Dasar serta bantuan lainnya.
Tabel Kegiatan Bantuan Pemenuhan Kebutuhan Dasar Masyarakat

Table of Activities of Community Basic Needs Assistance
Kegiatan Realisasi Dana

Activities Fund Realization (Rp)
Elektrifikasi dan MCK / Electrification and toilets 1,000,000,000
Bantuan Sarana Air Bersih / Clean Water Facility Assistance 400,000,000
Bantuan Perbaikan Rumah Karyawan dan Masyarakat
500,000,000
Assistance in home renovation of employee and community
Bantuan Perbaikan/ Penyediaan Sarana Prasarana Sekolah Dasar
200,000,000
Assistance in Repairing / Providing Elementary School Infrastructure
Taman Baca / Reading Park 160,000,000
Beasiswa / Scholarship 150,000,000
Pemberdayaan Masyarakat / Community empowerment 120,000,000
Pasar Murah / Bazaar 350,000,000
Padat Karya Tunai dan Pembangunan Sarana dan Prasarana Umum
104,319,500
Labor-intensive cash and construction of public facilities and infrastructure
BANTUAN CSR KEMASYARAKATAN LAINNYA OTHER COMMUNITY ASSISTANCE CSR
Dari total anggaran CSR sebesar Rp16,80 miliar, realisasi Of the total CSR budget of Rp16.80 billion, the realization of
kegiatan yang menggunakan beban CSR sampai dengan activities that used CSR burdens up to December 2018 was
bulan Desember tahun 2018 adalah senilai Rp7,7 miliar worth Rp6.81 billion with detailed activities as follows:
dengan rincian kegiatan sebagai berikut:
a. Kegiatan Mudik Bersama BUMN Tahun 2018 senilai a. Homecoming Activities in 2018 amounted to Rp1.89 billion;
Rp1,89 miliar;
b. Bantuan Bagi warga terdampak gunung agung senilai b. Assistance for residents of affected by Gunung Agung
Rp204 juta; amounted to Rp204 million;

c. Bantuan bagi warga terdampak Gempa di Lombok c. Assistance to residents affected by the Earthquake in
senilai Rp67,5 juta; Lombok amounted to Rp67.5 million;
d. Pembangunan Balai Pemberdayaan Masyarakat di d. Development of the Community Empowerment Center in
Kulonprogo senilai Rp551 juta; Kulonprogo amounted to Rp551 million;
e. Bantuan pelatihan Bahasa Inggris senilai Rp415,7 e. Assistance with English language training amounted to
juta; Rp415.7 million;
f. Bantuan pelatihan peningkatan ketrampilan/keahlian f. Assistance in skills / skills improvement training amounted
senilai Rp205,7 juta; to Rp205.7 million;
g. Program beasiswa di Kulon Progo senilai Rp110,8 juta; g. The scholarship program in Kulon Progo amount ed to
Rp110.8 million;
h. Program tungku sehat hemat energi YLKI senilai h. YLKI's energy-saving healthy stove program amounted to
Rp199,9 juta; Rp199.9 million;
i. Relokasi makam Desa Jangkaran senilai Rp150 juta; i. Relocation of cemetery of Jangkaran Village amounted to
Rp150 million;
j. Bantuan Trauma Healing bagi warga terdampak NYIA j. Aid for Trauma Healing for affected people of NYIA
senilai Rp7,3 juta; amounted to Rp7.3 million;
k. Biaya pembangunan Homestay dan kelengkapan k. The cost of building a Homestay and its supporting
penunjangnya senilai Rp1,7 miliar; facilities amounted to Rp1.7 billion;
l. Biaya kegiatan ICW senilai Rp16,05 juta; dan l. Costs of ICW activities amounted to Rp16.05 million; and
m. Bantuan partisipatif lainnya senilai Rp2,19 miliar. m. Other participatory assistance amounted to Rp1.2 billion.
AWARDS
PENGHARGAAN
Selama tahun 2018 penghargaan yang telah diterima oleh During 2018 the award received by the CSR unit of PT
unit CSR PT Angkasa Pura I (Persero) adalah BUMN CSR Angkasa Pura I (Persero) was the SOE CSR Award in Bali
Award Provinsi Bali 2018 kategori Silver Award dari DPD Province in 2018 the Silver Award category from the
RI Utusan Provinsi Bali. Representative of the Province of Bali of DPD RI.

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2018 Annual Report
BIAYA KEGIATAN ACTIVITIES FEE
Pelaksanaan program PKBL dan CSR tahun 2018 The implementation of the Partnerships and Community
menggunakan 3 Beban yaitu Beban Program Kemitraan, Development program and CSR in 2018 used 3 expenses,
Beban Bina Lingkungan dan Beban CSR. Untuk beban namely the Partnership Program Expenses, Community
program Kemitraan berasal dari dana revolving, sedangkan Development Expenses and CSR Expenses. The burden of
untuk beban Bina Lingkungan dan beban CSR dibebankan the Partnership program came from revolving funds, while
oleh Perusahaan. Berikut rincian alokasi beban-beban for Community Development expenses and CSR expenses
tersebut: were borne by the Company. The following are the details of
the allocation of these expenses:
Uraian Anggaran 2018

Description Budget 2018 (Rp)
Beban Program Kemitraan / Partnership Program Expenses 29,569,278,598
Beban Bina Lingkungan / Community Development Expenses 34,734,956,554
Beban CSR / CSR Expenses 7,700,263,219
Total 72,004,498,371
Program Kemitraan dan Bina Lingkungan yang telah The Partnership and Community Development Program that
dilaksanakan Perseroan telah memberikan dampak di had been implemented by the Company had an impact on
beberapa aspek kehidupan warga desa binaan yang telah several aspects of the lives of the assisted villagers who had been
dibantu. Hal ini antara lain ditunjukkan dengan Program assisted. This was indicated, among others, by the Partnership
Kemitraan yang dilaksanakan dengan tujuan untuk Program which was carried out with the aim of developing the
mengembangkan usaha pengrajin maupun pengusaha di business of craftsmen and entrepreneurs in the Development
Desa Binaan, telah berdampak pada pembangunan Desa Village, which had an impact on the development of the Village
serta berkembangnya usaha mereka sehingga meningkatkan and the development of their businesses ij order to improve the
taraf hidup masyarakat Desa Binaan yang dimaksud. standard of living of the referred Village Community.
Sedangkan program Bina Lingkungan memiliki tujuan Whereas the Community Development program had the
untuk memberdayakan kondisi sosial masyarakat melalui aim of empowering the social conditions of the community
perbaikan sarana dan prasarana disekitar tempat tinggal through the improvement of facilities and infrastructure
masyarakat, memberikan pelatihan keterampilan bagi around people's homes, providing skills training for
warga disekitar wilayah kerja dan atau memberikan residents around the work area and / or providing assistance
bantuan untuk menunjang kehidupan masyarakat. Dimana to support people's lives. These activities increased the
dari kegiatan tersebut dapat meningkatkan tingkat level of quality of life of the community both to improve the
kualitas hidup masyarakat baik peningkatan lingkungan environment in which they lived and or the individuals.
tempat tinggal dan atau peningkatan individunya.


RELATED TO RESPONSIBILITY TO
TANGGUNG JAWAB KEPADA CONSUMERS
KONSUMEN
PT Angkasa Pura I (Persero) berkomitmen memberikan PT Angkasa Pura I (Persero) was committed to providing
pelayanan terbaik terkait aspek keselamatan kepada para the best services related to safety aspects to service
pengguna jasa atau konsumen melalui Airport Safety Group users or consumers through the Airport Safety Group in
yang membawahi 3 (tiga) department. Airport Safety Group charge of 3 (three) departments. Airport Safety Group had
memiliki target untuk memastikan terjaganya pencapaian a target to ensure the achievement of Safety Level and
Safety Level dan Kualitas Pelayanan melalui pengelolaan Quality of Service through effective management of the
kegiatan Safety Management System, Occupational Safety Management System, Occupational Safety Health
Safety Health serta Quality Management yang efektif guna and Quality Management to support the achievement of
mendukung pencapaian Customer Satisfaction Index (CSI) the Customer Satisfaction Index (CSI) in accordance with
sesuai dengan peraturan perundangan-undangan dan applicable laws and company regulations.
peraturan perusahaan yang berlaku.
Di samping itu, PTAngkasa Pura I (Persero) juga selalu berupaya In addition, PT Angkasa Pura I (Persero) also strove to
untuk meminimalkan risiko cidera bagi para penumpang di minimize the risk of injury to passengers in the airport area.
area bandar udara. Terkait dengan keselamatan penerbangan, Regarding aviation safety, the Company strove to place the
Perseroan berusaha menempatkan keselamatan operasi safety of flight operations at the highest priority by ensuring
penerbangan pada prioritas tertinggi dengan memastikan that risks to aviation safety were suppressed at levels that
bahwa risiko terhadap keselamatan penerbangan ditekan could be tolerated.
pada level yang dapat ditoleransi.
AIRPORT SAFETY GROUP DISTINCT JOB PROFILE

Pekerjaan Misi Tanggung jawab utama
No.
Job Title Mission Main Responsibility
1. Airport Security Memastikan penyediaan kebijakan dan strategi Memastikan penyediaan layanan airport yang
Group Head security airport yang efektif melalui pengelolaan berkualitas dan memenuhi standar security.
fungsi security bandara yang teritegrasi guna Ensure the provision of quality airport services and
mendukung tercapainya customer satisfaction index meet security standards
dan revenue perusahaan berdasarkan standar aero Memastikan pemenuhan kebutuhan airport security
internasional, regulasi yang berlaku serta rencana seluruh bandara.
kerja. (RKAP). Ensuring the fulfillment of airport airport security
Ensure the effective provision of airport security needs throughout.
policies and strategies through the management
of integrated airport security functions to support Memastikan efisiensi pengelolaan biaya terkait
the achievement of customer satisfaction index penyediaan security bandara.
and company revenue based on international aero Ensuring efficient management of costs related to
standards, applicable regulations and work plans. providing airport security.
(RKAP).
2. Airport Security Memastikan penyediaan terhadap layanan Memastikan pemenuhan terhadap standar
Protection keamanan airport secara optimal melalui keamanan bandara.
Department Head implementasi strategi pengelolaan security bandara Ensuring compliance with airport security standards.
yang terkoneksi dan terintegrasi guna mendukung
customer satisfaction index berdasarkan aturan
yang berlaku dan rencana kerja tahunan
perusahaan. Memastikan penanganan terhadap permasalah
Ensure optimal provision of airport security services terkait security di bandara.
through the implementation of connected and Ensure handling of problems related to security at
integrated airport security management strategies the airport.
to support customer satisfaction index based on
applicable rules and the company's annual work plan.
3. Airport Security Memastikan kesiapan security bandara melalui Memastikan kesiapan layanan screening bandara
Screening pelaksanaan screening dan security yang optimal yang berkualitas.
Department Head guna mendukung peningkatan customer satisfaction Ensuring the readiness of quality airport screening
index perusahaan berdasarkan standard aero security services.
dan rencana kerja tahunan.
Ensuring airport security preparedness through optimal Memastikan penyediaan personel dan peralatan
screening and security to support the improvement of keamanan bandara.
the company's customer satisfaction index based on Ensure the provision of airport security personnel and
aero security standards and annual work plans. equipment.

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2018 Annual Report
Pekerjaan Misi Tanggung jawab utama

No.
Job Title Mission Main Responsibility
4. Airport Security Memastikan penyelenggaraan security memenuhi Memastikan kontrol dan monitoring terhadap
Quality Control standard kualitas melalui pengelolaan dan layanan security di seluruh bandara memenuhi
Departement Head pelaksanaan audit, inspeksi, survei dan tes standar yang telah ditetapkan.
terhadap sistem security bandara secara Ensure control and monitoring of security services at
berkelanjutan berdasarkan rencana dan strategi all airports meet established standards.
perusahaan.
Memastikan kesiapan seluruh infrastruktur yang
Ensuring the implementation of security meets
mendukung pelaksanaan security quality control
quality standards through the management and
bandara.
implementation of audits, inspections, surveys and
Ensuring the readiness of all infrastructure that
tests on airport security systems on an ongoing basis
supports the implementation of airport security
based on company plans and strategies.
quality control.
Memastikan perbaikan berkelanjutan terkait
pengawasan keamanan penerbangan di seluruh
cabang bandara.
Ensure continuous improvements related to aviation
security supervision at all airport branches.

Untuk mendukung Visi Perseroan dalam memenuhi bahkan To support the Company's Vision in meeting and exceeding
melebihi kepuasan pengguna jasa melalui penerapan Sistem service user satisfaction, the company implemented some
Manajemen Mutu ISO 9001 : 2015 sebagaimana tercantum policies, namely the ISO 9001: 2015 Quality Management
dalam SKEP. 40 Tahun 2017 tanggal 16 Maret 2017 tentang System as stated in SKEP. 40 of 2017 dated March 16, 2017
Pemberlakuan Sistem Manajemen Mutu ISO 9001:2015 di concerning Enforcement of the ISO 9001: 2015 Quality
PT Angkasa Pura I (Persero) dan Penunjukan Penanggung Management System at PT Angkasa Pura I (Persero) and
Jawab Kegiatan Pengembangan dan Penerapan Sistem Appointment of Responsible Activities for the Development
Manajemen Mutu di Lingkungan PT Angkasa Pura I (Persero), and Application of Quality Management Systems in PT
serta peraturan perundang-undangan yang berlaku dengan Angkasa Pura I (Persero), as well as legislation that applies
selalu melakukan peningkatan yang berkesinambungan by always making continuous improvements that were
(continual improvement) yang didukung oleh seluruh insan supported by all company employees in accordance with
perusahaan sesuai dengan nilai-nilai perusahaan yaitu the company's values, namely Synergy, Adaptive, Reliable,
Sinergi, Adaptif, Terpercaya, Unggul (SATU). Superior.
Aspek Keselamatan Operasi Bandar Udara merupakan Airport Operation Safety Aspect was one of the elements
salah satu unsur didalam penerapan 3S+1C yakni Safety in the application of 3S + 1C namely Safety Security
Security Services and Compliance dimana pengelola Services and Compliance in which airport management
bandar udara berkewajiban untuk menerapkan Sistem was obliged to implement a Safety Management System
Manajemen Keselamatan (Safety Management System/ (SMS) in accordance with Law No. 1 of 2009 concerning
SMS) sesuai dengan Undang Undang Nomor 1 tahun 2009 Aviation which aimed to guaranteeing the safety of aircraft
tentang Penerbangan yang bertujuan untuk memberikan operations at airports. Policies related to the implementation
jaminan keselamatan operasi pesawat di bandar udara. of SMS were listed in Directors Decree No. KEP.38 / OP.01 /
Kebijakan terkait dengan penerapan SMS tercantum dalam 2009 Concerning Safety Management Systems at Airports
Keputusan Direksi No. KEP.38/OP.01/2009 Tentang Sistem managed by PT Angkasa Pura I (Persero) and KEP.64 /
Manajemen Keselamatan di Bandar Udara yang dikelola PT HK.03 / 2009 concerning Discussion of penalties in the Non-
Angkasa Pura I (Persero) dan KEP.64/HK.03/2009 Tentang Punitive Reporting Policy at PT Angkasa Pura I (Persero)
Pembahasan dari hukuman dalam Sistem Manajemen and Safety Circular Circular No. ED.30 / OP.02 / 2017 / DU
Keselamatan (Non-Punitive Reporting Policy) di PT Angkasa about the Implementation of a Safety Management System.
Pura I (Persero) serta Edaran Keselamatan Safety Circular In order to realize the Safety Policy, all of the Company's
No. ED.30/OP.02/2017/DU tentang Implementasi Safety Management and Employees strove to:
Management System. Untuk mewujudkan Kebijakan
Keselamatan tersebut, maka seluruh Jajaran Manajemen
Perusahaan dan Pegawai berupaya untuk:
a. Mencegah terjadinya incident, serious incident dan a. Preventing incidents, serious incidents and accidents
accident melalui identifikasi hazard dan promosi through hazard identification and safety promotion.
keselamatan.
b. Mematuhi seluruh peraturan perundangan dan b. Complying with all regulations and other requirements
persyaratan lainnya terkait Keselamatan serta related to Safety and evaluation of compliance.
evaluasi terhadap kepatuhannya.
c. Secara berkesinambungan melakukan pembinaan, c. Continuously guiding, implementing, and maintaining
penerapan, dan pemeliharaan Keselamatan di Safety in the Company's environment;
lingkungan Perusahaan;
d. Melakukan evaluasi terhadap pelaksanaan d. Conducting an evaluation of the implementation of
Keselamatan guna terciptanya peningkatan Safety in order to create continuous improvement in
Keselamatan secara berkelanjutan. Safety.
Kebijakan Keselamatan PT Angkasa Pura I (Persero) PT Angkasa Pura I (Persero) Safety Policy is communicated
dikomunikasikan kepada seluruh Pegawai dan stakeholder to all Employees and related stakeholders to be followed and
terkait agar dipatuhi serta ditinjau secara berkala oleh Direksi. reviewed regularly by the Directors.

