Angkasa Pura II - AR 2020 - 210813

TH E B ES T
SMART CONNECTED
AI R P O R T I N T H E R E G I O N
2020 Laporan Tahunan

Annual Report
THE BEST
SMART CONNECTED
AIRPORT IN THE REGION
Kebutuhan akan sarana transportasi udara sangat penting di masa kini dan masa yang akan datang. Hal
tersebut perlu didukung oleh fasilitas bandar udara yang modern serta kapabel dalam melayani kebutuhan.
PT Angkasa Pura II (Persero) melakukan pengembangan usaha dalam bidang jasa kebandarudaraan dan
peningkatan pelayanan yang optimal kepada pengguna jasa bandara melalui penyelenggaraan pelayanan-
pelayanan yang menunjang jasa kebandarudaraan, yaitu: pelayanan jasa pendaratan, penempatan, dan
penyimpanan pesawat udara (PJP4U), pelayanan jasa penumpang pesawat udara (PJP2U), pelayanan jasa
garbarata dan pelayanan jasa konter.
The needs for air transportation facilities is very important nowdays and in the future. It has to be supported by
a modern airport facilities as well as capable in serving the needs. PT Angkasa Pura II (Persero) conducts business
development in the field of airport services and enhances optimal services to airport service users through the
provision of services that support airport services, namely: aircraft landing, placement and storage services
(PJP4U), aircraft passenger services (PJP2U), aviobridge services and counter services.
Daftar Isi
Table of Contents
94 Daftar Nama Organ Pendukung 128 Komposisi SDM

IKHTISAR DATA Dewan Komisaris HC Composition
KEUANGAN PENTING List of Name for the Supporting

Organs of the Board of
128 Manajemen SDM
HC Management
SIGNIFICANT FINANCIAL DATA Commissioners 139 Rencana ke Depan
HIGHLIGHTS 95 Daftar Nama Pejabat Satu Level Future Plan
di Bawah Direksi
6 Ikhtisar Keuangan List of Name for Officials One Level
Financial Highlights Below the Board of Directors
11 Ikhtisar Operasional 96 Profil Sumber Daya Manusia
(Non Keuangan) Human Capital Profile ANALISA DAN
Operational Highlights (Non-
Financial)
99 Pengembangan Kompetensi
Karyawan PEMBAHASAN
13 Ikhtisar Saham
Shares Highlights 103
Employee Competency Development
Struktur Grup
MANAJEMEN
14 Ikhtisar Obligasi, Sukuk atau Group Structure MANAGEMENT DISCUSSION
Obligasi Konversi 104 Komposisi Pemegang Saham AND ANALYSIS
Bonds, Sukuk or Convertible Bonds Shareholders Composition
142 Tinjauan Ekonomi dan Industri
Highlights 105 Daftar Entitas Anak/Entitas
Economic and Industrial Review
Asosiasi
150 Tinjauan Operasional per Segmen
List of Subsidiaries/Associated
Usaha
Entities
Operational Review per Business
108 Kronologis Pencatatan Saham
LAPORAN MANAJEMEN 108
Chronology of Share Listing
Kronologis Pencatatan Efek
165
Segment
Tinjauan Keuangan
MANAGEMENT REPORT Lainnya
Financial Review
189 Tinjauan Informasi Keuangan
20 Laporan Dewan Komisaris Chronology of Other Securities
Lainnya
Board of Commissioners’ Report Listing
Other Financial Information Review
28 Laporan Direksi 109 Lembaga dan Profesi Penunjang
Board of Directors’ Reports Perusahaan
40 Pernyataan Tanggung Jawab atas Supporting Institutions and
Laporan Tahunan PT Angkasa Pura Professionals
II (Persero) Tahun Buku 2020
Statement of Responsibility on the
115 Alamat Kantor Pusat, Kantor
Cabang & Entitas Anak TATA KELOLA
Annual Report of PT Angkasa Pura II Addresses of Head Office, Branch
Office & Subsidiaries
PERUSAHAAN
(Persero) Book Year 2020
117 Informasi pada Website GOOD CORPORATE GOVERNANCE
Perusahaan 218 Komitmen Penerapan GCG
Information on Corporate Website GCG Implementation Commitment
119 Daftar Pelatihan Dewan Komisaris, 219 Implementasi Prinsip-prinsip
PROFIL PERUSAHAAN Direksi, Komite Audit, Komite
Nominasi dan Remunerasi,
Dasar GCG
Implementation of Basic Principles
COMPANY PROFILE Sekretaris Perusahaan dan of GCG
Internal Audit 221 Jejak Langkah Pelaksanaan GCG
44 Identitas Perusahaan List of Training of the Board of GCG Implementation Milestones
Corporate Identity Commissioners, Board of Directors,
46 Logo Perusahaan 223 Struktur dan Mekanisme GCG
Audit Committee, Nomination and GCG Structure and Mechanicm
Company Logo Remuneration Committee,
47 Riwayat Singkat Perusahaan 228 Sosialisasi dan Internalisasi
Corporate Secretary and Internal Struktur dan Mekanisme GCG
Brief History of the Company Audit Unit
50 Jejak Langkah Perusahaan Socialization and Internalization of
Company Milestones GCG Structure and Mechanism
59 Keterangan Perubahan Nama 229 Pemantauan Hasil Penilaian,
Change in Company Name Evaluasi dan Peningkatan
59 Kegiatan Usaha
Business Activities SUMBER DAYA MANUSIA Penerapan GCG
Monitoring the Results of the
67 Pengembangan Bandara Tahun HUMAN CAPITAL Assessment, Evaluation
2020 and Improvement of GCG
2020 Airport Developments 122 Roadmap SDM Angkasa Pura II Implementation
70 Wilayah Kerja dan Lokasi Bandara Angkasa Pura II HC Roadmap 231 Penilaian Penerapan GCG Tahun
Working Area and Airport Location 123 Penanggungjawab Pengelolaan 2020
72 Visi, Misi, Budaya dan Falsafah SDM 2020 GCG Assessment
Perusahaan HC Management Person in Charge 232 Penilaian Penerapan GCG Tahun
Vision, Mission, Corporate Values 125 Tugas Pokok Penanggung Jawab 2019
and Philosophy Pengelolaan SDM 2019 GCG Assessment
76 Struktur Organisasi Main Duties of Person in Charge for 233 Informasi Pemegang Saham
Organization Structure HC Management Utama dan Pengendali
78 Profil Dewan Komisaris 128 Daftar Nama Pejabat Information on Main and Controlling
Board of Commissioners Profile Penanggungjawab Pengelolaan Shareholders
85 Profil Direksi SDM
Board of Directors Profile Name List of the Head of HC
Management Division
2 PT Angkasa Pura II (Persero)

Table of Contents
Daftar Isi
234 Rapat Umum Pemegang Saham 341 Uraian Mengenai CSR Terkait 373 Corporate Socal Responsibility
General Meeting of Shareholders Lingkungan Hidup Terkait Lingkungan Hidup
237 Uraian Dewan Komisaris Description of CSR Related to Corporate Socal Responsibility
Description of the Board of Environment Related to Environment
Commissioners 342 Uraian Mengenai CSR Terkait 379 Tanggung Jawab Sosial Perusahaan
249 Direksi Ketenagakerjaan, Kesehatan Terhadap Ketenagakerjaan,
Board of Directors dan Keselamatan Kerja Kesehatan dan Keselamatan Kerja
255 Assessment Penerapan GCG Description of CSR Related to Labor, Corporate Social Responsibility
Untuk Aspek Dewan Komisaris Health and Safety Related to Employment,
dan Direksi 343 Uraian Mengenai CSR Terkait Occupational Health and Safety
Assessment of GCG Implementation Tanggungjawab Kepada 384 Corporate Social Responsibility
for the Aspect of the Board of Konsumen Terkait Tanggung Jawab Kepada
Commissioners and the Board of Description of CSR Related to Konsumen
Directors Customers Corporate Social Responsibility
256 Uraian Mengenai Kebijakan 343 Uraian Mengenai CSR Terkait Related to Responsibility to
Remunerasi Dewan Komisaris Pengembangan Sosial dan Customers
dan Direksi Kemasyarakatan 388 Corporate Social Responsibility
Description of the Remuneration Description of CSR Related to Social yang Terkait Dengan
Policy of the Board of and Community Development Pengembangan Sosial &
Commissioners and the Board of 345 Perkara Penting yang Dihadapi Pemberdayaan Masyarakat
Directors Perusahaan, Entitas Anak serta Corporate Social Responsibility
259 Frekuensi dan Tingkat Kehadiran Anggota Dewan Komisaris dan Related to Social Development &
Rapat Dewan Komisaris dan Anggota Direksi Community Empowerment
Direksi Important Case Faced by the
Frequency and Meeting Attendance Company, Subsidiaries and
Level of Board of Commissioners Members of the Board of
and Board of Directors Commissioners and Board of
284 Pengungkapan Hubungan Afiliasi Directors
Direksi, Dewan Komisaris dan 350 Akses Data dan Informasi
Pemegang Saham Perseroan
Disclosure of Affiliation Relationships Access to Data and Company
of the Board of Directors, Board of Information
Commissioners and Shareholders 351 Bahasan Mengenai Kode Etik
285 Sekretaris Dewan Komisaris Discussion on Code of Ethics
Secretary to the Board of 352 Pengungkapan Mengenai
Commissioners Whistleblowing System
288 Komite Audit Disclosure of Whistleblowing System
Audit Committee 354 Kebijakan Keberagaman
295 Komite Nominasi dan Remunerasi Komposisi Dewan Komisaris dan
Nomination and Remuneration Direksi
Committee Diverse Composition Policy of Board
302 Komite Lain di Bawah Dewan of Commissioners and Board of
Komisaris Directors
Other Committees under the Board
of Commissioners
302 Komite Manajemen Risiko dan
SDM
Risk Management and HR TANGGUNG JAWAB
308
Committee
Sekretaris Perusahaan & Legal SOSIAL PERUSAHAAN
Corporate Secretary & Legal CORPORATE SOCIAL RESPONSIBILITY
313 Audit Internal
Internal Audit 360 Corporate Social Responsibility
321 Akuntan Publik yang Terkait Tata Kelola
Public Accounting Firm Tanggung Jawab Sosial
323 Manajemen Risiko Corporate Social Responsibility
Risk Management Related to Social Responsibility
337 Sistem Pengendalian Internal Governance
Internal Control System 369 Corporate Social Responsibility
339 Uraian Mengenai CSR Terkait Terkait Core Subject Hak Asasi
Tata Kelola Tanggungjawab Manusia
Sosial Corporate Social Responsibility
Description of CSR Related to Social Related to Core Subject
Responsibility Governance of Human Rights
340 Uraian Mengenai CSR Terkait 370 Corporate Social Responsibility
Core Subject Hak Asasi Manusia Terkait Core Subject Operasi
Description of CSR Related to yang Adil
Human Rights Core Subject Corporate Social Responsibility
341 Uraian Mengenai CSR Terkait Related to Core Subject of Fair
Core Subject Operasi yang Adil Operations
Description of CSR Related to Fair
Operations Core Subject
Laporan Tahunan 2020 Annual Report 3

Table of Contents
Daftar Isi
Bertahan di tengah pandemi, seluruh

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

Ikhtisar Keuangan
Ikhtisar Data Keuangan Penting
Significant Financial Data Highlights
Financial Highlights
Laporan Laba Rugi Komprehensif lain Konsolidasian (dalam miliar Rupiah)

Consolidated Statement of Profit or Loss and Other Comprehensive Income (in billion Rupiah)
Pertumbuhan
Uraian
Growth 2020 2019 2018 2017 2016
Description
(2020:2019)
Pendapatan Usaha -47,3% 5.843,73 11.084,23 11.193,31 9.612,97 6.645,80
Operating Revenues
Beban Usaha -17,6% 7.209,80 8.747,21 8.042,06 6.593,48 4.545,47
Operating Expenses
Pendapatan (Beban) Lain-Lain -133,1% (34,96) 105,74 (50,58) (40,89) (29,56)
Other Income (Expenses)
Laba (Rugi) Usaha -157,4% (1.401,03) 2.442,76 3.100,67 2.978,59 2.070,77
Operating Profit
Laba (Rugi) Sebelum Pajak Final Dan Pajak -247,2% (2.523,16) 1.713,72 2.822,36 2.980,78 2.220,29
Penghasilan Badan
Profit Before Final Tax Expense and Corporate Income
Tax Expense
Beban Pajak Final -40,8% 83,59 141,19 113,60 106,71 90,88
Final Tax Expense
Laba (Rugi) Sebelum Pajak Penghasilan Badan -265,8% (2.606,75) 1.572,53 2.708,76 2.874,07 2.129,42
Profit Before Corporate Income Tax
Beban (Manfaat) Pajak Penghasilan Badan, Bersih -119,5% (110,29) 565,27 750,82 826,54 189,16
Corporate Income Tax Expense, Net
Laba (Rugi) Tahun Berjalan -347,9% (2.496,47) 1.007,26 1.957,94 2.047,53 1.940,25
Profit For The Year
Laba (Rugi) Tahun Berjalan Yang Dapat Diatribusikan
Kepada:
Profit For The Year Attributable To:
Pemilik Entitas Induk -339,0% (2.433,51) 1.018,28 1.958,00 2.047,41 1.940,24
Onwers of the Parent Entity
Kepentingan Non-Pengendali 2.249,3% (62,96) (2,68) (0,06) 0,12 0,01
Non-Controlling Interests
Penghasilan (Rugi) Komprehensif Lain -489,1 (514,42) (87,33) (16,42) (49,70) (41,91)
Other Comprehensive Income (Loss)
Total Laba (Rugi) Komprehensif Tahun Berjalan -427,3% (3.010,89) 919,93 1.941,52 1.997,83 1.898,34
Total Comprehensive Income For The Year
Laba (Rugi) Komprehensif Tahun Berjalan Yang Dapat
Diatribusikan Kepada:
Comprehensive Income (Loss) For The Year Attributable
To
Pemilik Entitas Induk -409,2% (2.938,54) 950,32 1.941,58 1.997,71 1.898,33
Owners of the Parent Entity
Kepentingan Non-Pengendali 1.041,2% (72,35) (6,34) (0,06) 0,12 0,01
Non-Controlling Interests
Laba Per Saham Dasar (Rupiah Penuh) -305,4% (152.364) 74.171 273.087 287.105 291.038
Earnings Per Share (full Rupiah Amount)
Laba Per Saham Dilusian (Rupiah Penuh) -311,3% (144.399) 68.345 163.803 181.614 282.830
Diluted Earnings Per Share (full Rupiah Amount)

Ikhtisar Keuangan
Grafik Laba Rugi Komprehensif Lain Konsolidasian
Graph. Consolidated Other Comprehensive Income (Loss)
Pendapatan Usaha (dalam miliar Rupiah) Beban Usaha (dalam miliar Rupiah)
Operating Revenues (in billion Rupiah) Operating Expenses (in billion Rupiah)
2020 5.843,73 2020 7.209,80
2019 11.084,23 2019 8.747,21
2018 11.193,31 2018 8.042,06
2017 9.612,97 2017 6.593,49
2016 6.645,8 2016 4.545,8
1,54 Triliun | Trillion
Efisiensi Beban Usaha 2020

2020 Operating Expenses Efficiency
Strategi penghematan biaya (cost leadership) yang

dilaksanakan oleh Perseroan, mampu menekan
beban usaha turun sebesar Rp1,54 triliun atau 17,6%
terhadap beban usaha pada tahun sebelumnya.
The cost leadership strategy implemented by the Company was able to reduce
operating expenses by Rp1.54 trillion or 17.6% of operating expenses in the
previous year.

Laporan Posisi Keuangan Konsolidasian (dalam miliar Rupiah)

Consolidated Statement of Financial Position (in billion Rupiah)
Pertumbuhan
Uraian
Growth 2020 2019 2018 2017 2016
Description
(2020:2019)
Investasi Pada Entitas Asosiasi -0,3% 426,56 428,00 191,83 212,53 374,60
Investments in Associates Entities
Aset 1,0% 44.435,97 43.998,03 39.318,36 33.399 ,41 27.991,21
Assets
Aset Lancar -10,2% 5.357,89 5.964,27 6.094,08 7.830,82 8.081,13
Current Assets
Aset Tidak Lancar 2,7% 39.078,08 38.033,76 33.224,28 25.568,59 19.910,08
Non-Current Assets
Liabilitas 18,2% 23.118,36 19.555,22 15.351,92 11.072,55 8.063,60
Liabilities
Liabilitas Jangka Pendek 27,1% 6.788,89 5.339,91 5.061,13 4.357,27 3.155,87
Current Liabilities
Liabilitas Jangka Panjang 14,9% 16.329,47 14.215,31 10.290,79 6.715,28 4.907,73
Non-Current Liabilities
Ekuitas -12,8% 21.317,61 24.442,81 23.966,44 22.326,86 19.927,61
Equity
Liabilitas Dan Ekuitas 1,0% 44.435,97 43.998,03 39.318,36 33.399,41 27.991,21
Liabilities and Equity
Grafik Posisi Keuangan Konsolidasian

Graph. Consolidated Financial Position
Investasi pada Entitas Asosiasi (dalam miliar Rupiah) Aset (dalam miliar Rupiah)
Investments in Associates Entities (in billion Rupiah) Assets (in billion Rupiah)
2020 426,56 2020 44.435,97
2019 428,00 2019 43.998,03
2018 191,83 2018 39.318,36
2017 212,53 2017 33.399,41
2016 374,60 2016 27.991,21

Ikhtisar Keuangan
1,0%
Aset
Assets
Total Aset Perusahaan tahun 2020 sebesar

Rp44,44 triliun naik 1,0% dari Total Aset
tahun 2019 sebesar Rp44,00 triliun.
The Company’s Total Assets in 2020 amounted to Rp44.44 trillion,
up 10.0% from the Total Assets in 2019 amounted to Rp44.00 trillion.
Liabilitas (dalam miliar Rupiah) Ekuitas (dalam miliar Rupiah)

Liabilities (in billion Rupiah) Equity (in billion Rupiah)
2020 23.118,36 2020 21.317,61
2019 19.555,22 2019 24.442,81
2018 15.351,92 2018 23.966,44
2017 11.072,55 2017 22.326,86
2016 8.063,60 2016 19.927,61

Rasio Keuangan (%)

Financial Ratio (%)
Pertumbuhan
Uraian
Growth 2020 2019 2018 2017 2016
Description
(2020:2019)
Rasio Likuiditas
Liquidity Ratio
Rasio Kas -29,7% 34,4% 64,1% 74,8% 141,2% 221,0%
Cash Ratio
Rasio Lancar -32,8% 78,9% 111,7% 120,4% 179,7% 256,1%
Current Ratio
Rasio Leverage (%)
Leverage Ratio (%)
Rasio Liabilitas Terhadap Aset 7,6% 52,0% 44,5% 39,1% 33,2% 28,8%
Liability to Assets Ratio
Rasio Liabilitas Terhadap Ekuitas 28,5% 108,5% 80,0% 64,1% 49,6% 40,5%
Liability to Equity Ratio
Rasio Profitabilitas
Profitability Ratio
Rasio Laba Bersih Terhadap Aset (ROA) -7,9% -5,6% 2,3% 5,0% 6,1% 6,9%
Return on Assets Ratio (ROA)
Rasio Laba Bersih Terhadap Ekuitas (ROE) -20,9% -14,9% 6,0% 36,9% 38,6% 16,6%
Return on Equity Ratio (ROE)
Rasio Laba Bersih Terhadap Investasi (ROI) -10,0% 1,5% 11,5% 15,4% 12,5% 13,2%
Return on Investment Ratio (ROI)
Rasio Operasi
Operating Ratio
Periode Kolektibilitas (dalam satuan hari) 85 133 48 45 36 44
Collectibility Period (in days)
Perputaran Persediaan (dalam satuan hari) - 1 1 1 1 0
Inventory Turnover Ratio (in days)
Grafik Rasio Keuangan

Graph. Financial Ratio
Rasio Lancar Rasio Liabilitas Terhadap Ekuitas

Current Ratio Liability to Equity Ratio
2020 78,9% 2020 108,5%
2019 111,7% 2019 80,0%
2018 120,4% 2018 64,1%
2017 179,7% 2017 49,6%
2016 256,1% 2016 40,5%

Operational Highlights (Non-Financial)
Ikhtisar Operasional (Non Keuangan)
ROI Periode Kolektibilitas (Hari)
ROI Collectibility Period (Days)
2020 1,5% 2020 133
2019 11,5% 2019 48
2018 15,4% 2018 45
2017 12,5% 2017 36
2016 13,2% 2016 44
Ikhtisar Operasional (Non Keuangan)

Operational Highlights (Non-Financial)
Pertumbuhan
Uraian
Growth 2020 2019 2018 2017 2016
Description
(2020:2019)
Pergerakan Pesawat (dalam satuan Rute) -44,18% 411.164 736.640 856.886 821.188 723.799
Aircraft Movement (in routes)
Pergerakan Penumpang (dalam ribuan Pax) -60,48% 35.870 90.779 111.454 105.484 95.175
Passengers Movement (in thousands of pax)
Pergerakan Kargo (dalam ribuan Kg) -6,18% 712.989 759.923 953.606 816.950 743.337
Cargo Movement (in thousands of Kg)
Pergerakan Pesawat (dalam satuan pergerakan) Pergerakan Penumpang (dalam ribu pax)
Aircraft Movement (in movement) Passengers Movement (in thousands of pax)
2020 411.164 2020 35.870
2019 736.640 2019 90.779
2018 856.886 2018 111.454
2017 821.188 2017 105.484
2016 723.799 2016 95.175

411.164 pergerakan | movement
Pergerakan Pesawat 2020

2020 Aircraft Movement
Sepanjang 2020 di tengah pandemi COVID-19, seluruh

bandara Perseroan telah melayani 411.164 pergerakan
pesawat (take off dan landing) dengan jumlah
pergerakan penumpang mencapai 35,9 juta orang.
Throughout 2020 in the midst of the COVID-19 pandemic, all of the Company’s
airports have served 411.164 aircraft movements (take-off and landing) with the
number of passenger movements reaching 35.9 million people.
Pergerakan Kargo (dalam ribu kg) Jumlah Bandara

Cargo Movement (in thousands of kg) Total Airports
2020 712.989 2020 19
2019 759.923 2019 16
2018 953.606 2018 16
2017 816.950 2017 16
2016 743.337 2016 16

Ikhtisar Saham
Shares Highlights
Ikhtisar Saham
Shares Highlights
Sampai dengan akhir tahun 2020 dan 2019, PT Angkasa Until the end of 2020 and 2019, PT Angkasa Pura II (Persero)
Pura II (Persero) atau Angkasa Pura II tidak melakukan or Angkasa Pura II did not conduct any stock trading
aktivitas perdagangan saham di Bursa Efek Indonesia, activities on the Indonesia Stock Exchange, so there was
sehingga tidak terdapat informasi yang memuat tentang: no information that contained: (1) Number of outstanding
(1) Jumlah saham yang beredar; (2) Kapitalisasi pasar; (3) shares; (2) Market capitalization; (3) the highest, lowest and
Harga saham tertinggi, terendah, dan penutupan; dan closing stock prices; and (4) Trading volume.
(4) Volume perdagangan.

Ikhtisar Obligasi, Sukuk atau
Obligasi Konversi
Bonds, Sukuk or Convertible Bonds Highlights
Sepanjang tahun 2020, PT Angkasa Pura II (Persero) atau Throughout 2020, PT Angkasa Pura II (Persero) or Angkasa
Angkasa Pura II menerbitkan Obligasi Berkelanjutan Pura II issued Shelf Registration Bonds I Angkasa Pura II
I Angkasa Pura II Tahap II Tahun 2020. Sedangkan Stage II Year 2020. Meanwhile, in 2019, Angkasa Pura II did
tahun 2019, Angkasa Pura II tidak menerbitkan Obligasi. not issue any bonds. The following are bond highlights for
Berikut ikhtisar obligasi untuk posisi tahun 2020 dan the position in 2020 and 2019.
2019.
Ikhtisar Obligasi Periode Tahun 2020

Bonds Highlights for the period of 2020
Jumlah Obligasi
Peringkat
Beredar
Tingkat (pada saat
(Rp miliar) Tanggal Tanggal Jatuh
Obligasi Bunga diterbitkan)
No. Total Tenor Penerbitan Tempo Status
Bonds Interest Ratings
Outstanding Issuance Date Maturity Date
Rate (when
Bonds (Rp
issued)
billion)
1. Obligasi I Angkasa Pura II Tahun 1.000 5 8,60% 30 Juni 2016 30 Juni 2021 idAAA Sudah
2016 Seri A June 30, 2016 June 30, 2021 Lunas
Bonds I Angkasa Pura II Year 2016 Settled
Series A
2. Obligasi I Angkasa Pura II Tahun 100 7 8,80% 30 Juni 2016 30 Juni 2023 idAAA Belum
2016 Seri B June 30, 2016 June 30, 2023 Lunas
Bonds I Angkasa Pura II Year 2016 Unsettled
Series B
2016 Seri C June 30, 2016 June 30, 2026 Lunas
Series C
4 Obligasi Berkelanjutan I Angkasa 200 3 8,65% 12 Desember 12 Desember idAAA Belum
Pura II Tahap I Tahun 2018 – Seri A 2018 2021 Lunas
Shelf Registration Bonds I Angkasa December 12, December 12, Unsettled
Pura II Stage Year 2018 – Series A 2018 2021
Pura II Tahap I Tahun 2018 – Seri B 2018 2023 Lunas
Pura II Stage I Year 2018 – Series B 2018 2023
6 Obligasi Berkelanjutan I Angkasa 32 3 7,80% 13 Agustus 13 Agustus idAAA Belum
Pura II Tahap II Tahun 2020 – Seri A 2020 2023 Lunas
Shelf Registration Bonds I Angkasa August 13, August 13, Unsettled
Pura II Stage II Year 2020 – Series A 2020 2023
Pura II Tahap II Tahun 2020 – Seri B 2020 2025 Lunas
Pura II Stage II Year 2020 – Series B 2020 2025
8 Obligasi Berkelanjutan I Angkasa 1.602 7 9,10% 13 Agustus 13 Agustus idAAA Belum
Pura II Tahap II Tahun 2020 – Seri C 2020 2027 Lunas
Pura II Stage II Year 2020 – Series C 2020 2027
Pura II Tahap II Tahun 2020 – Seri D 2020 2030 Lunas
Pura II Stage II Year 2020 – Series D 2020 2029

Ikhtisar Obligasi, Sukuk atau Obligasi Konversi
Ikhtisar Obligasi Periode Tahun 2019
Bonds Highlights for the period of 2019
Jumlah Obligasi
Peringkat
Beredar
Tingkat (pada saat
(Rp miliar) Tanggal Tanggal Jatuh
Obligasi Bunga diterbitkan)
No. Total Tenor Penerbitan Tempo Status
Bonds Interest Ratings
Outstanding Issuance Date Maturity Date
Rate (when
Bonds (Rp
issued)
billion)
1. Obligasi I Angkasa Pura II Tahun 1.000 5 8,60% 30 Juni 2016 30 Juni 2021 idAAA Belum
2016 Seri A June 30, 2016 June 30, 2021 Lunas
Series A
2016 Seri B June 30, 2016 June 30, 2023 Lunas
Series B
2016 Seri C June 30, 2016 June 30, 2026 Lunas
Series C
Pura II Tahap I Tahun 2018 – Seri A 2018 2021 Lunas
Pura II Stage I Year 2018 – Series A 2018 2021
Pura II Tahap I Tahun 2018 – Seri B 2018 2023 Lunas
Pura II Stage I Year 2018 – Series B 2018 2023
REALISASI PENGGUNAAN DANA HASIL REALIZATION USE OF PROCEEDS FROM PUBLIC

PENAWARAN UMUM OFFERING
Total dana yang diterima Perusahaan dari hasil The total proceeds received by the Company from the Public
Penawaran Umum Obligasi Berkelanjutan I Angkasa Pura Offering of Shelf Registration Bonds I Angkasa Pura II Stage
II Tahap II Tahun 2020 tanggal 13 Desember 2020 adalah II Year 2020 dated December 13, 2020 amounted to Rp2.25
sebesar Rp2,25 triliun. Sesuai dengan perjanjian dengan trillion. In accordance with the agreement with PT Bank
PT Bank Mega Tbk selaku Wali Amanat dan prospektus Mega Tbk as the Trustee and the Company’s prospectus for
utang obligasi Perusahaan, dana hasil penawaran bonds payable, the proceeds from the public offering, after
umum tersebut setelah dikurangi biaya-biaya emisi, deducting issuance costs, will all be used to make payments
seluruhnya akan dipergunakan untuk melakukan for a portion of the Company’s outstanding loans, meet the
pembayaran atas sebagian outstanding pinjaman need for working capital payments and meet the payment
Perusahaan, memenuhi kebutuhan pembayaran needs for capital expenditure, namely for the construction
modal kerja serta memenuhi kebutuhan pembayaran and development and maintenance of the air and land
capital expenditure, yaitu untuk pembangunan dan sides of the airports managed by the Company.
pengembangan serta pemeliharaan sisi udara dan sisi
darat dari bandara-bandara yang dikelola Perusahaan.
Pada tanggal 4 November 2020, Pemegang Obligasi On November 4, 2020, the holders of Shelf Registration
Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020 Bonds I Angkasa Pura II Stage II Year 2020 approved to
setuju untuk melakukan penyesuaian financial covenant make financial covenant adjustments as follows:
sebagai berikut:
- Pengesampingan Perbandingan Profit Sebelum - Waiver of the Comparison of Profit Before Income Tax
Beban Pajak Penghasilan dan Penyusutan dan Expense and Depreciation and Amortization of Loan
Amortisasi terhadap Beban Bunga Pinjaman tidak Interest Expense not less than 1 time for the financial
kurang dari 1 kali untuk periode laporan keuangan reporting period December 31, 2020 and December 31,
31 Desember 2020 dan 31 Desember 2021 2021

Pada tanggal 31 Desember 2020 dan 2019, Perusahaan As of December 31, 2020 and 2019, the Company has
telah memenuhi semua kewajiban dalam perjanjiannya fulfilled all obligations in its agreement with the Trustee and
dengan Wali Amanat dan tidak ada peristiwa gagal silang there were no cross-default events related to other long-
sehubungan dengan utang jangka panjang lainnya. term loans.
Berikut informasi terkait penerbitan obligasi tahun 2020 The following is information related to the 2020 bond
tersebut: issuance:
1. Total Perolehan Dana Penawaran Umum 1. Total Proceeds from Public Offering
Uraian
No. Nominal (Rp)
Description
1. Hasil Penawaran Umum 2.250.000.000.000
Public Offering Proceeds
2. Biaya Penawaran Umum 3.813.305.731
Public Offering Costs
3. Hasil Bersih 2.246.186.694.269
Net Proceeds
2. Rencana penggunaan dana; 2. Plans for the Use of Proceeds;

Dana hasil Penawaran Umum Obligasi The proceeds from the Public Offering of Shelf
Berkelanjutan I Angkasa Pura II Tahap I Tahun 2020, Registration Bonds I Angkasa Pura II Stage I Year 2020,
setelah dikurangi biaya-biaya emisi, seluruhnya after deducting issuance costs, will all be used to make
akan dipergunakan Perseroan untuk melakukan payments for a portion of the Company’s outstanding
pembayaran atas sebagian outstanding pinjaman loans, meet the need for working capital payments,
Perusahaan, memenuhi kebutuhan pembayaran and meet the payment needs for capital expenditure,
modal kerja serta memenuhi kebutuhan pembayaran namely for the construction and development and
capital expenditure, yaitu untuk pembangunan dan maintenance of the air and land sides of the airports
pengembangan serta pemeliharaan sisi udara managed by the Company.
dan sisi darat dari bandara-bandara yang dikelola
Perusahaan.
3. Rincian penggunaan dana; 3. Details of the Use of Proceeds;

Sampai dengan 31 Desember 2020, penggunaan As of December 31, 2020, the use of proceeds from the
dana hasil Penawaran Umum Obligasi Berkelanjutan Public Offering of Shelf Registration Bonds I PT Angkasa
I PT Angkasa Pura II (Persero) Tahap I Tahun 2020 Pura II (Persero) Stage I Year 2020 has been absorbed
telah terserap sebesar Rp1,29 triliun dengan rincian amounted to Rp1.29 trillion with details of the use of
penggunaan dana sebagai berikut: the proceeds as follows:
Rincian Penggunaan Dana

No. Nominal (Rp)
Details of the Use of Proceeds
1. Pembayaran Sebagian Outstanding Pinjaman 32.000.000.000
Payment for a portion of Outstanding Loans
2. Pembayaran Modal Kerja 450.000.000.000
Payment of Working Capital
3. Pembayaran Capital Expenditure 806.955.854.957
Payment of Capital Expenditure
Total Penggunaan Dana 1.288.955.854.957
Total Use of Proceeds

17
Ikhtisar Obligasi, Sukuk atau Obligasi Konversi
Annual Report
2020
Laporan Tahunan

Dengan segala tantangan yang dihadapi perusahaan tahun 2020, PT Angkasa Pura
II (Persero) menjalankan strategi Business Survival Initiatives yang terdiri dari tiga
program yaitu cost leadership, capex disbursement, dan cash flow management.
Program itu diterapkan dalam bisnis aeronautika dan non aeronautika.
With all the challenges faced by the company in 2020, PT Angkasa Pura II (Persero) carries
out the Business Survival Initiatives strategy which consists of three programs, namely cost
leadership, capex disbursement, and cash flow management. The program is applied in
aeronautical and non-aeronautical businesses.

Laporan Dewan Komisaris
Laporan Manajemen
Management Report
Board of Commissioners’ Report
AGUS SANTOSO
Komisaris Utama/Komisaris Independen
President Commissioner/Independent Commissioner

Dewan Komisaris menilai Direksi telah memperlihatkan upaya
yang kuat untuk mengatasi berbagai tantangan yang dihadapi oleh
Perusahaan sepanjang 2020 ini, tentu atas dukungan dari seluruh
pekerja Angkasa Pura II.
The Board of Commissioners considers that the Board of Directors has shown strong efforts to
overcome the various challenges faced by the Company throughout 2020, of course with the
support of all Angkasa Pura II employees.
Pemegang Saham dan Para Pemangku Kepentingan Dear Shareholders and Stakeholders,
Yang Kami Hormati,
Tahun 2020 merupakan tahun penuh tantangan, namun 2020 is a year full of challenges, but Angkasa Pura II is still
Angkasa Pura II tetap berupaya untuk bertahan. Berbagai trying to survive. Various initiatives were carried out in 2020
inisiatif dilakukan di tahun 2020 untuk memastikan to ensure Angkasa Pura II in the future can continue to grow
Angkasa Pura II di masa mendatang dapat terus tumbuh sustainably. We believe, with the cooperation and support
berkelanjutan. Kami berkeyakinan, dengan kerjasama of all stakeholders, Angkasa Pura II remains optimistic
dan dukungan dari seluruh pemangku kepentingan, about achieving improved performance in the future.
Angkasa Pura II tetap optimis meraih perbaikan kinerja
di masa mendatang.
Dampak dari pandemi COVID-19 yang terjadi di awal The impact of the COVID-19 pandemic that occurred
tahun 2020 sangat mempengaruhi seluruh sektor in early 2020 greatly affected all sectors of the economy
perekonomian dimana dampak terbesar adalah pada where the biggest impact was on the tourism and
sektor pariwisata dan transportasi. Pada awal terjadinya transportation sectors. At the beginning of the pandemic,
pandemi beberapa negara mengambil kebijakan several countries took a policy of closing access in/out of
menutup akses keluar/masuk ke negaranya, dengan their country, with the closure of this access resulting in a
ditutupnya akses tersebut berimbas pada menurunnya decrease in the number of passengers so that many airlines
jumlah penumpang sehingga banyak maskapai also temporarily suspended their operational activities.
penerbangan yang juga menghentikan sementara Nevertheless, airports under the coordination of Angkasa
kegiatan operasionalnya. Meskipun demikian, bandara- Pura II, of course, cannot be deactivated. The impact of this
bandara yang berada di bawah koordinasi Angkasa will certainly be felt until the middle of 2020.
Pura II tentunya tidak boleh dinon-aktifkan. Dampak hal
ini tentunya dirasakan sampai pertengahan tahun 2020.
Dengan segala tantangan yang dihadapi perusahaan With all the challenges faced by the company in 2020, PT
tahun 2020, PT Angkasa Pura II (Persero) menjalankan Angkasa Pura II (Persero) carries out the Business Survival
strategi Business Survival Initiatives yang terdiri dari tiga Initiatives strategy which consists of three programs,
program yaitu cost leadership, capex disbursement, dan namely cost leadership, capex disbursement, and cash flow
cash flow management. Program itu diterapkan dalam management. The program is applied in aeronautical and
bisnis aeronautika dan non aeronautika. non-aeronautical businesses.
TINJAUAN EKONOMI DAN INDUSTRI 2020 ECONOMIC AND INDUSTRY REVIEW IN 2020
Pandemi COVID-19 yang dimulai sejak Maret 2020 The COVID-19 pandemic, which began in March 2020 until
hingga kini, menurut World Bank telah menyebabkan now, according to the World Bank, has caused negative
pertumbuhan ekonomi negatif secara global sebesar global economic growth of -4.3%. In addition, in 2020
-4,3%. Selain itu, pada 2020 terjadi penurunan harga there was a significant decline in global oil prices due to
minyak global secara signifikan akibat ketidakpastian economic uncertainty and a decline in production by OPEC

Laporan Manajemen
Management Report
ekonomi dan penurunan produksi oleh negara-negara countries, crude oil prices decreased from around USD 70
OPEC, harga minyak mentah mengalami penurunan per barrel to around USD 35 per barrel, even being negative
dari sekitar USD70 per barel, jadi sekitar USD35 per in May 2020.
barel, bahkan sempat negatif pada Mei 2020.
Seperti halnya negara-negara lain, dalam menghadapi Like other countries, in dealing with the spread of the
penyebaran pandemi COVID-19, Pemerintah COVID-19 pandemic, the Government prioritizes public
memprioritaskan kesehatan masyarakat dengan health by regulating restrictions on community activities,
mengatur pembatasan aktivitas masyarakat termasuk including business activities. This resulted in the national
kegiatan usaha. Hal ini mengakibatkan, perekonomian economy in 2020 experiencing negative growth in the range
nasional pada 2020 mengalami pertumbuhan of -2.07%, decreased compared to the previous year which
negatif pada kisaran -2,07%, menurun dibandingkan was in the range of +5.02%, as well as inflation of 1.68%
tahun sebelumnya yang pada kisaran +5,02%, serta in 2020 compared to 2.72% in 2019, indicating a decline
inflasi 1,68% di 2020 dibandingkan 2,72% di 2019, economic activity.
menunjukkan penurunan aktivitas ekonomi.
PENILAIAN ATAS KINERJA DIREKSI PERFORMANCE ASSESSMENT OF THE BOARD OF

DIRECTORS
Dewan Komisaris menilai Direksi telah memperlihatkan The Board of Commissioners considers that the Board
upaya yang kuat untuk mengatasi berbagai tantangan of Directors has shown strong efforts to overcome the
yang dihadapi oleh Perusahaan sepanjang 2020 ini, various challenges faced by the Company throughout
tentu atas dukungan dari seluruh pekerja Angkasa Pura 2020, of course with the support of all Angkasa Pura II
II. Penilaian ini mengacu pada upaya menjaga kinerja employees. This assessment refers to efforts to maintain
operasional yang baik pada masa pandemi COVID-19, good operational performance during the COVID-19
dan upaya menjaga kondisi keuangan perusahaan pandemic, and efforts to maintain the company's financial
di tengah tantangan berbagai faktor eksternal serta condition amidst the challenges of various external factors
secara konsisten menerapkan tata kelola perusahaan, as well as consistently implementing corporate governance,
penerapan strategi Business Survival Initiatives serta implementation of the Business Survival Initiatives strategy
mengimplementasikan strategi dan inisiatif sejalan as well as implementing strategies and initiatives in line
Rencana Jangka Panjang Perusahaan (RJPP). with the Company's Long Term Plan (RJPP).
Dewan Komisaris menyadari bahwa pandemi COVID-19 The Board of Commissioners realizes that the COVID-19
membawa dampak terhadap kegiatan Perseroan, pandemic has an impact on the Company's activities, both
baik secara operasional maupun keuangan. Dewan operationally and financially. The Board of Commissioners
Komisaris memberikan apresiasi terhadap upaya yang appreciates the efforts made by the Management to
dilakukan Jajaran Manajemen untuk terus bertahan. continue to survive.
Selama tahun 2020, kinerja keuangan mengalami During 2020, Angkasa Pura II’s financial performance was
tekanan dibandingkan tahun sebelumnya. Hal ini under pressure compared to the previous year. This can be
terlihat dari adanya peningkatan kinerja baik dari sisi seen from an increase in performance both in terms of the
laporan posisi keuangan maupun laporan laba rugi statement of financial position and the statement of profit
dan penghasilan komprehensif perusahaan. Dari sisi and loss and comprehensive income of the company. In
laporan posisi keuangan, aset perusahaan mencapai terms of the statement of financial position, the company’s
Rp44,44 triliun, tumbuh sebesar 1,0%, sedangkan assets reached Rp44.44 trillion, increased by 1.0%, while
ekuitas perusahaan mencapai Rp21,32 triliun, menurun the company’s equity reached Rp21.32 trillion, decreased
12,8% dibandingkan periode tahun sebelumnya. by 1.99% compared to the previous year period.

Dari sisi kinerja operasional, Dewan Komisaris In terms of operational performance, the Board of
memberikan apresiasi terhadap pelaksanaan kegiatan Commissioners appreciates the implementation of
operasional yang dilakukan, dimana seluruh bandara operational activities, where all airports managed by
yang dikelola oleh Angkasa Pura II terus beroperasi Angkasa Pura II continue to operate and serve the number
dan melayani jumlah penumpang. Kerja keras of passengers. This hard work had a good impact, where
tersebut membawa dampak baik, dimana pergerakan passenger movements in 2020 reached 35.87million
penumpang di tahun 2020 mencapai 35,87 juta orang, people, exceeding the passenger movement target.
melampaui target pergerakan penumpang.
Dewan Komisaris juga memberikan apresiasi terhadap The Board of Commissioners also appreciates the efforts
upaya yang dilakukan Direksi dengan program made by the Board of Directors with the cost savings
penghematan biaya. Dengan adanya efisiensi tersebut program. With this efficiency, it is hoped that it can continue
diharapkan dapat terus dilakukan secara maksimal. to be carried out to the maximum.
PENGAWASAN ATAS IMPLEMENTASI STRATEGI SUPERVISION OF THE IMPLEMENTATION OF THE

ANGKASA PURA II ANGKASA PURA II STRATEGY
Dewan Komisaris melihat bahwa selama 2020, Angkasa The Board of Commissioners sees that during 2020, Angkasa
Pura II telah berupaya menjalankan bisnis sesuai rencana Pura II has tried to run its business according to the annual
kerja tahunan, visi dan misi, serta arahan strategis. work plan, vision and mission, as well as strategic directions.
Namun akibat pandemi yang menyebabkan penurunan However, due to the pandemic which caused a decrease in
pergerakan jumlah pesawat dan penumpang yang the number of aircraft and passenger movements which
berdampak pada penurunan kinerja keuangan, Direksi resulted in a decline in financial performance, the Board of
telah melakukan penyesuaian yang diperlukan untuk Directors has made the necessary adjustments to maintain
menjaga keberlangsungan perusahaan. the sustainability of the company.
Pada pertengahan Tahun 2020, Perusahaan mengajukan In mid-2020, the company proposed to revise the RKAP
untuk melakukan Revisi RKAP yang disesuaikan dengan adjusted by prioritizing financial sustainability principles
mengedepankan prinsip financial sustainability guna in order to face the economic challenges of the COVID-19
menghadapi tantangan ekonomi terhadap pandemi pandemic and in an effort to continue to grow sustainably
COVID-19 dan dalam upaya untuk terus tumbuh secara and reduce the company's larger financial losses. This
berkesinambungan dan mengurangi kerugian finansial effort is considered quite successful and the Board of
perusahaan yang lebih besar. Upaya ini dirasakan Commissioners appreciates it.
cukup berhasil dan Dewan Komisaris memberikan
apresiasi atas hal tersebut.
Berbagai langkah kebijakan strategis telah dilakukan Various strategic policy steps have been taken throughout
di sepanjang tahun 2020 yakni dengan menjalankan 2020, namely by implementing the Business Survival
strategi Business Survival Initiatives yang terdiri dari 3 Initiatives strategy which consists of 3 (three) programs,
(tiga) program yaitu cost leadership, capex disbursement, namely cost leadership, capex disbursement, and cash flow
dan cash flow management. Program itu diterapkan management. The program is applied in aeronautical and
dalam bisnis aeronautika dan non aeronautika. Dewan non-aeronautical businesses. The Board of Commissioners
Komisaris meyakini bahwa pelaksanaan ketiga program believes that the implementation of these three programs
tersebut dapat menjaga keberlangsungan Perseroan di can maintain the sustainability of the Company in the
masa mendatang. future.

Laporan Manajemen
Management Report
PANDANGAN ATAS PROSPEK USAHA BUSINESS PROSPECTS OUTLOOK
Beberapa lembaga ekonomi menyebutkan tahun 2021 Several economic institutions said that 2021 brought
membawa optimisme seiring harapan bahwa pandemi optimism along with hopes that the COVID-19 pandemic
COVID-19 mulai mereda. Ekonomi global diramalkan would begin to subside. The global economy is predicted to
akan tumbuh positif yaitu 5,2 %, demikian pula dengan grow positively at 5.2%, as well as the Indonesian economy
ekonomi Indonesia yang ditargetkan akan tumbuh which is targeted to grow around 4.5%-5.3% in 2021.
sekitar 4,5%-5,3% di 2021.
Dewan Komisaris dan Direksi memiliki pandangan The Board of Commissioners and the Board of Directors
yang selaras untuk menyikapi perkembangan kondisi have a harmonious view to respond optimistically to
perekonomian dengan optimis. Potensi industri developments in economic conditions. The potential of
pariwisata dan transportasi diyakini akan segera pulih, the tourism and transportation industry is believed to be
dimana sektor pariwisata akan menjadi pendorong recovering soon, where the tourism sector will be the driver
program ini. Hal ini sangat beralasan, mengingat potensi of this program. This is very reasonable, considering the
wisata yang sangat besar yang dimiliki oleh Indonesia enormous tourism potential possessed by Indonesia which
yang tersebar di bumi nusantara. Dengan letak geografis is spread across the archipelago. With the geographical
berpulau-pulau, menjadikan transportasi udara melalui location of the islands, making air transportation through
maskapai penerbangan masih menjadi alternatif pilihan airlines still a much more effective and efficient alternative,
yang jauh lebih efektif dan efisien, terutama pada sisi especially in terms of travel time compared to land and sea
waktu tempuh dibandingan transportasi darat maupun transportation.
laut.
PENERAPAN TATA KELOLA YANG BAIK IMPLEMENTATION OF GOOD GOVERNANCE
Angkasa Pura II senantiasa menerapkan prinsip Angkasa Pura II always applies Good Corporate
dan praktik Tata Kelola Perusahaan yang Baik (Good Governance (GCG) principles and practices at all levels of
Corporate Governance/GCG) pada seluruh jajaran the organization. The implementation of GCG at Angkasa
organisasi. Penerapan GCG di Angkasa Pura II telah Pura II has been prepared based on the provisions and laws
disusun berdasarkan ketentuan dan perundang- in force in Indonesia, including SOE Ministerial Regulation
undangan yang berlaku di Indonesia antara lain Permen No. 1/ 2011, SOE Ministerial Decree No. 9/2012 and various
BUMN No. 1/ 2011, Permen BUMN No. 9/2012 serta other provisions. We always comply with applicable
berbagai ketentuan lainnya. Kami senantiasa patuh regulations.
sesuai aturan yang berlaku.
Angkasa Pura II secara berkala melaksanakan Angkasa Pura II periodically carries out GCG assessments
assessment GCG untuk mengukur praktik GCG yang to measure GCG practices that occur at Angkasa Pura II.
terjadi di Angkasa Pura II. Hasil assessment GCG The results of the last GCG assessment carried out in 2020
terakhir dilakukan pada tahun 2020 yang dilaksanakan were carried out by means of a GCG self-assessment. The
secara self-assessment GCG. Hasil penilaian GCG results of the Company's GCG assessment in 2020 obtained
Perseroan pada tahun 2020 memperoleh skor a score of 90.36% in the "VERY GOOD" category. The Board
sebesar 90,36% masuk dalam Kategori “SANGAT BAIK”. of Commissioners appreciates this effort. We hope that the
Dewan Komisaris memberikan apresiasi terhadap Board of Directors and all personnel of Angkasa Pura II will
upaya ini. Kami berharap Direksi dan seluruh Insan continue to maintain this achievement and improve it in the
Angkasa Pura II untuk terus mempertahankan future. For this reason, the Board of Commissioners also
pencapaian ini dan meningkatkannya di masa yang hopes that the implementation of GCG is also continuously
mendatang. Untuk itu, Dewan Komisaris juga berharap disseminated, not only to Angkasa Pura II internally, but
agar pelaksanaan GCG juga senantiasa disebarluaskan, also to external stakeholders.
tidak hanya untuk internal Angkasa Pura II saja, tetapi
juga mencakup ke stakeholders eksternal.

PANDANGAN DAN PERAN DEWAN KOMISARIS OUTLOOK AND ROLE OF THE BOARD OF
DALAM WHISTLEBLOWING SYSTEM COMMISSIONERS IN THE WHISTLEBLOWING
SYSTEM
Penerapan Whistleblowing System (WBS) merupakan The implementation of the Whistleblowing System (WBS) is
salah satu bentuk pengawasan atas pelaksanaan a form of supervision over the implementation of company
terhadap ketentuan perusahaan. Angkasa Pura II regulations. Angkasa Pura II has the WBS Guidelines as a
memiliki Pedoman WBS sebagai acuan seluruh jajaran reference for all levels of the Company, which have been
Perseroan, yang telah diimplementasikan secara implemented in an integrated manner between the work
terintegrasi antara unit kerja yang bertanggung jawab units responsible for formulating policies and conducting
dalam menyusun kebijakan dan melakukan sosialisasi socialization with the Company's Internal Audit function
dengan fungsi Internal Audit Perseroan serta unit kerja and the Human Resources work unit. In accordance with
Sumber Daya Manusia. Sesuai kebijakan perusahaan, company policy, the Board of Commissioners is part of the
Dewan Komisaris merupakan bagian dari Dewan Etik Ethics Board which plays a role in the implementation of
yang berperan dalam implementasi WBS dan secara WBS and will continuously encourage the improvement of
berkesinambungan akan mendorong ditingkatkannya the socialization process of this program so that it can run
proses sosialiasi program ini sehingga dapat berjalan effectively.
dengan efektif
FREKUENSI DAN CARA PEMBERIAN NASIHAT FREQUENCY AND METHODS OF GIVING ADVICE
KEPADA ANGGOTA DIREKSI TO MEMBERS OF THE BOARD OF DIRECTORS
Dewan Komisaris dan Direksi sesuai fungsi yang diatur The Board of Commissioners and the Board of Directors are
dalam perundang-undangan yang berlaku, bersama- in accordance with the functions regulated in the applicable
sama menjaga keberlangsungan perusahaan. Selama legislation, together to maintain the sustainability of the
2020, sesuai anggaran dasar perusahaan, fungsi company. During 2020, in accordance with the company's
pengawasan oleh Dewan Komisaris diimplementasikan articles of association, the supervisory function by the
melalui komunikasi berkala, memberikan saran Board of Commissioners is implemented through periodic
dan nasihat kepada Direksi, termasuk memberikan communication, providing advice and counsel to the Board
persetujuan atas hal-hal yang merupakan kewenangan of Directors, including giving approval on matters that are
Dewan Komisaris seusai ketentuan yang berlaku. the authority of the Board of Commissioners in accordance
with applicable regulations.
Terdapat 13 kali Rapat Gabungan Dewan Komisaris There were 13 Joint Meetings of the Board of Commissioners
dan Direksi yang dilakukan selama 2020. Pada and the Board of Directors held during 2020. At this joint
rapat gabungan ini, Dewan Komisaris melakukan meeting, the Board of Commissioners supervised and
pengawasan dan pemberian nasihat kepada Direksi provided advice to the Board of Directors to ensure that
untuk memastikan pengelolaan Perseroan dilakukan the management of the Company was carried out in
sesuai dengan prinsip-prinsip GCG. accordance with GCG principles.
PERUBAHAN KOMPOSISI DEWAN KOMISARIS CHANGES IN BOARD OF COMMISSIONERS'

COMPOSITION
Pada 2020, terdapat perubahan komposisi Dewan In 2020, there was a change in the composition of the
Komisaris. Pada tanggal 27 April 2020 melalui Surat Board of Commissioners. On April 27, 2020 through the
Keputusan Menteri BUMN Nomor SK 127/MBU/04/2020 Decree of the Minister of SOE Number SK 127/MBU/04/2020
tanggal 27 April 2020 mengangkat Agus Santoso dated April 27, 2020 appointed Agus Santoso as President
sebagai Komisaris Utama, Mochtar Husein sebagai Commissioner, Mochtar Husein as Deputy President
Wakil Komisaris Utama, Abdul Muis sebagai Komisaris, Commissioner, Abdul Muis as Commissioner, Tubagus Fiki

Laporan Manajemen
Management Report
Tubagus Fiki Chikara Satari sebagai Komisaris serta Chikara Satari as Commissioner and respectfully dismissed
memberhentikan dengan hormat Mujahidin Harpin Mujahidin Harpin Ondeh as Independent Commissioner,
Ondeh sebagai Komisaris Independen, Iswan Elmi Iswan Elmi as Commissioner, Mohamad Pramintohadi
sebagai Komisaris, Mohamad Pramintohadi Sukarno Sukarno as Commissioner. This change is expected to
sebagai Komisaris. Perubahan ini diharapkan dapat strengthen the Board of Commissioners in supervising the
memperkuat Dewan Komisaris dalam melakukan activities and performance of Angkasa Pura II.
pengawasan terhadap aktivitas dan kinerja Angkasa
Pura II.
Secara khusus, Dewan Komisaris mengucapkan terima In particular, the Board of Commissioners would like
kasih kepada Saudara Mujahidin Harpin Ondeh, Saudara to thank Mr.Mujahidin Harpin Ondeh, Mr.Iswan Elmi
Iswan Elmi dan Saudara Mohamad Pramintohadi Sukarno and Mr.Mohamad Pramintohadi Sukarno for their hard
atas kerja keras dan kontribusinya saat menjalankan work and contribution while carrying out their duties as
tugas sebagai Komisaris. Commissioners.
Susunan Dewan Komisaris hingga Laporan Tahunan ini The composition of the Board of Commissioners until this
disusun adalah sebagai berikut: Annual Report is prepared is as follows:
Nama Jabatan Dasar Pengangkatan Masa Jabatan Periode Jabatan

Name Position Basis of Appointment Length of Service Period of Office
Agus Santoso Komisaris Utama Surat Keputusan Menteri BUMN Nomor SK 2020 – 2025 Kesatu
President 127/MBU/04/2020 tanggal 27 April 2020. First
Commissioner Minister of SOEs Decree No: SK-127/MBU/04/2020
dated April 27, 2020.
Mochtar Husein Wakil Komisaris Surat Keputusan Menteri BUMN nomor SK - 2020 – 2025 Kesatu
Utama 127/MBU/04/2020. First
Deputy President Minister of SOEs Decree No: SK-127/
MBU/04/2020.
Tubagus Fiki Komisaris Surat Keputusan Menteri BUMN nomor SK - 2020 – 2025 Kesatu
Chikara Satari Commissioner 127/MBU/04/2020. First
Minister of SOEs Decree No: SK-127/
MBU/04/2020.
Andus Winarno Komisaris Surat Keputusan Menteri BUMN nomor SK-37/ 2020 – 2025 Kesatu
Commissioner MBU/02/2019. First
Minister of SOEs Decree No: SK-37/MBU/02/2019.
Abdul Muis Komisaris Surat Keputusan Menteri BUMN Nomor SK- 2020 – 2025 Kesatu
Commissioner 127/MBU/04/2020 tanggal 27 April 2020. First
Minister of SOEs Decree No: SK-127/MBU/04/2020
Dodi Iskandar Komisaris Surat Keputusan Menteri BUMN nomor SK-48/ 2020 – 2025 Kesatu
Commissioner MBU/02/2019 tanggal 11 Februari 2019. First
dated February 11, 2019.

PENUTUP CLOSING
Sebagai penutup, kami menyampaikan terimakasih In closing, we express our deepest gratitude to all
yang sebesar-besarnya kepada seluruh pemangku stakeholders, namely shareholders, customers, business
kepentingan yaitu pemegang saham, pelanggan, mitra partners, staff and other stakeholders for their trust
bisnis, staf dan pemangku kepentingan lainnya atas and support to Angkasa Pura II. We also express our
kepercayaan dan dukungan kepada Angkasa Pura II. appreciation to the Board of Directors who have managed
Kami juga mengucapkan apresiasi kepada jajaran Direksi Angkasa Pura II amidst the challenges in 2020. We invite
yang telah mengelola Angkasa Pura II di tengah the entire staff of Angkasa Pura II to remain enthusiastic
tantangan di tahun 2020. Kami mengajak seluruh and optimistic.
Jajaran Insan Angkasa Pura II untuk tetap semangat dan
optimis.
Akhir kata, kami mengajak seluruh jajaran Angkasa Finally, we invite all personnel of Angkasa Pura II together
Pura II untuk bersama sama merealiasasikan Rencana to realize the Company’s Long Term Plan, optimize several
Jangka Panjang Perusahaan, mengoptimalkan beberapa existing opportunities and overcome various challenges in
peluang yang ada dan mengatasi berbagai tantangan increasing company value.
dalam meningkatkan nilai perusahaan.
Jakarta, 2021
PT Angkasa Pura II (Persero)
Atas Nama Dewan Komisaris,

On Behalf of the Board of Commissioners
AGUS SANTOSO

Laporan Direksi
Laporan Manajemen
Management Report
Board of Directors’ Reports
MUHAMMAD AWALUDDIN
Direktur Utama
President Director

Laporan Direksi
Penerapan GCG secara konsisten akan memperkuat posisi daya saing
Perusahaan, memaksimalkan nilai Perusahaan, mengelola sumber daya dan
risiko secara lebih efisien dan efektif, yang pada akhirnya akan memperkokoh
kepercayaan pemegang saham dan stakeholders.
The consistent implementation of GCG will strengthen the Company’s competitive position,
maximize the value of the Company, manage resources and risks more efficiently and effectively,
which in turn will strengthen the trust of shareholders and stakeholders.
Pemegang Saham dan Pemangku Kepentingan yang Dear Shareholders and Stakeholders,
terhormat,
Pada tahun 2020, menjadi tahun pertama pandemi 2020 was the first year of the COVID-19 pandemic for
COVID-19 bagi kehidupan masyarakat di seluruh dunia people's lives around the world, including Indonesia. The
termasuk Indonesia. Pandemi COVID-19 telah berdampak COVID-19 pandemic has an impact on all aspects of people's
terhadap seluruh sendi kehidupan masyarakat, baik lives, including health, social, economic and environmental
aspek kesehatan, aspek sosial, aspek perekonomian aspects. Throughout 2020, the Health crisis that occurred
maupun aspek lingkungan. Sepanjang tahun 2020, has spread to an economic crisis which resulted in a decline
krisis Kesehatan yang terjadi telah merembet kepada in economic growth and changes in the business and
krisis ekonomi yang berakibat terhadap turunnya industrial environment.
pertumbuhan ekonomi dan perubahan lingkungan bisnis
dan dunia industri.
Puji syukur kepada Tuhan Yang Maha Esa, di tengah Praise the God Almighty, in the midst of the COVID-19
musibah pandemi COVID-19 sepanjang tahun 2020 pandemic throughout 2020 that has hit the whole world
yang telah melanda seluruh dunia termasuk Indonesia, including Indonesia, the entire Board of Directors and
seluruh jajaran Direksi dan seluruh karyawan masih all employees are still optimistic to rise to the future
optimis untuk bangkit menatap masa depan dan and restore the Company's performance. The COVID-19
mengembalikan performa Perseroan. Musibah pandemic has impacted all aspects of people's lives, but it
pandemi COVID-19 telah berdampak terhadap seluruh does not prevent the Company from continuing to optimize
sendi kehidupan masyarakat, namun tidak menghalangi resource potential, innovate and be creative in creating
Perseroan terus mengoptimalkan potensi sumber daya, opportunities for business change to achieve the best
berinovasi dan berkreativitas menciptakan peluang performance of the company.
terhadap perubahan bisnis untuk mencapai kinerja
terbaik perusahaan.
Semangat dan motivasi tersebut didorong oleh peran This enthusiasm and motivation is driven by the Company's
dan kontribusi Perseroan dalam program Pemulihan role and contribution in the National Economic Recovery
Ekonomi Nasional (PEN) dengan memaksimalkan (PEN) program by maximizing flight stimulus through
stimulus penerbangan melalui tarif Pelayanan Jasa Aircraft Passenger Service (PJP2U) or Passenger Service
Penumpang Pesawat Udara (PJP2U) atau passenger Charge (PSC) tariffs provided by the Government at airports
service charge (PSC) yang diberikan Pemerintah di managed by Angkasa Pura II. The government itself has
Bandara yang dikelola oleh Angkasa Pura II. Pemerintah made strategic steps to help the national economic recovery
sendiri telah membuat Langkah strategis membantu for the air transportation sector with a total stimulus/
pemulihan perekonomian nasional untuk sektor incentive for the 2020 PEN Tourism transportation of
transportasi udara dengan total stimulus/insentif IDR 216.56 billion which is divided into incentives for PJP2U
transportasi Kepariwisataan PEN 2020 sebesar of IDR 175.75 billion and a stimulus for calibration of
Rp216,56 miliar yang terbagi menjadi insentif untuk aviation telecommunications facilities and visual landing
PJP2U sebesar Rp175,75 miliar dan stimulus kalibrasi aids amounting to Rp40.81 billion. PJP2U or PSC incentives/

Laporan Manajemen
Management Report
fasilitas telekomunikasi penerbangan dan alat bantu stimulus are given to passengers on domestic routes
pendaratan visual sebesar Rp40,81 miliar. Insentif/ departing from 13 designated airports.
stimulus PJP2U atau PSC diberikan kepada para
penumpang rute domestik yang berangkat dari 13
bandara yang ditentukan.
TINJAUAN EKONOMI DAN INDUSTRI ECONOMIC AND INDUSTRY REVIEW
Pertumbuhan ekonomi Indonesia tahun 2020 berdasarkan BPS-Statistics Indonesia recorded that Indonesia’s
data Badan Pusat Statistik (BPS) menunjukkan adanya economic growth over the past year experienced a
kontraksi dengan pertumbuhan negatif sebesar 2,07%, growth contraction of 2.07% compared to 2019. Several
jika dibandingkan pertumbuhan ekonomi tahun components of economic growth showed negative growth,
2019. Beberapa komponen pertumbuhan ekonomi for example, the production component experienced the
menunjukkan pertubuhan negatif, misalnya komponen largest growth contraction, namely in the transportation
produksi yang mengalami kontraksi pertumbuhan and warehousing business field with the highest negative
terbesar yaitu pada lapangan usaha transportasi dan growth of 15.04%. Meanwhile, from the expenditure side,
pergudangan dengan pertumbuhan negatif tertinggi almost all components contracted, the Exports of Goods
sebesar 15,04%. Sedangkan, komponen pengeluaran and Services Component became the component with the
hampir semua aspek terkontraksi dengan pertumbuhan deepest contraction of 7.70%. Meanwhile, imports of goods
negatif, misalnya komponen ekspor barang dan jasa and services, which were the reducing factor, contracted by
dengan pertumbuhan negatif tertinggi sebesar 7,70%. 14.71%.
Sementara itu, Impor Barang dan Jasa merupakan faktor
pengurang kontraksi, dengan pertumbuhan negatif
sebesar 14,71%.
Sesuai dengan perkembangan ekonomi di triwulan In accordance with economic developments in quarter
IV/2020, Bank Indonesia menjelaskan adanya IV/2020, Bank Indonesia explained that the economy was
perbaikan ekonomi seiring dengan langkah-langkah improving in line with the strategic steps taken by the
strategis yang telah dilakukan oleh Pemerintah dalam Government in dealing with the impact of the COVID-19
menghadapi dampak pandemi COVID-19. Hal ini pandemic. This can be seen from the economic growth in the
terlihat dari, Pertumbuhan ekonomi pada triwulan fourth quarter of 2020, which shows the continued process
IV/2020 menunjukkan berlanjutnya proses perbaikan of economic improvement, supported by the realization
perekonomian, ditopang realisasi stimulus dan of stimulus and positive contributions from the external
kontribusi positif sektor eksternal. Bank Indonesia sector. Bank Indonesia has directed an accommodative
telah mengarahkan bauran kebijakan akomodatif policy mix and strengthened synergies with the Government
serta memperkuat sinergi dengan Pemerintah dan and relevant authorities to continue to support the national
otoritas terkait untuk terus mendukung pemulihan economic recovery. Therefore, Bank Indonesia estimates
ekonomi nasional. Oleh karena itu, Bank Indonesia that the 2021 outlook will gradually increase.
memperkirakan prospek 2021 akan meningkat secara
bertahap.
DAMPAK PANDEMI TERHADAP PERUSAHAAN IMPACT OF PANDEMIC ON COMPANY
Pandemi Virus COVID-19 yang terjadi di awal The COVID-19 virus pandemic that occurred in early 2020
tahun 2020 sangat mempengaruhi seluruh sektor greatly affected all sectors of the economy where the biggest
perekonomian dimana dampak terbesar adalah impact was on the tourism and transportation sectors.
pada sektor pariwisata dan transportasi. Pada awal At the beginning of the pandemic, several countries took
terjadinya pandemi beberapa negara mengambil a policy of closing access in/out of their country, with the
kebijakan menutup akses keluar/masuk ke negaranya, closure of this access resulting in a decrease in the number

Laporan Direksi
dengan ditutupnya akses tersebut berimbas pada of passengers so that many airlines also temporarily
menurunnya jumlah penumpang sehingga banyak suspended their operational activities. This ultimately has
maskapai penerbangan yang juga menghentikan an impact on the Company’s operational and financial
sementara kegiatan operasionalnya. Hal ini akhirnya performance.
juga berdampak terhadap kinerja operasional maupun
finansial Perusahaan.
Dengan kondisi tersebut, pada pertengahan tahun With these conditions, in mid-2020, the Company proposed
2020, Perseroan mengajukan untuk melakukan Revisi to revise the RKAP which was adjusted to prioritize the
RKAP yang disesuaikan dengan mengedepankan prinsip principle of financial sustainability in order to face the
financial sustainability guna menghadapi tantangan economic challenges of the COVID-19 pandemic and in
ekonomi terhadap pandemi COVID-19 dan dalam upaya an effort to continue to grow sustainably and reduce the
untuk terus tumbuh secara berkesinambungan dan company’s larger financial losses.
mengurangi kerugian finansial perusahaan yang lebih
besar.
ANALISIS ATAS KINERJA PERUSAHAAN ANALYSIS OF COMPANY PERFORMANCE
Kebijakan Strategis Strategic Policy

Dengan segala tantangan yang dihadapi perusahaan With all the challenges faced by the Company in 2020,
tahun 2020, Angkasa Pura II menjalankan strategi Angkasa Pura II has implemented a Business Survival
Business Survival Initiatives yang terdiri dari tiga program Initiatives strategy which consists of three programs,
yaitu penghematan biaya (cost leadership), penyesuaian namely cost leadership, adjustments to capital expenditures
terhadap belanja modal (capex disbursement), disbursement, and tightening cash flow management.
dan memperketat manajeman arus kas (cash flow The program was implemented in aeronautical and non-
management). Program itu diterapkan dalam bisnis aeronautical businesses.
aeronautika dan non aeronautika.
Pada program penghematan biaya, Perseroan dapat In the cost leadership program, the Company was able to
melakukan penghematan sekitar Rp1,8 triliun dari save around Rp1.8 trillion from the operational cost budget
anggaran biaya operasional yang sudah disiapkan that had been prepared at the beginning of the year. Cost
pada awal tahun. Penghematan biaya dilakukan di leadership was conducted at 19 Angkasa Pura II airports
19 bandara Angkasa Pura II termasuk penghematan including saving on water and electricity usage. The
penggunaan air dan listrik. Perseroan dapat menghemat Company was able to save up to 56% of water consumption
konsumsi air hingga 56% dari yang dianggarkan pada from what was budgeted at the beginning of the year, while
awal tahun, sementara itu penggunaan listrik dapat electricity usage can be saved by 42.75%. In general, the
dihemat sebesar 42,75%. Secara umum, anggaran 2020 budget can be saved from operational efficiency for
tahun 2020 dapat dihemat dari efisiensi operasional non-priority facilities. On the other hand, priority facilities
untuk fasilitas non-prioritas. Di sisi lain, fasilitas prioritas continue to be fully operated with 3S + 1C compliance,
tetap dioperasikan secara penuh dengan kepatuhan namely Safety, Security and Services, and Compliance
3S+1C yaitu Safety (Keselamatan), Security (Keamanan) (Fulfillment of applicable rules).
dan Services (Pelayanan) serta Compliance (Pemenuhan
terhadap aturan yang berlaku).
Pada program penyesuaian terhadap belanja modal, In the adjustments to capital expenditures disbursement
Perseroan mampu menekan belanja modal dari Rp7,8 program, the Company was able to reduce capital
triliun yang ditetapkan pada awal tahun menjadi hanya expenditures from Rp7.8 trillion which was set at the
Rp712 miliar. Belanja modal hanya difokuskan untuk beginning of the year to only Rp712 billion. Capital
proyek yang bersifat multiyears, pemeliharaan fasilitas expenditures were only focused on multi-year projects,
guna menjamin keamanan, keselamatan, pelayanan, maintenance of facilities to ensure security, safety, services,

Laporan Manajemen
Management Report
serta perencanaan desain Terminal 4 Bandara Soekarno- as well as planning the design of Terminal 4 at Soekarno-
Hatta. Kemudian, Angkasa Pura II juga menekankan Hatta Airport. Then, Angkasa Pura II also emphasizes cash
pada manajemen arus kas (cash flow management) flow management by paying attention to and balancing
dengan memperhatikan serta menyeimbangkan aliran cash in and cash outflows.
cash in dan cash out.
Selain itu, Perseroan berkomitmen untuk In addition, the Company is committed to maximizing the
memaksimalkan stimulus PSC yang diberikan PSC stimulus provided by the Government at Soekarno-
Pemerintah di Bandara Soekarno-Hatta, Bandara Hatta Airport, Kualanamu Airport, Halim Perdanakusuma
Kualanamu, Bandara Halim Perdanakusuma, Bandara Airport, Silangit Airport and Banyuwangi Airport. The
Silangit dan Bandara Banyuwangi. Para pemangku stakeholders in the 5 airports will collaborate so that this
kepentingan di 5 bandara tersebut akan berkolaborasi stimulus can optimize the role of the aviation sector in
agar stimulus ini dapat mengoptimalkan peran sektor supporting the economy in the midst of the pandemic.
penerbangan dalam mendukung perekonomian di
tengah pandemi.
Direksi menyakini pemberian stimulus PSC oleh The Board of Directors believes that the provision of PSC
pemerintah harus dimanfaatkan oleh sektor stimulus by the government should be utilized by the
penerbangan nasional guna mendorong perekonomian. national aviation sector to encourage the economy. This is
Hal ini, karena penerbangan sangat erat dengan industri because aviation is very closely related to other industries,
lainnya, seperti perjalanan dinas atau perjalanan such as official travel or tourist travel, which indirectly
wisata, yang secara tidak langsung berkontribusi contributes to the MSME business in a destination city and
terhadap bisnis UMKM di suatu kota tujuan dan boosts the regional economy. In addition, the government’s
mendorong perekonomian daerah. Di samping itu, policy of providing PSC stimulus to the 5 airports is
kebijakan pemerintah yang memberikan stimulus PSC appropriate, because the movement of passengers at the 5
ke 5 bandara tersebut sudah tepat, karena pergerakan airports reflects 75% of the total movement of passengers
penumpang di 5 bandara itu mencerminkan 75% total at 19 Angkasa Pura II airports.
pergerakan penumpang di 19 bandara Angkasa Pura II.
Untuk itu, Direksi telah menjalankan 3 (tiga) Langkah Therefore, the Board of Directors has implemented 3 (three)
strategi Angkasa Pura II guna memanfaatkan stimulus Angkasa Pura II strategic steps to take advantage of this
ini, antara lain: stimulus, including:
1. Memastikan ketersediaan slot penerbangan di 1. Ensure the availability of flight slots at the airport
bandara
Perseroan akan memastikan ketersediaan slot The company will ensure the availability of flight slots
penerbangan yang dibutuhkan maskapai di 5 needed by airlines at 5 airports that are included in the
bandara yang termasuk di dalam skema stimulus PSC stimulus scheme by the government. Following up
PSC oleh pemerintah. Menindaklanjuti hal ini, on this, Angkasa Pura II is actively coordinating with
Angkasa Pura II secara aktif berkoordinasi dengan airlines regarding airport operational readiness and
maskapai terkait kesiapan operasional bandara dan ensuring the availability of flight slots for airlines.
memastikan tersedianya slot penerbangan bagi
maskapai.
2. Berkoordinasi dengan maskapai untuk meningkatkan 2. Coordinate with airlines to improve routes and
route dan destinasi destinations
Harapan dari adanya stimulus ini adalah harga tiket The hope from this stimulus is that airline ticket prices
pesawat menjadi lebih rendah sehingga menjadi will be lower so that it is the right moment for airports
momen yang tepat bagi bandara dan maskapai and airlines to reopen domestic routes that were closed
untuk membuka kembali rute domestik yang during the pandemic.
sempat ditutup di tengah pandemi.

Laporan Direksi
3. Berkoordinasi dengan maskapai untuk meningkatkan 3. Coordinate with airlines to increase flight frequency
frekuensi penerbangan
Stimulus PSC dapat meningkatkan permintaan PSC stimulus can increase demand for aviation.
terhadap penerbangan. Angkasa Pura II dan Angkasa Pura II and airlines will analyze the possibility
maskapai akan menganalisa kemungkinan rute of increasing domestic routes so that flight frequencies
domestik yang mengalami peningkatan untuk dapat on these routes can be added if possible.
ditambah frekuensi penerbangan di rute tersebut
jika memungkinkan.
Adapun seiring dengan stimulus PSC dari pemerintah Along with the PSC stimulus from the government, the
ini, Perseroan sangat optimis bahwa pergerakan Company is very optimistic that passenger movements and
penumpang dan pergerakan pesawat diperkirakan aircraft movements are expected to increase.
akan meningkat kembali.
Kinerja Perseroan 2020 The Company’s 2020 Performance

Pandemi COVID-19 telah memberikan dampak signifikan The COVID-19 pandemic has had a significant impact
terhadap pergerakan pesawat dan penumpang serta on aircraft and passenger movements as well as airport
aktivitas pengusahaan kebandarudaraan, sehingga business activities so that in general the Company’s
secara umum pencapaian kinerja Perseroan tahun 2020 performance achievement in 2020 was under pressure
mengalami tekanan dari kinerja tahun sebelumnya. from the previous year’s performance. Through the
Melalui strategi Business Survival Initiatives, Direksi telah Business Survival Initiatives strategy, the Board of
mengambil langkah-langkah strategis untuk bertahan Directors has taken strategic measures to survive amidst
di tengah pandemi sehingga seluruh bandara Angkasa the pandemic so that all Angkasa Pura II airports will
Pura II tetap beroperasi optimal sepanjang tahun 2020. continue to operate optimally throughout 2020. In facing
Dalam menghadapi tantangan tersebut, Angkasa Pura II these challenges, Angkasa Pura II has implemented 3
telah menjalankan 3 (tiga) program utama: penghematan (three) main programs: cost leadership, adjustments to
biaya (cost leadership), penyesuaian terhadap belanja capital expenditures disbursement, and tightening cash
modal (capex disbursement), dan memperketat flow management. In line with this, at the beginning of the
manajeman arus kas (cash flow management). Sejalan year the COVID-19 pandemic occurred, the Company has
dengan tersebut, pada awal tahun terjadi pandemi established a new (revised) Company’s Work Plan & Budget
COVID-19, Perseroan telah menetapkan Rencana Kerja (RKAP) with changes in performance targets in accordance
Anggaran Perusahaan (RKAP) yang baru (revisi) dengan with developments in the business climate.
perubahan target kinerja sesuai dengan perkembangan
iklim bisnis.
Selain itu, Perseroan juga memiliki program terkait In addition, the Company also has programs related to
aspek pemastian protokol kesehatan yakni Biosecurity aspects of ensuring health protocols, namely Biosecurity and
dan Biosafety Management guna mewujudkan Biosafety Management to realize healthy flights. Through
penerbangan sehat. Melalui berbagai program tersebut, these various programs, Angkasa Pura II successfully
Angkasa Pura II sukses menjalani 2020 dengan tetap underwent 2020 while maintaining the operations of 19
menjaga operasional 19 bandara sehingga menjamin airports so as to ensure air connectivity in Indonesia to
konektivitas udara di Indonesia untuk mengakomodir accommodate various domestic and international flights,
berbagai penerbangan domestic dan internasional including repatriation for the return of Indonesian citizens
termasuk repatriasi bagi kepulangan warga Negara (WNI).
Indonesia (WNI).
Realisasi total aset Angkasa Pura II hingga akhir tahun The realized total assets of Angkasa Pura II until the end
2020 mencapai Rp44,44 triliun, meningkat sebesar of 2020 reached Rp44.44 trillion, an increase of Rp437.9
Rp437,9 miliar atau 1,0% dibandingkan total aset billion or 1.0% compared to total assets at the end of 2019
akhir tahun 2019 sebesar Rp44,00 triliun. Disisi lain, of Rp44.00 trillion. On the other hand, the cost leadership
program penghematan biaya yang telah dilaksanakan program that has been implemented by the Company can

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Management Report
oleh Perseroan dapat menekan beban/biaya usaha reduce operating expenses/costs by 17.6% of operating
mencapai 17,6% terhadap beban usaha pada tahun expenses in the previous year. One of the reasons for
sebelumnya. Efisiensi biaya tersebut salah satunya this cost efficiency was the decrease in airport operating
berasal dari penurunan beban operasional bandara expenses which reached 14.3% compared to the previous
mencapai 14,3% dibandingkan beban operasional year’s operating expenses.
tahun sebelumnya.
Sepanjang 2020 di tengah pandemi COVID-19, seluruh Throughout 2020 in the midst of the COVID-19 pandemic,
bandara Perseroan telah melayani 411.164 pergerakan all of the Company’s airports have served 411,164 aircraft
pesawat (take off dan landing) dengan jumlah pergerakan movements (take-off and landing) with the number of
penumpang mencapai 35,9 juta orang. Berkat berbagai passenger movements reaching 35.9 million people. Thanks
upaya serta kerja keras jajaran manajemen dan seluruh to the various efforts and hard work of the management
karyawan, pencapaian tersebut berhasil melampaui and all employees, this achievement has succeeded in
terget pergerakan penumpang sebanyak 34,6 juta exceeding the passenger movement target of 34.6 million
orang. Adapun untuk bisnis, kargo sepanjang tahun people. As for business, cargo throughout 2020 was able
2020 mampu membukukan volume hingga 712,9 juta to record a volume of up to 712.9 million kilograms. This
kilogram. Hal ini menunjukkan, bisnis angkutan kargo shows that the cargo transportation business is relatively
relatif stabil jika dibandingkan dengan pasar angkutan stable when compared to the air passenger transportation
penumpang pesawat. market.
Kendala-Kendala yang Dihadapi dan Langkah Obstacles Encountered and Solved Steps
Penyelesaiannya
Tahun 2020 sebagai tahun awal pandemi COVID-19 The year 2020 as the initial year of the COVID-19 pandemic
menjadi kendala sekaligus tantangan bagi Perseroan became an obstacle as well as a challenge for the Company
yang berdampak secara signifikan terhadap pencapaian that had a significant impact on the achievement of both
kinerja baik operasional maupun keuangan. Namun, operational and financial performance. However, we as
kami selaku manajemen dan seluruh insan Angkasa management and all personnel of Angkasa Pura II continue
Pura II terus berupaya untuk mencapai target to strive to achieve targets and improve performance.
dan meningkatkan kinerja. Berbagai strategi telah Various strategies have been formulated and implemented
dirumuskan dan dilaksanakan sebagai bagian dari as part of the agreed solution.
solusi yang telah disepakati.
PROSPEK USAHA BUSINESS PROSPECT
Meskipun industri pariwisata dan transportasi menjadi Although the tourism and transportation industries are the
sektor bisnis yang terdampak signifikan oleh adanya business sectors that have been significantly affected by the
pandemi COVID-19, namun secara umum kedua sektor COVID-19 pandemic, in general the two business sectors
usaha tersebut masih memberikan peluang usaha yang still provide promising business opportunities in the future.
menjanjikan di masa yang akan datang. Optimisme This optimism, considering the enormous tourism potential
ini, mengingat potensi wisata yang sangat besar yang possessed by Indonesia spread across the archipelago.
dimiliki oleh Indonesia yang tersebar di bumi nusantara. With the geographical location of the islands, making air
Dengan letak geografis berpulau-pulau, menjadikan transportation through airlines still a much more effective
transportasi udara melalui maskapai penerbangan and efficient alternative, especially in terms of travel time
masih menjadi alternatif pilihan yang jauh lebih compared to land and sea transportation.
efektif dan efisien, terutama pada sisi waktu tempuh
dibandingkan transportasi darat maupun laut.

Laporan Direksi
Pemberlakuan konsep Low Cost Carrier (LCC) akan The implementation of the Low Cost Carrier (LCC) concept
semakin mendorong pertumbuhan penumpang dan will further encourage the growth of passengers and
maskapai penerbangan yang kemudian menjadikan airlines, which then makes the air aviation industry a more
industri penerbangan udara sebagai pilihan sarana desirable choice of transportation between regions. Some
transportasi antar wilayah yang lebih diminati. of the opportunities that create brilliant business prospects
Beberapa peluang yang menciptakan prospek usaha for Angkasa Pura II are as follows:
yang cemerlang bagi Angkasa Pura II sebagai berikut:
1. Besarnya potensi pariwisata yang masih dapat 1. The magnitude of tourism potential that can still be
dikembangkan di Indonesia ke depannya dapat developed in Indonesia In the future it can be fully
berkembang penuh seperti halnya di Thailand. developed as in Thailand. Tourism marketing efforts
Upaya pemasaran pariwisata dapat dilakukan di can be carried out in the western part of Indonesia,
wilayah Indonesia Barat yang menyasar warga targeting the upper-middle class Southeast Asian
mancanegara Asia Tenggara kelas menengah atas foreign nationals who are on weekend vacations in
yang berlibur akhir pekan di Indonesia. Indonesia.
2. Traffic penerbangan dan penumpang yang 2. Airline and passenger traffic originating from:
bersumber dari:
a. Pembukaan rute domestik baru; a. Opening of new domestic routes;
b. Mendorong penerbangan rute internasional b. Encourage international route flights to transit at
untuk transit di Bandara Internasional Soekarno- Soekarno-Hatta International Airport (CGK).
Hatta (CGK).
c. Pemberlakuan MEA dan Open Sky Policy, c. Enforcement of MEA and Open Sky Policy, and
dan penyelenggaraan event internasional di organizing international events in Indonesia.
Indonesia.
d. Perusahaan mengelola bandara-bandara yang d. The company manages airports located in the
berada di wilayah Indonesia Barat, dimana western part of Indonesia, where the economic
perkembangan ekonomi pada wilayah ini cukup development in this area is quite rapid, so it will
pesat, sehingga secara natural akan berimbas naturally have an impact on increasing the number
pada peningkatan jumlah penumpang. of passengers.
3. Pengelolaan Bandara Kualanamu (KNO). Angkasa 3. Management of Kualanamu Airport (KNO). Angkasa
Pura II mengelola bandara KNO yang merupakan Pura II manages KNO airport which is the only 3 star
satu-satunya bandara Indonesia bintang 3 SKYTRAX SKYTRAX Indonesian airport and has a large enough
dan memiliki kawasan lahan yang cukup luas, land area, so it has the potential for further development
sehingga potensial dikembangkan lebih lanjut (misal (eg hotels, business areas)
hotel, kawasan bisnis)
4. Akusisi Bandara Baru. Sejalan dengan kompetensi 4. New Airport Acquisition. In line with core competencies,
inti, perusahaan dapat menambah portfolio bandara the company can add to its managed airport portfolio
yang dikelola dengan mengakuisisi bandara baru, by acquiring new airports, for example: Banyuwangi.
contoh: Banyuwangi. Akusisi ini bertujuan untuk This acquisition aims to enlarge the corporation
memperbesar korporasi melalui strategi 3GB yaitu through the 3GB strategy, namely getting bigger.
getting bigger
5. Potensi pengembangan bisnis kargo CGK. Menjalin 5. Potential development of CGK’s cargo business.
kerjasama pengelolaan kargo CGK melalui strategic Collaborating on CGK cargo management through
partnership dengan mitra global yang telah memiliki strategic partnerships with global partners who already
nama besar. have big names.
6. Teknologi untuk mendukung operasional bandara. 6. Technology to support airport operations. Currently,
Teknologi pelayanan kebandarudaraan saat ini telah airport service technology has developed a lot, such
banyak berkembang, seperti: self check-in kiosk, as: self check-in kiosk, instant feedback system, real
instant feedback system, realtime update on waiting time update on waiting time, indoor wayfinding, and
time, indoor wayfinding, big data. Berbagai teknologi big data. These various technologies can be/have been
ini dapat/telah diadopsi perusahaan sehingga dapat adopted by the company so as to increase customer
meningkatkan kepuasan pelanggan, menunjang satisfaction, support an increase in revenue from non-
peningkatan pendapatan yang bersumber dari aero businesses.
bisnis non-aero.

Laporan Manajemen
Management Report
PENERAPAN TATA KELOLA PERUSAHAAN IMPLEMENTATION OF GOOD CORPORATE

GOVERNANCE
Angkasa Pura II semakin memperkuat komitmennya Angkasa Pura II further strengthens its commitment to
untuk menerapkan prinsip-prinsip tata kelola perusahaan apply the principles of good corporate governance so that
yang baik agar terus tumbuh dan berkembang secara it continues to grow and develop sustainably in the long
berkelanjutan dalam jangka panjang. Penerapan term. The consistent implementation of GCG will strengthen
GCG secara konsisten akan memperkuat posisi daya the Company’s competitive position, maximize the value of
saing Perusahaan, memaksimalkan nilai Perusahaan, the Company, manage resources and risks more efficiently
mengelola sumber daya dan risiko secara lebih efisien and effectively, which in turn will strengthen the trust of
dan efektif, yang pada akhirnya akan memperkokoh shareholders and stakeholders.
kepercayaan pemegang saham dan stakeholders.
Selama tahun 2020, Perseroan terus berupaya untuk During 2020, the Company continued to strive to achieve
mewujudkan hal tersebut melalui menindaklanjuti hasil this by following up on the results of the previous GCG
assessment GCG sebelumnya, sosialisasi Code of Conduct assessment, socializing the Code of Conduct to all Angkasa
kepada seluruh karyawan Angkasa Pura II baik karyawan Pura II employees, both old and new employees, building
lama maupun karyawan baru, pembangunan komitmen commitments from the Board of Commissioners and Board
Dewan Komisaris dan Direksi melalui pembaharuan of Directors through the renewal of the Integrity Pact and
Pakta Integritas dan Komitmen Penerapan GCG, Commitment to Implementing GCG, updating the Good
melakukan pembaharuan terhadap Pedoman Tata Corporate Governance (CoCG) Guidelines, carrying out the
Kelola Perusahaan yang Baik (CoCG), melaksanakan 2020 GCG assessment, and strengthening the Violation
assessment GCG tahun 2020, dan memperkuat Sistem Reporting System by providing various media that facilitate
Pelaporan Pelanggaran dengan penyediaan berbagai reporting, conducting satisfaction surveys for Angkasa Pura
media yang memudahkan pelaporan, melakukan survey II vendors/partners, socializing the Company’s gratification
kepuasan terhadap para vendor/rekanan Angkasa control program, and participate in the Annual Report
Pura II, sosialisasi program pengendalian gratifikasi Award. All of these efforts demonstrate Angkasa Pura II’s
Perseroan, serta ikut serta dalam Annual Report Award. strong commitment and consistency.
Keseluruhan upaya ini menunjukkan komitmen dan
konsistensi kuat Angkasa Pura II.
Hasil assessment GCG terakhir dilakukan pada tahun 2020 The results of the last GCG assessment carried out in 2020
yang dilaksanakan secara self-assessment GCG. Hasil were carried out by means of a GCG self-assessment. The
penilaian GCG Perseroan pada tahun 2020 memperoleh results of the Company’s GCG assessment in 2020 obtained
skor sebesar 90,36% masuk dalam Kategori “SANGAT a score of 90.36% in the “VERY GOOD” category. This
BAIK”. Upaya ini merupakan kerja keras dari seluruh effort is the hard work of all parties at Angkasa Pura II.
pihak di Angkasa Pura II. Kami tentunya berharap bahwa We certainly hope that this score can be maintained and
skor ini dapat terus dipertahankan dan implementasi the implementation of GCG will be carried out as well as
GCG akan kami laksanakan dengan sebaik-baiknya. possible.
PENGEMBANGAN SUMBER DAYA MANUSIA HUMAN RESOURCE DEVELOPMENT (HR)

(SDM)
Untuk mendukung pencapaian kinerja yang telah To support the achievement of the targeted performance,
ditargetkan, Perusahaan mempunyai komitmen untuk the Company is committed to continuously developing
terus mengembangkan potensi karyawan sebagai the potential of its employees as the Company’s main
stakehoders utama Perusahaan. Secara konsisten dan stakeholders. Consistently and continuously, the development
berkesinambungan, pengembangan potensi karyawan of employee potential is carried out through a learning
dilaksanakan melalui proses pembelajaran, antara lain process, including organizing various education, training and
menyelenggarakan berbagai pendidikan, pelatihan dan workshops both internally and externally in collaboration
workshop baik secara internal maupun secara eksternal with educational institutions. This education and training is

Laporan Direksi
bekerjasama dengan lembaga pendidikan. Pendidikan expected to increase the knowledge and skills of workers in
dan pelatihan ini diharapkan dapat meningkatkan increasing work productivity, risk management, corporate
pengetahuan dan keterampilan pekerja dalam culture and professionalism.
meningkatkan produktivitas kerja, pengelolaan risiko,
budaya perusahaan serta profesionalitas.
Pada tahun 2020, jumlah karyawan Angkasa Pura II In 2020, the number of Angkasa Pura II employees is 10,082
sebanyak 10.082 orang. Untuk pengembangan kompetensi people. For employee competency development, Angkasa
karyawan, Angkasa Pura II telah mengikuti berbagai Pura II has participated in various public trainings both
public training baik dalam negeri maupun luar negeri domestically and abroad and held in-house training with
dan menyelenggarakan inhouse training dengan total a total employee participation of 8,272 people and a total
partisipasi karyawan sebanyak 8.272 orang dan total development cost of Rp15.40 billion.
biaya pengembangan mencapai Rp15,40 miliar.
PELAKSANAAN TANGGUNG JAWAB SOSIAL IMPLEMENTATION OF SOCIAL RESPONSIBILITY
Komitmen Perusahaan dalam melaksanakan tanggung The Company’s commitment in carrying out corporate social
jawab sosial perusahaan tertuang dengan Kebijakan responsibility is stated in the Corporate Social Responsibility
Corporate Social Responsibility (CSR)/ Tanggung Jawab (CSR) Policy / Social and Environmental Responsibility (SER)
Sosial dan Lingkungan (TJSL) PT Angkasa Pura II of PT Angkasa Pura II (Persero). The Company carries out
(Persero). Perseroan menjalankan kegiatan usaha business activities in a sustainable manner by considering
secara berkelanjutan dengan mempertimbangkan the Economic, Social and Environmental aspects where all
aspek Ekonomi, Sosial dan Lingkungan dimana semua operating and product policies have a positive impact on
kebijakan operasi maupun produk memberikan these three aspects.
dampak positif bagi ketiga aspek tersebut.
Pelaksanaan kegiataan tanggung jawab sosial The implementation of corporate social responsibility
perusahaan pada tahun 2020 menitik-beratkan pada activities in 2020 will focus on aspects of community
aspek pemberdayaan ekonomi dan sosial masyarakat economic and social empowerment and concern for
serta kepedulian terhadap kelestarian lingkungan hidup environmental sustainability through the Partnership
melalui Program Kemitraan dan Bina Lingkungan (PKBL). and Community Development Program (PKBL). In 2020,
Pada tahun 2020, Angkasa Pura II telah menyalurkan Angkasa Pura II has distributed funds for partnership
dana program kemitraan dan bina lingkungan serta and environmental development programs as well as CSR
kegiatan CSR, sebagai berikut: activities, as follows:
Anggaran dan Penggunaan Dana 2020 (dalam Miliar Rupiah)

2020 Budget and Use of Funds (in billion Rupiah)
Program Bina Lingkungan

Dana Program Kemitraan Kegiatan CSR
Environment Development
Fund Partnership Program CSR Activities
Program
Anggaran 47,07 29,50 6,70
Budget
Penggunaan 26,64 29,07 3,94
Usage
Tingkat Penyerapan 56,6% 98,5% 58,8%
Absorption Rate

Laporan Manajemen
Management Report
PERUBAHAN KOMPOSISI DIREKSI CHANGES IN BOARD OF DIRECTORS

COMPOSITION
Selama tahun 2020, terdapat perubahan susunan Direksi During 2020, there was a change in the composition of
dengan adanya pergantian anggota Direksi. Pergantian the Board of Directors with the change of members of the
anggota Direksi berdasarkan Keputusan Menteri BUMN Board of Directors. Replacement of members of the Board
selaku Pemegang Saham PT Angkasa Pura II (Persero) of Directors based on the Decree of the Minister of SOEs
Nomor: SK-67/MBU/03/2020 tentang pemberhentian as Shareholders of PT Angkasa Pura II (Persero) Number:
Sdr. Djoko Murjatmodjo, Sdr. Daan Achmad, Sdr. Ituk SK-67/MBU/03/2020 regarding the dismissal of Mr. Djoko
Herarindri, Sdr. Bayu Rafisukmawan selaku anggota Murjatmodjo, Mr. Daan Ahmad, Mr. That's Herarindri, Mr.
Direksi dan selanjutnya pengangkatan Sdr. Ghamal Bayu Rafisukmawan as a member of the board of directors
Peris Aulia, Sdr. Agus Wialdi, Sdr. Muhammad Wasid, and subsequently the appointment of Mr. Ghamal Peris
Sdr. Wiweko Probojakti selaku anggota Direksi. Adapun Aulia, Mr. Agus Wialdi, Mr. Muhammad Wasid, Mr. Wiweko
komposisi Direksi per 31 Desember 2020 sebagaimana Probojakti as a member of the Board of Directors. The
tercantum dalam tabel berikut: composition of the Board of Directors as of December 31,
2020 is as listed in the following table:
Komposisi Direksi 2020

2020 Board of Directors Composition
Nama Jabatan Dasar Pengangkatan

Name Position Basis of Appointment
Muhammad Awaluddin Direktur Utama Surat Keputusan Menteri BUMN selaku Pemegang Saham PT AP
President Director II Nomor: SK-227/MBU/09/2016 tanggal 9 September 2016.
Decree of the Minister of SOEs as Shareholder of PT AP II Number:
SK-227/MBU/09/2016 dated September 9, 2016.
Edwin Hidayat Wakil Direktur Utama Keputusan Menteri BUMN selaku Rapat Umum Pemegang
Vice President Director Saham Perusahaan Perseroan PT Angkasa Pura II Nomor SK-
271/MBU/11/2019 tanggal 18 November 2019
Decree of the Minister of SOEs as the General Meeting of
Shareholders of the Company PT Angkasa Pura II Number SK-271/
MBU/11/2019 dated November 18, 2019
Ajar Setiadi Direktur Human Capital Surat Keputusan Menteri BUMN nomor SK-188/MBU/08/2019
Director of Human Capital tanggal 26 Agustus 2019.
Decree of the Minister of SOEs numbers SK-188 / MBU / 08/2019
dated August 26, 2019.
Armand Hermawan Direktur Transformasi dan Surat Keputusan Menteri BUMN nomor SK-188/MBU/08/2019
Portofolio Strategis tanggal 26 Agustus 2019.
Director of Transformation & Decree of the Minister of SOEs numbers SK-188 / MBU / 08/2019
Strategic Portfolio dated August 26, 2019.
Muhamad Wasid Direktur Operasi dan Pelayanan Surat Keputusan Menteri BUMN selaku Pemegang Saham PT AP
Director of Operations & Services II Nomor: SK-67/MBU/03/2020 tanggal 2 Maret 2020.
SK-67/MBU/03/2020 dated March 2, 2020.
Agus Wialdi Direktur Teknik Surat Keputusan Menteri BUMN selaku Pemegang Saham PT AP
Director of Engineering II Nomor: SK-67/MBU/03/2020 tanggal 2 Maret 2020.
Ghamal Peris Aulia Direktur Komersial Surat Keputusan Menteri BUMN selaku Pemegang Saham PT AP
Director of Commercial II Nomor: SK-67/MBU/03/2020 tanggal 2 Maret 2020.
Wiweko Probojakti Direktur Keuangan Surat Keputusan Menteri BUMN selaku Pemegang Saham PT AP
Director of Finance II Nomor: SK-67/MBU/03/2020 tanggal 2 Maret 2020.

Laporan Direksi
PENUTUP CLOSING
Atas semua pencapaian tersebut, kami ingin For all these achievements, we would like to express our
menyampaikan penghargaan yang setinggi-tingginya highest appreciation for the dedication shown by the
atas dedikasi yang telah ditunjukkan oleh para pegawai. employees. We also thank the Board of Commissioners,
Kami juga berterima kasih kepada Dewan Komisaris, shareholders, business partners, and customers for the
para pemegang saham, mitra usaha, dan pelanggan trust that has been given. The Board of Directors invites all
atas kepercayaan yang telah diberikan. Direksi levels of the Company to remain optimistic in facing future
mengajak kepada semua jajaran Perusahaan untuk challenges. We believe that with good cooperation, we will
tetap optimis dalam menghadapi tantangan di masa be able to overcome all difficulties and difficult challenges.
depan. Kami yakin bahwa dengan kerjasama yang baik,
semua kesulitan dan tantangan yang berat akan dapat
kita lalui dengan baik.
Jakarta, 2021
Atas Nama Direksi,

On Behalf of the Board of Directors
MUHAMMAD AWALUDDIN
Direktur Utama
President Director

Pernyataan Tanggung Jawab Atas
Laporan Tahunan PT Angkasa Pura II
Laporan Manajemen
Management Report
(Persero) Tahun Buku 2020

Statement of Responsibility on the Annual Report of
PT Angkasa Pura II (Persero) Book Year 2020
Kami yang bertanda tangan di bawah ini, menyatakan We the undersigned hereby declare that all the information
bahwa semua informasi dalam Laporan Tahunan contained in the 2020 Annual Report of PT Angkasa Pura
PT Angkasa Pura II (Persero) tahun 2020, telah dimuat II (Persero) has been presented completely in its entirely,
secara lengkap dan bertanggung jawab penuh atas and that we assume full responsibility for the accuracy of
kebenaran isi Laporan Tahunan ini. content as stated in this Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. Thus this statement is made truthfully.
Jakarta, Juni 2021 | Jakarta, June 2021
Dewan Komisaris
Board of Commissioners
AGUS SANTOSO
MOCHTAR HUSEIN TUBAGUS FIKI CHIKARA SATARI

Wakil Komisaris Utama Komisaris
Deputy President Commissioner Commissioner
ANDUS WINARNO ABDUL MUIS DODI ISKANDAR

Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner

Statement of Responsibility on the Annual Report of PT Angkasa Pura II (Persero) Book Year 2020
Pernyataan Tanggung Jawab Atas Laporan Tahunan PT Angkasa Pura II (Persero) Tahun Buku 2020
Direksi
Board of Directors
MUHAMMAD AWALUDDIN EDWIN HIDAYAT

Presiden Direktur Wakil Direktur Utama
President Director Vice President Director
AJAR SETIADI ARMAND HERMAWAN MUHAMMAD WASID

Direktur Human Capital Direktur Transformasi dan Portofolio Strategis Direktur Operasi dan Pelayanan
Director of Human Capital Director of Transformation and Strategic Portfolio Director of Operations and Services
AGUS WIALDI GHAMAL PERIS AULIA WIWEKO PROBOJAKTI

Direktur Teknik Direktur Komersial Direktur Keuangan
Director of Engineering Director of Commercial Director of Finance

Logo Angkasa Pura II disebut sebagai sky city atau dunia tanpa batas, terdiri dari
simbol bola dunia Angkasa Pura II yang melambangkan kesiapan seluruh jajaran
Angkasa Pura II untuk bersaing di era globalisasi dengan tekad bulat menyambut
pelanggannya dengan layanan sempurna ditunjang dengan sistem kerja kelas
satu yang dinamis berstandar internasional. Marka Angkasa Pura II menampilkan
kepribadian yang kokoh dan bertanggung jawab, didukung oleh kesiapan dan
komitmen dari manajemen dan seluruh staff Angkasa Pura II.
Angkasa Pura II logo is referred to as sky city or a world without borders, consisting of Angkasa
Pura II globe symbol, which symbolizes the readiness of all ranks of Angkasa Pura II to compete
in the era of globalization with determination to welcome its customers with perfect services
supported by dynamic first-class international standards. Angkasa Pura II marking displays
a strong and responsible personality, supported by the readiness and commitment of the
management and entire staff of Angkasa Pura II.
Identitas Perusahaan
Corporate Identity
Profil Perusahaan
Company Profile
Nama Perusahaan
Company Name
Jenis/Badan Hukum Perusahaan Badan Usaha Milik Negara

Type / Legal Entity of Company State Owned Enterprises
Bidang Usaha 1. Kegiatan usaha utama yaitu:
Line of Business a. Pelayanan Jasa Kebandarudaraan;
b. Pelayanan Jasa Terkait Bandar Udara.
2. Kegiatan usaha dalam rangka optimalisasi pemanfaatan sumber daya yang
dimiliki PT Angkasa Pura II (Persero) yang berada di luar daerah lingkungan
kerja bandar udara.
1. Main business activities are:
a. Airport Services;
b. Airport-Related Services.
2. Business activities in the context of optimizing the utilization of resources owned by
PT Angkasa Pura II (Persero) which are outside the airport working environment.
Kepemilikan 100% dimiliki oleh Negara Republik Indonesia
Ownership 100% owned by the Republic of Indonesia
Tanggal Pendirian 13 Agustus 1984
Date of Establishment August 13, 1984
Dasar Hukum Pendirian • Peraturan Pemerintah (PP) Nomor 20 Tahun 1984 tentang Perseroan Umum
Legal Basis of Establishment (Perum) Pelabuhan Udara Jakarta Cengkareng;
• PP Nomor 26 Tahun 1986 tentang Perubahan Nama Perseroan Umum
(Perum) Pelabuhan Udara Jakarta Cengkareng Menjadi Perseroan Umum
(Perum) Angkasa Pura II.
• PP Nomor 14 Tahun 1992 tentang pengalihan bentuk Perseroan Umum
(Perum) Angkasa Pura II menjadi Perseroan (Persero).
• Dalam rangka pelaksanaan PP No. 14 Tahun 1992 telah ditandatangani Akta
Pendirian Perseroan Terbatas Angkasa Pura II Nomor 3 Tanggal 2 Januari
1993, sebagaimana diperbaiki dengan Akta Pembetulan No.96 Tanggal 19
Maret 1993.
• Government Regulation (PP) No. 20 Year 1984 concerning Perum Pelabuhan Udara
Jakarta Cengkareng.
• PP No. 26 Year 1986 concerning the Change of Name from Perum Pelabuhan
Udara Jakarta Cengkareng to Perum Angkasa Pura II.
• PP No. 14 Year 1992 concerning the Change of Legal Entity Status from Perum
Angkasa Pura II to a Limited Liability Company (Persero).
• In the context of implementing PP No. 14 Year 1992 was signed the Deed of
Establishment of Angkasa Pura II Limited Liability Company No. 3 dated January 2,
1993, as amended by the Deed of Amendment No. 96 dated March 19, 1993.
Modal Dasar Rp63.886.608.000
Authorized Capital Rp63,886,608,000

Corporate Identity
Identitas Perusahaan
Modal Ditempatkan dan Disetor Penuh : Rp15.971.652.000.000
Rp 2.607.823.800.000,- (dua triliun enam ratus Rp15,971,652,000,000
tujuh miliar delapan ratus dua puluh tiga juta
delapan ratus ribu rupiah)
Issued and Fully Paid-In Capital :
Rp. 2,607,823,800,000, - (two trillion six
hundred seven billion eight hundred twenty-
three million eight hundred thousand
rupiah)
Kantor Pusat Building 600, Soekarno-Hatta International Airport
Head Office PO BOX 1001/ BUSH
Jakarta 19120, Indonesia
Jumlah Karyawan 10.082 orang
Number of Employees 10,082 people
Website www.angkasapura2.co.id
Website
Layanan Informasi Building 600, Soekarno-Hatta International Airport
Information Service PO BOX 1001/ BUSH
(+62-21) 550 5079, 550 5074
Contact Center contact.center@angkasapura2.co.id AP II Contact Center
138 www.angkasapura2.co.id @contactap2
@angkasapura2

LOGO PERUSAHAAN
COMPANY LOGO
Profil Perusahaan
Company Profile
Logo Angkasa Pura II disebut sebagai sky city atau dunia tanpa batas, terdiri dari simbol bola dunia Angkasa Pura
II yang melambangkan kesiapan seluruh jajaran Angkasa Pura II untuk bersaing di era globalisasi dengan tekad
bulat menyambut pelanggannya dengan layanan sempurna ditunjang dengan sistem kerja kelas satu yang dinamis
berstandar internasional. Marka Angkasa Pura II menampilkan kepribadian yang kokoh dan bertanggung jawab,
didukung oleh kesiapan dan komitmen dari manajemen dan seluruh staff Angkasa Pura II.
Angkasa Pura II logo is referred to as sky city or a world without borders, consisting of Angkasa Pura II globe symbol,
which symbolizes the readiness of all ranks of Angkasa Pura II to compete in the era of globalization with determination
to welcome its customers with perfect services supported by dynamic first-class international standards. Angkasa Pura II
marking displays a strong and responsible personality, supported by the readiness and commitment of the management
and entire staff of Angkasa Pura II.
Kemakmuran
Prosperity
Logistik Merupakan simbol kemakmuran dari
Logistic Angkasa Pura II hasil dari kerja keras
Merupakan simbol pergerakan dan komitmen tinggi akan kinerja
logistik yang stabil dan terus tumbuh Angkasa Pura II demi memberikan
dan berkembang pesat, termasuk hasil yang maksimal bagi pemegang
dalam segi pengadaan, perawatan, saham, manajemen, staf dan Negara
penyediaan dan ketenagaan. Indonesia.
A symbol of stable logistics movement A symbol of prosperity as the fruit of
that continues to grow and develop success that will be gained from the hard
rapidly, including in procurement, work of Angkasa Pura II for shareholders,
maintenance, supply, and workforce. management, employees, and Indonesia.
Kepemimpinan dan Pertumbuhan Tindakan dan Aksi

Leadership and Growth Effort and Action
Merupakan simbol akan Merupakan simbol akan tindakan yang
kepemimpinan yang tegas, stabil dan dilandasi dengan semangat kerja yang
terarah demi menuju pertumbuhan tinggi dan komitmen dari Angkasa
yang sehat dan berkembang. Pura II demi menghasilkan aksi dan
A symbol of direction of decisive performa berkelas demi kenyamanan
leadership, integrity, and direction dan keselamatan pelanggan.
towards healthy corporate growth. A symbol of action based on the spirit
of work and commitment of PT Angkasa
Pura II in providing international quality
services with emphasis on customer
comfort and safety.

Riwayat Singkat Perusahaan
Brief History of the Company

PT Angkasa Pura II (Persero) merupakan salah satu PT Angkasa Pura II (Persero) is one of the State-Owned
Badan Usaha Milik Negara di Lingkungan Kementerian Enterprises in the Ministry of Transportation engaged in
Perhubungan yang bergerak dalam bidang usaha airport services and airport-related services in several
pelayanan jasa kebandarudaraan dan pelayanan jasa parts of Indonesia. Angkasa Pura II has earned the trust of
terkait bandar udara di beberapa wilayah Indonesia. the Government of Republic of Indonesia to manage and
PT Angkasa Pura II (Persero) telah mendapatkan develop the business of Jakarta Cengkareng Airport that
kepercayaan dari Pemerintah Republik Indonesia untuk has changed its name into Soekarno-Hatta International
mengelola dan mengupayakan pengusahaan Pelabuhan Airport, as well as Halim Perdanakusuma Airport since
Udara Jakarta Cengkareng yang kini berubah nama August 13, 1984.
menjadi Bandara Internasional Soekarno-Hatta serta
Bandara Halim Perdanakusuma sejak 13 Agustus 1984.
PT Angkasa Pura II (Persero) pertama kali didirikan PT Angkasa Pura II (Persero) was first established in the form
dalam bentuk Perseroan Umum dengan nama of a Public Company under the name of Perum Pelabuhan
Perseroan Umum Pelabuhan Udara Jakarta Cengkareng Udara Jakarta Cengkareng through Government Regulation
berdasarkan Peraturan Pemerintah Republik Indonesia of the Republic of Indonesia No. 20 dated August 13, 1984
No. 20 tanggal 13 Agustus 1984 tentang Perseroan concerning Perum Pelabuhan Udara Jakarta Cengkareng, as
Umum (Perum) Pelabuhan Udara Jakarta Cengkareng, published in the State Gazette of the Republic of Indonesia
sebagaimana diumumkan dalam Lembaran Negara No. 30 Year 1984. On May 19, 1986 through Government
Republik Indonesia No. 30 Tahun 1984. Pada tanggal Regulation of the Republic of Indonesia No. 26 dated
19 Mei 1986 melalui Peraturan Pemerintah Republik May 19, 1986 concerning the Change of Name of Perum
Indonesia No. 26 tanggal 19 Mei 1986 tentang Pelabuhan Udara jakarta Cengkareng to Perum Angkasa
Perubahan Nama Perseroan Umum (Perum) Pelabuhan Pura II, as published in State Gazette of the Republic of
Udara Jakarta Cengkareng Menjadi Perseroan Umum Indonesia No. 36 Year 1986, the name was changed from
(Perum) Angkasa Pura II, sebagaimana diumumkan Perum Pelabuhan Udara Jakarta Cengkareng to Perum
dalam Lembaran Negara Republik Indonesia No. 36 Angkasa Pura II. Furthermore, on March 17, 1992, the form
Tahun 1986 dilakukan perubahan nama dari Perseroan of the Company’s legal entity was changed from Perum to
Umum Pelabuhan Udara Jakarta Cengkareng menjadi a Limited Liability Company (Persero) through Government
Perseroan Umum Angkasa Pura II. Selanjutnya, pada 17 Regulation of the Republic of Indonesia No. 14 dated March
Maret 1992 bentuk badan hukum Perseroan berubah 17, 1992 concerning the Change of Legal Entity Status from
dari Perseroan Umum menjadi Perseroan (Persero) Perum Angkasa Pura II to a Limited Liability Company
melalui Peraturan Pemerintah Republik Indonesia No. (Persero), as published in State Gazette of the Republic of
14 tanggal 17 Maret 1992 tentang Pengalihan Bentuk Indonesia No. 25 Year 1992 changed into Limited Liability
Perseroan Umum (Perum) Angkasa Pura II Menjadi Company (Persero) (“PP No. 14/1992”). In the context of
Perseroan (Persero), sebagaimana diumumkan dalam implementing PP No. 14/1992 has been signed the Deed of
Lembaran Negara Republik Indonesia No. 25 Tahun Establishment of Angkasa Pura II Limited Liability Company
1992 berubah menjadi Perusahaan Perseroan (Persero) (Persero) No. 3 dated January 2, 1993, as amended by the
(“PP No. 14/1992”). Dalam rangka pelaksanaan PP No. Deed of Amendment No. 96 dated March 19, 1993, both
14/1992 telah ditandatangani Akta Pendirian Perseroan were made before Notary Muhani Salim S.H., Notary in
Terbatas Angkasa Pura II No. 3 tanggal 2 Januari 1993, jakarta, which was approved by the Minister of Justice in
sebagaimana diperbaiki dengan Akta Pembetulan its Decree No. C2-2471.HT.01.01.th.93 dated April 24, 1993
No. 96 tanggal 19 Maret 1993 keduanya dibuat di and has been registered to the Registrar of the Tangerang
hadapan Muhani Salim S.H., Notaris di Jakarta, yang District Court No. HT.01.08.995/PN.NG dated June 29, 1995
telah memperoleh pengesahan Menteri Kehakiman and has been published in State Gazette of the Republic of
berdasarkan Keputusan No. C2-2471.HT.01.01.th.93 Indonesia No. 63 dated August 8, 1995, Supplement to the
tanggal 24 April 1993 dan telah didaftarkan pada State Gazette of the Republic of Indonesia No. 6582. Since
Kepaniteraan Pengadilan Negeri Tangerang No. its establishment, the Company’s Articles of Association
HT.01.08.995/PN.NG tanggal 29 Juni 1995 dan telah have been amended several times, among others, in the
diumumkan dalam Berita Negara Republik Indonesia context of adjustment to Law No. 40 Year 2007 concerning
No. 63 tanggal 8 Agustus 1995, Tambahan Berita Negara Limited Liability Companies through Notarial Deed No. 38

Profil Perusahaan
Company Profile
Republik Indonesia No. 6582. Sejak pendirian, Anggaran dated November 18, 2008 of Silvia Abbas Sudrajat S.H.,
Dasar Perseroan beberapa kali mengalami perubahan SpN. which was approved and stipulated by Decree of the
antara lain dalam rangka penyesuaian dengan Undang- Minister of Law and Human Rights No. AHU-98879. AH.01.02
undang Nomor 40 Tahun 2007 tentang Perseroan Tahun 2008 dated December 22, 2008 (State Gazette of the
Terbatas melalui Akta Notaris Silvia Abbas Sudrajat S.H., Republic of Indonesia Year 2009 No. 10, Supplement to
SpN. Nomor 38 tanggal 18 November 2008 yang telah the State Gazette of the Republic of Indonesia No. 3214),
disetujui dan ditetapkan dengan Keputusan Menteri as lastly amended by Deed No. 8 dated December 6,
Hukum dan Hak Asasi Manusia Nomor AHU-98879. 2019, made before Notary Maya Veronica, S.H., M.Kn. in
AH.01.02 Tahun 2008 Tanggal 22 Desember 2008 Tangerang, which was approved and stipulated by Decree
(Berita Negara RI Tahun 2009 nomor 10, Tambahan of the Minister of Law and Human Rights of the Republic
Berita Negara RI Nomor 3214), sebagaimana telah of Indonesia No. AHU-0242940.AH.01.11.TAHUN 2019
diubah terakhir dengan Akta Nomor 8 Tanggal 6 concerning the Approval of the Articles of Association of PT
Desember 2019, yang dibuat dihadapan Notaris Maya Angkasa Pura II Limited Liability Company (Persero) dated
Veronica, S.H., M.Kn. di Tangerang, yang telah disetujui December 17, 2019.
dan ditetapkan dengan Keputusan Menteri Hukum dan
Hak Asasi Manusia Republik Indonesia Nomor AHU-
0242940.AH.01.11.TAHUN 2019 Tentang Persetujuan
Perubahan Anggaran Dasar Perseroan Terbatas
Perusahaan Perseroan (Persero) PT Angkasa Pura II
Tanggal 17 Desember 2019.
Berdirinya Angkasa Pura II bertujuan untuk menjalankan The establishment of Angkasa Pura II is to carry out
pengelolaan dan pengusahaan dalam bidang jasa the management and business of airport services and
kebandarudaraan dan jasa terkait bandar udara dengan airportrelated services by optimizing the utilization
mengoptimalkan pemberdayaan potensi sumber daya of potential resources owned by the Company and
yang dimiliki perusahaan dan penerapan praktik tata implementing good corporate governance practices. This
kelola perusahaan yang baik. Hal tersebut diharapkan is expected to be able to produce high-quality products
agar dapat menghasilkan produk dan layanan jasa and services that are highly competitive so as to increase
yang bermutu tinggi dan berdaya saing kuat sehingga corporate value and public trust.
dapat meningkatkan nilai perusahaan dan kepercayaan
masyarakat.

Kiprah Angkasa Pura II selama 30 tahun, telah For over 30 years, Angkasa Pura II track records have shown
menunjukkan kemajuan dan peningkatan usaha incredible business progress and improvement in the
yang pesat dalam bisnis jasa kebandarudaraan airport services business through the addition of various
melalui penambahan berbagai sarana prasarana dan infrastructure and facilities as well as improved services
peningkatan kualitas pelayanan pada bandara yang quality at the airports under its management.
dikelolanya.
Angkasa Pura II telah mengelola 19 Bandara, Angkasa Pura II has managed 19 airports, including
antara lain yaitu Bandara Internasional Soekarno- Soekarno-Hatta International Airport (Tangerang), Halim
Hatta (Tangerang), Bandara Halim Perdanakusuma Perdanakusuma Airport (Jakarta), Kualanamu International
(Jakarta), Bandara Internasional Kualanamu (Deli Airport (Deli Serdang), Supadio International Airport
Serdang), Bandara Internasional Supadio (Pontianak), (Pontianak), Minangkabau International Airport (Padang),
Bandara Internasional Minangkabau (Padang), International Airport Sultan Mahmud Badaruddin II
Bandara Internasional Sultan Mahmud Badaruddin (Palembang), Sultan Syarif Kasim II International Airport
II (Palembang), Bandara Internasional Sultan Syarif (Pekanbaru), Husein Sastranegara International Airport
Kasim II (Pekanbaru), Bandara Internasional Husein (Bandung), Sultan Iskandar Muda International Airport
Sastranegara (Bandung), Bandara Internasional Sultan (Banda Aceh), Raja Haji Fisabilillah Airport (Tanjungpinang),
Iskandar Muda (Banda Aceh), Bandara Raja Haji Sultan Thaha Airport (Jambi) , Depati Amir Airport
Fisabilillah (Tanjungpinang), Bandara Sultan Thaha (Pangkalpinang), Silangit International Airport (North
(Jambi), Bandara Depati Amir (Pangkalpinang), Bandara Tapanuli), Banyuwangi International Airport (Banyuwangi),
Internasional Silangit (Tapanuli Utara), Bandara Kertajati International Airport (Majalengka), Tjilik Riwut
Internasional Banyuwangi (Banyuwangi), Bandara Airport (Palangkaraya), Fatmawati Soekarno Airport
Internasional Kertajati (Majalengka), Bandara Tjilik (Bengkulu), HAS Hanandjoeddin International Airport
Riwut (Palangkaraya), Bandara Fatmawati Soekarno (Tanjung Pandan) and Radin Inten II Airport (Lampung).
(Bengkulu), Bandara Internasional HAS Hanandjoeddin
(Tanjung Pandan) dan Bandara Radin Inten II (Lampung).
Over the past several years, Angkasa Pura II has earned
Selama kurun waktu beberapa tahun terakhir, numerous awards from various institutions. These awards
Angkasa Pura II telah berhasil memperoleh berbagai represent the trust and appreciation of the public in
penghargaan dari berbagai instansi. Penghargaan yang recognition of the Company’s performance in providing its
diperoleh merupakan bentuk apresiasi kepercayaan services.
masyarakat atas performance perusahaan dalam
memberikan pelayanan.
As a State-Owned Enterprise, Angkasa Pura II has
Sebagai Badan Usaha Milik Negara, Angkasa Pura consistently met its obligation to pay dividends to the
II selalu melaksanakan kewajiban untuk membayar state as its shareholder. Angkasa Pura II is also constantly
dividen kepada negara selaku pemegang saham. committed to provide the best services and consumer
Angkasa Pura II juga senantiasa berkomitmen untuk protection to airport services users, implement good
memberikan pelayanan yang terbaik dan perlindungan corporate governance practices, improve the welfare of
konsumen kepada pengguna jasa bandara, menerapkan employees and their families, and increase social awareness
praktik tata kelola perusahaan yang baik, meningkatkan to the surrounding communities and environment through
kesejahteraan karyawan dan keluarganya serta Corporate Social Responsibility (CSR) programs.
meningkatkan kepedulian sosial terhadap masyarakat
umum dan lingkungan sekitar bandara melalui program
Corporate Social Responsibility (CSR).

Jejak Langkah Perusahaan
Company Milestones
Profil Perusahaan
Company Profile
1984 1985
Pendirian Perum Pelabuhan Udara Pemindahan operasi penerbangan berjadwal dari Kemayoran dan
Cengkareng Halim Perdanakusuma ke Bandara Internasional Soekarno-Hatta
Establishment of the Public Company Transfer of scheduled flight operations from Kemayoran and Halim
(Perum) Cengkareng Airport Perdanakusuma to Soekarno-Hatta International Airport
1986 1991
Perubahan nama Perum Serah terima kepemilikan dan pengoperasian Bandara Sultan Mahmud
Pelabuhan Udara Cengkareng Badaruddin II Palembang dari Ditjen Perhubungan Udara ke Perum
menjadi Perum Angkasa Pura II Angkasa Pura II
Renaming Perum Cengkareng Handover of ownership and operations of Sultan Mahmud Badaruddin II
Airport into Perum Angkasa Pura II Airport - Palembang from the Directorate General of Air Transportation to
Perum Angkasa Pura II
1993 1994
Pendirian PT (Persero) Angkasa Pura II berdasarkan Perusahaan mendapat tugas mengelola Bandara
akta Notaris Muhani Salim, SH, No.3 tanggal 2 Polonia Medan, Simpang Tiga Pekanbaru, Tabing
Januari 1993 Padang
Establishment of PT (Persero) Angkasa Pura II based The Company is tasked to manage Airports of Polonia
on the Notarial Deed of Muhani Salim, SH, No. 3 dated Medan, Simpang Tiga Pekanbaru, Tabing Padang
January 2nd, 1993
1998 1999
Manajemen Kantor Cabang Utama PT (Persero) Angkasa Dilakukan perubahan nama Bandara Simpang
Pura II Bandar Udara Soekarno-Hatta terbentuk Tiga menjadi Bandara Sultan Syarif Kasim II
Management of the Main Branch Office of PT (Persero) Renaming Simpang Tiga Airport into Sultan Syarif
Angkasa Pura II at Soekarno-Hatta Airport was formed Kasim II Airport

Company Milestones
2000 2004
Serah terima operasi Bandara Kijang Tanjung Peresmian penggunaan Terminal Khusus Haji Bandara
Pinang dari Ditjen Perhubungan Udara ke Soekarno-Hatta oleh Menteri Agama dan Menteri
Angkasa Pura II Perhubungan
Handover of Kijang Tanjung Pinang Airport Inauguration of Pilgrims Special Terminal at Soekarno-
operations from the Directorate General of Air Hatta Airport by the Minister of Religious Affairs and
Transportation to Angkasa Pura II Minister of Transportation
2005 2006
Peresmian penggunaan • Peletakkan batu pertama pembangunan Bandara Internasional Kualanamu
Bandara Internasional oleh Wakil Presiden RI
Minangkabau, Ketaping, • Peresmian TKI Lounge di Bandara Soekarno-Hatta oleh Presiden RI
Sumatera Barat, oleh • Penandatanganan akta pendirian PT Railink antara Angkasa Pura II dengan
Presiden RI PT Kereta Api Indonesia
Inauguration of • Groundbreaking of Kualanamu International Airport by The Vice President of
Minangkabau Republic of Indonesia
International Airport, • Official Ceremony of Indonesian Workers Lounge at Soekarno-Hatta
Ketaping, West Sumatra, International Airport by The President of Republic Indonesia
by President of the • Signing of PT Railink’s Deed of Incorporation between PT Angkasa Pura II
Republic of Indonesia (Persero) and PT Kereta Api Indonesia
2007 2008
Bandara Depati Amir, Pangkal Pinang, dan Sultan Perencanaan Program Bersih Bandara “Clean Airport
Thaha resmi dikelola PT Angkasa Pura II (Persero) Action” dan peresmian fasilitas umum di Bandara
Officially manage Depati Amir Airport in Declaration of “Clean Airport Action” and inauguration
Pangkalpinang and Sultan Thaha Airport in Jambi of public facilities at Soekarno-Hatta Airport

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

Company Milestones
2015 2016
Pengangkatan Direksi Baru PT Angkasa Pura Pada tanggal 9 Agustus 2016, Terminal 3 Ultimate Bandara
II (Persero) di Kementerian BUMN Internasional Soekarno- Hatta secara resmi Beroperasi
Appointment of The New PT Angkasa Pura II On August 9, 2016, Ultimate 3 Terminal of Soekarno- Hatta
(Persero) Board of Director at Ministry of SOEs. International Airport was officially operated.
2017
• PT Angkasa Pura II (Persero) mulai 6 Januari 2017 resmi melaksanakan soft operation terminal internasional
baru Bandara Internasional Husein Sastranegara, Bandung.
• Bandara Depati Amir, Pangkal Pinang, mulai tanggal 11 Januari 2017 beroperasi dengan Terminal Baru yang
modern dan megah serta mengedepankan kearifan lokal.
• Bandara Internasional Soekarno-Hatta ditetapkan sebagai pemenang kategori The World’s Most Improved
Airport 2017 dalam ajang World Airport Awards yang diselenggarakan oleh Skytrax
• PT Angkasa Pura II (Persero), pengelola 13 bandara di kawasan Barat Indonesia,pada hari Jumat Tanggal
7 April 2017 meresmikan Pusat Layanan Pelanggan Contact Center Airport 138 di kawasan Bandara
Internasional Soekarno-Hatta.
• Tiga bandara di bawah pengelolaan PT Angkasa Pura II (Persero) meraih sertifikat internasional terkait
manajemen mutu ISO 9001:2015 untuk fungsi pelayanan pada Customer Service dan Terminal Inspection
Services. Bandara-bandara tersebut adalah Bandara Internasional Soekarno-Hatta di Tangerang, Husein
Sastranegara di Bandung, dan Kualanamu di Deli Serdang
• PT Angkasa Pura II (Persero) pada Tanggal 11 September 2017, memulai pendirian Airport Operation Control
Center atau AOCC guna mendukung Bandara Internasional Soekarno-Hatta menjadi smart connected
airport.
• Pada Minggu, 17 September 2017, atau bertepatan dengan Hari Perhubungan Nasional, Skytrain
dioperasikan setelah Kementerian Perhubungan.
• Starting on January 6, 2017, PT Angkasa Pura II (Persero) officially launched soft operations of the new
international terminal of Husein Sastranegara International Airport, Bandung.
• Starting on January 11, 2017, Depati Amir Airport, Pangkal Pinang operated with a modern and magnificent New
Terminal and puts forward local wisdom.
• Soekarno-Hatta International Airport was designated as the winner of The World’s Most Improved Airport 2017 at
the World Airport Awards which was organized by Skytrax.
• PT Angkasa Pura II (Persero), managed of 13 airports in the western region of Indonesia, on Friday, April 7, 2017,
inaugurated the 138 Airport Customer Service Contact Center in the Soekarno- Hatta International Airport area.
• Three airports under the management of PT Angkasa Pura II (Persero) won international certificates regarding ISO
9001:2015 quality management for service functions at Customer Service and Terminal Inspection Services. These
airports are Soekarno-Hatta International Airport in Tangerang, Husein Sastranegara in Bandung, and Kualanamu
in Deli Serdang.
• PT Angkasa Pura II (Persero) on September 11, 2017, began the establishment of Airport Operation Control Center
or AOCC to support Soekarno-Hatta International Airport to become a smart connected airport.
• On Sunday, September 17, 2017, or at the same time with National Transportation Day, Skytrain was operated by
the Ministry of Transportation.

Profil Perusahaan
Company Profile
2017 2018
• PT Angkasa Pura II (Persero) bersama dengan • Penerbitan obligasi melalui Penawaran
sejumlah pihak pada tanggal 17 November 2017 Umum Berkelanjutan “Obligasi
menandatangani nota kesepahaman (Memorandum BerkeIanjutan I Angkasa Pura II Tahun 2018
of Understanding/MoU) terkait pengelolaan dan • Terminal 3 Bandara Internasional
pengembangan Bandara Jenderal Besar Soedirman Soekarno-Hatta meraih penghargaan
di Purbalingga, Jawa Tengah. sebagai Bandara Terbaik versi Majalah
• Pada tanggal 24 November 2017 Presiden RepubIik Bandara pada Jum’at, 7 Desember 2018.
Indonesia Bapak Joko Widodo meresmikan Bandara Penghargaan tersebut diserahkan langsung
Internasional Silangit, Siborong-borong, Tapanuli oleh Menteri Perhubungan Budi Karya
Utara. Sumadi di Jakarta.
• Tanggal 26 Desember 2017 pukul 03.47 Kereta • PT Angkasa Pura II (Persero) bersama
(KA) Bandara Internasional Soekarno-Hatta yang dengan PT Sarana Multi Infrastruktur (SMI)
berangkat dari Stasiun Sudirman Baru (BNI City) melakukan penandatanganan perjanjian
mulai beroperasi untuk masyarakat umum. kredit investasi dalam meningkatkan
• Pada tanggal 28 Desember 2017, Presiden Joko pelayanan kebandarudaraan papada 21
Widodo meresmikan Terminal Ultimate Bandara November 2018.
Internasional Supadio Pontianak dengan didampingi • PT Angkasa Pura II berhasil meraih tiga
oleh Menteri Perhubungan Budi Karya Sumadi. penghargaan pada ajang Stevie Awards
• Prosesi serah terima pengelolaan Bandara 2018. Stevie Awards sendiri merupakan
Banyuwangi dilakukan pada tanggal 22 Desember ajang penghargaan bisnis tertinggi di dunia
2017 antara Unit Penyelenggara Bandar Udara Ditjen yang memiliki misi memberikan apresiasi
Perhubungan Udara Kementerian Perhubungan terhadap capaian kinerja perusahaan.
dengan PT Angkasa Pura II (Persero). Penghargaan diserahkan pada 21 Oktober
• PT Angkasa Pura II (Persero) together with a number of 2018.
parties on November 17, 2017 signed a Memorandum • Issuance of bonds through a Continuous
of Understanding/MoU regarding the management and Public Offering of “Sustainable Bonds I
development of Jenderal Besar Soedirman Airport in Angkasa Pura II Year 2018
Purbalingga, Central Java. • Terminal 3 of the Soekarno-Hatta
• On November 24, 2017, the President of the Republic International Airport won an award as Best
of Indonesia, Mr. Joko Widodo, inaugurated the Silangit Airport according to the Airport Magazine
International Airport, Siborong-borong, North Tapanuli. on Friday, December 7, 2018. The award
• On December 26, 2017, at 03.47, Soekarno-Hatta was presented directly by the Minister of
International Airport Train departing from Sudirman Transportation, Budi Karya Sumadi in Jakarta.
Baru (BNI City) Station began operations for the public. • PT Angkasa Pura II (Persero) together with PT
• On December 28, 2017, President Joko Widodo Sarana Multi Infrastruktur (SMI) signed an
inaugurated the Ultimate Terminal of Supadio investment credit agreement to improve the
International Airport, Pontianak accompanied by the airport transportation service on November
Minister of Transportation, Budi Karya Sumadi. 21, 2018.
• The handover process of Banyuwangi Airport • PT Angkasa Pura II won three awards at the
management was carried out on December 22, 2017 2018 Stevie Awards. Stevie Awards are the
between Airport Operator Unit of the Directorate highest business award event in the world with
General of Air Transportation of the Ministry of the mission of appreciating the achievements
Transportation with PT Angkasa Pura II (Persero). of the Company’s performance. The awards
were presented on October 21, 2018.

Company Milestones
2018 2019
• Penerbangan • Penandatanganan Nota Kesepahaman antara AP II melalui anak usaha
perdana dari Bandara Angkasa Pura Kargo dengan My Indo Airlines untuk mempertajam
Internasional Kertajati penetrasi di bisnis kargo pada tanggal 20 Februari 2019
oleh Presiden Joko • Digital Airport Hotel Terminal 3 mendapatkan penghargaan bertaraf
Widodo pada 24 Mei internasional "Guest Review Award 2018" dari Booking.com pada 24
2018 Februari 2019
• PT Angkasa Pura II • PT Angkasa Pura II pada 26 Februari 2019 mendapat penghargaan
(Persero) meraih dua sebagai salah satu perusahaan paling inovatif dengan kategori Innovative
penghargaan untuk Company in Building Airport Digital Lounge dari Majalah Warta Ekonomi
kategori Badan Usaha berkat inovasi i-MATE Lounge di Bandara Internasional Soekarno-Hatta
Milik Negara (BUMN) • Hotel Horison Sky Kualanamu yang dikelola oleh anak usaha Angkasa
dalam Revolusi Mental Pura Propertindo mendapat penghargaan Guest Review Award 2018 oleh
Award 2018 yang Booking.com pada tanggal 28 Februari 2019.
diselenggarakan oleh • Enam bandara yang dikelola oleh Angkasa Pura II mendapat
majalah BUMN Track. penghargaan dalam Airport Survey Quality (ASQ) Awards 2018 yaitu
Penghargaan yang Bandara Sultan Thaha - Jambi, Bandara Depati Amir - Pangkalpinang,
diraih oleh perseroan Bandara Sultan Mahmud Badaruddin II - Palembang, bandara Sultan
antara lain adalah: Syarif Kasim II - Pekanbaru, Bandara Silangit - Siborong-borong, dan
1. Gold Winner Bandara Raja Haji Fisabilillah - Tanjung Pinang. Penghargaan diterima
“Indonesia Melayani pada 7 Maret 2019
Terbaik”; dan • Angkasa Pura II raih penghargaan dalam PR Indonesia Awards 2019
2. Gold Winner kategori Terpopuler di Media, Manajemen Krisis (Gold), Manajemen Pra
“The Best Leader Krisis (Silver), Aplikasi Mobile "In Airport" (Silver), Video Company Profile
Revolusi Mental (Silver), Annual Report (Silver) serta Sustainability Report (Silver) pada 28
Integritas Terbaik”. Maret 2019
• Inaugural flight from • Signing of the Memorandum of Understanding between Angkasa Pura II
Kertajati International through its subsidiary, Angkasa Pura Kargo and My Indo Airlines to further
Airport by President Joko penetrate the cargo business on February 20, 2019.
Widodo on May 24th, • Digital Airport Hotel Terminal 3 received an international award of “Guest
2018. Review Award 2018” from Booking.com on February 24, 2019.
• PT Angkasa Pura II • On February 26, 2019, PT Angkasa Pura II was awarded as one of the most
(Persero) won 2 awards innovative companies in the category of Innovative Company in Building
for the category of Airport Digital Lounge from Warta Ekonomi Magazine through its i-MATE
State-Owned Enterprise Lounge innovation at Soekarno- Hatta International Airport.
in the 2018 Revolusi • Horizon Sky Hotel Kualanamu which is managed by its subsidiary, Angkasa
Mental Award which Pura Propertindo, received the 2018 Guest Review Award by Booking.com on
was organized by BUMN February 28, 2019.
Track magazine. The • Six airports managed by Angkasa Pura II received awards in the 2018
awards achieved by the Airport Survey Quality (ASQ) Awards namely Sultan Thaha Airport - Jambi,
Company include: Depati Amir Airport - Pangkalpinang, Sultan Mahmud Badaruddin II Airport
1. Gold Winner - Palembang, Sultan Syarif Kasim II Airport - Pekanbaru, Silangit Airport -
“Indonesia Melayani Siborong-borong, and Raja Haji Fisabilillah Airport - Tanjung Pinang. The
Terbaik”; dan awards were received on March 7, 2019.
2. Gold Winner “The • Angkasa Pura II won awards at the 2019 PR Indonesia Awards for the
Best Leader Revolusi category of Most Popular in Media, Crisis Management (Gold), Pre-Crisis
Mental Integritas Management (Silver), “InAirport” Mobile Application (Silver), Company Profile
Terbaik”. Video (Silver), Annual Report (Silver) and Sustainability Report (Silver) on
March 28, 2019.

Profil Perusahaan
Company Profile
2019
• Angkasa Pura II mendapat penghargaan Top Digital Innovation & Transformation in Smart Airport Service
dari iTech Magazine pada 2 April 2019
• Penandatanganan Nota Kesepahaman pada tanggal 23 Juli 2019 antara Angkasa Pura II dan Monash
University dalam bidang riset dan akademik.
• Angkasa Pura II Bidik Bisnis Pengelolaan dan Pengembangan Bandara di Afrika melalui Indonesia-Africa
Infrastructure Dialogue yang dilaksanakan pada tanggal 20 Agustus 2019.
• Angkasa Pura II pada tanggal 2 September 2019 kembali mendapatkan peringkat tertinggi AAA dari Pefindo.
• Angkasa Pura II dan Grup Astra Internasional pada 9 Oktober 2019 menandatangani Nota Kesepahaman
dalam rangka pengembangan digitalisasi pelayanan di bandara.
• Penandatanganan Kerja Sama Pemanfaatan (KSP) Barang Milik Negara pada Bandara Radin Inten II
Lampung antara Angkasa Pura II dengan Kementerian Perhubungan yang ditandatangani pada tanggal 12
Oktober 2019.
• Penandatanganan Kerja Sama Pemanfaatan (KSP) Barang Milik Negara Bandara H.A.S Hanandjoeddin
- Belitung dan Bandara Fatmawati Soekarno - Bengkulu antara Angkasa Pura II dengan Kementerian
Perhubungan pada tanggal 13 Oktober 2019
• Penandatanganan Nota Kesepahaman Angkasa Pura II dengan PLN terkait Infrastruktur Pengisian Mobil
Listrik. Bandara Soekarno-Hatta jadi Bandara Pertama di RI yang memiliki Infrastruktur Pengisian Baterai
Mobil Listrik yang dilaksanakan pada 17 Oktober 2019.
• Angkasa Pura II pada 20 Oktober 2019 meraih Penghargaan di The Stevie Awards 2019 yakni untuk tingkat
global yaitu Gold Stevie Winner-The International Business Awards kategori Digital Process Automation
Solution, tingkat Asia Pasifik yaitu Gold Stevie Winner-DiLo (iMATE Lounge) kategori Best New Product or
Services of The Year - Content Media & Information Monitoring Solution, serta Bronze Stevie Winner-Mobile
Learning Award kategori Innovative Use of Technology in Human Resources.
• Angkasa Pura II was awarded the Top Digital Innovation & Transformation in Smart Airport Service from iTech
Magazine on April 2, 2019.
• Signing of the Memorandum of Understanding on July 23, 2019 between Angkasa Pura II and Monash University in
the fields of research and academics.
• Angkasa Pura II targets the Airport Management and Development Business in Africa through the Indonesia-Africa
Infrastructure Dialogue which was held on August 20, 2019.
• On September 2, 2019, Angkasa Pura II regained the highest AAA rating from Pefindo.
• On October 9, 2019, Angkasa Pura II and Astra International Group signed a Memorandum of Understanding in
the framework of developing digitizing services at airports.
• Signing of the Utilization Cooperation (KSP) on State-Owned Goods at Lampung Radin Inten II Airport between
Angkasa Pura II and the Ministry of Transportation which was signed on October 12, 2019.
• Signing of the Utilization Cooperation (KSP) on State-Owned Goods of H.A.S Hanandjoeddin Airport - Belitung and
Fatmawati Soekarno Airport - Bengkulu between Angkasa Pura II and the Ministry of Transportation on October
13, 2019.
• Signing of the Memorandum of Understanding between Angkasa Pura II and PLN related to Electric Vehicle
Charging Infrastructure. Soekarno-Hatta Airport became the First Airport in the Republic of Indonesia that has an
Electric Vehicle Battery Charging Infrastructure which was held on October 17, 2019.
• On October 20, 2019, Angkasa Pura II won Awards at The 2019 Stevie Awards such as for the global level namely
the Gold Stevie Winner-The International Business Awards in the category of Digital Process Automation Solution,
for the Asia Pacific level namely the Gold Stevie Winner-DiLo (iMATE Lounge) in the category of Best New Product or
Services of the Year - Content Media & Information Monitoring Solution, and Bronze Stevie Winner-Mobile Learning
Award in the category of Innovative Use of Technology in Human Resources.

Company Milestones
2019 2020
• Penandatanganan • Penandatanganan Nota Kesepahaman antara PT Angkasa Pura II
Nota Kesepahaman (Persero) dengan Universitas Negeri Jakarta terkait pengembangan guna
antara Angkasa Pura layanan dan operasional bandara dalam persiapan menyambut era
II dan International Air Airport 4.0 pada 1 Januari 2020.
Transport Association • Peluncuran konsep Adjacent Business sebagai strategi mempercepat
(IATA) terkait rencana pertumbuhan bisnis dalam rangka memperkuat posisi sebagai The
pengembangan sejumlah Leading Indonesia’s Airport Company pada 16 Februari 2020.
bandara di Indonesia • Penerapan Sistem Manajemen Anti-Penyuapan (SMAP) berstandar
yang dilaksanakan pada internasional sebagai bentuk upaya PT Angkasa Pura II dalam
15 November 2019. memastikan tata kelola perusahaan yang baik di lingkungan PT Angkasa
• Penandatanganan Nota Pura II (Persero) Grup pada 7 Juli 2020.
Kesepahaman antara • PT Angkasa Pura II (Persero) mencatatkan Obligasi Berkelanjutan I
Angkasa Pura II dan Angkasa Pura II Tahap II Tahun 2020 senilai Rp 2,25 Triliun di Bursa Efek
Badan Pengembangan Indonesia pada 19 Agustus 2020.
Sumber Daya Manusia • Penandatanganan Nota Kesepahaman (MoU) dengan Ditjen Energi Baru
(BPSDM) pada Terbarukan dan Konservasi Energi (ETBE) Kementerian ESDM tentang
tanggal 10 Desember Penerapan Konservasi Energi dan Pemanfaatan Energi Terbarukan
2019 Kementerian Secara Berkelanjutan di Bandar Udara pada 22 Oktober 2020.
perhubungan dalam • Penandatanganan Nota Kesepahaman (MoU) dengan PT LEN Industri
rangka kerja sama tentang Kajian Potensi Pembangkit Listrik tenaga Surya di Lingkungan
melahirkan SDM PT Angkasa Pura II (Persero) pada 4 November 2020.
unggulan. • Signing of the Memorandum of Understanding between PT Angkasa Pura II
• Signing of the (Persero) and Jakarta State University regarding the development of airport
Memorandum of services and operations in preparation for the Airport 4.0 era on January 1,
Understanding between 2020.
Angkasa Pura II and the • The launch of Adjacent Business concept as a strategy to accelerate business
International Air Transport growth in order to strengthen its position as The Leading Indonesia’s Airport
Association (IATA) related Company on February 16, 2020.
to the plan to develop • Implementation of an international standard Anti-Bribery Management
a number of airports in System (SMAP) as a form of PT Angkasa Pura II’s efforts to ensure good
Indonesia which was held corporate governance within the PT Angkasa Pura II (Persero) Group on July
on November 15, 2019. 7, 2020.
• Signing of the • PT Angkasa Pura II (Persero) listed Sustainable Bonds I Angkasa Pura II
Memorandum of Phase II Year 2020 worth IDR 2.25 trillion on the Indonesia Stock Exchange
Understanding between on August 19, 2020.
Angkasa Pura II and • Signing of the Memorandum of Understanding (MoU) with the Directorate
the Human Resources General of New and Renewable Energy and Energy Conservation (ETBE) of
Development Agency the Ministry of Energy and Mineral Resources regarding the Application of
(BPSDM) on December Energy Conservation and Sustainable Use of Renewable Energy at the Airport
10, 2019, of the Ministry on October 22, 2020.
of Transportation in the • Signing of the Memorandum of Understanding (MoU) with PT LEN
framework of cooperation Industri regarding the Study of the Potential of Solar Power Plants in the
to generate excellent HC. Environment of PT Angkasa Pura II (Persero) on November 4, 2020.

Profil Perusahaan
Company Profile
2020
• Penandatanganan Nota Kesepahaman (MoU) antara PT Angkasa Pura II (Persero) dengan Walikota
Tangerang tentang “Pemanfaatan Aset PT Angkasa Pura II (Persero) di Wilayah Kota Tangerang” dan
Penandatanganan Nota Kesepahaman (MoU) dengan Bupati Tangerang tentang “Pemanfaatan Aset PT
Angkasa Pura II (Persero) di Wilayah Kabupaten Tangerang” pada 24 November 2020.
• Penandatanganan Nota Kesepahaman (MoU) dengan Pemerintah Provinsi Sumatera Selatan tentang Sinergi
Dukungan Penyelenggaraan FIFA U-20 World Cup Tahun 2021 di Indonesia pada 4 Desember 2020.
• Penandatanganan Perjanjian Kerja Sama tentang Penanganan Pengaduan dalam Upaya Pemberantasan
Tindak Pidana Korupsi antara PT Angkasa Pura II (Persero) dengan Komisi Pemberantas Korupsi (KPK) pada
21 Desember 2020 dalam upaya pencegahan praktik-praktik korupsi di lingkungan PT Angkasa Pura II
(Persero).
• Signing of the Memorandum of Understanding (MoU) between PT Angkasa Pura II (Persero) and the Mayor of
Tangerang regarding “Utilization of PT Angkasa Pura II (Persero) ‘s Assets in the City of Tangerang Area” and Signing
of the Memorandum of Understanding (MoU) with the Regent of Tangerang regarding “Utilization of PT Angkasa’s
Assets Pura II (Persero) in the Tangerang Regency Region “on November 24, 2020.
• Signing of the Memorandum of Understanding (MoU) with the Provincial Government of South Sumatra regarding
the Synergy of Support for the 2021 FIFA U-20 World Cup in Indonesia on December 4, 2020.
• The signing of the Cooperation Agreement on Complaint Handling in the Efforts to Eradicate Corruption between
PT Angkasa Pura II (Persero) and the Corruption Eradication Commission (KPK) on December 21, 2020 in an effort
to prevent corrupt practices within PT Angkasa Pura II (Persero).

Keterangan Perubahan Nama
Change in Company Name

Keterangan Perubahan Nama
Change in Company Name
1984 1984
Pendirian Perum Pelabuhan Udara Cengkareng. Establishment of the Public Company (Perum) Cengkareng
Airport.
1986 1986
Perubahan nama Perum Pelabuhan Udara Cengkareng Renaming Perum Cengkareng Airport into Perum Angkasa
menjadi Perum Angkasa Pura II. Pura II.
1993 1993
Pendirian PT (Persero) Angkasa Pura II berdasarkan akta Establishment of PT (Persero) Angkasa Pura II based on the
Notaris Muhani Salim, SH, No.3 tanggal 2 Januari 1993. Notarial Deed of Muhani Salim, SH, No. 3 dated January
2nd, 1993.
Per 31 Desember 2020, Angkasa Pura II tidak melakukan As of December 31, 2020, Angkasa Pura II has not made a
perubahan nama. Nama yang digunakan sampai saat name change. The name used to date is PT Angkasa Pura
ini adalah PT Angkasa Pura II (Persero). II (Persero).
KEGIATAN USAHA
BUSINESS ACTIVITIES
Berdasarkan ketentuan dalam Anggaran Dasar terakhir, Based on the provisions in the latest Articles of Association,
Angkasa Pura II didirikan dengan maksud dan tujuan Angkasa Pura II was established with the following aims
sebagai berikut: and objectives:
1. Kegiatan usaha utama yaitu: 1. Main business activities are:
a. Pelayanan Jasa Kebandarudaraan; a. Airport Services;
b. Pelayanan Jasa Terkait Bandar Udara. b. Airport-Related Services.
2. Kegiatan usaha dalam rangka optimalisasi 2. Business activities in the context of optimizing the
pemanfaatan sumber daya yang dimiliki PT Angkasa utilization of resources owned by PT Angkasa Pura
Pura II (Persero) yang berada di luar daerah II (Persero) which are outside the airport working
lingkungan kerja bandar udara. environment.
Kegiatan Usaha Utama yang Dijalankan Sesuai dengan Anggaran Dasar

Main Business Activities Undertaken in Accordance with Articles of Association
Kegiatan Usaha
No
Business Activities
A Pelayanan Jasa Kebandarudaraan, meliputi pelayanan jasa pesawat udara, penumpang, barang, dan pos yang terdiri atas:
Airport services, including aircraft, passengers, goods, and postal services consisting of:
1 Penyediaan, pengusahaan dan/atau pengembangan fasilitas untuk kegiatan pelayanan pendaratan, lepas landas, manuver,
parker, dan penyimpanan pesawat udara;
Provision, operations and/or development of facilities for landing, taking off, maneuvering, parking, and storaging services of aircraft;
2 Penyediaan, pengusahaan dan/atau pengembangan fasilitas terminal untuk pelayanan angkutan penumpang, kargo dan pos;
Provision, operations and/or development of terminal facilities for passenger, cargo and postal transportation services;

Profil Perusahaan
Company Profile
Kegiatan Usaha
No
Business Activities
3 Penyediaan, pengusahaan dan/atau pengembangan fasilitas elektronika, listrik, air dan instalasi limbah buangan; dan
Provision, operations and/or development of electronic, electricity, water and waste disposal facilities; and
4 Penyediaan, pengusahaan dan/atau pengembangan lahan untuk bangunan, lapangan dan kawasan industri serta gedung
atau bangunan yang berhubungan dengan kelancaran angkutan udara.
Provision, operations and/or development of land for buildings, fields and industrial estates as well as buildings related to the smooth
running of air transportation.
B Pelayanan Jasa Terkait Bandar Udara, meliputi kegiatan:
Airport-related services, consisting of:
1 Jasa terkait untuk menunjang kegiatan pelayanan operasi pesawat udara di bandar udara, terdiri atas:
Related services to support aircraft operating services at airports, consisting of:
a. Penyediaan hanggar pesawat udara;
Provision of aircraft hangars;
b. Perbengkelan pesawat udara;
Aircraft overhaul;
c. Pergudangan;
Warehousing;
d. Katering pesawat udara;
Aircraft catering;
e. Pelayanan teknis penanganan pesawat udara di darat (Ground Handling);
Technical services for aircraft ground handling;
f. Pelayanan penumpang dan bagasi;
Passenger and luggage services;
g. Penanganan kargo dan pos;
Cargo and postal handling;
h. Pelayanan jasa load control;
Load control services;
i. Komunikasi dan operasi penerbangan di darat;
Flight communications and operations on land;
j. Pelayanan jasa pengamanan;
Security services;
k. Pelayanan penyediaan dan/atau pendistribusian bahan bakar pesawat udara.
Services for providing and/or distributing aircraft fuel.
2 Jasa terkait untuk menunjang kegiatan pelayanan penumpang dan barang, terdiri atas:
Related services to support passenger and goods services, consisting of:
a. Penyediaan penginapan/hotel dan transit hotel;
Provision of hotel and transit hotel;
b. Penyediaan toko dan restoran;
Provision of shops and restaurants;
c. Penyimpanan kendaraan bermotor;
Storage of motor vehicles;
d. Pelayanan kesehatan;
Health services;
e. Perbankan dan/atau penukaran uang;
Banking and/or money exchange;
f. Transportasi darat;
Land transportation;
g. Perawatan pada umumnya (kegiatan jasa yang melayani pembersihan dan/atau pemeliharaan, Gedung dan
perkantoran/maintenance building.
Maintenance in general (services that serve cleaning and/or maintenance, buildings and offices/buildings maintenance).