Aspek Keselamatan Kerja merupakan salah satu hal yang The Safety Aspect was one of the aspects that had become
jadi perhatian manajemen Perseroan. Perseroan berupaya the concern of the Company's management. The Company
untuk menciptakan lingkungan kerja yang selamat, aman dan strove to create a safe, secure and comfortable work
nyaman untuk mendukung terciptanya kinerja Perseroan yang environment to support the creation of optimal Company
optimal. Kebijakan terkait keselamatan dan kesehatan kerja PT performance. Policies related to occupational safety
Angkasa Pura I (Persero) tercantum dalam Keputusan Direksi and health of PT Angkasa Pura I (Persero) were listed in
No. KEP.08/KP.10.43/2018 tanggal 24 Januari 2018 tentang Directors Decree No. KEP.08 / KP.10.43 / 2018 dated 24
Manual Sistem Manajemen Keselamatan dan Kesehatan Kerja January 2018 concerning Corporate Occupational Safety
(SMK3) Korporat PT Angkasa Pura I (Persero). PT Angkasa Health Management System Manual PT. Angkasa Pura I
Pura I (Persero) memiliki komitmen terhadap Keselamatan (Persero). PT Angkasa Pura I (Persero) had a commitment to
dan Kesehatan Kerja (K3) dengan memastikan bahwa potensi Occupational Safety Health (OSH) by ensuring that potential
bahaya dan risiko K3 dalam kegiatan Perusahaan dikendalikan hazards and OSH risks in Company activities were controlled
dengan tujuan untuk mencegah dan melindungi setiap orang, with the aim of preventing and protecting every person,
aset Perusahaan dan lingkungan sekitar dari kemungkinan Company assets and the surrounding environment from
terjadinya kecelakaan kerja dan penyakit akibat kerja. possible workplace accidents and work related diseases.

Untuk mencapai kepuasan Pengguna Jasa (Pelanggan) melalui To achieve the satisfaction of Service Users (Customers)
penerapan sistem yang efektif, termasuk proses-proses the company implemented effective system, including
untuk perbaikan sistem secara terus menerus dan jaminan processes for continuous system improvement and
kesesuaian dengan persyaratan pelanggan dan peraturan yang guarantee compliance with customer requirements and
berlaku sehingga menghasilkan layanan yang prima kepada applicable regulations in order to produce excellent service
pelanggan dan pihak – pihak lain yang berkepentingan. to customers and other interested parties.
Perseroan telah menetapkan rencana kerja untuk The Company had established a work plan to improve
meningkatkan kepuasan konsumen dengan melakukan customer satisfaction by conducting consumer complaints
kegiatan penyelesaian pengaduan konsumen dan settlement activities and conducting customer satisfaction
pelaksanaan survei kepuasan konsumen. Perseroan surveys. The company targeted to settle the complaints
menargetkan bahwa penyelesaian pengaduan di bawah under the Service Level Agreement (SLA). In addition, the
Service Level Agreement (SLA) yang ditetapkan. Di Company also targeted the high level of satisfaction of
samping itu, Perseroan juga menargetkan tingkat customers / users of airport services, namely above 4.0 on
kepuasan konsumen/pengguna jasa bandar udara yang a scale of 1 to 4.
tinggi, yaitu di atas 4,0 dari skala 1 sampai dengan 4.
Terkait dengan Keselamatan Operasi Bandar Udara, Related to Airport Operational Safety, the Company was
Perseroan juga berkomitmen untuk menerapkan, also committed to implementing, developing and improving
mengembangkan dan meningkatkan strategi sistem management system strategies and appropriate processes
manajemen dan proses yang sesuai untuk memastikan to ensure that all flight activities undertaken would prioritize
bahwa seluruh kegiatan penerbangan yang di lakukan akan flight safety in accordance with national and international
memprioritaskan keselamatan penerbangan yang sesuai standards contained in the Airport’s Manual of Safety
dengan standar nasional dan internasional yang tertuang Management System.
di dalam Safety Management System Manual Bandar Udara.
KEGIATAN ACTIVITIES
KESELAMATAN DAN KESEHATAN KERJA OCCUPATIONAL SAFETY HEALTH
PT Angkasa Pura I (Persero) berkomitmen untuk PT Angkasa Pura I (Persero) committed to provide the best
memberikan kinerja dan pelayanan terbaik dengan performance and service by reducing risks that had an
mengurangi risiko yang berdampak terhadap Safety impact on Safety, workplace accidents and work related
(keselamatan), kecelakaan kerja dan penyakit akibat kerja diseases in the Airport environment.
di lingkungan Bandar Udara.
Di samping itu, PT Angkasa Pura I (Persero) juga selalu In addition, PT Angkasa Pura I (Persero) also always
berkomitmen untuk meminimalkan risiko cidera bagi para committed to minimize the risk of injury to passengers in
penumpang di area bandar udara. Terkait dengan Keselamatan the airport area. Regarding Occupational Safety Health, the
dan Kesehatan Kerja (K3), Perseroan berusaha menempatkan Company strove to place Occupational Safety Health at the
K3 pada prioritas tertinggi dengan memastikan bahwa risiko highest priority by ensuring that Occupational Safety Health
K3 ditekan pada level yang dapat ditoleransi. risk was suppressed at levels that can be tolerated.
KEGIATAN KESELAMATAN DAN KESEHATAN KERJA OCCUPATIONAL SAFETY HEALTH ACTIVITIES FOR
UNTUK KEBANDARUDARAAN AIRPORT
PT Angkasa Pura I (Persero) memiliki komitmen terhadap PT Angkasa Pura I (Persero) has a commitment in improving
peningkatan budaya Keselamatan dan Kesehatan Kerja the culture of Occupational Safety Health (OSH) which aims
(K3) yang bertujuan untuk menjamin para pengguna to ensure the safety of airport service users to carry out
jasa bandar udara dapat beraktifitas dengan selamat dan activities in the area of the airport's work environment.
aman di area lingkungan kerja Bandar Udara.

769
2018 Annual Report
Beberapa upaya dari perseroan yang telah dilakukan Several efforts from the company that had been carried out
untuk memastikan pelaksanaan operasional penerbangan to ensure the implementation of flight operations especially
khususnya pada bidang K3 dapat berjalan selamat dan in the Occupational Safety Health field could be safe and
aman, antara lain: secure, including:
Kegiatan Sasaran Hasil

No.
Activity Target Result
1. Sertifikasi Sistem Untuk meningkatkan citra Hingga Tahun 2018, terdapat 13 (Tiga Belas) Bandar Udara
Manajemen Keselamatan Perusahaan, maka dilaksanakan yang berhasil mendapatkan Sertifikat SMK3, yaitu sebagai
dan Kesehatan Kerja Sertifikasi SMK3 berdasarkan PP berikut:
(SMK3); 50 Tahun 2012 di seluruh Bandar SMK3
Occupational Safety Health Udara yang dikelola oleh PT 1) Bandar Udara Internasional Jenderal Ahmad Yani
Management System Angkasa Pura I (Persero). Semarang capaian 87,3% (Memuaskan) → Bendera Emas.
Certification (SMK3); To improve the Company's image, 2) Bandar Udara Internasional I Gusti Ngurah Rai Bali capaian
the OSHMS Certification is based 89,15% (Memuaskan) → Bendera Emas.
on PP 50 of 2012 in all airports 3) Bandar Udara Internasional SAMS Sepinggan Balikpapan
managed by PT Angkasa Pura I capaian 89,15% (Memuaskan) → Bendera Emas.
4) Bandar Udara Internasional Adi Soemarmo Solo capaian
(Persero).
93,37% (Memuaskan) → Bendera Emas.
5) Bandar Udara Internasional Adisutjipto Yogyakarta capaian
92,16 % (Memuaskan) → Bendera Emas.
6) Bandar Udara Internasional El Tari Kupang capaian 90,36
% (Memuaskan) → Bendera Emas.
7) Bandar Udara Internasional Pattimura Ambon capaian
8) Bandar Udara Internasional Juanda Surabaya capaian
9) Bandar Udara Internasional Sultan Hasanuddin Makassar
capaian 92,16 % (Memuaskan) → Bendera Emas.
10) Bandar Udara Syamsudin Noor Banjarmasin capaian 90,96
% (Memuaskan) → Bendera Emas.
11) Bandar Udara Internasional Sam Ratulangi Manado
capaian 90,96 % (Memuaskan) → Bendera Emas.
12) Bandar Udara Internasional Lombok capaian 89,75%
(Memuaskan) → Bendera Emas.
13) Bandar Udara Internasional Frans Kaisiepo Biak capaian
OHSAS 18001:2007
1) Bandar Udara Internasional I Gusti Ngurah Rai Bali.
2) Bandar Udara Internasional SAMS Sepinggan Balikpapan.
3) Bandar Udara Internasional Adi Soemarmo Solo.
Until 2018, there were 13 (Thirteen) Airports that had managed to

obtain a SMK3 Certificate, namely as follows:
SMK3
1) Jenderal Ahmad Yani International Airport Semarang
achieved 87.3% (Satisfactory) → Gold Flag.
2) I Gusti Ngurah Rai International Airport Bali achieved 89.15%
3) SAMS Sepinggan International Airport Balikpapan achieved
89.15% (Satisfying) → Gold Flag.
4) Adi Soemarno International Airport Solo achieved 93.37%
(Satisfying) → Gold Flag.
5) Adisutjipto International Airport Yogyakarta achieved 92.16%
6) El Tari International Airport Kupang achieved 90.36%
7) Pattimura International Airport Ambon achieved 90.96%
(Satisfactory) → Gold Flag.
8) Juanda International Airport Surabaya achieved 92.77%
9) Sultan Hasanuddin International Airport Makassar achieved
10) Syamsudin Noor Airport Banjarmasin achieved of 90.96%
11) Sam Ratulangi International Airport Manado achieved
12) Lombok International Airport Praya achieved 89.75%
13) Frans Kaisiepo International Airport Biak Achieved 89.15%
(Satisfying) → Gold Flags.
OHSAS 18001: 2007

1) I Gusti Ngurah Rai International Airport Bali.
2) SAMS Sepinggan International Airport Balikpapan.
3) Adi Soemarno International Airport Solo.


No.
2. Sertifikasi Fasilitas dan Memastikan kesiapan fasilitas Fasilitas dan peralatan di seluruh Bandar Udara yang dikelola
Peralatan secara berkala; dan peralatan dalam kondisi baik oleh PT Angkasa Pura I (Persero) telah tersertifikasi oleh
Periodic facilities and dan layak pakai sesuai dengan Direktorat Jenderal Perhubungan Udara dan Dinas Tenaga
equipment certification; peraturan perundang-undangan Kerja setempat.
yang berlaku. Facilities and equipment in all airports managed by PT Angkasa
Ensuring the readiness of facilities Pura I (Persero) had been certified by the Directorate General of
and equipment in good and feasible Civil Aviation and the local Manpower Office.
conditions in accordance with
applicable laws and regulations.
3. Sertifikasi Personil sesuai 1. Bentuk kepatuhan terhadap Personil di seluruh Bandar Udara yang dikelola oleh PT Angkasa
bidang kerjanya. peraturan perundang- Pura I (Persero) telah tersertifikasi oleh Direktorat Jenderal
Personnel certification undangan yang berlaku. Perhubungan Udara dan Kementerian Ketenagakerjaan.
according to their field of 2. Memastikan personil Personnel at all airports managed by PT Angkasa Pura I (Persero)
work. memenuhi kompetensi sesuai have been certified by DGCA and the Ministry of Manpower.
dengan bidang kerjanya.
1. Compliance realization with
applicable laws and regulations.
2. Ensuring personnel meet
competencies in accordance
with their fields of work.
4. Sosialisasi dan Seminar Meningkatkan kesadaran Sosialisasi dan Seminar K3 bagi para stakeholder rutin
K3 bagi para stakeholder. akan pentingnya Keselamatan dilaksanakan minimal 1 (satu) tahun sekali di seluruh Bandar
OSH socialization and dan Kesehatan Kerja (K3) di Udara yang dikelola oleh PT Angkasa Pura I (Persero)
seminar for stakeholders. lingkungan kerja PT Angkasa Pura OSH socialization and seminars for stakeholders are routinely
I (Persero) carried out at least once a year at all airports managed by PT
Increasing awareness of the Angkasa Pura I (Persero)
importance of Occupational
Safety Health (OSH) in the work
environment of PT Angkasa Pura I
(Persero)
5 Safety Briefing untuk para Meningkatkan kesadaran akan Safety Brieifng rutin dilakukan rutin sebelum memulai
Kontraktor, Vendor, Tenan pentingnya Keselamatan dan pekerjaan dilaksanakan di sisi udara maupun sisi darat yang
dan Stakeholder. Kesehatan Kerja (K3) dalam melibatkan Kontraktor, Vendor, Tenan dan Stakeholder.
Safety Briefing for setiap pelaksanaan pekerjaan di The routine Safety Briefing is carried out routinely before starting
Contractors, Vendors, wilayah sisi udara atau sisi darat. work carried out on the air side or land side involving contractors,
Tenants and Stakeholders. Increasing awareness of the vendors, tenants and stakeholders.
importance of Occupational Safety
Health (OSH) in carrying out work
on the air or land side.
6 Defensive Safety Driving 1. Meningkatkan kesadaran Defensive Safety Driving Course telah dilaksanakan di Bandar
Course bagi Mitra Kerja peserta akan pentingnya tertib Udara Internasional I Gusti Ngurah Rai – Bali, Bandar Udara
Airlines dan Ground berlalu-lintas di wilayah sisi Sultan Hasanuddin Makassar, Bandar Udara Sam Ratulangi
Handling. udara. Manado yang melibatkan personil dari seluruh Airlines, Ground
Defensive Safety Driving 2. Mengetahui peraturan Handling dan Otoritas Bandar Udara.
Course for Airlines and berkendara di sisi udara sesuai The Defensive Safety Driving Course was held at I Gusti Ngurah
Ground Handling Partners. peraturan yang berlaku. Rai International Airport Bali, Sultan Hasanuddin International
3. Mengerti dan mampu Airport Makassar, Sam Ratulangi International Airport Manado
mengendara secara aman. involving personnel from all Airlines, Ground Handling and
1. Increasing participants' Airport Authority.
awareness of the importance
of orderly traffic on the air side
region.
2. Knowing the rules for driving
on the air side according to
applicable regulations.
3. Understanding and being able to
drive safely.
7 Kampanye dan Promosi Meningkatkan pemahaman serta Kampanye dan Promosi K3 telah dilakukan di seluruh Bandar
K3 di Bandar Udara. kesadaran bagi pengguna jasa Udara yang dikelola oleh PT Angkasa Pura I (Persero).
OSH Campaign and akan pentingnya Keselamatan OSH campaigns and promotions have been carried out in all
Promotion at the Airport. dan Kesehatan Kerja (K3) di airports managed by PT Angkasa Pura I (Persero).
lingkungan kerja khusunya di area
terminal Bandar Udara.
Increasing understanding and
awareness of service users on
the importance of Occupational
Safety Health (OSH) in the work
environment especially in the
Airport terminal area.