Business Activities
Kegiatan Usaha
Kegiatan Usaha
No
Business Activities
3 Jasa terkait untuk memberikan nilai tambah bagi pengusahaan bandar udara, terdiri atas:
Related services to provide added value for airport operations, consisting of:
a. Penyediaan tempat bermain dan rekreasi;
Provision of playground and recreation area;
b. Penyediaan fasilitas perkantoran;
Provision of office facilities;
c. Penyediaan fasilitas olahraga;
Provision of sports facilities;
d. Penyediaan fasilitas Pendidikan dan pelatihan;
Provision of education and training facilities;
e. Penjualan/pengisian bahan bakar dan/atau pelumas kendaraan bermotor;
Sales/refueling of fuel and/or lubricants of motor vehicles;
f. Periklanan
Advertising;
g. Jasa pelayanan telekomunikasi;
Telecommunication services;
h. Jasa aluan wisata;
Tour assistance services;
i. Agen perjalanan;
Travel agents;
j. Penitipan barang;
Deposit counter;
k. Lounge dan/atau VIP room;
Lounge and/or VIP room;
l. Beauty salon;
Beauty salon;
m Agrobisnis service;
Agribusiness services;
n. Nursery;
Nursery;
o. Asuransi;
Insurance;
p. Vending machine;
Vending machine;
q. Perkeretaapian khusus;
Special railways;
r. Jasa lainnya yang secara langsung atau tidak langsung memberikan nilai tambah bagi kegiatan bandar udara.
Other services that directly or indirectly provide added value to airport services.
KEGIATAN USAHA PENUNJANG SUPPORTING BUSINESS ACTIVITIES
Kegiatan usaha penunjang dalam rangka optimalisasi Supporting business activities in the context of optimizing
pemanfaatan sumber daya yang dimiliki Angkasa the utilization of resources owned by Angkasa Pura II which
Pura II yang berada di luar daerah lingkungan kerja are outside the airport working environment including
bandar udara meliputi usaha properti, pergudangan, businesses such as property, warehousing, offices,
perkantoran, perhotelan, perumahan, apartemen, hospitality, housing, apartments, car markets, workshops,
bursa mobil, bengkel, restoran, SPBU, pusat restaurants, gas stations, shopping centers and tourism
perbelanjaan dan bisnis pariwisata, resort, olahraga businesses, resorts, sports and recreation, hospitals,
dan rekreasi, rumah sakit, pendidikan dan penelitian, education and research, telecommunications infrastructure
prasarana telekomunikasi dan sumber daya energi, jasa and energy resources, rental services and the operations of
penyewaan dan pengusahaan sarana dan prasarana facilities and infrastructure owned by Angkasa Pura II as
yang dimiliki Angkasa Pura II serta optimalisasi well as optmizing the utilization of Angkasa Pura II funds
pemanfaatan dana Angkasa Pura II melalui pasar modal through the capital market and money market.
dan pasar uang.

Profil Perusahaan
Company Profile
PRODUK DAN JASA PRODUCTS AND SERVICES
Jasa Kebandarudaraan Airport Services

Angkasa Pura II merupakan salah satu BUMN yang Angkasa Pura II is one of the SOEs that runs airport services
menjalankan bisnis pelayanan jasa kebandarudaraan. business. The Company really understands the importance
Perusahaan sangat memahami betul pentingnya of maintaining its performance quality and public trust.
menjaga kualitas performance perusahaan dan Improvement in the quality of services provided by Angkasa
kepercayaan masyarakat. Peningkatan kualitas Pura II through various provision of complete facilities and
pelayanan yang diberikan oleh Angkasa Pura II infrastructure or public facilities in the airport environment
melalui berbagai penyediaan kelengkapan sarana dan has an impact on the level of comfort felt by the public as
prasarana atau fasilitas umum di lingkungan bandara users of airport services.
berdampak terhadap tingkat kenyamanan yang
dirasakan masyarakat sebagai pengguna jasa bandara.
Dalam menjalankan usahanya, Angkasa Pura II selalu In carrying out its business, Angkasa Pura II always complies
mematuhi dan mengikuti berbagai regulasi maupun with and follows various binding regulations and standards
standar yang mengikat terkait dengan pelayanan lalu related to air traffice services, both those that apply
lintas udara, baik yang berlaku secara internasional internationally (International Civil Aviation Organization/
(International Civil Aviation Organization / ICAO) maupun ICAO) and nationally (Ministry of Transportation -
nasional (Kementerian Perhubungan - Direktorat Directorate General of Air Transportation). All of these
Jenderal Perhubungan Udara). Semua regulasi maupun regulations and standards are applied so that the safety
standar tersebut diberlakukan, agar aspek keselamatan aspects of aviation are met so that all parties are able to
penerbangan terpenuhi sehingga semua pihak dapat experience the comfort and tranquility during the flight.
merasakan kenyamanan dan ketenangan selama
penerbangan.
Jasa Terkait Bandar Udara Airport-Related Services

Memaksimalkan pelayanan terbaik melalui penyediaan Maximizing the best services by providing a variety of modern
berbagai pelayanan jasa terkait bandar udara yang airport-related services supported by high-tech facilities is
modern dengan ditunjang fasilitas berteknologi tinggi Angkasa Pura II’s commitment to embody convenience for
adalah komitmen Angkasa Pura II untuk mewujudkan service users while in the airport environment.
kenyamanan bagi pengguna jasa selama berada di
lingkungan bandara.
Angkasa Pura II mengusahakan pelayanan-pelayanan Angkasa Pura II provides services that support the airport
jasa yang menunjang bisnis jasa kebandarudaraan. services business. Airport-related services provided by
Pelayanan jasa terkait bandara udara disediakan oleh Angkasa Pura II aim to support the creation of various
Angkasa Pura II bertujuan untuk mendukung terciptanya aspects such as security, safety and comfort for airport
aspek keamanan, keselamatan dan kenyamanan bagi service users while in the Airport environment. Airport-
pengguna jasa bandara selama berada di kawasan related services including: leasing of space, warehouses,
Bandara. Pelayanan jasa terkait bandar udara tersebut land and other facilities, activities of concessionaires,
diantaranya: penyewaan ruangan, gudang, lahan vehicles parking, Airport Pass and the provision of land for
dan fasilitas lainnya, kegiatan konsesioner, parkir buildings, fields and industry as well as buildings related to
kendaraan, Pas Bandara dan penyediaan lahan untuk the smooth running of air transport.
bangunan, lapangan dan industri serta bangunan yang
berhubungan dengan kelancaran angkutan udara.
Pelayanan penunjang lainnya yang juga diupayakan Other supporting services that are also undertaken by
oleh Angkasa Pura II antara lain: pelayanan operasi Angkasa Pura II, among others are: airport operations
bandara, pelayanan penerbangan haji, pelayanan services, Hajj flight services, Indonesian worker services,
tenaga kerja Indonesia, pelayanan kargo, pelayanan cargo services, airport security and safety services, rescue

Business Activities
Kegiatan Usaha
keamanan dan keselamatan bandara, pelayanan and fire fighting services (RFFS) as well as emergency
pertolongan kecelakaan penerbangan dan pemadam response services.
kebakaran (PKP-PK) serta pelayanan penanggulangan
gawat darurat.
Pelayanan Bandara Airport Services

Seiring dengan kebutuhan masyarakat terhadap Along with the increasing public demand for air transport
jasa angkutan udara yang semakin meningkat, services which has an impact on the traffic of airport
berdampak pada lalu lintas para pengguna jasa services users that became very congested, both before the
bandara yang menjadi begitu padat baik pada saat flight (departure) and after the flight (arrival). This requires
sebelum penerbangan (keberangkatan) maupun saat the needs for serious and adequate management. Angkasa
setelah penerbangan (kedatangan). Hal ini menuntut Pura II seeks to provide the best services through airport
perlunya pengelolaan yang serius dan memadai. operations services with the addition of various facilities in
Angkasa Pura II berupaya penuh untuk memberikan the airport environment and expansion of terminal area
pelayanan terbaik melalui pelayanan operasi bandara including the construction of new buildings or terminal
dengan penambahan berbagai fasilitas di lingkungan buildings. These efforts are aimed so as to be able to
bandara dan perluasan kawasan terminal termasuk accommodate the increasing number of passengers and to
pembangunan gedung atau bangunan terminal baru. provide comfort to airport service users.
Upaya yang dilakukan ini bertujuan supaya dapat
menampung jumlah penumpang yang bertambah serta
dapat menghadirkan kenyamanan bagi pengguna jasa
bandara.
Penambahan dan perbaikan fasilitas bandara yang Addition and improvement of airport facilities undertaken
dilakukan oleh perusahaan diantaranya adalah by the Company include the addition and improvement of
penambahan dan perbaikan kursi tunggu penumpang, passengers’ seats in the waiting areas, jet bridges, toilets,
garbarata, toilet, troli bagasi, konter check-in, konter luggage trolleys, check-in counters, security check counters,
pemeriksaan, fasilitas tempat ibadah seperti mushola places of worships and a number of other supporting
dan sejumlah fasilitas pendukung lainnya. Terkait facilities. In regard to terminal area development, Angkasa
dengan pengembangan kawasan terminal, Angkasa Pura II has increased the airport capacity by adding more
Pura II melakukan penambahan kapasitas bandara spaces that can accommodate the increased number of
diantaranya penambahan ruang yang mampu passengers as well as improving room arrangement that
menampung peningkatan jumlah penumpang facilitates the administrative management of passengers.
serta penataan ruangan yang memperlancar Through the cooperation with the Company’s assisted
proses pemeriksaan dan memudahkan pengurusan partners, Angkasa Pura II also added sales counters that
administrasi penumpang. Melalui kerjasama dengan provide various needs of airport services users. In order to
mitra binaan perusahaan, Angkasa Pura II juga preserve the comfort and beauty of airport environment,
menambah konter-konter jualan yang menyediakan Angkasa Pura II continuously monitors the cleanliness of
berbagai kebutuhan para pengguna jasa bandara. the airport and conducts airport hygiene programs.
Dalam rangka menjaga kenyamanan dan keindahan
di lingkungan bandara, Angkasa Pura II senantiasa
memantau kebersihan kawasan bandara dan
melakukan program kebersihan bandara.
Pelayanan Penerbangan Haji Pilgrim Flight Services

Pada 2 Juni 2020, Pemerintah Republik Indonesia On June 2, 2020, the Government of the Republic of
melalui Menteri Agama mengumumkan tidak Indonesia through the Minister of Religion announced that
memberangkatkan jamaah haji pada tahun 1441 Hijriah they would not send pilgrims to the Hajj in 1441 Hijriah or
atau tahun 2020 karena pandemi COVID-19. 2020 due to the COVID-19 pandemic.
Catatan: pada 2020 tidak diselenggarakan angkutan Note: in 2020 Hajj pilgrims will not transport 2020 due to
Jemaah Haji 2020 dikarenakan Pandemi COVID-19 the COVID-19 Pandemic

Profil Perusahaan
Company Profile
Pelayanan Kargo Cargo Services

Bisnis pengiriman atau pengangkutan barang memiliki The business of shipping or transporting goods has a
prospek usaha yang sangat strategis termasuk bisnis very strategic business prospects, including the business
pengiriman barang melalui angkutan udara (kargo). of shipping goods via air transport (cargo). This strategic
Peluang bisnis yang strategis ini, dimanfaatkan oleh business opportunity is utilized by Angkasa Pura II by
Angkasa Pura II dengan mengoperasikan terminal operating a cargo terminal which began in 2007. Angkasa
kargo yang dimulai sejak tahun 2007. Angkasa Pura Pura II established a strategic business unit that manages
II membentuk unit bisnis strategis yang mengelola cargo services at each managed airport.
pelayanan kargo di setiap bandara yang dikelola.
Dalam rangka memastikan terpenuhinya aspek In order to ensure the fulfillment of aspects of smoothness,
kelancaran, keamanan dan keselamatan operasional security and safety of goods shipping operations from the
pengiriman barang dari mulai proses penggudangan warehousing to flight processes, Angkasa Pura II supervises
sampai dengan penerbangan, Angkasa Pura II the compliance towards applicable procedures and
melakukan pengawasan kepatuhan terhadap prosedur standards.
dan standar yang berlaku.
Angkasa Pura II melakukan upaya untuk meningkatkan Angkasa Pura II made efforts to improve the quality of
kualitas pelayanan kargo di bandara-bandara yang cargo services at managed airports such as increasing the
dikelola seperti peningkatan kapasitas pergudangan capacity of cargo warehousing that can accommodate
kargo yang dapat menampung peningkatan volume increased transaction volumes.
transaksi.
Keamanan dan Keselamatan Bandara Airport Security and Safety

Angkasa Pura II memiliki komitmen yang tinggi atas Angkasa Pura II has a high commitment to the fulfillment of
terpenuhinya aspek keamanan dan keselamatan airport security and safety aspects from all forms of threats
bandara dari segala bentuk ancaman dan gangguan and disruptions that may harm passengers, airport services
yang dapat merugikan penumpang, pengguna jasa users and the Company itself. The Company’s commitment
bandara maupun perusahaan sendiri. Komitmen is manifested by the provision of airport security and safety
perusahaan tersebut diwujudkan dengan adanya services.
penyediaan pelayanan keamanan dan keselamatan
bandara.
Angkasa Pura II telah melengkapi bandara-bandara Angkasa Pura II has equipped the managed airports with
yang dikelolanya dengan fasilitas pengamanan yang modern and high-tech security facilities ranging from X-Ray
modern dan berteknologi tinggi mulai dari peralatan equipment for luggage and cargo inspection, walk-through
X-Ray untuk pemeriksaan bagasi dan kargo, walk- and handheld metal detectors, CCTV systems, perimeter
through dan handheld metal detector, sistem CCTV, fencing and others. In the aspect of the quality of human
pagar perimeter dan lain-lain. Pada aspek kualitas capital who are responsible for security and safety in the
sumber daya manusia yang bertanggung jawab atas airport area, the Company has provided a variety of training
keamanan dan keselamatan di kawasan bandara, both knowledge and technical skills in the field. It aims to
perusahaan telah memberikan berbagai pelatihan baik establish reliable and professional security personnel in
yang bersifat pengetahuan sampai pada keterampilan carrying out operational duties in airport security.
teknis di lapangan. Hal ini bertujuan untuk membentuk
personil keamanan yang handal dan profesional dalam
menjalankan tugas-tugas operasional pengamanan
bandara.
Sedangkan pada aspek kuantitas personil pengamanan While in the quantity aspect of airport security personnel,
bandara, Angkasa Pura II juga melakukan penambahan Angkasa Pura II also made additions in accordance with the
sesuai dengan kebutuhan dan standar pengamanan applicable security requirements and standards. Regarding
berlaku. Terkait dengan keamanan dan keselamatan airport security and safety, Angkasa Pura II constantly

Business Activities
Kegiatan Usaha
bandara, Angkasa Pura II juga selalu berkoordinasi coordinates and cooperates with the Indonesian National
dan bekerjasama dengan instansi Kepolisian Republik Police and the Indonesian National Armed Forces (TNI) to
Indonesia dan Tentara Nasional Indonesia (TNI) untuk provide training to airport security personnel and to create
memberikan pelatihan kepada personil pengamanan a safe and comfortable airport atmosphere.
bandara maupun untuk menciptakan suasana bandara
yang aman dan nyaman.
Pelayanan Pertolongan Kecelakaan Penerbangan Rescue and Fire Fighting Services (RFFS)
dan Pemadam Kebakaran (PKP-PK)
Angkasa Pura II sangat menyadari dalam pengelolaan Angkasa Pura II is extremely aware of the fact that the
bisnis jasa kebandarudaraan yang berhubungan management of airport services business related to
dengan jasa lalu lintas penerbangan memiliki tingkat aviation traffic services has a high level of risk. Therefore,
risiko yang tinggi. Oleh karena itu, perusahaan the Company has established a service program that aims
mempunyai program pelayanan yang bertujuan untuk to minimize and anticipate the emergence of these risks
meminimalisir dan mengantisipasi munculnya risiko through the program of rescue and fire fighting services
tersebut yaitu melalui program pelayanan pertolongan (RFFS).
kecelakaan penerbangan dan pemadam kebakaran
(PKP-PK).
Angkasa Pura II berupaya memastikan bahwa semua Angkasa Pura II strives to ensure that all infrastructure/
infrastruktur/fasilitas yang terkait dengan program PKP- facilities related to RFFS program is in a state of alert and
PK dalam kondisi yang siap siaga dan berfungsi secara able to function optimally. Efforts made by the Company
optimal. Upaya yang dilakukan Perusahaan perbaikan include reparation and improvement of facility so as to be
dan peningkatan kelengkapan fasilitas maupun complete, as well as the replacement and revitalization of
penggantian atau peremajaan kendaraan operasional RFFS operational vehicles, among others, foam tenders,
PKP-PK antara lain foam tender, rescue invention rescue invention vehicle (rapid car), ambulance and
vehicle (rapid car), ambulance dan commando car, commando car, are in accordance with the applicable
sesuai dengan ketentuan dan standar yang berlaku bagi provisions and standards to the respective airports.
masing-masing bandara.

Profil Perusahaan
Company Profile
Di samping peningkatan kualitas infrastruktur PKP- Besides improving the quality of RFFS infrastructure,
PK, Angkasa Pura II juga meningkatkan kapabilitas Angkasa Pura II also improves the capabilities of RFFS
pelayanan PKP-PK melalui pemenuhan kualitas maupun services through the fulfillment of quality and quantity
kuantitas personil PKP-PK. Dalam rangka pemenuhan of RFFS personnel. In order to meet the quality of RFFS
kualitas personil PKP-PK, Angkasa Pura II bekerjasama personnel, Angkasa Pura II cooperates with several
dengan instansi pemerintah seperti Dinas Pemadam government institutions such as the Fire Department by
Kebakaran dengan memberikan pelatihan-pelatihan providing training that can improve the competence of RFFS
yang dapat meningkatkan kompetensi personil PKP-PK. personnel. In the aspect of compliance with procedures, the
Pada aspek kepatuhan terhadap prosedur, perusahaan Company conducts studies and assessments to measure
melakukan kajian maupun penilaian untuk mengukur the quality of RFFS services in responding to any accidents
kualitas pelayanan PKP-PK dalam merespon setiap that occur.
kecelakan yang terjadi.
Layanan Penanggulangan Gawat Darurat Emergency Response Services

Kesiapan bandara menghadapi kemungkinan terjadinya Airport readiness to respond to the possibility of aircraft
kecelakaan pesawat udara, memiliki dampak yang accidents has a very significant impact in preventing or
sangat signifikan dalam mencegah atau meminimalkan minimizing the loss of life and material. This readiness
timbulnya kerugian jiwa maupun material. Kesiapan ini depends on the airport conditions on the availability of
bergantung pada kondisi bandara atas ketersediaan adequate facilities which are supported by reliable and
fasilitas yang memadai, yang didukung oleh personel trained personnel to perform emergency response.
handal dan terlatih dalam melakukan penanggulangan
gawat darurat.
Angkasa Pura II melalui layanan penanggulangan Angkasa Pura II through its emergency response services
gawat darurat berupaya untuk memberikan respon seeks to provide rapid response on aircraft accidents. To
yang cepat atas terjadinya kecelakan pesawat udara. that end, Angkasa Pura II ensures that all the managed
Untuk itu, Angkasa Pura II memastikan bahwa seluruh airports have conducted training on emergency response
bandara yang dikelolanya telah melakukan pelatihan- and completed various facilities and supporting elements.
pelatihan tentang penanggulangan gawat darurat
serta melengkapi berbagai fasilitas dan unsur-unsur
penunjangnya.
Dalam rangka penanggulangan gawat darurat, Angkasa In the framework of emergency response, Angkasa Pura
Pura II bekerjasama dan berkoordinasi dengan berbagai II coperates and coordinates with various elements and
unsur dan instansi yang tergabung dalam Airport institutions joined in the Airport Emergency Committee
Emergency Committee (AEC) sesuai prosedur atau (AEC) according to procedures and standards in the Airport
standar dalam Airport Emergency Plan (AEP). Emergency Plan (AEP).

Pengembangan Bandara Tahun 2020
2020 Airport Developments

Angkasa Pura II berkomitmen untuk memberikan Angkasa Pura II is committed to provide services at
pelayanan di setiap bandara yang dimiliki untuk every airport owned to meet stakeholders expectations.
memenuhi harapan stakeholders. Selama tahun 2020, Throughout 2020, airport developments which have been
pengembangan bandara yang telah dilakukan sebagai carried out as follows:
berikut:
23 Januari 2020 | January 23, 2020
Peresmian Terminal 3, Runway Ketiga, East Connection

Taxiway (ECT) dan Gedung VIP khusus untuk
penerbangan kenegaraan oleh Presiden RI.
Inauguration of Terminal 3, Third Runway, East Connection
Taxiway (ECT) and a special VIP Building for state flights by
the President of the Republic of Indonesia.
7 Maret 2020 | March 7, 2020
Dalam rangka mengantisipasi penyebaran Virus

COVID-19, PT Angkasa Pura II meluncurkan Layanan
Contact Center Airport 138 sebagai pusat informasi
terkini pada masyarakat mengenai pengaruh COVID-19
terhadap perjalanan traveler, penerbangan dan layanan
di 19 bandara yang dikelola perusahaan.
In order to anticipate the spread of the COVID-19 Virus, PT
Angkasa Pura II launched the 138 Airport Contact Center
Service as the latest information center for the public
regarding the influence of COVID-19 on traveler travel,
flights and services at 19 company-managed airports.
15 Maret 2020 | March 15, 2020
Pertama kalinya di Indonesia, teknologi pengenalan

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

Profil Perusahaan
Company Profile
19 Juni 2020 | June 19, 2020
Peluncuran konsep berbasis teknologi bandara berupa

Airport Collaborative Decision Making (A-CDM) dalam
rangka efektivitas dan efisiensi stakeholder, yang
merupakan konsep kolaborasi pertama di Indonesia.
Launching of an airport technology-based concept in the
form of Airport Collaborative Decision Making (A-CDM)
in the context of stakeholder effectiveness and efficiency,
which is the first collaborative concept in Indonesia.
26 Agustus 2020 | August 26, 2020
Peluncuran Airport Digital Expedition Academy yang

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

24 September 2020 | September 24, 2020
Pengoperasian Pembangkit Listrik Tenaga Surya (PLTS)

di Gedung Airport Control Center (AOCC) Bandara
Internasional Soekarno-Hatta
Operation of a Solar Power Plant (PLTS) at the Airport
Control Center (AOCC) Building at Soekarno-Hatta
International Airport.
18 Desember 2020 | December 18, 2020
Peresmian fasilitas khusus Pekerja Migran Internasional

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

Wilayah Kerja dan Lokasi Bandara
Working Area and Airport Location
Profil Perusahaan
Company Profile
2
3
4 10
8
5
9 16
19
13
17 6
11
15
18
12
14
1 2 3 4 5
Bandara Internasional Bandara Internasional Bandara Internasional Bandara Internasional Bandara Sultan Thaha
Sultan Iskandar Muda Kualanamu Silangit Minangkabau Jambi
Banda Aceh Deli Serdang Siborong-borong Padang
6 7 8 9 10
Bandara Internasional Bandara Internasional Bandara Internasional Bandara Depati Amir Bandara Internasional
Sultan Mahmud Sultan Syarif Kasim II Raja Haji Fisabilillah Pangkal Pinang Supadio
Badaruddin II Pekanbaru Tanjung Pinang Pontianak
Palembang

Working Area and Airport Location
Wilayah Kerja dan Lokasi Bandara
11 12 13 14 15
Bandara Internasional Bandara Internasional Bandara Internasional Bandara Internasional Bandara Internasional
Soekarno – Hatta Halim Perdanakusuma Husein Sastranegara Banyuwangi Kertajati
Tangerang Jakarta Bandung Banyuwangi Subang
16 17 18 19
Bandara Tjilik Riwut Bandara Fatmawati Bandara Radin Inten II Bandara Internasional
Palangkaraya Soekarno Lampung HAS Hanandjoeddin
Bengkulu Tanjung Pandan

Visi, Misi, Budaya dan Falsafah
Perusahaan
Profil Perusahaan
Company Profile
Vision, Mission, Corporate Values and Philosophy
Tahapan Penyusunan Visi, Misi, Tata Nilai dan Falsafah Formation stages of Vision, Mission, Corporate Values and
Perusahaan Philosophy
1. Direksi melakukan evaluasi terhadap pencapaian 1. The Board of Directors evaluates the performance and
kinerja dan kekuatan internal Angkasa Pura II. internal strengths of Angkasa Pura II.
2. Direksi melakukan evaluasi terhadap perubahan 2. The Board of Directors evaluates the strategic changes
strategis lingkungan eksternal Perseroan dan in the Company’s external environment and considers
mempertimbangkan peluang bisnis di masa akan future business opportunities.
datang.
3. Direksi melakukan evaluasi dan identifikasi 3. The Board of Directors evaluates and identifies the
terhadap harapan dan kebutuhan para pemangku expectations and needs of the stakeholders.
kepentingan.
4. Dengan mempertimbangkan Kekuatan Internal dan 4. By considering the Internal Strengths and External
Peluang Eksternal serta harapan para pemangku Opportunities as well as the expectations of
kepentingan, Direksi merumuskan Visi, Misi, Tata stakeholders, the Board of Directors formulated Vision,
Nilai dan Falsafah Perseroan. Mission, Corporate Values and Philosophy.
5. Visi, Misi, Tata Nilai dan Falsafah tersebut kemudian 5. The Vision, Mission, Values and Philosophy are then
disampaikan dan dievaluasi oleh Dewan Komisaris delivered and evaluated by the Board of Commissioners
yang kemudian ditetapkan dan disepakati bersama to be determined and agreed together by the Board of
oleh Dewan Komisaris dan Direksi. Commissioners and Board of Directors.
6. Direksi menetapkan Visi, Misi, Tata Nilai dan Falsafah 6. The Board of Directors establishes Vision, Mission,
Perusahaan di dalam Rencana Jangka Panjang Corporate Values and Philosophy in the Company’s
Perusahaan. Long-Term Plan.

Visi, Misi, Budaya dan Falsafah Perusahaan
Visi VISION
Bandara Terbaik dengan Teknologi
yang Pintar dan Terkoneksi di Kawasan
The Best Smart Connected Airport Operator in the Region
Bandara Terbaik dengan Teknologi yang Pintar dan The best smart connected airport operator in the region
Terkoneksi di Kawasan memiliki makna bahwa means that airports managed by Angkasa Pura II serve as
bandara-bandara yang dikelola Angkasa Pura II menjadi airports connected to many routes or destinations both at
bandara yang terhubung ke banyak rute ataU tujuan home and abroad, in accordance with the status of each
baik di dalam maupun di luar negeri, sesuai dengan airport (domestic/international airport). Connecting time
status masing-masing bandara (bandara domestik/ and connecting process both for passengers and goods
internasional). Connecting time dan connecting process should be able to walk easily and without bulkhead. AP II
baik untuk penumpang maupun barang harus bisa airports are also fully a smart airport by utilizing modern
berjalan dengan mudah dan tanpa sekat. Bandara- technology. The region referred to in the vision is Asia. So it
bandara AP II juga sepenuhnya menjadi bandara can be concluded that Angkasa Pura II’s vision is to be an
yang pintar (smart) dengan memanfaatkan teknologi airport with high connectivity to many cities or countries
modern. Region yang dimaksud dalam visi adalah Asia. and use modern technology integrated in airport operations
Sehingga dapat disimpulkan bahwa visi Angkasa Pura and passenger service improvement.
II adalah menjadi bandara dengan konektivitas tinggi
ke banyak kota atau negara dan mempergunakan
teknologi modern yang terintegrasi dalam operasional
bandara dan peningkatan pelayanan penumpang.

Profil Perusahaan
Company Profile
Misi MISSION
Kami mendorong seluruh karyawan dan
mitra untuk memberikan pengalaman
bepergian yang aman dan nyaman bagi
pelanggan
We encourage all employees and partners to provide a safe
and convenient traveling experience for customers.
• Memastikan keselamatan dan keamanan sebagai • Ensuring safety and security as a top priority.
prioritas utama
• Menyediakan infrastruktur dan layanan kelas • Providing world-class infrastructure and services to
dunia untuk mendukung perkembangan ekonomi support Indonesia’s economic development through
Indonesia melalui konektivitas antar daerah maupun connectivity between regions and countries
negara
• Memberikan pengalaman perjalanan yang • Providing a reliable, consistent and enjoyable travel
terpercaya, konsisten, dan menyenangkan kepada experience to all customers with modern technology.
seluruh pelanggan dengan teknologi modern
• Mengembangkan kemitraan untuk melengkapi • Developing partnerships to complement ability and
kemampuan dan memperluas penawaran expand the company offering.
perusahaan
• Menjadi BUMN pilihan dan memaksimalkan potensi • Become the preferred SOE and maximize the potential
dari setiap karyawan perusahaan of every company employee .
• Menjunjung tinggi tanggung jawab sosial perusahaan • Uphold the corporate social responsibility.
Persetujuan Visi Misi Oleh Dewan Komisaris dan Approval of Vision and Mission by the Board of
Direksi Commissioners and Board of Directors
Visi dan Misi Angkasa Pura II telah ditetapkan dalam The vision and mission of Angkasa Pura II has been
Rencana Jangka Panjang Perusahaan (RJPP) 2016-2020 stipulated in the Company’s Long Term Plan (RJPP) 2016-
yang telah disetujui oleh RUPS, Dewan Komisaris dan 2020 which has been approved by the GMS, Board of
Direksi Angkasa Pura II. Commissioners and Board of Commissioners Directors of
Angkasa Pura II.

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

Kami memegang teguh Kami terus belajar dan Kami saling peduli dan
kepercayaan yang diberikan mengembangkan kapabilitas menghargai perbedaan
We hold fast trust given We keep learning and We care for each other and
develop capabilities appreciate the difference
Loyal Adaptif Kolaboratif

Kami berdedikasi dan Kami terus berinovasi dan antusias Kami membangun kerja sama
mengutamakan kepentingan dalam menggerakkan ataupun yang sinergis
Bangsa dan Negara menghadapi perubahan We build cooperation
We are dedicated and prioritize We continue to innovate and be the synergistic
interests Nation and Country enthusiastic in moving or face change

Struktur Organisasi
Organization Structure
Profil Perusahaan
Company Profile
Board Of
Commissioners
Committees BOC Secretary
President
Director
Vice President
Director
Director of
Director of Director of Director of
Transformation &
Commercial Engineering Operation & Service
Strategic Portfolio
Vice President of Vice President of Vice President of

Vice President of
Corporate Planning Airport Engineering Airport Global
Commercial Strategy
Group Development Service
Technostructure
Vice President Vice President of Vice President of

Vice President of
of Corporate Airport Maintenance Airport Operation
Commercial Policy
Development Group Policy Policy
Vice President
Vice President Vice President of Vice President of
of Corporate
of Commercial Engineering & Facility Operation & Service
Transformation
Performance Quality Assurance Quality Assurance
Group
Executive General Executive General Executive General Executive General

Manager of Manager of Manager of Manager of
Adjacent Business Commercial Service Airport Design Airport Operation
Division Division Division Division
Executive General Executive General Executive General

Manager of Manager of Manager of
Information System Airport Construction Airport Service
Division Division Division
Divisional
Executive General
Manager of
Airport Maintenance
Division
Subsidiary
Area/
Branch Offices Subsidiaries

Organization Structure
Struktur Organisasi
Sesuai dengan Peraturan Direksi PT Angkasa In accordance with the Board of Directors Regulation of
Pura II (Persero) Nomor: PD.01.01/09/2019/0045 PT Angkasa Pura II (Persero) No. PD.01.01/09/2019/0045
Tentang Organisasi Perusahaan PT Angkasa Pura II concerning Organization Structure of PT Angkasa Pura II
(Persero) sebagaimana telah diubah terakhir melalui (Persero) as amended lastly through the Board of Directors
PD.01.01/12/2019/0085, maka struktur organisasi Regulation No. PD.01.01/12/2019/0085, the organization
PT Angkasa Pura II (Persero) adalah sebagaimana bagan structure of PT Angkasa Pura II (Persero) is as shown below:
di bawah ini:
Board of Directors CEO’s Office
Vice President of
Operation & Service
Audit
Vice President of
Infrastructure &
Facility Audit
Senior Vice President
of Internal Audit
Vice President of
Director of Director of
Business &
Finance Human Capital
Supporting Audit
Vice President of
Vice President of Vice President of Project Audit
Financial & Logistic Human Capital
Policy Strategy
Vice President
of Corporate
Vice President of
Vice President of Communication
Corporate Talent
Assets Management
Management
Vice President of
Vice President of Legal & Compliance
Parenting & Subsidiary
Performance Corporate Office Senior Vice President
of Corporate Secretary
Vice President of
Senior General Legal Aid &
Senior General
Manager of Institutional Relation
Manager of
Human Capital
Finance Center
Center
BOC Secretariat
Senior General Senior General
Manager
Manager of Manager of
Community Airport Learning
Development Center Center
Vice President of
Corporate Safety
Senior General
Management
Manager of
Senior Vice President
Supply Center
of Corporate Safety
& Risk
Vice President of
Corporate Risk
Management
Vice President of
Program
Management Office
Division Office
Adhoc

Profil Dewan Komisaris
Board of Commissioners Profile
Profil Perusahaan
Company Profile
AGUS SANTOSO MOCHTAR HUSEIN

Komisaris Utama Wakil Komisaris Utama
President Commissioner Vice President Commissioner
TUBAGUS FIKI CHIKARA SATARI ANDUS WINARNO

Komisaris Komisaris
Commissioner Commissioner
ABDUL MUIS DODI ISKANDAR

Komisaris Komisaris
Commissioner Commissioner

AGUS SANTOSO
Komisaris Utama
President Commissioner
Kewarganegaraan Nationality
Indonesia Indonesia
Tempat, Tanggal Lahir Place, Date of Birth

4 Agustus 1958 (umur 62 tahun) August 4, 1958 (62 years old)
Riwayat Pendidikan Educational Background

• Sarjana Teknik Sipil (Institut Teknologi Bandung) • Bachelor of Civil Engineering (Bandung Institute of
Technology)
• Magister Traffic Engineering (ITB-Leeds University) • Master of Traffic Engineering (ITB-Leeds University)
• Doktor Manajemen (Universitas Negeri Jakarta) • Doctor of Management (Jakarta State University)
Riwayat Jabatan Employment History

• Dasar Hukum Penunjukan • Legal Basis of Appointment
SK-127/MBU/04/2020 SK-127/MBU/04/2020
• Pengalaman Kerja • Job Experience
Komisaris Utama Garuda Indonesia (2018), Direktur President Commissioner of Garuda Indonesia (2018),
Jenderal Perhubungan Udara (2017), Kepala Badan Director General of Civil Aviation (2017), Head of
Penelitian dan Pengembangan Kementerian Research and Development Agency of the Ministry of
Perhubungan (2016), Dewan Pengawas Perum Air Transportation (2016), Supervisory Board of Perum Air
Navigation Indonesia (2014), Direktur Bandar Udara Navigation Indonesia (2014), Director of Airport of the
Kementerian Perhubungan RI (2015-2016) Ministry of Transportation of the Republic of Indonesia
(2015-2016)
• Jabatan Rangkap • Concurrent Position
- -
Pendidikan dan Pelatihan Education and Training

- -
Hubungan Afilasi Affiliation Relationships

Tidak memiliki hubungan afiliasi dengan Dewan Has no affiliation relationships with the Board of
Komisaris dan Direksi Commissioners and Board of Directors
Domisili Domicile
Jakarta Jakarta

Profil Perusahaan
Company Profile
MOCHTAR HUSEIN
Wakil Komisaris Utama
Vice President Commissioner
Indonesia Indonesia

24 Februari 1958 (umur 62 tahun) February 24, 1958 (62 years old)

S1 (Universitas Brawijaya) S1 (Brawijaya University)

SK-127/MBU/04/2020 SK-127/MBU/04/2020
Komisaris - PT. Timah (Persero) Tbk (2014 - Commissioner - PT. Timah (Persero) Tbk (2014 - 2018),
2018), Inspektur Jenderal - Inspektorat Jenderal Inspector General - Inspectorate General of the Ministry
Kementerian ESDM (2013 - 2018), Direktur PLP of Energy and Mineral Resources (2013 - 2018), Director
Bidang Kesra - Deputi Bidang PIP Bidang Polsoskam of PLP for People’s Welfare - Deputy for PIP for Social
BPKP (2012-2013), Direktur PLP Bidang Pertahanan and Security Affairs, BPKP (2012-2013), Director for PLP
dan Keamanan - Deputi Bidang PIP Bidang for Defense and Security - Deputy for Field Affairs PIP
Polsoskam BPKP (2012), Kepala Perwakilan - BPKP Polsoskam BPKP (2012), Head of Representative Office -
Propinsi Jawa Tengah (2009 - 2012) BPKP Central Java Province (2009 - 2012)
Komisaris Independen PT Angkasa Pura II (Persero) Independent Commissioner of PT Angkasa Pura II (Persero)

- -

Domisili Domicile
Jakarta Jakarta

TUBAGUS FIKI CHIKARA SATARI
Komisaris
Commissioner
Indonesia Indonesia

3 Februari 1976 (umur 44 tahun) February 3, 1976 (44 years old)
Educational Background
Riwayat Pendidikan
• S1 (Universitas Padjadjaran)
Employment History
Riwayat Jabatan
• Legal Basis of Appointment
• Dasar Hukum Penunjukan
SK-127/MBU/04/2020
SK-127/MBU/04/2020
• Job Experience
• Pengalaman Kerja
Chairman of the Bandung City Nahdliyin Entrepreneurs
Ketua Asosiasi Pengusaha Nahdliyin Kota Bandung
Association (2017-2019), Mentor of the ITB Creative &
(2017-2019), Mentor Program Kewirausahaan
Cultural Entrepreneurship Program Master of Business
Kreatif & Budaya Magister Administrasi Bisnis ITB
Administration (2013 2015)
(2013 2015)
• Concurrent Position
• Jabatan Rangkap
Staff of the Ministry of Cooperatives, Small and Medium
Staf Menteri Kementerian Koperasi, Usaha Kecil
Enterprises (2019 - present), Member of the Presidential
dan Menengah Khusus (2019 - sekarang), Anggota
Plan Formulation Team on Funding Management
Tim Perumus Rencana Presiden tentang Koordinasi
Coordination for Cross-Sectoral Cooperatives and
Manajemen Pendanaan untuk Koperasi Lintas
Micro, Small and Medium Enterprises (2019 - present),
Sektoral dan Usaha Mikro, Kecil dan Menengah (2019
Director of Bandung Urban Innovation Development
- sekarang), Direktur Laboratorium & Pengembangan
& Laboratory ( 2017 - present), Chairman of the
Inovasi Perkotaan Bandung (2017 - sekarang), Ketua
Indonesian Creative Cities Network (2019 - 2022), CEO
Jaringan Kota Kreatif Indonesia (2019 - 2022), CEO PT
of PT Idealog Creative Communication (2015 - present)
Idealog Komunikasi Kreatif (2015 - sekarang)
Education and Training
Pendidikan dan Pelatihan
-
-
Affiliation Relationships
Hubungan Afilasi
Has no affiliation relationships with the Board of
Tidak memiliki hubungan afiliasi dengan Dewan
Commissioners and Board of Directors
Komisaris dan Direksi
Domicile
Domisili
Bandung
Bandung

Profil Perusahaan
Company Profile
ANDUS WINARNO
Komisaris
Commissioner
Indonesia Indonesia

14 September 1971 (umur 49 tahun) September 14, 1971 (49 years old)

• S1 (Universitas Merdeka Malang) • S1 (Merdeka University Malang)
• Magister Hukum (Universitas Indonesia) • Master of Law (University of Indonesia)

SK-37/MBU/02/2019 SK-37/MBU/02/2019
Komisaris PT Kereta Api Indonesia (2017 – 2019) Commissioner of PT Kereta Api Indonesia (2017 - 2019)
Asisten Deputi Manajemen SDM Eksekutif BUMN Assistant Deputy for SOE Executive HR Management
(2019 - sekarang), Kepala Bidang Kebijakan Sumber (2019 - present), Head of SOE Executive Human
Daya Manusia Eksekutif BUMN (2015 – 2016), Kabid Resources Policy Division (2015 - 2016), Head of Primary
Usaha Industri Primer IIIb (2013 – 2014), Kepala Industry IIIb (2013 - 2014), Head of SOE Executive HR
Bidang Kebijakan SDM Eksekutif BUMN (2014 – Policy (2014 - 2015), Secretary Dekom PT Bank Mandiri
2015), Sekretaris Dekom PT Bank Mandiri (Persero) (Persero) Tbk (2010 - 2015)
Tbk (2010 – 2015)

- -

Domisili Domicile
Jakarta Jakarta

ABDUL MUIS
Komisaris
Commissioner
Indonesia Indonesia

4 Desember 1960 (umur 60 tahun) December 4, 1960 (60 years old)

S1 (Universitas Satria Makassar) S1 (Satria University Makassar)

SK-127/MBU/04/2020 SK-127/MBU/04/2020
Tenaga Ahli Kepala BNPB (2019), Dirjen Expert Chief of BNPB (2019), Director General of
Perencanaan Pertahanan Kementerian Pertahanan Defense Planning of the Ministry of Defense (2017),
(2017), Panglima Komando Pertahanan Udara Commander of the National Air Defense Command
Nasional (2015), Gubernur Akademi TNI AU (2015), (2015), Governor of the Indonesian Air Force Academy
Panglima Komando Operasi TNI AU II Makassar (2015), Commander of the Indonesian Air Force II
(2014), Waasops Kepala Staf Angkatan Udara Makassar Operations Command (2014), Deputy Chief
(2013), Komandan Pangkalan TNI AU Adi Sutjipto of Staff of the Air Force (2013), Indonesian Air Force
Yogyakarta (2011), Komandan Pangkalan TNI AU Base Commander Adi Sutjipto Yogyakarta (2011),
Supadio Pontianak (2007) Supadio Pontianak Air Force Base Commander (2007)
- -

Pelatihan Lemhannas (2011), Pelatihan di SESKO TNI Lemhannas Training (2011), Training at SESKO TNI (2008),
(2008), Pelatihan di SESKOAD (1998), Pelatihan di Training at SESKOAD (1998), Training at SEKKAU (1992),
SEKKAU (1992), Pelatihan di SEKBANG (1985) Training at SEKBANG (1985)

Domisili Domicile
Jakarta Jakarta

Profil Perusahaan
Company Profile
DODI ISKANDAR
Komisaris
Commissioner
Indonesia Indonesia

24 Januari 1960 (umur 60 tahun) January 24, 1960 (60 years old)

• Diploma IV Akuntansi (STAN) • Diploma IV Accounting (STAN)
• S2 (University of Colorado) • S2 (University of Colorado)

SK-48/MBU/02/2019 SK-48/MBU/02/2019
Komisaris PT Perkebunan Nusantara VII (2014-2019), Commissioner of PT Perkebunan Nusantara VII (2014-
Komite Audit PT Pusri (2004 - 2018), Sekretaris Badan 2019), Audit Committee of PT Pusri (2004 - 2018),
Pendidikan dan Pelatihan Keuangan (2008-2013), Secretary of the Financial Education and Training
Direktur Bank Milik Negara, Direktorat Jenderal Agency (2008-2013), Director of State-Owned Banks,
Kekayaan Negara (2013) Directorate General of State Assets (2013)
Sekretaris Direktorat Jenderal Kekayaan Negara Secretary of the Directorate General of State Assets
(2013-sekarang) (2013-present)

- -

Domisili Domicile
Jakarta Jakarta

ARMAND HERMAWAN
Profil Direksi
Board of Directors Profile

Profil Direksi
Direktur Transformasi dan Portofolio Strategis
Director of Transformation and Strategic Portfolio
MUHAMMAD AWALUDDIN EDWIN HIDAYAT

Direktur Utama Wakil Direktur Utama
President Director Vice President Director
AJAR SETIADI ARMAND HERMAWAN

Direktur Human Capital Direktur Transformasi dan Portofolio Strategis
Director of Human Capital Director of Transformation and Strategic Portfolio
MUHAMMAD WASID AGUS WIALDI

Direktur Operasi dan Pelayanan Direktur Teknik
Director of Operations and Services Director of Engineering
GHAMAL PERIS AULIA WIWEKO PROBOJAKTI

Direktur Komersial Direktur Keuangan
Director of Commercial Director of Finance

Profil Perusahaan
Company Profile
MUHAMMAD AWALUDDIN
Direktur Utama
President Director
Indonesia Indonesia

Jakarta, 15 Januari 1968 (umur 52 tahun) Jakarta, January 15, 1968 (52 years old)

1. S1 Sarjana Teknik Elektro Universitas Sriwijaya 1. Bachelor degree in Electrical Engineering, Sriwijaya
(1990) University (1990)
2. S2 Master of Business Administration European 2. S2 Master of Business Administration European
University Antwerp (1998) University Antwerp (1998)
3. S3 - Doktor Ilmu Manajemen Universitas Padjajaran 3. S3 - Doctor of Management Science, Padjadjaran
(2016) University (2016)

Salinan Keputusan Menteri BUMN selaku RUPS Copy of the Decree of the Minister of SOE as the
Pemegang Saham PT AP II Nomor: SK-227/ Shareholders General Meeting of Shareholders of PT AP
MBU/09/2016 II Number: SK-227 / MBU / 09/2016
Direktur Enterprise & Business Service di PT Telkom Director of Enterprise & Business Service at PT Telkom
Indonesia Tbk (2012 - 2016) dimana sebelumnya Indonesia Tbk (2012 - 2016) where previously was the
adalah Direktur Utama PT Infomedia Nusantara President Director of PT Infomedia Nusantara (2010 -
(2010 – 2012). Executive General Manager Divisi 2012). Executive General Manager of Access Division,
Akses, Executive General Manager Divisi Regional 1 Executive General Manager of Regional Division 1
Sumatera di PT Telkom Indonesia Tbk (2007 – 2010) Sumatra at PT Telkom Indonesia Tbk (2007 - 2010) and
dan Vice President Public & Marketing Communication Vice President of Public & Marketing Communication
Telkom di PT Telkom Indonesia Tbk (2005 – 2007). Telkom at PT Telkom Indonesia Tbk (2005 - 2007).
Sejak September tahun 2016, Awaluddin diangkat Since September 2016, Awaluddin was appointed as
sebagai Direktur Utama PT Angkasa Pura II (Persero) President Director of PT Angkasa Pura II (Persero)
1. Komisaris Utama PT Angkasa Pura Solusi 1. President Commissioner of PT Angkasa Pura Solusi
(Februari 2017–sekarang) (February 2017-present)
2. Komisaris Utama PT Angkasa Pura Kargo 2. President Commissioner of PT Angkasa Pura Kargo
(Februari 2017–sekarang) (February 2017 – present)

Domisili Domicile
Jakarta Jakarta

Profil Direksi
EDWIN HIDAYAT
Wakil Direktur Utama
Vice President Director
Indonesia Indonesia

Jakarta, 28 April 1971 (umur 49 tahun) Jakarta, April 28, 1971 (49 years old)

Sarjana Ekonomi di Universitas Gadjah Mada dan Bachelor of Economics at Gadjah Mada University and
melanjutkan pendidikan S2 di Lee Kuan Yew School of continued his master’s education at Lee Kuan Yew School of
Public Policy dengan gelar Master of Public Management Public Policy with a Master of Public Management

Keputusan Menteri BUMN selaku Rapat Umum Decree of the Minister of SOE as the General Meeting
Pemegang Saham Perusahaan Perseroan PT of Shareholders of the Company of PT Angkasa Pura II
Angkasa Pura II Nomor SK-271/MBU/11/2019 Number SK-271 / MBU / 11/2019 dated 18 November
tanggal 18 November 2019 2019
Beliau sebelumnya menjabat sebagai Deputi Bidang He previously served as Deputy for Energy, Logistics,
Usaha Energi, Logistik, Kawasan dan Pariwisata, Regions and Tourism Business, President Commissioner
Komisaris Utama PT Telkom Indonesia (Persero), of PT Telkom Indonesia (Persero), Commissioner
Komisaris PT Pertamina (Persero), hingga Komisaris of PT Pertamina (Persero), to Commissioner of PT
PT Telekomunikasi Selular (Telkomsel) Telekomunikasi Selular (Telkomsel)
- -

Domisili Domicile
Jakarta Jakarta

Profil Perusahaan
Company Profile
AJAR SETIADI
Direktur Human Capital
Director of Human Capital
Indonesia Indonesia

Yogyakarta, 25 November 1967 (umur 53 tahun) Yogyakarta, November 25, 1967 (53 years old)

Menyelesaikan pendidikan di Universitas Gadjah Mada Completed his education at Gadjah Mada University
jurusan Fisika Nuklir dan melanjutkan pendidikan majoring in Nuclear Physics and continued his postgraduate
pascasarjana dalam bidang Ekonomi Pembangunan education in Development Economics

Keputusan Menteri BUMN nomor SK-188/ Decree of the Minister of SOE number SK-188/
MBU/08/2019 tanggal 2 Agustus 2019 MBU/08/2019 dated 2 August 2019
Sebelumnya beliau menjabat sebagai Direktur Previously he served as Director of Finance & Support
Finance & Support di PT Perusahaan Pengelola Aset, at PT Asset Management Company, had served as GM
sempat menjabat sebagai GM SDM & Umum PT HR & General Affairs of PT Asset Management Company
Perusahaan Pengelola Aset dan pernah juga berkarir and had also worked at IBRA, PT KIA Timor Motor and
di BPPN, PT KIA Timor Motor serta PT Astra Daihatsu PT Astra Daihatsu Motor
Motor
- -

Domisili Domicile
Jakarta Jakarta

Profil Direksi
ARMAND HERMAWAN
Direktur Transformasi dan Portofolio Strategis
Director of Transformation and Strategic Portfolio
Indonesia Indonesia

Umur 52 tahun 52 years old

Magister Ekonometrika Keuangan dari University Masters in Financial Econometrics from the University
of Lincoln, Selandia Baru, dan Gelar PhD di bidang of Lincoln, New Zealand, and a PhD in Finance from the
Keuangan dari University of Newcastle, NSW, Australia University of Newcastle, NSW, Australia

Keputusan Menteri BUMN nomor SK-188/ Decree of the Minister of SOE number SK-188 / MBU /
MBU/08/2019 tanggal 2 Agustus 2019 08/2019 dated August 2, 2019
Sebelum menjabat sebagai Direktur Transformasi & Prior to serving as Director of Strategic Transformation
Portfolio Strategis, menjabat sebagai Direktur Utama & Portfolios, served as President Director of PT
PT Penjaminan Infrastruktur Indonesia (Persero/ Penjaminan Infrastruktur Indonesia (Persero / PT PII)
PT PII) - BUMN di bawah Kementerian Keuangan - SOE under the Ministry of Finance of the Republic
RI - hingga 25 Agustus 2019. Hingga 2019, proyek of Indonesia - until August 25, 2019. Until 2019,
infrastruktur yg telah dijamin baik skema Public infrastructure projects that have been guaranteed
Private Partnership (PPP) dan Credit Guarantee either the Public Private Partnership scheme ( PPP)
senilah lebih dari Rp. 200 Triliun. Karenanya PT PII and Credit Guarantee of more than Rp. 200 Trillion.
dinobatkan menjadi The Best Asia PPP of the year Therefore, PT PII has been named The Best Asia PPP of
2019. Sebelumnya, Armand menjalani kehidupan the year 2019. Previously, Armand lived his professional
profesionalnya di perusahaan telekomunikasi PT life at the telecommunications company PT Indosat,
Indosat, Tbk, dengan jabatan Chief of Controller. Tbk, with the position of Chief of Controller. During that
Selama itu, ia dipercaya untuk memimpin transaksi time, he was entrusted with leading M&A transactions.
M&A. Selama memimpin divisi strategi perusahaan, While leading the corporate strategy division, Indosat
Indosat terpilih sebagai perusahaan dengan the was selected as the company with the Best Strategy by
Best Strategy oleh Asia Money Asia Money
- -

Domisili Domicile
Jakarta Jakarta

Profil Perusahaan
Company Profile
MUHAMMAD WASID
Direktur Operasi dan Pelayanan
Director of Operations and Services
Indonesia Indonesia

Lebak, 14 April 1970 (umur 50 tahun) Lebak, April 14, 1970 (50 years old)

Menyelesaikan pendidikan D3 Air Traffic Controller dari Graduated from D3 Air Traffic Controller education from
PLP Curug Tangerang pada 1997, pendidikan Strata 1 PLP Curug Tangerang in 1997, undergraduate education in
Bahasa Inggris dari Universitas Islam Riau tahun 2001 English from Riau Islamic University in 2001 and completed
dan menyelesaikan pendidikan Magister Administrasi his Masters in Business Administration from the Bandung
Bisnis dari Institut Teknologi Bandung pada tahun 2015 Institute of Technology in 2015

Surat Keputusan Menteri BUMN selaku Pemegang Decree of the Minister of SOE as Shareholder of PT AP II
Saham PT AP II Nomor: SK-67/MBU/03/2020 tanggal Number: SK-67 / MBU / 03/2020 dated March 2, 2020
2 Maret 2020
Sebelumnya menjabat di PT Angkasa Pura II Previously served at PT Angkasa Pura II (Persero) as
(Persero) sebagai Vice President (VP) of Commercial Vice President (VP) of Commercial Performance, VP of
Performance , VP of Business Parenting & Business Parenting & Performance, VP of Aeronautical
Performance, VP of Aeronautical Business, Head Business, Head of Risk & Compliance, to Assistant
of Risk & Compliance, hingga Asisten Deputi Deputy for Planning & Evaluation of Education and
Perencanaan & Evaluasi Diklat Training
- -

Domisili Domicile
Jakarta Jakarta

Profil Direksi
AGUS WIALDI
Direktur Teknik
Director of Engineering
Indonesia Indonesia

Bukittinggi, 11 Agustus 1968 (umur 52 tahun) Bukittinggi, August 11, 1968 (52 years old)

Menyelesaikan Sarjana Teknik Sipil di Universitas Completed a Bachelor of Civil Engineering at Brawijaya
Brawijaya pada tahun 1993 dan Magister Administrasi University in 1993 and a Masters in Business Administration
Bisnis dari Institut Teknologi Bandung pada 2006 from the Bandung Institute of Technology in 2006

2 Maret 2020
Selama karirnya pernah menjabat sebagai Kepala During his career, he served as Head of Airport
Project Management Unit (PMU) Pengembangan Development Project Management Unit (PMU); Vice
Bandara; Vice President (VP) of Civil Engineering; VP President (VP) of Civil Engineering; VP of Airport
of Airport Engineering Development; VP of Airport Engineering Development; VP of Airport Design Division;
Design Division; hingga Executive General Manager to the Executive General Manager (EGM) of Airport
(EGM) of Airport Design Division Design Division
- -

Domisili Domicile
Jakarta Jakarta

Profil Perusahaan
Company Profile
GHAMAL PERIS AULIA

Direktur Komersial
Director of Commercial
Indonesia Indonesia

Jakarta,11 Februari 1980 (umur 40 tahun) Jakarta, February 11, 1980 (40 years old)

Menyelesaikan pendidikan Strata 1 di bidang Manajemen completed his undergraduate education in Management
dari Universitas Indonesia, dan juga memiliki gelar MBA from the University of Indonesia, and also has an MBA
dari HEC-Paris dan The Wharton School - University of from HEC-Paris and The Wharton School - University of
Pennsylvania serta dilanjutkan EMBA Course di W.P. Pennsylvania and continued with an EMBA Course at W.P.
Carey School of Business dari Arizona State University Carey School of Business from Arizona State University

2 Maret 2020
Sebelumnya menjabat sebagai Direktur Previously served as Director of Business Development
Pengembangan dan Dukungan Bisnis PT MRT and Support for PT MRT Jakarta (October 2018 -
Jakarta (Oktober 2018 - Maret 2020) serta memiliki March 2020) and has experience as Director of
pengalaman sebagai Direktur Pengembangan Bisnis Business Development for the Asia Pacific region at an
untuk wilayah Asia Pasifik di salah satu perusahaan international company
internasional
- -

Domisili Domicile
Jakarta Jakarta

Profil Direksi
WIWEKO PROBOJAKTI
Direktur Keuangan
Director of Finance
Indonesia Indonesia

Jakarta, 4 Juli 1968 (umur 52 tahun) Jakarta, July 4, 1968 (52 years old)

Menyelesaikan pendidikan Strata 1 di Fakultas Ekonomi Completed his undergraduate education at the Faculty
dan Bisnis, Universitas Gadjah Mada, Yogyakarta, dan of Economics and Business, Gadjah Mada University,
menamatkan pendidikan untuk jurusan Manajemen Yogyakarta, and completed his education majoring
(MBA in General Management) di Institut Pengembangan in Management (MBA in General Management) at the
Manajemen Indonesia (IPMI) yang bekerja sama dengan Indonesia Institute for Management Development (IPMI)
Monash Mt Eliza Bussiness School, Monash University, in collaboration with Monash Mt Eliza Bussiness School,
Australia Monash University, Australia

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

- -

Domisili Domicile
Jakarta Jakarta

DAFTAR NAMA ORGAN PENDUKUNG
DEWAN KOMISARIS
Profil Perusahaan
Company Profile
LIST OF NAME FOR THE SUPPORTING ORGANS OF THE BOARD OF

COMMISSIONERS
Nama Jabatan
No
Name Position
1 Agus Santoso Ketua Komite Audit
Chairman of the Audit Committee
2 Dodi Iskandar Wakil Ketua Komite Audit
Vice Chairman of the Audit Committee
3 Irwanda Wisnu Wardhana Anggota Komite Audit
Member of the Audit Committee
4 Adi Prasetyana Mahendradani Anggota Komite Audit
Member of the Audit Committee
5 Mochtar Husein Ketua Komite Pemantau Manajemen Risiko
Chairman of the Risk Management Monitoring Committee
6 TB. Fiki C. Satari Wakil Ketua Komite Pemantau Manajemen Risiko
Vice Chairman of the Risk Management Monitoring Committee
7 Muhammad Romli Anggota Komite Pemantau Manajemen Risiko
Member of the Risk Management Monitoring Committee
8 Mirza Mahendra Anggota Komite Pemantau Manajemen Risiko
Member of the Risk Management Monitoring Committee
9 Abdul Muis Ketua Komite Nominasi & Remunerasi
Chairman of the Nomination & Remuneration Committee
10. Andus Winarno Wakil Ketua Komite Nominasi & Remunerasi
Vice Chairman of the Nomination & Remuneration Committee
11. Laily Prihatiningtyas Anggota Komite Nominasi & Remunerasi
Member of the Nomination & Remuneration Committee
12. Hermawan Syahrul Anggota Komite Nominasi & Remunerasi
Member of the Nomination & Remuneration Committee

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

No No
Name Position Name Position
1 Ahmad Tavid SVP of Internal Audit 32. Muhamad Haekal EGM of Airport Maintenance Division
2 Andang Santoso VP of Operation & Services Audit 33. Dani Indra Iriawan EGM of Airport Operation Division
Nugroho
34. Anindita Galuh EGM of Airport Service Division
3 Jon Mukhtar Rita VP of Infrastructure & Facility Audit Wardhani
4 Syamsuddin VP of Business & Supporting Audit 35. Mulyadi SGM of Finance Center
5 Joko Nugroho Edi VP of Project Audit 36. Amirzal SGM of Community Development
Center
6 Deni Krisnowibowo SVP of Corporate Secretary
37. Suparlan SGM of Supply Center
7 Yado Yarismano VP of Corporate Communication
38. Muhammad SGM of Human Capital Center
8 Garnita Pratiwi VP of Legal & Compliance
Urrasyidin
9 Achmad Rifai SVP of Corporate Safety & Risk
39. Eko Prihadi SGM of Airport Learning Center
10. Bayuh Iswantoro VP of Corporate Safety Management
40. Wahyu Cahyadi Chief of Project Bus. Digital Airport
11. Diah Dwi Hapsari VP of Program Management Office
41. Kelik Hari Ketua Tim Pengadaan Tanah
12. Binta Prabasena VP of Corporate Planning Group Purwanto Land Acquisition Team Leader
13. Purnomosidi Dicky VP of Corporate Development Group 42. Agus Haryadi Executive General Manager
Hastanto
43. Kol. Nandang Executive General Manager
14. Eko Wahyudi VP of Corporate Transformation Group Sukarna
15. Granito Wahyu H. VP of Commercial Policy 44. Djodi Prasetyo Executive General Manager
16. Wisnu Rahardjo VP of Commercial Performance 45. Tommy Executive General Manager
Ariesdianto
17. Stephanus Millyas VP of Airport Engineering Development
Wardana 46. Yogi Prastyo Executive General Manager
Suwandi
18. Mohammad Yusuf VP of Airport Maintenance Policy
Iriyanto 47. Eri Braliantoro Executive General Manager
19. Doddy Dewayanto VP of Engineering & Facility QA 48. R. Iwan Winaya Executive General Manager
Mahdar
20. Titi Permata Sari VP of Airport Global Service
49. Yos Suwagiyono Executive General Manager
21. Anton Marthalius VP of Airport Operation Policy
50. Muhammad Executive General Manager
22. Robby Saputra VP of Operation & Service QA
Syahril
23. Bambang Sunarso VP of Assets Management
51. Indra Gunawan Executive General Manager
24. Guntar Pm VP of Parenting & Subsidiary
52. Muhamad Iwan Executive General Manager
Siahaan Performance
Sutisna
25. Hardiandika VP of Human Capital Strategy
53. Bravian Bambang Executive General Manager
Pranotosetyo
Yudhanto
26. Irma Yelly VP of Corporate Talent Management
54. R. Indra Crisna Executive General Manager
27. Yosrizal Syamsuri EGM of Adjacent Business Division Seputra
28. Didi Kristianto EGM of Information System Division 55. Cin Asmoro Executive General Manager
29. I Wayan Darma EGM of Commercial Service Division 56. Siswanto Executive General Manager
30. Radityo Ari EGM of Airport Design Division 57. Untung Basuki Executive General Manager
Purwoko
58. Heru Karyadi Executive General Manager
31. Muh. Suriawan EGM of Airport Construction Division
59. Mohamad Hendra Executive General Manager
Wakan
Irawan

Profil Sumber Daya Manusia
Human Capital Profile
Profil Perusahaan
Company Profile
Untuk mendukung pertumbuhan perusahaan yang To support the Company’s sustainable growth, Angkasa
berkelanjutan, saat ini Angkasa Pura II berusaha Pura II is currently trying to optimize the utilization of
mengoptimalisasi pendayagunaan SDM yang ada. existing Human Capital. In 2020, the number of employees
Jumlah karyawan pada tahun 2020 mencapai 10.082 reached 10,082 people.
orang.
Komposisi SDM Berdasarkan Status Kepegawaian

HC Composition Based on Employment Status
Status Karyawan
2020 2019 2018 2017 2016
Employment Status
Tetap 5.505 5.534 5.400 5.088 5.327
Permanent
Tidak Tetap 4.557 5.017 5.179 4.850 3.989
Temporary
Jumlah 10.082 10.551 10.579 9.938 9.316
Total
Komposisi SDM (Karyawan Tetap) Berdasarkan Jenis Kelamin

HC Composition (Permanent Employee) Based on Gender
Jenis Kelamin
2020 2019 2018 2017 2016
Gender
Pria 4.445 4.478 4.387 4.120 4.324
Male
Wanita 1.060 1.056 1.013 968 1.003
Female
Jumlah 5.505 5.534 5.400 5.088 5.327
Total
Komposisi SDM (Karyawan Tetap) Berdasarkan Usia

HC Composition (Permanent Employee) Based on Age
Usia (Tahun)
2020 2019 2018 2017 2016
Age (Years)
20-30 2.163 2.636 2.758 2.812 3.160
31-40 2.434 1.972 1.634 1.216 934
41-56 908 936 1.008 1.060 598
Jumlah 5.505 5.534 5.400 5.088 5.327
Total

Human Capital Profile
Profil Sumber Daya Manusia
Komposisi SDM (Karyawan Tetap) Berdasarkan Pendidikan
HC Composition (Permanent Employee) Based on Educational Level
Tingkat Pendidikan
2020 2019 2018 2017 2016
Education Level
Pasca Sarjana 87 87 46 42 45
Postgraduate
Sarjana 1.712 1.434 1.068 986 937
Undergraduate
Diploma 1.319 1.311 1.418 1.398 1.526
Diploma
<SMA 2.387 2.702 2.868 2.662 2.819
<Senior High School
Jumlah 5.505 5.534 5.400 5.088 5.327
Total
Komposisi SDM (Karyawan Tetap) Menurut Jabatan

HC Composition (Permanent Employee) Based on Position
Jabatan
2020 2019 2018 2017 2016
Position
Manajerial 1.006 851 903 691 851
Manajerial
Operasional 3.571 3.671 3.602 3.414 3.589
Operasional
Administrasi 928 1.012 895 983 887
Administrasi
Jumlah 5.505 5.534 5.400 5.088 5.327
Total
Komposisi SDM (Karyawan Tetap) Menurut Work Level

HC Composition (Permanent Employee) Based on Work Level
Work Level
2020 2019 2018 2017 2016
Work Level
Kelas 21 6 6 4 4 5
Grade 21
Kelas 20 10 3 5 5 5
Grade 20
Kelas 19 42 35 42 38 37
Grade 19
Kelas 18 36 28 18 24 25
Grade 18
Kelas 17 25 25 30 11 9
Grade 17

Profil Perusahaan
Company Profile
Work Level
2020 2019 2018 2017 2016
Work Level
Kelas 16 206 196 166 188 207
Grade 16
Kelas 15 52 40 74 35 26
Grade 15
Kelas 14 648 521 431 443 481
Grade 14
Kelas 13 81 47 105 58 57
Grade 13
Kelas 12 663 642 546 334 270
Grade 12
Kelas 11 1.021 963 978 840 715
Grade 11
Kelas 10 997 1.131 1.047 1048 1134
Grade 10
Kelas 09 856 810 828 795 885
Grade 09
Kelas 08 848 936 744 1.087 816
Grade 08
Kelas 07 11 16 328 169 648
Grade 07
Kelas 06 3 5 8 9 7
Grade 06
Jumlah 5.505 5.534 5.400 5.088 5.327
Total
Komposisi SDM (Karyawan Tetap) Berdasarkan Masa Kerja

HC Composition (Permanent Employee) Based on Years of Service
Usia (Tahun)
2020 2019 2018 2017 2016
Age (Years)
< 5 tahun 2.274 2.482 3.235 2.805 3.206
< 5 years
6-10 tahun 1.825 1.707 740 846 605
6-10 years
11-15 tahun 486 469 435 498 390
11-15 years
16-20 tahun 360 217 232 1722 123
16-20 years
21-25 tahun 68 171 211 425 617
21-25 years
26-30 tahun 414 362 367 185 121
26-30 years
> 30 tahun 78 126 180 235 265
30 years
Jumlah 5.505 5.534 5.400 5.088 5.327
Total

Pengembangan Kompetensi Karyawan

Untuk menjamin keberlanjutan organisasi, Angkasa To ensure the sustainability of the organization, Angkasa
Pura II harus memastikan ketersediaan calon pemimpin Pura II must ensure the availability of prospective
perusahaan di berbagai lini. Untuk itu, Perseroan company leaders in various lines. To that end, the
telah merancang program pengembangan dan Company has designed a structured employee succession
suksesi karyawan secara terstruktur. Perseroan telah and development program. The Company has designed
merancang program pendidikan dan pelatihan untuk education and training programs for every employee at
setiap karyawan dari setiap jenjang jabatan. Program every level of position. The program is structured based on
tersebut disusun berdasarkan kebutuhan kompetensi the competency requirements at each level of position. In
pada setiap jenjang jabatan. Selain itu, Angkasa Pura addition, Angkasa Pura II ensures equality for employees,
II memastikan kesetaraan untuk karyawan yaitu tidak namely there is no difference in gender and SARA. This
ada perbedaan gender dan SARA. Program ini bersifat program is mandatory and all programs aim to develop
wajib dan semua program bertujuan mengembangkan competencies and provide opportunities to develop their
kompetensi dan memberikan kesempatan untuk competencies to reach higher levels of positions.
mengembangkan kompetensinya untuk menjangkau
jenjang jabatan yang lebih tinggi.
Informasi mengenai pengembangan kompetensi Information regarding employee competency development

karyawan dapat dilihat pada data-data berikut ini: can be seen in the following data:
Tabel Jumlah Inhouse dan Public Training Table of Number of Inhouse and Public Training
Dari sisi jumlah training, selama tahun 2020 telah In terms of the number of training, throughout 2020 was
diselenggarakan pelatihan dalam bentuk Inhouse held training in the form of In-house Training and Public
Training dan Public Training sebagai berikut: Training as follows:
Jumlah Peserta (orang)

Jumlah Training
Number of Participants
Number of Training
(people)
Inhouse Training 691 851
Public Training 3.414 3.589
Formal 983 887
Mandatory 983 983
Tabel Pengembangan Kompetensi Berdasarkan Level Jabatan

Competency Development Table Based on Position Level
Jenis Pelatihan
Type of Training
Persentase
yang telah
Jumlah Mengikuti
Karyawan Pelatihan
Program/
yang untuk
Level Materi Jumlah
Mengikuti Setiap Level
Karyawan Pelatihan Tujuan Pelatihan Karyawan
Inhouse Public Pelatihan Jabatan
Employee Training Training Objectives Number of
Number of Percentage
Level Programs/ employees
Employees that has
Materials
Participating attended
in Training training for
each level of
position
Staf Mandatory Program pelatihan yang 62 1.337 3.527 38%
Operasional diselenggarakan guna
Operational memenuhi persyaratan
Staff pekerjaan yang memiliki
output Lisensi dan Rating.
Mandatory training is a
training that is held to meet job
requirements that have outputs
of License and ratings.

Profil Perusahaan
Company Profile
Jenis Pelatihan
Type of Training
Persentase
yang telah
Jumlah Mengikuti
Karyawan Pelatihan
Program/
yang untuk
Level Materi Jumlah
Employees that has
Materials
each level of
position
Seluruh Non Pelatihan yang 47 7 2.121 5.637 38%
karyawan Mandatory diselenggarakan guna
dengan membekali karyawan dengan
penyesuaian pengetahuan, keterampilan
kebutuhan dan sikap-sikap yang tepat
dan jenis sehingga karyawan mampu
pelatihan. melaksanakan fungsi dan
All employees tugas pokoknya.
with Training that is held to equip
adjustments employees with the right
to their needs knowledge, skills and attitudes
and types of so that employees are able to
training. carry out their main functions
and duties.
Karyawan Leadership Program pelatihan yang 11 209 1.006 21%
yang Programme dirancang untuk melengkapi
menduduki kemampuan seorang
posisi yang duduk dalam posisi
Manajerial manajerial, agar dapat
mulai dari melakukan tugas dan
Senior Officer/ tanggung jawabnya dengan
Asst. Manager baik, serta mampu secara
setingkat, mandiri mengembangkan
AVP/Manager potensi yang ada pada dirinya
Setingkat, dan maupun anggota timnya
Senior Leader. secara optimal, sekaligus
Employees untuk menjadi seorang
who hold WINNING LEADER.
managerial Training program designed
positions to complement the abilities
start from of someone who sits in a
Senior Officer managerial position so as to
/ Assistant. carry out one’s duties and
Manager level, responsibilities well and able
AVP / Manager to independently develop the
level, and potential of oneself and team
Senior Leader. members optimally as well as to
become a WINNING LEADER.

Jenis Pelatihan
Type of Training
Persentase
yang telah
Jumlah Mengikuti
Karyawan Pelatihan
Program/
yang untuk
Level Materi Jumlah
Employees that has
Materials
each level of
position
Seluruh Management Program Pendidikan formal 4 49 5.637 0,8%
karyawan Development yang diselenggarakan
dengan Programme oleh Institusi Pendidikan
penyesuaian yang ditunjuk oleh
kebutuhan Perseroan dalam rangka
dan jenis mengembangkan
pelatihan. kompetensi karyawan
All employees agar dapat meningkatkan
with kontribusi bagi Perseroan
adjustments dalam mengembangkan bisnis
to their needs dan operasional Perseroan.
and types of Formal education programs
training. organized by educational
institutions appointed by the
Company in order to develop
employee competencies in order
to increase their contribution
to the Company in developing
the Company’s business and
operations.
Seluruh Substantif Pelatihan Substantif yang 36 206 5.637 3,7%
karyawan (Pengayaan diselenggarakan dalam waktu
dengan Wawasan) singkat baik secara internal
penyesuaian Substantive maupun eksternal berupa
kebutuhan (Insight seminar, lokakarya, pelatihan
dan jenis Enrichment) kerja/workshop, ataupun
pelatihan. kursus-kursus lain yang
All employees bertujuan untuk penambahan
with wawasan, baik di dalam
adjustments maupun luar negeri.
to their needs Substantive training is held in
and types of a short time both internally
training. and externally in the form of
seminars, workshops, work
training/workshops, or other
courses aimed to enrich insight.
This training is held in the
category of public training
which is held both domestically
and overseas.
Seluruh Knowledge Program pelatihan yang 17 4.284 5.837 76%
karyawan Management diselenggarakan untuk
dengan mendorong karyawan agar
penyesuaian terus konsisten, berpartisipasi,
kebutuhan dan berkontribusi secara aktif
dan jenis dalam penerapan
pelatihan. pembelajaran digital.
All employees Training programs held to
with encourage employees to be
adjustments consistent, participate, and
to their needs contribute actively to the
and types of application of digital learning.
training.

Profil Perusahaan
Company Profile
Jenis Pelatihan
Type of Training
Persentase
yang telah
Jumlah Mengikuti
Karyawan Pelatihan
Program/
yang untuk
Level Materi Jumlah
Employees that has
Materials
each level of
position
Seluruh Pre-Retirement Program pelatihan yang 4 64 5.637 1,13%
Karyawan (Reorientasi) diselenggarakan guna
yang akan Pre-Retirement persiapan karyawan
memasuki (Reorientation) Perseroan yang akan
waktu pensiun menghadapi masa pensiun.
dalam kurun A training program that is
waktu 5 held to prepare the Company’s
(lima) tahun employees who are facing
lagi, dengan retirement.
penyesuaian
kebutuhan
dan jenis
pelatihan.
All employees
who will retire
within 5 (five)
years, with
adjustments
to their needs
and the type of
training.
Biaya Pengembangan Kompetensi Competency Development Costs

Biaya pengelolaan SDM untuk kompensasi karyawan HC management costs for employee compensation in 2020
pada tahun 2020 berjumlah Rp25.098.869.000,- amounted to IDR 25,098,869,000,- decreased compared to
menurun dibandingkan dengan tahun 2019 sebesar 2019 with IDR 51,911,194,000.
Rp51.911.194.000,-.
Kebijakan Dalam Kesempatan Kerja Employment Policy

Kebijakan dalam hal kesempatan kerja, baik Employment policy both placement and career development
penempatan karyawan maupun pengembangan karir of employees are outlined in the Collective Labor Agreement
karyawan dituangkan dalam Perjanjian Kerja Bersama (CLA). Angkasa Pura II carries out selective and open
(PKB). Angkasa Pura II melaksanakan pengisian formasi career formation and development without discrimination
dan pengembangan karir secara selektif dan terbuka (gender, race, ethnicity, religion), by prioritizing sources
tanpa diskriminasi (gender, ras, suku, agama), dengan from within the Company through performances, abilities
memprioritaskan sumber dari dalam Perusahaan and competencies of employees.
dengan memperhatikan prestasi kerja, kemampuan
dan kompetensi Karyawan.

Struktur Grup
Group Structure
Struktur Grup
Group Structure
Angkasa Pura II Group
Subsidiaries
Lounges | Parking | Security

Retail & Property Cargo Handling & Services Airport Services Operations
VVIP Handling | ICT | Services
99,99% 99,93% 99,95% 99%
Affiliated Company
PT Bandarudara
Airport Train & Station Groundhandling Aviation Catering
Internasional Jawa Barat
40,00% 46,62% 0,134% 11,34%
Terkait dengan Struktur Grup Perusahaan, dapat Related to the Company’s Group Structure can be explained
dijelaskan sebagai berikut: as follows:
• Angkasa Pura II memiliki 4 (empat) Entitas Anak, • Angkasa Pura II has 4 (four) Subsidiaries, namely:
yakni:
o PT Angkasa Pura Solusi dengan kepemilikan o PT Angkasa Pura Solusi with share ownership of
saham 99,99%. 99.99%;
o PT Angkasa Pura Propertindo dengan o PT Angkasa Pura Propertindo with share ownership
kepemilikan saham 99,93% of 99.93%;
o PT Angkasa Pura Kargo dengan kepemilikan o PT Angkasa Pura Kargo with share ownership of
saham 99,95% 99.95%;
o PT Angkasa Pura Aviasi dengan kepemilikan o PT Angkasa Pura Aviasi with share ownership of
saham 99% 99%.

Profil Perusahaan
Company Profile
• Angkasa Pura II memiliki 4 (empat) Entitas Asosiasi, • Angkasa Pura II has 4 (four) Associated Entities, namely:
yakni :
o PT Railink dengan kepemilikan saham 40%, o PT Railink with share ownership of 40%;
o PT Gapura Angkasa dengan kepemilikan saham o PT Gapura Angkasa with share ownership of
31,25% dan 31.25%;
o PT Purantara Mitra Angkasa dengan kepemilikan o PT Purantara Mitra Angkasa with share ownership
saham 0,134%. of 0.134%;
o PT Bandarudara Internasional Jawa Barat dengan o PT Bandarudara Internasional Jawa Barat with
kepemilikan saham 11,34% share ownership of 11.34%.
• Angkasa Pura II tidak memiliki joint venture company. • Angkasa Pura II does not have any joint venture
company.
• Angkasa Pura II tidak memiliki special purpose vehicle • Angkasa Pura II does not have any special purpose
(SPV). vehicle (SPV).
KOMPOSISI PEMEGANG SAHAM

SHAREHOLDERS COMPOSITION
Komposisi Kepemilikan Saham Angkasa Pura II 100% The composition of Angkasa Pura II Share Ownership is
dimiliki oleh Negara Republik Indonesia. owned 100% by the Republic of Indonesia.
Rincian 20 Pemegang Saham Terbesar Details of the Top 20 Shareholders

Pemegang Saham Angkasa Pura II hanya 1 (satu) entitas Angkasa Pura II only has 1 (one) shareholder, namely the
saja, yakni Negara Republik Indonesia. Dengan demikian, Republic of Indonesia. Thus, the Republic of Indonesia
Negara Republik Indonesia menjadi Pemegang Saham became the Largest Shareholder of Angkasa Pura II.
Terbesar Angkasa Pura II.
Kepemilikan Saham yang Mencapai 5% Atau Lebih Per 31 Desember 2020

Share Ownership with Ownership of 5% or More As of December 31, 2020
Nama Status Pemilik Persentase (%)

No
Name Owner Status Percentage (%)
1. Negara Republik Indonesia Negara Republik Indonesia 100
Republic of Indonesia Republic of Indonesia
Kepemilikan Saham Dewan Komisaris dan Direksi Share Ownership by the Board of Commissioners
and Board of Directors
Per 31 Desember 2020 tidak terdapat kepemilikan As of December 31, 2020, there was no share ownership
saham Dewan Komisaris dan Direksi Angkasa Pura II di by the Board of Commissioners and Board of Directors of
Perusahaan. Angkasa Pura II in the Company.

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

Per 31 Desember 2020, Angkasa Pura II memiliki 4 As of December 31, 2020, Angkasa Pura II has 4 (four)
(empat) Entitas Anak dan 4 (empat) Entitas Asosiasi Subsidiaries and 4 (four) Associated Entities as follows:
sebagai berikut:
Perusahaan Bidang Usaha Status Komposisi Saham Status Operasi

Company Line of Business Status Share Composition Operating Status
PT Angkasa Pura Solusi Airport Consultancy, Media, Supporting Entitas Anak • Angkasa Pura II Telah Beroperasi
& IT Subsidiaries (99,999%) Operating
Airport Consultancy, Media, Supporting & IT • Luthfy Edrus
(0,0001%)
PT Angkasa Pura Property & Hospitality Entitas Anak • Angkasa Pura II Telah Beroperasi
Propertindo Property & Hospitality Subsidiaries (99,93%) Operating
• Koperasi Satya Ardhia
(0,07%)
PT Angkasa Pura Kargo Kargo Entitas Anak • Angkasa Pura II Telah Beroperasi
Cargo Subsidiaries (99,93%) Operating
• Koperasi Satya Ardhia
(0,05%)
PT Angkasa Pura Aviasi Jasa Kebandarudaraan pengusahaan Entitas Anak • Angkasa Pura II (99%) Telah Beroperasi
di Bandara Kualanamu dan/atau jasa Subsidiaries • PT Angkasa Pura Operating
terkait bandar udara serta optimalisasi Solusi (1%)
pemanfaatan sumber daya yang dimiliki
Airport services operations at Kualanamu
Airport and/or airportrelated services and
optimization of the utilization of resources
owned by PT Angkasa Pura II (Persero)
PT Gapura Angkasa Ground Handling & Warehouse Operator Entitas Asosiasi • Garuda Indonesia Telah Beroperasi
Ground Handling & Warehouse Operator Associated Entity (37,5%) Operating
• Angkasa Pura I
(31,25%)
• Angkasa Pura II
(31,25%)
PT Railink Kereta Api Bandara Entitas Asosiasi • Kereta Api Indonesia Telah Beroperasi
Airport Train Associated Entity (60%) Operating
• Angkasa Pura II (40%)
PT Purantara Mitra Inflight Catering Entitas Asosiasi • Purantara Mitra Telah Beroperasi
Angkasa Dua Inflight Catering Associated Entity Angkasa (0,949%) Operating
• Angkasa Pura II
(0,134%)
• Cardig International
(0,267%)
• Cardig Aero Services
Tbk (98,65%)
• Devro Group Limited
(0,00%)
PT Bandarudara Melakukan pengusahaan Bandar Entitas Asosiasi • Pemprov Jabar Telah Beroperasi
Internasional Jawa Barat Udara Internasional Jawa Barat serta Associated Entity sebesar 86,25% Operating
membangun dan mengembangkan • PT Jasa Sarana 0,71%
Kertajati Aerocity • PT Angkasa Pura II
Carry out operations of West Java (Persero) 11,34%
International Airport as well as constructing • Koperasi Konsumen
and developing Kertajati Aerocity Praja Sejahtera Jawa
Barat 1,70%

Profil Perusahaan
Company Profile
Profil Anak Usaha

Subsidiaries Business Profile
PT Angkasa Pura Solusi
Perusahaan dengan kepemilikan saham sepenuhnya The company with share ownership is fully owned by PT
dimiliki oleh PT Angkasa Pura II (Persero) dengan Angkasa Pura II (Persero) with businesses in the form of
usaha berupa Konsultasi Bandara, Teknologi Informasi, Airport Consulting, Information Technology, Lounges,
Lounge, Periklanan, Layanan Penanganan kargo, Car- Advertising, Cargo Handling Services, Car-parks, Property
park, Manajemen Properti, Pelatihan serta Keamanan Management, Training and Aviation Security.
Penerbangan.
PT Angkasa Pura Propertindo
Anak usaha PT Angkasa Pura II (Persero) yang A subsidiary of PT Angkasa Pura II (Persero) which
memiliki bisnis Jasa Pengelolaan Hotel, Pengelolaan has business in Hotel Management Services, Building
Gedung, Pengelolaan Lahan atau Gedung Parkir, serta Management, Land Management or Parking Buildings,
memberikan Konsultasi Bisnis Properti di Bandara. PT as well as providing Property Business Consultations at
Angkasa Pura Propertindo diresmikan 7 Oktober 2016. Airports. PT Angkasa Pura Propertindo was inaugurated on
October 7, 2016.
PT Angkasa Pura Kargo
PT Angkasa Pura Kargo merupakan perusahaan yang PT Angkasa Pura Kargo is a company that focuses on
fokus pada Jasa Pelayanan di Bidang Kargo dan Logistik Services in the Cargo and Logistics Sector as a Cargo
sebagai Operator Terminal Kargo. PT Angkasa Pura Terminal Operator. PT Angkasa Pura Kargo was formed in
Kargo dibentuk pada Oktober 2016. October 2016.
PT Angkasa Pura Aviasi
PT Angkasa Pura Aviasi dibentuk pada 9 November 2018 PT Angkasa Pura Aviasi was formed on November 9, 2018
dengan kepemilikan saham dipegang oleh PT Angkasa with shares held by PT Angkasa Pura II (Persero) as many
Pura II (Persero) sebanyak 9.900 lembar saham dan PT as 9,900 shares and PT Angkasa Pura Solusi as many as
Angkasa Pura Solusi sebanyak 100 lembar saham. PT 100 shares. PT Angkasa Pura Aviasi focuses on developing
Angkasa Pura Aviasi fokus pada pengembangan dan and operating land in the Kualanamu International Airport
pengoperasian lahan di area Bandara Internasional area.
Kualanamu.

PT Gapura Angkasa
PT Gapura Angkasa dibentuk pada 26 Januari 1998 dan PT Gapura Angkasa was formed on January 26, 1998 and
bergerak di bidang Jasa Ground Handling dan kegiatan is engaged in Ground Handling Services and other business
usaha lainnya yang menunjang usaha penerbangan di activities that support aviation businesses at airports with
bandar udara dengan struktur kepemilikan saham yakni a share ownership structure, namely Angkasa Pura II
Angkasa Pura II (46,62 %), Garuda Indonesia (45,62 %) (46.62%), Garuda Indonesia (45.62%) and Angkasa Pura I
dan Angkasa Pura I (7,76 %). (7.76%).
PT Railink
PT Railink yang berdiri pada 28 September 2006 PT Railink, which was established on September 28, 2006, is
merupakan anak usaha yang dibentuk oleh PT Angkasa a subsidiary formed by PT Angkasa Pura II (Persero) and PT
Pura II (Persero) dan PT Kereta Api Indonesia (KAI) Kereta Api Indonesia (KAI) with the main business focus of
dengan fokus bisnis utama Pelayanan Jasa Kereta Airport Train Services.
Bandara.
PT Purantara Mitra Angkasa Dua
PT Purantara Mitra Angkasa Dua berdiri pada tahun PT Purantara Mitra Angkasa Dua was founded in 2000 with
2000 dengan bisnis utama adalah In-Flight Catering. the main business is In-Flight Catering.
PT Bandarudara Internasional Jawa Barat
PT BIJB dibentuk pada 24 November 2014 dengan fokus PT BIJB was formed on November 24, 2014 with the main
utama pengembangan dan pengoperasian Bandara focus on the development and operation of Kertajati
Internasional Kertajati serta mengembangkan Kawasan International Airport as well as developing the Aerocity Area
Aerocity yang terintegrasi dengan bandara. which is integrated with the airport.

KRONOLOGIS PENCATATAN SAHAM
CHRONOLOGY OF SHARE LISTING
Profil Perusahaan
Company Profile
Angkasa Pura II per 31 Desember 2020 merupakan As of December 31, 2020, Angkasa Pura II is one of the non-
salah satu BUMN non listed atau belum mencatatkan listed SOEs on the Indonesia Stock Exchange so there is no
saham di Bursa Efek Indonesia sehingga tidak terdapat information about the chronology of share listing, corporate
informasi mengenai kronologis pencatatan saham, action, changes in the number of shares and name of the
corporate action, perubahan jumlah saham dan nama exchange where the Company’s shares are listed.
bursa dimana saham perusahaan dicatatkan.
KRONOLOGIS PENCATATAN EFEK LAINNYA

CHRONOLOGY OF OTHER SECURITIES LISTING
Pada tanggal 1 Juli 2016, Perseroan secara resmi On July 1, 2016, the Company officially issued Bond I worth
menerbitkan Obligasi I senilai Rp2.000.000.000.000,- Rp2,000,000,000,000 (two trillion Rupiah) on the Indonesia
(dua triliun rupiah) di Bursa Efek Indonesia (BEI). Stock Exchange (IDX). The coupon value percentage of the
Persentase nilai kupon dalam obligasi tersebut sebesar bond amounting to 8.6% with a tenor of 5 (five) years.
8,6% dengan tenor 5 (lima) tahun. Obligasi I Angkasa Bond I Angkasa Pura II Year 2016 will be divided into three
Pura II Tahun 2016 ini akan dibagi dalam tiga seri yakni series, namely a tenor of 5 years, 7 years, and 10 years. The
bertenor 5 tahun, 7 tahun, dan 10 tahun. Adapun rating bond rating is idAAA from PT Pemeringkat Efek Indonesia
obligasi tersebut adalah idAAA dari PT Pemeringkat Efek (Pefindo) and AAA(idn) from PT Fitch Ratings Indonesia.
Indonesia (Pefindo) dan AAA(idn) dari PT Fitch Ratings
Indonesia.
Pada tanggal 12 Desember 2018, Perseroan secara On December 12, 2018, the Company officially issued
resmi menerbitkan Obligasi II senilai Rp750.000.000.00,- Bond II worth Rp750,000,000,000 (seven hundred and fifty
(tujuh ratus lima puluh miliar rupiah) di Bursa Efek billion Rupiah). The coupon value percentage of the bond
Indonesia (BEI). Persentase nilai kupon dalam obligasi amounting to 8.65% and 8.95%. Bond II Angkasa Pura II
tersebut sebesar 8,65% dan 8,95%. Obligasi II Angkasa Year 2018 will be divided into two series, namely a tenor
Pura II Tahun 2018 ini akan dibagi dalam dua seri yakni of 3 years and 5 years. The bond rating is idAAA from PT
bertenor 3 tahun dan 5 tahun. Adapun rating obligasi Pemeringkat Efek Indonesia (Pefindo) and AAA(idn) from PT
tersebut adalah idAAA dari PT Pemeringkat Efek Fitch Ratings Indonesia.
Indonesia (Pefindo) dan AAA(idn) dari PT Fitch Ratings
Indonesia.
Dalam aksi korporasinya perseroan telah menunjuk PT In its corporate actions, the Company has appointed
Danareksa Sekuritas dan PT Mandiri Sekuritas sebagai PT Danareksa Sekuritas and PT Mandiri Sekuritas as
penjamin pelaksana emisi atau underwriter. Adapun PT underwriters. While PT Bank Mega Tbk acts as trustee.
Bank Mega Tbk bertindak sebagai wali amanat.
INFORMASI PENGHENTIAN SAHAM/OBLIGASI INFORMATION ON TEMPORARY SHARES/BONDS

SEMENTARA SUSPENSION
Sampai dengan akhir tahun 2020, tidak terdapat sanksi Until the end of 2020, there were no sanctions in the form
berupa penghentian saham sementara yang diberikan of temporary shares suspension granted to Angkasa Pura
kepada Angkasa Pura II. II.

Lembaga dan Profesi Penunjang
Supporting Institutions and Professionals

Lembaga dan Profesi Penunjang Perusahaan
Perusahaan
Supporting Institutions and Professionals
Biro Administrasi Efek Notaris

Securities Administration Bureau Notary
PT Kustodian Sentra Efek Indonesia Kantor Notaris Maya Veronica, SH., M.Kn.
Gedung Bursa Efek Indonesia, Tower I Lantai 5 Jl. Kelapa Puan Raya Blok AD 14 No. 6
Jl. Jend. Sudirman Kav. 52-53 Gading Serpong, Kab. Tangerang
Jakarta 12190 Telp. (021) 99480479/Fax. 5476693
Kantor Notaris Fathiah Helmi, S.H.

Graha Irama Lt.6 Suite C
Perusahaan Pemeringkat Efek Jl. HR Rasuna Said Kav 1-2 Blok XI Kuningan Timur
Securities Rating Companies Setiabudi – Jakarta Selatan
12950
PT Pemeringkat Efek Indonesia Kantor Notaris Aryadi, S.H., M.Kn.

Panin Tower Senayan City Lantai 7 Komplek Pasar Onderdil Smart Ampera
Jl. Asia Afrika Lot. 19 Jl. Daan Mogot KM 19 D.01, Batu Ceper,
Jakarta 12220 Kota Tangerang
PT Fitch Rating Kantor Notaris Yualita Widhyadari, S.H., M.Kn.

DBS Bank Tower Lantai 24 Suite 2403 Gedung TCC Batavia
Jl. Prof. Dr. Satrio Kav. 3-5 Tower One – Lantai 9 Jl KH Mas Mansyur Kav. 126
Jakarta 12940 Jakarta Pusat
Kantor Notaris I Ketut R. Herawan, S.H., M.Kn.

Ruko Serpong 1 No. 17N
Kantor Akuntan Publik Jl. Pahlawan Seribu/Jl. Raya Serpong
Public Accounting Firm Kelurahan Cilenggang - Kecamatan Serpong
Tangerang Selatan
Kantor Akuntan Publik Purwantono, Kantor Notaris Bambang Sularso, S.H.

Sungkoro & Surja Ruko Puri Botanical Blok I 10 Nomor 17
Gedung Bursa Efek Indonesia, Tower 2 Lantai 7 Jl. Joglo Raya, Kel. Joglo - Kec. Kembangan
Jl. Jend. Sudirman Kav. 52-53 Jakarta Barat 11640
Jakarta 12190
Kantor Notaris Liestiani Wang, S.H., M. Kn.
Sampoerna Strategic Square
South Tower LG-17
Jl. Jend Sudirman Kav. 45-46
Jakarta Selatan
Kantor Notaris Ir. Nanette Cahyanie Handari

Adi Warsito, S.H.
Jl. Panglima Polim V/II
Kelurahan Melawai, Kecamatan Kebayoran Baru
Jakarta Selatan

Profil Perusahaan
Company Profile
Konsultan Hukum
Legal Consultant
Rustam Efendy & Associates Hermawan Juniarto & Partners

The Premiere Corporation Building 2nd Floor The Plaza Office Tower 32nd Floor
Sentra Bisnis Artha Gading A6B No. 5-6 Jl. M.H Thamrin Kav 28 – 30
Jl. Boulevard Artha Gading Jakarta 10350
Kelapa Gading - Jakarta Utara
14240 Ivan Almaida Baely & Firmansyah Law Firm
Intiland Tower, Lantai 9
Assegaf Hamzah & Partners Jl. Jend. Sudirman Kav. 32
Capital Place Level 36-38 Karet Tengsin, Jakarta Pusat
Jalan Jenderal Gatot Subroto Kav. 18 DKI Jakarta 10220
Jakarta
Tumbuan & Partners
Muhtar Halim & Partners Jl. Gandaria Tengah III/8
Citylofts Sudirman Kebayoran Baru
19th Floor - Suite 1907 Jakarta 12130
Jalan KH. Mas Mansyur No. 121 Indonesia
Jakarta Pusat 10220
Kusdiharjo & Partners
M. L. Sitohang, SH. MH. & Rekan Graha Iskandarsyah, 8 th Floor
Jalan Kebon Jeruk Raya Rawa Belong No.34 Jl. Iskandarsyah Raya No. 66C
Palmerah - Jakarta Barat Kebayoran Baru
Jakarta 12160
Dentons HPRP – Hanafiah Ponggawa & Partners
Wisma 46 Ginting & Reksodiputro in Association
Kota BNI 32nd and 41st Floor Main Reception with Allen & Overy
Jl. Jend. Sudirman Kav. 1 The Energy Building
Jakarta Pusat 10220 15th Floor Sudirman Central Business District
Jl Jend Sudirman Kav 52-53, RT.5/RW.3
Triani & Arya Law Office Senayan - Kebayoran Baru
Rukan Exclusive Raden Inten Jakarta 12190
Jalan Raden Inten No. 80 Kav. VII
Duren Sawit - Jakarta Timur

Penghargaan dan Sertifikasi
Awards and Certifications

Penghargaan Tahun 2020

2020 Awards
1 3
BUMN Performance Excellence Award (BPEA) 2020 1. Gold Winner

Kategori Industry Leader Sub Kategori BUMN Kategori Tata Kelola Kehumasan
Industry Leader Category SOE Sub Category, Public Relations Governance Category
2. Silver Winner
Forum Ekselen BUMN Sub Kategori BUMN Kategori Video Profile, Kategori Laporan
4 Maret 2020 | March 4, 2020 Tahunan dan Kategori Pedoman & Merk pada PR Indonesia
Awards 2020
SOE Sub Category Video Profile Category, Annual Report Category
and Guidelines & Brand Category at the 2020 PR Indonesia Awards
PR Indonesia
4 Maret 2020 | April 20, 2020
1. The Most Improved Airport in Asia Pasific 2020

Bandara Internasional Soekarno-Hatta
Soekarno-Hatta International Airport
2. Best Airport by Size & Region, Best Environment &
4
Ambience, Best Customer Service and Best Infrastructure
& Facility Category 2 Million Passengers
Bandara Depati Amir (PGK), Bandara Raja Haji Fisabilillah (TNJ), 1. Peringkat 35 Dunia | Ranked 35 in the World
Bandara Silangit (DTB) Kategori World’s Top 100 Airports 2020
Depati Amir AIrport (PGK), Raja Haji Fisabilillah AIrport (TNJ), Category for World’s Top 100 Airports 2020
Silangit Airport (DTB) 2. Peringkat 4 Dunia | World Rank 4
3. Best Airport by Size & Region and Best Customer Service Kategori World’s Best Airport By Passenger Number (60-70
Category 2-5 Million Passengers million Passenger)
Bandara Husein Sastranegara (BDO) World’s Best Airport By Passenger Number (60-70 million Passenger)
Husein Sastranegara Aiport (BDO)
4. Best Airport by Size & Region, Best Environment & World Airport Survey Skytrax by Air Travellers
Ambience, Best Customer Service and Best Infrastructure 12 Mei 2020 | May 12, 2020
& Facility Category 2-5 Million Passengers
Bandara Sultan Mahmud Badaruddin II (PLM)
Sultan Mahmud Badaruddin II Aiport (PLM)
Airport Council International (ACI)

10 Maret 2020 | March 10, 2020

Profil Perusahaan
Company Profile
BUMN Non TBK Terpopuler | The Most Popular Non TBK SOE
5 di Media Digital 2020 pada Anugerah Humas Indonesia 2020
in Digital Media 2020 at the 2020 HUMAS Indonesia Award
The Best PKBL for Indonesia CSR x PKBL Award HUMAS Indonesia
With Outstanding Program in Quality Education and Training pada 26 November 2020 | November 26, 2020
Indonesia CSR PKBL Awards 2020
With Outstanding Program in Quality Education and Training pada
Indonesia CSR PKBL Awards 2020
Warta Ekonomi
23 September 2020 | September 23, 2020
Gold Winner
Customer Satisfaction, Social and Social Economy Contribution
“Millenial’s Choice” pada BUMN Brand Award 2020
Customer Satisfaction, Social and Social Economy Contribution
“Millenial’s Choice” pada BUMN Brand Award 2020
Indonesia Best BUMN Award 2020
RRI & The iConomics “Very Good Financial Performance of Indonesia” dan “Airport Health
28 September 2020 | September 28, 2020 Retail Services and Health Center for Passanger”
“Very Good Financial Performance of Indonesia” and “Airport Health
Retail Services and Health Center for Passanger”
Warta Ekonomi
November 27, 2020 | November 27, 2020

9
11
Diamond Medal
Kategori Entitas Privat Tingkat Pemeringkatan pada Indonesia GATRA Awards 2020
Consumer Protection Awards 2020 Inovator Layanan Bandar Udara dan Transformasi Strategik
Private Entity category at the Rating Level at the Indonesia Consumer Airport Service Innovators and Strategic Transformation
Protection Awards 2020
GATRA Media Group
Badan Perlindungan Konsumen Nasional 1 Desember 2020 | December 1, 2020
National Consumer Protection Agency
30 November 2020 | November 30, 2020
12
10
Silver Winner
Kategori Transportasi Berkeadilan untuk Disabilitas pada DTKJ Gold Winner
Awards Kategori Infrastruktur Publik – Pembangunan KA Layang (APMS)
Fair Transportation category for Disabilities at the DTKJ Awards pada FIABCI Indonesia – REI Excellence Award 2020
Public Infrastructure category - Elevated Train Development (APMS) at
Dewan Transportasi - Kota Jakarta FIABCI Indonesia - REI Excellence Award 2020
Transportation Council - Jakarta city
1 Desember 2020 | December 1, 2020 Fédération Internationale des Administrateurs de Biens Conseils et Agent
Immobiliers (FIABCI) Indonesia dan Real Estate Indonesia (REI)

Profil Perusahaan
Company Profile
13 14
2020 Iconomics CSR Award Indonesia Most Trusted Company Award 2020
Inisiatif Tanggap Darurat COVID-19 – Dukungan Kesehatan Medis Most Trusted Company pada Corporate Governance Perception
dan Program Pendidikan Pelatihan Sektor Pelayanan Lalu Lintas Index (CGPI)
Udara dan Bisnis Bandar Udara Most Trusted Company in the Corporate Governance Perception Index
COVID-19 Emergency Response Initiative - Medical Health Support and (CGPI)
Training Education Program for Air Traffic Services and Airport Business
The Indonesian Institute dor Corporate Governance (IICG) dan Majalah SWA
Iconomics 17 Desember 2020 | December 17, 2020
Sertifikasi
Certifications
ISO 9001:2015 Sertifikasi Manajemen Mutu untuk Fungsi Pelayanan Pada Customer Service dan Terminal Inspection
Quality Management Services untuk Bandara Internasional Soekarno-Hatta, Bandara Husein Internasional Sastranegara dan
Certification Bandara Internasional Kualanamu.
Quality Management Certification for Service Functions at Customer Service and Terminal Inspection Services
for Soekarno-Hatta Airport, Husein Sastranegara Airport and Kualanamu Airport.
Airport Health Sertifikasi atas Penerapan Protokol Kesehatan dalam Pencegahan COVID-19 oleh Airport Council
Accreditation (AHA) International (ACI) dan telah sesuai dengan ICAO Council Aviation Recovery Task Force Recommendation
Green Star Category untuk Bandara Internasional Soekarno-Hatta.
Certification of the Application of Health Protocols in the Prevention of COVID-19 by the Airport Council
International (ACI) and in accordance with the ICAO Council Aviation Recovery Task Force Recommendation
for Soekarno-Hatta International Airport.

Alamat Kantor Pusat, Kantor
Addresses of Head Office, Branch Office & Subsidiaries

Alamat Kantor Pusat, Kantor Cabang & Entitas Anak
Cabang & Entitas Anak
Addresses of Head Office, Branch Office & Subsidiaries
Kantor Pusat
Head Office
Soekarno-Hatta International Airport

Gedung 600, PO BOX 1001/BUSH
Tangerang 15125
Tel : (62-21) 550 5079, 550 5021
Fax : (62-21) 550 2141
www.angkasapura2.co.id
Kantor Cabang
Branch Office
Soekarno-Hatta International Raja Haji Fisabilillah Supadio International Airport

Airport International Airport Jl. Adi Sucipto KM.17
Kantor Cabang Utama Gedung 601, Jl. Adi Sucipto KM.12 Pontianak
PO BOX 1001/BUSH Kelurahan Pinang Kencana Kalimantan Barat 78381
Tangerang 15125 Kecamatan Tanjungpinang Timur Tel : (62-561) 721 560
Tel : (62-21) 550 7300 Kepulauan Riau 29125 Fax : (62-561) 721 212
Fax : (62-21) 550 6823 Tel : (62-771) 442 434
Fax : (62-771) 410 34 Kertajati International Airport
Sultan Iskandar Muda Desa Kertajati
International Airport Minangkabau International Majalengka
Jl. Bandar Udara Sultan Iskandar Airport Jawa Barat 45457
Muda Jl. Mr. M.Rasyid Telp : (0231) 3000 301
Kecamatan Blang Bintang, Kecamatan Batang Anai
Kabupaten Aceh Besar – Banda Padang Pariaman Tjilik Riwut Airport
Aceh 23372 Sumatera Barat 25585 Jl. A. Donis Samad
Tel : (62-651) 21341 Tel : (62-751) 819 123 Kel. Panarung – Kec. Pahandut
Fax : (62-651) 34240 Fax : (62-751) 819 040 Palangkaraya
Kalimantan Tengah 73111
Kualanamu International Airport Sultan Mahmud Badaruddin II Telp : (0536) 322 1929
Deli Serdang, Medan – Sumatera International Airport Fax : (0536) 322 5710
Utara 20552 Jl. Letjen Harun Sohar
Tel : (62-61) 8888 0300 (ext.7009) Palembang Halim Perdanakusuma
Fax : (62-61) 7955146 Sumatera Selatan 30761 International Airport
Tel : (62-711) 385 002 (ext.2053) Jl. Protokol Halim Perdanakusuma
Sultan Syarif Kasim II Fax : (62-711) 385 015 Jakarta 13610
International Airport Tel : (62-21) 809 1108
Jl. Perhubungan Udara Husein Sastranegara Fax : (62-21) 809 3351
Kecamatan Pekanbaru Kota International Airport
Kota Pekanbaru – Riau 28284 Jl. Padjadjaran No.156 Sultan Thaha Airport
Tel : (62-761) 674 694 (ext.7009) Kecamatan Cicendo Jl. Soekarno-Hatta
Fax : (62-761) 674 694 Bandung 40174 Kecamatan Jambi Selatan
Tel : (62-22) 603 3889 Kota Jambi 36139
Fax : (62-22) 603 3971 Tel : (62-741) 572 444
Fax : (62-741) 572 444

Profil Perusahaan
Company Profile
Depati Amir Airport Banyuwangi International HAS Hanandjoeddin

Jl. Koba KM.7 Airport International Airport
Pangkalan Baru Jalan Agung Wilis Jl. Sudirman KM.15
Kota Pangkalpinang Blimbingsari, Rogojampi, Dusun Kel. Perawas – Kec. Tanjung Pandan
Kep. Bangka Belitung 33684 Krajan Kab. Belitung – Kep. Bangka
Tel : (62-717) 426 1238 Kabupaten Banyuwangi Belitung
Fax : (62-717) 426 1238 Jawa Timur 68462 33413
Telp: (0333) 636680 Telp : (0719) 22020, (0719) 21385
Silangit International Airport Fax : (0719) 22021
Jl. Raya Muara No.01 Fatmawati Soekarno Airport
Siborong-borong Jl. Raya Padang Kemiling KM. 15 Radin Inten II Airport
Kabupaten Tapanuli Utara Kelurahan Pekan Sabtu Jl. Alamsyah Ratu Prawira Negara
Sumatera Utara 22747 Kecamatan Selebar Km.28
Tel : (62-633) 41920 Kota Bengkulu Branti Natar – Lampung Selatan
Fax : (62-633) 41920 Bengkulu 38877 Lampung 35362
Telp : (0736) 51040
Fax : (0736) 51450
Entitas Anak
Subsidiaries
PT Angkasa Pura Solusi PT Angkasa Pura Kargo PT Railink

Terminal F. Arrival Hall, Room Terminal Kargo Gedung Kereta Api Lt.1
F9P67 Bandara Internasional Soekarno- Jl. Juanda 1B Jakarta Pusat
Soekarno-Hatta Airport Jakarta Hatta Tel : (62-21) 350 2963
19120 Komplek Gedung 528 Fax : (62-21) 350 3235
Tel : (62-21) 550 5117 Tangerang 19120
Fax : (62-21) 550 3093 PT Purantara Mitra Angkasa Dua
PT Gapura Angkasa Purantara Building
PT Angkasa Pura Aviasi Gedung Sarana Penjaminan Lt. 3 Bandar Udara Soekarno-Hatta
Kualanamu International Airport & 3A Tangerang 15000
Kecamatan Beringin Jl. Angkasa Blok B-9 Kav. 6 Kota Tel : (62-21) 5591 5001
Kabupaten Deli Serdang, Medan – Baru, Fax : (62-21) 550 0826
Sumatera Utara 20552 Bandar Kemayoran Jakarta-10720
Tel : (62-61) 8888 0300 (ext.7009) Tel : (62-21) 6545410
Fax : (62-61) 7955146 Fax : (62-21) 654 5408
PT Angkasa Pura Propertindo

Gedung PT Angkasa Pura
Propertindo
Jl. P2 Wilayah Perkantoran Bandara
Internasional Soekarno-Hatta
Tangerang – Banten
15125

Informasi pada Website Perusahaan
Information on Corporate Website

Informasi pada Website Perusahaan
Information on Corporate Website
Website adalah halaman web yang memuat informasi atau

data yang dapat diakses melalui suatu sistem jaringan
internet. Sebagai sarana komunikasi, promosi, dan
pemenuhan terhadap aspek good corporate governance,
Angkasa Pura II telah memiliki website perusahaan yang
beralamat di www.angkasapura2.co.id
Website is a web page that contains information or data that
can be accessed through an internet network system. As a
means of communication, promotion, and fulfillment of good
corporate governance aspects, Angkasa Pura II has a corporate
website with the address of www.angkasapura2.co.id
Menu yang terdapat dalam website mencakup:

Menu on the website includes:
Tentang Kami Peluang Bisnis Manajemen Informasi Keselamatan

About Us Business Opportunities Management Information Safety
Menu yang terdapat Menu yang terdapat Menu yang terdapat Menu yang terdapat Menu yang terdapat
pada Tentang Kami pada Peluang Bisnis pada Manajemen pada Informasi pada Keselamatan
mencakup: mencakup: mencakup: mencakup: mencakup:
1. Sejarah 1. Bisnis Aviasi 1. Laporan Tahunan 1. Infografis 1. Pelaporan
2. Visi dan Misi 2. Ruang Disewakan dan Laporan 2. Siaran Pers Keselamatan
3. Dewan Direksi 3. Kargo Keuangan Audited 3. Pengumuman 2. Informasi Batas
4. Dewan Komisaris 4. Pengembangan 2. Laporan PKBL 4. Berita Ketinggian
5. Struktur Organisasi Usaha 3. Perjanjian Kerja 5. Kontak
6. Tata Kelola 5. Pelelangan Bersama 6. Buku Tamu Menu on Safety includes:
Perusahaan 4. Dokumen dan 7. Aplikasi Mobile 1. Safety Reporting
7. CSR Menu on Business Regulasi 8. Karir 2. Building Height
8. PKBL Opportunity includes: 5. Majalah Internal 9. Info Lalu Lintas Limitation
9. Jejak Langkah 1. Aviation Business Penerbangan
10. Penghargaan 2. Space for Rent Menu on Management 10. Anjuran Perjalanan
3. Cargo includes: pada Masa COVID-19
Menu on About Us 4. Business Development 1. Annual Report and di Lingkungan
includes: 5. Auction Audited Financial Bandara Angkasa
1. History Statements Pura II
2. Vision and Mission 2. PKBL Report 11. Peningkatan
3. Board of Directors 3. Collective Work Tindakan
4. Board of Agreement Pencegahan
Commissioners 4. Documents and terhadap COVID-19
5. Organization Regulations di Bandara Angkasa
Structure 5. Internal Magazine Pura II
6. Corporate 12. Detail
Governance Perkembangan dan
7. CSR Kebijakan terkait
8. PKBL COVID-19
9. Milestones
10. Awards Menu on Information
includes:
1. Infographics
2. Press Conference
3. Announcement
4. News
5. Contact Us
6. Guest Book
7. Mobile Application
8. Careers
9. Flight Traffic Info
10. Travel Advice during
COVID-19 Pandemic
11. Enhancement of
Precautionary
Measures Against
COVID-19
12. Information and
Policies about
COVID-19

Profil Perusahaan
Company Profile
Perusahaan memperbarui secara berkala informasi The Company periodically updates the information on the
yang terdapat dalam website www.angkasapura2.co.id website www.angkasapura2.co.id
Kriteria ARA Kesesuaian dengan Website

ARA Criteria Compliance with Website
Informasi pemegang saham sampai dengan pemilik akhir individu; Not Applicable
Shareholder information up to the ultimate beneficial owner; Pemegang saham Angkasa Pura II adalah
100% dimiliki oleh Negara Republik
Indonesia. Oleh karena itu, tidak
terdapat kepemilikan saham sampai ke
level individu.
Not Applicable
Angkasa Pura II shareholder is 100%
owned by the Republic of Indonesia.
Therefore, there is no shares ownership up
to the ultimate beneficial owner.
Isi Kode Etik; Ada
Contents of the Code of Conduct; Comply
Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang meliputi bahan mata acara Ada
yang dibahas dalam RUPS, ringkasan risalah RUPS, dan informasi tanggal penting yaitu Comply
tanggal pengumuman RUPS, tanggal pemanggilan RUPS, tanggal RUPS, tanggal ringkasan
risalah RUPS diumumkan;
Information on the General Meeting of shareholders (GMS) at least includes agenda material
discussed in the GMS, summary of minutes of the GMS, and information on important dates such
as the date of GMS announcement, notice of the GMS, date of the GMS, date of the GMS Summary
of Minutes announced;
Laporan keuangan tahunan terpisah (5 tahun terakhir); Ada
Separate annual financial statements (last 5 years); Comply
Profil Dewan Komisaris dan Direksi; Ada
Profile of the Board of Commissioners and Board of Directors; Comply
Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Internal. Ada
Charter of the Board of Commissioners, Board of Directors, Committees, and Internal Audit Unit. Comply

Daftar Pelatihan Dewan Komisaris,
List of Training of the Board of Commissioners, Board of Directors, Audit Committee, Nomination and Remuneration Committee, Corporate Secretary and Internal Audit Unit
Daftar Pelatihan Dewan Komisaris, Direksi, Komite Audit, Komite Nominasi dan Remunerasi, Sekretaris Perusahaan dan Internal Audit
Direksi, Komite Audit, Komite
Nominasi dan Remunerasi, Sekretaris
Perusahaan dan Internal Audit
List of Training of the Board of Commissioners,
Board of Directors, Audit Committee, Nomination and
Remuneration Committee, Corporate Secretary and
Internal Audit Unit
Jabatan Nama Pelatihan Durasi Tempat

Position Training Name Duration Venue
Director of Human Capital Pelatihan Manajemen Umum Dana Pensiun 4 hari Jakarta
Pension Fund General Management Training 4 days
Director of Finance Pelatihan Manajemen Umum Dana Pensiun 4 hari Jakarta
Pension Fund General Management Training 4 days
Director Transformasi dan Portofolio Strategis Neuro Summit 2020 1 hari Jakarta
Director of Transformation and Strategic Portfolio 1 day
SVP of Internal Audit Audit Internal SMAP 3 Hari Online
SMAP Internal Audit 3 days
Project Financing & Public Private Part 1 hari Online
Financing Project & Public Private Part 1 day
Fraud Kecurangan & Anti Korupsi 2 hari Tangerang
Fraud & Anti-Corruption 2 day

Agar pengelolaan dan pengembangan SDM dapat
berjalan dengan baik dan lebih terarah serta dapat
mendukung pencapaian tujuan Perseroan, Perseroan
telah menyusun roadmap SDM sejak tahun 2016.
In order for HC management and development to run well

and more directed as well as to support the achievement of
the Company’s objectives, the Company has prepared a HC
roadmap since 2016
Sumber Daya Manusia
Human Capital
Proses pengembangan kompetensi sumber daya manusia yang dilakukan Perseroan

dimaksudkan untuk mendorong peningkatan kinerja Perseroan dengan cara
mengembangkan hard skill dan soft skill secara bersamaan. Hal tersebut dilaksanakan
dengan menekankan pada pendekatan SDM dan budaya untuk menumbuhkan nilai
corporate culture yang dicanangkan oleh Kementerian BUMN.
The competency development process of human capital carried out by the Company is
intended to encourage the improvement of the Company’s performance by developing hard
skills and soft skills simultaneously. This is carried out by emphasizing the HC and cultural
approach to foster the value of a corporate culture launched by the Ministry of SOEs.
ROADMAP SDM ANGKASA PURA II

ANGKASA PURA II HC ROADMAP
Agar pengelolaan dan pengembangan SDM dapat In order for HC management and development to run well
berjalan dengan baik dan lebih terarah serta dapat and more directed as well as to support the achievement of
mendukung pencapaian tujuan Perseroan, Perseroan the Company’s objectives, the Company has prepared a HC
telah menyusun roadmap SDM sejak tahun 2016. roadmap since 2016. The transformation in the aspects of
Transformasi pada aspek Human Capital, Organization Human Capital, Organization and Corporate Culture was
dan Corporate Culture ditetapkan dengan target untuk set with the target to become a World Class People & High
menjadi World Class People & High Performing Culture Performing Culture in 2020. This roadmap is a continuation
di tahun 2020. Roadmap ini merupakan kelanjutan dari of the previous roadmap and has been adjusted to the
roadmap sebelumnya dan telah disesuaikan dengan Company’s Long Term Plan (RJPP).
Rencana Jangka Panjang Perusahaan (RJPP).
Adapun roadmap SDM Angkasa Pura II sebagai berikut: Angkasa Pura II HC Roadmap is as follows:

HC MANAGEMENT PERSON IN CHARGE
PENANGGUNGJAWAB PENGELOLAAN SDM
HC MANAGEMENT PERSON IN CHARGE
Sadar akan arti penting SDM bagi Perseroan, Angkasa Aware of the importance of HC for the Company, Angkasa
Pura II memberikan komitmen dan perhatian yang Pura II gives great commitment and attention to the
sangat besar terhadap pengelolaan SDM Perseroan. management of the Company’s HC. Angkasa Pura II wants
Angkasa Pura II ingin memastikan pengelolaan to ensure that HC management is carried out with a good
SDM dijalankan dengan fokus yang baik agar dapat focus in order to support the achievement of the Company’s
mendukung tercapainya tujuan Perseroan. objectives.
Pengelolaan SDM menjadi tanggung jawab dan berada HC management is the responsibility and is under
di bawah kendali Direktur Human Capital. Struktur the control of the Director of Human Capital. The HC
pengelola SDM sebagai berikut: management structure is as follows:

Sumber Daya Manusia
Human Capital
Corporate Office – Directorate of Human Capital
Director of
Human Capital
Vice President of Vice President of

Human Capital Strategy Corporate Talent Management
Assistant Vice President of Assistant Vice President of

Organization Development Talent Acquisition & Classification
Assistant Vice President of

Assistant Vice President of
Human Capital Planning &
Talent Development & Mobility
Communication
Assistant Vice President of Assistant Vice President Of

Human Capital Policy Performance & Talent Retention
Organizational Structure of PT Angkasa Pura II (Persero) Division Office

Division Office – Human Capital Center
Director of
Human Capital
Senior General Manager Of

Human Capital Center
Senior Manager of Senior Manager of Senior Manager of Senior Manager of

Personnel Welfare Personnel & Office Data Employee Service Internal Affairs
Corporate
Doctor

MAIN DUTIES OF PERSON IN CHARGE FOR HC MANAGEMENT
TUGAS POKOK PENANGGUNG JAWAB PENGELOLAAN SDM
Organizational Structure of PT Angkasa Pura II (Persero) Division Office
Division Office – Airport Learning Center
Director of
Human Capital
Senior General Manager of

Airport Learning Center
Learning
Quality
Specialist
Senior Manager of
Senior Manager of Senior Manager of
Leadership & Supporting
Core Function Program Knowledge Management
Program
TUGAS POKOK PENANGGUNG JAWAB

PENGELOLAAN SDM
Pengelolaan Sumber Daya Manusia dilaksanakan oleh Human Capital Management is carried out by 2 (two) units
2 (dua) unit yang berada di Corporate Office yaitu Unit in the Corporate Office, namely the Human Capital Strategy
Human Capital Strategy dan Unit Corporate Talent Unit and the Corporate Talent Management Unit, as well as
Management, serta 2 (dua) divisi, yaitu Divisi Human 2 (two) divisions, namely the Human Capital Center Division
Capital Center dan Divisi Airport Learning Center. and the Airport Learning Center Division.
Tugas Pokok Unit Human Capital Strategy Main Duties of the Human Capital Strategy Unit
1. Mengarahkan desain strategi dan kebijakan 1. Direct the design of HC management strategies and
manajemen SDM serta Corporate Human policies as well as Corporate Human Capital Strategy in
Capital Strategy sesuai dengan sasaran strategis accordance with the Company’s strategic objectives.
Perusahaan.
2. Mengendalikan implementasi desain strategi dan 2. Control the implementation of the design of HC
kebijakan manajemen SDM sesuai dengan desian management strategies and policies in accordance with
yang ditetapkan. the established design.

Sumber Daya Manusia
Human Capital
3. Mengevaluasi implementasi employee satisfaction 3. Evaluate the implementation of the employee

and engagement survey selaras dengan visi, misi dan satisfaction and engagement survey in line with the
values Perusahaan. Company’s vision, mission and values.
4. Mengendalikan desain dan pengelolaan anggaran 4. Control the design and budget management effectively
secara efektif dan efisien sesuai kebutuhan. and efficiently as needed.
Tugas Pokok Unit Talent Management Main Duties of the Talent Management Unit
1. Mengendalikan dan mengevaluasi kegiatan 1. Overall control and evaluation of Recruitment and
Rekrutmen dan Seleksi secara menyeluruh melalui Selection activities through aspects such as manpower
aspek-aspek seperti perencanaan tenaga kerja, planning, employee placement & classification, and
penempatan & pengklasifikasian karyawan, dan assessment for the availability of competent Human
asesmen guna tersedianya Sumber Daya Manusia Capital in their respective fields.
yang kompeten di bidang masing-masing.
2. Mengendalikan dan mengevaluasi kegiatan 2. Control and evaluate Career Management activities by
Manajemen Karir dengan melakukan pengelolaan managing employee transfers (Promotion, Rotation, &
Mutasi karyawan (Promosi, Rotasi, & Demosi), Demotion), Placement, Succession Planning, Training
Placement/Penempatan, Succession Planning, Training Needs Analysis & Training Path/Individual Development
Needs Analysis & Training Path/Individual Development Program, and Gap Competency Mapping.
Program, dan Gap Competency Mapping.
3. Mengendalikan dan mengevaluasi Performance 3. Control and evaluate the Performance Management
Management System, implementasi reward dan System, implement rewards and formulate strategies
penyusunan strategi dalam upaya mempertahankan in an effort to retain employees and talents as part of
karyawan dan Talent sebagai bagian dari suksesi the succession in accordance with company needs in
sesuai dengan kebutuhan perusahaan sesuai accordance with company regulations and applicable
ketentuan perusahaan dan regulasi yang berlaku. regulations.
4. Mengendalikan dan mengevaluasi pengelolaan 4. Control and evaluate the management of Industrial
Hubungan Industrial dan pengelolaan disiplin Relations and the management of employee discipline
karyawan untuk mendukung terciptanya Sumber to support the creation of competent Human Capital in
Daya Manusia yang kompeten sesuai ketentuan accordance with applicable regulations.
yang berlaku.
5. Mengendalikan dan mengevaluasi implementasi 5. Control and evaluate the implementation of the Talent
Talent Management System dalam rangka Management System in order to support employee
mendukung jalur karir karyawan dan ketersediaan career paths and the availability of succession
suksesi sesuai potensi dan kompetensi yang dimiliki. according to their potential and competencies.
Tugas Pokok Divisi Human Capital Center Main Duties of the Human Capital Center Division
1. Mengarahkan, mengendalikan dan mengevaluasi 1. Direct, control and evaluate employee welfare
kegiatan pengelolaan kesejahteraan karyawan management activities (payrolls, allowances, Old Age
(payroll, tunjangan, THT, DPLK, pensiun, TKK, TK, Savings (THT), Financial Institution Pension Fund (DPLK),
THR, sewa rumah dan sumbangan, BPJS dan pajak). pensions, Family Welfare Allowance (TKK), Health
Allowance (TK), Religious Holiday Allowance (THR),
house rent and donations, Social Security Provider
(BPJS) and taxes).
2. Mengarahkan dan mengevaluasi pemutakhiran 2. Direct and evaluate employee database updates,
database karyawan, administrasi kepegawaian personnel administration (Decree related to
(SK terkait kepegawaian, cuti, dll), document employment, leave, etc.), document management
management (arsip, surat masuk dan keluar, dll). (archives, incoming and outgoing letters, etc.).
3. Mengarahkan dan mengendalikan strategi 3. Direct and control the strategy for optimizing the
optimalisasi kegiatan pengelolaan fasilitas kantor, management of office facilities, employee work facilities
fasilitas kerja karyawan (seragam harian, olah (daily uniforms, sports and laptops), employee service
raga dan laptop), fasilitas dinas karyawan/Travel facilities/ Travel Management (Accountability Letter
Management (SPJ, biaya pindah dan detasering), (SPJ), moving costs and detasering), health management
pengelolaan kesehatan (medical examination), (medical examination), social activities ( binrohmas),

TUGAS POKOK PENANGGUNG JAWAB PENGELOLAAN SDM
kegiatan sosial (binrohmas), employee experience employee experience in all Head Office, Divisional
di seluruh Kantor Pusat, Kantor Divisi, dan Kantor Offices, and Branch Offices to ensure that all activities
Cabang untuk memastikan seluruh kegiatan are carried out in accordance with the Company’s work
dimaksud terlaksana sesuai dengan rencana kerja plan and applicable regulations.
perusahaan dan aturan yang berlaku.
4. Mengarahkan dan mengevaluasi kegiatan internal 4. Direct and evaluate the activities of internal affairs,
affairs (kerumahtanggaan), building management building management (in buildings registered as assets
(pada gedung yang tercatat menjadi aset kantor of the head office), official residences (furniture, work
pusat), wisma dinas (furniture, ruangan kerja dan rooms and meeting rooms), ensure that the operational
ruang rapat), memastikan rumah dinas operasional office house is designated for active employees, as
diperuntukan untuk karyawan yang aktif, serta well as transportation management (head office and
pengelolaan transportasi (kantor pusat dan operational vehicles).
kendaraan operasional).
Tugas Pokok Divisi Airport Learning Center Main Duties of the Airport Learning Center Division
1. Mengarahkan dan mengevaluasi rencana program 1. Direct and evaluate the work program plan and
kerja dan anggaran pendidikan dan pelatihan secara budget for education and training in an integrated
terintegrasi berdasarkan Learning Needs Analysis manner based on the Learning Needs Analysis that has
yang telah disusun oleh Departemen Corporate been prepared by the Corporate Talent Management
Talent Management. Department.
2. Mengarahkan dan mengendalikan proses learning 2. Direct and control the learning value chain process
value chain meliputi formulasi dan evaluasi desain including the formulation and evaluation of curriculum
kurikulum dan silabus, penyusunan Instructional and syllabus design, preparation of Instructional System
System Design, implementasi diklat dan penyiapan Design, implementation of education and training
fasilitas, serta evaluasi atas program yang telah and preparation of facilities, as well as evaluation
dijalankan untuk dapat memenuhi learning objective of programs that have been carried out to meet the
yang telah ditetapkan. learning objectives that have been set.
3. Mengarahkan perumusan dan implementasi konsep 3. Direct the formulation and implementation of the
learning experience pada setiap program diklat learning experience concept in each education and
untuk mendukung kualitas penyampaian materi training program to support the quality of the delivery
diklat. of training materials.
4. Mengarahkan dan mengendalikan pelaksanaan 4. Direct and control the implementation of knowledge
knowledge management dijalankan sesuai dengan management is carried out in accordance with the
sasaran strategis Perusahaan melalui prosedur yang Company’s strategic objectives through established
sudah ditetapkan guna menjaga keberlangsungan procedures to maintain the continuity of knowledge
kualitas pengetahuan di dalam Perusahaan. quality within the Company.
5. Mengendalikan dan mengevaluasi proses Airport 5. Control and evaluate the Airport Learning Center (ALC)
Learning Center (ALC), program, dan instruktur yang process, programs, and instructors certified to the
bersertifikasi Global Standard. Global Standard.
6. Mengendalikan proses administrasi kegiatan 6. Control the administrative process of education and
pendidikan dan pelatihan dilaksanakan sesuai training activities carried out in accordance with
ketentuan yang berlaku. applicable regulations.
7. Mengarahkan dan mengendalikan pelaksanaan 7. Direct and control the implementation of each
setiap program pendidikan dan pelatihan untuk education and training program to ensure the quality
memastikan kualitas penyampaian materi sesuai of material delivery in accordance with applicable
dengan standar yang berlaku meliputi namun tidak standards including but not limited to internal control
terbatas pada dokumen prosedur pengawasan procedure documents and work program schedules,
internal dan jadwal program kerja, SK penunjukan decrees on the appointment of internal supervisors,
pengawas internal, laporan hasil pengawasan reports on results of internal controls, evaluation results
internal, hasil evaluasi program pengawasan of internal control programs , completion of corrective
internal, penyelesaian tindakan korektif dan actions and monitoring of internal controls.
monitoring pengawasan internal.

DAFTAR NAMA PEJABAT
Sumber Daya Manusia
Human Capital
NAME LIST of THE HEAD OF HC MANAGEMENT DIVISION
Informasi mengenai nama dari Kepala Divisi Human Information about the names of the Head of Human
Capital Strategy, Kepala Divisi Talent Management, Capital Strategy Division, Head of Talent Management
Kepala Divisi Human Capital Center dan Kepala Divisi Division, Head of Human Capital Center Division and Head
Airport Learning Center dapat dilihat pada Bagian Profil of Airport Learning Center Division can be seen in the
Perusahaan. Company Profile Section.
KOMPOSISI SDM
HC COMPOSITION
Komposisi SDM Angkasa Pura II dapat dilihat di Bab The composition of Angkasa Pura II HC can be seen in the
Profil Perusahaan halaman 96. Company Profile Chapter page 96.
MANAJEMEN SDM
HC MANAGEMENT
KEBIJAKAN DAN PELAKSANAAN REKRUTMEN RECRUITMENT POLICY AND IMPLEMENTATION
Seiring dengan perubahan dan tantangan Along with the changes and challenges of industrial
perkembangan industri, dalam menjaring SDM development, in recruiting the best human capital, Angkasa
terbaik, Angkasa Pura II menitikberatkan pada sumber Pura II focuses on quality human capital with high integrity,
daya manusia yang berkualitas, berintegritas tinggi, having the ability to adapt to changes and having superior
mempunyai kemampuan untuk beradaptasi pada competencies according to the needs of the Company. In
perubahan dan memiliki kompetensi unggul sesuai every recruitment process, Angkasa Pura II applies the
dengan kebutuhan Perseroan. Dalam setiap proses principles of equal opportunity, fairness and openness in
rekrutmen, Angkasa Pura II menerapkan asas kesamaan the recruitment and selection process.
kesempatan, kewajaran dan keterbukaan dalam proses
rekrutmen dan seleksi.
Proses rekrutmen dan seleksi dilakukan dengan The recruitment and selection process is carried out by
mempertimbangkan kebutuhan dan perkembangan considering the needs and development of the Company’s
usaha Perseroan. Pada tahun 2020, Angkasa Pura II telah business. In 2020, Angkasa Pura II has recruited 5 (five)

HC MANAGEMENT
MANAJEMEN SDM
merekrut 5 (lima) karyawan baru, baik yang berstatus new employees, both pro-hire and fresh graduates. New
pro-hire maupun fresh graduates. Karyawan-karyawan employees from various positions are placed in a number
baru dari berbagai posisi tersebut ditempatkan di of divisions.
sejumlah divisi.
KEBIJAKAN DAN PELAKSANAAN COMPETENCY DEVELOPMENT POLICY AND

PENGEMBANGAN KOMPETENSI IMPLEMENTATION
Kapabilitas karyawan menjadi salah satu faktor yang Employee capabilities are one of the factors that affect
mempengaruhi produktivitas dan kinerja. Angkasa Pura productivity and performance. Angkasa Pura II always
II senantiasa berupaya untuk meningkatkan kompetensi strives to improve employee competence by providing
karyawan dengan memberikan kesempatan kepada opportunities for every qualified employee to participate in
setiap karyawan yang memenuhi syarat untuk various development programs organized by internal and
mengikuti berbagai program pengembangan yang external parties. The HC development program is adjusted
diselenggarakan oleh pihak internal maupun eksternal. to the training need analysis of each employee which
Program pengembangan SDM disesuaikan dengan includes knowledge management programs and learning
training need analysis setiap karyawan yang mencakup services.
program knowledge management dan learning services.
Angkasa Pura II merealisasikan program pengembangan Angkasa Pura II realizes an employee competency
kompetensi karyawan berdasarkan Model Kompetensi development program based on the Competency Model and
(Competency Model) dan kesempatannya terbuka bagi the opportunity is open to every employee. Every employee
setiap karyawan. Setiap karyawan berhak mengajukan has the right to apply to become a training participant
diri menjadi peserta pelatihan dengan mengajukan by submitting certain administrative requirements and
persyaratan administrasi tertentu dan mendapatkan obtaining approval from the Head of the Work Unit.
persetujuan dari Kepala Satuan Kerja. Pengajuan jenis Submission of the type of training and development to be
pelatihan dan pengembangan yang hendak diikuti followed must be in line with task requirements, competency
harus selaras dengan kebutuhan tugas, rencana development plans and business development.
pengembangan kompetensi dan pengembangan usaha.
Angkasa Pura II menjamin tidak terjadi tindakan Angkasa Pura II guarantees that there will be no acts of
diskriminasi dalam memperlakukan karyawan sehingga discrimination in treating employees so as to create fair
tercipta perlakuan yang adil dan jujur sesuai dengan and honest treatment in accordance with their respective
potensi, kemampuan, pengalaman dan keterampilan potentials, abilities, experience and skills to achieve
masing-masing untuk mencapai kinerja yang excellent. excellent performance.
Tabel Pendidikan dan Pelatihan Table. Education and Training

Tabel Pendidikan dan pelatihan di tahun 2020 dapat Table of Education and training in 2020 can be seen in the
dilihat pada bagian Profil Perusahaan Company Profile section
KEBIJAKAN DAN PELAKSANAAN CAREER DEVELOPMENT POLICY AND

PENGEMBANGAN KARIER IMPLEMENTATION
Angkasa Pura II memberikan peluang kepada setiap Angkasa Pura II provides opportunities for every employee
karyawan untuk mengembangkan karier sesuai dengan to develop a career according to their capacity and
kapasitas dan kapabilitasnya. Angkasa Pura II telah capability. Angkasa Pura II has established a clear and
menetapkan jenjang karir yang jelas dan pasti untuk definite career path for each position, both through
setiap posisi yang ada, baik melalui jalur fungsional functional and structural paths.
maupun struktural.

Sumber Daya Manusia
Human Capital
Tujuan pengembangan karir sebagai berikut: Career development objectives are as follows:
1. Membantu pencapaian tujuan individu dan 1. Help the achievement of individual and company
perusahaan sebagai hubungan timbal balik yang objectives as a reciprocal relationship that is beneficial
bermanfaat bagi kesejahteraan karyawan dan for the welfare of employees and company objectives.
tujuan perusahaan.
2. Menunjukkan hubungan kesejahteraan karyawan, 2. Demonstrate the relationship of employee welfare,
dimana peningkatan kesejahteraan diharapkan where an increase in welfare is expected to increase
dapat meningkatkan produktivitas dan loyalitas. productivity and loyalty.
3. Membantu karyawan memahami potensi dan 3. Help employees understand their potential and
keahliannya, sehingga mampu menciptakan iklim expertise, so as to create a positive work climate.
kerja positif.
4. Mengurangi turnover, dimana rendahnya turnover 4. Reduce turnover, where low turnover can save labor
dapat menghemat biaya tenaga kerja, khususnya costs, especially costs for educating new employees.
biaya untuk mendidik karyawan baru.
Dalam mempersiapkan program pengembangan In preparing employee development programs, Angkasa

karyawan, Angkasa Pura II memperhatikan kebutuhan Pura II pays attention to the development needs felt by
pengembangan yang dirasakan karyawan melalui hasil employees through coaching results in the context of
coaching dalam rangka penilaian karya dan evaluasi evaluating work and evaluating competencies that raise
kompetensi yang memunculkan kebutuhan pelatihan training needs according to operational conditions in the
sesuai kondisi operasional di lapangan. field.
Pengembangan karir yang dilakukan dapat berupa: Career development carried out can be in the form of:
1) Promosi, merupakan alih tugas karyawan dari 1. Promotion, is a transfer of employee duties from one
satu jabatan ke jabatan lain yang lebih tinggi kelas position to another with a higher class position, both
jabatannya baik dalam satu lingkungan unit kerja/ within one work unit/branch, as well as between work
cabang, maupun antar unit kerja/cabang atau afiliasi units/branches or affiliates of the Company or its
Perusahaan atau anak Perusahaan. subsidiaries.
2) Rotasi, merupakan alih tugas karyawan dari satu 2. Rotation, is the transfer of employee duties from one
jabatan ke jabatan lain yang mempunyai tanggung position to another that has relatively the same/ equal
jawab dan beban tugas relatif sama/setara dan tidak responsibilities and workload and does not have an
berdampak pada perubahan kelas jabatan, baik impact on changes in the class of office, both within
dalam satu lingkungan unit kerja/cabang, maupun one work unit/ branch, as well as between work units/
antar unit kerja/cabang atau afiliasi Perusahaan branches or affiliates of the Company or its subsidiaries.
atau anak Perusahaan.
Selain dari 2 (dua) pola tersebut, pengembangan karir Apart from these 2 (two) patterns, employee career
karyawan di lingkungan Angkasa Pura II dapat dilakukan development within Angkasa Pura II can be carried out by
dengan mekanisme program orientasi kerja (magang). means of a work orientation program (internship). Based
Berdasarkan tujuan yang hendak dicapai maka program on the objectives to be achieved, the work orientation
orientasi kerja (magang) dapat dilakukan antara lain: program (internship) can be carried out, among others:
• Pengayaan wawasan/program pengembangan; atau • Insight enrichment/ development program; or
• Pengisian formasi • Formation filling
Kewenangan penyelenggaraan program orientasi kerja The authority to administer the work orientation program
(magang) dimaksud dapat dibedakan sebagai berikut: (internship) can be distinguished as follows:
• Kewenangan Kantor Pusat • Head Office Authority
Dilakukan bila program magang dilakukan di area Conducted if the internship program is carried out in
kerja Kantor Pusat ataupun Kantor Divisi, pengisian the work area of the Head Office or Divisional Office,
formasi lintas fungsi kerja hingga lintas area kantor filling out formations across work functions to cross
cabang; branch office areas;
• Kewenangan Kantor Cabang • Branch Offices Authority
Kantor Cabang dapat menyelenggarakan program Branch Offices can organize internship programs
magang secara mandiri apabila masih di lingkungan independently if they are still within the internal work

HC MANAGEMENT
MANAJEMEN SDM
internal fungsi kerja dan dalam rangka pengayaan function and in order to enrich insights across work
wawasan lintas fungsi kerja di kantor cabangnya functions in their respective branch offices.
masing-masing.
PENILAIAN KINERJA PERFORMANCE APPRAISALS
Secara berkala, Angkasa Pura II melakukan penilaian Periodically, Angkasa Pura II conducts performance
kinerja (PK) berdasarkan sistem yang dimiliki dan appraisals (PK) based on the owned system and the results
hasilnya digunakan untuk program pengembangan, are used for employee development, rotation, mutation
rotasi, mutasi dan promosi bagi karyawan. Angkasa Pura and promotion programs. Angkasa Pura II considers that
II menilai bahwa penilaian kinerja merupakan tanggung performance appraisal is a shared responsibility to support
jawab bersama untuk mendukung kesuksesan kinerja the success of the Company’s business performance and the
bisnis Perseroan dan keberhasilan setiap individu success of each individual employee. In order to support
karyawan. Dalam rangka mendukung penilaian kinerja the performance appraisal, the Company is trying to build
tersebut, korporat berusaha membangun infrastruktur an objective and digital data-based performance appraisal
penilaian kinerja yang objektif dan berbasis data digital infrastructure known as the Performance Appraisal
yang dikenal sebagai Sistem Manajemen Penilaian Management System.
Kinerja.
Sistem Manajemen Penilaian Kinerja merupakan alat The Performance Appraisal Management System is an
evaluasi pencapaian target dan tujuan yang harus evaluation tool for achieving targets and objectives that
dicapai oleh seluruh Karyawan maupun satuan kerja must be achieved by all employees and work units that are
yang disusun berdasarkan visi, misi dan tujuan jangka prepared based on the Company’s long-term vision, mission
panjang perusahaan serta KPI Angkasa Pura II. Penilaian and objectives as well as Angkasa Pura II KPIs. Performance
Kinerja masing-masing individu Karyawan yang appraisal of each individual employee which is carried out
dilaksanakan secara objektif, berjenjang, periodik, dan objectively, in stages, periodically, and transparently.
transparan.
Sistem Manajemen Penilaian Kinerja tersebut The Performance Appraisal Management System is
dituangkan dalam aplikasi SAP yang disebut sebagai contained in a SAP application called Performance
Performance Management System (PMS). PMS adalah Management System (PMS). PMS is a means to align the
sarana untuk menyelaraskan langkah kebijakan Company’s policy measures and objecrives with individual
dan sasaran Perusahaan dengan sasaran individu targets so that there is a mutual agreement between the
sehingga terjadi kesepakatan bersama antara assessed employee and his/her direct supervisor/appraiser
karyawan yang dinilai dengan atasan langsung/pejabat regarding the Individual KPIs that must be achieved and the
penilai mengenai KPI Individu yang harus dicapai dan competencies that must be possessed in a measurable and
kompetensi yang harus dimiliki dalam suatu penilaian clear appraisal.
yang terukur dan jelas.
PMS dimaksudkan untuk menilai KPI Individu dan PMS is intended to assess individual KPIs and employee
kompetensi karyawan dengan suatu alat ukur melalui competencies with a measuring tool through the stages of
tahapan perencanaan, bimbingan dan penilaian planning, guidance and appraisal based on information
dengan berbasis sistem teknologi informasi. Sistem technology systems. The system used in conducting the
yang digunakan dalam melakukan penilaian adalah assessment is PMS Online, which is a PMS application that
PMS Online, yaitu aplikasi PMS yang menggunakan uses an internet-based system that can be accessed by all
sistem berbasis internet yang dapat diakses oleh semua employees of PT Angkasa Pura II (Persero).
karyawan PT Angkasa Pura II (Persero).
STRATEGI REMUNERASI DAN KEBIJAKAN REMUNERATION STRATEGY AND POLICY

REMUNERASI
Kesejahteraan karyawan merupakan salah satu hak Employee welfare is one of the rights that must be fulfilled
yang wajib dipenuhi oleh Perseroan, yang salah satunya by the Company, one of which can be fulfilled through

Sumber Daya Manusia
Human Capital
dapat dipenuhi lewat remunerasi atau kompensasi adequate remuneration or compensation. In principle,
yang memadai. Pada prinsipnya, remunerasi yang commensurate remuneration in addition to increase
sepadan selain meningkatkan keterikatan karyawan employee engagement with the Company, also supports
akan Perseroan, juga mendukung laju perkembangan the pace of development of the Company because each
Perseroan karena setiap karyawan akan bekerja secara employee will work optimally in smoothing the Company’s
maksimal dalam memuluskan rencana kerja Perseroan. work plans.
Untuk memberikan remunerasi yang kompetitif, To provide competitive remuneration, the Company has
Perseroan telah menetapkan standar penggajian set a standard salary based on employee rankings and
berdasarkan pemeringkatan Karyawan dan jenjang position levels that are based on remuneration surveys in
jabatan yang disandarkan kepada remuneration survey similar industries by taking into account the Manpower Law
dalam industri sejenis dengan memperhatikan Undang- and the Provincial Minimum Wage (UMP) regulations.
Undang Ketenagakerjaan dan peraturan Upah Minimum
Provinsi (UMP).
Setiap tahun Perseroan melakukan beberapa Every year the Company makes several adjustments related
penyesuaian terkait struktur remunerasi. Struktur ini to the remuneration structure. This structure is focused on
difokuskan kepada unsur kompetitif dengan eksternal the external competitive element and the fairness element
dan unsur fairness dalam penerimaan pendapatan in receiving employee income according to each level and
karyawan sesuai dengan masing-masing level dan performance so far.
kinerja selama ini.
Komponen remunerasi di Angkasa Pura II yang berlaku The applicable remuneration components at Angkasa Pura
adalah sebagai berikut: II are as follows:
1. Fixed compensation 1. Fixed compensation
Fixed Compensation diberikan secara tetap baik Fixed Compensation is given regularly both monthly
bulanan maupun tahunan yang terdiri dari: and annually consisting of:
a. Gaji Dasar Pensiun; a. Pension Basic Salary;
b. Penunjang Gaji Dasar; b. Basic Salary Support;
c. Tunjangan Jabatan; c. Position Allowance;
d. Tunjangan Hari Raya Keagamaan; d. Religious Holiday Allowance;
e. Tunjangan Kesejahteraan Keluarga; e. Family Welfare Allowance;
f. Tunjangan Cuti. f. Leave Allowance.
2. Variable Compensation 2. Variable Compensation

Variable Compensation diberikan secara tidak tetap Variable Compensation is given irregularly but is
namun diberikan berdasarkan persyaratan tertentu given based on certain requirements, among others
antara lain (kinerja, kehadiran, keterampilan, dan (performance, attendance, skills, etc.) consisting of:
lain lain) yang terdiri dari:
a. Insentif Produksi; a. Production Incentives;
b. Insentif Merit; b. Merit Incentives;
c. Tunjangan Uang Makan; c. Food Allowance;
d. Tunjangan Uang Lembur; d. Overtime Allowance;
e. Tunjangan Lisensi dan Rating. e. License and Rating Allowance.
3. Benefit yang berupa uang (cash benefit) terdiri dari: 3. Benefits in the form of cash (cash benefits) consists of:
a. Tunjangan Mobilitas; a. Mobility Allowance;
b. Sumbangan Uang Sewa Rumah; b. House Rent Contribution;
c. Tunjangan Perumahan Akhir Masa Tugas; c. End of Term Housing Allowance;
d. Subsidi Iuran Badan Penyelenggara Jaminan d. Subsidies for Social Security Provider (BPJS)
Sosial (BPJS)

HC MANAGEMENT
MANAJEMEN SDM
4. Ketenagakerjaan; 4. Employment;
a. Subsidi Iuran Tunjangan Hari Tua (THT) dan a. Subsidies for Old-Age Security Benefits an Pension
Manfaat Pensiun; Benefits;
b. Sumbangan Perkawinan Karyawan; b. Employee Marriage Contribution;
c. Sumbangan Kelahiran Anak; c. Child Birth Contribution;
d. Sumbangan Kematian; d. Death Contribution;
e. Uang Tanda Penghargaan. e. Award Money.
5. Benefit yang berupa bukan uang (non cash benefit) 5. Benefits in the form of non-cash (non-cash benefit)
terdiri dari: terdiri dari:
a. Pelayanan kesehatan; a. Health Services;
b. Pakaian Seragam Dinas dan Pakaian Olahraga; b. Office Uniforms and Sportswear;
c. Pengembangan Karyawan; c. Employee Development;
d. Promote Life Balance (olah raga, olahrasio, olah d. Promote Life Balance (sports, exercise, spiritual,
ruh, dan olah rasa). and taste).
SURVEY KEPUASAN KARYAWAN EMPLOYEE SATISFACTION SURVEY

Angkasa Pura II berkomitmen untuk terus memberikan Angkasa Pura II is committed to continue providing welfare
kesejahteraan kepada karyawannya. Untuk itu, setiap to its employees. For this reason, every year the Company
tahunnya Perseroan melaksanakan survei kepuasan carries out an employee satisfaction survey. Angkasa
karyawan. Angkasa Pura II berharap karyawan Pura II hopes that employees feel proud to work in the
merasa bangga bekerja di Perseroan, serta ingin Company, and want to give more than what is expected
memberikan lebih dari apa yang diharapkan dan and will continue to be committed to the Company. The
akan terus berkomitmen pada Perseroan. Survei 2020 Employee Satisfaction Survey was attended by 2,564
Kepuasan Karyawan Tahun 2020 diikuti oleh 2.564 employees. The survey measurement was conducted using
karyawan. Pengukuran Survei dilakukan menggunakan the theory of Barlett, Kortlik, & Higgnis (2001) with a 95%
teori Barlett, Kortlik, & Higgnis (2001) dengan tingkat confidence level and a margin of error between 1-5%.
kepercayaan 95% dan margin of error antara 1-5%.
Hasil survei pada tahun 2020 menunjukkan Skor The survey results in 2020 showed a Satisfaction Score of
Kepuasan 4.0 dari skala 5 dan Skor Keterikatan sebesar 4.0 out of a scale of 5 and an Engagement Score of 4.2 out
4.2 dari skala 5. of a scale of 5.
PROGRAM PENSIUN PENSION PROGRAM
Pemberian jaminan hari tua atau pensiun merupakan The provision of old-age or pension benefits is a form of
salah satu bentuk penghargaan Perseroan atas loyalitas the Company’s appreciation for employee loyalty. This
karyawan. Jaminan ini juga memberi ketenangan bagi guarantee also gives peace to all employees who work at
seluruh karyawan yang bekerja di Angkasa Pura II, Angkasa Pura II, thus they are more motivated to work.
dengan demikian mereka lebih termotivasi dalam
berkarya.
Pensiun karyawan Angkasa Pura II ditetapkan pada usia Angkasa Pura II employees retire at the age of 56 years.
56 tahun. Bagi karyawan yang telah berusia 55 tahun Employees who are 55 years old can take the Pension
dapat mengambil Masa Persiapan Pensiun (MPP). Dalam Preparation Period (MPP). During the Pension Preparation
Masa Persiapan Pensiun, Angkasa Pura II memberikan Period, Angkasa Pura II provides entrepreneurship training
pelatihan wirausaha dan pelatihan purnabakti, and retirement training, so it is hoped that employees can
sehingga diharapkan dengan para karyawan dapat prepare themselves in the future.
mempersiapkan diri di masa mendatang.

Sumber Daya Manusia
Human Capital
Karyawan yang telah memasuki usia purna bakti Employees who have entered retirement age (56 years),
(56 tahun), diberikan kompensasi sesuai peraturan. are compensated according to regulations. Meanwhile,
Sedangkan karyawan tetap yang diikutsertakan permanent employees who are included in the Old-Age
dalam Program Hari Tua (JHT) mendapatkan Security Benefits (JHT) receive Old-Age Security Benefits
Kompensasi Jaminan Hari Tua sesuai Undang-undang Compensation in accordance with the applicable Manpower
Ketenagakerjaan yang berlaku. Law.
TURN OVER KARYAWAN EMPLOYEE TURNOVER
Tingkat turnover karyawan selama 3 (tiga) tahun terakhir The employee turnover rate for the last 3 (three) years can
dapat dijelaskan sebagai berikut: be explained as follows:
2018 2019 2020
Number (orang) Persentase Number (orang) Persentase Number (orang) Persentase

Total (people) Percentage Total (people) Percentage Total (people) Percentage
19 0,35% 16 0,29% 10 0,18%
Upaya pengendalian turnover karyawan tahun 2020 Efforts to control employee turnover in 2020 by
dengan melakukan penerapan retensi karyawan implementing employee retention through:
melalui :
1. Kesempatan Pengembangan Karir; 1. Career Development Opportunities;
2. Pemberian Kompensasi & Benefit; 2. Compensation & Benefits;
3. Kesempatan Diklat dan Pengembangan Kompetensi. 3. Training and Competency Development Opportunities.
BPJS KETENAGAKERJAAN SOCIAL SECURITY PROVIDER (BPJS

KETENAGAKERJAAN)
Angkasa Pura II mengikutsertakan seluruh karyawan Angkasa Pura II includes all employees in the BPJS
dalam Program BPJS Ketenagakerjaan sesuai dengan Ketenagakerjaan Program in accordance with Government
Peraturan Pemerintah Republik Indonesia No. 46 Tahun Regulation of the Republic of Indonesia No. 46 of 2015
2015 tentang Penyelenggaraan Program Jaminan Hari concerning the Implementation of the Old-Age Security
Tua dan Program Jaminan Pensiun sesuai dengan Benefits Program and the Pension Security Program in
Peraturan Pemerintah No. 45 Tahun 2015 tentang accordance with Government Regulation no. 45 of 2015
Peraturan Pemerintah (PP) tentang Penyelenggaraan concerning Government Regulation (PP) concerning the
Program Jaminan Pensiun. Implementation of the Pension Security Program.
INTERNALISASI BUDAYA KERJA INTERNALIZATION OF WORK CULTURE
Angkasa Pura II telah memiliki budaya kerja di BUMN Angkasa Pura II already has a work culture in SOEs
yang disebut dengan AKHLAK. Core Values AKHLAK called AKHLAK. AKHLAK Core Values which consist of
yang terdiri dari Nilai-Nilai AMANAH, KOMPETEN, TRUSTWORTHY (AMANAH), COMPETENT (KOMPETEN),
HARMONIS, LOYAL, ADAPTIF, dan KOLABORATIF, yang HARMONIOUS (HARMONIS), LOYAL, ADAPTIVE (ADAPTIF),
merupakan kristalisasi nilai nilai Perusahaan BUMN, and COLLABORATIVE (KOLABORATIF) values, which are
diyakini selaras dengan strategi bisnis Angkasa Pura crystallization of the values of state-owned enterprises,
II yang akan mendorong insan Angkasa Pura II untuk are believed to be in line with Angkasa Pura II’s business
berkinerja dengan lebih baik. strategy which will encourage Angkasa Pura II personnel to
perform better .

HC MANAGEMENT
MANAJEMEN SDM
Kegiatan Internalisasi AKHLAK yang dilakukan pada The AKHLAK Internalization activities carried out in 2020
tahun 2020 adalah sebagai berikut: are as follows:
Deklarasi Akhlak
Akhlak Declaration
14 Juli 2020 Kegiatan kick-off Internalisasi AKHLAK sebagai Core Values SDM BUMN dipimpin oleh BOD dan dihadiri
July 14, 2020 oleh seluruh Karyawan AP2 Group
Kick-off activity of AKHLAK Internalization as Core Values of SOEs HC led by BOD and attended by all AP2
Group Employees
Akhlak Leadership Series: BOD Culture Campaign

Akhlak Leadership Series: BOD Culture Campaign
Juli – Agustus 2020 - Penyampaian Video Campaign terkait Core Values AKHLAK oleh 3 Direksi yaitu DX, DF dan DC
July – August 2020 - Apel Internalisasi AKHLAK oleh Senior Leader di lokasi kerja masing-masing
- Delivery of Video Campaign related to AKHLAK Core Values by 3 Directors, namely DX, DF and DC
- AKHLAK Internalization Rally by Senior Leaders at their respective work locations

Sumber Daya Manusia
Human Capital
AKHLAK Competition
AKHLAK Competition
Oktober – November 2020 Merupakan Kompetisi berupa Video, Foto dan Yel-yel yang menunjukkan aktivasi dari nilai-nilai AKHLAK
October – November 2020 dalam keseharian bekerja
Is a competition in the form of Videos, Photos and Yells that show the activation of AKHLAK values in daily
work
AKSIKU 4.0
AKSIKU 4.0
Mei – November 2020 “Ayo Kita Aktivasikan Kibar Budaya!” merupakan rangkaian kegiatan aktivasi budaya perusahaan yang
May – November 2020 dilakukan oleh seluruh entitas PT Angkasa Pura II Group yang diawali dengan kegiatan Pengisian
Action Plan, Pelaporan Kegiatan Implementasi (Activity Report), dilanjutkan dengan kegiatan CULTURE
SUMMIT
“Ayo Kita Aktivasikan Kibar Budaya!” is a series of corporate culture activation activities carried out by all
entities of PT Angkasa Pura II Group which begins with the Filling of Action Plan activities, Reporting on
Implementation Activities (Activity Report), followed by CULTURE SUMMIT activities

HC MANAGEMENT
MANAJEMEN SDM
Senior Leaders Online Sharing (SLOS)
Senior Leaders Online Sharing (SLOS)
2 November – 5 Desember 2020 Diikuti oleh seluruh entitas PT Angkasa Pura II Group dengan materi seputar Core Values AKHLAK yang
November 2 – December 5, 2020 disampaikan oleh Senior Leaders
Participated by all entities of PT Angkasa Pura II Group with material about AKHLAK Core Values delivered
by Senior Leaders
Ashik ber-AKHLAK
Ashik ber-AKHLAK
Desember 2020 Melakukan penilaian terkait dengan pemahaman AKHLAK dari seluruh PERFORMers melalui platform
December 2020 iPerform di aplikasi ASHiK pelaksanaan hanya dilakukan 1 x 24 jam dengan materi yang telah di
sediakan oleh Unit STG
Conducting assessments related to the understanding of AKHLAK from all PERFORMers through the iPerform
platform in the ASHiK application, implementation is only carried out 1 x 24 hours with material provided
by the STG Unit

Sumber Daya Manusia
Human Capital
Social Media Campaign

Social Media Campaign
Juli – Desember 2020 Penyampaian informasi yang berkaitan dengan Core Values AKHLAK dan panduan perilakunya di SAPA
July – December 2020 dan Instagram Ap2Transformaction
Delivery of information related to AKHLAK Core Values and behavioral guidelines on SAPA and Instagram of
Ap2Transformaction
Inserting AKHLAK to Internal Platform

Inserting AKHLAK to Internal Platform
September 2020 Pemasangan infografis tentang AKHLAK di media internal karyawan AP II, seperti Footer Email Korporat,
September 2020 Loading Aplikasi SIDOEL, Loading Aplikasi Presensi, Banner Information iPerform
Installation of infographics about AKHLAK on AP II employees' internal media, such as Corporate Email Footer,
SIDOEL Application Loading, Presence Application Loading, iPerform Banner Information

FUTURE PLAN
RENCANA KE DEPAN
HUBUNGAN INDUSTRIAL INDUSTRIAL RELATIONS
Angkasa Pura II berkomitmen untuk membangun Angkasa Pura II is committed to build and maintain sound
dan memelihara Hubungan Industrial yang sehat dan and harmonious Industrial Relations as a system of sound
harmonis sebagai sebuah sistem hubungan kerja yang and constructive working relations between employees,
sehat dan konstruktif antara karyawan, Angkasa Pura II Angkasa Pura II and the Government (Tripartite).
dan Pemerintah (Tripartit).
Tujuan akhir pengaturan Hubungan Industrial di The ultimate goal of regulating Industrial Relations
lingkungan Angkasa Pura II adalah meningkatkan within Angkasa Pura II is to increase the productivity and
produktivitas dan kesejahteraan karyawan dan welfare of employees and the Company. For this reason,
Perseroan. Untuk itu, Angkasa Pura II menempatkan Angkasa Pura II places employees as strategic partners in
karyawan sebagai mitra strategis dalam membangun building and maintaining harmonious industrial relations
dan memelihara hubungan industrial yang harmonis di in the work environment through regular and continuous
lingkungan kerja melalui komunikasi secara berkala dan communication.
berkesinambungan.
Angkasa Pura II selalu berupaya menciptakan suasana Angkasa Pura II always strives to create an open, positive
kerja yang terbuka, positif dan progresif untuk and progressive work atmosphere to create sound and
menciptakan hubungan industrial yang sehat dan harmonious industrial relations. Some of the approaches
harmonis. Beberapa pendekatan yang dilakukan adalah taken are through activities in the form of town hall
dengan kegiatan-kegiatan dalam bentuk town hall meetings involving all employees or focus group discussions
meeting yang melibatkan seluruh karyawan atau focus (FGD) involving Senior Leaders.
group discussion (FGD) yang melibatkan Senior Leaders.
Dalam kegiatan tersebut terjadi penyampaian- In this activity, messages were conveyed to employees and
penyampaian pesan kepada karyawan dan memfasilitasi facilitated employees to convey their aspirations to Angkasa
karyawan untuk menyampaikan aspirasi-aspirasinya Pura II.
terhadap Angkasa Pura II.
RENCANA KE DEPAN
FUTURE PLAN
Menghadapi tantangan dan perubahan di industri Facing challenges and changes in an industry that continues
yang terus berkembang dengan cepat, pengembangan to grow rapidly, HC development requires continuous
SDM memerlukan perencanaan strategi yang strategic planning. In accordance with the Company’s
berkesinambungan. Sesuai dengan inisiatif strategi strategic initiatives, in 2021, the Company’s HC development
Perseroan, di tahun 2021 pengembangan SDM will focus on the Development Program for Top Talent of
Perseroan akan fokus kepada Program Pengembangan the Senior Leader level in the form of the Excellent Talent
Top Talent level Senior Leader berupa Excellent Talent Readiness Program, the Women’s Talent Development
Readiness Programme, Program Pengembangan Talenta Program, and the Professional Certificate Program.
Perempuan, dan Professional Certificate Program.

Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
140

Dengan segala tantangan yang dihadapi perusahaan tahun 2020,

PT Angkasa Pura II (Persero) menjalankan strategi Business Survival
Initiatives yang terdiri dari tiga program yaitu cost leadership, capex
disbursement, dan cash flow management. Program itu diterapkan dalam
bisnis aeronautika dan non aeronautika.
With all the challenges faced by the Company in 2020, PT Angkasa Pura II (Persero)
implemented a Business Survival Initiatives strategy which consists of three programs,
namely cost leadership, capex disbursement, and cash flow management. The
program was applied in the aeronautical and non-aeronautical businesses.

Aset Ekuitas Pendapatan

Assets Equity Operating Revenues
Rp
44,44 Triliun | Trillion 21,32
Rp
Triliun | Trillion
Rp
21,32 Triliun | Trillion
Tinjauan Ekonomi dan Industri

PEREKONOMIAN GLOBAL DAN NASIONAL GLOBAL AND NATIONAL ECONOMY
Kinerja ekonomi global triwulan III 2020 terindikasi The global economic performance in the third quarter of
mengalami perbaikan dan telah melampaui titik 2020 was indicated to experience improvement and has
terendah yang terjadi pada triwulan II 2020. Kinerja surpassed the lowest point that occurred in the second
positif tersebut ditopang oleh stimulus kebijakan fiskal quarter of 2020. This positive performance was supported
dan moneter yang ultra akomodatif, disertai pelonggaran by the stimulus of ultra-accommodative fiscal and monetary
pembatasan aktivitas masyarakat yang terus berlanjut. policies, along with the continued easing of restrictions
Relaksasi pembatasan aktivitas tercermin dari effective on public activity. The relaxation of activity restrictions
lockdown index yang makin menurun terutama pada was reflected in the decreasing effective lockdown index,
negara yang berhasil mengendalikan laju penyebaran especially in countries that have managed to control the
COVID-19 seperti Tiongkok. Mobilitas yang membaik rate of COVID-19 spread such as China. Improved mobility
mendorong peningkatan permintaan domestik has boosted domestic and external demand, which also
dan eksternal, yang juga berimplikasi positif pada has positive implications for global trade.
perdagangan global.
Dukungan kebijakan akomodatif dan mobilitas The support of accommodative policies and community
masyarakat mendorong pemulihan ekonomi sejumlah mobility has stimulated economic recovery in a number
negara utama. Pertumbuhan ekonomi AS pada of major countries. US economic growth in the third
triwulan III 2020 membaik dengan kontraksi yang quarter of 2020 improved with a narrowing contraction
menyempit menjadi -2,9% yoy, dibandingkan -9,9% to -2.9% yoy, compared to -9.9% in the second quarter of
pada triwulan II 2020. Kinerja tersebut ditopang oleh 2020. This performance was supported by improvements
perbaikan konsumsi, investasi, dan perdagangan. in consumption, investment and trade. The Euro Area
Ekonomi Kawasan Euro pada triwulan III 2020 juga economic in the third quarter of 2020 also recorded
tercatat membaik menjadi -4,4% dari -14,7%, ditopang an improvement to -4.4% from -14.7%, supported by
perbaikan empat negara inti yaitu Jerman, Prancis, improvements in the four core countries, namely Germany,
Italia, dan Spanyol. France, Italy and Spain.

Dalam pertemuan Federal Open Market Committee At the Federal Open Market Committee (FOMC) meeting
(FOMC) yang digelar pada 15-16 Desember 2020, The which was held on December 15-16, 2020, the Fed decided
Fed memutuskan untuk menjaga kisaran target suku to maintain the target range for the reference rates or
bunga acuan alias fed fund rate (FFR) sebesar 0% hingga also known as the fed fund rate (FFR), at 0% to 0.25%. The
0,25%. Organization for Economic Co-Operation and Organization for Economic Co-Operation and Development
Development (OECD) memprediksi ekonomi global (OECD) predicted the global economy to be -4.2% yoy.
-4,2% yoy.
Sebagaimana kondisi ekonomi global, Perekonomian As with global economic conditions, the Indonesian
Indonesia di sepanjang tahun 2020 juga berada di economy throughout 2020 was also in a negative zone in
zona negative pada tahun pertama pandemi COVID-19. the first year of the COVID-19 pandemic. The impact of the
Dampak pandemi COVID-19 memberikan pengaruh COVID-19 pandemic has a significant decreasing effect on
penurunan signifikan terhadap pertumbuhan ekonomi overall national economic growth.
nasional secara keseluruhan.
Badan Pusat Statistik (BPS) mencatat, pertumbuhan BPS-Statistics Indonesia recorded that Indonesia’s
ekonomi Indonesia di sepanjang tahun lalu mengalami economic growth over the past year experienced a growth
kontraksi pertumbuhan sebesar 2,07% (cumulative contraction of 2.07% (cumulative to cumulative / c-to-c)
to cumulative/c-to-c) dibandingkan tahun 2019. Dari compared to 2019. From the production side, the deepest
sisi produksi, kontraksi pertumbuhan terdalam terjadi growth contraction occurred in the Transportation and
pada Lapangan Usaha Transportasi dan Pergudangan Warehousing Business Fields of 15.04%. Meanwhile, from
sebesar 15,04%. Sementara itu, dari sisi pengeluaran the expenditure side, almost all components contracted,
hampir semua komponen terkontraksi, Komponen the Exports of Goods and Services Component became
Ekspor Barang dan Jasa menjadi komponen dengan the component with the deepest contraction of 7.70%.
kontraksi terdalam sebesar 7,70%. Sementara, Impor Meanwhile, imports of goods and services, which were the
Barang dan Jasa yang merupakan faktor pengurang reducing factor, contracted by 14.71%.
terkontraksi sebesar 14,71%.
Ekonomi Indonesia triwulan IV-2020 terhadap triwulan The Indonesian economy in the fourth quarter of 2020
IV-2019 mengalami kontraksi pertumbuhan sebesar against the fourth quarter of 2019 experienced a growth
2,19% (year-on-year/yoy). Dari sisi produksi, Lapangan contraction of 2.19% (year-on-year/ yoy). From the
Usaha Transportasi dan Pergudangan mengalami production side, the Transportation and Warehousing
kontraksi pertumbuhan terdalam sebesar 13,42%. Business Fields experienced the deepest growth contraction
Dari sisi pengeluaran, Komponen Ekspor Barang dan of 13.42%. From the expenditure side, the Exports of Goods
Jasa mengalami kontraksi pertumbuhan terdalam and Services Component experienced the deepest growth
sebesar 7,21%. Sementara, Impor Barang dan Jasa yang contraction of 7.21%. Meanwhile, imports of goods and
merupakan faktor pengurang terkontraksi sebesar services, which were the reducing factor, contracted by
13,52%. 13.52%.
Ekonomi Indonesia triwulan IV-2020 terhadap triwulan The Indonesian economy in the fourth quarter of 2020
sebelumnya mengalami kontraksi pertumbuhan compared to the previous quarter experienced a growth
sebesar 0,42% (quarter-to-quarter/q-to-q). Dari sisi contraction of 0.42% (quarter-to-quarter/ q-to-q). From the
produksi, kontraksi pertumbuhan terdalam terjadi pada production side, the deepest growth contraction occurred
Lapangan Usaha Pertanian, Kehutanan, dan Perikanan in the Agriculture, Forestry and Fisheries Business Fields by
sebesar 20,15%. Dari sisi pengeluaran, pertumbuhan 20.15%. From the expenditure side, the highest growth was
tertinggi dicapai oleh Komponen Pengeluaran Konsumsi achieved by the Government Consumption Expenditure
Pemerintah (PK-P) yang tumbuh sebesar 27,15%. (PK-P) Component which grew by 27.15%.
Struktur ekonomi Indonesia secara spasial pada The spatial structure of the Indonesian economy in 2020
2020 didominasi oleh kelompok provinsi di Pulau was dominated by the group of provinces in Java Island at
Jawa sebesar 58,75%, dengan kinerja ekonomi yang 58.75%, with economic performance experiencing a growth
mengalami kontraksi pertumbuhan sebesar 2,51%. contraction of 2.51%.

Pertumbuhan Ekonomi (%) 6

Economic Growth 5
4
3
Sumber | Source: 2
Badan Pusat Statistik (2021), 1
“Pertumbuhan Ekonomi Indonesia 0
Triwulan IV-2020” 2016 2017 2018 2019 2020
-1
BPS – Statistics Indonesia (2021),
-2
“Indonesian Economic Growth in the
-3
Fourth Quarter of 2020”
Dalam laporan BPS, perekonomian Indonesia 2020 In the BPS-Statistics Indonesia’s report, the Indonesian
diukur berdasarkan Produk Domestik Bruto (PDB) atas economy in 2020 was measured based on Gross Domestic
dasar harga berlaku mencapai Rp15.434,2 triliun dan Product (GDP) at current prices amounted to Rp15,434.2
PDB per kapita mencapai Rp56,9 Juta atau US$3.911,7. trillion and GDP per capita amounted to Rp56.9 million or
Hal ini juga menunjukan adanya penurunan jika US$3,911.7. This was also a decrease when compared to
dibandingkan PDB per kapita pada 2019 dengan posisi GDP per capita in 2019 with a position of Rp59.1 million or
Rp59,1 juta atau US$4.174,5. US$4,174.5.
Bank Indonesia pada 16-17 Desember 2020 memutuskan On December 16-17, 2020, Bank Indonesia decided to
untuk mempertahankan BI 7-Day Reverse Repo Rate maintain the BI 7-Day Reverse Repo Rate (BI7DRR) at 3.75%,
(BI7DRR) pada 3,75%, suku bunga Deposit Facility the Deposit Facility rate at 3.00%, and the Lending Facility
sebesar 3,00%, dan suku bunga Lending Facility sebesar rate at 4.50%. This decision was consistent with the forecast
4,50%. Keputusan ini konsisten dengan prakiraan inflasi for low inflation and maintained external stability, as well
yang tetap rendah dan stabilitas eksternal yang terjaga, as efforts to support economic recovery. In addition, Bank
serta upaya untuk mendukung pemulihan ekonomi. Indonesia strengthened policy synergies and supported
Di samping itu, Bank Indonesia memperkuat sinergi various advanced policies to build optimism for national
kebijakan dan mendukung berbagai kebijakan lanjutan economic recovery, through opening up productive and safe
untuk membangun optimisme pemulihan ekonomi economic sectors for COVID-19, accelerating fiscal stimulus,
nasional, melalui pembukaan sektor-sektor ekonomi channeling bank credit from the demand and supply side,
produktif dan aman COVID-19, akselerasi stimulus continuing monetary stimulus and macroprudential, as
fiskal, penyaluran kredit perbankan dari sisi permintaan well as accelerating economic and financial digitization.
dan penawaran, melanjutkan stimulus moneter dan
makroprudensial, serta mengakselerasi digitalisasi
ekonomi dan keuangan.
Bank Indonesia memprediksi adanya perbaikan ekonomi Bank Indonesia predicted an economic improvement in
seiring dengan langkah-langkah strategis yang telah line with the strategic measures that have been taken by
dilakukan oleh Pemerintah dalam menghadapi dampak the Government in dealing with the impact of the COVID-19
pandemi COVID-19. Hal ini terlihat dari, Pertumbuhan pandemic. This can be seen from the economic growth in
ekonomi pada triwulan IV 2020 menunjukkan the fourth quarter of 2020 showing the continuation of the
berlanjutnya proses perbaikan perekonomian, ditopang economic recovery process, supported by the realization
realisasi stimulus dan kontribusi positif sektor eksternal. of stimulus and positive contributions from the external
sector.
Pada sisi pengeluaran, konsumsi rumah tangga On the expenditure side, household consumption improved
membaik pada triwulan IV 2020 yakni tumbuh -3,61% in the fourth quarter of 2020, grew -3.61% (yoy) from -4.05%
(yoy) dari -4,05% (yoy) pada triwulan III 2020, seiring (yoy) in the third quarter of 2020, in line with improvements
dengan perbaikan mobilitas masyarakat. Konsumsi in community mobility. Government consumption showed
Pemerintah menunjukkan pertumbuhan 1,94% pada a growth of 1.94% in 2020 which was influenced by the
tahun 2020 yang dipengaruhi oleh realisasi stimulus realization of Government stimulus, especially in the form

Pemerintah, terutama berupa bantuan sosial, belanja of social aid, spending on other goods and services, and
barang dan jasa lainnya, serta TKDD. PMTB (investasi) TKDD. PMTB (investment) improved in the fourth quarter of
membaik pada triwulan IV 2020 dari -6,48% (yoy) pada 2020 from -6.48% (yoy) in the previous quarter to -6.15%
triwulan sebelumnya menjadi -6,15% (yoy). Net ekspor (yoy). Net exports were positive, supported by improved
tercatat positif, ditopang perbaikan kinerja ekspor di export performance amidst limited imports. In terms of
tengah masih terbatasnya impor. Pada sisi lapangan the business field, mostly experienced improvements in the
usaha, sebagaian besar mengalami perbaikan pada fourth quarter of 2020, especially those related to health and
Tw IV 2020, khususnya yang terkait dengan kesehatan work from home and school from home activities. (source:
dan aktivitas work from home serta school from Bank Indonesia (2021), “Indonesian Economic Growth in
home. (sumber: Bank Indonesia (2021), “Pertumbuhan the Fourth Quarter of 2020 Continues to Improve”)
Ekonomi Indonesia Triwulan IV 2020 Melanjutkan
Perbaikan”)
Bank Indonesia mengarahkan bauran kebijakan Bank Indonesia directed the accommodative policy mix and
akomodatif serta memperkuat sinergi dengan strengthened synergies with the Government and related
Pemerintah dan otoritas terkait untuk terus mendukung authorities to continue supporting the national economic
pemulihan ekonomi nasional. Oleh karena itu, Bank recovery. Therefore, Bank Indonesia estimated that the
Indonesia memperkirakan Prospek 2021 meningkat 2021 Prospect will gradually improve.
secara bertahap.
INDUSTRI KEBANDARUDARAAN AIRPORT INDUSTRY
Kebutuhan akan sarana transportasi udara sangat The need for air transportation is very important in the
penting di masa kini dan masa yang akan datang. Hal present and the future. This matter needs to be supported by
tersebut perlu didukung oleh fasilitas bandar udara modern and capable airport facilities in serving the needs.
yang modern serta kapabel dalam melayani kebutuhan. Air transportation, both the national and international
Transportasi udara baik industri penerbangan nasional aviation industry, is still promising along with the economic
maupun internasional, masih menjanjikan seiring growth of the community.
dengan pertumbuhan ekonomi masyarakat.
Namun demikian, pandemi COVID-19 yang terjadi di However, the COVID-19 pandemic that occurred in early
awal tahun 2020 sangat mempengaruhi seluruh sektor 2020 greatly affected all sectors of the economy where
perekonomian dimana dampak terbesar adalah pada the biggest impact was on the tourism and transportation
sektor pariwisata dan transportasi. Pada awal terjadinya sectors. At the beginning of the pandemic, several countries
pandemi beberapa negara mengambil kebijakan adopted a policy of closing access to/ from their own
menutup akses keluar/masuk ke negaranya, dengan country, with the closure of this access it resulted in a
ditutupnya akses tersebut berimbas pada menurunnya decrease in the number of passengers so that many airlines
jumlah penumpang sehingga banyak maskapai also temporarily halted their operational activities.
penerbangan yang juga menghentikan sementara
kegiatan operasionalnya.
Pada pertengahan Tahun 2020, perusahaan mengajukan In mid-2020, the Company proposed to revise the RKAP
untuk melakukan Revisi RKAP yang disesuaikan dengan which was adjusted to prioritize the principles of financial
mengedepankan prinsip financial sustainability guna sustainability in order to face the economic challenges of
menghadapi tantangan ekonomi terhadap pandemi the COVID-19 pandemic and in an effort to continue to grow
COVID-19 dan dalam upaya untuk terus tumbuh secara sustainably and reduce greater corporate financial losses.
berkesinambungan dan mengurangi kerugian finansial
perusahaan yang lebih besar.
Dengan segala tantangan yang dihadapi perusahaan With all the challenges faced by the Company in 2020, PT
tahun 2020, PT Angkasa Pura II (Persero) menjalankan Angkasa Pura II (Persero) implemented a Business Survival

cash flow management. Program itu diterapkan dalam management. The program was applied in the aeronautical
bisnis aeronautika dan non aeronautika. and non-aeronautical businesses.
POSISI ANGKASA PURA II DI INDUSTRI ANGKASA PURA II POSITION IN AIRPORT

KEBANDARUDARAAN INDUSTRY
Pergerakan Pesawat, Penumpang Dan Kargo Aircraft, Passenger, and Cargo Movements
Pergerakan pesawat, penumpang dan kargo PT Angkasa The movement of aircraft, passengers and cargo of PT
Pura II (persero) menunjukkan pertumbuhan. Berpegang Angkasa Pura II (Persero) showed growth. Adhering to the
pada strategi supply create demand perusahaan supply create demand strategy, the Company made the
melakukan pendekatan-pendekatan terbaik (best effort) best effort to airlines and local governments that have an
kepada maskapai maupun pemerintah daerah yang impact on the positive growth of AP II air transport:
berdampak pada pertumbuhan postif angkutan udara
AP II:
Tabel Kinerja Operasional Bandara Angkasa Pura II

Table Airport Operational Performance of Angkasa Pura II
Pertumbuhan
Uraian
Growth 2020 2019 2018 2017 2016
Description
(2020:2019)
Pergerakan Pesawat (dalam satuan Rute) -44,2% 411.164 736.640 856.886 821.188 723.799
Aircraft Movements (in Routes)
Pergerakan Penumpang (dalam ribuan Pax) -60,5% 35.870 90.779 111.454 105.484 95.175
Passenger Movements (in thousands of Pax)
Pergerakan Kargo (dalam ribuan Ton) -6,2% 712.989 759.923 953.606 816.950 743.337
Cargo Movements (in Tons)
Pergerakan pesawat pada tahun 2020 mencapai Aircraft movements in 2020 reached 411,164 routes
411.164 rute unit didominasi penerbangan domestik dominated by domestic flights by 89.5%. Meanwhile, the
sebesar 89,5%. Sedangkan jumlah pergerakan number of passenger movements in 2020 was 35.87 million
penumpang pada Tahun 2020 sebanyak 35,87 juta passengers, of which 89.2% were domestic passenger
penumpang dimana 89,2% dari jumlah tersebut movements. For cargo movement, 712.99 million kg were
merupakan pergerakan penumpang domestik. Untuk realized, of which 60.0% was the movement of domestic
pergerakan kargo, terealisasi sebesar 712,99 juta kg cargo. Aircraft, passenger and cargo movements in 2020
dimana 60,0% merupakan pergerakan kargo domestik. showed a decrease compared to the previous year, due to
Pergerakan pesawat, arus penumpang dan kargo pada the impact of the COVID-19 pandemic.
tahun 2020 menunjukkan penurunan dibandingkan
tahun sebelumnya, karena adanya dampak pandemi
COVID-19.
Grafik Pergerakan
Pesawat, Penumpang,
dan Kargo 2020 Pesawat Penumpang Kargo
Plane Passenger Cargo
Graph. 2020 Aircraft,
Passenger, and Cargo
Movements
Internasional Domestik
International Domestic

a. Pergerakan Pesawat a. Aircraft Movements
Realisasi pergerakan pesawat pada Tahun 2020 dari Realization of aircraft movements in 2020 from all
seluruh bandara yang dikelola oleh Angkasa Pura II airports managed by Angkasa Pura II amounted to
sebesar 411.164 pergerakan. Pergerakan tersebut 411,164 movements. These movements consist of
terdiri dari 367.966 pergerakan pesawat domestik 367,966 domestic aircraft movements and 43,198
dan 43.198 pergerakan pesawat internasional. international aircraft movements.
Pertumbuhan pergerakan pesawat dari tahun The growth of aircraft movements from 2016 to 2020
2016 hingga tahun 2020 cenderung menurun tends to decline, both the growth of domestic aircraft
baik pertumbuhan pergerakan pesawat domestik movements and the growth of international aircraft
maupun pertumbuhan pergerakan pesawat movements. The decline in 2020 was due to the
internasional. Penurunan di tahun 2020 diakibatkan COVID-19 pandemic. This can be seen in the following
pandemi COVID-19. Hal tersebut dapat terlihat pada aircraft movements graph.
grafik pergerakan pesawat berikut:
Grafik Pergerakan Pesawat Tahun 2016 s.d 2020

Graph. Aircraft Movements 2016 - 2020
700.000 30%
Pergerakan Pesawat 600.000 20%
Domestik 500.000 10%
Domestic Aircraft 0%
400.000
-10%
Movement 300.000
-20%
(Rute Unit | Routes Unit) 200.000 -30%
100.000 -40%
0 -50%
2016 2017 2018 2019 2020
Pergerakkan
Movement 608.649 693.493 721.439 602.588 367.966
Pertumbuhan 17% 14% 4% -16% -39%
Growth
140.000 10%
Pergerakan Pesawat 120.000 0%
Internasional -10%
100.000
-20%
International Aircraft 80.000 -30%
Movement 60.000 -40%
-50%
(Rute Unit | Routes Unit) 40.000
-60%
20.000 -70%
0 -80%
2016 2017 2018 2019 2020
Pergerakkan
Movement 115.150 127.749 135.447 134.052 43.198
Pertumbuhan 1% 11% 6% -1% -68%
Growth
b. Pergerakan Penumpang b. Passenger Movements

Realisasi pergerakan penumpang pada Tahun 2020 Realization of passenger movements in 2020 amounted
sebesar 35.869.972 penumpang yang terdiri dari to 35,869,972 passengers consisting of 31,990,397
31.990.397 penumpang domestik dan 3.879.575 domestic passengers and 3,879,575 international
penumpang internasional. passengers.

Pergerakan penumpang di Tahun 2020 dan Passenger movements in 2020 and the past few years
beberapa tahun ke belakang dapat digambarkan can be illustrated in the following graph:
pada grafik berikut ini:
Grafik Pergerakan Penumpang Tahun 2016 s.d 2020

Graph. Passenger Movements 2016 - 2020
90.000 18%
Pergerakan 80.000 8%
Penumpang 70.000 -2%
Domestik 60.000
-12%
Domestic 50.000
-22%
Passenger 40.000
Movement -32%
30.000
20.000 -42%
(Pax Penumpang | Pax Passengers)
10.000 -52%
0 -62%
2016 2017 2018 2019 2020
Pergerakkan
Movement 79.004.067 87.062.181 91.882.921 71.154.249 31.990.397
Pertumbuhan 15% 10% 6% -23% -55%
Growth
20.000 20%
Pergerakan 18.000
Penumpang 16.000
0%
Internasional 14.000
-20%
International 12.000
Passenger 10.000 -40%
Movement 8.000
-60%
(Pax Penumpang | Pax Passengers) 6.000
4.000
-80%
2.000
0 -100%
2016 2017 2018 2019 2020
Pergerakkan
Movement 16.170.954 18.421.765 19.570.938 19.624.981 3.879.575
Pertumbuhan 4% 14% 6% 0% -80%
Growth
Pergerakan penumpang domestik dan internasional The movements of domestic and international
pada Tahun 2020 mengalami penurunan passengers in 2020 has decreased compared to the
dibandingkan tahun sebelumnya akibat pandemi previous year due to the COVID-19 pandemic.
COVID-19.

c. Pergerakan Kargo c. Cargo Movements
Realisasi pergerakan kargo pada Tahun 2020 Realization of cargo movements in 2020 amounted to
sebesar 712.989 Ton. Realisasi pergerakan kargo 712,989 tons. Realization of domestic cargo movements
domestik pada Tahun 2020 sebesar 427.768 Ton in 2020 amounted to 427,768 tons and international
dan pergerakan kargo internasional pada Tahun cargo movements in 2020 amounted to 285,221 tons.
2020 sebesar 285.221 Ton.
Pertumbuhan pergerakan kargo di bandara yang The growth of cargo movements at airports managed
dikelola oleh Angkasa Pura II dalam kurun waktu 5 by Angkasa Pura II in the last 5 (five) years can be seen
(lima) tahun terakhir dapat terlihat pada grafik di in the graph below:
bawah ini:
Grafik Pergerakan Kargo Tahun 2016 s.d 2020

Graph. Cargo Movements 2016 - 2020
550.000 30%
Pergerakan Kargo 500.000
Domestik 450.000
20%
Domestic Cargo 400.000
10%
Movement 350.000
(Ton | Tonnes) 300.000 0%
250.000
-10%
200.000
150.000
-20%
50.000
0 -30%
2016 2017 2018 2019 2020
Pergerakkan
Movement 405.229 453.349 549.220 406.452 427.768
Pertumbuhan 0% 12% 21% -26% 5%
Growth
450.000 15%
Pergerakan Kargo 400.000 10%
Internasional 350.000 0%
International Cargo 300.000
-5%
Movement 250.000
-10%
(Ton | Tonnes) 200.000
-15%
150.000
50.000 -20%
0 -25%
2016 2017 2018 2019 2020
Pergerakkan
Movement 338.108 363.600 404.387 353.471 285.221
Pertumbuhan 1% 8% 11% -13% -19%
Growth

Tinjauan Operasional per Segmen
Usaha
Operational Review per Business Segment
Penggunaan transportasi udara yang dinilai lebih efektif The use of air transportation is considered to be more
dan efisien dari segi waktu tempuh, mengingat kondisi effective and efficient in terms of travel time, given the
geografis Indonesia sebagai negara kepulauan yang geographic conditions of Indonesia as a vast archipelagic
luas. Hal ini tentu berpengaruh terhadap percepatan country. This certainly affects the acceleration of economic
pertumbuhan ekonomi masyarakat yang lebih dinamis growth in a more dynamic society and has an impact on
dan memberikan dampak terhadap penguatan daya strengthening people’s purchasing power.
beli masyarakat.
DASAR PENETAPAN SEGMEN USAHA BASIC DETERMINATION OF BUSINESS SEGMENTS
Angkasa Pura II hadir untuk melaksanakan dan Angkasa Pura II present to implement and support policies
menunjang kebijakan dan program Pemerintah di bidang and programs of the Government in the economic field and
ekonomi dan pembangunan dalam menyelenggarakan in the development of airport service business and other
usaha jasa kebandarudaraan dan usaha-usaha lain yang businesses related to the appropriate articles of association
terkait sesuai anggaran dasar Perseroan. Dalam rangka of the Company. In order to fulfill the Government’s
memenuhi amanat Pemerintah dan sebagai usaha mandate and as an effort to encourage national economic
mendorong pertumbuhan ekonomi nasional, Angkasa growth, Angkasa Pura II made various efforts as follows:
Pura II melakukan berbagai upaya sebagai berikut:
a. Penyediaan, pengusahaan dan pengembangan a. Provision, operation and development of facilities for
fasilitas untuk kegiatan pelayanan pendaratan, lepas landing, take-off, parking and aircraft storage activities;
landas, parkir dan penyimpanan pesawat udara;
b. Penyediaan, pengusahaan dan pengembangan b. Provision, operation and development of terminal
fasilitas terminal untuk pelayanan angkutan facilities for passenger, cargo and postal transportation
penumpang, kargo dan pos; services;
c. Penyediaan, pengusahaan dan pengembangan c. Provision, operation and development of electronic,
fasilitas elektronika, navigasi, listrik, air dan instalasi navigation, electricity, water and waste disposal
limbah buangan; facilities;
d. Penyediaan jasa pelayanan penerbangan; d. Provision of flight services;
e. Penyediaan lahan untuk bangunan, lapangan, dan e. Provision of land for buildings, fields, and industrial
kawasan industri, serta gedung-gedung bangunan estates, as well as buildings related to the smooth
yang berhubungan dengan kelancaran angkutan operation of air transportation;
udara;
f. Penyediaan jasa konsultasi pendidikan dan pelatihan f. Provision of education and training consulting services
yang berkaitan dengan kebandarudaraan; related to airports;
g. Penyediaan jasa pelayanan yang secara langsung g. Provision of services that directly support flight
menunjang kegiatan penerbangan yang meliputi activities including the provision of aircraft hangars,
penyediaan hanggar pesawat udara, perbengkelan aircraft workshops, warehousing, aircraft catering
pesawat udara, pergudangan, jasa boga pesawat services, technical services for handling aircraft on
udara, jasa pelayanan teknis penanganan pesawat land, passenger and luggage services, cargo handling
udara di darat, jasa pelayanan penumpang dan services and other supporting services that directly
bagasi, jasa penanganan kargo dan jasa penunjang support flight activities;
lainnya yang secara langsung menunjang kegiatan
penerbangan;
h. Penyediaan jasa pelayanan yang secara langsung h. Provision of services that directly or indirectly support
atau tidak langsung menunjang kegiatan bandar airport activities which include lodging / hotel
udara yang meliputi jasa penyediaan penginapan/ services, shop and restaurant provision services,
hotel, jasa penyediaan toko dan restoran, jasa motorized vehicle placement services, aviation-related
penempatan kendaraan bermotor, jasa penyediaan recreational services, aerospace aerospace services,

Tinjauan Operasional per Segmen Usaha
tempat rekreasi yang berhubungan dengan general maintenance services and other services that
penerbangan, pameran dirgantara keudaraan, jasa directly or indirectly support airport activities.
perawatan pada umumnya dan jasa lainnya yang
secara langsung atau tidak langsung menunjang
kegiatan bandar udara.
Perseroan berkedudukan dan berkantor pusat di The Company is domiciled and headquartered at Soekarno-
Bandara Soekarno-Hatta, Tangerang, provinsi Banten. Hatta International Airport, Tangerang, Banten province.
Perseroan hingga tahun 2020 mempunyai 19 kantor Until 2020, the Company has 19 branch offices, each of
cabang yang masing-masing berkedudukan di bandar which is located in the airport managed by the Company
udara (bandara) yang dikelola Perseroan sebagai as follows:
berikut:
1) Bandar Udara Internasional Soekarno-Hatta, 1) Soekarno-Hatta International Airport, Tangerang;
Tangerang;
2) Bandar Udara Halim Perdanakusuma, Jakarta; 2) Halim Perdanakusuma Airport, Jakarta;
3) Bandar Udara Sultan Mahmud Badaruddin II, 3) Sultan Mahmud Badaruddin II Airport, Palembang;
Palembang;
4) Bandar Udara Supadio, Pontianak; 4) Supadio Airport, Pontianak;
5) Bandar Udara Internasional Kualanamu, Deli 5) Kualanamu International Airport, Deli Serdang;
Serdang;
6) Bandar Udara Sultan Syarif Kasim II, Pekanbaru; 6) Sultan Syarif Kasim II Airport, Pekanbaru;
7) Bandar Udara Internasional Minangkabau, Padang 7) Minangkabau International Airport, Padang;
Pariaman;
8) Bandar Udara Internasional Sultan Iskandar Muda, 8) Sultan Iskandar Muda International Airport, Banda
Banda Aceh; Aceh;
9) Bandar Udara Internasional Husein Sastranegara, 9) Husein Sastranegara International Airport, Bandung;
Bandung;
10) Bandar Udara Raja Haji Fisabilillah, Tanjung Pinang; 10) Raja Haji Fisabilillah Airport, Tanjung Pinang;
11) Bandar Udara Sultan Thaha, Jambi; 11) Sultan Thaha Airport, Jambi;
12) Bandar Udara Depati Amir, Pangkal Pinang; 12) Depati Amir Airport, Pangkal Pinang;
13) Bandar Udara Silangit, Siborong-Borong; 13) Silangit Airport, Siborong-Borong;
14) Bandar Udara Banyuwangi, Jawa Timur; 14) Banyuwangi Airport, East Java;
15) Bandar Udara Tjilik Riwut, Palangkalaraya 15) Tjilik Riwut Airport, Palangkaraya;
16) Bandar Udara Internasional H.A.S. Hanandjoeddin 16) H.A.S Hanandjoeddin International Airport
17) Bandar Udara Internasional Kertajati 17) Kertajati International Airport
18) Bandar Udara Internasional Radin Inten II 18) Radin Inten II International Airport
19) Bandar Udara Fatmawati Soekarno 19) Fatmawati Soekarno Airport
KINERJA OPERASI PER SEGMEN USAHA OPERATING PERFORMANCE PER BUSINESS

SEGMENT
Angkasa Pura II telah melaporkan segmen-segmen usaha Angkasa Pura II has reported business segments in
sesuai Penerapan Standar Akuntasi Keuangan (PSAK). accordance with the Implementation of Financial
Usaha Angkasa Pura II dikelompokkan berdasarkan Accounting Standards (FAS). Angkasa Pura II business is
divisi-divisi operasi yaitu aeronautika, non-aeronautika, grouped based on operating divisions, namely aeronautics,
kargo dan lainnya dan kantor cabang. Namun demikian, non-aeronautics, cargo and others and branch offices.
secara umum produksi utama Angkasa Pura II ditopang However, in general, the main production of Angkasa Pura II
oleh produksi segmen usaha jasa aeronautika dan is supported by the production of the aeronautical services
segmen usaha jasa non aeronautika. Segmen Usaha business segment and the non-aeronautical services
Perseroan digambarkan dalam grafik berikut: business segment. The Company’s Business Segments are
depicted in the following graph:

Segment of Business Stream

Segment of Business Stream
1 2 3
Aeronautics Non-Aeronautics Cargo
Aircraft Service Angkasa Pura II Land Rent Angkasa Pura II Angkasa Pura II has capitalized on strategic
Passenger Service develops its business Concession provides services that business opportunity by operating a
Aviobridge in airport services Utility support the airport cargo terminal since 2007. The company
Counter and optimal services Vehicle Parking service business (Non- has formed a strategic business unit
for its customers by Airport Pass Aeronautics business). that manages air cargo services in every
undertaking activities Etc. Airport-related service airport under its management. The
that support airport provided by Angkasa company continues to enhance the quality
services, including: Pura II designated to of its cargo services in all of its airports,
flight arrival and create security, safe among other things by expanding cargo
departure service, and convenience warehouse facilities in order to book
plane placement and aspects for airport growing shipment volume.
parking service, flight service users while in
passenger service, the Airport premises.
air-traffic control These airport-related
service, embarking and services among others
disembarking service, are rental of space,
and counter service. warehouse, land
and other facilities,
concession activities,
vehicle parking, airport
pass and land provision
for building, field and
industry related with
air transportation
continuity.
Segmen Usaha Jasa Aeronautika

Aeronautical Service Business Segment
Usaha Jasa Aeronautika merupakan

bidang usaha kebandarudaraan
yang menyediakan jasa pelayanan
langsung terhadap kegiatan
penerbangan. Pelayanan tersebut
antara lain pelayanan jasa
pendaratan, pelayanan jasa
penumpang, pemakaian Garbarata
(Aviobridge), dan pemakaian konter.
Aeronautical Business is an airport

business field that provides direct
services to aviation activities. These
services include landing services,
passenger services, the use of garbarata
(aviobridge), and the use of counters.

Kinerja Segmen Usaha Jasa Aeronautika Aeronautical Service Business Segment Performance
Produksi Jasa Aeronautika Aeronautical Service Production

Secara umum, realisasi kinerja produksi jasa aeronautika In general, the realization of aeronautical service production
tahun 2020 mengalami penurunan terhadap realisasi performance in 2020 experienced a decrease compared
kinerja produksi jasa aeronautika tahun 2019 maupun to the realization of aeronautical service production
terhadap target yang ditetapkan pada tahun berjalan, performance in 2019 and against the targets set in the
hal ini dikarenakan adanya pandemi COVID-19. Capaian current year, this was due to the COVID-19 pandemic. The
produksi aeronautika perusahaan pada Tahun 2020 Company’s aeronautical production achievements in 2020
dapat dilihat pada tabel berikut ini: can be seen in the following table:
Tabel Produksi Segmen Usaha Jasa Aeronautika

Table. Aeronautical Service Business Segment Production
Realisasi RKAP Pertumbuhan

Realization Revisi Realisasi Growth Capaian
Uraian Satuan 2020 2020 2020
Description Unit 2020 2020 2020
2018 2019 Revised Realization 2019-2018 2020-2019 Achievement
RKAP
Pelayanan Pendaratan
Landing Services
Domestik | Domestic Ton 25.177.226 2.258.264 12.288.425 12.619.086 -19,5% -37,7% 102,7%
Internasional | International Ton 9.102.506 9.055.959 3.832.113 3.548.195 -0,5% -60,8% 92,6%
Jumlah | Total Ton 34.279.732 29.314.223 16.120.538 16.167.281 -14,5% -44,8% 100,3%
Pelayanan Penempatan
Placement Services
Domestik | Domestic Ton 16.336.968 16.802.314 19.092.158 14.601.882 2,8% -13,1% 76,5%
Internasional | International Ton 7.276.022 7.497.591 4.587.576 4.149.123 3,0% -44,7% 90,4%
Jumlah | Total Ton 23.612.990 24.299.905 23.679.733 18.751.005 2,9% -22,8% 79,2%
Pelayanan Parking Surcharge
Surcharge Parking Services
Domestik | Domestic Ton 29.540.856 35.097.651 64.393.419 48.933.851 18.8% 39,4% 76,0%
Internasional | International Ton 13.709.177 16.639.432 21.972.036 14.587.948 21,4% -12,3% 66,4%
Jumlah | Total Ton 43.250.033 51.737.083 86.365.455 63.521.799 19,6% 22,8% 73,6%
Pelayanan Penumpang
Passenger Services
Domestik | Domestic Pax 41.732.202 32.436.991 12,162,495 14.178.522 -22,3% -56,3% 116,6%
Internasional | International Pax 9.841.921 10.064.262 2.327.190 1.888.671 2,3% -81,2% 81,2%
Jumlah | Total Pax 51.574.123 42.501.253 14.489.684 16.067.193 -17,6% -62,2% 110,9%
Pemakaian Aviobridge
Aviobridge Usage
Domestik | Domestic Pes 388.852 321.675 135.151 194.486 -17,3% -39,5% 143,9%
Internasional | International Pes 106.503 104.233 30.365 31.426 -2,1% -69,9% 103,5%
Jumlah | Total Pes 495.355 425.908 165.516 225.912 -14,0% -47,0% 136,5%
Pemakaian Konter
Counter Usage
Domestik | Domestic Pax 46.390.157 35.622.909 13.451.452 16.069.973 -23,2% -54,9% 119,5%
Internasional | International Pax 9.878.171 10.142.794 2.362.374 1.925.275 2,7% -81,0% 81,5%
Jumlah | Total Pax 56.268.328 45.765.703 15.813.827 17.995.248 -18,7% -60,7% 113,8%

a. Pelayanan Pendaratan a. Landing Services

Kinerja pelayanan pendaratan tahun 2020 The landing services performance in 2020 experienced
mengalami penurunan sebesar 44,8% dibandingkan a decrease of 44.8% compared to the landing services
kinerja pelayanan pendaratan tahun sebelumnya. performance in the previous year. However, the Revised
Namun terhadap target RKAP Revisi untuk pelayanan RKAP target for landing services was achieved by
pendaratan tercapai 100,3%. 100.3%.
Pelayanan pendaratan domestik tercapai 102,7% Domestic landing services achieved 102.7% of the
dari RKAP Revisi, realisasi produksi tercapai Revised RKAP, production realization was achieved due
dikarenakan adanya peningkatan penerbangan to an increase in domestic flights and the international
domestik dan pelayanan pendaratan internasional landing service reached 92.6% of the Revised RKAP due
tercapai 92,6% dari RKAP Revisi dikarenakan to the impact of the enactment of the Minister of Law &
dampak pemberlakuan Peraturan Menteri Hukum Human Rights Regulation No. 11 of 2020 on Temporary
& HAM Nomor 11 Tahun 2020 perihal Pelarangan Ban for Foreigners to Enter Indonesian Territory (in
Sementara Orang Asing masuk Wilayah Negara effect since March 31, 2020), closure of Umrah and
Republik Indonesia (yang berlaku sejak 31 Maret Hajj flights and the COVID-19 Task Force Circular Letter
2020), penutupan penerbangan Umroh dan Haji on Health Protocols for Travelers During the COVID-19
serta Surat Edaran Gugus Tugas COVID-19 tentang Pandemic.
Protokol Kesehatan Perjalanan Orang Selama
Pandemi COVID-19.
Pelayanan Pendaratan (dalam ton)

Landing Services (in ton)
2020 16.167.281
2019 29.314.223
b. Pelayanan Penempatan b. Placement Services

Kinerja pelayanan penempatan tahun 2020 The placement services performance in 2020
mengalami penurunan sebesar 22,8% dibandingkan experienced a decrease by 22.8% compared to the
kinerja pelayanan penempatan tahun sebelumnya. placement services performance in the previous year.
Sedangkan terhadap target RKAP Revisi pelayanan Meanwhile, the Revised RKAP target for placement
penempatan tercapai 79,2%. services was achieved by 79.2%.
Pelayanan penempatan domestik tercapai 76,5% Domestic placement services achieved 76.5% of the
dari RKAP Revisi dan pelayanan penempatan Revised RKAP and international placement services
internasional tercapai 90,4% dari RKAP Revisi. achieved 90.4% of the Revised RKAP. The realization
Realisasi produksi tidak tercapai dikarenakan of production was not achieved because the aircraft
pesawat sudah mulai mengurangi waktu had begun to reduce aircraft placement time and the
penempatan pesawat udaranya serta pemberlakuan enactment of cut-off for aircraft placement billing in all
cut off untuk penagihan penempatan pesawat udara Branch Offices since May 2020.
di seluruh Kantor Cabang sejak Mei 2020.
Pelayanan Penempatan (dalam ton)

Placement Services (in ton)
2020 18.751.005
2019 24.299.905

c. Pelayanan Parking Surcharge c. Surcharge Parking Services
Kinerja pelayanan parking surcharge tahun 2020 The surcharge parking services performance in 2020
mengalami kenaikan sebesar 22,8% dibandingkan increased by 22.8% compared to the surcharge parking
kinerja pelayanan parking surcharge tahun services performance in the previous year. Meanwhile,
sebelumnya. Sedangkan terhadap target RKAP the Revised RKAP target for surcharge parking services
Revisi pelayanan parking surcharge tercapai 73,6%. was achieved by 73.6%.
Pelayanan parking surcharge domestik tercapai Domestic surcharge parking services reached 76.0% of
76,0% dari RKAP Revisi dan pelayanan parking the Revised RKAP and international surcharge parking
surcharge internasional tercapai 66,4% dari RKAP services reached 66.4% of the Revised RKAP. This was
Revisi. Hal ini dikarenakan ground time airlines due to the decreasing airlines ground time and the
menurun serta pemberlakuan cut off untuk implementation of cut-offs for aircraft surcharge
penagihan parking surcharge pesawat udara di parking in all Branch Offices since May 2020.
seluruh Kantor Cabang sejak Mei 2020.
Pelayanan Parking Surcharge (dalam ton)

Surcharge Parking Services (in ton)
2020 63.521.799
2019 51.737.083
d. Pelayanan Penumpang d. Passenger Services

Kinerja pelayanan penumpang tahun 2020 The passenger services performance in 2020 decreased
mengalami penurunan sebesar 62,2% dibandingkan by 62.2% compared to the passenger services
kinerja pelayanan penumpang tahun sebelumnya. performance in the previous year. However, the Revised
Namun terhadap target RKAP Revisi pelayanan RKAP target for passenger services was achieved by
penumpang tercapai 110,9%. 110.9%.
Pelayanan penumpang domestik tercapai Domestic passenger services achieved 116.6% of the
116,6% dari RKAP Revisi sedangkan pelayanan Revised RKAP while international passenger services
penumpang internasional tercapai 81,2% dari RKAP achieved 81.2% of the Revised RKAP due to restrictions
Revisi dikarenakan masih adanya pembatasan on international flights according to Minister of Law &
penerbangan internasional sesuai Permenkumham Human Rights Regulation (Permenkumham) 11/2020.
11 Tahun 2020.
Pelayanan Penumpang (dalam pax)

Passenger Services (in pax)
2020 16.067.193
2019 42.501.253

e. Pemakaian Garbarata (Aviobridge) e. Garbarata (Aviobridge) Usage

Kinerja pelayanan garbarata tahun 2020 mengalami The aviobridge service performance in 2020 decreased
penurunan sebesar 47,0% dibandingkan kinerja by 47.0% compared to the aviobridge service
pelayanan garbarata tahun sebelumnya. Namun performance in the previous year. However, the target
terhadap target RKAP Revisi pelayanan garbarata of the Revised RKAP for aviobridge service achieved by
tercapai 136,5%. 136.5%.
Pemakaian aviobridge domestik tercapai 143,9% dari The domestic aviobridge usage achieved 143.9% of
RKAP Revisi dan pemakaian aviobridge internasional the Revised RKAP and the international aviobridge
tercapai 103,5% dari RKAP Revisi. Realisasi produksi usage reached 103.5% of the Revised RKAP. Production
tercapai dikarenakan penggunaan garbarata yang realization was achieved due to the increased use of
meningkat. aviobridge.
Pemakaian Garbarata (Aviobridge) (dalam Pes)

Garbarata (Aviobridge) Usage (in Pes)
2020 225.912
2019 425.908
f. Pemakaian Konter f. Counter Usage

Kinerja pemakaian konter tahun 2020 mengalami The counter usage performance in 2020 decreased by
penurunan sebesar 60,7% dibandingkan kinerja 60.7% compared to the counter usage performance in
pemakaian konter tahun sebelumnya. Namun the previous year. However, the Revised RKAP target for
terhadap target RKAP Revisi pemakaian konter counter usage achieved by 113.8%.
tercapai 113,8%.
Pemakaian konter domestik tercapai 119,5% The domestic counter usage reached 119.5% of the
dari RKAP Revisi sedangkan pemakaian konter Revised RKAP, while the international counter usage
internasional tercapai 81,5% dari RKAP Revisi, seiring reached 81.5% of the Revised RKAP, in line with the
dengan tercapainya PJP2U. achievement of PJP2U.
Pemakaian Konter (dalam Pax)

Counter Usage (in Pax)
2020 17.995.248
2019 45.765.703

Pendapatan Usaha Jasa Aeronautika Aeronautical Service Revenues
Realisasi pendapatan aeronautika Tahun 2020 sebesar Realization of aeronautical revenues in 2020 amounted
Rp2,17 triliun atau terealisasi 98,9% dari RKAP Revisi to Rp2.17 trillion or 98.9% of the Revised RKAP of Rp2.19
sebesar Rp2,19 triliun. Apabila dibandingkan dengan trillion. When compared with the realization of aeronautical
realisasi pendapatan aeronautika Tahun 2019, revenues in 2019, aeronautical revenues decreased by
pendapatan aeronautika menurun sebesar 62,3%. 62.3%. Realization of aeronautical revenues in 2020 can be
Realisasi pendapatan aeronautika pada tahun 2020, seen in the following table:
dapat dilihat pada tabel berikut ini:
Pendapatan Usaha Jasa Aeronautika (dalam Jutaan Rupiah)

Aeronautical Service Revenues (in million Rupiah)
Realisasi Pertumbuhan
2020 RKAP
2018 Realisasi Realisasi Growth
Revisi
Uraian Restated 2019 2020 Pencapaian
2020
Description 2018 2019 2020 Achievement
Revised 2019-2018 2020-2019
Restated Realization Realization
RKAP
Realization
Pendapatan Aeronautika
Aeronautical Revenues
Pelayanan Pendaratan 230.905 197.714 224.376 174.658 -14,4% -11,7% 77,8%
Domestik
Domestic Landing Services
Pelayanan Penumpang 2.630.236 2.291.930 876.656 1.028.646 -12,9% -55,1% 117,3%
Domestik
Domestic Passenger Services
Pemakaian Aviobridge 107.528 90.350 40.055 56.317 -16,0% -37,7% 140,6%
Domestik
Domestic Aviobridge Usage
Pemakaian Konter Domestik 207.112 143.600 53.706 61.849 -30,7% -56,9% 115,2%
Domestic Counter Usage
Pelayanan Pendaratan 882.236 888.531 455.108 394.919 0,7% -55,6% 86,8%
Internasional
International Landing Services
Pelayanan Penumpang 1.618.902 1.818.476 442.582 351.695 12,3% -80,7% 79,5%
Internasional
International Passenger Services
Pemakaian Aviobridge 178.972 185.012 67.988 75.654 3,4% -59,1% 111,3%
Internasional
International Aviobridge Usage
Pemakaian Konter 153.989 143.961 34.395 27.461 -6,5% -80,9% 79,8%
Internasional
International Counter Usage
Jumlah Pendapatan 6.009.880 5.759.575 2.194.865 2.171.199 -4,2% -62,3% 98,9%
Aeronautika
Total Aeronautical Revenues
Profitabilitas Jasa Aeronautika Aeronautical Service Profitability

Pada tahun 2020, terdapat rugi segmen jasa aeronautika In 2020, there was a loss in the aeronautical service segment
mencapai Rp2,27 triliun, menurun dibandingkan of Rp2.27 trillion, a decrease compared to the profit of the
perolehan laba segmen jasa aeronautika tahun 2019 aeronautical service segment in 2019 of Rp641.18 billion.
sebesar Rp641,18 miliar.

Segmen Usaha Jasa Non-Aeronautika dan Groundhandling

Non-Aeronautical and Groundhandling Service Business Segment
Usaha non aeronautika dan

groundhandling merupakan
bidang usaha kebandarudaraan
yang menyediakan pelayanan
jasa penunjang penerbangan.
Beberapa jenis pendapatan dari non
aeronautika dan groundhandling
diantaranya, sewa ruang, sewa
gudang, sewa tanah, sewa tanah
diperkeras, reklame, konsesi,
throughput fee, parkir kendaraan,
utilities dan groundhandling.
Non-aeronautical and groundhandling

businesses are the airport business
fields that provide flight support
services. Several types of income from
non-aeronautical and groundhandling
include space rental, warehouse rental,
land rental, hardened land rental,
billboards, concessions, throughput
fees, vehicle parking, utilities, and
groundhandling.
Kinerja Segmen Usaha Jasa Non-Aeronautika dan Non-Aeronautical And Groundhandling Service Business
Groundhandling Segment Performance
Produksi Jasa Non Aeronautika dan Groundhandling Non-Aeronautical and Groundhandling Service
Production
Secara umum, realisasi kinerja produksi jasa In general, the realization of non-aeronautical and
non aeronautika dan groundhandling tahun 2020 groundhandling service production performance in 2020
menunjukkan penurunan seiring dengan penurunan showed a decrease in line with the decrease in aeronautical
produksi aeronautika terhadap realisasi kinerja production towards the realization of non-aeronautical
produksi jasa non aeronautika tahun 2019. Capaian service production performance in 2019. Non-aeronautical
produksi non aeronautika dan groundhandling pada and groundhandling production achievements in 2020 can
Tahun 2020 dapat dilihat sebagaimana tabel berikut: be seen in the following table:
Tabel Produksi Segmen Usaha Jasa Non Aeronautika dan Groundhandling

Table. Non-Aeronautical and Groundhandling Service Business Segment Production
Realisasi RKAP Revisi Realisasi Pertumbuhan Capaian

Uraian Satuan Realization 2020 2020 Growth 2020
Description Unit 2020 Revised 2020 2020
2018 2019 RKAP Realization 2019-2018 2020-2019 Achievement
Sewa-sewa
Lease
Sewa Ruang M2 1.534.301 1.324.374 773.833 1.080.698 -13,7% -18,4% 139,7%
Space Rental
Inter Sewa Gudang M2 784.081 114.170 110.910 102.226 -85,4% -10,5% 92,2%
Warehouse Rental

Realisasi RKAP Revisi Realisasi Pertumbuhan Capaian
Uraian Satuan Realization 2020 2020 Growth 2020
Description Unit 2020 Revised 2020 2020
2018 2019 RKAP Realization 2019-2018 2020-2019 Achievement
Sewa Tanah M2 20.946.727 21.407.284 19.487.034 21.281.929 2,2% -0,6% 109,2%

Land Rental
Sewa Tanah Diperkeras M2 1.302.297 1.225.196 674.487 855.362 -5,9% -30,2% 126,8%
Hardened Land Rental
Reklame M2 98.558 147.057 183.357 181.322 49,2% 23,3% 98,9%
Billboard
Konsesi Rp Juta 14.412.383 15.495.352 6.853.904 10.495.499 7,5% -32,3% 153,1%
Concession Rp Million
Throughput Fee Ribu Ltr 5.182.770 4.822.459 2.603.648 2.521.382 -7,0% -47,7% 96,8%
Throughput Fee Thousand Ltr
Parkir Kendaraan
Vehicle Parking
Parkir Mobil Jam 62.560.992 54.862.875 28.778.891 23.196.918 -12,3% -57,7% 80,6%
Car Parking Hour
Parkir Motor Jam 54.411.030 41.572.329 35.928.714 28.927.943 -23,6% -30,4% 80,5%
Motorcycle Parking Hour
Utilitas
Utilities
Sewa Listrik Kwh 83.819.974 85.022.379 45.768.039 58.349.373 1,4% -31,4% 127,5%
Electricity Rental
Sewa Air M2 1.598.538 1.756.045 1.010.716 1.330.792 9,9% -24,2% 131,7%
Water Lease
Sewa Telepon Pes 2.985 2.606 2.905 2.593 -12,7% -0,5% 89.3%
Phone Rental
Pencapaian produksi non aeronautika dan The achievements of non-aeronautical and groundhandling
groundhandling selama tahun 2020 adalah sebagai production during 2020 are as follows:
berikut:
1) Realisasi produksi sewa ruang Tahun 2020 sebesar 1) Realization of space rental production in 2020
1.080.698 m², turun sebesar 18,4% dibandingkan amounted to 1,080,698 m², a decrease of 18.4%
dengan realisasi pada tahun sebelumnya. Namun compared to the realization in the previous year.
terhadap dari RKAP Revisi tercapai 139,7%, hal ini However, the Revised RKAP reached 139.7%, this was
dikarenakan jumlah tenant yang mempertahankan due to the number of tenants who maintained their
usaha lebih baik dari yang diperkirakan pada business better than expected at the time of preparing
saat penyusunan revisi, sebagai dampak positif the revision, as a positive impact of effective commercial
dari kebijakan komersial yang efektif (customer policies (customer retention).
retention).
2) Realisasi produksi sewa gudang Tahun 2020 sebesar 2) Realization of warehouse rental production in 2020
102.226 m², turun sebesar 10,5% dibandingkan amounted to 102,226 m², a decrease of 10.5% compared
dengan realisasi pada tahun sebelumnya. to the realization in the previous year. Meanwhile, the
Sedangkan terhadap dari RKAP Revisi tercapai atau Revised RKAP reached 92.2%.
92,2%.
3) Realisasi produksi sewa tanah turun sebesar 3) Realization of land rental production decreased by
0,6% dibandingkan dengan realisasi pada tahun 0.6% compared to the realization in the previous year.
sebelumnya. Namun terhadap dari RKAP Revisi However, the Revised RKAP reached 109.2%.
tercapai 109,2%.
4) Realisasi produksi sewa tanah diperkeras turun 4) Realization of hardened land rental production
sebesar 30,2% dibandingkan dengan realisasi pada decreased by 30.2% compared to the realization in
tahun sebelumnya. Namun terhadap dari RKAP the previous year. However, the Revised RKAP reached
Revisi tercapai 126,8%. 126.8%.

5) Realisasi produksi sewa reklame naik sebesar 5) Realization of billboard rental production increased by
23,3% dibandingkan dengan realisasi pada tahun 23.3% compared to the realization in the previous year.
sebelumnya. Sedangkan terhadap dari RKAP Revisi Meanwhile, the Revised RKAP reached 98.9%, this was
tercapai 98,9%, hal ini karena ada pengembalian titik due to a return on the billboard point from the closing
reklame akibat penutupan T1 CGK. of the T1 of CGK.
6) Realisasi produksi konsesi Tahun 2020 sebesar Rp 6) Realization of concession production in 2020 amounted
10,495 triliun, turun sebesar 32,3% dibandingkan to Rp10.495 trillion, a decrease of 32.3% compared
dengan realisasi pada tahun sebelumnya. Namun to the realization in the previous year. However, the
terhadap dari RKAP Revisi tercapai tercapai 153,1%, Revised RKAP reached 153.1%, this was in line with the
hal ini seiring dengan capaian sewa ruang dan achievement of space rental and the number of tenant
jumlah sales tenant lebih baik yang diperkirakan. sales that was better than estimated.
7) Realisasi produksi throughput fee turun sebesar 7) Realization of throughput fee production decreased
47,7% dibandingkan dengan realisasi pada tahun by 47.7% compared to the realization in the previous
sebelumnya. Sedangkan terhadap dari RKAP Revisi year. Meanwhile, 96.8% of the Revised RKAP was
tercapai 96,8%, hal ini dikarenakan realisasi jumlah achieved, this was due to the realization of total aircraft
pergerakan pesawat lebih rendah dari asumsi movements that was lower than the assumptions
yang digunakan dalam perhitungan RKAP Revisi used in the calculation of the Revised RKAP (especially
(khususnya internasional), sehingga realisasi jumlah international), so that the realization of the total use
pemakaian Aviation Fuel lebih rendah dari target of Aviation Fuel was lower than the 2020 Revised RKAP
RKAP Revisi 2020. target.
8) Parkir mobil turun sebesar 57,7% dibandingkan 8) Car parking decreased by 57.7% compared to the
dengan realisasi pada tahun sebelumnya, sedangkan realization in the previous year, while the Revised
terhadap dari RKAP Revisi tercapai 80,6%. Adapun RKAP reached 80.6%. Meanwhile, motorcycle parking
parkir motor turun sebesar 30,4% dibandingkan decreased by 30.4% compared to the realization in the
dengan realisasi pada tahun sebelumnya, sedangkan previous year, while the Revised RKAP reached 80.5%.
terhadap dari RKAP Revisi tercapai 80,5%. Hal ini This was due to the reduced number of parking service
dikarenakan berkurangnya pengguna jasa parkir users, both passengers and airport employees.
baik penumpang maupun karyawan bandara. 9) Realization of electricity rental production decreased by
9) Realisasi produksi sewa listrik turun sebesar 31.4% compared to the realization in the previous year,
31,4% dibandingkan dengan realisasi pada tahun while the Revised RKAP reached 127.5%. Meanwhile,
sebelumnya, sedangkan terhadap dari RKAP Revisi water lease decreased by 24.2% compared to the
tercapai 127,5%. Adapun sewa air turun sebesar realization in the previous year, while the Revised RKAP
24,2% dibandingkan dengan realisasi pada tahun reached 131.7%. This was in line with the achievement
sebelumnya, sedangkan terhadap dari RKAP Revisi of space rental and the amount of utility usage by
tercapai 131,7%. Hal ini seiring dengan capaian sewa business partners which was higher than expected,
ruang dan jumlah pemakaian utilitas oleh mitra while the realization of phone rental was 89.3% of the
usaha lebih tinggi dari yang diperkirakan, sedangkan Revised RKAP
sewa telepon terealisasi 89,3% dari RKAP Revisi
Pendapatan Usaha Jasa Non Aeronautika dan Non-Aeronautical and Groundhandling Service
Groundhandling Revenues
Realisasi pendapatan non aeronautika dan Realization of non-aeronautical and groundhandling
groundhandling Tahun 2020 mengalami penurunan revenues in 2020 decreased by 33.0% when compared to
sebesar 33,0% jika dibandingkan dengan realisasi the realization of non-aeronautical and groundhandling
pendapatan non aeronautika dan groundhandling pada revenues in 2019. Realization of non-aeronautical and
Tahun 2019. Realisasi pendapatan non aeronautika dan groundhandling revenues in 2020 can be seen in the table
groundhandling Tahun 2020, dapat dilihat pada tabel di below:
bawah ini:

Pendapatan Usaha Jasa Non Aeronautika (dalam Jutaan Rupiah)
Non-Aeronautical Service Revenues (in million Rupiah)
Realisasi Pertumbuhan
Realisasi RKAP 2020 Realisasi
2018 Growth
Uraian 2019 Revisi 2020 Pencapaian
Restated
Description 2019 2020 Revised 2020 Achievement
2018 Restated 2019-2018 2020-2019
Realization RKAP Realization
Realization
Sewa Ruangan & Gudang 545.920 533.350 242.839 385.546 -2,3% -27,7% 158,8%
Space & Warehouse Rental
Sewa Tanah & Tanah 101.285 135.537 122.853 129.465 33,8% -4,5% 105,4%
Diperkeras
Land & Hardened Land Rental
Reklame 254.093 295.275 270.706 278.446 16,2% -5,7% 102,9%
Konsesi & Thoughput Fee 1.485.051 1.520.077 623.834 1.017.724 2,4% -33,0% 163,1%
Concession & Thoughput Fee
Parkir Mobil & Motor 234.240 183.212 85.864 96.465 -21,8% -47,3% 112,3%
Car & Motorcycle Parking
Utilitas 239.487 237.488 124.977 235.656 -0,8% -0,8% 188,6%
Utilities
Non Aernautika lainnya 253.482 385.666 709.450 265.036 52,1% -31,3% 37,4%
Other Non-Aeronautical
Groundhandling & AHAN 1.400.340 1.329.613 499.153 686.911 -5,1% -48,3% 137,6%
Groundhandling & AHAN
Jumlah 4.513.898 4.620.218 2.679.677 3.095.250 2,4% -33,0% 115,5%
Total
Profitabilitas Jasa Non Aeronautika dan Non-Aeronautical and Groundhandling Service

Groundhandling Profitability
Pada tahun 2020, Laba segmen jasa non aeronautika dan In 2020, profit for the non-aeronautical and groundhandling
groundhandling mencapai Rp601,04 miliar, menurun service segment reached Rp601.04 billion, decreased by
sebesar Rp772,51 miliar atau 56,2% terhadap laba (rugi) Rp772.51 billion or 56.2% of the profit (loss) for the non-
segmen jasa non aeronautika dan groundhandling aeronautical and groundhandling service segment in 2019
tahun 2019 sebesar Rp1,37 triliun. amounted to Rp1.37 trillion.
Laba Jasa Non Aeronautika dan Groundhandling (dalam Rp miliar)

Profit of Non-Aeronautical and Groundhandling Service (in billion Rp)
2020 601,04
2019 1.373,54

Segmen Usaha Jasa Kargo

Cargo Service Business Segment
Usaha jasa kargo merupakan

salah satu segmen bidang
usaha kebandarudaraan yang
menyediakan pelayanan jasa
kegiatan kargo bandara baik dengan
tujuan domestik maupun untuk
tujuan internasional.
The cargo service business is one

segment of the airport business sector
that provides airport cargo services
for both domestic and international
destinations.
Kinerja Segmen Usaha Jasa Kargo Cargo Service Business Segment Performance
Produksi Jasa Kargo Cargo Service Production

Secara umum, realisasi kinerja produksi jasa kargo In general, the realization of cargo service production
tahun 2020 menunjukkan penurunan. Realisasi performance in 2020 showed a decline. Realization of cargo
produksi jasa kargo terealisasi 652.741 ton, turun 17,2% service production was 652,741 tons, down 17.2% from the
dari realisasi produksi jasa kargo tahun sebelumnya previous year’s cargo service production of 788,331 tons,
sebanyak 788.331 ton, sedangkan terhadap target 2020 while the 2020 target was 631,898 or reached 103.3%.
sebanyak 631.898 tercapai 103,3%.
Produksi Jasa Kargo (dalam Ton)

Cargo Service Production (in Ton)
Realisasi | Realization
2020 652,741
2019 788.331
2018 980.878

Pendapatan Usaha Segmen Jasa Kargo Cargo Service Segment Revenues
Pendapatan usaha segmen jasa kargo tahun 2020 Cargo service segment revenues in 2020 reached Rp577.28
mencapai Rp577,28 miliar, turun sebesar 18,1% billion, a decrease of 18.1% of the cargo service segment
terhadap pendapatan usaha segmen jasa kargo tahun revenues in 2019 of Rp704.44 billion. Cargo service
2019 sebesar Rp704,44 miliar. Pendapatan usaha segment revenues contributed 9.9% to the Company’s total
segmen jasa kargo memberikan kontribusi terhadap operating revenues.
total pendapatan usaha Perseroan sebesar 9,9%.
Pendapatan Jasa Kargo (dalam miliar Rupiah)

Cargo Service Revenues (in billion Rupiah)
2020 577,28
2019 704,44
2018 669,53
Profitabilitas Jasa Kargo Cargo Service Profitability

Pada tahun 2020, Laba segmen jasa kargo mencapai In 2020, the cargo service segment profit reached Rp316.59
Rp316,59 miliar, menurun sebesar 12,6% terhadap billion, a decrease of 12.6% against the cargo service
laba segmen jasa kargo tahun 2019 sebesar Rp362,24 segment profit in 2019 of Rp362.24 billion. Profits from the
miliar. Laba segmen usaha jasa kargo termasuk yang cargo service business segment are among those that make
memberikan kontribusi positif bagi kinerja perusahaan. a positive contribution to the Company’s performance.
Laba Jasa Kargo (dalam miliar Rupiah)

Cargo Service Profit (in billion Rupiah)
2020 316,59
2019 362,24

Kinerja Anak Usaha

Performance of Subsidiaries
Angkasa Pura II menjalankan bisnis kebandarudaraan Angkasa Pura II runs an airport business which will now
yang saat ini akan mengembangkan jasa layanannya develop its services to the non-organic business sector.
ke sektor bisnis non-organik. Strategi pertumbuhan The optimal growth and business expansion strategy
dan ekspansi bisnis yang optimal diharapkan dapat is expected to increase the value of revenue for the
meningkatkan nilai pendapatan bagi korporasi secara corporation as a whole. One form of corporate business
keseluruhan. Salah satu bentuk upaya pengembangan development efforts is through the establishment of a
bisnis korporasi adalah melalui pembentukan anak subsidiary, to manage business lines that were previously
usaha, untuk mengelola lini bisnis yang sebelumnya cooperated with business partners, with a better level of
dikerjasamakan dengan mitra usaha, dengan tingkat service, speed, and business adaptation from the parent.
layanan, kecepatan, dan adaptasi bisnis yang lebih The business portfolio currently managed by a subsidiary
baik dari induk. Portofolio bisnis yang saat ini dikelola includes passenger services; digital services; facility
oleh anak usaha meliputi passenger services; digital services; and aviation security by PT Angkasa Pura Solusi
services; facility services; dan aviation security oleh (APS), a cargo service provider; logistics integrated system
PT Angkasa Pura Solusi (APS), cargo service provider; provider; and managed logistics service provider by PT
logistic integrated system provider; dan managed Angkasa Pura Kargo (APK), and property development and
logistics service provider oleh PT Angkasa Pura Kargo investment; property management services; by PT Angkasa
(APK), dan property development and investment; Pura Propertindo (APP).
property management services; oleh PT Angkasa Pura
Propertindo (APP).
Kinerja Anak Perusahaan di tahun 2020 dapat terlihat The performance of Subsidiaries in 2020 can be seen in
pada rekap Laba rugi Anak Usaha pada tabel berikut: the recapitulation of Subsidiary’s income statement in the
following table:
Tabel Laba Rugi setelah Pajak Anak Perusahaan (dalam miliar Rupiah)
Table. Profit (Loss) After Tax of Subsidiaries (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
PT Angkasa Pura Solusi (APS) 29,92 168,33 -138,42 -82,2%
PT Angkasa Pura Kargo (APK) 65,85 55,48 10,37 18,7%
PT Angkasa Pura Propertindo (APP) -4,12 3,46 -7,58 -219,0%
PT Angkasa Pura Aviasi (APA) 4,31 -3,79 8,10 213,5%
PT Gapura Angkasa -119,23 -18,33 -100,90 -550,5%

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Tinjauan Keuangan
Financial Review
Uraian mengenai kinerja keuangan ini disusun The description of the financial performance is prepared
berdasarkan Laporan Keuangan Perusahaan yang based on the Company’s Financial Statements which are
disajikan sesuai dengan prinsip-prinsip akuntansi presented in accordance with generally accepted financial
keuangan yang berlaku umum di Indonesia (PSAK) accounting principles in Indonesia (PSAK) for the year
untuk tahun yang berakhir pada tanggal 31 Desember ended December 31, 2020. The financial statements have
2020. Laporan keuangan tersebut telah diaudit oleh been audited by a Public Accountant Office: Purwantono,
Kantor Akuntan Publik: Purwantono, Sungkoro & Surja Sungkoro & Surja (a member firm of Ernst & Young Global
(a member firm of Ernst & Young Global Limited) dan Limited) and Public Accountant: Said Amru, CPA. with the
Akuntan Publik: Said Amru, CPA. dengan opini bahwa opinion that the attached financial statements present
laporan keuangan terlampir menyajikan secara wajar, fairly, in all material respects, the consolidated financial
dalam segala hal yang material, posisi keuangan position of PT Angkasa Pura II (Persero) and its subsidiaries
konsolidasian PT Angkasa Pura II (Persero) dan entitas as of December 31, 2020, and the consolidated financial
anaknya tanggal 31 Desember 2020, serta kinerja performance and cash flows for the year ended on that
keuangan dan arus kas konsolidasiannya untuk tahun date, in accordance with Financial Accounting Standards in
yang berakhir pada tanggal tersebut, sesuai dengan Indonesia.
Standar Akuntansi Keuangan di Indonesia.
Bahasan kinerja keuangan Angkasa Pura II, disampaikan The discussion of Angkasa Pura II’s financial performance
dengan memperhatikan penjelasan pada catatan is delivered with due regard to the explanation in the
Laporan Keuangan Konsolidasi dari pihak eksternal Consolidated Financial Statement notes from the external
auditor tersebut sebagai bagian yang tidak terpisahkan auditor as an inseparable part of this annual report.
dari Laporan tahunan ini.
Bahasan serta analisis tentang kondisi keuangan ini This discussion and analysis of financial conditions is
disajikan dalam empat bagian sebagai berikut: presented in four sections as follows:
1. Kinerja posisi keuangan konsolidasian; 1. Consolidated financial position performance;
2. Kinerja laba rugi dan penghasilan komprehensif lain 2. Consolidated profit or loss and other comprehensive
konsolidasian; income performance;
3. Kinerja arus kas konsolidasian; 3. Consolidated cash flows performance;
4. Kinerja rasio keuangan. 4. Financial ratios performance.
Tahun 2020, Kinerja keuangan Angkasa Pura II masih In 2020, Angkasa Pura II’s financial performance was
terkendali. Hal ini terlihat dari adanya peningkatan still under control. This can be seen from an increase
kinerja baik dari sisi laporan posisi keuangan maupun in performance both in terms of the statement of
laporan laba rugi dan penghasilan komprehensif financial position and the statement of profit or loss and
perusahaan. Dari sisi laporan posisi keuangan, aset comprehensive income of the Company. In terms of the
perusahaan mencapai Rp44,44 triliun, tumbuh sebesar statement of financial position, the Company’s assets
1,0%, sedangkan ekuitas perusahaan mencapai Rp21,32 reached Rp44.44 trillion, a growth of 11.9%, while the
triliun, menurun sebesar 12,8%. Company’s equity reached Rp21.32 trillion, grew by 2.0%.
Pada sisi laporan laba rugi dan penghasilan On the side of the Company’s statement of profit or loss
komprehensif Perusahaan, pendapatan usaha and comprehensive income, operating revenues reached
mencapai Rp5,84 triliun, turun sebesar 47,3%. Rugi Rp5.84 trillion, a decrease of 47.3%. Loss for the year
tahun berjalan mencapai Rp2,50 triliun, turun sebesar reached Rp2.43 trillion, decreased by 347.9%, while the
347,9%, adapun Rugi komprehensif tahun berjalan comprehensive loss for the year reached Rp3.01 trillion,
mencapai Rp3,01 triliun, turun sebesar 427,3% decreased by 427.3%

LAPORAN POSISI KEUANGAN KONSOLIDASIAN CONSOLIDATED STATEMENT OF FINANCIAL

POSITION
Realisasi kinerja keuangan Angkasa Pura II tahun Realization of Angkasa Pura II’s financial performance
2020 menunjukkan peningkatan. Hal ini terlihat dari in 2020 showed an increase. This can be seen from the
instrumen posisi keuangan Perusahaan mengalami Company’s financial position instruments which experienced
pertumbuhan dibandingkan tahun sebelumnya. Posisi growth compared to the previous year. The assets position
aset meningkat sebesar 1,0% dibandingkan posisi aset increased by 1.0% compared to the assets position in the
pada tahun sebelumnya. Sedangkan posisi ekuitas previous year. Meanwhile, the equity position decreased by
turun sebesar 12,8% dibandingkan dengan posisi 12.8% compared to the equity position in 2019.
ekuitas tahun 2019.
Tabel Laporan Posisi Keuangan Konsolidasian (dalam miliar Rupiah)

Table. Consolidated Statement of Financial Position (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Aset 44.435,97 43.998,03 437,94 1,0%
Assets
Aset Lancar 5.357,89 5.964,27 -606,38 -10,2%
Current Assets
Aset Tidak Lancar 39.078,08 38.033,76 1.044,32 2,7%
Non-Current Assets
Liabilitas 23.118,36 19.555,22 3.563,14 18,2%
Liabilities
Liabilitas Jangka Pendek 6.788,89 5.339,91 1.448,98 27,1%
Current Liabilities
Liabilitas Jangka Panjang 16.329,47 14.215,31 2.114,16 14,9%
Ekuitas 21.317,61 24.442,81 -3.125,20 -12,8%
Equity
Liabilitas Dan Ekuitas 44.435,97 43.998,03 437,94 1,0%
Aset Assets
Realisasi total aset Angkasa Pura II per 31 Desember Realization of Angkasa Pura II’s total assets as of December
2020 mencapai Rp44,44 triliun, meningkat sebesar 31, 2020 reached Rp44.44 trillion, an increase of Rp437.9
Rp437,9 miliar atau 1,0% dibandingkan total aset per billion or 1.0% compared to total assets as of December
31 Desember 2019 sebesar Rp44,00 triliun. Secara 31, 2019 of Rp44.00 trillion. In terms of composition, the
komposisi, aset Perseroan terdiri dari aset lancar Company’s assets consist of current assets at 12.1% and
sebesar 12,1% dan aset tidak lancar sebesar 87,9%. non-current assets at 87.9%.
Aset (dalam miliar Rupiah)

Assets (in billion Rupiah)
2020 44.435,97
2019 43.998,03

Financial Review
Tinjauan Keuangan
a. Aset Lancar a. Current Assets
Realisasi aset Lancar Perseroan per 31 Desember Realization of the Company’s Current Assets as of
2020 mencapai Rp5,36 triliun, turun sebesar December 31, 2020 reached Rp5.36 trillion, decreased
Rp606,38 miliar atau 10,2% dibandingkan jumlah by Rp606.38 billion or 10.2% compared to the total
aset lancar per 31 Desember 2019 sebesar Rp5,96 current assets as of December 31, 2019 of Rp5.96
triliun. Penurunan aset lancar terbesar berasal dari trillion. The largest decrease in current assets came
kas dan setara kas. from cash and cash equivalents.
Tabel Aset Lancar (dalam miliar Rupiah)

Table. Current Assets (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Kas dan setara kas 2.337,08 3.424,09 -1.087,01 -31,8%
Cash and Cash Equivalents
Piutang usaha, bersih 2.128,77 1.442,49 686,28 47,6%
Trade Receivables, Net
Piutang lain-lain, bersih 53,05 74,27 -21,22 -28,6%
Other Receivables, Net
Persediaan 23,37 24,06 -0,69 -2,9%
Inventories
Pajak dibayar di muka - bagian lancar 429,86 333,26 96,60 29,0%
Prepaid taxes – current portion
Uang muka 31,24 86,70 -55,46 -64,0%
Advances
Biaya dibayar di muka 40,20 56,31 -16,11 -28,6%
Prepaid Expenses
Aset keuangan yang tersedia untuk dijual - bagian lancar - 10,18 -10,18 -100,0%
Available-for-sale financial assets – current portion
Pendapatan yang masih harus diterima 314,32 512,90 -198,58 -38,7%
Accrued Revenue
Total Aset Lancar 5.357,89 5.964,27 -606,38 -10,2%
Total Current Assets
Kas dan Setara Kas Cash and Cash Equivalents

Pada laporan arus kas, kas dan setara kas mencakup In the statement of cash flows, cash and cash equivalents
kas, simpanan yang sewaktu-waktu bisa dicairkan. include cash on hand, deposits held at call. As of
Hingga 31 Desember 2020, posisi kas dan setara December 31, 2020, the position of the Company’s cash
kas Perseroan sebesar Rp2,34 triliun, turun sebesar and cash equivalents was Rp2.34 trillion, a decrease
31,8% dari jumlah kas dan setara kas 31 Desember of 31.8% from the total cash and cash equivalents of
2019 sebesar Rp3,42 triliun. December 31, 2019 of Rp3.42 trillion.
Kas dan Setara Kas (dalam miliar Rupiah)

Cash and Cash Equivalents (in billion Rupiah)
2020 2.337,08
2019 3.424,09

Piutang Usaha Trade Receivables

Hingga 31 Desember 2020, Perseroan mencatatkan As of December 31, 2020, the Company recorded trade
piutang usaha sebesar Rp2,13 triliun, meningkat receivables of Rp2.65 trillion, an increase of Rp929.48
sebesar Rp686,28 miliar atau 47,6% dibandingkan billion or 53.9% compared to trade receivables as of
piutang usaha per 31 Desember 2019 sebesar December 31, 2019 of Rp1.72 trillion. The increase
Rp1,44 triliun. Peningkatan piutang berasal dari in trade receivables originated from the increase in
kenaikan piutang berelasi sebesar Rp749,34 miliar related receivables by Rp749.34 billion or 114.7%.
atau 114,7%.
Tabel Piutang Usaha (dalam miliar Rupiah)

Table. Trade Receivables (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Piutang Usaha Berelasi 1.402,69 653,35 749,34 114,7%
Trade Receivables – Related Party
Piutang Usaha Tidak Berelasi 1.251,67 1.071,54 180,13 16,8%
Trade Receivables – Non Related Party
Cadangan Piutang -525,59 -282,40 -243,19 86,1%
Receivables Allowance
Jumlah Piutang Usaha 2.128,77 1.442,49 686,28 47,6%
Total Trade Receivables
Piutang Lain-lain Other Receivables

Hingga 31 Desember 2020, Perseroan mencatatkan Until December 31, 2020, the Company recorded other
piutang lain-lain sebesar Rp53,05 miliar, turun receivables of Rp53.05 billion, a decrease of Rp21.23
sebesar Rp21,23 miliar atau 28,6% dibandingkan billion or 28.6% compared to other receivables as of
piutang lain-lain per 31 Desember 2019 sebesar December 31, 2019 of Rp74.28 billion. As of December
Rp74,28 miliar. Pada tanggal 31 Desember 2020, 31, 2020, all of the Company’s other receivables are in
seluruh piutang lain-lain Perusahaan berada dalam the current category and are not impaired.
kategori lancar dan tidak mengalami penurunan
nilai.
Persediaan Inventories
Hingga 31 Desember 2020, Perseroan mencatatkan Until December 31, 2020, the Company recorded total
jumlah persediaan sebesar Rp23,37 miliar, menurun inventories of Rp23.37 billion, a decrease of Rp69
sebesar Rp694 juta atau 2,9% dibandingkan jumlah million or 2.9% compared to the total inventories as of
persediaan per 31 Desember 2019 sebesar Rp24,06 December 31, 2019 of Rp24.06 billion.
miliar.
Persediaan (dalam miliar Rupiah)

Inventories (in billion Rupiah)
2020 23,37
2019 24,06

Financial Review
Tinjauan Keuangan
Pajak Dibayar di Muka Prepaid Taxes
Hingga 31 Desember 2020, Perseroan mencatatkan Until December 31, 2020, the Company recorded
pajak dibayar di muka sebesar Rp429,86 miliar, prepaid taxes of Rp429.86 billion, an increase of
meningkat sebesar Rp96,60 miliar atau 29,0% Rp96.60 billion or 29.0% compared to the amount of
dibandingkan jumlah pajak dibayar di muka per 31 prepaid taxes as of December 31, 2019 of Rp333.26
Desember 2019 sebesar Rp333,26 miliar. Komponen billion. The largest component of the prepaid taxes
terbesar dari akun pajak dibayar di muka adalah account was the value added tax of subsidiaries
pajak pertambahan nilai entitas anak sebesar 245,89 amounted to Rp245.89 billion, an increase of Rp49.62
miliar dengan komposisi sebesar 57,2%. billion or 57.2 %.
Tabel Pajak Dibayar Di Muka (dalam miliar Rupiah)

Table Prepaid Taxes (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Pajak Pertambahan Nilai Perusahaan 183,97 136,99 46,99 34,3%
Value Added Tax of Company
Pajak Pertambahan nilai Entitas anak 245,89 196,27 49,62 25,3%
Value Added Tax of Subsidiaries
Jumlah 429,86 333,26 96,61 29,0%
Total
Uang Muka Advances

Hingga 31 Desember 2020, Perseroan mencatatkan As of December 31, 2020, the Company recorded
uang muka sebesar Rp31,24 miliar turun sebesar advances of Rp31.24 billion, decreased by Rp55.46
Rp55,46 miliar atau 64,0% dibandingkan posisi uang billion or 64.0% compared to the position of advances
muka per 31 Desember 2019 sebesar Rp86,7 miliar. as of December 31, 2019, which amounted to Rp86.7
billion.
Uang Muka (dalam miliar Rupiah)

Advances (in billion Rupiah)
2020 31,24
2019 86,70
Biaya Dibayar di Muka Prepaid Expenses

biaya dibayar di muka sebesar Rp40,20 miliar, turun prepaid expenses of Rp40.20 billion, a decrease of
sebesar Rp16,11 miliar atau 28,6% dibandingkan Rp16.11 billion or 28.6% compared to the total prepaid
jumlah biaya dibayar di muka per 31 Desember 2019 expenses as of December 31, 2019 of Rp56.31 billion.
sebesar Rp56,31 miliar. Komponen terbesar dari The largest component of the prepaid expenses account
akun biaya dibayar di muka adalah beban asuransi. was insurance expense.

Tabel Biaya dibayar di muka (dalam miliar Rupiah)

Table. Prepaid Expenses (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Asuransi 26,95 29,73 -2,78 -9,4%
Insurance
Kontribusi Tetap - 11,13 -11,13 -100,0%
Fixed contribution
Sewa 0,99 6,07 -5,07 -83,5%
Leases
Lain - Lain 12,25 9,38 2,87 30,6%
Others
Jumlah 40,20 56,31 -16,11 -28,6%
Total
Aset Keuangan yang Tersedia untuk Dijual – Bagian Available-for-Sale Financial Assets – Current Portion
Lancar
Hingga 31 Desember 2020, Perseroan tidak Until December 31, 2020, the Company did not record
mencatatkan aset keuangan yang tersedia untuk any available-for-sale financial assets - current portion
dijual – bagian lancar sehingga turun sebesar so that it decreased by Rp10.18 billion or 100.0%
Rp10,18 miliar atau 100,0% dibandingkan jumlah compared to the total available-for-sale financial assets
aset keuangan yang tersedia untuk dijual – bagian - current portion as of December 31, 2019 amounted to
lancar per 31 Desember 2019 sebesar Rp10,18 Rp10.18 billion.
miliar.
Pendapatan yang Masih Harus Diterima Accrued Revenue

Hingga 31 Desember 2020, Perseroan mencatatkan As of December 31, 2020, the Company recorded
pendapatan yang masih harus diterima sebesar accrued revenue amounted to Rp314.32 billion, a
Rp314,32 miliar, turun sebesar Rp198,58 miliar atau decrease of Rp198.58 billion or 38.7% compared to the
38,7% dibandingkan posisi pendapatan yang masih position of accrued revenue as of December 31, 2019,
harus diterima per 31 Desember 2019 sebesar which was Rp512.90 billion.
Rp512,90 miliar.
Pendapatan yang masih harus diterima (dalam miliar Rupiah)

Accrued Revenue (in billion Rupiah)
2020 314,32
2019 512,90
b. Aset Tidak Lancar b. Non-Current Assets

Realisasi aset tidak lancar per 31 Desember 2020 Realization of non-current assets as of December 31,
mencapai Rp39,08 triliun, meningkat Rp1,04 triliun 2020 reached Rp39.08 trillion, an increase of Rp1.04
atau 2,8% dibandingkan aset tidak lancar per 31 trillion or 2.8% compared to non-current assets as of
Desember 2019 sebesar Rp38,03 triliun. Peningkatan December 31, 2019 of Rp38.03 trillion. This increase
ini didominasi oleh peningkatan aset tetap sebesar was dominated by an increase in fixed assets of
Rp1.059,14 miliar atau 3,2%. Rp646.62 billion or 1.9%.

Financial Review
Tinjauan Keuangan
Tabel Aset Tidak Lancar (dalam miliar Rupiah)
Table. Current Assets (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Aset keuangan yang tersedia untuk dijual 55,48 62,80 -7,32 -11,7%
Available-for-sale financial assets – non current portion
Penyertaan saham 426,56 428,00 -1,44 -0,3%
Investments in shares of stock
Uang muka pembelian tanah 3.316,00 3.316,00 0,00 0,0%
Advance for land acquisition
Properti investasi, bersih 74,46 75,23 -766 -1,0%
Investment Properties, net
Aset tetap 34.565,83 33.506,68 1.059,14 3,2%
Fixed Assets
Estimasi Tagihan Pajak 441,33 459,33 -18,00 -3,9%
Estimated Claims for refundable tax
Aset pajak tangguhan, bersih 109,94 67,65 42,29 62,5%
Deferred tax assets, net
Aset tidak lancar lain-lain 88,48 118,07 -29,59 -25,1%
Other non-current assets
Total Aset Tidak Lancar 39.078,08 38.033,76 1.044,32 2,8%
Total non-current assets
Aset Keuangan yang Tersedia untuk Dijual Available-for-Sale Financial Assets

aset keuangan yang tersedia untuk dijual sebesar available-for-sale financial assets of Rp55.48 billion, a
Rp55,48 miliar, turun sebesar Rp7,32 miliar atau decrease of Rp7.32 billion or 11.7% compared to the
11,7% dibandingkan jumlah aset keuangan yang total available-for-sale financial assets as of December
tersedia untuk dijual per 31 Desember 2019 sebesar 31, 2019 of Rp62.80 billion.
Rp62,80 miliar.
Aset Keuangan yang Tersedia untuk Dijual (dalam miliar Rupiah)

Available-for-Sale Financial Assets (in billion Rupiah)
2020 55,48
2019 62,80
Penyertaan Saham Investments in Shares of Stock

Penyertaan saham per 31 Desember 2020 adalah Investments in shares of stock as of December 31, 2020
sebesar Rp426,56 miliar, turun sebesar Rp1,44 was Rp426.56 billion, decreased by Rp426.56 billion
miliar atau 0,3% dari penyertaan saham periode or 0.3% from the investments in shares of stock in the
tahun sebelumnya senilai Rp428,00 miliar. previous year amounted to Rp428.00 billion.
Penyertaan Saham (dalam miliar Rupiah)

Investments in Shares of Stock (in billion Rupiah)
2020 426,56
2019 428,00

Uang Muka Pembelian Tanah Advance for land acquisition

Uang muka pembelian tanah per 31 Desember 2020 Advance for land acquisition as of December 31, 2020
sebesar Rp3,32 triliun, tidak mengalami perubahan amounted to Rp3.32 trillion, did not experience any
terhadap jumlah uang muka pembelian tanah changes in the amount of advance for land acquisition
periode tahun sebelumnya. in the previous year period.
Uang Muka Pembelian Tanah (dalam miliar Rupiah)

Advance for Land Acquisition (in billion Rupiah)
2020 3,32
2019 3,32
Properti Investasi Investment Properties

Properti investasi per 31 Desember 2020 adalah Investment properties as of December 31, 2020 was
sebesar Rp74,46 miliar, turun Rp766 juta atau Rp74.46 billion, decreased by Rp766 million or 1.0%
1,0% dari jumlah properti investasi periode tahun from the total investment properties in the previous
sebelumnya senilai Rp75,23 miliar. year period of Rp75.23 billion.
Properti Investasi (dalam miliar Rupiah)

Investment Properties (in billion Rupiah)
2020 74,46
2019 75,23
Aset Tetap Fixed Assets

Hingga 31 Desember 2020, Aset tetap naik sebesar As of December 31, 2020, fixed assets increased by
Rp1,06 triliun atau 3,2% menjadi Rp34,56 triliun Rp1.06 trillion or 3.2% to Rp34.56 trillion from the
dari posisi tahun sebelumnya Rp33,51 triliun. previous year’s position of Rp33.51 trillion. This increase
Kenaikan ini dipengaruhi oleh kenaikan asset tetap was influenced by the increase in fixed assets due to the
karena adanya kemajuan fisik atas proyek Runway physical progress of the Runway 3 project of Soekarno-
3 Bandara Internasional Soekarno Hatta, East Hatta International Airport, East Connection Taxiway
Connection Taxiway dan pembangunan terminal and the construction of the Minangkabau International
Bandara Internasional Minangkabau dan adanya Airport terminal and the adoption of PSAK 73 in relation
penerapan PSAK 73 sehubungan dengan Aset Sewa to Right-of-Use Leased Assets.
Hak Guna.
Aset Tetap (dalam miliar Rupiah)

Fixed Assets (in billion Rupiah)
2020 34.565,82
2019 33.506,68

Financial Review
Tinjauan Keuangan
Estimasi tagihan pajak Estimated claims for refundable tax
Hingga 31 Desember 2020, Estimasi tagihan pajak As of December 31, 2020, Estimated claims for
Perseroan mencapai Rp441,33 miliar dengan refundable tax of the Company reached Rp441.33
penurunan sebesar Rp18,00 miliar atau 3,9%. Di billion with a decrease of Rp18.00 billion or 3.9%. In
tahun sebelumnya, Estimasi tagihan pajak sebesar the previous year, Estimated claims for refundable tax
Rp459,33 miliar. amounted to Rp459.33 billion.
Estimasi tagihan pajak (dalam miliar Rupiah)

Estimated claims for refundable tax (in billion Rupiah)
2020 441,33
2019 459,33
Aset Pajak Tangguhan Deferred Tax Assets

Hingga 31 Desember 2020, aset pajak tangguhan As of December 31, 2020, the Company’s deferred tax
Perseroan mencapai Rp109,94 miliar dengan assets reached Rp109.94 billion with an increase of
peningkatan sebesar Rp42,29 miliar atau 62,5%. Di Rp42.29 billion or 62.5%. In the previous year, deferred
tahun sebelumnya, aset pajak tangguhan sebesar tax assets amounted to Rp67.65 billion.
Rp67,65miliar.
Aset Pajak Tangguhan (dalam miliar Rupiah)

Deferred Tax Assets (in billion Rupiah)
2020 109,94
2019 67,65
Aset Tidak Lancar Lain-lain Other Non-Current Assets

Aset tidak lancar lain-lain Perseroan turun sebesar The Company’s other non-current assets decreased by
29,60 miliar atau 25,1% menjadi Rp88,48 miliar di Rp29.60 billion or 25.1% to Rp88.48 billion in 2020. In
tahun 2020. Pada tahun sebelumnya Aset tidak the previous year, other non-current assets amounted
lancar lain-lain sebesar Rp118,07 miliar. to Rp118.07 billion.
Aset Tidak Lancar Lain-lain (dalam miliar Rupiah)

Other Non-Current Assets (in billion Rupiah)
2020 88,48
2019 118,07

Liabilitas Liabilities
Realisasi total liabilitas Angkasa Pura II per 31 Desember Realization of Angkasa Pura II’s total liabilities as of
2020 mencapai Rp23,12 triliun, meningkat sebesar December 31, 2020 reached Rp23.12 trillion, an increase
Rp3,56 triliun atau 18,2% dibandingkan total liabilitas of Rp3.56 trillion or 18.2% compared to the total liabilities
per 31 Desember 2019 sebesar Rp19,56 triliun. Secara as of December 31, 2019 of Rp19.56 trillion. In terms of
komposisi, liabilitas Perseroan terdiri dari liabilitas composition, the Company’s liabilities consist of 29.4%
jangka pendek sebesar 29,4% dan liabilitas jangka current liabilities and 70.6% non-current liabilities.
panjang sebesar 70,6%.
Liabilitas (dalam miliar Rupiah)

Liabilities (in billion Rupiah)
2020 23.118,36
2019 19.555,22
a. Liabilitas Jangka Pendek a. Current Liabilities

Realisasi liabilitas jangka pendek Perseroan Realization of the Company’s current liabilities reached
mencapai Rp6,79 triliun, meningkat sebesar Rp1,45 Rp6.79 trillion, an increase of Rp1.45 trillion or 27.1%
triliun atau 27,1% dibandingkan liabilitas jangka compared to the current liabilities as of December 31,
pendek per 31 Desember 2019 sebesar Rp5,34 2019 of Rp5.34 trillion. The increase in current liabilities
triliun. Kontribusi kenaikan liabilitas jangka pendek mainly came from other payables and accrued
terutama berasal dari utang lain-lain dan beban expenses.
akrual.
Tabel Liabilitas Jangka Pendek (dalam miliar Rupiah)

Table. Current Liabilities (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Utang usaha 452,85 408,41 44,44 10,9%
Trade Payables
Utang lain-lain 2.446,64 2.391,33 55,31 2,3%
Other Payables
Beban akrual 1.510,23 1.396,54 113,69 8,1%
Accrued Expenses
Utang pajak 64,41 90,86 -26,45 -29,1%
Taxes Payable
Liabilitas dana pensiun 55,54 30,57 24,97 81,7%
Pension Fund Liabilities
Pendapatan yang diterima di muka 135,79 196,61 -60,82 -30,9%
Unearned Revenues
Liabilitas imbalan kerja jangka pendek 143,81 240,20 -96,39 -40,1%
Short-term employee benefit liabilities
Liabilitas yang jatuh tempo dalam satu tahun 1.979,62 585,39 1.394,23 238,2%
Current maturities of long-term bank loans
Total Liabilitas Jangka Pendek 6.788,89 5.339,91 1.448,98 27,1%
Total Current Liabilities

Financial Review
Tinjauan Keuangan
Utang usaha Trade Payables
Hingga 31 Desember 2020, utang usaha Perseroan As of December 31, 2020, the Company’s trade payables
menjadi Rp452,85 miliar mengalami peningkatan amounted to Rp452.85 billion, an increase of Rp44.44
sebesar Rp44,44 miliar atau 10,9% dari utang usaha billion or 10.9% of trade payables as of December 31,
per 31 Desember 2019 sebesar Rp408,41 miliar. 2019, amounted to Rp408.41 billion.
Utang lain-lain Other Payables

Hingga 31 Desember 2020, utang lain-lain As of December 31, 2020, other payables showed a
menunjukkan peningkatan sebesar Rp55,31 miliar increase of Rp55.31 billion or 2.3% to Rp2.45 trillion.
atau 2,3% menjadi Rp2,45 triliun. Pada tahun In the previous year, the amount of other payables
sebelumnya, nilai utang lain-lain mencapai Rp2,39 reached Rp2.39 trillion.
triliun.
Beban akrual Accrued Expenses

Hingga 31 Desember 2020, beban akrual Perseroan As of December 31, 2020, the Company’s accrued
naik sebesar Rp113,69 miliar atau 8,1% menjadi expenses increased by Rp113.69 billion or 8.1% to
Rp1,51 triliun. Nilai beban akrual tersebut di tahun Rp1.51 trillion. The amount of accrued expenses in the
sebelumnya mencapai Rp1,40 triliun. previous year reached Rp1.40 trillion.
Utang pajak Taxes Payable

Hingga 31 Desember 2020, utang pajak Perseroan As of December 31, 2020, the Company’s taxes payable
turun sebesar Rp26,45 miliar atau 29,1% menjadi decreased by Rp26.45 billion or 29.1% to Rp64.41
Rp64,41 miliar. Nilai utang pajak tersebut di tahun billion. The amount of taxes payable in the previous
sebelumnya mencapai Rp90,86 miliar. year reached Rp90.86 billion.
Liabilitas dana pensiun Pension Fund Liabilities

Hingga 31 Desember 2020, liabilitas dana pensiun Until December 31, 2020, the Company’s pension fund
Perseroan mengalami peningkatan sebesar liabilities experienced an increase by Rp24.97 billion or
Rp24,97 miliar atau 81,7% dari Rp30,57 miliar per 81.7% from Rp30.57 billion as of December 31, 2019
31 Desember 2019, menjadi Rp55,54 miliar. Hal to Rp55.54 billion. This was influenced by the increase
ini dipengaruhi oleh kenaikan pembayaran premi in insurance premium payments and pension fund
asuransi dan iuran dana pensiun. contributions.
Pendapatan yang diterima di muka Unearned Revenues

Hingga 31 Desember 2020, pendapatan yang Until December 31, 2020, the Company’s unearned
diterima di muka Perseroan mengalami penurunan revenues experienced a decrease by Rp60.82 billion or
sebesar Rp60,82 miliar atau 30,9% dari Rp196,61 30.9% from Rp196.61 billion as of December 31, 2019
miliar per 31 Desember 2019, menjadi Rp135,79 to Rp135.79 billion.
miliar.
Liabilitas imbalan kerja jangka pendek Short-term employee benefits liabilities

Hingga 31 Desember 2020, liabilitas imbalan kerja As of December 31, 2020, the Company’s short-term
jangka pendek Perseroan mengalami penurunan employee benefits liabilities experienced a decrease by
sebesar Rp96,39 miliar atau 40,1% dari Rp240,20 Rp96.39 billion or 40.1% from Rp240.20 billion as of
miliar per 31 Desember 2019, menjadi Rp143,81 December 31, 2019 to Rp143.81 billion.
miliar.
Liabilitas yang jatuh tempo dalam satu tahun Current maturities of long-term bank loans
Hingga 31 Desember 2020, liabilitas yang jatuh As of December 31, 2020, liabilities with maturities of
tempo dalam satu tahun terdiri atas: bagian jangka one year consist of: the Company’s current maturities
pendek utang bank jangka panjang Perseroan of long-term bank loans decreased by Rp355.79 billion

mengalami penurunan sebesar Rp355,79 miliar atau or 60.8% from Rp585.39 billion as of December 31,
60,8% dari Rp585,39 miliar per 31 Desember 2019, 2019, to Rp229.60 billion; current maturities of long-
menjadi Rp229,60 miliar; bagian jangka pendek term bonds payable amounted to Rp1.2 trillion of 2018
utang obligasi jangka panjang sebesar Rp1,2 triliun bonds payable maturing in 2021; short-term bank
atas utang obligasi tahun 2018 yang jatuh tempo loans of Rp526 billion for Working Capital Loans; and
di 2021; utang bank jangka pendek sebesar Rp526 Short-term lease liabilities amounted to Rp23 billion.
miliar atas Kredit Modal Kerja; dan Liabilitas sewa
jangka pendek sebesar Rp23 miliar.
b. Liabilitas Jangka Panjang b. Non-Current Liabilities

Realisasi liabilitas jangka panjang Perseroan Realization of the Company’s non-current liabilities
mencapai Rp16,33 triliun, meningkat sebesar Rp2,11 reached Rp16.33 trillion, an increase of Rp2.11 trillion
triliun atau 14,9% dibandingkan liabilitas jangka or 14.9% compared to non-current liabilities as of
panjang per 31 Desember 2019 sebesar Rp14,22 December 31, 2019 of Rp14.22 trillion. The increase
triliun. Kontribusi peningkatan liabilitas jangka in non-current liabilities mainly came from long-term
panjang terutama berasal dari utang bank jangka bank loans.
Panjang.
Tabel Liabilitas Jangka Panjang (dalam miliar Rupiah)

Table. Non-Current Liabilities (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Pinjaman jangka panjang:
Long-Term Loans:
Utang bank jangka panjang 10.566,63 10.300,25 266,38 2,6%
Long-term Bank Loans
Utang obligasi 3.795,16 2.739,86 1.055,30 38,5%
Bonds Payable
Utang jaminan pelanggan 35,34 27,02 8,32 30,8%
Customers Deposits
Utang jangka panjang lainnya 17,19 41,08 -23,89 -58,2%
Other Long-Term Payables
Liabilitas pajak tangguhan 231,02 522,51 -291,49 -55,8%
Deferred Tax Liabilities
Liabilitas imbalan kerja 1.265,44 584,61 680,84 116,5%
Employee Benefits Liabilities
Liabilitas sewa jangka panjang 418,69 0 0 0,0%
Long-term lease liabilities
Total Liabilitas Jangka Panjang 16.329,47 14.215,31 2.114,16 14,9%
Total Non-Current Liabilities
Pinjaman jangka panjang Long-term Loans

Hingga 31 Desember 2020, pinjaman jangka As of December 31, 2020, the Company’s long-term
panjang Perseroan naik sebesar Rp1,32 triliun atau loans increased by Rp1.32 trillion or 10.1% to Rp14.36
10,1% menjadi Rp14,36 triliun. Di tahun sebelumnya trillion. In the previous year, long-term loans reached
pinjaman jangka panjang mencapai Rp13,04 triliun. Rp13.04 trillion. This was influenced by the increase in
Hal ini dipengaruhi oleh kenaikan utang obligasi dan bonds payable and long-term bank loans.
utang bank jangka Panjang
Utang jaminan pelanggan Customers Deposits

Hingga 31 Desember 2020, utang jaminan pelanggan As of December 31, 2020, the Company’s customers
Perseroan naik sebesar 30,8% atau setara dengan deposits increased by 30.8% or equivalent to Rp8.32

Financial Review
Tinjauan Keuangan
Rp8,32 miliar menjadi Rp35,34 miliar. Di tahun billion to Rp35.34 billion. In the previous year,
sebelumnya utang jaminan pelanggan mencapai customers deposits reached Rp27.02 billion.
Rp27,02 miliar.
Utang jangka panjang lainnya Other Long-Term Payables

Hingga 31 Desember 2020, utang jangka panjang As of December 31, 2020, the Company’s other long-
lainnya Perseroan turun 58,2% atau setara dengan term payables decreased by 58.2% or equivalent to
Rp23,89 miliar menjadi Rp17,19 miliar. Di tahun Rp23.89 billion to Rp17.19 billion. In the previous year,
sebelumnya utang jangka panjang lainnya mencapai other long-term payables reached Rp41.08 billion.
Rp41,08 miliar.
Liabilitas pajak tangguhan Deferred Tax Liabilities

Hingga 31 Desember 2020, liabilitas pajak tangguhan As of December 31, 2020, the Company’s deferred tax
Perseroan turun 55,8% atau setara dengan Rp291,48 liabilities decreased by 55.8% or equivalent to Rp291.48
miliar menjadi Rp231,02 miliar. Di tahun sebelumnya billion to Rp231.02 billion. In the previous year, the
liabilitas pajak tangguhan mencapai Rp522,50 miliar. deferred tax liabilities reached Rp522.50 billion.
Liabilitas imbalan kerja Employee Benefits Liabilities

Hingga 31 Desember 2020, liabilitas imbalan kerja As of December 31, 2020, the Company’s employee
Perseroan naik 116,5% atau setara dengan Rp680,84 benefits liabilities increased by 116.5% or equivalent
miliar menjadi Rp1,27 triliun. Di tahun sebelumnya to Rp680.84 billion to Rp1.27 trillion. In the previous
liabilitas imbalan kerja mencapai Rp584,60 miliar. year, the employee benefits liabilities reached Rp584.60
billion.
Liabilitas sewa jangka panjang Long-term lease liabilities

Hingga 31 Desember 2020, liabilitas sewa jangka As of December 31, 2020, the Company’s long-term
Panjang perusahaan tercatat sebesar Rp418 miliar lease liabilities were recorded at Rp418 billion due to
atas dampak penerapan PSAK 73 di tahun 2020 the impact of the adoption of PSAK 73 in 2020 related
terkait dengan liabilitas sewa hak guna. to right-of-use lease liabilities.
Ekuitas Equity
Perseroan Ekuitas Angkasa Pura II per 31 Desember Angkasa Pura II’s equity as of December 31, 2020 reached
2020 mencapai Rp21,32 triliun, menurun sebesar Rp21.32 trillion, decreased by Rp3.13 trillion or 12.8%
Rp3,13 triliun atau 12,8% dibandingkan jumlah ekuitas compared to total equity as of December 31, 2019 of
per 31 Desember 2019 sebesar Rp24,44 triliun. Kenaikan Rp24.44 trillion. The increase in equity was influenced by
ekuitas dipengaruhi oleh peningkatan komponen modal the increase in the paid-in capital component
disetor
Tabel Ekuitas (dalam miliar Rupiah)

Table. Equity (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Modal Saham 15.971,65 15.971,65 - 0,0%
Share Capital
Tambahan modal disetor -59,05 -59,05 - 0,0%
Additional Paid-In Capital
Modal disetor lainnya 881,02 - 881,02 100,0%
Other Paid-In Capital
Komponen ekuitas lainnya -11,56 869,46 -881,02 -101,3%
Other Components of Equity

Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Rugi komprehensif lain -844,01 -316,39 -527,62 166,8%
Other Comprehensive Loss
Selisih ekuitas entitas anak -26,32 -26,32 0,00 0,0%
Equity Difference of Subsidiary
Ekuitas emerging entity
Merging Entity Equity
Saldo laba
Retained Earnings
Dicadangkan 8.088,31 7.072,64 1.015,67 14,4%
Appropriated
Belum dicadangkan -2.959,40 548,81 -3.508,21 -639,2%
Unappropriated
Ekuitas yang dapat diatribusikan kepada
Equity Attributable to
Pemilik entitas induk 21.040,65 24.060,81 -3.020,16 -12,6%
Owner of the parent entity
Kepentingan non-pengendali 276,96 382,00 -105,04 -27,5%
Non-controlling interests
Total Ekuitas 21.317,61 24.442,81 -3.125,2 -12,8%
Total Equity
Modal Saham Share Capital

Hingga 31 Desember 2020, Perseroan mencatatkan As of December 31, 2020, the Company recorded a share
modal saham sebesar Rp15,97 triliun. Jumlah tersebut capital of Rp15.97 trillion. This amount was the same as the
sama dengan posisi modal saham pada tahun share capital position in the previous year. The Company’s
sebelumnya. Adapun Pemegang Saham Perusahaan per Shareholder as of December 31, 2020 and 2019 was the
tanggal 31 Desember 2020 dan 2019 adalah Pemerintah Government of the Republic of Indonesia at 100%.
Republik Indonesia sebesar 100%.
Modal Disetor Lainnya Other Paid-In Capital

Hingga 31 Desember 2020, modal disetor lainnya As of December 31, 2020, other paid-in capital amounted to
sebesar Rp881,02 triliun. Hal ini, meningkat Rp881.02 trillion. This was an increase compared to other
dibandingkan jumlah modal disetor lainnya tahun 2019. paid-in capital in 2019.
Komponen Ekuitas Lainnya Other Components of Equity

Hingga 31 Desember 2020, komponen ekuitas lainnya As of December 31, 2020, the other components of equity
minus sebesar Rp11,56 miliar, turun dibandingkan amounted to minus Rp11.56 billion, decreased compared
komponen ekuitas lainnya pada tahun 2019 sebesar to other components of equity in 2019 amounted to
Rp881,2 Miliar atau -101,3%. Rp881.2 billion or -101.3%.
Rugi Komprehensif Lain Other Comprehensive Loss

Hingga 31 Desember 2020, rugi komprehensif As of December 31, 2020, other comprehensive loss
lain sebesar Rp844,01 miliar, meningkat 166,8% amounted to Rp844.01 billion, an increase of 166.8%
dibandingkan rugi komprehensif lain tahun 2019 compared to other comprehensive loss in 2019 of Rp316.39
sebesar Rp316,39 miliar. billion.
Selisih Ekuitas Entitas Anak Equity Difference of Subsidiary

Hingga 31 Desember 2020, selisih ekuitas entitas anak As of December 31, 2020, the equity difference of subsidiary
sebesar Rp26,32 miliar, sama dengan posisi selisih amounted to Rp26.32 billion, the same as the position of
ekuitas entitas anak tahun 2019. the equity difference of subsidiary in 2019.

Financial Review
Tinjauan Keuangan
Saldo Laba Dicadangkan Appropriated Retained Earnings
Hingga 31 Desember 2020, saldo laba dicadangkan As of December 31, 2020, the appropriated retained
sebesar Rp8,09 triliun, naik 14,4% dibandingkan posisi earnings amounted to Rp8.09 trillion, up 14.4% compared
saldo laba dicadangkan tahun 2019 sebesar Rp7,07 to the position of appropriated retained earnings in 2019
triliun. Sedangkan saldo laba yang belum dicadangkan of Rp7.07 trillion. Meanwhile, the unappropriated retained
turun dibandingkan pada tahun sebelumnya. earnings decreased compared to the previous year.
Ekuitas yang Dapat Diatribusikan Equity Attributable to

Hingga 31 Desember 2020, ekuitas yang dapat As of December 31, 2020, equity attributable to owners
diatribusikan kepada pemilik entitas induk sebesar of the parent entity amounted to Rp21.04 trillion, down
Rp21,04 triliun, turun 12,6% dibandingkan ekuitas 12.6% compared to equity attributable to owners of the
yang dapat diatribusikan kepada pemilik entitas induk parent entity in 2019 of Rp24.06 trillion. Meanwhile, equity
tahun 2019 sebesar Rp24,06 triliun. Sedangkan ekuitas attributable to non-controlling interests reached Rp276.96
yang dapat diatribusikan kepada kepentingan non billion, a 27.5% decrease compared to the previous year.
pengendali mencapai Rp276,96 miliar, turun sebesar
27,5% dibandingkan tahun sebelumnya.
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT OR LOSS

KOMPREHENSIF LAIN KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
Pada tahun 2020, Angkasa Pura II mencatatkan kinerja In 2020, Angkasa Pura II recorded a fairly heavy performance
laba rugi perusahaan yang cukup berat karena dampak in the Company’s profit and loss due to the impact of the
pandemi COVID-19 terhadap penurunan aktivitas pada COVID-19 pandemic on the significant decrease in activity
sektor pariwisata dan transportasi yang signifikan. in the tourism and transportation sectors. The Company
Perseroan membukukan pendapatan usaha sebesar posted operating revenues of Rp5.84 trillion, decreased by
Rp5,84 triliun, turun sebesar Rp5,24 triliun atau 47,3% Rp5.24 trillion or 47.3% compared to operating revenues in
dibandingkan pendapatan usaha pada tahun 2019 2019 of Rp11.08 trillion.
sebesar Rp11,08 triliun.
Adapun laba tahun berjalan tercatat minus sebesar Profit for the year was recorded at minus Rp2.50 trillion,
Rp2,50 triliun, turun sebesar Rp3,50 triliun atau 347,9% decreased by Rp3.50 trillion or 347.9% compared to profit
dibandingkan laba tahun berjalan pada tahun 2019 for the year in 2019 amounted to Rp1.01 trillion. Meanwhile,
sebesar Rp1,01 triliun. Sedangkan laba komprehensif comprehensive income for the year in 2020 was recorded
tahun berjalan tahun 2020 tercatat minus sebesar at minus Rp3.01 trillion, decreased by Rp3.93 trillion or
Rp3,01 triliun, turun sebesar Rp3,93 triliun atau 427,3% 427.3% compared to comprehensive income for the year in
dibandingkan laba komprehensif tahun berjalan pada 2019 which was Rp919.93 billion.
tahun 2019 sebesar Rp919,93 miliar.
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam miliar Rupiah)
Table. Consolidated Statement of Profit or Loss and Other Comprehensive Income (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Pendapatan Usaha 5.843,73 11.084,23 -5.240,50 -47,3%
Operating Revenues
Beban Usaha 7.209,80 8.747,21 -1.537,41 -17,6%
Operating Expenses
Pendapatan (Beban) Lain-Lain -34,96 105,74 -140,70 -133,1%
Other Revenues (Expenses)
Laba (Rugi) Usaha -1.401,03 2.442,77 -3.843,80 -157,4%
Operating Profit (Loss)

Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Laba (Rugi) Sebelum Pajak Penghasilan Badan -2.606,75 1.572,53 -4.179,28 -265,8%
Profit (Loss) Before Corporate Income Tax
Manfaat (Beban) Pajak Penghasilan Badan -110,29 565,27 675,56 -119,5%
Corporate Income Tax Benefit (Expense)
Laba (Rugi) Tahun Berjalan -2.496,47 1.007,26 -3.503,73 -347,9%
Profit (Loss) For The Year
Laba (Rugi) Tahun Berjalan Yang Dapat Diatribusikan
Kepada:
Profit (Loss) For The Year Attributable To:
Pemilik Entitas Induk -2.433,51 1.018,28 -3.451,79 -339,0%
Owners of the parent entity
Kepentingan Non-Pengendali -62,96 -2,68 -60,28 2.249,3%
Penghasilan Komprehensif Lain Tahun Berjalan Setelah -514,42 -87,33 -427,09 489,1%
Pajak
Other Comprehensive Income For The Year After Tax
Laba (Rugi) Komprehensif Tahun Berjalan -3.010,89 919,93 -3.930,82 -427,3%
Comprehensive Income (Loss) For The Year
Laba (Rugi) Komprehensif Tahun Berjalan Yang Dapat
Diatribusikan Kepada:
Comprehensive Income (Loss) For The Year Attributable To:
Pemilik Entitas Induk -2.938,54 950,32 -3.888,86 -409,2%
Owners of the parent entity
Kepentingan Non-Pengendali -72,35 -6,34 -66,01 1.041,2%
Laba Per Saham Dasar (Rupiah Penuh) -152.364 74.171 -226.535 -305,4%
Basic Earnings per Share (Full Rupiah Amount)
Pendapatan Usaha Operating Revenues
Realisasi pendapatan usaha tahun 2020 mencapai Realization of operating revenues in 2020 reached Rp5.84
Rp5,84 triliun, menurun sebesar Rp5,24 triliun atau trillion, decreased by Rp5.24 trillion or 47.3% compared
47,3% dibandingkan pendapatan usaha tahun 2019 to 2019 operating revenues of Rp11.08 trillion. In terms
sebesar Rp11,08 triliun. Secara komposisi, pendapatan of composition, the operating revenues came from
usaha bersumber dari pendapatan aeronautika sebesar aeronautical revenues of 37.2% and non-aeronautical
37,2% dan pendapatan non aeronautika sebesar 62,8%. revenues of 62.8%.
Pendapatan Usaha (dalam miliar Rupiah)

Operating Revenues (in billion Rupiah)
2020 5.843,73
2019 11.084,23
Semua segmen usaha mengalami penurunan All business segments experienced a decline in revenues in
pendapatan di tahun 2020 dimana penurunan terbesar 2020, where the largest decrease was from aeronautical
adalah dari pendapatan aeronautika menurun sebesar revenues, which decreased by 62.3% to Rp2.17 trillion
62,3% menjadi Rp2,17 triliun dibandingkan pendapatan compared to aeronautical revenues in 2019 of Rp5.76
aeronautika tahun 2019 sebesar Rp5,76 triliun. Di tahun trillion. In 2019, non-aeronautical revenues decreased by

Financial Review
Tinjauan Keuangan
2019, pendapatan non aeronautika menurun sebesar 31.0% to Rp3.67 trillion compared to non-aeronautical
31,0% menjadi Rp3,67 triliun dibandingkan pendapatan revenues in 2019 of Rp5.32 trillion.
non aeronautika tahun 2019 sebesar Rp5,32 triliun.
Tabel Pendapatan Usaha (dalam miliar rupiah)

Table. Operating Revenues (in billion rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Pendapatan aeronautika 2.171,20 5.759,57 -3.588,37 -62,3%
Aeronautical revenues
Pendapatan non-aeronautika 3.672,53 5.324,66 -1.652,13 -31,0%
Non-Aeronautical revenues
Pendapatan Usaha 5.843,73 11.084,23 -5.240,50 -47,3%
Operating Revenues
Kontribusi peningkatan pendapatan Aeronautika Contributions to the increase in Aeronautical revenue

diantaranya berasal dari Jasa pelayanan penumpang, include passenger services, counter usage, surcharge
pemakaian counter, jasa parking surcharge, pemakaian parking services, aviobridge usage, and landing service.
aviobridge, dan jasa pendaratan. Jasa pelayanan Passenger services are services that have the largest
penumpang merupakan jasa pelayanan yang contribution to total aeronautical service revenues. While
berkontribusi terbesar terhadap total pendapatan jasa contributions of in non-eronautical revenues, among
aeronautika. Kontribusi pendapatan non aeronautika others, came mainly from concessions, Groundhandling &
diantaranya berasal dari konsesi, Groundhandling & AHAN, and cargo services.
AHAN, dan pelayanan kargo.
Beban Usaha Operating Expenses
Realisasi beban usaha pada tahun 2020 mencapai Realization of operating expenses in 2020 reached Rp7.21
Rp7,21 triliun, turun dibandingkan dengan beban trillion, a decrease compared to 2019 operating expenses
usaha tahun 2019 Rp8,75 triliun. Beban usaha tersebut of Rp8.75 trillion. The operating expenses decreased by
mengalami penurunan sebesar Rp1,54 triliun atau Rp1.54 trillion or 17.6%. This decrease came from an
sebesar 17,6%. Penurunan ini berasal dari penurunan decrease in airport operation expenses by Rp743.01 billion
pada beban operasional bandara sebesar Rp743,01 or 14.3% compared to operating expenses in the previous
miliar atau 14,3% dibandingkan beban operasional year.
tahun sebelumnya.
Beban Usaha (dalam miliar Rupiah)

Operating Expenses (in billion Rupiah)
2020 7.209,80
2019 8.747,21
Beban pegawai juga memberikan kontribusi penurunan Employee expenses also contributed to the decrease in
terhadap penurunan beban usaha sebesar Rp548,18 operating expenses by Rp548.18 billion or 24.6%. The
miliar atau 24,6%. Adapun penurunan komponen decrease in other operating expenses compared to the
beban usaha yang lain dibandingkan tahun sebelumnya previous year was general and administrative expenses
adalah beban umum dan administrasi turun sebesar which decrease by Rp238.33 billion (18.2%), while marketing
Rp238,33 miliar (18,2%), sedangkan beban pemasaran expenses decreased by Rp7.9 billion (35.8%).
turun sebesar Rp7,9 miliar (35,8%).

Beban Usaha (dalam miliar rupiah)

Operating Expenses (in billion rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Beban operasional bandara 4.437,93 5.180,94 -743,01 -14,3%
Airport operation expenses
Beban pegawai 1.683,56 2.231,74 -548,17 -24,6%
Employee expenses
Beban umum dan administrasi 1.074,11 1.312,44 -238,34 -18,2%
General and Administrative expenses
Beban pemasaran 14,19 22,09 -7,9 -35,8%
Marketing expenses
Total Beban Usaha 7.209,80 8.747,21 -1.537,41 -17,6%
Total Operating Expenses
Laba Usaha Operating Profit
Angkasa Pura II mencatatkan penurunan laba usaha Angkasa Pura II recorded an increase in operating profit
pada tahun 2020 dibandingkan tahun 2019. Laba usaha in 2020 compared to 2019. Operating profit in 2020 was
tahun 2020 tercatat minus sebesar Rp1,40 triliun, recorded at minus Rp1.40 trillion, decreased by Rp3.84
menurun sebesar Rp3,84 triliun atau 157,4% dibanding trillion or 157.4% compared to operating profit in 2019
laba usaha tahun 2019 yang tercatat sebesar Rp2,44 which was recorded at Rp2.44 trillion. This realization
triliun. Realisasi tersebut sejalan dengan penurunan was in line with the decrease in operating revenues and
pendapatan usaha dan beban usaha. operating expenses.
Penghasilan (Beban) Keuangan Finance Income (Costs)
Realisasi beban keuangan pada tahun 2020 mencapai Realization of finance costs in 2020 reached Rp1.12 trillion.
Rp1,12 triliun. Hal ini menunjukkan adanya kenaikan This shows an increase of Rp393.08 billion compared to
sebesar Rp393,08 miliar dibandingkan pada tahun 2019 2019 which recorded finance costs of Rp729.04 billion. In
yang mencatatkan beban keuangan sebesar Rp729,04 general, the factors affecting the increase were an increase
miliar. Secara umum, faktor yang mempengaruhi in finance costs and a decrease in financial income.
peningkatan tersebut yaitu peningkatan biaya keuangan
dan penurunan penghasilan keuangan.
Penghasilan (Beban) Keuangan (dalam miliar rupiah)

Finance Income (Costs) (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Penghasilan keuangan 126,40 152,8 -26,4 -17,3%
Finance Income
Pajak final atas penghasilan keuangan -25,08 -30,63 5,55 -18,1%
Final tax on finance income
Biaya keuangan -1.136,91 -795,85 -341,06 42,9%
Finance costs
Bagian laba (rugi) entitas asosiasi -86,53 -55,36 -31,17 56,3%
Equity profit (loss) of associates entities
Total Penghasilan (Beban) Keuangan -1.122,12 -729,04 -393,08 53,9%
Total Finance Income (Costs)

Financial Review
Tinjauan Keuangan
Laba Sebelum Pajak Penghasilan Badan Profit Before Corporate Income Tax
Angkasa Pura II mencatatkan penurunan laba sebelum Angkasa Pura II recorded a decrease in profit before
pajak penghasilan badan pada tahun 2020 dibandingkan corporate income tax in 2020 compared to 2019. Profit
tahun 2019. Laba sebelum pajak penghasilan badan before corporate income tax in 2020 was recorded at minus
tahun 2020 tercatat minus sebesar Rp2,61 triliun, turun Rp2.61 trillion, decreased by Rp4.18 trillion or 265.8%
sebesar Rp4,18 triliun atau 265,8% dibanding 2019 yang compared to 2019 which was recorded at Rp1.57 trillion.
tercatat sebesar Rp1,57 triliun.
Manfaat (Beban) Pajak Penghasilan Badan Corporate Income Tax Expense (Benefit)
Manfaat pajak penghasilan badan tahun 2020 sebesar Corporate income tax expense in 2020 amounted to minus
minus Rp110,29 miliar turun sebesar Rp675,56 Rp110.29 billion, decreased by Rp675.56 billion or minus
miliar atau minus 119,5% dibandingkan beban pajak 119.5% compared to corporate income tax expense in 2019
penghasilan badan tahun 2019 sebesar Rp565,27 miliar. of Rp565.27 billion.
Laba Tahun Berjalan Profit For the Year
Angkasa Pura II membukukan rugi tahun berjalan pada Angkasa Pura II posted a loss for the year in 2020 which
tahun 2020 minus sebesar Rp2,50 triliun. Posisi tersebut amounted to minus Rp2.50 trillion. This position decreased
turun dibandingkan posisi laba tahun berjalan yang compared to the position of profit for the year which was
tercatat pada tahun 2019 sebesar Rp1,01 triliun. recorded in 2019 amounted to Rp1.01 trillion.
Seiring dengan realisasi rugi tahun berjalan pada In line with the realization of loss for the year in 2020, the
tahun 2020, maka rugi yang dapat diatribusikan loss attributable to owner of the parent entity reached minus
kepada pemilik entitas induk mencapai minus sebesar Rp2.43 trillion, decreased compared to profit attributable
Rp2,43 triliun, turun dibandingkan laba yang dapat to owner of the parent entity in 2019 amounted to Rp1.02
diatribusikan kepada pemilik entitas induk tahun 2019 trillion.
sebesar Rp1,02 triliun.
Table Laba Tahun Berjalan yang Dapat Diatribusikan (dalam miliar rupiah)
Table. Profit For The Year Attributable To (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Laba tahun berjalan yang dapat diatribusikan kepada:
Profit for the year attributable to:
Pemilik entitas induk -2.433,51 1.018,28 -3.451,79 -339,0%
Kepentingan non-pengendali -62,96 -2,68 -60,28 2.249,3%
Laba Komprehensif Tahun Berjalan Comprehensive Income For the Year
Angkasa Pura II juga mencatatkan total rugi Angkasa Pura II also recorded a total comprehensive loss
komprehensif tahun berjalan tahun 2020 minus for the year in 2020 amounted to minus Rp3.01 trillion, a
sebesar Rp3,01 triliun, turun dibandingkan posisi laba decrease compared to the comprehensive income for the
komprehensif tahun berjalan yang tercatat pada tahun year position recorded in 2019 of Rp919.93 billion.
2019 sebesar Rp919,93 miliar.

Tabel Laba Komprehensif Tahun Berjalan yang Dapat Diatribusikan (dalam miliar rupiah)
Table. Comprehensive Income For The Year Attributable To (in billion miliar rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Laba komprehensif tahun berjalan yang dapat
diatribusikan kepada:
Comprehensive income for the year attributable to:
Pemilik entitas induk -2.938,54 950,32 -3.888,86 -409,2%
Kepentingan non-pengendali -72,35 -6,34 -66,01 1.041,2%
Laba Per Saham Dasar Basic Earnings Per Share
Di tahun 2020, laba per saham dasar tercatat lebih In 2020, basic earnings per share was recorded at a lower
rendah nilainya dibandingkan tahun 2019. Laba per value than in 2019. Earnings per share in 2020 was recorded
saham di tahun 2020 tercatat minus sebesar Rp152.364, at minus Rp152,364, while in 2019 it was Rp74,171.
sedangkan di tahun 2019 adalah sebesar Rp74.171.
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CASH FLOWS
Angkasa Pura II mencatatkan kas dan setara kas per 31 Angkasa Pura II recorded cash and cash equivalents as of
Desember 2020 sebesar Rp2,34 triliun, turun sebesar December 31, 2020 of Rp2.34 trillion, a decrease of Rp1.09
Rp1,09 triliun atau 31,7% dibandingkan dengan kas trillion or 31.7% compared to cash and cash equivalents as
dan setara kas per 31 Desember 2019 yang sebesar of December 31, 2019 which amounted to Rp3.42 trillion.
Rp3,42 triliun. Penurunan ini terutama disebabkan oleh This decrease was mainly due to a decrease in cash flows
penurunan arus kas dari aktivitas operasi. from operating activities.
Laporan Arus Kas Konsolidasian (dalam miliar Rupiah)

Consolidated Statement of Cash Flows (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Arus Kas Dari Aktivitas Operasi -1.242,49 2.095,74 -3.338,23 -159,3%
Cash Flows From Operating Activities
Arus Kas Dari Aktivitas Investasi -2.435,65 -5.787,31 3.351,66 -57,9%
Cash Flows From Investing Activities
Arus Kas Dari Aktivitas Pendanaan 2.591,13 3.328,91 -737,78 -22,2%
Cash Flows From Financing Activities
Kenaikan (Penurunan) Bersih Kas Dan Setara Kas -1.087,01 -362,66 -724,35 199,7%
Net Increase (Decrease) in Cash and Cash Equivalents
Kas Dan Setara Kas Awal Tahun 3.424,09 3.786,76 -362,67 -9,6%
Cash and Cash Equivalents at Beginning of Year
Kas Dan Setara Kas Akhir Tahun 2.337,08 3.424,09 -1.087,01 -31,7%
Cash and Cash Equivalents at End of Year

Financial Review
Tinjauan Keuangan
Arus Kas Dari Aktivitas Operasi Cash Flows From Operating Activities
Arus kas dari aktivitas operasi per 31 Desember 2020 Cash flows from operating activities as of December 31,
tercatat minus sebesar Rp1,24 triliun, menurun sebesar 2020 was recorded at minus Rp1.24 trillion, decreased by
Rp3,34 triliun atau 159,3% dibandingkan arus kas Rp3.34 trillion or 159.3% compared to cash flows from
dari aktivitas operasi per 31 Desember 2019 sebesar operating activities as of December 31, 2019 of Rp2.10
Rp2,10 triliun. Hal ini disebabkan karena penurunan trillion. This was due to a significant decrease in receipts
penerimaan dari pelanggan secara signifikan. from customers.
Arus Kas dari Aktivitas Operasi (dalam miliar Rupiah)

Cash Flows from Operating Activities (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Penerimaan dari pelanggan 5.006,72 10.881,19 -5.874,47 -54,0%
Receipts from Customers
Pembayaran kepada pemasok, kontraktor dan pihak -2.972,16 -5.172,34 2.200,18 -42,5%
ketiga lainnya
Payments to Suppliers, Contractors, and other third parties
Pembayaran kepada karyawan -1.957,12 -2.035,81 78,69 -3,9%
Payments to Employees
Pembayaran pajak -182,70 -863,37 680,67 -78,8%
Payments for Taxes
Pembayaran beban bunga -1.199,99 -795,85 -404,14 50,8%
Payment of Interest Expense
Penerimaan pendapatan bunga 101,31 122,17 -20,86 -17,1%
Receipt of Interest Income
Pembayaran lainnya -38,54 -40,25 1,71 -4,2%
Other Payments
Kas bersih yang diperoleh dari aktivitas operasi -1.242,49 2.095,74 -3.338,23 -159,3%
Net Cash Provided by Operating Activities
Arus Kas untuk Aktivitas Investasi Cash Flows From Investing Activities
Arus kas dari aktivitas investasi per 31 Desember 2020 Cash flows from operating activities as of December 31,
tercatat minus sebesar Rp2,44 triliun, menurun sebesar 2020 was recorded at minus Rp-2.44 trillion, decreased
Rp3,35 triliun atau 57,9% dibandingkan arus kas dari by Rp3.35 trillion or 57.9% compared to cash flows from
aktivitas investasi per 31 Desember 2019 sebesar minus operating activities as of December 31, 2019 of minus
Rp5,79 triliun. Hal ini, disebabkan adanya penurunan Rp5.79 trillion. This was due to a decrease in the acquisition
perolehan asset tetap dan uang muka pembelian tanah. of fixed assets and advance for land acquisition.
Arus Kas dari Aktivitas Investasi (dalam miliar Rupiah)

Cash Flows from Investing Activities (in billion Rupiah)
Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Perolehan aset tetap dan uang muka pembelian tanah -2.372,12 -5.695,39 3.323,27 -58,4%
Acquisition of Fixed Assets and Advance for Land Acquisition
Penerimaan dari penjualan aset tetap 1,47 187,68 -186,22 -99,2%
Proceeds from Sales of Fixed Asset
Penambahan penyertaan saham -85,00 -291,60 206,6 -70,9%
Additional Investment in Shares of Stocks

Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Hasil penjualan asset keuangan tersedia untuk dijual 20,00 12,00 8 66,7%
Proceed from the sale of financial assets available-for-sale
Kas neto yang digunakan untuk aktivitas investasi -2.435,65 -5.787,31 3.351,66 -57,9%
Net Cash Used in Investing Activities
Arus Kas untuk Aktivitas Pendanaan Cash Flows from Financing Activities
Arus kas untuk aktivitas pendanaan per 31 Desember Cash flows for financing activities as of December 31, 2020
2020 tercatat sebesar Rp2,59 triliun, turun sebesar was recorded at Rp2.59 trillion, decreased by Rp737.78
Rp737,78 miliar. Sementara per 31 Desember 2019, billion. Meanwhile, as of December 31, 2019, Angkasa Pura
Angkasa Pura II mencatatkan arus kas untuk aktivitas II recorded cash flows for financing activities of Rp3.33
pendanaan sebesar Rp3,33 triliun. Penurunan arus trillion. The decrease in cash flows for financing activities
kas untuk aktivitas pendanaan disebabkan oleh was due to reduced acceptance of long-term bank loans
berkurangnya penerimaan utang bank jangka panjang.
Arus Kas dari Aktivitas Pendanaan (dalam miliar Rupiah)

Pertumbuhan
Uraian Growth
2020 2019
Description
Nominal %
Penerimaan utang jangka panjang:
Proceeds from Long-Term Loans:
Utang bank 100,18 4.110,31 -4.010,13 -97,6%
Bank Loans
Utang obligasi 2.250,00 - 2.250,00 100,0%
Bonds Payable
Penerimaan Utang Bank Jangka Pendek 558,55 - 558,55 100%
Proceeds from Short-Term Bank Loans
Pembayaran Utang Bank Jangka Pendek -32,00 - -32,00 100%
Payments of Short-Term Bank Loans
Pembayaran utang bank Jangka panjang -195,81 -335,34 139,53 41,6%
Payment of Long-Term Bank Loans
Pembayaran biaya transaksi utang bank -8,00 -6,39 -1,61 -25,2%
Payment of Transaction Costs for Bank Loans
Pembayaran biaya transaksi utang obligasi -3,46 - -3,46 -100,0%
Payment of Transaction Costs for Bonds Payable
Pembayaran dividen kas - -439,67 439,67 -100,0%
Payments of Cash Dividend
Pembayaran liabilitas sewa -78,33 - -78,33 100.0%
Payment of Lease Liabilities
Kas bersih yang diperoleh dari aktivitas pendanaan 2.591,13 3.328,91 -737,78 -22,2%
Net Cash Provided By Financing Activities
LAPORAN RASIO KEUANGAN PENTING STATEMENT OF KEY FINANCIAL RATIOS
Rasio keuangan yang digunakan dalam penilaian kinerja The financial ratios used in assessing the Company’s
perusahaan per 31 Desember 2020 adalah mengacu performance as of December 31, 2020 refer to the
kepada Keputusan Menteri Badan Usaha Milik Negara Minister for State-Owned Enterprises Decree No: KEP-
Nomor: KEP-100/MBU/2002 tentang Penilaian Tingkat 100/MBU/2002 on Assessment of the Soundness of State-

Financial Review
Tinjauan Keuangan
Kesehatan Badan Usaha Milik Negara. Berikut uraian Owned Enterprises. The following is a description of key
mengenai rasio keuangan konsolidasian penting yang consolidated financial ratios that describe the Company’s
menggambarkan pencapaian kinerja keuangan dan financial and operational performance achievements for
operasional Perseroan untuk tahun 2020 dan 2019. 2020 and 2019.

Uraian
2020 2019
Description
Rasio Likuiditas (%)
Liquidity Ratio (%)
Rasio Kas 34,43 64,12
Cash Ratio
Rasio Lancar 78,92 111,69
Current Ratio
Rasio Leverage (%)
Leverage Ratio (%)
Rasio Liabilitas Terhadap Ekuitas 108,45 80,00
Liabilities to Equity Ratio
Rasio Profitabilitas (%)
Profitability Ratio (%)
Rasio Laba Bersih Terhadap Aset (ROA) -5,62 2,29
Return on Assets Ratio (ROA)
Rasio Laba Bersih Terhadap Ekuitas (ROE) -14,88 6,00
Return on Equity Ratio (ROE)
Rasio Laba Bersih Terhadap Investasi (ROI) 1,54 11,50
Return on Investment Ratio (ROI)
Rasio Aktivitas
Activity Ratio
Periode Kolektibilitas (dalam satuan hari) 133 48
Collectability Period (in days)
Perputaran Persediaan (dalam satuan hari) 1 1
Inventory Turnover Ratio (in days)
Total Aset Turn Over 16,42 32,23
Total Assets Turnover Ratio
TMS terhadap Total Aset 35,76 39,04
TMS to Total Assets
Rasio Likuiditas Liquidity Ratio

Adalah ukuran yang dipergunakan untuk menghitung is a measure used to calculate the Company’s ability to
tingkat kemampuan perusahaan dalam memenuhi meet its short-term liabilities. The level of ability of Angkasa
liabilitas jangka pendeknya. Adapun tingkat kemampuan Pura II and its subsidiaries (Persero) in 2020 to meet their
Angkasa Pura II dan entitas anak (Persero) tahun short-term liabilities is indicated by:
2020 dalam memenuhi liabilitas jangka pendeknya
ditunjukkan dengan:
• Rasio Lancar mencapai sebanyak 78,92%. • Current ratio reached 78.92%.
• Rasio Kas mencapai sebanyak sebesar 34,43%. • Cash Ratio reached as much as 34.43%.
Dibanding dengan tahun 2019, rasio lancar, rasio Compared to 2019, current ratio, other liquidity ratios
likuiditas lainnya tahun 2020 mengalami penurunan. in 2020 experienced a decrease. However, in general the
Namun demikian, secara umum likuiditas Perseroan liquidity of the Company and its subsidiaries in 2020 was
dan entitas anak di tahun 2020 masih cukup baik dalam still quite good in meeting their liquidity needs.
memenuhi kebutuhan likuditasnya.

Rasio Leverage Leverage Ratio
Adalah ukuran yang dipergunakan untuk menghitung is a measure used to calculate the Company’s ability to
tingkat kemampuan perusahaan dalam memenuhi meet all of its liabilities if currently the Company and its
segala liabilitasnya apabila saat ini perusahaan dan subsidiaries are liquidated. The level of ability of Angkasa
entitas anak dilikuidasi. Adapun tingkat kemampuan Pura II in 2020 in fulfilling its liabilities if being liquidated at
Angkasa Pura II tahun 2020 dalam memenuhi liabilitas this time is shown by:
apabila dilakukan likuidasi pada saat ini ditunjukkan
dengan:
• Rasio Liabilitas atas Ekuitas sebesar 108,45%. • Liabilities to Equity Ratio of 108.45%.
Dibandingkan dengan tahun 2019, terjadi kenaikan Compared to 2019, there was an increase in the Company’s
dalam rasio leverage perusahaan tahun 2020, meskipun leverage ratio in 2020, although in 2020 the leverage ratio
tahun 2020 rasio leverage mengalami kenaikan di has increased compared to 2019 but is still quite good in
bandingkan dengan tahun 2019 namun masih cukup meeting its liquidity needs.
baik dalam memenuhi kebutuhan likuiditasnya.
Rasio Aktivitas Activity Ratio
Adalah ukuran yang dipergunakan untuk menghitung is a measure used to calculate the effectiveness level of the
tingkat efektivitas perusahaan dan entitas anak dalam Company and its subsidiaries in utilizing all the controlled
memanfaatkan semua sumber daya yang ada pada resources.
pengendaliannya.
Adapun tingkat efektivitas Angkasa Pura II dan entitas The effectiveness level of Angkasa Pura II and its subsidiaries
anak tahun 2020 dalam mengendalikan sumber daya in 2020 in controlling the owned resources is shown by:
yang dimiliki ditunjukkan dengan:
• Rasio Perputaran Persediaan sebanyak 1 hari. • Inventory Turnover Ratio of 1 day.
• Periode Kolektibilitas sebanyak 133 hari. • Collectability period of 133 days.
Dibandingkan dengan tahun 2019, Rasio Perputaran Compared to 2019, the Inventory Turnover Ratio in 2020
persediaan tahun 2020 sama seperti rasio tahun was the same as the ratio in 2019, while the Collectibility
2019, sedangkan Rasio kolektibitas tahun 2020 terjadi Ratio in 2020 experienced an increase in the number of
peningkatan jumlah hari perputaran penagihan dari billing turnover days from last year.
tahun lalu.
Rasio Profitabilitas (Rasio Kemampuan Laba) Profitability Ratio
Adalah ukuran yang dipergunakan untuk menghitung is a measure used to calculate the net final outcome of
hasil akhir bersih dari berbagai kebijakan dan keputusan various management policies and decisions that will
manajemen yang akan memberikan jawaban akhir provide the final answer about management effectiveness
tentang efektivitas manajemen dalam mengelola in managing the Company. The level of profitability of
perusahaan. Adapun tingkat profitabilitas Angkasa Pura Angkasa Pura II and its subsidiaries in 2020 is shown by:
II dan entitas anak tahun 2020 ditunjukkan dengan:
• Rasio Imbalan Ekuitas sebesar -14,88%. • Return on Equity Ratio of -14.88%.
• Rasio Imbalan Aset sebesar -5,62%. • Return on Assets Ratio of -5.62%.
• Rasio Imbalan Investasi sebesar 1,54%. • Return on Investment Ratio of 1.54%.
Dibandingkan dengan tahun 2019, rasio margin laba Compared to 2019, the net profit margin ratio, the return
bersih, rasio imbalan ekuitas, rasio imbalan aset, on equity ratio, the return on assets ratio, and the return on
dan rasio imbalan investasi, mengalami penurunan investment ratio, experienced a significant decline in 2020.
signifikan pada tahun 2020.