771
2018 Annual Report

No.
8 Pelatihan Penggunaan 1. Untuk memastikan kesiapan Kegiatan “Pelatihan Penggunaan Alat Pemadam Api Ringan
Alat Pemadam Api Ringan personil Tim Tanggap Darurat (APAR)” adalah :
(APAR) bagi Mitra Kerja Kantor Pusat maupun kantor 1. Mengetahui cara pengunaan APAR.
dan Mitra Usaha. cabang PT Angkasa Pura I 2. Meningkatkan kepedulian terhadap terhadap kondisi
Fire Extinguisher Training (Persero) dalam menghadapi lingkungan kerja di gedung perkantoran.
for employee and business dan menanggulangi keadaan 3. Meningkatkan pengetahuan dan keterampilan dalam
partner. menanggulangi keadaan darurat kebakaran gedung
darurat kebakaran gedung;
perkantoran
2. Untuk memberikan 4. Pelaksanaan pelatihan penggunaan APAR rutin dilakukan
pengetahuan dan keterampilan minimal 1 kali dalam setahun.
dalam menanggulangi keadaan The activities of Fire Extinguisher Training are :
darurat kebakaran gedung 1. Understanding how to use APAR.
perkantoran kepada Mitra Usaha 2. Increasing awareness of the conditions of the work
dan Mitra Kerja yang beraktifitas environment in office buildings.
di wilayah bandar udara PT 3. Increasing knowledge and skills in overcoming fire emergency
Angkasa Pura I (Persero.) office buildings
1. To ensure readiness personnel 4. Implementing of training on the use of APAR is routinely
of the Head Office Emergency carried out at least once a year.
Response Team and PT Angkasa
Pura I (Persero) branch office
in dealing with and overcoming
building fire emergencies;
2. To provide knowledge and
skills in overcoming the fire
emergency of office buildings to
Business Partners operating in
the airport area of PT Angkasa
Pura I (Persero.)
9 Simulasi Latihan Tanggap Untuk memastikan kesiapan Pelaksanaan latihan tanggap darurat dilaksanakan secara
Darurat. personil Tim Tanggap Darurat berkala dengan melibatkan unit – unit terkait di lingkungan
Emergency Response Kantor Cabang PT Angkasa Pura I internal maupun eksternal. Beberapa hal yang menjadi fokus
Exercise Simulation. (Persero) dalam menghadapi dan perhatian dalam pelaksanaan latihan ini, antara lain :
menanggulangi keadaan darurat. 1) Memahami konsep Perencanaaan Tanggap Darurat (ERP)
To ensure the readiness of the secara efektif sehingga pengendalian dapat dilakukan
personnel of the PT Angkasa Pura I secara cepat dan tepat.
(Persero) Branch Office Emergency 2) Mencegah kesimpang siuran dalam menghadapi kondisi
Response Team in dealing with and darurat (tidak gugup dan panik).
overcoming emergencies. 3) Mencegah terjadinya kerugian materi maupun materi yang
lebih besar (korban jiwa, kerusakan fasilitas/peralatan, dll).
4) Meningkatkan pengetahuan dan keterampilan dalam
menanggulangi keadaan darurat di lingkungan Bandar Udara.
The implementation of emergency response exercises is carried
out periodically by involving related units in the internal and
external environment. Some of the things that are the focus of
attention in the implementation of this exercise include:
1) Understanding the concept of Emergency Response Planning
(ERP) effectively so that control can be done quickly and
precisely.
2) Preventing confusion in the face of emergencies (not nervous
and panic).
3) Preventing the occurrence of greater material and material
losses (fatalities, damage to facilities / equipment, etc.).
4) Increasing knowledge and skills in dealing with emergencies in
the airport environment.
SAFETY MANAGEMENT SYSTEM SAFETY MANAGEMENT SYSTEM

Dalam upaya memberikan jaminan keselamatan operasi In an effort to guarantee the safety of the operation of the
bandar udara perseroan menerapkan 4 (empat) pilar airport, the company implemented 4 (four) pillars of the
Sistem Manajemen Keselamatan (Safety Management Safety Management System with the following activities:
System) dengan kegiatan antara lain sebagai berikut:
1. Kebijakan dan sasaran keselamatan (Safety Policy) 1. Safety policies and targets (Safety Policy)
a. Komitmen dan Tanggung Jawab Manajemen; a. Management Commitments and Responsibilities;
b. Tanggung Jawab Keselamatan; b. Safety Responsibility;
c. Penunjukkan Safety Manager/Officer; c. Appointment of Safety Manager / Officer;
d. Koordinasi rencana penanggulangan Gawat d. Coordination of Emergency Management plans; and
Darurat; dan
e. Dokumentasi SMS. e. SMS documentation.
2. Manajemen risiko keselamatan (Safety Risk Management) 2. Safety risk management
a. Identifikasi bahaya/gangguan; dan a. Identification of hazards / disturbances; and
b. Penilaian dan mitigasi risiko. b. Risk assessment and mitigation.
3. Jaminan Keselamatan (Safety Assurance) 3. Safety Assurance
a. Pengukuran dan monitoring kinerja keselamatan; a. Measuring and monitoring safety performance;
b. Manajemen terhadap perubahan; dan b. Management of change; and

c. Peningkatan berkelanjutan terhadap sistem c. Sustainable improvement in the safety management

manajemen keselamatan (Safety Management system.
System).
4. Promosi Keselamatan (Safety Promotion) 4. Safety Promotion (Safety Promotion)
a. Pendidikan dan/atau pelatihan; dan a. Education and / or training; and
b. Sosialisasi keselamatan. b. Safety socialization.
Adapun program kerja terkait dengan pelaksanaan Safety The work programs related to the implementation of the
Management System yang telah dilaksanakan Perseroan Safety Management System that had been implemented by
sepanjang tahun 2018 adalah sebagai berikut. the Company throughout 2018 were as follows.
Program Kerja Dasar Program Keterangan

No.
Program Objective of the Program Description
1. Pelatihan dalam Negeri Untuk meningkatkan pengetahuan terkait SMS Telah dilaksanakan pelatihan ACI - SMS for
Domestic Training berdasarkan pada peraturan ICAO, meningkatkan Executive Managers pada tanggal 24 - 27 Juli
kepedulian Single Accuntable dalam 2018 sesuai dengan SPRINT Direksi Nomor
mengembangkan dan mengimplementasikan 240/DL.04.02/2018 dan 240/DL.04.02/2018
SMS serta membangun budaya keselamatan di di Denpasar Bali.
bandar udara. ACI training had been carried out - Safety
To increase knowledge related to Safety Management for Executive Managers on July 24-
Management based on ICAO regulations, to 27 2018 according to SPRINT Directors number
increase awareness of Single Accuntable in 240 / DL.04.02 / 2018 and 240 / DL.04.02 / 2018
developing and implementing Safety Management in Denpasar Bali.
and to build safety culture at the airport.
2. Rapat Kerja SMS Untuk menyamakan persepsi di dalam Telah dilaksanakan Internal Coordination Safety
Department dan melaksanakan program terkit dengan Meeting/Rapat Kerja SMS Departmen dan
Workshop Safety implementasi Safety Management System Workshop SRS PT Angkasa Pura I (Persero) pada
Reporting System (SMS) di kantor pusat dan kantor cabang serta tanggal 27 s.d 29 Maret 2018 di Banjarmasin.
Angkasa Pura I (SRS.AP1) memperkenalkan sistem pelaporan keselamatan The Safety Management Department's Internal
Tahun 2018 berbasis online. Coordination Safety Meeting / Work Meeting and
Work meeting of Safety To equalize perceptions in implementing the SRS.AP1 Workshop have been held on 27 March 29,
Management Department program related to the implementation of safety 2018 in Banjarmasin.
dan Workshop Safety management at the head office and branch offices
Reporting System of as well as to introduce an online-based safety
Angkasa Pura I (SRS.AP1) reporting system.
Tahun 2018
3. Airport Emergency Untuk mengukur kemampuan personil dan Telah dilaksanakan Latihan Penanggulangan
Exercise in Safety Aspect peralatan setiap unit yang terlibat serta Keadaan Darurat (PKD) Bandar Udara SUB, BPN,
(PKD) kepatuhan di dalam melaksanakan SOP dalam MDC, SRG, SOC, KOE dan DPS.
rangka kesiapan menanggulangi keadaan SUB Airport, BPN, MDC, SRG, SOC, KOE and DPS
darurat menurut bidang tugasnya serta menguji Emergency Response Exercises (PKD) had been
dokumen/prosedur yang berlaku. implemented.
To measure the ability of personnel and equipment
of each unit involved as well as to compliance in
implementing SOPs in the framework of readiness
to deal with emergencies according to their
field of duty and to test applicable documents /
procedures.
4. Safety Courtesy Visit Untuk menjalin hubungan kerjasama dengan Telah dilaksanakan Safety Courtesy Visit
KNKT (Komite Nasional Keselamatan Nasional) sekaligus buka bersama dengan KNKT dan DJU
dan DJU (Direktorat Jenderal Perhubungan di Hotel Grand Mercure Jakarta pada tanggal 05
Udara) sebagai regulator dan lembaga yang Juni 2018.
menangani keselamatan nasional khususnya Safety Courtesy Visit had been held at the same
keselamatan penerbangan serta untuk time as iftar together with the NTSC and DJU at
mendapatkan best practices dari KNKT dan DJU the Grand Mercure Hotel Jakarta on June 5, 2018.
terkait dengan keselamatan penerbangan.
To establish a cooperative relationship with
the NTSC (National Safety Committee) and
DJU (Directorate General of Civil Aviation) as
regulators and institutions that handled national
safety, especially aviation safety and to obtain best
practices from NTSC and DJU related to aviation
safety.
5. Investigasi Internal Upaya pencegahan terulangnya kembali suatu Pendampingan KNKT atas nama Dedy Sri
Internal Investigation kejadian dan berprinsip tidak mencari siapa Cahyono terkait kejadian pesawat Garuda
salah (no blame policy). Indonesia PK GRP dari AMQ – SUB mengalami
Efforts to prevent recurrence of an incidence and insiden pada saat mendarat di Bandar Udara
to increase principle by not looking for who was the Juanda main wheel sebelah kanan menyerempet
wrong party (no blame policy). cover Runway Light 28 pada saat touch down
pada tanggal 19 Januari 2018.
Assistance to NTSC in the name of Dedy Sri
Cahyono related to the incident of Garuda
Indonesia PK GRP from AMQ - SUB experienced an
incident when landing at Juanda Airport: the right
of main wheel grazed the cover of Runway Light 28
at the touch down on January 19, 2018.

773
2018 Annual Report
Program Kerja Dasar Program Keterangan

No.
Program Objective of the Program Description
6. Safety Audit oleh Ditjen Untuk memastikan pemenuhan peraturan Telah dilaksanakan Audit Keselamatan Operasi
Hubud keselamatan penerbangan yang dilaksanakan Bandar Udara di Bandar Udara SUB, BPN, UPG,
Safety Audit by General oleh penyedia jasa penerbangan dan pemangku DPS, SRG dan MDC.
Director of Transportation kepentingan lainnya di bandar udara. An Airport Operational Safety Audit had been
To ensure compliance with aviation safety conducted at SUB Airport, BPN, UPG, DPS, SRG
regulations carried out by aviation service and MDC.
providers and other stakeholders at airports.
7. Airport SMS Audit Untuk memastikan hasil implementasi dan Telah dilaksanakan Airport SMS Audit Internal di
Internal efektifitas SMS di bandar udara. Bandar Udara BIK, AMQ, BDJ, LOP, SOC dan KOE.
Internal Audit of Airport To ensure the results of the implementation and Internal Audit of Airport Safety Management had
Safety Management effectiveness of Safety Management at airports. been carried out at BIK, AMQ, BDJ, LOP, SOC and
KOE Airports.
8. Safety Review Untuk menyamakan persepsi terkait konsep Telah dilaksanakan Safety Review tahun 2018 di
Keselamatan Bandar Udara, Pengelolaan dan Padjadjaran Suites Bogor pada tanggal 21 – 23
Sistem Pengelolaan keselamatan Bandar Udara. November 2018.
To equalize perceptions related to Airport Safety A Safety Review had been carried out in 2018 at
concepts, Management and Airport Safety Padjadjaran Suites Bogor on November 21-23,
Management Systems. 2018.
9. Safety Commitment Sebagai salah satu upaya dalam membangun Telah dilakukan penandatanganan komitmen
budaya keselamatan di seluruh tingkatan terhadap keselamatan penerbangan (Safety
manajemen operasional di bandar udara. Commitment) antara Direktur Utama PT Angkasa
As an effort to build a safety culture at all levels of Pura I (Persero) dengan General Manager 13
operational management at airports. (tiga belas) Kantor Cabang PT Angkasa Pura I
(Persero) pada tanggal 7 Desember 2018.
Signing of the commitment to flight safety (Safety
Commitment) between the Managing Director of PT
Angkasa Pura I (Persero) and the General Manager
of 13 (thirteen) PT Angkasa Pura I (Persero) Branch
Offices on December 7, 2018.
KEGIATAN SAFETY MANAGEMENT SYSTEM UNTUK SAFETY MANAGEMENT SYSTEM ACTIVITIES FOR AIRPORT
KEBANDARUDARAAN AFFAIRS
PT Angkasa Pura I (Persero) memiliki komitmen terhadap PT Angkasa Pura I (Persero) had a commitment to improving
peningkatan budaya Keselamatan yang bertujuan untuk Safety culture that aimed to ensure airport service users
menjamin para pengguna jasa bandar udara dapat to carry out activities safely in the area of the Airport
beraktifitas dengan selamat dan aman di area lingkungan work environment. Several efforts from the company had
kerja Bandar Udara. Beberapa upaya dari perseroan been carried out to ensure the implementation of flight
yang telah dilakukan untuk memastikan pelaksanaan operations especially in the field of safety to be safe and
operasional penerbangan khususnya pada bidang secure, including:
keselamatan (safety) dapat berjalan selamat dan aman,
antara lain:

No.
Agenda Target Result
1. Runway Safety Team Memastikan kesiapan fasilitas dan peralatan Fasilitas runway di seluruh Bandar Udara yang
runway dalam kondisi baik dan siap operasi. dikelola oleh PT Angkasa Pura I (Persero) dalam
Ensuring the readiness of runway facilities and kondisi baik dan siap operasional.
equipment in good condition and ready for The runway facilities in all airports managed by PT
operation. Angkasa Pura I (Persero) were in good condition
and operationally ready.
2. Bird Strike Committe Memantau hasil laporan populasi hewan liar dan Laporan secara rutin setiap gangguan binatag
burung di sekitar bandar udara. liar dan burung yang berpotensi membahayakan
Monitor report results the population of wild penerbangan.
animals and birds around the airport. Regularly report any of the wild animals and birds
that had the potential to endanger flights.
3. Ramp Safety Campaign Meningkatkan kepedulian terhadap keselamatan Terwujudnya implementasi 3S+1C (Safety,
penerbangan melalui kampanye keselamatan. Security, Services and Compliance).
Increasing awareness of aviation safety through The realization of the 3S + 1C implementation
safety campaigns. (Safety, Security, Services and Compliance).
4. Audit Internal SMS Memastikan proses dan prosedur beroperasi Telah dilaksanakan audit Internal SMS di 6
secara efektif untuk mencapai tujuan (enam) bandar udara pada tahun 2018.
keselamatan yang telah ditetapkan dan untuk The internal Safety Management audit had been
mengetahui sejauh mana implementasi SMS carried out at 6 (six) airports in 2018.
seluruh kegiatan operasional bandar udara.
Ensuring that processes and procedures to
effectively operate in achieving the established
safety objectives and to determine the extent to
which the Safety Management implementation of
all airport operations was implemented.


No.
5 Audit eksternal dengan Memastikan proses dan prosedur beroperasi Telah dilaksanakan audit Eksternal bersama DJU
melibatkan pihak secara efektif untuk mencapai tujuan di 7 (tujuh) bandar udara pada tahun 2018.
eksternal (Regulator) keselamatan yang telah ditetapkan dan untuk An external audit was conducted with DJU at 7
External Audit by mengetahui sejauh mana implementasi SMS (seven) airports in 2018.
participating external seluruh kegiatan operasional bandar udara
party (Regulator) dengan melibatkan Direktorat Jenderal
Perhubungan Udara selaku Regulator.
Ensuring that processes and procedures could
be operated effectively to achieve established
safety objectives and to determine the extent of
the implementation of the Safety Management of
all airport operations by involving the Directorate
General of Civil Aviation as the Regulator.
6 Latihan Penanggulangan Mengukur kemampuan personil dan peralatan Telah dilaksanakan latihan PKD di 7 (tujuh)
Keadaan Darurat setiap unit yang terlibat serta kepatuhan bandar udara PT Angkasa Pura I (Persero).
Emergency Management di dalam melaksanakan SOP dalam rangka PKD exercises had been held in 7 (seven) airports
Mitigation Practice kesiapan menanggulangi keadaan darurat of PT Angkasa Pura I (Persero).
menurut bidang tugasnya serta menguji
dokumen/prosedur yang berlaku.
Measuring the ability of personnel and equipment
of each unit involved as well as checking the
compliance in implementing SOPs as the readiness
to deal with emergencies according to the field of
duty as well as examining applicable documents /
procedures.
7 Foreign Object Debris Memastikan tidak adanya FOD yang berpotensi Telah dilaksanakan secara rutin setiap hari
(FOD) Cleaning menjadi hazard bagi keselamatan penerbangan Jumat di seluruh bandar udara PT Angkasa Pura
Ensuring the absence of FOD which had the I (Persero).
potential to become a hazard for flight safety. It had been carried out regularly every Friday at all
PT Angkasa Pura I (Persero) airports.
8 Safety Awareness/Safety Menerapkan 3S+1C pada setiap kegiatan Telah dilaksanakan safety awareness di 13 bandar
Promotion operasional bandar udara. udara PT Angkasa Pura I (Persero).
Implement 3S + 1C at every airport operational Safety awareness had been carried out at 13
activity. airports of PT Angkasa Pura I (Persero).
9 Safety Risk Assesment/ Memastikan potensi hazard yang dapat Telah dilaksanakan dan dilaporkan secara rutin.
Inspeksi Lapangan mengganggu operasional keselamatan The program had been carried out and reported
Safety Risk Assessment/ penerbangan. regularly.
Field Inspection Ensuring potential hazards that could disrupt
flight safety operations.
10 Pengecekan laporan hasil Memastikan kesiapan fasilitas dan peralatan Fasilitas runway di seluruh Bandar Udara yang
inspeksi runway runway dalam kondisi baik dan siap operasi. dikelola oleh PT Angkasa Pura I (Persero) dalam
Check reports on the Ensuring the readiness of runway facilities and kondisi baik dan siap operasional.
results of runway equipment in good condition and ready for Runway facilities in all airports managed by PT
inspections operation. Angkasa Pura I (Persero) were in good condition
and operationally ready.

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2018 Annual Report
LATIHAN PENGANGGULANGAN KEADAAAN DARURAT(PKD) DISASTER MANAGEMENT TRAINING

Tujuan pelaksanaan latihan Penanggulangan Keadaaan The objectives of the Disaster Management Training are as
Darurat adalah sebagai berikut: follows:
a. Untuk mengukur kemampuan personil dan peralatan a. To measure the ability of personnel and equipment
setiap unit yang terlibat serta kepatuhan di dalam of each unit involved as well as compliance in
melaksanakan Standar Operasional Prosedur (SOP) implementing the Standard Operating Procedure (SOP)
dalam rangka kesiapan menanggulangi keadaan in the framework of readiness to cope with emergencies
darurat menurut bidang tugasnya serta menguji according to their field of duty and to test applicable
dokumen/prosedur yang berlaku. documents/procedures.
b. Menghasilkan rekomendasi yang dapat digunakan b. Produce recommendations that can be used as optimal
seoptimal mungkin untuk mencegah kesalahan pada as possible to prevent mistakes during training and
saat latihan serta keadaan darurat sesungguhnya. actual emergencies.
Selama tahun 2018 telah dilaksanakan latihan PKD During 2018, 7 times the Disaster Management Training has
sebanyak 7 kali sebagai berikut: been carried out as follows:
PKD Lokasi Pelaksanaan Nilai PKD

No
Training Activity Location Implementation Score
1 PKD Ke-95 Bandar Udara Internasional Juanda Surabaya 15 Maret 2018 9.51
95th Training Juanda International Airport, Surabaya March 15, 2018
2 PKD Ke-96 Bandar Udara Internasional Sultan Aji Muhammad 19 April 2018 8.90
96th Training Sulaiman Sepinggan Balikpapan April 19, 2018
Sultan Aji Muhammad Sulaiman Sepinggan
International Airport, Balikpapan
3 PKD Ke-97 Bandar Udara Internasional Sam Ratulangi Manado 09 Agustus 2018 9.39
97th Training Sam Ratulangi International Airport, Manado August 9, 2018
4 PKD Ke-98 Bandar Udara Internasional Jenderal Ahmad Yani 20 September 2018 9.54
98th Training Semarang September 20, 2018
Jenderal Ahmad Yani International Airport, Semarang
5 PKD Ke-99 Bandar Udara Internasional Adi Soemarmo Solo 24 Oktober 2018 9.81
99th Training Adi Soemarmo International Airport, Solo October 24, 2018
6 PKD Ke-100 Bandar Udara Internasional El Tari Kupang 14 November 2018 9.44
100th Training El Tari International Airport, Kupang November 14, 2018
7 PKD Ke-101 Bandar Udara Internasional I Gusti Ngurah Rai Bali 13 Desember 2018 9.75
101st Training I Gusti Ngurah Rai International Airport, Bali December 13, 2018

AIRCRAFT RESCUE & FIRE FIGHTING (ARFF) CHALLANGES AIRCRAFT RESCUE & FIRE FIGHTING (ARFF) CHALLANGES
2018 2018
Airport Rescue and Fire Fighting (ARFF) Challenges Airport Rescue and Fire Fighting (ARFF) Challenges were
diselenggarakan oleh PT Angkasa Pura I (Persero) untuk organized by PT Angkasa Pura I (Persero) for a means of
sarana sosialisasi dan bertukar pikiran (sharing) antar socialization and sharing between professions in order to
sesama profesi dalam rangka meningkatkan kualitas diri improve the quality of personnel and groups themselves,
personil dan kelompok, serta menciptakan Personil ARFF and to create an alert and agile ARFF Personnel.
yang sigap dan tangkas.
Kegiatan ARFF Challenges Tahun 2018 mengusung The ARFF Challenges activity in 2018 carries the theme
tema “ARFF Challenges Meningkatkan Kerjasama dan "ARFF Challenges Enhancing Teamwork in Order to Support
Kekompakan Tim Dalam Rangka Mendukung Operation Operation Excelence", with the theme ”TEAM-SMART”
Excelence”, dengan mengusung tema ”TEAM-SMART” (Together Everyone Achieve More Specific Measurable
(Together Everyone Achieve More Specific Measurable Achievable Realistic Timely).
Achievable Realistic Timely).
Kegiatan dilaksanakan di Selaparang Lombok pada The activity was held in Selaparang Lombok on 6-8
tanggal 6-8 November 2018. Peserta berasal dari seluruh November 2018. Participants came from all the airports of
bandar udara PT Angkasa Pura I (Persero) dengan PT Angkasa Pura I (Persero) by presenting 5 (five) members
menghadirkan 5 (lima) anggota ARFF yang mewakili of ARFF representing each airport.
setiap bandar udara.
QUALITY MANAGEMENT QUALITY MANAGEMENT

Dalam rangka memenuhi persyaratan pelanggan baik In order to meet customer requirements both internally
internal maupun eksternal melalui penerapan system and externally through the implementation of an effective
yang efektif, Perseroan telah menentukan proses system, the Company determined the processes needed for
yang diperlukan bagi Sistem Manajemen Mutu dan the Quality Management System and its applications, as
penerapannya antara lain: follow:
1. Menetapkan masukan yang diperlukan dan keluaran 1. Establishing the needed input and expected output from
yang diharapkan dari proses; the process;
2. Menetapkan urutan dan interaksi proses; 2. Establishing sequence and interaction processes;
3. Menetapkan dan menerapkan kriteria, metode 3. Creating and implementing criteria, methods (including
(termasuk pengukuran dan indikator kinerja terkait) measurement and related performance indicators)
yang diperlukan untuk memastikan operasi dan needed to ensure effective operation and process
kendali proses yang efektif; control;
4. Menetapkan sumber daya yang diperlukan dan 4. Determining the resources needed and ensure
memastikan ketersediaannya; availability;
5. Menunjuk penanggung jawab dan yang memiliki 5. Appointing the person in charge and the authority for
kewenangan untuk proses tersebut; the process;
6. Menangani risiko dan peluang sesuai dengan 6. Handling risks and opportunities in accordance with
persyaratan; requirements;
7. Mengevaluasi metode untuk memantau, mengukur 7. Evaluating methods for monitoring, measuring and
dan mengevaluasi proses guna memastikan evaluating processes to ensure the desired results to be
tercapainya hasil yang diinginkan; dan achieved; and
8. Meningkatkan proses dan sistem manajemen mutu. 8. Improving quality management processes and systems.
Adapun program kerja terkait dengan pelaksanaan The work program related to the implementation of Quality
Quality Management yang telah dilaksanakan Perseroan Management that had been implemented by the Company
sepanjang tahun 2018 adalah sebagai berikut. throughout 2018 can be described as follows.

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2018 Annual Report

No.
Work Program Target Result
1. Rapat Kerja/Quality Untuk menyelaraskan program Telah dilaksanakan pada tanggal 1 - 3 Maret 2018 di Solo,
Meeting Quality kerja dan menyamakan persepsi dengan hasil:
Management Department Kantor Cabang dengan Kantor 1) Kantor Cabang berkomitmen untuk konsisten menerapkan
Semester I Pusat demi tercapainya Sistem Manajemen Mutu ISO 9001:2015 sesuai dengan
Work meeting /Quality Roadmap 5 tahun kedepan yang persyaratan yang berlaku.
Meeting Quality telah ditetapkan oleh Kantor 2) Setting-up dan Sertifikasi Pelayanan Jasa Kargo dan Pos
Management Department Pusat. Pesawat Udara (PJKP2U) akan dilakukan di 13 (Tiga Belas)
Semester I To harmonize the work program Cabang.
and equalize the perceptions of 3) Rapat Tinjauan Manajemen (RTM) dilakukan minimal setiap
the Branch Office and Head Office triwulan sekali oleh Cabang dan dilaporkan dalam laporan
in order to achieve the Roadmap triwulanan.
for the next 5 years determined by 4) QM Pusat akan mengadakan Video Conference (Vicon)
the Head Office. dengan Quality Management Cabang setiap 3 (tiga) bulan
sekali.
5) Quality Management Cabang akan memfasilitasi dan
melakukan monitoring kegiatan review dan updating
dokumen-dokumen AM, AEP, SMS Manual, ASP dan
Prosedur Mutu dan Instruksi Kerja)
6) Quality Management Cabang agar mendorong unit-unit
di kantor cabang untuk melengkapi Prosedur Mutu dan
Instruksi Kerja pada proses yang belum mempunyai
Prosedur Mutu dan Instruksi Kerja.
7) Review / evaluasi Pedoman Mutu dari semua Cabang
Bandar Udara secara korporat.
It had been held on March 1 to 3, 2018 in Solo, with the results:
1) Branch Offices were committed to consistently implementing
the ISO 9001: 2015 Quality Management System in accordance
with applicable requirements.
2) Setting-up and Certification of Cargo and Aircraft Post
Services would be conducted at 13 (Thirteen) Branches.
3) Management Review Meetings (RTM) were conducted at least
every quarter by the Branch and reported in quarterly reports.
4) QM Center would hold a Video Conference (Vicon) with Branch
Quality Management every 3 (three) months.
5) Quality Management Branch would facilitate and monitor
activities to review and update AM, AEP documents, SMS
Manuals, ASP and Quality Procedures and Work Instructions)
6) Quality Management Branch in order to encourage units in
branch offices to complete the Quality Procedure and Work
Instruction in processes that did not have a Quality Procedure
and Work Instructions.
7) Review / evaluation of the Quality Guidelines from all Airport
Branches corporate.
2. Penilaian Mutu Untuk memastikan kegiatan Telah dilaksanakan Penilaian Mutu pada:
Pelaksanaan PKD (7 Pelatihan Keadaan Darurat telah 1) Bandar Udara Internasional Juanda Surabaya (13 - 15 Maret
Bandar Udara : SUB, dilaksanakan sesuai dengan 2018).
BPN, MDC, SRG, SOC, peraturan yang berlaku. 2) Bandar Udara Internasional SAMS Sepinggan Balikpapan
KOE dan DPS) To ensure Emergency Training (23 - 26 Maret 2018).
Quality Assessment of activities that had been carried 3) Bandar Udara Internasional Sam Ratulangi Manado (27 - 30
PKD Implementation (7 out in accordance with applicable Agustus 2018).
Airports: SUB, BPN, MDC, regulations. 4) Bandar Udara Internasional Jenderal Ahmad Yani Semarang
SRG, SOC, KOE and DPS) (18 - 22 September 2018).
5) Bandar Udara Internasional Adi Soemarmo Solo (24
Oktober 2018).
6) Bandar Udara Internasional El Tari Kupang (14 November 2018.
7) Bandar Udara Internasional I Gusti Ngurah Rai Bali (12
Desember 2018).
Quality Assessment had been carried out at:
1) Juanda International Airport Surabaya (March 13-15, 2018).
2) SAMS Sepinggan Balikpapan International Airport (March 23-
26, 2018).
3) Sam Ratulangi International Airport Manado (August 27-30, 2018).
4) Jenderal Ahmad Yani International Airport Semarang (18-22,
September 2018).
5) Adi Soemarmo International Airport Solo (October 24, 2018).
6) El Tari International Airport Kupang (November 14, 2018.
7) I Gusti Ngurah Rai International Airport Bali (December 12, 2018).