Tinjauan Informasi Keuangan Lainnya

KEMAMPUAN MEMBAYAR UTANG DAN TINGKAT ABILITY TO PAY DEBT AND RECEIVABLES
KOLEKTIBILITAS PIUTANG PERUSAHAAN COLLECTABILITY LEVEL OF THE COMPANY
Kemampuan perusahaan untuk membayar hutang The Company’s ability to pay debts on payables can be
atas pinjaman dapat dijelaskan melalui kemampuan explained by its ability to pay short-term and long-term
membayar utang jangka pendek dan jangka panjang payables in 2019, as follows.
tahun 2019, sebagai berikut.
Kemampuan Membayar Utang Jangka Pendek Ability to Pay Short-Term Debt
Untuk mengukur tingkat kemampuan perusahaan To measure the level of the Company’s ability to fulfill short-
dalam memenuhi liabilitas/utang jangka pendek term liabilities/ debt based on liquidity ratios. The level of
berdasarkan rasio likuiditas. Tingkat likuiditas dapat liquidity can be indicated by the Cash Ratio and Current
ditunjukkan dengan Rasio Kas dan Rasio Lancar. Ratio. The Cash Ratio explains the Company’s ability to
Rasio Kas menjelaskan kemampuan Perseroan untuk pay off its short-term liabilities through cash and cash
melunasi liabilitas jangka pendeknya melalui kas dan equivalents (the most liquid assets) owned. Current Ratio
setara kas (aset yang paling likuid) yang dimiliki. Rasio is a ratio used to see the Company’s ability to repay debt
Lancar merupakan rasio yang digunakan untuk melihat using current assets.
kemampuan perusahaan untuk membayar hutang
dengan menggunakan aktiva lancar.
Dibanding dengan tahun 2019, Rasio Kas dan Rasio Compared to 2019, the Cash Ratio and Current Ratio for
Lancar tahun 2020 lebih rendah. Likuiditas berdasarkan 2020 were lower. Liquidity based on cash ratio and current
rasio kas dan rasio lancar tahun 2020 sebesar 34,43% ratio in 2020 amounted to 34.43% and 78.92%, compared
dan 78,92%, dibandingkan rasio kas dan rasio lancar to the cash ratio and the current ratio of 2019 of 64.12%
tahun 2019 sebesar 64,12% dan 111,69%. and 111.69%.

Uraian
2020 2019 Δ 2020-2019
Description
Rasio Kas 34,43% 64,12% -29,70%
Cash Ratio
Rasio Lancar 78,92% 111,69% -32,77%
Current Ratio
Kemampuan Membayar Utang Jangka Panjang Ability to Pay Long-Term Debt
Sedangkan untuk mengukur tingkat kemampuan Meanwhile, to measure the level of the Company’s ability to
perusahaan dalam memenuhi segala liabilitasnya meet all of its liabilities including long-term liabilities/ debts
termasuk liabilitas/utang jangka panjang berdasarkan based on the solvency ratio. In this case, the solvency ratio
rasio solvabilitas. Dalam hal ini, rasio solvabilitas adalah is a measure used to calculate the level of the Company’s
ukuran yang dipergunakan untuk menghitung tingkat ability to meet all of its liabilities if the Company and its
kemampuan perusahaan dalam memenuhi segala subsidiaries are currently liquidated.
liabilitasnya apabila saat ini perusahaan dan entitas
anak dilikuidasi.
Tingkat kemampuan Perseroan dalam memenuhi The level of the Company’s ability to meet its liabilities if it is
liabilitas apabila dilakukan likuidasi pada saat ini currently liquidated is indicated by the ratio of Liabilities to
ditunjukkan dengan Rasio Liabilitas atas Aset dan Rasio Assets and Liabilities to Equity Ratio. The Company’s ability
Liabilitas atas Ekuitas. Kemampuan Perseroan dalam to meet its debt obligations based on the ratio of liabilities
memenuhi kewajiban hutangnya berdasarkan rasio to assets and equity in 2020 is 52.03% and 108.45%.
liabilitas terhadap aset dan ekuitas tahun 2020 sebesar
52,03% dan 108,45%.

Rasio Solvabilitas
Solvency Ratio
Uraian
2020 2019 Δ 2020-2019
Description
Rasio Liabilitas Terhadap Aset 52,03% 44,45% 7,6%
Liabilities to Assets Ratio
Rasio Liabilitas Terhadap Ekuitas 108,45% 80,00% 28,4%
Liabilities to Equity Ratio
Kolektibilitas Piutang Receivables Collectability
Tingkat kolektibilitas piutang Angkasa Pura II Angkasa Pura II’s receivables collectability level shows an
menunjukkan peningkatan kinerja dalam periode increase in performance in the receivables turnover period
perputaran piutang dari tahun sebelumnya. from the previous year. The receivables collectability in
Kolektibilitas piutang di tahun 2020 adalah sebesar 133 2020 was 133 days, while in 2019 it was 48 days. Based on
hari, sedangkan di tahun 2019 adalah sebesar 48 hari. the review of the collectability of the receivables at the end
Berdasarkan hasil penelaahan kolektibilitas piutang of the year, management believes that the allowance for
usaha pada akhir tahun, manajemen berkeyakinan impairment of trade receivables is adequate.
bahwa cadangan penurunan nilai piutang usaha adalah
cukup.
STRUKTUR MODAL DAN KEBIJAKAN CAPITAL STRUCTURE AND MANAGEMENT POLICY

MANAJEMEN ATAS STRUKTUR MODAL ON CAPITAL STRUCTURE
Struktur Modal Capital Structure
Ekuitas yang dapat diatribusikan kepada pemilik entitas Equity attributable to owner of the parent entity is
induk merupakan modal yang dikelola oleh Perusahaan. capital managed by the Company. The main objective
Tujuan utama pengelolaan modal Perusahaan adalah of the Company’s capital management is to ensure the
untuk memastikan pemeliharaan rasio modal yang maintenance of healthy capital ratios to support its
sehat untuk mendukung usaha dan memaksimalkan business and maximize shareholders’ value. The Company
nilai pemegang saham. Perusahaan mengelola struktur manages its capital structure and makes adjustments
permodalan dan melakukan penyesuaian berdasarkan based on changes in economic conditions.
perubahan kondisi ekonomi.
Komposisi struktur modal tahun 2020 yang dimiliki The capital structure composition in 2020 owned by the
oleh Perseroan adalah 52,0% berasal dari Liabilitas Company was 52.0% from Liabilities and 48.0% in the form
dan 48,0% berupa Ekuitas, komposisi ini mengalami of Equity, this composition has changed when compared to
perubahan jika dibandingkan dengan tahun 2019. 2019. The composition of the capital structure originating
Komposisi struktur modal yang berasal dari Liabilitas from Liabilities has increased by 18.2%, while capital from
mengalami peningkatan sebesar 7,6%, sedangkan equity decreased by 12.8%.
modal dari Ekuitas turun sebesar 7,6%.
Struktur Modal (dalam Rpmiliar)

Capital Structure (in billion Rp)
2020 2019
Uraian
Description Posisi Posisi
Nominal Nominal
Position Position
Liabilitas 23.118,36 52,0% 19.555,22 44,4%
Liabilities
Liabilitas Jangka Pendek 6.788,89 29,4% 5.339,91 27,3%
Current Liabilities

2020 2019
Uraian
Description Posisi Posisi
Nominal Nominal
Position Position
Liabilitas Jangka Panjang 16.329,47 70,6% 14.215,31 72,7%
Ekuitas 21.317,61 48,0% 24.442,81 55,6%
Equity
Liabilitas Dan Ekuitas 44.435,97 100,0% 43.998,03 100,0%
Kebijakan Manajemen Atas Struktur Modal Management Policy on Capital Structure
Total modal ditempatkan dan disetor yang diambil Total issued and paid-up capital that is held by
penuh oleh Negara Republik Indonesia adalah sebesar Government of Republic of Indonesia amounting to
Rp15.971.652.000.000, dan terbagi atas: Rp15,971,652,000,000, are divided into:
a. 1 saham Seri A Dwiwarna dengan nilai nominal per a. 1 Dwiwarna Series A share with par value of Rp1,000,000
saham sebesar Rp1.000.000. per share.
b. 15.971.651 saham Seri B masing-masing dengan b. 15,971,651 Series B share with par value of Rp1,000,000
nilai nominal per saham sebesar Rp1.000.000 per share or total nominal value of shares amounting
atau seluruhnya dengan nilai nominal to Rp15,971,651,000,000.
Rp15.971.651.000.000.
Peningkatan modal ditempatkan dan disetor penuh The increase of issued and paid-up capital of
sebesar Rp8.971.652.000.000 tersebut berasal dari: Rp8,971,652,000,000 is derived from:
1. Konversi cadangan sebesar Rp4.536.728.176.398. 1. Conversion of appropriated retained earnings
amounting to Rp4,536,728,176,398.
2. Konversi cadangan sebesar Rp81.099.573.644 2. Conversion of capital reserve amounting to
dan Penyertaan Modal Negara (PMN) sebesar Rp81,099,573,644 and State Equity Participation
Rp4.353.824.249.958 yang seluruhnya dicatat pada (PMN) amounting to Rp4,353,824,249,958 which were
akun Modal Disetor Lainnya. recorded in Other Paid-in Capital account.
Manajemen Modal Capital Management
Ekuitas yang dapat diatribusikan kepada pemilik entitas The equity attributable to the equity holder of the parent
induk merupakan modal yang dikelola oleh Perusahaan. company is the capital managed by the Company. The
Tujuan utama pengelolaan modal Perusahaan adalah primary objective of the Company’s capital management is
untuk memastikan pemeliharaan rasio modal yang to ensure that it maintains healthy capital ratios in order
sehat untuk mendukung usaha dan memaksimalkan to support its business and maximize shareholder value.
nilai pemegang saham. Perusahaan mengelola struktur The Company manages its capital structure and makes
permodalan dan melakukan penyesuaian berdasarkan adjustments based on changes in economic conditions.
perubahan kondisi ekonomi.
Berdasarkan Peraturan Pemerintah (“PP”) No. 38 Tahun Based on Government Regulation (“PP”) No. 38 of 2020
2020 tanggal 16 Juli 2020, Perusahaan menerima dated July 16, 2020, the Company received additional capital
tambahan penyertaan modal Negara Republik investment from the Republic of Indonesia amounting
Indonesia sebesar Rp881.022.753.453 yang berasal to Rp881,022,753,453 resulting from the transfer of
dari pengalihan Barang Milik Negara pada Kementerian Government’s Assets under the Ministry of Transportation
Perhubungan yang pengadaanya berasal dari Anggaran from the Indonesian State Budget Year 1998/1999, 2001,
Pendapatan dan Belanja Negara Tahun Anggaran 2003 , 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011,
1998/1999, 2001, 2003, 2004, 2005, 2006, 2007, 2008, 2012, 2013 and 2017 which has been previously recognized
2009, 2010, 2011, 2012, 2013 dan 2017 yang sebelumnya as part of Government Contribution with Undetermined
telah dicatat sebagai bagian dari Bantuan Pemerintah Status under Other Components of Equity.
yang Belum Ditentukan Statusnya dalam Komponen
Ekuitas Lainnya.

IKATAN MATERIAL UNTUK INVESTASI BARANG MATERIAL COMMITMENTS FOR CAPITAL GOODS
MODAL PADA TAHUN TERAKHIR INVESTMENT IN LAST YEAR
Pengelompokkan kategori belanja modal berikut ini Grouping the following capital expenditure categories for
untuk keperluan replacement/rutin dan development/ replacement/ routine and development purposes, namely:
pengembangan, yaitu:
a. Kelompok program keselamatan dan keamanan a. Aviation safety and security program group;
operasi penerbangan;
b. Kelompok program keselamatan dan keamanan b. Airport safety and security program group;
bandara;
c. Kelompok program pelayanan penumpang dan c. Passenger and cargo service program group;
kargo;
d. Kelompok pengembangan usaha; dan d. Business development group; and
e. Kelompok program pendukung. e. Supporting program group.
Belanja modal Perseroan dan Perusahaan Anak adalah The capital expenditure of the Company and Subsidiaries
sebagai berikut: are as follows:
(dalam jutaan Rupiah | in million Rupiah)
Uraian RKAP Tahun 2020 (Rp) RKAP Tahun 2019 (Rp) RKAP Tahun 2018 (Rp)
Description 2020 RKAP (Rp) 2019 RKAP (Rp) 2018 RKAP (Rp)
Perseroan 712.014 13.910.055 18.768.843
Company
Perusahaan Anak (APS, APK, APP,APA, GAPURA) 161.317 538.743 216.498
Subsidiaries (APS, APK, APP,APA, GAPURA)
Tujuan atas Ikatan Material Objectives of Material Commitments
Tujuan dari ikatan material tersebut untuk belanja barang The objectives of these material commitments for capital
modal ada untuk mendukung serta meningkatkan expenditures are to support and improve airport services
pelayanan kebandarudaraan guna menjaga in order to maintain the safety and security of flight and
keselamatan dan keamanan operasi penerbangan dan airport operations, improve passenger and business
bandar udara, peningkatan pelayanan penumpang dan partner services, and develop the Company’s business.
mitra usaha, serta mengembangkan bisnis Perseroan.
Pihak yang Melakukan Ikatan Parties Conducting the Commitments
Adapun pihak-pihak yang melakukan ikatan material As for the parties who conduct material commitments,
yaitu: Mitra BUMN Karya dan beberapa perusahaan namely: Karya SOEs Partners (Mitra BUMN Karya) and
Swasta. private companies.
Sumber dana, Mata Uang Denominasi dan Langkah Source of Funds, Denomination Currency and Risk
Mitigasi Risiko Mitigation Measures
Sumber dana untuk pembelian barang modal tersebut Source of funds for the purchase of capital goods comes
berasal dari arus kas operasional Perseroan dan from the Company’s operational cash flows as well as
pinjaman bank dan non-bank. Adapun mata uang bank and non-bank loans. The currency that becomes the

yang menjadi denominasi dalan ikatan material untuk denomination in material commitments for investment in
investasi barang modal tersebut berupa mata uang capital goods is in the form of Rupiah. The Company and
Rupiah. Perseroan dan Perusahaan Anak tidak memiliki Subsidiaries do not have capital expenditure transactions
transaksi pembelanjaan modal dalam mata uang asing, in foreign currencies, and do not have hedging transactions
dan tidak memiliki transaksi lindung nilai.
Jika pengikatan tersebut tidak terealisasi, maka If the commitments are not realized, the Company will make
Perseroan akan melakukan perubahan perjanjian changes to the cooperation agreement with the vendor in
kerjasama dengan vendor tersebut yang berupa the form of an addendum of value, time period addendum
addendum nilai, addendum jangka waktu ataupun or addendum in accordance with the conditions that occur.
addendum ruang lingkup sesuai dengan kondisi yang In the event that a default occurs, the Company will call
terjadi. Dalam hal terjadi wan prestasi, Perseroan the vendor again in connection with the changes made
akan melakukan pemanggilan vendor kembali terkait to the plan. The Company does not have debt in foreign
dengan perubahan rencana yang dilakukan. Perseroan currencies so that changes in interest rates do not have a
tidak memiliki utang dalam mata uang asing sehingga significant effect on the Company’s ability to repay loans
perubahan tingkat suku bunga tidak memberikan or pay its obligations. The Company believes to be able to
pengaruh yang signifikan terhadap kemampuan repay the loan or pay its obligations. All of the Company’s
Perseroan dalam mengembalikan pinjaman atau debts have a predetermined interest rate.
membayar kewajibannya. Perseroan berkeyakinan
untuk dapat mengembalikan pinjaman atau membayar
kewajibannya. Semua utang Perseroan memiliki tingkat
bunga yang telah ditentukan.
INVESTASI BARANG MODAL YANG CAPITAL GOODS INVESTMENT REALIZED IN THE

DIREALISASIKAN PADA TAHUN BUKU TERAKHIR LAST FINANCIAL YEAR
Untuk tahun 2020, target program investasi PT Angkasa For 2020, the investment program target of PT Angkasa
Pura II (Persero) adalah sebanyak 89 (delapan puluh Pura II (Persero) was 89 (eighty-nine) programs. The realized
sembilan) program. Realisasi secara program adalah programs were 73 (seventy-three) programs or 82.02% of
sebanyak 73 (tujuh puluh tiga) program atau 82,02% the RKAP target.
dari target RKAP.
RKA 2020
2020 Work Plan & Budget
Uraian Program
No Jumlah Program
Description Pagu Rp(juta)
Number of
Cap Rp(million)
Program
1 Keselamatan & Keamanan Operasi Penerbangan 8 8.000.000
Flight Operation Safety & Security
2 Keselamatan & Keamanan Bandara 4 478.005
Airport Safety & Security
3 Pelayanan Penumpang dan Kargo 6 -
Passenger and Cargo Services
4 Pengembangan Usaha 43 229.145.000
Business Development
5 Pendukung 12 460.079.998
Support
Jumlah 73 697.703.003
Total

PERBANDINGAN TARGET 2020 DENGAN COMPARISON OF THE 2020 TARGET WITH 2020
REALISASI 2020 DAN PROYEKSI 2020 REALIZATION AND 2021 PROJECTION
Angkasa Pura II mencatatkan realisasi pendapatan Angkasa Pura II recorded realized operating revenues of
usaha sebesar Rp5,84 triliun atau tercapai sebesar Rp5.84 trillion or 114.6% of the Revised RKAP target for
114,6% terhadap target RKAP Revisi atas pendapatan 2020 operating revenues of Rp5.10 trillion. Whereas in
usaha 2020. Sebesar Rp5,10 triliun. Sedangan tahun 2020, there was a loss for the year of Rp2.50 trillion or
2020, terdapat rugi tahun berjalan sebesar Rp2,50 120.1% of the estimated loss for the year (Revised RKAP)
triliun atau 120,1% terhadap perkiraan rugi tahun in 2020.
berjalan (RKAP Revisi) tahun 2020.
RUPS PT Angkasa Pura II (Persero) telah memberikan The GMS of PT Angkasa Pura II (Persero) has approved
persetujuan mengenai Rencana Kerja dan Anggaran the 2020 Company Work Plan and Budget (RKAP), as well
Perusahaan (RKAP) 2020, sekaligus menjadi rancangan as becoming a projection of the Company’s performance
proyeksi pencapaian kinerja perusahaan pada tahun achievement in 2020. Projection of performance
2020. Proyeksi pencapaian kinerja tersebut adalah: achievement is as follows:
Tabel Perbandingan Realisasi Laba Rugi 2020 dengan Target 2020 dan Proyeksi 2021 (dalam miliar Rupiah)
Table. Comparison of 2020 Profit or Loss Realization with 2020 Target and 2021 Projection (in billion Rupiah)
Pencapaian Pencapaian
Realisasi dan Realisasi 2020
Target (RKAP) Proyeksi RKAP Revisi dan Proyeksi
Uraian Revisi 2020 Realisasi 2020 (RKAP) 2021 2020 2021
Description 2020 Revised 2020 Realization 2021 (RKAP) Achievement of Achievement of
(RKAP) Target Projection Realization and 2020 Realization
2020 Revised and 2021
RKAP Projection
Pendapatan Usaha:
Operating Revenues:
Pendapatan Aeronautika 2.194,87 2.171,20 2.259,89 98,9% 96,1%
Aeronautical Revenues
Pendapatan Non Aeronautika 2.904,63 3.672,53 4.483,16 126,4% 81,9%
Non-Aeronautical Revenues
Jumlah Pendapatan Usaha 5.099,50 5.843,73 6.743,04 114,6% 86,7%.
Total Operating Revenues
Beban Usaha 7.243,61 7.209,80 7.579,94 99,5% 95,1%
Operating Expenses
Laba (Rugi) Usaha (2.203,00) (1.401,03) (960,85) 136,4% 54,2%
Operating Profit (Loss)
Laba (Rugi) Sebelum Pajak (3.136,55) (2.606,75) (2.387,06) 116,9% 90,8%
Penghasilan Badan
Profit (Loss) Before Corporate Income
Tax
Laba (Rugi) Tahun Berjalan (3.124,71) (2.496,47) (2.662,30) 120,1% 106,2%.
Profit (Loss) For The Year

Dari kinerja posisi keuangan, Angkasa Pura II From the performance of financial position, Angkasa Pura
mencatatkan realisasi aset sebesar Rp44,44 triliun II recorded realized assets of Rp44.44 trillion or reached
atau tercapai 94,8% terhadap RKAP Revisi aset 2020. 94.8% of the 2020 RKAP of assets. Meanwhile, realized
Sedangkan realisasi liabilitas mencapai Rp23,12 triliun liabilities reached Rp23.12 trillion or 90.0% of the 2020
atau 90,0% terhadap RKAP Revisi liabilitas 2020 dan RKAP of liabilities, and realized equity reached Rp21.32
realisasi ekuitas mencapai Rp21,32 triliun atau 100,6% trillion or 100.6% of the 2020 RKAP of equity. Comparison
terhadap RKAP ekuitas 2020. Perbandingan realisasi of the realization of financial position against the 2020
posisi keuangan terhadap RKAP Tahun 2020 dapat RKAP can be seen in the following table.
dilihat pada tabel berikut.
Perbandingan Realisasi Posisi Keuangan 2020 dengan Target 2020 dan Proyeksi 2020 (dalam miliar Rupiah)
Comparison of 2020 Financial Position Realization with 2020 Target and 2021 Projection (in billion Rupiah)
Pencapaian Pencapaian
Realisasi dan Realisasi 2020
Target (RKAP) Proyeksi RKAP Revisi dan Proyeksi
Uraian Revisi 2020 Realisasi 2020 (RKAP) 2021 2020 2021
Description 2020 Revised 2020 Realization 2021 (RKAP) Achievement of Achievement of
(RKAP) Target Projection Realization and 2020 Realization
2020 Revised and 2021
RKAP Projection
Aset 46.869,92 44.435,97 46.510,32 94,8% 95,5%
Assets
Liabilitas 25.687,99 23.118,36 27.984,67 90,0% 82,6%
Liabilities
Ekuitas 21.181,93 21.317,61 18.525,65 100,6% 115,1%
Equity
Liabilitas & Ekuitas 46.869,92 44.435,97 46.510,32 94,8% 95,5%
Liabilities & Equity
INFORMASI DAN FAKTA MATERIAL YANG INFORMATION AND MATERIAL FACT THAT OCCUR
TERJADI SETELAH TANGGAL LAPORAN AFTER THE DATE OF ACCOUNTANT’S REPORT
AKUNTAN
Pada tahun 2020, terdapat peristiwa/kejadian penting In 2020, there were important events after the date of
setelah tanggal laporan akuntan antara lain: accountant’s report, including:
a. Setelah tanggal pelaporan, terdapat ketidakpastian a. After the reporting date, there was uncertainty on
terhadap kondisi makro ekonomi baik di Indonesia the macro-economic condition both in Indonesia and
maupun global yang terutama disebabkan oleh virus global which mainly due to impact of COVID-19 virus.
COVID-19. Operasi Perusahaan telah dan mungkin The Company operations has and may continue to
terus dipengaruhi oleh penyebaran virus COVID-19 be impacted by the outbreak of COVID-19 virus which

yang dimulai di Cina dan kemudian menyebar ke started in China and subsequently spread to other
negara-negara lain termasuk Indonesia. Kondisi ini countries including Indonesia. This condition has
berdampak pada menurunnya secara signifikan affected the significant decreased in the Company’s
operasi dan kondisi keuangan Perusahaan. Efek operations and financial condition. The future effects
masa depan dari merebaknya virus COVID-19 of the outbreak of COVID-19 virus to Indonesia and the
terhadap Indonesia dan Perusahaan masih belum Company are unclear at this time. A significant rise in
dapat ditentukan saat ini. Peningkatan jumlah infeksi the number of COVID-19 virus infections or prolongation
COVID-19 yang signifikan atau penyebaran yang of the outbreak may affect Indonesia and the Company.
berkepanjangan dapat mempengaruhi Indonesia
dan Perusahaan.
b. Pada tanggal 2 Maret 2020, Perusahaan menerima b. On March 2, 2020, the Company received a Copy of
Salinan Keputusan Menteri Badan Usaha Milik Decree of the Minister of State-Owned Enterprises as
Negara Selaku Rapat Umum Pemegang Saham the Company’s General Meeting of Shareholders of
Perusahaan Perseroan (Persero) PT Angkasa Pura II PT Angkasa Pura II (Persero) No. SK-67/MBU/03/2020
No. SK- 67/MBU/03/2020 yang memutuskan: which decides:
- Memberhentikan dengan hormat Daan Achmad, - Dismiss with respect Daan Achmad, Djoko
Djoko Murjatmodjo, Ituk Herarindri dan Bayu Murjatmodjo, Ituk Herarindri and Bayu
Rafisukmawan sebagai Direktur Perusahaan. Rafisukmawan as Directors of the Company.
- Mengangkat Ghamal Peris Aulia, Agus Wialdi, - Appoint Ghamal Peris Aulia, Agus Wialdi, Muhamad
Muhamad Wasid dan Wiweko Probojakti Wasid and Wiweko Probojakti as Directors of the
sebagai Direktur Perusahaan. Company.
c. Pada tanggal 31 Maret 2020, Pemerintah c. On March 31, 2020, the Government issued a
menerbitkan Peraturan Pemerintah Pengganti Government Regulation in lieu of the Law of the Republic
Undang-Undang Republik Indonesia Nomor 1 Tahun of Indonesia No. 1 of 2020 which stipulates, among
2020 yang menetapkan, antara lain, penurunan others, reduction to the tax rates for corporate income
tarif pajak penghasilan wajib pajak badan dalam tax payers and permanent establishments entities from
negeri dan bentuk usaha tetap dari semula 25% previously 25% to become 22% for financial years 2020
menjadi 22% untuk tahun pajak 2020 dan 2021 dan and 2021 and 20% starting financial year 2022 and
20% mulai tahun pajak 2022 dan seterusnya, serta onwards, and further reduction of 3% for corporate
pengurangan lebih lanjut tarif pajak sebesar 3% income tax payers that fulfill certain criteria.
untuk wajib pajak dalam negeri yang memenuhi
persyaratan tertentu.
Tarif pajak yang baru tersebut akan digunakan The new tax rates will be used as reference to measure
sebagai acuan untuk pengukuran aset dan liabilitas the current and deferred tax assets and liabilities
pajak kini dan tangguhan mulai sejak tanggal starting from the enactment date of the new regulation
berlakunya peraturan tersebut yaitu 31 Maret 2020. on March 31, 2020.
PROSPEK USAHA BUSINESS PROSPECTS
Pandemi Virus COVID-19 yang terjadi di awal tahun 2020 The COVID-19 virus pandemic that occurred in early 2020
sangat mempengaruhi seluruh sektor perekonomian greatly affected all sectors of the economy where the biggest
dimana dampak terbesar adalah pada sektor pariwisata impact was on the tourism and transportation sectors. At
dan transportasi. Pada awal terjadinya pandemi the beginning of the pandemic, several countries adopted a
beberapa negara mengambil kebijakan menutup policy of closing access to/from their own country, with the
akses keluar/masuk ke negaranya, dengan ditutupnya closure of this access resulted in a decrease in the number
akses tersebut berimbas pada menurunnya jumlah of passengers so that many airlines also temporarily halted
penumpang sehingga banyak maskapai penerbangan their operational activities.
yang juga menghentikan sementara kegiatan
operasionalnya.

Pada pertengahan Tahun 2020, perusahaan mengajukan In mid-2020, the Company proposed to revise the RKAP
untuk melakukan Revisi RKAP yang disesuaikan dengan which was adjusted to prioritize the principles of financial
mengedepankan prinsip financial sustainability guna sustainability in order to face the economic challenges of
menghadapi tantangan ekonomi terhadap pandemi the COVID-19 pandemic and in an effort to continue to grow
COVID-19 dan dalam upaya untuk terus tumbuh secara sustainably and reduce greater corporate financial losses.
berkesinambungan dan mengurangi kerugian finansial
perusahaan yang lebih besar.
Dengan segala tantangan yang dihadapi perusahaan With all the challenges faced by the Company in 2020, PT
tahun 2020, PT Angkasa Pura II (Persero) menjalankan Angkasa Pura II (Persero) implemented a Business Survival
cash flow management. Program itu diterapkan dalam management. The program was applied in the aeronautical
bisnis aeronautika dan non aeronautika. and non-aeronautical businesses.
Selain itu, Angkasa Pura II telah mengatur kebijakan In addition, Angkasa Pura II has arranged the Company’s
bisnis Perusahaan dibagi ke dalam tiga tingkat yang business policies to be divided into three hierarchical
disusun secara hierarkis, yaitu Strategi Perusahaan levels, namely Corporate Strategy (Corporation), Business
(Korporasi), Strategi Bisnis, dan Strategi Fungsional. Strategy, and Functional Strategy.
a. Strategi korporasi (Corporate level strategy) a. Corporate Sstrategy (Corporate level strategy)
Strategi Perusahaan merupakan level strategi paling The Company’s strategy is the top level of strategy that
atas yang berfungsi menentukan arah perencanaan serves to determine the overall direction of corporate
perusahaan secara keseluruhan. Pada level ini planning. At this level there are three strategies applied,
terdapat tiga strategi yang diterapkan, yaitu strategi namely business growth strategy, portfolio strategy and
pertumbuhan usaha, strategi portofolio dan strategi parenting strategy.
parenting.
1. Strategi pertumbuhan 1. Growth strategy
Strategi pertumbuhan usaha perusahaan The company’s growth strategy includes organic
meliputi strategi organik dan non organik. Strategi and nonorganic strategies. Organic strategy is done
organik dilakukan dengan memaksimalkan by maximizing existing business (core business
bisnis yang sudah ada saat ini (bisnis inti dan and related business). Nonorganic strategy is done
bisnis terkait). Strategi non organik dilakukan through merger, acquisition or partnership.
melalui langkah merger, akusisi atau partnership
2. Strategi Portofolio 2. Portfolio Strategy
Untuk melakukan pemetaan terhadap portofolio For mapping the product and customer portfolio,
produk dan pelanggan Angkasa Pura II telah Angkasa Pura II has set a portfolio strategy that
menetapkan strategi portofolio yang mengacu refers to the concept of 3A namely:
pada konsep 3A yaitu:
• Airport • Airport
Sebagai alat produksi utama perusahaan. As the company’s main production tool. Airport
Airport adalah pondasi utama untuk is the main foundation for generating revenue
menghasilkan revenue dalam bisnis in airport business which is divided into
kebandarudaraan yang terbagi dalam aeronautical and non-aeronautical revenues.
pendapatan aeronautika dan non Airport here includes the infrastructure and all
aeronautika. Airport disini termasuk the supporting facilities so that every inch of the
infrastruktur dan seluruh fasilitas airport should make money for the company.
pendukungnya sehingga setiap jengkal yang
ada di airport seharusnya menghasilkan
uang bagi perusahaan.
• Airlines • Airlines
Memegang posisi yang sangat penting Holding a very important position because the
karena keberlangsungan bisnis kita sangat continuity of our business is very dependent on
tergantung pada airlines. Airlines merupakan the airlines. Airlines is a major customer so it is
customer utama sehingga perlu untuk necessary to understand the portfolio of airlines

memahami portfolio business airlines untuk business to be able to synergize in an effort to

dapat melakukan sinergi dalam upaya untuk provide more benefits for the company.
memberikan manfaat lebih banyak bagi
perusahaan.
• Arena • Arena
Adalah gelanggang tempat kita berperang, It is the arena where we fight, where we seek
dimana disitulah kita mencari peluang- new business opportunities in relation to our
peluang bisnis baru dalam kaitannya dengan growth strategy. It is important to know which
strategi pertumbuhan yang akan kita business portfolio is in the arena to capture new
lakukan. Penting untuk mengetahui portfolio business opportunities.
business yang ada dalam arena untuk bisa
menangkap peluang bisnis baru.
3. Strategi Parenting 3. Parenting Strategy
Strategi parenting adalah strategi yang Parenting strategy is a strategy applied by the
diterapkan induk kepada anak perusahaan. parent to a subsidiary. Where the parent controls
Dimana induk melakukan pengontrolan kepada subsidiaries which includes three things: controlling
anak perusahaan yang meliputi tiga hal yaitu the planning undertaken by a subsidiary,
pengontrolan terhadap perencanaan yang controlling the subsidiary’s budget and controlling
dilakukan oleh anak perusahaan, pengontrolan the strategies to be undertaken by the subsidiary.
terhadap anggaran anak perusahaan dan
pengontrolan terhadap strategi-strategi yang
akan dilakukan oleh anak perusahaan
Strategi parenting induk terhadap anak Parenting strategy for subsidiaries is done through
perusahaan adalah dilakukan melalui 3 hal yaitu: 3 things:
• Menetapkan bisnis inti anak perusahaan • Establish the subsidiary’s core business
Dengan memastikan anak perusahaan By ensuring that the subsidiaries are focused
fokus dan konsisten pada bisnis utama yang and consistent on the core business they have
telah ditetapkan, memastikan setiap anak set, ensure each subsidiary has a different core
perusahaan memiliki bisnis inti yang berbeda business to avoid duplication, and optimize the
untuk menghindari duplikasi, dan melakukan synergy between the parent company and its
optimalisasi sinergi antara induk perusahaan subsidiaries.
dengan anak perusahaan.
• Memetakan kompetensi Inti anak • Map the core competencies of subsidiaries
perusahaan The company maps the core competencies of
Perusahaan memetakan kompetensi inti its subsidiaries based on its core business. If the
anak perusahaan berdasarkan bisnis intinya. subsidiary will develop its business portfolio, it
Apabila anak perusahaan akan melakukan must be with the parent agreement, by ensuring
pengembangan portfolio bisnisnya harus the subsidiary has qualified and competent
dengan persetuujuan induk, dengan human resources in its field.
memastikan anak perusahaan memiliki
SDM yang berkualitas dan berkompeten di
bidangnya.
• Menghitung kapasitas anak perusahaan • Calculate the capacity of subsidiaries
Perusahaan menghitung kapasitas anak The Company calculates the capacity of
perusahaan dengan cara memastikan subsidiaries by ensuring that subsidiaries
anak perusahaan memiliki kapasitas yang have sufficient capacity to provide services
memadai untuk memberikan pelayanan and ensure that subsidiaries have production
dan memastikan bahwa anak perusahaan equipment and supporting resources developed
memiliki alat produksi dan sumber daya as the business grows and the number of
pendukung yang dikembangkan sesuai customers it handles.
perkembangan bisnis dan jumlah pelanggan
yang ditanganinya.

b. Strategi Bisnis (Business Level Strategy) b. Business Level Strategy
Strategi bisnis yang telah ditetapkan perusahaan The company’s business strategy consists of four
terdiri dari empat strategi utama, yaitu pertama, main strategies, namely first, the growth acceleration
percepatan pertumbuhan pergerakan di semua of movement in all airports, with the right airport
bandara, dengan strategi posisi bandara yang tepat positioning strategy that is aero business acceleration
yaitu akselerasi bisnis aero dengan berfokus pada by focusing on Soekarno Hatta Airport and Kualanamu.
Bandara Soekarno Hatta dan Kualanamu. Kedua, Second, business transformation through partnerships
transformasi bisnis melalui kemitraan dengan with worldclass businesses focuses on cargo business
pelaku bisnis kelas dunia berfokus pada bisnis and airport operational cooperation. Third, develop
kargo dan kerjasama operasional bandara. Ketiga, business around the airport to increase the value of
mengembangkan bisnis di sekitar bandara untuk land use and last, optimize the customer experience
meningkatkan nilai kemanfaatan lahan dan terakhir, and stimulate passenger spending at the airport.
optimasi pengalaman pelanggan dan menstimulasi
pembelanjaan penumpang di bandara.
1. Percepatan pertumbuhan pergerakan di semua 1. Acceleration of growth of movement in all airports,
bandara, dengan strategi posisi bandara yang with the right airport positioning strategy can be
tepat dapat dilakukan dengan langkah sebagai done with the following steps:
berikut:
Bandara Strategi
No
Airport Strategy
1 Bandara Soekarno Hatta Menjadi Hub internasional utama (primary international country Hub) di tahun 2020
Soekarno Hatta Airport Become a major international hub (primary international country Hub) in 2020
2 Bandara Kualanamu Menjadi Hub internasional kedua (secondary international country Hub) di tahun 2020
Kualanamu Airport Become the second international Hub (secondary international country Hub) in 2020
3 Bandara lainnya Mengembangkan fungsi sebagai bandara asal-tujuan (origin-destination)
Other Airports Developing function as an origin-destination airport
2. Transformasi bisnis perusahaan dilakukan 2. Corporate business transformation is done

melalui strategi inorganic yaitu partnership atau through inorganic strategy that is partnership.
kemitraan. Kemitraan diarahkan dengan mitra Partnerships are directed with a global strategic
strategis global yang sudah memiliki nama baik partner who already has a good name in the
dalam industri. Kemitraan dengan mitra strategis industry. Partnership with global strategic partners
global diharapkan dapat memberikan nilai is expected to provide added value to Angkasa Pura
tambah kepada Angkasa Pura II pada umumnya II in general and airports in particular.
dan bandara-bandara pada khususnya.
3. Strategi kemitraan dilakukan dengan fokus pada: 3. Partnership strategy is done with focus on:
• Kemitraan strategis pengoperasian Bandar • Strategic partnership of airport operation:
Udara: Kemitraan strategis pengelolaan Strategic partnership of Kualanamu Airport
Bandar Udara Kualanamu management
• Kemitraan pada bisnis kargo: kemitraan • Partnership on cargo business: partnership
dengan pelaku kargo global untuk with global cargo players to increase market
meningkatkan pangsa pasar dan pendapatan share and corporate cargo revenue through
kargo perusahaan melalui pembangunan cargo village development.
cargo village.
4. Pengembangan properti di wilayah bandara dan 4. The development of property in the airport and
sekitarnya bertujuan untuk meningkatkan nilai surrounding areas aims to increase the value of
kemanfaatan lahan. Ada 3 tahap pengembangan land use. There are 3 stages of airport development:
bandara :
• Melengkapi fungsi-fungsi utama bandara • Complete the main functions of airports for
untuk penerbangan dan sirkulasi aviation and passenger circulation.
penumpang.

• Pengembangan fasilitas pendukung di area • Development of supporting facilities in

milik bandara seperti hotel, perkantoran, airportowned areas such as hotels, offices, etc.
dsb.
• Pengembangan area di sekitar bandara yang • Development of an area around the airport that
bukan merupakan wilayah bandara sendiri. is not an airport area itself.
5. Optimalisasi pengalaman pelanggan dilakukan 5. Optimizing the customer experience is done with the
dengan penggunaan teknologi terkini yang use of the latest technology that is integrated with
terintegrasi satu sama lainnya sehingga tercipta each other to create certainty oftime and process
kepastian waktu dan proses bagi pelanggan, for the customer, with certainty of time and process
dengan kepastian waktu dan proses di Bandar at the airport can stimulate passenger spending in
udara dapat menstimulasi pembelanjaan airports. Increased passenger spending should be
penumpang dibandara. Peningkatan supported b appropriate retail strategies.
pembelanjaan penumpang harus ditunjang
dengan strategi retail yan tepat.
c. Strategi Fungsional (Functional Level Strategy) c. Functional Level Strategy

1. Teknologi dan operasional 1. Technology and operations
Teknologi dan operasional berfokus pada Technology and operations are focused on
penerapan smart airport. penerapan smart implementing smart airports. The application of
airport yaitu penggunaan teknologi terkini baik smart airport is the use of the latest technology
untuk operasional bandara maupun untuk both for airport operations and to improve the
meningkatkan pengalaman penumpang. Konsep passenger experience. Smart airport concept will
Smart airport akan mengefisienkan operasional streamline airport operations and passenger
di bandara dan pelayanan penumpang. services. The latest technology is used to streamline
Teknologi terkini dpergunakan untuk the passenger process to improve passenger
mengefisienkan proses penumpang sehingga comfort.
dapat meningkatkan kenyamanan penumpang
2. Organisasi yang Agile dan Ramping 2. Agile and Lean Organization
Guna mencapai tujuan baru organisasi, In order to achieve the organization’s new goals,
dibutuhkan sebuah struktur organisasi it takes an organizational structure that can
yang mampu mengakomodasi terciptanya accommodate the creation of performance
peningkatan kinerja. Struktur organisasi yang improvements. The bureaucratic organizational
birokratis sulit untuk beradaptasi dengan structure is difficult to adapt to the demands
tuntutan perubahan lingkungan. Untuk itu of environmental change. For that required
dibutuhkan transformasi struktur organisasi transformation of organizational structure so that
sehingga menjadi agile. Sebuah organisasi yang it becomes agile. An agile organization has a range
agile memiliki rentang kendali dengan lapisan of controls with fewer layers, less deep structures,
yang lebih sedikit, struktur yang tidak terlalu where each member has a clearer role and the
dalam, dimana setiap anggota memiliki peran authority to coordinate with each other.
yang lebih jelas serta kewenangan untuk saling
berkoordinasi satu sama lain.
3. Sumber daya manusia 3. Human resources
Strategi ini meliputi sistem manajemen SDM This strategy includes an HR management system
dengan mendorong budaya yang berorientasi by fostering performance-oriented culture with
kinerja dengan kapabilitas kelas dunia world-class capabilities. Safety and security.
Keselamatan dan keamanan
4. Corporate Finance & In Organic growth 4. Corporate Finance & In Organic growth
Pendanaan inovatif (innovative funding) memiliki Innovative funding has a very important role as an
peranan sangat penting sebagai enabler dalam enabler in the implementation of all investment plans
terlaksananya seluruh rencana investasi dalam in the company’s longterm plan. The paradigm of
rencana jangka panjang perusahaan. Paradigma traditional funding sources needs to be changed to
sumber pendanaan tradisional perlu diubah be more innovative in order to open up new sources
menjadi lebih inovatif agar dapat membuka of funding. Innovative financing needs to be done,
beragam sumber pendanaan baru. Pendanaan among others through the issuance of bonds, the

inovatif yang perlu dilakukan antara lain melalui exploration of local and global partnership, related
penerbitan bonds, penjajakan kerjasama baik to operational cooperation and the establishment
lokal (local partnership) maupun global, terkait of subsidiaries for several investment initiatives,
kerjasama operasional maupun pendirian anak the sale of noncore assets, these various funding
perusahaan (subsidiaries) untuk beberapa sources are expected to provide adequate funding
inisiatif investasi, penjualan aset-aset non-inti access and the transfer of financial liabilities and
(non-core assets). Beragam sumber pendanaan risks to others which strategically and mutually
ini diharapkan dapat memberikan akses beneficial.
pendanaan yang memadai dan pengalihan
kewajiban finansial serta risiko kepada pihak lain
secara strategis dan saling menguntungkan.
5. Keselamatan dan keamanan 5. Safety and security
Untuk mencapai visi 2020 ada beberapa langkah To achieve the 2020 vision there are several strategic
strategis dari aspek keselamatan dan keamanan steps of safety and security aspects that are crucial.
yang krusial. Aspek ini tidak terkait langsung This aspect is not directly related to income but is
dengan pendapatan namun merupakan syarat the first and main requirement of the core business
pertama dan utama bisnis inti suatu bandara of an airport and needs to be developed at all
dan perlu dikembangkan di seluruh bandara Angkasa Pura II airports.
Angkasa Pura II.
6. Manajemen Perubahan 6. Management of Change
Dengan mempertimbangkan bahwa inisiatif Considering that Angkasa Pura II’s strategic
strategis Angkasa Pura II bersifat kompleks initiatives are complex and long-term, Angkasa Pura
dan jangka panjang, Angkasa Pura II perlu II needs to prepare a Transformation Office (TO), an
mempersiapkan sebuah Transformation organ that proactively guards the implementation
Office (TO), sebuah organ yang secara proaktif of each initiative, ensures that every initiative is in
mengawal implementasi setiap inisiatif yang place to achieve the target. This organ reports the
telah dicanangkan, memastikan setiap inisiatif progress of implementation of direct initiatives to
berjalan dalam rangka mencapai target. Organ the Board of Directors. Initiative owner remains the
ini melaporkan perkembangan implementasi responsible and executor of the initiative, ensuring
inisiatif langsung kepada Direksi. Initiative the initiative works successfully. Initiative owner
owner tetap merupakan penanggung jawab in collaboration with Initiative Sponsor to address
dan pelaksana inisiatif, memastikan inisiatif issues that require coordination of cross-sectoral
terlaksana dengan sukses. Initiative owner settlement.
bekerjasama dengan Initiative Sponsor untuk
mengatasi masalah yang membutuhkan
koordinasi penyelesaian lintas sektoral.
ASPEK PEMASARAN MARKETING ASPECT
Pangsa Pasar Market Share
Perseroan telah menggunkan konsep Customer Centric The Company has used the Customer-Centric Organization
Organization dengan pendekatan Structure Follow concept with the Structure Follow Strategy approach. This
Strategy. Konsep ini berfokus kepada pelanggan baik concept focuses on both internal and external customers
internal maupun external dengan menciptakan layanan by creating services that understand customer needs,
yang memahami kebutuhan, permasalahan, dan issues and expectations through the application of digital
harapan pelanggan melalui penerapan teknologi digital technology in every performance of the Company.
dalam setiap kinerja Perseroan.
Dengan penerapan Customer Centric Organization yang With the implementation of Customer-Centric Organization
berfokus kepada pelanggan, maka dilakukan strategi that focuses on customers, a strategy that supports the
yang mendukung fungsi pelayanan bukan hanya service function is not only something that complements
sesuatu yang melengkapi produk, tetapi merupakan the product, but is one of the keys to the success of the

salah satu kunci dari keberhasilan produk. Keberhasilan product. The success of implementing this strategy shows
penerapan strategi ini menunjukan peningkatan an increase in operating revenues by 17% from 2018 with
pendapatan usaha sebesar 17% dari tahun 2018 dengan the achievement of 101% from the 2019 RKAP. Marketing
pencapaian 101% dari RKAP 2019. Strategi pemasaran strategies that support the achievement of performance in
yang mendukung pencapaian kinerja di tahun 2019 2019 are as follows:
adalah sebagai berikut:
Strategi Kebijakan Keterangan

Strategy Policy Description
Product Peningkatan pencapaian target pendapatan produk utama jasa Penggantian PD 31 menjadi PD 55 menyesuaikan
aeronautika dan non aeronautika dengan cara penyesuaian dengan harapan dan kebutuhan para
Pedoman Kegiatan Komersial secara menyeluruh dalam PD 55 dan pelanggan komersial. Bisnis komplementer jasa
membuka kesempatan kerjasama sebesar-besarnya dalam bidang kebandarudaraan tercermin dalam kerjasama
Adjacent Bisnis terutama untuk bisnis dengan platform digital. Serta Pemanfaatan Helipad dengan White Sky Aviation
mengembangankan bisnis komplementer jasa kebandarudaraan. di area bandara CGK.
Increasing the achievement of the main product revenue targets The replacement of PD 31 became PD 55 adjusting to
for aeronautical and non-aeronautical services by adjusting the the expectations and needs of commercial customers.
Guidelines for Commercial Activities as a whole in PD 55 and opening The complementary business of airport services is
up opportunities for maximum collaboration in the field of Adjacent reflected in the collaboration of Helipad Utilization
Business especially for businesses with digital platforms. In addition, with White Sky Aviation in the CGK airport area.
develop the complementary business of airport services.
Price Penyesuaian tarif aeronautika dengan pemberian insentif diskon Kenaikan tarif dan penyesuaian aspek komersial
tarif kepada maskapai, penyesuaian tarif PJP2U, Konter, dan (penurunan nilai kerjasama) akan memberikan
Garbarata untuk CGK, KNO, PKU, PNK, DTB, PGK, dan penyesuaian pengaruh yang signifikan terhadap pencapaian
tarif Non aeronautika seperti parkir kendaraan bermotor, sewa- pendapatan Perseroan
sewa, konsesi, dan tarif non aero lainnya untuk KC CGK, KNO, PKU, The increase in tariffs and adjustments to commercial
HLP, PLM, PNK, PDG, BDO, BTJ, DJB, PGK, TNJ, DTB, dan BWX aspects (decreasing value of cooperation) will
Aeronautical tariff adjustments by providing tariff discount incentives have a significant effect on the Company’s revenue
to airlines, PJP2U, counter, and Garbarata tariff adjustments for CGK, achievement
KNO, PKU, PNK, DTB, PGK, and Nonaeronautical tariff adjustments such
as motorized vehicle parking, leases, concessions, and other non aero
tariffs for KC CGK, KNO, PKU, HLP, PLM, PNK, PDG, BDO, BTJ, DJB, PGK,
TNJ, DTB, and BWX
Place Memastikan mitra usaha Perseroan ditempatkan di area yang Perubahan bentuk media dari konvensional
sesuai dengan fasilitas yang dibutuhkan dalam penataan Tenant ke digital memberikan dampak signifikan bagi
Mixing di setiap bandara dan penetapan Advertising Media pencapaian pendapatan
Placement Indoor dan Outdoor (digital dan konvensional) Changes in media form from conventional to digital
Ensure that the Company’s business partners are placed in areas have a significant impact on revenue Achievement
that are in accordance with the facilities needed in the Tenant Mixing
arrangement at each airport and the determination of Indoor and
Outdoor Advertising Media Placement (digital and conventional)
Promotion Business Partner Gathering dilakukan rutin setiap tahun secara Coffee Morning & Rapat Bulanan dilakukan rutin
Korporat sebagai wadah promosi available commercial space (aero, di masing-masing Kantor Cabang sebagai sarana
non aero, kargo, adjacent) serta untuk mendapatkan feedback promosi dan mendapatkan feedback dari mitra
(komplain dan saran) dari seluruh lini mitra usaha eksisting dan usaha
calon mitra potensial Coffee Morning & Monthly Meetings are held regularly
Business Partner Gathering is routinely held every year as Corporate as at each Branch Office as a means of promotion and
a promotional container available commercial space (aero, non aero, get feedback from business partners
cargo, adjacent) and to get feedback (complaints and suggestions) from
all lines of existing business partners and potential partners
Participants/ - Perubahan struktur unit komersial KC menjadi divisi dalam Melalui training dan pelatihan guna meningkatkan
People Commercial Service Division mendukung tercapainya kompetensi SDM
Commercial One Stop Service untuk dukungan dan kebutuhan Through training to improve HR competencies
mitra usaha.
- Unit Airport Service memberikan dukungan dengan Airport
Helper, Customer Service, Call Center dengan pengetahuan
komersial yang mencukupi
- Changes in the structure of the commercial unit of KC to become
a division in the Commercial Service Division supporting the
achievement of Commercial One Stop Service for the support and
needs of business partners.
- The Airport Service Unit provides support with Airport Helper,
Customer Service, Call Centers with sufficient commercial knowledge

Physical Layanan kepada pelanggan internal dan eksternal dibuktikan Melalui media social Perseroan, aplikasi Indonesia
Evidence dengan diterbitkannya peraturan-peraturan direksi untuk Airport, Aplikasi Smart Toilet, Aplikasi antrian
mendukung layanan kepada pelanggan, kemudahan berkomunikasi damri, Aplikasi Antrian Taksi
antara pelanggan dengan Perseroan, pengaturan sistem yang Through the Company’s social media, the Indonesia
berhubungan dengan pelanggan Airport application, the Smart Toilet Application, the
Services for internal and external customers are evidenced by the Damri queue application, the Taxi Queue Application
issuance of the directors’ regulations to support services to customers,
ease of communication between customers and the Company, system
settings related to customers
Process Peningkatan pelayanan didukung dengan SOP yang jelas Kententuan tentang Petunjuk Teknis Monitoring
yang tercantum dalam Petunjuk Teknis Perseroan dan telah dan Evaluasi
dikomunikasikan dengan seluruh lini yang terlibat. Provisions regarding Technical Guidelines for
A clear SOP that is listed in the Company’s Technical Guidelines and has Monitoring and Evaluation
been communicated to all lines involved supports Service improvement
Strategi Pemasaran Marketing Strategy
Mengingat bisnis bandar udara bersifat captive Given that airport business is captive market, then business
market, maka untuk pengembangan bisnis dilakukan development is carried out through a directional strategy
melalui pendekatan directional strategy dengan approach by emphasizing a growth strategy approach,
menitikberatkan pendekatan strategi bertumbuh and integrating the concentrate strategy and conglomerate
(growth strategy) , dan memadukan pendekatan strategy approaches. To increase business revenue, several
concentrate strategy dan conglomerate strategy. Untuk strategies have been carried out as follows.
meningkatkan pendapatan usaha, telah dilakukan
beberapa strategi sebagai berikut.

Market Mengembangkan bisnis inti dengan mengelola bandar Pengelolaan bandara-bandara baru seperti Banyuwangi
Penetration udara lain baik melalui penugasan pemegang saham (BWX), Palangkaraya (PKY) dan beberapa bandara lainnya yang
maupun melalui inisiatif perusahaan yang didukung sampai saat ini masih dalam tahap pengerjaan / konstruksi.
dengan kajian bisnis yang memadai Management of new airports such as Banyuwangi (BWX),
Develop core business by managing other airports both Palangkaraya (PKY) and several other airports which are still
through assignment of shareholders and through company under construction.
initiatives supported by adequate business studies.
Market Pemanfaatan sumber daya yang dimiliki perusahaan Optimalisasi portofolio bisnis anak perusahaan sesuai
Development yang berada diluar daerah lingkungan kerja bandar dengan kompetensi masing-masing anak perusahaan tanpa
udara sebagai portofolio usaha yang memberikan nilai adanya duplikasi (portofolio alignment) bisnis yang dilakukan
tambah bagi perusahaan. (Pengembangan Bisnis Inorganik), contoh : hotel, parkir, Kargo
Utilization of resources owned by companies located Optimizing the business portfolio of subsidiaries in accordance
outside the airport working area as a business portfolio with the competencies of each subsidiary without any
that provides added value for the company. business duplication (alignment portfolio) (Inorganic Business
Development), for example: hotels, parking, Cargo.
Service Pengembangan layanan baru dengan teknologi terkait Instalasi ekiosk, ecommerce di beberapa bandara, TravyPass,
Development untuk melayani pasar saat ini, dengan melakukan TravyMeal, TravyShop dll.
pengembangan terminal kargo modern (bonded Ekiosk installation, e-commerce at several airports, TravyPass,
zone), pengembangan integrated offices building, TravyMeal, TravyShop etc.
pengembangan Check-in Lounge/CIP Lounge, e-kiosk,
e-payment, e-commerce, dan komersialisasi ICT.
Development of new services wit technology related
to serving the current market, by developing bonded
zone terminals, developing building integrated offices,
developing Check-in Lounges / CIP Lounges, e-kiosks,
e-payments, e-commerce, and commercialization of ICT.
Diversification Partnership dengan Pengelola bandara dan Pengelola Pendirian PT Angkasa Pura Aviasi sebagai shell company untuk
Kargo kelas dunia dalam upaya membuka peluang melakukan strategic partnership dengan operator bandara
untuk meningkatkan performa dan mempercepat kelas dunia , serta meningkatkan traffic, transfer knowledge
pertumbuhan bisnis perusahaan. dan peningkatan ekuitas.
Partnership with world-class airport managers and Cargo The establishment of PT Angkasa Pura Aviasi as a shell company
Managers in an effort to open opportunities to improve for conducting strategic partnerships with world-class airport
performance and accelerate the company’s business operators, as well as increasing traffic, knowledge transfer and
growth. increasing equity.

KEBIJAKAN DIVIDEN DIVIDEND POLICY
Kebijakan Dividen Dividend Policy
Perusahaan adalah badan usaha milik negara, dimana The Company is a state-owned enterprise, of which the
100% saham dipegang oleh Pemerintah RI. Penyetoran Government of Indonesia holds 100% of the shares.
dividen sepenuhnya menjadi hak pemerintah. Dividend payment is entirely the right of the government.
Penentuan besarnya dividen yang disetorkan kepada Determination of the amount of dividends paid to
Pemegang Saham berdasarkan keputusan Kementerian Shareholders based on the decision of the Ministry of SOEs
BUMN selaku RUPS dan kuasa pemegang saham. as the GMS and proxy of shareholder.
Pembagian Dividen Dividend Distribution
Berdasarkan Risalah Rapat Umum Pegang Saham Based on the Minutes of the General Meeting of Shareholders
nomor KEP.08.03.01/00/05/2019/0210 tanggal 20 Mei no. KEP.08.03.01/00/05/2019/0210 dated May 20, 2019,
2019, pemegang saham Perusahaan setuju untuk the Company’s shareholders agreed to distribute cash
membagikan dividen kas sebesar Rp439.670.327.000 dividends of Rp439,670,327,000 and increase the general
dan menaikkan cadangan umum atas saldo laba tahun reserves for retained earnings for the 2018 financial year
buku 2018 sebesar Rp1.471.939.790.788. Perusahaan by Rp1,471,939,790,788. The Company has paid dividends
telah melakukan pembayaran dividen pada tanggal 20 on June 20, 2019.
Juni 2019.
Berdasarkan Risalah Rapat Umum Pegang Saham Based on the Minutes of the General Meeting of
nomor KEP.08.03.01/00/07/2020/0273 tanggal 2 Juli Shareholders no. KEP.08.03.01/00/07/2020/0273 dated
2020, pemegang saham Perusahaan setuju untuk tidak July 2, 2020, the Company’s shareholders agreed not to
membagikan dividen kas dan menaikkan cadangan distribute cash dividends and to increase the general
umum atas saldo laba tahun buku 2019 sebesar reserves for retained earnings for the 2019 financial year
Rp1.015.672.090.991. amounted to Rp1,015,672,090,991.
Tabel Pembagian Dividen per Tahun Buku

Table. Dividend Distribution per Financial Year
Tahun Buku
Kebijakan Dividen Financial Year
Dividend Policy
2020* 2019 2018
Laba (Rugi) Tahun Berjalan (dalam Rupiah) - 1.007.256.149.471 1.911.552.377.626
Profit (Loss) For The Year (in Rupiah)
Dividen kas yang dibagikan (dalam Rupiah) - Tidak membagikan dividen kas 439.670.327.000
Cash Dividend distributed (in Rupiah) Did not distribute cash dividend
Dividen per lembar saham - - 27.528
Dividend per share
Rasio Pembagian Dividen (Payout Ratio) - - 23,00%
Dividend Payout Ratio
Keputusan RUPS - KEP.08.03.01/00/07/2020/0273 KEP.08.03.01/00/05/2019/0210
GMS Resolution
Tanggal Pengumuman - 2 Juli 2020 20 Mei 2019
Announcement Date July 2, 2020 May 20, 2019
Tanggal Pembayaran - - 20 Juni 2019
Payment Date June 20, 2019
Dividen interim (dalam Rupiah) - - -
Interim Dividend (in Rupiah)
*) Pembagian dividen tahun buku 2020 akan diputuskan dalam RUPS Tahunan yang diselenggarakan pada tahun 2021.
Dividend distribution for the financial year 2020 will be decided at the Annual GMS held in 2021.

PROGRAM KEPEMILIKAN SAHAM OLEH MANAGEMENT AND/OR EMPLOYEE STOCK
MANAJEMEN DAN/ATAU KARYAWAN (ESOP/ OWNERSHIP PROGRAM (ESOP/MSOP)
MSOP)
Sampai tahun 2020, Angkasa Pura II belum menjadi Until 2020, Angkasa Pura II has not yet become a public
perusahaan publik sehingga Perseroan tidak company so the Company does not implement any
melaksanakan program kepemilikan saham oleh management and/or employee stock ownership program
manajemen dan/atau karyawan (ESOP/MSOP). Oleh (ESOP/MSOP). Therefore, there is no information that
karena itu, tidak ada informasi yang memuat uraian contains description regarding:
mengenai:
1. Jumlah saham ESOP/MSOP dan realisasinya; 1. Number of ESOP / MSOP shares and the realization
2. Jangka waktu; 2. Time period
3. Persyaratan karyawan dan/atau manajemen yang 3. Requirements for employees and / or management who
berhak; are entitled
4. Harga exercise. 4. Exercise prices.
REALISASI PENGGUNAAN DANA HASIL REALIZATION OF THE USE OF PROCEEDS FROM

PENAWARAN UMUM PUBLIC OFFERING
Pada tahun 2020, Angkasa Pura II telah melakukan In 2020, Angkasa Pura II has conducted a public offering
penawaran umum dengan menerbitkan “Obligasi by issuing “Shelf Registration Bonds I PT Angkasa Pura
Berkelanjutan I PT Angkasa Pura (Persero) Tahun 2020”. (Persero) Year”.
Pada tanggal 13 Agustus 2020, Perusahaan menerbitkan On August 13, 2020, the Company issued Shelf Registration
Obligasi Berkelanjutan I Angkasa Bonds I Angkasa Pura II Stage II Year 2020 with 4 (four)
Pura II Tahap II Tahun 2020 dengan 4 (empat) seri yaitu: series, namely:
a. Seri A senilai Rp32,00 miliar dan suku bunga 7,80% a. Series A worth Rp32.00 billion and interest rate of
per tahun, akan jatuh tempo tanggal 13 Agustus 2023 7.80% per annum, maturity date on August 13, 2023
b. Seri B senilai Rp159,00 miliar dan suku bunga 8,50% b. Series B worth Rp159.00 billion and interest rate of
c. Seri C senilai Rp1,60 triliun dan suku bunga 9,10% per c. Series C worth Rp1.60 trillion and interest rate of 9.10%
tahun, akan jatuh tempo tanggal 13 Agustus 2027 per annum, maturity date on August 13, 2027
d. Seri D senilai Rp457,00 miliar dan suku bunga 9,25% d. Series D worth Rp457.00 billion and interest rate of
Total dana yang diterima Perusahaan pada tanggal Total proceeds received by the Company on December
13 Desember 2020 dari hasil penerbitan Obligasi 13, 2020 from the issuance of Shelf Registration Bonds I
Berkelanjutan I Angkasa Pura II Tahap II Tahun 2020 Angkasa Pura II Stage II Year 2020 amounted to Rp2.25
adalah sebesar Rp2,25 triliun. trillion.
Berikut informasi terkait penerbitan obligasi tersebut: The following is information regarding the bonds issuance:
1. Total Perolehan Dana Penawaran Umum 1. Total Proceeds from Public Offering
Uraian
No Nominal (Rp)
Description
1 Hasil Penawaran Umum 2.250.000.000.000
Public Offering Results
2 Biaya Penawaran Umum 3.813.305.731
Public Offering Fee
3 Hasil Bersih 2.246.186.694.269
Net Results

2. Rencana penggunaan dana; 2. Plan for the Use of Proceeds;

Dana hasil Penawaran Umum Obligasi The proceeds from the Public Offering of Shelf
Berkelanjutan I Angkasa Pura II Tahap I Tahun 2020, Registration Bonds I Angkasa Pura II Stage I Year
setelah dikurangi biaya-biaya emisi, seluruhnya 2020, after deducting emission costs, will entirely be
akan dipergunakan Perseroan untuk melakukan used by the Company to make payments for a part
pembayaran atas sebagian outstanding pinjaman of the Company’s outstanding loans, to meet working
Perusahaan, memenuhi kebutuhan pembayaran capital payment needs and to fulfill capital expenditure
modal kerja serta memenuhi kebutuhan pembayaran payments, namely for construction and development
capital expenditure, yaitu untuk pembangunan as well as maintenance of the air side and land side of
dan pengembangan serta pemeliharaan sisi udara airports managed by the Company.
dan sisi darat dari bandara-bandara yang dikelola
Perusahaan.
3. Rincian penggunaan dana; 3. Details of the Use of Proceeds;

Sampai dengan 31 Desember 2020, penggunaan As of December 31, 2020, the use of proceeds from the
dana hasil Penawaran Umum Obligasi Berkelanjutan Public Offering of Shelf Registration Bonds I PT Angkasa
I PT Angkasa Pura II (Persero) Tahap I Tahun 2020 Pura II (Persero) Stage I Year 2020 has been absorbed
telah terserap sebesar Rp1,29 triliun dengan rincian in the amount of Rp1.29 trillion with details of the use
penggunaan dana sebagai berikut: of the proceeds as follows:
Rincian Penggunaan Dana

No Nominal (Rp)
Details of the Use of Proceeds
1 Pembayaran Sebagian Outstanding Pinjaman 32.000.000.000
Payments for a Part of Outstanding Loans
2 Pembayaran Modal Kerja 450.000.000.000
Working capital payments
3 Pembayaran Capital Expenditure 806.955.854.957
Capital Expenditure Payments
Total Penggunaan Dana 1.288.955.854.957
Total Use of Proceeds
INFORMASI TRANSAKSI MATERIAL DENGAN INFORMATION ON MATERIAL TRANSACTIONS

PIHAK BERELASI/ AFILIASI WITH RELATED PARTIES/ AFFILIATED PARTIES
Pihak Berelasi Related Parties
Orang atau anggota keluarga terdekat mempunyai As individual or family member is related to the Company
relasi dengan Perusahaan jika mereka: if it:
a. memiliki pengendalian atau pengendalian bersama a. has control or joint control over the Company;
atas Perusahaan;
b. memiliki pengaruh signifikan atas Perusahaan; atau b. has significant influence over the Company; or
c. merupakan personil manajemen kunci Perusahaan c. is a member of the key management personnel of the
atau entitas induk dari Perusahaan. Company.
Suatu pihak dianggap berelasi dengan Perusahaan jika: A party is considered to be related to the Company if:
a. langsung, atau tidak langsung yang melalui satu atau a. directly, or indirectly through one or more
lebih perantara, suatu pihak (i) mengendalikan, atau intermediaries, the party (i) controls, is controlled by,
dikendalikan, atau berada di bawah pengendalian or is under common control with, the Company; (ii)
bersama dengan, Perusahaan; (ii) memiliki has an interest in the Company that gives it significant
kepentingan dalam Perusahaan yang memberikan influence over the Company; or (iii) has joint control
pengaruh signifikan atas Perusahaan; atau (iii) over the Company;
memiliki pengendalian bersama atas Perusahaan;

b. suatu pihak adalah entitas asosiasi Perusahaan; b. the party is an associate of the Company;
c. suatu pihak adalah ventura bersama dimana c. the party is a joint venture in which the Company is a
Perusahaan sebagai venturer; venturer;
d. suatu pihak adalah anggota dari personil manajemen d. the party is a member of the key management personnel
kunci Perusahaan atau induknya; of the Company or its parent;
e. suatu pihak adalah anggota keluarga dekat dari e. the party is a close member of the family of any
individu yang diuraikan dalam butir (a) atau (d); individual referred to in (a) or (d);
f. suatu pihak adalah entitas yang dikendalikan, f. the party is an entity that is controlled, jointly controlled
dikendalikan bersama atau dipengaruhi signifikan or significantly influenced by or for which significant
oleh atau di mana hak suara signifikan dimiliki oleh, voting power in such entity resides with, directly or
langsung maupun tidak langsung, individu seperti indirectly, any individual referred to in (d) or (e);
diuraikan dalam butir (d) atau (e);
g. suatu pihak adalah suatu program imbalan pasca g. the party is a post-employment benefit plan for the
kerja untuk imbalan kerja dari Perusahaan atau benefit of employees of the Company, or of any entity
entitas yang terkait dengan Perusahaan. that is a related party of the Company.
Transaksi dengan Pihak Berelasi Transaction with Related Parties
Dalam kegiatan usaha normal, Perusahaan melakukan In the normal course of business, the Group entered into
transaksi dengan pihak-pihak berelasi, yang terafiliasi transactions with related parties, which is affiliated with
dengan Perusahaan melalui kepemilikan langsung dan the Group through direct and indirect ownership and / or
tidak langsung, dan/atau di bawah kendali pihak yang under the control of the same party.
sama.
Rincian sifat hubungan dan jenis transaksi yang Details of the nature of relationship and type of significant
signifikan dengan pihak berelasi adalah sebagai berikut: transaction with related parties are as follows:

PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan
Controlled by the Government of the Republic of Indonesia Fasilitas pinjaman berjangka
Placement of cash and cash
equivalents andvterm loan facilities
PT Bank Negara Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan
PT Bank Rakyat Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan
PT Bank Tabungan Negara (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan
Lembaga Pembiayaan Ekspor Impor Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan
Indonesia (EXIM) Controlled by the Government of the Republic of Indonesia Fasilitas pinjaman berjangka
PT Bank Rakyat Indonesia Agroniaga Tbk Dikendalikan oleh PT Bank Rakyat Indonesia (Persero) Penempatan kas dan setara kas
Tbk Placement of Cash and Cash
Controlled by PT Bank Rakyat Indonesia (Persero) Tbk Equivalents
PT Bank BNI Syariah Dikendalikan oleh PT Bank Negara Indonesia (Persero) Penempatan kas dan setara kas
Tbk Placement of Cash and Cash
Controlled by PT Bank Rakyat Indonesia (Persero) Tbk Equivalents
PT Bank Syariah Mandiri Dikendalikan oleh PT Bank Mandiri (Persero) Tbk Penempatan kas dan setara kas
Controlled by PT Bank Mandiri (Persero) Tbk Placement of Cash and Cash
Equivalents


PT Garuda Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Piutang usaha pihak berelasi
Controlled by the Government of the Republic of Indonesia Trade receivables from related parties
PT Garuda Maintenance Facility AeroAsia Dikendalikan oleh PT Garuda Indonesia (Persero) Tbk Piutang usaha pihak berelasi
Tbk Controlled by PT Garuda Indonesia (Persero) Tbk Trade receivables from related parties
PT Citilink Indonesia Dikendalikan oleh PT Garuda Indonesia (Persero) Tbk Piutang usaha pihak berelasi
Controlled by PT Garuda Indonesia (Persero) Tbk Trade receivables from related parties
PT Aerofood Indonesia Dikendalikan oleh PT Garuda Indonesia (Persero) Tbk Piutang usaha pihak berelasi
PT Merpati Nusantara Airlines Dikendalikan oleh PT Garuda Indonesia (Persero) Tbk Piutang usaha pihak berelasi
PT Telekomunikasi Indonesia (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Piutang usaha pihak berelasi
Tbk Controlled by the Government of the Republic of Indonesia Trade receivables from related parties
PT Telekomunikasi Selular Tbk Dikendalikan oleh PT Telekomunikasi Indonesia Piutang usaha pihak berelasi
(Persero) Trade receivables from related parties
Controlled by PT Telekomunikasi Indonesia (Persero) Tbk
Perum Lembaga Penyelenggara Dikendalikan oleh Pemerintah Republik Indonesia Piutang usaha pihak berelasi
Pelayanan Navigasi Penerbangan Controlled by the Government of the Republic of Indonesia Trade receivables from related parties
Indonesia
PT Angkasa Pura I (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Utang usaha pihak berelasi
Controlled by the Government of the Republic of Indonesia Trade payables to related parties
PT Aero Systems Indonesia Dikendalikan oleh PT Garuda Indonesia (Persero) Tbk Utang usaha pihak berelasi
Controlled by PT Garuda Indonesia (Persero) Tbk Trade payables to related parties
PT Pertamina (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Jasa pengisian bahan bakar pesawat
Controlled by the Government of the Republic of Indonesia udara
Airplane refueling services
PT Hutama Karya (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Jasa kontraktor
Controlled by the Government of the Republic of Indonesia Contractor services
PT PP (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Jasa kontraktor
PT Adhi Karya (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Jasa kontraktor
PT Wijaya Karya (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Jasa kontraktor
PT Waskita Karya (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Jasa kontraktor
PT Sarana Multi Infrastruktur (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Fasilitas pinjaman berjangka
Controlled by the Government of the Republic of Indonesia Term Loan Facility
PT Indonesia Infrastructure Finance Dikendalikan oleh Pemerintah Republik Indonesia Fasilitas pinjaman berjangka
Controlled by the Government of the Republic of Indonesia Term Loan Facility
PT Purantara Mitra Angkasa Dua Entitas asosiasi Penyertaan saham
Associated Entity Investment in shares
PT Railink Entitas asosiasi Penyertaan saham
Associated Entity Investment in shares
PT Bandar Udara Internasional Jawa Entitas asosiasi Penyertaan saham
Barat Associated Entity Investment in shares

Kebijakan perusahaan terkait dengan mekanisme Company policy related to the reviewing mechanism
review atas transaksi of the transactions
Perusahaan memiliki kebijakan dalam mereview The Company has a policy in reviewing transactions with
transaksi dengan pihak berelasi melalui mekanisme related parties through contract evaluation mechanisms
evaluasi kontrak dan perjanjian kerjasama sesuai and cooperation agreements in accordance with the
pelaksanaan kontrak dan ketentuan peraturan- implementation of the contract and the provisions of the
perundangan dan peraturan perusahaan yang terkait. relevant statutory regulations.
Penjelasan mengenai kewajaran transaksi Explanation of the fairness of the transactions
Perusahaan menilai bahwa transaksi yang dilakukan The Company considers that transactions conducted with
dengan pihak berelasi dalam rangka proses bisnis related parties in the framework of business processes are
masih dalam batas kewajaran. still within reasonable limits.
Pemenuhan ketentuan terkait Compliance with relevant provisions
Perusahaan menilai bahwa transaksi yang dilakukan The Company considers that the transactions carried out
dengan pihak berelasi dalam rangka proses bisnis telah with related parties in the context of business processes
memenuhi ketentuan peraturan-perundangan yang have fulfilled the provisions of the relevant laws and
terkait dan perjanjian kerja sama. cooperation agreements.
PERUBAHAN PERATURAN PERUNDANG- STATUTORY REGULATIONS AMENDMENT

UNDANGAN YANG BERPENGARUH SIGNIFIKAN AFFECTING SIGNIFICANTLY
Tahun 2020, terdapat perubahan peraturan perundang- In 2020, there were amendments in statutory regulations
undangan yang berpengaruh signifikan terhadap that have significant effects on the Company. The
perusahaan. Adapun perubahan peraturan perundang- amendments to the statutory regulations are described as
undangan tersebut diuraikan sebagai berikut: follows:
Nama Peraturan Perundang-undangan Uraian Dampak

Name of Statutory Regulations Description Impact
Peraturan Pemerintah Nomor 35 Tahun Pada tanggal 2 Februari 2021, Pemerintah Perusahaan masih mengevaluasi
2021 (PP 35/2021) mengundangkan dan memberlakukan Peraturan dampak potensial penerapan
Government Regulation No. 35 of 2021 (PP Pemerintah Nomor 35 Tahun 2021 (PP 35/2021) peraturan pelaksana PP 35/2021,
35/2021) untuk melaksanakan ketentuan Pasal 81 dan termasukdampaknya pada laporan
Pasal 185 (b) UU No. 11/2020 mengenai Cipta keuangan konsolidasian Perusahaan
Kerja yang bertujuan untuk menciptakan untuk periode pelaporan berikutnya.
lapangan kerja yang seluasluasnya. The Company is still evaluating the potential
impact of applying the implementing
PP 35/2021 mengatur mengenai perjanjian kerja regulations of Government Regulation
waktu tertentu (karyawan tidak tetap), alih daya, (PP) 35/2021, including the impact on
waktu kerja, waktu istirahat dan pemutusan the Company’s consolidated financial
hubungan kerja, yang dapat mempengaruhi statements for the next reporting period.
manfaat imbalan minimum yang harus diberikan
kepada karyawan.
On February 2, 2021, the Government promulgated

and enforced Government Regulation No. 35 of 2021
(PP 35/2021) to implement the provisions of Article
81 and Article 185 (b) of Law no. 11/2020 on Job
Creation which aims to create the widest possible job
opportunities.
PP 35/2021 regulates work agreements for a

certain period of time (non-permanent employees),
outsourcing, working hours, resting hours and
termination of employment, which can affect the
minimum benefits that must be given to employees.

PERUBAHAN KEBIJAKAN AKUNTANSI CHANGES IN ACCOUNTING POLICY
Pada tahun 2020, Perusahaan dan Entitas Anak telah In 2020, the Company and Subsidiaries have applied all
menerapkan semua standar akuntansi revisi serta revised accounting standards and interpretations issued
interpretasi yang dikeluarkan oleh Dewan Standar by the Indonesian Financial Accounting Standards Board
Akuntansi Keuangan dari Ikatan Akuntan Indonesia (DSAK) of the Institute of Indonesia Chartered Accountants
yang relevan dengan operasinya dan efektif untuk that are relevant to its operations and are effective for
periode akuntansi yang dimulai pada tanggal 1 Januari accounting periods beginning on January 1, 2020.
2020.
Standar Akuntansi Yang Telah Disahkan Namun Accounting Standards Issued But Not Yet Effective
Belum Berlaku Efektif
Standar akuntansi dan interpretasi yang telah disahkan The standards and interpretations that are issued by the
oleh Dewan Standar Akuntansi Keuangan (DSAK), Indonesian Financial Accounting Standards Board (DSAK),
tetapi belum berlaku efektif untuk laporan keuangan but not yet effective for current consolidated financial
konsolidasian tahun berjalan diungkapan dibawah ini. statements are disclosed below. The Company intends to
Perusahaan bermaksud untuk menerapkan standar adopt these standards, if applicable, when they become
tersebut, jika dipandang relevan, saat telah menjadi effective.
efektif.
a. Amendemen PSAK 73: Sewa tentang Konsesi Sewa a. Amendments to PSAK 73: Leases regarding Lease
terkait COVID-19, berlaku efektif untuk periode Concessions related to COVID-19, are effective for the
pelaporan tahunan yang dimulai pada atau setelah 1 annual reporting period starting on or after June 1,
Juni 2020 dan penerapan dini diperkenankan. 2020 and early adoption is permitted.

Amandemen tersebut memberikan kelonggaran bagi The amendments provide leeway for lessees to apply
lessee untuk menerapkan pedoman PSAK 73 tentang the PSAK 73 guidelines regarding modification of
modifikasi sewa akuntansi untuk konsesi sewa yang accounting leases for lease concessions arising as a
timbul sebagai akibat langsung dari pandemi COVID-19. direct result of the COVID-19 pandemic. As a practical
Sebagai cara praktis, lessee dapat memilih untuk way, the lessee may choose not to assess whether the
tidak menilai apakah konsesi sewa terkait COVID-19 lessor’s COVID-19-related lease concessions constitute
dari lessor merupakan modifikasi sewa. Lessee yang a modification of the lease. The lessee who made
membuat pemilihan ini memperhitungkan setiap this selection took into account any changes in lease
perubahan dalam pembayaran sewa yang dihasilkan payments resulting from the COVID-19 related lease
dari konsesi sewa terkait COVID-19 dengan cara yang in the same way would account for the changes under
sama akan menjelaskan perubahan berdasarkan PSAK 73, if the changes were not lease modifications.
PSAK 73, jika perubahan tersebut bukan merupakan
modifikasi sewa.
b. Amendemen PSAK 22: Kombinasi Bisnis tentang b. Amendments to PSAK 22: Business Combinations
Definisi Bisnis, efektif untuk kombinasi bisnis yang concerning Business Definitions, are effective for
tanggal akuisisinya pada atau setelah awal periode business combinations whose acquisition date is on
tahun buku yang dimulai pada atau setelah tanggal or after the beginning of the financial year period
1 Januari 2021 dan untuk akuisisi aset yang terjadi beginning on or after January 1, 2021 and for assets
pada atau setelah awal periode tersebut dengan acquisitions that occur at or after the beginning of that
penerapan lebih dini diperkenankan. period with earlier application is permitted.
Amandemen PSAK 22 Kombinasi Bisnis mengklarifikasi Amendments to PSAK 22 Business Combinations

unsur bisnis bahwa untuk dipertimbangkan sebagai clarify the business element that to be considered as

suatu bisnis, suatu rangkaian terintegrasi dari a business, an integrated set of activities and assets
aktivitas dan aset yang diakuisi mencakup, minimum, acquired includes, as a minimum, substantive inputs
input dan proses substantif yang bersama-sama and processes that together contribute significantly to
berkontribusi secara signifikan terhadap kemampuan the ability to produce outputs.
untuk menghasilkan output.
c. Amendemen PSAK 71: Instrumen Keuangan, c. Amendments to PSAK 71: Financial Instruments,
Amendemen PSAK 55: Instrumen Keuangan: Amendments to PSAK 55: Financial Instruments:
Pengakuan dan Pengukuran, Amendemen PSAK 60: Recognition and Measurement, Amendments to PSAK
Instrumen Keuangan: Pengungkapan, Amendemen 60: Financial Instruments: Disclosures, Amendments to
PSAK 62: Kontrak Asuransi dan Amendemen PSAK PSAK 62: Insurance Contracts and Amendments to PSAK
73: Sewa tentang Reformasi Acuan Suku Bunga – 73: Leases on Interest Rate Benchmark Reform - Phase
Tahap 2, berlaku efektif per 1 Januari 2021 dengan 2, effective January 1, 2021 with earlier application is
penerapan lebih dini diperkenankan. permitted.
Reformasi Acuan Suku Bunga - Tahap 2 membahas isu Interest Rate Benchmark Reform—Phase 2, address
yang mungkin mempengaruhi pelaporan keuangan issues that might affect financial reporting during the
selama reformasi acuan suku bunga, termasuk reform of an interest rate benchmark, including the
dampak perubahan arus kas kontraktual atau effects of changes to contractual cash flows or hedging
hubungan lindung nilai yang timbul dari penggantian relationships arising from the replacement of an
acuan suku bunga dengan acuan alternatif yang interest rate benchmark with an alternative benchmark.
baru. Amendemen ini mengubah persyaratan dalam This amendment amends the requirements in PSAK 71:
PSAK 71: Instrumen Keuangan, PSAK 55: Instrumen Financial Instruments, PSAK 55: Financial Instruments:
Keuangan: Pengakuan dan Pengukuran, PSAK 60: Recognition and Measurement, PSAK 60: Financial
Instrumen Keuangan: Pengungkapan, PSAK 62: Instruments: Disclosures, PSAK 62: Insurance Contracts
Kontrak Asuransi dan PSAK 73: Sewa yang terkait and PSAK 73: Leases related to:
dengan:
• perubahan dasar untuk menentukan arus • Changes in the basis for determining contractual
kas kontraktual dari aset keuangan, liabilitas cash flows of financial assets, financial liabilities
keuangan dan liabilitas sewa; and lease liabilities;
• akuntansi lindung nilai; dan • Hedge accounting; and
• pengungkapan. • disclosures.
Reformasi Acuan Suku Bunga - Tahap 2 hanya berlaku Interest Rate Benchmark Reform—Phase 2 apply only to
untuk perubahan yang disyaratkan oleh reformasi changes required by the interest rate benchmark reform
acuan suku bunga untuk instrument keuangan dan to financial instruments and hedging relationships.
hubungan lindung nilai.
d. Amendemen PSAK 57: Provisi, Liabilitas Kontinjensi, d. Amendments to PSAK 57: Provisions, Contingent
dan Aset Kontinjensi tentang Kontrak Memberatkan Liabilities, and Contingent Assets regarding Aggravating
- Biaya Memenuhi Kontrak, berlaku efektif pada 1 Contracts - Contract Fulfillment Costs, effective January
Januari 2022 dengan penerapan dini diperkenankan. 1, 2022 with earlier application is permitted.
Amendemen ini mengklarifikasi biaya untuk This amendment clarifies the cost of fulfilling a contract
memenuhi suatu kontrak dalam kaitannya dalam in relation to determining whether a contract is an
menentukan apakah suatu kontrak merupakan aggravating contract.
kontrak memberatkan.
Amendemen PSAK 57 mengatur bahwa biaya untuk Amendments to PSAK 57 requires that costs to fulfill
memenuhi kontrak meliputi biaya yang berhubungan contracts include costs that are directly related to the
langsung dengan kontrak. Biaya yang berhubungan contract. Costs that are directly related to the contract
langsung dengan kontrak terdiri dari: consist of:

1. biaya inkremental untuk memenuhi kontrak 1. incremental costs of fulfilling the contract, and
tersebut, dan 2. allocation of other costs that are directly related to
2. alokasi biaya lain yang berhubungan langsung fulfill the contract.
untuk memenuhi kontrak.
Entitas menerapkan amendemen tersebut pada An entity applies the amendment to a contract that has
kontrak yang belum terpenuhi semua kewajibannya not fulfilled all of its obligations at the beginning of the
pada awal periode pelaporan tahunan yang mana annual reporting period in which the entity first applied
entitas pertama kali menerapkan amendemen the amendment (initial application date). The entity
(tanggal aplikasi awal). Entitas tidak menyajikan does not restate comparative information. Instead,
Kembali informasi komparatif. Sebagai gantinya, an entity recognizes the cumulative effect of the initial
entitas mengakui dampak kumulatif dari penerapan application of the amendments as an adjustment to
awal amendemen sebagai penyesuaian terhadap the beginning balance of retained earnings or other
saldo awal atas saldo laba atau komponen ekuitas components of equity, as appropriate, at the date of
lainnya, sebagaimana mestinya, pada tanggal aplikasi initial application.
awal.
e. Amendemen PSAK 1: Penyajian Laporan Keuangan e. Amendments to PSAK 1: Presentation of Financial

tentang Klasifikasi Liabilitas sebagai Jangka Pendek Statements regarding the Classification of Liabilities
atau Jangka Panjang, efektif untuk periode pelaporan as Short Term or Long Term, is effective for the annual
tahunan yang dimulai pada atau setelah 1 Januari reporting period beginning on or after January 1, 2023
2023 dan harus diterapkan secara retrospektif and should be applied retrospectively with earlier
dengan penerapan lebih dini diperkenankan. application is permitted.
Amandemen menentukan persyaratan untuk The amendment determines the requirements for
mengklasifikasikan liabilitas sebagai jangka pendek classifying liabilities as short term or long term. The
atau jangka panjang. Amandemen tersebut amendment explains:
menjelaskan:
• Apa yang dimaksud dengan hak untuk • What is meant by the right to defer settlement
menangguhkan penyelesaian
• Bahwa hak entitas untuk menangguhkan • That the entity’s right to defer settlement of the
penyelesaian liabilitas harus ada pada akhir liabilities must exist at the end of the reporting
periode pelaporan period
• Klasifikasi tersebut tidak terpengaruh oleh • The classification is not affected by the possibility
kemungkinan bahwa entitas akan menggunakan that the entity will exercise its right to defer
haknya untuk menangguhkan penyelesaian settlement of the liabilities
liabilitas
• Hanya jika suatu derivatif melekat dalam liabilitas • Only if a derivative embedded in convertible
konvertibel merupakan instrument ekuitas liabilities is an equity instrument only, the use of the
saja, penggunaan frasa liabilitas tidak akan phrase liabilities not affect its classification.
memengaruhi klasifikasinya
Alasan perubahan kebijakan akuntansi Reasons for changing accounting policies
Penerapan perubahaan kebijakan akuntansi mengikuti The adoption of changes in accounting policies follows
perubahan standar akuntansi revisi serta interpretasi changes in revised accounting standards and interpretations
yang dikeluarkan oleh Dewan Standar Akuntansi issued by the Financial Accounting Standards Board of
Keuangan dari Ikatan Akuntan Indonesia yang relevan the Institute of Indonesia Chartered Accountants that are
dengan operasi bisnis Perusahaan. relevant to the Company’s business operations.

Dampaknya terhadap laporan keuangan Impact on financial statements
Penerapan sedang mengevaluasi dampak dari standar The adoption is currently being evaluated of the impact of
akuntansi tersebut dan belum menentukan dampaknya these accounting standards and has not yet determined the
terhadap laporan keuangan konsolidasian. impact on the consolidated financial statements.
INFORMASI KELANGSUNGAN USAHA BUSINESS CONTINUITY INFORMATION
Hal-Hal yang Berpotensi Berpengaruh Signifikan Matters that Potentially Have Significant Impact on
terhadap Kelangsungan Usaha Business Continuity
Sampai dengan tahun 2020, Angkasa Pura II terdapat Until 2020, Angkasa Pura II has matters that significantly
hal-hal yang berpengaruh signifikan terhadap affect the business continuity, namely:
kelangsungan usaha, yaitu:
• Penyebaran virus COVID-19 ke seluruh penjuru • The spread of the COVID-19 virus throughout the world,
dunia termasuk Indonesia yang menyebabkan including Indonesia, which has caused macroeconomic
ketidakpastian makro ekonomi sehubungan uncertainty in relation to the volatility of foreign
dengan volatilitas nilai tukar mata uang asing, currency exchange rates, prices and demand. This
harga dan permintaan. Kondisi ini berdampak condition resulted in a significant decline in the
pada menurunnya secara signifikan operasi dan Company’s operations and financial condition. Future
kondisi keuangan Perusahaan. Perkembangan masa developments may change as a result of market changes
depan mungkin berubah akibat perubahan pasar or other situations beyond the Company’s control. A
atau situasi lainnya di luar kendali Perusahaan. significant increase in the number of COVID-19 virus
Peningkatan jumlah infeksi virus COVID-19 yang infections or prolonged spread could affect Indonesia
signifikan atau penyebaran yang berkepanjangan and the Company’s operations. Management will
dapat mempengaruhi Indonesia dan operasi continue to monitor this and address the risks and
Perusahaan. Manajemen akan terus memantau hal uncertainties associated with this in the future.
ini dan mengatasi risiko dan ketidakpastian terkait
hal ini di masa mendatang.
Asumsi Dasar dan Assessment Kelangsungan Usaha Basic Assumptions and Assessment of Business
Continuity
Asumsi tersebut berlandaskan pada posisi Angkasa This assumption is based on the position of Angkasa
Pura II, jika dilihat dari analisis kekuatan (strengths) Pura II, when viewed from the analysis of strengths and
dan kelemahan (weaknesses), peluang (opportunities) weaknesses, opportunities and threats, and identification.
dan hambatan (threatment), serta identifikasi. Dari From this analysis, assumptions have been generated that
analisa tersebut, telah menghasilkan asumsi-asumsi explain the external conditions and internal conditions of
yang menjelaskan tentang kondisi ekternal dan kondisi the Company, which are as follows:
internal Perseroan, yaitu sebagai berikut:
a. Kondisi Eksternal a. External Conditions
1) Kondisi Ekonomi 1) Economic Conditions
Kesepakatan asumsi makro tersebut tidak lepas The agreement on macro assumptions cannot
dari adanya pengaruh dari faktor eksternal dan be separated from the influence of external and
faktor internal. Dari faktor eksternal, kondisi internal factors. From external factors, world
perekonomian dunia masih belum stabil, akibat economic conditions are still unstable due to the
adanya pandemi COVID-19. COVID-19 pandemic.

Namun demikian, secara konsisten pemerintah However, the government consistently continues to
terus melakukan stimulus dan program- carry out stimulus and programs for the National
program Pemulihan Ekonomi Nasional (PEN), Economic Recovery (PEN), which are expected to
yang diharapkan dapat mempercepat perbaikan accelerate the improvement of economic growth
pertumbuhan ekonomi dan menjaga stabilitas and maintain macroeconomic stability and
ekonomi makro serta mendorong investasi. encourage investment.
2) Industri 2) Industry
Pandemi Virus COVID-19 yang terjadi di awal The COVID-19 virus pandemic that occurred in early
tahun 2020 sangat mempengaruhi seluruh 2020 greatly affected all sectors of the economy
sektor perekonomian dimana dampak terbesar where the biggest impact was on the tourism and
adalah pada sektor pariwisata dan transportasi. transportation sectors. At the beginning of the
Pada awal terjadinya pandemi beberapa negara pandemic, several countries adopted a policy of
mengambil kebijakan menutup akses keluar/ closing access to/from their own country, with the
masuk ke negaranya, dengan ditutupnya closure of this access resulted in a decrease in the
akses tersebut berimbas pada menurunnya number of passengers so that many airlines also
jumlah penumpang sehingga banyak maskapai temporarily halted their operational activities.
penerbangan yang juga menghentikan sementara
kegiatan operasionalnya.
b. Kondisi Internal b. Internal Conditions

Dengan kondisi makro ekonomi nasional yang With the national macroeconomic conditions under
mengalami tekanan, pada pertengahan tahun 2020, pressure, in mid-2020, the Company proposed to revise
Perusahaan mengajukan untuk melakukan Revisi the RKAP which was adjusted to prioritize the principles
RKAP yang disesuaikan dengan mengedepankan of financial sustainability in order to face the economic
prinsip financial sustainability guna menghadapi challenges of the COVID-19 pandemic and in an effort
tantangan ekonomi terhadap pandemi COVID-19 to continue to grow sustainably and reduce greater
dan dalam upaya untuk terus tumbuh secara corporate financial losses.
berkesinambungan dan mengurangi kerugian
finansial perusahaan yang lebih besar.
Dengan segala tantangan yang dihadapi perusahaan With all the challenges faced by the Company in 2020,
tahun 2020, Angkasa Pura II menjalankan strategi PT Angkasa Pura II (Persero) implemented a Business
Business Survival Initiatives yang terdiri dari tiga Survival Initiatives strategy which consists of three
program yaitu cost leadership, capex disbursement, programs, namely cost leadership, capex disbursement,
dan cash flow management. Program itu diterapkan and cash flow management. The program was applied
dalam bisnis aeronautika dan non aeronautika. in the aeronautical and non-aeronautical businesses.

Tata Kelola Perusahaan
Good Corporate Governance
216

Bagi Angkasa Pura II, penerapan GCG merupakan aspek

penting dalam rangka meningkatkan dan memaksimalkan nilai
perusahaan, mendorong pengelolaan Angkasa Pura II yang
profesional, transparan, dan efisien guna memenuhi kewajiban
secara bertanggung jawab kepada Pemegang Saham, mitra bisnis,
serta masyarakat pada umumnya.
For Angkasa Pura II, implementing GCG is an important aspect in order to

increase and maximize its value, encourage a professional, transparent and
efficient management of Angkasa Pura II to fulfill obligations responsibly to
shareholders, business partners, and the community at large.

KOMITMEN PENERAPAN GCG
GCG IMPLEMENTATION COMMITMENT
Angkasa Pura II berkomitmen untuk membangun landasan

kuat bagi penerapan prinsip tata kelola perusahaan yang
baik dan benar (good corporate governance) atau GCG. Hal
tersebut tercermin dari berbagai kebijakan GCG yang telah
menjadi acuan bagi seluruh insan Angkasa Pura II.
Dari tahun ke tahun, penerapan prinsip-prinsip tata kelola yang
baik atau Good Corporate Governance (GCG) di seluruh level
organisasi. Tujuannya agar Angkasa Pura II dapat terus menjaga dan
meningkatkan akuntabilitas dan kinerja sesuai harapan para pemangku
kepentingan. Penerapan prinsip GCG tentunya juga dapat membangun
dan meningkatkan kepercayaan dari para pemangku kepentingan.
Komitmen Penerapan GCG di lingkungan Angkasa Commitment to GCG Implementation within Angkasa Pura
Pura II ditegaskan di dalam Anggaran Dasar dan II is affirmed in the Articles of Association and various GCG
berbagai kebijakan GCG. Segenap insan Angkasa Pura policies. All Angkasa Pura II personnel apply GCG practices
II menerapkan praktik-praktik GCG dalam pengelolaan in the management of the Company as outlined in the Good
Perseroan yang dituangkan dalam Pedoman Good Corporate Governance Guidelines (GCG Code). All Angkasa
Corporate Governance (GCG Code). Segenap insan Pura II personnel are determined to always implement GCG
Angkasa Pura II bertekad untuk selalu menerapkan effectively and efficiently, and use it as a basis for improving
GCG secara efektif dan efisien, serta menggunakannya sustainable business performance and also as a form of
sebagai landasan untuk meningkatkan kinerja the Company’s accountability to stakeholders.
bisnis yang berkelanjutan dan juga sebagai bentuk
pertanggungjawaban Perseroan kepada para pemangku
kepentingan.
Komitmen ini diwujudkan antara lain dengan This commitment is realized, among others, by completing
melengkapi infrastruktur GCG yang melandasi the GCG infrastructure that underlies the implementation
penerapan GCG di lingkup Angkasa Pura II, serta of GCG in the scope of Angkasa Pura II, as well as making
melakukan penyempurnaan berbagai softstructure atau improvements to various GCG soft structures owned by the
perangkat lunak struktur GCG yang dimiliki Perseroan. Company.
Untuk menunjukkan komitmen terhadap pelaksanaan To show the commitment to GCG implementation at
GCG di Angkasa Pura II, GCG Code akan dikaji Angkasa Pura II, the GCG Code will be reviewed periodically
relevansinya secara berkala guna melihat kesesuaian for its relevance to see its suitability with the latest
terhadap kondisi lingkungan bisnis Perseroan yang conditions of the Company’s business environment.
mutakhir.

Implementation of Basic Principles of GCG
Implementasi Prinsip-prinsip Dasar GCG
Kami mendefinisikan GCG sebagai pola pikir dan pola We define GCG as a mindset and work pattern that is applied
kerja yang diterapkan di seluruh jajaran perusahaan at all levels of the company to increase transparency and
untuk meningkatkan transparansi dan akuntabilitas accountability for the creation of an efficient and effective
demi terciptanya sistem manajemen yang efisien dan management system. Fully committed to implementing GCG
efektif. Komitmen secara penuh untuk menerapkan principles can be the basis for creating sustainable added
prinsip-prinsip GCG dapat menjadi landasan dalam value for the interests of shareholders, society at large,
menciptakan nilai tambah yang berkelanjutan bagi and various other stakeholders (employees, consumers,
kepentingan para pemegang saham, masyarakat secara regulators, work partners, etc.) both in short term as well
luas, dan berbagai pemangku kepentingan lainnya as long term.
(pegawai, konsumen, regulator, mitra kerja, dan lain-
lain) baik dalam jangka pendek maupun jangka panjang.
Dalam pengelolaan sumber daya dan usaha, GCG In managing resources and business, GCG will also increase
juga akan meningkatkan tanggung jawab manajemen management responsibility to shareholders, stakeholders,
pada pemegang saham (shareholders), pemangku and accommodate various parties with an interest
kepentingan (stakeholders), serta mengakomodasi in the company such as creditors, suppliers, business
berbagai pihak yang berkepentingan dengan associations, consumers, workers, the Government and the
perusahaan seperti kreditor, supplier, asosiasi usaha, wide community.
konsumen, pekerja, Pemerintah dan masyarakat luas.
Implementasi Prinsip-prinsip
Dasar GCG
Implementation of Basic Principles of GCG
Penerapan praktik GCG menjadi landasan proses dan The implementation of GCG practices is the basis for the
mekanisme pengelolaan entitas usaha berlandaskan process and mechanism for managing business entities
kepatuhan terhadap peraturan dan perundang- based on compliance with applicable laws and regulations
undangan yang berlaku yang wajib dijalankan seluruh that must be carried out by all business actors in the world,
pelaku usaha di dunia, termasuk Indonesia. GCG juga including Indonesia. GCG can also be used to maintain the
juga dapat digunakan untuk menjaga kepercayaan trust of shareholders and stakeholders.
pemegang saham (shareholders) dan juga pemangku
kepentingan (stakeholders).
Bagi Angkasa Pura II, penerapan GCG merupakan For Angkasa Pura II, implementing GCG is an important
aspek penting dalam rangka meningkatkan dan aspect in order to increase and maximize its value,
memaksimalkan nilai perusahaan, mendorong encourage a professional, transparent and efficient
pengelolaan Angkasa Pura II yang profesional, management of Angkasa Pura II to fulfill obligations
transparan, dan efisien guna memenuhi kewajiban responsibly to shareholders, business partners, and the
secara bertanggung jawab kepada Pemegang Saham, community at large.
mitra bisnis, serta masyarakat pada umumnya.

Melalui penerapan prinsip-prinsip GCG diharapkan Through the application of GCG principles, it is expected
mampu memaksimalkan nilai Angkasa Pura II bagi to be able to maximize the value of Angkasa Pura II for
para stakeholders dalam bentuk meningkatnya kinerja stakeholders in the form of improved performance through
dalam bentuk nilai perusahaan dalam jangka panjang long-term corporate value and corporate image. So as to
serta citra perusahaan. Sehingga semakin menguatkan further strengthen the position of Angkasa Pura II in global
posisi Angkasa Pura II didalam persaingan global serta competition and sustainable business growth.
pertumbuhan bisnis berkelanjutan.
GCG merupakan sistem sekaligus struktur dalam rangka The GCG is a system as well as a structure in order to
memberi keyakinan kepada seluruh stakeholders provide confidence to all stakeholders that the Company
bahwa perusahaan dikelola dan dikendalikan untuk is managed and controlled to protect the interests of
melindungi kepentingan stakeholders sejalan dengan stakeholders in line with statutory regulations and GCG
peraturan perundang-undangan dan prinsip-prinsip principles, namely:
GCG yaitu:
1. Transparansi (transparency), yaitu keterbukaan dalam 1. Transparency, namely openness in carrying out the
melaksanakan proses pengambilan keputusan dan decision making process and openness in disclosing
keterbukaan dalam mengungkapkan informasi material and relevant information about the Company;
material dan relevan mengenai perusahaan;
2. Akuntabilitas (accountability), yaitu kejelasan fungsi, 2. Accountability, namely clarity of functions,
pelaksanaan dan pertanggungjawaban Organ implementation and accountability of Organs so that
sehingga pengelolaan perusahaan terlaksana secara the Company’s management is carried out effectively;
efektif;
3. Tanggung Jawab (responsibility), yaitu kesesuaian di 3. Responsibility, namely compliance in the management
dalam pengelolaan perusahaan terhadap peraturan of the Company with statutory regulations and sound
perundangundangan dan prinsip-prinsip korporasi corporate principles;
yang sehat;
4. Independensi (independency), yaitu keadaan di 4. Independency, namely a situation where the Company
mana perusahaan dikelola secara profesional tanpa is professionally managed without any conflicts of
benturan kepentingan dan pengaruh/tekanan dari interest and influences/pressures from any parties that
pihak manapun yang tidak sesuai dengan peraturan are not in accordance with the statutory regulations
perundangundangan dan prinsip-prinsip korporasi and sound corporate principles;
yang sehat;
5. Kewajaran (fairness), yaitu keadilan dan kesetaraan di 5. Fairness, namely fairness and equality in fulfilling the
dalam memenuhi hak-hak Pemangku Kepentingan rights of stakeholders that arise based on agreements
(stakeholders) yang timbul berdasarkan perjanjian and statutory regulations.
dan peraturan perundang-undangan.
TUJUAN DAN MANFAAT PENERAPAN GCG GCG OBJECTIVES AND BENEFITS
Perseroan mengimplementasikan GCG sebagai sebuah The Company implements GCG as a fundamental strategy
strategi fundamental dalam melakukan transformasi in conducting transformation and turnaround, which
dan turnaround, yang diharapkan dapat menciptakan is expected to create PT Angkasa Pura II (Persero) as a
PT Angkasa Pura II (Persero) sebagai sebuah korporasi sustainable company. For this reason, by implementing
yang berkelanjutan (sustainable company). Untuk itu, GCG, PT Angkasa Pura II (Persero) aims to:
dengan menerapkan GCG, PT Angkasa Pura II (Persero)
bertujuan untuk:
1. Mengoptimalkan nilai perusahaan untuk 1. Optimize the value of the Company to build strong
membangun daya saing yang kuat baik secara competitiveness both nationally and internationally,
nasional maupun internasional, agar dapat menjaga so that it can maintain its existence and sustainable
eksistensi dan pertumbuhan secara berkelanjutan; growth;

GCG Implementation Milestones
Jejak Langkah Pelaksanaan GCG
2. Mendorong pengelolaan perusahaan secara 2. Encourage the management of the Company in a
profesional, efisien serta efektif selain juga professional, efficient and effective manner while also
memberdayakan fungsi dan meningkatkan empower functions and increase the independence of
kemandirian organ-organ dalam perusahaan; the organs in the Company;
3. Mengarahkan serta mengendalikan hubungan kerja 3. Direct and control the working relationship between the
antara Rapat Umum Pemegang Saham (RUPS), General Meeting of Shareholders (GMS), the Board of
Dewan Komisaris dan Direksi; Commissioners and the Board of Directors;
4. Mendorong agar setiap pengambilan keputusan 4. Encourage that every decision-making and its
maupun pelaksanaannya harus dilandasi nilai implementation must be based on high moral values
moral yang tinggi dan sesuai dengan peraturan and in accordance with the statutory regulations that
perundang-undangan yang berlaku serta tanggung have high social responsibility;
jawab sosial yang tinggi;
5. Menciptakan sumber daya manusia yang profesional 5. Create professional human resources and will become
dan akan menjadi dasar a foundation;
6. Meningkatkan pertanggung jawaban kepada 6. Increase accountability to stakeholders;
Stakeholders
7. Mencegah terjadinya penyimpangan dalam 7. Prevent irregularities in the management of the
pengelolaan Perseroan Company;
8. Memperbaiki Budaya Kerja Perseroan. 8. Improve the Company’s Work Culture;
9. Meningkatkan pencitraan Perseroan (Image) yang 9. Improve the better image of the Company.
semakin baik.
Jejak Langkah Pelaksanaan GCG

GCG Implementation Milestones
Tahun Keterangan
Year Description
2002 Angkasa Pura II menerapkan tata kelola perusahaan yang baik berdasarkan standar Kementerian BUMN yang tertuang
dalam Keputusan Menteri Badan Usaha Milik Negara Nomor : KEP-117/M-MBU/2002 tanggal 31 Juli 2002 tentang
Penerapan Praktek Good Corporate Governance Pada Badan Usaha Milik Negara (BUMN)
Angkasa Pura II implements good corporate governance based on the standards of the Ministry of SOE as stated in the Decree of
the Minister for State-Owned Enterprises Number: KEP-117 / M-MBU / 2002 dated July 31, 2002 concerning the Implementation
of Good Corporate Governance Practices in State Owned Enterprises (SOE)
2007 Angkasa Pura II menyusun Pedoman pelaksanaan Good of Corporate Governance (GCG) dan Pedoman Perilaku (Code of
Conduct) di lingkungan PT Angkasa Pura II (Persero) yang ditetapkan dalam keputusan bersama Dewan Komisaris dan
Dewan Direksi nomor KEP.448/UM.004/X/APII-2007, KEP.02.03.01/00/10/2007.461
Angkasa Pura II compiled Guidelines for the implementation of Good of Corporate Governance (GCG) and Code of Conduct within
PT Angkasa Pura II (Persero) which was stipulated in a joint decision of the Board of Commissioners and Board of Directors
number KEP.448 / UM. 004 / X / APII-2007, KEP. 02.03.01 / 00/10 / 2007.461
Dilakukan pengukuran penerapan GCG oleh tim Independen menggunakan indikator parameter assessment berdasarkan
Surat Kementerian Negara BUMN Nomor S-612/S.MBU/2005 tanggal 19 Oktober 2005, dengan skor 77.80
Measurement of GCG implementation was carried out by the Independent team using the assessment parameter indicator based
on the letter of State Ministry of SOE Number S-612 / S.MBU / 2005 dated October 19, 2005, with a score of 77.80

Tahun Keterangan
Year Description
2009 Dilakukan pengukuran penerapan GCG oleh tim independen menggunakan indikator parameter assessment baru
berdasarkan surat Surat Sekretaris Kementerian Negara BUMN Nomor S-168/MBU/2008 tanggal 27 Juni 2008. dan
mendapatkan nilai sebesar 80.63
Measurement of GCG implementation was carried out by an independent team using a new assessment parameter indicator
based on the Letter of the Secretary of the State Ministry for SOEs Number S-168 / MBU / 2008 dated June 27, 2008 with a score
of 80.63
2012 Dilakukan pengukuran penerapan GCG oleh tim Internal menggunakan indikator parameter assessment baru berdasarkan
Surat Keputusan Sekretaris Kementerian Badan Usaha Milik Negara Nomor SK-16/S.MBU/2012 tentang Indikator/
Parameter Penilaian Dan Evaluasi Atas Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) Pada
Badan Usaha Milik Negara. dan mendapatkan skor 82.08
The internal team measures the implementation of GCG using new assessment parameter indicators based on the letter
Decree of the Secretary of the Ministry of State-Owned Enterprises Number SK-16 / S.MBU / 2012 concerning Indicators /
Parameters for Assessment and Evaluation of the Implementation of Good Corporate Governance in State-Owned Enterprises
with a score of of 82.08
2014 Dilakukan revisi atas Pedoman Tata Kelola Perusahaan Nomor : KEP.448/UM.004/X/APII-2007,
KEP.02.03.01/00/10/2007.461 tentang Pedoman pelaksanaan Good of Corporate Governance (GCG) dan Pedoman Perilaku
(Code of Conduct) di lingkungan PT Angkasa Pura II (Persero) yang dicabut dan digantikan dengan Pedoman Tata Kelola
Perusahaan Nomor : DKOM.390.1/HK.201/APII-2014 & KEP.02.03.01/08/2014.3
A revision was made to the Corporate Governance Guidelines Number: KEP.448 / UM.004 / X / APII-2007, KEP.02.03.01 / 00/10
/ 2007.461 concerning Guidelines for the implementation of Good Corporate Governance (GCG) and Code of Conduct within PT
Angkasa Pura II (Persero) which was revoked and replaced by Corporate Governance Guidelines Number: DKOM.390.1 / HK.201 /
APII-2014 & KEP.02.03.01 / 08 / 2014.3
Diterbikan Pedoman Pengelolaan dan Pengendalian Gratifikasi Di Lingkungan PT Angkasa Pura II (Persero) yang
ditetapkan dalam Keputusan Bersama Dewan Komisaris dan Dewan Direksi PT Angkasa Pura II (Persero) Nomor
DKOM.036.2/HK.201/APII-2014 & KEP.02.03.01/01/2014
Issuance of Guidelines for the Management and Control of Gratuities within PT Angkasa Pura II (Persero) which were stipulated
in the Joint Decree of the Board of Commissioners and Board of Directors of PT Angkasa Pura II (Persero) Number DKOM.036.2 /
HK.201 / APII-2014 & KEP.02.03.01 / 01/2014
Diterbikan Pedoman Perilaku (Code of Conduct) Insan Perusahaan yang ditetapkan dalam Keputusan Bersama Dewan
Komisaris Dan Direksi PT Angkasa Pura II (Persero) Nomor : DKOM.036.1/HK.201/APII-2014 & KEP.02.03.01/01/2014.1
Issuance of Code of Conduct for the Company’s Individuals as stipulated in the Joint Decree of the Board of Commissioners and
Board of Directors of PT Angkasa Pura II (Persero) Number: DKOM.036.1 / HK.201 / APII-2014 & KEP.02.03.01 / 01 / 2014.1
Diterbitkan Pedoman Sistem Pengaduan Pelanggaran (Whistle-Blowing System) PT Angkasa Pura II (Persero) yang
ditetapkan dalam keputusan bersama Dewan Komisaris dan Direksi PT Angkasa Pura II (Persero) Nomor : DKOM.036.3/
HK.201/APII-2014 & KEP.02.03/00/01/2014/082
Issuance of the Guidelines for the Whistle-Blowing System of PT Angkasa Pura II (Persero) as stipulated in a joint decision of the
Board of Commissioners and Board of Directors of PT Angkasa Pura II (Persero) Number: DKOM.036.3 / HK.201 / APII-2014 &
KEP. 02.03 / 00/01/2014/082
Diterbitkan Pedoman Pengisian dan Penyampaian Laporan Harta Kekayaan Penyelenggara Negara (LHKPN) di
Lingkungan PT Angkasa Pura II (Persero) yang ditetapkan dalam Keputusan Direksi PT Angkasa Pura II (Persero) Nomor :
KEP.02.03/08/2014
Issuance of Guidelines for Completion and Submission of Wealth Statements for State Administrators (LHKPN) within PT Angkasa
Pura II (Persero) as stipulated in the Decree of the Board of Directors of PT Angkasa Pura II (Persero) Number: KEP.02.03 /
08/2014
2015 Angkasa Pura II mendapatkan predikat “sangat baik” untuk penilaian penerapan GCG yang diukur dengan menggunakan
parameter berdasarkan Surat Keputusan Sekretaris Kementerian Badan Usaha Milik Negara Nomor SK-16/S.MBU/2012
tentang Indikator/Parameter Penilaian Dan Evaluasi Atas Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate
Governance) Pada Badan Usaha Milik Negara
Angkasa Pura II received the predicate “very good” for the assessment of GCG implementation as measured by using parameters
based on the Decree of the Secretary of the Ministry of State-Owned Enterprises Number SK-16 / S.MBU / 2012 concerning
Indicators / Parameters for Assessment and Evaluation of Implementation Good Corporate Governance at State-Owned
Enterprises
2016 Diterbitkan Pedoman Penanganan Benturan Kepentingan (Conflict Of Interest) di Lingkungan PT Angkasa Pura II (Persero)
yang ditetapkan dalam peraturan Direksi Nomor : PD.16.01/03/2016/0012
Issuance of Guidelines for Handling Conflict of Interest in PT Angkasa Pura II (Persero) as stipulated in the Board of Directors
Regulation Number: PD.16.01 / 03/2016/0012
2018 Angkasa Pura II mendapatkan predikat “Most Trusted Company” pada ajang penganugrahan Corporate Governance
Perception Index (CGPI) oleh Indonesia Institute for Corporate Governance (IICG) untuk penerapan GCG tahun 2017
Angkasa Pura II received the title of “Most Trusted Company” at the Corporate Governance Perception Index (CGPI) awarding
ceremony by the Indonesia Institute for Corporate Governance (IICG) for the implementation of GCG in 2017

GCG Structure and Mechanicm
Struktur dan Mekanisme GCG
Tahun Keterangan
Year Description
2020 Perusahaan membangun sistem manajemen anti penyuapan Perusahaan berbasis ISO 37001:2016 yang ditetapkan
dalam Peraturan Bersama Dewan Komisaris dan Direksi PT Angkasa Pura II (Persero) Nomor : CO.01.02/00/10/2020/0211
& PD.01.02/10/2020/0056
The company builds an ISO 37001: 2016-based corporate anti-bribery management system as stipulated in the Joint Regulation
of the Board of Commissioners and Board of Directors of PT Angkasa Pura II (Persero) Number: CO.01.02 / 00/10/2020/0211 &
PD.01.02 / 10/2020 / 0056
Angkasa Pura II (persero) mendapatkan sertifikasi ISO 37001:2016 untuk sistem manajemen anti penyuapan perusahaan.
Angkasa Pura II (Persero) received ISO 37001: 2016 certification for the company’s anti-bribery management system.

STRUKTUR GCG DAN KESESUAIAN TERHADAP GCG STRUCTURE AND COMPLIANCE WITH
PERATURAN PERUNDANG-UNDANGAN YANG APPLICABLE LAWS AND REGULATIONS
BERLAKU
Berdasarkan Undang-Undang Nomor 40 Tahun Based on Law No. 40 Year 2007 concerning Limited Liability
2007 tentang Perseroan Terbatas, infrastruktur Companies, the organizational infrastructure of a Limited
keorganisasian sebuah Perseroan Terbatas mencakup Liability Company includes the interests of shareholders
kepentingan pemegang saham yang dituangkan melalui as outlined in the General Meeting of Shareholders (GMS);
Rapat Umum Pemegang Saham (RUPS); Direksi dengan Directors with their duties to manage; as well as the
tugasnya untuk mengelola; serta Dewan Komisaris Board of Commissioners whose function is to supervise.
yang berfungsi melakukan pengawasan. Sistem The management system of a Limited Liability Company
kepengurusan Perseroan Terbatas menganut model adheres to a 2 (two) body model (two tier system), namely
2 (dua) badan (two tier system), yaitu Dewan Komisaris the Board of Commissioners and the Board of Directors,
dan Direksi, yang memiliki wewenang dan tanggung which have clear powers and responsibilities according
jawab yang jelas sesuai fungsinya masing-masing to their respective functions as mandated in the laws and
sebagaimana diamanahkan dalam peraturan dan regulations.
perundang-undangan.
Angkasa Pura II telah memiliki ketiga organ utama Angkasa Pura II already has the three main organs, both
tersebut, baik RUPS, Dewan Komisaris dan Direksi. the GMS, the Board of Commissioners and the Board of
Berdasarkan Board Manual, bahwa organ Perseroan Directors. Based on the Board Manual, the Company’s
terdiri dari Rapat Umum Pemegang Saham (RUPS), organs consist of the General Meeting of Shareholders
Dewan Komisaris, dan Direksi. RUPS adalah organ (GMS), the Board of Commissioners and the Board of
Perseroan yang mempunyai wewenang yang tidak Directors. The GMS is an organ of the Company that has the
diberikan kepada Direksi atau Dewan Komisaris authority not given to the Board of Directors or the Board
dalam batas yang ditentukan dalam peraturan of Commissioners within the limits specified in the laws and
perundangundangan dan/atau Anggaran Dasar. Dewan regulations and / or the Articles of Association. The Board of
Komisaris adalah organ Perseroan yang bertugas Commissioners is an organ of the Company that is tasked
melakukan pengawasan secara umum dan/atau with conducting general and / or specific supervision in
khusus sesuai dengan Anggaran Dasar serta memberi accordance with the Articles of Association and providing
nasihat kepada Direksi. Sementara Direksi adalah organ advice to the Board of Directors. Meanwhile, the Board of

Perseroan yang berwenang dan bertanggung jawab Directors is an organ of the Company which is authorized
penuh atas pengurusan Perseroan untuk kepentingan and fully responsible for the management of the Company
Perseroan, sesuai dengan maksud dan tujuan Perseroan for the interests of the Company, in accordance with the
serta mewakili Perseroan, baik di dalam maupun di luar aims and objectives of the Company and represents the
pengadilan sesuai dengan ketentuan Anggaran Dasar. Company, both inside and outside the court in accordance
with the provisions of the Articles of Association.
Ketiga organ Perseroan tersebut memainkan peran These three organs of the Company play a key role in
kunci dalam keberhasilan pelaksanaan GCG. Organ the successful implementation of GCG. The Company’s
Perseroan menjalankan fungsinya sesuai dengan organs carry out their functions in accordance with
ketentuan perundangundangan, Anggaran Dasar dan statutory provisions, the Articles of Association and other
ketentuan lainnya atas dasar prinsip bahwa masing- provisions on the basis of the principle that each organ
masing organ mempunyai independensi dalam has independence in carrying out its duties, functions and
melaksanakan tugas, fungsi dan tanggung jawabnya responsibilities for the benefit of the Company.
untuk kepentingan Perseroan.
Rapat Umum
Pemegang Saham (RUPS)
General Meeting of
Shareholders (GMS)
Dewan Komisaris Direksi

Board of Commissioners Board of Directors
Komite Manajemen
Sekretaris
Risiko & SDM Satuan Pengawas Unit Kerja Lainnya
Komite Audit Perusahaan & Legal
Audit Comitee Internal Audit Comitee
Audit Committee Corporate Secretary
Risk Management Internal Auditor Other Working Unit
& Legal
& HR Committte
PENANGUNGJAWAB IMPLEMENTASI GCG DI PERSON IN CHARGE OF GCG IMPLEMENTATION IN

LINGKUP ANGKASA PURA II ANGKASA PURA II
Direksi telah menunjuk Director of Human Capital, The Board of Directors has appointed the Director of Human
General Affairs & IT sebagai Direktur yang bertanggung Capital, General Affairs & IT as Director who is responsible
jawab terhadap penerapan dan pemantauan Tata for the implementation and monitoring of Good Corporate
Kelola Perusahaan yang baik melalui keputusan direksi Governance through the decision of the board of directors
nomor KEP.02.03/00/06/2015/0313 tentang Penunjukan number KEP.02.03 / 00/06/2015/0313 concerning the
Director of Human Capital, General Affairs & IT Sebagai Appointment of the Director of Human Capital, General
Penanggungjawab dalam penerapan dan pemantauan Affairs & IT Responsible for the implementation and
tata kelola perusahaan yang baik. monitoring of good corporate governance.

Tugas dan tanggung jawab Direktur sebagai The duties and responsibilities of the Director as person in
penanggungjawab GCG adalah: charge of GCG are:
1. Menyusun rencana kerja yang diperlukan untuk 1. Develop a work plan necessary to ensure that the
memastikan perusahaan memenuhi pedoman company meets the guidelines for implementing Good
penerapan Tata Kelola Perusahaan yang Baik Corporate Governance in State-Owned Enterprises and
(Good Corporate Governance) pada Badan Usaha other laws and regulations in order to implement the
Milik Negara dan peraturan perundang-undangan principles of Good Corporate Governance;
lainnya dalam rangka melaksanakan prinsip-prinsip
Tata Kelola Perusahaan yang Baik;
2. Memantau dan menjaga agar kegiatan usaha 2. Monitor and maintain so that the company’s business
perusahaan tidak menyimpang dari ketentuan yang activities do not deviate from applicable regulations;
berlaku;
3. Memantau dan menjaga kepatuhan perusahaan 3. Monitor and maintain company compliance with all
terhadap seluruh perjanjian dan komitmen yang agreements and commitments made by the company
dibuat oleh perusahan dengan pihak ketiga; with third parties;
4. Tugas lainnya yang berkaitan dengan Tata Kelola 4. Other duties related to Good Corporate Governance.
Perusahaan yang Baik.
MEKANISME GCG GCG MECHANISM
Mekanisme GCG merupakan mekanisme implementasi The GCG mechanism is a mechanism for implementing
GCG yang tercermin dalam sistem yang kuat. Hal ini GCG which is reflected in a strong system. This becomes
menjadi penting, karena implementasi GCG tidak cukup important, because the implementation of GCG is not
hanya dengan mengandalkan pilar governance structure, enough just to rely on the pillars of governance structure,
melainkan dibutuhkan adanya aturan main yang jelas but it needs clear rules in the form of mechanisms.
dalam bentuk mekanisme. Governance mechanism dapat Governance mechanism can be interpreted as the rules
diartikan sebagai aturan main, prosedur dan hubungan of the game, procedures and clear relations between the
yang jelas antara pihak yang mengambil keputusan parties that make decisions with those who exercise control
dengan pihak yang melakukan kontrol (pengawasan) (supervision) of these decisions.
terhadap keputusan tersebut.
Angkasa Pura II telah memiliki aturan main yang lengkap Angkasa Pura II already has complete rules of the game
yang terdapat dalam: contained in:
Nama Kebijakan GCG No Peraturan Isi

No
GCG Policy Name Regulations Number Contents
1 Pedoman Tata Kelola Perusahaan CO.01.04/04/00/11/2019/0406 Mengatur mekanisme hubungan kerja organ
Code of Corporate Governance PD.01.04/11/2019/0106 Perusahaan (RUPS, Dewan Komisaris dan Direksi)
CO.01.04/04/00/11/2019/0406 dalam menjalankan tugas sebagai upaya untuk
PD.01.04/11/2019/0106 mewujudkan sistem pengelolaan perusahaan
secara professional, transparan dan efisien
sebagai wujud nyata pelaksanaan prinsip-prinsip
GCG di Perusahaan.
Regulate the mechanism of work relationships of the
Company’s organs (GMS, Board of Commissioners
and Board of Directors) in carrying out their duties
in an effort to realize a corporate management
system that is professional, transparent and efficient
as a concrete manifestation of the implementation
of GCG principles in the Company.


No
2 Board of Commisioner Charter PD.01.02-08-2017-0041; Panduan bagi Dewan Komisaris dan Direksi
Board of Director Charter mengenai Tata Kerja Dewan yang harus
Board of Commisioner Charter PD.01.02-05-2017-0029 dipedomani pada tingkat kewenangan dan
Board of Director Charter sebagaimana telah diubah terakhir tanggung jawab masing-masing dalam upaya
dengan perubahan kedua Nomor untuk meningkatkan penerapan GCG di
PD.01.02-12-2018-0110 lingkungan PT AP II (Pesero).
Guidance for the Board of Commissioners and
PD.01.02-08-2017-0041; Board of Directors regarding the Work Procedures
of the Board which must be guided at the level of
PD.01.02-05-2017-0029 as last authority and responsibility of each in an effort
amended with the second amendment to improve the implementation of GCG within PT
Number PD.01.02-12-2018-0110 Angkasa Pura II (Persero).
3 Pedoman Perilaku KEP.CO.02.03.01/00/10/2018/0406.1; Panduan perilaku bagi seluruh insan Perusahaan
Code of Conduct PD.01.04/10/2018/0095 yang harus dipatuhi dalam melaksanakan
KEP.CO.02.03.01/00/10/2018/0406.1; segala aktivitas perusahaan, serta mewujudkan
PD.01.04/10/2018/0095 hubungan harmonisasi dengan para pemangku
kepentingan dan mewujudkan visi & misi
perusahaan secara professional dan beretika
bisnis.
Code of conduct for all of the Company’s personnels
that must be obeyed in carrying out all activities
of the Company, as well as creating harmonious
relationships with stakeholders and realizing the
Company’s vision & mission in a professional and
ethical manner.
4 Pedoman Pengendalian Gratifikasi KEP. CO. 02.03.01/10/2018/0414 Pedoman bagi seluruh insan PT AP II untuk
Gratification Control Guidelines PD.01.04/10/2018/0088 memahami dan menanggulangi praktik
KEP. CO. 02.03.01/10/2018/0414 penerimaan dan pemberian hadiah dan hiburan
PD.01.04/10/2018/0088 yang bertentangan dengan hukum di perusahaan
untuk mewujudkan pengelolaan perusahaan
yang bebas dari segala bentuk Korupsi, Kolusi
dan Nepotisme (KKN).
Guidelines for all personnels of PT Angkasa Pura for
understanding and overcoming the implementation
of receiving and giving gifts and entertainment that
is against the law in the company for realizing a
management of the Company that is free from all
forms of Corruption, Collusion and Nepotism (KKN).
5 Pedoman Pengaduan Pelanggaran DKOM.036.3/HK.201/APII-2014 Tata cara pengelolaan penanganan pengaduan
Violation Complaint Guideline KEP.02.03.01/01/2014.082 bagi Dewan Komisaris, Direksi, Karyawan serta
DKOM.036.3/HK.201/APII-2014 pihak yang berkepentingan dalam hubungan
KEP.02.03.01/01/2014.082 dengan perusahaan, agar setiap laporan yang
dikirimkan terjaga kerahasiaannya dan kasus
yang dilaporkan dapat dipertanggungjawabkan
serta dapat ditindaklanjuti. Pedoman pengaduan
pelanggaran ini sebagai salah satu bentuk
peningkatan perlindungan terhadap para
pemangku kepentingan dan perlindungan nama
baik Perusahaan.
Procedures for managing complaints handling for
the Board of Commissioners, Board of Directors,
Employees and other interested parties in relations
with the Company, so that every report submitted
is kept confidential and the reported cases can be
accounted for and can be acted upon. This violation
complaint guideline is one form of increased
protection for stakeholders and protection of the
Company’s reputation.

No
6 Pedoman Pengisian dan PD.01.01/02/2018/0065 Pedoman atau panduan kepada seluruh pejabat
Penyampaian Laporan Harta PD.01.01/02/2018/0065 di Lingkungan PT Angkasa Pura II (Persero) dalam
Kekayaan Penyelenggara Negara mematuhi penyampaian laporan harta kekayaan
(LHKPN) penyelenggara negara sehingga mendorong
Guidelines for Filling and Submiting terciptanya penerapan Tata Kelola Perusahaan
Report on Assets of States Officials yang Baik serta menciptakan organisasi dan
(LHKPN) lingkungan kerja PT Angkasa Pura II (Persero)
yang patuh terhadap undang undang dan bebas
dari korupsi.
Guidelines for all officials in the PT Angkasa Pura
II (Persero) environment to comply with statutory
regulations so as to encourage the creation
of Good Corporate Governance and create an
organization and work environment of PT Angkasa
Pura II (Persero) that is conducive, clean and free of
corruption.
7 Pedoman Umum Manajemen Risiko CO.16.04/00/02/2020/0040 Pedoman atau panduan bagi Dewan Komisaris,
PT Angkasa Pura II (Persero) PD.16.04/02/2020/0012 Direksi dan seluruh insan di lingkungan
General Guidelines for Risk CO.16.04/00/02/2020/0040 PT Angkasa Pura II (Persero) dalam
Management of PT Angkasa Pura II PD.16.04/02/2020/0012 pengendalian risiko perusahaan, melekat
(Persero) pada sasaran strategis perusahaan sebagai
tolak ukur pencapaian tujuan perusahaan dan
terlaksananya aktivitas secara efektif dan efisien.
Pedoman ini bertujuan untuk menciptakan dan
melindungi nilai perusahaan.
Guidelines or guidance for the Board of
Commissioners, Board of Directors and all personnel
in the environment PT Angkasa Pura II (Persero) in
controlling corporate risk, adheres to the company’s
strategic objectives as a measure for achieving
company goals and carrying out activities effectively
and efficiently. These guidelines aim to create and
protect corporate value.
8 Internal Audit Charter PD.16.01/03/2019/0028 Pedoman bagi unit Internal Audit sehubungan
Internal Audit Charter PD.16.01/03/2019/0028 dengan pengendalian manajemen serta dalam
melaksanakan tanggung jawab pengawasan.
Internal Audit Charter merupakan Pedoman
dalam mengevaluasi efektivitas pengendalian
manajemen, manajemen risiko dan proses tata
kelola perusahaan.
Guidelines for the Internal Audit unit with regard
to management control and in carrying out
supervisory responsibilities. The Internal Audit
Charter is a guideline in evaluating the effectiveness
of management control, risk management and
corporate governance processes.
9 Sistem Manajemen Anti Penyuapan Co.01.02/00/10/2020/0211 Pedoman atau panduan bagi Dewan Komisaris,
Anti-Bribery Management System PD.01.02/10/2020/0056 Direksi dan seluruh insan di lingkungan
Co.01.02/00/10/2020/0211 PT Angkasa Pura II (Persero) dalam meningkatkan
PD.01.02/10/2020/0056 sistem pencegahan tindak penyuapan di
perusahaan dan melakukan kontrol anti
penyuapan. Pedoman Anti Penyuapan ini sebagai
salah satu bentuk peningkatan kredibilitas
perusahaan sebagai sebuah organisasi yang
taat pada peraturan anti-suap dan peraturan
pemerintah.
Guidelines or guidance for the Board of
Commissioners, Board of Directors and all personnel
in the environment PT Angkasa Pura II (Persero)
in improving the bribery prevention system in
companies and implementing anti-bribery controls.
The Anti-Bribery Guidelines are a form of increasing
the company’s credibility as an organization that
adheres to anti-bribery regulations and government
regulations.

SOSIALISASI DAN INTERNALISASI
STRUKTUR DAN MEKANISME GCG
SOCIALIZATION AND INTERNALIZATION OF GCG STRUCTURE AND

MECHANISM
Angkasa Pura II menyadari bahwa penerapan GCG Angkasa Pura II realizes that implementing GCG
secara sistematis dan konsisten merupakan kebutuhan systematically and consistently is a necessity that must be
yang harus dilaksanakan. Penerapan GCG pada implemented. The implementation of GCG in the Company
Perseroan diharapkan dapat memacu perkembangan is expected to spur business development, accountability
bisnis, akuntabilitas serta mewujudkan nilai Pemegang and realize Shareholder value in the long term without
Saham dalam jangka panjang tanpa mengabaikan neglecting the interests of other Stakeholders.
kepentingan Pemangku Kepentingan lainnya.
Angkasa Pura II melakukan tahapan sosialisasi dan Angkasa Pura II conducts socialization and implementation
implementasi GCG Code secara berkesinambungan. stages of GCG Code on an ongoing basis. The stages of these
Tahapan kegiatan tersebut dilaksanakan oleh Unit Kerja activities are carried out by the Work Unit in charge of GCG.
yang membidangi GCG. Kegiatan sosialisasi secara Periodic socialization activities are conducted at least once
berkala sekurang-kurangnya setahun sekali dilakukan a year to internal and external parties of the Company.
terhadap pihak internal maupun eksternal Perseroan.
Sosialisasi terhadap pihak internal dititikberatkan pada Socialization to internal parties is focused on understanding
adanya pemahaman GCG dan timbulnya kesadaran dan GCG and raising awareness and the need to implement
kebutuhan untuk menerapkan GCG secara konsisten. GCG consistently. Outreach to external parties is intended
Sosialisasi kepada pihak eksternal ditujukan untuk to provide an understanding of how to work in accordance
memberikan pemahaman tentang cara kerja sesuai with the GCG prevailing in the Company.
GCG yang berlaku di Perseroan.
Implementasi GCG Code dilaksanakan secara konsisten The implementation of GCG Code is carried out consistently
dengan didukung adanya laporan dari masing-masing with the support of regular reports from each work unit
unit kerja secara berkala mengenai implementasi regarding the implementation of the guidelines and is
pedoman dan dikaitkan dengan sistem reward dan linked to the reward and punishment system implemented
punishment yang dilaksanakan oleh Perseroan. by the Company.
Laporan penerapan GCG di Angkasa Pura II dilakukan Reports on the implementation of GCG at Angkasa Pura
oleh Unit Kerja yang membidangi GCG secara berkala II are carried out by the Work Unit in charge of GCG
setiap tahun kepada Direksi dan Dewan Komisaris. periodically every year to the Board of Directors and the
Board of Commissioners.

Pemantauan Hasil Penilaian,
Monitoring the Results of the Assessment, Evaluation and Improvement of GCG Implementation
Pemantauan Hasil Penilaian, Evaluasi dan Peningkatan Penerapan GCG
Evaluasi dan Peningkatan
Penerapan GCG
Monitoring the Results of the Assessment, Evaluation
and Improvement of GCG Implementation
Hasil Tata Kelola, atau Governance Outcome, merupakan Governance Outcomes, are the results of the implementation
keluaran hasil dari penerapan Struktur dan Proses of the Governance Structure and Process, both in terms of
Tata Kelola, baik dari aspek hasil kinerja maupun cara- performance results and the methods / practices used to
cara/praktik-praktik yang digunakan untuk mencapai achieve these performance results. To be able to find out
hasil kinerja tersebut. Untuk dapat mengetahui dan and get an overview of the quality of Governance Results,
mendapatkan gambaran kualitas Hasil Tata Kelola, the Company has a periodic assessment mechanism of
Perseroan memiliki mekanisme Assessment atau GCG implementation every year. The Company assesses the
penilaian penerapan GCG secara periodik dan berkala implementation of GCG by using the assessment model for
setiap tahun. Perseroan melakukan penilaian penerapan the Assessment of GCG Implementation Based on the SOE
GCG dengan menggunakan model penilaian Assessment Approach.
Penerapan GCG Berbasis Pendekatan BUMN.
Penilaian ini didasarkan pada Pasal 44 Peraturan This assessment is based on Article 44 of the Minister of
Menteri BUMN No. PER-01/MBu/2011 tanggal 1 Agustus SOE Regulation No. PER-01 / MBu / 2011 dated August 1,
2011 tentang Penerapan Tata Kelola yang Baik pada 2011 concerning the Implementation of Good Governance
BUMN Bab XII tentang Pengukuran Terhadap Penerapan in SOE Chapter XII concerning Measurement of GCG
GCG, dengan ketentuan teknis diatur dalam Salinan Implementation, with technical provisions stipulated
Keputusan Sekretari Kementerian BUMN No. SK-16/S. in the Copy of Secretariat Decree of the Ministry of SOE
MBU/2012 tanggal 6 Juni 2012 tentang Indikator/ No. SK-16 / S.MBU / 2012 dated June 6,2012 concerning
Parameter Penilaian dan Evaluasi atas Penerapan Indicators / Parameters for Assessment and Evaluation of
Tata Kelola Perusahaan yang Baik (Good Corporate the Implementation of Good Corporate Governance in SOE.
Governance) pada BUMN.
Tujuan pelaksanaan assessment adalah untuk: The objectives of implementing the assessment are to:
1. Menguji dan menilai penerapan GCG melalui 1. Test and assess the implementation of GCG through the
elaborasi kondisi penerapan GCG dan elaboration of the conditions of GCG implementation
pembandingan dengan indikator dan parameter and comparison with predetermined test indicators
pengujian yang telah ditentukan. and parameters.
2. Memberikan gambaran hasil pengukuran melalui 2. Provide an overview of measurement results through
pemberian nilai atas penerapan GCG, berikut the scoring of GCG implementation, along with
rekomendasi perbaikan yang diusulkan, guna recommendations for proposed improvements, in
mengurangi kesenjangan antara tataran praktik order to reduce the gap between the level of practice
dengan indikator dan parameter pengujian. and the test indicators and parameters.
3. Memantau konsistensi penerapan GCG di 3. Monitor the consistency of GCG implementation within
lingkungan organisasi Perseroan, serta untuk the Company’s organizational environment, and to
memperoleh masukan demi penyempurnaan dan obtain input for the improvement and development of
pengembangan kebijakan GCG. GCG policies.
4. Mendorong pengelolaan Perseroan yang 4. Encourage the management of the Company that is
semakin profesional, transparan, dan efisien, increasingly professional, transparent and efficient,
serta memberdayakan fungsi dan meningkatkan as well as empower functions and increase the
kemandirian Organ Perseroan. independence of the Company’s Organs.

KRITERIA ASSESSMENT GCG GCG ASSESSMENT CRITERIA
Parameter assessment GCG yang digunakan adalah The GCG assessment parameters used are based on
berdasarkan parameter dari Surat Keputusan Sekretaris parameters from the Decree of Secretary to the Ministry
Kementerian BUMN Nomor: SK-16/MBU/2012. Terdapat of SOEs No: SK-16/ MBU/2012. There are 6 (six) aspects,
6 (enam) aspek, 43 Parameter, 153 Indikator dan 568 43 Parameters, 153 Indicators and 568 Factors of Fit and
Faktor Uji Kesesuaian. Proper Test.
PIHAK YANG MELAKUKAN PENILAIAN ASSESSOR
Pengukuran terhadap implementasi GCG dilakukan Measurement of GCG implementation is carried out in
dengan 2 cara, yaitu Penilaian (assessment) GCG yang 2 ways, namely GCG assessment which is carried out
dilaksanakan secara berkala setiap 2 tahun oleh penilai regularly every 2 years by an independent assessor and
independen dan Evaluasi (review) GCG yang dilakukan GCG evaluation (review) which is carried out the following
pada tahun berikutnya. Pelaksanaan assessment pada year. The 2019 assessment was carried out through an
tahun 2019 dilakukan secara independent assessment independent assessment conducted by Indonesia’s National
yang dilakukan oleh BPKP Perwakilan Provinsi Banten. Government Internal Auditor (BPKP) of Banten Province
Representative.
SKOR ASSESSMENT GCG DALAM 6 (ENAM) GCG ASSESSMENT SCORE IN THE LAST 6 (SIX)
TAHUN TERAKHIR YEARS
Capaian hasil assessment GCG Angkasa Pura II selama 6 The achievements of GCG assessment by Angkasa Pura II
(enam) tahun terakhir adalah sebagai berikut: over the past 6 (six) years are as follows:
Tahun Skor Assessment GCG Pelaksana Penilai

Year GCG Asessment Score Assessor
2014 84,63 Self-Assesment (AP II)
2015 85,14 Independen Assessment (BPKP)

Penilaian Penerapan GCG Tahun 2020
2020 GCG Assessment

Penilaian Penerapan GCG Tahun 2020
2020 GCG Assessment
HASIL ASSESSMENT GCG GCG ASSESSMENT RESULT
Hasil assessment GCG terakhir dilakukan pada tahun The last GCG assessment results was carried out in 2020
2020 yang dilaksanakan secara Self Assessment. Hasil which was carried out which were carried out by Self
penilaian GCG Perseroan pada tahun 2020 memperoleh Assessment. For the GCG assessment results in 2020, the
skor sebesar 90,36%. Company obtained a score of 90.36%.
Berdasarkan hasil assessment tersebut, PT Angkasa Based on the assessment results, PT Angkasa Pura II
Pura II (Persero) memperoleh skor 90,36 masuk (Persero) obtained a score of 90.36, in the category of “VERY
dalam kategori “SANGAT BAIK”. Hasil ini meningkat GOOD”. This result is an increase compared to previous
dibandingkan tahun-tahun sebelumnya yang masuk years which were ranked as GOOD.
dalam peringkat BAIK.
Ringkasan hasil penilaian/evaluasi atas penerapan GCG Summary of the assessment/evaluation results of the GCG
pada PT Angkasa Pura II (Persero) sebagai berikut: implementation at PT Angkasa Pura II (Persero) as follows:
Capaian Tahun 2020

Aspek Pengujian/Indikator/Parameter Bobot 2020 Achievements
Aspects of Testing/Indicators/Parameters Weight Skor % Pencapaian
Score % Achievements
I Komitmen terhadap penerapan tata kelola Perusahaan yang baik secara berkelanjutan. 7,00 6,657 95,11
Commitment Towards Sustainable Implementation of Good Corporate Governance.
II Pemegang Saham dan RUPS/Pemegang saham. 9,00 7,651 85,02
Shareholders and GMS/Shareholders.
III Dewan Komisaris/Dewan Pengawas 35,00 32,471 92,77
Board of Commissioners/Supervisory Board
IV Direksi 35,00 31,599 90,28
Board of Directors
V Pengungkapan Informasi dan Transparansi 9,00 8,237 91,53
Disclosure of Information and Transparency
VI Aspek Lainnya 5,00 3,7500 75,000
Other Aspects
Skor Keseluruhan 100,00 90,36 90,36
Total Score
Klasifikasi Kualitas Penerapan GCG Sangat Baik
Classification of GCG Implementation Quality Very Good
Tabel di atas menggambarkan perbandingan antara The table above illustrates the comparison between the
kondisi penerapan GCG di Angkasa Pura II (Persero) conditions for implementing GCG in Angkasa Pura II
dengan praktik terbaik penerapan GCG. Beberapa (Persero) and the best practices for implementing GCG.
aspek penilaian telah mendekati standar dan best Several aspects of the assessment have approached
practice, namun pada area tertentu masih memerlukan standards and best practices, but in certain areas they still
peningkatan. need improvement.
Dari hasil self-assessment GCG tahun 2020, terdapat From the results of the 2020 GCG self-assessment, there are
45 rekomendasi perbaikan dengan perincian per 45 recommendations for improvement with details of the
penanggung jawab sebagai berikut: person in charge as follows:
Penanggungjawab Rekomendasi Jumlah Rekomendasi

No
Person-in-Charge of Recommendations Total Recommendations
1 Pemegang Saham 8
Shareholders
2 Dewan Komisaris 14
3 Direksi 23
Board of Directors

PENILAIAN PENERAPAN GCG TAHUN 2019
2019 GCG Assessment
Hasil assessment GCG tahun 2019 dilaksanakan secara The GCG assessment results in 2019 which was carried out
independent assessment oleh Badan Pengawas Keuangan independently by Indonesia’s National Government Internal
dan Pembangunan (BPKP) Perwakilan Provinsi Banten. Auditor (BPKP) of Banten Province Representative. For the
Hasil penilaian GCG Perseroan pada tahun 2019 GCG assessment results in 2019, the Company obtained a
memperoleh skor sebesar 89,89%. score of 89.89%.
Berdasarkan hasil assessment tersebut, PT Angkasa Pura Based on the assessment results, PT Angkasa Pura II
II (Persero) memperoleh skor 89,89% masuk dalam (Persero) obtained a score of 89.89, entered the category
kategori “SANGAT BAIK”. of “VERY GOOD”.
Ringkasan hasil penilaian/evaluasi atas penerapan GCG Summary of the assessment/evaluation results of the GCG
pada PT Angkasa Pura II (Persero) sebagai berikut: implementation at PT Angkasa Pura II (Persero) as follows:
Capaian Tahun 2019

Aspek Pengujian / Indikator / Parameter Bobot 2019 Achievements
Aspects of Testing / Indicators / Parameters Weight Skor % Pencapaian
Score % Achievements
I Komitmen terhadap penerapan tata kelola Perusahaan yang baik 7,00 6,506 92,94
secara berkelanjutan.
Commitment Towards Sustainable Implementation of Good Corporate
Governance.
II Pemegang Saham dan RUPS / Pemegang saham. 9,00 7,753 86,14
Shareholders and GMS/Shareholders.
III Dewan Komisaris / Dewan Pengawas 35,00 32,435 92,67
Board of Commissioners/Supervisory Board
IV Direksi 35,00 31,586 90,25
Board of Directors
V Pengungkapan Informasi dan Transparansi 9,00 8,238 91,53
Disclosure of Information and Transparency
VI Aspek Lainnya 5,00 3,375 67,50
Other Aspects
Skor Keseluruhan 100,00 89,893 89,89
Total Score
Klasifikasi Kualitas Penerapan GCG Sangat Baik
Classification of GCG Implementation Quality Very Good
Dari hasil independent assessment GCG tahun 2019, From the results of the GCG independent assessment in
terdapat 41 rekomendasi perbaikan dengan perincian 2019, there were 41 recommendations for improvement
per penanggung jawab sebagai berikut: with details per person in charge as follows:
Penanggungjawab Jumlah Tindak Lanjut di

No Alasan Belum Ditindaklanjuti
Rekomendasi Rekomendasi Tahun 2019
1 Pemegang Saham 12 - Belum ditindaklanjuti dikarenakan masih
Shareholders menunggu tanggapan dari Pemegang Saham
It has not been followed up because it is still
waiting for a response from the Shareholders
2 Dewan Komisaris 11 2 tindak lanjut Masih terdapat 9 (sembilan) rekomendasi yang
Board of Commissioners 2 follow up belum ditindaklanjuti. Hal ini dikarenakan
sedang dalam proses di Dewan Komisaris
There are still 9 (nine) recommendations that
have not been followed up because they are being
processed by the Board of Commissioners

Information on Main and Controlling Shareholders
Informasi Pemegang Saham Utama dan Pengendali
Penanggungjawab Jumlah Tindak Lanjut di
No Alasan Belum Ditindaklanjuti
Rekomendasi Rekomendasi Tahun 2019
3 Direksi 24 18 tindak lanjut Masih terdapat 6 (enam) rekomendasi yang
Board of Directors 18 follow-up belum ditindaklanjuti. Hal ini dikarenakan
sedang dalam proses di Direksi.
There are still 6 (six) recommendations that have
not been followed up because they are being
processed by the Board of Directors
Penanggungjawab Rekomendasi Jumlah Rekomendasi

No
Person-in-Charge of Recommendations Total Recommendations
1 Pemegang Saham 12
Shareholders
2 Dewan Komisaris 11
3 Direksi 24
Board of Directors
Informasi Pemegang Saham

Utama dan Pengendali
Information on Main and Controlling Shareholders
INFORMASI PEMEGANG SAHAM UTAMA DAN INFORMATION ON MAIN AND CONTROLLING

PENGENDALI SHAREHOLDERS
Pemegang Saham Pengendali Perseroan adalah Negara The Company’s controlling shareholder is the Republic of
Republik Indonesia yang menguasai 100% saham. Indonesia which holds 100% of the shares.
BH
INNE IKA
KA TUNG G AL

Rapat Umum Pemegang Saham
General Meeting of Shareholders
RUPS mempunyai wewenang untuk mengangkat dan The GMS has the authority to appoint and dismiss members
memberhentikan anggota Dewan Komisaris dan Direksi, of the Board of Commissioners and Board of Directors,
mengevaluasi kinerja Dewan Komisaris dan Direksi, evaluate the performance of the Board of Commissioners
mengesahkan perubahan Anggaran Dasar, memberikan and the Board of Directors, approve amendments to
persetujuan atas laporan tahunan, menetapkan alokasi the Articles of Association, approve the annual report,
penggunaan laba, menunjuk akuntan publik, dan determine the allocation of the use of profits, appoint a
menetapkan jumlah dan jenis kompensasi Dewan public accountant, and determine the amount and type of
Komisaris dan Direksi. compensation for the Board of Commissioners and Board
of Directors.
RUPS, Dewan Komisaris dan Direksi saling menghormati The GMS, the Board of Commissioners and the Board of
tugas, tanggung jawab dan wewenang masing- Directors respect each other’s duties, responsibilities and
masing sesuai Peraturan Perundang-undangan dan authorities in accordance with the laws and regulations
Anggaran Dasar. Dasar kepatuhan penyelenggaraan and the Articles of Association. The basis for compliance in
RUPS Ketentuan yang mengatur tentang mekanisme holding the GMS, The provisions governing the mechanism
penyelenggaraan RUPS adalah Undang-undang No. for holding a GMS are Law No. 19 Year 2003 concerning
19 tahun 2003 tentang Badan Usaha Milik Negara State-Owned Enterprises, especially Article 14, Law No. 40
khususnya pasal 14, Undang - undang No. 40 tahun 2007 Year 2007 concerning Limited Liability Companies, articles
tentang Perseroan Terbatas, pasal 13-14 dan Anggaran 13-14 and the Articles of Association. In accordance with
Dasar. Sesuai dengan Anggaran Dasar Perusahaan, the Articles of Association of the Company, the GMS consists
RUPS terdiri dari RUPS Tahunan dan RUPS Lainnya. of the Annual GMS and Other GMS.
Jenis-jenis pelaksanaan RUPS adalah: The types of GMS implementation are:
RUPS TAHUNAN ANNUAL GMS
RUPS yang diadakan untuk laporan tahunan dan GMS which is held for the annual report and annual
perhitungan tahunan Perseroan dan dilaksanakan calculation of the Company and is held no later than 6 (six)
paling lambat 6 (enam) bulan setelah penutupan tahun months after the closing of the financial year. The Annual
buku. RUPS Tahunan juga berfungsi untuk menyetujui GMS also functions to approve the RKAP which is held no
RKAP yang diadakan paling lambat 30 hari setelah tahun later than 30 days after the current fiscal year.
anggaran berjalan.
RUPS LAINNYA OTHER GMS
RUPS yang dapat diadakan sewaktu-waktu jika A GMS that can be held at any time if deemed necessary
dipandang perlu oleh Direksi, Dewan Komisaris atau by the Board of Directors, Board of Commissioners or
Pemegang Saham untuk menetapkan hal-hal yang tidak Shareholders to determine matters that are not carried out
dilakukan dalam RUPS Tahunan. in the Annual GMS.
KETENTUAN PENYELENGGARAAN RUPS PROVISIONS FOR HOLDING A GMS
RUPS diselenggarakan sesuai dengan kepentingan The GMS is held in accordance with the interests of the
Perseroan dan dengan memperhatikan Anggaran Dasar Company and with due observance of the Articles of
dan peraturan perundang-perundang, serta dengan Association and laws and regulations, as well as with
persiapan yang memadai, sehingga dapat mengambil adequate preparation, so that it can take legal, fair and
keputusan yang sah, wajar dan transparan dengan transparent decisions by taking into account matters
memperhatikan hal-hal yang diperlukan untuk menjaga necessary to safeguard the Company’s long-term business
kepentingan usaha Perseroan dalam jangka panjang, interests, including:
meliputi:

Rapat Umum Pemegang Saham
1. Semua RUPS diadakan di tempat kedudukan 1. All GMS are held at the domicile of the Company or
Perseroan atau di tempat Perseroan melakukan at the place where the Company conducts its main
kegiatan usahanya yang utama yang terletak di business activities which is located in the territory of the
wilayah Negara Republik Indonesia. Republic of Indonesia.
2. Penyelenggara RUPS merupakan tanggung jawab 2. The organizer of the GMS is the responsibility of
Direksi. Dalam hal Direksi berhalangan, maka the Board of Directors. In the event that the Board
penyelenggaraan RUPS dilakukan oleh Dewan of Directors is unavailable, the GMS will be held
Komisaris atau Pemegang Saham sesuai dengan by the Board of Commissioners or Shareholders in
peraturan perundang-undangan dan Anggaran accordance with the laws and regulations and the
Dasar Perseroan. Mekanisme penyelenggaraan Articles of Association of the Company. The mechanism
RUPS sejak pemberitahuan hingga dipublikasikannya for organizing a GMS from the notification to the
risalah Sebelum RUPS dilaksanakan, Direksi wajib publication of the minutes. Before the GMS is held, the
melakukan pemanggilan RUPS dalam waktu Board of Directors is required to call the GMS within
paling lambat 15 (lima belas) hari, terhitung sejak 15 (fifteen) days at the latest, starting from the receipt
permintaan penyelenggaraan RUPS diterima. Jika of the request for a GMS to be held. If the Board of
Direksi tidak melakukan pemanggilan tersebut Directors does not make such summons, the request
maka, permintaan penyelenggaraan RUPS untuk for holding a GMS for shareholders is submitted back
pemegang saham diajukan kembali kepada to the Board of Commissioners or calls for the GMS
Dewan Komisaris atau melakukan pemanggilan themselves. The Board of Commissioners is obliged to
sendiri RUPS. Dewan Komisaris wajib melakukan call the GMS at the latest 15 (fifteen) days, starting from
pemanggilan RUPS dalam waktu paling lambat the receipt of the request for a GMS.
15 (lima belas) hari, terhitung sejak permintaan
penyelenggaraan RUPS diterima.
PENYELENGARAAN RUPS TAHUN 2020 2020 GMS
Selama tahun 2020, Angkasa Pura II telah During 2020, Angkasa Pura II has held 9 GMS including:
menyelenggarakan 9 kali RUPS di antaranya:
Tanggal Agenda
No
Date Agenda
1 24 Januari 2020 1. Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP).
January 24, 2020 2. Pengesahan Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan (RKA-PKBL)
Tahun 2020.
3. Persetujuan dan pengesahan Kontrak Manajemen (Key Performance Indicators) antara Direksi
dan Dewan Komisaris dengan Pemegang Saham Tahun 2020.
4. Persetujuan dan pengesahan Kontrak Manajemen (Key Performance Indicators) antara Dewan
Komisaris dengan Pemegang Saham Tahun 2020.
5. Persetujuan Penetapan Indikator Aspek Operasional untuk Peningkatan Aspek Kesehatan.
6. Persetujuan pelimpahan kewenangan kepada Direksi untuk melakukan perubahan dan relokasi
anggaran program/kegiatan dalam satu kelompok investasi dalam nilai maksimum 10% dari
total investasi tahun 2020 pada kelompok investasi tersebut dan kepada Dewan Komisaris
untuk melakukan persetujuan perubahan penambahan/penghapusan antar kelompok investasi
dengan nilai maksimum 10% dari total investasi tahun 2020 tanpa merubah nilai total investasi
dan ketentuan ini berlaku sampai adanya perubahan keputusan.
1. Ratification of the Company’s Work Plan and Budget (RKAP).
2. Ratification of the 2020 Partnership and Community Development Program Work Plan and Budget
(RKA-PKBL).
3. Approval and ratification of Management Contracts (Key Performance Indicators) between the Board
of Directors and the Board of Commissioners and the Shareholders for 2020.
4. Approval and ratification of Management Contracts (Key Performance Indicators) between the Board
of Commissioners and Shareholders in 2020.
5. Approval of the Establishment of Operational Aspect Indicators for Improvement of Health Aspects.
6. Approval of delegation of authority to the Board of Directors to make changes and relocation
of program / activity budgets in one investment group in a maximum value of 10% of the total
investment in 2020 in that investment group and to the Board of Commissioners to approve changes
to additions / deletions between investment groups with a value a maximum of 10% of the total
investment in 2020 without changing the total investment value and this provision is valid until a
change of decision.

Tanggal Agenda
No
Date Agenda
2 18 Juni 2020 Rapat Umum Pemegang Saham dalam rangka pengesahan laporan pertanggungjawaban Tahun
June 18, 2020 Buku 2019 audited PT Angkasa Pura II (Persero).
General Meeting of Shareholders in order to ratify the accountability report for the 2019 audited Fiscal
Year of PT Angkasa Pura II (Persero).
8 18 Juni 2020 Rapat Umum Pemegang Saham
June 18, 2020 1. Persetujuan Laporan Tahunan, Pengesahan Laporan Keuangan Konsolidasian Perseroan Tahun
Buku 2019 termasuk Penyajian Kembali Laporan Keuangan Konsolidasian Perseroan Tahun
Buku 2018 serta Laporan Tugas Pengawasan Dewan Komisaris Tahun Buku 2019.
2. Persetujuan dan Pengesahan Laporan Program Kemitraan dan Bina Lingkungan Perseroan
Tahun Buku 2019.
3. Penetapan Penggunaan Laba Bersih Konsolidasian Perseroan Tahun Buku 2019.
4. Penetapan Gaji/Honorarium berikut fasilitas dan tunjangan lainnya untuk Direksi dan Dewan
Komisaris Perseroan Tahun Buku 2020, serta tantiem untuk Direksi dan Dewan Komisaris
Perseroan Tahun Buku 2019.
5. Penetapan Kantor Akuntan Publik (KAP) untuk mengaudit Laporan Keuangan Konsolidasian
Perseroan dan Laporan Keuangan Pelaksanaan Program Kemitraan dan Bina Lingkungan untuk
Tahun Buku 2020.
6. Pengesahan Laporan Pertanggungjawaban Realisasi Penggunaan Dana Tambahan Penyertaan
Modal Negara (PMN) Tahun 2016 Untuk Tahun Buku 2019.
1. Approval of the Annual Report, Ratification of the Company’s Consolidated Financial Statements for
the 2019 Fiscal Year including Restatement of the Company’s Consolidated Financial Statements for
the 2018 Fiscal Year and the Supervisory Report of the Board of Commissioners for the 2019 Fiscal
Year.
2. Approval and Ratification of the Company’s Partnership and Community Development Program
Report for the 2019 Fiscal Year.
3. Determination of the Use of the Company’s Consolidated Net Profits for the Fiscal Year 2019.
4. Determination of Salary / Honorarium along with other facilities and benefits for the Board of
Directors and Board of Commissioners of the Company for the 2020 Fiscal Year, as well as bonuses for
the Board of Directors and Board of Commissioners of the Company for the 2019 Fiscal Year.
5. Determination of a Public Accounting Firm (KAP) to audit the Company’s Consolidated Financial
Statements and Financial Statements for the Implementation of the Partnership and Community
Development Program for the 2020 Fiscal Year.
6. Ratification of the 2016 Accountability Report for the Use of Additional State Equity Participation
Funds (PMN) for the 2019 Fiscal Year.

Uraian Dewan Komisaris
Description of the Board of Commissioners

Dewan Komisaris merupakan organ Perseroan yang The Board of Commissioners is the Company organ that
bertanggung jawab secara kolektif untuk melakukan is collectively responsible for supervising and providing
pengawasan dan memberikan nasihat kepada Direksi advice to the Board of Directors and ensuring that Angkasa
serta memastikan bahwa Angkasa Pura II melaksanakan Pura II carries out GCG at all levels of the organization.
GCG pada seluruh tingkatan atau jenjang organisasi.
Anggota Dewan Komisaris diangkat dan diberhentikan Members of the Board of Commissioners are appointed
oleh RUPS serta memenuhi persyaratan umum dan khusus and dismissed by the GMS and meet the general and
yang ditetapkan dalam Anggaran Dasar Perseroan, Board specific requirements set out in the Company’s Articles of
Manual dan ketentuan lain yang berlaku. Dewan Komisaris Association, Board Manual and other applicable provisions.
tidak turut serta dalam pengambilan keputusan terkait The Board of Commissioners does not participate in decision
operasional perusahaan namun tetap tegas dalam fungsi making related to company operations, but remains firm in
pengawasan Dewan Komisaris. the supervisory function of the Board of Commissioners.
Dalam melaksanakan tugasnya, Dewan Komisaris In carrying out its duties, the Board of Commissioners is
dibantu komite-komite sebagai organ pendukung assisted by committees as the supporting organs of the
Dewan Komisaris yaitu: Board of Commissioners, namely:
1. Komite Audit yang dalam melaksanakan tugas dan 1. The Audit Committee in carrying out its duties and
tanggung jawab serta kewenangannya dilakukan responsibilities as well as authorities is carried out in
sesuai dengan Piagam Komite Audit. accordance with the Audit Committee Charter.
2. Komite Manajemen Risiko dan SDM yang berfungsi 2. The Risk Management and HR Committee which
membantu Dewan Komisaris memberikan masukan functions to assist the Board of Commissioners in
serta melakukan evaluasi sistem pengelolaan risiko, providing input and evaluating the risk management
pengawasan internal dan menyediakan informasi system, internal controls and providing information to
kepada Dewan Komisaris mengenai masalah- the Board of Commissioners regarding issues related to
masalah terkait untuk mengantisipasi risiko yang anticipate risks that may occur as well as in HR.
mungkin akan terjadi serta di SDM.
KOMPOSISI DEWAN KOMISARIS BOARD OF COMMISSIONERS COMPOSITION
Dewan Komisaris beranggotakan 6 (enam) orang. The Board of Commissioners has 5 (five) members.
Dewan Komisaris diketuai oleh seorang Komisaris The Board of Commissioners is chaired by a President
Utama. Dewan Komisaris telah melakukan pembagian Commissioner. The Board of Commissioners has carried
tugas pengawasan yang diputuskan secara internal oleh out the division of supervisory duties which were decided
Dewan Komisaris. internally by the Board of Commissioners.
Adapun Komposisi Dewan Komisaris Angkasa Pura II The composition of the Board of Commissioners of Angkasa
per 31 Desember 2020 adalah sebagai berikut: Pura II as of December 31, 2020 is as follows:
Dasar Masa Jabatan

Nama Jabatan Periode Jabatan
Pengangkatan Length of
Name Position Period of Office
Basis of Appointment Service
Agus Santoso Komisaris Utama Surat Keputusan Menteri BUMN Nomor SK 2020 – 2025 Kesatu
President 127/MBU/04/2020 tanggal27 April 2020. First
Commissioner Minister of SOEs Decree No: SK-127/
MBU/04/2020
dated April 27, 2020
Mochtar Husein Wakil Komisaris Surat Keputusan Menteri BUMN nomor SK 2020 – 2025 Kesatu
Utama - 127/MBU/04/2020. First
Vice President Minister of SOEs Decree No: SK-127/
Commissioner MBU/04/2020
Tubagus Fiki Chikara Komisaris Surat Keputusan Menteri BUMN nomor SK 2020 – 2025 Kesatu
Satari Commissioner - 127/MBU/04/2020. First
MBU/04/2020

Dasar Masa Jabatan

Nama Jabatan Periode Jabatan
Pengangkatan Length of
Name Position Period of Office
Basis of Appointment Service
Andus Winarno Komisaris Surat Keputusan Menteri BUMN nomor 2020 – 2025 Kesatu
Commissioner SK-37/MBU/02/2019. First
MBU/02/2019
Abdul Muis Komisaris Surat Keputusan Menteri BUMN Nomor 2020 – 2025 Kesatu
Commissioner SK-127/MBU/04/2020 tanggal 27 April First
2020.
MBU/04/2020
dated April 27, 2020
Dodi Iskandar Komisaris Surat Keputusan Menteri BUMN nomor 2020 – 2025 Kesatu
Commissioner SK-48/MBU/02/2019 tanggal 11 Februari First
2019.
MBU/02/2019
dated February 11, 2019
TUGAS DAN LINGKUP TANGGUNG JAWAB BOARD OF COMMISSIONERS DUTIES AND

DEWAN KOMISARIS RESPONSIBILITIES
Dewan Komisaris merupakan organ Perseroan yang The Board of Commissioners is a Company organ that
secara kolektif bertugas melakukan pengawasan secara is collectively tasked to conduct general and/or specific
umum dan atau khusus sesuai dengan Anggaran supervision in accordance with the Articles of Association
Dasar serta memberikan nasihat kepada Direksi. and provide advice to the Board of Directors. The Board of
Dewan Komisaris tidak turut serta dalam mengambil Commissioners does not participate in making operational
keputusan operasional. Kedudukan masing-masing decisions. The position of each member of the Board of
anggota Dewan Komisaris termasuk Komisaris Utama Commissioners including the President Commissioner is
adalah setara. Tugas Komisaris Utama sebagai primus equal. The duty of the President Commissioner as primus
inter pares adalah mengkoordinasikan kegiatan Dewan inter pares is to coordinate the activities of the Board of
Komisaris. Commissioners.
Dewan Komisaris diangkat dan diberhentikan oleh The Board of Commissioners is appointed and
RUPS. Dalam melaksanakan tugas, Dewan Komisaris dismissed by the GMS. In carrying out its duties, the
bertanggung jawab kepada RUPS. Pertanggungjawaban Board of Commissioners is responsible to the GMS. The
Dewan Komisaris kepada RUPS merupakan perwujudan responsibility of the Board of Commissioners to the GMS
akuntabilitas pengawasan atas pengelolaan perusahaan is a manifestation of the accountability of supervision of
dalam rangka pelaksanaan prinsip-prinsip GCG. the Company’s management in the context of implementing
GCG principles.
Tugas dan Tanggungjawab Dewan Komisaris meliputi: Duties and Responsibilities of the Board of Commissioners
include:
1. Tugas Dewan Komisaris 1. Board of Commissioners Duties
Dalam menjalankan fungsinya, Dewan Komisaris In carrying out its function, the Board of Commissioners
bertugas: is tasked to:
a. Melakukan pengawasan terhadap kebijaksanaan a. Supervise the Company’s management policies
pengurusan Perusahaan yang dilakukan Direksi conducted by the Board of Directors and provide
serta memberi nasehat kepada Direksi termasuk advice to the Board of Directors including
pengawasan terhadap pelaksanaan Rencana supervision towards the implementation of the
Jangka Panjang Perusahaan, Rencana Kerja dan Company’s Long-Term Plan, Work Plan and Budget,
Anggaran Perusahaan, ketentuan Anggaran the provisions of the Articles of Association and
Dasar dan keputusan RUPS serta peraturan GMS resolutions as well as applicable statutory
perundang-undangan yang berlaku. regulations.

b. Membuat program kerja pengawasan dan b. Create a work program of supervisory and advisory
pemberian nasihat, serta mengevaluasi as well as evaluate the policies for managing the
atas kebijakan perusahaan dalam rangka Company, including: internal control systems, risk
pengurusan perusahaan, termasuk: sistem management, information technology systems,
pengendalian internal, manajemen risiko, sistem human capital management, accounting policies,
teknologi informasi, pengelolaan SDM, kebijakan procurement of goods/services policies, service
akuntansi, kebijakan pengadaan barang/jasa, quality policies.
kebijakan mutu pelayanan.
c. Mematuhi Anggaran Dasar Perusahaan, c. Comply with the Company’s Articles of
keputusan RUPS dan peraturan perundang- Association, GMS resolutions and applicable
undangan yang berlaku serta prinsip-prinsip statutory regulations as well as the principles
profesionalisme, efisiensi, transparansi, of professionalism, efficiency, transparency,
kemandirian, akuntabilitas, pertanggungjawaban independence, accountability, responsibility and
serta kewajaran. fairness.
d. Melakukan pembagian tugas di antara Anggota d. Carry out division of duties among the Board
Dewan Komisaris terkait dengan pelaksanaan of Commissioners members related to the
fungsi pengawasan. implementation of the supervisory function.
e. Mengawasi investasi yang dilakukan oleh e. Supervise investments made by the Company.
Perusahaan.
f. Mengawasi dan mengevaluasi arah pengelolaan f. Supervise and evaluate the direction of Subsidiaries
Anak Perusahaan oleh Direksi. management by the Directors.
g. Menindaklanjuti saran, permasalahan atau g. Follow up on suggestions, issues or complaints
keluhan yang disampaikan langsung kepada submitted directly to the Board of Commissioners.
Dewan Komisaris.
h. Melakukan pengawasan dan pengukuran h. Monitor and measure the compliance of the Board
atas kepatuhan Direksi terhadap peraturan of Directors with the statutory regulations and
perundang undangan dan perjanjian dengan agreements with third parties.
pihak ketiga.
i. Melakukan penilaian terhadap kinerja Direksi i. Assess the performance of the Board of Directors
baik secara kolegial maupun secara individual both collegially and individually based on
berdasarkan target kinerja yang tertuang dalam performance targets set out in the management
kontrak manajemen. contracts.
j. Meneliti dan menelaah Laporan Tahunan yang j. Research and review the Annual Report prepared by
disiapkan Direksi serta menandatangani laporan the Board of Directors and sign the report.
tersebut.
k. Memantau efektivitas penerapan GCG di k. Monitor the effectiveness of the implementation of
Perusahaan termasuk memastikan ditaatinya GCG in the Company and to ensure the compliance
kebijakan etika berusaha. with business ethics policies.
l. Memberikan pendapat dan saran kepada RUPS l. Provide opinions and suggestions to the GMS
dalam hal pengangkatan dan pemberhentian regarding the appointment and dismissal of the
Direksi. Board of Directors.
m. Memberikan pendapat dan saran kepada m. Provide opinions and suggestions to the GMS
RUPS mengenai setiap persoalan lainnya yang regarding any other issues deemed important for
dianggap penting bagi pengelolaan Perusahaan. the management of the Company.
n. Mengusulkan penetapan Auditor Eksternal n. Propose the appointment of an External Auditor
kepada RUPS berdasarkan usulan dari Komite to the GMS based on a proposal from the Audit
Audit termasuk menyampaikan kepada RUPS Committee including the reasons for the nomination
mengenai alasan pencalonan tersebut dan and the amount of the proposed honorarium/fees
besarnya honorarium/imbal jasa yang diusulkan for the External Auditor.
untuk Auditor Eksternal tersebut.
o. Memantau kinerja Satuan Pengawas Internal. o. Monitor the performance of the Internal Audit Unit.
p. Memastikan Direksi agar menetapkan sistem p. Ensure that the Board of Directors establishes an
pengendalian internal yang efektif untuk effective internal control system to safeguard the
mengamankan aset Perusahaan. Company’s assets.

q. Memastikan Direksi mengungkapkan informasi q. Ensure that the Board of Directors discloses
penting Perusahaan dalam Laporan Tahunan significant information of the Company in the
(termasuk Laporan Keuangan) kepada pihak lain Annual Report (including Financial Statements)
sesuai peraturan perundang-undangan yang to other parties in accordance with applicable
berlaku secara tepat waktu, akurat, jelas dan statutory regulations in a timely, accurate, clear
obyektif. and objective manner.
r. Menjaga kerahasiaan informasi yang diperoleh r. Maintain the confidentiality of information
sewaktu menjabat sebagai Anggota Komisaris obtained while serving as a member of the Board
sesuai dengan peraturan perundang-undangan of Commissioners in accordance with applicable
yang berlaku. statutory regulations.
2. Tanggung jawab Dewan Komisaris 2. Board of Commissioners Responsibilities

a. Dalam menjalankan fungsinya, Dewan Komisaris a. In carrying out its function, the Board of
bertanggungjawab: Commissioners is responsible to:
1. Melakukan pengawasan dan memberikan 1. Supervise and provide advice to the Board of
nasihat kepada Direksi dalam melaksanakan Directors in carrying out the management of
pengurusan Perusahaan dengan itikad baik, the Company in good intention, prudence and
kehati-hatian dan bertanggung jawab. responsibility.
2. Memberikan pendapat dan saran kepada 2. Provide opinions and suggestions to the Board
Direksi dan segenap jajarannya berkaitan of Directors and all of its ranks related to the
dengan pengurusan Perusahaan. management of the Company.
3. Memberikan pendapat dan saran kepada 3. Provide opinions and suggestions to the Board
Direksi berkaitan dengan penyusunan Visi of Directors relating to the preparation of the
dan Misi serta rencana-rencana strategis Vision and Mission and other strategic plans
Perusahaan lainnya seperti yang diatur of the Company as stipulated in the Articles of
dalam Anggaran Dasar. Association.
4. Melakukan penelitian dan penelaahan atas 4. Conduct research and review of the Board of
laporan-laporan Direksi. Directors reports.
5. Melakukan penilaian terhadap kinerja 5. Assess the performance of the Board of
Direksi. Directors.
6. Meneliti dan menelaah laporan-laporan dari 6. Research and examine reports from committees
komite-komite yang ada di bawah Dewan under the Board of Commissioners.
Komisaris.
7. Mengikuti perkembangan kegiatan 7. Follow the development of the Company’s
Perusahaan baik dari informasi-informasi activities both from internal information
internal yang disediakan oleh Perusahaan provided by the Company and from external
maupun dari informasi-informasi eksternal information coming from the media or from
yang berasal dari media maupun dari other sources.
sumber-sumber lainnya.
8. Melakukan usaha-usaha untuk memastikan 8. Make efforts to ensure that the Board of
bahwa Direksi dan jajarannya telah Directors and its ranks have complied with
mematuhi ketentuan perundang- statutory provisions, the Company’s Articles of
undangan, Anggaran Dasar Perusahaan, Association, and other regulations in managing
serta peraturan-peraturan lainnya dalam the Company.
mengelola Perusahaan.
b. Setiap anggota Dewan Komisaris ikut b. Each member of the Board of Commissioners
bertanggungjawab secara pribadi dan secara is personally and jointly liable if the Board of
tanggung renteng apabila Dewan Komisaris Commissioners is guilty or negligent in carrying out
bersalah atau lalai menjalankan tugasnya its duties, causing loss to the Company.
sehingga menyebabkan kerugian Perusahaan.

c. Anggota Dewan Komisaris tidak dapat c. Members of the Board of Commissioners cannot
dipertanggungjawabkan atas kerugian be held responsible for the Company’s losses as
Perusahaan sebagaimana dimaksud pada huruf referred to in letter (b) above if they can prove:
(b) di atas apabila dapat membuktikan: 1. has conducted supervision in good intention
1. Telah melakukan pengawasan dengan itikad and prudence for the interests of the Company
baik dan kehati-hatian untuk kepentingan and in accordance with the aims and objectives
Perusahaan dan sesuai dengan maksud dan of the Company;
tujuan Perusahaan; 2. Does not have personal interests either directly
2. Tidak mempunyai kepentingan pribadi or indirectly over the management actions of
baik langsung maupun tidak langsung the Board of Directors which results in losses;
atas tindakan pengurusan Direksi yang
mengakibatkan kerugian; 3. Has given advice to the Board of Directors to
3. Telah memberikan nasihat kepada Direksi prevent losses from arising or continuing.
untuk mencegah timbul atau berlanjutnya
kerugian tersebut.
PEMBIDANGAN TUGAS DEWAN KOMISARIS DIVISION OF DUTIES OF THE BOARD OF

COMMISSIONERS
Dalam melakukan tindakan pengawasan terhadap In carrying out its supervisory actions on the Company’s
jalannya perusahaan, Dewan Komisaris telah operations, the Board of Commissioners has carried out
melakukan pembagian tugas, sebagaimana terlihat the division of duties, as shown in the following table:
dalam tabel berikut:
Nama Jabatan Bidang Tugas

Name Positions Field of Duties
Agus Santoso Komisaris Utama Mengkoordinir semua pelaksanaan tugas dan kegiatan pengawasan Dewan
President Commissioner Komisaris serta memberikan arahan kepada DIreksi terhadap pengurusan
usaha Perusahaan pada bidang engineering, maintenance, construction, dan
legal.
Coordinates all the implementation of duties and supervisory activities of
the Board of Commissioners and provides direction to the Board of Directors
regarding the management of the Company’s business in the engineering,
maintenance, construction, and legal fields.
Mochtar Husein Wakil Komisaris Utama Membantu pelaksanaan tugas Komisaris Utama dan melaksanakan tugas
Vice President Commissioner pengawasan serta pemberian arahan kepada Direksi terhadap pengurusan
usaha Perusahaan pada bidang audit, financial, logistic, aset, parenting and
subsidiary, community development dan procurement.
Assist in the implementation of the duties of the President Commissioner and
carry out supervisory duties and provide direction to the Board of Directors
regarding the management of the Company’s business in the fields of audit,
financial, logistics, assets, parenting and subsidiary, community development
and procurement.
Tubagus Fiki Chikara Satari Komisaris Melaksanakan tugas pengawasan dan pemberian arahan kepada DIreksi
Commissioner terhadap pengurusan usaha Perusahaan pada bidang safety, risk, operation
dan service.
Carry out supervisory duties and provide direction to the Board of Directors
regarding the management of the Company’s business in the areas of safety, risk,
operation and service.
Andus Winarno Komisaris Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi
Commissioner terhadap pengurusan usaha Perusahaan pada bidang human capital, talent
management dan learning and human development.
regarding the management of the Company’s business in the fields of human
capital, talent management and learning and human development.
Abdul Muis Komisaris Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi
Commissioner terhadap pengurusan usaha Perusahaan pada bidang planning and
development, transformation, adjacent business dan information system.
regarding the management of the Company’s business in the fields of planning
and development, transformation, adjacent business and information system.

Nama Jabatan Bidang Tugas

Name Positions Field of Duties
Dodi Iskandar Komisaris Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi
Commissioner terhadap pengurusan usaha Perusahaan pada bidang communication dan
commercial.
regarding the management of the Company’s business in the communication
and commercial fields.
BOARD CHARTER DEWAN KOMISARIS BOARD CHARTER OF THE BOARD OF

COMMISSIONERS
Dewan Komisaris berpedoman pada Pedoman Kerja The Board of Commissioners is guided by the Board Manual
Dewan Komisaris dan Direksi (Board Manual). Board of the Board of Commissioners and Board of Directors. The
Manual berisi tentang petunjuk tata laksana kerja Board Manual contains guidelines for the work procedures
Dewan Komisaris dan Direksi serta menjelaskan of the Board of Commissioners and Board of Directors and
tahapan aktivitas secara terstruktur, sistematis, mudah explains the stages of activities in a structured, systematic,
dipahami dan dapat dijalankan dengan konsisten, dapat easily understood and consistent manner, which can be a
menjadi acuan bagi Dewan Komisaris dan Direksi dalam reference for the Board of Commissioners and Board of
melaksanakan tugas masing-masing untuk mencapai Directors in carrying out their respective duties to achieve
Visi dan Misi Perusahaan, sehingga diharapkan akan the Company’s Vision and Mission, so that high work
tercapai standar kerja yang tinggi selaras dengan standards are expected to be achieved in line with GCG
prinsip-prinsip GCG. principles.
Board Manual disusun berdasarkan prinsip-prinsip The Board Manual is prepared based on the principles of
hukum korporasi, ketentuan Anggaran Dasar, peraturan corporate law, the provisions of the Articles of Association,
dan ketentuan perundang-undangan yang berlaku, applicable statutory regulations, the direction of the
arahan Pemegang Saham serta praktik-praktik terbaik Shareholders and the best practices of Good Corporate
(best practices) Good Corporate Governance. Governance.
Isi dari Board Manual adalah: Contents of the Board Manual are:
Pedoman dan tata kerja Dewan Komisaris dalam Guidelines and work procedures for the Board of
melaksanakan tugas dan tanggung jawabnya dalam Commissioners in carrying out their duties and
melakukan pengawasan terhadap jalannya perusahaan, responsibilities in supervising the running of the Company,
serta memberikan nasihat kepada Direksi untuk as well as providing advice to the Board of Directors for the
kepentingan Perusahaan sesuai dengan maksud dan interests of the Company in accordance with the aims and
tujuan Perusahaan. objectives of the Company.
KRITERIA DEWAN KOMISARIS BOARD OF COMMISSIONERS CRITERIA
Anggota Dewan Komisaris telah memenuhi kriteria Members of the Board of Commissioners have fulfilled the
pemilihan berikut: following selection criteria:
1. Memiliki kemampuan dan integritas sehingga 1. Have the ability and integrity so that the implementation
pelaksanaan fungsi pengawasan dan pemberian of the supervisory function and providing advice for the
nasihat untuk kepentingan perusahaan dapat benefit of the Company can be carried out properly;
dilaksanakan dengan baik;
2. Memahami dan mematuhi anggaran dasar 2. Understand and comply with the Articles of Association
perusahaan dan peraturan perundang-undangan of the Company and the statutory regulations relating
yang berkaitan dengan tugasnya; to its duties;
3. Memahami dan melaksanakan GCG; 3. Understand and implement GCG;
4. Memiliki keahlian dan pengalaman di bidang yang 4. Have the expertise and experience in the field that will
akan menjadi tanggung jawabnya; be his responsibility;

5. Memiliki jiwa kepemimpinan yang baik; 5. Have a good leadership spirit;
6. Memiliki reputasi yang baik dalam menjalankan 6. Have a good reputation in carrying out previous duties;
tugas-tugas sebelumnya;
7. Memiliki akhlak dan moral yang baik; 7. Have a good character and morals;
8. Mampu melaksanakan tindakan acto; 8. Able to carry out law actions;
9. Tidak pernah dinyatakan pailit atau yang dinyatakan 9. Never been declared bankrupt or convicted for causing
bersalah yang menyebabkan suatu perusahaan a company to be declared bankrupt within 5 (five) years
dinyatakan pailit dalam waktu 5 (lima) tahun prior to the election;
sebelum pemilihan;
10. Tidak pernah dihukum karena melakukan tindak 10. Never been convicted of committing a criminal act
pidanadalam waktu 5 (lima) tahun sebelum within 5 (five) years before the election.
pemilihan.
PROGRAM PENGENALAN DAN PELATIHAN ORIENTATION AND TRAINING PROGRAM OF THE

DEWAN KOMISARIS BOARD OF COMMISSIONERS
Sejalan dengan Board Manual Perseroan, Anggota In line with the Company’s Board Manual, Members of the
Dewan Komisaris yang diangkat untuk pertama kalinya Board of Commissioners who are appointed for the first
wajib diberikan program pengenalan. Kegiatan ini time must be given an introduction program. This activity
dilaksanakan dalam rangka memberikan orientasi is carried out in order to provide orientation to the newly
kepada anggota Dewan Komisaris yang baru diangkat appointed members of the Board of Commissioners in
agar dapat memahami latar belakang dan kegiatan order to understand the background and business activities
usaha Perseroan serta memahami segala aspek yang of the Company as well as to understand all aspects related
terkait dengan peran dan tanggung jawab pengawasan, to the roles and responsibilities of supervision, so that it
sehingga diharapkan dapat memperlancar tugas Dewan is hoped that it can streamline the duties of the Board of
Komisaris secara efektif. Commissioners effectively.
Pada tahun 2020 terdapat perubahan komposisi Dewan In 2020 there will be a change in the composition of the
Komisaris yakni: Board of Commissioners, namely:
Nama Terhitung Mulai Tanggal Nomor SK

Name Starting Date Decree No.
Agus Santoso 27 April 2020 Surat Keputusan Menteri BUMN Nomor SK 127/
April 27, 2020 MBU/04/2020 tanggal 27 April 2020.
Mochtar Husein 27 April 2020 Surat Keputusan Menteri BUMN nomor SK - 127/
April 27, 2020 MBU/04/2020.
Minister of SOEs Decree No: SK-127/MBU/04/2020.
Tubagus Fiki Chikara Satari 27 April 2020 Surat Keputusan Menteri BUMN nomor SK - 127/
April 27, 2020 MBU/04/2020.
Abdul Muis 27 April 2020 Surat Keputusan Menteri BUMN Nomor SK-127/
April 27, 2020 MBU/04/2020 tanggal 27 April 2020.
Surat Keputusan Menteri SOE Nomor SK-127/
MBU/04/2020 tanggal 27 April 2020.
Atas perubahan komposisi Dewan Komisaris tersebut, Due to the change in the composition of the Board of
Perseroan melaksanakan Program Pengenalan Commissioners, the Company conducted an Orientation
bagi Anggota Dewan Komisaris dengan materi yang Program for Members of the Board of Commissioners
disampaikan dalam Program Pengenalan adalah: with the material presented in the Orientation Program as
follows:

1. Pelaksanaan prinsip-prinsip Good Corporate 1. Implementation of Good Corporate Governance

Governance; principles;
2. Gambaran mengenai Perseroan berkaitan 2. An overview of the Company in relation to the objectives,
dengan tujuan, sifat, dan lingkup kegiatan, kinerja nature and scope of activities, financial and operational
keuangan dan operasi, strategi, rencana usaha performance, strategy, short-term, long-term business
jangka Pendek, jangka panjang, posisi kompetitif, plans, competitive position, risk, internal control and
risiko, pengendalian internal dan masalah-masalah other strategic issues;
strategis lainnya;
3. Keterangan berkaitan dengan kewenangan yang 3. Information relating to delegated authority, internal and
didelegasikan, audit internal dan eksternal, sistem external audits, internal control systems and policies
dan kebijakan pengendalian internal serta Komite as well as the Audit Committee and Other Committees
Audit dan Komite Lain yang dibentuk Dewan established by the Board of Commissioners;
Komisaris;
4. Keterangan mengenai kewajiban, tugas, tanggung 4. Information regarding the obligations, duties,
jawab dan hak-hak Dewan Komisaris dan Direksi responsibilities and rights of the Board of Commissioners
serta hal-hal yang tidak diperbolehkan; and Directors as well as matters that are not allowed;
5. Pemahaman terkait dengan prinsip etika dan 5. Understanding of the ethical principles and norms
norma yang berlaku di lingkungan Perseroan serta that apply in the Company environment and the local
masyarakat setempat. community.
Selama tahun 2020, Anggota Dewan Komisaris telah During 2020, Members of the Board of Commissioners have
mengikuti Pelatihan Pengembangan Kompetensi. attended Competency Development Training. Information
Informasi mengenai pengembangan kompetensi Dewan regarding the competency development of the Board of
Komisaris dapat dilihat pada Bab Profil Perusahaan. Commissioners can be seen in the Company Profile Chapter.
RANGKAP JABATAN DEWAN KOMISARIS CONCURRENT POSITIONS OF THE BOARD OF

COMMISSIONERS
Informasi mengenai rangkap jabatan Dewan Komisaris Information on concurrent positions of the Board of
dapat dilihat pada Bab Profil Perusahaan, pada Bagian Commissioners can be seen in Company Profile Chapter, in
Profil Dewan Komisaris. the Board of Commissioners Profile Section.
PELAKSANAAN TUGAS DAN TANGGUNG JAWAB IMPLEMENTATION OF DUTIES AND

DEWAN KOMISARIS TAHUN 2020 RESPONSIBILITIES OF THE BOARD OF
COMMISSIONERS IN 2020
Dalam melakukan mekanisme proses pengawasan In carrying out the mechanism of the process of supervision
dan pemberian arahan serta nasihat kepada Direksi and the provision of direction and advice to the Board of
dalam pengelolaan dan pengurusan Perseroan, Dewan Directors in the management of the Company, the Board
Komisaris berpedoman pada peraturan perundang- of Commissioners is guided by the applicable statutory
undangan dan ketentuan internal Perseroan yang regulations and the internal provisions of the Company.
berlaku. Proses pengawasan ini adalah untuk This supervision process is to ensure the achievement of
memastikan tercapainya target kinerja yang telah predetermined performance targets so as to be able to
ditetapkan sehingga mampu memberikan imbal jasa provide satisfactory services for Shareholders and other
yang memuaskan bagi Pemegang Saham dan Para Stakeholders.
Pemangku Kepentingan lainnya.
Pelaksanaan tugas pengawasan Dewan Komisaris The implementation of the Board of Commissioners
selama tahun 2020 meliputi: supervisory duties throughout 2020 includes:

Uraian Kegiatan Sasaran
No
Description of Activites Objectives
1 Pengawasan terhadap pelaksanaan • Laporan Manajemen Bulanan dan Triwulanan (Capaian RKAP dan RJPP) Tahun 2020
RJPP dan RKAP • Memberikan tanggapan atas Laporan Manajemen triwulanan Tahun 2020 kepada
Supervision of the implementation of pemegang saham
RJPP and RKAP • Pemantauan tentang kebijakan akuntansi dan penyusunan laporan keuangan sesuai
dengan Standar Akuntansi yang berlaku umum di Indonesia (SAK)
• Pemantauan dan pembahasan tindak lanjut keputusan dan arahan pemegang saham
serta rekomendasi Dewan Komisaris setiap triwulan tahun 2020
• Monthly and Quarterly Management Reports (Achievements of RKAP and RJPP) for 2020
• Provide feedback on the quarterly Management Report 2020 to shareholders
• Monitoring of accounting policies and preparation of financial statements in accordance
with generally accepted accounting standards in Indonesia (SAK)
• Monitoring and follow-up discussion of the decision and the direction of shareholders and
the Board of Commissioners on a quarterly basis in 2020
2 Pengawasan Terhadap Efektivitas • Melakukan pemantauan/ memberikan tanggapan dan nasihat kepada Direksi tentang
Audit Eksternal Dan Audit Internal pengendalian intern perusahaan dan pelaksanaannya
Serta Efektifitas Tata Kelola • Melakukan pemantauan/ memberikan tanggapan dan nasihat kepada Direksi atas
Perusahaan temuan Auditor Internal dan Eksternal
Supervision of the Effectiveness of • Melakukan pemantauan/memberikan tanggapan dan nasihat atas pengaduan yang
External and Internal Audits and the berkaitan dengan BUMN yang diterima oleh Dewan Komisaris
Effectiveness of Corporate Governance • Pemantauan dan pembahasan atas pengelolaan perusahaan sesuai prinsip-prinsip
• Monitoring/providing feedback and advice to the Board of Directors regarding the
company’s internal control and its implementation
• Monitoring/providing feedback and advice to the Board of Directors on the findings of
Internal and External Auditors
• Monitoring/providing feedback and advice on complaints related to SOEs received by the
• Monitoring and discussion of the company’s management in accordance with the
principles of Good Corporate Governance
3 Pengawasan Terhadap Pengelolaan • Melakukan monitoring /pembahasan dalam rangka pelaksanaan kebijakan
Risiko Perusahaan manajemen risiko korporat
Supervision of Company Risk • Memberikan tanggapan/nasihat atas risiko-risiko strategis yang dihadapi perusahaan
Management • Memberikan tanggapan / nasihat dalam penyempurnaan / penyusunan pedoman
manajemen risiko.
• Melakukan monitoring/pembahasan dalam rangka pemberdayaan/pengembangan
karir SDM dan kebijakan nominasi dan remunerasi di perusahaan
• Conduct monitoring/discussion in the context of implementing corporate risk management
policies
• Provide feedback/advice on strategic risks faced by the company
• Provide feedback / advice in the improvement / preparation of risk management
guidelines.
• Conduct monitoring/discussion in the context of empowerment/career development of HR
and nomination and remuneration policies in the company
4 Pengawasan Program Strategis Melakukan pemantauan dan pembahasan dengan Direksi dalam rangka monitoring
Perusahaan program-program strategis perusahaan
Company Strategic Program Supervision Monitoring and discussion with the Board of Directors in the context of monitoring the
company’s strategic programs
BENTURAN KEPENTINGAN CONFLICTS OF INTEREST
Dalam upayanya meminimalkan terjadinya benturan In an effort to minimize the occurrence of conflicts of
kepentingan, setiap anggota Dewan Komisaris wajib interest, each member of the Board of Commissioners
membuat Daftar Khusus yang memuat informasi is required to make a Special Register that contains
mengenai kepemilikan sahamnya dan/atau keluarganya information on the ownership of shares and/or his families
di Angkasa Pura II maupun di perusahaan lain. Daftar in Angkasa Pura II as well as in other companies. The
tersebut disimpan dan diadministrasikan oleh Sekretaris register is kept and administered by the Secretary to the
Dewan Komisaris. Board of Commissioners.
Hingga 31 Desember 2020, seluruh Anggota Dewan As of December 31, 2020, all Members of the Board of
Komisaris tidak memiliki saham di Angkasa Pura II. Commissioners did not own any shares in Angkasa Pura II.

SURAT MENYURAT DEWAN KOMISARIS BOARD OF COMMISSIONERS CORRESPONDENCE
Selama tahun 2020, Dewan Komisaris telah During 2020, the Board of Commissioners issued 82 letters.
mengeluarkan sebanyak 82 surat keluar.
REALISASI ANGGARAN DEWAN KOMISARIS REALIZED BUDGET OF THE BOARD OF

COMMISSIONERS
Realisasi anggaran untuk kegiatan pengawasan dewan The budget realization for the supervisory activities of the
komisaris sampai dengan akhir desember 2020 board of commissioners until the end of December 2020
adalah sebesar Rp.12.127.144.000,- atau terealisasi was Rp. 12,127,144,000,- or 100% realized compared to the
100% dibandingkan dengan RKAP yang sebesar RKAP which was Rp. 12,127,144,000.
Rp.12.127.144.000,-.
Adapun perbandingan RKA dan Realisasi penggunaan The comparison of the RKA and the realization of the use
anggaran dewan komisaris tahun 2018 - 2020, adalah of the board of commissioners’ budget for 2018 - 2020, are
sebagai berikut : as follows
Anggaran Dekom
No 2018 2019 2020
Board of Commissioners Budget
1 RKA Rp21.282.532.000,- Rp22.094.309.810,- Rp12.127.144.000,-
2 Realisasi Rp20.963.973.695,- Rp19.618.192.767,- Rp12.127.144.000,-
Realization
3 Persentase 98,5% 88,79% 100%
percentation
PENILAIAN KINERJA KOMITE-KOMITE DIBAWAH PERFORMANCE APPRAISAL OF THE COMMITTEES

DEWAN KOMISARIS UNDER THE BOARD OF COMMISSIONERS
Dalam pelaksanaan tugasnya, Dewan Komisaris dibantu In carrying out its duties, the Board of Commissioners
oleh 2 (dua) Komite, yakni Komite Audit dan Komite is assisted by 2 (two) Committees, namely the Audit
Manajemen Risiko dan SDM. Dewan Komisaris bahwa Committee and the Risk Management and HR Committee.
kedua Komite ini telah melaksanakan tugasnya dengan Board of Commissioners stated that these two Committees
baik. have carried out their duties properly.
KOMISARIS INDEPENDEN INDEPENDENT COMMISSIONERS
Angkasa Pura II memiliki Komisaris Independen. Organ The Company has Independent Commissioners. Organ of
Dewan Komisaris yang memiliki kewenangan dalam the Board of Commissioners who has the authority in the
ranah pengawasan dan pemberian saran dituntut untuk realm of supervision and providing advice is demanded to
selalu bersikap independen dan dapat menempatkan always be independent and can put the objectives of GCG
tujuan tujuan GCG di atas kepentingan yang ada. Untuk above the existing interests. To prevent conflicts of interest in
mencegah terjadinya benturan kepentingan (conflict the Board of Commissioners body, the applicable statutory
of interest) di tubuh Dewan Komisaris maka peraturan regulations require companies to present an Independent
perundang-undangan yang berlaku mewajibkan Commissioner in the composition of these organs.
perusahaan untuk menghadirkan Komisaris Independen
di dalam susunan organ tersebut.

Susunan anggota Dewan Komisaris terdiri dari 6 The composition of the Board of Commissioners consists
(enam) orang anggota dengan 2 (dua) anggota of 6 (six) members with 2 (two) members as Independent
sebagai Komisaris Independen. Komposisi Komisaris Commissioners. The composition of Independent
Independen di Perseroan telah memenuhi ketentuan Commissioners in the Company has complied with the
Peraturan Menteri Negara BUMN Nomor PER-09/ provisions of State Minister of SOEs Regulation No. PER-09/
MBU/2012 tentang Perubahan atas Peraturan Menteri MBU/2012 on the Amendment to the State Minister of SOEs
Negara BUMN Nomor PER -01/MBU/2011 Tentang Regulation No. PER-01/MBU/2011 on the Implementation
Penerapan Tata Kelola Perusahaan Yang Baik (Good of Good Corporate Governance in State-Owned Enterprises
Corporate Governance) pada Badan Usaha Milik Negara. which explains that 20% of the composition of the Board of
Yang menerangkan bahwa 20% komposisi Dewan Commissioners should be independent.
Komisaris berasal dari independen.
KRITERIA PENENTUAN KOMISARIS INDEPENDEN CRITERIA OF THE INDEPENDENT COMMISSIONERS

DETERMINATION
Komisaris Independen merupakan anggota Komisaris
yang berasal dari luar Perseroan (tidak memiliki Independent Commissioners are members of the Board of
hubungan afiliasi dengan perusahaan) yang dipilih Commissioners who come from outside the Company (not
secara transparan dan independen, memiliki integritas affiliated with the company) who are chosen transparently
dan kompetensi yang memadai, bebas dari pengaruh and independently, have adequate integrity and
yang berhubungan dengan kepentingan pribadi atau competence, are free from influences related to personal
pihak lain, serta dapat bertindak secara objektif dan interests or other parties, and can act objectively and
independen dengan berpedoman pada prinsip-prinsip independent based on GCG principles.
GCG.
Keberadaan Komisaris Independen di Perseroan The existence of Independent Commissioners in

senantiasa menjamin mekanisme pengawasan berjalan the Company always ensures that the supervision
secara efektif dan sesuai dengan peraturan perundang- mechanism runs effectively and in accordance with the
undangan. Perseroan menerapkan kriteria Anggota statutory regulations. The Company applies the criteria
Komisaris Independen. Kriteria Komisaris Independen of Independent Commissioners Members. Criteria for
di sebagai berikut: Independent Commissioners are as follows:
• Tidak menjabat sebagai Direksi di perusahaan • Not serving as a Board of Directors in any affiliated
terafiliasi; companies;
• Tidak bekerja pada Pemerintah termasuk di • Not working for the Government including in
departemen, lembaga, dan kemiliteran dalam kurun departments, institutions and the military in the past
waktu tiga tahun terakhir; three years;
• Tidak bekerja di BUMN yang bersangkutan atau • Not working for the relevant SOEs or its affiliates within
afiliasinya dalam kurun waktu tiga tahun terakhir; the last three years;
• Tidak mempunyai keterkaitan finansial, baik • Has no financial links, either directly or indirectly with
langsung maupun tidak langsung dengan BUMN the relevant SOEs or the company providing services
yang bersangkutan atau perusahaan yang and products to the relevant SOEs and its affiliates;
menyediakan jasa dan produk kepada BUMN yang
bersangkutan dan afiliasinya;
• Bebas dari kepentingan dan aktivitas bisnis atau • Is free from business interests and activities or other
hubungan lain yang dapat menghalangi atau relationships that can hinder or interfere with the
mengganggu kemampuan Komisaris Independen ability of Independent Commissioners who come from
yang berasal dari kalangan di luar BUMN yang outside the relevant SOEs to act or think freely within
bersangkutan untuk bertindak atau berpikir secara the scope of SOEs.
bebas di lingkup BUMN.
Komisaris Independen di PT Angkasa Pura II (Persero) Independent Commissioner of PT Angkasa Pura II (Persero)
per 31 Desember 2020 adalah Mochtar Husein yang as of December 31, 2020 was Mochtar Husein who was also
juga merangkap sebagai Wakil Komisaris Utama. the Deputy President Commissioner.

PERNYATAAN INDEPENDENSI KOMISARIS INDEPENDENCE STATEMENT OF THE

INDEPENDEN INDEPENDENT COMMISSIONER
Sejalan dengan penerapan praktik GCG yang baik, In line with the implementation of good GCG practices, the
Dewan Komisaris telah menyelenggarakan Daftar Board of Commissioners has held a Special Register, signed
Khusus, menandatangani Pakta Integritas, dan an Integrity Pact, and submitted the Report on Assets of
menyerahkan Laporan Harta Kekayaan Penyelenggara States Officials (LHKPN) and Personal Tax Report (LP2P) as
Negara (LHKPN) maupun Laporan Pajak-Pajak Pribadi a form of commitment to avoid transactions that contain
(LP2P) sebagai bentuk komitmen menghindari transaksi conflicts of interest.
yang mengandung benturan kepentingan.
Masing-masing anggota Komisaris Independen Each member of the Independent Commissioner acts
bertindak mandiri dan bebas intervensi dari pihak independently and free from intervention from any
manapun. Komisaris Independen memiliki independensi parties. Independent Commissioners have independence
dan kemandirian dalam melaksanakan tugas, in carrying out their duties, responsibilities and authorities
tanggung jawab, dan wewenangnya dalam melakukan in conducting supervision of the Company’s performance.
pengawasan terhadap kinerja Angkasa Pura II. Setiap Each member of the Independent Commissioner is
anggota Komisaris Independen dipastikan tidak ascertained not to have blood relations or marriage bonds
memiliki hubungan darah ataupun ikatan perkawinan with each other to the third degree both vertically and
dengan satu sama lain hingga derajat ketiga baik secara horizontally. The Independent Commissioners do not have
vertikal maupun horizontal. Komisaris Independen any personal conflicts of interest on the matters contained
tidak mempunyai benturan kepentingan secara in the 2016 RKAP, and the Independent Commissioners
pribadi terhadap hal-hal yang termaktub dalam RKAP are committed not to take benefits of the Company either
2016, dan Komisaris Independen berkomitmen tidak directly or indirectly for personal interests.
akan memanfaatkan Perseroan baik secara langsung
maupun tidak langsung untuk kepentingan pribadi.
Surat Pernyataan Independensi Dewan Komisaris

Independence Statement Letter of the Board of Commissioners

DIREKSI
Board of Directors
DIREKSI
Board of Directors
Direksi merupakan organ perseroan yang bertugas dan The Board of Directors is the Company organ that has a
bertangung jawab secara kolegial dalam mengelola collegial duty and responsibility in managing the Company.
Perseroan. Tugas utama Direksi adalah bertindak dan The main duty of the Board of Directors is to act and
mewakili untuk dan atas nama Perseroan. Direksi represent for and on behalf of the Company. The Board
bertanggung jawab penuh dalam melaksanakan of Directors is fully responsible for carrying out its duties
tugasnya untuk kepentingan Perseroan dalam mencapai for the benefit of the Company in achieving its vision and
visi dan misi. mission.
Direksi juga menjadi kunci bagi keberlangsungan The Board of Directors is also the key to the continuity of
aktivitas serta operasional Perseroan, memastikan the Company’s activities and operations, ensuring optimal
kinerja optimal dan nilai tambah optimal bagi Pemegang performance and optimal added value for Shareholders.
Saham. Tiap-tiap anggota Direksi dapat melaksanakan Each member of the Board of Directors can carry out their
tugas dan mengambil keputusan sesuai dengan duties and make decisions in accordance with the division
pembagian tugas dan wewenangnya. of duties and authorities.
KOMPOSISI DIREKSI BOARD OF DIRECTORS COMPOSITION
Direksi terdiri dari 8 (delapan) orang dengan komposisi The Board of Directors consists of 8 (eight) members with
sebagai berikut: the following composition:
Dasar
Nama Jabatan Masa Jabatan Periode Jabatan
Pengangkatan
Name Position Length of service Terms of Office
Basis of Appointment
Muhammad Awaluddin Direktur Utama Surat Keputusan Menteri 5 (lima) tahun 9 September 2016- 9
President Director BUMN selaku Pemegang 5 ( five ) years September 2021
Saham PT AP II Nomor: September 9, 2016-
SK-227/MBU/09/2016 September 9, 2021
tanggal 9 September
2016.
Minister of SOEs Decree as
Shareholder of PT Angkasa
Pura II No: SK-
227/MBU/09/2016 dated
September 9, 2016.
Edwin Hidayat Wakil Direktur Utama Surat Keputusan Menteri 5 (lima) tahun 18 November 2019-18
Vice President Director BUMN selaku Rapat 5 ( five ) years November 2024
Umum Pemegang Saham November 18, 2019-
Perusahaan Perseroan PT November 18, 2024
Angkasa Pura II Nomor
SK-271/MBU/11/2019
tanggal 18 November
2019.
Minister of SOEs Decree
as the General Meeting of
Shareholders of
PT Angkasa Pura II No:
SK-271/MBU/11/2019 dated
November 18, 2019.
Ajar Setiadi Direktur Human Capital Surat Keputusan Menteri 5 (lima) tahun 26 Agustus 2019- 26
Director of Human BUMN nomor SK-188/ 5 ( five ) years Agustus 2024
Capital MBU/08/2019 tanggal 26 August 26, 2019- August
Agustus 2019. 26, 2024
Minister of SOEs Decree No:
August 26, 2019.
Armand Hermawan Direktur Transformasi Surat Keputusan Menteri 5 (lima) tahun 26 Agustus 2019- 26
dan Portofolio Strategis BUMN nomor SK-188/ 5 ( five ) years Agustus 2024
Director of Transformation MBU/08/2019 tanggal 26 August 26, 2019- August
and Strategic Portfolio Agustus 2019. 26, 2024
August 26, 2019.

Dasar
Nama Jabatan Masa Jabatan Periode Jabatan
Pengangkatan
Name Position Length of service Terms of Office
Basis of Appointment
Muhamad Wasid Direktur Operasi dan Surat Keputusan Menteri 5 (lima) tahun 2 Maret 2020- 2 Maret
Pelayanan BUMN selaku Pemegang 5 ( five ) years 2025
Director of Operations & Saham PT AP II Nomor: March 2, 2020- March 2,
Services SK-67/MBU/03/2020 2025
tanggal 2 Maret 2020.
March 2, 2020.
Agus Wialdi Direktur Teknik Surat Keputusan Menteri 5 (lima) tahun 2 Maret 2020- 2 Maret
Director of Engineering BUMN selaku Pemegang 5 ( five ) years 2025
Saham PT AP II Nomor: March 2, 2020- March 2,
SK-67/MBU/03/2020 2025
March 2, 2020.
Ghamal Peris Aulia Direktur Komersial Surat Keputusan Menteri 5 (lima) tahun 2 Maret 2020- 2 Maret
Director of Commercial BUMN selaku Pemegang 5 ( five ) years 2025
SK-67/MBU/03/2020 2025
March 2, 2020.
Wiweko Probojakti Direktur Keuangan Surat Keputusan Menteri 5 (lima) tahun 2 Maret 2020- 2 Maret
Director of Finance BUMN selaku Pemegang 5 ( five ) years 2025
SK-67/MBU/03/2020 2025
March 2, 2020.
Semua anggota Direksi memiliki integritas, kompetensi, All members of the Board of Directors have the integrity,
reputasi dan pengalaman serta keahlian yang competence, reputation and experience as well as the
dibutuhkan dalam menjalankan fungsi dan tugasnya expertise required to carry out their respective functions
masing-masing. Seluruh Direksi telah memenuhi and duties. All Directors have met the requirements
persyaratan yang terdapat dalam Board Charter contained in the Angkasa Pura II Board Charter.
Angkasa Pura II.
TUGAS DAN LINGKUP TANGGUNG JAWAB DUTIES AND SCOPE OF RESPONSIBILITIES OF THE
DIREKSI BOARD OF DIRECTORS
Tugas dan Lingkup Tanggung jawab Direksi Perseroan The duties and scope of responsibilities of the Board of
sebagai berikut: Directors of the Company are as follows:
Jabatan Tugas dan Tanggungjawab

Position Duties and Responsibilities
Direktur Utama Memimpin dan mengelola perusahaan sesuai dengan kepentingan dan tujuan perusahaan
President DIrector dalam merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan
mengendalikan kegiatan korporasi non direktorat seperti internal audit, komunikasi perusahaan
dan manajemen keselamatan & risiko serta pengendalian kinerja korporasi.
Leading and managing the company in accordance with the interests and objectives of the company
in planning, analyzing, formulating policies, fostering the implementation and controlling of non-
directorate corporate activities such as internal audit, corporate communications and safety & risk
management as well as controlling corporate performance.

Board of Directors
DIREKSI
Jabatan Tugas dan Tanggungjawab
Position Duties and Responsibilities
Wakil Direktur Utama Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan,
Vice President Director pengendalian progress investasi, masterpiece program, program utama dan breakthrough
program AP II;
Melakukan pembinaan kegiatan operasional Direktorat Transformasi & Portofolio Strategis,
Direktorat Komersial, dan Direktorat Human Capital;
Memberikan arahan dan saran-saran perbaikan dalam mengawal transformasi perusahaan
kepada seluruh Direktorat guna terciptanya proses transformasi perusahaan yang
berkesinambungan.
Planning, analyzing, formulating policies, fostering implementation, controlling investment progress,
masterpieces of programs, main programs and breakthroughs of AP II programs;
To provide guidance to the operational activities of the Transformation & Strategic Portfolio
Directorate, the Commercial Directorate, and the Human Capital Directorate;
Provide direction and suggestions for improvements in guarding the company’s transformation to all
Directorates in order to create a sustainable corporate transformation process.
Direktur Keuangan Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan
Director of Finance mengendalikan kegiatan perencanaan keuangan, akuntansi, pengendalian anggaran, pajak,
perbendaharaan, manajemen asset, pengadaan, serta program kemitraan dan bina lingkungan
(PKBL).
Plan, analyze, formulate policies, foster the implementation and control of financial planning,
accounting, budget control, taxes, treasury, asset management, procurement, as well as partnership
and environmental development programs (PKBL).
Direktur Human Capital Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan
Director of Human Capital mengendalikan kegiatan perencanaan, pelatihan & pengembangan sumber daya manusia
(SDM), dan pelayanan administrasi dan umum.
Planning, analyzing, formulating policies, fostering implementation and controlling of planning,
training & development of human resources (HR), and administrative and general services.
Direktur Transformasi dan Portfolio Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan
Strategis mengendalikan kegiatan penyusunan strategi perusahaan, pengembangan bisnis bandar udara
Director of Transformation serta penyusunan program transformasi perusahaan.
and Strategic Portfolio Planning, analyzing, formulating policies, fostering implementation and controlling of corporate
strategy formulation activities, airport business development and compilation of corporate
transformation programs.
Direktur Komersial Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan
Director of Commercial mengendalikan kegiatan bisnis aeronautika, bisnis non aeronautika, dan bisnis terminal kargo
Planning, analyzing, formulating policies, fostering the operation and controlling of aeronautical
business activities, non-aeronautical business, and cargo terminal business
Direktur Teknik Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan
Director of Engineering mengendalikan kegiatan pengembangan infrastruktur dan fasilitas bandar udara, pemeliharaan
infrastruktur bandar udara, fasilitas elektronika, listrik, mekanikal, peralatan dan pemastian
kualitas infrastruktur dan fasilitas bandar udara.
Planning, analyzing, formulating policies, fostering the implementation and control of airport
infrastructure and facilities development activities, maintenance of airport infrastructure, electronic,
electrical, mechanical, equipment and quality assurance of airport infrastructure and facilities.
Direktur Operasi dan Pelayanan Merencanakan, menganalisis, merumuskan kebijakan, membina penyelenggaraan dan
Director of Operations & mengendalikan kegiatan operasi bandar udara, manajemen keamanan dan keselamatan bandar
Services udara, pelayanan bandar udara, dan pengelolaan fasilitas serta pemastian kualitas pelayanan
bandar udara.
Planning, analyzing, formulating policies, fostering the implementation and control of airport
operations, airport security and safety management, airport services, and facility management as well
as ensuring the quality of airport services.
BOARD CHARTER DIREKSI BOARD OF DIRECTORS CHARTER
Direksi berpedoman pada Pedoman Tata Kerja Direksi The Board of Directors is guided by the PT Angkasa Pura
(Board of Directors Charter) PT Angkasa Pura II (Persero). II (Persero) Board of Directors Charter. The Board Charter
Board Charter berisi tentang petunjuk tata laksana kerja contains instructions for the work procedures of the Board
Dewan Direksi serta menjelaskan tahapan aktivitas of Directors and explains the stages of activities in a
secara terstruktur, sistematis, mudah dipahami dan structured, systematic, easy to understand and consistent
dapat dijalankan dengan konsisten, dapat menjadi acuan manner, can be used as a reference for the Board of
bagi Dewan Direksi dalam melaksanakan tugas masing- Directors in carrying out their respective duties to achieve
masing untuk mencapai Visi dan Misi Perusahaan, the Company’s Vision and Mission, so that it is expected

sehingga diharapkan akan tercapai standar kerja yang to achieve high work standards which in line with GCG
tinggi selaras dengan prinsip-prinsip GCG. principles.
Board of Director Charter PT Angkasa Pura II disusun The Board of Director Charter of PT Angkasa Pura II is
berdasarkan prinsip-prinsip hukum korporasi, prepared based on the principles of corporate law, the
ketentuan Anggaran Dasar, peraturan dan ketentuan provisions of the Articles of Association, the prevailing laws
perundang-undangan yang berlaku, arahan Pemegang and regulations, the direction of the Shareholders as well as
Saham serta praktik-praktik terbaik (best practices) Good the best practices of Good Corporate Governance.
Corporate Governance.
Board of Directors Charter ini mencakup penjabaran This Board of Directors Charter includes a description of
mengenai hal-hal apa yang menjadi tugas dan what matters are the duties and authorities of the Board of
kewenangan Direksi serta kesepakatan mengenai Directors as well as an agreement on the working mechanism
mekanisme dan hubungan kerja dengan Dewan and relationship with the Board of Commissioners within
Komisaris di lingkungan Perusahaan dengan mengacu the Company by referring to the prevailing statutory
pada ketentuan dan peraturan perudang-undangan provisions and regulations, the Articles of Association,
yang berlaku, Anggaran Dasar, dan arahan Pemegang and the direction of the Shareholders. determined in the
Saham yang ditetapkan dalam Rapat Umum Pemegang General Meeting of Shareholders (GMS) which governs the
Saham (RUPS) yang mengatur tata kerja Direksi. work procedures of the Board of Directors.
KRITERIA DIREKSI BOARD OF DIRECTORS CRITERIA
Kriteria umum dalam pemilihan anggota Direksi antara The general criteria for selecting members of the Board of
lain adalah sebagai berikut: Directors include the following:
1. Memenuhi persyaratan kemampuan dan integritas 1. Meet the requirements of capability and integrity so
sehingga pelaksanaan fungsi pengelolaan that the implementation of the company’s management
perusahaan dapat dilaksanakan dengan baik; function can be carried out properly;
2. Memahami dan mematuhi Anggaran Dasar 2. Understand and comply with the Company’s Articles
Perusahaan dan peraturan perundang-undangan of Association and laws and regulations relating to its
yang berkaitan dengan tugasnya; duties;
3. Memahami dan melaksanakan GCG serta dapat 3. Understand and implement GCG and be able to
menjaga iklim usaha yang sehat berdasarkan maintain a sound business climate based on the
peraturan yangberlaku; prevailing regulations;
4. Memahami kompleksitas usaha, keuangan, audit, 4. Understand the complexities of business, finance,
pengelolaan SDM dan lain-lain; auditing, HR management and others;
5. Memiliki tanggung jawab terhadap pengelolaan 5. Have responsibility for the management of the
Perusahaan agar dapat menghasilkan keuntungan Company in order to generate profits and ensure the
dan memastikan kesinambungan perusahaan; sustainability of the company;
6. Memiliki keahlian dan pengalaman di bidang yang 6. Has expertise and experience in the field that will be
akan menjadi tanggung jawabnya; his/her responsibility;
7. Memiliki leadership yang baik; 7. Have good leadership;
8. Reputasi yang baik selama yang bersangkutan 8. Good reputation as long as the person concerned takes
mengemban tugas-tugas sebelumnya; up his previous assignments;
9. Memiliki akhlak dan moral yang baik; 9. Have good character and morals;
10. Mampu melaksanakan perbuatan acto; 10. Able to carry out acto’s actions;
11. Tidak pernah dinyatakan pailit atau menjadi anggota 11. Have never been declared bankrupt or have been a
Dewan Komisaris/Direksi yang dinyatakan bersalah member of the Board of Commissioners / Directors who
yang menyebabkan suatu perseroan dinyatakan was found guilty of causing a company to go bankrupt
pailit dalam waktu 5 (lima) tahun sebelum pemilihan; within 5 (five) years prior to the election;
12. Tidak pernah dihukum karena melakukan tindak 12. Never been convicted of a criminal act within 5 (five)
pidanadalam waktu 5 (lima) tahun sebelum years prior to the election.
pemilihan.

Board of Directors
DIREKSI
NOMINASI ANGGOTA DIREKSI NOMINATION OF THE BOARD OF DIRECTORS’
MEMBERS
Nomisasi dan pemilihan calon anggota Direksi Nomination and selection of members candidate of
berdasarkan arahan atau usulan dari Kementerian the Board of Directors are based on directions or
BUMN sesuai peraturan perundang-undangan yang recommendations from the Ministry of SOE in accordance
berlaku. with the prevailing laws and regulations.
PROGRAM PENGENALAN DIREKSI BOARD OF DIRECTORS ORIENTATION PROGRAM
Sejalan dengan Board Manual Perseroan, Anggota Direksi In line with the Company’s Board Manual, Members of
yang diangkat untuk pertama kalinya wajib diberikan the Board of Directors who are appointed for the first
program pengenalan. Kegiatan ini dilaksanakan dalam time must be given an orientation program. This activity
rangka memberikan orientasi kepada anggota Direksi is carried out in order to provide orientation to the newly
yang baru diangkat agar dapat memahami latar belakang appointed members of the Board of Directors so that they
dan kegiatan usaha Perseroan serta memahami segala can understand the background and business activities of
aspek yang terkait dengan peran dan tanggung jawab the Company and understand all aspects related to the
pengelolaan Perseroan, sehingga diharapkan dapat roles and responsibilities of managing the Company, so
memperlancar tugas Direksi dalam menjalankan tugas that it is expected to facilitate the duties of the Board of
masing-masing secara efektif. Directors in carrying out their respective duties effectively. .
Tahun 2020, terdapat 1 (satu) kali pengangkatan dengan In 2020, there was 1 (one) appointment with 4 (four) new
4 (empat) anggota Direksi baru dan telah dilakukan members of the Board of Directors and an orientation
program pengenalan pada tanggal 10 Maret 2020 program was carried out on March 10, 2020 for the
untuk program pengenalan perusahaan kepada Dewan company orientation program to the Board of Directors
Direksi
Adapun materi program pengenalan Direksi baru The materials for the orientation of the new Board of
adalah sebagai berikut: Directors are as follows:
1. Pelaksanaan prinsip-prinsip GCG; 1. Implementation of GCG principles;
2. Gambaran mengenai Perseroan berkaitan 2. An overview of the Company in relation to the objectives,
dengan tujuan, sifat, dan lingkup kegiatan, kinerja nature and scope of activities, financial and operational
keuangan dan operasi, strategi, rencana usaha performance, strategy, short-term, long-term business
jangka Pendek, jangka panjang, posisi kompetitif, plans, competitive position, risk, internal control and
risiko, pengendalian internal dan masalah-masalah other strategic issues;
strategis lainnya;
3. Keterangan berkaitan dengan kewenangan yang 3. Information relating to delegated authority, internal and
didelegasikan, audit internal dan eksternal, sistem external audits, internal control systems and policies
dan kebijakan pengendalian internal serta Komite as well as the Audit Committee and Other Committees
Audit dan Komite Lain yang dibentuk Dewan established by the Board of Commissioners;
Komisaris;
4. Keterangan mengenai kewajiban, tugas, tanggung 4. Information regarding the obligations, duties,
jawab dan hak-hak Dewan Komisaris dan Direksi responsibilities and rights of the Board of Commissioners
serta hal-hal yang tidak diperbolehkan; and Board of Directors as well as matters that are not
allowed;
5. Pemahaman terkait dengan prinsip etika dan 5. Understanding of the ethical principles and norms
norma yang berlaku di lingkungan Perseroan serta that apply in the Company environment and the local
masyarakat setempat. community.

RANGKAP JABATAN DIREKSI CONCURRENT POSITIONS OF THE BOARD OF

DIRECTORS
Anggota Direksi Angkasa Pura II tidak ada yang There are no members of the Board of Directors of Angkasa
menjabat sebagai anggota Direksi di perusahaan lain, Pura II who serve as members of the Board of Directors
atau jabatan lain yang dilarang berdasarkan Anggaran in other companies, or other positions that are prohibited
Dasar Perusahaan dan peraturan perundangan yang under the Company’s Articles of Association and applicable
berlaku. laws and regulations.
BENTURAN KEPENTINGAN CONFLICT OF INTEREST
Dalam upayanya meminimalkan terjadinya benturan In an effort to minimize conflicts of interest, each member of
kepentingan, setiap anggota Direksi wajib membuat the Board of Directors is required to make a Special Register
Daftar Khusus yang memuat informasi mengenai containing information regarding his and / or family’s share
kepemilikan sahamnya dan/atau keluarganya di ownership in the Company or in other companies. The list
Perseroan maupun di perusahaan lain. Daftar tersebut is kept and administered by the Corporate Secretary. Until
disimpan dan diadministrasikan oleh Corporate December 31, 2020, all members of the Board of Directors
Secretary. Hingga 31 Desember 2020, seluruh Anggota do not own shares in the Company.
Direksi tidak memiliki saham di Perseroan.
PROGRAM PENGEMBANGAN DIREKSI BOARD OF DIRECTORS DEVELOPMENT PROGRAM
Selama tahun 2020, anggota Direksi telah mengikuti During 2020, members of the Board of Directors have
kegiatan pelatihan dan seminar. Informasi mengenai participated in training activities and seminars. Information
Program Pengembangan Kompetensi Direksi dapat regarding the Competency Development Program for the
dilihat pada Bab Profil Perusahaan. Board of Directors can be seen in the Company Profile
Chapter.
KEPUTUSAN-KEPUTUSAN DIREKSI TAHUN 2020 DIRECTORS’ DECISIONS FOR 2020
Selama tahun 2020 anggota Direksi telah mengeluarkan During 2020 members of the Board of Directors have
berbagai keputusan baik di bidang pengelolaan sumber issued various decisions in the areas of human resource
daya manusia, keuangan, operasional bisnis, maupun management, finance, business operations, and strategic
aspek strategis. aspects.

Assessment Penerapan GCG
Assessment of GCG Implementation for the Aspect of the Board of Commissioners and the Board of Directors
Assessment Penerapan GCG Untuk Aspek Dewan Komisaris dan Direksi
Untuk Aspek Dewan Komisaris
dan Direksi
Assessment of GCG Implementation for the Aspect of the
Board of Commissioners and the Board of Directors
Sebagai organ utama, Dewan Komisaris dan Direksi As the main organs, the Board of Commissioners and
memiliki peran sentral dalam gerak pertumbuhan Board of Directors have a central role in the movement of
Perseroan. Assessment atas kedua organ ini menjadi the Company’s growth. The assessment of these two organs
sebuah keharusan, terutama karena Perseroan is a must, especially because the Company is a state-
merupakan BUMN yang diarahkan untuk menerapkan owned company that is directed to apply the principles
prinsip GCG pada standar BUMN sekaligus penilaian of GCG to SOE standards as well as an assessment of the
terhadap penerapan tersebut. implementation.
Assessment terhadap penerapan GCG mengacu kepada The assessment of the implementation of GCG refers to
Salinan Keputusan Sekretaris Kementerian Badan the Copy of the Decree of the Secretary of the Ministry of
Usaha Milik Negara No. SK-16/S.MBU/2012 tanggal 6 State-Owned Enterprises No. SK-16 / S.MBU / 2012 dated
Juni 2012 tentang Indikator/Parameter Penilaian dan June 6, 2012 concerning Indicators / Parameters for
Evaluasi atas Penerapan Tata Kelola Perusahaan yang Assessment and Evaluation of the Implementation of Good
Baik (Good Corporate Governance) pada BUMN. Metode Corporate Governance in SOE. The method of assessment
penilaian dan evaluasi dilakukan dengan menggunakan and evaluation is carried out using a measuring instrument
alat ukur yang terdiri dari 6 (enam) aspek dengan consisting of 6 (six) aspects with a predetermined weight as
bobot yang telah ditentukan sebagaimana diatur dalam stipulated in the Copy of the Decree above.
Salinan Keputusan di atas.
Hasil assessment untuk aspek Dewan Komisaris dan The results of the assessment for the aspects of the Board
Direksi dapat disajikan sebagai berikut: of Commissioners and the Board of Directors can be
presented as follows:
Pencapaian Tahun 2020

2020 Achievments
Aspek Pengujian Bobot Klasifikasi Kualitas
Parameter Aspects Weight Nilai Pencapaian (%) Penerapan GCG
Score Achievment (%) GCG Quality
Classification
Dewan Komisaris 35,00 32,471 92,77 Sangat Baik
Board of Commissioners Very Good
Direksi 35,00 31,600 90,28 Sangat Baik
Board of Directors Very Good

Uraian Mengenai Kebijakan
Remunerasi Dewan Komisaris
dan Direksi
Description of the Remuneration Policy of the Board of
Commissioners and the Board of Directors
Merujuk pada Pasal 96 ayat (1) UU Perseroan Terbatas Referring to Article 96 paragraph (1) of the Limited Liability
No. 40 tahun 2007 yang mengatur besarnya gaji dan Company Law No. 40 Year 2007 which regulates the
tunjangan Direksi ditetapkan berdasarkan keputusan amount of the Board of Directors’ salaries and allowances,
RUPS. Kewenangan tersebut berdasarkan Pasal 96 ayat which is determined based on the resolution of the GMS.
(2) dapat dilimpahkan kepada Dewan Komisaris. This authority based on Article 96 paragraph (2) can be
delegated to the Board of Commissioners.
Dalam menentukan remunerasi Dewan Komisaris dan In determining the remuneration of the Board of
Direksi didasari pertimbangan meliputi: kewajaran, Commissioners and the Board of Directors, it is based on
meningkatnya tuntutan dan tanggung jawab pengurusan considerations including: fairness, increasing demands and
perusahaan serta meningkatnya kebutuhan Cost of responsibilities for managing the company as well as the
Living Adjustment (COLA) dan perbandingan industri increasing need for Cost of Living Adjustment (COLA) and
sejenis. comparisons of similar industries.
Dalam penentuan besaran remunerasi Dewan Komisaris In determining the amount of remuneration for the Board
dan Direksi, Perseroan memiliki Komite Nominasi dan of Commissioners and the Board of Directors, the Company
Remunerasi yang merupakan organ pendukung Dewan has a Nomination and Remuneration Committee which is a
Komisaris. supporting organ for the Board of Commissioners.
PROSEDUR PENETAPAN REMUNERASI DEWAN PROCEDURE FOR DETERMINING THE

KOMISARIS DAN DIREKSI REMUNERATION OF THE BOARD OF
COMMISSIONERS AND THE BOARD OF DIRECTORS
Mekanisme penetapan remunerasi sebagai berikut: The mechanism for determining remuneration is as follows:
1. Dewan Komisaris yang menjalankan fungsi nominasi 1. The Board of Commissioners which carries out the
dan remunerasi. Kajian ini dapat dilakukan dengan nomination and remuneration functions. This study
meminta bantuan dari pihak independen. can be carried out by requesting assistance from an
independent party.
2. Dewan Komisaris mempelajari usulan dari Komite 2. The Board of Commissioners studies the
dan selanjutnya menyampaikan kepada RUPS recommendations from the Committee and then
submits them to the GMS
3. RUPS melakukan kajian terhadap usulan dari Dewan 3. The GMS reviews the suggestions from the Board of
Komisaris Commissioners
4. RUPS akan memberikan persetujuan dan 4. The GMS will approve and determine the remuneration
menetapkan remunerasi bagi Dewan Komisaris dan for the Board of Commissioners and Directors
Direksi
Pemberian remunerasi Dewan Komisaris dan Direksi Determination of remuneration for the Board of
mengacu kepada keputusan dari RUPS dengan Commissioners and Board of Directors is based on the
memperhatikan hasil kajian yang dilakukan oleh resolution of the GMS, taking into account the results of
Perusahaan. Kajian dalam penetapan remunerasi the review conducted by the Company, which considers the
mempertimbangkan aspek seperti: following aspects:
1. Kinerja keuangan dan pencapaian Key Performance 1. Financial Performance and achievement of Key
Indicator (KPI). Performance Indicators (KPI).
2. Prestasi kerja individu. 2. Individual work Performance.

Description of the Remuneration Policy of the Board of Commissioners and the Board of Directors
Uraian Mengenai Kebijakan Remunerasi Dewan Komisaris dan Direksi
3. Kewajaran dengan peer perusahaan lainnya. 3. Fairness with other equivalent companies.
4. Pertimbangan sasaran dan strategi jangka panjang 4. Consideration of the Company’s long-term goals and
Perusahaan. strategies.
STRUKTUR REMUNERASI DEWAN KOMISARIS REMUNERATION STRUCTURE FOR THE BOARD OF

COMMISSIONERS
Remunerasi Dewan Komisaris terdiri dari komponen: Remuneration for the Board of Commissioners consists of
the following components:
1. Honorarium 1. Honorarium
2. Tunjangan 2. Allowances
Rincian remunerasi Dewan Komisaris sebagai berikut: The details of the remuneration for the Board of
Commissioners are as follows:
Nama Dewan Komisaris Jabatan Take Home Pay (per bulan)

Board of Commissioners Name Position Take Home Pay (per month)
Agus Santoso Komisaris Utama Rp112.500.000
Mochtar Husein Wakil Komisaris Utama Rp106.250.000
Deputy President Commissioner
Tubagus Fiki Chikara Satari Komisaris Rp101.250.000
Commissioner
Andus Winarno Komisaris Rp101.250.000
Commissioner
Abdul Muis Komisaris Rp101.250.000
Commissioner
Dodi Iskandar Komisaris Rp101.250.000
Commissioner
STRUKTUR REMUNERASI DIREKSI REMUNERATION STRUCTURE FOR THE BOARD OF

DIRECTORS
Remunerasi Direksi terdiri dari komponen: Remuneration for the Board of Directors consists of the
following components:
1. Gaji 1. Salary
2. Tunjangan 2. Allowances
Komponen remunerasi Direksi sebagai berikut: The components of the remuneration of the Board of
Directors are as follows:
Nama Direksi Jabatan Gaji Tunjangan

No
Board of Directors Position Salary Allowance
1. Muhammad Direktur Utama Rp250.000.000 a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Awaluddin President Director IDR 250,000,000 b. Asuransi Purna Jabatan premi yang ditanggung oleh
perusahaan sebesar 25% dari Gaji dalam 1 tahun
c. Tunjangan Perumahan Rp22.500.000 per bulan
d. Fasilitas Telepon Rp5.000.000 perbulan
e. Tunjangan BBM Rp9.000.000
a. Religious holiday allowance for 1 (one) time salary
b. Post-Employment Insurance The premium borne by the
company is 25% of the salary in 1 year
c. Housing allowance of IDR 2,500,000 per month
d. Telephone facility IDR 5,000,000 per month
e. Fuel allowance of IDR 9,000,000


No
2. Edwin Hidayat Wakil Direktur Rp237.500.000 a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Utama IDR 237,500,000 b. Asuransi Purna Jabatan premi yang ditanggung oleh
Vice President perusahaan sebesar 25% dari Gaji dalam 1 tahun
Director c. Tunjangan Perumahan Rp22.500.000 per bulan
3. Ajar Setiadi Direktur Human Rp212.500.000 a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Capital IDR 212,500,000 b. Asuransi Purna Jabatan premi yang ditanggung oleh
Director of Human perusahaan sebesar 25% dari Gaji dalam 1 tahun
Capital c. Tunjangan Perumahan Rp22.500.000 per bulan
4. Armand Hermawan Direktur Rp225.000.000 a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Transformasi IDR 225,000,000 b. Asuransi Purna Jabatan premi yang ditanggung oleh
dan Portofolio perusahaan sebesar 25% dari Gaji dalam 1 tahun
Strategis c. Tunjangan Perumahan Rp22.500.000 per bulan
Director of d. Fasilitas Telepon Rp5.000.000 perbulan
Transformation e. Tunjangan BBM Rp9.000.000
and Strategic a. Religious holiday allowance for 1 (one) time salary
Portfolios b. Post-Employment Insurance The premium borne by the
5. Muhamad Wasid Direktur Operasi Rp212.500.000 a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
dan Pelayanan IDR 212,500,000 b. Asuransi Purna Jabatan premi yang ditanggung oleh
Director of perusahaan sebesar 25% dari Gaji dalam 1 tahun
Operations and c. Tunjangan Perumahan Rp22.500.000 per bulan
Services d. Fasilitas Telepon Rp5.000.000 perbulan
6 Agus Wialdi Direktur Teknik Rp212.500.000 a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Director of IDR 212,500,000 b. Asuransi Purna Jabatan premi yang ditanggung oleh
Engineering perusahaan sebesar 25% dari Gaji dalam 1 tahun
c. Tunjangan Perumahan Rp 22.500.000 per bulan

Frequency and Meeting Attendance Level of Board of Commissioners and Board of Directors
Frekuensi dan Tingkat Kehadiran Rapat Dewan Komisaris dan Direksi
No
7 Ghamal Peris Aulia Direktur Komersial Rp212.500.000 a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Commercial IDR 212,500,000 b. Asuransi Purna Jabatan premi yang ditanggung oleh
Director perusahaan sebesar 25% dari Gaji dalam 1 tahun
8 Wiweko Probojakti Direktur Keuangan Rp212.500.000 a. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Director of Finance IDR 212,500,000 b. Asuransi Purna Jabatan premi yang ditanggung oleh
perusahaan sebesar 25% dari Gaji dalam 1 tahun
BONUS NON KINERJA DAN OPSI SAHAM NON PERFORMANCE BONUSES AND STOCK
OPTIONS
Tidak terdapat bonus non kinerja dan opsi saham yang There are no non-performance bonuses and share options
diberikan kepada setiap anggota Dewan Komisaris dan given to each member of the Board of Commissioners and
Direksi. Board of Directors.
Frekuensi dan Tingkat Kehadiran

Rapat Dewan Komisaris dan Direksi
Frequency and Meeting Attendance Level of Board of
RAPAT DEWAN KOMISARIS BOARD OF COMMISSIONERS MEETING
Board Manual Angkasa Pura II menjelaskan bahwa rapat Angkasa Pura II Board Manual explains that the Board
Dewan Komisaris diselenggarakan sekurang-kurangnya of Commissioners meeting is held at least 1 (one) time a
1 (satu) kali dalam sebulan. Rapat Dewan Komisaris month. Meetings of the Board of Commissioners consist of
terdiri dari Rapat Internal Dewan Komisaris dan Rapat Internal Meetings of the Board of Commissioners and Joint
Gabungan Dewan Komisaris dan Direksi. Meetings of the Board of Commissioners and Directors.

Dewan Komisaris secara berkala melaksanakan The Board of Commissioners regularly holds meetings,
rapat baik rapat internal maupun Rapat Gabungan both internal meetings and Joint Meetings with the Board
dengan Direksi. Selama 2020, Dewan Komisaris of Directors. During 2020, the Board of Commissioners held
menyelenggarakan 62 kali rapat. 62 meetings.
Frekuensi kehadiran setiap anggota Dewan Komisaris The attendance frequency of each member of the Board of
dalam Rapat Internal Dewan Komisaris dan Komite Commissioners at the 2020 Board of Commissioners and
2020 adalah sebagai berikut: Committee Internal Meetings is as follows:
Rapat Internal Dewan Komisaris

(31 kali rapat)
Nama Jabatan Internal Meeting of the Board of Commissioners
Name Position (31 meetings)
Jumlah
%
Total
Agus Santoso Komisaris Utama 31 100%
Mochtar Husein Wakil Komisaris Utama 31 100%
Tubagus Fiki Chikara Satari Komisaris 31 100%
Commissioner
Andus Winarno Komisaris 31 100%
Commissioner
Abdul Muis Komisaris 31 100%
Commissioner
Dodi Iskandar Komisaris 31 100%
Commissioner
AGENDA RAPAT INTERNAL DEWAN KOMISARIS

BOARD OF COMMISSIONERS INTERNAL MEETING AGENDA
Tanggal
No Agenda
Date
1 07 Januari 2020 Rapat Dewan Komisaris dengan Komite MRS
• Paparan evaluasi dan catatan-catatan yang ditemukan oleh Komite MRS atas kandidat yang diusulkan
sebagai calon Direksi
• Pembahasan dan Penentuan Kandidat Calon Direksi yang akan diusulkan oleh Dekom kepada Pemegang
Saham
Meetings of the Board of Commissioners and the MRS Committee
• Exposure of evaluations and notes found by the MRS Committee on candidates proposed as candidates for the
Board of Directors
• Discussion and Determination of Candidates for Board of Directors to be proposed by the Board of
Commissioners to Shareholders
2 30 Januari 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite MRS
• Pembahasan Laporan Manajemen Unaudited Tahun 2019
• Pembahasan Kajian Pemanfaatan dan Optimalisasi Sisa Anggaran PMN Tahun 2016 serta Laporan PMN
TW IV Tahun 2019
• Pembahasan PKPT Tahun 2020 dan Laporan Profil Manajemen Risiko Tahun 2020 serta Evaluasi atas
Laporan Manajemen Risiko TW IV Tahun 2019
• Pembahasan atas Rencana Perubahan Pedoman Manajemen Risiko PT Angkasa Pura II (Persero)
• Pembahasan Konsep Peraturan Bersama Dewan Komisaris dan Direksi PT Angkasa Pura II (Persero)
tentang Pedoman Tata Kelola Perusahaan (Code of Corporate Governance) PTAngkasa Pura II (Persero)
Meetings of the Board of Commissioners with the Audit Committee & MRS Committee
• Discussion on the 2019 Unaudited Management Report
• Discussion on Utilization and Optimization of 2016 PMN Remaining Budget and PMN Q4 2019 Report
• Discussion on PKPT 2020 and Risk Management Profile Report for 2020 and Evaluation of Risk Management
Report for Q4 2019
• Discussion of the PT Angkasa Pura II (Persero) Risk Management Guidelines Change Plan
• Discussion on the Concept of Joint Regulations for the Board of Commissioners and Board of Directors of PT
Angkasa Pura II (Persero) regarding the Code of Corporate Governance of PT Angkasa Pura II (Persero)

Tanggal
No Agenda
Date
3 20 Februari 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite MRS
• Pembahasan Laporan Manajemen Bulan Januari Tahun 2020
• Pembahasan Hasil Sementara Valuasi Bandara KNO, Pembahasan Profil Risiko Perusahaan Tahun 2020,
Dan Lain-lain
• Discussion on Management Reports for January 2020
• Discussion of Interim Results of KNO Airport Valuation, Discussion of 2020 Company Risk Profiles, and Others
4 27 Maret 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite MRS
• Pembahasan kinerja perusahaan s.d bulan Februari 2020
• Evaluasi komite terhadap strategi perusahaan kedepan terkait dengan dampak COVID – 19
• Profiling Manajemen Risiko yang perlu disiapkan, Dan Lain-lain
• Discussion of company performance until February 2020
• The committee’s evaluation of the company’s future strategy related to the impact of COVID - 19
• Risk Management Profiling that needs to be prepared, etc.
5 14 April 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite MRS
• Pembentukan Komite Nominasi dan Remunerasi dan Talent & Succession Management
• Establishment of the Nomination and Remuneration Committee and Talent & Succession Management
6 21 April 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite MRS
• Pembahasan Laporan Manajemen TW I Tahun 2020
• Evaluasi Komite Audit terhadap Ketahanan Cash Flow Perusahaan sampai dengan Akhir Tahun 2020
• Hasil Monitoring Komite Manajemen Risiko terhadap Pelaksanaan Manajemen Risiko TW I Tahun 2020,
Dan Lain-lain
Discussion on Management Reports for Q1 2020
• Evaluation of the Audit Committee on the Company’s Cash Flow Resilience until the End of 2020
• Monitoring Results of the Risk Management Committee on the Implementation of Risk Management for Q1
2020, and others
7 05 Mei 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi
• Presentasi tata kelola internal Dewan Komisaris dan ketentuan fasilitas Dewan Komisaris (disampaikan
oleh Sekdekom)
• Menyepakati pembagian tugas Dewan Komisaris sesuai bidang tugas Direksi
• Menyepakati pembagian tugas Dewan Komisaris sebagai wali bandara
• Menyepakati susunan Dewan Komisaris dalam keanggotaan Komite
• Update dari Komite terhadap beberapa aksi korporasi Direksi yang memerlukan persetujuan/tanggapan
Dewan Komisaris
• Update dari Sekdekom terhadap beberapa tanggapan/laporan Dewan Komisaris kepada RUPS dalam
rangka persiapan RUPS Tahunan tahun buku 2019
Meetings of the Board of Commissioners with the Audit Committee & MR Monitoring Committee & the Nomination
& Remuneration Committee
• Presentation of the Board of Commissioners’ internal governance and terms of the facilities for the Board of
Commissioners (submitted by Sekdekom)
• Agree on the division of duties of the Board of Commissioners according to the duties of the Board of Directors
• Agree on the division of duties of the Board of Commissioners as the airport trustee
• Agree on the composition of the Board of Commissioners in the Committee membership
• Updates from the Committee on several corporate actions of the Board of Directors that require the approval /
response of the Board of Commissioners
• Updates from the Sekdekom on several responses / reports from the Board of Commissioners to the GMS in
preparation for the Annual GMS for the 2019 Fiscal Year
8 07 Mei 2020 Rapat Dewan Komisaris dengan Komite Nominasi & Remunerasi
Penetapan Usulan Top Talent dan Penetapan Usulan Gaji dan Tantiem.
Meetings of the Board of Commissioners and the Nomination & Remuneration Committee
• Determination of Top Talent Recommendations and Determination of Proposed Salary and Tantiem.
9 18 Mei 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi
• Isu terkini dan solusi konkret terkait protocol COVID-19 di lingkungan Bandar Udara
• Isu terhadap strategi komunikasi Perseroan
• Isu komersial, operasional dan pelayanan
• Langkah–Langkah Perseroan menuju new normal
• Current issues and concrete solutions related to the COVID-19 protocol in the airport environment
• Issues on the Company’s communication strategy
• Commercial, operational and service issues
• The Company’s steps towards a new normal

Tanggal
No Agenda
Date
10 23 Juni 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi
• Evaluasi Kinerja Perseroan s.d Bulan Mei 2020
• Laporan Isu Strategis Dari Masing-Masing Komite Dewan Komisaris dan Lain-Lain
• Evaluation of the Company’s Performance until May 2020
• Report on Strategic Issues from Each Committee of the Board of Commissioners and Others
11 24 Juni 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi
• Evaluasi Kinerja Perseroan s.d Bulan Mei 2020
• Laporan Isu Strategis Dari Masing-Masing Komite Dewan Komisaris dan Lain-Lain
• Evaluation of the Company’s Performance until May 2020
• Report on Strategic Issues from Each Committee of the Board of Commissioners and Others
12 17 Juli 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi
• Pembahasan Laporan Manajemen Triwulan II Tahun 2020 dan lain-lain
• Discussion on Management Report for the 2nd Quarter of 2020 and others
• Persiapan Rapat Gabungan Dewan Komisaris dengan Direksi Tanggal 23 Juli 2020
• Pembahasan draft surat tanggapan Dewan Komisaris atas pelepasan saham PT AP II pada Railink dan
Lain-Lain.
• Preparation for the Joint Meeting of the Board of Commissioners and the Board of Directors on July 23, 2020
• Discussion on the draft response letter from the Board of Commissioners regarding the release of PT AP II’s
shares to Railink and Others.
• Penyelesaian Surat-Surat Tanggapan Dekom terkait: Tanggapaan Dekom atas Laporan Manajemen
Triwulan II Tahun 2020
• Tanggapan Dekom atas Usulan Revisi RKAP Tahun 2020
• Tanggapan Dekom atas Permohonan Pelepasan Saham PT AP II Pada PT Railink
• Laporan Realisasi KPI Dekom s.d Triwulan II Tahun 2020
• Permintaan Rencana Kerja SPI Tahun 2019 dan 2020 yang disertai dengan Realisasi dan Laporan Hasil
Pemeriksaannya serta Permintaan atas Penyampaian Laporan manajemen Risiko Triwulan II Tahun 2020
• Completion of related Dekom Response Letters: Dekom’s Response to the 2020 Second Quarterly Management
Report
• The Board of Commissioners’ Response to the Proposed Revision of the 2020 RKAP
• The Board of Commissioners’ Response to the Request for the Release of PT AP II Shares at PT Railink
• Report on the realization of KPI Dekom up to Quarter II of 2020
• Request for IAU Work Plans for 2019 and 2020 accompanied by the Realization and Report on the Results of the
Examination and Request for Submission of the Risk Management Report for the Second Quarter of 2020
15 5 Agustus 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi
• Laporan Manajemen TW II Tahun 2020
• Pembahasan Permasalahan PT Gapura Angkasa
• Pembahasan Pengelolaan Kargo
• Pembahasan Hasil Evaluasi Komite Nominasi & Remunerasi terkait dengan isu pro-hire pada Direktorat
Komersial
• Management Report for Q2 2020
• Discussion of PT Gapura Angkasa’s Problems
• Discussion on Cargo Management
• Discussion on the Evaluation Results of the Nomination & Remuneration Committee related to pro-hire issues at
the Commercial Directorate
• Pembahasan Surat Tanggapan Laporan Manajemen TW II
• Pembahasan Surat Dekom Mengenai PT Gapura Angkasa
• Pembahasan Realisasi PMN TW II
• Discussion of Management Report Response Letter for TW II
• Discussion of Dekom Letter regarding PT Gapura Angkasa
• Discussion on the Realization of PMN TW II

Tanggal
No Agenda
Date
• Pembahasan Telaahan Komite Audit atas PMN TW II Tahun 2020
• Laporan dan Tindak lanjut atas Gagal lelang Pemilihan KAP Tahun 2020
• Pembahasan Evaluasi Penyesuaian Organisasi Sesuai Dengan Kelas BUMN
• Update Project Dokumen Proses Pemilihan Mitra Bandar Kualanamu Pembahasan Isu Pro-Hire
• Discussion on the Audit Committee’s Review on PMN Q2 / 2020
• Report and follow-up on failed 2020 KAP election auction
• Discussion on Evaluation of Organizational Adjustments according to SOE Class
• Update Project Document Selection Process of Kualanamu Airports Partner Discussion of Pro-Hire Issues
18 4 September Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi
2020 • Pendalaman Project Document Pemilihan Mitra Strategis Program Pengembangan Bandara Kualanamu
• Pembahasan Lanjutan Isu Komersial TMT Terminal 3 Bandara Soekarno-Hatta, dan lain-lain
• Deepening of Project Document Selection of Strategic Partner of Kualanamu Airport Development Program
• Continuation Discussion on Commercial Issues of TMT Terminal 3 Soekarno-Hatta Airport, and others
2020 • Paparan Komite Audit atas masalah legal terkait ketiadaan kontrak pada tenant Terminal 3 Internasional
• Diskusi perkembangan refocusing anak perusahaan
• Tren produksi dan keuangan dari pendapatan Kargo, Dan lain-lain
• Exposure to the Audit Committee on legal issues related to the absence of contracts on International Terminal
3 tenants
• Discussion on the refocusing development of subsidiaries
• Production and financial trends from cargo revenue, and others
2020 • Pembahasan Pedoman Sistem Manajemen Anti Penyuapan (SMAP) PT Angkasa Pura II (Persero)
• Discussion on PT Angkasa Pura II (Persero) Anti-Bribery Management System Guidelines
2020 • Pembahasan Laporan Manajemen bulan Agustus 2020
• Pembahasan Analisa Trend Revenue dari tahun 2018 s.d 2020, atas: (i) parkir, (ii) iklan, (iii) tenant, dan (iv)
ground handling
• Monitoring Pelaksanaan Penataan Anak Perusahaan, Dan lain-lain
• Discussion on Management Reports for August 2020
• Discussion on Trend Revenue Analysis from 2018 to 2020, on: (i) parking, (ii) advertising, (iii) tenants, and (iv)
ground handling
• Monitoring of Subsidiary Arrangement Implementation, and others
22 06 Oktober 2020 Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi
• Pembahasan tanggapan Dekom atas penambahan modal pada PT Railink
• Pembahasan surat tanggapan Dekom atas RJPP 2020-2024, pembahasan isu SDM pada Direktorat
Komersial, dan lain-lain
• Discussion of Dekom’s response to the additional capital at PT Railink
• Discussion of Dekom’s response letter to RJPP 2020-2024, discussion of HR issues at the Commercial
Directorate, and others
• Pembahasan kronologi laporan Sekarpura
• Pembahasan surat tanggapan Dekom atas RJPP 2020-2024
• Pembahasan capaian KPI Dekom TW III-2020 dan capaian pelaksanaan tugas masing-masing Komite
selama TW III-2020, dan lain-lain
• Discussion of the Sekarpura report chronology
• Discussion of Dekom’s response letter to RJPP 2020-2024
• Discussion on the achievements of KPI Dekom for Q III-2020 and achievements in carrying out the duties of
each Committee during Q III-2020, etc.

Tanggal
No Agenda
Date
• Pembahasan Laporan Manajemen TW III Tahun 2020, dan lain-lain
● Discussion on Management Reports for Q3 / 2020, and others
25 05 November Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi
2020 • Finalisasi tanggapan Dekom atas RJPP 2020- 2024
• Finalisasi tanggapan Dekom atas kinerja perusahaan s.d Triwulan III tahun 2020
• Pendalaman terhadap efektifitas pelaksanaan manajemen risiko s.d Triwulan III tahun 2020
• Monitoring dan review atas pelaksanaan tindak lanjut temuan SPI, temuan KAP, temuan BPK dan arahan
RUPS s.d Triwulan III tahun 2020
• Finalization of Dekom’s response to RJPP 2020-2024
• Finalization of Dekom’s response to the company’s performance up to the third quarter of 2020
• Deepening of the effectiveness of risk management implementation up to Quarter III 2020
• Monitoring and reviewing the implementation of follow-up findings of SPI, KAP findings, BPK findings and
direction of the GMS up to Quarter III of 2020
2020 • Pembahasan hasil telaahan realisasi penggunaan PMN Triwulan III tahun 2020
• Pembahasan efektifitas pelaksanaan cost leadership dan telaahan atas kurikulum pembelajaran ALC
• Pembahasan pemberian tinjauan Dewan Komisaris selaku Dewan Pengarah dalam Sistem Manajemen
Anti Penyuapan PT AP II dalam rangka pemenuhan sertifikasi SMAP
• Pembahasan rencana visiting virtual ke seluruh cabang melalui kegiatan presentasi inovasi oleh masing-
masing EGM Cabang
• Discussion on the results of a review of the realization of the use of PMN for the third quarter of 2020
• Discussion on the effectiveness of cost leadership implementation and review of the ALC learning curriculum
• Discussion on the review of the Board of Commissioners as the Steering Committee in the PT AP II Anti-Bribery
Management System in order to fulfill the SMAP certification
• Discussion of virtual visiting plans to all branches through innovation presentation activities by each EGM
Branch
2020 • Pembahasan Laporan Manajemen Bulan Oktober Tahun 2020
• Pembahasan Rencana Kerja dan Anggaran Dekom dan Komite tahun 2021
• Pembahasan RKAP Tahun 2021 dan lain-lain
• Discussion on Management Reports for October 2020
• Discussion of the Work Plan and Budget of the Board of Commissioners and Committees for 2021
• Discussion on the 2021 RKAP and others
28 03 Desember Rapat Dewan Komisaris dengan Komite Audit & Komite Pemantau MR & Komite Nominasi & Remunerasi
2020 • Pembahasan Persetujuan Penambahan Modal Railink
• Pembahasan Tanggapan Tertulis Dewan Komisaris atas Partisipasi PT Angkasa Pura II (Persero) dalam
Tender KPBU Bandara Internasional Hang Nadim Batam
• Pembahasan Progress Report Direktorat Komersial
• Pembahasan Kesesuaian Jawaban Direksi atas Surat- Surat Dewan Komisaris, dan lain-lain
• Discussion of Railink Capital Increase Approval
• Discussion of the Board of Commissioners ‘Written Responses to PT Angkasa Pura II (Persero)’ s Participation in
the Hang Nadim Batam International Airport PPP Tender
• Discussion on the Progress Report of the Commercial Directorate
• Discussion on the suitability of the Directors ‘Answers to the Board of Commissioners’ Letters, and others

Tanggal
No Agenda
Date
2020 • Pembahasan aspek operasional untuk pengukuran tingkat kesehatan perusahaan tahun 2021
• Pembahasan usulan KPI Dekom tahun 2021
• Pembahasan isu strategis kegiatan usaha kargo sebagai bahan kunjungan Dekom pada unit kargo BSH
• Pembahasan pembentukan perusahaan patungan dan setoran modal untuk badan usaha pengelola
Bandara Hang Nadim Batam, dan lain-lain
• Discussion of operational aspects for measuring the company’s health level in 2021
• Discussion on the proposed KPI Dekom for 2021
• Discussion on strategic issues of cargo business activities as material for the visit by Dekom to the BSH cargo
unit
• Discussions on the formation of joint ventures and capital deposits for business entities managing Hang Nadim
Airport, Batam, and others
2020 • Pembahasan Evaluasi Temuan Hasil Kunjungan Pada Area Kargo Bandara Soekarno-Hatta
• Pembahasan Rekomendasi Usulan Direksi PT Gapura Angkasa, dan lain-lain
• Discussion on Evaluation of Findings of Visit Results in the Cargo Area of Soekarno-Hatta Airport
• Discussion of recommendations from the Board of Directors of PT Gapura Angkasa, and others
2020 • Pembahasan Laporan Manajemen Bulan November Tahun 2020, dan lain-lain
• Discussion on Management Reports for November 2020, and others
Frekuensi kehadiran setiap anggota Dewan Komisaris The attendance frequency of each member of the Board of
dalam Rapat Gabungan Dewan Komisaris dan Direksi Commissioners at the 2020 Joint Meeting of the Board of
2020 adalah sebagai berikut: Commissioners and the Board of Directors is as follows:
Rapat GabunganDewan Komisaris dan Direksi (31 kali rapat)

Joint Meetings of the Board of Commissioners and the Board
Nama Jabatan Directors (31 meetings)
Name Position
Jumlah
%
Total
Agus Santoso Komisaris Utama 31 100%
Mochtar Husein Wakil Komisaris Utama 31 100%
Tubagus Fiki Chikara Satari Komisaris 31 100%
Commissioner
Andus Winarno Komisaris 31 100%
Commissioner
Abdul Muis Komisaris 31 100%
Commissioner
Dodi Iskandar Komisaris 31 100%
Commissioner

AGENDA RAPAT GABUNGAN DEWAN KOMISARIS DENGAN DIREKSI

AGENDA FOR JOINT MEETINGS OF THE BOARD OF COMMISSIONERS AND THE BOARD OF DIRECTORS
No Agenda
1 Rapat Evaluasi Dewan Komisaris dengan Direksi mengenai Laporan manajemen Tahun Buku 2019
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen tahun 2019 (Unaudited). (30 Januari 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen tahun 2019 (Audited). (5 Mei 2020)
Evaluation Meeting of the Board of Commissioners and the Board of Directors regarding the Management Report for the Fiscal Year 2019
• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the 2019 Management Report
(Unaudited). (January 30, 2020)
(Audited). (May 5,2020)
2 Memantau kepatuhan Direksi dalam menjalankan Perusahaan sesuai RKAP dan/atau RJPP
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Tahun 2019 (Unaudited). (30 Januari 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Januari Tahun 2020. (20 Februari 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Februari Tahun 2020. (27 Maret 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Maret / Triwulan I Tahun 2020. (21
April 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Pertanggungjawaban Kinerja Perusahaan tahun 2019 dalam
rangka persiapan RUPS Tahun Buku 2019. (5 Mei 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Evaluasi Kinerja Perseroan s.d bulan Mei 2020. (26 Juni 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Juni / Triwulan II Tahun 2020. (23 Juli
2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Triwulan II Tahun 2020. (5 Agustus 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Juli Tahun 2020. (8 September 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Agustus Tahun 2020. (29 September
2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Triwulan III Tahun 2020. (22 Oktober 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Oktober Tahun 2020. (20 November
2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan November Tahun 2020. (22 Desember
2020)
Monitor the compliance of the Board of Directors in running the Company in accordance with the RKAP and / or RJPP
• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for January 2020. (February 20,
2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for February 2020. (March 27,
2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for March / Quarter I 2020. (April
21, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion on the Responsibility for Corporate
Performance in 2019 in preparation for the 2019 Annual General Meeting of Shareholders (May 5, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding the Company’s Performance Evaluation Discussion until
May 2020. (June 26, 2020)
• Board of Commissioners and Directors Meeting on Management Report Discussion for June / Quarter II of 2020. (July 23, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the Management Report for the Second
Quarter of 2020. (August 5, 2020)
• Board of Commissioners and Board of Directors Meeting on Management Report Discussion for July 2020. (September 8, 2020)
• Board of Commissioners and Board of Directors Meeting on Management Report Discussion for August 2020. (September 29, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the Management Report for the 3rd
Quarter of 2020. (October 22, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding Management Report Discussion for October 2020.
(November 20, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding Management Report Discussion for November 2020.
(December 22, 2020)

No Agenda
3 Pemantauan tentang kebijakan akuntansi dan penyusunan laporan keuangan sesuai dengan standar akuntansi yang berlaku
umum di Indonesia (SAK)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Tahun 2019 (Unaudited). (30 Januari 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Januari Tahun 2020. (20 Februari 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Februari Tahun 2020. (27 Maret 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Maret / Triwulan I Tahun 2020. (21
April 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan EvaluasiKinerja Perseroan s.d bulan Mei 2020. (26 Juni 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Bulan Juni / Triwulan II Tahun 2020. (23 Juli
2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Triwulan II Tahun 2020. (5 Agustus 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Juli Tahun 2020. (8 September 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Agustus Tahun 2020. (29 September
2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen Triwulan III Tahun 2020. (22 Oktober 2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan Oktober Tahun 2020. (20 November
2020)
• Rapat Dewan Komisaris dengan Direksi tentang Pembahasan Laporan Manajemen bulan November Tahun 2020. (22 Desember
2020)
Monitoring of accounting policies and preparation of financial reports in accordance with generally accepted accounting standards in
Indonesia (FAS)
• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for January 2020. (February 20,
2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for February 2020. (March
27,2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding Management Reports for March / Quarter I 2020. (April
21, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding the Evaluation of the Company’s Performance until May
2020. (June 26, 2020)
• Board of Commissioners and Directors Meeting on Management Report Discussion for June / Quarter II of 2020. (July 23, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the Management Report for the Second
Quarter of 2020. (August 5, 2020)
• Board of Commissioners and Board of Directors Meeting on Management Report Discussion for July 2020. (September 8, 2020)
• Board of Commissioners and Board of Directors Meeting on Management Report Discussion for August 2020. (September 29, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding the Discussion of the Management Report for the 3rd
Quarter of 2020. (October 22, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding Management Report Discussion for October 2020.
(November 20, 2020)
• Meetings of the Board of Commissioners and the Board of Directors regarding Management Report Discussion for November 2020.
(December 22, 2020)
4 Menelaah usulan remunerasi Direksi
• Rapat Dewan Komisaris dengan Direksi dalam agenda lain-lain yaitu usulan remunerasi tahun 2020 dan tantiem 2019 Direksi
dan Dewan Komisaris. (21 April 2020)
Reviewing the proposed remuneration for the Board of Directors
• Meetings of the Board of Commissioners with the Board of Directors on other agendas, namely the proposed remuneration for 2020
and the 2019 bonus for the Board of Directors and the Board of Commissioners. (April 21, 2020)
5 Pemantauan implementasi teknologi informasi
• Rapat Dewan Komisaris dan Direksi tanggal 30 Desember 2020 pembahasan Progress Pengembangan Data Analitics with IQRA.
(30 Desember 2020)
• Risalah rapat BOC dan BOD perihal Progress Pengembangan Data Analitics with IQRA. (30 Desember 2020)
Monitoring the implementation of information technology
• Board of Commissioners and Board of Directors Meeting on December 30, 2020 to discuss the Progress of Data Analytics with IQRA
Development. (December 30, 2020)
• Minutes of BOC and BOD meetings regarding the Progress of Data Analytics with IQRA Development. (December 30, 2020)

AGENDA RAPAT DEWAN KOMISARIS BERSAMA KOMITE AUDIT DAN KOMITE MANAJEMEN RISIKO
AGENDA FOR THE MEETING OF THE BOARD OF COMMISSIONERS WITH THE AUDIT COMMITTEE AND
THE RISK MANAGEMENT COMMITTEE
Tanggal Rapat Agenda Rapat Peserta Rapat

No
Meeting Date Meeting Agenda Participants
1 12 February 2020 Presentasi Hasil Audit oleh Kantor Akuntan Publik untuk • Dewan Komisaris
February 12, 2020 Tahun Buku 2019 • Komite Audit
Presentation of Audit Results by the Public Accounting Firm for • Manajemen dengan KAP EY
the 2019 Fiscal Year • Board of Commissioners
• Audit Committee
• Management with KAP EY
2 20 April 2020 Presentasi Hasil Final Pelaksanaan Audit Tahun Buku 2019 • Dewan Komisaris
April 20, 2020 oleh Akuntan Publik • Komite Audit
Presentation of the Final Results of the 2019 Fiscal Year Audit • Manajemen dengan KAP EY
by a Public Accountant • Board of Commissioners
• Audit Committee
• Management with KAP EY
RAPAT DIREKSI BOARD OF DIRECTORS MEETINGS
Berdasarkan ketentuan dalam Board Manual, Direksi Based on the provisions in the Board Manual, the Board of
mengadakan rapat internal secara berkala setiap 1 Directors holds regular internal meetings once a week.
minggu sekali.
The Board of Directors holds regular internal meetings and
Direksi melaksanakan rapat internal secara berkala attends joint meetings of the Board of Commissioners and
dan menghadiri rapat gabungan Dewan Komisaris dan the Board of Directors. Decisions made in the Board of
Direksi. Keputusan yang diambil dalam rapat Direksi Directors’ meeting are based on the principle of deliberation
didasarkan pada asas musyawarah untuk mufakat atau to reach consensus or by voting.
dengan melakukan pemungutan suara terbanyak.
Jumlah realisasi rapat selama tahun 2020 adalah 91 kali The number of meeting realized during 2020 was 91
rapat dengan rincian 67 kali rapat dilaksanakan pada meetings with details of 67 meetings held in Semester I
Semester I Tahun 2020 dan 24 kali rapat dilaksanakan of 2020 and 24 meetings held in semester II of 2020. The
pada semester II Tahun 2020. Frekuensi kehadiran frequency of attendance of each member at the Internal
masing-masing anggota dalam Rapat Internal Direksi Meeting of the Board of Directors during 2020 is as follows:
selama tahun 2020 sebagai berikut:
Rapat Direksi (91 kali Rapat)

Nama Jabatan Board of Directors Meetings (91 Meetings)
Name Position Jumlah yang diikuti Persentase (%)
Number of Attendance Percentage (%)
Muhammad Awaluddin Direktur Utama 90 99
President Director (PD)
Edwin Hidayat Wakil Direktur Utama 75 82
Vice President Director (DX)
Ajar Setiadi Direktur Human Capital 83 91
Director of Human Capital (DH)
Armand Hermawan Direktur Transformasi dan Portfolio 86 94
Strategis
Director of Transformation & Portofolio
Strategic (DS)
Ghamal Peris Aulia Direktur Komersial 77 84
Director of Commercial (DC)
Wiweko Probojakti Direktur Keuangan 91 100
Director of Finance (DF)

Rapat Direksi (91 kali Rapat)
Nama Jabatan Board of Directors Meetings (91 Meetings)
Name Position Jumlah yang diikuti Persentase (%)
Number of Attendance Percentage (%)
Muhamad Wasid Direktur Operasi & Pelayanan 82 90
Director of Operation & Service (DO)
Agus Wialdi Direktur Teknik 83 91
Director of Engineering (DE)
AGENDA RAPAT INTERNAL DIREKSI

BOARD OF DIRECTORS INTERNAL MEETING AGENDA
Waktu/Tempat Rapat Agenda Rapat BOD yang Hadir

No
Time / Place of Meeting Meeting Agenda Present BOD
1 Jum’at, 03 Januari 2020 Rapat Direksi BOD
Pukul 13.00 WIB s.d selesai 1. Pembahasan Usulan RKAP Tahun 2020 Anak Perusahaan PT Angkasa
Tempat: Ruang Rapat Wijaya Pura II (Persero)
Kusuma Lantai 6, Gedung 600, 2. Paparan terkait Kinerja Kesehatan Perusahaan
Kantor Pusat PT Angkasa Pura II 3. Paparan Integrated Building untuk Layanan Public Transportation CGK
(Persero) & Rencana Pengembangan dan Komersialisasi Integrated Building
Friday, January 3 2020 Hotel & Convention CGK meliputi:
13.00 WIB until finished a. Progress Pembangunan Gedung;
Venue: Wijaya Kusuma Meeting b. Konsep Integrated Building;
Room, 6th Floor, 600 Building, c. Rencana Pengembangan dan Komersialisasi.
Head Office of PT Angkasa Pura II 4. Paparan Rencana Komersialisasi Pasca Revitalisasi Terminal 1 & 2 BSH
(Persero) Board of Directors Meeting
1. Discussion on the Proposed RKAP for 2020 for the Subsidiary of PT
Angkasa Pura II (Persero)
2. Exposure related to Company Soundness Performance
3. Exposure to Integrated Building for CGK Public Transportation Services
& Development and Commercialization Plans for the Integrated Building
Hotel & Conventions CGK include:
a. Building Construction Progress;
b. Integrated Building Concept;
c. Development and Commercialization Plan.
4. Exposure to the Post-Revitalization Plan for Terminal 1 & 2 BSH
2 Rabu, 08 Januari 2020 Rapat Direksi BOD
Pukul 08.30 WIB s.d selesai 1. Paparan Kepala Bandara KSP BMN (PKY, TJQ, BKS, TKG) sebagai
Tempat: Ruang Rapat Wijaya berikut:
Kusuma Lantai 6, Gedung 600 a. Pending Items Pasca Integrasi ke PT Angkasa Pura II (Persero);
Kantor Pusat PT Angkasa Pura II b. RKAP Tahun 2020 per Kantor Cabang PT Angkasa Pura II
(Persero) (Persero);
Wednesday, January 08, 2020 c. Hal-hal Penting lainnya.
08.30 WIB until finished 2. Rencana Integrasi Transportasi Jabodetabek dengan PT Railink;
Venue: Wijaya Kusuma Meeting 3. Progress Perpindahan Traffic Bandara Halim Perdanakusuma.
Room, 6th Floor, 600 Building, Board of Directors Meeting
Head Office of PT Angkasa Pura II 1. Exposure of the Head of KSP BMN Airport (PKY, TJQ, BKS, TKG) as follows:
(Persero) a. Pending Items Post Integration to PT Angkasa Pura II (Persero);
b. 2020 RKAP per Branch Office of PT Angkasa Pura II (Persero);
c. Other Important Matters.
2. Plans for Integration of Jabodetabek Transportation with PT Railink;
3. Progress of Halim Perdanakusuma Airport Traffic Transfer.


No
3 Selasa, 21 Januari 2020 Rapat Direksi BOD
Pukul 08.30 WIB s.d selesai 1. Progress Penyiapan BDO sebagai Turboprop Airport Hub
Tempat : Ruang Rapat Wijaya 2. Paparan Integrated Building untuk Layanan Public Transportation CGK
Kusuma Lantai 6, Gedung 600 & Rencana Pengembangan dan Komersialisasi Integrated Building
Kantor Pusat PT Angkasa Pura II Hotel & Convention CGK meliputi:
(Persero) a. Progress Pembangunan Gedung;
Tuesday, January 21, 2020 b. Konsep Integrated Building;
08.30 WIB until finished c. Rencana Pengembangan dan Komersialisasi.
Place: Wijaya Kusuma Meeting 3. Evaluasi Pasca Pengoperasian Runway 3 CGK tanggal 20 Desember
Room, 6th Floor, Building 600 2019
Head Office of PT Angkasa Pura II 4. Progress Konstruksi Bandara JB Soedirman Wirasaba – Purbalingga
(Persero) Board of Directors Meeting
1. Progress of BDO preparation as Turboprop Airport Hub
2. Exposure to Integrated Building for CGK Public Transportation Services
& Development and Commercialization Plans for the Integrated Building
Hotel & Conventions CGK include:
a. Building Construction Progress;
b. Integrated Building Concept;
c. Development and Commercialization Plan.
3. Post-Operational Evaluation of Runway 3 CGK on December 20, 2019
4. Construction Progress of JB Soedirman Wirasaba Airport - Purbalingga
4 Selasa, 04 Februari 2020 Rapat Direksi BOD
Pukul 09.00 WIB s.d selesai 1. Paparan Hasil Interpretasi Awal Pemahaman Proses Bisnis dan
Tempat : Ruang Rapat Wijaya Kebutuhan Kompetensi;
Kusuma Lantai 6, Gedung 600, 2. Strategic Portfolio AP II Group;
Kantor Pusat PT Angkasa Pura II 3. Update Progress Design Project Terminal 4 CGK;
(Persero) 4. Progress Cargo Village;
Tuesday, February 4, 2020 5. Progres Revitalisasi Terminal 1 & Terminal 2 BSH;
09.00 WIB until finished 6. Rencana Pengoperasian Hotel T3 Internasional & APS Lounge
Venue: Wijaya Kusuma Meeting Board of Directors Meeting
Room, 6th Floor, 600 Building, 1. Exposure to the Results of Initial Interpretation of Understanding Business
Head Office of PT Angkasa Pura II Processes and Competency Needs;
(Persero) 2. AP II Group’s Strategic Portfolio;
3. Update the Progress Design Project for CGK Terminal 4;
4. Progress Cargo Village;
5. Progress of Revitalization of Terminal 1 & Terminal 2 of BSH;
6. Operation Plan for T3 International Hotel & APS Lounge
5 Rabu, 12 Februari 2020 Rapat Direksi BOD
Pukul 14.00 WIB s.d Selesai 1. Radirtas
Tempat : Ruang Rapat Sabang 1 2. Rencana Pengoperasian Bandara JB Soedirman untuk Moda Angkutan
Hotel Mercure Sabang – Jakarta Lebaran dan Laporan persiapan FGD Wirasaba
Wednesday, February 12, 2020 3. Rolling Plan RJPP 2019-2020 dan Rencana RJPP 2020-2024
14.00 WIB to Finish Place: Sabang Board of Directors Meeting
Meeting Room 1 1. Radirtas
Hotel Mercure Sabang - Jakarta 2. Operational Plan of JB Soedirman Airport for Lebaran Transportation
Mode and Report for Preparation of Wirasaba FGD
3. 2019-2020 RJPP Rolling Plans and 2020-2024 RJPP Plans
6 Selasa, 18 Februari 2020 Rapat Direksi PD
Pukul 14.00 WIB s.d selesai 1. Keputusan Viability Batam Project DX
Tempat : Ruang Rapat Wijaya 2. Keputusan Owner Estimate KNO Project DS
Kusuma Lantai 6, Gedung 600 3. Paparan tentang Penguatan Corporate Culture, Pengawalan Change DF
Kantor Pusat PT Angkasa Pura II Management dan Pengukuran Transformation Index
(Persero) 4. Progress Perpindahan Traffic Bandara Halim Perdanakusuma
Tuesday, February 18, 2020 5. Standarisasi Operasi dan Pelayanan di 4 Bandara KSP BMN
14.00 WIB until finished 6. Penyelesaian Permasalahan Warga Ex. Irigasi
Place: Wijaya Kusuma Meeting Board of Directors Meeting
Room, 6th Floor, Building 600 1. Decision on Viability Batam Project
Head Office of PT Angkasa Pura II 2. Decision of Owner Estimate KNO Project
(Persero) 3. Presentation on Strengthening Corporate Culture, Escorting Change
Management and Measuring the Transformation Index
4. Traffic Transfer Progress of Halim Perdanakusuma Airport
5. Standardization of Operations and Services at 4 BMN KSP Airports
6. Settlement of Ex. Citizen Problems. Irrigation

No
7 Kamis, 20 Februari 2020 Rapat Direksi BOD
Pukul 11.00 WIB s.d Selesai 1. Pembahasan Laporan Manajemen bulan Januari tahun 2020
Tempat : Ruang Rapat Sabang 3, 2. Pembahasan Profil Resiko Perusahaan tahun 2020
Hotel Mercure Sabang – Jakarta 3. Laporan Progress Tender Bandara KPBU Hang Nadim Batam
Thursday, February 20, 2020 4. Laporan Progres Strategic Partnership Bandara Kualanamu
11.00 WIB until finished Board of Directors Meeting
Venue: Meeting Room Sabang 3, 1. Discussion on Management Reports for January 2020
Hotel Mercure Sabang - Jakarta 2. Discussion on the Company’s 2020 Risk Profile
3. Report on the Progress Tender for Hang Nadim Airport, Batam PPP
4. The Kualanamu Airport Strategic Partnership Progress Report
8 Selasa, 25 Februari 2020 Rapat Direksi PD
Pukul 13.00 WIB s.d Selesai 1. Incentive Strategy sebagai Market Stimulan dalam Peningkatan Traffic DX
Tempat : Ruang Rapat Wijaya Maskapai Pasca Wabah Virus Corona DF
Kusuma Lantai 6, Gedung 600 2. Kondisi Keuangan dan Dampak dari Corona Virus terhadap PT Gapura DH
Kantor Pusat PT Angkasa Pura II Angkasa DS
(Persero) 3. Rencana Implementasi Fix Base Operator (FBO) Bandara JB Soedirman,
Tuesday, February 25, 2020 Wirasaba
13.00 WIB until finished 4. Standarisasi Operasi dan Pelayanan di 4 Bandara KSP BMN
Place: Wijaya Kusuma Meeting 5. Evaluasi Synergy Group PT Angkasa Pura II (Persero)
Room, 6th Floor, Building 600 Board of Directors Meeting
Head Office of PT Angkasa Pura II 1. Incentive Strategy as a Market Stimulant in Increasing Airline Traffic After
(Persero) the Corona Virus Outbreak
2. Financial Condition and Impact of Corona Virus on PT Gapura Angkasa
3. Implementation Plan for Fix Base Operator (FBO) JB Soedirman Airport,
Wirasaba
4. Standardization of Operations and Services at 4 BMN KSP Airports
5. PT Angkasa Pura II (Persero) Synergy Group Evaluation
9 Selasa, 03 Maret 2020 Rapat Direksi
Pukul 10.00 WIB s.d selesai 1. Rencana Implementasi Fix Base Operator (FBO) Bandara JB Soedirman, BOD
Tempat : Ruang Rapat Wijaya Wirasaba
Kusuma Lantai 6, Gedung 600, 2. Pembahasan Konsep & Finalisasi Design LCCT di Terminal 2
Kantor Pusat PT Angkasa Pura II 3. Business Optimization Initiatives AP II Pasca COVID-19
(Persero) 4. Incentive Strategy sebagai Market Stimulan dalam Peningkatan Traffic
Tuesday, March 03, 2020 Maskapai Pasca Wabah Virus Corona
10.00 WIB until finished 5. Update Progress Rencana Akuisisi Project Crystal Board of Directors
Venue: Wijaya Kusuma Meeting Meeting
Room, 6th Floor, 600 Building, 1. Implementation Plan for Fix Base Operator (FBO) JB Soedirman Airport,
Head Office of PT Angkasa Pura II Wirasaba
(Persero) 2. Discussion on the Concept & Finalization of the LCCT Design in Terminal 2
3. Business Optimization Initiatives AP II Post-COVID-19
4. Incentive Strategy as a Market Stimulant in Increasing Traffic to Reaching
Post-Corona Virus Outbreak
5. Update Crystal Project Acquisition Progress Progress
10 Selasa, 10 Maret 2020 Rapat Direksi
Pukul 09.00 WIB s.d selesai 1. Proyeksi dan Stress Test Financial Performance atas Dampak COVID-19 BOD
Tempat : Ruang Rapat Wijaya meliputi:
Kusuma Lantai 6, Gedung 600 a. Aspek Operasi
Tuesday, March 10, 2020 b. Aspek Komersial
09.00 WIB until finished c. Business Plan/RKAP
Place: Wijaya Kusuma Meeting d. CAPEX
Room, 6th Floor, Building 600 2. Prognosa Profit and Loss
Board of Directors Meeting
1. Projections and Stress Test of Financial Performance on the Impact of
COVID-19 include:
a. Operational Aspects
b. Commercial Aspects
c. Business Plan / RKAP
d. CAPEX
2. Profit and Loss Prognosis


No
11 Selasa, 17 Maret 2020 Rapat Direksi BOD
Pukul 09.00 WIB s.d Selesai Via 1. Radirtas
Zoom Meeting 2. Finalisasi Report Audited 2019
Tuesday, March 17, 2020 3. Program Kerja Internal Audit Tahun 2020
09.00 WIB - Finish Via Zoom 4. Finalisasi Peraturan Direksi Baru Tentang Pengadaan Barang dan Jasa
Meeting di Linkungan PT Angkasa Pura II (Persero)
1. Radirtas
2. Finalization of the 2019 Audited Report
3. Internal Audit Work Program 2020
4. Finalization of the New Directors Regulation Regarding the Procurement
of Goods and Services in the PT Angkasa Pura II (Persero) Environment
12 Rabu, 25 Maret 2020 Rapat Direksi BOD
Pukul 09.00 WIB s.d selesai 1. Skema SOP & Protokol Operasi Minimum di Bandara PT Angkasa Pura
Via Zoom Meeting II (Persero)
Wednesday, March 25, 2020 2. Update Progress Rencana Akuisis Project Crystal oleh PT Angkasa Pura
09.00 WIB until finished Kargo
Via Zoom Meeting 3. Update Progress Rencana Akuisisi Perusahaan Cargo dan Ground
Handling (Project Caspian) oleh PT Angkasa Pura Kargo
1. Scheme of SOP & Minimum Operation Protocol at PT Angkasa Pura II
(Persero) Airport
2. Update the progress of the Crystal Project Acquisition Plan by PT Angkasa
Pura Kargo
3. Update on the Progress of the Planned Acquisition of Cargo and Ground
Handling Companies (Project Caspian) by PT Angkasa Pura Kargo
13 Jumat, 27 Maret 2020 Rapat Dieksi lanjutan pada tanggal 25 Maret 2020 BOD
Pukul 10 00 WIB s.d Selesai 1. Commercial Policy Selama COVID-19
Via Zoom Meeting 2. Pembahasan NKU Tahun 2019
Friday, March 27, 2020 The Board of Directors Meeting continuation on March 25, 2020
10 00 WIB until finished 1. Commercial Policy During COVID-19
Via Zoom Meeting 2. Discussion on the 2019 NKU
14 Selasa, 31 Maret 2020 Rapat Direksi BOD
Pukul 09.00 WIB s.d selesai 1. Radirtas HCT
Via Zoom Meeting 2. Radirtas DF
Tuesday, March 31, 2020 a. Penetapan:
09.00 WIB until finished • Cost Setting Alignment
Via Zoom Meeting • Interest Setting Alignment
• Depreciation Setting Alignment
• RKAP Maret dan YTD Maret 2020
b. Penetapan:
• Cost Setting Alignment
• Interest Setting Alignment
3. RKAP April dan YTD April 2020
1. Radirtas HCT
2. Radirtas DF
a. Determination:
• RKAP March and YTD March 2020
b. Determination
3. RKAP April and YTD April 2020
15 Senin, 6 April 2020 Rapat Direksi BOD
Pukul 15.00 s.d. 17.20 WIB Business Survival Initiatives meliputi: Workforce Protection
Tempat : Via Zoom Meeting Board of Directors Meeting
Monday, April 6, 2020 Business Survival Initiatives include: Workforce Protection
15.00 to 17.20 WIB
Place: Via Zoom Meeting

No
16 Selasa, 7 April 2020 Rapat Direksi BOD
Pukul 13.00 s.d. 15.30 WIB Business Survival Initiatives meliputi: Optimizing Cash Flow
Tuesday, April 7, 2020 Business Survival Initiatives include: Optimizing Cash Flow
13.00 to 15.30 WIB
17 Rabu, 08 April 2020 Rapat Direksi BOD
Pukul 16.30 s.d 22.00 WIB Business Survival Initiatives – Securing P/L
Wednesday, April 8, 2020 Business Survival Initiatives - Securing P / L
16.30 to 22.00 WIB
18 Kamis, 9 April 2020 Rapat Direksi BOD
Pukul 16.00 s.d. 18.00 WIB Business Survival Initiatives meliputi: Workforce Protection
Thursday, April 9, 2020 Business Survival Initiatives include: Workforce Protection
16.00 to 18.00 WIB
Pukul 16.00 s.d. 18.05 WIB Business Survival Initiatives meliputi: Optimizing Cash Flow
Monday, April 10, 2020 Business Survival Initiatives include: Optimizing Cash Flow
16.00 to 18.05 WIB
20 Sabtu, 11 April 2020 Rapat Direksi BOD
Pukul 16.00 s.d 18.00 WIB Business Survival Initiatives – Securing P/L
Saturday, April 11, 2020 Business Survival Initiatives - Securing P /L
16.00 to 18.00 WIB
Pukul 14.00 s.d. 19.30 WIB 1. Rencana Optimasi Fasilitas Terminal Bandar Udara Internasional
Tempat : Via Zoom Meeting Soekarno-Hatta
Monday, April 13, 2020 2. Workforce protection (Workforce Performance/Productivity and
14.00 to 19.30 WIB Communication)
Place: Via Zoom Meeting 3. Progres Update Strategic Partnership Kualanamu International Airport
1. Plan for Optimization of Soekarno-Hatta International Airport Terminal
Facilities
2. Workforce protection (Workforce Performance / Productivity and
Communication)
3. Progress of Kualanamu International Airport Strategic Partnership Update
Pukul 14.00 s.d. 18.00 WIB 1. Regulation Related Business Survival
Tempat : Via Zoom Meeting 2. Progres Pembangunan Bandara Wirasaba
Tuesday, April 14, 2020 3. Rapat Direksi Terbatas
14.00 to 18.00 WIB 4. Business Survival Initiatives – Optimizing Cashflow
Place: Via Zoom Meeting Board of Directors Meeting
1. Regulation Related Business Survival
2. Progress of Wirasaba Airport Development
3. Limited Meeting of the Board of Directors
4. Business Survival Initiatives - Optimizing Cashflow
Pukul 14.30 s.d. selesai 1. Business Survival Initiative - Securing P/L meliputi:
Tempat : Via Zoom Meeting 2. Progress Implementasi Commercial Policy
Wednesday, April 15, 2020 3. Lanjutan Pembahasan Skenario Pengoperasian HLP dan BSH
14.30 to done Board of Directors Meeting
Place: Via Zoom Meeting 1. Business Survival Initiative - Securing P / L includes:
2. Progress of Commercial Policy Implementation
3. Continuation of Discussion on HLP and BSH Operation Scenarios
Pukul 19.30 WIB s.d 22.00 WIB Business Survival Initiatives – Workforce Protection
Thursday, April 16, 2020 Business Survival Initiatives - Workforce Protection
19.30 WIB to 22.00 WIB


No
25 Jum’at, 17 April 2020 Rapat Direksi BOD
Pukul 14.00 s.d. 17.40 WIB 1. Business Survival Initiatives – Optimizing Cashflow
Tempat : Via Zoom Meeting 2. Optimasi operasional BSH dan HLP
Friday, April 17, 2020 3. Progress Dashboard Keuangan
14.00 to 17.40 WIB
Place: Via Zoom Meeting Rapat Direksi Terbatas
Arahan Menteri BUMN RI

1. Business Survival Initiatives - Optimizing Cashflow
2. Operational optimization of BSH and HLP
3. Financial Progress Dashboard
Limited Meeting of the Board of Directors

Direction of the Minister of SOE RI
Pukul 14.00 s.d. 17.30 WIB 1. Securing P/L
Tempat : Via Zoom Meeting • Revenue Q2
Saturday, April 18, 2020 • Satgas A/R
14.00 to 17.30 WIB 2. Rencana Pengoperasian Bandara Wirasaba
Place: Via Zoom Meeting Board of Directors Meeting
1. Securing P / L
• Q2 revenue
• Task Force A / R
2. Plan for Operation of Wirasaba Airport
27 Senin, 20 April 2020 Rapat Direksi PD
Pukul 16.00 s.d. 18.00 WIB Business Survival Initiatives – Workforce Protection DO
Tempat : Via Zoom Meeting Board of Directors Meeting DH
Monday, April 20, 2020 Business Survival Initiatives - Workforce Protection DF
16.00 to 18.00 WIB DC
Place: Via Zoom Meeting DE
Pukul 19.00 s.d. 22.00 WIB 1. Business Survival Initiative – Optimizing Cashflow – Putaran V
Tempat : Via Zoom Meeting 2. Perhitungan Restitusi PPh Pasal 21 dan Pasal 25
Tuesday, April 21, 2020 3. Optimalisasi Terminal BSH
19.00 to 22.00 WIB Board of Directors Meeting
Place: Via Zoom Meeting 1. Business Survival Initiative - Optimizing Cashflow - Round V
2. Calculation of Article 21 and Article 25 Income Tax Restitution
3. Optimizing the BSH Terminal
Pukul 14.00 s.d. 17.40 WIB 1. Comercial Strategy
Tempat : Via Zoom Meeting 2. Business Survival Initiatives – Securing P/L
Wednesday, April 22, 2020 Board of Directors Meeting
14.00 to 17.40 WIB 1. Comercial Strategy
Place: Via Zoom Meeting 2. Business Survival Initiatives - Securing P / L
Pukul 14.30 s.d. 17.00 Wib 1. CEO Brief berkaitan dengan Hasil Pembahasan Rapat Koordinasi
Tempat : Via Zoom Meeting dengan Ditjen Perhubungan Udara
Thursday, April 23, 2020 2. Business Survival Initiatives - Workforce Protection
14.30 to 17.00 WIB • Workforce Safety and Health
Place: Via Zoom Meeting • Workforce Communication
• Workforce Performance
1. CEO Brief relating to the Discussion Results of the Coordination Meeting
with the Directorate General of Civil Aviation
2. Business Survival Initiatives - Workforce Protection
• Workforce Safety and Health
• Workforce Communication
• Workforce Performance

No
Pukul 09.00 WIB s.d 23.30 WIB 1. Business Survival Initiatives – Optimizing Cashflow Putaran ke-6
Tempat : Via Zoom Meeting 2. Business Survival Initiatives – Securing P/L Putaran ke-6
Saturday, April 25, 2020 3. Evaluasi Kinerja Anak Perusahaan
09.00 WIB 23.30 WIB a. Evaluasi Kinerja Keuangan TWI 2020;
Place: Via Zoom Meeting b. Prognosa Kinerja Keuangan TWII 2020;
c. Hal-hal strategis yang dibutuhkan dari Induk Perusahaan
(Contoh: Keputusan, Kewenangan, kendali anggaran, dll).
4. Profiling Capex
5. Portfolio Management
1. Business Survival Initiatives - Optimizing Cashflow Round 6
2. Business Survival Initiatives - Securing P / L Round 6
3. Evaluation of Subsidiary Performance
a. Financial Performance Evaluation for QI 2020;
b. Financial Performance Prognosis for QII 2020;
c. Strategic matters required from the Parent Company (Example:
Decision, Authority, budget control, etc).
4. Profiling Capex
5. Portfolio Management
Pukul 13.22 s.d. 22.30 WIB 1. Progres Strategic Patnership KNO
Tempat : Via Zoom Meeting 2. Persiapan Pra Rapat Umum Pemegang Saham Tahun Buku 2019
Monday, April 27, 2020 3. Business Survival Initiatives;
1:22 p.m. to 22.30 WIB 4. Workforce Protection :
Place: Via Zoom Meeting • Updating Workforce Safety and Health
• Updating Workforce Communication
• Paparan Workforce Performance
1. Progress of the KNO’s Strategic Partnership
2. Preparation for the Pre-General Meeting of Shareholders for the 2019
Fiscal Year
3. Business Survival Initiatives;
4. Workforce Protection:
• Updating Workforce Safety and Health
• Updating Workforce Communication
• Workforce Performance Exposure
Pukul 14.30 s.d. 15.30 WIB Business Survival Initiatives – Workforce Optimizing Cash Flow
Tuesday, April 28, 2020 Business Survival Initiatives - Workforce Optimizing Cash Flow
14.30 to 15.30 WIB
Pukul 14.30 s.d. 16.30 WIB 1. Business Survival Initiatives: Securing P/L – Putaran VII
Tempat : Via Zoom Meeting 2. Penetapan Jadwal RUPS Anak Perusahaan
Wednesday, April 29, 2020 Board of Directors Meeting
14.30 to 16.30 WIB 1. Business Survival Initiatives: Securing P / L - Round VII
Place: Via Zoom Meeting 2. Determination of the Subsidiary’s GMS Schedule
Pukul 09.30 s.d. 13.00 WIB 1. Business Survival Initiatives:
Tempat : Via Zoom Meeting • Workforce Protection
Thursday, April 30, 2020 • Workforce Engagement
09.30 to 13.00 WIB Board of Directors Meeting
Place: Via Zoom Meeting 1. Business Survival Initiatives:
• Workforce Protection
• Workforce Engagement
36 Jumat, 1 Mei 2020 Rapat Direksi
Pukul 13.00 s.d. 14.45 1. Business Survival Initiatives – Optimizing Cash Flow Putaran 8 BOD
Tempat : via Zoom Meeting 2. Valuasi Divestasi Kepemilikan Saham PT AP II di PT Railink
Friday, May 1, 2020 Board of Directors Meeting
13.00 to 14.45 1. Business Survival Initiatives - Optimizing Cash Flow Round 8
Place: via Zoom Meeting 2. Valuation of Divestment of Share Ownership for PT AP II in PT Railink


No
37 Sabtu, 02 Mei 2020 Rapat Direksi PD
Pukul 13.00 WIB s.d 15.30 WIB Business Survival Initiatives – Securing P/L Putaran 8 DX
Tempat : via Zoom Meeting Board of Directors Meeting DH
Saturday, May 02, 2020 Business Survival Initiatives - Securing P / L Round 8 DO
13.00 WIB - 15.30 WIB DC
Place: via Zoom Meeting DE
38 Senin, 4 Mei 2020 Rapat Direksi PD
Pukul 13.30 s.d. 17.15 WIB 1. Creating Value in Light of Demand Shock from COVID-19 DS
Tempat : via Zoom Meeting 2. Pembahasan Materi Rapat Gabungan BOC-BOD DH
Monday, May 4, 2020 3. Business Survival Initiatives: Workforce Protection Putaran IX DO
13.30 to 17.15 WIB Board of Directors Meeting DE
Place: via Zoom Meeting 1. Creating Value in Light of Demand Shock from COVID-19
2. Discussion of Material for the Joint Meeting of the BOC-BOD
3. Business Survival Initiatives: Workforce Protection Round IX
39 Selasa, 05 Mei 2020 Rapat Direksi BOD
Pukul 10.16 s.d. 11.50 WIB 1. Persiapan Bahan Ragab BOC-BOD
Tempat : via Zoom Meeting 2. Business Survival Initiatives – Optimizing Cashflow Putaran IX
Tuesday, May 05, 2020 Board of Directors Meeting
10:16 a.m. to 11.50 WIB 1. Preparation of BOC-BOD Ragab Materials
Place: via Zoom Meeting 2. Business Survival Initiatives - Optimizing Cashflow Round IX
40 Rabu, 06 Mei 2020 Rapat Direksi BOD
Pukul 20.30 s.d. 22.00 WIB Business Survival Initiatives – Securing P/L Putaran IX
Tempat : via Zoom Meeting Board of Directors Meeting
Wednesday, May 6, 2020 Business Survival Initiatives - Securing P / L Round IX
20.30 to 22.00 WIB
Place: via Zoom Meeting
41 Kamis, 7 Mei 2020 Rapat Direksi BOD
Pukul 13.30 s.d. 15.00 WIB Business Survival Initiatives - Workforce Protection Putaran X
Thursday, May 7, 2020 Business Survival Initiatives - Workforce Protection Round X
13.30 to 15.00 WIB
42 Jumat, 8 Mei 2020 Rapat Direksi PD
Pukul 16.00 s.d. 17.30 WIB 1. Business Survival Initiatives - Optimizing Cashflow Putaran X DS
Tempat : via Zoom Meeting 2. Paparan SK Business Continuity Management DH
Friday, May 8, 2020 Board of Directors Meeting DO
16.00 to 17.30 WIB 1. Business Survival Initiatives - Optimizing Cashflow Round X DC
Place: via Zoom Meeting 2. Exposure to SK Business Continuity Management DE
43 Sabtu, 9 Mei 2020 Rapat Direksi BOD

Pukul 15.30 s.d. 17.30 1. Legal Review terkait Proyek Hotel Domestik dan Internasional
Tempat : via Zoom Meeting Terminal 3 Bandara Soekarno-Hatta
Saturday, May 9, 2020 2. Business Survival Initiatives – Workforce Protection Putaran X
15.30 to 17.30 Board of Directors Meeting
Place: via Zoom Meeting 1. Legal Review related to Domestic and International Hotel Project Terminal
3 Soekarno-Hatta Airport
2. Business Survival Initiatives - Workforce Protection Round X
44 Senin, 11 Mei 2020 Rapat Direksi PD
Pukul 20.30 s.d 22.30 WIB Business Survival Initiatives – Workforce Protection Putaran XI DX
Monday, May 11, 2020 Business Survival Initiatives - Workforce Protection Round XI DO
20.30 to 22.30 WIB DC
Place: via Zoom Meeting DE
Pukul 21.04 s.d. 21.55 WIB Business Survival Initiatives – Optimizing Cashflow Putaran XI
Tuesday, May 12, 2020 Business Survival Initiatives - Optimizing Cashflow Round XI
21.04 to 21.55 WIB
46 Kamis, 14 Mei 2020 Rapat Direksi DX
Pukul 20.30 s.d. 23.00 WIB 1. Business Survival Initiatives – Securing P/L Putaran XI DH
Tempat : via Zoom Meeting 2. Business Survival Initiatives – Workforce Protection Putaran XII DO
Thursday, May 14, 2020 Board of Directors Meeting DC
20.30 to 23.00 WIB 1. Business Survival Initiatives - Securing P / L Round XI DE
Place: via Zoom Meeting 2. Business Survival Initiatives - Workforce Protection Round XII DS

No
47 Sabtu, 16 Mei 2020 Rapat Direksi BOD
Pukul 15.30 s.d. 17.00 WIB Bussiness Survival Initiatives – Optimizing Cash Flow Putaran XII
Saturday, May 16, 2020 Bussiness Survival Initiatives - Optimizing Cash Flow Round XII
15.30 to 17.00 WIB
48 Senin, 18 Mei 2020 Rapat Direksi BOD
Pukul 16.30 s.d. 17.20 WIB Business Survival Initiatives - Securing P/L Putaran XII
Monday, 18 May 2020 Business Survival Initiatives - Securing P / L Round XII
16.30 to 17.20 WIB
49 Rabu, 20 Mei 2020 Rapat Direksi BOD
Pukul 15.30 s.d. 17.30 dan Pukul 1. Update Progress Strategic Partnership KNO
20.30 s.d 22.30 WIB 2. Laporan Progress Tender Bandara KPBU Hang Nadim Batam
Tempat : via Zoom Meeting 3. WORK FORCE PROTECTION
Wednesday, May 20, 2020 a. Work Force Safety & Health
15.30 to 17.30 and 20.30 to 22.30 b. Work Force Performance
WIB c. Pembahasan Konsep Pola Kerja “The New Normal” di PT AP II
Place: via Zoom Meeting 4. Safety & Public Health Emergency in Airport Contingency Plan
1. Update the progress of the KNO’s Strategic Partnership
2. Hang Nadim Airport Tender Progress Report, Batam
3. WORK FORCE PROTECTION
a. Work Force Safety & Health
b. Work Force Performance
c. Discussion on the Concept of “The New Normal” Work Pattern at PT
AP II
4. Safety & Public Health Emergency in Airport Contingency Plan
50 Jumat, 22 Mei 2020 Rapat Direksi BOD
Pukul 09.30 s.d 22.00 WIB 1. Business Survival Initiatives – Optimizing Cash Flow Putaran XIII
Tempat : via Zoom Meeting 2. Business Survival Initiatives – Securing P/L Putaran XIII
Friday, May 22, 2020 3. Pembahasan Pola Kerja “The New Normal”
09.30 a.m. to 22.00 WIB Board of Directors Meeting
Place: via Zoom Meeting 1. Business Survival Initiatives - Optimizing Cash Flow Round XIII
2. Business Survival Initiatives - Securing P / L Round XIII
3. Discussion of the Work Pattern “The New Normal”
Pukul 15.50 s.d. 17.00 WIB Business Survival Initiatives – Workforce Protection Putaran XIV
Tuesday, May 26, 2020 Business Survival Initiatives - Workforce Protection Round XIV
15.50 to 17.00 WIB
52 Kamis, 28 Mei 2020 Rapat Direksi PD
Pukul 13.00 s.d. 15.30 WIB Business Survival Initiatives – Optimizing Cashflow Putaran XIV DX
Thursday, May 28, 2020 Business Survival Initiatives - Optimizing Cashflow Round XIV DS
13.00 to 15.30 WIB DE
53 Sabtu, 30 Mei 2020 Rapat Direksi PD
Pukul 13.00 s.d. 15.00 WIB Bussiness Survival Initiatives – Securing P/L Putaran XIV DX
Saturday, May 30, 2020 Bussiness Survival Initiatives - Securing P/L Round XIV DS
13.00 to 15.00 WIB DO
Place: via Zoom Meeting DC
54 Senin, 01 Juni 2020 1. Business Survival Initiatives –Workforce Protection - Putaran XV BOD
Pukul 10.00 s.d. 13.00 WIB 2. New Normal Initiatives 1: Human Capital & Culture - Putaran 1
Via Zoom Meeting 1. BusinessSurvival Initiatives –Workforce Protection – XV Round
Monday, June 01, 2020 2. New Normal Initiatives 1: Human Capital & Culture - round 1
10:00 a.m. to 11:00 p.m. 13.00 WIB
Via Zoom Meeting


No
55 Rabu, 3 Juni2020 1. Business Survival Initiatives2: Optimizing Cashflow Putaran ke XV PD
Sesi I: Pukul 11.30 s.d.12.30 WIB 2. Revisi RKAP 2020 DO
Sesi II: Pukul 20.00 s.d. 22.30 WIB 3. New Normal Initiatives 2: Process & Technology Putaran ke I DE
Via Zoom Meeting 1. Business Survival Initiatives2: Optimizing Cashflow Turns to XV DF
Wednesday, June 3, 2020 2. Revised RKAP 2020 DS
Session I: 11.30 to 12.30 WIB 3. New Normal Initiatives2: Process & Technology Round I DH
Session II: 20.00 to 22.30 WIB DC
Via Zoom Meeting
56 Jum’at, 05 Juni 2020 1. Business Survival Initiatives : Securing P/L Putaran ke-XV BOD
Pukul 09.00 s.d. 15.00 WIB 2. New Normal Initiative: External Relation Putaran I
Via Zoom Meeting 3. Pembahasan Tindak Lanjut Surat Dewan Komisaris Atas Rencana
Friday, 05 June 2020 Pendanaa Melalui PUB Obligasi I Tahap II Tahun2020
09.00 to 15.00 WIB 4. Restrukturisasi Portfolio PT AP II Group
Via Zoom Meeting 1. Business Survival Initiatives: Securing P/L Round XV
2. New Normal Initiative: External Relation Round I
3. Discussion on the Follow-up to the Letter of the Board of Commissioners
on the Funding Plan through PUB Bonds I Phase II of 2020
4. PT AP II Group Portfolio Restructuring
57 Senin, 08 Juni 2020 Pukul 10.00 1. New Normal Initiatives – Human Capital & Culture Putaran ke-II PD
s.d 16.30 WIB 2. Konsep Usulan Kriteria Revisi Program Investasi RKAP 2020 Periode DO
Via Zoom Meeting New Normal DE
Monday, June 8 2020, 10:00 a.m. to 3. Innovative Financing for Cargo Village Development DF
4:30 p.m. WIB 4. Kick off Meeting RJPP (Rencana JangkaPanjang Perusahaan PT Angkasa DS
Via Zoom Meeting Pura II (Persero) Tahun 2020-2024 DH
1. New Normal Initiatives –Human Capital & Culture Second Round DC
2. Concept of Proposed Criteria for Revision of the 2020 RKAP Investment
Program for the New Normal Period
3. Innovative Financing for Cargo Village Development
4. Kick off Meeting of the RJPP (PT Angkasa Pura II (Persero) Company Long
Term Plan for 2020-2024
58 Selasa, 09 Juni 2020 1. Business Survival Initiatives 1 – Workforce Protection –Putaran XVI PD
Pukul 13.15 s.d. 16.27 WIB 2. BusinessSurvival Initiatives 2 – Optimizing Cashflow –Putaran XVI DE
Via Zoom Meeting 3. Business Survival Initiatives 3 – Securing P/L –Putaran XVI DF
Tuesday, June 9, 2020 4. Laporan Satgas AR dan Tindak Lanjut Kerjasama PT Taurus Gemilang DS
13.15 to 16.27 WIB 1. Business Survival Initiatives 1 – Workforce Protection – Putaran XVI DC
Via Zoom Meeting 2. Business Survival Initiatives 2 – Optimizing Cashflow – Putaran XVI
3. Business Survival Initiatives 3 – Securing P/L – Putaran XVI
4. Laporan Satgas AR dan Tindak Lanjut Kerjasama PT Taurus Gemilang
59 Rabu, 10 Juni 2020 1. New Normal Initiatives 2: Process & Technology Putaran ke II BOD
Pukul 10.00 s.d.12.30 WIB 2. Laporan Satgas AR dan Tindak Lanjut Kerjasama PT Taurus Gemilang
Via Zoom Meeting 1. New Normal Initiatives 2: Process & Technology Putaran ke II
Wednesday, June 10, 2020 2. Laporan Satgas AR dan Tindak Lanjut Kerjasama PT Taurus Gemilang
10:00 a.m. to 12:30 p.m. WIB
Via Zoom Meeting
60 Jum’at, 12 Juni 2020 Pukul 09.00 1. New Normal Initiative: External Relation & Stake Holder Management BOD
s.d. 11.30 WIB Putaran II
Via Zoom Meeting 2. Tindak lanjut Surat Dewan Komisaris Atas Penerapan Manajemen
Friday, 12 June 2020 at 09.00 to Risiko PT Angkasa Pura II (Persero) Triwulan I Tahun 2020
11.30 WIB 1. New Normal Initiative: External Relations & Stake Holder Management
Via Zoom Meeting Round II
2. Follow up on the Letter of the Board of Commissioners on the
Implementation of Risk Management of PT Angkasa Pura II (Persero) in
the First Quarter of 2020
61 Senin, 15 Juni 2020 Pukul 09.00 New Normal Initiatives-1: Human Capital & Culture Putaran ke-III BOD
s.d 11.00 WIB New Normal Initiatives-1: Human Capital & Culture 3rd Round
Via Zoom Meeting
Monday, June 15 2020 at 9:00 a.m.
to 11:00 a.m. WIB
Via Zoom Meeting