No.
3. Pelatihan Sistem Untuk menambah wawasan Telah dilaksanakan pada tanggal 08 - 12 Oktober 2018 di Center
Manajemen Mutu dan peserta tentang Sistem for Exellence PT Angkasa Pura I (Persero), dengan peserta 25
Audit Mutu Internal ISO Manajemen Mutu ISO 9001:2015 (dua puluh lima) orang perwakilan Department Head, Section
9001:2015 serta Audit Mutu Internal Head beserta Staf dari 13 (tiga belas) Cabang.
Quality Management sehingga nantinya diharapkan It had been held on October 8-12, 2018 at PT Angkasa Pura I
System Training and peserta dapat menjadi (Persero) Center for Excellence, with 25 (twenty five) participants
Internal Quality Audit ISO melakukan Audit Mutu Internal di representing Department Head, Section Head and Staff from 13
9001: 2015 Kantor Cabang masing-masing. (thirteen) Branches.
To add the knowledge to the
participants about the ISO
9001: 2015 related to Quality
Management System and Internal
Quality Audit so that participants
were expected to be able to carry
out Internal Quality Audits at their
respective Branch Offices.
4. Audit Mutu Internal Untuk menilai penerapan Sistem Telah dilaksanakan Audit Mutu Internal di 12 Cabang Bandar
Sistem Manajemen Mutu Manajemen Mutu (SMM) ISO Udara, kecuali Bandar Udara Internasional Jenderal Ahmad
ISO 9001:2015 9001:2015 Kantor Cabang Yani Semarang.
Internal Quality Audit of serta kesiapan Cabang untuk Internal Quality Audit had been carried out at 12 Airport Branches,
the Quality Management melakukan Sertifikasi SMM ISO except the Jenderal Ahmad Yani International Airport, Semarang.
System ISO 9001: 2015 9001:2015.
To assess the application of the
Quality Management System
(QMS) of ISO 9001: 2015 Branch
Offices and readiness of Branches
to carry out ISO 9001: 2015 QMS
Certification.
5 Pendampingan Audit Untuk mendampingi Kantor Telah dilaksanakan pendampingan Audit Eksternal Sertifikasi
Eksternal ISO 9001:2015 Cabang dalam pelaksanaan dan Surveillance ISO 9001:2015 di 12 cabang Bandar Udara,
(12 Cabang) dalam Audit Sertifikasi maupun Audit kecuali Bandar Udara Internasional Jenderal Ahmad Yani
rangka Surveillance Surveillance ISO 9001:2015 Semarang.
Audit kecuali Semarang Kantor Cabang. Assistance with ISO 9001: 2015 External Certification and
ISO 9001: 2015 External To assist Branch Offices in Surveillance Audit had been carried out at 12 airport branches,
Audit Assistance (12 conducting Certification Audit except the Jenderal Ahmad Yani International Airport, Semarang.
Branches) in order and ISO 9001: 2015 Branch
to conduct Audit Surveillance Audit.
Surveillance except
Semarang
6. Developing Document Untuk mendukung dan Telah dilaksanakan Workshop/Bimtek E-QMS dengan
Control Management semakin meningkatkan mengundang perwakilan Section Head dan Staf dari 13 (tiga
System “Electronic pengimplementasian Sistem belas) Cabang ke Kantor Pusat Jakarta pada tanggal 25 - 26
Quality Management Manajemen Mutu (SMM) berbasis September 2018.
Systenm (E-QMS)” ISO 9001:2015 dalam hal E-QMS Workshop had been carried out by inviting representatives
pengelolaan dan pendistribusian of the Section Head and Staff from 13 (thirteen) Branches to the
Dokumen Mutu (Pedoman Mutu, Jakarta Head Office on September 25-26 2018.
Prosedur Mutu dan Instruksi
Kerja).
To support and further improve
the implementation of the ISO
9001: 2015 Quality Management
System in terms of management
and distribution of Quality
Documents (Quality Guidelines,
Quality Procedures and Work
Instruction).
7 Setting-up dan Untuk menyiapkan 1) Telah dilaksanakan Pendampingan kegiatan Setting Up SMM
Sertifikasi PJKP2U pengimplementasian dan ISO 9001:2015 Ruang Lingkup PJKP2U di Bandar Udara
Bandar Udara Biak sertifikasi SMM ISO 9001:2015 Biak pada 8-15 Juli 2018
Setting-up and ruang lingkup Pelayanan Jasa 2) Telah dilaksanakan Pendampingan kegiatan Audit Mutu
Certification of Aircraft Kargo & Pos Pesawat Udara Eksternal Sertifikasi SMM ISO 9001:2015 Ruang Lingkup
Cargo And Postal (PJKP2U) di Bandar Udara Frans PJKP2U di Bandar Udara Biak pada tanggal 12 - 15
Services in Biak Airport Kaisiepo Biak. September 2018.
To prepare for the implementation 1) Assistance had been carried out in the activities of setting up
and certification of QMS ISO 9001: the ISO 9001: 2015 QMS System in the scope of Aircraft Cargo
2015 in the scope of Aircraft Cargo And Postal Services at Biak Airport on July 8-15, 2018
& Postal Services at Frans Kaisiepo 2) Mentoring of the External Quality Audit of QMS Certification
Airport Biak. ISO 9001: 2015 had been carried out. The scope of Aircraft
Cargo And Postal Services at Biak Airport is September 12 –
15, 2018.

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2018 Annual Report

No.
8 Pendampingan Audit Untuk mendampingi Kantor Telah dilaksanakan pendampingan Audit Safety DJU di 7 (tujuh)
Safety Direktorat Cabang pada kegiatan Audit cabang bandar udara yaitu:
Jenderal Perhubungan Safety yang dilaksanakan oleh 1) Bandar Udara Internasional Sultan Hasanuddin Makassar.
Udara (DJU) DJU. 2) Bandar Udara Internasional Juanda Surabaya.
Safety Audit Assistance To assist the Branch Office in the 3) Bandar Udara Internasional SAMS Sepinggan Balikpapan.
of the Directorate Audit Safety activities carried out 4) Bandar Udara Internasional I Gusti Ngurah Rai Bali.
General of Civil Aviation by DJU. 5) Bandar Udara Internasional Adisutjipto Yogyakarta.
(DJU) 6) Bandar Udara Internasional Jenderal Ahmad Yani Semarang.
7) Bandar Udara Internasional Sam Ratulangi Manado.
DJU Safety Audit assistance had been carried out in 7 (seven)
airport branches, namely:
1) Sultan Hasanuddin International Airport Makassar.
2) Juanda International Airport Surabaya.
3) SAMS Sepinggan International Airport Balikpapan.
4) I Gusti Ngurah Rai International Airport Bali.
5) Adisutjipto International Airport Yogyakarta.
6) Jenderal Ahmad Yani International Airport Semarang.
7) Sam Ratulangi International Airport Manado.
9 Benchmarking Airport • Untuk mendukung perusahaan Telah dilaksanakan Benchmarking pada tanggal 25-29
Quality Management menjadi pemimpin dalam Oktober 2018 ke Istanbul Sabiha Gokcen International Airport.
ISO 9001:2015 ke bisnis pengelola bandar udara Hasil benchmark:
Istanbul Sabiha Gokcen melalui penerapan Sistem 1) Quality Assurance Manager bertanggung jawab langsung
International Airport Manajemen Mutu berbasis ISO kepada CEO yang mengelola Quality, Customer Satisfaction,
Benchmarking Airport 9001:2015. Environmental dan Occupational Health, dan Safety
Quality Management • Untuk meningkatkan Management System dan selain itu juga guna mengukur
ISO 9001:2015 to Sabiha pemahaman dalam kepuasan penumpang, Quality Assurance Department
Gokcen International pengimplementasian Sistem membuat Airport Customer Satisfaction Performance
Airport, Istanbul Manajemen Mutu pada bandar Program melalui aplikasi touchscreen di setiap simpul-
udara berdasarkan Best simpul layanan kepada penumpang (Check in Area, SCP
Practices yang telah diterapkan Area dan Boarding Area) serta membuat form survei
di Istanbul Sabiha Gokcen kepuasan penumpang secara mandiri.
International Airport. 2) ISG telah menerapkan ISO 9001 versi 1994, versi 2000,
• To support the company to 2008, migrasi ke versi 2015 dan telah tersertifikasi ISO
become a leader in airport 9001:2015 untuk ruang lingkup Terminal Operation sejak 2
management business through Maret 2018 oleh Lloyd’s Register.
the implementation of an ISO 3) Setiap pihak yang beroperasi di terminal, wajib memiliki
9001: 2015 based on Quality sertifikat ISO dan diaudit setahun sekali oleh Airport
Management System and. Authority (Airport Management and Aviation Industries Inc. -
• To improve understanding HEAS).
in implementing the Quality 4) ISG memiliki Integrated Management System yang
Management System at the mengintegrasikan Quality, Customer Satisfaction,
airport based on the Best Environmental dan Occupational Health, dan Safety
Practices that had been Management System.
implemented in Sabiha Gokcen Benchmarking was held on October 25-29, 2018 to Istanbul
International Airport, Istanbul. Sabiha Gokcen International Airport. Benchmark resulted:
1) Quality Assurance Manager was directly responsible to the CEO
who managed Quality, Customer Satisfaction, Environmental
and Occupational Health, and Safety Management System
and in addition to measuring passenger satisfaction, the
Quality Assurance Department makes the Airport Customer
Satisfaction Performance Program through a touchscreen
application at each node - services to passengers (Check
in Area, SCP Area and Boarding Area) and made passenger
satisfaction survey forms independently.
2) ISG had implemented ISO 9001 version 1994, version 2000,
2008, migrated to the 2015 version and has been ISO 9001:
2015 certified for the scope of Terminal Operation since March
2, 2018 by Lloyd’s Register.
3) Every party operating in the terminal had to have an ISO
certificate and be audited once a year by the Airport Authority
(Airport Management and Aviation Industries Inc. - HEAS).
4) ISG had an Integrated Management System that integrates
Quality, Customer Satisfaction, Environmental and
Occupational Health, and Safety Management System.


No.
10 Penandatangan Safety Untuk meningkatkan komitmen Telah dilaksanakan pendatangan Safety dan Quality
dan Quality Commitment seluruh stakeholder internal Commitment serta Serah Terima Sertifikat ISO 9001:2015
serta Serah Terima perusahaan dalam penerapan Ruang Lingkup PJP2U & PJP4U dan Sosialisasi ISO 9001:2015
Sertifikat ISO 9001:2015 SMM ISO 9001:2015. for Top Management pada tanggal 07 Desember 2018 di
Ruang Lingkup PJP2U To increase the commitment of hotel Four Season Jakarta, bersamaan dengan agenda Rapat
& PJP4U dan Sosialisasi all internal stakeholders of the Pimpinan.
ISO 9001:2015 for Top company in implementing ISO The introduction of Safety and Quality Commitments and the
Management 9001: 2015 QMS. Handover of ISO 9001: 2015 Certificates in the Scope of Passenger
Signing of Safety and Service Charge & Aircraft Landing, Placement And Storage
Quality Commitment Services and ISO 9001: 2015 for Top Management Socialization
and Handover of ISO on was held on December 7, 2018 at the Four Season Jakarta
9001: 2015 Certificates hotel, together with the agenda of the Leadership Meeting.
Scope of Passenger
Service Charge & Aircraft
Landing, Placement And
Storage Services and ISO
9001: 2015 Socialization
for Top Management
11 Rapat Koordinasi Untuk melaksanakan evaluasi Telah dilaksanakan kegiatan Rapat Monitoring dan Evaluasi
/ Quality Meeting dan review terhadap Program Quality Management Kantor Pusat dan 13 (tiga belas) Kantor
Quality Management Kerja yang telah dilaksanakan Cabang pada tanggal 18-20 Desember 2018 di Bali, dengan hasil:
Department Semester II oleh Kantor Pusat dan 1) 11 Bandar Udara PT Angkasa Pura I (Persero), kecuali SRG
(Rapat Monitoring dan & Kantor Cabang, serta untuk dan KOE, telah memperoleh Sertifikat Sistem Manajemen
Evaluasi) mendapatkan langkah-langkah Mutu ISO 9001:2015 ruang lingkup PJKP2U di Tahun 2018.
Coordination Meeting perbaikan demi peningkatkan 2) Bandar Udara Frans Kaisiepo Biak telah berhasil memperoleh
/ Quality Meeting of berkenlanjutan untuk Program Sertifikat Sistem Manajemen Mutu ISO 9001:2015 ruang
Quality Management Kerja Tahun 2019. lingkup PJP4U di Tahun 2018.
Department Semester II To carry out evaluations and 3) Telah dibuat Kesepakatan antara Kantor Pusat dan Kantor
(Monitoring & Evaluation reviews of the Work Program that Cabang yang tertuang dalam Berita Acara, dengan poin
Meeting) had been carried out by the Head sebagai berikut:
Office and Branch Offices, as well a. Kantor Cabang konsisten menerapkan SMM ISO 9001:2015
as to obtain corrective measures ruang lingkup PJP2U, PJP4U dan PJKP2U dengan
to improve sustainability for the melakukan re-sertifikasi/surveillance.
2019 Work Program. b. Pengukuran Quality Level PJP2U akan mengacu pada Level
of Service (LoS) seuai regulasi PM 178 tahun 2015 tentang
standar pelayanan dan persyaratan pengguna jasa Bandar
Udara yang diwakili oleh kriteria dalam survei ACI dan
INACA.
c. Kantor Pusat membuat kriteria pengukuran Quality Level
PJP4U dan PJKP2U yang mengacu pada kriteria Survei
INACA.
d. Kantor Pusat melakukan penyeragaman judul PM & IK
semua bandar udara dengan konten disesuaikan masing-
masing Bandar Udara.
e. Kantor Pusat membuat Quality Target berdasarkan RJPP.
Quality Management Monitoring and Evaluation Meeting had

been carried out in the Head Office and 13 (thirteen) Branch
Offices from December 18-20, 2018 in Bali, with the results of:
1) 11 PT Angkasa Pura I (Persero) Airports, except SRG and KOE,
obtained the ISO 9001: 2015 Quality Management System
Certificate for the Aircraft Cargo And Postal Services in 2018.
2) Frans Kaisiepo Airport Biak had succeeded in obtaining an
ISO 9001: 2015 Quality Management System Certificate for
Aircraft Landing, Placement And Storage Services in 2018.
3) Agreement had been made between the Head Office and
Branch Offices contained in the Minutes, with the following
points:
a. Branch Offices consistently apply QMS ISO 9001: 2015 scope
of Passenger Service Charge, Aircraft Landing, Placement And
Storage Services and Aircraft Cargo And Postal Services by
conducting re-certification / surveillance.
b. The Quality Level of Passenger Service Charge measurement
would refer to the Level of Service (LoS) according to the PM
178 2015 regulation on service standards and airport service
user requirements represented by criteria in the ACI and
INACA surveys.
c. The Head Office created measurement criteria for Quality
Level Aircraft Landing, Placement And Storage Services, And
Aircraft Cargo And Postal Services that referred to the criteria
of the INACA Survey.
d. The Head Office equitized the PM & IK titles of all airports with
customized content for each airport.
e. Head Office created Quality Targets based on RJPP.

781
2018 Annual Report
KEGIATAN QUALITY MANAGEMENT UNTUK QUALITY MANAGEMENT ACTIVITIES FOR THE AIRPORTS
KEBANDARUDARAAN
Beberapa upaya dari perseroan yang telah dilakukan Several efforts from the company had been made to ensure the
untuk memastikan penerapan Sistem Manajemen Mutu implementation of the ISO 9001: 2015 Quality Management
ISO 9001:2015 di Bandar Udara (Kantor Cabang), antara System at the Airports (Branch Offices), including:
lain:

No.
1. Sertifikasi Sistem Untuk memberikan jaminan mutu Hingga Tahun 2018, 13 (Tiga Belas) Bandar Udara telah
Manajemen Mutu layanan, meningkatkan citra Perusahaan tersertifikasi ISO 9001:2015 Ruang Lingkup PJP2U
Certification of dan menjaga kepercayaan Pelanggan (Pelayanan Jasa Penumpang Pesawat Udara), PJP4U
Quality Management kepada Perusahaan. (Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan
System To guarantee service quality, to improve Pesawat Udara) dan PJKP2U (Pelayanan Jasa Pos & Kargo
the Company's image and to maintain Pesawat Udara), kecuali Bandar Udara Jenderal Ahmad Yani
customer trust in the Company. Semarang dan Bandar Udara El Tari Kupang, dengan rincian
sebagai berikut :
PJP2U
Juli 2017)
2) Bandar Udara Internasional Juanda Surabaya (1
November 2018)
(16 Desember 2017)
(21 Juli 2017)
5) Bandar Udara Syamsudin Noor Banjarmasin (27
September 2017)
6) Bandar Udara Internasional Jenderal Ahmad Yani
Semarang (14 April 2017)
7) Bandar Udara Internasional Adisutjipto Yogyakarta (17
Januari 2018)
8) Bandar Udara Internasional Lombok (6 Desember 2017)
9) Bandar Udara Internasional Sam Ratulangi Manado (27
Juli 2017)
10) Bandar Udara Internasional Adi Soemarmo Solo (20 Juni
2017)
11) Bandar Udara Internasional El Tari Kupang (6 Desember
2018)
12) Bandar Udara Internasional Pattimura Ambon (7
Desember 2017)
13) Bandar Udara Internasional Frans Kaisiepo Biak (18
Desember 2017)
PJP4U
Juli 2017)
2) Bandar Udara Internasional Juanda Surabaya (8
Desember 2017)
(10 November 2017)
(14 Desember 2017)
5) Bandar Udara Syamsudin Noor Banjarmasin (29
Desember 2017)
6) Bandar Udara Internasional Ahmad Yani Semarang (12
Desember 2017)
7) Bandar Udara Internasional Adisutjipto Yogyakarta (22
Oktober 2017)
8) Bandar Udara Internasional Lombok (22 November 2017)
9) Bandar Udara Internasional Sam Ratulangi Manado (28
Juli 2017)
10) Bandar Udara Internasional Adi Soemarmo Solo (30
November 2017)
11) Bandar Udara Internasional El Tari Kupang (27 Desember
2017)
12) Bandar Udara Internasional Pattimura Ambon (20
Desember 2017)
13) Bandar Udara Internasional Frans Kaisiepo Biak
PJKP2U
1) Bandar Udara Internasional I Gusti Ngurah Rai Bali
2) Bandar Udara Internasional Juanda Surabaya
5) Bandar Udara Syamsudin Noor Banjarmasin
6) Bandar Udara Internasional Adisutjipto Yogyakarta
7) Bandar Udara Internasional Lombok
8) Bandar Udara Internasional Sam Ratulangi Manado
9) Bandar Udara Internasional Adi Soemarmo Solo
10) Bandar Udara Internasional Frans Kaisiepo Biak
11) Bandar Udara Internasional Pattimura Ambon


No.
Until 2018, 13 (Thirteen) Airports had been certified ISO 9001:
2015 in the Scope of Aircraft Passenger Services), Landing
Services, Placement and Storage of Aircraft and Aircraft Post &
Cargo Services, except Semarang Jenderal Ahmad Yani Airport
and El Tari Kupang Airport, with details as follows:
Passenger Service Charge

1) I Gusti Ngurah Rai International Airport Bali (July 14, 2017)
2) Juanda International Airport Surabaya (November 1, 2018)
(December 16, 2017)
4) Sultan Hasanuddin International Airport Makassar (July 21,
2017)
5) Syamsudin Noor Airport Banjarmasin (September 27,
2017)
6) Jenderal Ahmad Yani International Airport Semarang (April
14, 2017)
7) Adisutjipto International Airport Yogyakarta (January 17,
2018)
8) Lombok International Airport Praya (December 6, 2017)
9) Sam Ratulangi International Airport Manado (July 27, 2017)
10) Adi Soemarmo International Airport Solo (June 20, 2017)
11) El Tari International Airport Kupang (December 6, 2018)
12) Pattimura International Airport Ambon (December 7, 2017)
13) Frans Kaisiepo International Airport Biak (December 18,
2017)
Aircraft Landing, Placement And Storage Services

1) I Gusti Ngurah Rai International Airport Bali (July 18, 2017)
2) Juanda International Airport Surabaya (December 8, 2017)
(November 10, 2017)
4) Sultan Hasanuddin International Airport Makassar
(December 14, 2017)
5) Syamsudin Noor Airport Banjarmasin (December 29, 2017)
6) Jenderal Ahmad Yani International Airport Semarang
(December 12, 2017)
7) Adisutjipto International Airport Yogyakarta (October 22,
2017)
8) Lombok International Airport Praya (November 22, 2017)
9) Sam Ratulangi International Airport Manado (July 28,
2017)
10) Adi Soemarmo International Airport Solo (November 30,
2017)
11) El Tari International Airport Kupang (December 27, 2017)
12) Pattimura International Airport Ambon (December 20,
2017)
13) Frans Kaisiepo International Airport Biak
Aircraft Cargo And Postal Services

1) I Gusti Ngurah Rai International Airport Bali
2) Juanda International Airport Surabaya
3) Sepinggan SAMS International Airport Balikpapan
4) Sultan Hasanuddin International Airport Makassar
5) Syamsudin Noor Airport Banjarmasin
6) Adisucipto International Airport Yogyakarta
7) Lombok International Airport Praya
8) Sam Ratulangi International Airport Manado
9) Adi Soemarmo International Airport Solo
10) El Tari International Airport Kupang
11) Pattimura International Airport Ambon
2. Audit Mutu Internal Memastikan Kantor Cabang telah Seluruh Bandar Udara telah melaksanakan Audit Mutu
Internal Quality menerapkan Sistem Manajemen Mutu Internal pada tahun 2018.
Audit dan memastikan kesiapan Kantor Cabang All airports had carried out Internal Quality Audit in 2018.
sebelum Audit Sertifikasi atau Audit
Surveillance oleh Lembaga Sertifikasi.
To ensure that the Branch Offices had
implemented a Quality Management
System and to ensure the readiness of the
Branch Office prior to the Certification
Audit or Surveillance Audit by the
Certification Body.

783
2018 Annual Report

No.
3. Rapat Tinjauan Memastikan isu-isu terkait Sistem Seluruh Bandar Udara telah melaksanakan Rapat Tinjauan
Manajemen Manajemen Mutu ISO 9001:2015 dibahas Manajemen pada tahun 2018.
Management Review dan ditindaklanjuti sebelum pelaksanaan The entire airports had conducted a Management Review
Meeting Audit Surveillance maupun Sertifikasi. Meeting in 2018.
To ensure issues related to the ISO 9001:
2015 regarding to Quality Management
System that had been discussed and
followed up before the Surveillance and
Certification Audit.
4. Sosialisasi Sistem Meningkatkan kesadaran akan Seluruh Bandar Udara telah melaksanakan Sosialiasi
Manajemen Mutu pentingnya penerapan Sistem Sistem Manajemen Mutu ISO 9001:2015 kepada pegawai
ISO 9001:2015 Manajemen Mutu ISO 9001:2015 di operasional dan administrasi.
Socialization of lingkungan kerja PT Angkasa Pura I All airports had carried out ISO 9001: 2015 on Quality
the ISO 9001: (Persero). Management System Dissemination to operational and
2015 on Quality To Increase awareness of the importance administrative employees.
Management of implementing the ISO 9001: 2015
System on Quality Management System in the
work environment of PT Angkasa Pura I
(Persero).
5 Pelatihan Audit Meningkatkan pemahaman Tim ISO Seluruh Bandar Udara telah melaksanakan Pelatihan Audit
Sistem Manajemen terkait Prinsip-Prinsip Pelaksanaan Audit Sistem Manajemen Mutu ISO 9001:2015.
Mutu ISO Mutu sebelum melaksanakan Audit Mutu The entire airports had conducted an ISO 9001: 2015 Quality
9001:2015 Internal. Management System Audit Training.
ISO 9001: 2015 To Increase the understanding of the
on Quality ISO Team regarding the Principles for
Management Implementing a Quality Audit before
System Audit implementing Internal Quality Audit.
Training
6. Setting up Dokumen 1. Mempersiapkan dokumen mutu 11 (sebelas) Bandar Udara, kecuali Bandar Udara Jenderal
untuk Sertifikasi (Pedoman Mutu, Prosedur Mutu dan Ahmad Yani Semarang dan Bandar Udara El Tari Kupang,
Sistem Manajemen Instruksi Kerja) untuk Sertifikasi telah melaksanakan Setting Up Dokumen dan Audit
Mutu ISO SMM ISO 9001:2015 Ruang Lingkup Sertifikasi Sistem Manajemen Mutu ISO 9001:2015 Ruang
9001:2015 PJKP2U PJKP2U; Lingkup PJKP2U.
Setting up 2. Mempersiapkan persyaratan- 11 (eleven) Airports, except the Jenderal Ahmad Yani Airport
Documents for ISO persyaratan pendukung lainnya, Semarang and El Tari Airport Kupang, had carried out Setting
9001: 2015 Aircraft seperti Isu-Isu Internal dan Eksternal, Up Documents and Quality Management System Certification
Cargo And Postal Daftar Pemangku Kepentingan, Profil Audit ISO 9001: 2015 Scope of Aircraft Cargo And Postal
Services Quality Risiko dan Peluang; Services.
Management 1. To Prepare quality documents (Quality
System Certification Guidelines, Quality Procedures and
Work Instructions) for QMS Certification
ISO 9001: 2015 Aircraft Cargo And
Postal Services Scope;
2. To Prepare other supporting
requirements, such as Internal and
External Issues, Stakeholder Lists, Risk
and Opportunities Profiles;
7. Sosialisasi Meningkatkan pemahaman seluruh unit Kantor cabang telah melaksanakan Sosialisasi Penggunaan
pengelolaan di Kantor Cabang terkait manfaat dan E-QMS kepada seluruh unit kerja.
dokumen berbasis tujuan E-QMS. The branch office had carried out socialization of the use of
web (E-QMS) To Increase understanding of all units in E-QMS to all work units.
Web-based the Branch Office regarding the benefits
document and objectives of the E-QMS.
management
(E-QMS)
socialization

LAYANAN PENGADUAN KONSUMEN CONSUMER COMPLAINTS SERVICES
PEMBENTUKAN CONTACT CENTER 172 ESTABLISHMENT OF CONTACT CENTER 172

Sebagai upaya meningkatkan pelayanan kepada pengguna As an effort to improve service to users of airport services
jasa bandar udara di lingkungan PT Angkasa Pura I within PT Angkasa Pura I (Persero), a single access customer
(Persero) telah dibentuk pusat layanan pelanggan single service center has been established to provide all information
access yang berfungsi menyediakan semua informasi and handle complaints of service users for services in 13
dan menangani keluhan pengguna jasa atas pelayanan airports managed by PT Angkasa Pura I (Persero ) namely
di 13 bandar udara yang dikelola oleh PT Angkasa Pura I Airport Contact Center 172. Airport Contact Center 172 can
(Persero) yaitu Contact Center Bandar Udara 172. Contact be accessed through various channels namely telephone and
Center Bandar Udara 172 dapat diakses melalui berbagai social media including:
chanel yaitu telepon dan media sosial antara lain:
Telepon : 172 Telephone : 172

Email : cc172@ap1.co.id Email : cc172@ap1.co.id
Twitter : @angkasapura172 Twitter : @ angkasapura172
Facebook : AngkasaPura 172 Facebook : AngkasaPura 172
Media Contact Center dapat menjadi salah satu tolak Media Contact Center can be one of the benchmarks for
ukur kepuasan pengguna jasa karena contact center service user satisfaction because contact centers are
diharapkan dapat: expected to be able to:
1. Memahami kebutuhan dari sisi perspektif pengguna 1. Understanding needs from the perspective of service
jasa, users,
2. Mendeteksi kegagalan terkait fasilitas dan pelayanan 2. Detecting failures related to facilities and services
yang ditawarkan, serta offered, as well as
3. Memberikan layanan yang memuaskan. 3. Providing satisfying services.
Contact Center Bandar Udara 172 beroperasi selama 24 The Airport 172 Contact Center has been operated for 24
jam, menggunakan sistem dengan teknologi yang dapat hours, using a system with technology that can load large
memuat data cukup besar dan merekam semua aktifitas amounts of data and record all activities and conversations
dan percakapan antara pelanggan dengan agent. Contact among customers and agents. Angkasa Pura 172 Contact
Center Angkasa Pura 172 memungkinkan perusahaan Center enables companies to build, maintain and manage
untuk membangun, memelihara dan mengelola relationships with service users, provide solutions and resolve
hubungan dengan pengguna jasa, memberikan solusi complaints quickly. Contact Center 172 has owned a total of
serta menyelesaikan keluhan dengan cepat. Contact 25 (twenty five) human resources who had been equipped
Center 172 memiliki jumlah SDM sebanyak 25 (dua puluh with airport knowledge, process business at PT Angkasa
lima) orang yang telah dibekali dengan pengetahuan Pura I (Persero), ability to communicate with customers and
kebandarudaraan, bisnis proses di PT Angkasa Pura I were equipped with Standard Operation Procedure (SOP) and
(Persero), kemampuan dalam berkomunikasi dengan Service level Agreement (SLA). The entire work process at the
pelanggan dan dilengkapi dengan Standar Operation airport Contact Center 172 can be described in the flow chart
Procedure (SOP) serta Service level Agreement (SLA). below:
Keseluruhan proses kerja di Contact Center bandar udara
172 ada di dalam diagram alur di bawah ini:

785
2018 Annual Report
Alur Pelayanan Feedback Melalui Dial 172

Service Flow of Feedback through Dialing 172
Pengguna Jasa Inbound CC172 Outbound CC172 PIC Bandar Udara / Unit Terkait / Mitra
Service Users Inbound CC172 Outbound CC172 ADM / CSSH Kerja / Mitra Usaha
PIC Airport / ADM / Related Unit/ Work
CSSH Partners / Businesses
Partners
Menerima eskalasi Menerima, Menerima,

Dial 172 Menerima panggilan feedback dari Inbound mengevaluasi dan mengevaluasi dan
Dial 172 dan Greetings CC172 menindaklanjuti menindaklanjuti
Receiving calls and Receiving feedback feedback feedback
Greetings escalation from Receiving, evaluating, Receiving, evaluating,
Inbound CC172 and following up the and following up the
feedback feedback
Ya Memiliki / tidak
Memberikan identitas Menanyakan data Proses tindak lanjut
Yes memiliki tindak lanjut
Providing the identity pengguna jasa (nama sesuai dengan
& nomor telepon) Ya Having / Not having prosedur dari masing-
Memiliki / tidak
Asking the data of Yes any follow up masing instansi
memiliki tindak lanjut
service users (name Having / Not having Follow up process
and phone number) any follow up Tidak was in accordance
Not with each institution's
procedure
Tidak
Not
Berkordinasi dengan Memberitahukan

Input data pengguna PIC BANDAR UDARA hasil tindak lanjut
jasa di Database / ADM / CSSH Berkordinasi dengan feedback kepada
Inputting data of Coordinating with Unit Terkait / Mitra PIC melalui lisan dan
Service Users in airport PIC/ADM/ Kerja / Mitra Kerja / tertulis (berupa Nota
Database SCCH Mitra Usaha lisan dan tertulis
Menyampaikan tujuan
Coordinating with (berupa Nota Dinas,
Mentioning the
Related Unit/ Work Berita Acara, dll)
purpose
Partner/ Business serta melampirkan
Partner foto sebagai bukti,
jika diperlukan
Informing the result
Menanyakan Tujuan of follow up feedback
Asking purposes to PIC orally and
written (in the form of
Menerima hasil tindak note, news, etc) and
lanjut PIC BANDAR attaching photo as the
UDARA / ADM / CSSH evidence if needed
Receiving the result of
follow up from Airport
PIC/ADM/CSSH
Menerima hasil
Tidak Sesuai tindak lanjut dan
Not
menginformasikan
Corresponding Penomoran dan
ke CC172 untuk
Identifikasi feedback
Menyampaikan hasil disampaikan ke
yang disampaikan
tindak lanjut ke pengguna jasa
Menerima Konfirmasi Numbering and
pengguna jasa Receiving the result
dari CC172 Identifying feedback
Informing follow up to of follow up and
Receiving confirmation submitted
service users informing to CC172
from CC172 to forward the
Mempunyai Membutuhkan information to service
hasil tindak proses tindak
lanjut lanjut
users.
Sesuai
Corresponding Have follow-up Need a follow up
results process
Menerima hasil tindak Mencatat dan

Lanjut meninyimpan aktifitas
Receiving the result of Melakukan proses yang dilakukan di
follow up eskalasi / tindak Database
lanjut Taking a note and
Performing escalation recording the activity
process / follow up conducted in the
database
Selesai Mencatat dan

Done menyimpan aktivitas
yang dilakukan di
Database
Taking a note and
recording the activity
conducted in the
database

Alur Pelayanan Feedback Melalui Sosial Media

Service Flow of Feedback through Social Media
Pengguna Jasa Contact Center PIC Bandar Udara / Unit Terkait / Mitra
Service Users Officer Sosial Media ADM / CSSH Kerja / Mitra Usaha
Contact Center Airport PIC/ADM/ Related Unit/Work
Officer of Social CSSH Partner/Business
Media Partner
Menerima, Menerima,
Feedback dikirim Input data pengguna mengevaluasi dan mengevaluasi dan
melalui Email172, jasa di Database menindaklanjuti menindaklanjuti
Facebook172, Inputting the data of feedback feedback
Twitter172 dan media service users in the Receiving, evaluating, Receiving, evaluating,
sosial lainnya Database and following up the and following up the
The Feedback was
feedback feedback
sent to Email172,
Facebook172,
Twitter172,and other
social medias
Penomoran dan Proses tindak lanjut
Identifikasi feedback Ya sesuai dengan
yang disampaikan Yes Memiliki / tidak prosedur dari masing-
Numbering and memiliki tindak lanjut masing instansi
identifying the Having / Not Having Processing the follow
feedback feedback up based on the
procedure of each
Memberikan Data institution
Providing data
Tidak
Not
Memiliki hasil
tindak Lanjut atau Memberitahukan hasil
Memiliki
Have membutuhkan data tindak lanjut feedback
lanjutan kepada PIC melalui
Having the result of lisan dan tertulis
follow up or needing Berkordinasi dengan (berupa Nota lisan
further data Unit Terkait / Mitra dan tertulis (berupa
Kerja / Mitra Kerja / Nota Dinas, Berita
Mitra Usaha Acara, dll) serta
Membutuhkan Coordinating with melampirkan foto
data lanjut Related Unit/ Work
Ya Requires further sebagai bukti, jika
Yes
Partner / Business diperlukan
data
Partner Informing the result of
Tidak Sesuai
Not
follow up of feedback
Corresponding Memiliki / tidak to PIC through oral and
memiliki tindak lanjut written report (by oral
Having / not having note, news, etc) and
Menerima Konfirmasi follow up attaching photo as the
dari CC172 evidence if needed
Receiving confirmation Tidak
from CC172 Not
Sesuai Berkordinasi dengan

Corresponding PIC BANDAR UDARA
/ ADM / CSSH Menerima hasil
Coordinating with tindak lanjut dan
Airport PIC/ADM/ menginformasikan
CSSH ke CC172 untuk
Menerima hasil tindak
Lanjut disampaikan ke
Receiving the result of pengguna jasa
follow up Receiving the result
of follow up and
informing to CC172
Menerima hasil tindak to distribute to the
lanjut PIC BANDAR service user
UDARA / ADM / CSSH
Receiving the result
of Follow up of Airport
Selesai PIC/ADM/CSSH
Done
Menyampaikan hasil
tindak lanjut ke
pengguna jasa
Receiving the result
of follow up to the
service user
Mencatat dan
meninyimpan aktifitas
yang dilakukan di
Database
Taking a note and
conducted in database

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2018 Annual Report
Alur Pelayanan Feedback melalui Customer Service

Flow of Feedback Services through Customer Service
Pengguna Jasa Customer Service Outbound CC172 PIC Bandar Udara / Unit Terkait / Mitra
Service Users Customer Service Outbound CC172 ADM / CSSH Kerja / Mitra Usaha
PIC Airport / ADM / Related Unit/ Work
CSSH Partners / Businesses
Partners
Menerima eskalasi Menerima, Menerima,

Tatap muka Greeting dan dalam mengevaluasi dan mengevaluasi dan
Feedback dari
Face to face posisi siap melayani menindaklanjuti menindaklanjuti
Customer Service
Greeting and in the Feedback dari feedback
Receiving feedback
position of ready to Customer Service Receiving, evaluating,
escalation from
serve CC172 and following up the
customer service
Receiving, evaluating, feedback
and following up
feedback from
Curtomer Service
Menanyakan data CC172 Proses tindak lanjut
pengguna jasa sesuai dengan
Memberikan identitas
Asking the data of prosedur dari masing-
Providing personal
service user masing instansi
identity Memiliki / tidak
Ya Follow up process
Yes memiliki tindak lanjut was based on the
Having / not having Ya Memiliki / tidak
Yes
procedure of each
the follow up memiliki tindak lanjut institution
Having / not having
Tidak the follow up
Not
Input data pengguna
jasa di Database Tidak Memberitahukan hasil
Not tindak lanjut feedback
Input the data of
Menyampaikan tujuan service user in kepada PIC melalui
Communicating database lisan dan tertulis
purposes Berkordinasi dengan (berupa Nota lisan
PIC BANDAR UDARA dan tertulis (berupa
/ ADM / CSSH Berkordinasi dengan Nota Dinas, Berita
Coordinating with Unit Terkait / Mitra Acara, dll) serta
Airport PIC/ADM/ Kerja / Mitra Kerja / melampirkan foto
CSSH Mitra Usaha sebagai bukti, jika
Menanyakan Tujuan Coordinating with diperlukan
Asking the purpose related Unit/Work Informing the result of
Partner/Business feedback follow up to
Partner PIC through oral and
written report (oral
note, news, etc) and
attaching photo as the
evidence
Tidak Sesuai Menerima hasil tindak
Identifikasi tujuan
Not lanjut PIC BANDAR
Corresponding yang disampaikan
Identifying the UDARA / ADM / CSSH
purpose given Receiving the result of
follow up from Airport Menerima hasil
Menerima Konfirmasi PIC/ADM/CSSH tindak lanjut dan
dari CC172 Mempunyai Membutuhkan menginformasikan ke
Receiving confirmation hasil tindak proses tindak CC172 atau Customer
from CC172 lanjut lanjut Service atau
Have follow- Need a follow up disampaikan langsung
up results process ke penggunakan
jasa jika diselesaikan
Menyampaikan hasil disolution room
tindak lanjut ke Receiving the result of
Melakukan proses pengguna jasa follow up and informing
eskalasi / tindak Delivering the result to CC172 or Customer
lanjut of follow up to the Service or directly
Conducting escalation service user informing to the service
process user if finished in the
solution room
Sesuai
Corresponding
Diselesaikan di
solution room
Menerima hasil tindak Completed in the
Menerima hasil tindak lanjut PIC BANDAR Mencatat dan solution room
Lanjut UDARA / ADM / CSSH meninyimpan aktifitas
Receiving the result of Receiving the result of yang dilakukan di Pencatatan aktivitas
follow up follow up from Airport Database dan / hasil tindak
PIC/ADM/CSSH Taking a note and lanjut ke dalam
recording the activity Database dilakukan
conducted in the oleh Customer Service
database Recording the activity/
Menyampaikan hasil and the result of follow
tindak lanjut ke up in the database
pengguna jasa done by Customer
Selesai Informing the result Service
Done of follow up to the
service user
Mencatat dan
menyimpan aktivitas
yang dilakukan di
Database
Taking a note and
done in the database

Diagram Alur Call Center 172

Flow Chart of Call Canter 172
Pelanggan Call Center PIC Unit Terkait

Customer Call Center PIC Related Unit
Menerima pengaduan
Mulai Menerima panggilan Tulisan Dinas
dan mengevaluasi
Start dan melakukan News
pengaduan
Greeting Receiving complain
Receiving the call and and evaluating
greeting complain
Menghubungi Call
Center 172
Calling Call Center 172 Meminta Dara
Pelanggan Memiliki / tidak Menindak lanjuti
Asking the data from memiliki jawaban pengaduan sesuai
customer Having /Not having dengan bobot
ant answer pengaduan (sedang
atau berat) dalam
jangka waktu tertentu
sesuai dengan SLA
Mencatat identitas yang telah disepakati
penelpon Following up the
Memberi identitas Tidak Memiliki
Recording the identity complain based on
Providing identity Jawaban
of the caller the complain rate
No answer (moderate, or hard) in
a particular time scope
based on the agreed
term
Menyampaikan
tujuan melakukan Menanyakan
pemanggilan tujuan melakukan
Informing the purpose Kordinasi pengaduan
pemanggilan kepada unit terkait
and calling the Asking the purpose of
customer melalui lisan maupun
calling tertulis (Nota Dinas)
Coordinating the
complain to related
unit through oral or
written report (news)
Proses tindak lanjut
Identifikasi sesuai prosedur
Permintaan Informasi masing-masing
/ Pengaduan The follow up process
Identifying information was in accordance with
request / complain Tulisan Dinas each institution
News
Pengaduan
Informasi /
Sedang / Berat
Pengaduan Ringan
Moderate / Heavy
Light Information /
Complaints
Complaints
Mencatat pengaduan
sedang atau berat Memonitoring tindak
kedalam database lanjut penanganan
Taking a note of pengaduan
moderate and hard Monitoring follow up of Memberitahukan
complain to the the complain hasil penanganan
database pengaduan kepada
PIC melalui lisan dan
tertulis (Nota Dinas).
Berita Acara, Foto)
Tulisan Dinas sebagai dokumentasi
Menghubungi PIC Notes Informing the result
Calling PIC of follow up to the
PIC through oral
and written report
(news, notes, etc) and
Meerima jawaban attaching photo as the
Receiving answer Menerima hasil tindak documentation
lanjut dari PIC Menghubungi Call
Receiving the result of Center 172 untuk
follow up from PIC menyampaikan
hasil penanganan
pengaduan
Calling call center 172
to report the result
Mencatat hasil of follow up of the
tindak lanjut yang complain
Selesai disampaikan kedalam
Done database
Recording the result
of follow up to the
database
Menghubungi
pelanggan untuk
menginformasikan
hasil tindak lanjut
Contacting the
customer to inform the
result of follow up