No
62 Selasa, 16 Juni 2020 Pukul 13.00 1. Business Survival Initiatives 1 – Workforce Protection –Putaran XVII PD
s.d. 18.00 WIB 2. Business Survival Initiatives 2 – Optimizing Cashflow –Putaran XVII DO
Via Zoom Meeting 3. Business Survival Initiatives 3 – Securing P/L –Putaran XVII DE
Tuesday, June 16 2020 at 13.00 to 4. Revisi RKAP 2020 DF
18.00 WIB 5. Tindak lanjut Surat Dekom terkait PKPT SPI 2020 DS
Via Zoom Meeting 1. Business Survival Initiatives 1 - Workforce Protection - Round XVII DH
2. Business Survival Initiatives 2 - Optimizing Cashflow - Round XVII DC
3. Business Survival Initiatives 3 - Securing P/L - Round XVII
4. Revised RKAP 2020
5. Follow up on the Decommission Letter regarding PKPT SPI 2020
63 Rabu, 17 Juni 2020 Pukul 10.30 New Normal Initiatives 2: Process & Technology Putaran ke III PD
s.d. 13.30 WIB New Normal Initiatives 2: Process & Technology Round III DO
Via Zoom Meeting DE
Wednesday, 17 June 2020 at 10.30 DF
to 13.30 WIB DH
Via Zoom Meeting
64 Jum’at, 19 Juni 2020 New Normal Initiative: External Relation & Stakeholder Management - Putaran PD
Pukul 09.00 s.d. 11.30 WIB III DX
Via Zoom Meeting New Normal Initiative: External Relations & Stakeholder Management - Round DO
Friday, 19 June 2020 III DE
09.00 to 11.30 WIB DF
Via Zoom Meeting DH
65 Senin, 22 Juni 2020 Pukul 10.00 1. New Normal Initiatives – Human Capital & Culture Putaran ke-IV PD
s.d 13.00 WIB 2. Progress Update dan Pembahasan Consortium Structure Strategic DO
Via Zoom Meeting Partnership KNO DX
Monday, June 22 2020, 10:00 a.m. 1. New Normal Initiatives – Human Capital & Culture 4th round DF
to 1:00 p.m. WIB 2. Progress Update and Discussion of the Consortium Structure Strategic DS
Via Zoom Meeting Partnership of the KNO DH
DC
66 Selasa, 23 Juni 2020 1. BSI 1 - Workforce Protection - Putaran XVIII
Pukul 16.00 s.d. 18.00 WIB 2. BSI 2 - Optimizing Cashflow - Putaran ke XVIII BOD
Via Zoom Meeting 3. BSI 3 - Securing P/L - Putaran ke-XVIII
Tuesday, June 23, 2020 1. BSI 1 - Workforce Protection -Round XVIII
16.00 to 18.00 WIB 2. BSI 2 - Optimizing Cashflow -Circulation to XVIII
Via Zoom Meeting 3. BSI 3 - Securing P / L -XVIII Round
67 Rabu, 24 Juni 2020 Pukul 15.00 1. New Normal Initiatives 2: Process & Technology Putaran ke III PD
s.d.18.00 WIB 2. Revisi RKAP 2020 DF
Via Zoom Meeting 1. New Normal Initiatives 2: Process & Technology Round III DS
Wednesday, June 24 2020 at 15.00 2. Revised RKAP 2020 DH
to18.00 WIB DE
Via Zoom Meeting
68 Selasa, 30 Juni 2020 1. Serah Terima Gedung Polres BSH Persiapan RUPS 2020 BOD
Pukul 13.30 s.d.17.00 WIB 2. Rencana Pengembangan Cargo Village
R.R Wijayakusuma Lt.6 & Via 1. Handover of the BSH Police Building for the 2020 GMS Preparation
Zoom Meeting 2. Cargo Village Development Plan
Tuesday, June 30, 2020
13.30 to 17.00 WIB
R.R Wijayakusuma 6th Floor & Via
Zoom Meeting
69 Selasa, 7 Juli 2020 1. Innovative Financing Terminal 4 BOD
Pukul 09.30 s.d. 16.30 2. Update Proses Seleksi Kemitraan Strategis Bandara KNO
R.RWijayakusuma & Via Zoom 3. Approval Pelaksanaan Sosialisasi Core Value BUMN terbaru - (AKHLAK)
Meeting 1. Innovative Financing Terminal 4
Tuesday, July 7, 2020 2. Update on the KNO Airport Strategic Partnership Selection Process
09.30 to 16.30 3. Approval for the implementation of the latest SOE Core Value Socialization
R.RWijayakusuma & Via Zoom - (AKHLAK)
Meeting
70 Selasa, 14 Juli 2020 1. Capex Assessment
Pukul 13.30 s.d. 16.30 WIB 2. Revisi RKAP 2020 BOD
R.R Wijayakusuma Lt.6 1. Capex Assessment
Tuesday, July 14, 2020 2. Revised RKAP 2020
13.30 to 16.30 WIB
R.R Wijayakusuma Lt. 6


No
71 Selasa, 21 Juli 2020 1. Pembahasan Jawaban Surat Dewan Komisaris tanggal 24 Juni 2020 PD
Pukul 09.00 s.d. 14.00 WIB 2. Pembahasan Materi Ragab BOC-BOD: DO
Via Zoom Meeting a. Laporan Manajemen TW II tahun 2020 DE
Tuesday, July 21, 2020 b. Revisi RKAP 2020 DF
09.00 to 14.00 WIB c. Lain-Lain DS
Via Zoom Meeting 3. Persiapan Rapat Pimpinan Q3 Tahun 2020 Angkasa Pura II Group DX
4. Penetapan Terhitung Mulai Tanggal (TMT) dan Pemberlakuan DC
Minimum Annual Guarantee (MAG)
1. Discussion of Answers to the Letter of the Board of Commissioners dated
24 June 2020
2. Discussion of materials for the joint meeting of the BOC-BOD:
a. Management Report for Q2 2020
b. Revised RKAP 2020
c. Etc
3. Preparation for Q3 Leadership Meeting 2020 Angkasa Pura II Group
Determination from the Commencement Date (TMT) and Enforcement of
the Minimum Annual Guarantee (MAG)
72 Rabu, 22 Juli 2020 1. Laporan Progress Pekerjaan Restrukturisasi Portfolio/Penataan PD
Pukul 13.30 s.d. 15.45 WIB Portfolio PT AP II Group DO
Via Zoom Meeting 2. Pembahasan Pro-Hire dari Eksternal Perusahaan DE
Wednesday, July 22, 2020 1. PT AP II Group’s Portfolio Restructuring Work Progress Report DF
13.30 to 15.45 WIB 2. Discussion on Pro-Hire from External Companies DS
Via Zoom Meeting DX
DC
73 Selasa, 04 Agustus 2020 1. Sinkronisasi Program Strategic Partnership dengan Airport City
Pukul 13.00 s.d. 17.00 WIB Development di Bandara International Kualanamu BOD
Via Zoom Meeting 2. Pembahasan Materi Persiapan Ragab
Tuesday, August 04, 2020 a. Laporan Manajemen TW II thn 2020
13.00 to 17.00 WIB b. Pembahasan Gapura Angkasa
Via Zoom Meeting c. Pembahasan Kargo
1. Synchronization of the Strategic Partnership Program with Airport City
Development at Kualanamu International Airport
2. Discussion of Joint Meeting Preparation Material
a. Management Report for 2nd Quarter of 2020
b. Discussion of “Gapura Angkasa”
c. Cargo discussion
74 Selasa, 11 Agustus 2020 1. Paparan persiapan HUT AP II

Pukul 08.30 s.d. 12.00 WIB 2. Rencana Adopsi Core Values SDM BUMN “AKHLAK” BOD
Via Zoom Meeting 3. Finalisasi Project Document Kemitraan KNO
Tuesday, August 11, 2020 4. Report Progres RJPP Tahun 2020-2024
08.30 to 12.00 WIB 1. Presentation of AP II Anniversary preparations
Via Zoom Meeting 2. Adoption Plan for SOE HR Core Values “AKHLAK”
3. Finalizing the KNO Partnership Project Document
4. Report on the 2020-2024 RJPP Progress
75 Selasa, 18 Agustus 2020 Presentasi Proyeksi Keuangan PT AP II PD
Pukul 14.30 s.d. 15.45 WIB PT AP II Financial Projection Presentation DF
Via Zoom Meeting DS
Tuesday, August 18, 2020 DH
14.30 to 15.45 WIB DC
Via Zoom Meeting
76 Selasa, 25 Agustus 2020 1. Proses pengalihan kepemilikan PT Railink BOD
Pukul 09.00 s.d. 12.00 WIB 2. Progres Tindak Lanjut Kasus dengan Taurus Gemilang
Via Zoom Meeting 3. Progres Pelepasan Aset
Tuesday, August 25, 2020 1. The process of transferring ownership of PT Railink
09.00 to 12.00 WIB 2. Progress of Case Follow-Up with Taurus Gemilang
Via Zoom Meeting 3. Progress of Disposal of Assets

No
77 Selasa, 1 September 2020 1. Pengembangan Energi baru dan Terbarukan di Lingkungan PT BOD
Pukul 09.00 s.d. 16.30 WIB Angkasa Pura II (Persero)
Via Zoom Meeting 2. Laporan Proses Tindak Lanjut Rapim Q3/2020 tentang Progress
Tuesday, September 1, 2020 Penetapan Pembayaran Mitra Kontraktor Tahun 2020
09.00 to 16.30 WIB 3. Update Progress Kemitraan KNO
Via Zoom Meeting 4. Laporan Progress Pekerjaan Design dan Perencanaan Terminal 4 CGK
5. Optimalisasi Aset
6. Radirtas
1. Development of New and Renewable Energy within PT Angkasa Pura II
(Persero)
2. Report on the Follow-up Process Report Q3/2020 regarding the Progress
of Determining Contractor Partner Payments in 2020
3. Update on Partnership Progress of KNO
4. Report on the progress of the design and planning work for the CGK
Terminal 4
5. Asset Optimization
6. Radirtas
78 Selasa, 15 September 2020 1. Progress Pekerjaan Design dan Perencanaan Terminal 4 BOD
Pukul 13.30 s.d 20.12 WIB 2. Inovative Financing Terminal 4
Via Zoom Meeting 3. Usulan Penambahan Setoran Modal PT Railink Tahun 2020
Tuesday, September 15, 2020 4. Penyertaan Modal BIJB
13.30 to 20.12 WIB 5. Tim Rencana Implementasi Kemitraan Strategis di Bandar Udara
Via Zoom Meeting International Kualanamu
1. Progress of Terminal 4 Design and Planning
2. Inovative Financing of Terminal 4
3. Proposed Additional Capital Deposit for PT Railink in 2020
4. BIJB Equity Participation
5. The Strategic Partnership Implementation Plan Team at Kualanamu
International Airport
79 Selasa, 22 September 2020 1. Progress Report & Manajemen Review SMAP BOD
Pukul 09.00 s.d. 15.00 WIB 2. Restructuring Portfolio AP II Group
Via Zoom Meeting 3. Update Progress RJPP
Tuesday, September 22, 2020 4. Radirtas
09.00 to 15.00 WIB 1. Progress Report and Management Review of SMAP
Via Zoom Meeting 2. AP II Group’s Restructuring Portfolio
3. Progress Update of RJPP
4. Radirtas
80 Selasa, 29 September 2020 1. Rencana Pelaksanaan Rapim Q4 Tahun 2020 BOD
Pukul 09.50 s.d. 12.30 WIB 2. Pembahasan Materi Ragab BOC-BOD
Via Zoom Meeting a. Laporan Manajemen Bulan Agustus tahun 2020
Tuesday, September 29, 2020 b. Pembahasan Analisa Trend Revenue dari Tahun 2018 s.d 2020 atas
09.50 to 12.30 WIB Parkir, Iklan, Tenant, Ground Handling dan Non-Aero Lainnya
Via Zoom Meeting c. Pembahasan Progres Pelaksanaan Penataan Anak Perusahaan
d. Pembahasan RJPP Tahun 2021-2025
3. Rencana Valuasi Holding BUMN Pariwisata dan Pendukung
1. 1. The 2020 Q4 Leadership Plan Implementation Plan
2. 2. Discussion of materials for the joint meeting of the BOC-BOD
a. Management Report for August 2020
b. Discussion on Trend Revenue Analysis from 2018 to 2020 on Parking,
Advertising, Tenants, Ground Handling and Other Non-Aero
c. Discussion on the Progress of Subsidiary Arrangement
Implementation
d. Discussion on RJPP for 2021-2025
3. Valuation Plan for SOE Tourism and Supporting Holding
81 Selasa, 6 Oktober 2020 Rencana Pelaksanaan Rapim Q4 Tahun 2020 BOD
Pukul 10.00 s.d. 11.30 WIB The 2020 Q4 Leadership Plan Implementation Plan
Via Zoom Meeting
Tuesday, October 6, 2020
10.00 a.m. to 11.30 p.m. WIB
Via Zoom Meeting


No
82 Selasa, 13 Oktober 2020 1. Laporan Draft Usulan KPI 2020 BOD
Pukul 10.00 s.d. 17.30 WIB 2. Tindak Lanjut Rencana Pekerjaan Valuasi Aset & Bisnis
Via Zoom Meeting 3. Pedoman kebijakan Pengadaan Barang & Jasa selama Pandemi
Tuesday, October 13, 2020 COVID-19
10.00 a.m. to 5.30 p.m. WIB 1. Report on the Draft 2020 KPI Proposal
Via Zoom Meeting 2. Follow-up on the Asset & Business Valuation Work Plan
3. Policy guidelines for the procurement of goods & services during the
COVID-19 pandemic
83 Selasa, 20 Oktober 2020 1. Keputusan atas Progress Tindak Lanjut Strategic Partnership KNO BOD
Pukul 09.00 s.d. 15.30 WIB 2. Draft Corporate Annual Message 2021
Via Zoom Meeting 3. Laporan Pelaksanaan Rapim Q4 Tahun 2020
Tuesday, October 20, 2020 4. Pembahasan Kesepakatan Bersama Tentang Pemberian Stimulus
09.00 to 15.30 WIB PJP2U Pada 13 Bandara Pendukung Destinasi Wisata;
Via Zoom Meeting 5. Radirtas
a. Proyeksi Cashflow 2021
b. Piutang Tenant (Non Aero)
c. Anak Usaha
1. Decision on the Follow-up Progress of the KNO Strategic Partnership
2. Draft Corporate Annual Message 2021
3. Report on the Implementation of Q4 Report for the Year 2020
4. Discussion of the Mutual Agreement on Providing PJP2U Stimulus at 13
Supporting Airports for Tourist Destinations;
5. Radirtas
a. Projected Cashflow 2021
b. Tenant Receivables (Non Aero)
c. Subsidiaries
84 Kamis, 5 November 2020 1. Kick off Tim Pelaksana Asesmen Tindak Lanjut Pekerjaan Program PD
Pukul 13.00 s.d. 17.30 WIB Investasi di PT Angkasa Pura II (Persero) DO
Via Zoom Meeting 2. Penunjukan Unit Teknis Pekerjaan Konsultan untuk Workstream 1 s.d DS
Thursday, November 5, 2020 5 Rencana Holding BUMN Pariwisata & Pendukung DX
13.00 to 17.30 WIB 3. RADIRTAS DE
Via Zoom Meeting • Update Progress dan Pembahasan Kelanjutan Batam Project DH
• Update Progress Strategic Partnership KNO DF
• Pembahasan Tindak Lanjut HoA Lini 1 Cargo Village dengan PT
Garuda Indonesia
• Tinjauan Manajemen SMAP
1. Kick off the Implementation Team for the Follow-up Assessment of the
Investment Program Work at PT Angkasa Pura II (Persero)
2. Appointment of Technical Consultant Work Unit for Workstream 1 to 5
SOE Tourism & Support Holding Plans
3. RADIRTAS
• Update progress and discussion on the continuation of the Batam
Project
• Update the progress of the KNO Strategic Partnership
• Discussion on the follow-up of HoA Line 1 Cargo Village with PT Garuda
Indonesia
• Management Review OF SMAP
85 Selasa, 10 November 2020 KPI Korporasi 2020 BOD

Pukul 16.00 s.d. 17.30 WIB Corporate KPI 2020
Via Zoom Meeting
Tuesday, November 10, 2020
16.00 to 17.30 WIB
Via Zoom Meeting
86 Rabu, 25 November 2020 1. Usulan Perubahan Anggaran Dasar PT Railink BOD
Pukul 08.30 s.d. 12.05 WIB 2. Radirtas: Penyampaian Restrukturisasi Jiwasraya
Via Zoom Meeting 3. Konsep Strategi Komersial LCCT Terminal 1 dan Terminal 2 BSH
Wednesday, November 25, 2020 1. Proposed Amendment to PT Railink’s Articles of Association
08.30 to 12.05 WIB 2. Radirtas: Delivery of the Jiwasraya Restructuring
Via Zoom Meeting 3. Concept of Commercial Strategy for LCCT Terminal 1 and Terminal 2 of
BSH
87 Selasa, 01 Desember 2020 Top Management Interview Audit ISO 37001:2016 Stage 2 BOD
Pukul 09.00 s.d. 10.30 WIB Top Management Interview Audit ISO 37001:2016 Stage 2
Via Zoom Meeting
Tuesday, December 01, 2020
09.00 to 10.30 WIB
Via Zoom Meeting

No
88 Selasa, 08 Desember 2020 1. Progres Kegiatan dan Sample Project PGK
Pukul 11.00 s.d Selesai 2. Juknis Pengelolaan Bandara yang dikelola berdasarkan KSP BMN
Via Zoom Meeting 3. Program Pengembangan Energi Baru dan Terbarukan di Lingkungan
Tuesday, December 08, 2020 PT Angkasa Pura II (Persero)
11.00 to finish 4. Konsep Airlines Allocation Perencanaan Terminal 4 BSH
Via Zoom Meeting 5. Persiapan Hari Raya Natal 2020 & Tahun Baru 2021
1. Progress of PGK Activities and Sample Projects
2. Technical Guidance for Airport Management which is managed based on
KSP BMN
3. New and Renewable Energy Development Program within PT Angkasa
Pura II (Persero)
4. Concept of Airlines Allocation Planning for Terminal 4 BSH
5. Preparation for Christmas 2020 & New Year 2021
89 Rabu, 16 Desember 2020 1. Piket Nataru BOD PD, DX, DE, DF,
Pukul 08.30 s.d Selesai 2. Progres Report Piutang Usaha DS, DO, DC
Via Zoom Meeting 3. KPI Operasi & Pelayanan Bandara dalam Periode Angkutan Nataru
Wednesday, December 16, 2020 2020/2021
08.30 until finished 4. RADIRTAS
Via Zoom Meeting 5. Persetujuan Final Doc Release KNO
6. Update Usulan RKAP 2021 Paska Rapat Teknis dengan Pemegang
Saham
1. Christmas pickets and new year BOD
2. Accounts Receivable Progress Report
3. KPI for Airport Operations & Services in the 2020/2021 Nataru Transport
Period
4. RADIRTAS
5. Approval of Final Doc Release KNO
6. Update Proposed RKAP 2021 Post Technical Meeting with Shareholders
90 Senin, 21 Desember 2020 1. Persiapan Ragab PD, DX, DF, DE,
Pukul 16.30 s.d Selesai a. Laporan Manajemen Bulan November Tahun 2020 DO, DS, DC
Via Zoom Meeting b. Kesiapan Operasional dan Protokol Kesehatan atas Potensi
Monday, December 21, 2020 Lonjakan Penumpang Natal dan Tahun Baru 2020-2021
16.30 until finished c. Update Agreement Stategic Partnership KNO
Via Zoom Meeting d. Progres Pengembangan Data Analytics with IQRA
1. Joint meeting preparation
a. Management Report for November 2020
b. Operational Readiness and Health Protocols for Potential Jumps in
Christmas and New Year’s Passengers 2020-2021
c. Update of the KNO Strategic Partnership Agreement
d. Progress of Data Analytics with IQRA Development
91 Selasa, 29 Desember 2020 1. Agenda Persiapan Ragab: Pembahasan Profil Bulanan atas BOD
Pukul 09.00 s.d Selesai Pendapatan dan Biaya selama 3 Tahun Terakhir (2018-2020), Dampak
Via Zoom Meeting dan Inovasinya bagi Perusahaan per masing-masing Direktorat
Tuesday, December 29, 2020 2. Rencana Seleksi Mitra Pengelola Terminal Cargo Cluster 2 CGK
09.00 - Finish 3. Rencana Seleksi Mitra Pengelola Cargo Cluster 3 dan 4
Via Zoom Meeting 4. Rencana Seleksi Mitra Usaha Pengelola Advertising Outdoor
5. Progres Asesmen Program Investasi
1. Joint Meeting Preparation Agenda: Discussion of Monthly Profiles
on Income and Costs for the Last 3 Years (2018-2020), Impacts and
Innovations for the Company per each Directorate
2. Plan for the Selection of CGK Terminal Cluster 2 Cargo Terminal
Management Partners
3. Plan for Selection of Cargo Cluster Management Partners 3 and 4
4. Plan for Selection of Business Partners for Outdoor Advertising
Management
5. Progress of Investment Program Assessment

PENGUNGKAPAN HUBUNGAN AFILIASI
DIREKSI, DEWAN KOMISARIS DAN
PEMEGANG SAHAM
Disclosure of Affiliation Relationships of the Board of
Directors, Board of Commissioners and Shareholders
INFORMASI TENTANG PEMEGANG SAHAM INFORMATION ABOUT MAIN / CONTROLLING

UTAMA/PENGENDALI SHAREHOLDERS
Pemegang saham utama/pengendali sekaligus The main / controlling shareholder as well as the sole
pemegang saham tunggal Angkasa Pura II adalah shareholder of Angkasa Pura II is the Republic of Indonesia,
Negara Republik Indonesia, melalui Pemerintah through the Government of the Republic of Indonesia / the
Republik Indonesia/Kementerian BUMN, yang memiliki Ministry of SOE, which owns all of the Company’s shares
seluruh saham Perseroan (100,00%). (100.00%).
HUBUNGAN AFILIASI ANGGOTA DIREKSI AFFILIATION RELATIONSHIP OF MEMBERS OF THE

BOARD OF DIRECTORS
Sesuai dengan ketentuan yang berlaku, masing-masing
organ Perusahaan Perusahaan bersifat independen In accordance with applicable provisions, each Company
dan tidak salingmencampuri satu sama lain. Setiap organ is independent and does not interfere with one
anggota Direksi dapat bertindak independen dalam another. Each member of the Board of Directors can act
melaksanakan fungsi dan tugasnya baik secara independently in carrying out their functions and duties
individual maupun kolegial semata-mata demi both individually and collegially solely in the interests
kepentingan Perusahaan. Hubungan antara Dewan of the Company. The relationship between the Board of
Komisarisdan Direksi adalah hubungan kerja sebagai Commissioners and the Board of Directors is a working
organ utama tata kelola perusahaan yang masing- relationship as the main organs of corporate governance,
masing memiliki peran sebagai fungsi pengawasan dan each of which has a role as a supervisory function and
fungsi pengelolaan Perusahaan. management function of the Company.
Hubungan keluarga dan kepengurusan perusahaan lain Family relationships and managerial relationships with
anggota Direksi dengan sesama anggota Direksi dan/ other companies by members of the Board of Directors
atau anggota Dewan Komisaris serta Pemegang Saham with fellow members of the Board of Directors and/or
selama periode tahun 2020 sebagai berikut: members of the Board of Commissioners and Shareholders
throughout the period of 2019 as follows:
Hubungan Keluarga Dengan Organ Perseroan Hubungan Kepengurusan di Perusahaan Lain

Family Relationships with the Company Organs Managerial Relationships in Other Companies
Dewan Sebagai Dewan Sebagai Sebagai
Direksi Pemegang
Nama Komisaris Komisaris Direksi Pemegang
Board of Saham
Name Board of As Board of As Board of Saham
Directors Shareholders
Commissioners Commissioners Directors As Shareholders
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No
Muhammad √ √ √ √ √ √
Awaluddin
Edwin Hidayat √ √ √ √ √ √
Ajar Setiadi √ √ √ √ √ √
Armand Hermawan √ √ √ √ √ √
Muhamad Wasid √ √ √ √ √ √
Agus Wialdi √ √ √ √ √ √

Secretary to the Board of Commissioners
Sekretaris Dewan Komisaris
Direksi Pemegang
Board of Saham
Ghamal Peris Aulia √ √ √ √ √ √
Wiweko Probojakti √ √ √ √ √ √
HUBUNGAN AFILIASI DEWAN KOMISARIS AFFILIATION RELATIONSHIPS OF MEMBERS OF

THE BOARD OF COMMISSIONERS
Hubungan keluarga dan kepengurusan perusahaan Family relationships and managerial relationships with
lain anggota Dewan Komisaris dengan sesama anggota other companies by members of the Board of Commissioners
Dewan Komisaris dan/atau anggota Direksi serta with fellow members of the Board of Commissioners and/
Pemegang Saham selama periode tahun 2020 sebagai or members of the Board of Directors and Shareholders
berikut: throughout the period of 2020 as follows:

Direksi Pemegang
Board of Saham
Agus Santoso √ √ √ √ √ √
Mochtar Husein √ √ √ √ √ √
Tubagus Fiki Chikara √ √ √ √ √ √
Satari
Andus Winarno √ √ √ √ √ √
Abdul Muis √ √ √ √ √ √
Dodi Iskandar √ √ √ √ √ √

Dalam rangka membantu kelancaran pelaksanaan In order to help the smooth performance of its duties, the
tugasnya, Dewan Komisaris dibantu oleh Sekretariat Board of Commissioners is assisted by the Secretary of
Dewan Komisaris yang berfungsi sebagai penghubung the Board of Commissioners who functions as a liaison
Dewan Komisaris dengan pihak lain. Sekretariat Dewan between the Board of Commissioners and other parties.
Komisaris dipimpin oleh seorang pejabat Sekretaris The Secretary of the Board of Commissioners is chaired by
Dewan Komisaris. an official Secretary of the Board of Commissioners.

KRITERIA SEKRETARIS DEWAN KOMISARIS CRITERIA FOR THE SECRETARY OF THE BOARD OF
COMMISSIONERS
Pengangkatan Sekretaris Dewan Komisaris telah The appointment of the Secretary of the Board of
berdasarkan pada Kriteria Sekretaris Dewan Komisaris Commissioners is based on the Criteria for the Secretary of
sebagai berikut: the Board of Commissioners as follows:
1. Memahami sistem pengelolaan, pengawasan, dan 1. Understand the SOE management, supervision and
pembinaan BUMN. guidance system.
2. Memiliki integritas yang baik. 2. Have good integrity.
3. Memahami fungsi kesekretariatan. 3. Understand the secretarial function.
4. Memiliki kemampuan untuk berkomunikasi dan 4. Have the ability to communicate and coordinate well.
berkoordinasi dengan baik.
DASAR PENGANGKATAN DAN PROFIL BASIS OF APPOINTMENT AND PROFILE OF THE

SEKRETARIS DEWAN KOMISARIS SECRETARY OF THE BOARD OF COMMISSIONERS
Sekretaris Dewan Komisaris Perusahaan dijabat oleh The Secretary of the Board of Commissioners of the Company
Sarpi berdasarkan KEP.03.03/00/04/2019/0098 tanggal is held by Sarpi based on KEP.03.03 / 00/04/2019/0098
1 April 2019 perihal “Pemberhentian dan Pengangkatan dated 1 April 2019 regarding “Dismissal and Appointment
Sekertaris Dewan Komisaris Perusahaan Perseroan of Secretary of the Board of Commissioners of the Company
(Persero) PT Angkasa Pura II. (Persero) PT Angkasa Pura II.
PROFIL SEKRETARIS DEWAN KOMISARIS PROFILE OF THE SECRETARY OF THE BOARD OF

COMMISSIONERS
Sarpi Sarpi
Warga Negara Indonesia, umur 37 tahun. Menyelesaikan Indonesian citizen, 37 years old. Completed Diploma III
pendidikan Diploma III dari Sekolah Tinggi Akuntansi education from the State College of Accountancy and a
Negara dan Sarja dari Universitas Indonesia. Sebelum Bachelor’s Degree from the University of Indonesia. Prior to
menjabat sebagai Sekretaris Dewan Komisaris, serving as Secretary of the Board of Commissioners, he has
memiliki pengalaman sebagai Komite Audit dan experience as the Audit and Risk Management Committee
Manajemen Risiko PT Pertamina (Persero), Sekretaris of PT Pertamina (Persero), Secretary of the Board of
Dewan Komisaris PT Taman Wisata Candi Borobudur, Commissioners of PT Taman Wisata Candi Borobudur,
Prambanan dan Ratu Boko (Persero) serta Sekretaris Prambanan and Ratu Boko (Persero) and Secretary of the
Dewan Komisaris PT Pupuk Sriwidjaja. Board of Commissioners of PT Pupuk Sriwidjaja.
PEDOMAN KERJA, TUGAS DAN TANGGUNG WORK GUIDELINES, DUTIES AND

JAWAB SEKRETARIS DEWAN KOMISARIS RESPONSIBILITIES OF THE SECRETARY OF THE
BOARD OF COMMISSIONERS
Pedoman kerja Sekretaris Dewan Komisaris mengacu The work guidelines for the Secretary of the Board of
pada Board Manual Perseroan. Tugas dan tanggung Commissioners refer to the Company’s Board Manual. The
jawab Sekretaris Dewan Komisaris Perusahaan antara duties and responsibilities of the Secretary of the Company’s
lain: Board of Commissioners include:
1. Membantu Dewan Komisaris mempersiapkan 1. Assisting the Board of Commissioners in preparing for
rapat, termasuk bahan rapat (briefing sheet) Dewan meetings, including meeting materials (briefing sheets)
Komisaris; for the Board of Commissioners;
2. Membuat risalah rapat Dewan Komisaris sesuai 2. Prepare minutes of the Board of Commissioners’
ketentuan anggaran dasar perusahaan; meetings in accordance with the provisions of the
company’s articles of association;

3. Mengadministrasikan dokumen Dewan Komisaris, 3. Administering Board of Commissioners documents,
baik surat masuk, surat keluar, risalah rapat, including incoming, outgoing, meeting minutes and
maupun dokumen lainnya; other documents;
4. Menyusun Rancangan Rencana Kerja dan Anggaran 4. Prepare the Draft Work Plan and Budget for the Board
Dewan Komisaris; of Commissioners;
5. Menyusun Rancangan Laporan-laporan Dewan 5. Compiling Draft Reports of the Board of Commissioners;
Komisaris;
6. Melaksanakan tugas lain dari Dewan Komisaris; 6. Carry out other duties of the Board of Commissioners;
7. Memastikan bahwa Dewan Komisaris mematuhi 7. Ensure that the Board of Commissioners complies with
peraturan perundang-undangan serta menerapkan laws and regulations and applies GCG principles;
prinsip GCG;
8. Memberikan informasi yang dibutuhkan oleh Dewan 8. Provide information needed by the Board of
Komisaris secara berkala dan/atau sewaktu-waktu Commissioners periodically and / or at any time if
apabila diminta; requested;
9. Mengkordinasikan anggota komite, jika diperlukan 9. Coordinating committee members, if necessary in order
dalam rangka memperlancar tugas Dewan to expedite the duties of the Board of Commissioners;
Komisaris;
10. Sebagai Penghubung (liaison Officer) Dewan 10. As a liaison officer for the Board of Commissioners with
Komisaris dengan pihak lainnya. other parties.
LAPORAN PELAKSANAAN TUGAS SEKRETARIS IMPLEMENTATION REPORT OF THE SECRETARY OF

DEWAN KOMISARIS THE BOARD OF COMMISSIONERS
Selama tahun 2020, Sekretaris Dewan Komisaris telah During 2020, the Secretary of the Board of Commissioners
melakukan berbagai kegiatan sebagai berikut: has carried out various activities as follows:
A. Pengesahan Rencana Kerja A. Ratification of the Work Plan
1. Rencana kerja dan anggaran perusahaan tahun 1. The company’s 2020 work plan and budget have
2020 telah disahkan berdasarkan keputusan been ratified based on the resolution of the General
Rapat Umum Pemegang Saham. Meeting of Shareholders.
Berkenaan dengan pengesahan RKAP tahun With regard to the ratification of the 2020 RKAP,
2020 tersebut, berikut adalah kontribusi saya here are my contributions as Secretary of the Board
selaku Sekertaris Dewan Komisaris: of Commissioners:
a. Penyiapan evaluasi untuk Dewan Komisaris a. Preparation of evaluation for the Board of
pada saat pembahasan dengan direksi. Commissioners during discussions with the
board of directors.
b. Penyiapan tanggapan Dewan Komisaris b. Preparation of the Board of Commissioners’
untuk Rapat Persiapan RUPS dan response to the GMS Preparation Meeting and
pelaksanaan RUPS. the implementation of the GMS
c. Penyiapan Konsep KPI Dewan Komisaris c. Preparation of the KPI Concept for the Board of
Commissioners.
2. Rencana kerja dan anggaran Dewan Komisaris 2. The work plan and budget of the Board of
tahun 2020 disahkan berdasarkan keputusan Commissioners for 2020 are ratified based on the
Rapat Umum Pemegang Saham resolution of the General Meeting of Shareholders
Berkenaan dengan pengesahan RKA Dewan With regard to the ratification of the 2020 RKA of the
Komisaris tahun 2020 tersebut, berikut adalah Board of Commissioners, here are my contributions
kontribusi saya selaku Sekertaris Dewan as Secretary of the Board of Commissioners:
Komisaris:
a. Penyiapan evaluasi untuk Dewan Komisaris a. Preparation of evaluation for the Board of
pada saat pembahasan internal. Commissioners during internal discussions
b. Kooridansi dengan komite untuk penyiapan b. Coordinate with committees for the preparation
Rencana Kerja masing-masing Komite. of work plans for each committee.

c. Penyiapan konsep KPI Dewan Komisaris dan c. Preparation of the KPI concept for the Board of
masing-masing komite. Commissioners and respective committees.
d. Koordinasi dengan bagian keuangan untuk d. Coordination with the finance department to
penetapan pagu anggaran Dewan Komisaris. determine the budget ceiling for the Board of
Commissioners.
B. Pengesahan Laporan Tahunan B. Ratification of the Annual Report

1. Menyiapkan bahan evaluasi capaian kinerja 1. Prepare materials for evaluating 2020 performance
tahun 2020 dibandingkan dengan RKAP 2020 achievements compared to the 2020 RKAP
2.
Menyiapkan bahan evaluasi hasil audit oleh 2. Prepare materials for evaluating the audit results
kantor akuntan publik dan mendorong Direksi by the public accounting firm and encouraging the
untuk menyelesaikan temuan-temuan auditor Board of Directors to resolve the auditor’s findings
3. Menyiapkan bahan evaluasi penilaian terhadap 3. Prepare evaluation materials for the assessment
pencapaian kinerja Direksi melalui pengusulan of the performance achievement of the Board of
remunerasi tahun 2020 dan tantiem atas kinerja Directors through proposing remuneration for
tahun 2019 2020 and bonuses for performance in 2019
4. Menyiapkan bahan evaluasi dan memberikan 4. 4repare evaluation materials and provide an
penilaian terhadap kinerja kantor akuntan assessment of the performance of the public
publik. accounting firm.
Komite Audit
Audit Committee
Dalam rangka membantu Dewan Komisaris dalam In order to assist the Board of Commissioners in carrying
melaksanakan tugas pengawasan, Angkasa Pura II out supervisory duties, Angkasa Pura II established an Audit
membentuk Komite Audit yang memberikan opini Committee which provides professional and independent
profesional dan independen kepada Dewan Komisaris opinion to the Board of Commissioners regarding reports
mengenai laporan atau hal-hal lain yang diajukan oleh or other matters submitted by the Board of Directors to the
Direksi kepada Dewan Komisaris. Board of Commissioners.
Tugas Komite ini termasuk mengevaluasi laporan The duties of this Committee include evaluating reports from
dari fungsi Audit Internal dan memberikan argumen the Internal Audit function and providing basic arguments
mendasar terkait pengendalian internal yang dijalankan regarding internal control that is implemented in all units
di seluruh unit Perseroan. Komitmen Komite Audit of the Company. The Audit Committee’s commitment is
dijalankan dengan fokus pada efektivitas Corporate carried out with a focus on the effectiveness of Corporate
Governance, pengendalian internal, risks assessment, dan Governance, internal control, risk assessment, and overall
pengelolaan Perseroan secara keseluruhan. management of the Company.
PENGANGKATAN DAN PEMBERHENTIAN APPOINTMENT AND DISMISSAL OF THE AUDIT

KOMITE AUDIT COMMITTEE
Komite Audit diangkat dan diberhentikan oleh Dewan The Audit Committee is appointed and dismissed by the
Komisaris. Pengangkatan Anggota Komite Audit Board of Commissioners. The appointment of members
Perusahaan telah berdasarkan pada kriteria anggota of the Company’s Audit Committee has been based on the

Audit Committee
Komite Audit
Komite Audit sebagaimana yang diatur dalam Piagam criteria for members of the Audit Committee as stipulated
Komite Audit. in the Audit Committee Charter.
SUSUNAN KEANGGOTAAN KOMITE AUDIT AUDIT COMMITTEE MEMBERSHIP COMPOSITION
Komite Audit Angkasa Pura II terdiri dari 1 (satu) orang Angkasa Pura II Audit Committee consists of 1 (one)
Ketua Komite dan 1 (satu) orang Wakil Ketua Komite Committee Chairman and 1 (one) Vice Committee
yang merupakan Anggota Dewan Komisaris dan 2 Chairman who is a Member of the Board of Commissioners
(dua) orang anggota Komite yang berasal dari pihak and 2 (two) Committee members from independent parties
independen sebagai berikut: as follows:
Nama Jabatan
Name Position
Agus Santoso Ketua Komite Audit Perusahaan AP II
Chairman of the AP II Audit Committee
Dodi Iskandar Wakil Ketua
Vice Chairman
Adi Prasetyana Mahendradani Anggota
Member
Irwanda Wisnu Wardhana Anggota
Member
Profil Anggota Komite Audit

Profile of Audit Committee Members
Nama / Foto Profil Ringkas Anggota Komite Nominasi dan Remunerasi

Name / Photo Brief Profile of the Members of the Nomination and Remuneration Committee
Agus Santoso Lahir di Solo 4 Agustus 1958, Menyelesaikan Pendidikan Sarjana Civil Engineering di ITB, Magister Traffic
Engineering di ITB-Leeds University (Inggris), Pascasarjana Teknik Penerbangan di ENAC & ENSICA
(Prancis) dan Doktor Management di Universitas Negeri Jakarta.
Sebelumnya pernah menjabat di Kementerian Perhubungan sebagai Direktur Jenderal Perhubungan
Udara (2017), Kepala Badan Penelitian & Pengembangan Transportasi (2016), Direktur Bandar Udara
(2015), Kepala Puslitbang Udara (2014), Kepala Bandar Udara (2009), Kepala Bagian Perencanaan DJU
(2007), Kepala Bagian Perencanaan BPSDM (2005), Inspektor Kelaikudaraan Pesawat Terbang (1997).
Pernah menjabat di BUMN sebagai Komisaris Utama PT Garuda Indonesia (2018), Ketua Dewan
Pengawas Perum Air Navigation Indonesia (2017), Komisaris PT Angkasa Pura I (2014), Senior Structure
Engineer Industri Pesawat Terbang PT IPTN (1985).
Selain itu juga pernah menjadi Ketua Delegasi Misi Pencabutan Larangan Terbang Europhean Union
(2018), Ketua Delegasi Harmonisasi Regulasi dengan EASA-Eropa (2018), Ketua Delegasi Harmonisasi
Regulasi dengan FAA-Amerika (2017), Ketua Delegasi Indonesia Safety Compliance ICAO-Canada (2017),
Ketua Kelompok Industri & Manufacture Badan Kejuruan Kedirgantaraan Persatuan Insinyur Indonesia
PII.
Born in Solo on August 4, 1958, Graduated from Civil Engineering at ITB, Masters in Traffic Engineering at
ITB-Leeds University (UK), Postgraduate Aviation Engineering at ENAC & ENSICA (France) and Doctor of
Management at Jakarta State University.
Previously served at the Ministry of Transportation as Director General of Civil Aviation (2017), Head of the
Transportation Research & Development Agency (2016), Director of Airports (2015), Head of Air Research and
Development Center (2014), Head of Airport (2009), Head of the Planning Division of DJU (2007), Head of
Planning Division of BPSDM (2005), Inspector of Airworthiness of Aircraft (1997).
He has served in SOE as President Commissioner of PT Garuda Indonesia (2018), Chairman of the Supervisory
Board of Perum Air Navigation Indonesia (2017), Commissioner of PT Angkasa Pura I (2014), Senior Structure
Engineer for the Aircraft Industry of PT IPTN (1985).
In addition, he has also been the Chair of the Delegation of the Europhean Union Flight Prohibition Mission
(2018), Head of the Delegation to Harmonization of Regulations with EASA-Europe (2018), Head of the
Delegation of Harmonization of Regulations with FAA-America (2017), Head of the Delegation of Indonesia
Safety Compliance ICAO-Canada ( 2017), Chairman of the Industry & Manufacturing Group of the Aerospace
Vocational Board of the Indonesian Engineers Association PII.


Dodi Iskandar Lahir pada 24 Januari 1960. Menyelesaikan pendidikan formal Diploma IV Akuntansi-STAN (1990), dan
pendidikan S2 di University of Colorado, Amerika Serikat (1994).
Memiliki riwayat pekerjaan sebagai Komite Audit PT Pusri (2004 - 2018), Sekretaris Badan Pendidikan
dan Pelatihan Keuangan (2008-2013), Direktur Bank Milik Negara, Direktorat Jenderal Kekayaan Negara
(2013), Komisaris PT Perkebunan Nusantara VII (2014-2019), Sekretaris Direktorat Jenderal Kekayaan
Negara (2013-sekarang).
Born on January 24, 1960. Completed his formal education Diploma IV Accounting-STAN (1990), and master’s
education at the University of Colorado, United States (1994).
Has a work experience as the Audit Committee of PT Pusri (2004 - 2018), Secretary of the Financial Education
and Training Agency (2008-2013), Director of State-Owned Banks, Directorate General of State Assets (2013),
Commissioner of PT Perkebunan Nusantara VII (2014-2019), Secretary of the Directorate General of State
Assets (2013-present).
Adi Prasetyana Mahendradani Lahir di Banyumas 19 Januari 1963 berdomisili di Jakarta. Telah menyelesaikan pendidikan formal
Diploma 3 Spesialisasi Akuntansi pada Sekolah Tinggi Akuntansi Negara (STAN), S1 Ekonomi Manajemen
Universitas Indonesia, S1 Ekonomi Akuntansi Universitas Indonesia dan Magister Management STIE IPWI
Jakarta Indonesia.
Memiliki sertifikasi Chartered Accountant (D25078) dan Brevet Pajak A, B, dan C.
Tergabung dalam keanggotaan organisasi profesi sebagai Anggota IAI (No. 11.D25078).
Memiliki riwayat pekerjaan sebagai Auditor BPKP (Anggota tim, ketua tim, Pengendali Teknis) tahun 1984
- 2006, menjadi Auditor PT Pertamina EP pada tahun 2006 - 2010, pernah menjabat sebagai Manajer
Internal Audit PT Pertamina EP 2010 - 2014, sebagai Vice President Treasury & FO PT Pertamina EP tahun
2014 - 2016, lalu menjabat sebagai Vice President Tax PT Pertamina (Persero) tahun 2016 - 2018, sebagai
Vice President Controller PT Pertamina EP 2018 - 2019, menjabat sebagai Komisaris PT Pertamina Bina
Medika 2018 - 2019, dan Menjabat Finance & Business Support Director PT Pertamina EP.
Born in Banyumas January 19, 1963 domiciled in Jakarta. Has completed formal education Diploma 3
Accounting Specialization at the State College of Accountancy (STAN), S1 Management Economics, University
of Indonesia, S1 Accounting Economics, University of Indonesia and Masters of Management STIE IPWI Jakarta
Indonesia.
Has Chartered Accountant (D25078) certification and Tax Brevet A, B, and C.
Joined in the membership of a professional organization as a Member of IAI (No. 11.D25078).
Has a work experience as a BPKP Auditor (team member, team leader, Technical Controller) from 1984 - 2006,
became an Auditor of PT Pertamina EP in 2006 - 2010, served as Internal Audit Manager of PT Pertamina EP
2010 - 2014, as Vice President Treasury & FO PT Pertamina EP in 2014 - 2016, then served as Vice President
Tax of PT Pertamina (Persero) in 2016 - 2018, as Vice President Controller of PT Pertamina EP 2018 - 2019,
served as Commissioner of PT Pertamina Bina Medika 2018 - 2019, and served as Finance & Business Support
Director PT Pertamina EP.
Irwanda Wisnu Wardhana Warga Negara Indonesia, yang berdomisili di Jakarta lahir pada tanggal 21 Juli 1980, saat ini berusia 38
tahun) tahun. Beliau memperoleh gelar sarjana dari STAN pada 2005, Master in Public Economic dari
Hitotsubashi University, Japan pada 2010 dan Ph.D in Public Policy and Political Economy, University of
Texas pada 2016). Sebelum menjabat sebagai anggota Komite Audit Perseroan, beliau sempat berkarier
pada Kementerian Keuangan dari (2007-2012) sebagai analis kebijakan PKSSI, BKF, Kemenkeu; Keapala
Bagian Energi, PKPPIM,BKF Kemenkeu. Selain itu juga menjabat sebagai Konsultan untuk UNPSA,
Kementerian PAN-RB (2014-sekarang) dan Peneliti Muda di Bidang Kebijakan Fiskal, LIPI (2012-sekarang).
Indonesian citizen, domiciled in Jakarta, born on July 21, 1980, currently 38 years old. He obtained his
bachelor’s degree from STAN in 2005, Master in Public Economics from Hitotsubashi University, Japan in 2010
and Ph.D in Public Policy and Political Economy, University of Texas in 2016). Prior to serving as a member
of the Company’s Audit Committee, he had a career at the Ministry of Finance from (2007-2012) as a policy
analyst at PKSSI, BKF, Ministry of Finance; Head of the Energy Section, PKPPIM, BKF, Ministry of Finance. In
addition, he also serves as a Consultant for UNPSA, Ministry of PAN-RB (2014-present) and Young Researcher
in Fiscal Policy, LIPI (2012-present).

Audit Committee
Komite Audit
INDEPENDENSI KOMITE AUDIT INDEPENDENCE OF THE AUDIT COMMITTEE
Komite Audit diketuai oleh salah seorang anggota The Audit Committee is chaired by a member of the Board
Dewan Komisaris serta wakil ketua seorang Anggota of Commissioners and 2 (two) other professional members
Dewan Komisaris dengan anggota berasal dari 2 (dua) from outside of Angkasa Pura II and has a financial
anggota profesional lainnya berasal dari luar Angkasa background in accordance with the industrial field of
Pura IIserta mempunyai latar belakang Keuangan sesuai Angkasa Pura II.
dengan bidang industri Angkasa Pura II.
Dalam pelaksanan Tugasnya, Komite Audit bersifat In carrying out its duties, the Audit Committee is independent
mandiri serta bekerja secara profesional dan independen. and works professionally and independently.
Tabel Independensi Komite Audit

Audit Committee Independence Table
Aspek Independensi Adi Prasetyana Irwanda Wisnu

Agus Santoso Dodi Iskandar
Independence Aspects Mahendradani Wardhana
Tidak memiliki hubungan keuangan dengan Dewan √ √ √ √
Komisaris dan Direksi
Has no financial relationship with the Board of
Tidak memiliki hubungan kepengurusan di PT √ √ √ √

Angkasa Pura II (Persero), anak perusahaan maupun
perusahaan afiliasi
Has no managerial relationship at PT Angkasa Pura II
(Persero), subsidiaries and affiliated companies
Tidak memiliki hubungan kepemilikan saham di PT √ √ √ √
Angkasa Pura II (Persero)
Has no managerial relationship at PT Angkasa Pura II
(Persero), subsidiaries and affiliated companies
Tidak memiliki hubungan keluarga dengan Dewan √ √ √ √
Komisaris, Direksi dan/atau sesama anggota Komite
Audit
Has no family relationship with the Board of
Commissioners, Board of Directors and/or fellow
members of the Audit Committee
Tidak menjabat sebagai pengurus partai politik, √ √ √ √
pejabat pemerintah daerah
Does not serve as a political party official, local
government official

URAIAN TUGAS DAN TANGGUNG JAWAB DESCRIPTION OF DUTIES AND RESPONSIBILITIES
Sebagaimana yang tertuang dalam Keputusan Dewan As mentioned in the Board of Commissioners Decree of PT
Komisaris Perseroan (Persero) PT Angkasa Pura II Angkasa Pura II No: KEP. 218/KP.1013.3/APII-2003 dated
Nomor: KEP. 218/KP.1013.3/APII-2003 tanggal 1 Agustus August 1, 2003 on the Audit Committee Composition at
2003 Tentang Pembentukan Komite Audit Perusahaan PT Angkasa Pura II and the implementation of its duties
di Perseroan (Persero) PT Angkasa Pura II serta dalam and functions, the Audit Committee is also equipped with
pelaksanaan fungsi dan tugasnya, Komite Audit Committee Charter which consists of a clear job description.
dilengkapi dengan Piagam (charter) Komite yang di
dalamnya memuat uraian tugas secara jelas.
Sesuai KEP. 218/KP.1013.3/APII-2003 tanggal 1 Agustus In accordance with KEP. 218/KP.1013.3/APII-2003 dated
2003 Komite Audit bertanggung Jawab untuk: August 1, 2003, the Audit Committee is responsible for:
1. Menilai hasil pelaksanaan kegiatan sefta hasil audit 1. Assessing the audit results conducted by the Internal
yang dilakukan oleh Satuan Pengawasan Intern Control Unit (SPD or external auditors) so as to prevent
(SPD atau auditor eksternal sehingga dapat dicegah any unqualified implementation and reporting;
pelaksanaan dan pelaporan yang tidak memenuhi
standar;
2. Memberikan rekomendasi mengenai penyempurnaan 2. Providing recommendations on the improvement
sistem pengendalian manajemen Perusahaan serta the Company’s management control system and its
pelaksanaannya; implementation;
3. Memastikan bahwa telah terdapat prosedur 3. Ensuring the existence of satisfactory review procedures
review yang memuaskan terhadap informasi yang towards the information shared by PT Angkasa Pura
dikeluarkan PT (Persero)Angkasa Pura II, termasuk II (Persero), including brochure, periodical financial
brosur, laporan keuangan berkala,proyeksi/forecast statements, forecast/projection, and other financial
dan lain-lain informasi keuangan yangdisampaikan information submitted to the Shareholders;
kepada pemegang saham;
4. Mengidentifikasi hal-hal yang memerlukan perhatian 4. Identifying matters that require the attention of the
Komisaris; Board of Commissioners;
5. Melaksanakan tugas lain yang diberikan oleh Dewan 5. Carrying out other duties given by the Board of
Komisaris sepanjang masih dalam lingkup tugas dan Commissioners as long as they are within the scope of
kewajiban Dewan Komisaris berdasarkan ketentuan duties and responsibilities of Board of Commissioners
peraturan perundangundangan Yang berlaku. based on the provisions of the applicable statutory
regulations;
6. Komite Audit wajib melaporkan segera hasil evaluasi 6. The Audit Committee must report immediately the
yang telah dilakukan kepada Dewan Komisaris; evaluation results that has been made to the Board of
Commissioners;
7. Komite Audit wajib membuat laporan berkala paling 7. The Audit Committee is required to make periodic
tidak setiap 3 bulan yang berisi pokok hasil kerjanya; reports at least every 3 months that contains main
8. Kornite Audit wajib membuat laporan khusus results of its work;
yang berisi setiap temuan yang di perkirakan 8. The Audit Committee is required to make a special
dapat mengganggu kegiatan PT (Persero) report that consists of any findings that are expected to
Angkasa Pura II yang disampaikan kepada Dewan disrupt the activities of PT Angkasa Pura II (Persero) to
Komisaris selambat-lambantnya- 10 hari kerja sejak the Board of Commissioners at the latest of 10 working
tanggal temuan diketahui. days since the date of finding been known.

Audit Committee
Komite Audit
URAIAN PELAKSANAAN KEGIATAN KOMITE
AUDIT TAHUN 2020 DESCRIPTION OF THE 2020 AUDIT COMMITTEE
ACTIVITIES
Komite Audit telah melaksanakan beberapa kegiatan
terkait audit dan pengawasan untuk memastikan The Audit Committee has carried out several activities
implementasi Tata Kelola Perusahaan atau Good related to auditing and supervision to ensure the
Corporate Governance (GCG) telah dikelola dengan implementation of Good Corporate Governance (GCG) has
efektif: been effectively managed:
Pelaksanaan kegiatan Komite Audit tahun 2020 dapat The implementation of the Audit Committee activities
dilaksanakan sesuai dengan rencana kerja yang sudah in 2020 can be carried out in accordance with the work
ditetapkan, secara umum kegiatan Komite Audit di plan that has been set, in general, the Audit Committee
kelompokan menjadi 3 (tiga) kelompok yaitu kegiatan activities are grouped into 3 (three) groups, namely meeting
rapat, kegiatan kunjungan kerja dan kegiatan Seminar. activities, work visit activities and seminar activities. These
Hal ini dapat digambarkan sebagai berikut: can be described as follows:
1. Kegiatan Rapat Komite Audit 1. Audit Committee Meeting Activities
Dalam melaksanakan kegiatan rapat, Komite Audit In carrying out meeting activities, the Audit Committee
telah melakukan rapat-rapat baik rapat rutin maupun has held meetings both routine and non-routine
tidak rutin. Rapat rutin adalah rapat yang dilakukan meetings. Routine meetings are meetings that are held
secara berkala dan berkelanjutan sedangkan rapat regularly and continuously, while non-routine meetings
tidak rutin adalah rapat yang dilakukan berdasarkan are meetings that are conducted based on needs in
kebutuhan sesuai dengan tugas Komite Audit. accordance with the duties of the Audit Committee.
2. Kegiatan Kunjungan Kerja ke Kantor Cabang 2. Working Visits Activities to PT Angkasa Pura II (Persero)
PT Angkasa Pura II (Persero) Branch Offices
Dalam rangka monitoring permasalahan– In the context of monitoring strategic problems at the
permasalahan strategis di Kantor Cabang dan guna Branch Office and to see firsthand the condition of the
melihat langsung kondisi bandara serta kendala airport and the existing obstacles.
yang ada.
3. Kegiatan Seminar & Studi Banding 3. Seminar & Comparative Study Activities
Dalam rangka menambah wawasan serta In order to add insight and increase knowledge about
meningkatkan pengetahuan tentang tugas dan the duties and functions of the Committee, the Audit
fungsi Komite, Komite Audit tidak mengikuti seminar Committee did not attend seminars or workshops
atau workshop dikarenakan masih mengalami because we still experiencing the COVID-19 pandemic
pandemi COVID-19 selama periode Triwulan IV during the Fourth Quarter of 2020.
Tahun 2020.
Secara umum program kegiatan Komite Audit dapat In general, the Audit Committee’s program of activities can
dilaksanakan dengan optimal. Dedikasi dan semangat be carried out optimally. The dedication and enthusiasm
untuk memberikan kontribusi kepada Dewan Komisaris to contribute to the Board of Commissioners is very high,
sangat tinggi, sehingga kiranya dapat memberikan so that it can provide input and benefits for the Board of
masukan dan manfaat bagi Dewan Komisaris dalam Commissioners in determining further policies.
menentukan kebijakan lebih lanjut.
FREKUENSI PERTEMUAN DAN TINGKAT MEETINGS FREQUENCY AND ATTENDANCE LEVEL

KEHADIRAN RAPAT KOMITE AUDIT OF THE AUDIT COMMITTEE
Selama tahun 2020, Komite Audit telah melaksanakan Throughout 2020, the Audit Committee held 31 meetings,
31 kali rapat, yang terdiri dari rapat internal dengan consisting of internal meetings with the Board of
Dewan Komisaris dan Rapat Komite dengan Manajemen Commissioners and Committee Meetings with Management
serta rapat gabungan dengan Internal Auditor, Eksternal and joint meetings with Internal Auditors, External Auditors.
Auditor. Tingkat kehadiran anggota Komite Audit dalam The attendance level of Audit Committee members at these
rapat-rapat tersebut adalah: meetings was:

Tabel Tingkat Kehadiran Rapat Komite Audit

Table of Audit Committee Meeting Attendance Level
Jumlah Kehadiran Rapat

Nama Jabatan Number of Meeting Attendance
Name Position Jumlah
%
Total
Irwanda Wisnu Wardhana Anggota Komite Audit 31 100
Audit Committee Member
Adi Prasetyana Mahendradani* Anggota Komite Audit 12 100
* Adi Prasetyana Mahendradani sebagai komite per 14 September 2020 sesuai KEP.03.01/00/09/2020/0180 (mengikuti 12 kali rapat BOC &
Komite)
Adi Prasetyana Mahendradani as committee as of September 14, 2020 according to KEP.03.01/00/09/2020/0180 (participated in 12 BOC &
Committee meetings)
REMUNERASI KOMITE AUDIT REMUNERATION OF THE AUDIT COMMITTEE
Rincian remunerasi Komite Audit sebagai berikut: Details of remuneration of the Audit Committee are as
follows:
Nama Komite Audit Jabatan Honorarium Take Home Pay (per bulan)
No
Name of the Audit Committee Position Honorarium Take Home Pay (per month)
1 Adi Prasetyana Mahendradani Anggota Komite Audit Rp. 49.871.710
2 Irwanda Wisnu Wardhana Anggota Komite Audit Rp. 49.871.710
Anggota Komite Audit yang bukan Komisaris Audit Committee members who are not Commissioners
memperoleh remunerasi yang terdiri dari honorarium. receive a remuneration consisting of honorarium. The
Honorarium yang diberikan sebesar Rp. 49.871.710,- honorarium given is Rp. 49,871,710,- per month. The total
per bulan Total Remunerasi Komite Audit yang bukan remuneration of the Audit Committee Members who were
Anggota Dewan Komisaris selama tahun 2020 sebesar not Members of the Board of Commissioners in 2020 was
Rp. 1.196.921.040,- . Rp. 1.196.921.040,-.
EVALUASI DAN PENILAIAN KINERJA KOMITE EVALUATION AND PERFORMANCE ASSESSMENT

AUDIT OLEH DEWAN KOMISARIS OF THE AUDIT COMMITTEE BY THE BOARD OF
COMMISSIONERS
Penilaian atas kinerja Komite audit dilakukan oleh Assessment of the performance of the audit committee is
Dewan Komisaris setiap 1 (satu) tahun sekali. Penilaian carried out by the Board of Commissioners every 1 (one)
tersebut berdasarkan realisasi dan penyelesaian year. The assessment is based on the realization and
program kerja yang tercantum dalam Rencana Kerja completion of work programs listed in the Committee’s
dan anggaran Komite. Work Plan and budget.

Komite Nominasi dan Remunerasi
Nomination and Remuneration Committee

Angkasa Pura II telah memiliki secara khusus Angkasa Pura II has specifically a Nomination and
Komite Nominasi dan Remunerasi yang dibentuk Remuneration Committee which was formed based on
berdasarkan Keputusan Dewan Komisaris Nomor: the Decree of the Board of Commissioners Number:
KEP.03.01/00/05/2020/0073 Tentang Pembentukan KEP.03.01/00/05/2020/0073 concerning the Establishment
Komite Nominasi dan Remunerasi Perusahaan of the Nomination and Remuneration Committee for the
Perseroan (Persero) PT Angkasa Pura II tanggal 5 Mei Company (Persero) PT Angkasa Pura II on May 5, 2020.
2020.
PENGANGKATAN DAN PEMBERHENTIAN APPOINTMENT AND DISMISSAL OF THE

KOMITE NOMINASI DAN REMUNERASI NOMINATION AND REMUNERATION COMMITTEE
Komite Nominasi dan Remunerasi diangkat dan The Nomination and Remuneration Committee is
diberhentikan oleh Dewan Komisaris. Pengangkatan appointed and dismissed by the Board of Commissioners.
Anggota Komite Nominasi dan Remunerasi Perusahaan The appointment of the members of the Nomination and
telah berdasarkan pada kriteria anggota Komite Remuneration Committee of the Company is based on the
Nominasi dan Remunerasi sebagaimana yang diatur criteria for members of the Nomination and Remuneration
dalam Piagam Komite Nominasi dan Remunerasi. Committee as stipulated in the Charter of the Nomination
and Remuneration Committee.
SUSUNAN KEANGGOTAAN KOMITE NOMINASI MEMBERSHIP COMPOSITION OF THE

DAN REMUNERASI NOMINATION AND REMUNERATION COMMITTEE
Komite Nominasi dan Remunerasi Angkasa Pura II The Nomination and Remuneration Committee of Angkasa
terdiri dari 1 (satu) orang Ketua Komite dan 1 (satu) Pura II consists of 1 (one) Chairman of the Committee
orang Sekretaris merupakan Anggota Dewan Komisaris and 1 (one) Secretary who is a Member of the Board of
dan 2 (dua) orang anggota Komite yang berasal dari Commissioners and 2 (two) Committee members from
pihak independen sebagai berikut: independent parties as follows:
Nama Jabatan
Name Position
Abdul Muis Ketua Komite Nominasi & Remunerasi
Chairman of the Nomination & Remuneration Committee
Andus Winarno Wakil Ketua Komite Nominasi dan Remunerasi
Vice Chairman of the Nomination and Remuneration Committee
Hermawan Syahrul Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Lailly Prihatiningtyas Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee

Profil Anggota Komite Nominasi dan Remunerasi

Profiles of Members of the Nomination and Remuneration Committee

Abdul Muis Diangkat menjadi Komisaris di PT Angkasa Pura II (Persero) berdasarkan Surat Keputusan Menteri
BUMN Nomor SK-127/MBU/04/2020 tanggal 27 April 2020.
Lahir di Sengkang pada 4 Desember 1960, beliau menyelesaikan pendidikan di Universitas Satria
Makassar pada tahun 2015.
Sebelumnya pernah menjabat sebagai Tenaga Ahli Kepala BNPB (2019), Dirjen Perencanaan Pertahanan
Kementerian Pertahanan (2017), Panglima Komando Pertahanan Udara Nasional (2015), Gubernur
Akademi TNI AU (2015), Panglima Komando Operasi TNI AU II Makassar (2014), Waasops Kepala Staf
Angkatan Udara (2013), Komandan Pangkalan TNI AU Adi SUtjipto Yogyakarta (2011), hingga Komandan
Pangkalan TNI AU Supadio Pontianak (2007).
Pernah mengikuti pelatihan antara lain Pelatihan Lemhannas (2011), Pelatihan di SESKO TNI (2008),
Pelatihan di SESKOAD (1998), Pelatihan di SEKKAU (1992) hingga pelatihan di SEKBANG (1985).
Appointed as Commissioner at PT Angkasa Pura II (Persero) based on the Decree of the Minister of SOE Number
SK-127/MBU/04/2020 dated April 27, 2020.
Born in Sengkang on December 4, 1960, he completed his education at the University of Satria Makassar in
2015.
Previously, he served as the Chief Expert of BNPB (2019), Director General of Defense Planning, Ministry of
Defense (2017), Commander of the National Air Defense Command (2015), Governor of the Indonesian Air
Force Academy (2015), Commander of the Indonesian Air Force Operations Command II Makassar (2014),
Waasops Air Force Chief of Staff (2013), TNI AU Base Commander Adi Sutjipto Yogyakarta (2011), to TNI AU
Base Commander Supadio Pontianak (2007).
He has attended training including Lemhannas Training (2011), Training at SESKO TNI (2008), Training at
SESKOAD (1998), Training at SEKKAU (1992) to training at SEKBANG (1985).
Andus Winarno Diangkat menjadi Komisaris PT Angkasa Pura II (Persero) berdasarkan Keputusan Menteri BUMN nomor
SK-37/MBU/02/2019.
Lahir di Gombong, 14 September 1971. Menyelesaikan pendidikan formal S1 di Universitas Merdeka,
Malang (1994), dan menyelesaikan Magister Hukum di Universitas Indonesia (2012, Jakarta).
Memiliki riwayat pekerjaan sebagai Kepala Subbidang Perencanaan Usaha Prasarana Perhubungan
(2002 – 2006), Kepala Sub Bidang Inventarisasi Kekayaan BUMN (2006 – 2010), Kabid Usaha Infrastruktur
dan Logistik IIb (2010 – 2013), Sekretaris Dekom PT Bank Mandiri (Persero) Tbk (2010 – 2015), Kabid
Usaha Industri Primer IIIb (2013 – 2014), Kepala Bidang Kebijakan SDM Eksekutif BUMN (2014 –
2015),Kepala Bidang Kebijakan Sumber Daya Manusia Eksekutif BUMN (2015 – 2016), Komisaris PT
Kereta Api Indonesia (2017 – 2019), Asisten Deputi Data dan Teknologi Informasi (2016 – 2019), Asisten
Deputi Manajemen SDM Eksekutif BUMN (2019 - Sekarang)
Appointed as Commissioner of PT Angkasa Pura II (Persero) based on the Decree of the Minister of SOEs
number SK-37/MBU/02/2019.
Born in Gombong, September 14, 1971. Completed his formal education at Merdeka University, Malang (1994),
and completed his Masters in Law at the University of Indonesia (2012, Jakarta).
Has a work experience as Head of the Transportation Infrastructure Business Planning Sub-Sector (2002 –
2006), Head of the SOE Wealth Inventory Sub Division (2006 – 2010), Head of Infrastructure and Logistics
Business IIb (2010 – 2013), Secretary to the Board of Commissioners of PT Bank Mandiri (Persero) Tbk ( 2010
– 2015), Head of Primary Industry IIIb (2013 – 2014), Head of HR Policy for Executive SOEs (2014 – 2015), Head
of Human Resources Policy for Executive SOEs (2015 – 2016), Commissioner of PT Kereta Api Indonesia (2017 –
2019), Assistant Deputy for Data and Information Technology (2016 – 2019), Assistant Deputy for SOE Executive
HR Management (2019 - Present)

Hermawan Syahrul Warga Negara Indonesia, 58 tahun, lahir di Jakarta 9 Februari 1963, berdomisili di Tangerag. Memperoleh
gelar Sarjana dari Institut Teknologi Bandung (ITB) jurusan Teknik Mesin tahun 1987; Magister of
Management dari Universitas Indonesia International Management tahun 1990 - 1992; Candidate
Doctor Human Resources Management tahun 2017.
Memiliki riwayat pekerjaan General Manager Aircraft Cabin Maintenance PT Garuda Indonesia tahun
1993 - 1996; General Manager Aircraft Reliability Engineering PT Garuda Indonesia tahun 1996 - 1999;
General Business Process & IT PT Garuda Indonesia tahun 1999 - 2002; General Manager Engine
Maintenance PT GMF Aero Asia tahun 2002 - 2005; General Manager Human Capital Development,
PT GMF AeroAsia tahun 2005 - 2009; Vice President Learning Services, PT GMF AeroAsia 2009 - 2018;
Vice President Human Capital Management PT GMF AeroAsia 2018 - 2019; Management Consultant PT
Management Inovasi Teknologi, Jakarta tahun 2019 hingga sekarang.
Beliau diangkat sebagai anggota Komite Nominasi dan Remunerasi berdasarkan surat keputusan
dewan komisaris nomor : KEP.03.01/00/05/2020/0078
Indonesian citizen, 58 years old, born in Jakarta, February 9, 1963, domiciled in Tangerang. Obtained a
Bachelor’s degree from the Bandung Institute of Technology (ITB) majoring in Mechanical Engineering in 1987;
Master of Management from the University of Indonesia International Management in 1990 - 1992; Candidate
Doctor of Human Resources Management in 2017.
Has a work experience of General Manager Aircraft Cabin Maintenance at PT Garuda Indonesia in 1993 - 1996;
General Manager Aircraft Reliability Engineering PT Garuda Indonesia 1996 - 1999; General Business Process
& IT PT Garuda Indonesia 1999 - 2002; General Manager Engine Maintenance PT GMF Aero Asia 2002 - 2005;
General Manager of Human Capital Development, PT GMF AeroAsia 2005 - 2009; Vice President Learning
Services, PT GMF AeroAsia 2009 - 2018; Vice President Human Capital Management PT GMF AeroAsia 2018 -
2019; Management Consultant PT Management Innovation Technology, Jakarta in 2019 until now.
He was appointed as a member of the Nomination and Remuneration Committee based on the decision letter
of the board of commissioners number: KEP.03.01/00/05/2020/0078
Laily Prihatiningtyas Warga Negara Indonesia, 35 tahun, lahir di Jombang, 22 Desember 1985, berdomisili di Jakarta.
Memperoleh gelar Diploma dari Sekolah Tinggi Akuntansi Negara (2006); Sarjana Akuntansi dari
Universitas Indonesia (2009); MSc, Accounting dari Tilburg University (2011). Sebelum menjabat
sebagai anggota Komite Manajemen Risiko dan SDM beliau berkarir di Kementerian BUMN sebagai
Kepala Informasi dan Presentasi Subdivisi Kementerian BUMN (2012-2013); Direktur Utama PT
Taman Wisata Candi Borobudur, Prambanan dan Ratu Boko (Persero) (2013-2015); Kepala Sub Divisi
Konstruksi dan Infrastruktur Transportasi Ib.1 Kementerian BUMN (2015-2016). Beliau diangkat sebagai
anggota Komite Nominasi dan Remunerasi berdasarkan Surat Keputusan Dewan Komisaris No:
KEP.03.01/00/05/2020/0078.
Indonesian citizen, 35 years old, born in Jombang, December 22, 1985, domiciled in Jakarta. Obtained a
Diploma from the State College of Accountancy (2006); Bachelor of Accounting from the University of Indonesia
(2009); MSc, Accounting from Tilburg University (2011). Prior to serving as a member of the Risk Management
and HR Committee, he had a career at the Ministry of SOEs as Head of Information and Presentation Subdivision
of the Ministry of SOEs (2012-2013); President Director of PT Taman Wisata Candi Borobudur, Prambanan
and Ratu Boko (Persero) (2013-2015); Head of Sub Division of Construction and Transportation Infrastructure
Ib.1 Ministry of SOEs (2015-2016). He was appointed as a member of the Nomination and Remuneration
Committee based on the Decree of the Board of Commissioners No: KEP.03.01/00/05/2020/0078.
INDEPENDENSI KOMITE NOMINASI DAN INDEPENDENCE OF THE NOMINATION AND

REMUNERASI REMUNERATION COMMITTEE
Komite Nominasi dan Remunerasi diketuai oleh salah The Nomination and Remuneration Committee is chaired by
seorang anggota Dewan Komisaris serta 2 (dua) anggota a member of the Board of Commissioners and 2 (two) other
profesional lainnya berasal dari luar Angkasa Pura II serta professional members who come from outside Angkasa
mempunyai latar belakang Keuangan sesuai dengan Pura II and have a financial background in accordance with
bidang industri Angkasa Pura II. the Angkasa Pura II industry.
Dalam pelaksanaantugasnya, Komite Nominasi dan In carrying out its duties, the Nomination and Remuneration
Remunerasi bersifat mandiri serta bekerja secara Committee is independent and works professionally and
profesional dan independen. independently.

Tabel Independensi Komite Nominasi dan Remunerasi

Independency Table of the Nomination and Remuneration Committee
Aspek Independensi Hermawan Laily

Abdul Muis Andus Winarno
Independence Aspects Syahrul Prihatiningtyas
Tidak memiliki hubungan keuangan dengan √ √ √ √

Dewan Komisaris dan Direksi
Has no financial relationship with the Board of
Tidak memiliki hubungan kepengurusan di PT √ √ √ √
Angkasa Pura II (Persero), anak perusahaan
maupun perusahaan afiliasi
Has no managerial relationship at PT Angkasa Pura
II (Persero), subsidiaries and affiliated companies
Tidak memiliki hubungan kepemilikan saham di √ √ √ √
Has no shares ownership at PT Angkasa Pura II
(Persero)
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 members of the
Audit Committee
Tidak menjabat sebagai pengurus partai politik, √ √ √ √
pejabat pemerintah daerah
Does not serve as a political party official, local
government
official
Sebagaimana yang tertuang dalam Keputusan Dewan As stated in the Decree of the Board of Commissioners of
Komisaris Perseroan (Persero) PT Angkasa Pura serta the Company (Persero) PT Angkasa Pura and in carrying out
dalam pelaksanaan fungsi dan tugasnya, Komite its functions and duties, the Nomination and Remuneration
Audit dilengkapi dengan Piagam (charter) Komite yang Committee is equipped with a Committee Charter which
didalamnya memuat uraian tugas secara jelas. contains a clear job description.
Sesuai KEP.03.01/00/05/2020/0073 tanggal 5 Mei 2020 In accordance with KEP.03.01/00/05/2020/0073 dated May
Komite Nominasi dan Remunerasi bertanggung Jawab 5, 2020, the Nomination and Remuneration Committee is
untuk: responsible for:
1. Memberikan rekomendasi kepada Dewan Komisaris 1. Provide recommendations to the Board of
mengenai: Commissioners regarding:
a. komposisi para Direktur dan para Komisaris; a. Composition of Board of Directors and Board of
Commissioners;
b. kebijakan dan kriteria untuk proses nominasi; b. Policies and criteria for the nomination process;
dan and
c. kebijakan mengenai evaluasi kinerja para c. Policies regarding performance evaluation of Board
Direktur dan Komisaris. of Directors and Board of Commissioners.
2. Membantu Dewan Komisaris dalam melakukan 2. Assist the Board of Commissioners in assessing the
penilaian kinerja para Direktur dan Komisaris; performance of the Board of Directors and Board of
Commissioners;
3. Membantu Dewan Komisaris untuk menyusun 3. Assisting the Board of Commissioners in preparing
rekomendasi calon Direktur untuk selanjutnya recommendations for Directors candidates to be
disampaikan kepada Pemegang Saham Perseroan further submitted to the Shareholders of the Company
sesuai dengan aturan yang berlaku; in accordance with the applicable regulations;

mengenai usulan Calon Direksi dan Komisaris Commissioners regarding the proposals for the Board
anak perusahaan yang diajukan oleh Direksi untuk of Directors and Board of Commissioners of subsidiaries
ditetapkan di dalam rapat Umum Pemegang Saham proposed by the Board of Directors to be determined at
anak perusahaan sesuai dengan aturan yang the General Meeting of Shareholders of the subsidiary
berlaku; in accordance with applicable regulations;
5. Membantu Dewan Komisaris dalam melakukan 5. Assisting the Board of Commissioners in evaluating
evaluasi atas usulan talenta yang disampaikan oleh talent proposals submitted by the Board of Directors to
Direksi untuk kemudian menyusun rekomendasi then formulate talent recommendations submitted to
talenta yang diajukan kepada Pemegang Saham Shareholders in accordance with applicable regulations;
sesuai dengan aturan yang berlaku;
mengenai program pengembangan kemampuan Commissioners regarding the capability/competency
/kompetensi anggota Direksi dan/atau anggota development program for members of the Board
Dewan Komisaris. of Directors and/or members of the Board of
Commissioners.
Sedangkan terkait dengan fungsi remunerasi, tugas Meanwhile, related to the remuneration function, the duties
KNR meliputi: of NRC include:
1. memberikan masukan kepada Dewan Komisaris 1. provide input to the Board of Commissioners regarding
mengenai struktur, kebijakan, dan besaran the structure, policies, and amount of remuneration,
remunerasi, bonus dan imbalan (benefits) bagi bonuses and benefits for Board of Commissioners and
Komisaris dan Direktur untuk diajukan dan Board of Directors to be proposed and approved by the
disetujui oleh pemegang saham pada Rapat Umum shareholders at the General Meeting of Shareholders of
Pemegang Saham Perseroan; the Company;
2. memberikan nasihat kepada Dewan Komisaris 2. provide advice to the Board of Commissioners
mengenai hal-hal lain yang berhubungan dengan regarding other matters related to remuneration,
remunerasi, imbalan (benefits), jangka waktu benefits, term of office of the Board of Commissioners,
jabatan dari Komisaris, Direktur maupun karyawan Board of Directors and employees of the Company in
Perseroan sesuai dengan tugas dan kewenangan accordance with the duties and authorities of the Board
Dewan Komisaris; of Commissioners;
3. membantu Dewan Komisaris dalam melakukan 3. assisting the Board of Commissioners in evaluating the
evaluasi atas struktur, kebijakan dan skala/jumlah structure, policies and scale/amount of remuneration
remunerasi sesuai dengan aturan yang berlaku. in accordance with applicable regulations.
Dewan Komisaris dapat memberikan tugas tambahan The Board of Commissioners may assign additional tasks
dan/atau mendelegasikan kewenangan tertentu kepada and/or delegate certain authorities to the NRC regarding
KNR mengenai hal-hal yang berkaitan dengan nominasi matters relating to nomination and remuneration as well as
dan remunerasi maupun tugas lain yang relevan dengan other tasks relevant to the duties, functions, and authorities
tugas, fungsi, dan kewenangan Dewan Komisaris. of the Board of Commissioners.
URAIAN PELAKSANAAN KEGIATAN KOMITE DESCRIPTION OF THE 2020 NOMINATION AND

NOMINASI DAN REMUNERASI TAHUN 2020 REMUNERATION COMMITTEE ACTIVITIES
Komite Nominasi dan Remunerasi telah melaksanakan The Nomination and Remuneration Committee has carried
beberapa kegiatan terkait audit dan pengawasan untuk out several activities related to audits and supervision
memastikan implementasi Tata Kelola Perusahaan to ensure that the implementation of Good Corporate
atau Good Corporate Governance (GCG) telah dikelola Governance (GCG) is managed effectively:
dengan efektif.

Pelaksanaan kegiatan Komite Nominasi dan Remunerasi The implementation of the 2020 Nomination and
tahun 2020 dapat dilaksanakan sesuai dengan rencana Remuneration Committee activities can be carried out in
kerja yang sudah ditetapkan, secara umum kegiatan accordance with the work plan that has been determined, in
Komite Nominasi dan Remunerasi di kelompokan general the activities of the Nomination and Remuneration
menjadi 3 (tiga) kelompok yaitu kegiatan rapat, kegiatan Committee are grouped into 3 (three) groups, namely
kunjungan kerja dan kegiatan Seminar. Hal ini dapat meeting activities, work visit activities and Seminar
digambarkan sebagai berikut: activities. This can be described as follows:
1. Kegiatan Rapat Komite Nominasi dan Remunerasi 1. Nomination and Remuneration Committee Meeting
Dalam melaksanakan kegiatan rapat, Komite Activities
Nominasi dan Remunerasi telah melakukan rapat- In carrying out meeting activities, the Nomination and
rapat baik rapat rutin maupun tidak rutin. Rapat Remuneration Committee has held meetings both
rutin adalah rapat yang dilakukan secara berkala dan routine and non-routine meetings. Routine meetings
berkelanjutan sedangkan rapat tidak rutin adalah are meetings that are held regularly and continuously
rapat yang dilakukan berdasarkan kebutuhan sesuai while non-routine meetings are meetings that are
dengan tugas Komite Nominasi dan Remunerasi. conducted based on need in accordance with the duties
of the Nomination and Remuneration Committee.
2. Kegiatan Kunjungan Kerja ke Kantor Cabang PT 2. Working Visits Activities to PT Angkasa Pura II (Persero)
Angkasa Pura II (Persero) Branch Offices
Dalam rangka melakukan monitoring permasalahan In order to monitor strategic problems at the Branch
– permasalahan strategis di Kantor Cabang dan guna Office and to see firsthand the condition of the airport
melihat langsung kondisi bandara serta kendala and the existing obstacles.
yang ada.
3. Kegiatan Seminar & Studi Banding 3. Seminar & Comparative Study Activities
Dalam rangka menambah wawasan serta In order to add insight and increase knowledge
meningkatkan pengetahuan tentang tugas dan about the duties and functions of the Committee, the
fungsi Komite, Komite Nominasi dan Remunerasi Nomination and Remuneration Committee did not
tidak mengikuti seminar atau workshop dikarenakan attend seminars or workshops due to the COVID-19
masih mengalami pandemi COVID-19 selama pandemic during the Fourth Quarter of 2020.
periode Triwulan IV Tahun 2020.
Secara umum, tugas dan fungsi KNR sudah dapat In general, the tasks and functions of the NRC have been
dijalankan dengan baik di sepanjang tahun 2020. carried out well throughout 2020. Given that the NRC
Mengingat KNR baru terbentuk di bulan Mei 2020 was only formed in May 2020 and due to COVID-19, the
serta adanya COVID-19, jumlah kegiatan Komite number of Committee activities is still limited, especially
masih terbatas terutama untuk kegiatan-kegiatan for activities that require physical meetings. However, in
yang mengharuskan adanya pertemuan fisik. Namun general, the NRC has carried out the main tasks related
demikian, secara garis besar, KNR telah melaksanakan to the nomination and remuneration functions in order to
tugas-tugas utama yang terkait dengan fungsi nominasi assist the Board of Commissioners.
dan remunerasi dalam rangka membantu Dewan
Komisaris.
FREKUENSI PERTEMUAN DAN TINGKAT MEETING FREQUENCY AND ATTENDANCE AT THE

KEHADIRAN RAPAT KOMITE NOMINASI DAN NOMINATION AND REMUNERATION COMMITTEE
REMUNERASI MEETINGS
Selama tahun 2020, Komite Audit telah melaksanakan During 2020, the Nomination and Remuneration
31 kali rapat, yang terdiri dari rapat internal dengan Committee held 31 meetings, which consisted of internal
Dewan Komisaris dan Rapat Komite dengan Manajemen meetings with the Board of Commissioners and Committee
serta rapat gabungan dengan Internal Auditor, Eksternal meetings with Management as well as joint meetings with
Auditor. Tingkat kehadiran anggota Komite Audit dalam the Internal Auditor, External Auditor. The attendance levels
rapat-rapat tersebut adalah: of the Nomination and Remuneration Committee members
at these meetings are:

Tabel Tingkat Kehadiran Rapat Komite Nominasi dan Remunerasi
Table of Nomination and Remuneration Committee Attendance Level

Tanggal Jabatan Number of Meeting Attendance
No
Date Position Jumlah
%
Total
1 Laily Prihaningtyas Komite Remunerasi & Nominasi 31 100
Remuneration & Nomination Committee
2 Hermawan Syahrul* Komite Remunerasi & Nominasi 10 100
Remuneration & Nomination Committee
* Hermawan Syahrul sebagai komite per 1 Oktober 2020 sesuai KEP.03.01/00/09/2020/0181 (mengikuti 10 kali rapat BOC & Komite)
Hermawan Syahrul as committee as of October 1, 2020 in accordance with KEP.03.01/00/09/2020/0181 (participated in 10 BOC & Committee
meetings)
REMUNERASI KOMITE NOMINASI DAN REMUNERATION OF THE NOMINATION AND

REMUNERASI REMUNERATION COMMITTEE
Rincian remunerasi Komite Audit sebagai berikut: Details of remuneration of the Nomination and
Remuneration Committee are as follows:
Nama Komite Nominasi

dan Remunerasi Jabatan Honorarium Take Home Pay (per bulan)
No
Name of the Nomination and Position Honorarium Take Home Pay (per month)
Remuneration Committee
1 Laily Prihatiningtyas Anggota Rp. 49.871.710
Member
2 Hermawan Syahrul Anggota Rp. 49.871.710
Member
Anggota Komite Nominasi dan Remunerasi yang bukan Nomination and Remuneration Committee members who
Komisaris memperoleh remunerasi yang terdiri dari are not Commissioners receive a remuneration consisting
honorarium. Honorarium yang diberikan sebesar Rp. of honorarium. The honorarium given is Rp. 49.871.710,
49.871.710,- per bulan Total Remunerasi Komite Audit - per month. The total remuneration of the Nomination
yang bukan Anggota Dewan Komisaris selama tahun and Remuneration Committee Members who were not
2020 sebesar Rp. 1.196.921.040,- . Members of the Board of Commissioners in 2020 was Rp.
1.196.921.040,-.
EVALUASI DAN PENILAIAN KINERJA KOMITE EVALUATION AND PERFORMANCE APPRAISAL

NOMINASI DAN REMUNERASI OLEH DEWAN OF THE NOMINATION AND REMUNERATION
KOMISARIS COMMITTEE BY THE BOARD OF COMMISSIONERS
Penilaian atas kinerja Komite audit dilakukan oleh Assessment of the performance of Nomination and
Dewan Komisaris setiap 1 (satu) tahun sekali. Penilaian Remuneration Committee is carried out by the Board of
tersebut berdasarkan realisasi dan penyelesaian Commissioners every 1 (one) year. The assessment is based
program kerja yang tercantum dalam Rencana Kerja on the realization and completion of work programs listed
dan anggaran Komite. in the Committee’s Work Plan and budget.

KEBIJAKAN SUKSESI DIREKSI DIRECTORS SUCCESSION POLICY
Kebijakan suksesi Direksi dilakukan sesuai dengan The succession policy of the Board of Directors is carried
ketentuan yang ditetapkan oleh pemegang saham, out in accordance with the provisions stipulated by the
dalam RUPS. Selain itu ketentuan tersebut juga mengacu shareholders at the GMS. In addition, these provisions also
pada Anggaran Dasar dan Board Manual Angkasa Pura refer to the Articles of Association and Board Manual of
II. Pemilihan Direksi dilakukan melalui sesuai dengan Angkasa Pura II. The selection of the Board of Directors is
ketentuan yang berlaku. carried out in accordance with the applicable regulations.
KOMITE LAIN DI BAWAH DEWAN

KOMISARIS
Other Committees under the Board of Commissioners
Selain Komite Audit, Angkasa Pura II memiliki 1 (satu) In addition to the Audit Committee, Angkasa Pura II has 1
Komite lainnya yakni Komite Manajemen Risiko dan (one) other committee, namely the Risk Management and
SDM. Uraian mengenai Komite Manajemen Risiko dan HR Committee. Description of the Risk Management and HR
SDM akan diuraikan dalam sub bab tersendiri. Committee will be described in a separate section.
Komite Manajemen Risiko dan SDM

Risk Management and HR Committee
SUSUNAN KEANGGOTAAN KOMITE MANAJEMEN COMPOSITION OF THE RISK MANAGEMENT AND

RISIKO DAN SDM HR COMMITTEE MEMBERSHIP
Komite Manajemen Risiko dan SDM Angkasa Pura II The Risk Management and HR Committee of Angkasa Pura
terdiri dari 1 (satu) orang Ketua Komite dan 1 (satu) II consists of 1 (one) Committee Chairman and 1 (one)
orang Wakil Ketua Komite yang merupakan Anggota Vice Committee Chairman who is a Member of the Board
Dewan Komisaris dan 2 (dua) orang anggota Komite of Commissioners and 2 (two) Committee members from
yang berasal dari pihak independen sebagai berikut: independent parties as follows:

Nama Jabatan
Name Position
Mochtar Husein Ketua Komite Manajemen Risiko dan SDM
Chairman of the Risk Management and HR Committee
TB. Fiki C. Satari Wakil Ketua Komite Manajemen Risiko dan SDM
Vice Chairman of the Risk Management and HR Committee
M. Romli Anggota Komite Manajemen Risiko dan SDM
Member of the Risk Management and HR Committee
Mirza Mahendra Anggota Komite Manajemen Risiko dan SDM
Member of the Risk Management and HR Committee
Profil Anggota Komite Manajemen Risiko dan SDM

Profile of Risk Management and HR Committee Members
Nama / Foto Profil Ringkas Anggota Komite Manajemen Risiko dan SDM
Name / Photo Brief Profiles of Members of the Risk Management and HR Committee
Mochtar Husein Lahir di Sumenep, 24 Februari 1958. Menyelesaikan pendidikan formal S1 di Universitas Brawijaya,
Malang (1982).
Memiliki riwayat pekerjaan sebagai Kepala Seksi Pengawasan Jasa, Perdagangan dan Lembaga Keuangan,
Bidwas BUMN/ BUMD - BPKP Provinsi Bengkulu (1993 - 1997), Kepala Seksi Pengawasan Penyaluran
Bahan Bakar Minyak dan Non Minyak - Deputi Bidwas Perminyakan dan Gas Bumi BPKP (1997), Kepala
Bidang Pengawasan BUMN/BUMD - BPKP Propinsi NTT (1997 - 2000), Kepala Bidang Pengawasan BUMN
/BUMD 1 - BPKP DKI Jakarta (2000 - 2004), Kepala Perwakilan - BPKP Propinsi Lampung (2004 - 2005),
Direktur Pengawasan Fiskal dan Investasi - Deputi Bidang PIP Bidang Perekonomian BPKP (2005 - 2009),
Kepala Perwakilan - BPKP Propinsi Jawa Tengah (2009 - 2012), Direktur PLP Bidang Pertahanan dan
Keamanan - Deputi Bidang PIP Bidang Polsoskam BPKP (2012), Direktur PLP Bidang Kesra - Deputi
Bidang PIP Bidang Polsoskam BPKP (2012-2013), Inspektur Jenderal - Inspektorat Jenderal Kementerian
ESDM (2013 - 2018), Komisaris - PT.Timah (Persero) Tbk (2014 - 2018).
Born in Sumenep, February 24, 1958. Completed his formal education at Brawijaya University, Malang (1982).
Has a work experience as Section Head of Supervision of Services, Trade and Financial Institutions, Bidwas
BUMN/BUMD - BPKP Bengkulu Province (1993 - 1997), Head of Section for Supervision of Distribution of Oil
and Non-Oil Fuel - Deputy Bidwas Oil and Gas BPKP (1997), Head of Supervision of BUMN/BUMD - BPKP of
NTT Province (1997 - 2000), Head of Supervision of BUMN / BUMD 1 - BPKP DKI Jakarta (2000 - 2004), Head
of Representative - BPKP of Lampung Province (2004 - 2005), Director of Fiscal and Investment Supervision
- Deputy for PIP for Economic Affairs at BPKP (2005 - 2009), Head of Representative - BPKP for Central Java
Province (2009 - 2012), Director for PLP for Defense and Security - Deputy for PIP for Social Security and
Security for BPKP (2012), Director for PLP for Welfare - Deputy for Social Security Sector PIP for Polsoskam
BPKP (2012-2013), Inspector General - Inspectorate General of the Ministry of Energy and Mineral Resources
(2013 - 2018), Commissioner - PT. Timah (Persero) Tbk (2014 - 2018).
TB. Fiki C. Satari Lahir di Bandung, 3 Februari 1976. Menyelesaikan pendidikan formal S1 di Universitas Padjadjaran,
Bandung (1999), dan Diploma I Teknik Audio dan Bisnis Musik di Sekolah Musik Studio 21, Jakarta (2000),
serta menyelesaikan pendidikan S2 di Universitas Padjadjaran (2005).
Memiliki riwayat pengalaman kerja sebagai Tim Manajemen Dossier Bandung untuk Jaringan Kota Kreatif
UNESCO - Ketua Tim (2012 - 2015), Program Kewirausahaan Kreatif & Budaya, Magister Administrasi
Bisnis, ITB (CCE MBA ITB) - Mentor (2013 - 2015), PT Idealog Komunikasi Kreatif - Pemilik & CEO (2015 -
sekarang), Jaringan Kota Kreatif Indonesia (ICCN) - Ketua (2019 - 2022), Laboratorium & Pengembangan
Inovasi Perkotaan Bandung (BUiLD) - Pemilik & Direktur (2017 - sekarang), Asosiasi Pengusaha Nahdliyin
Kota Bandung - Ketua (2017 - 2019), Kementerian Koperasi, Usaha Kecil dan Menengah Khusus -
Staf Menteri (2019 - sekarang), Tim Perumus untuk Rencana Peraturan Presiden tentang Koordinasi
Manajemen Pendanaan untuk Koperasi Lintas Sektoral dan Usaha Mikro, Kecil dan Menengah - Anggota
Tim (2019 - sekarang).
Born in Bandung, February 3, 1976. Completed his formal education at Padjadjaran University, Bandung
(1999), and Diploma I in Audio Engineering and Music Business at Studio 21 Music School, Jakarta (2000), and
completed his master’s degree at Padjadjaran University (2005).
Has a working experience as Bandung Dossier Management Team for UNESCO Creative Cities Network - Team
Leader (2012 - 2015), Creative & Cultural Entrepreneurship Program, Master of Business Administration, ITB
(CCE MBA ITB) - Mentor (2013 - 2015), PT Idealog Communication Creative - Owner & CEO (2015 - present),
Indonesian Creative Cities Network (ICCN) - Chair (2019 - 2022), Bandung Urban Innovation Development &
Laboratory (BUiLD) - Owner & Director (2017 - present), Bandung City Nahdliyin Entrepreneurs Association -
Chair (2017 - 2019), Ministry of Cooperatives, Special Small and Medium Enterprises - Ministerial Staff (2019
- present), Formulating Team for the Presidential Regulation Plan on Funding Management Coordination for
Cross-Sectoral Cooperatives and Micro, Small and Medium Enterprises - Team Members ( 2019 - present).

Nama / Foto Profil Ringkas Anggota Komite Manajemen Risiko dan SDM
Name / Photo Brief Profiles of Members of the Risk Management and HR Committee
M. Romli Warga Negara Indonesia, 43 tahun, lahir di Semarang 26 Februari 1978, berdomisili di Jakarta.
Memperoleh gelar Diploma Akuntansi dari Sekolah Tinggi Akuntansi Negara (STAN) pada tahun 2000 dan
memperoleh gelar Master of Science of Corporate Finance Management dari Universitas Indonesia pada
tahun 2013. Sebelum menjabat sebagai anggota Komite Manajemen Risiko dan SDM Perseroan beliau
memulai karir sebagai verifikator Laporan Keuangan di Kementerian Keuangan Republik Indonesia
(2001-2006); Financial Consultant BRIngin Life Insurance (2008), Banking and Financial Analyst di Pusat
Kajian Kebijakan Makroekonomi, Ditjen Kebijakan Fiskal, Kementerian Keuangan (2006-2009); Kepala
Bidang Divisi Ekonomi Domestik, Kementerian Keuangan (2011- 2013);; Staf ahli Kantor Kepresidenan
RI (2015-2016); dan Kepala Bagian Investasi, Pusat Kebijakan Makroekonomi, Kementerian Keuangan
Republik Indonesia (2015-Sekarang). Beliau diangkat sebagai anggota Komite Manajemen Risiko dan
SDM berdasarkan Surat Keputusan Dewan Komisaris No: KEP.03.01/00/05/2020/0077.
Indonesian citizen, 43 years old, born in Semarang on February 26, 1978, domiciled in Jakarta. Obtained a
Diploma in Accounting from the State College of Accountancy (STAN) in 2000 and obtained a Master of Science
of Corporate Finance Management from the University of Indonesia in 2013. Prior to serving as a member of
the Company’s Risk Management and HR Committee, he started his career as a Financial Statement verifier at
the Ministry of Finance of the Republic of Indonesia (2001-2006); Financial Consultant BRIngin Life Insurance
(2008), Banking and Financial Analyst at the Center for Macroeconomic Policy Studies, Directorate General of
Fiscal Policy, Ministry of Finance (2006-2009); Head of Domestic Economic Division, Ministry of Finance (2011-
2013);; Expert staff of the Presidential Office of the Republic of Indonesia (2015-2016); and Head of Investment
Division, Center for Macroeconomic Policy, Ministry of Finance of the Republic of Indonesia (2015-present). He
was appointed as a member of the Risk Management and HR Committee based on the Decree of the Board of
Commissioners No: KEP.03.01/00/05/2020/0077.
Mirza Mahendra Warga Negara Indonesia, 40 tahun, lahir 3 February 1981, berdomisili di Jakarta Selatan. Memperoleh
gelar Sarjana Teknik dari Universitas Trisakti Jakarta pada tahun 2003 dan memperoleh gelar Master of
Engineering – Majority in Gas Management dari Universitas Indonesia tahun 2008, dan mendapatkan
gelar Doctor – majority on Chemical Engineering dari Universitas Indonesia, tahun 2015. Sebelum
menjabat sebagai anggota komite manajemen resiko dan sdm perseroan beliau memulai karir sebagai
Quality Assurance Supervisor PT LG Electronic Indonesia pada 2003 – March 2005; lalu menjabat sebagai
Oil & Gas Inspector pada Ministry of Energy and Mineral Resources Republic of Indonesia – Directorate
General Oil and Gas pada April 2005 – Oct 2013; sebagai Section Head of Upstream Oil & Gas Worker
& Public Safety pada Ministry of Energy and Minerals Resources Republic Indonesia – Directorate
General Oil and Gas pada Oct 2013 – June 2015; sebagai Safety Section Head of Downstream Oil &
Gas Installation Ministry of Energy and Minerals Resources Republic Indonesia – Directorate General
Oil and Gas pada June 2015 – Nov 2015; Deputy Director of Downstream Oil & Gas Safety Ministry of
Energy and Minerals Resources Republic Indonesia – Directorate General Oil and Gas pada June 2015
– Sept 2018; Deputy Director of Upstream Oil & Gas Safety Ministry of Energy and Minerals Resources
Republic Indonesia – Directorate General Oil and Gas pada Sept 2018 – sekarang. Beliau diangkat
sebagai anggota Komite Manajemen Risiko dan SDM berdasarkan Surat Keputusan Dewan Komisaris
No: KEP.03.01/00/05/2020/0077.
Indonesian citizen, 40 years old, born February 3, 1981, domiciled in South Jakarta. Obtained a Bachelor of
Engineering degree from Trisakti University Jakarta in 2003 and obtained a Master of Engineering – Majority
in Gas Management from the University of Indonesia in 2008, and obtained a Doctor – majority on Chemical
Engineering from the University of Indonesia, 2015. Prior to serving as a member of the management
committee risk and human resources of the company he started his career as Quality Assurance Supervisor
at PT LG Electronic Indonesia in 2003 – March 2005; then served as Oil & Gas Inspector at the Ministry of
Energy and Mineral Resources Republic of Indonesia – Directorate General Oil and Gas in April 2005 – Oct
2013; as Section Head of Upstream Oil & Gas Worker & Public Safety at the Ministry of Energy and Minerals
Resources Republic of Indonesia – Directorate General Oil and Gas in Oct 2013 – June 2015; as Safety Section
Head of Downstream Oil & Gas Installation Ministry of Energy and Minerals Resources Republic of Indonesia
– Directorate General Oil and Gas in June 2015 – Nov 2015; Deputy Director of Downstream Oil & Gas Safety
Ministry of Energy and Minerals Resources Republic of Indonesia – Directorate General Oil and Gas in June
2015 – Sept 2018; Deputy Director of Upstream Oil & Gas Safety Ministry of Energy and Minerals Resources
Republic of Indonesia – Directorate General Oil and Gas in Sept 2018 – present. He was appointed as a
member of the Risk Management and HR Committee based on the Decree of the Board of Commissioners No:
KEP.03.01/00/05/2020/0077.

Sebagaimana yang tertuang dalam Keputusan Dewan As stated in the Board of Commissioners Decree of PT
Komisaris Perseroan (Persero) PT Angkasa Pura II Angkasa Pura II (Persero) No. KEP.547.1/KP.1013.3/APII-
Nomor: KEP. 547.1/KP.1013.3/APII-2014 tanggal 20 2014 dated October 20, 2014 on the Establishment of
Oktober 2014 Tentang Pembentukan Komite Audit Audit Committee at PT Angkasa Pura II (Persero) and in
Perusahaan di Perseroan (Persero) PT Angkasa Pura II carrying out its functions and duties, the Audit Committee is
serta dalam pelaksanaan fungsi dan tugasnya, Komite equipped with a Committee Charter which contains a clear
Audit dilengkapi dengan Piagam (charter) Komite yang job description.
didalamnya memuat uraian tugas secara jelas.
TUGAS KOMITE MANAJEMEN RISIKO DAN SDM DUTIES OF THE RISK MANAGEMENT AND HR
COMMITTEE
1. Memberikan masukan kepada Dewan Komisaris 1. Provide input to the Board of Commissioners in the
dalam penyusunan dan perbaikan kebijakan preparation and improvement of Risk Management
Manajemen Risiko yang berkaitan dengan policies relating to risk control in the fields of assets
pengendalian risiko di bidang pengelolaan asset dan and liabilities management, financial, investment,
liability, financial, investasi, teknik dan operasional engineering and company operations, human capital
perusahaan, pengelolaan sumber daya manusia. management.
2. Melakukan evaluasi terhadap akurasi model dan 2. Evaluate the accuracy of the model and the validity of
validitas data yang digunakan untuk mengukur the data used to measure risk.
risiko.
3. Melakukan evaluasi terhadap usulan calon pejabat 3. Evaluate the proposed candidates for 1 (one) level
1 (satu) tingkat di bawah Direksi sesuai permintaan below the Board of Directors according to the request
Dewan Komisaris. of the Board of Commissioners.
4. Melakukan pemantauan dan mengevaluasi 4. Monitor and evaluate the implementation of HC
pelaksanaan kebijakan pengembangan SDM sesuai development policies at the request of the Board of
permintaan Dewan Komisaris. Commissioners.
5. Melakukan monitoring dan mengevaluasi konsep 5. Monitor and evaluate the concept of organizational
struktur organisasi sesuai permintaan Dewan structure according to the request of the Board of
Komisaris. Commissioners.
6. Melakukan pemantauan dan mengevaluasi 6. Monitor and evaluate the implementation of
pelaksanaan kebijakan remunerasi sesuai remuneration policies at the request of the Board of
permintaan Dewan Komisaris. Commissioners.
7. Melakukan diskusi/koordinasi dengan unit terkait. 7. Conduct discussions/coordination with related units.
8. Memberikan masukan terhadap pelaksanaan tugas 8. Provide input on the implementation of duties at
pada rapat internal Dewan Komisaris maupun rapat internal meetings of the Board of Commissioners and
gabungan antara Dewan Komisaris dengan Direksi. joint meetings between the Board of Commissioners
and the Board of Directors.
RENCANA KERJA DAN REALISASI KEGIATAN 2020 WORK PLAN AND REALIZED ACTIVITIES OF
KOMITE MANAJEMEN RISIKO DAN SDM TAHUN THE RISK MANAGEMENT AND HR COMMITTEE
2020
Pelaksanaan kegiatan Komite tahun 2020 sebagai The implementation of the Committee’s activities in 2020
berikut: is as follows:
1. Kegiatan/Rapat Komite 1. Committee Activities/Meetings
Komite telah melakukan rapat-rapat baik rapat The Committee has held meetings, both routine and
rutin maupun tidak rutin, sesuai rencana yang non-routine meetings, according to a predetermined
telah ditetapkan. Kegiatan/Rapat rutin adalah rapat plan. Routine activities/meetings are meetings that
yang dilakukan secara berkala dan berkelanjutan are held regularly and continuously while non-routine

sedangkan rapat tidak rutin adalah rapat yang meetings are meetings that are conducted based on
dilakukan berdasarkan kebutuhan sesuai dengan needs in accordance with the duties of the Committee.
tugas Komite.
2. Kegiatan Kunjungan Kerja ke Kantor Cabang PT 2. Working Visits Activities to PT Angkasa Pura II (Persero)
Angkasa Pura II (Persero) Branch Offices
Dalam rangka memonitoring permasalahan – In order to monitor strategic problems at the Branch
permasalahan strategis di Kantor Cabang dan guna Offices and to see firsthand the condition of the airport
melihat langsung kondisi bandara serta kendala and the existing obstacles, the Committee has visited
yang ada, Komite telah melakukan kunjungan branch offices.
Kantor cabang.
3. Program Pendidikan Profesional Berkelanjutan 3. Continuing Professional Education Program
Dalam rangka menambah wawasan serta In order to add insight and increase knowledge about
meningkatkan pengetahuan tentang tugas dan the duties and functions of the Committee, the Audit
fungsi Komite, Komite Audit tidak mengikuti seminar Committee did not attend seminars or workshops
atau workshop dikarenakan masih mengalami because they were still experiencing the COVID-19
pandemi COVID-19 selama periode Triwulan IV pandemic during the Fourth Quarter of 2020.
Tahun 2020.
Dalam rangka mendukung penguatan Penerapan In order to support the strengthening of the Implementation
Manajemen Risiko di PT Angkasa Pura II (Persero) yang of Risk Management at PT Angkasa Pura II (Persero) based
berbasis pada ISO 31000 framework 2018 saat ini, on the current ISO 31000 framework 2018, it is important
penting bagi Dewan Komisaris untuk terus memberikan for the Board of Commissioners to continue to provide
arahan kepada Direksi mengenai penguatan penerapan direction to the Board of Directors regarding strengthening
Enterprise Risk Management Fundamental termasuk the implementation of Enterprise Risk Management
memberikan penguatan kompetensi secara berkala Fundamentals including providing periodic competency
dalam bentuk pelatihan dan/atau training melalui strengthening in the form of training and/or training
koordinasi dengan Unit Corporate Safety & Risk PT through coordination with the Corporate Safety & Risk Unit
Angkasa Pura II (Persero). of PT Angkasa Pura II (Persero).
Loyalitas dan dedikasi dari Anggota KPMR yang sangat The very high loyalty and dedication of KPMR Members to
tinggi kepada Dewan Komisaris diharapkan dapat the Board of Commissioners is expected to provide optimal
memberikan masukan yang optimal dalam mendukung input in supporting the implementation of the duties and
pelaksanaan tugas dan fungsi Dewan Komisaris. functions of the Board of Commissioners.
RAPAT KOMITE MANAJEMEN RISIKO DAN SDM MEETINGS OF THE RISK MANAGEMENT AND HR
COMMITTEE
Selama tahun 2020, Komite Manajemen Risiko dan SDM Throughout 2020, the Risk Management and HR Committee
telah melaksanakan 31 kali rapat, yang terdiri dari rapat held 31 meetings, consisting of internal meetings with the
internal dengan Dewan Komisaris dan Rapat Komite Board of Commissioners and Committee meetings with
dengan Manajemen serta rapat gabungan dengan Management as well as joint meetings with the Internal
Internal Auditor, Eksternal Auditor. Tingkat kehadiran Auditor, External Auditor. The attendance levels of the
anggota Komite Manajemen Risiko dan SDM dalam Risk Management and HR Committee members at these
rapat-rapat tersebut adalah: meetings are:

Tabel Tingkat Kehadiran Rapat Komite Manajemen Risiko dan SDM
Table of Attendance Level of Risk Management and HR Committee Meetings

Tanggal Jabatan Number of Meeting Attendance
No
Date Position Jumlah
%
Total
1 M. Romli Komite Manajemen Resiko dan SDM 31 100
2 Mirza Mahendra* Komite Manajemen Resiko dan SDM 12 100
* Mirza Mahendra sebagai komite per 14 September 2020 sesuai KEP.03.01/00/09/2020/0180 (mengikuti 12 kali rapat BOC & Komite)
Mirza Mahendra as committee as of September 14, 2020 according to KEP.03.01/00/09/2020/0180 (participated in 12 BOC & Committee
meetings)
REMUNERASI KOMITE MANAJEMEN RISIKO & REMUNERATION FOR THE RISK MANAGEMENT &
SDM HR COMMITTEE
Rincian remunerasi Komite Audit sebagai berikut: Details of the remuneration of the Risk Management & HR
Committee are as follows:
Nama Komite Manajemen

Risiko & SDM Jabatan Honorarium Take Home Pay (per bulan)
No
Name of Risk Management & HR Position Honorarium Take Home Pay (per month)
Committee
1 M. Romli Anggota Rp. 49.871.710,-
Member
2 Mirza Mahendra Anggota Rp. 49.871.710,-
Member
Anggota Komite Manajemen Risiko & SDM yang bukan Members of the Risk Management & HR Committee who
Komisaris memperoleh remunerasi yang terdiri dari are not Commissioners receive remuneration consisting of
honorarium. Honorarium yang diberikan sebesar an honorarium. The honorarium given is Rp. 49.871.710, -
Rp. 49.871.710,- per bulan. Total Remunerasi Komite per month. Total Remuneration for the Risk Management
Manajemen Risiko & SDM yang bukan Anggota & HR Committee who are not members of the Board of
Dewan Komisaris selama tahun 2020 sebesar Rp. Commissioners during 2020 amounting Rp. 1.196.921.040,.
1.196.921.040,-.

Sekretaris Perusahaan & Legal
Corporate Secretary & Legal
Sekretaris Perusahaan memiliki tugas utama menjaga The Corporate Secretary has the main duty of maintaining
citra perusahaan utamanya dengan membangun the Company’s image by establishing good communication
komunikasi dan hubungan yang baik dalam rangka and relationships in order to support the management of
mendukung pengelolaan perusahaan yang dilakukan the Company conducted by the Board of Directors. The
oleh Direksi. Sekretaris Perusahaan memainkan peran Corporate Secretary plays an important role in ensuring
penting dalam memastikan aspek keterbukaan dari the disclosure aspect of the Company.
perusahaan.
KEDUDUKAN SEKRETARIS PERUSAHAAN & POSITION OF CORPORATE SECRETARY & LEGAL

LEGAL
Sekretaris Perusahaan & Legal dijabat oleh pejabat The Corporate Secretary & Legal is held by an official with
setingkat Senior Vice President yang diangkat dan the level of Senior Vice President who is appointed and
diberhentikan oleh Direksi dengan persetujuan Dewan dismissed by the Board of Directors with the approval of
Komisaris. Kedudukan Sekretaris Perusahaan & Legal the Board of Commissioners. The position of Corporate &
berada di bawah Direktur Utama. Legal Secretary is under the President Director.
Sekretaris Perusahaan & Legal diangkat berdasarkan The Corporate Secretary & Legal is appointed based on the
keputusan Direksi. Dalam struktur organisasi Perseroan, Board of Directors decree. In the Company’s organizational
Sekretaris Perusahaan bertanggung jawab langsung structure, the Corporate Secretary reports directly to the
kepada Direktur Utama. Dalam menjalankan fungsi dan President Director. In carrying out its functions and roles,
perannya, Sekretaris Perusahaan mencakup: the Corporate Secretary includes:
1. Mengikuti perkembangan dunia usaha; 1. Follow the development of the business world;
2. Memberikan pelayanan atas setiap informasi yang 2. Provide services for any information needed by
dibutuhkan pemangku kepentingan yang berkaitan stakeholders relating to the condition of the Company;
dengan kondisi perseroan
3. Sebagai penghubung atau contact person antara 3. As a liaison or contact person between the Company
perseroan dengan otoritas terkait serta masyarakat. and related authorities and the community.
PROFIL CORPORATE SECRETARY PROFILE OF CORPORATE SECRETARY
Deni Krisnowibowo S.H., M.M. Deni Krisnowibowo S.H., M.M.

Lahir di Jakarta pada tanggal 10 April 1970, dengan Born in Jakarta on April 10, 1970, with a Bachelor of Laws
tingkat pendidikan Strata (S1) ilmu Hukum di Universitas at the University of Tanjung Pura (1998) and continued his
Tanjungpura(1998) dan melanjutkan S2 - Magister Master of Management at Gajah Mada University (2005).
Manajemen di Universitas Gajah Mada (2005). Mulai Started working at PT Angkasa Pura II (Persero) in 1991
bekerja di PT Angkasa Pura II (Persero) pada tahun with experience of serving as Assistant Inspector (1998),
1991 dengan pengalaman menjabat sebagai Asisten Chief of Airport Development (2017-2019), SVP of Corporate
Pemeriksa (1998), Chief of Airport Development (2017- Secretary (2019).
2019), SVP of Corporate Secretary (2019).
PIHAK YANG MENGANGKAT DAN PARTY APPOINTING AND DISMISSING

MEMBERHENTIKAN CORPORATE SECRETARY CORPORATE SECRETARY
Corporate Secretary diangkat dan diberhentikan oleh The Corporate Secretary is appointed and dismissed
Direktur Utama berdasarkan mekanisme internal by the President Director based on the Company’s
Perusahaan dengan persetujuan Dewan Komisaris. internal mechanism with the approval of the Board of
Commissioners.

RIWAYAT PELATIHAN CORPORATE SECRETARY TRAINING HISTORY OF CORPORATE SECRETARY
Riwayat Pelatihan Corporate Secretary dapat dilihat pada Training history of Corporate Secretary can be seen in the
Bab Profil Perusahaan. Company Profile Chapter.
Sekretaris Perusahaan memiliki peranan penting The Corporate Secretary has an important role in
dalam memfasilitasi komunikasi antara organ facilitating communication between the Company organs,
Perusahaan, hubungan antara Perusahaan dengan the relationship between the Company and stakeholders,
stakeholders, dan komunikasi Untuk mendukung peran and communication. To support this role, the Corporate
tersebut, Sekretaris Perusahaan memiliki fungsi untuk Secretary has the function to plan, direct, monitor, foster,
merencanakan, mengarahkan, memonitor, membina, and evaluate activities related to: Community relations
dan mengevaluasi kegiatan terkait dengan: Hubungan (external and internal); Institutional and corporate
masyarakat (eksternal dan internal); Hubungan governance relations; Secretarial administration of the
kelembagaan dan tata kelola perusahaan; Administrasi Board of Directors and Board of Commissioners; Draft and
kesekretariatan Board of Directors dan Board of review regulations, commercial agreements, cooperation,
Commissioners Penyusunan dan penelaahan peraturan, and legal documentation; and Implementation of advocacy
perjanjian non komersial, kerjasama, dan dokumentasi and resolution/follow-up of legal issues.
hukum; serta Pelaksanaan advokasi dan penyelesaian/
tindak lanjut permasalahan hukum.
Adapun tugas dan tanggung jawab Sekretaris Duties and responsibilities of Corporate Secretary and
Perusahaan dan Legal sebagai berikut: Legal are as follows:
1. Memberi arahan melalui formulasi kebijakan 1. Provide direction through the formulation of functional
fungsional atas kegiatan fungsi sekretariat policies on the activities of the corporate secretariat
perusahaan dan hukum serta memastikan and legal functions and ensure policy conformity with
kesesuaian kebijakan dengan arahan strategis the Company’s strategic direction;
perusahaan;
2. Menyusun strategi untuk optimalisasi kegiatan 2. Develop strategies for optimizing the activities of
fungsi sekretariat perusahaan dan hukum pada the corporate secretariat and legal functions in the
wilayah kerja Perusahaan; Company’s working area;
3. Mengawasi dan mengendalikan pelaksanaan 3. Supervise and control the implementation of programs,
program, sistem, dan prosedur serta penggunaan systems and procedures as well as the use of budget of
anggaran Subdirektorat Corporate Secretary & Legal; the Corporate Secretary & Legal Sub Directorate;
4. Memastikan pelaksanaan pembinaan hubungan 4. Ensure the implementation of fostering relations with
dengan pihak luar, lembaga pemerintah dan non external parties, government and non-government
pemerintah, institusi lain, serta pemegang saham; agencies, other institutions, and shareholders;
5. Memastikan pelaksanaan penyiapan, perumusan, 5. Ensure the implementation of the preparation,
dan penyelesaian peraturan, perjanjian dan kerja formulation and settlement of regulations, agreements
sama perusahaan dan inventarisasi dokumentasi and cooperation of the Company and inventory of
hukum serta konsultasi dan bantuan hukum untuk legal documentation as well as consultation and
kepentingan perusahaan dan karyawan di dalam legal assistance for the benefit of the Company and
maupun di luar pengadilan; employees inside and outside the court;
6. Mengawasi kegiatan corporate branding di dalam 6. Supervise corporate branding activities within and
maupun luar lingkungan kerja Perusahaan; outside the Company’s working environment;
7. Memastikan pelaksanaan kegiatan resmi 7. Ensure the implementation of the Company’s official
perusahaan serta analisa dan evaluasi bahan materi activities as well as the analysis and evaluation of the
acara resmi perusahaan; Company’s official event materials;

8. Berkoordinasi dengan Subdirektorat Corporate 8. Coordinate with the Corporate Social Responsibility Sub
Social Responsibility untuk pelaksanaan kegiatan CSR Directorate for the implementation of the Company’s
Perusahaan; CSR activities;
9. Memberi arahan dan bertanggung jawab penuh 9. Provide direction and take full responsibility for
atas pemenuhan kebutuhan SDM dan peningkatan meeting the needs of human capital and improving
kompetensi organisasi dalam lingkup kerja fungsi organizational competence within the scope of work of
sekretariat perusahaan dan hukum; the corporate secretariat and legal functions;
10. Memberi arahan dan memastikan asesmen dan 10. Provide direction and ensure the assessment and
mitigasi risiko telah dilakukan pada Subdirektorat mitigation of risks have been carried out at the
Corporate Secretary & Legal; Corporate Secretary & Legal Sub Directorate;
11. Memberi arahan dan memastikan kegiatan 11. Provide direction and ensure that the activities of the
Subdirektorat Corporate Secretary & Legal sesuai Corporate Secretary & Legal Sub Directorate are in
dengan kebijakan dan ketentuan K3; accordance with K3 policies and provisions;
12. Memberi arahan dan memastikan prinsip-prinsip 12. Provide direction and ensure the principles of Good
Good Corporate Governance diterapkan di dalam Corporate Governance are applied in all activities of the
seluruh aktivitas Subdirektorat Corporate Secretary Corporate Secretary & Legal Sub Directorate;
& Legal;
13. Memberi arahan dan bertanggung jawab atas 13. Provide direction and responsible for managing the
pengelolaan penilaian kinerja bawahan dan KPI unit performance assessment of subordinates and the KPI
kerjanya; of their work units;
14. Menjadi anggota tim kerja internal maupun eksternal 14. Become a member of internal and external task forces.
URAIAN PELAKSANAAN TUGAS TAHUN 2020 DESCRIPTION OF THE 2020 DUTIES

IMPLEMENTATION
Selama tahun 2020, Sekretaris Perusahaan telah During 2020, the Corporate Secretary has carried out the
melaksanakan tugas sebagai berikut: following tasks:
No Kegiatan Bulan / Tanggal

Activities Month / Date
1. Peresmian Runway 3 East Connection Taxiway, Terminal 3 dan Gedung VIP Bandar Udara 23 Januari 2020
Internasional Soekarno - Hatta oleh Presiden RI January 23, 2020
Inauguration of Runway 3 East Connection Taxiway, Terminal 3 and VIP Building Soekarno - Hatta
International Airport by the President of the Republic of Indonesia
2. Melakukan Rapat Pimpinan Q1 Tahun 2020 “From Spirit to Strategy” Evaluasi pelaksanaan dan 29 - 31 Januari 2020
pencapaian kinerja Rencana Kerja dan Anggaran Perusahaan Tahun 2019, sekaligus perumusan January 29 - 31 , 2020
Rencana Kerja dan Anggaran Perusahaan Tahun 2020
Conducting the Q1 2020 Leadership Meeting “From Spirit to Strategy” Evaluation of the implementation
and performance achievements of the 2019 Company Work Plan and Budget, as well as the formulation
of the 2020 Company Work Plan and Budget
3. Penandatanganan kerjasama antara Universitas Negeri Jakarta dan PT Angkasa Pura II (Persero) 31 Januari - 1 Februari 2020
tentang SInergi dalam bidang Pendidikan, Penelitian dan Pengabdian kepada Masyarakat January 31 – February 1, 2020
Signing of cooperation between Jakarta State University and PT Angkasa Pura II (Persero) on Synergy
in the fields of Education, Research and Community Service
4. Rapat Dengar Pendapat Evaluasi Penanganan Sarana & Prasarana Transportasi dalam rangka 28 Januari 2020
Perayaan Natal dan Tahun Baru 2021 January 28, 2020
Hearing Meeting Evaluation of the Handling of Transportation Facilities & Infrastructure in the
framework of the Christmas and 2021 New Year Celebration
5. Pendampingan Kunjungan Kerja Menteri Pariwisata RI ke Bandara Soekarno - Hatta 16 Januari 2020
Assistance in the Working Visit of the Minister of Tourism of the Republic of Indonesia to Soekarno - January 16, 2020
Hatta Airport
6. Kunjungan Kerja Komisi IX DPR RI ke Bandara Internasional Soekarno-Hatta 29 Januari 2020
Working Visit of Commission IX DPR RI to Soekarno-Hatta International Airport January 29, 2020
7. Kunjungan Kerja Komisi VIII DPR RI ke Bandara Internasional Kertajati (31.01.2020)
Working Visit of Commission VIII DPR RI to Kertajati International Airport January 31, 2020

8 Survey Lokasi Peresmian Runway Ke-3 dan East Cross Taxiway BSH (17.01.2020)
Survey Location of the Inauguration of the 3rd Runway and East Cross Taxiway BSH January 17, 2020
9. Rapat dengan Sekjen DPR RI 21 Januari 2020
Meeting with the Secretary General of the DPR RI January 21, 2020
10. RUPS RKAP Tahun 2020 PT Angkasa Pura II (Persero) 24 Januari 2020
RKAP GMS 2020 PT Angkasa Pura II (Persero) January 24, 2020
11. Penandatanganan Nota Kesepahaman antara PT via Technics Dirgantara dan PT Angkasa Pura II 26 Februari 2020
(Persero) tentang Rencana Kerja Sama Pengembangan Bisnis Bersama 26 February 2020
Signing of Memorandum of Understanding between PT via Technics Dirgantara and PT Angkasa Pura
II (Persero) regarding the Joint Business Development Cooperation Plan
12. Rapat Dengar Pendapat Komisi V DPR RI Terkait Persiapan Infrastruktur dan Transportasi 05 Februari 2020
Pendukung di Lima Destinasi Prioritas Wisata Nasional February 5, 2020
Hearing Meeting of Commission V of the Indonesian House of Representatives Regarding the
Preparation of Supporting Infrastructure and Transportation in Five National Tourism Priority
Destinations
13. Kunjungan Kerja President Director PT AP II ke Gubernur Jawa Tengah 6 Februari 2020
Working Visit of the President Director of PT AP II to the Governor of Central Java February 6, 2020
14 Kunjungan Kerja Reses Komisi V DPR RI 05 Maret 2020
Commission V Recess Working Visit of the Indonesian House of Representatives March 5, 2020
15 Peninjauan Direktur Jenderal Perhubungan ke Area Kedatangan Internasional T3 BSH 06 Maret 2020
Inspection of the Director General of Transportation to the International Arrivals Area T3 BSH March 6, 2020
16 Menteri BUMN RI dan Wamen II BUMN RI melakukan peninjauan prosedur pemeriksaan/ 11 Maret 2020
screening melalui 3 tahapan yaitu dengan menggunakan thermo gun, HAC, & Thermal Scanner March 11, 2020
The Minister of SOEs of the Republic of Indonesia and the Deputy Minister of State-Owned Enterprises
II of the Republic of Indonesia conducted a review of the inspection/screening procedure through 3
stages, namely using a thermo gun, HAC, & Thermal Scanner.
17 Kunjungan Presiden terkait pencegahan dan pengawasan penyebaran Virus COVID-19 13 Maret 2020
President's visit related to the prevention and supervision of the spread of the COVID-19 Virus March 13, 2020
18 Penandatanganan komitmen Kick-off ISO 37001 bersama Dewan Komisaris dan Dewan Direksi 26 Juni 2020
PT Angkasa Pura II (Persero) June 26, 2020
Signing of the ISO 37001 Kick-off commitment with the Board of Commissioners and Board of Directors
of PT Angkasa Pura II (Persero)
19 Kunjungan kerja Presiden RI di Bandara Banyuwangi 25 Juni 2020
President of the Republic of Indonesia working visit at Banyuwangi Airport June 25, 2020
20 Kunjungan Kerja Menteri Perhubungan ke Bandara Soekarno-Hatta 25 Juni 2020
Working Visit of the Minister of Transportation to Soekarno-Hatta Airport June 25, 2020
21 sosialisasi AKHLAK bersama Dewan Direksi, Para Senior Leader dan Karyawan Angkasa Pura II 14 Juli 2020
Group July 14, 2020
socialization of AKHLAK with the Board of Directors, Senior Leaders and Employees of Angkasa Pura
II Group
22 Penandatanganan Kesepakatan Bersama antara PT AP II dengan Kejaksaan Tinggi Banten 20 Juli 2020
tentang Penanganan Masalah Hukum Bidang Perdata dan Tata Usaha Bersama 20 July 2020
Signing of a Memorandum of Understanding between PT AP II and the Banten High Prosecutor's Office
regarding the Handling of Legal Issues in the Civil and Joint Administrative Sector
23 Rapat pimpinan Perusahaan dilaksanakan pada tanggal 27-28 Juli 2020 via Zoom Meeting 27-28 Juli 2020
dengan tema “Strengthening The Core Beyond Stability”, rapat diselenggarakan dalam rangka July 27-28 , 2020
pencapaian kinerja Rencana Kerja dan Anggaran Perusahaan Tahun 2020, sekaligus perumusan
Rencana Kerja dan Anggaran Perusahaan Tahun 2020
The company board meeting held on July 27-28, 2020 via Zoom Meeting with the theme "Strengthening
the Core Beyond Stability", a meeting was held in order to achieve the performance of the Work Plan
and Budget 2020, as well as the formulation of the Work Plan and Budget 2020
24 Mendampingi Kunjungan BURT DPR RI 6 Juli 2020
Accompanying the visit of BURT DPR RI July 6th, 2020
25 Kunjungan kerja komisi VI DPR RI Ke Provinsi Banten 21 Juli 2020
Working visit of Commission VI DPR RI to Banten Province July 21, 2020
26 Mendampingi PD & DE Kunker Menhub, Menpar & MenBUMN 25 Juli 2020
Accompanying PD & DE Kunker Menhub, Menpar & MenBUMN July 25, 2020


27 Acara Ulang Tahun Angkasa Pura II dilaksanakan pada tanggal 13 Agustus 2020 Pukul 09.00 13 Agustus 2020
WIB s.d 11.00 WIB di Smmile Center Terminal 3 Domestik BSH – Ulang Tahun PT Angkasa Pura August 13, 2020
II (Persero) dihadiri oleh Dewan Komisaris, Dewan Direksi, SVP, Sekarpura dan diikuti oleh Para
Senior Leader melalui Zoom Meeting serta Karyawan Angkasa Pura II Group melalui 3 platform
(Youtube, cuAP2TV, dan Live Instagram)
Angkasa Pura II Birthday Event will be held on August 13, 2020 at 09.00 WIB to 11.00 WIB at Smile
Center Terminal 3 Domestic BSH - PT Angkasa Pura II (Persero) Birthday attended by the Board of
Commissioners, Board of Directors, SVP, Sekarpura and attended by the Senior Leader through Zoom
Meeting and Employees of Angkasa Pura II Group through 3 platforms (Youtube, cuAP2TV, and Live
Instagram)
28 Kunjungan Kerja DPRD Provinsi Bengkulu 11 Agustus 2020
Bengkulu Provincial DPRD Working Visit August 11, 2020
29 Penandatanganan Nota Kesepahaman Antara Badan Perlindungan Pekerja Migran Indonesia 4 September 2020
Dan PT Angkasa Pura II (Persero) tentang Pelayanan Keberangkatan Dan Kepulangan Bagi September 4, 2020
Pekerja Migran Indonesia
The signing of a Memorandum of Understanding between the Indonesian Migrant Workers Protection
Agency and PT Angkasa Pura II (Persero) regarding Departure and Return Services for Indonesian
Migrant Workers
30 Penandatanganan Nota Kesepahaman antara Direktorat Jenderal Energi Baru Terbarukan dan 22 Oktober 2020
Konservasi Energi, Kementerian Energi dan Sumber Daya Mineral dengan PT Angkasa Pura II October 22, 2020
(Persero) tentang Penerapan Konservasi Energi dan Pemanfaatan Energi Terbarukan Secara
Berkelanjutan Pada Bandar Udara
Signing of Memorandum of Understanding between the Directorate General of New Renewable Energy
and Energy Conservation, Ministry of Energy and Mineral Resources and PT Angkasa Pura II (Persero)
regarding the Implementation of Energy Conservation and Sustainable Use of Renewable Energy at
Airports
31 Kegiatan Sosialisasi Holding BUMN Pariwisata dan Pendukung kepada Karyawan PT Angkasa 22 Oktober 2020
Pura II (Persero) October 22, 2020
Socialization Activities for Holding Tourism and Supporting SOEs to Employees of PT Angkasa Pura II
(Persero)
32 Rapat pimpinan Perusahaan dilaksanakan pada tanggal 26-27 Oktober 2020 via Zoom Meeting 26-27 Oktober 2020
dengan tema The New Business Dynamics of Angkasa Pura II “From Surviving to Thriving”, rapat October 26-27, 2020
diselenggarakan dalam rangka pencapaian kinerja Rencana Kerja dan Anggaran Perusahaan
Tahun 2020, sekaligus perumusan Rencana Kerja dan Anggaran Perusahaan Tahun 2020
The company board meeting held on October 26-27 ,2020 via Zoom Meeting with the theme of The
New Business Dynamics of Angkasa Pura II, "From Surviving to Thriving", a meeting was held in order
to achieve the performance of the Work Plan and Budget 2020, as well as the formulation of the Work
Plan and 2020 Corporate Budget
33 Mendampingi Dirjen Hubud melakukan tinjauan ke Terminal 2 & 3 Bandara Soekarno-Hatta, 28 Oktober 2020
serta kegiatan Ramp Check Pesawat October 28, 2020
Accompanying the Director General of Hubud in conducting a review of Terminal 2 & 3 of Soekarno-
Hatta Airport, as well as Ramp Check Aircraft activities
34 Penandatanganan Nota Kesepahaman antara PT Angkasa Pura II (Persero) dengan Perusahaan 4 November 2020
Perseroan (Persero) PT LEN Industri tentang Kajian potensi pembangkit listrik tenaga surya November 4, 2020
(PLTS) di Lingkungan PT Angkasa Pura (Persero)
The signing of a Memorandum of Understanding between PT Angkasa Pura II (Persero) and the
Company (Persero) PT LEN Industri regarding the study of the potential for solar power plants (PLTS)
in the PT Angkasa Pura (Persero) environment
35 Kunjungan Kerja Spesifik Komisi VI DPR RI Ke Provinsi Jawa Barat 26 November 2020
Special Working Visit of Commission VI DPR RI to West Java Province November 26, 2020
36 RDP Komisi V DPR RI membahas mengenai kesiapan infrastruktur dan transportasi terkait Libur 25 November 2020
Natal 2020 dan Tahun Baru 2021 di tengah Pandemi COVID-19 November 25, 2020
RDP Commission V of the DPR RI discussed the readiness of infrastructure and transportation related
to the 2020 Christmas and 2021 New Year's Holidays in the midst of the COVID-19 Pandemic
37 Penandatanganan Perjanjian Kerja sama antara Direktorat Jenderal Kependudukan dan 30 Desember 2020
Pencatatan Sipil Kementerian Dalam Negeri dengan PT AP II tentang Pemanfaatan Nomor Induk December 30, 2020
Kependudukan, Data Kependudukan dan Kartu Tanda Penduduk Elektronik Dalam Lingkup
Layanan PT AP II yang dilaksanakan
The signing of the Cooperation Agreement between the Directorate General of Population and Civil
Registration of the Ministry of Home Affairs and PT AP II concerning the Utilization of Population
Identification Numbers, Population Data and Electronic Identity Cards within the Scope of Services of
PT AP II carried out

Internal Audit
Audit Internal
38 Penandatanganan Perjanjian Restrukturisasi Hutang Garuda Indonesia kepada PT AP II 31 Desember 2020
Penandatanganan Perjanjian Restrukturisasi Hutang antara PT Garuda Indonesia (Persero) Tbk December 31, 2020
kepada PT Angkasa Pura II (Persero)
Signing of Garuda Indonesia Debt Restructuring Agreement to PT AP II Signing of Debt Restructuring
Agreement between PT Garuda Indonesia (Persero) Tbk to PT Angkasa Pura II (Persero)
39 Kunjungan Kerja Spesifik Komisi VI DPR RI Ke Provinsi Sumatera 14 Desember 2020
Special Working Visit of Commission VI DPR RI to Sumatra Province December 14, 2020
KETERBUKAAN INFORMASI INFORMATION DISCLOSURE
Untuk memenuhi kewajiban keterbukaan informasi To fulfill the obligation to disclose information to the public,
kepada publik, Sekretaris Perusahaan senantiasa the Corporate Secretary always reports to regulators. Every
melakukan pelaporan kepada regulator. Setiap tahun, year, Angkasa Pura II compiles an Annual Report that
Angkasa Pura II menyusun Laporan Tahunan yang refers to the criteria for the Annual Report Award (ARA) and
mengacu pada kriteria Annual Report Award (ARA) dan regularly participates in these activities.
secara rutin berpartisipasi dalam kegiatan tersebut.
Audit Internal
Internal Audit
INTERNAL AUDIT INTERNAL AUDIT
Angkasa Pura II telah memiliki Fungsi Audit Internal yang Angkasa Pura II already has an Internal Audit Function which
dijalankan oleh Internal Audit. Di dalam melaksanakan is carried out by Internal Audit. In carrying out its functions,
fungsinya, Internal Audit selalu diposisikan sebagai mitra Internal Audit has always been positioned as a strategic
strategis bagi manajemen yang dipercaya, profesional, partner for the management that is trusted, professional,
obyektif, dan independen yang dapat memberikan objective and independent that can provide added value
nilai tambah bagi pencapaian tujuan Angkasa Pura II to the achievement of Angkasa Pura II’s objectives by
dengan meningkatkan efektivitas pengelolaan risiko, increasing the effectiveness of risk management, control
pengendalian dan proses tata kelola perusahaan yang and processes of good corporate governance.
baik.
Unit Kerja Internal Audit mempunyai tugas membantu The Internal Audit Work Unit has the duties of assisting
Direktur Utama dalam melakukan pengawasan the President Director in supervising the implementation
pelaksanaan tugas seluruh unit kerja dilingkungan of all work units within the Company and providing
Perusahaan serta memberikan saran-saran perbaikannya recommendations for improvement in accordance with the
sesuai dengan rencana dan program serta kebijakan yang plans and programs as well as policies set by the Board of
telah ditetapkan oleh Direksi Berdasarkan ketentuan Directors based on applicable provisions.
yang berlaku.

Terkait dengan tugasnya tersebut Internal Audit In connection with these duties, Internal Audit must be
harus dapat menilai kinerja Unit Kerja dan melakukan able to assess the performance of the Work Unit and
pemantauan untuk memberikan informasi dini (early conduct monitoring to provide early warning system to the
warning system) kepada Direktur Utama bila terjadi President Director if there is a decrease or deviation from
penurunan atau penyimpangan terhadap kinerja dalam the performance in order to achieve the Company’s targets,
rangka mencapai sasaran perusahaan khususnya specifically the implementation of RKAP of the current year.
pelaksanaan RKAP tahun berjalan.
Seiring dengan perubahan lingkungan usaha yang Along with changes in the business environment that have
berdampak pada perkembangan proses bisnis dan an impact on the development of business processes and
organisasi yang berimplikasi pada berkembangnya organizations that have implications for the development
risiko usaha serta isu tata kelola perusahaan (corporate of business risk and corporate governance issues, the
governance), maka sistem pengendalian internal internal control system has changed and entered a
mengalami perubahaan dan memasuki paradigma paradigm that focuses on risk control, so that the Internal
yang berfokus pada pengendalian risiko (risk control), Auditor unit can provide added value and improve an
sehingga unit Internal Auditor dapat memberikan nilai organization operations in achieving the goals or objectives
tambah (value added) dan peningkatan kualitas kerja of the Company. Thus, the role of the Internal Auditor is
organisasi (improve an organization operations) dalam more needed as a Consultant/Advisor.
mencapai sasaran atau tujuan perusahaan. Dengan
demikian peran Internal Auditor lebih dibutuhkan
sebagai Consulting/adviser.
Dalam kerangka pengendalian internal, manajemen In the framework of internal control, management must
harus melakukan penilaian risiko yang dihadapi pada conduct an assessment of the risks faced in each business
setiap proses bisnis, sehingga dapat menerapkan process, so that it can implement appropriate forms/
bentuk/prosedur pengendalian yang tepat dengan procedures of control with minimal risk.
risiko seminimal mungkin.
Perencanaan audit berbasis risiko merupakan upaya Risk-based audit planning is an internal audit effort in order
audit internal dalam rangka melaksanakan perannya to carry out its role to help the management to facilitate the
untuk membantu manajemen mempermudah achievement of organizational goals. The main activity in
pencapaian tujuan organisasi. Kegiatan utama dalam risk-based audit planning is to determine the allocation of
perencanaan audit berbasis risiko adalah menentukan audit activities so that they are more focused on areas of
alokasi kegiatan audit agar lebih terarah pada area high risk that can hinder the achievement of organizational
yang memiliki risiko besar yang dapat menghambat goals.
pencapaian tujuan organisasi.
KEDUDUKAN UNIT INTERNAL AUDIT POSITION OF INTERNAL AUDIT UNIT
Fungsi Audit Internal Angkasa Pura II dilakukan oleh The Internal Audit Function of Angkasa Pura II is carried out
Internal Audit yang dipimpin oleh Senior Vice President by an Internal Audit led by a Senior Vice President who is
yang diangkat dan diberhentikan oleh Direksi dengan appointed and dismissed by the Board of Directors with the
persetujuan Dewan Komisaris. Kedudukan Internal approval of the Board of Commissioners. The position of
Audit berada di bawah Direktur Utama. Internal Audit is under the President Director.
Struktur Organisasi Internal Audit sebagai berikut: The Organizational Structure of Internal Audit is as follows:

Internal Audit
Audit Internal
Arief Darmawan
Senior Vice President of
Internal Audit
Ferry Wirawan
Staff
Andang Santoso Syamsuddin Siswanto

Vice President of Operation Vice President of Business & Vice President of Infrastructure
& Service Audit Supporting Audit & Facility Audit
Senior Auditor Senior Auditor Senior Auditor

1. Dwi Warasto 1. Evi Heltysiana 1. Imam Zaenal Ehwan
2. Prio Ambardi 2. Desy Susanti 2. Rafdi
3. Indah Wijayanti 3. Mulyana 3. Prayoedi Herlebeng
4. Cecep Kurnia 4. Dwi Aries Darmawan
5. Purbantoro 5. Tarsono
6. Dalisnia 6. Batte Raymond
7. Dude Rahmawan
Junior Auditor Junior Auditor Junior Auditor

- 1. Dania Nuraini 1. Karnedi
2. Elfin 2. Reiza Irfansyah
3. Irviandi Irfan
4. Hetty Sulistyawaty
5. Yusup Andi Kurniawan
6. Anandita Arief
Sesuai struktur organisasi tersebut di atas dapat In accordance with the above organizational structure it can
dijelaskan bahwa, Internal Audit Mempunyai tugas be explained that, Internal Audit has the duty of assisting
membantu President Director (Direktur Utama) dalam the President Director in carrying out supervision of the
melaksanakan pengawasan pelaksanaan tugas seluruh implementation of the duties of all work units within the
unit kerja unit kerja dilingkungan perusahaan serta Company and providing suggestions for improvement in
memberikan saran-saran perbaikan sesuai dengan accordance with the plans and programs as well as policies
rencana dan program serta kebijakan yang telah set by the Board of Directors based on the provisions.
ditetapkan oleh Board of Directors (Direksi) berdasarkan
ketentuan.
Unit Internal Audit merupakan aparat pengawas The Internal Audit Unit is the Company’s internal supervisory
internal perusahaan yang dipimpin oleh seorang Senior apparatus led by a Senior Vice President of Internal Audit
Vice President of Internal Audit yang bertanggung jawab who reports directly to the President Director. Where in
langsung kepada President Director (Direktur Utama). carrying out his duties, the Senior Vice President of Internal
Dimana dalam pelaksanaan tugasnya, Senior Vice Audit is assisted by the Vice President of Operations &
President of Internal Audit dibantu oleh Vice President Of Service Audit, the Vice President of Infrastructure & Facility

Operation & Service Audit, Vice President Of Infrastructure Audit and the Vice President of Business & Supporting Audit
& Facility Audit dan Vice President Of Business & Supporting along with the Senior Auditors and Junior Auditors.
Audit beserta para Senior Auditor dan Junior Auditor.
Untuk mendukung independensi dan obyektivitas To support the independence and objectivity as well as
serta kelancaran pelaksanaan tugas, maka Senior Vice smooth implementation of duties, the Senior Vice President
President Of Internal Audit Dapat berkomunikasi langsung of Internal Audit can communicate directly with the Board
dengan Dewan Komisaris melalui Komite Audit untuk of Commissioners through the Audit Committee to inform
menginformasikan berbagai hal yang berhubungan various matters related to the results of supervision.
dengan hasil pengawasan.
Nama Profil SVP Internal Audit

No
Name Profil of the SVP of Internal Audit
1 Ahmad Tavid SE, Lahir di Tarutung pada 17 November 1965.
Menyelesaikan Pendidikan: S1 pada Jurusan Akutansi di Universitas Ekasakti.
• Bergabung di unit Internal Audit tanggal 03 Februari 2020 sebagai Senior Vice President of Internal
Audit.
Memiliki pengalaman menduduki jabatan penting antara lain :
• Vice President of Financial & Logistic P Financial & Logistic Policy Tangerang - Pusat (16.09.2019)
• VP of Corporate Financial Management Corporate Financial Management Tangerang - Pusat (05.01.2018)
• VP of Corp. Financial Mgt. Corporate Office - Kantor Pusat Tangerang - Pusat (02.10.2017)
• VP of Assets Management & Inventory Sub Dir Assets Management & Inventory Tangerang - Pusat
(05.06.2015)
• Deputi Direktur Manajemen Aset & Perleng Manajemen Aset & Perlengkapan Tangerang - Pusat
(29.11.2012)
• VP of Budgeting Budgeting Tangerang - Pusat (12.06.2012)
Born in Tarutung on November 17, 1965.
Completing Education: S1 in Accounting Department at Ekasakti University.
• Joined the Internal Audit unit on February 3, 2020 as Senior Vice President of Internal Audit.
Having experience in important positions, including:
• Vice President of Financial & Logistic P Financial & Logistic Policy Tangerang - Center (16.09.2019)
• VP of Corporate Financial Management Corporate Financial Management Tangerang - Center (05.01.2018)
• VP of Corp. Financial Mgt. Corporate Office - Tangerang Head Office - Center (02.10.2017)
• VP of Assets Management & Inventory Sub Dir Assets Management & Inventory Tangerang - Center
(05.06.2015)
• Deputy Director of Asset Management & Assets & Equipment Management Tangerang - Center (29.11.2012)
• VP of Budgeting Budgeting Tangerang - Center (12.06.2012)
PIHAK YANG MENGANGKAT DAN PARTY WHO APPOINTS AND DISMISSES THE SVP
MEMBERHENTIKAN SVP INTERNAL AUDIT OF INTERNAL AUDIT
SVP Internal Audit diangkat dan diberhentikan oleh SVP of Internal Audit is appointed and dismissed by the
Direksi dengan persetujuan Dewan Komisaris. Board of Directors with the approval of the Board of
Commissioners.
JUMLAH PEGAWAI (KOMPOSISI) INTERNAL NUMBER OF EMPLOYEES (COMPOSITION) OF

AUDIT INTERNAL AUDIT
Sampai dengan bulan Desember 2020, Unit Internal As of December 2020, the Internal Audit Unit was supported
Audit didukung oleh Tiga Puluh (30) personil dengan by 30 (thirty) personnels with the quality and competence
kualitas dan kompetensi sesuai yang dipersyaratkan as required in the description of their duties. The HC
dalam uraian tugasnya. Komposisi SDM Internal Audit composition of the Internal Audit based on position at the
berdasarkan jabatan pada akhir Desember 2020 adalah end of December 2020 is as follows:
sebagai berikut:

Internal Audit
Audit Internal
Jabatan Jumlah
No
Position Total
1 Senior VP of Internal Audit 1
2 Vice President
VP of Operation & Service Audit 1
VP of Business & Supporting Audit 1
VP of Infrastructure & Facility Audit 1
VP of Project Audit 1
3 Senior Auditor
Operation & Service Audit 2
Business & Supporting Audit 6
Infrastructure & Facility Audit 2
Project Audit 3
4 Junior Auditor
Operation & Service Audit 3
Business & Supporting Audit 4
Infrastructure & Facility Audit 4
Project Audit 3
5 Officer 1
6 Staff 2
Total 35
SDM DAN SERTIFIKASI PROFESI HR AND PROFESSIONAL CERTIFICATION
Jumlah SDM di Internal Audit sebanyak 35 (tiga puluh The number of HR in Internal Audit is 35 (thirty five)
lima) orang, yang terdiri dari 33 (tiga puluh tiga) SDM people, consisting of 33 (thirty three) HR Auditors who
Auditor memiliki kualifikasi dan kompetensi yang have adequate qualifications and competencies in carrying
memadai dalam melaksanakan fungsi dan tugasnya. out their functions and duties. There are 4 (four) people
Terdapat 4 (empat) orang memiliki sertifikasi profesi who have a Professional Internal Audit (PIA) certification
Professional Internal Audit (PIA) dan 1 (satu) orang and 1 (one) person has a Qualified Internal Audit (QIA)
memiliki sertifikasi profesi Qualified Internal Audit (QIA). certification.
PIAGAM INTERNAL AUDIT INTERNAL AUDIT CHARTER
Internal Audit memiliki Piagam Internal Audit (Internal Internal Audit has an Internal Audit Charter which was
Audit Charter) yang disahkan pada tahun 2013 Isi dari approved in 2013. The contents of the Internal Audit
Internal Audit Charter sebagai berikut: Charter are as follows:
1. Umum 1. General
2. Tujuan 2. Objectives
3. Unit SPI 3. Internal Audit Unit (SPI) Unit
4. Visi SPI 4. Internal Audit Unit (SPI) Vision
5. Misi SPI 5. Internal Audit Unit (SPI) Mission
6. Kedudukan 6. Position
7. Wewenang 7. Authorities
8. Tugas dan Tanggung Jawab 8. Duties and Responsibilities
9. Ruang lingkup Tugas SPI 9. Scope of Duties of the Internal Audit Unit (SPI)
10. Standar Profesi dan Kode Etik 10. Professional Standards and Code of Conduct
11. Independensi, Obyektivitas dan Integritas 11. Independence, Objectivity and Integrity
12. Akuntabilitas 12. Accountability
13. Pola Hubungan 13. Relationship Pattern
14. Penutup 14. Closing

URAIAN PELAKSANAAN KEGIATAN INTERNAL DESCRIPTION OF THE 2020 INTERNAL AUDIT

AUDIT TAHUN 2020 ACTIVITIES
Sesuai kewenangannya, Internal audit memiliki In accordance with its authorities, the Internal audit
wewenang penuh dan tidak terbatas untuk mengakses has full and unlimited authority to access all resources
seluruh sumber daya (informasi, dokumen, catatan, (information, documents, records, personnels, etc) of the
personil dan lain-lain) perusahaan dalam rangka Company in order to carry out its duties as Internal Audit.
melaksanakan tugasnya sebagai Pengawas Intern
(Internal audit).
Pelaksanaan tugas Internal Audit disusun dalam suatu The implementation of the Internal Audit duties is arranged
program kerja tahunan dimana pada tahun 2020 in an annual work program which in 2020 was detailed
dirinci dalam kegiatan PKAT (Program Kerja Audit in the activities of the PKAT (Annual Audit Work Program),
Tahunan), Reviu Proyek Pengembangan Bandara, Reviu Review of Airport Development Projects, Review of Direct
Pekerjaan Penunjukan Langsung, Pemeriksaan Khusus, Appointment Work, Special Inspections, Assistance of
Pendampingan Auditor Eksternal, Reviu Fungsi Internal External Auditors, Review of Internal Audit Functions by
Audit oleh Independen, Sosialisasi dan Penyempurnaan Independent, Socialization and Completion of WBS (Whistle
WBS (Whistle Blowing System), Benchmarking, Kegiatan Blowing System), Benchmarking, In-House Training and
In-House Training and Sharing Session, Pelaksanaan Sharing Session Activities, Implementation of Special
Pemeriksaan Khusus, Monitoring Tindak Lanjut Temuan Inspections, Monitor the Follow-Up on Auditor Findings,
Auditor, Pelaksanaan Pendidikan dan Pelatihan (Diklat), Implementation of Education and Training (Diklat),
Sosialisasi Pedoman Sistem Pengendalian Manajemen Socialization of Guidelines for Management Control
dan Penyusunan Pedoman Probity Audit Berbasis Risiko Systems and Preparation of Fraud Risk-Based Probity Audit
Fraud. Guidelines.
PROGRAM KERJA AUDIT TAHUNAN ANNUAL AUDIT WORK PROGRAM
Audit tahunan pada Kantor Pusat dan Kantor Cabang Annual audits at the Head Office and Branch Offices are
dilaksanakan dengan berpedomanpada Program Audit conducted based on the Audit Program that was established
yang telah dibuat pada awal tahun. Dalam Program at the beginning of the year. In 2020 Internal Audit Annual
Kerja Audit Tahunan Internal audit Tahun 2020, telah Work Program, the audit program has been programmed
diprogramkan pelaksanaan kegiatan audit dalam satu for one year, namely the implementation of routine audits
tahun yakni pelaksanaan Audit rutin dan beberapa and several other programs. In the realization of its
program lainnya. Dalam realisasi pelaksanaannya, implementation, annual operational audit activities run
kegiatan audit operasional tahunan berjalan dengan smoothly.
lancar.
Sesuai dengan Program Kerja Audit Tahunan (PKAT) In accordance with the Annual Audit Work Program (PKAT)
Internal Audit Tahun 2020 yang telah disusun for Internal Audit in 2020 which has been prepared on risk
berdasarkan basis risiko, maka Internal Audit telah based, the Internal Audit has set the priority of audit objects
menetapkan prioritas obyek audit di tahun ini sebanyak in this year as many as 5 audit objects consisting of:
lima (5) obyek audit yang terdiri atas:
1. Infrastructure & Facility 1. Infrastructure & Facility
2. Commercial 2. Commercial
3. Operation & Service 3. Operation & Service
4. Finance & CSR 4. Finance & CSR
5. HC, GA & IT 5. HC, GA & IT
Pada pelaksanaan audit tahunan, Internal Audit juga During the implementation of annual audit, Internal Audit
melakukan salah satu fungsinya yakni sebagai konsultan has also conducted one of its functions such as consultant
kepada perusahaan. Hal ini telah dilakukan bersamaan to the Company. This has been carried out along with
dengan kegiatan Audit Operasional pada tahun 2020 Operational Audit activities in 2020.