789
2018 Annual Report
TINGKAT PENYELESAIAN PENGADUAN YANG COMPLETION LEVEL OF ACCEPTED COMPLAINTS

DITERIMA
Sepanjang tahun 2018, Perseroan mencatat 135.307 Throughout 2018, the Company recorded 135,307 complaints
kasus pengaduan yang masuk melalui Email, Twitter, filed through Email, Twitter, Facebook, Customer Service,
Facebook, Customer Service, Humas, Media selain 172, Public Relations, Media other than 172, and Suggestion Boxes
dan Kotak Saran dan sebanyak 12.072 pengaduan and 12,072 complaints by telephone. The number of accepted
melalui telepon. Jumlah pengaduan yang masuk telah complaints had been resolved entirely, and it can be seen in
terselesaikan seluruhnya. the following table.
Jumlah
Jumlah
Deskripsi Pengaduan Selesai Persentase Penyelesaian
No. Pengaduan Masuk
Description Number of Resolved Completion Percentage
Number of Complaints
Complaints
1. Telepon 12,072 12,067 99.95%
2. Email 3,868 3,852 99.58%
3. Twitter 1,584 1,580 99.74%
4. Facebook 283 283 100%
5. Kotak Saran / Suggestion Boxes 24 24 100%
6. Customer Service 128,008 128,008 100%
7. Media Selain 172 / Media other than 172 64 63 98.43%
8. Humas / Public Relations 1,476 1,466 99.32%
Secara Kualitatif, dampak positif dengan adanya Contact Qualitatively, the positive impact of Contact Center 172 could
Center 172 adalah sebagai berikut: be seen as follows:
1. Pelanggan/pengguna jasa dimudahkan dalam bertanya, 1. Customers / service users were facilitated to ask
menyampaikan saran dan keluhan terkait Pelayanan questions and to submit suggestions and complaints
Bandar Udara di 13 (Tiga Belas) Cabang Bandar Udara related to Airport Services at 13 (Thirteen) Airport
yang dikelola oleh PT Angkasa Pura I (Persero) Branches managed by PT Angkasa Pura I (Persero)
2. Manajemen PT Angkasa Pura I (Persero) mengetahui 2. The management of PT Angkasa Pura I (Persero) knew
Penilaian Penumpang/Pelanggan terhadap layanan the Passenger / Customer Assessment of airport
bandar udara (Airport Services) di 13 (Tiga Belas) Cabang services at 13 (Thirteen) Airport Branches managed by
Bandar Udara yang dikelola oleh PT Angkasa Pura I PT Angkasa Pura I (Persero).
(Persero).
3. Manajemen PT Angkasa Pura I (Persero) mengetahui 3. The management of PT Angkasa Pura I (Persero)
aspek mana yang penting (skala prioritas) untuk understood which aspects were important (priority
dilakukan perubahan/peningkatan di 13 (Tiga Belas) scale) to make changes / improvements at 13 (Thirteen)
Cabang Bandar Udara yang dikelola oleh PT Angkasa Airport Branches managed by PT Angkasa Pura I
Pura I (Persero). (Persero).
4. Manajemen PT Angkasa Pura I (Persero) mengetahui 4. The management of PT Angkasa Pura I (Persero) knew
persepsi dan prioritas penumpang yang berubah dari the perceptions and priorities of passengers who
waktu ke waktu. changed from time to time.
5. Manajemen PT Angkasa Pura I (Persero) mengetahui 5. The management of PT Angkasa Pura I (Persero)
posisi bandar udara dikelolanya dibandingkan dengan understood the position of the airport it managed
bandar udara lain di dunia. compared to other airports in the world.
6. Pengguna jasa berkebutuhan khusus terlayani sesuai 6. Users of special needs services were served according to
kebutuhannya selama berada di area bandar udara yang their needs in the airport area managed by PT Angkasa
di kelola PT Angkasa Pura I (Persero). Pura I (Persero).
PROGRAM PENINGKATAN LAYANAN BAGI PROGRAMS IN IMPROVING CONSUMERS’

KONSUMEN SERVICES
Dalam rangka meningkatkan nilai pelayanan, sebagai extra In order to increase service value, as an extra life facility
life facilities yang dapat memberikan layanan lebih humanis that could provide more humanist services to airport service
kepada pengguna jasa bandar udara, meningkatkan welcoming users, to improve the welcoming value through greeting and
value melalui tegur sapa dan memberikan kontribusi terhadap contributing to the atmosphere and ambience of hospitality
atmosfir dan ambience of hospitality di bandar udara serta at airports and to have a role in promoting regional

memiliki peran dalam mempromosikan lokasi-lokasi tourism locations, PT Angkasa Pura I (Persero) recruited
pariwisata daerah, PT Angkasa Pura I (Persero) merekrut professionals who owned the brain, beauty and behavior
tenaga – tenaga profesional yang memiliki brain, beauty dan to become ambassadors of the airport. The presence of
behavior untuk dijadikan duta bandar udara. Keberadaan duta airport ambassadors had a role in providing services related
bandar udara memiliki peran dalam memberikan layanan to tourism information and improving services to service
terkait informasi pariwisata dan meningkatkan layanan users. The existence was an attraction and entertainment
kepada pengguna jasa. Keberadaannya menjadi atraksi for passengers when they were wearing traditional regional
dan hiburan tersendiri bagi para penumpang pada saat attire.
mengenakan busana adat daerah.
SURVEI NEEDS AND WANTS CUSTOMER NEEDS AND WANTS CUSTOMER SURVEY
Mengingat proporsi target pendapatan non-aeronautika By considering the proportion of non-aeronautical income
lebih besar dari pendapatan aeronautika, sehingga targets which was greater than aeronautical income, a proper
diperlukan strategi dalam lini bisnis non-aeronautika. strategy was needed in the line of non-aeronautical business.
Salah satu upaya untuk mengoptimalkan pendapatan One effort to optimize non-aeronautical revenues was to re-
non-aeronautika yakni melakukan penataaan kembali arrange commercial areas by providing goods and services in
area komersial dengan menyediakan produk barang accordance with the needs and desires of PT Angkasa Pura I
dan jasa yang sesuai dengan kebutuhan dan keinginan (Persero) customers.
pelanggan PT Angkasa Pura I (Persero).
Oleh karenanya, untuk memperoleh informasi tersebut, Therefore, to obtain this information, market research
dilakukan analisis market research yang ditunjang dengan analysis was carried out to support the needs and wants
kegiatan survei needs and wants di bandar udara-bandar survey activities at airports that were undergoing or would
udara yang sedang atau akan mengalami pengembangan undergo development and restructuring. The purpose of the
dan penataan kembali. Tujuan kegiatan survei Needs and Customer Needs and Wants survey was to obtain information
Wants Customer adalah untuk memperoleh informasi about customer profiles, to find out the right business
mengenai profil pelanggan, mengetahui kegiatan usaha activities according to the needs and desires of the customers.
yang tepat dan sesuai dengan kebutuhan serta keinginan The results of the survey analysis were the basis for selecting
pelanggan. Hasil analisis survei tersebut, menjadi dasar business activities and business partners.
dalam pemilihan kegiatan usaha dan mitra usaha.
Adapun kegiatan survei Needs and Wants Customer telah The Needs and Wants Customer survey activities had been
dilakukan di 4 (empat) bandar udara PT Angkasa Pura I carried out in 4 (four airports) of PT Angkasa Pura I (Persero)
(Persero) dengan realisasi pelaksanaan sebagai berikut: with the realization of the following:
Lokasi Bandar Udara Tanggal Pelaksanaan

Airport Location Implementation Date
Bandar Udara Sultan Hasanuddin Makassar
7 - 11 Agustus 2018 / August 7 - 11, 2018
Sultan Hasanuddin Airport Makassar
Bandar Udara Adisutjipto Yogyakarta
18 - 24 September 2018 / September 18 - 24, 2018
Adisutjipto Airport Yogyakarta
Bandar Udara Syamsudin Noor Banjarmasin
20 - 26 September 2018 / September 20 - 26, 2018
Syamsuddin Noor Airport Banjarmasin
Bandar Udara Adi Soemarmo Surakarta
30 Oktober - 05 November 2018 / October 30 - November 05, 2018
Adi Soemarno Airport Surakarta
INOVASI PELAYANAN INNOVATION OF SERVICE

1. New Design Tourism Information Center (TIC) 1. New Design Tourism Information Center (TIC)
Pembangunan TIC dengan desain baru di Bandar Construction a new design TIC at I Gusti Ngurah Rai
Udara Internasional I Gusti Ngurah Rai – Bali dalam International Airport - Bali in preparation for the Annual
rangka persiapan Pertemuan Tahunan Dana Moneter International Monetary Fund (IMF) and World Bank
Internasional (International Monetary Fund atau IMF) dan meetings in Nusa Dua, Bali, on October 8-14, 2018 by
Bank Dunia di Nusa Dua, Bali, pada 8-14 Oktober 2018 placing several Airport Ambassadors from other airports
dengan menempatkan beberapa Duta Bandar Udara as personnel support in providing tourism information
dari bandar udara lain sebagai dukungan personil dalam to guests of IMF and World Bank delegations and other
memberikan informasi pariwisata kepada tamu delegasi service users.
IMF dan Bank Dunia serta pengguna jasa lainnya.

791
2018 Annual Report
2. Fasilitas Difable Services 2. Disable Facilities Services

PT Angkasa Pura I (Persero) menyediakan pelayanan PT Angkasa Pura I (Persero) provided services for users
bagi pengguna jasa berkebutuhan khusus, meliputi of special needs services, including a special room
ruang khusus “Difable Service Room”, petugas "Disable Service Room", Customer Service officers, and
Customer Service, dan fasilitas wheel chair. Bandar wheel chair facilities. The airports that had provided
Udara yang telah menyediakan fasilitas ini antara lain these facilities included I Gusti Ngurah Rai International
Bandar Udara Internasional I Gusti Ngurah Rai - Bali Airport - Bali and Sultan Aji Muhammad Sulaiman
dan Bandar Udara Internasional Sultan Aji Muhammad Sepinggan International Airport - Balikpapan.
Sulaiman Sepinggan – Balikpapan.
3. Pembangunan Toilet 3D 3. Construction of a 3D Toilet
Pembangunan toilet 3 dimensi (3D) merupakan Construction of 3-dimensional (3D) toilets was a
kontrak manajemen sebagai salah satu bentuk management contract as a form of service innovation for
inovasi pelayanan bagi pengguna jasa. Pada tahun service users. In 2018, PT Angkasa Pura I (Persero) built
2018 PT Angkasa Pura I (Persero) membangun Toilet 3D Toilets at Sultan Hasanuddin International Airport -
3D di Bandar Udara Internasional Sultan Hasanuddin Makassar and Juanda International Airport - Surabaya
- Makassar dan Bandar Udara Internasional Juanda - and previously in 2017, a 3D toilet was built at Sultan Aji
Surabaya dan sebelumnya di tahun 2017 telah dibangun Muhammad Sulaiman Sepinggan International Airport -
toilet 3D di Bandar Udara Internasional Sultan Aji Balikpapan.
Muhammad Sulaiman Sepinggan – Balikpapan.
4. Duta Bandar Udara PT Angkasa Pura I (Persero) pada 4. The ambassadors of PT Angkasa Pura I (Persero) Airport
tahun 2018 yakni sejumlah 19 (sembilan belas) orang in 2018, which consisted of 19 (nineteen) people serving
yang bertugas di 13 cabang Bandar Udara, sebagai in 13 airport branches, were as follows:
berikut:
Jumlah Duta Bandar

Lokasi Udara
No.
Location Number of Airport
Ambassadors
Bandar Udara Internasional Sultan Aji Muhammad Sulaiman Sepinggan –
1. Balikpapan (BPN) 1
Sultan Aji Muhammad Sulaiman Sepinggan International Airport - Balikpapan (BPN)
Bandar Udara Internasional I Gusti Ngurah Rai - Denpasar (DPS)
2. 0
I Gusti Ngurah Rai International Airport - Denpasar (DPS)
Bandar Udara Internasional Sultan Hasanuddin – Makassar (UPG)
3. 2
Sultan Hasanuddin International Airport - Makassar (UPG)
Bandar Udara Internasional Sam Ratulangi - Manado (MDC)
4. 3
Sam Ratulangi International Airport - Manado (MDC)
Bandar Udara Syamsudin Noor – Banjarmasin (BDJ)
5. 2
Syamsudin Noor Airport - Banjarmasin (BDJ)
Bandar Udara Internasional El Tari - Kupang (KOE)
6. 0
El Tari International Airport - Kupang (KOE)
Bandar Udara Internasional Frans Kaisiepo – Biak (BIK)
7. 1
Frans Kaisiepo International Airport - Biak (BIK)
Bandar Udara Internasional Ahmad Yani – Semarang (SRG)
8. 2
Ahmad Yani International Airport - Semarang (SRG)
Bandar Udara Internasional Lombok - Lombok Tengah (LOP)
9. 3
Lombok International Airport - Central Lombok (LOP)
Bandar Udara Internasional Pattimura - Ambon (AMQ)
10. 1
Pattimura International Airport - Ambon (AMQ)
Bandar Udara Internasional Juanda - Surabaya (SUB)
11. 2
Juanda International Airport - Surabaya (SUB)
Bandar Udara Internasional Adi Soemarmo - Surakarta (SOC)
12. 1
Adi Soemarmo International Airport - Surakarta (SOC)
Bandar Udara Internasional Adisutjipto – Yogyakarta (JOG)
13. 1
Adisutjipto International Airport - Yogyakarta (JOG)

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SEMAKIN MANTAP

MEMASUKI STANDAR KELAS DUNIA

Analisis dan Pembahasan Manajemen Management Discussion and Analysis

Sumber Daya Manusia Human Capital

KESINAMBUNGAN TEMA THEME CORRELATIONS

Proud to Serve The Nation

Sebagai operator 13 (tiga belas) As an operator of 13 (thirteen)

Building National Pride Through

Untuk memantapkan pencapaian PT Angkasa Pura I (Persero) is well

2 PT ANGKASA PURA I (PERSERO)

Tata Kelola Perusahaan Corporate Governance

Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

Development on High Performance

Business Potential Optimization

Perubahan bisnis kebandarudaraan The changes of airport business in

PT ANGKASA PURA I (PERSERO)

Analisis dan Pembahasan Manajemen Management Discussion and Analysis

Sumber Daya Manusia Human Capital

SEKILAS TENTANG PERUSAHAAN A GLIMPSE OF THE COMPANY

4 PT ANGKASA PURA I (PERSERO)

Tata Kelola Perusahaan Corporate Governance

Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

BIDANG JASA UTAMA:

PT ANGKASA PURA I (PERSERO)

Analisis dan Pembahasan Manajemen Management Discussion and Analysis

Sumber Daya Manusia Human Capital

HIGHLIGHT KINERJA THE HIGHLIGHT OF PERFORMANCE

Total Aset tumbuh menjadi

Pendapatan Usaha tumbuh

6 PT ANGKASA PURA I (PERSERO)

Tata Kelola Perusahaan Corporate Governance

Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

Laba Tahun Berjalan

Ekuitas tumbuh menjadi

Kinerja Non Keuangan Non-Financial Performance:

PT ANGKASA PURA I (PERSERO)

Analisis dan Pembahasan Manajemen Management Discussion and Analysis

Sumber Daya Manusia Human Capital

JEJAK LANGKAH MILESTONES

1962 1964 1965

8 PT ANGKASA PURA I (PERSERO)

Tata Kelola Perusahaan Corporate Governance

Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

1992 1986 1974

PT ANGKASA PURA I (PERSERO)

Analisis dan Pembahasan Manajemen Management Discussion and Analysis

Sumber Daya Manusia Human Capital

10 PT ANGKASA PURA I (PERSERO)

Tata Kelola Perusahaan Corporate Governance

Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

2016 2017 2018

The President of the Republic

PT ANGKASA PURA I (PERSERO)

Analisis dan Pembahasan Manajemen Management Discussion and Analysis

Sumber Daya Manusia Human Capital

KEUNGGULAN KAMI OUR EXCELLENCE

12 PT ANGKASA PURA I (PERSERO)

Tata Kelola Perusahaan Corporate Governance

Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

PT ANGKASA PURA I (PERSERO)

Analisis dan Pembahasan Manajemen Management Discussion and Analysis

Sumber Daya Manusia Human Capital

14 PT ANGKASA PURA I (PERSERO)