Internal Audit
Audit Internal
1. Audit Operasional 1. Operational Audit
Pada Program Kerja Audit Tahun 2020 telah In the 2020 Audit Work Program, an operational audit
direncanakan untuk dilakukan audit operasional has been planned to consist of fifteen (15) audit objects,
yang terdiri dari lima belas (15) obyek audit yaitu: namely:
a. KC. Bandara Husein Sastranegara - Bandung; a. KC. Husein Sastranegara Airport - Bandung;
b. KCU. Bandara Kualanamu – Sumatra Utara; b. KCU. Kualanamu Airport - North Sumatra;
c. KC. Bandara Sultan Thaha - Jambi; c. KC. Sultan Thaha Airport - Jambi;
d. KC. Bandara Raja Haji Fisabilillah, Tanjungpinang; d. KC. Raja Haji Fisabilillah Airport, Tanjungpinang;
e. KC. Bandara Depati Amir – Pangkal Pinang; e. KC. Depati Amir Airport - Pangkal Pinang;
f. KC. Bandara Blimbing Sari, Banyuwangi; f. KC. Blimbing Sari Airport, Banyuwangi;
g. KC. Bandara Sultan Iskandar Muda, Banda Aceh; g. KC. Sultan Iskandar Muda Airport, Banda Aceh;
h. KC. Bandara Supadio - Pontianak. h. KC. Supadio Airport - Pontianak.
i. KC. Bandara Sultan Syarif Kasim II - Pekanbaru; i. KC. Sultan Syarif Kasim II Airport - Pekanbaru;
j. KC. Bandara Halim Perdanakusumah - Jakarta; j. KC. Halim Perdanakusumah Airport - Jakarta;
k. KC. Bandara Radin Inten – Bandar Lampung; k. KC. Radin Inten Airport - Bandar Lampung;
l. KC. Bandara Fatmawati – Bengkulu; l. KC. Fatmawati Airport - Bengkulu;
m. KC. Bandara Hanandjoeddin – Tanjung Pandan; m. KC. Hanandjoeddin Airport - Tanjung Pandan;
n. KCU. Bandara Soekarno-Hatta – Tangerang; n. KCU. Soekarno-Hatta Airport - Tangerang;
o. Kantor Pusat. o. Head Office.
2. Reviu Proyek Pengembangan Bandara 2. Review of the Airport Development Project

Seiring dengan pelaksanaan proyek pengembangan Along with the implementation of an airport development
bandara di lingkungan PT Angkasa Pura II (Persero), project within PT Angkasa Pura II (Persero), Internal
Internal Audit turut membantu manajemen dalam Audit also assisted the management in supervising the
pengawasan pelaksanaan proyek tersebut dengan implementation of the project by conducting a review of
melakukan reviu pengadaan barang dan jasa the procurement of goods and services for the work of
atas pekerjaan proyek pengembangan bandara the airport development projects.
dimaksud.
Kegiatan reviu proyek dimaksudkan untuk menilai The project review activity is intended to assess the
pelaksanaan pekerjaan pengembangan bandara implementation of airport development work carried
yang dilakukan oleh PT Angkasa Pura II (Persero) out by PT Angkasa Pura II (Persero) in all branch offices
di seluruh kantor cabang apakah telah berjalan whether it has been running smoothly, in accordance
lancar, sesuai dengan ketentuan yang berlaku dan with applicable regulations and meets the principles
memenuhi prinsip-prinsip tata kelola perusahaan of good corporate governance in 2020 according to
yang baik (Good Corporate Governance). Pada the plan an airport development project review will be
tahun 2020 sesuai rencana dilakukan reviu proyek carried out at 5 (five) Branch Offices namely:
pengembangan bandara pada 5 (lima) Bandara/
Kantor Cabang yaitu:
a. Bandara Supadio – Pontianak; a. Supadio Airport - Pontianak;
b. Bandara Int’l Minangkabau – Padang; b. Int’l Minangkabau Airport - Padang;
c. Bandara Sultan Thaha – Jambi; c. Sultan Thaha Airport - Jambi;
d. Bandara Silangit – Siborongborong; d. Silangit Airport - Siborongborong;
e. Bandara Soekarno Hatta – Tangerang. e. Soekarno Hatta Airport - Tangerang.
3. Probity Audit 3. Probity Audit

Pelaksanaan probity audit tahun 2020 masih The implementation of probity audits in 2020 is still
pada tahap persiapan tenaga auditor dengan in the preparation stage of auditors by increasing
meningkatkan kompetensi dan pengetahuan tentang competence and knowledge about probity audits
probity audit melalui Pendidikan dan pelatihan yang through education and training that has been carried
telah dilakukan bekerjasama dengan Pusdiklatwas out in collaboration with the Pusdiklatwas of the
Badan Pengawas Keuangan dan Pembangunan Financial and Development Supervisory Agency
(BPKP) sesuai surat perintah Director of Human (BPKP) in accordance with the Director of Human

Capital nomor: SPR.10.04/00/10/2020/0308 tanggal Capital’s order number: SPR.10.04 / 00/10/2020/0308

7 Oktober 2020 dengan jumlah peserta 22 orang datedOctober 7, 2020 with 22 participants held on
dilaksanakan pada 12 – 16 Oktober 2020. October 12 – 16, 2020.
PELAKSANAAN PROGRAM KERJA IMPLEMENTATION OF WORK PROGRAMS
Sebagaimana program kerja tahun 2020 sampai For the work program in 2020, until Q IV the following audit
dengan TW IV telah dilaksanakan kegiatan audit sebagai activities have been carried out:
berikut:
Penentuan Jadwal Audit

Determination of audit schedule
Objek Audit Waktu Pelaksanaan Jangka Waktu

No
Audit Object Execution Date Time period
1 Bandara Internasional Husein Sastranegara Bandung 24 Februari - 2 Maret 2020 6 Hari Kerja
Husein Sastranegara International Airport Bandung February 24 - March 2, 2020 6 working days
2 Bandara Internasional Kualanamu Deli Serdang 24 Februari - 6 Maret 2020 10 Hari Kerja
Kualanamu International Airport Deli Serdang February 24 - March 6, 2020 10 working days
3 Bandara Sultan Thaha Jambi 16 - 23 Maret 2020 6 Hari Kerja
Sultan Thaha Airport Jambi March 16 - 23, 2020 6 working days
4 Bandara Raja Haji Fisabilillah Tanjung Pinang 06 - 13 April 2020 6 Hari Kerja
Raja Haji Fisabilillah International Airport Tanjungpinang April 06 - 13, 2020 6 working days
5 Bandara Depati Amir Pangkal Pinang 06 - 13 April 2020 6 Hari Kerja
Depati Amir Airport Pangkalpinang April 6 - 13, 2020 6 working days
6 Bandara Blimbingsari Banyuwangi 08 - 15 Juni 2020 6 Hari Kerja
Blimbingsari Airport Banyuwangi June 08 - 15, 2020 6 working days
7 Bandara Sultan Iskandar Muda Aceh 08 - 15 Juni 2020 6 Hari Kerja
Sultan Iskandar Muda International Airport Aceh June 08 - 15, 2020 6 working days
8 Bandara Supadio Pontianak 06 - 13 Juli 2020 6 Hari Kerja
Supadio Airport Pontianak July 06 - 13, 2020 6 working days
9 Bandara Sultan Syarif Kasim II Pekanbaru 06 - 13 Juli 2020 6 Hari Kerja
Sultan Syarif Kasim II International Airport Pekanbaru July 06 - 13, 2020 6 working days
10 Bandara Internasional Halim PK Jakarta 06 - 13 Juli 2020 6 Hari Kerja
Halim Perdanakusuma International Airport Jakarta July 06 - 13, 2020 6 working days
11 Bandara Radin Inten Bandar Lampung 24 - 27 Agustus 2020 5 Hari Kerja
Radin Inten Airport Lampung August 24 - 27, 2020 5 working days
12 Bandara Fatmawati Bengkulu 24 - 27 Agustus 2020 5 Hari Kerja
Fatmawati Airport Bengkulu August 24 - 27, 2020 5 working days
13 Bandara Hanandjoeddin Tanjung Pandan 24 - 27 Agustus 2020 5 Hari Kerja
Hanandjoeddin Airport Tanjung Pandan August 24 - 27, 2020 5 working days
14 Bandara Internasional Soekarno-Hatta Tangerang 07 September - 07 Oktober 2020 1 Bulan
Soekarno-Hatta International Airport Tangerang September 07 - October 07, 2020 1 Month
15 Kantor Pusat 02 November - 02 Desember 2020 1 Bulan
Head Office November 02 - December 02, 2020 1 Month
Daftar Kegiatan Reviu Proyek 2020

List of 2020 Project Review Activities
Kantor Cabang Nama Pekerjaan Waktu Pelaksanaan

No
Branch Office Job Description Time period
1 Bandara Sultan Thaha Jambi a. Pekerjaan Terminal; April 202
Sultan Thaha Airport Jambi b. Pekerjaan Perpanjangan Runway April 2020
a. Terminal Work
b. Runway Extension Work

Public Accounting Firm
Akuntan Publik
Kantor Cabang Nama Pekerjaan Waktu Pelaksanaan
No
Branch Office Job Description Time period
2 Bandara Silangit Siborong-Borong Pekerjaan Perluasan & Renovasi Gedung Terminal Juni 2020
Silangit airport Siborong borong Terminal Building Expansion & Renovation Works June 2020
3 Bandara Supadio Pontianak Pekerjaan Perpanjangan Runway Agustus 2020
Supadio International Airport Pontianak Runway Extension Works August 2020
4 Bandara Minangkabau Padang Perluasan Apron & Pembangunan Terminal September 2020
Minangkabau airport Padang Apron Expansion & Terminal Construction September 2020
5 Bandara Internasional Soekarno-Hatta Tangerang a. Pekerjaan Perpanjangan Runway Oktober 2020
Soekarno-Hatta International Airport Tangerang b. Pekerjaan East Cross October 2020
a. Runway Extension Works
b. East Cross work
Akuntan Publik
Public Accounting Firm
Fungsi pengawasan independen terhadap aspek The function of independent audit on financial aspects of
keuangan Angkasa Pura II dilakukan dengan PT Angkasa Pura II (Persero) is carried out by conducting
melaksanakan pemeriksaan Audit Eksternal yang External Audit by Public Accounting Firm. The Public
dilakukan oleh Kantor Akuntan Publik. Kantor Akuntan Accounting Firm of Purwantono, Sungkono dan Surja (Ernst
Publik Purwantono, Sungkoro dan Surja (Ernst & Young & Young (EY) has conducted 6 (six) times audit of PT Angkasa
(EY)) telah melakukan pemeriksaan audit laporan Pura II (Persero) annual report for 2020 fiscal year.
keuangan Angkasa Pura II sebanyak 6 (enam) kali untuk
tahun buku 2020.
Periode Pemeriksaan Akuntan Publik Public Accounting Firm Period

Penunjukan external audit adalah wewenang pemegang External audit appointment is a shareholder authority, and
saham, dan diputuskan dalam RUPS. Berikut adalah is decreed in GMS. Following is the Public Accounting Firm
Kantor Akuntan Publik yang melakukan Pemeriksaan that has conducted audits on financial report within the
Laporan Keuangan selama 5 (lima) tahun terakhir past 5 (five) years:
sebagai berikut:
Tahun
Akuntan Kantor Akuntan Publik Fee Audit
Buku
Accountant Public Accounting Firm Audit Fee
Fiscal Year
2020 Purwantoro, Sungkoro dan Surja KAP Purwantono, Sungkoro dan Surja (Ernst & Young (EY)) 2.686.200.000
2014 Indra Soesetiawan, CPA Hertanto, Sidik & Rekan 1.052.782.500

Jasa Lain yang Diberikan Kantor Akuntan Publik Other Services Provided by the Public Accounting Firm
Kantor Akuntan Publik Purwantoro, Sungkoro dan Surja Other Services Provided by the Public Accounting Firm
selain melakukan Audit Laporan Keuangan Tahun Buku Purwantoro, Sungkoro and Surja Public Accountants Office
2020 juga mencakup : besides conducting an Audit of Financial Statements for the
2020 Financial Year also includes:
1. Audit umum atas laporan keuangan Konsolidasi PT 1. General audit of the consolidated financial statements
Angkasa Pura II (Persero) of PT Angkasa Pura II (Persero)
• Laporan posisi keuangan • Statements of financial position
• Laporan laba rugi • The income statement
• Laporan perubahan ekuitas • Statement of changes in equity
• Laporan arus kas • The cash flow statement
• Catatan atas laporan keuangan • Notes to the financial statements
2. Audit kepatuhan PT Angkasa Pura II (Persero) 2. PT Angkasa Pura II (Persero) compliance audit with
terhadap perundang-undangan yang berlaku dan applicable laws and the implementation of audit
penerapan standar audit (SA) 600 standard (SA) 600
3. Audit pengendalian intern terhadap ketentuan yang 3. Internal control audit against applicable regulations
berlaku
4. Asurans atas hasil evaluasi kinerja keuangan dan 4. Assurance on the results of the evaluation of the
Key Performance Indicator (KPI) perusahaan, company’s financial performance and Key Performance
berdasarkan keputusan menteri BUMN nomor KEP- Indicators (KPI), based on the Decree of the Minister of
100/MBU/2002 tanggal 4 Juni 2002 tentang Penilaian State-Owned Enterprises No. KEP-100/MBU/2002 dated
tingkat kesehatan BUMN June 4, 2002 concerning Assessment of the Soundness
Level of SOE
5. Melaksanakan audit atas laporan program 5. Carry out an audit of the report on the partnership
kemitraan dan bina lingkungan (PKBL) yang meliputi and community development program (PKBL) which
• Laporan posisi keuangan: includes:
• Statements of financial position
• Laporan Aktivitas • Activity Report
• Catatan atas laporan keuangan • Notes to the financial statements
• Laporan arus kas • The cash flow statement
• Evaluasi atas kinerja pengelolaan (tingkat • Evaluation of performance management
efektivitas penyaluran dana dan tingkat (distribution of funds and the level of effectiveness
kolektibilitas pinjaman kemitraan) of the loan collectability level of partnership)
6. Audit umum laporan keuangan untuk bandar 6. General audit of financial reports for airports in
udara kerjasama pemanfaatan BUMN pada Unit cooperation with the use of SOEs at the Airport
Penyelenggaraan Bandar Udara (UPBU) antara lain : Management Unit (UPBU), including:
• Bandara Tjilik Riwut, Palangkaraya • Tjilik Riwut Airport, Palangkaraya
• Bandara Fatmawati, bengkulu • Fatmawati Airport, Bengkulu
• Bandara Raden Inten, Lampung • Raden Inten Airport, Lampung
• Bandara H.A.S Hananjoeddin, tanjung pandan • H.A.S Hananjoeddin Airport, tanjung pandan
• Bandara Panglima Besar Jend. Soedirman, • Panglima Besar Jend. Soedirman Airport,
Purbalingga Purbalingga

Manajemen Risiko
Risk Management
Manajemen Risiko
Risk Management
URAIAN SISTEM MANAJEMEN RISIKO RISK MANAGEMENT SYSTEM DESCRIPTION
Unit Corporate Risk Management (DRM) sebagai unit The Corporate Risk Management (DRM) unit as a risk
pengelola manajemen risiko dan sistem manajemen management unit and the company’s quality management
mutu perusahaan memiliki 10 (sepuluh) program kerja system has 10 (ten) main work programs in 2020 which
utama di tahun 2020 yang disusun untuk mendukung are designed to support the achievement of the Company’s
pencapaian target kinerja dan sasaran strategis performance targets and strategic goals.
Perusahaan.
Program kerja utama Unit DRM di tahun 2020 meliputi: The main work programs of the DRM Unit in 2020 include:
1. Pelaksanaan Risk Assessment di seluruh unit kantor 1. Implementation of Risk Assessment in all head office
pusat, kantor divisi dan kantor cabang PT AP2; units, division offices and branch offices of PT AP2;
2. Monitoring & evaluasi program mitigasi risiko; 2. Monitoring & evaluation of risk mitigation programs;
3. Pengukuran Risk Maturity Index (RMI) 3. Measurement of the Risk Maturity Index (RMI)
4. Penyusunan Kajian Risiko terhadap bisnis baru 4. Preparation of Risk Assessments for new businesses or
ataupun isu lainnya yang dihadapi Perusahaan; other issues faced by the Company;
5. Pengelolaan Airport Liability Insurance; 5. Airport Liability Insurance Management;
6. Assessment GCG; 6. GCG Assessment;
7. Corporate Governance Perception Index (CGPI) Award 7. Corporate Governance Perception Index (CGPI) Award
2020; 2020;
8. Sertifikasi ISO 37001:2016 Sistem Manajemen – Anti 8. SO 37001: 2016 Management System Certification -
Penyuapan Anti-Bribery
9. Kriteria Penilaian Kinerja Uggul (KPKU) 9. Uggul Performance Assessment Criteria (KPKU)
10. Penyusunan Pedoman Business Continuity 10. Preparation of Business Continuity Management
Management Guidelines
KEBIJAKAN DAN PROSEDUR PENGELOLAAN RISK MANAGEMENT POLICIES AND PROCEDURES

RISIKO
Pengelolaan manajemen risiko di Angkasa Pura II Risk management at Angkasa Pura II aims to improve
bertujuan untuk meningkatkan kepastian pencapaian the certainty of achievement of the objectives and targets
sasaran dan target-target Perusahaan dengan cara of the Company by lowering the level of the likelihood of
menurunkan tingkat kemungkinan terjadinya peristiwa- events that may hamper the business process as well
peristiwa yang dapat menghambat kelancaran proses as minimize the potential loss impact caused by these
bisnis serta meminimalkan potensi kerugian sebagai events. Risk management in Angkasa Pura II is based on
dampak yang ditimbulkan oleh peristiwa-peristiwa the international standard ISO 31000 - Risk Management
tersebut. Pengelolaan risiko di Angkasa Pura II berbasis Principles & Guidelines adopted by the Joint Regulation
pada standar internasional ISO 31000 - Risk Management of the Board of Commissioners and Board of Directors
Principles & Guidelines yang diadopsi Peraturan of PT Angkasa Pura II (Persero) Number: CO. 16.04 /
Bersama Dewan Komisaris dan Direksi PT Angkasa 00/02/2020/0040: PD.16.04 / 02/2020/0012 concerning
Pura II (Persero) Nomor: CO. 16.04/00/02/2020/0040: General Guidelines for Risk Management of PT Angkasa
PD.16.04/02/2020/0012 tentang Pedoman Umum Pura II (Persero).
Manajemen Risiko PT Angkasa Pura II (Persero).

Perbaikan
Terintegrasi
Sinambung
Faktor Terstruktur
manusia dan dan
budaya komprehensif
Penciptaan dan
perlindungan nilaii
Informasi
terbaik
Disesuaikan
yang
tersedia
Dinamis Inklusif
Proses manajemen risiko
Integrasi Lingkup, konteks dan

kriteria
Komunikasi dan konsultasi
Pemantauan dan tinjauan

Penilaian risiko
Identifikasi risiko
Perbaikan Desain
Analisis risiko
Evaluasi risiko
Perlakuan risiko
Evaluasi Implementasi Pencatatan dan pelaporan
PENGAWASAN AKTIF DEWAN KOMISARIS DAN ACTIVE SUPERVISION OF THE BOARD OF

DIREKSI DALAM MANAJEMEN RISIKO COMMISSIONERS AND BOARD OF DIRECTORS IN
RISK MANAGEMENT
Struktur Pengelola Manajemen Risiko Risk Management Structure

Pembentukan unit Corporate Risk Management The establishment of a Corporate Risk Management unit is
merupakan salah satu wujud pelaksanaan tata a form of implementation of good corporate governance
kelola perusahaan yang baik dimana dalam Pasal 25 in which Article 25 of the Regulation of the Minister of SOE
Peraturan Menteri BUMN nomor PER-01/MBU/2011 number PER-01 / MBU / 2011 states that (1) the Board of
disebutkan bahwa (1) Direksi dalam setiap pengambilan Directors in every decision making must consider business
keputusan, harus mempertimbangkan risiko usaha, risks, (2) the Board of Directors must build and implement
(2) Direksi wajib membangun dan melaksanakan an integrated corporate risk management program which
program manajemen risiko korporasi secara terpadu is part of the implementation of the GCG program, (3)
yang merupakan bagian dari pelaksanaan program Implementation of the risk management program can be
GCG, (3) Pelaksanaan program manajemen risiko dapat carried out by forming a separate work unit under the
dilakukan dengan membentuk unit kerja tersendiri yang Board of Directors or assigning existing and relevant work
ada di bawah Direksi atau memberi penugasan kepada units to carry out functions risk management.
unit kerja yang ada dan relevan untuk menjalankan
fungsi manajemen risiko.

Risk Management
Manajemen Risiko
Melalui Keputusan Direksi nomor PD.01.01/09/2019/0046 Through the Decree of the Board of Directors number
tanggal 12 September 2019 tentang Organisasi dan Tata PD.01.01 / 09/2019/0046 dated September 12, 2019
Kerja PT Angkasa Pura II (Persero), telah ditetapkan concerning the Organization and Work Procedures of PT
struktur organisasi Angkasa Pura II yang didalamnya Angkasa Pura II (Persero), the organizational structure
terdapat Unit Corporate Risk Management selaku unit of Angkasa Pura II has been established, which includes
pengelola manajemen. a Corporate Risk Management Unit as the management
management unit.
Struktur Organisasi dan Personil DRM (Per 31 Desember 2020)

Organization Structure and DRM Personnel (Per December 31, 2020)
PLT. VP of
Ex. VP of Corporate Risk Management Corporate Risk
Managament
Joko Nugroho Ivone Cleara
Jan - Mar 2020 Aug - Nov 2020
Limbarrian PS
Staff of VP
Ari Priyatna Yusuf Awalin Nicolas Prima

AVP of Businees Risk AVP of Operational Risk AVP of Quality
Management Management Management System
Yudha Aidil
Janu Diomatra Tanti Hadianti Andreas Anton Luluk Indrianti Duma Natalia S
Adha
Senior Officer Senior Officer Senior Officer Senior Officer Senior Officer
Senior Officer
Nadya
Wahyu Dania Nirvanda K Ulfa Anggia
Rizky R.H Diana Bengawan
Handayani Ramadhani Staff of AVP Pratami
Senior Officer Senior Officer
Staff Staff (Resign Per 1 Staff
Desember 2020)
PROFIL RISIKO RISK PROFILE
Pengelolaan risiko menjadi aspek strategis dalam Risk management is a strategic aspect in the efforts of PT
upaya PT Angkasa Pura II (Persero) mencapai tujuan Angkasa Pura II (Persero) to achieve short-term goals to
jangka pendek memastikan pencapaian Kontrak ensure the achievement of the 2020 Management Contract
Manajemen Tahun 2020 dan tujuan jangka panjang. and long-term goals. Good risk management is expected
Dengan pengelolaan risiko yang baik diharapkan to increase the likelihood of achieving goals, improve the
dapat meningkatkan kemungkinan pencapaian tujuan, identification of opportunities and threats effectively and
memperbaiki identifikasi peluang dan ancaman secara allocate and use resources to manage risk efficiently.
efektif serta mengalokasikan dan menggunakan sumber
daya untuk mengelola risiko secara efisien.

Sebagai bagian dari penerapan Manajemen Risiko, As part of the application of Risk Management, PT Angkasa
PT Angkasa Pura II (Persero) telah menyusun profil Pura II (Persero) has compiled a risk profile which is expected
risiko yang diharapkan mampu memberikan informasi to be able to provide information about the risks faced
mengenai risiko yang dihadapi Perseroan sehingga by the Company so that the Company can immediately
Perseroan dapat dengan segera menentukan langkah- determine strategic steps in dealing with uncertainties in
langkah strategis dalam menghadapi ketidakpastian di the future.
masa yang akan datang.
Berdasarkan hasil identifikasi resiko, diketahui bahwa Based on the results of risk identification, it is known that
terdapat 30 (tiga puluh) risk register dengan level resiko there are 30 (thirty) risk registers with very high and high
sangat tinggi dan tinggi yang masih perlu mendapatkan risk levels that still need attention in the achievement of
perhatian dalam pecapaian target corporate tahun 2021. corporate targets in 2021.
Data Risk Register dengan level risiko sangat tinggi dan The Risk Register data with a very high and high risk level
tinggi tersebut (selanjutnya disebut: Top Residual Risk (hereinafter referred to as: Top Residual Risk Year 2020)
Tahun 2020) akan di analisa dan dicari kesesuaiannya will be analyzed and matched with related data such as the
dengan data-data terkait seperti Program/Target RKAP RKAP Program / Target for 2021, so that it can become the
tahun 2021, sehingga dapat menjadi data awal Profil initial Risk Profile data for 2021.
Risiko tahun 2021.
Berikut rincian dari 30 (tiga puluh) risk register aktif Following are the details of 30 (thirty) active risk registers
dengan level risiko sangat tinggi atau tinggi dalam setiap with very high or high risk levels in each risk category:
kategori risiko:
1. Risiko Bisnis, terdapat 1 (satu) Risk Register dengan 1. Business Risk, there is 1 (one) Risk Register with a very
level risik sangat tinggi, yaitu: high risk level, namely:
a. Risiko Pendapatan Usaha Kurang Optimal a. Risk of Less Optimal Business Revenue
2. Risiko Hukum & Kepatuhan, terdapat 1 (satu) Risk 2. Legal & Compliance Risk, there is 1 (one) active Risk
Register aktif dengan level risik sangat tinggi, yaitu: Register with a very high risk level, namely:
a. Risiko timbulnya tuntutan hukum (litigation) a. Risk of legal claims (litigation)
3. Risiko Strategis, terdapat 6 (enam) Risk Register 3. trategic Risk, there are 6 (six) Risk Registers with very
dengan level risik sangat tinggi dan tinggi, yaitu: high and high risk levels, namely:
a. Risiko terhambatnya Program Strategis a. Risk of obstruction of the company's strategic
perusahaan program
b. Risiko terlambatnya penyelesaian proyek b. Risk of late completion of airport development
pengembangan Bandar Udara projects
c. Risiko terhambatnya pengembangan bandar c. Risk of hampering airport development
udara
d. Risiko terhambatnya proses transformasi d. Risk of obstruction of the company's transformation
perusahaan process
e. Risiko ketidaksesuaian program strategis e. Risk of incompatibility of the company's strategic
perusahaan dengan rencana kerja perusahaan program with the company's work plan
f. Risiko target transformasi perusahaan tidak f. The risk of the company's transformation target not
tercapai being achieved
4. Risiko Operasional, terdapat 14 (empat belas) Risk 4. Operational Risk, there are 14 (fourteen) active Risk
Register akitf dengan level risik tinggi, yaitu: Registers with a high risk level, namely:
a. Risiko menurunnya fasilitas runway a. Risk of decreasing runway facilities
b. Risiko Ketersediaan Catu Daya Listrik b. Risk of Availability of Electric Power Supply
c. Risiko menurunnya fasilitas listrik c. The risk of decreasing electricity facilities
d. Risiko menurunnya layanan IT (network, hardware d. Risk of decline in IT services (network, hardware
dan/atau software) and/or software)

Risk Management
Manajemen Risiko
e. Risiko terganggunya ketersediaan sistem e. The risk of disrupting the availability of the electrical
pengelolaan energi listrik energy management system
f. Risiko keterlambatan penanganan kondisi f. Risk of delays in handling emergency conditions at
emergency di bandara the airport
g. Risiko terbatasnya kapasitas jaringan listrik g. Risk of limited airport power network capacity
bandara h. Risk of decreasing electronic facilities
h. Risiko menurunnya fasilitas elektronika i. Risk of disruption in the management of the FIDS
i. Risiko gangguan pengelolaan database FIDS database
j. Risiko menurunnya fasilitas taxiway j. Risk of decreasing taxiway facilities
k. Risiko terganggunya fasilitas pengawasan k. Risk of disruption of airport security surveillance
keamanan bandara facilities
l. Risiko kebakaran di terminal (Bandara) l. Risk of fire at the terminal (Airport)
m. Risiko penanganan Domestic Fire m. Risk of handling Domestic Fire
n. Risiko kesalahan dalam perencanaan kebutuhan n. Risk of errors in planning employee needs
karyawan
5. Risiko Keuangan, terdapat 5 (lima) Risk Register aktif 5. Financial Risk, there are 5 (five) active Risk Registers
dengan level risik tinggi, yaitu: with a high risk level, namely:
a. Risiko tidak terpenuhinya persyaratan Financial a. Risk of non-compliance with the requirements of
Covenants the Financial Covenants
b. Risiko piutang terlambat dibayar b. Risk of overdue receivables
c. Risiko Piutang Macet c. Risk of Bad Debts
d. Risiko Keselarasan RKA Terhadap Sasaran yang d. Risk of RKA Alignment to the Goals to be Achieved
akan Dicapai
e. Risiko keterlambatan pengadaan barang dan e. Risk of delays in the procurement of goods and
jasa services
6. Risiko Keselamatan, Kesehatan, Keamanan & 6. Safety, Health, Security & Environment Risks, there are
Lingkungan, tidak terdapat 3 (tiga) Risk Register aktif no 3 (three) active Risk Registers with a high risk level,
dengan level risik tinggi, yaitu: namely:
a. Risiko kecelakaan pesawat udara di runway a. Risk of aircraft accidents on the runway
b. Risiko kecelakaan pesawat udara di apron b. Risk of aircraft accidents on the apron
c. Risiko gangguan keamanan bandara c. Risk of airport security disruption
HASIL REVIEW/EVALUASI EFEKTIVITAS RESULT OF REVIEW / EVALUATION OF RISK

MANAJEMEN RISIKO TAHUN 2020 MANAGEMENT EFFECTIVENESS IN 2020
1. Risk Assessment 1. Risk Assessment

Angkasa Pura II telah melaksanakan kegiatan Angkasa Pura II has carried out Risk Assessment
Risk Assessment pada 19 (Sembilan belas) Kantor activities at 19 (nineteen) Branch Offices and Head
Cabang dan Kantor Pusat dengan jumlah resiko Office with a total identified risk of 457 risk events.
yang teridentifikasi sebanyak 457 risk event. Adapun The details of the risk events include: 12 Risk Events at
rincian risk event tersebut diantaranya: 12 Risk Event the Very High level category, 93 Risk Events in the High
pada level Sangat Tinggi, 93 Risk Event pada kategori category, 306 Risk Events in the Medium category and
Tinggi, 306 Risk Event kategori Sedang dan 46 Risk 46 Risk Events in the Low category.
Event dengan kategori Rendah.
Secara korporat jumlah Risiko Teridentifikasi (Risiko Corporally, the number of Identified Risks (Event Risk) in
Event) pada tahun 2020 didominasi dari fungsi 2020 is dominated by the Opstek function. To note, the
Opstek. Untuk diketahui, pembagian dari masing- division of each function is as follows:
masing fungsi adalah sebagai berikut:

• Fungsi Adkom berasal dari fungsi Commercial, • The function of Adkom comes from the functions
Business Development, Finance, Human Capital & of Commercial, Business Development, Finance,
Legal (*include: Non Direktorat) sedangkan; Human Capital & Legal (* include: Non Directorate)
while;
• Fungsi Opstek adalah berasal dari fungsi IT, • Opstek functions are derived from the functions
Engineering (Facility and Project), Operation & of IT, Engineering (Facility and Project), Operation
Service (*include: Direktorat Transformation and & Service (* include: Directorate of Transformation
Strategic Portfolio) and Strategic Portfolio)
Total Risk Event hasil Identifikasi Risiko tahun 2020 Total Risk Events resulting from Risk Identification in
adalah 457 Risk Event dengan pembagian sebagai 2020 are 457 Risk Events which are divided as follows:
berikut:
• Dari fungsi Adkom: 139 Risk Event (30,42% dari • From the Adkom function: 139 Risk Events (30.42%
Total Risiko Teridentifikasi) dan; of the Total Identified Risks) and;
• Dari fungsi Opstek: 318 Risk Event (69,58% dari • From Opstek function: 318 Risk Events (69.58% of
Total Risiko Teridentifikasi) Total Identified Risks)
4 Tipe Mitigasi Risiko

Four Types of Risk
Mitigation
Risiko Risiko Risiko Risiko

Risk Risk Risk Risk
Terima Hindari Transfer Kurangi

Accept Avoid Transfer Reduce

Risk Management
Manajemen Risiko
Rincian dari setiap Risk Event pada masing-masing Details of each Risk Event for each function at Branch
fungsi di Kantor Cabang dan Kantor Pusat dapat Offices and Head Office can be seen in the following graph:
dilihat pada grafik berikut:
90
80
70
60
50
40
30
20
10
CGK HLP BKS* TJQ* TKG* PNK KNO TNJ BTJ PLM BDO PDG DJB PKU DTB PGK BWX PKY KJT CGK
Risk Event Adkom Risk Event Opstek Jumlah Risk Event (Hasil Identifikasi Risiko)
Hasil analisa pada akhir tahun 2020, masih terdapat The results of the analysis at the end of 2020, there are still
729 Risk Event yang masih harus dimonitor yang terdiri 729 Risk Events that still need to be monitored, consisting
dari: hasil identifikasi risiko tahun 2020 sebanyak 457 of: the results of the 2020 risk identification totaling 457
Risk Event dan sisanya merupakan hasil identifikasi Risk Events and the rest are the results of the previous
risiko tahun sebelumnya yang belum dilaporkan dan/ year's risk identification that have not been reported and
atau belum dinilai dapat dikelola dengan baik (Risk Event / or have not been assessed to be properly managed ( Risk
belum termitigasi). Dari total risk event tersebut dapat Event has not been mitigated). The total risk event can be
dibagi berdasarkan sumber dari setiap Direktorat. divided based on sources from each Directorate.
Terdapat 6 (enam ) Direktorat dan 1 (satu) Non direktorat There are 6 (six) Directorates and 1 (one) Non-directorate
yang diketahui telah melakukan Identifikasi Risiko known to have carried out Risk Identification during the
selama periode 2017-2020. Diagram berikut dapat 2017-2020 period. The following diagram illustrates the
menggambarkan posisi setiap Risk Event dalam setiap position of each Risk Event in each Directorate. This data
Direktorat. Data tersebut dapat dilihat pada Dashboard can be seen on the IRiMS Application Dashboard and is
Aplikasi IRiMS dan merupakan hasil monitoring dana the result of monitoring funds reviewing the mitigation
review laporan realisasi mitigasi per 31 Desember 2020. realization report as of December 31, 2020.

Risiko teridentifikasi (Risk Event) per Direktorat

Identified Risk (Risk Event) per Directorate
64
51 9%
7%
218
30% DE DC
73
10%
729 DO DS
DF ND
87
12% DH
134
102 18%
14%
Dari diagram diatas dapat disimpulkan bahwa Risk Event From the diagram above it can be concluded that the Risk
didominasi dari Direktorat Engineering sebanyak 218 Event is dominated by the Engineering Directorate with 218
Risk Event (29,94%), kemudian dari Direktorat Operation Risk Events (29.94%), then from the Operations and Service
and Service sebanyak 134 Risk Event (18,34%), Direktorat Directorate as many as 134 Risk Events (18.34%), the
Finance sebanyak 102 Risk Event (14,04%), Direktorat Finance Directorate with 102 Risk Events (14.04%). %), The
Human Capital sebanyak 87 Risk Event (11,89%), Human Capital Directorate with 87 Risk Events (11.89%),
Direktorat Commercial sebanyak 73 Risk Event (9,97%), the Commercial Directorate with 73 Risk Events (9.97%),
Non Direktorat sebanyak 64 Risk Event (8,74%) dan the Non Directorate with 64 Risk Events (8.74%) and finally
terakhir Direktorat Transformation & Strategic Portfolio the Transformation & Strategic Portfolio Directorate 51 Risk
sebanyak 51 Risk Event (7,02%) Event (7.02%)
Dari total Risk Event tersebut, telah dilakukan monitoring From the total Risk Event, monitoring and review has been
dan review kemudian diperoleh jumlah Risk Event carried out, then it was found that the number of Risk
dengan level risiko yang masih sangat tinggi/tinggi Events with a risk level is still very high / high and still needs
dan masih harus dilakukan monitoring lanjutan. to be carried out further monitoring. There are 73 Risk
Terdapat Risk Event yang masih perlu dimonitor dari Events that still need to be monitored from the Engineering
Direktorat Engineering sebanyak 73 Risk Event, kemudian Directorate, then 50 Risk Events from the Commercial
dari Direktorat Commercial sebanyak 50 Risk Event, Directorate, 38 Risk Events from the Operations and Service
Direktorat Operation and Service sebanyak 38 Risk Event, Directorate, 39 Risk Events from the Finance Directorate,
Direktorat Finance sebanyak 39 Risk Event, Direktorat 33 Transformation & Strategic Portfolios Directorate Risk
Transformation & Strategic Portfolio sebanyak 33 Risk Events, Human Capital Directorate with 29 Risk Events, and
Event, Direktorat Human Capital sebanyak 29 Risk Event, lastly Non Directorate with 22 Risk Events.
dan terakhir Non Direktorat sebanyak 22 Risk Event.
Diagram berikut dapat menggambarkan posisi setiap The following diagram illustrates the position of each Risk
Risk Event dalam setiap Faktor Risiko. Data tersebut dapat Event in each Risk Factor. This data can be seen on the IRiMS
dilihat pada Dashboard Aplikasi IRiMS dan merupakan Application Dashboard and is the result of monitoring funds
hasil monitoring dana review laporan realisasi mitigasi reviewing the mitigation realization report as of December
per 31 Desember 2020. 31, 2020.

Risk Management
Manajemen Risiko
Dapat disimpulkan bahwa Faktor Risiko masih It can be concluded that Risk Factors are still dominated by
didominasi dari Facilities sebanyak 328 Risk Event Facilities as many as 328 Risk Events (44.99%), then from
(44,99%), kemudian dari Policy & Procedure sebanyak Policy & Procedure as many as 127 Risk Events (17.72%),
127 Risk Event (17,72%), Environment sebanyak 116 Risk Environment as many as 116 Risk Events (15.91%), Finance
Event (15,91%), Finance & Assets sebanyak 81 Risk Event & Assets were 81 Risk Events (11.11%), from Human
(11,11%), dari Human Resoureces sebanyak 77 Risk Event Resources as many as 77 Risk Events (10.56%).
(10,56%).
Risiko teridentifikasi (Risk Event) berdasarkan Faktor Risiko

Identified risk (Risk Event) based on Risk Factors
77 116
11% 16%
Environment
81
11% Policy & Prosedur
729 Human Resources
328 Finance & Assets

45%
127
17% Facilities
2. Monitoring dan Evaluasi Mitigasi Resiko 2. Risk Mitigation Monitoring and Evaluation
Setelah risiko teridentifikasi dari hasil Risk Assessment After the risks are identified from the results of
dan ditentukan langkah-langkah mitigasi yang akan the Risk Assessment and the mitigation steps to be
dilakukan, tahapan selanjutnya adalah memastikan taken are determined, the next step is to ensure that
bahwa upaya-upaya mitigasi risiko yang sudah the risk mitigation efforts that have been designed
dirancang betul-betul dilakukan dan secara efektif are properly implemented and effectively reduce
menurunkan tingkat risiko pada level yang dapat the risk level to a level that is acceptable to the
diterima Perusahaan. Company.
Dari total 457 Risk Event, Realisasi Mitigasi Risiko From a total of 457 Risk Events, the realization of
secara korporat, berdasarkan hasil monitoring risk mitigation in a corporate manner, based on the
laporan mitigasi per 31 Desember 2020 yaitu 327 monitoring results of the mitigation report as of 31
Risk Event sebesar 71,55%, masih terdapat sebanyak December 2020, namely 327 Risk Events of 71.55%,
130 Risk Event yang belum dilaporkan dan/atau there are still 130 Risk Events that have not been
belum dilakukan rencana mitigasinya oleh kantor reported and / or the mitigation plan has not been
cabang diantaranya: carried out by the branch office. including:
• Soekarno Hatta – Tangerang, • Soekarno Hatta - Tangerang,
• Halim Perdanakusuma – Jakarta, • Halim Perdanakusuma Jakarta -
• Husein Sastranegara – Bandung, • Husein Sastranegara - Bandung,
• Sultan Mahmud Badaruddin II – Palembang, • Sultan Mahmud Badaruddin II - Palembang,

• Kualanamu – Deli Serdang, • Kualanamu - Deli Serdang,

• Sultan Syarif Kasim II – Pekanbaru, • Sultan Syarif Kasim II - Pekanbaru,
• Supadio –.Pontianak, • Supadio – Pontianak,
• Minangkabau – Padang, • Minangkabau - Padang,
• Sultan Thaha – Jambi, • Sultan Taha - Jambi,
• Raja Haji Fisabilillah – Tanjung Pinang, • Raja Haji Fisabilillah - Tanjung Pinang,
• Sultan Iskandar Muda – Aceh, • Sultan Iskandar Muda - Aceh,
• Depati Amir – Pangkal Pinang, • Depati Amir - Pangkal Pinang,
• Silangit – Siborong-borong, • Silangit - Siborong-borong,
• Banyuwangi, Kertajati, • Banyuwangi, Kertajati,
• Tjilik Riwut – Palangkaraya, • Tjilik Riwut - Palangkaraya,
• Raden Inten II – Lampung, • Raden Inten II - Lampung,
• H.A.S. Hanandjoeddin – Tanjung Pandan, • H.A.S. Hanandjoeddin - Tanjung Pandan,
• Fatmawati Soekarno – Bengkulu • Fatmawati Soekarno - Bengkulu
• Direktorat (Corporate dan Division) Kantor Pusat. • Directorate (Corporate and Division) Head
Office.
Capaian Realisasi Mitigasi Korporat tahun 2020

Achievements in Corporate Mitigation Realization in 2020
Kantor Risiko Progres Risiko

No Waktu Pelaksanaan Risk Assesment Risiko Termitigasi
Cabang Teridentifikasi Termitigasi
1 CGK Juni - September 2020 82 25 30%
2 HLP 28 - 31 Januari 2020 13 13 100%
3 BKS 17 - 19 Februari 2020 15 0 0%
4 TJQ 17 - 19 Februari 2020 16 7 44%
5 TKG 25 - 27 Februari 2020 11 11 100%
6 PNK 10 - 12 Maret 20 19 95%
7 KNO Mei - Juni 2020 41 39 95%
8 TNJ 24 - 27 Agustus 2020 12 12 100%
9 BTJ 24 - 27 Agustus 2020 13 13 100%
10 PLM 31 Agustus - 3 September 2020 14 14 100%
11 BDO 31 Agustus - 4 September 2020 14 14 100%
12 PDG 7 - 11 Sepetember 2020 15 15 100%
13 DJB 7 - 11 Sepetember 2020 18 18 100%
14 PKU 14 - 17 September 2020 15 15 100%
15 DTB 14 - 18 September 2020 16 13 81%
16 PGK 21 - 24 September 2020 16 16 100%
17 BWX 21 - 25 September 2020 8 8 100%
18 PKY 28 September - 1 Oktober 2020 20 12 60%

Risk Management
Manajemen Risiko
Kantor Risiko Progres Risiko
No Waktu Pelaksanaan Risk Assesment Risiko Termitigasi
Cabang Teridentifikasi Termitigasi
19 KJT 28 September - 2 Oktober 2020 16 16 100%
20 KP 04 November - 8 Desember 2020 82 48 59%
Total Risk Event 457 327 71,55%
Risk Event Belum Termitigasi Tahun 2020

Risk Event That Has Not Been Mitigated In 2020
60
50
40
30
20
10
CGK HLP BKS* TJQ* TKG* PNK KNO TNJ BTJ PLM BDO PDG DJB PKU DTB PGK BWX PKY KJT CGK
Risk Event Adkom Risk Event Opstek Jumlah Risk Event (Belum Termitigasi)
Grafik menggambarkan bahwa masih terdapat The graph illustrates that there is still a Risk Event has not
Risk Event belum termitigasi dengan jumlah yang mitigated by varying amounts, with the highest amount of
bervariasi, dengan jumlah yang tertinggi pertama the first on the Branch Office Soekarno Hatta airport, the
ada pada Kantor Cabang Bandara Soekarno Hatta, second highest is in the Central Office and the highest is in
tertinggi kedua ada pada Kantor Pusat dan tertinggi the Branch Office Asses Fatmawati Soekarno Airport. The
ketig ada pada Kantor Cabang Bandara Fatmawati percentage of risk events that have not been mitigated in
Soekarno. Persentase Risk Event yang belum total is 130 risk events or 28.45%.
termitigasi secara total adalah 130 risk event atau
sebesar 28,45%.
Hal ini tentunya perlu mendapat perhatian dan This of course needs attention and deeper analysis related
analisa lebih dalam terkait faktor apa saja yang to what factors have caused several Branch Offices and
menyebabkan beberapa Kantor Cabang dan several Head Office Directorates (Corporate and Division) to
beberapa Direktorat Kantor Pusat (Corporate dan still have a fairly high number of Risk Events (not assessed
Division) masih memiliki jumlah Risk Event (belum as mitigated).
dinilai termitigasi) yang cukup tinggi.
Dari total Risk Event tersebut, telah dilakukan monev Of the total Risk Events, monitoring and evaluation have
dan menghasilkan jumlah Risk Event dengan level been carried out and resulted in a number of Risk Events
risiko yang masih sangat tinggi/tinggi dan masih with a very high / high level of risk and 294 Risk Events
harus dilakukan monitoring lanjutan sebanyak still need to be carried out further monitoring based on

294 Risk Event berdasarkan Faktor Risiko yaitu: Risk Factors, namely: from Facilities, as many as 110 Risk
dari Facilities sebanyak 110 Risk Event, kemudian Events, then from Policy & Procedure 67 Risk Events, 66
dari Policy & Procedure sebanyak 67 Risk Event, Environment Risk Events, Finance & Assets 26 Risk Events,
Environment sebanyak 66 Risk Event, Finance & Assets 25 Risk Events from Human Resources.
sebanyak 26 Risk Event, dari Human Resoureces
sebanyak 25 Risk Event.
Risiko Event dengan level risiko sangat tinggi & tinggi berdasarkan Faktor Risiko
Risk Event with very high & high risk level by Risk Factor
25
9%
26
9%
Facilities
110
37% Environment
294 Human Resources

66
22% Policy & Procedure
Finance & Assets
67
23%
3. Risk Maturity Index 3. Risk Maturity Index

Sebagai bagian dari proses penerapan manajemen As part of the risk management implementation
risiko, AP II telah menerapkan Pedoman Umum process, AP II has implemented the General Risk
Manajemen Risiko (PUMR) yang mengacu pada ISO Management Guidelines (PUMR) which refer to ISO
31000:2018 Risk Management–Guidelines. Untuk itu, 31000: 2018 Risk Management – Guidelines. For this
perlu dilakukan pengukuran tingkat kematangan reason, it is necessary to measure the maturity level of
penerapan manajemen risiko di seluruh tingkatan level risk management implementation at all levels in the AP
di lingkungan kerja AP II. Selain itu menindaklanjuti II work environment. In addition, following up on a letter
Surat Dari Asisten Deputi Bidang Sarana dan Prasarana from the Deputy Assistant for Transportation Facilities
Perhubungan, Kementerian Badan Usaha Milik and Infrastructure, the Ministry of State-Owned
Negara Nomor S-47/Wk2.MBU.F/09/2020 Tanggal 30 Enterprises Number S-47 / Wk2.MBU.F / 09/2020 dated
September 2020 Perihal Permintaan Data Laporan September 30, 2020 Regarding Request for Risk Profile
Profil Risiko dan Penilaian Tingkat Kematangan Report Data and Assessment of the Risk Maturity Index
Manajemen Risiko (Risk Maturity Index) BUMN. of SOE.
Manajemen telah melakukan pengukuran tingkat Management has measured the risk maturity level using
kematangan risiko dengan mengunakan metode the Risk Maturity Index (RMI) measurement method
pengukuran Risk Maturity Index (RMI) dengan based on the Risk Management Guide - ISO 31000:
berdasarkan pendekatan Panduan Pengelolaan 2018 and Aon Risk Maturity Index approach.
Risiko – ISO 31000:2018 dan Aon Risk Maturity Index.

Risk Management
Manajemen Risiko
Dimana sebelumnya pengukuran menggunakan Where previously the measurement used the Risk
metode pengukuran Risk Maturity Level (RML) Maturity Level (RML) measurement method based on
dengan berdasarkan pendekatan Risk and Insurance the Risk and Insurance Management Society (RIMS)
Management Society (RIMS). approach.
Pengukuran maturitas risiko atau Risk Maturity Index Measuring risk maturity or the Risk Maturity Index (RMI)
(RMI) mulai diterapkan pada tahun 2011. Metode began to be applied in 2011. This method has been
ini telah dikembangkan oleh Aon dan bekerja- developed by Aon in collaboration with the Wharton
sama dengan Wharton School of the University of School of the University of Pennsylvania. The 2020 RMI
Pennsylvania. Pengukuran RMI Tahun 2020 untuk measurement for AP II can be done using an integrated
AP II dapat dilakukan dengan menggunakan approach from several management frameworks,
pendekatan terintegrasi dari beberapa kerangka namely:
kerja manajemen, yakni:
a. Panduan Pengelolaan Risiko – ISO 31000:2018 a. Risk Management Guide - ISO 31000: 2018
b. Aon Risk Maturity Index (skala likert) b. Aon Risk Maturity Index (Likert scale)
Berdasarkan hal tersebut tahun 2020 ini telah Based on this, in 2020 the Risk Maturity Index (RMI)
dilakukan pengukuran Risk Maturity Index (RMI) measurement has been carried out for branch offices,
untuk kantor cabang, kantor divisi, kantor pusat dan division offices, head offices and representatives of the
perwakilan unit corporate risk management. Berikut corporate risk management unit. Following are the results
hasil pengukuran Risk Maturity Index (RMI) Tahun 2020. of the 2020 Risk Maturity Index (RMI) measurement.
Diagram Standar Peringkat Penilaian RMI

RMI Rating Standard Diagram
20%
10%
1.0 1.5 2.0 2.5 3.0 3,5 4.0 4.5 5.0

0%
Initial Basic Defined Operational Advanced

• Component and • Limited capabilities to • Sufficent capabilities • Consistent ability to • Well-developed ability to
associated activities are identitfy asses, manage to identify, measure, identify, measure, identify, measure, manage
very limited in scope and monitor risks manage, report and manage, report and and monitor risks across
• Implementation could be monitor major risks monitor risks the organization
on an ad-hoc basic to • Policies and techniques • Consistent application • Process is dynamic and
address specific risks are defined and utilized of policies and able to adopt to changing
(perhaps inconsistently) techniques across risk and varying business
across organization organizatio cycles
• Explicit consideration of
risk and risk management
in management decisions

Pola Distribusi Nilai RMI Setelah Wawancara

Distribution Pattern of RMI Value After Interview
Hasil Penilaian
RMI Tahun 2020 PT
Angkasa PURA II
(Persero) sebesar 3,58
31,83%
30%
19,44%
19,44%
20%
14,93%
10%
6,74%
2,73%
0,14% 0,78% 0,00%
2.0 2.5 3.0 3,5 4.0 4.5
1.0 1.5 5.0
0%
Initial Basic Defined Operational Advanced
Hasil penilaian RMI Tahun 2020 PT Angakasa Pura II (Persero) adalah 3,58 dari skala 5,00 atau berada pada zona “Defined to
Operational” dengan persentasi sebesar 71,58%.
Hasil penilaian RMI Tahun 2020 PT Angakasa Pura II (Persero) adalah 3,58 dari skala 5,00 atau berada pada zona “Defined to
Operational” dengan persentasi sebesar 71,58%.
4. Penyusunan Kajian Resiko 4. Preparation of Risk Assessment

Sesuai dengan ketentuan Peraturan Menteri In accordance with the provisions of the SOE Ministerial
BUMN nomor PER-01/MBU/2011 bahwa Direksi Regulation number PER-01 / MBU / 2011 that the Board
dalam setiap pengambilan keputusan, harus of Directors in every decision making, must consider
mempertimbangkan risiko usaha, selain melakukan business risks, in addition to carrying out routine Risk
kegiatan Risk Assessment secara rutin, Unit Corporate Assessment activities, the Corporate Risk Management
Risk Management juga membuat telaah/ kajian. Unit also makes reviews / studies.
Kajian risiko khusus atas adanya rencana bisnis A special risk assessment of the existence of a new business
baru atau risk event tertentu yang perlu dilakukan plan or a certain risk event that requires risk mapping
pemetaan risiko sebelum terjadinya proses before the decision-making process takes place. The DRM
pengambilan keputusan. Unit DRM telah membuat Unit has made 9 (nine) risk studies in 2020 as follows:
9 (sembilan) kajian risiko pada tahun 2020 sebagai
berikut:

Internal Control System
Sistem Pengendalian Internal
Daftar Kajian Risiko Unit DRM Tahun 2020
List of Risk Assessment Unit DRM 2020
No Nama Kajian Nomor Kajian Bulan PIC
1 Kajian Risiko atas Usulan Pendanaan KMK Tahun 2020 KR-001/DRM/04/2020 April DRMB
Risk Assessment of Proposed KMK Funding for 2020 April
2 Kajian Risiko Rencana Implementasi Tarif PJP4U Berdasarkan KR-002/DRM/07/2020 Juli DRMO
Peraturan Menteri Perhubungan Republik Indonesia Nomor: PM July
36 Tahun 2014 Jo. Nomor: PM 179 Tahun 2015
Risk Assessment of PJP4U Tariff Implementation Plan Based on
the Regulation of the Minister of Transportation of the Republic of
Indonesia Number: PM 36 of 2014 Jo. Number: PM 179 Year 2015
3 Kajian Risiko Penerapan Keadaan Kahar (Force Majeur) Atas KR-003/DRM/07/2020 Juli DRMB
Pekerjaan Di Lingkungan Airport Construction Division (ACD) July
Risk Assessment of the Application of Force Majeure on Work in the
Airport Construction Division (ACD) Environment
4 Kajian Risiko pengembangan bisnis Adjecent KR-005/DRM/08/2020 Agustus DRMB
Risk Assessment of Adjacent business development August
5 Perubahan Besaran Nilai Dan Tata Cara Pembayaran Atas KR-004/DRM/08/2020 Agustus DRMB
Pekerjaan Capex Tahun 2019 Dan 2020 Di Pt Angkasa Pura August
II(Persero) (Pengesampingan Rupa-Rupa)
Changes in the Amount of Value and Payment Procedures for
the 2019 and 2020 Capex Work at Pt Angkasa Pura II (Persero)
(Miscellaneous Waiver)
6 Kajian Risiko Rencana Kerjasama Pengelolaan Terminal Kargo KR-006/DRM/10/2020 Oktober DRMB
Cluster 2 Bandara Soekarno-Hatta Tangerang October
Risk Assessment of Cooperation Plan for Cargo Terminal
Management Cluster 2 of Soekarno-Hatta Airport, Tangerang
7 Kajian Risiko Rencana Seleksi Mitra Usaha Outdoor Advertising di KR-007/DRM/10/2020 Oktober DRMB
13 Bandara PT Angkasa Pura II (Persero) October
Risk Assessment of Outdoor Advertising Business Partner Selection
Plans at 13 PT Angkasa Pura II (Persero) Airports
8 Kajian Risiko Rencana Penambahan Modal PT Railink Tahun 2020 KR-008/DRM/11/2020 November DRMB
Risk Study of PT Railink Capital Increase Plan 2020 November
9 Kajian Risiko atas Usulan Share Holder Loan PT Railink KR-009/DRM/12/2020 Desember DRMB
Risk Assessment of Proposed Share Holder Loan for PT Railink December
Sistem Pengendalian Internal

Internal Control System
Salah satu implementasi tata kelola perusahaan yang One of the good corporate governance implementations
baik adalah memastikan bahwa sistem pengendalian is to ensure an effective internal control system. The
internal berjalan secara efektif. Penerapan sistem implementation of internal control is set to ensure the
pengendalian internal diarahkan untuk memastikan Company on having a reliability of financial report and
bahwa Perseroan telah memiliki kehandalan laporan information, the compliance on provision of applicable laws
dan informasi keuangan, kepatuhan terhadap along with its effective and efficient operational activities.
peraturan yang berlaku serta efisiensi dan efektivitas
kegiatan operasional.

Untuk itulah Angkasa Pura II terus berupaya Therefore, PT Angkasa Pura II (Persero) is constantly striving
menerapkan sistem pengendalian internal yang efektif for implementing an effective internal control system that
dengan melibatkan Dewan Komisaris, Direksi, dan involves Board of Commissioners, Board of Directors, and
seluruh Insan Perseroan mengacu pada prinsip-prinsip the whole company entity which refers to the Internal
Internal Control-Integrated Framework yang diterbitkan Control- Integrated Framework principles issued by The
oleh The Committee of Sponsoring Organization (COSO) of Committee of Sponsoring Organization (COSO) of the
the Treadway Commission. Treadway Commission.
Angkasa Pura II melakukan evaluasi atau penilaian PT Angkasa Pura II (Persero) conducts an evaluation
atas efektivitas pengendalian internal pada tingkat or assessment on an effective internal control system
korporat maupun tingkat operasional/aktivitas dengan at corporate level and operational/activity level by
menerapkan dan memelihara sistem pengendalian implementing and maintaining an internal control system
internal dan prosedur pelaporan keuangan yang and a sufficient financial report procedure.
memadai sesuai ketentuan yang berlaku.
KERANGKA SISTEM PENGENDALIAN INTERNAL INTERNAL CONTROL SYSTEM FRAMEWORK
Kerangka Sistem Pengendalian internal Angkasa Pura II Angkasa Pura II’s internal control system framework
terdiri 5 (lima) komponen dan dikelola melalui 4 (empat) consists of 5 (five) components and is managed through 4
tahapan yang dapat dijelaskan sebagai berikut: (four) stages which can be explained as follows:
1. Lingkungan Pengendalian 1. Control Environment
Merupakan pondasi dari Pengendalian Intern Control Environment is the foundation of Internal
yang menentukan efektivitas seluruh komponen Control which determines the effectiveness of all
Pengendalian Internal lainnya. Lingkungan other components of Internal Control. The Control
Pengendalian merupakan cerminan dari Environment is a reflection of the commitment and
komitmen dan kesadaran Direksi dan Karyawan awareness of the Directors and Employees to behave
untuk berperilaku dan bertindak sesuai dengan and act in accordance with the interests and objectives
kepentingan dan tujuan Perseroan. of the Company.
2. Penilaian Risiko 2. Risk Assessment

Efektivitas penilaian risiko tidak terpisahkan dari The effectiveness of risk assessment is inseparable from
tahapan tahapan sebelum dan setelahnya, sehingga the stages before and after, so that in the design and
dalam perancangan dan implementasi Pengendalian implementation of Internal Control the components
Intern komponen-komponen yang terkait langsung directly related to risk assessment are also taken
dengan penilaian risiko juga menjadi bahan into consideration in the Company’s internal control
pertimbangan dalam standar Pengendalian internal standards. Components The components directly
Perseroan. Komponen-komponen yang terkait related to the risk assessment are Goal Setting, Risk
langsung dengan penilaian risiko tersebut adalah Identification, and Risk mitigation.
Penetapan Tujuan, Identifikasi Risiko, Mitigasi Risiko.
3. Aktivitas Pengendalian 3. Control activities

Aktivitas Pengendalian adalah inti dari Pengendalian Control activities are the essence of Internal Control,
Internal yaitu segala tindakan yang ditetapkan namely all actions that are determined through
melalui pedoman dan prosedur untuk memastikan guidelines and procedures to ensure that the possibility
bahwa kemungkinan terjadinya sebab risiko dan of risk causes and / or risk impacts if the risk actually
atau dampak risiko bila risiko benar-benar terjadi occurs becomes lost or is as small as possible.
menjadi hilang atau sekecil mungkin.
4. Informasi dan Komunikasi 4. Information and Communication

Informasi Dan Komunikasi menjadi salah Information and Communication is one of the
satu komponen pengendalian intern karena components of internal control because it informs the
menginformasikan pengendalian yang telah controls that have been implemented and informs each

DESCRIPTION OF CSR RELATED TO SOCIAL RESPONSIBILITY GOVERNANCE
URAIAN MENGENAI CSR TERKAIT TATA KELOLA TANGGUNGJAWAB SOSIAL
dilaksanakan dan menginformasikan masing- of the implementation of the responsibilities and duties
masing pelaksanaan tanggung jawab beserta tugas of the Board of Directors and Employees.
Direksi dan Karyawan.
5. Pemantauan 5. Monitoring
Pemantauan adalah komponen terakhir dari Monitoring is the last component of internal control.
pengendalian intern. Pemantauan memungkinkan Monitoring enables the company to evaluate the
perusahaan untuk mengevaluasi efektivitas effectiveness of the implementation of the other four
pelaksanaan keempat komponen pengendalian components of internal control and to formulate steps
intern lainnya serta merumuskan langkah langkah for improvement or improvement.
penyempurnaan atau perbaikan.
URAIAN MENGENAI CSR TERKAIT

TATA KELOLA TANGGUNGJAWAB
SOSIAL
DESCRIPTION OF CSR RELATED TO SOCIAL RESPONSIBILITY
GOVERNANCE
Uraian mengenai CSR Terkait Core Tata Kelola Tanggung A description of CSR Related to Core Social Responsibility
Jawab Sosial diungkapkan pada Bab Tanggung Jawab is disclosed in the Corporate Social Responsibility Chapter.
Sosial Perusahaan.
Hal-hal yang diungkapkan mencakup: Matters disclosed include:
Pengungkapan
Uraian Disclosure
No
Description Ya Tidak
Yes No
1 Informasi komitmen pada tanggung jawab sosial √
Commitment Information to social responsibility
2 Informasi mengenai methoda dan lingkup due diligent terhadap dampak sosial, ekonomi dan √
lingkungan dari aktifitas perusahaan
Information regarding methods and scope of due diligence on the social, economic and environmental
impacts of Company activities
3 Informasi tentang stakeholder penting yang terdampak atau berpengaruh pada dampak dari kegiatan √
perusahaan
Information regarding important stakeholders who are affected or affect the impact of Company activities
4 Informasi tentang isu isu penting sosial ekonomi dan lingkungan terkait dampak kegiatan √
perusahaan
Information regarding important socio-economic and environmental issues related to the impact of
Company activities

Pengungkapan
Uraian Disclosure
No
Yes No
5 Informasi tentang lingkup tanggung jawab sosial perusahaan baik yang merupakankan kewajiban √
maupun yang melebihi kewajiban
Information regarding of corporate social responsibility both as an obligation and in excess of obligations
6 Informasi tentang strategi dan program kerja perusahaan dalam menangani isu isu sosial, ekonomi √
dan lingkungan dalam upaya stakeholders engagement dan meningkatkan value untuk stakeholder dan
shareholder
Information regarding the Company’s strategy and work program in dealing with social, economic and
environmental issues in the effort of stakeholder engagement and increasing value for stakeholders and
shareholders
7 Informasi tentang berbagai program yang melebihi tanggung jawab minimal perusahaan yang √
relevan dengan bisnis yang dijlaankan
Information regarding various programs that exceed the Company’s minimum responsibilities that are
relevant to the business conducted
8 Informasi tentang pembiayaan dan anggaran tanggung jawab sosial √
Information regarding financing and social responsibility budgets
Uraian Mengenai CSR Terkait

Core Subject Hak Asasi Manusia
Description of CSR Related to Human Rights Core Subject
Uraian mengenai CSR Terkait Core Subject Hak Asasi A description of CSR Related to Human Rights Core Subject
Manusia diungkapkan pada Bab Tanggung Jawab Sosial is disclosed in the Corporate Social Responsibility Chapter.
Perusahaan.
Pengungkapan
Uraian Disclosure
No
Yes No
1 Informasi tentang komitmen dan kebijakan tanggung jawab sosial core subject Hak Asasi Manusia √
Information regarding commitments and social responsibility policies on Human Rights core subject
2 Informasi tentang rumusan perusahaan lingkup tanggung jawab sosial core subject Hak Asasi √
Manusia
Information regarding the Company formulation of social responsibility on Human Rights core subject
3 Informasi tentang perencanaan corporate social responsibility bidang Hak Asasi Manusia √
Information regarding corporate social responsibility planning in the field of Human Rights
4 Informasi tentang pelaksanaan inisiatif CSR bidang Hak Asasi Manusia √
Information regarding the implementation of CSR initiatives on Human Rights field
5 Informasi tentang capaian dan penghargaan inisiatif CSR bidang Hak Asasi Manusia √
Information regarding the achievements and awards of CSR initiatives in the field of Human Rights

DESCRIPTION OF CSR RELATED TO FAIR OPERATIONS CORE SUBJECT

URAIAN MENGENAI CSR TERKAIT CORE SUBJECT OPERASI YANG ADIL
CORE SUBJECT OPERASI YANG ADIL
DESCRIPTION OF CSR RELATED TO FAIR OPERATIONS CORE
SUBJECT
Uraian mengenai CSR Terkait Core Subject Operasi yang A description of CSR Related to the Fair Operations Core
Adil diungkapkan pada Bab Tanggung Jawab Sosial Subject is disclosed in the Corporate Social Responsibility
Perusahaan. Chapter.
Pengungkapan
Uraian Disclosure
No
Yes No
1 Informasi tentang komitmen dan kebijakan tanggung jawab sosial core subjek operasi yang adil √
Information on commitment and social responsibility policy on fair operation core subject
2 Informasi tentang rumusan perusahaan lingkup tanggung jawab sosial core subjek operasi yang adil √
Information about the formulation of corporate social responsibility core subject to fair operations
3 Informasi tentang perencanaan corporate social responsibility bidang operasi yang adil √
Information concerning corporate social responsibility planning on fair operating field
4 Informasi tentang pelaksanaan inisiatif CSR bidang operasi yang adil √
Information about implementing CSR initiatives in fair operations field
5 Informasi tentang capaian dan penghargaan inisiatif CSR bidang operasi yang adil √
Information about the achievements and awards of CSR initiatives in fair operations field.

LINGKUNGAN HIDUP
DESCRIPTION OF CSR RELATED TO ENVIRONMENT
Uraian mengenai CSR Terkait Lingkungan Hidup Description of CSR related to the environment is disclosed
diungkapkan pada Bab Tanggungjawab Sosial in the Corporate Social Responsibility Chapter.
Perusahaan.
Pengungkapan
Uraian Disclosure
No
Yes No
1 Informasi tentang komitmen dan kebijakan lingkungan √
Information about the commitment and environmental policy
2 Informasi tentang dampak dan resiko lingkungan penting yang terkait secara langsung atau tidak √
langsung dengan perusahaan
Information about important environmental impacts and risks that are directly or indirectly related to the
Company

Pengungkapan
Uraian Disclosure
No
Yes No
3 Informasi tentang target/rencana kegiatan pada tahun 2019 yang ditetapkan manajemen √
Information about the target/planned activities in 2019 which set management
4 Informasi tentang kegiatan yang dilakukan dan terkait program lingkungan hidup yang berhubungan √
dengan kegiatan operasional perusahaan
Information about activities carried out and related to environmental programs which related to the
Company’s operational activities
5 Informasi tentang pelaksanaan inisitaif CSR terkait lingkungan hidup √
Information on the implementation of environment-related CSR initiatives
6 Informasi tentang capaian dampak kuantitatif atas kegiatan tersebut √
Information on the achievements of the quantitative impact on these activities
7 Sertifikasi di bidang lingkungan yang dimiliki. √
Certification in the environmental field owned

Ketenagakerjaan, Kesehatan
dan Keselamatan Kerja
Description of CSR Related to Labor, Health and Safety
Uraian mengenai CSR Terkait Ketenagakerjaan, Description of CSR Related to Labor, Health and Safety is
Kesehatan dan Keselamatan Kerja diungkapkan pada disclosed in the Corporate Social Responsibility Chapter.
Bab Tanggung Jawab Sosial Perusahaan.
Pengungkapan
Uraian Disclosure
No
Yes No
1 Kebijakan dan komitmen tanggung jawab sosial perusahaan core subject ketenagakerjaan √
Policy and commitment to corporate social responsibility of labor core subjects
2 Informasi lingkup dan perumusan tanggung jawab sosial bidang ketenagakerjaan √
Information on the scope and formulation of social responsibility in the field of labor
3 Informasi terkait target/rencana kegiatan pada tahun 2019 yang ditetapkan manajemen dan √
Information related to targets/planned activities in 2019 set by management and
4 Kegiatan yang dilakukan dan dampak kuantitatif atas kegiatan tersebut √
Activities undertaken and quantitative impact on these activities
5 Informasi terkait praktik ketenagakerjaan, kesehatan, dan keselamatan kerja √
Information related to labor, health and safety practices

DESCRIPTION OF CSR RELATED TO CUSTOMERS

URAIAN MENGENAI CSR TERKAIT TANGGUNGJAWAB KEPADA KONSUMEN
TANGGUNGJAWAB KEPADA
KONSUMEN
DESCRIPTION OF CSR RELATED TO CUSTOMERS
Uraian mengenai CSR Terkait Tanggung Jawab Keapda Description of CSR Regarding Costumers Responsibility is
Konsumen Kerja diungkapkan pada Bab Tanggung disclosed in the Corporate Social Responsibility Chapter.
Jawab Sosial Perusahaan.
Pengungkapan
Uraian Disclosure
No
Yes No
1 Target/rencana kegiatan yang pada tahun 2018 ditetapkan manajemen √
Targets/plans for 2018 will be set by management
2 Kegiatan yang dilakukan dan dampak atas kegiatan tersebut √
Activities undertaken and the impact of these activities

Pengembangan Sosial dan
Kemasyarakatan
Description of CSR Related to Social and Community
Development
Uraian mengenai CSR Terkait Pengembangan Sosial Dan Description of CSR Related to Social and Community
Kemasyarakatan diungkapkan pada Bab Tanggungjawab Development is disclosed in the Corporate Social
Sosial Perusahaan. Responsibility Chapter.

Pengungkapan
Uraian Disclosure
No
Yes No
1 Kebijakan dan komitmen tanggung jawab sosial √
Social responsibility policies and commitments
2 Informasi tentang isu isu sosial yang relevan dengan perusahaan √
Information about social issues that are relevant to the Company
3 Informasi tentang resiko sosial yang dikelola perusahaan √
Information about social risks managed by the Company
4 Informasi lingkup dan perumusan tanggung jawab sosial bidang pengembangan sosial dan √
kemasyarakatan
Information on the scope and formulation of social responsibility in the field of social and community
development
5 Target/rencana kegiatan pada tahun 2019 yang ditetapkan manajemen √
Targets/activity plans for 2019 set by management
7 Biaya yang dikeluarkan √
Cost incurred
8 Informasi Terkait pengembangan sosial dan kemasyarakatan √
Information related to social and community development

Perkara Penting yang Dihadapi
Important Case Faced by the Company, Subsidiaries and Members of the Board of Commissioners and Board of Directors
Perkara Penting yang Dihadapi Perusahaan, Entitas Anak serta Anggota Dewan Komisaris dan Anggota Direksi
Perusahaan, Entitas Anak serta
Anggota Dewan Komisaris dan
Anggota Direksi
Important Case Faced by the Company, Subsidiaries and
Members of the Board of Commissioners and Board of
Directors
PERKARA YANG DIHADAPI PERSEROAN

CASES FACED BY THE COMPANY
Risiko Yang Dihadapi

Perkara Status Penyelesaian Perkara Perusahaan Nilai
No
Case Case Settlement Status Risks Faced by Nominal
the Company
1 Perkara Perdata Nomor Proses Persidangan di PN Menghambat Pembangunan Obyek sengketa berupa
86/PDT.G/2020/PN.TNG di Tangerang Nasional dalam hal ini tanah seluas ± 1.420 m2
Pengadilan Negeri Tangerang Trial Process at the Tangerang Pembangunan Runway 3 senilai Rp1.635.744.125,00
Civil Case Number 86 / PDT.G / District Court Bandar Udara Internasional yang terletak di Desa Rawa
2020 / PN.TNG at the Tangerang Soekarno-Hatta Rengas, Kecamatan Kosambi,
District Court Inhibiting National Kabupaten Tangerang
Development, in this case the The object of the dispute is a
Development of Runway 3 at land area of ± 1,420 m2, valued
Soekarno-Hatta International at IDR 1,635,744,125.00 which is
Airport located in Rawa Rengas Village,
Kosambi District, Tangerang
Regency.
2 Perkara Banding atas Putusan Proses Banding di Pengadilan Menghambat dalam Sertifikat Hak Pakai (SHP)
Pengadilan TUN Palembang Tinggi TUN Medan pengelolaan dan Nomor 11/Kel. Talang
Nomor 32/G/2020/PTUN. The Appeal Process at the pengoperasian Bandara Betutu, SU No. 6417/Talang
PLG di Pengadilan Tinggi TUN Medan State Administrative Sultan Mahmud Badaruddin II Betutu/2019 seluas 2.067.811
Medan High Court Palembang m2 dengan nilai
Perkara Banding atas Putusan Inhibiting the management obyek sengketa sebesar
Pengadilan TUN Palembang and operation of the Sultan Rp3.850.264.082.000,00
Nomor 32/G/2020/PTUN.PLG di Mahmud Badaruddin II Right to Use Certificate (SHP)
Pengadilan Tinggi TUN Medan Palembang Number 11 / Kel. Talang
Betutu, SU No. 6417 / Talang
Betutu / 2019 covering an
area of 2,067,811 m2 with
a disputed object value of
IDR 3,850,264,082,000.00
3 Perkara Perdata Nomor Proses Persidangan di PN Menghambat dalam Obyek sengketa berupa tanah
251/PDT.G/2020/PN.TNG di Tangerang pemanfaatan dan pengelolaan seluas 6.910 m2 yang terletak
Pengadilan Negeri Tangerang Trial Process at the Tangerang aset-aset yang dimiliki oleh di Kelurahan Karangsari, Kec.
Perkara Perdata Nomor District Court PT AP II Batuceper, Kota Tangerang
251/PDT.G/2020/PN.TNG di Inhibiting the use and The object of the dispute is a
Pengadilan Negeri Tangerang management of assets owned land area of 6,910 m2 which is
by PT AP II located in Karangsari Village,
Kec. Batuceper, Tangerang City


No
the Company
329/PDT.G/2020/PN.TNG di Tangerang Nasional dalam hal ini tanah seluas 890 m2 senilai
Pengadilan Negeri Tangerang Trial Process at the Tangerang Pembangunan Runway 3 Rp3.615.950.640,00 yang
Perkara Perdata Nomor District Court Bandar Udara Internasional terletak di Desa Rawa
329/PDT.G/2020/PN.TNG di Soekarno-Hatta Rengas, Kecamatan Kosambi,
Pengadilan Negeri Tangerang Inhibiting National Kabupaten Tangerang
Development of Runway 3 at land area of 890 m2 valued at
Soekarno-Hatta International IDR 3,615,950,640.00 which is
Regency.
5 Perkara Banding atas Putusan Proses Banding di Pengadilan Menghambat pembangunan Obyek sengketa berupa
Pengadilan Negeri Bandung Tinggi Bandung apron dan overlay taxiway apron dan taxiway Bandara
Nomor 216/PDT.BTH/2020/ Appeal Process at the Bandung Bandara Husein Sastranegara; Husein Sastranegara Bandung
PN.BDG High Court Arus lalu lintas tidak maksimal dengan nilai obyek sengketa
Case of Appeal for the Decision akibat akses yang belum jadi sebesar Rp6.263.625.733,00.
of the Bandung District Court Inhibiting the construction of The object of the dispute is
Number 216 / PDT.BTH / 2020 the apron and taxiway overlay in the form of an apron and
/ PN.BDG of Husein Sastranegara Airport; taxiway at Husein Sastranegara
Traffic flow is not optimal due Airport Bandung with a value
to unfinished access of the object of the dispute of
IDR 6,263,625,733.00.
6 Perkara Banding atas Putusan Proses Banding di PT Bandung Menghambat pembangunan Obyek sengketa berupa
Pengadilan Negeri Bandung The Appeal Process at PT apron dan overlay taxiway apron dan taxiway Bandara
Nomor 217/PDT.BTH/2020/ Bandung Bandara Husein Sastranegara; Husein Sastranegara Bandung
PN.BDG Arus lalu lintas tidak maksimal dengan nilai obyek sengketa
Case of Appeal for the Decision akibat akses yang belum jadi sebesar Rp1.218.634.787,00.
of the Bandung District Court Inhibiting the construction of The object of the dispute is
Number 217 / PDT.BTH / 2020 the apron and taxiway overlay in the form of an apron and
/ PN.BDG of Husein Sastranegara Airport; taxiway at Husein Sastranegara
Traffic flow is not optimal due Airport Bandung with a value
to unfinished access of the object of the dispute of
IDR 1,218,634,787.00.
7 Perkara Tata Usaha Negara Proses Banding di PT TUN DKI Menghambat dalam Obyek sengketa berupa
(TUN) Nomor 28/G/2020/ Jakarta pemanfaatan dan pengelolaan tanah seluas 81.500 m2
PTUN.SRG di Pengadilan TUN Appeal Process at DKI Jakarta aset-aset yang dimiliki oleh yang terletak di Desa Dadap,
Serang State Administrative High Court PT AP II Kecamatan Kosambi,
State Administration Case Inhibiting the use and Kabupaten Tangerang yang
(TUN) Number 28 / G / 2020 / management of assets owned tercatat sebagai asset PT AP II.
PTUN.SRG at the Serang State by PT AP II The object of the dispute is a
Administrative Court land area of 81,500 m2 located
in Dadap Village, Kosambi
District, Tangerang Regency
which is listed as an asset of
PT AP II.
536/PDT.G/2020/PN.TNG di Tangerang Nasional dalam hal ini tanah seluas 2.997 m2 senilai
Civil Case Number 536 / PDT.G / District Court Bandar Udara Internasional terletak di Kelurahan Benda,
2020 / PN.TNG at the Tangerang Soekarno-Hatta Kecamatan Benda, Kota
District Court Inhibiting National Tangerang
Development of Runway 3 at land area of 2,997 m2 valued
Soekarno-Hatta International at IDR 3,323,885,527.00 located
Airport in Benda Village, Benda District,
Tangerang City.

No
the Company
9 Perkara Perdata Nomor Proses Persidangan di PN Menghambat Pembangunan Tanah Seluas 300 m2 yang
601/PDT.G/2020/PN.TNG di Tangerang Nasional dalam hal ini terletak di Desa Rawa
Pengadilan Negeri Tangerang Trial Process at the Tangerang Pembangunan Runway 3 Rengas, Kecamatan Kosambi,
Civil Case Number 601 / PDT.G / District Cour Bandar Udara Internasional Kabupaten Tangerang
2020 / PN.TNG at the Tangerang Soekarno-Hatta Land covering an area of 300
District Court Inhibiting National m2, located in Rawa Rengas
Development, in this case the Village, Kosambi District,
Development of Runway 3 at Tangerang Regency
Soekarno-Hatta International
Airport
10 Perkara Banding atas Putusan Proses Banding di PT Banten Menghambat Pembangunan Tanah seluas 15.441 m2
Pengadilan Negeri Tangerang Appeal Process at the Banten Nasional dalam hal ini senilai Rp30.882.000.000,00
Nomor 608/PDT.G/2019/ High Court Pembangunan Runway 3 yang terletak di Kampung
PN.TNG Bandar Udara Internasional Kresek Asin RT 02/08
Appeal Case for the Decision Soekarno-Hatta Kelurahan Benda, Kecamatan
of the Tangerang District Court Inhibiting National Benda, Kota Tangerang
Number 608 / PDT.G / 2019 / Development, in this case the Land with an area of 15,441
PN.TNG Development of Runway 3 at m2 worth IDR 30,882,000,000,
Soekarno-Hatta International located in Kresek Asin Village RT
Airport 02/08 Kelurahan Benda, Benda
District, Tangerang City
11 Perkara Perdata Nomor Putusan. PT AP II menang. Menghambat Pembangunan Tanah seluas 1.650 m2 senilai
620/PDT.G/2020/PN.TNG di Verdict. PT AP II won. Nasional dalam hal ini Rp 5.451.391.371,00 yang
Pengadilan Negeri Tangerang Pembangunan Runway 3 terletak di Desa Rawa Rengas
Civil Case Number 620 / PDT.G / Bandar Udara Internasional Kecamatan Teluk Naga
2020 / PN.TNG at the Tangerang Soekarno-Hatta Kabupaten Tangerang
District Court Inhibiting National Land area of 1,650 m2 valued
Development, in this case the at Rp. 5,451,391,371.00 located
Development of Runway 3 at in Rawa Rengas Village, Teluk
Soekarno-Hatta International Naga District, Tangerang
Airport Regency.
12 Perkara Perdata Nomor Proses Persidangan di PN Fasilitas Komersial di Terminal Obyek sengketa berupa
638/PDT.G/2020/PN.TNG di Tangerang 3 Bandar Udara Internasional Perjanjian Kerjasama Fasilitas
Pengadilan Negeri Tangerang Trial Process at the Tangerang Soekarno-Hatta Komersial antara PT AP II dan
Civil Case Number 638 / PDT.G / District Court Commercial Facilities at PT Taurus Gemilang dengan
2020 / PN.TNG at the Tangerang Terminal 3 of Soekarno-Hatta nilai obyek sengketa sebesar
District Court International Airport Rp56.721.469.772,00.
The object of the dispute is
in the form of a Commercial
Facility Cooperation Agreement
between PT AP II and PT
Taurus Gemilang with a value
of the object of the dispute of
IDR 56,721,469,772.00.
13 Perkara Perdata Nomor Proses Persidangan di PN Menghambat Pembangunan Obyek sengketa berupa tanah
831/PDT.G/2020/PN.TNG di Tangerang Nasional dalam hal ini seluas 65.311 m2 senilai
Civil Case Number 831 / PDT.G / District Court Bandar Udara Internasional terletak di Kelurahan Benda,
2020 / PN.TNG at the Tangerang Soekarno-Hatta Kecamatan Benda, Kota
District Court Inhibiting National Tangerang
Development, in this case the The object of the dispute is
Development of Runway 3 at in the form of land with an
Soekarno-Hatta International area of 65,311 m2, valued at
Airport IDR 74,825,900,403.00 which is
located in Benda Village, Benda
District, Tangerang City.


No
the Company
14 Perkara Hubungan Industrial Proses Persidangan di Merusak nama baik Obyek sengketa berupa
Nomor 303/PDT.SUS-PHI/ Pengadilan Hubungan Perusahaan; perjanjian antara PT AP II
2020/PN.MDN di Pengadilan Industrial pada Pengadilan Pelayanan di Bandara dan karyawan dengan nilai
Hubungan Industrial pada Negeri Medan Kualanamu Medan menjadi sengketa sebesar
Pengadilan Negeri Medan Trial Process at the Industrial tidak maksimal. Rp87.500.000,00
Industrial Relations Case Relations Court at the Medan Ruin the reputation of the The object of the dispute is an
Number 303 / PDT.SUS-PHI / District Court Company; agreement between PT AP II
2020 / PN.MDN at the Industrial Services at Kualanamu Airport and employees with a value of
Relations Court at the Medan in Medan are not optimal. IDR 87,500,000.00
District Court
1102/PDT.G/2020/PN.TNG di Tangerang Nasional dalam hal ini tanah seluas 7.473 m2
Pengadilan Negeri Tangerang Trial Process at the Tangerang Pembangunan Runway 3 senilai Rp1.902.125.937,00
Civil Case Number 1102 / District Court Bandar Udara Internasional yang terletak di Desa Rawa
PDT.G / 2020 / PN.TNG at the Soekarno-Hatta Rengas, Kecamatan Kosambi,
Tangerang District Court Inhibiting National Kabupaten Tangerang
Development, in this case the The object of the dispute
Development of Runway 3 at is in the form of a land
Soekarno-Hatta International area of 7,473 m2 valued at
Airport IDR 1,902,125,937.00 which is
located in Rawa Rengas Village,
Regency.
16 Gugatan TUN atas Penerbitan Proses Persidangan di PTUN Menghambat dalam Obyek sengketa berupa
Sertipikat Pengganti dari Serang pengelolaan dan Sertipikat pengganti dari
Sertipikat Hak Milik 1840/ Trial Process at the Serang State pengoperasian Bandara Sertipikat Hak Milik 1840/
Benda Administrative Court Internasional Soekarno-Hatta Benda milik PT AP II
Lawsuit on the State Inhibiting the management and The object of the dispute is
Administration for the Issuance operation of Soekarno-Hatta in the form of a certificate
of Certificate in Substitution International Airport replacing the certificate of
for Freehold Certificate 1840 / ownership rights 1840 / objects
Object belonging to PT AP II
of Certificate in Substitution International Airport replacing the 1841 Freehold
for Freehold Certificate 1841 / Certificate / Object owned by
Object PT AP II
of Certificate in Substitution International Airport replacing the 1847 Freehold
for Freehold Certificate 1847 / Certificate / Object owned by
Object PT AP II
Sertipikat Hak Milik 3117/ Serang pengelolaan dan Sertipikat Hak Milik 3117/
Benda dan 3262/Benda Trial Process at the Serang State pengoperasian Bandara Benda dan 3262/Benda yang
State Administration Lawsuit Administrative Court Internasional Soekarno-Hatta terbit di atas tanah milik
on the Issuance of Freehold Inhibiting the management and PT AP II
Certificate 3117 / object and operation of Soekarno-Hatta The object of the dispute is in
3262 / object International Airport the form of Freehold Certificate
3117 / Benda and 3262 / Benda
issued on land owned by PT
AP II

No
the Company
20 Perkara Perdata Nomor Proses persidangan di PN Menghambat Pembangunan Obyek sengketa berupa
Pengadilan Negeri Tangerang The trial process at the Pembangunan Runway 3 senilai Rp6.238.078.772,00
Civil Case Number 1213 / Tangerang District Court Bandar Udara Internasional yang terletak di Desa Rawa
PDT.G / 2020 / PN.TNG at the Soekarno-Hatta Rengas Kecamatan Kosambi,
Development of Runway 3 at land area of 2,961 m2 valued at
Regency.
Development of Runway 3 at land area of 3,117 m2, valued
Soekarno-Hatta International at IDR 142,928,927.00 which is
Regency.
Development of Runway 3 at land area of 2,737 m2 worth
Regency.
Perkara yang Dihadapi Entitas Anak Cases Faced by Subsidiary

Hingga 31 Desember 2020, tidak terdapat perkara As of December 31, 2020, there were no legal cases involving
hukum yang melibatkan Entitas Anak. Subsidiaries.
Perkara yang Dihadapi Dewan Komisaris dan Direksi Cases Faced by the Board of Commissioners and Board
of Directors
Pada tahun 2020, tidak terdapat perkara hukum yang In 2020, there were no legal cases involving the incumbent
melibatkan Dewan Komisaris dan Direksi yang sedang Board of Commissioners and Board of Directors
menjabat.
Sanksi Administrasi dari Regulator Administrative Sanctions from Regulators

Hingga 31 Desember 2020, tidak terdapat sanksi Until 31 December 2020, there were no administrative
administrasi yang diberikan kepada Angkasa Pura II sanctions imposed on the Company by the Regulator.
oleh Regulator.

Akses Data dan Informasi Perseroan
Access to Data and Company Information
Perseroan terus mendorong pengungkapan informasi The Company continues to encourage timely, accurate and
secara tepat waktu, akurat lengkap sesuai dengan complete disclosure of information in accordance with
peraturan dan perundang-undang yang berlaku applicable laws and regulations concerning the company
mengenai perusahaan kepada pemegang saham dan to shareholders and stakeholders.
pemangku kepentingan.
Penyebaran informasi kepada seluruh pemangku Dissemination of information to all stakeholders is an

kepentingan merupakan bagian penting dari important part of the realization of the principle of
perwujudan prinsip transparansi informasi. Untuk itu information transparency. For this reason, the Company
Perseroan menyediakan akses informasi seluas-luasnya provides access to the widest possible information for
bagi para pemangku kepentingan dan investor melalui stakeholders and investors through the Company’s website
situs Perseroan di www.angkasapura2.co.id. at www.angkasapura2.co.id.
Akses Data dan Informasi Perseroan disajikan dalam Access to Company Data and Information is presented in
bentuk: Informasi pada website perusahaan the form of: Information on the Company’s website
Perseroan telah menyajikan informasi pada website The Company has presented information on the website
yang meliputi: which includes:
• Informasi pemegang saham sampai dengan pemilik • Shareholder information up to the individual final
akhir individu; owner;
• Isi kode etik • The code of ethics contents;
• Infromasi RUPS yang terdiri dari mata acara, • GMS information consisting of agenda items,
ringkasan risalah RUPS, informasi tunggal summary of GMS minutes, single information of
pengumuman RUPS dan tanggal ringkasan RUPS GMS announcement and date of the GMS summary
diumumkan announced;
• Profil Dewan komisaris dan DIreksi • Profile of the Board of Commissioners and Board of
Directors;
• Piagam Dewan Komisaris, Direksi, komite-komite • Board of Commissioners, Board of Directors,
dan unit audit internal committees and internal audit units charter.
Siaran Pers Press Conference

Angkasa Pura II secara aktif mempublikasikan setiap Angkasa Pura II actively publishes every important event
kejadian atau kegiatan penting dalam bentuk siaran or activity in the form of press releases available on the
pers yang tersedia di situs Perseroan. Company’s website.
Media Massa: Mass media:

Angkasa Pura II selalu memuat informasi yang perlu Angkasa Pura II always contains information that needs
diketahui oleh publik sebagai bentuk transparansi to be known by the public as a form of transparency for
bagi para pemangku kepentingan dalam surat kabar stakeholders in national awareness newspapers.
berperadaran nasional,
Company Contact
Kontak Perusahaan
The Company has openly prepared a communication
Perseroan secara terbuka menyiapkan jalur komunikasi
channel with stakeholders via email to accommodate
dengan para pemangku kepentingan melalui email
various questions related to Angkasa Pura II by contacting:
untuk mengakomodir berbagai pertanyaan terkait
Angkasa Pura II dengan menghubungi:
KANTOR PUSAT/HEAD OFFICE HEAD OFFICE

GEDUNG 600, SOEKARNO-HATTA INTERNATIONAL AIRPORT GEDUNG 600, SOEKARNO-HATTA INTERNATIONAL AIRPORT
PO BOX 1001/BUSH-Jakarta 19120 PO BOX 1001/BUSH-Jakarta 19120
Tel (62-21) 5505079, 550 5074 Tel (62-21) 5505079, 5505074
FAX (62-21) 5502141 FAX (62-21) 5502141
CONTACT CENTER : 138 CONTACT CENTER : 138
www.angkasapura2.co.id www.angkasapura2.co.id

Bahasan Mengenai Kode Etik
Discussion on Code of Ethics

Bahasan Mengenai Kode Etik
Discussion on Code of Ethics
POKOK-POKOK ISI KODE ETIK ANGKASA PURA II MAIN SUBJECTS OF THE ANGKASA PURA II CODE
OF ETHICS
Code of Conduct Angkasa Pura II terdiri dari:Penyusunan Angkasa Pura II’s Code of Conduct consists of: The
code of conduct telah disesuaikan dengan perkembangan preparation of the code of conduct has been adjusted to
hukum, sosial, dan dinamika bisnis Angkasa Pura II. Code the legal, social and business dynamics development of
of Conduct yang berlaku untuk seluruh insan Angkasa Angkasa Pura II.
Pura II terdiri atas: Code of Conduct that applies to all Angkasa Pura II people
consists of:
1. Bab I: Pendahuluan 1. Chapter I Introduction
2. Bab II: Etika Bisnis 2. Chapter II: Business Ethics
3. Bab III: Etika Kerja dan Tata Perilaku 3. Chapter III: Work Ethics and Code of Conduct
4. Bab IV: Donasi, Hadiah, dan Jamuan 4. Chapter IV: Donations, Gifts and Entertainment
5. Bab V: Penegakan Etika 5. Chapter V: Ethical Enforcement
6. Bab VI: Penerapan Pedoman Perilaku 6. Chapter VI: Application of the Code of Conduct
PENGUNGKAPAN KEBERLAKUAN KODE ETIK DISCLOSURE OF CODE OF CONDUCT
Keberlakuan kode etik diterapkan kepada segenap The implementation of the code of conduct is applied to
insan perseroan mudai karyawan hingga manajemen all employees of the company, from the employees to
Angkasa Pura II. Kandungan dari nilai-nilai perusahaan the management of Angkasa Pura II. The contents of the
selalu disosialisasikan kepada seluruh pegawai. company’s values are always socialized to all employees.
Setiap tahun, seluruh Insan Angkasa Pura II membuat Every year, all Angkasa Pura II Individuals make statements
pernyataan kepatuhan terhadap Kode Etik dengan of compliance with the Code of Ethics by signing the Annual
menandatangani Pernyataan Kepatuhan Tahunan. Compliance Statement. The Annual Compliance Statement
Dokumen Pernyataan Kepatuhan Tahunan yang document signed is a condition for the continuation of the
ditandatangani merupakan salah syarat bagi kelanjutan service life of Angkasa Pura II’s personnel at the Company.
masa bakti Insan Angkasa Pura II di Perusahaan.
PENEGAKAN KODE ETIK ENFORCEMENT OF THE CODE OF ETHICS
Untuk mengawal implementasi tersebut, Perseroan To oversee the implementation, the Company applies a
menerapkan sistem reward dan punishment secara system of reward and punishment explicitly in addition to
tegas selain mewajibkan manajemen dan karyawan requiring management and employees to sign a statement
untuk menandatangani pernyataan kepatuhan of compliance with the implementation of the Company’s
terhadap pelaksanaan kode etik perusahaan code of ethics.
JENIS SANKSI PELANGGARAN KODE ETIK TYPES OF SANCTIONS FOR CODE VIOLATIONS
Sanksi yang diberikan dalam Kode Etik ditetapkan Sanctions given in the Code of Ethics are stipulated in
dalam Peraturan Perusahaan terkait dengan Tingkatan Company Regulations relating to the Level of Violations,
Pelanggaran, Sanksi Pelanggaran dan Pihak yang Sanctions for Violations and the Authorized Party to execute
berwenang mengeksekusi sanksi. sanctions.
JUMLAH PELANGGARAN KODE ETIK DAN NUMBER OF CODE OF CONDUCT VIOLATIONS

SANKSI YANG DIBERIKAN AND SANCTIONS IMPOSED
Pada tahun 2020 tidak terdapat pelanggaran kode etik, In 2020 there were no violations of the code of ethics, so as
sehingga dengan demikian tidak terdapat sanksi yang a result there were no sanctions imposed.
diberikan.

Pengungkapan Mengenai
Whistleblowing System
Disclosure of Whistleblowing System
PENYAMPAIAN PELAPORAN PELANGGARAN SUBMISSION OF REPORTING VIOLATIONS
Sebagai bentuk komitmen Angkasa Pura II dalam As a form of Angkasa Pura II’s commitment in implementing
menerapkan tata kelola perusahaan yang baik serta good corporate governance and as a form of handling the
sebagai suatu bentuk penanganan terhadap tindak deviation from the Code of Conduct, Angkasa Pura II applies
penyimpangan Code of Conduct maka Angkasa Pura II the Whistleblowing System (WBS) mechanism.
menerapkan mekanisme Whistleblowing System (WBS)
WBS merupakan mekanisme pelaporan pelanggaran WBS is a mechanism for reporting violations conducted
yang dilakukan secara rahasia oleh karyawan atau in secret by employees or leaders of Angkasa Pura II.
pimpinan Angkasa Pura II. Yang dimaksud pelanggaran What is meant by violations within the scope of WBS are:
dalam lingkup WBS adalah: penyimpangan dan irregularities and fraud related to aspects set out in the
kecurangan terkait dengan aspek yang diatur dalam Code Code of Conduct, Company Regulations, legal compliance,
of Conduct, Peraturan Perusahaan, kepatuhan hukum, Articles of Association, agreements / contracts, Company
Anggaran Dasar, perjanjian/ kontrak, kerahasiaan confidentiality, policies regarding conflict of interest
Perusahaan, kebijakan tentang transaksi benturan transactions, and other relevant important events that
kepentingan, dan kejadian penting lainnya yang relevan are relevant can be detrimental to the Company and its
yang dapat merugikan Perusahaan maupun pemangku stakeholders. Reporting is addressed through a standard
kepentingan. Pelaporan ditujukan melalui suatu mechanism for further action taken against these violations.
mekanisme baku untuk selanjutnya diambil tindakan
terhadap pelanggaran tersebut.
SOSIALISASI DAN EVALUASI WHISTLEBLOWING WHISTLEBLOWING SYSTEM SOCIALIZATION AND

SYSTEM EVALUATION
Angkasa Pura II melaksanakan sosialisasi Whistleblowing Angkasa Pura II conducts ongoing Whistleblowing System
System secara berkelanjutan kepada seluruh Insan socialization to all Company Personnel and will periodically
Perusahaan Dan secara berkala akan melaksanakan carry out updates and improvements in the context of
pemutakhiran dan penyempurnaan dalam rangka continuous improvement in accordance with the Company’s
perbaikan berkelanjutan sesuai dengan perkembangan business development. This socialization was carried out in
bisnis Perusahaan. Sosialisasi inidilaksanakan conjunction with the socialization of the implementation of
bersamaan dengan sosialisasi penerapan GCG. GCG.
JAMINAN PERLINDUNGAN PELAPOR REPORTING PROTECTION GUARANTEE
Untuk melindungi pelapor, Perseroan memiliki To protect whistleblowers, the Company is committed to
komitmen dengan menyediakan fasilitas saluran providing reporting facilities (telephone, letter, e-mail) that
pelaporan (telepon, surat, email) yang independen, are independent, free and confidential for whistleblowers,
bebas, dan rahasia bagi pelapor, agar terlaksana so that a safe reporting process is carried out. In addition,
proses pelaporan yang aman. Selain itu, WBS juga WBS also maintains the confidentiality of the reporter’s
menjaga kerahasiaan identitas pelapor dengan tujuan identity with the aim of providing protection to the reporter
memberikan perlindungan kepada pelapor dan anggota and family members for retaliation from the reported party
keluarga atas tindakan balasan dari terlapor atau or organization. Information on the implementation of
organisasi. Informasi pelaksanaan tindak lanjut laporan the report follow-up will be delivered confidentially to the
akan disampaikan secara rahasia kepada pelapor yang reporter whose identity is complete.
identitasnya lengkap.

Disclosure of Whistleblowing System
Pengungkapan Mengenai Whistleblowing System
PENANGANAN PENGADUAN THE HANDLING OF COMPLAINTS
Angkasa Pura II berkomitmen untuk menindaklanjuti Angkasa Pura II is committed to following up on every
setiap laporan yang masuk. Setiap laporan yang masuk incoming report. Every incoming report will be verified
akan diverifikasi sebelum diputuskan kelanjutannya. before it is decided to be continued.
PENGELOLA PELAPORAN PELANGGARAN INFRINGEMENT REPORTING MANAGER
WBS dikelola oleh unit Internal Audit sesuai Keputusan WBS is managed by the Internal Audit unit in accordance
Direksi AP-II Nomor KEP.02.03/00/01/2014/082 dan with the Board of Directors Decree of Angkasa Pura II
dibantu oleh Tim Verifikasi yang bertugas melakukan No. KEP.02.03/00/01/2014/082 and is assisted by the
pemeriksaan dan penilaian secara independen atas Verification Team which is tasked to conduct an independent
kelayakan pengaduan/penyingkapan pada tingkat inspection and assessment of the appropriateness of
awal. Anggota Tim Verifiksai berasal dari unit-unit kerja complaints/ disclosures at the initial level. The Verification
Kantor Pusat, dengan pertimbangan bahwa keberadaan Team members come from Head Office work units, with
anggota Tim Verfikasi pada unit kerja tertentu, dapat the consideration that the presence of Verification Team
mempermudah proses klarifikasi dan mendapatkan members in certain work units can facilitate the clarification
informasi guna mendapatkan bukti yang cukup dan process and obtain information in order to obtain sufficient
relevan. Surat Keputusan mengenai Tim Verifikasi and relevant evidence. Decree regarding the Verification
mengalami beberapa kali perubahan, sebagai berikut: Team has been amended several times, as follows:
2017
2015 2016
KEP.16.01/00/02/2015/031 KEP.16.01/00/02/2016/0091 Tentang Tim KEP.16.01/00/06/2019/0305 Tentang Tim

Tentang Tim Verifikasi Sistem Pengaduan Pelanggaran (Whistleblowing) Pengaduan Pengaduan Pelanggaran (WBS)
Pengaduan Pelanggaran (WBS) KEP.16.01/00/02/2016/0091 on KEP.16.01/00/06/2019/0305 on
KEP.16.01/00/02/2015/031 on the Verification Whistleblowing Team Whistleblowing Team (WBS)
Team of Whistleblowing System (WBS)
Dalam menilai kelayakan isi laporan pelanggaran, Tim In assessing the appropriateness of the violation report
Verifikasi mengupayakan perolehan bukti dengan cara contents, the Verification Team seeks to obtain evidence by
berkomunikasi dengan pelapor, dapat melalui chat communicating with the whistleblower, through chat on the
pada sistem WBS maupun media lainnya (telepon dan WBS system and other media (telephone and sealed letters).
surat tertutup).
JUMLAH PELAPORAN PELANGGARAN YANG NUMBER OF INCOMING VIOLATION REPORTS

MASUK
Hingga 31 Desember 2020, terdapat 4 (empat) laporan As of December 31, 2012, there were 4 (four) reports of
dugaan pelanggaran yang masuk ke Perseroan, sebagai alleged violations that entered as follow:
berikut:
Tanggal Media Laporan Kesimpulan Hasil Verifikasi Alat Bukti

No
Date Report Media Conclusion of Verification Results Evidence
1 31 Desember website WBS PT Angkasa Pengaduan pelanggaran administrasi ketentuan Promosi Tidak ada
December 31 Pura II (Persero) Kelas Jabatan unit kerja unit ARFF di KC KNO No
PT Angkasa Pura II Complaints about administrative violations of the provisions
(Persero) WBS website for Promotion of Class Positions of ARFF work units at KC KNO
2 27 Desember website WBS PT Angkasa Keluhan pengguna jasa terkait perubahan sistem Tidak ada
December 27 Pura II (Persero) parkir dari autogate menjadi sistem karcis manual dan No
PT Angkasa Pura II pengaturan parkir inap
(Persero) WBS website Complaints from service users regarding the change in the
parking system from autogate to manual ticketing system and
overtime parking arrangements

Tanggal Media Laporan Kesimpulan Hasil Verifikasi Alat Bukti

No
Date Report Media Conclusion of Verification Results Evidence
3 23 Desember website WBS PT Angkasa Keluhan key user SAP PT AP II Tidak ada
December 23 Pura II (Persero) SAP user key complaint of PT AP II No
PT Angkasa Pura II
(Persero) WBS website
4 5 Desember website WBS PT Angkasa Pengaduan pelanggaran administrasi ketentuan jam kerja Absensi Unit ARFF KC
December 5 Pura II (Persero) unit ARFF di KC KNO (Kategori Hijau) KNO Bulan Desember
PT Angkasa Pura II Complaints about administrative violations of the provisions 2020
(Persero) WBS website on working hours of ARFF units at KC KNO (Green Category) ARFF KC KNO Unit
Attendance in December
2020
Kebijakan Keberagaman Komposisi

Dewan Komisaris dan Direksi
Diverse Composition Policy of Board of Commissioners
and Board of Directors
KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN DIVERSE COMPOSITION POLICY OF THE BOARD

KOMISARIS OF COMMISSIONERS
Komposisi Dewan Komisaris yang ditunjuk memiliki The selected composition of the Board of Commissioners
keberagaman komposisi, baik dari sisi usia, pengalaman has a diverse composition, such as from age, work
pekerjaan serta latar belakang pendidikan. experience and study background.
Jenis
Nama Jabatan Usia (tahun) Pendidikan
Kelamin
Name Position Age (years) Educational Background
Gender
Agus Santoso Komisaris Utama 62 Laki Laki Menyelesaikan Pendidikan Sarjana Civil Engineering di ITB,
President Male Magister Traffic Engineering di ITB-Leeds University (Inggris),
Commissioner Pascasarjana Teknik Penerbangan di ENAC & ENSICA
(Prancis) dan Doktor Management di Universitas Negeri
Jakarta.
Completed Bachelor of Civil Engineering Education at ITB,
Masters in Traffic Engineering at ITB-Leeds University (UK),
Postgraduate Aviation Engineering at ENAC & ENSICA (France)
and Doctor of Management at Jakarta State University.
Mochtar Husein Wakil Komisaris 62 Laki Laki Menyelesaikan pendidikan formal S1 di Universitas
Utama Male Brawijaya, Malang (1982).
Vice President completed his undergraduate formal education at Brawijaya
Commissioner University, Malang (1982).

Diverse Composition Policy of Board of Commissioners and Board of Directors
Kebijakan Keberagaman Komposisi Dewan Komisaris dan Direksi
Jenis
Kelamin
Gender
Tubagus Fiki Chikara Komisaris 44 Laki Laki Menyelesaikan pendidikan formal S1 di Universitas
Satari Commissioner Male Padjadjaran, Bandung (1999), dan Diploma I Teknik Audio
dan Bisnis Musik di Sekolah Musik Studio 21, Jakarta
(2000), serta menyelesaikan pendidikan S2 di Universitas
Padjadjaran (2005).
Completed his undergraduate formal education at Padjadjaran
University, Bandung (1999), and Diploma I in Audio Engineering
and Music Business at Studio 21 Music School, Jakarta (2000),
and completed his Masters education at Padjadjaran University
(2005).
Andus Winarno Komisaris 49 Laki Laki Menyelesaikan pendidikan formal S1 di Universitas Merdeka,
Commissioner Male Malang (1994), dan menyelesaikan Magister Hukum di
Universitas Indonesia (2012, Jakarta)
Completed formal undergraduate education at Merdeka
University, Malang (1994), and completed his Master of Law at
the University of Indonesia (2012, Jakarta)
Abdul Muis Komisaris 60 Laki Laki menyelesaikan pendidikan di Universitas Satria Makassar
Commissioner Male pada tahun 2015.
completed education at Satria University Makassar in 2015.
Dodi Iskandar Komisaris 60 Laki Laki Menyelesaikan pendidikan formal Diploma IV Akuntansi-
Male STAN (1990), dan pendidikan S2 di University of Colorado,
Amerika Serikat (1994).
Completed formal education Diploma IV Accounting-STAN
(1990), and Masters education at the University of Colorado,
United States (1994).
KEBIJAKAN KEBERAGAMAN KOMPOSISI DIVERSE COMPOSITION OF BOARD OF

DIREKSI DIRECTORS POLICY
Keberagaman komposisi Direksi telah memberikan The diverse composition of the Board of Directors has
kontribusi positif terhadap pelaksanaan fungsi brought a positive contribution on the implementation
pengelolaan dan pengurusan Perseroan yang of management and stewardship function of the
mendukung pencapaian kinerja Perseroan secara Company underpinning the achievement as a whole.
keseluruhan. Selain itu, keberagaman usia anggota Besides, the diverse ages of members of the Board
Direksi yang masih pada usia produktif membuat kinerja of Directors who are still in productive period have
Perusahaan menjadi lebih dinamis. Keberagaman possessed a much more dynamic performance in the
Komposisi Direksi sebagai berikut: Company. Such diverse composition of the Board of
Directors as following:
Jenis
Kelamin
Gender
Muhammad Direktur Utama 52 Laki Laki Menyelesaikan pendidikan Sarjana Teknik Elektro
Awaluddin President Director Male dari Universitas Sriwijaya (1990), Master of Business
Administration dari European University Antwerp Belgium
(1998), dan S3 Doktor Ilmu Manajemen dari Universitas
Padjadjaran (2016).
Completed his Bachelor of Electrical Engineering education from
Sriwijaya University (1990), Master of Business Administration
from European University Antwerp Belgium (1998), and Doctor
of Management Science from Padjadjaran University (2016).
Edwin Hidayat Wakil Direktur 49 Laki Laki menyelesaikan Sarjana Ekonomi di Universitas Gadjah Mada
Utama Male dan melanjutkan pendidikan S2 di Lee Kuan Yew School of
Deputy President Public Policy dengan gelar Master of Public Management.
Director completed a Bachelor of Economics at Gadjah Mada University
and continued his Masters education at Lee Kuan Yew School of
Public Policy with a Master of Public Management.

Jenis
Kelamin
Gender
Ajar Setiadi Direktur Human 53 Laki Laki Menyelesaikan pendidikan di Universitas Gadjah Mada
Capital Male jurusan Fisika Nuklir dan melanjutkan pendidikan pasca
Director of sarjana dalam bidang Ekonomi Pembangunan di kampus
Human Capital yang sama.
Completed his education at Gadjah Mada University majoring
in Nuclear Physics and continued his postgraduate education in
Development Economics at the same campus.
Armand Hermawan Direktur Laki Laki Menyelesaikan pendidikan Sarjana Ekonomi (SE, Ak) dari
Transformasi Male Universitas Padjadjaran (1990), pendidikan Master of
dan Portofolio Commerce & Management (MCM) in Financial Econometrics
Strategis dari University of Lincoln - New Zealand dan Ph.D in Finance
Director of dari University of Newcastle - Australia.
Transformation Completed Bachelor of Economics (SE, Ak) from Padjadjaran
and Strategic University (1990), Master of Commerce & Management (MCM) in
Portfolio Financial Econometrics from University of Lincoln - New Zealand
and Ph.D in Finance from University of Newcastle - Australia.
Muhamad Wasid Direktur Operasi 50 Laki Laki Menyelesaikan pendidikan D3 Air Traffic Controller dari
dan Pelayanan Male PLP Curug Tangerang pada 1997, pendidikan Strata 1
Director of Bahasa Inggris dari Universitas Islam Riau tahun 2001 dan
Operations and menyelesaikan pendidikan Magister Administrasi Bisnis dari
Services Institut Teknologi Bandung pada tahun 2015.
Completed his D3 Air Traffic Controller education from PLP
Curug Tangerang in 1997, undergraduate education in English
from Riau Islamic University in 2001 and completed his Masters
in Business Administration from the Bandung Institute of
Technology in 2015.
Agus Wialdi Direktur Teknik 52 Laki Laki Menyelesaikan Sarjana Teknik Sipil di Universitas Brawijaya
Director of Male pada tahun 1993 dan Magister Administrasi Bisnis dari
Engineering Institut Teknologi Bandung pada 2006.
Completed a Bachelor of Civil Engineering at Brawijaya
University in 1993 and a Masters in Business Administration
from the Bandung Institute of Technology in 2006.
Ghamal Peris Aulia Direktur 40 Laki Laki Menyelesaikan pendidikan Strata 1 di bidang Manajemen
Komersial Male dari Universitas Indonesia, dan juga memiliki gelar MBA
Director of dari HEC-Paris dan The Wharton School - University of
Commercial Pennsylvania serta dilanjutkan EMBA Course di W.P. Carey
School of Business dari Arizona State University.
Completed his undergraduate education in Management from
the University of Indonesia, and also has an MBA from HEC-
Paris and The Wharton School - University of Pennsylvania and
continued with an EMBA Course at W.P. Carey School of Business
from Arizona State University.
Wiweko Probojakti Direktur 52 Laki Laki Menyelesaikan Bachelor of Accounting dari Universitas
Keuangan Male Gadjah Mada dan menyelesaikan MBA dari Indonesia
Director of Institute of Management Development.
Finance Completed Bachelor of Accounting from Gadjah Mada University
and completed MBA from Indonesia Institute of Management
Development.

357
Kebijakan Keberagaman Komposisi Dewan Komisaris dan Direksi
Diverse Composition Policy of Board of Commissioners and Board of Directors
Annual Report
2020
Laporan Tahunan
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
358

Angkasa Pura II sadar akan pentingnya berpartisipasi

dalam menjaga keseimbangan antara People, Profit, dan
Planet atau konsep Triple Bottom Line dalam mendukung
keberlangsungan perusahaan.
Angkasa Pura II is aware of the importance of participating in

maintaining the balance between People, Profit and Planet or
the Triple Bottom Line concept in supporting the sustainability
of the Company.

yang Terkait Tata Kelola
Tanggung Jawab Sosial

Corporate Social Responsibility Related to Social
Responsibility Governance
KOMITMEN PADA TANGGUNG JAWAB SOSIAL COMMITMENT TO SOCIAL RESPONSIBILITY
Sebagaimana tercantum dalam Pasal 3 Anggaran Dasar, As stated in Article 3 of the Articles of Association, the
Perusahaan memiliki tujuan untuk melaksanakan, Company aims to implement, support Government policies
menunjang kebijaksanaan dan Program Pemerintah and programs in the economic and development sector
di bidang ekonomi dan pembangunan serta untuk as well as to foster profits for the Company by running an
memupuk keuntungan bagi perusahaan dengan airport business in the broadest sense and other businesses
menjalankan usaha kebandarudaraan dalam arti related to the business.
seluas-luasnya dan usaha lain yang memiliki keterkaitan
dengan usaha tersebut.
Selain melaksanakan aktivitas operasional, Angkasa Besides carrying out its business operations, Angkasa Pura
Pura II juga turut melaksanakan tanggung jawab II also conducts Social and Environmental Responsibility
sosial dan lingkungan (TJSL), hal ini dilakukan karena (TJSL), this was performed because the Company is aware
Perusahaan sadar akan pentingnya berpartisipasi of the importance of participating in maintaining the
dalam menjaga keseimbangan antara People, Profit, balance between People, Profit and Planet or the Triple
dan Planet atau konsep Triple Bottom Line dalam Bottom Line concept in supporting the sustainability of the
mendukung keberlangsungan perusahaan. Guna Company. To support this, Angkasa Pura II is committed
mendukung hal tersebut, Angkasa Pura II berkomitmen to carry out corporate social responsibility by maintaining
untuk melaksanakan tanggung jawab sosial perusahaan environmental sustainability and social welfare.
dengan menjaga keberlanjutan lingkungan dan
kesejahteraan sosial.

Corporate Social Responsibility Related to Social Responsibility Governance
Corporate Social Responsibility yang Terkait Tata Kelola Tanggung Jawab Sosial
Melalui pelaksanaan CSR oleh Perusahaan, Angkasa By implementing CSR, Angkasa Pura II hopes to take part
Pura II berharap dapat turut mejaga keseimbangan in maintaining environmental and social balance so as to
lingkungan dan sosial sehingga mampu meningkatkan increase the Company’s trust and reputation in the eyes of
kepercayaan dan reputasi Perusahaan dimata the community and stakeholders. Besides that, it is also
masyarakat dan pemangku kepentingan. Disamping itu, hoped to have a positive impact on the Indonesian people,
juga diharapkan dapat memberikan dampak positif bagi either directly or indirectly.
masyarakat Indonesia baik secara langsung maupun
tidak langsung.
Tanggung jawab sosial dan lingkungan yang dilakukan Social and environmental responsibility carried out by the
oleh perusahaan dimulai pada tahun 1991, yang pada Company began in 1991, at that time was called PUKK. The
saat itu kegiatan tersebut bernama PUKK. Adapun legal basis for implementing PKBL by PT Angkasa Pura II
dasar hukum pelaksanaan PKBL oleh PT Angkasa Pura II (Persero) is as follows:
(Persero), sebagai berikut:
1. Surat Keputusan Menteri Negara BUMN Nomor: 1. State Minister of SOEs Decree No: PER-05/MBU/2007
PER-05/MBU/2007 tanggal 27 April 2007 tentang dated April 27, 2007 on Partnership and Community
Program Kemitraan dan Bina Lingkungan. Development Program.
2. Surat Keputusan Menteri Negara BUMN Nomor: 2. State Minister of SOEs Decree No: KEP.100/MBU/2002
KEP.100/MBU/2002 tentang Penilaian Tingkat on Soundness Level Assessment of State-Owned
Kesehatan Badan Usaha Milik Negara. Enterprises.
3. Standar Operasional Prosedur (SOP) PKBL PT Angkasa 3. PKBL Standard Operating Procedure (SOP) of PT
Pura II (Persero) Nomor: PD.05.08/09/2015/0059 Angkasa Pura II (Persero) No: PD.05.08/09/2015/0059
tanggal 07 September 2015. dated September 7, 2015.
4. Surat Kementerian BUMN Nomor: S-19/ 4. Ministry of SOEs Letter No: S-19/D5.MBU/2012 dated
D5.MBU/2012 Tanggal 03 Maret 2012 Tentang March 3, 2012 on Annual Report Format.
Format Laporan Tahunan.
5. Surat Edaran Menteri Negara BUMN Nomor: SE- 5. State Minister of SOEs Circular Letter No: SE-02/MBU/
02/MBU/Wk/2012 Tanggal 23 Maret 2012 Tentang Wk/2012 dated March 23, 2012 on the implementation
Penetapan Pedoman Akuntansi Program Kemitraan of Accounting Guidelines for Parthership and
dan Bina Lingkungan. Community Development Program.
6. Surat Keputusan Menteri BUMN Nomor: PER-20/ 6. Minister of SOEs Decree No: PER-20/MBU/2012 dated
MBU/2012 Tanggal 27 Desember 2012 Tentang December 27, 2012 on Amendment to the State Minister
Perubahan Atas Peraturan Menteri Negara BUMN of SOEs Regulation No: PER-05/MBU/2007 dated April
Nomor: PER-05/MBU/2007 tanggal 27 April 2007 27, 2007 on Partnership and Community Development
tentang Program Kemitraan dan Bina Lingkungan. Program.
7. Surat Keputusan Menteri BUMN Nomor: PER-08/ 7. Minister of SOEs Decree No: PER-08/MBU/2013 dated
MBU/2013 Tanggal 10 September 2013 tentang September 10, 2013 on Fourth Amendment to the State
Perubahan Keempat Atas Peraturan Menteri Negara Minister of SOEs Regulation No: PER-05/MBU/2007 on
BUMN Nomor PER-05/MBU/2007 tentang Program SOEs Partnership Program with Small Enterprises and
Kemitraan BUMN Dengan Usaha Kecil dan Program Community Development Program.
Bina Lingkungan.
8. Surat Keputusan Menteri BUMN Nomor: PER-07/ 8. Minister of SOEs Decree No: PER-07/MBU/05/2015
MBU/05/2015 Tanggal 22 Mei 2015 tentang Program dated May 22, 2015 on SOEs Partnership Program
Kemitraan BUMN Dengan Usaha Kecil dan Program with Small Enterprises and Community Development
Bina Lingkungan. Program.
9. Surat Keputusan Menteri BUMN Nomor: PER-09/ 9. Minister of SOEs Decree No: PER-09/MBU/07/2015 dated
MBU/07/2015 Tanggal 03 Juli 2015 tentang Program July 3, 2015 on SOEs Partnership Program with Small
Kemitraan BUMN Dengan Usaha Kecil dan Program Enterprises and Community Development Program.
Bina Lingkungan.

10. Surat Keputusan Menteri BUMN Nomor: PER-03/ 10. Minister of SOEs Decree No: PER-03/MBU/12/2016
MBU/12/2016 Tanggal 16 Desember 2016 tentang dated December 16, 2016 on the Amendment to the
Perubahan atas Peraturan Menteri Badan Usaha Minister of SOEs Regulation No. PER-09/MBU/07/2015
Milik Negara No. PER-09/MBU/07/2015 tentang on Partnership Program and Community Development
Program Kemitraan dan Program bina Lingkungan Program of State-Owned Esnterprises.
Badan Usaha Milik Negara.
11. Surat Keputusan Menteri BUMN Nomor: PER-02/ 11. Minister of SOEs Decree No: PER-02/MBU/7/2017 dated
MBU/7/2017 Tanggal 05 Juli 2017 tentang Perubahan July 5, 2017 on Second Amandment to the Minister
Kedua atas Peraturan Menteri Badan Usaha Milik of SOEs Regulation No. PER-09/MBU/07/2015 on
Negara No. PER-09/MBU/07/2015 tentang Program Partnership Program and Community Development
Kemitraan dan Program bina Lingkungan Badan Program of State-Owned Esnterprises.
Usaha Milik Negara.
12. Surat Keputusan Menteri BUMN Nomor : PER- 12. Minister of SOEs Decree No: PER-02/MBU/04/2020
02/MBU/04/2020 Tanggal 02 April 2020 tentang dated April 2, 2020 on Third Amendment to the
Perubahan Ketiga atas Peraturan Menteri Badan Minister of SOEs Regulation No. PER-09/MBU/07/2015
Usaha Milik Negara No. PER-09/MBU/07/2015 on Partnership Program and Community Development
tentang Program Kemitraan dan Program bina Program of State-Owned Enterprises.
Lingkungan Badan Usaha Milik Negara
METODE DAN LINGKUP DUE DILIGENT METHOD AND SCOPE OF DUE DILIGENCE ON
TERHADAP DAMPAK SOSIAL, EKONOMI DAN SOCIAL, ECONOMIC, AND ENVIRONMENTAL
LINGKUNGAN DARI AKTIVITAS PERUSAHAAN IMPACTS FROM THE COMPANY’S ACTIVITIES
Tanggung jawab sosial yang dilaksanakan oleh Angkasa Social responsibility carried out by Angkasa Pura II, was
Pura II, dilaksanakan melalui Program Kemitraan dan implemented through the Partnership and Community
Bina Lingkungan. Terdapat Unit PKBL yang berada Development Program. There is a PKBL Unit in the Company
di Perusahaan sebagai penanggung jawab kegiatan who is in charge of these activities, and structurally it is under
tersebut, dan secara struktur berada di bawah the supervision of the Board of Directors. The PKBL unit
pengawasan Direksi. Unit PKBL memiliki tanggung has the responsibility to determine the method and scope
jawab menentukan metode dan lingkup due diligence of due diligence on social, economic and environmental
terhadap dampak sosial, ekonomi dan lingkungan. impacts. In implementing the CSR program, the PKBL Unit
Dalam melaksanakan program CSR, Unit PKBL bekerja collaborates with several parties outside the Company,
sama dengan beberapa pihak di luar perusahaan, including academics, government agencies, national
antara lain Akademik, instansi pemerintah, lembaga humanitarian institutions, and local social institutions.
kemanusiaan nasional, dan lembaga sosial lokal. The implementation is carried out as needed, while still
Adapun pelaksanaannya dilakukan sesuai kebutuhan, paying attention to the efficiency and effectiveness of the
dengan tetap memperhatikan efisiensi dan efektivitas program. In matters related to aspects of manpower and
program. Dalam hal terkait aspek ketenagakerjaan responsibility to consumers, coordination is carried out by
dan tanggung jawab terhadap konsumen, koordinasi the HR unit and other related divisions.
dilakukan oleh unit SDM dan divisi terkait lainnya.
Sebagaimana mengacu pada Surat Keputusan Menteri As referred to the the Minister of SOEs Decree No: PER-02/
BUMN Nomor : PER-02/MBU/04/2020 Tanggal 02 April MBU/04/2020 dated April 2, 2020 on Third Amendment to
2020 tentang Perubahan Ketiga atas Peraturan Menteri the Minister of SOEs Regulation No. PER-09/MBU/07/2015 on
Badan Usaha Milik Negara No. PER-09/MBU/07/2015 the Partnership Program and the Community Development
tentang Program Kemitraan dan Program bina Program for State-Owned Enterprises. The scope of work of
Lingkungan Badan Usaha Milik Negara. Adapun lingkup the PKBL unit includes, among others:
kerja unit PKBL mencakup antara lain:
a. Pelaksanaan fungsi pembinaan yaitu evaluasi, a. Implement the function of coaching, namely evaluation,
penyaluran penagihan, pelatihan, monitoring, distribution, billing, training, monitoring, promotion
promosi dan lainnya termasuk fungsi administrasi and others including administrative and financial
dan keuangan, functions,

b. Bagi unit kerja PKBL kantor pusat melakukan b. For the PKBL work unit of the head office monitors the
monitoring jumlah dana yang dikelola, luas amount of funds managed, size of the assisted area and
wilayah binaan dan jumlah mitra binaan serta the number of assisted partners as well as considers the
mempertimbangkan kondisi perusahaan, condition of the Company, while the PKBL work unit of
sedangkan unit kerja PKBL kantor cabang/ branch offices/representatives adjusts according to the
perwakilan menyesuaikan sesuai dengan kebutuhan PKBL needs in its working area.
PKBL di wilayah kerjanya. c. Responsible directly to the Company’s Board of
c. Bertanggung jawab secara langsung kepada Direksi Directors, as determined in the Board of Directors
Perusahaan, sebagaimana telah ditetapkan dalam meetings. For employees who are appointed to handle
rapat Direksi. Bagi karyawan yang ditunjuk untuk the PKBL unit, their rights and obligations are the same
menangani unit PKBL, hak dan kewajibannya sama as for other employees who are in the fostering SOEs.
dengan karyawan lainnya yang berada di BUMN
Pembina.
STAKEHOLDERS PENTING YANG TERDAMPAK KEY STAKEHOLDERS WHO ARE AFFECTED OR

ATAU BERPENGARUH DAN ISU-ISU PENTING INFLUENTIAL AND IMPORTANT ISSUES ON THE
PADA DAMPAK DARI KEGIATAN. IMPACT FROM THE ACTIVITIES.
Angkasa Pura II senantiasa membangun hubungan Angkasa Pura II always builds good and positive relationships
baik dan positif antara Perusahaan dengan Pemangku between the Company and Stakeholders. The relationship
Kepentingan. Hubungan yang dibangun, merupakan that is built is a form of the Company’s efforts in achieving
wujud usaha perusahaan dalam mencapai visi dan misi, its vision and mission, through the implementation of
melalui pelaksanaan pengelolaan sumber daya yang optimal and efficient resource management.
optimal dan efisien.
Adapun Pemangku Kepentingan dan isu-isu penting The Stakeholders and important issues that can be
yang dapat terdampak dari aktivitas perusahaan: impacted by the Company’s activities:
Pemangku Kepentingan Basic Identifikasi Pendekatan Hubungan Isu-Isu Penting

Stakeholders Identification Base Relationship Approach Important Issues
Pelanggan (Penumpang, Ketergantungan dan • Survey customer satisfaction • Memberikan layanan dengan
Maskapai Penerbangan, Tenant kerjasama index kualitas yang melebihi harapan
Bandara, Perusahaan Ekspedisi) Dependency and Cooperation • Layanan Call Centre pelanggan dan meningkatkan
Customers (Passengers, Airlines, • Coffee morning nilai bagi pelanggan.
Airport Tenants, Expedition • Forum Group Discussion • Akses informasi
Companies) • Customer Statisfaction Index • Provide quality service that exceed
Survey customers’ expectations and
• Call Center Services increase value for customers
• Morning Coffee • Access to Information
• Forum Group Discussion
Karyawan Ketergantungan • Remunerasi • Kesetaraan dan perlakuan yang

Employees Dependency • Reward & Punishment adil.
• Family Gathering • Tidak berlaku diskriminasi.
• Employee Gathering • Menjamin keamanan, kesehatan,
• Working Group dan keselamatan kerja.
• Remuneration • Memberikan hak-hak sesuai
• Reward & Punishment ketentuan yang berlaku.
• Family Gathering • Equality and fair treatment
• Employee Gathering • No discrimination applies
• Working Group • Ensure Occupational security,
health and safety
• Granting rights in accordance with
applicable provisions

Pemangku Kepentingan Basic Identifikasi Pendekatan Hubungan Isu-Isu Penting

Stakeholders Identification Base Relationship Approach Important Issues
Masyarakat Pengaruh, • Program kemitraan • Menjalin hubungan yang

Community Tanggung jawab • Program bina lingkungan serasi dan harmonis dengan
Influence, • Partnership Program masyarakat sekitar wilayah
Responsbility • Community Development operasi.
Program • Pemberdayaan potensi
masyarakat dengan memberi
sustainable value.
• Establish harmonious relations with
the community around the oprating
area
• Empowerment of community
potential by providing sustainable
value
Lingkungan Tanggung jawab • Penanaman pohon • Berperan aktif dalam mengurangi
Environment Responsibility (penghijauan) dampak operasional perusahaan
• Pembinaan pelestarian terhadap kerusakan lingkungan.
lingkungan • Berperan aktif dalam kegiatan
• Konservasi Satwa pelestarian lingkungan.
• Planting Trees (greening) • Take an active role in reducing the
• Development of environmental Company’s operational impact on
preservation environmental damage.
• Animal conservation • Take an active role in
environmental conservation
activities.
LINGKUP TANGGUNG JAWAB SOSIAL SCOPE OF CORPORATE SOCIAL RESPONSIBILITY

PERUSAHAAN BAIK YANG MERUPAKAN BOTH AS OBLIGATIONS AND EXCEEDING
KEWAJIBAN MAUPUN YANG MELEBIHI OBLIGATIONS
KEWAJIBAN.
Perusahaan secara rutin melaksanakan Program The Company routinely implements the Partnership
Kemitraan, Program Bina Lingkungan, dan Kegiatan Program, Community Development Program, and CSR
CSR. Ketiga program ini dilaksanakan oleh Perusahaan Activities. These three programs are implemented by the
sebagai bentuk tanggung jawab sosial Perusahaan. Company as a form of corporate social responsibility. The
Perusahaan menetapkan 8 bidang/sektor usaha yang Company determines 8 business fields/ sectors that can
dapat memperoleh bantuan dari perusahaan, bidang/ obtain assistance from the Company, these business fields/
sektor usaha tersebut yaitu: sectors, namely:
a. Perdagangan a. Trading
b. Industri b. Industrial
c. Pertanian c. Agriculture
d. Perkebunan d. Plantation
e. Perikanan e. Fishery
f. Peternakan f. Livestock
g. Jasa g. Services
h. Lainnya h. Others
Sedangkan dalam Program Bina Lingkungan, Whereas in the Community Development Program, the
perusahaan memberikan bantuan dalam bentuk Company provides assistance in the following forms:
sebagai berikut:
a. Bantuan bagi korban bencana alam dan bencana a. Aid for victims of natural disasters and non-natural
non alam disasters
b. Sarana Ibadah b. Place of Worship
c. Sarana Pendidikan c. Education Facility
d. Sarana Kesehatan d. Health Facility
e. Sarana Umum e. Public Facility

f. Pelestarian alam f. Nature Conservation
g. Sosial Kemasyarakatan dalam rangka pengentasan g. Community socialization in the context of poverty
kemiskinan. alleviation
Terdapat 19 wilayah di Indonesia yang menjadi tujuan There are 19 regions in Indonesia that become the objectives
pelaksanaan program kemitraan dan bina lingkungan of the partnership and community development program
Angkasa Pura II, wilayah-wilayah tersebut antara lain: of Angkasa Pura II, these regions include:
1. Bandar Udara Soekarno-Hatta di Tangerang Provinsi 1. Soekarno-Hatta Airport, Tangerang, Banten Province.
Banten.
2. Bandar Udara Halim Perdanakusuma Provinsi DKI 2. Halim Perdanakusuma Airport, DKI Jakarta Province.
Jakarta.
3. Bandar Udara Sultan Mahmud Badaruddin II di 3. Sultan Mahmud Badaruddin II Airport, Palembang,
Palembang Provinsi Sumatera Selatan. South Sumatra Province.
4. Bandar Udara Supadio di Pontianak Provinsi 4. Supadio Airport, Pontianak, West Kalimantan Province.
Kalimantan Barat.
5. Bandar Udara Kualanamu di Deli Serdang Provinsi 5. Kualanamu Airport, Deli Serdang, North Sumatra
Sumatera Utara Province.
6. Bandar Udara Minangkabau di Padang Provinsi 6. Minangkabau Airport, Padang, West Sumatra Province.
Sumatera Barat.
7. Bandar Udara Sultan Syarif kasim II di Pekanbaru 7. Sultan Syarif Kasim II Airport, Pekanbaru, Riau Province.
Provinsi Riau.
8. Bandar Udara Husein Sastranegara di Bandung 8. Husein Sastranegara Airport, Bandung, West Java
Provinsi Jawa Barat. Province.
9. Bandar Udara Sultan Iskandar Muda di Banda Aceh 9. Sultan Iskandar Muda Airport, Banda Aceh, Aceh
Provinsi Aceh. Province.
10. Bandar Udara Raja Haji Fisabilillah di Tanjung Pinang 10. Raja Haji Fisabilillah Airport, Tanjung Pinang, Kepri
Provinsi Kepri. Province.
11. Bandar Udara Depati Amir di Pangkal Pinang 11. Depati Amir Airport, Pangkal Pinang, Bangka Belitung
Provinsi Bangka Belitung. Province.
12. Bandar Udara Sultan Thaha di Jambi Provinsi Jambi. 12. Sultan Thaha Airport, Jambi, Jambi Province.
13. Bandar Udara Silangit di Siborong-borong Provinsi 13. Silangit Airport, Siborong-borong, North Sumatra
Sumatera Utara. Province.
14. Bandar Udara Blimbingsari di Banyuwangi Provinsi 14. Blimbingsari Airport, Banyuwangi, East Java Province.
Jawa Timur.
15. Bandar Udara Kertajati di Majalengka Provinsi Jawa 15. Kertajati Airport, Majalengka, West Java Province.
Barat.
16. Bandar Udara Tjilik Riwut di Palangkaraya Provinsi 16. Tjilik Riwut Airport, Palangkaraya, Central Kalimantan
Kalimantan Tengah. Province.
17. Bandar Udara Radin Inten di Lampung Provinsi 17. Radin Inten Airport, Lampung, Lampung Province.
Lampung.
18. Bandar Udara Tanjung Pandan di Belitung Kepulauan 18. Tanjung Pandan Airport, Belitung, Bangka Belitung
Bangka Belitung. Island.
19. Bandar Udara Fatmawati di Bengkulu Provinsi 19. Fatmawati Airport, Bengkulu, Bengkulu Province.
Bengkulu.
STRATEGI DAN PROGRAM KERJA PERSEROAN CORPORATE STRATEGIES AND WORK PROGRAMS
DALAM MENANGANI ISU ISU SOSIAL, EKONOMI IN HANDLING SOCIAL, ECONOMIC, AND
DAN LINGKUNGAN ENVIRONMENTAL ISSUES
Dalam melaksanakan Program Kemitraan, Bina In implementing the Partnership Program, Community
Lingkungan dan kegiata CSR,terdapat 3 (tiga) prinsip Development Program, and CSR activities, there are 3
yang menjadi dasar, yaitu: (three) principles that become the basis, namely:

1. Proximity 1. Proximity
Posisi kegiatan bisnis perusahaan dengan program Position of the Company’s business activities with the
CSR, memiliki kedekatan wilayah. CSR programs has a regional proximity.
2. Relevance 2. Relevance
Kegiatan CSR yang dilaksanakan relevan dengan CSR activities carried out are relevant to the
bisnis perusahaan serta dapat menjadi upaya Company’s business and can be efforts to mitigate
mitigasi risiko terhadap aktivitas perusahaan yang risks to the Company’s activities that have an impact
berdampak pada lingkungan dan sosial, disamping environmentally and socially, besides that these
itu kegiatan tersebut dapat meningkatkan brand activities can increase brand awareness.
awareness.
3. Magnitude 3. Magnitude
Program CSR yang dilaksanakan dapat memberikan The implemented CSR programs can provide maximum
manfaat yang sebesar-besarnya oleh pihak yang benefits by the beneficiaries of the CSR programs.
menerima program CSR.
PROGRAM YANG MELEBIHI TANGGUNG JAWAB PROGRAMS THAT EXCEED THE MINIMUM
MINIMAL PERUSAHAAN YANG RELEVAN RESPONSIBILITIES OF THE COMPANY THAT ARE
DENGAN BISNIS YANG DIJALANKAN RELEVANT TO THE BUSINESS
Program Tanggung Jawab Sosial dan Lingkungan (TJSL) The Social and Environmental Responsibility Program
yang dilaksanakan oleh perusahaan, mengacu pada (TJSL) implemented by the Company, refers to Minister of
Surat Keputusan Menteri BUMN Nomor : PER-02/ SOEs Decree No: PER-02/MBU/04/2020 dated April 2, 2020
MBU/04/2020 Tanggal 02 April 2020 tentang Perubahan on Third Amendment to the Minister of SOEs Regulation
Ketiga atas Peraturan Menteri Badan Usaha Milik No: PER-09/MBU/07/2015 on Partnership Program and
Negara No. PER-09/MBU/07/2015 tentang Program Community Development Program of State-Owned
Kemitraan dan Program bina Lingkungan Badan Usaha Enterprises.
Milik Negara
Adapun program tanggung jawab sosial yang The social responsibility program implemented by the
dilaksanakan oleh perusahaan, mencakup 2 (dua) yaitu: Company includes 2 (two), namely:
a. Program Kemitraan a. Partnership Program
b. Program Bina Lingkungan, meliputi b. Community Development Program, covering:
1. Bantuan sektor bencana alam dan non alam 1. Aid to Natural and Non-Natural Disasters Sector,
berupa: including:
• Sembako, air mineral, genset, perahu karet, • Basic food, mineral water, generators, rubber
peralatan mandi, diapers untuk korban boats, toiletries, diapers for flood victims.
bencana banjir.
• Paket sembako untuk korban dampak • Basic food packages for victims of the COVID-19
COVID-19 di seluruh kantor cabang. impact in all branch offices.
• Pembangunan ruang isolasi di Rumah Sakit • Construction of an isolation room at the Andalas
Universitas Andalas Padang Sumatera Barat University Hospital, Padang, West Sumatra
• Kegiatan penanggulangan COVID-19 berupa • COVID-19 countermeasures in the form of
pemberian perlatan kesehatan, tempat cuci providing health equipment, portable hand
tangan portabel, masker, antiseptik, hand washing stations, masks, antiseptics, hand
sanitizer, disinfektan untuk Rumah Sakit sanitizers, disinfectants for referral hospitals,
Rujukan, Sekolah, Rumah Ibadah, Puskesmas, schools, places of worship, integrated
Satuan Tugas BUMN Peduli COVID-19 healthcare centers, SOEs COVID-19 Task Force
2. Bantuan sektor pelestarian alam berupa: 2. Aid to nature conservation sector, including:
• Kegiatan pelestarian lingkungan dan edu • Environmental conservation and ecotourism
ekowisata. education activities.
• Bantuan penghijauan untuk penanaman • Greening aid for planting productive trees in
pohon produktif di lahan tidur dan ruang dormant land and open spaces.
terbuka.

3. Bantuan sektor pengentasan kemiskinan 3. Aid to Poverty Alleviation sector, including:
berupa:
• Perbaikan rumah dalam rangka BUMN Bakti • House repair in the context of BUMN Bakti
Sosial Bedah Rumah. Sosial Bedah Rumah (SOEs Social Service for
Home Improvement).
• Paket sembako dalam rangka “Ramadhan • Basic food packages in the framework of
Berbagi” untuk panti asuhan dan pantai “Ramadhan Berbagi” for orphanages and
jompo nursing homes.
• Santunan dan pemberian perlengkapan • Compensation and provision of prayer
shalat untuk anak yatim. equipment for orphans.
4. Bantuan sektor pendidikan berupa: 4. Aid to education sector, including:
• Pelatihan pengolahan sabut kelapa, • Coconut coir processing training, Achievement
Pelatihan Achievement Motivation Training, Motivation Training, online training (webinar)
Pelatihan online (webinar) “Membangun “Membangun Strategi Promosi Diwaktu PSBB
Strategi Promosi Diwaktu PSBB Transisi/New Transisi/ New Normal” and “Design Visual
Normal” dan “Design Visual with Canva Apps” Design with Canva Apps”
• Pengadaan taman bacaan, bantuan aplikasi • Procurement of reading garden, application
dan buku digital library bantuan komputer, aid and digital books for computer-assisted
alat perbengkelan, alat drum band, laptop libraries, workshop tools, drum band
untuk sekolah instruments, laptops for schools
• Bantuan material untuk pembangunan • Material aid for the construction of sports fields
lapangan olahraga dan ruang kelas. and classrooms.
• Pemberian beasiswa terhadap putra putri TNI • Provision of scholarships for the sons and
dan Polri di wilayah Banten dan Yogyakarta. daughters of the Indonesian National Armed
Forces (TNI) and Indonesian Police (Polri) in
Banten and Yogyakarta.
5. Bantuan sektor sarana ibadah berupa : 5. Aid to worship facility in the form of:
• Bantuan bahan material untuk rumah ibadah • Material aid for places of worship
• Bantuan dukungan pelaksanan MTQ ke V • Aid to support the implementation of MTQ to V
Kecamatan Marpoyan Damai Pekanbaru. Marpoyan Damai Sub-District, Pekanbaru.
• Penyaluran 1000 kitab Al-Quran • Distribution of 1,000 Noble Quran
6. Bantuan sektor sarana umum berupa : 6. Aid to public facility in the form of:
• Bantuan material untuk pembuatan sumur • Material aid for drilling wells, construction of
bor, pembangunan sarana air bersih, selang clean water facilities, fire hoses, lawn mowers
pemadam, alat potong rumput dan alat and fogging tools, garbage cart motorcycles for
fogging, motor gerobak sampah untuk Desa Pangkalan Village, Tangerang.
Pangkalan, Tangerang.
• Pengengelolaan bank sampah dan budidaya • Waste bank management and maggot
maggot di Desa Kebon Cau, Desa Rawa cultivation in Kebon Cau Village, Rawa Burung
Burung dan Kampung Airport Tangerang. Village and Tangerang Airport Village.
• Sharing dana pembangunan Balkondes di • Sharing of Village Economic Hall (Balkondes)
Purbalingga. development funds in Purbalingga.
7. Bantuan sektor peningkatan Kesehatan berupa : 7. Aid to health improvement sector in the form of:
• Bantuan peralatan posyandu, Paket Susu Ibu • Integrated healthcare center equipment aid,
Hamil untuk Puskesmas. Maternal Milk Packages for community health
center
• Program Kaki Palsu dan Kacamata bekerja • Prosthetic leg and eyeglasses programs in
sama dengan Yayasan Kick Andy. collaboration with Kick Andy Foundation
• Pemberian mobil ambulans beserta APD • Provision of ambulance and Personal Protective
bekerjasama dengan Dinas Kesehatan Kota Equipments (APD) in collaboration with Jambi
Jambi. City Health Office.
c. Kegiatan CSR c. CSR activities

PEMBIAYAAN DAN ANGGARAN TANGGUNG SOCIAL RESPONSIBILITY FINANCING AND

JAWAB SOSIAL BUDGET
Setiap tahunnya Angkasa Pura II selalu menyusun Angkasa Pura II annually compiles work plans and
rencana kerja dan melakukan pengalokasian anggaran allocates budgets for partnership programs, community
bagi program kemitraan, bina lingkungan dan kegiatan development, and CSR activities. The budget prepared by
CSR. Anggaran yang dipersiapkan oleh Perseroan the Company is divided into 4 (four) sources, namely:
terbagi ke dalam 4 (empat) sumber, yaitu:
1. Penyisihan laba bersih setelah pajak yang ditetapkan 1. Allowance for net profit after tax stipulated by the
Rapat Umum Pemegang Saham (“RUPS”)/Menteri General Meeting of Shareholders (“GMS”)/Minister
dalam pengesahan Laporan Tahunan BUMN in ratifying the Annual Report of Fostering SOEs
Pembina maksimum sebesar 4% (empat persen) amounting to a maximum of 4% (four percent) of the
dari laba setelah pajak tahun buku sebelumnya; previous year’s net profit after tax;
2. Jasa administrasi pinjaman/marjin/bagi hasil dari 2. Loan/margin/profit sharing administration services
Program Kemitraan; from the Partnership Program;
3. Hasil bunga deposito dan/atau jasa giro dari 3. The deposit interest rate and/of current account services
dana Program Kemitraan dan Program BL yang from the funds issued for the Partnership Program and
ditempatkan; dan Community Development Program; and
4. Sumber lain yang sah. 4. Another legitimate sources.
Rincian pelaksanaan program kemitraan, bina Details of the implementation of partnership program,
lingkungan dan kegiatan CSR yang dilaksanakan pada community development and CSR activities carried out in
tahun 2020, dapat dilihat pada tabel berikut: 2020 can be seen in the following table:
Program Bina Lingkungan

Dana Program Kemitraan Kegiatan CSR
Community Development
Funds Partnership Program CSR Activities
Program
Anggaran 47.073.589.964,35 29.502.882.900,00 6.700.000.000,00
Budget
Penggunaan 26.637.162.899,00 29.074.198.080,01 3.942.000.000,00
Usage
Penyerapan (43,41) (1,45) 58,84
Absorption

Corporate Social Responsibility Related to Core Subject of Human Rights

Corporate Social Responsibility Terkait Core Subject Hak Asasi Manusia
Terkait Core Subject Hak Asasi
Manusia
Corporate Social Responsibility Related to Core Subject
of Human Rights
KOMITMEN DAN KEBIJAKAN COMMITMENT AND POLICY
Sumber Daya Manusia merupakan hal yang sangat Human Resources are very important in building and
penting dalam membangun dan mencapai tujuan achieving the Company’s objectives. Therefore, the
Perseroan. Oleh karena itu, Perseroan berkomitmen Company is committed that the protection of Human
bahwa perlindungan terhadap Hak Asasi Manusia di Rights in the Company is a priority, especially for Human
Perseroan merupakan sebuah prioritas, khususnya Rights which are affected by the Company’s activities. The
terhadap Hak Asasi Manusia yang terdampak oleh implementation of the Company’s social responsibility
aktivitas Perseroan. Pelaksanaan tanggung jawab related to Human Rights is a form of appreciation for the
sosial Perseroan berkaitan dengan Hak Asasi Manusia, rights as a whole human being.
merupakan bentuk penghargaan atas hak sebagai
manusia seutuhnya.
Dalam mengelola Sumber Daya Manusia, Perseroan In managing Human Resources, the Company consistently
secara konsisten tunduk dan patuh terhadap setiap adheres and complies with all applicable regulations,
ketentuan yang berlaku, termasuk pada peraturan including Manpower regulations. In addition, the Company
Ketenagakerjaan. Disamping itu, Perseroan juga has implemented ISO 26000 as a form of corporate social
selama ini telah menerapkan ISO 26000 sebagai wujud responsibility.
tanggung jawab sosial Perseroan.
Adapun komitmen perusahaan terhadap perlindungan The Company’s commitment to protect human rights is
Hak Asasi Manusia diwujudkan dalam bentuk sebagai manifested in the following forms:
berikut:
1. Tanggung jawab berkaitan dengan risiko yang 1. Responsibility related to possible risks from the
berasal dari situasi organisasi, yang berdampak organizational situation, which have an impact on
pada Hak Asasi Manusia. Human Rights.
2. Penyelesaian keluhan-keluhan yang berkaitan 2. Complaints resolution relating to Human Rights felt by
dengan Hak Asasi Manusia yang dirasakan oleh stakeholders. (Resolving grievances)
3. Antisipasi terhadap hal-hal yang bersifat 3. Anticipation of discriminative matters and vulnerable
diskriminatif, dan penanganan kelompok-kelompok groups.
rentan (Discrimination & vulnerable groups)
4. Penghormatan terhadap hak-hak sipil dan politik 4. Respect on civil and political rights owned by each
yang dimiliki oleh masing-masing individu (Civil & individual.
Political Rights)
5. Penghormatan terhadap hak ekonomi, sosial, dan 5. Respect on Economic, social and cultural rights and
budaya masyarakat (Economic, social, and cultural), Fundamental rights at work
dan hak-hak dasar karyawan ketika di tempat kerja
(Fundamental rights at work)
6. Dan lain-lain. 6. Etc.

Terkait Core Subject Operasi
yang Adil
Corporate Social Responsibility Related to Core Subject
of Fair Operations
Memperoleh perlakuan yang adil merupakan harapan Obtaining fair treatment becomes the hope of all employees
semua karyawan di Perseroan, guna mewujudkan hal in the Company, in order to make this happen, Angkasa
tersebut, Angkasa Pura II secara konsisten melakukan Pura II consistently develops and enhances policies that
pengembangan dan penyempurnaan terhadap apply in the Company. Through this, it is hoped that every
kebijakan yang berlaku di Perseroan. Melalui hal employee will feel justice in the Company so that it can have
tersebut, diharapkan setiap karyawan merasakan an impact on improving employee performance which is
keadilan di Perseroan sehingga dapat berdampak able to encourage the achievement of the Company’s vision
pada meningkatnya kinerja karyawan yang mampu and mission. Various efforts have also been made by the
mendorong tercapainya visi dan misi Perseroan. Company in realizing fair operational management of the
Berbagai upaya juga telah dilakukan oleh Perseroan Company, including:
dalam mewujudkan pengelolaan operasi Perseroan
yang Adil, antara lain:
1. Dukungan dan tindakan pencegahan korupsi (Anti- 1. Support and preventive measures of corruption (Anti-
Corruption) melalui: Corruption) through:
a. Penetapan kebijakan gratifikasi dan anti korupsi, a. Determination in gratification and anti-corruption
policy,
b. Sosialisasi dan implementasi GCG, COC, b. Socialization and Implementation of GCG, COC,
kebijakan gratifikasi dan anti korupsi gratification and anti-corruption policy

Corporate Social Responsibility Related to Core Subject of Fair Operations
Corporate Social Responsibility Terkait Core Subject Operasi yang Adil
c. Saluran mekanisme pelaporan gratifikasi dan c. Channel of gratification reporting mechanism and
Laporan Penyelenggara Negara (LHKPN) the Report of State Officials’ Wealth (LHKPN)
d. Berperan aktif dalam kegiatan-kegiatan yang d. Active in any activities concerning the culture of
menyuarakan budaya anti korupsi. anti-corruption.
2. Penghindaran terhadap perilaku pelanggaran 2. Avoid law infringement, primarily the use of political
hukum, terutama penggunaan pengaruh politik influence political involvement
(Responsible political involvement)
Angkasa Pura II berkomitmen untuk selalu Angkasa Pura II is committed to always comply with
mematuhi peraturan perundang-undangan yang applicable statutory regulations so as to avoid law
berlaku sehingga terhindar dari pelanggaran infringement. This commitment is clearly regulated in
hukum. Komitmen tersebut secara jelas diatur the Code of Conduct which regulates political activities.
dalam Pedoman Etika (Kode Etik) yang mengatur
mengenai aktivitas politik.
3. Berkompetisi dengan pesaing sejara jujur dan adil 3. Compete with competitors in a fair and honest manner
(Fair Competition)
Dalam menjaga iklim bisnis yang kondusif, Angkasa In maintaining condusive business climate, Angkasa
Pura II berkomitmen menciptakan praktik bisnis Pura II is commited to create a clean, healty and also
yang bersih dan sehat serta jauh dari terjadinya far from all forms of frauds. One of the efforts made by
praktik kecurangan. Salah satu upaya yang dilakukan the Company is, by making this healthy competition a
oleh perusahaan adalah, dengan menjadikan business culture and ethics in the Company.
persaingan sehat ini sebagai budaya dan etika bisnis
di perusahaan.
4. Melaksanakan program tanggung jawab sosial 4. Implement the Corporate Social Responsibility program
di wilayah-wilayah yang terkena dampak in the sphere of influenced by the operational activities
aktivitas opersional perusahaan (Promoting social of the Company.
responsibility in the sphere of influence).
5. Menghormati hak-hak kekayaan intelektual seperti, 5. Respect intellectual property rights such as patent,
hak paten, hak cipta, dan lain sebagainya (Respect for copyright, and others.
property rights)
RUMUSAN, LINGKUP DAN PERENCANAAN CSR CSR FORMULATION, SCOPE AND PLANNING
BIDANG OPERASI YANG ADIL RELATED TO FAIR OPERATIONS
Perlakuan yang adil di Perseroan difokuskan kepada Fair treatment in the Company is focused on employees
karyawan Angkasa Pura II. Setiap karyawan Angkasa of Angkasa Pura II. Every employee of Angkasa Pura
Pura II memiliki kesempatan yang sama dalam II has equal opportunity in various matters, and no
berbagai hal, dan tidak ada praktik diskriminasi yang discriminatory practices are allowed to occur in the
diizinkan terjadi di Perseroan, baik diskriminasi etnik, Company, whether discrimination on ethnicity, religion,
agama, jenis kelamin, usia, maupun cacat tubuh yang gender, age, or someone’s disability. One form of fair
dimiliki seseorang. Salah satu bentuk perlakuan yang treatment of employees is through providing opportunities
adil terhadap karyawan adalah melalui pemberian for employee participation in education and training.
kesempatan keikutsertaan karyawan dalam pendidikan Regarding education and training at Angkasa Pura II, the
dan pelatihan. Terkait pendidikan dan pelatihan realization of budget absorption reached Rp25,098,869, -
di Angkasa Pura II, realisasi penyerapan anggaran
mencapai sebesar Rp25.098.869,-

PELAKSANAAN INISIATIF CSR BIDANG OPERASI IMPLEMENTATION OF CSR INITIATIVES IN THE

YANG ADIL FIELD OF FAIR OPERATIONS
Sebagaimana telah disampaikan sebelumnya, bahwa As previously stated, that social responsibility towards fair
tanggung jawab sosial terhadap operasi yang adil operations is one of the matters that is carried out by the
merupakan salah satu hal yang dilaksanakan oleh Company. In realizing this, the Company establishes and
Perseroan. Dalam mewujudkan hal tersebut, Perseroan implements internal policies and complies with applicable
menetapkan dan menerapkan kebijakan internal serta external regulations. One of the fundamental policies
mematuhi ketentuan eksternal yang berlaku. Salah that apply in the Company is the Code of Conduct. Every
satu kebijakan mendasar yang berlaku di Perseroan personnel at Angkasa Pura is obliged to comply with the
adalah Code of Conduct. Setiap insan di Angkasa Pura Code of Conduct without exception, and violations of the
wajib mematuhi Code of Conduct tanpa terkecuali, dan Code of Conduct will be subject to strict sanctions by the
pelanggaran terhadap Code of Conduct akan dikenakan Company.
sanksi secara tegas oleh Perseroan.
Disamping perwujudan melalui kepatuhan terhadap In addition to the realization through compliance with
kebijakan internal dan eksternal yang berlaku, applicable internal and external policies, social responsibility
tanggung jawab sosial terhadap operasi yang adil juga for fair operations is also manifested in the procurement
diwujudkan dalam proses pengadaan di Perseroan process in the Company which is carried out openly and
yang dilaksanakan secara terbuka dan adil berdasarkan fairly based on applicable principles and policies, so as
prinsip dan kebijakan yang berlaku, sehingga tercipta to create healthy competition among providers of goods
persaingan yang sehat diantara para penyedia barang and services. In addition, with regard to cooperation with
dan jasa. Selain itu, berkaitan dengan kerja sama external parties, in order to create integrity in each of the
dengan pihak eksternal, agar tercipta suatu integritas Company’s activities, the Company enforces an agreement
pada setiap aktivitas Perseroan, maka Perseroan and memorandum of understanding so that the bound
memberlakukan perjanjian dan nota kesepahaman parties are obliged to have integrity and not harm each
sehingga para pihak terikat wajib berintegritas dan tidak other.
saling merugikan.
Dikarenakan setiap aktivitas Perseroan dapat Because every activity of the Company can lead to conflicts,
menimbulkan terjadinya konflik, maka Perseroan the Company provides a means of submitting complaints
menyediakan sarana penyampaian keluhan atau or issues for both Internal and external, with the aim of
permasalahan bagi Internal maupun eksternal preventing or resolving conflicts that occur. Complaints
Perseroan, dengan tujuan untuk mencegah ataupun and issues can be submitted to the Company, via letter,
menyelesaikan konflik yang terjadi. Penyampaian telephone, email, social media, or whistleblowing system.
keluhan maupun permasalahan, dapat disampaikan
kepada Perseroan, melalui surat, telepon, email,
sosial media, ataupun sarana pelaporan pelanggaran
(whistleblowing system).

Corporate Socal Responsibility
Corporate Socal Responsibility Related to Environment

Corporate Socal Responsibility Terkait Lingkungan Hidup
Terkait Lingkungan Hidup
Perseroan selalu berupaya mengurangi setiap dampak The Company always seeks to reduce the environmental
lingkungan yang timbul akibat kegiatan operasional impact arising from the Company’s operational activities.
Perseroan. Dampak lingkungan yang ditimbulkan oleh Efforts are made to ensure that environmental impacts
aktivitas operasional Perseroan, diupayakan untuk caused by the Company’s operational activities are kept as
ditekan serendah mungkin agar kelestarian lingkungan low as possible so that environmental sustainability can
dapat terjaga. Dalam upaya menjaga lingkungan, be maintained. In an effort to protect the environment, the
Perseroan menyusun dan menetapkan kebijakan yang Company formulates and establishes policies as outlined in
dituangkan dalam Peraturan Perusahaan Nomor 38 the Company’s Regulation No. 38 on the Eco-Airport Master
Tentang Master Plan Eco-Airport PT Angkasa Pura II Plan of PT Angkasa Pura II (Persero) which is stipulated in
(Persero) yang ditetapkan dalam Keputusan Direksi the Board of Directors Decree No: KEP.02.04/10/2012. The
Nomor: KEP.02.04/10/2012. Tujuan dari peraturan purpose of this regulation is to protect the environment
ini adalah untuk melindungi lingkungan dari dampak from the impacts of airport operations and development,
pengoperasian dan pengembangan bandar udara, yang the regulation of which is based on the environmental
pengaturannya didasarkan pada kerangka pengelolaan management framework of the airport and its surrounding
lingkungan bandar udara dan wilayah sekitarnya. areas.
Pengelolaan dan pengembangan bandar udara oleh The management and development of airports by
Angkasa Pura II berlandaskan pada komitmen untuk Angkasa Pura II is based on a commitment to build
membangun Perseroan yang ramah lingkungan. an environmentally friendly Company. The Company’s
Komitmen Perseroan tersebut, yaitu: commitments, namely:
1. Mematuhi ketentuan dan peraturan tentang 1. Comply to provisions and regulations about
lingkungan hidup; environment;
2. Mengidentifikasi dan mengelola dampak penting 2. Indentify and manage important impacts at airport;
lingkungan di bandar udara;
3. Mengelola Lingkungan secara berkelanjutan 3. Manage environment sustainably through direct
melalui program yang berdampak langsung pada impacted program in nature conservation
pelestarian alam;
4. Melakukan pengukuran, pemantauan, pelaporan 4. Conduct measurement, monitoring, reporting and
dan peningkatan kualitas pengelolaan limbah improvement in management quality of operational
operasional; waste;
5. Mengkomunikasikan komitmen terhadap 5. Communicate its commitment on the environment
pelestarian lingkungan kepada pegawai dan seluruh towards employees and all stakeholders.
RUMUSAN, LINGKUP DAN PERENCANAAN CSR CSR FORMULATION, SCOPE AND PLANNING
TERKAIT LINGKUNGAN HIDUP RELATED TO THE ENVIRONMENT
CSR terkait lingkungan hidup dilaksanakan CSR related to the environment is carried out in the vicinity
oleh Angkasa Pura II di wilayah sekitar operasional of the airport operations owned by Angkasa Pura II. The
bandara yang dimiliki oleh Angkasa Pura II. Rumusan formulation and scope of CSR related to the environment
dan lingkup CSR terkait dengan lingkungan hidup are focused on aspects including:
difokuskan pada aspek antara lain:

1. Penanaman pohon (penghijauan) 1. Planting trees (greening)

2. Pembinaan pelestarian lingkungan 2. Fostering environmental preservation
3. Konservasi Satwa 3. Animal Conservation
Sedangkan perencanaan CSR terkait dengan lingkungan While CSR planning related to the environment is directed
hidup diarahkan pada aktifitas antara lain: at activities including:
1. Berperan aktif dalam mengurangi dampak 1. Play an active role in reducing the Company’s
operasional Perseroan terhadap kerusakan operational impact on environmental damage.
lingkungan.
2. Berperan aktif dalam kegiatan pelestarian 2. Play an active role in environmental preservation
lingkungan. activities.
DAMPAK DAN RISIKO LINGKUNGAN PENTING IMPORTANT ENVIRONMENTAL IMPACTS AND

YANG TERKAIT SECARA LANGSUNG ATAU TIDAK RISKS RELATED DIRECTLY OR INDIRECTLY TO THE
LANGSUNG DENGAN PERSEROAN COMPANY
Angkasa Pura II sebagai Perseroan yang bergerak Angkasa Pura II as a Company engaged in airport
dibidang pengelolaan bandar udara, sudah pasti management, certainly contributes to the impact on the
menyumbang dampak terhadap lingkungan. Dampak environment. Impacts produced by the Company include:
yang dihasilkan oleh aktivitas operasional Perseroan
antara lain:
1. Pencemaran udara (Emisi udara) di sekitar bandara 1. Air pollution (air emissions) around the airport
2. Limbah padat dari kegiatan operasional bandara 2. Solid waste from airport operational activities
3. Limbah cair dari kegiatan operasional bandara 3. Liquid waste from airport operational activities
TARGET DAN KEGIATAN TAHUN 2020 TARGET AND ACTIVITIES IN 2020
1. Target 1. Target
Angkasa Pura II telah menetapkan target dan Angkasa Pura II has set targets and prepared a work
menyusun rencana kerja tahun 2020 berkaitan plan for 2020 related to the Environment, the targets
dengan Lingkungan Hidup, target yang ditetapkan set by the Company are the benchmarks for achieving
oleh Perseroan merupakan tolak ukur tercapainya the final objectives, by carrying out activities that have
tujuan akhir, dengan melaksanakan kegiatan- previously been prepared in a work plan related to
kegiatan yang sebelumnya telah disusun dalam environmental social responsibility.
sebuah rencana kerja sehubungan dengan tanggung
jawab sosial berkaitan dengan lingkungan hidup.
2. Pelaksanaan Kegiatan 2. Activity Implementation

Tanggung jawab sosial berkaitan dengan lingkungan Social responsibility related to the environment is
hidup dilaksanakan oleh Perseroan dengan mengacu carried out by the Company with reference to statutory
pada peraturan perundangan, peraturan terkait dan regulations, related regulations and existing best
best practice yang ada. Salah satu pelaksanaannya practices. One of its implementations is related to the
adalah terkait Rencana Pengelolaan Lingkungan/ Environmental Management Plan/ Environmental
Rencana Pemantauan Lingkungan di seluruh Cabang Monitoring Plan in all Airport Branch Offices of Angkasa
Bandar Udara Angkasa Pura II. Program-program Pura II. The programs implemented by Angkasa Pura II
yang dilaksanakan oleh Angkasa Pura II, antara lain: include:
a. Pelaporan Pelaksanaan RKL-RPL a. Reporting of RKL-PKL Implementation
Setiap tahunnya seluruh Bandar Udara Cabang All Airport Branch Offices of PT Angkasa Pura II
PT Angkasa Pura II (Persero) melakukan (Persero) report the implementation of the RKL-
pelaporan atas pelaksanaan RKL-RPL per RPL per semester each year. There are 11 (eleven)
semester. Pada pelaporan tersebut, disampaikan management and monitoring items related to

11 sebelas) item RKL-RPL yang dilaporkan, yaitu RKL-RPL that are reported, namely: Air Quality,
Kualitas Udara, Energi, Kebisingan/Getaran, Energy, Noise/ Vibration, Solid Waste, Surface
Limbah Padat, Kualitas Air Permukaan, Limbah Water Quality, Liquid Waste, Soil Contamination,
Cair, Pencemaran Tanah, Flora Fauna, Kawasan Flora and Fauna, Aviation Safety Operation Area,
Keselamatan Operasi Penerbangan, Transportasi Land Transportation, and Socio-Culture and Public
Darat, dan Sosekbud dan Kesmas. Health.
b. Penggunaan Material dan Energi Ramah b. Material and Environmentally Friendly Energy
Lingkungan Usage
Angkasa Pura II berkomitmen untuk Angkasa Pura II is commited to support the use
mendukung penggunaan material dan energi of environmentally friendly materials and energy,
ramah lingkungan, yang diwujudkan melalui which is manifested by using indirect energy in
penggunaan energi tidak langsung berupa the form of electrical energy supplied directly by
energi listrik yang dipasok secara langsung oleh PT PLN (Persero). In addition, the Company has
PT PLN (Persero). Selain itu, Perseroan juga telah also installed taxiway lights using energy-saving
melakukan pemasangan taxiway light dengan LED lamps, which was installed at Soekarno-Hatta
menggunakan lampu jenis LED yang hemat Airport.
energi, pemasangan tersebut dilakukan di
Bandara Soekarn0-Hatta.
Sejak tahun-tahun sebelumnya, Angkasa Since previous years, Angkasa Pura II has also
Pura II juga telah mengembangkan Bandar developed an airport with an environmentally
Udara dengan konsep ramah lingkungan dan friendly concept and supports nature conservation,
mendukung pelestarian alam, yang diwujudkan which is realized through:
melalui:
• Konsep Airport Garden dan Eco Airport • Airport Garden and Eco Airport Concept
Konsep Airport Garden dan Eco Airport telah The concept of Airport Garden and Eco Airport
digunakan pada setiap Bandar Udara yang has been used at every airport owned by
dimiliki oleh Angkasa Pura II. Konsep ini Angkasa Pura II. This concept is realized by
direalisasikan dengan menyediakan ruang/ providing water infiltration spaces/ areas and
daerah resapan air, dan tata ruang bandara airport layouts with a garden feel.
dengan nuansa taman.
• Desain Bangunan Ramah Lingkungan • Environmentally Friendly Building Design
Pada beberapa Bandar Udara yang dimiliki At several airports owned by Angkasa Pura
oleh Angkasa Pura II, telah dibangun dengan II, it has been built with a design that carries
desain yang mengusung tema ramah an environmentally friendly theme, among
lingkungan, antara lain telah direalisasikan others, it has been realized at Soekarno-Hatta
pada Bandar Udara Soekarno-Hatta dan Airport and Kualanamu Airport, Medan, the
Bandar Udara Kualanamu Medan, bangunan building has different specifications, namely
tersebut memiliki spesifikasi yang berbeda on the roof of a modern-style building, which
yaitu pada atap bangunan yang bergaya can utilize light from outside as lighting so as
modern, yang dapat memanfaatkan sinar to save energy, and good lighting by utilizing
dari luar sebagai penerangan sehingga transparent building glass.
hemat energi, dan pencahayaan yang baik
dengan memanfaatkan kaca bangunan yang
transparan.
• Pengelolan Limbah/Sampah Air (Cair) • Liquid Waste Management
Terhadap limbah/sampah air, dikelola Liquid Waste Management is managed using
dengan menggunakan system water treatment, a water treatment system, so water can be
dengan mengembalikan air ke alam dengan returned to nature safely and used to water
tetap memperhatikan keamanan, dan juga plants and airport gardens.
sampah/limbah air dimanfaatkan untuk
menyiram tanaman dan taman bandara.

• Pengelolaan Limbah/Sampah Padat • Solid Waste Management

Limbah padat dikelola melalui proses Solid waste is managed through a combustion
pembakaran, tujuannya adalah untuk process with the aim of eliminate endemic
menghilangkan endemik penyakit dari diseases from other regions, especially those
wilayah lain, khususnya yang berasal dari from overseas.
luar negeri.
3. Sistem Pengelolaan Limbah 3. Waste Management System

Terhadap limbah padat/sampah serta limbah Solid waste and B3 waste generated as a result of the
B3 yang dihasilkan akibat aktivitas operasional Company’s operational activities are managed in a
Perseroan dikelola secara terpadu dan terintegrasi well-integrated manner. This management is carried
dengan baik. Pengelolaan ini dilakukan guna out in order to create a clean environment free from
menciptakan lingkungan yang bersih dan bebas negative impacts such as odors, disease, dirt, and
dari dampak negatif seperti bau, penyakit, kotor, other impacts. The management of solid waste and B3
serta dampak lainnya. Pengelolaan atas limbah waste is regulated in the Company’s policy, namely the
padat/sampah dan limbah B3 diatur dalam suatu Company’s Regulation No. 38 on Eco-Airport Master
kebijakan Perseroan, yaitu Peraturan Perusahaan Plan of PT Angkasa Pura II (Persero) which is stipulated
Nomor 38 Tentang Master Plan Eco-Airport PT in the Board of Directors Decree No: KEP.02.04/10/2012,
Angkasa Pura II (Persero) yang ditetapkan dalam which is reinforced with the Board of Directors Decree
Keputusan Direksi Nomor: KEP.02.04/10/2012, yang of PT Angkasa Pura II (Persero) No: KEP.14.11/04/2014
diperkuat dengan keputusan Direksi PT Angkasa on Solid Waste and Hazardous and Toxic Substances
Pura II (Persero) Nomor: KEP.14.11/04/2014 tentang (B3) Waste Management at Airports of PT Angkasa Pura
Pengelolaan Limbah Padat/Sampah serta Limbah II (Persero).
Bahan Berbahaya dan Beracun (B3) di Bandar Udara
PT Angkasa Pura II (Persero).
Dalam pengelolaan limbah ini, terdapat satu In this waste management, there is one component
komponen yang menjadi perhatian perusahaan, that concerns the Company, which is solid waste
yaitu pengelolaan limbah padat, yang termasuk di management, which includes Hazardous and Toxic
dalamnya limbah Bahan Berbahaya dan Beracun Substances Waste (B3 waste). Solid waste is also the
(limbah B3). Limbah padat juga merupakan dampak operational airport impacts and falls into the category
dari pengoperasian bandar udara, dan masuk of household and specific regional waste.
dalam kategori sampah jenis rumah tangga dalam
Kawasan khusus.
Berikut adalah 5 (lima) tahapan dalam pengelolaan The following are 5 (five) stages in Airport waste
limbah Bandar Udara: management:
• Tahap Pemilahan • Sorting Stage
Pemilahan dilakukan untuk memisahkan 5 (lima) Sorting is done to separate 5 (five) types of waste,
jenis sampah, yaitu sampah mengandung B3 namely: waste containing B3 and B3 waste,
serta limbah B3, sampah mudah terurai, sampah biodegradable waste, reusable waste, recyclable waste,
yang dapat digunakan kembali, sampah yang and other waste.
dapat didaur ulang, dan sampah lainnya.
• Tahap Pengumpulan • Collection Stage
Menyediakan TPS, TPS 3R (Reduce, Reuse, Recycle), Providing TPS, 3R (Reduce, Reuse, Recycle) TPS and
dan menyediakan alat pengumpul untuk sampah providing collecting tools for disaggregated waste.
terpilah.
• Tahap Pengangkutan • Conveyance Stage
Pengangkutan sampah dari TPS atau TPS 3R ke Carrying out waste from TPS or 3R TPS to Final disposal
Tempat Pemrosesan Akhir (TPA).

• Tahap Pengolahan site (TPA)
Pengolahan yang dilakukan berupa • Processing Stage
pemadatan sampah, pengomposan sampah, Processing in the form trash compactor, waste
pendaurulangan materi sampah, mengubah composer, recycling of waste materials, distorting
sampah menjadi energi. waste into energy.
• Hasil Akhir • End Result
Adapun Limbah/Sampah Bandar Udara As for waste at Airports can be divided into 4 (four)
dikelompokkan dalam 4 (empat) kategori, antara categories, such as:
lain:
• Limbah/Sampah Landside (Terminal, Kargo, • Landsite Waste (Terminal, Cargo, Office, Landscape,
Perkantoran, Landscape, Parkir). Parking lot)
• Limbah/Sampah Airside (Pesawat, Landscape). • Airside Waste (Aircraft, Landscape)
• Limbah/Sampah B3 (Limbah Airside, Limbah • Hazardous and Toxic Subtances (B3) waste (Airside
Landside, Kendaraan, Genset). waste, Landside waste, Transportation, Generator set)
• Limbah/Sampah Proyek Pengembangan Bandar • Airport development project Waste
udara.
Skema Pengelolaan Limbah/Sampah Landside Bandar Udara

Scheme of Landside Waste Management in Airport
Pengolahan
Processing
Pemanfaatan 3R
(Reuse, Reduce,
Recycle)
3R Utilization (Reuse,
Reduce, Recycle)
Limbah/Sampah Pemilahan Pengumpulan Pengangkutan Hasil Akhir

Landside Sorting Collection Conveyance End Result
Landside Waste/ Pemisahan Wadah Dikumpulkan Pada Menggunakan Bak Bekerjasama
Debris Sesuai Jenis Masing-Masing Tertutup Dengan dengan Pihak
Terminal Kargo, Sampah (5 Jenis Zona Sesuai Pemisahan Jenis Ketiga/Diangkut
Perkantoran, Sampah) Dengan Jenis Sampah ke TPA
Landscape, Parkir Separation of Sampah (5 Jenis Using a Closed Tub Cooperating With
Terminal, Cargo, Containers Based Sampah) with Separation Third Party/Carrying
Office, Landscape, on Types of Waste (5 Collecting at Each Based on Types of Out to TPA
Parking lot Types of Waste) Zone Based on Types Waste
of Waste (5 Types of
Waste)
Skema pengelolaan limbah/sampah proyek Scheme of waste management of airport development

pengembangan bandar udara sama dan sesuai project is similar and in accordance with the scheme of
dengan skema pengelolaan limbah/sampah landside landside waste management in the airport.
bandar udara.

Skema Pengelolaan Limbah/Sampah Airside Bandar Udara

Scheme of Airside Waste Management in Airport
Pengangkutan Pengolahan
Conveyance Processing
Dibawa ke Insinerasi/
Incinerator Pembakaran di
Conveyance to the Incinerator
Incinerator Incineration:
Combustion at
Incinerator
Limbah/Sampah Pemilahan Pengumpulan Hasil Akhir

Airside Sorting Collection End Result
Airside Waste/ Pemisahan Wadah Pemisahan Sesuai Sludge - Limbah B3
Debris Sesuai Jenis Dengan Jenis Sludge - Hazardous
Pesawat, Landscape Sampah (5 Jenis Sampah (5 Jenis & Toxic Subtances
Aircraft, Landscape Sampah) Sampah) (B3) Waste
Separation of Collection Based on
Containers Based Types of Waste (5
on Types of Waste (5 Types of Waste)
Types of Waste)
Skema Pengelolaan Limbah/Sampah Bahan Berbahaya dan

Beracun (B3) Bandar Udara
Scheme of Hazardous and Toxic Subtances (B3) Waste
Management in Airport
Limbah/Sampah B3 Pemilahan Pengumpulan Pengangkutan Pengolahan

B3 Waste/Debris Sorting Collection Conveyance Processing
Limbah Airside, Limbah Pemilahan Spesifik Ditampung di Tempat Menggunakan Bak Bekerjasama dengan
Landside, Kendaraan, Limbah B3 Penyimpanan Tertutup dengan Pihak Ketiga yang
Genset Sorting a Specific B3 Sementara/TPS Limbah Pemisah Jenis Sampah Memiliki Izin Sesuai
Airside Waste, Landside Waste B3 (Berizin Walikota/ Using a Closed Tub with Dengan Peraturan yang
Waste, Transportation, Bupati/BLH) dan Separation Based on Berlaku Dilengkapi
Generator Set Dicatat(Log Book Harian Types of Waste Dengan Manifest
& Neraca Bulanan) Limbah B3
Waste is Stored at Cooperating with Third
Temporary Storage/ Party Who has Owned
B3 Waste TPS ( Under a License Based on
Permission of Mayor/ Applicable Regulation
Regent/BLH) and Equipped with B3 Waste
Recorded (Daily Log Book Manifestation
& Monthly Balance Sheet)

Corporate Social Responsibility Related to Employment, Occupational Health and Safety
Tanggung Jawab Sosial Perusahaan Terhadap Ketenagakerjaan, Kesehatan dan Keselamatan Kerja
PELAKSANA INISIATIF CSR TERKAIT EXECUTOR OF CSR INITIATIVES RELATED TO THE
LINGKUNGAN HIDUP ENVIRONMENT
Angkasa Pura II telah melaksanakan berbagai kegiatan Angkasa Pura II has carried out various activities in order to
dalam rangka menjaga dan melestarikan lingkungan protect and conserve the environment, especially for those
hidup, khususnya bagi yang terdampak langsung who are directly or indirectly affected, as a result of the
maupun yang tidak langsung, akibat dari aktivitas Company’s activities. The activities that have been carried
Perseroan. Adapun kegiatan yang telah dilaksanakan, out include:
antara lain:
Inisiatif CSR Dampak Terhadap Lingkungan

CSR Initiatives Impacts on the Environment
Kegiatan pelestarian lingkungan dan edu ekowisata. Pelestarian lingkungan
Environmental conservation and ecotourism education Environmental conservation
Bantuan penghijauan untuk penanaman pohon produktif di lahan Pelestarian lingkungan

tidur dan ruang terbuka. Environmental conservation
Greening aid for planting productive trees in dormant land and open
spaces.
Tanggung Jawab Sosial

Perusahaan Terhadap
Ketenagakerjaan, Kesehatan
dan Keselamatan Kerja
Corporate Social Responsibility Related to Employment,
Occupational Health and Safety
Seluruh tenaga kerja di Angkasa Pura II merupakan aset The entire workforce at Angkasa Pura II is an asset of
Perseroan, untuk itu Perseroan berkomitmen untuk the Company, for that the Company is committed to be
bertanggung jawab atas Kesehatan, Keselamatan Kerja, responsible for the Occupational Health, Safety and Welfare
dan Kesejahteraan seluruh karyawan. Sebagai wujud of all employees. As a form of implementation of this
pelaksanaan atas tanggung jawab tersebut, Perseroan responsibility, the Company carries out various programs,
melaksanakan berbagai program, antara lain program including programs related to health and safety, programs
berkaitan dengan Kesehatan dan keselamatan, to improve quality and professionalism, performance
program peningkatan kualitas dan profesionalisme, evaluation, and welfare programs. All of these programs
evaluasi kinerja, serta program kesejahteraan. Seluruh are carried out regularly every year by the Company.

program ini dilaksanakan secara rutin setiap tahunnya More details regarding social responsibility in the aspect
oleh Perseroan. Lebih jelas mengenai tanggung jawab of manpower can be seen in the HR Report section of this
sosial dalam aspek ketenagakerjaan, dapat dilihat pada Annual Report.
bagian Laporan SDM pada Laporan Tahunan ini.
Dasar pelaksanaan tanggung jawab sosial oleh Perseroan Basis for the implementation of social responsibility by the
kepada karyawan adalah Undang-Undang Nomor Company to employees is Law No. 13 of 2003 on Manpower,
13 Tahun 2003 tentang Ketenagakerjaan, Undang- Law No. 2 of 2004 on Industrial Relations Disputes
Undang Nomor 2 Tahun 2004 tentang Penyelesaian Settlement, Law No. 1 of 1970 on Occupational Safety and
Perselisihan Hubungan Industrial, Undang-Undang Collective Labor Agreement (PKB) between management
Nomor 1 Tahun 1970 tentang Keselamatan Kerja serta and labor union. Through the implementation of these
Perjanjian Kerja Bersama (PKB) antara manajemen policies, it is hoped that it can prevent and minimize the
dan serikat karyawan. Melalui implementasi kebijakan- occurrence of violations of human rights in employment
kebijakan tersebut, diharapkan dapat mencegah dan relations.
meminimalisir terjadinya pelanggaran terhadap hak
asasi manusia dalam hubungan kerja.
RUMUSAN TANGGUNG JAWAB SOSIAL BIDANG FORMULATION OF SOCIAL RESPONSIBILITY IN

KETENAGAKERJAAN EMPLOYMENT SECTOR
Dalam melaksanakan tanggung jawab sosial bidang In carrying out its social responsibility in the field of
ketenagakerjaan, Perseroan mengacu pada peraturan employment, the Company refers to the applicable
perundang-undangan yang berlaku khususnya yang statutory regulations, especially related to employment
berkaitan dengan ketenagakerjaan dan Perjanjian Kerja and the Collective Labor Agreement (CLA). The formulation
Bersama (PKB). Adapun rumusan dan lingkup tanggung and scope of social responsibility in the field of employment
jawab sosial bidang ketenagakerjaan, meliputi aspek: include aspects of:
1. Kesetaraan dan perlakuan yang adil serta tidak 1. Equality and fair treatment as well as no discrimination.
berlaku diskriminasi.
2. Jaminan keamanan, kesehatan, dan keselamatan 2. Guaranteed occupational safety, health and safety.
kerja.
3. Pemberian hak-hak ketenagakerjaan sesuai 3. Provision of employment rights in accordance with
ketentuan yang berlaku. applicable regulations.
4. Kebebasan berserikat. 4. Freedom of association
Angkasa Pura II telah memiliki target dan rencana Angkasa Pura II already has a target and work plan for
kerja tahun 2020 berkaitan dengan Kesehatan dan 2020 related to the occupational health and safety of its
keselamatan kerja para tenaga kerjanya. Rencana workforce. The work plan has been realized through a
kerja tersebut telah direalisasikan melalui serangkaian series of Company activities, with the aim of achieving the
kegiatan Perseroan, dengan tujuan mencapai target predetermined targets.
yang telah ditetapkan.
CAPAIAN DAMPAK KUANTITATIF ATAS QUANTITATIVE IMPACT ACHIEVEMENTS ON

KEGIATAN ACTIVITIES
Dampak atas kegiatan tanggung jawab di bidang The impact on responsible activities in the employment
ketenagakerjaan dapat dijelaskan dalam pelaksanaan sector can be explained in the implementation of the
kebijakan berkaitan dengan ketenagakerjaan berikut: following employment-related policies:

1. Kesetaraan Gender dan Kesempatan Kerja 1. Gender Equality and Job Opportunities
Angkasa Pura II selalu berupaya memberikan Angkasa Pura II always strives to provide the best
perlakuan terbaik bagi para karyawannya, dengan treatment for its employees, by not allowing any
tidak membiarkan adanya praktik diskriminasi dalam discriminatory practices, including gender. The
hal apapun termasuk gender. Perwujudan atas hal manifestation is carried out in the recruitment and
tersebut dilaksanakan dalam proses rekrutmen dan development process of employees from the beginning
pengembangan karyawan dari awal sampai dengan to the end of the term of office.
akhir masa jabatan.
Jumlah karyawan Angkasa Pura II tahun 2020 The number of employees of Angkasa Pura II in 2020
mencapai 10.082 Orang, yang terdiri dari 4.445 reached 10,082 people, consisting of 4,445 male
orang karyawan laki-laki, dan 1.060 Orang karyawan employees and 1,060 female employees.
perempuan.
Jumlah Karyawan Angkasa Pura II Berdasarkan Jenis Number of Angkasa Pura II Employees Based on Gender
Kelamin
Jenis Kelamin
2020 2019
Gender
Pria 4.445 8.538

Male
Wanita 1.060 2.013
Female
Jumlah 5.505 10.551
Total
2. Sarana dan Keselamatan Kerja 2. Occupational Faciities and Safety

Angkasa Pura II selalu berkomitmen untuk menjaga Angkasa Pura II is always committed to maintain
Kesehatan dan keselamatan Kerja (K3) para Occupational Health and Safety (K3) of its employees,
karyawannya, oleh karena itu Perseroan berusaha therefore the Company strives to achieve zero accident
untuk mewujudkan tercapainya tingkat kecelakaan rates in the Company. The Company’s commitment
nihil (zero accident) di Perseroan. Komitmen is based on the implementation of the Occupational
Perseroan ini didasarkan pada penerapan Sistem Safety and Health Management System (SMK3) at
Manajemen Keselamatan dan Kesehatan Kerja Angkasa Pura II referring to the Minister of Manpower
(SMK3) di Angkasa Pura II mengacu pada Peraturan Regulation No. 5 of 1996 on the Occupational Safety
Menteri Tenaga Kerja Nomor: 5 Tahun 1996 tentang and Health Management System which has been
Sistem Manajemen Keselamatan dan Kesehatan enhanced by Government Regulation No. 50 of 2012
Kerja yang telah disempurnakan dengan Peraturan on Occupational Health and Safety Management
Pemerintah Nomor: 50 Tahun 2012 tentang Sistem System (SMK3). This regulation regulates the Company’s
Manajemen Keselamatan dan Kesehatan Kerja management system in controlling the risk of work
(SMK3). Peraturan ini mengatur sistem manajemen activities, which includes the prevention of work
Perseroan dalam pengendalian risiko kegiatan kerja, accidents and diseases caused by work activities.
yang mana di dalamnya termasuk pencegahan
terhadap kecelakaan kerja dan penyakit yang
ditimbulkan akibat aktivitas kerja.
Perseroan sebelumnya telah melaksanakan Previously, the Company has carried out the
Sertifikasi SMK3 Tingkat Awal 64 Kriteria pada tahun Certification of SMK3 Initial Level of 64 criteria in 2015,
2015, dan telah melakukan perpanjangan Sertifikasi and has extended to Certification of SMK3 Advanced
SMK3 Tingkat Lanjutan 166 Kriteria/Audit Eksternal Level of 166 Criteria/ SMK3 External Audit Certification
SMK3 pada tahun 2019. Adapun pada tahun 2020, in 2019. As for 2020, the Company did not carry out any
Perseroan tidak melaksanakan sertifikasi berkaitan certification related to the implementation of SMK3.
dengan pelaksanaan SMK3.

3. Peningkatan Kesejahteraan Karyawan 3. Employee Welfare Improvement

Dalam mendorong peningkatan motivasi kerja, In encouraging improvement of work motivation,
kinerja, dan loyalitas karyawan, Perseroan berupaya performance, and loyalty of employees, the Company
meningkatkan kesejahteraan karyawan melalui seeks to improve employee welfare by providing
pemberian remunerasi berupa gaji pokok, insentif remuneration in the form of basic salary, performance
prestasi, tunjangan dan fasilitas lainnya, yang incentives, allowances and other facilities, which are
disesuaikan secara proporsional berdasarkan adjusted proportionally based on position level, term of
jenjang jabatan, masa kerja, dan penilaian kinerja office, and individual performance appraisals without
individu tanpa adanya diskriminasi. discrimination.
4. Rekrutmen dan Perputaran (Turnover) Karyawan 4. Employee Recruitment and Turnover

Perseroan memberikan kesempatan yang sama The Company provides equal opportunities for
bagi setiap orang yang mengikuti proses rekrutmen everyone who participates in the recruitment process
Angkasa Pura II, sepanjang orang yang bersangkutan for Angkasa Pura II, as long as the person concerned
memenuhi kriteria yang dipersyaratkan oleh meets the criteria required by the Company. Therefore,
Perseroan. Oleh karena itu, dalam proses rekrutmen in the recruitment process organized by the Company,
yang diselenggarakan oleh Perseroan, sudah pasti it is certain to be carried out based on openness
dilaksanakan dengan berdasarkan keterbukaan and transparency as a form of rejection of any
dan transparan sebagai wujud penolakan praktik discriminatory practice, either ethnicity, religion, race,
diskriminasi apapun, baik itu suku, agama, ras, class, gender or other discrimination.
golongan, gender ataupun diskriminasi lainnya.
Lingkungan kerja memiliki dampak yang cukup The work environment has a significant impact on
berpengaruh terhadap tingkat turnover karyawan. employee turnover rates. The employee turnover rate in
Adapun tingkat perputaran karyawan pada tahun 2020 reached 10 people or 0.18%.
2020 mencapai 10 orang atau 0,18%.
5. Pengembangan Potensi Karyawan 5. Employee Potential Development

Perseroan melaksanakan kegiatan Pendidikan The Company carries out Education and Training
dan Pelatihan (Diklat) bagi para karyawan, sebagai (Diklat) activities for employees, as a form of the
bentuk upaya Perseroan dalam mengembangkan Company’s efforts to develop employee competencies.
kompetensi pekerja. Diklat yang dilaksanakan oleh The training carried out by the Company includes
Perseroan, mencakup Diklat yang langsung maupun training that is directly or indirectly related to business
yang tidak langsung berkaitan dengan strategi and operational strategies. There are 2 (two) matters
bisnis dan operasional. Terdapat 2 (dua) hal yang that become the focus of the Company, namely
menjadi fokus Perseroan, yaitu pengembangan competency development to prepare employees for
kompetensi untuk mempersiapkan karyawan dalam certain competencies, and competency changes to
menghadapi kompetensi tertentu, dan perubahan prepare employees to respond to changes.
kompetensi untuk mempersiapkan karyawan dalam
menyikapi perubahan.
Selama tahun 2020, Perseroan telah melaksanakan Throughout 2020, the Company conducted 8,279
8.279 pelatihan. Lebih lanjut mengeai pelatihan trainings. Further details about the training can be seen
dapat dilihat secara detil pada bagian Sumber Daya in the Human Resources section.
Manusia.
6. Tingkat Kecelakaan Kerja 6. Work Accident Rate

Sebagai wujud komitmen Perseroan dalam As a manifestation of the Company’s commitment in
mengelola Kesehatan dan Keselamatan Kerja (K3), managing Occupational Health and Safety (K3), the
Perseroan berupaya mencapai tingkat kecelakaan Company strives to achieve zero accident rates.
nihil (zero accident).

7. Remunerasi terhadap UMP 7. Remuneration against Provincial Minimum Wage (UMP)
Perseroan memberikan remunerasi bagi karyawan, The Company provides remuneration for employees,
yang terdiri dari gaji dasar, insentif prestasi, dan which consists of basic salary, performance incentives,
berbagai tunjangan serta fasilitas lainnya, yaitu: and various allowances and other facilities, namely:
a. Bulanan, mencakup tunjangan transportasi/ a. Monthly, including transportation/fuel allowance,
BBM, tunjangan uang makan, tunjangan uang meal allowance, overtime allowance, license and
lembur, tunjangan license dan rating, tunjangan rating allowances, position allowance, phone
jabatan, tunjangan telepon, dan tunjangan allowance, and operational allowance
operasional.
b. Tahunan, mencakup Bantuan Sewa Rumah, b. Anually, including House rent contribution, leave
tunjangan cuti, tunjangan kesejahteraan allowance, Family welfare allowance, particular
keluarga, tunjangan khusus, dan insentif allowance and production incentives.
produksi.
Pada dasarnya, remunerasi yang diberikan oleh Basically, the remuneration given by the Company to
Perseroan kepada karyawan Angkasa Pura II, telah Angkasa Pura II employees is greater than the Regional
lebih besar dari ketentuan Upah Minimum Regional and Sectoral Minimum Wages stipulated by the local
maupun Sektoral yang ditetapkan oleh Pemerintah Regional Government.
Daerah setempat.
8. Mekanisme Pengaduan Masalah Ketenagakerjaan, 8. Complaint Mechanism on Employment Issues and

dan Lain-Lain Others
Berkaitan dengan masalah yang timbul dalam In connection with issues that arise in employment
hubungan ketenagakerjaan, Perseroan telah relations, the Company has provided space for
menyediakan ruang bagi karyawan untuk employees to resolve these issues. This has been
menyelesaikan permasalahan tersebut. Hal tersebut accommodated in the Collective Labor Agreement
telah diakomodir dalam Perjanjian Kerja Bersama between the Company and the Employees.
antara Perseroan dengan Karyawan.

Terkait Tanggung Jawab Kepada
Konsumen
Corporate Social Responsibility Related to
Responsibility to Customers
KEBIJAKAN DAN KOMITMEN POLICY AND COMMITMENT
Kepuasan Pelanggan merupakan salah satu fokus utama Customer Satisfaction is one of the main focuses of the
Perseroan, karena Perseroan menganggap bahwa Company, because the Company considers that the
Pelanggan termasuk ke dalam salah satu pemangku Customer is one of the stakeholders. For this reason,
kepentingan. Untuk itu, Perseroan selalu menjaga the Company always maintains the level of customer
tingkat kepuasan pelanggan agar tetap pada tingkatan satisfaction in order to remain at the best level, through
yang terbaik, melalui penetapan dan pelaksanaan the establishment and implementation of policies and
kebijakan dan standar, dengan tujuan memberikan standards, with the aim of providing the best service for
pelayanan terbaik bagi pelanggan. customers.
Setiap tahunnya, Perseroan melaksanakan Survei Every year, the Company carries out a Customer Satisfaction
Kepuasan Pelanggan sebagai bentuk evaluasi atas Survey as a form of evaluation of the services provided by
pelayanan yang diberikan oleh Perseroan kepada the Company to its customers, in addition to that, customer
para pelanggannya,disamping itu juga dilaksanakan complaints are resolved. The results of the evaluation of the
penyelesaian pengaduan pelanggan.Hasil evaluasi Customer Satisfaction Survey and the resolution of customer
Survei Kepuasan Pelanggan dan penyelesaian complaints are used by the Company to increase customer
pengaduan pelanggan, dipergunakan oleh Perseroan satisfaction with respect to Angkasa Pura II services. The
untuk meningkatkan kepuasan pelanggan sehubungan Company sets a target for complaint resolution under the
dengan pelayanan Angkasa Pura II. Perseroan established Service Level Agreement (SLA)
menetapkan target penyelesaian pengaduan di bawah
Service Level Agreement (SLA) yang telah ditetapkan
KEGIATAN YANG DILAKUKAN DAN DAMPAKNYA ACTIVITIES IMPLEMENTATION AND ITS IMPACT
Guna menjaga hubungan baik dengan konsumen, In order to maintain good relations with customers,
terdapat beberapa kegiatan yang dilaksanakan oleh there are several activities carried out by Angkasa Pura II,
Angkasa Pura II, antara lain: including:
1. Keamanan dan Keselamatan Konsumen 1. Customer Security and Safety
Keamanan dan keselamatan konsumen merupakan Customer security and safety is one of the priorities
salah satu prioritas bagi Perseroan, oleh karena itu for the Company, therefore Angkasa Pura II absolutely
Angkasa Pura II secara mutlak menerapkan sistem implements a good security system at the airport.
keamanan yang baik di Bandar Udara. Melalui Through the realization of security, it is hoped that
terwujudnya keamanan, diharapkan pelanggan customers will feel comfortable so that customer
merasa nyaman sehingga dapat tercapai kepuasan satisfaction can be achieved. As regulated in Law No.
pelanggan. Sebagaimana diatur dalam Undang- 1 of 2009 on Aviation, article 219 paragraph (1) stating
Undang Nomor 1 Tahun 2009 tentang Penerbangan that: “Every airport enterprise or airport management
pasal 219 ayat (1) menyebutkan bahwa: “Setiap unit shall provide airport facilities which fulfill the

Corporate Social Responsibility Related to Responsibility to Customers
Corporate Social Responsibility Terkait Tanggung Jawab Kepada Konsumen
badan usaha bandar udara atau unit penyelenggara requirements of aviation safety and security, as well
bandar udara wajib menyediakan fasilitas bandar as airport services in accordance with the determined
udara yang memenuhi persyaratan keselamatan service standards “. The security system implemented
dan keamanan penerbangan, serta pelayanan jasa at the airport is as follows:
bandar udara sesuai dengan standar pelayanan
yang ditetapkan”. Adapun sistem kemanan yang
diterapkan di Bandar Udara, sebagai berikut:
a. Screening (Pemeriksaan Orang, Barang dan a. Screening (inspection of people, goods, and vehicles
Kendaraan)
b. Access control/perimeter protection b. Access control/perimeter protection
c. Surveillance (Pengawasan dan Patroli) c. Surveillance (monitoring and patrolling)
d. Protection against infiltration (melalui koordinasi d. Protection against infiltration (through coordination
dan informasi dari pihak eksternal: Kepolisian & and information from external parties, which are
BIN) Police and State Intelligence Agency/ BIN)
e. Staff participating (Partisipasi petugas dalam e. Staff participating (participation of staff in the
bentuk security awareness melibatkan airport form of security awareness, involving the airport
community) community)
f. Quality Control & Quality Assurance f. Quality Control & Quality Assurance
Disamping memberikan rasa nyaman bagi Besides providing a sense of comfort for customers,
pelanggan, Angkasa Pura II juga memastikan Angkasa Pura II also ensures that all flight safety facilities
seluruh fasilitas keselamatan penerbangan dalam are in good condition and ready to use, through the Safety
kondisi baik dan siap untuk dipergunakan, melalui Management Unit. The Safety Management Unit has a
Unit Manajemen Keselamatan. Unit Manajemen function to manage, control and coach activities related to:
Keselamatan memiliki fungsi untuk melakukan
pengelolaan, pengendalian dan pembinaan kegiatan
berkaitan dengan:
g. Pelaksanaan Sistem Manajemen Keselamatan; g. Implementation of Safety Management System;
h. Standarisasi, kalibrasi, dan pemeliharaan teknik h. Standardization, calibration, and maintenance of
elektronika; electronics engineering;
i. Standarisasi, kalibrasi dan pemeliharaan teknik i. Standardization, calibration, and maintenance of
listrik, mekanikal, dan peralatan; electrical, mechanical, and equipment engineering;
j. Standarisasi, kalibrasi dan pemeliharaan teknik j. Standardization, calibration, and maintenance of
bandara. airport engineering.
Berkaitan dengan terjaminnya kesiagaan fasilitas In ensuring the readiness of flight safety facilities,
keselamatan penerbangan, Angkasa Pura II Angkasa Pura II ensures that the units carry out the
memastikan unit-unitnya melaksanakan persiapan following preparations:
sebagai berikut:
k. Teknik Elektronika k. Electronic Engineering
Unit Teknik Elektronika melaksanakan fungsi Electronic Engineering Unit performs planning,
perencanaan, pelaksanaan dan evaluasi implementation and evaluation functions towards
terhadap kegiatan standarisasi, kalibrasi dan the activities of standardization, calibration and
pemeliharaan peralatan elektronika bandara maintenance of airport electronic equipments
(PAS,FIS, Flight Communication System, Integrated (PAS, FIS, Flight Communication System, Integrated
Ground Communication System, Fire Alarm System, Ground Communication System, Fire Alarm System,
Master Clock), peralatan security equipment dan Master Clock), security equipment tools and
peralatan navigasi, komunikasi, otomasi dan navigation tools, communication, automation and
surveillance di seluruh kantor cabang bandara surveillance at all airport branch offices of Angkasa
Angkasa Pura II. Pura II.

l. Teknik Listrik Mekanikal & Peralatan l. Electrical, Mechanical & Equipment Engineering
Unit Teknik Listrik, Mekanikal & Peralatan Electrical, Mechanical & Equipment Engineering
melaksanakan fungsi perencanaan, pelaksanaan performs planning, implementation and evaluation
dan evaluasi terhadap kegiatan standarisasi, functions towards the activities of standardization,
kalibrasi dan pemeliharaan fasilitas listrik, calibration an maintenance of electrical facilities,
fasilitas PKPPK dan alat-alat besar dan fasilitas PKPP facilities and large equipment and operating
operasi pada sisi udara di seluruh kantor cabang facilities at the air side at all airport branch offices
bandara Angkasa Pura II. of Angkasa Pura II.
m. Teknik Bandara m. Airport Engineering

Unit Teknik Bandara melaksanakan fungsi Airport Engineering Unit performs planning,
perencanaan, pelaksanaan dan evaluasi implementation and evaluation functions towards
terhadap kegiatan standarisasi, kalibrasi dan the activities of standardization, calibration and
pemeliharaan dan perbaikan fasilitas operasi maintenance as well as improvement of operating
pada sisi udara (meliputi: apron, runway, taxiway, facilities on the air side (include: apron, runway,
bangunan terminal) dan fasilitas operasi pada taxiway, terminal buildings) and operating facilities
sisi darat (meliputi: gedung non terminal, on the land side (include: non-terminal buildings,
lapangan, parkir, pertamanan, jalan akses) di field, parking, landscaping, access roads) in all
seluruh kantor cabang bandara Angkasa Pura II. airport branch offices of Angkasa Pura II.
2. Akses Informasi Layanan dan Pengaduan Pelanggan 2. Access to Service Information and Customer Complaints
Dalam memberikan kemudahan bagi pelanggan In order to provide convenience for customers to obtain
untuk memperoleh informasi, serta untuk infromation, as well as to support the improvement
mendukung peningkatan kepuasan pelanggan, of customer satisfaction, Angkasa Pura II provides
Angkasa Pura II menyediakan fasilitas berupa pusat facilities in the form of an information center and
informasi dan layanan pelanggan/para penumpang customer/ passenger service at each airport terminal,
di setiap terminal bandara, serta pusat pengaduan as well as a customer complaint center, which can be
pelanggan, yang dapat diakses melalui saluran accessed through the following channels:
berikut:
a. Contact Center dengan hotline 138 a. Contact Center with hotline 138
b. Website Perseroan: b. Corporate Website:
www.angkasapura2.co.id via “Kontak Kami” www.angkasapura2.co.id via “Contact Us”
c. Email Perseroan: c. Corporate Email:
contact.center@angkasapura2.co.id contact.center@angkasapura2.co.id
d. Twitter: @contactap2 d. Twitter: @contactap2
e. Facebook: www.facebook.com/angkasa.puraii e. Facebook: www.facebook.com/angkasa.puraii
3. Sarana dan Penanggulangan atas Pengaduan 3. Facilities and Handling of Customer Complaints
Konsumen
Aduan maupun keluhan pelanggan merupakan Customer complaints are matters that must be
hal yang harus direspon secara cepat dan tepat responded immediately and precisely by the Company.
oleh Perseroan. Salah satu langkah yang dilakukan One of the measures taken by the Company as a form of
oleh Perseroan sebagai bentuk komitmen dalam commitment in providing the best service, is by setting
memberikan pelayanan terbaik, adalah dengan service quality standards, as follows:
menetapkan standar mutu pelayanan, sebagai
berikut:
a. Standar dalam merespon atas pengaduan a. Standard in responding customer complaints is
pelanggan 1 x 24 Jam. 1 x 24 hour.
b. Pengaduan yang masuk melalui contact center, b. Complaints received through contact center,
website, email, twitter, atau facebook Perseroan website, email, twitter, or Facebook of the Company
akan segera ditindaklanjuti oleh unit kerja will be immediately followed up by the Community
Sekretaris Perseroan dan unit kerja Pelayanan Development Center (CDC) work unit and the Airport
Bandara. Services work unit.

Corporate Social Responsibility Related to Responsibility to Customers
Corporate Social Responsibility Terkait Tanggung Jawab Kepada Konsumen
c. Selanjutnya keluhan pelanggan diproses dan c. Subsequently, customer complaints are processed
diselesaikan oleh unit terkait. Unit terkait dapat and settled by the relevant units. The relevant units
langsung berkomunikasi kepada pelanggan can communicate directly to customers in the
dalam proses penyelesaian keluhan. completion process of the complaints.
4. Survei Kepuasan Pelanggan 4. Customer Satisfaction Survey

Secara rutin setiap tahunnya Angkasa Pura II Regularly every year Angkasa Pura II conducts a
melaksanakan Survei Kepuasan Pelanggan. Customer Satisfaction Survey. This is carried out to
Hal tersebut dilaksanakan untuk mengetahui determine the extent of customer satisfaction with the
sejauh mana kepuasan pelanggan atas kinerja Company’s performance, henceforth the survey results
Perseroan, untuk selanjutnya hasil survei tersebut are followed up in order to improve the Company’s
ditindaklanjuti guna meningkatkan kinerja Perseroan performance in the following years, in order to achieve
pada tahun-tahun berikutnya, agar tercapai the best service and the maximum level of customer
pelayanan terbaik dan tingkat kepuasan pelanggan satisfaction. Customer satisfaction surveys are carried
yang maksimal. Survei kepuasan pelanggan out by comparing the expectations and perceptions
dilaksanakan dengan membandingkan antara of stakeholders. Respondents in customer satisfaction
harapan dan persepsi Stakeholders. Responden surveys include passengers, airliners, cargo and
dalam survei kepuasan pelanggan meliputi concessionaires.
penumpang, airliner, kargo dan konsesioner.
Survei yang dilaksanakan pada tahun 2020 The survey carried out in 2020 showed an average of
menunjukkan rata-rata 4,67 yang menyatakan 4.67 which stated “Very Satisfied” with the quality of
“Sangat Puas” terhadap kualitas layanan Angkasa Pura II services.
Angkasa Pura II.
Tabel Pencapaian CSI

Table CSI Achievement
Cabang CSI
No
Branch Office 2020 2019
1. Soekarno Hatta 4,70 4,48
2. Silangit 4,64 4,57
3. Halim Perdanakusuma 4,60 4,54
4. Minangkabau 4,56 4,56
5. Depati Amir 4,80 4,76
6. Sultan Mahmud Badaruddin II 4,76 4,56
7. Husein Sastranegara 4,62 4,67
8. Sultan Iskandar Muda 4,57 4,55
9. Sultan Thaha 4,82 4,79
10. Kualanamu 4,74 4,63
11. Sultan Syarif Kasim II 4,67 4,61
12. Supadio 4,86 4,79
13. Raja Haji Fisabilillah 4,64 4,63
14. Blimbingsari 4.51 4,47
15. Kertajati - -
16. Tjilik Riwut 4,61 4,41
17. Radin Inten - -
18. Tanjung Pandan - -
19. Fatmawati - -

yang Terkait Dengan
Pengembangan Sosial &

Pemberdayaan Masyarakat
Corporate Social Responsibility Related to Social
Development & Community Empowerment
KEBIJAKAN DAN KOMITMEN POLICY AND COMMITMENT
Masyarakat memiliki peranan penting dalam mendukung The community has an important role in supporting the
keberlangsungan bisnis Perseroan. Antara Perseroan sustainability of the Company’s business. Between the
dengan masyarakat perlu dibangun hubungan yang Company and the community, it is necessary to build a
harmonis dan positif, agar keduanya sama-sama harmonious and positive relationship, so that both of them
memperoleh manfaat . Untuk membangun hubungan can be benefited. To build this relationship, the Company
tersebut, Perseroan melaksanakan tanggung jawab carries out social responsibility to the community through
sosial kepada masyarakat melalui Program Kemitraan, the Partnership Program, Community Development
Bina Lingkungan dan Kegiatan CSR. Program Kemitraan and CSR Activities. The Partnership and Community
dan Bina Lingkungan yang dilaksanakan oleh Perseroan, Development Program implemented by the Company is
merupakan pelaksanaan atas kebijakan terkait program an implementation of policies related to partnership and
kemitraan dan bina lingkungan sebagaimana diatur community development programs as stipulated in the
dalam Keputusan Menteri BUMN Nomor: No. PER- 02/ Minister of SOEs Decree No. PER-02/MBU/07/2017 dated
MBU/07/2017 tangal 5 Juli 2017 tentang Perubahan July 5, 2017 on Second Amendment to the Minister of
Kedua atas Peraturan Menteri Badan Usaha Milik SOEs Regulation No. PER-09/MBU/07/2015 on Partnership
Negara No. PER-09/MBU/07/2015 tentang Program Program and Community Development Program for State-
Kemitraan dan Program Bina Lingkungan Badan Usaha Owned Enterprises.
Milik Negara.

Corporate Social Responsibility Related to Social Development & Community Empowerment
Corporate Social Responsibility yang Terkait Dengan Pengembangan Sosial & Pemberdayaan Masyarakat
Program Kemitraan dilaksanakan melalui penyaluran The Partnership Program is implemented through
pinjaman kepada masyarakat sebagai bentuk distribution of loan to the community as a form of the
pemberdayaan ekonomi Perseroan melalui aktivitas Company’s economic empowerment through business
usaha yang dilakukan oleh Perseroan. Sedangkan Bina activities carried out by the Company. Meanwhile,
Lingkungan dan kegiatan CSR dilaksanakan melalui Community Development and CSR activities are carried out
penyediaan sarana dan prasarana yang berguna bagi through the provision of facilities and infrastructure that
pengembangan masyarakat. are useful for community development.
ISU-ISU, LINGKUP DAN PERUMUSAN TANGGUNG ISSUES, SCOPE AND FORMULATION OF SOCIAL
JAWAB SOSIAL BIDANG PENGEMBANGAN RESPONSIBILTY IN THE FIELD OF SOCIAL AND
SOSIAL DAN KEMASYARAKATAN COMMUNITY DEVELOPMENT
Wilayah sekitar operasional bandara yang dikelola The area around the airport operations managed by
oleh Angkasa Pura II, menjadi tempat dilaksanakannya Angkasa Pura II becomes the place for the implementation
tanggung jawab sosial bidang pengembangan sosial of social responsibility in the field of social and community
dan kemasyarakatan oleh Perseroan. Adapun isu- development by the Company. The issues, formulation and
isu, rumusan dan lingkup tanggung jawab sosial scope of social responsibility related to the field of social
berkaitan dengan bidang pengembangan sosial dan and community development include the following aspects:
kemasyarakatan, meliputi aspek:
1. Pemberdayaan ekonomi masyarakat melalui 1. Community economic empowerment through
program kemitraan. partnership programs
2. Pembinaan lingkungan dan perbaikan kualitas 2. Fostering the community and improving the quality
kehidupan masyarakat melalui program bina of people’s lives through the community development
lingkungan. program.
Pelaksanaan tanggung jawab sosial bidang The implementation of social responsibility in the field of
pengembangan sosial dan kemasyarakatan, dilakukan social and community development, is carried out with
dengan strategi dan langkah yang dipersiapkan oleh the strategies and measures prepared by the Company,
Perseroan, yaitu: namely:
1. Menjalin hubungan baik yang serasi dan harmonis 1. Establishing a harmonious relationship with the
dengan masyarakat sekitar wilayah operasi. community around the operational area.
2. Pemberdayaan potensi masyarakat melalui 2. Empowering the potential of the community by
pemberian sustainable value providing sustainable value.
TARGET DAN KEGIATAN PENGEMBANGAN TARGET AND ACTIVITIES OF SOCIAL DEVELOPMENT

SOSIAL
Program Kemitraan dan Bina Lingkungan Partnership and Community Development Program
Angkasa Pura II melaksanakan tanggung jawab sosial Angkasa Pura II carries out the Company’s social
Perseroan melalui pelaksanaan Program Kemitraan responsibility through the implementation of the
dan Bina Lingkungan (PKBL). Pelaksanaan PKBL Partnership and Community Development Program (PKBL).
dilakukan dengan menggunakan anggaran atas PKBL, PKBL implementation is carried out using the budget for
yang merupakan laba Perseroan yang telah disisihkan PKBL, which is the Company’s profit that has been set aside
untuk keperluan pembinaan usaha kecil/koperasi dan for the purposes of fostering small businesses/ cooperatives
pembinaan masyarakat. and community development.
Tingkat efektivitas penyaluran Program Kemitraan pada The level of effectiveness of the Partnership Program
tahun 2020 adalah 93,78% dengan tingkat kolektabilitas distribution in 2020 was 93.78% with a collectability rate of
pengembalian sebesar 94,11% Sedangkan persentase return of 94.11%, while the percentage level of effectiveness
tingkat efektivitas penyaluran Program Bina Lingkungan in the Community Development Program distribution was
adalah sebesar 98,55%. 98.55%.

1. Program Kemitraan 1. Partnership Program

Program Kemitraan adalah program yang The Partnership Program is a program implemented
dilaksanakan oleh Perseroan dengan memberikan by the Company by providing aid to small and medium
bantuan kepada kelompok usaha skala kecil scale business groups. The aid provided is in the form of
dan menengah. Bantuan yang diberikan adalah loan money to be used for the business development of
berupa pinjaman uang untuk dipergunakan bagi the assisted partners. The purpose of this program is to
pengembangan usaha mitra binaan tersebut. increase the productivity of the community to be more
Adapun tujuan dari program ini adalah untuk productive and developed, so that their business can
meningkatkan produktivitas masyarakat agar lebih be sustainable, resilient, and independent. Business
produktif dan berkembang, sehingga usahanya players who become the Company’s assisted partners
dapat berkelanjutan, tangguh, dan mandiri. Pelaku can be grouped into 8 (eight) sectors, namely trade,
usaha yang menjadi mitra binaan Perseroan, dapat industrial, agriculture, plantation, fishery, livestock,
dikelompokkan ke dalam 8 (delapan) sektor, yaitu services and others.
perdagangan, industri, pertanian, perkebunan,
perikanan, peternakan, jasa dan lainnya.
Tahun 2020, Angkasa Pura II telah melaksanakan In 2020, Angkasa Pura II has implemented Partnership
Program Kemitraan, yang dapat dijelaskan melalui Program which can be explained through the following
tabel berikut: table:
Deviasi
Target RKA 2020 Realisasi RKA 2020 Deviation
Uraian
2020 Work Plan and 2020 Work Plan and
Description Nominal
Budget Target Budget Realization %
Nominal
Saldo Awal | Beginning balance 593.487.932,43
Penerimaan | Revenues
1. Alokasi Laba Perseroan
Company Profit Allocation
2. Angsuran Pokok Pinjaman 44.678.594.800,35 26.493.579.344 (18.185.015.456) (40,70)
Loan Principal Installments
3. Angsuran Pokok Pinjaman Bermasalah 506.850.245,52 429.926.232 (76.924.014) (15,18)
Principal Installments with Troubled Loans
4. Angsuran Tanpa Identitas (3.422.975) (3.422.975)
Unidentified installments
5. Kelebihan Angsuran 31.279.667,67 31.279.668
Excess installments
6. Jasa Administrasi Pinjaman 1.718.604.823,65 698.383.221 (1.022.221.603) (59,36)
Loan Administration Services
7. Bunga Jasa Giro/Deposito 169.540.094,83 160.365.297,04 (9.174.798) (5,41)
Current Account/deposit interest
Jumlah Penerimaan 47.073.589.964,35 27.810.110.786,71 (19.263.479.178)
Amount of Receipt
Jumlah Dana Tersedia 47.073.589.964,35 28.403.598.719,14 (18.669.991.245)
Amount of Funds Available
Penggunaan Dana
Use of funds
1. Penyaluran Pinjaman 45.355.000.000 25.723.000.000 (19.632.000.000) (43,29)
Loan Distribution
2. Dana Pembinaan 1.718.589.964,35 914.162.899 (804.427.065) (46,81)
Development Fund
3. Persekot
Advance
Jumlah Penggunaan Dana 47.073.589.964,35 26.637.162.899 (20.436.427.065,35) (43,41)
Amount of Use of Funds
Saldo Program Kemitraan 0 1.766.435.820,14 1.766.435.820,14
Partnership Program balance

Dana Program Kemitraan diperuntukkan bagi The Partnership Program Fund is intended for loan
penyaluran pinjaman, baik yang dilakukan secara distribution, both independently and through a synergy
mandiri, maupun melalui sinergi BUMN, serta untuk with SOEs, as well as for development to assisted
pembinaan kepada mitra binaan. Sejumlah dana partners. A number of funds that have been allocated
yang telah dialokasikan untuk Program Kemitraan, for the Partnership Program, have been distributed to
telah disalurkan kepada para mitra binaan yang assisted partners in the area around Angkasa Pura II.
berada di wilayah sekitar Angkasa Pura II.
Tahun 2020, penyaluran dana Program Kemitraan In 2020, the distribution of Partnership Program funds
adalah sebesar Rp26.637.162.899, jumlah ini turun/ was Rp26,637,162,899. This amount decreased by 58%
naik sebesar 58% apabila dibandingkan dengan when compared to 2019, where the distribution of
tahun 2019, dimana penyaluran dana Program Partnership Program funds was Rp46,262,432,666.
Kemitraan adalah sebesar Rp46.262.432.666,-
Secara rinci mengenai penyaluran dana Program
Kemitraan dapat dilihat pada tabel berikut:
Penyaluran Kemitraan Berdasarkan Sektor Usaha Mitra Binaan

Partnership Distribution Based on Business Sector of Assisted Partners
2020 2019
Sektor Usaha Mitra Binaan Jumlah Unit Mitra Jumlah Unit Mitra
No Binaan Binaan
Business Sector of Assisted Partners Rp Rp
Number of Number of
Assisted Partners Assisted Partners
1 Industri | Industrial 77 3.539.000.000 150 6.402.000.000
2 Perdagangan | Trade 302 15.926.000.000 485 26.190.000.000
3 Pertanian | Agriculture 3 73.000.000 9 495.000.000
4 Peternakan | Livestock 15 450.000.000 16 770.000.000
5 Perkebunan | Plantation 4 630.000.000 10 1.000.000.000
6 Perikanan | Fishery 7 175.000.000 5 133.000.000
7 Jasa | Services 84 4.585.000.000 144 9.315.000.000
8 Lainnya | Others 3 345.000.000 3 320.000.000
Jumlah | Total 495 25.723.000.000 822 44.625.000.000
Penyaluran Kemitraan Berdasarkan Wilayah

Partnership Distribution Based on Region
2020 2019
Wilayah Jumlah Unit Mitra Jumlah Unit Mitra

No Binaan Binaan
Region Rp Rp
Number of Number of
1 Nangroe Aceh Darussalam 31 1.725.000.000 41 1.830.000.000
2 Sumatera Utara | North Sumatra 28 975.000.000 36 1.160.000.000
3 Sumatera Barat | West Sumatra 47 3.465.000.000 55 2.365.000.000
4 Riau 44 1.320.000.000 74 1.847.000.000
5 Kepulauan Riau | Riau Island 27 995.000.000 38 1.208.000.000
6 Jambi 38 2.325.000.000 72 4.220.000.000
7 Sumatera Selatan | South Sumatra 29 1.190.000.000 65 2.380.000.000
8 Kepulauan Bangka Belitung 31 775.000.000 41 920.000.000
Bangka Belitung Island
9 DKI Jakarta 21 620.000.000 36 960.000.000
10 Jawa Barat 23 750.000.000 57 3.097.000.000
11 Banten 67 2.425.000.000 92 3.200.000.000

2020 2019
Wilayah Jumlah Unit Mitra Jumlah Unit Mitra

No Binaan Binaan
Region Rp Rp
Number of Number of
12 Kalimantan Barat |West Kalimantan 77 4.158.000.000 116 5.438.000.000
13 Bali 11 2.000.000.000 40 7.000.000.000
14 Jawa Tengah | Central Java 21 3.000.000.000
15 D.I. Yogyakarta 7 1.000.000.000
16 Maluku
17 Jawa Timur | East Java 19 3.000.000.000
18 Lampung 21 3.000.000.000
19 Sulawesi Selatan | South Sulawesi 12 2.000.000.000
Jumlah | Total 495 25.723.000.000 822 44.625.000.000
Pendidikan dan Pelatihan Mitra Binaan Education and Training for Assisted Partners
Dalam tujuan untuk membentuk mitra binaan With the aim of forming assisted partners to become
menjadi pelaku usaha yang tangguh dan mandiri, strong and independent business players, the Company
Perseroan melakukan pembinaan melalui provides coaching through the provision of education
pemberian pendidikan dan pelatihan, dengan tujuan and training, with the aim of broadening the insights
agar wawasan dan pengetahuan pelaku usaha and knowledge of business players so as to increase
lebih luas sehingga produktivitas mereka dapat that their productivity. This education and training is
meningkat. Pendidikan dan Pelatihan ini merupakan a program that has been budgeted by the Company,
program yang telah dianggarkan oleh Perseroan, with the total budget allocation in 2020 amounted to
dengan jumlah alokasi anggaran pada tahun 2020 Rp1,718,589,964.35.
adalah sebesar Rp1.718.589.964,35.
2. Program Bina Lingkungan 2. Community Development Program

Partisipasi Perseroan dalam upaya meningkatkan One of the Company’s participation in efforts to
kesejahteraan masyarakat salah satunya dilakukan improve community welfare is through the Community
melalui Program Bina Lingkungan. Program ini Development Program. This program is implemented
dilaksanakan dengan memberikan bantuan kepada by providing aid to the community, in the form of:
masyarakat, dalam bentuk:
a. Bantuan Korban Bencana Alam dan Bencana a. Aid for victims of natural disasters and non-natural
Non Alam disasters
b. Bantuan Sarana Ibadah. b. Aid for Place of Worship
c. Bantuan Sarana Pendidikan. c. Aid for Education Facility
d. Bantuan Sarana Kesehatan. d. Aid for Health Facility
e. Bantuan Sarana Umum. e. Aid for Public Facility
f. Bantuan Untuk Pelestarian Alam (Penghijauan). f. Aid for Nature Conservation (greening)
g. Bantuan Sosial Kemasyarakatan Dalam Rangka g. Aid for Community socialization in the context of
Pengentasan Kemiskinan. poverty alleviation
Bantuan-bantuan tersebut agar lebih tepat sasaran, In order to make these aids more targeted, the Company
maka dprioritaskan oleh Perseroan untuk daerah prioritizes areas around the airport or branch offices
yang berada di sekitar bandara atau kantor cabang of Angkasa Pura II, so that the social conditions of
Angkasa Pura II, sehingga kondisi sosial masyarakat the community in the area around Angkasa Pura II’s
yang berada wilayah sekitar tempat usaha Angkasa business areas can increase, creating an orderly, safe,
Pura II, dapat mengalami kenaikan, tercipta situasi and comfortable situation.
yang tertib, aman, dan nyaman.

Berikut adalah tabel perbandingan antara Rencana The following is a comparison table between the 2020
Kerja Anggaran Tahun 2020 dengan realisasi Work Plan and Budget with the realization of the 2020
pelaksanaan program Bina Lingkungan Tahun 2020: Community Development program:
Berdasarkan Jenis Bantuan

Based on Type of Aid
No Jenis Bantuan Target RKA 2020 Realisasi 2020 Realisasi 2019

1 Bantuan Korban Bencana Alam 8.850.864.870 9.387.304.571 241.051.130
Aid for Victims of Natural Disasters
2 Bantuan Pendidikan/Pelatihan 8.850.864.870 5.097.536.436 9.204.270.984
Aid for Education/ Training
3 Bantuan Peningkatan Kesehatan 1.475.144.145 2.303.387.400 2.707.411.813
Aid for Health Improvement
4 Bantuan Pengembangan Prasarana dan Sarana 1.475.144.145 3.215.560.562 6.599.454.327
Aid for Infrastructure and Facilities Development
5 Bantuan Sarana Ibadah 1.475.144.145 5.137.744.053 5.149.693.869
Aid for Place of Worship
6 Bantuan Pelestarian Alam 2.950.288.290 488.838.291 2.015.505.433
Aid for Nature Conservation
7 Bantuan Pengentasan Kemiskinan 4.425.432.435 3.443.826.767 5.848.954.406
Aid for Poverty Alleviation
Jumlah 29.502.882.900 29.074.198.080 31.766.341.962
Total
Berdasarkan Wilayah
Based on Region
No Wilayah 2020 2019

1 Nangroe Aceh Darussalam 749.166.500 2.108.890.000
2 Sumatera Utara | North Sumatra 1.899.045.838 1.526.053.652
3 Sumatera Barat | West Sumatra 731.524.286 795.550.838
4 Riau 840.736.800 1.044.004.231
5 Kepulauan Riau | Riau Island 750.006.900 1.324.822.361
6 Jambi 761.519.060 1.127.450.777
7 Sumatera Selatan | 760.000.000 1.280.000.000
South Sumatra
8 Kepulauan Bangka Belitung | Bangka Belitung Island 759.259.447 1.742.029.346
9 DKI Jakarta 1.050.000.000 900.000.000
10 Jawa Barat | West Java 994.067.500 2.099.946.464
11 Banten 19.008.871.749 16.385..811.483
12 Kalimantan Barat | West Kalimantan 770.000.000 1.431.782.810
Jumlah | Total 29.074.198.080 31.766.341.962
Penyaluran bantuan Bina Lingkungan tahun 2020 Distribution of Community Development Aid in 2020,
antara lain: among others:
1. Bantuan sektor bencana alam dan non alam 1. Aid for Natural Disasters and Non-Natural Disasters
berupa: in the form of:
• Sembako, air mineral, genset, perahu karet, • Basic food, mineral water, generators, rubber
peralatan mandi, diapers untuk korban boats, toiletries, diapers for flood victims in the
bencana banjir di Wilayah Tangerang dan Tangerang and East Jakarta regions.
Jakarta Timur.

• Masker kain 2000 pcs di Kabupaten Labuhan • 2,000 pcs of cloth masks in Labuhan Batu
Batu, Sumatera Utara. Regency, North Sumatra.
• Masker N95 8210, Hazmat Grade Premium, • 8,210 pcs of N95 masks, Premium Grade
Face Shield, Sepatu Boot, Hand Sanitizier, Hazmat, Face Shields, Boot shoes, Hand
Masker kain, Disinfektan untuk Puskesmas Sanitizier, cloth masks, disinfectants for Talang
Talang Betutu, Puskesmas Sukarami, Betutu Community Health Center, Sukarami
Kelurahan Talang Betutu, Kelurahan Community Health Center, Talang Betutu
Sukodasi, Kelurahan Talang Jambe, Village, Sukodasi Village, Talang Jambe Village,
Kelurahan Kebun Bunga Sumatera Selatan. Kebun Bunga Village, South Sumatra.
• Bantuan sembako untuk dapur umum di • Basic food aid for public kitchens at Supadio
Lanud Supadio Pontianak Kalimantan Barat. Airport, Pontianak, West Kalimantan.
• Paket sembako untuk korban dampak • Food packages for victims of the impact of
COVID-19 di seluruh kantor cabang. COVID-19 in all branch offices.
• Pembangunan ruang isolasi di Rumah Sakit • Construction of isolation rooms at the Andalas
Universitas Andalas Padang Sumatera Barat University Hospital, Padang, West Sumatra
pemberian sembako, masker, antiseptik, providing basic food, masks, antiseptics, hand
hand sanitizer, disinfektan untuk Rumah sanitizers, disinfectants for referral hospitals in
Sakit Rujukan di Provinsi Aceh, Kalimantan Aceh, West Kalimantan, West Sumatra, Central
Barat, Sumatera Barat, Kalimantan Tengah, Kalimantan, West Java and Banten Provinces.
Jawa Barat dan Banten.
pemberian alat Ekstrasi Otomatis Magnapure providing the Magnapure 96 Automatic
96 dan Alat Deteksi Light Cycle 480 bekerja Extraction Tool and the 480 Light Cycle
sama dengan Yayasan BUMN Hadir Untuk Detection Tool in collaboration with the BUMN
Negeri. Hadir Untuk Negeri Foundation.
• Kegiatan penyemprotan disinfektan rumah • Spraying disinfectants for places of worship and
ibadah dan sekolah di sekitar Bandara schools around Soekarno-Hatta Airport.
Soekarno Hatta.
• Bantuan APD untuk Satuan Tugas BUMN • PPE aid for the SOEs COVID 19 Task Force in
Peduli COVID-19 Wilayah Kabupaten North Tapanuli Regency, SOEs COVID-19 Task
Tapanuli Utara, Satuan Tugas BUMN Peduli Force in Bengkulu Province, SOEs COVID-19
COVID-19 Provinsi Bengkulu, Satuan Tugas Task Force in Central Kalimantan Province, SOEs
BUMN Peduli COVID-19 Provinsi Kalimantan COVID-19 Task Force in West Sumatra Province.
Tengah, Satuan Tugas BUMN Peduli
COVID-19 Provinsi Sumatera Barat.
• Alat Pelindung Diri (APD) terdiri dari: • Personal protective equipment (PPE) consisting
Protective coverall disposable, Helm safety, of: disposable protective coveralls, safety
Sepatu safety, Penutup kepala, Masker helmets, safety shoes, head covers, 3 ply
medis 3 ply, Sarung tangan karet, Sarung medical masks, rubber gloves, long rubber
tangan karet panjang, Kacamata pelindung) gloves, protective goggles) for SOEs COVID-19
untuk Satuan Tugas BUMN Peduli COVID-19 Task Force in Bangka Belitung Province.
Provinsi Bangka Belitung.
• Pengadaan APD, Peralatan Medis, Vitamin • Procurement of PPE, medical equipment,
dan Sembako untuk wilayah Sumatera Utara vitamins and basic foods for the North Sumatra
region
• Pengadaan 25 unit tempat cuci tangan • Procurement of 25 portable hand washing units
portabel untuk sekolah dan puskesmas for schools and health centers located in Ring 1
yang berada di Ring 1 wilayah operasional in the operational area of Sultan Thaha Airport,
Bandara Sultan Thaha Jambi. Jambi.
• Penyaluran Vitamin, Thermal Gun, Hazmat, • Distribution of Vitamins, Thermal Guns, Hazmat,
Surgical Mask, Masker N95 dan Hand Sanitizer Surgical Masks, N95 Masks and Hand Sanitizers
ke Puskesmas yang berada di Ring 1 wilayah to Community Health Center located in Ring 1 in
operasional Bandara Soekarno Hatta. the operational area of Soekarno-Hatta Airport.

• Pemberian 50.000 masker untuk masyarakat • Provision of 50,000 masks to the community
dan Dinas Kesehatan Provinsi Banten. and the Banten Provincial Health Office.
• Pemberian 150 masker untuk pengguna jasa • Provision of 150 masks for Kualanamu airport
bandara Kualanamu. service users.
• Pemberian vitamin, hand sanitizer, susu dan • Provision of vitamins, hand sanitizers, milk and
brosur sosialisasi penanganan COVID-19 socialization brochures for handling COVID 19
untuk Dinas Sosial Provinsi Aceh. for the Aceh Provincial Social Office.
• Pembagian sembako oleh KC Husein • Distribution of basic food by Husein
Sastranegara untuk korban banjir bandang Sastranegara Branch Office for victims of flash
di Garut Selatan Sarana Pendidikan. floods in South Garut Educational Facilities.
• Penyaluran Bantuan Baju Hazmat Kepada • Distribution of Aid for Hazmat Clothing to the Air
KaLakesgilud AU (Kepala Lembaga Kesehatan Force Head of Oral and Dental Health Institute,
Gigi Mulut) Marsma TNI Siswanto di Lanud First Marshal of the Indonesian National Armed
Halim PK Forces, Siswanto at Halim PK Airport
• Pembagian APD untuk Rumah Sakit Daerah • Distribution of PPE for the Ahmad Ripin Regional
Ahmad Ripin, RumahSakit Daerah H. Abdul Hospital, the H. Abdul Manap Regional Hospital
Manap dan Rumah Sakit Daerah Raden and the Raden Mataher Regional Hospital,
Mataher kota Jambi. Jambi City.
• Penyaluran Bantuan 600 Paket Sembako • Distribution of 600 Basic Food Packages for
Untuk Masyarakat Sekitar Bandara Communities Around Banyuwangi Airport
Banyuwangi Yang Terdampak Krisis Affected by the COVID-19 Crisis.
COVID-19.
• Bantuan sembako untuk korban banjir di • Basic food aid for flood victims in Kebumen and
Kebumen dan Tebing Tinggi. Tebing Tinggi.
• Pembagian Masker, APD, Vitamin dan • Distribution of masks, PPE, vitamins and
70 unit alat cuci tangan dalam rangka 70 units of hand washing equipment in the
penanggulangan/siaga COVID-19 kerjasama context of COVID-19 countermeasures/ alert in
dengan Dinas Pendidikan dan Dinas collaboration with the Education Office and the
Kesehatan Kalimantan Barat. West Kalimantan Health Office.
2. Bantuan sektor pelestarian alam berupa: 2. Aid for nature conservation in the form of:
• Kegiatan pelestarian lingkungan dan edu • Environmental conservation activities and eco-
ekowisata penyu Pasir Jambak di Padang. tourism activities for Pasir Jambak turtles in
Padang.
• Bantuan penghijauan untuk RW 05 Kelurahan • Greening aid for Hamlet (RW) 05 Rancaekek
Rancaekek, Bandung. Village, Bandung.
• Pemberian bantuan untuk penanaman • Provision of aid for planting productive trees in
pohon produktif di lahan tidur dan ruang dormant land and open spaces in Tangerang
terbuka di Tangerang dan Palembang. and Palembang.
• Penanaman Pohon Bukit Pauh 600 Bibit • Hill Pauh Tree Planting amounted to 600
Tanaman di Kecamatan Pangkalan Baru Seedlings in Pangkalan Baru Pangkal Pinang
Pangkal Pinang. Sub-District.
8. Bantuan sektor pengentasan kemiskinan 3. Aid for poverty alleviation in the form of:
berupa:
• Perbaikan rumah dalam rangka BUMN Bakti • House repair for the purpose of BUMN Bakti
Sosial Bedah Rumah TNI AU di Kabupaten Sosial for Home Improvement of the Indonesian
Purbalingga. Air Force in Purbalingga Regency.
• Paket sembako dalam rangka “Ramadhan • Basic food packages in the context of “Ramadhan
Berbagi” untuk panti asuhan dan pantai Berbagi” for orphanages and nursing homes in
jompo di Sultan Thaha, Sultan Iskandar Sultan Thaha, Sultan Iskandar Muda, Sultan
Muda, Sultan Mahmud Badaruddin, Halim Mahmud Badaruddin, Halim Perdanakusuma.
Perdanakusuma.

• Paket sembako di Wilayah Tangerang, • Basic food packages in Tangerang, Pangkal

Pangkal Pinang dan Tanjung Pinang Pinang and Tanjung Pinang areas
• Santunan dan pemberian perlengkapan • Compensation and provision of prayer
shalat untu 200 anak yatim di sekitar wilayah equipment for 200 orphans around the Sultan
Bandara Sultan Iskandar Muda. Iskandar Muda Airport area.
• Penyerahan tujuh ekor sapi untuk Wilayah • Handover of seven cows for Situbondo,
Situbondo, Banyuwangi dan Bondowoso. Banyuwangi and Bondowoso areas.
• Penyerahan 36 ton sembako untuk • Handover of 36 tons of basic foods to
masyarakat kurang mampu di sekitar wilayah underprivileged people around the Soekarno-
Bandara Soekarno Hatta dalam rangka HUT Hatta Airport area in the framework of the 2nd
AP 2. Anniversary of AP.
• Bantuan perbaikan rumah masyarakat tidak • Aid to repair houses for poor people, Hero
mampu Yayasan Hero Center Cirebon dan Center Cirebon Foundation and Banda Aceh
wilayah Banda Aceh. area.
• Bantuan Sembako gratis ke 4 kelurahan di • Free basic foods aid to 4 urban villages in the
wilayah kecamatan Tanjungpinang timur East Tanjungpinang sub-district, totaling 600
sebanyak 600 paket. packages.
• Pembangunan 10 rumah tidak layak huni di • Construction of 10 uninhabitable houses in
Kota dan Kabupaten Tangerang. Tangerang City and Regency.
• Pembangunan rumah tidak layak huni di • Construction of uninhabitable houses in
Padang. Padang.
9. Bantuan sektor pendidikan berupa: 4. Aid for Education in the form of:
• Pelatihan pengolahan sabut kelapa untuk 30 • Coconut coir processing training for 30
peserta di Padang. participants in Padang.
• Pelatihan Achievement Motivation Training di • Achievement Motivation Training in Pekanbaru.
Pekanbaru.
• Pengadaan taman bacaan Lumban Huala • Procurement of Lumban Huala Silangit reading
Silangit di Kabupaten Toba Samosir. garden in Toba Samosir Regency.
• Bantuan komputer untuk SMP Swasta • Computer aid for Private Junior High Schools in
Wiraswasta di Kabupaten Deli Serdang Deli Serdang Regency
• Bantuan donasi untuk kegiatan Summercamp • Donation for the activities of Summercamp
Khatulistiwa XI Provinsi Kalimantan Barat Khatulistiwa XI, West Kalimantan Province
• Pelatihan online (webinar) “Membangun • Online training (webinar) “Membangun Strategi
Strategi Promosi Diwaktu PSBB Transisi/New Promosi Diwaktu PSBB Transisi/New Normal”
Normal” dan “Design Visual with Canva Apps” dan “Design Visual with Canva Apps” at the SOEs
di Rumah Kreatif BUMN Tangerang. Creative House, Tangerang.
• Bantuan peralatan komputer Yayasan • Aid of computer equipment for Kosgoro
Pendidikan Kosgoro Provinsi Bangka Education Foundation, Bangka Belitung
Belitung. Province.
• Bantuan satu set alat drum band untuk SDN • Aid of one drum band set for Public Elementary
107 Pekanbaru. School (SDN) 107 Pekanbaru.
• Bantuan 4 unit Laptop ke SDN 1,2,3 & 4 Desa • Aid of 4 laptops to State Elementary School
Bojong Renged. (SDN) 1,2,3 & 4 of Bojong Renged Village.
• Pelatihan webinar UMKM Rumah BUMN Kota • MSME webinar training for SOEs Houses in
Tangerang dengan tema “Dualisme Peran Tangerang City with the theme “Dualisme Peran
UMKM di Tengah Krisis Ekonomi Nasional”. UMKM di Tengah Krisis Ekonomi Nasional”.
• Bantuan material untuk pembangunan • Material aid for the construction of Bekal
Yayasan Bekal Akhirat Palembang dan Akhirat Foundation, Palembang and the
Yayasan Khazanah Kebajikan Pondok Khazanah Virtue Foundation for the Tadabbur
Pesantrean Tadabbur Al-Quran Anak Yatim Al-Quran Islamic Boarding School for the
dan Orang Miskin Siti Khazanah Kebajikan Orphans and the Poor People of Siti Khazanah
Palembang. Virtue Palembang.

• Bantuan material untuk pembangunan • Material aid for the construction of a sports field
lapangan olahraga SMP Tunas Harapan for Junior High School (SMP) of Tunas Harapan
Islam Bogor. Islam Bogor.
• Pembangunan taman bacaan di Pulau • Construction of a reading garden on Penyengat
Penyengat Tanjung Pinang. Island, Tanjung Pinang.
• Bantuan material untuk pembangunan • Material aid for the construction of Pondok
Pondok Tahfiz Raudatul Mushallin dan TK Tahfiz Raudatul Mushallin and Miftahulfallah
Miftahulfallah Tanjung Pinang, Pondok Kindergarten, Tanjung Pinang, Al Fath Islamic
Pesantren Al Fath Bekasi. Boarding School, Bekasi.
• Pembangunan Ruang Kelas MTsN 30 Munjul • Construction of classrooms for MTsN 30 Munjul
Cipayung Jakarta Timur. Cipayung, East Jakarta.
• Pemberian beasiswa terhadap putra putri TNI • Provision of scholarships for the sons and
dan Polri di wilayah Banten dan Yogyakarta. daughters of the Indonesian National Armed
Forces (TNI) and Indonesian Police (Polri) in
Banten and Yogyakarta.
• Pembangunan ruang kelas MTsN 30 Jakarta, • Construction of classrooms for MTsN 30 Jakarta,
Madrasah Siratul Jannah Kalimantan Barat, Madrasah Siratul Jannah West Kalimantan,
SDN 105347 Sidourip Sumatera Utara. State Elementary School (SDN) of 105347
Sidourip, North Sumatra.
• Pemberian bantuan aplikasi dan buku digital • Provision of aid for applications and
library dan lima unit komputer bekerjasama digital library books and five computers in
dengan Dinas Perpustakaan dan Kearsipan collaboration with the Pangkalpinang City
Kota Pangkalpinang. Library and Archives Office.
• Pemberian bantuan Alat-Alat Praktek • Provision of workshop tools aid for Vocational
Perbengkelan untuk SMK PGRI 2 Kota Jambi. High School (SMK) of PGRI 2, Jambi City.

10. Bantuan sektor sarana ibadah berupa: 5. Aid for Worship Facility in the form of:
• Bantuan bahan material untuk Masjid Al • Material aid for Al Ikhlas Mosque and Jemaat
Ikhlas dan Gereja Jemaat Kristus Indonesia Kristus Indonesia Church (GJKI) in Deli Serdang
(GJKI) Batang Kuis di Kabupaten Deli Serdang Regency
• Bantuan dukungan pelaksanan MTQ ke V • Support for the implementation of MTQ to V
Kecamatan Marpoyan Damai Pekanbaru. Marpoyan Damai Sub-District, Pekanbaru.
• Penyaluran 1000 kitab Al-Quran • Distribution of 1,000 noble quran
• Penyerahan material pembuatan toilet • Handover of materials for making toilet at Al
Mesjid Al Amin Kel. Bakung Merang Palangka Amin Mosque, Bakung Merang Village, Palangka
Raya Raya
• Pembangunan dan renovasi Masjid Taqwa • Construction and renovation of Taqwa Mosque
dan Masjid Al Hikmah di Langkat, Masjid Al and Al Hikmah Mosque in Langkat, Aceh Jaya
Ikhlas Aceh Jaya, Masjid At Tanwir Jakarta Al Ikhlas Mosque, At Tanwir Mosque Central
Pusat, Masjid Al Muhajirin Bekasi dan Masjid Jakarta, Al Muhajirin Mosque Bekasi and Al
Al Huda Bogor. Huda Mosque Bogor.
• Bantuan material untuk pembangunan • Material aid for the construction of Surau
Surau Nurussalam dan Surau Nurul Ilmi di Nurussalam and Surau Nurul Ilmi in Tanjung
Tanjung Pinang, Musholla Nurul Hidayah di Pinang, Nurul Hidayah Mosque in Palembang,
Palembang, Masjid At Taubah dan Madjid At Taubah Mosque and Madjid Darunnajah,
Darunnajah Kota Tangerang. Tangerang City.
• Bantuan material dan perlengkapan ibadah • Material aid and worship equipment for
untuk Gereja GPDI Hosana Kubu Raya, Hosana Kubu Raya GPDI Church, Meunasah
Meunasah Gampong Cot Nambak, Meunasah Gampong Cot Nambak, Meunasah Gampong
Gampong Cot Meulangen dan Meunasah Cot Meulangen and Meunasah Gampong Cot
Gampong Cot Mancang Aceh. Mancang Aceh.
11. Bantuan sektor sarana umum berupa : 6. Aid for public facility in the form of:
• Pembuatan sumur bor di SMK Negeri • Construction of drilling wells at Aceh Aviation
Penerbangan Aceh. State Vocational High School.
• Pembuatan Taman Integritas, Ruang Tunggu • Establishment of an Integrity Park, Prosecutor’s
Jaksa, Ruang Bermain Anak dan Ruang Waiting Room, Children’s Play Room and Ticket
Tunggu Tilang di Kejaksaan Negeri Kota Waiting Room at the Tangerang City District
Tangerang. Attorney’s Office.
• Bantuan material untuk pembangunan • Material aid for the construction of clean water
sarana air bersih di SMPN 9 Bandung facilities at State Junior High School (SMPN) 9,
Bandung
• Bantuan selang pemadam untuk MPA Desa • Fire hose aid for MPA Limbung Village, Sungai
Limbung Kecamatan Sungai Raya Pontianak. Raya Sub-District, Pontianak.
• Bantuan alat potong rumput dan alat fogging • Aid in the form of lawn mowers and fogging
untuk Kelurahan Sukodadi dan Talang Jambe equipment for Sukodadi and Talang Jambe
Palembang. villages, Palembang.
• Pemberian motor gerobak sampah untuk • Provision of garbage cart motorcycles to
Desa Pangkalan, Tangerang. Pangkalan Village, Tangerang.
• Pengengelolaan bank sampah dan budidaya • Waste bank management and maggot
maggot di Desa Kebon Cau, Desa Rawa cultivation in Cau Village Garden, Rawa Burung
Burung dan Kampung Airport Tangerang. Village and Tangerang Airport Village.
• Sharing dana pembangunan Balkondes di • Sharing of Village Economic Hall (Balkondes)
Purbalingga. development funds in Purbalingga.

12. Bantuan sektor peningkatan Kesehatan berupa : 7. Aid for health improvement in the form of:
• Bantuan peralatan posyandu untuk • Integrated healthcare center equipment aid for
Posyandu Balita dan Lansia Taruna Karya toddlers and Elderly of Taruna Karya, Sukajaya
Kelurahan Sukajaya Sumatera Selatan. Village, South Sumatra
• Bantuan 350 Paket Susu Ibu Hamil untuk • 350 Maternal Milk Packages aid for community
Puskesmas Kecamatan Pangkalan Baru health center of Pangkalan Baru Sub-District,
Kabupaten Bangka Tengah. Central Bangka Regency
• Program Kaki Palsu dan Kacamata bekerja • Prosthetic leg and eyeglasses programs in
sama dengan Yayasan Kick Andy. collaboration with Kick Andy Foundation
• Pemberian mobil ambulans beserta APD • Provision of ambulance and Personal Protective
bekerjasama dengan Dinas Kesehatan Kota Equipments (APD) in collaboration with Jambi
Jambi. City Health Office.
Biaya Yang Dikeluarkan Cost Incurred

Biaya yang dikeluarkan oleh Perseroan untuk Cost incurred by the Company to carry out social and
melaksanakan kegiatan tanggung jawab sosial dan community responsibility activities in 2020 through the
kemasyarakatan pada tahun 2020 melalui program partnership and community development program (PKBL)
kemitraan dan bina lingkungan (PKBL) adalah sebesar amounted to Rp45,355,000,000.00 for loan distribution
Rp45.355.000.000,00 untuk penyaluran pinjaman to partners and Rp1,718,589,964.35 for development
kepada mitra dan Rp1.718.589.964,35 untuk dana funds and community development programs of
pembinaan dan program bina lingkungan sebesar Rp29,502,882,900.00.
Rp29.502.882.900,00.

dan entitas anaknya/and its subsidiaries
Laporan keuangan konsolidasian

tanggal 31 Desember 2020
dan untuk tahun yang berakhir pada tanggal tersebut
beserta laporan auditor independen/
Consolidated financial statements
as of December 31, 2020 and
for the year then ended
with independent auditors’ report
The original consolidated financial statements included herein are in
the Indonesian language.
PT ANGKASA PURA II (PERSERO) PT ANGKASA PURA II (PERSERO)

DAN ENTITAS ANAKNYA AND ITS SUBSIDIARIES
LAPORAN KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL STATEMENTS
TANGGAL 31 DESEMBER 2020 AS OF DECEMBER 31, 2020
DAN UNTUK TAHUN YANG BERAKHIR PADA AND FOR THE YEAR THEN ENDED
TANGGAL TERSEBUT WITH INDEPENDENT AUDITORS’ REPORT
BESERTA LAPORAN AUDITOR INDEPENDEN
Daftar Isi Table of Contents
Halaman/
Page
Surat Pernyataan Direksi Directors’ Statement
Laporan Auditor Independen Independent Auditors’ Report
Laporan Posisi Keuangan Konsolidasian........................ 1-3 ............ Consolidated Statement of Financial Position
Laporan Laba Rugi dan Penghasilan Consolidated Statement of Profit or Loss

Komprehensif Lain Konsolidasian............................ 4-6 ....................... and Other Comprehensive Income
Laporan Perubahan Ekuitas Konsolidasian .................... 7 ........... Consolidated Statement of Changes in Equity
Laporan Arus Kas Konsolidasian .................................... 8 ..................... Consolidated Statement of Cash Flows
Catatan atas Laporan Keuangan Konsolidasian ............. 9-179 ....... Notes to the Consolidated Financial Statements
Informasi Keuangan Entitas Induk Financial Information of the Parent Entity
Laporan Posisi Keuangan ............................................... 1-2 .................................. Statement of Financial Position
Laporan Laba Rugi dan Penghasilan Statement of Profit or Loss

Komprehensif Lain .................................................. 3 ....................... and Other Comprehensive Income
Laporan Perubahan Ekuitas............................................ 4 ................................. Statement of Changes in Equity
Laporan Arus Kas .......................................................... 5 ........................................... Statement of Cash Flows
Catatan atas Laporan Keuangan ................................... 6-7 ............................. Notes to the Financial Statements
************************

LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF
KONSOLIDASIAN FINANCIAL POSITION
31 Desember 2020 December 31, 2020
(Disajikan dalam Rupiah, kecuali dinyatakan lain) (Expressed in Rupiah, unless otherwise stated)
31 Desember 2020/ Catatan/ 31 Desember 2019/

December 31, 2020 Notes December 31, 2019
ASET ASSETS
ASET LANCAR CURRENT ASSETS

2e,2f
Kas dan setara kas 2.337.083.951.067 2aa,5,44 3.424.094.211.192 Cash and cash equivalents
Piutang usaha, neto 2.128.774.591.993 2f,2aa,6,44 1.442.487.935.626 Trade receivables, net
Piutang lain-lain, neto 53.046.117.545 2f,2aa,7,44 74.271.645.469 Other receivables, net
Persediaan 23.365.787.396 2g,8 24.059.502.684 Inventories
Pajak dibayar di muka 429.862.533.005 2r,22a 333.262.533.655 Prepaid taxes
Uang muka 31.238.882.069 9 86.695.232.739 Advances
Biaya dibayar di muka 40.201.348.984 2h,10 56.310.659.186 Prepaid expenses
Aset keuangan lainnya - 2aa,12 10.180.000.000 Other financial assets
Pendapatan yang masih
harus diterima 314.317.926.668 2f,11 512.903.865.795 Accrued revenue
TOTAL ASET LANCAR 5.357.891.138.727 5.964.265.586.346 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS

Aset keuangan lainnya 55.483.500.000 2aa,12 62.790.400.000 Other financial assets
Penyertaan saham 426.562.437.245 2i,13 428.001.399.752 Investments in shares of stock
Uang muka pembelian tanah 3.316.002.785.219 14 3.316.002.785.219 Advance for land acquisition
Properti investasi, neto 74.461.619.610 2k,15 75.227.374.501 Investment properties, net
Aset tetap, neto 34.153.295.859.285 2j,16 33.506.683.261.071 Fixed assets, net
Aset hak-guna, neto 412.529.277.927 2q,17 - Right-of-use assets, net
Estimasi tagihan pajak 441.332.702.045 2r,22b 459.333.257.714 Estimated claims for refundable tax
Aset pajak tangguhan, neto 109.936.598.314 2r,22f 67.652.175.200 Deferred tax assets, net
Aset tidak lancar lain-lain 88.477.220.809 2l,2aa,18 118.074.128.590 Other non-current assets
TOTAL ASET TIDAK LANCAR 39.078.082.000.454 38.033.764.782.047 TOTAL NON-CURRENT ASSETS
TOTAL ASET 44.435.973.139.181 43.998.030.368.393 TOTAL ASSETS
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan form an integral part of these consolidated financial
keuangan konsolidasian ini secara keseluruhan. statements taken as a whole.
1

KONSOLIDASIAN (lanjutan) FINANCIAL POSITION (continued)

LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

Utang usaha 452.849.214.408 2f,2aa,19,44 408.397.617.755 Trade payables
Utang lain-lain 2.446.643.710.551 2j,2aa,20 2.391.330.891.966 Other payables
Beban akrual 1.510.228.332.452 2n,2aa,21 1.396.542.137.591 Accrued expenses
Utang pajak 64.411.047.501 2r,22c 90.862.815.720 Taxes payable
Liabilitas tunjangan hari tua Retirement and pension
dan dana pensiun 55.537.993.744 23 30.573.571.049 fund liabilities
Pendapatan yang diterima di muka 135.790.487.483 2f,2p,24 196.609.797.290 Unearned revenues
Liabilitas imbalan kerja Short-term employee
jangka pendek 143.807.097.980 2o,2aa,28a 240.201.253.449 benefit liabilities
Utang bank jangka pendek 526.554.535.799 2aa,25 - Short-term bank loans
Liabilitas jangka panjang yang jatuh Current maturities of long-term
tempo dalam waktu satu tahun: liabilities:
Utang bank jangka panjang 229.597.480.000 2m,2aa,26a 585.388.500.000 Long-term bank loans
Utang obligasi 1.200.000.000.000 2m,2aa,26b - Bonds payable
Liabilitas sewa 23.465.339.874 2q,17 - Lease liabilities
TOTAL LIABILITAS JANGKA PENDEK 6.788.885.239.792 5.339.906.584.820 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Liabilitas jangka panjang setelah
dikurangi bagian yang jatuh Long-term liabilities - net of
tempo dalam waktu satu tahun: current maturities:
Utang bank jangka panjang 10.566.626.915.103 2f,26a,44 10.300.247.308.156 Long-term bank loans
Utang obligasi 3.795.155.314.648 26b 2.739.857.615.285 Bonds payable
Liabilitas sewa 418.694.168.382 2q,17 - Lease liabilities
Utang jaminan pelanggan 35.342.034.475 2aa,27 27.020.229.649 Customers deposits
Utang jangka panjang lainnya 17.194.013.740 2f,2aa 41.079.508.873 Other long-term payables
Liabilitas pajak tangguhan 231.024.839.341 2r,22f 522.505.012.962 Deferred tax liabilities
Liabilitas imbalan kerja 1.265.435.788.650 2o,28b 584.605.223.307 Employee benefits liabilities
TOTAL LIABILITAS JANGKA TOTAL NON-CURRENT

PANJANG 16.329.473.074.339 14.215.314.898.232 LIABILITIES
TOTAL LIABILITAS 23.118.358.314.131 19.555.221.483.052 TOTAL LIABILITIES
2

KONSOLIDASIAN (lanjutan) FINANCIAL POSITION (continued)

EKUITAS EQUITY
Ekuitas yang dapat diatribusikan Equity attributable to owner

kepada pemilik entitas induk of the parent entity
Modal saham - nilai nominal Share capital - par value of

Rp1.000.000 per saham Rp1,000,000 per share
Modal dasar - Authorized capital -
63.886.608 saham pada 68,886,608 shares
tahun 2020 dan 2019 15.971.652.000.000 29 15.971.652.000.000 in 2020 and 2019
Tambahan modal disetor (59.048.538.134) 2z (59.048.538.134) Additional paid-in capital
Modal disetor lainnya 881.022.753.453 30 - Other paid-in capital
Komponen ekuitas lainnya (11.560.732.585) 31 869.462.020.868 Other components of equity
Penghasilan komprehensif lain (844.007.693.355) (316.390.911.302) Other comprehensive income
Selisih ekuitas entitas anak (26.316.798.626) 33 (26.316.798.626) Equity difference of subsidiary
Saldo laba Retained earnings
Dicadangkan 8.088.312.455.585 32 7.072.640.364.594 Appropriated
Belum dicadangkan (2.959.398.938.755) 548.808.292.108 Unappropriated
Ekuitas yang dapat diatribusikan Equity attributable to owner of

kepada pemilik entitas induk 21.040.654.507.583 24.060.806.429.508 the parent entity
Kepentingan nonpengendali 276.960.317.467 382.002.455.833 Non-controlling interests
TOTAL EKUITAS 21.317.614.825.050 24.442.808.885.341 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 44.435.973.139.181 43.998.030.368.393 TOTAL LIABILITIES AND EQUITY
3

Untuk Tahun Yang Berakhir Pada For The Year Ended
Tahun yang berakhir pada tanggal 31 Desember/

Years ended December 31,
Catatan/
2020 Notes 2019
PENDAPATAN USAHA 2s,34 OPERATING REVENUES

Pendapatan aeronautika 2.171.198.581.420 5.759.574.609.569 Aeronautical revenues
Pendapatan non-aeronautika 3.672.527.135.839 5.324.659.506.095 Non-aeronautical revenues
TOTAL 5.843.725.717.259 11.084.234.115.664 TOTAL
Beban pegawai (1.683.563.709.516) 2s,35 (2.231.734.949.879) Employee expenses

Beban operasional bandara (4.437.934.311.035) 2s,36 (5.180.941.217.008) Airport operation expenses
General and administrative
Beban umum dan administrasi (1.074.107.881.048) 2s,37 (1.312.442.880.879) expenses
Beban pemasaran (14.190.792.047) 2s,38 (22.092.117.390) Marketing expenses
Pendapatan lain-lain 43.817.908.567 2s,39 225.355.991.492 Other income
Beban lain-lain (78.775.373.076) 2s,40 (119.611.513.287) Other expenses
LABA (RUGI) USAHA (1.401.028.440.896) 2.442.767.428.713 OPERATING PROFIT (LOSS)
Penghasilan keuangan 126.395.814.044 2s,41 152.803.094.116 Finance income

Pajak final atas
penghasilan keuangan (25.082.409.302) 2r (30.633.465.128) Final tax on finance income
Beban keuangan (1.136.911.624.572) 2s,42 (795.854.208.984) Finance costs
Bagian rugi entitas asosiasi (86.534.504.977) 13 (55.364.133.788) Equity loss of associates entities
LABA (RUGI) SEBELUM PROFIT (LOSS) BEFORE

BEBAN PAJAK FINAL DAN FINAL TAX EXPENSE AND
MANFAAT (BEBAN) PAJAK CORPORATE INCOME
PENGHASILAN BADAN (2.523.161.165.703) 1.713.718.714.929 TAX BENEFIT (EXPENSE)
Beban pajak final (83.593.361.045) 2r (141.192.429.077) Final tax expense
LABA (RUGI) SEBELUM PAJAK PROFIT (LOSS) BEFORE

PENGHASILAN BADAN (2.606.754.526.748) 1.572.526.285.852 CORPORATE INCOME TAX
Manfaat (beban) pajak Corporate income tax

penghasilan badan, neto 110.287.349.715 2r,22d (565.270.136.381) benefit (expense), net
LABA (RUGI) TAHUN BERJALAN (2.496.467.177.033) 1.007.256.149.471 PROFIT (LOSS) FOR THE YEAR
4

(lanjutan) (continued)
Tanggal 31 Desember 2020 December 31, 2020

Catatan/
2020 Notes 2019
PENGHASILAN OTHER COMPREHENSIVE

KOMPREHENSIF LAIN INCOME
Pos-pos yang akan Item that will be

direklasifikasi ke laba rugi reclassified to profit or loss
periode berikutnya in subsequent period changes
Perubahan nilai wajar aset Changes in fair value of
keuangan lainnya 2.513.100.000 12 3.783.337.000 other financial assets
Pos-pos yang tidak akan Item that will not be

periode berikutnya in subsequent period
Pengukuran kembali Remeasurement of
program imbalan pasti (662.855.663.077) 28b (121.391.387.547) defined benefit plans
Efek beban pajak penghasilan 145.828.245.877 2r,22f 30.347.846.886 Effect on income tax expense
Bagian laba (rugi) komprehensif Other comprehensive income
dari entitas asosiasi 95.542.470 (66.355.345) (loss) from associate company
PENGHASILAN KOMPREHENSIF OTHER COMPREHENSIVE

LAIN TAHUN BERJALAN INCOME FOR THE YEAR
SETELAH PAJAK (514.418.774.730) (87.326.559.006) AFTER TAX
TOTAL LABA (RUGI) TOTAL COMPREHENSIVE

KOMPREHENSIF TAHUN INCOME (LOSS) FOR THE YEAR
BERJALAN SETELAH EFEK AFTER EFFECT OF MERGING
PENYESUAIAN LABA ENTITY’S INCOME
MERGING ENTITY (3.010.885.951.762) 919.929.590.465 ADJUSTMENT
Penyesuaian atas laba Adjustment of merging

merging entity: entity’s profit:
Pemilik entitas induk - 2.607.952.386 Owner of the parent entity
Kepentingan non-pengendali - 5.737.495.247 Non-controlling interests
- 8.345.447.633
TOTAL LABA (RUGI) TAHUN PROFIT (LOSS) FOR THE

BERJALAN SEBELUM EFEK YEAR BEFORE THE EFFECT
PENYESUAIAN LABA MERGING OF MERGING ENTITY’S
ENTITY YANG DAPAT PROFIT ADJUSTMENT
DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:
Pemilik entitas induk (2.433.507.256.198) 1.018.280.043.377 Owner of the parent entity
Kepentingan non-pengendali (62.959.920.835) (2.678.446.273) Non-controlling interests
(2.496.467.177.033) 1.015.601.597.104
5


Catatan/
2020 Notes 2019
Penyesuaian penghasilan
komprehensif lainnya Adjustment of merging entity’s
atas merging entity: other comprehensive income:
Pemilik entitas induk - 7.516.227.045 Owner of the parent entity
Kepentingan non-pengendali - 16.535.699.498 Non-controlling interests
- 24.051.926.543
TOTAL LABA (RUGI) TOTAL OTHER

KOMPREHENSIF LAINNYA COMPREHENSIVE
TAHUN BERJALAN SEBELUM INCOME (LOSS) FOR THE
EFEK PENYESUAIAN YEAR BEFORE EFFECT OF
PENGHASILAN KOMPREHENSIF MERGING ENTITY’S
LAIN MERGING ENTITY OTHER COMPREHENSIVE
YANG DAPAT DIATRIBUSIKAN INCOME ADJUSTMENT
KEPADA: ATTRIBUTABLE TO:
Pemilik entitas induk (2.938.536.818.560) 950.319.114.334 Owner of the parent entity
Kepentingan non-pengendali (72.349.133.202) (6.337.597.326) Non-controlling interests
(3.010.885.951.762) 943.981.517.008
Laba(rugi) per saham (152.364) 2x,43 74.171 Earnings(loss) per share
Laba(rugi) per saham dilusian (144.399) 2x,43 68.345 Diluted earnings(loss) per share
6
The original consolidated financial statements included herein are in the Indonesian language.

LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
Ekuitas yang Dapat Diatribusikan kepada Pemilik Entitas lnduk/Equity Attributable to The Owner of Parent Entity
Tambahan Penghasilan
Modal Selisih ekuitas komprehensif Saldo laba/Retained earnings
Disetor/ Komponen entitas anak/ Ekuitas lain/ Kepentingan
Additional Modal disetor ekuitas lainnya/ Difference in merging entity/ Other Belum nonpengendali/
Catatan/ Modal saham/ Paid lainnya/Other Other components equity of Equity comprehensive Dicadangkan/ dicadangkan/ Total/ Non-controlling Total ekuitas/
Notes Share capital in Capital paid-in capital of equity Subsidiary merging entity income Appropriated Unappropriated Total interests Total equity
Saldo tanggal 31 Desember 2018 7.000.000.000.000 - 4.434.923.823.602 869.462.020.868 (26.316.798.626) 349.450.607.500 (243.521.707.600) 10.137.428.750.204 1.444.746.318.905 23.966.173.014.853 262.422.533 23.966.435.437.386 Balance as of December 31, 2018
Penggunaan saldo laba dicadangkan 29 4.536.728.176.398 - - - - - - (4.536.728.176.398) - - - - Proceed of appropriated retained earnings
Konversi modal disetor lainnya ke modal saham 29, 30 4.434.923.823.602 - (4.434.923.823.602) - - - - - - - - - Conversion other paid-in capital to share capital
Dividen 32 - - - - - - - - (439.670.327.000) (439.670.327.000) (9.202.280) (439.679.529.280) Dividend
Cadangan umum 32 - - - - - - - 1.471.939.790.788 (1.471.939.790.788) - - - GeneraI reserve
Laba tahun berjalan - - - - - - - - 1.015.672.090.991 1.015.672.090.991 (8.415.941.521) 1.007.256.149.470 Profit for the year
Penghasilan (rugi) komprehensif lain: Other comprehensive income (loss):
Pengukuran kembali program imbalan pasti 28 - - - - - - (76.586.185.357) - - (76.586.185.357) (14.457.355.305) (91.043.540.662) Remeasurement of defined benefit plan
Perubahan nilai wajar aset keuangan Changes of fair value of
tersedia untuk dijual 12 - - - - - - 3.783.337.000 - - 3.783.337.000 - 3.783.337.000 available-for-sale financial assets
Rugi proforma merging entity - - - - - (10.124.179.430) - - - (10.124.179.430) - (10.124.179.430) Proforma loss merging entity
Pembalikan proforma ekuitas merging entity - - - - - (339.326.428.070) - - - (339.326.428.070) 404.622.532.406 65.296.104.336 Reversal of proforma equity merging entity
Tambahan modal disetor - (59.048.538.134) - - - - - - - (59.048.538.134) - (59.048.538.134) Additional paid-in capital
Bagian rugi komprehensif dari entitas asosiasi - - - - - - (66.355.345) - - (66.355.345) - (66.355.345) Other comprehensive loss from associate company
Saldo tanggal 31 Desember 2019 15.971.652.000.000 (59.048.538.134) - 869.462.020.868 (26.316.798.626) - (316.390.911.302) 7.072.640.364.594 548.808.292.108 24.060.806.429.508 382.002.455.833 24.442.808.885.341 Balance as of December 31, 2019
Penyesuaian saldo awal atas Beginning balance adjustments for

penerapan PSAK 71, setelah Pajak 4 Implementation of PSAK 71, net of tax
Cadangan penurunan nilai aset keuangan - - - - - - - - (59.027.883.674) (59.027.883.674) (6.555.683.049) (65.583.566.723) Allowance for financial asset impairment
Konversi BPYBDS ke modal disetor lainnya 30, 31 - - 881.022.753.453 (881.022.753.453) - - - - - - Conversion BPYBDS to other paid in capital
Dividen 32 - - - - - - - - - - (5.714.985) (5.714.985) Dividend
Cadangan umum 32 - - - - - - - 1.015.672.090.991 (1.015.672.090.991) GeneraI reserve
Rugi tahun berjalan - - - - - - - - (2.433.507.256.198) (2.433.507.256.198) (62.959.920.835) (2.496.467.177.033) Loss for the year
Penghasilan (rugi) komprehensif lain: Other comprehensive income (loss):
Pengukuran kembali program imbalan pasti 28 - - - - - - (507.637.752.434) - (507.637.752.434) (9.389.664.766) (517.027.417.200) Remeasurement of defined benefit plan
Perubahan nilai wajar aset keuangan lainnya 12 - - - - - - 2.513.100.000 - - 2.513.100.000 - 2.513.100.000 Changes of fair value of other financial assets
Bagian rugi komprehensif dari entitas asosiasi - - - - - - 95.542.470 - - 95.542.470 - 95.542.470 Other comprehensive loss from associate company
Lainnya - - - - - - (22.587.672.089) - - (22.587.672.089) (26.131.154.731) (48.718.826.820) Others
Saldo tanggal 31 Desember 2020 15.971.652.000.000 (59.048.538.134) 881.022.753.453 (11.560.732.585) (26.316.798.626) - (844.007.693.355) 8.088.312.455.585 (2.959.398.938.755) 21.040.654.507.583 276.960.317.467 21.317.614.825.050 Balance as of December 31, 2020
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian ini secara keseluruhan. The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements taken as a whole.
7

LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CASH FLOWS

Catatan/
2020 Notes 2019
ARUS KAS DARI CASH FLOWS FROM

AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 5.006.718.737.623 10.881.188.634.900 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers
dan pihak ketiga lainnya (2.972.164.855.634) (5.172.339.093.770) and other third parties
Pembayaran kepada karyawan (1.957.123.327.340) (2.035.809.792.736) Payments to employees
Pembayaran pajak (182.700.213.993) (863.369.337.203) Payments for taxes
Pembayaran beban bunga (1.199.988.391.864) (795.854.208.984) Payment of interest expense
Penerimaan pendapatan bunga 101.308.535.762 122.169.628.987 Receipt of interest income
Pembayaran lainnya (38.540.463.970) (40.248.726.215) Other payments
Kas neto yang (digunakan untuk) Net cash provided (used in)
diperoleh dari aktivitas operasi (1.242.489.979.416) 2.095.737.104.979 by operating activities

AKTIVITAS INVESTASI INVESTING ACTIVITIES
Perolehan aset tetap dan Acquisition of fixed assets and
uang muka pembelian tanah (2.372.120.043.999) 14,16 (5.695.390.700.612) advance for land acquisition
Penerimaan dari penjualan aset tetap 1.466.441.770 187.680.217.564 Proceeds from sales of fixed asset
Additional investment
Penambahan penyertaan saham (85.000.000.000) (291.600.000.000) in shares of stocks
Hasil penjualan aset keuangan Proceed from the sale of
lainnya 20.000.000.000 12.000.000.000 other financial assets
Kas neto yang digunakan untuk Net cash used in

aktivitas investasi (2.435.653.602.229) (5.787.310.483.048) investing activities

AKTIVITAS PENDANAAN FINANCING ACTIVITIES
Penerimaan utang bank jangka pendek 558.554.535.799 25 - Proceed from short-term bank loan
Penerimaan pinjaman jangka panjang: Proceeds from long-term loans:
Utang bank jangka panjang 100.184.440.564 26a 4.110.309.262.998 Long-term bank loans
Utang obligasi 2.250.000.000.000 26b - Bonds payable
Pembayaran utang bank Payment of short-term
jangka pendek (32.000.000.000) 25 - bank loans
Pembayaran utang bank Payment of long-term
jangka panjang (195.813.500.000) 26a (335.336.000.000) bank loans
Pembayaran biaya Payments of transaction costs
transaksi utang bank (8.000.000.000) (6.391.058.290) for bank loans
Pembayaran biaya Payments of transaction costs
transaksi utang obligasi (3.461.768.000) - for bonds payable
Pembayaran dividen kas - 32 (439.670.327.000) Payments of cash dividend
Pembayaran liabilitas sewa (78.330.386.843) 17 - Payments of lease liabilities
Kas neto yang diperoleh dari Net cash provided by

aktivitas pendanaan 2.591.133.321.520 3.328.911.877.708 financing activities
PENURUNAN NETO NET DECREASE IN

KAS DAN SETARA KAS (1.087.010.260.125) (362.661.500.361) CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

AWAL TAHUN 3.424.094.211.192 5 3.786.755.711.553 AT BEGINNING OF YEAR

AKHIR TAHUN 2.337.083.951.067 5 3.424.094.211.192 AT END OF YEAR
8
The original consolidated financial statements included herein are in the
Indonesian language.

CATATAN ATAS LAPORAN NOTES TO THE CONSOLIDATED
KEUANGAN KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2020 dan untuk As of December 31, 2020 and
Tahun yang Berakhir pada Tanggal Tersebut for the Year Then Ended
1. UMUM 1. GENERAL
a. Pendirian Perusahaan a. The Company’s Establishment

PT Angkasa Pura II (Persero) (“Perusahaan”) PT Angkasa Pura II (Persero) (“the Company”)
adalah Badan Usaha Milik Negara (BUMN) di is a State-Owned Enterprises (BUMN) under
lingkungan Kementerian Perhubungan. the supervision of Ministry of Transportation.
Sebelumnya bernama Perum Pelabuhan Udara Previously named Perum Pelabuhan Udara
Jakarta Cengkareng, yang didirikan Jakarta Cengkareng, which was established by
berdasarkan Peraturan Pemerintah (PP) Government Regulation (PP) No. 20 Year
No. 20 Tahun 1984. Perubahan nama dari 1984. The change from Perum Pelabuhan
Perum Pelabuhan Udara Jakarta Cengkareng Udara Jakarta Cengkareng to Perum Angkasa
menjadi Perum Angkasa Pura II dilakukan Pura II is based on PP No. 26 Year 1986.
berdasarkan PP No. 26 Tahun 1986. Furthermore, with the PP No. 14 Year 1992,
Selanjutnya, dengan PP No. 14 Tahun 1992, Perum Angkasa Pura II changed its status of
Perum Angkasa Pura II berubah status badan legal entity into a Perusahaan Perseroan
hukumnya menjadi Perusahaan Perseroan (Persero).
(Persero).
Perusahaan didirikan berdasarkan Akta Notaris The Company was established based on Deed
Muhani Salim S.H., No. 3 tanggal No. 3 dated January 2, 1993 of Notary Muhani
2 Januari 1993 dan diubah dengan Akta Notaris Salim, S.H., and amended by Deed No. 96
No. 96 tanggal 19 Maret 1993 oleh notaris yang dated March 19, 1993 by the same notary. The
sama. Akta pendirian tersebut disahkan oleh deed of establishment was approved by the
Menteri Kehakiman Republik Indonesia Minister of Justice of the Republic of Indonesia
sesuai dengan Surat Keputusan in its Decision Letter No. C2-2471.HT.
No. C2-2471.HT.01.01.Th.93 tanggal 24 April 01.01.Th.93 dated April 24, 1993 and published
1993 dan diumumkan dalam Berita Negara in the State Gazette No. 63 dated August 8,
Republik Indonesia No. 63 tanggal 1995.
8 Agustus 1995.
Anggaran Dasar Perusahaan telah disesuaikan The Company’s articles of association have
dengan Undang-Undang Nomor 40 Tahun 2007 been adjusted to Law No. 40 of 2007
tentang Perseroan Terbatas berdasarkan Akta concerning Perseroan Terbatas through
Notaris Silvia Abbas Sudrajat, S.H., Sp.N., Notarial Deeds No. 38 dated November 18,
No. 38 tanggal 18 November 2008 yang telah 2008 of Silvia Abbas Sudrajat, S.H., Sp.N. The
disetujui oleh Menteri Hukum dan Hak Asasi deed was approved by the Minister of Law and
Manusia Republik Indonesia melalui keputusan Human Rights of the Republic of Indonesia in
No. AHU-98879.AH.01.02. Tahun 2008 tanggal decission letter No. AHU-98879.AH.01.02.
22 Desember 2008 dan diumumkan dalam Tahun 2008 and published in the State Gazette
Berita Negara RI Tahun 2009 Nomor 10, Year 2009 No.10, Suplement to the State
Tambahan Berita Negara RI Nomor 3214. Gazette No. 3214
Anggaran Dasar Perusahaan telah beberapa The Company’s articles of association have
kali mengalami perubahan, terakhir been amended several times, the latest
berdasarkan Akta Notaris Maya Veronica, S.H., amendments through Notarial Deeds No. 21
M.Kn., No. 21 tanggal 26 Maret 2019 dated March 26, 2019 of Maya Veronica, S.H.,
di antaranya tentang perubahan ruang lingkup M.Kn., regarding, among others, changes in
kegiatan usaha, peningkatan modal dasar, dan scope of business activities, increase in
penambahan modal ditempatkan dan disetor authorized capital, increase issued and paid up
Perusahaan. Akta tersebut telah disetujui oleh capital of the Company. The deed was
Menteri Hukum dan Hak Asasi Manusia approved by the Minister of Law and Human
Republik Indonesia melalui keputusan No. Rights of the Republic of Indonesia in decission
AHU-0018760.AH.01.02.TAHUN 2019 tanggal letter No. AHU-0018760.AH.01.02.TAHUN
5 April 2019 (Catatan 29). 2019 dated April 5, 2019 (Note 29).
9

1. UMUM (lanjutan) 1. GENERAL (continued)
a. Pendirian Perusahaan (lanjutan) a. The Company’s Establishment (continued)
Berdasarkan pasal 3 Anggaran Dasar Based on article 3 of its Articles of Association,

Perusahaan, kegiatan utama Perusahaan the Company’s main activities are conducting
adalah menyelenggarakan usaha jasa airport service business and other related
kebandarudaraan dan pelayanan jasa terkait businesses in conformity with business
bandar udara dalam arti seluas-luasnya dan principles of a limited company.
usaha-usaha lainnya yang mempunyai
hubungan dengan usaha tersebut sesuai
dengan prinsip-prinsip Perseroan Terbatas.
Perusahaan memulai operasi komersialnya The Company started its commercial operation
pada tahun 1984. in 1984.
Kantor pusat Perusahaan berlokasi di Bandara The Company is located in Soekarno-Hatta

Soekarno-Hatta, Tangerang, Provinsi Banten. Airport in Tangerang, Banten Province. The
Perusahaan saat ini mempunyai 19 (sembilan Company currently have 19 (nineteen) branch
belas) kantor cabang yang masing-masing offices located in each airport managed by the
berlokasi di bandar udara yang dikelola Company with details as follows:
Perusahaan, dengan rincian sebagai berikut:
1) Bandar Udara Internasional Soekarno- 1) Soekarno-Hatta International Airport,

Hatta, Tangerang Tangerang
2) Bandar Udara Halim Perdanakusuma, 2) Halim Perdanakusuma Airport, Jakarta
Jakarta
3) Bandar Udara Sultan Mahmud Badaruddin 3) Sultan Mahmud Badaruddin II Airport,
II, Palembang Palembang
4) Bandar Udara Supadio, Pontianak 4) Supadio Airport, Pontianak
5) Bandar Udara Internasional Kualanamu, 5) Kualanamu International Airport, Deli
Deli Serdang Serdang
6) Bandar Udara Sultan Syarif Kasim II, 6) Sultan Syarif Kasim Il Airport, Pekanbaru
Pekanbaru
7) Bandar Udara Internasional Minangkabau, 7) Minangkabau International Airport, Padang
Padang
8) Bandar Udara Internasional Sultan 8) Sultan Iskandar Muda International Airport,
Iskandar Muda, Banda Aceh Banda Aceh
9) Bandar Udara Internasional Husein 9) Husein Sastranegara International Airport,
Sastranegara, Bandung Bandung
10) Bandar Udara Raja Haji Fisabilillah, 10) Raja Haji Fisabilillah Airport, Tanjung
Tanjung Pinang Pinang
11) Bandar Udara Sultan Thaha, Jambi 11) Sultan Thaha Airport, Jambi
12) Bandar Udara Depati Amir, Pangkal 12) Depati Amir Airport, Pangkal Pinang
Pinang
13) Bandar Udara Silangit, Siborong-Borong 13) Silangit Airport, Siborong-Borong
14) Bandar Udara Banyuwangi, Banyuwangi 14) Banyuwangi Airport, Banyuwangi
15) Bandar Udara Internasional Jawa Barat, 15) West Java International Airport, Kertajati
Kertajati
16) Bandar Udara Tjilik Riwut, Palangkaraya 16) Tjilik Riwut Airport, Palangkaraya
17) Bandar Udara H.A.S. Hanandjoeddin, 17) H.A.S Hanandjoeddin Airport, Tanjung
Tanjung Pandan Pandan
18) Bandar Udara Fatmawati, Bengkulu 18) Fatmawati Soekarno Airport, Bengkulu
19) Bandar Udara Internasional Radin Inten II, 19) Radin Inten II International Airport,
Lampung Lampung
10


b. Dewan Komisaris dan Direksi, Komite Audit b. Board of Commissioners and Directors,
dan Karyawan Audit Committee and Employees
Susunan Dewan Komisaris dan Direksi The compositions of the Company’s Board
Perusahaan pada tanggal 31 Desember 2020 of Commissioners and Directors as of
dan 2019 adalah sebagai berikut: December 31, 2020 and 2019 were as follows:
31 Desember 2020/ 31 Desember 2019/
December 31, 2020 December 31, 2019
Dewan Komisaris Board of Commissioners
Komisaris Utama & President Commissioner &
Komisaris Independen Agus Santoso Iswan Elmi (Plt) Independent Commissioner
Wakil Komisaris Utama & Vice President Commisioner &
Komisaris Independen Mochtar Husein - Independent Commissioner
Komisaris Independen Abdul Muis Mujahidin Harpin Ondeh Independent Commissioner
Komisaris Andus Winarno Andus Winarno Commissioner
Komisaris Dodi Iskandar Mohamad Pramintohadi Commissioner
Komisaris Tubagus Fiki Chikara Satari Dodi Iskandar Commissioner
Direksi Directors
Direktur Utama Muhammad Awaluddin Muhammad Awaluddin President Director
Wakil Direktur Utama Edwin Hidayat Abdullah Edwin Hidayat Abdullah Vice President Director
Direktur Komersial Ghamal Peris Aulia Djoko Murjatmodjo Director of Commercial
Direktur Teknik Agus Wialdi Daan Achmad Director of Engineering
Direktur Operasi dan Pelayanan Muhammad Wasid Ituk Herarindri Director of Operation and Service
Direktur Keuangan Wiweko Probojakti Bayu Rafisukmawan Director of Finance
Direktur Human Capital Ajar Setiadi Ajar Setiadi Director of Human Capital
Direktur Transformasi Director of Transformation
dan Portofolio Strategis Armand Hermawan Armand Hermawan and Strategic Portofolio
Susunan Komite Audit Perusahaan pada The composition of the Company’s Audit
tanggal 31 Desember 2020 dan 2019 adalah Committee as of December 31, 2020 and 2019
Komite Audit Audit Committee
Ketua/Anggota Agus Santoso Mujahidin Harpin Ondeh Chairman/Member
Wakil Ketua/Anggota - Andus Winarno Vice Chairman/Member
Wakil Ketua/Anggota Dodi Iskandar Dodi Iskandar Vice Chairman/Member
Anggota Irwanda Wisnu Wardhana Irwanda Wisnu Wardhana Member
Anggota Hermawan Syahrul Dewi Hanggraeni Member
Total manfaat yang dibayarkan oleh Kelompok Total benefits paid by the Group for the Board
Usaha untuk Dewan Komisaris dan Direksi of Commissioners and Board of Directors
masing-masing sebesar Rp61.642.669.219 amounted to Rp61,642,669,219 and
dan Rp88.376.137.432 untuk tahun yang Rp88,376,137,432 for the years ended
berakhir pada tanggal-tanggal 31 Desember December 31, 2020 and 2019, respectively.
2020 dan 2019.
Pada tanggal 31 Desember 2020 dan 2019, On December 31, 2020 and 2019, the number
jumlah karyawan tetap Kelompok Usaha of permanent employees of the Group are
masing-masing sebanyak 7.077 dan 7.144. 7,077 and, 7,144 respectively.
Induk Perusahaan, yang juga adalah induk The Company’s parent, which is also the
terakhir Perusahaan, adalah Pemerintah Company’s ultimate parent, is the Government
Republik Indonesia. of the Republic of Indonesia.
Laporan keuangan konsolidasian PT Angkasa The consolidated financial statements of
Pura II (Persero) dan entitas anaknya tanggal PT Angkasa Pura II (Persero) and its
31 Desember 2020 dan 2019 diselesaikan dan subsidiaries as of December 31, 2020
diotorisasi untuk terbit oleh Direksi Perusahaan and 2019 are completed and authorized for
pada tanggal 16 April 2021. Direksi Perusahaan issuance on April 16, 2021. The Company’s
yang menandatangani Surat Pernyataan Directors who signed the Directors’ statement
Direksi bertanggung jawab atas penyusunan are responsible for the fair preparation and
dan penyajian wajar laporan keuangan presentation of such consolidated financial
konsolidasian tersebut. statements.
11

c. Entitas Anak c. Subsidiaries

Laporan keuangan konsolidasian mencakup The consolidated financial statements include the
akun-akun Perusahaan dan Entitas Anak accounts of the Company and the following
(selanjutnya disebut “Kelompok Usaha”) berikut Subsidiaries (collectively referred to hereafter as
ini, dimana Perusahaan mempunyai “the Group”), over which the Company has
pengendalian: control:
Kepemilikan (%)/ Total Aset sebelum Eliminasi/
Ownership (%) Total Assets before Elimination
31 Desember/December 31, 31 Desember/December 31,

Entitas Anak/ Jenis Usaha/ Domisili/
Subsidiaries Nature of Business Domicile 2020 2019 2020 2019
Kepemilikan Langsung/Direct Ownership
PT Angkasa Pura Solusi Penyedia jasa aviation security (avsec), Tangerang 99,99 99,99 954.716.346.019 1.303.968.338.504
(“APS”) Information Communication and
Technology (ICT) dan media, jasa
kebersihan dan pengelolaan parkir/
Engaged in aviation security (avsec),
Information Communication and
Technology (ICT) and media, cleaning
services and parking.
PT Angkasa Pura Kargo Operator gudang public restricted area dan Tangerang 99,95 99,95 449.962.382.364 441.853.442.744
(“APK”) operator groundhandling, jasa pelayanan
kargo dan pos udara, jasa transportasi dan
jasa logistik lainnya, penyediaan jasa
pelayanan kargo khusus, penyediaan jasa
keamanan dan safety barang, penyediaan
jasa tenaga kerja (outsourcing) serta jasa
titipan/ Public warehouse restricted area
operator and groundhandling operator,
cargo and airmail services, transportation
services and other logistic services,
provides services in exclusive cargo,
provides security services, provides
outsourcing services and delivery services.
PT Angkasa Pura Melakukan jasa konsultasi dan konstruksi Tangerang 99,93 99,93 215.526.931.492 231.314.868.739
Propertindo (“APP”) properti, pengelolaan ruangan secara
komersial di bandar udara, penyediaan dan
pengelolaan aset komersial, penyediaan
tenaga listrik bandar udara dan lingkungan
sekitar bandar udara, serta pengadaan jasa
tenaga kerja untuk kegiatan yang
berhubungan dengan properti/
Providing property consultancy and
constructions, room management services
in airport, provision and management for
commercial assets, electricity supply
services at the airport and around the
airport and providing workforce in relation
to property.
PT Angkasa Pura Melakukan jasa pelayanan jasa Medan 99,00 99,00 27.296.090.212 42.348.538.040
Aviasi (“APA”) kebandarudaraan meliputi jasa pesawat
udara, penumpang, barang dan pos,
melakukan jasa terkait bandar udara,
penyediaan jasa dalam rangka optimalisasi
pemanfaatan sumber daya di luar daerah
lingkungan kerja bandar udara/ Providing
airport services including aircraft,
passenger, goods and postal, providing
airport-related services, providing service to
optimize the use of resources outside airport
area.
PT Gapura Angkasa Kegiatan utama Gapura berdasarkan Jakarta 46,62 46,62 1.438.530.126.994 1.363.184.643.494
(“GA”) anggaran dasarnya adalah menyediakan
jasa penunjang pengangkutan
(groundhandling) udara dan
pengangkutan barang/ The main
business of Gapura based on its Articles
of Association are providing
groundhandling services in airports and
cargo services.
Kepemilikan Tidak Langsung/ Indirect Ownership

Dimiliki melalui APS/Owned through APS
PT Angkasa Pura Solusi Menyediakan jasa tenaga kerja, jasa Tangerang 80,00 80,00 25.357.875.105 34.274.098.298
Integra (“APSI”) konsultasi, jasa pendidikan dan pelatihan
dan jasa meeting, incentive, convention
and exhibition (MICE)/
Providing outsource services, consultancy
services, education and training services,
and meeting, incentive, convention and
exhibition (MICE) services.
12

c. Entitas Anak (lanjutan) c. Subsidiaries (continued)

31 Desember/December 31, 31 Desember/December 31,

Entitas Anak/ Jenis Usaha/ Domisili/
Subsidiaries Nature of Business Domicile 2020 2019 2020 2019
Kepemilikan Tidak Langsung/ Indirect Ownership

Dimiliki melalui/Owned through APS
PT Angkasa Pura Solusi Melakukan usaha dibidang aktivitas Tangerang 99,00 99,00 65.281.153.109 24.500.374.214
Digital (“APSD”) pemrograman, konsultasi computer dan
kegiatan YBDI; perdagangan besar, bukan
mobil dan sepeda motor; aktivitas jasa
informasi; telkomunikasi; aktivitas
penerbitan; periklanan dan penelitian
pasar; aktivitas administrasi kantor,
aktivitas penunjang kantor dan aktivitas
penunjang usaha lainya.
Operates in programming activity,
computer consultation and other related
activities; large trade, except cars and
motorvehicles; information service activity;
telecommunication; publishing activity;
market advertising and research; office
administration activity, office supporting
activity and other supporting business
activity.
PT Angkasa Pura Solusi (“APS”) PT Angkasa Pura Solusi (“APS”)
Kepemilikan Perusahaan di APS sebelum The Company’s ownership in APS before

akuisisi saham pada tanggal 28 November shares acquisition on November 28, 2011 was
2011 adalah 50% atau 15.000 saham senilai 50% or 15,000 shares amounting to
Rp3.428.250.000. Rp3,428,250,000.
Berdasarkan Akta Notaris Otty H.C Ubayani, Based on Deed No. 49 dated November 28,
S.H., No. 49 tanggal 28 November 2011, 2011 of Notary Otty H.C Ubayani, S.H., Schipol
Schipol International B.V setuju untuk International B.V agreed to transfer its 14,999
mengalihkan 14.999 sahamnya kepada shares to the Company with nominal value of
Perusahaan dengan Rp228.550 per saham Rp228,550 per share or amounting to
atau senilai Rp3.428.021.450 dan 1 lembar Rp3,428,021,450 and its 1 share to Mr. Luthfy
sahamnya kepada Tuan Luthfy Edrus dengan Edrus with nominal value of Rp228,550 per
harga Rp228.550 per saham atau senilai share or amounting to Rp228,550. Thus, the
Rp228.550. Dengan demikian, kepemilikan Company’s ownership in APS became 29,999
saham Perusahaan di APS menjadi 29.999 shares or 99.997% and PT Angkasa Pura
lembar atau 99,997% dan PT Angkasa Pura Schipol changed its name to PT Angkasa Pura
Schipol merubah namanya menjadi Solusi.
PT Angkasa Pura Solusi.
Berdasarkan Akta Notaris Maya Veronica, SH., Based on Deed No. 1 dated February 1, 2017
M.Kn. No. 1 tanggal 1 Februari 2017, of Notary Maya Veronica, SH., M.Kn.,
Tuan Luthfy Edrus mengalihkan 1 lembar Mr. Luthfy Edrus transfer its 1 share to the
sahamnya kepada Koperasi Karyawan Koperasi Karyawan PT Angkasa Pura II
PT Angkasa Pura II (Persero) Satya Ardhia (Persero) Satya Ardhia with nominal value of
dengan harga Rp228.550 per saham atau Rp228,550 per share or amounting to
senilai Rp228.550. Rp228,550.
APS memulai operasi komersialnya pada tahun APS started its commercial operation in 1998.
1998.
Berdasarkan Keputusan Menteri Hukum dan Based on Ministry of Law and Human Rights
Hak Asasi Manusia Republik Indonesia nomor Republic of Indonesia’s Decision number
AHU-0029303.AH.01.02. Tahun 2019 tanggal AHU-0029303.AH.01.02. Year 2019 on May
28 Mei 2019, Perusahaan menyetujui untuk 28, 2019, the Company agree to increase the
meningkatkan modal dasar menjadi 1.870.216 authorized capital to 1,870,216 shares with
lembar dengan Rp228.550 per saham atau nominal value of Rp228,550 per shares or
senilai Rp427.437.866.800 di APS. amounting to Rp427,437,866,800 in APS.
13

PT Angkasa Pura Solusi (“APS”) (lanjutan) PT Angkasa Pura Solusi (“APS”)

(continued)
Dari modal dasar tersebut telah ditempatkan From this authorized capital, 467,539 shares
dan disetor oleh Perusahaan dan Koperasi PT amounting to Rp106,856,038,450 and
Angkasa Pura II (Persero) Satya Ardhia, 15 shares amounting to Rp3,428,250 has been
masing-masing sejumlah 467.539 lembar atau issued and fully paid by the Company and by
senilai Rp106.856.038.450 dan sejumlah 15 Koperasi Karyawan PT Angkasa Pura II
lembar atau senilai Rp3.428.250. (Persero) Satya Ardhia.
Susunan pemegang saham dan kepemilikan The details of the shareholders and their share
saham APS pada tanggal 31 Desember 2020 ownerships of APS as of December 31, 2020
adalah sebagai berikut: are as follows:
Saham Ditempatkan Persentase
Total Saham/ dan Disetor/ Kepemilikan/
Total Shares Shares Issued Percentage
Pemegang Saham (Lembar/Shares) and Fully Paid of ownership (%) Shareholders
PT Angkasa Pura II (Persero) 467.539 106.856.038.450 99,997 PT Angkasa Pura II (Persero)

Koperasi Karyawan Koperasi Karyawan
PT Angkasa Pura II PT Angkasa Pura II (Persero)
(Persero) Satya Ardhia 15 3.428.250 0,003 Satya Ardhia
Total 467.554 106.859.466.700 100,000 Total
Saat ini, APS bergerak dalam kegiatan- APS is presently engaged in aviation security
kegiatan penyedia jasa aviation security (avsec), Information Communication and
(avsec), Information Communication and Technology (ICT) and media, cleaning services
Technology (ICT) dan media, jasa kebersihan and parking.
dan pengelolaan parkir.
Laporan keuangan APS mencakup akun-akun Financial statements of APS include the
APS dan Kerjasama Operasi dibawah ini sesuai accounts of APS and the following Joint
dengan PSAK No. 66 (selanjutnya disebut Operation in accordance with PSAK No. 66
“KSO”), dimana APS mengakui proporsi hak (hereafter referred to as “JO”), over which APS
atas aset dan kewajiban atas liabilitas recognize proportions of rights to the assets,
berdasarkan pengaturan bersama sebagai and obligations for the liabilities, based on the
berikut: joint arrangement as follows:
Jenis Usaha/ Domisili/ 31 Desember/December 31, 31 Desember/ December 31,

KSO/JO Nature of Business Domicile 2020 2019 2020 2019
KSO AP Solusi Menyediakan jasa pelayanan Halim, 51 51 3.041.092.860 5.000.821.826
Premair penumpang di bandara (ruang Jakarta
tunggu)/Providing passengers service in
airport (lounge).
KSO AP Solusi Menyediakan jasa pelayanan Tangerang 60 60 2.579.259.228 4.854.827.988
Mandai Prima penumpang di bandara (ruang
airport (lounge).
KSO AP Solusi Blue Menyediakan jasa pelayanan Medan 51 51 15.223.285.491 23.290.006.572

Sky penumpang di bandara (ruang
airport (lounge).
14


(continued)
Laporan keuangan APS mencakup akun-akun Financial statements of APS include the
APS dan Kerjasama Operasi dibawah ini sesuai accounts of APS and the following Joint
dengan PSAK No. 66 (selanjutnya disebut Operation in accordance with PSAK No. 66
“KSO”), dimana APS mengakui proporsi hak (hereafter referred to as “JO”), over which APS
atas aset dan kewajiban atas liabilitas recognize proportions of rights to the assets,
berdasarkan pengaturan bersama sebagai and obligations for the liabilities, based on the
berikut: (lanjutan) joint arrangement as follows: (continued)
Jenis Usaha/ Domisili/ 31 Desember/December 31, 31 Desember/ December 31,

KSO/JO Nature of Business Domicile 2020 2019 2020 2019
KSO AP Solusi - ISS Mengoperasikan, mengelola dan Jakarta 51 51 104.920.256.354 118.297.474.736
Indonesia mengembangkan jasa kebersihan di
seluruh bandara pengelolaan AP
II/Operate, manage and develop cleaning
service in all airport areas under AP II
management.
KSO AP Solusi Blue Menyediakan jasa pelayanan Bandung 60 60 4.642.726.719 5.017.159.187
Sky BDO penumpang di bandara (ruang tunggu) di
bandara Husein
Sastranegara/Providing passengers
service in airport (lounge) in Husein
Sastranegara airport
KSO AP Solusi - Menyediakan jasa pelayanan Tangerang 60 60 3.658.640.897 5.733.232.331

Trikama Boga penumpang di bandara (ruang
airport (lounge).
KSO AP Solusi Blue Menyediakan jasa pelayanan Pangkal 60 60 6.115.566.610 6.451.721.341

Sky PGK penumpang di bandara (ruang tunggu) Pinang
di bandara Depati Amir/
Providing passengers service in airport
(lounge) in Depati Amir airport
KSO AP Solusi - Kerjasama dalam melakukan operasi Jakarta 51 51 16.048.461.554 31.415.851.112

WRK dan pemeliharaan peralatan mekanikal
elektrikal di bandara-bandara yang
dikelola oleh pemberi kerja dengan
lingkup pekerjaan secara terperinci yang
disepakati kemudian oleh para pihak
dengan pemberi kerja/ Cooperation in
operating and maintaining mechanical-
electrical equipment in airports operated
by employer with detailed scope of work
later agreed by all parties with the
employer.
KSO AP Solusi - Menyediakan jasa pelayanan Jambi 60 60 4.861.807.668 4.877.288.892

Trikama Boga penumpang di bandara (ruang
tunggu)/Providing passengers service
in airport (lounge).
KSO AP Solusi Menyediakan jasa pelayanan Tangerang 70 70 61.053.873.670 65.636.379.576

Global penumpang di bandara (ruang
airport (lounge).
*) KSO AP Solusi - Inovasi Lintas Media berakhir pada tanggal 1 Januari 2019/KSO AP Solusi - Inovasi Lintas Media has ended on January 1, 2019
**) KSO APSarana berakhir pada tanggal 28 Februari 2019/KSO APSarana has ended on February 28, 2019
Berdasarkan Akta Notaris Aryadi, SH., Mkn. Based on Deed No. 37 dated December 31,
No. 37 tanggal 31 Desember 2018, APS 2018 of Notary Aryadi, SH., Mkn., APS
mendirikan PT Angkasa Pura Solusi Integra established PT Angkasa Pura Solusi Integra
(“APSI”). Akta tersebut telah disahkan oleh (“APSI”). The deed has been approved by the
Menteri Hukum dan Hak Asasi Manusia Minister of Law and Human Rights of Republic
Republik Indonesia melalui Surat Keputusan of Indonesia through Decision Letter No. AHU-
No. AHU-0000717.AH.01.01 Tahun 2019 0000717.AH.01.01 Year 2019 dated January 8,
tanggal 8 Januari 2019. 2019.
15


(continued)
saham APSI pada tanggal 31 Desember 2020 ownerships of APSI as of December 31, 2020
PT Angkasa Pura Solusi 4.000 4.000.000.000 80,00 PT Angkasa Pura Solusi

PT Delta Angkasa PT Delta Angkasa
Pratama 1.000 1.000.000.000 20,00 Pratama
Total 5.000 5.000.000.000 100,000 Total
Kegiatan utama APSI berdasarkan anggaran The main business of APSI based on its Articles
dasarnya adalah menyediakan jasa tenaga of Association are providing outsource
kerja, jasa konsultasi, jasa pendidikan dan services, consultancy services, education and
pelatihan dan jasa meeting, incentive, training services, and meeting, incentive,
convention and exhibition (MICE). convention and exhibition (MICE) services.
Berdasarkan Akta Notaris Maya Veronika, SH., Based on Deed No. 10 dated June 26, 2019 of
Mkn. No 10 tanggal 26 Juni 2019, APS Notary Maya Veronica, SH., Mkn., APS
mendirikan PT Angkasa Pura Sarana Digital established PT Angkasa Pura Sarana Digital
(“APSD”). Akta tersebut telah disahkan oleh (“APSD”). The deed has been approved by the
Menteri Hukum dan Hak Asasi Manusia Minister of Law and Human Rights of Republic
Republik Indonesia melalui Surat Keputusan of Indonesia through Decision Letter No. AHU-
No. AHU-0033120.AH.01.01 Tahun 2019 0033120.AH.01.01 Year 2019 dated July 11,
tanggal 11 Juli 2019. 2019.
saham APSD pada tanggal 31 Desember 2020 ownerships of APSD as of December 31, 2020
PT Angkasa Pura Solusi 9.900 9.900.000.000 99,00 PT Angkasa Pura Solusi

PT Angkasa Pura PT Angkasa Pura
Solusi 100 100.000.000 1,00 Solusi
Total 10.000 10.000.000.000 100,000 Total
Kegiatan utama APSD berdasarkan anggaran The main business of APSD based on its
dasarnya adalah melakukan usaha dibidang Articles of Association is to operats in
aktivitas pemrograman, konsultasi komputer programming activity, computer consultation
dan kegiatan YBDI; perdagangan besar, bukan and other related activities; large trade, except
mobil dan sepeda motor; aktivitas jasa cars and motorvehicles; information service
informasi; telkomunikasi; aktivitas penerbitan; activity; telecommunication; publishing activity;
periklanan dan penelitian pasar; aktivitas market advertising and research; office
administrasi kantor, aktivitas penunjang kantor administration activity, office supporting activity
dan aktivitas penunjang usaha lainya. and other supporting business activity.
16

PT Angkasa Pura Kargo (“APK”) PT Angkasa Pura Kargo (“APK”)
Dibentuk sesuai dengan Surat Kementerian Formed based on the Letter of the Ministry of
BUMN nomor S-171/MBU/03/2016 tanggal State-Owned Enterprises No.
14 Maret 2016 perihal Persetujuan Pengurusan S-171/MBU/03/2016 dated March 14, 2016
Anak Perusahaan dan Keputusan Rapat Umum regarding the Approval for Management of
Pemegang Saham Rencana Kerja dan Subsidiary and the General Meeting of
Anggaran Perusahaan (RKAP) Shareholders on the Company’s Budget Plan
PT Angkasa Pura II (Persero) Tahun 2016 (CBP) PT Angkasa Pura II (Persero) 2016 No.
Nomor 04 tanggal 7 Januari 2016. Setoran 04 dated January 7, 2016. The Company’s
modal awal Perusahaan pada APK adalah initial subscription in APK totalled
Rp199.900.000.000. Rp199,900,000,000.
Akta Pendirian APK No. 8 tanggal 20 April 2016 Deed of Establishment of APK No. 8 dated
oleh notaris Maya Veronica, S.H, M.Kn., telah April 20, 2016 under notary Maya Veronica,
disahkan oleh Menteri Hukum dan Hak Asasi S.H., M.Kn. has been approved by the Minister
Manusia Republik Indonesia melalui Surat of Law and Human Rights of Republic of
Keputusan No. AHU-0020686.AH.01.01 Tahun Indonesia through Decision Letter No. AHU-
2016 tanggal 22 April 2016. 0020686. AH.01.01 Year 2016 dated
April 22, 2016.
Anggaran dasar APK telah mengalami The Articles of APK have been amended, most
perubahan, terakhir berdasarkan Akta Notaris recently by Notary Maya Veronika, SH., M.K.n
Maya Veronika, SH., M.Kn. No. 1 tanggal No. 1, dated October 1, 2019 regarding
1 Oktober 2019 tentang perubahan pasal 3 dan Amendments to the Article 3 and 14 of Articles
14 Anggaran Dasar Perusahaan. Perubahan of Associations. Amendments to the Articles of
Anggaran Dasar tersebut telah disetujui oleh Association was approved by the Ministry of
Menteri Hukum dan Hak Asasi Manusia Law and Human Rights of the Republic of
Republik Indonesia berdasarkan Surat Indonesia based on Decree No. AHU-
Keputusan No. AHU-0085784.AH.01.02 Tahun 0085784.AH.01.02 Year 2017 dated
2019 tanggal 23 Oktober 2019. October 23, 2019.
saham APK pada tanggal 31 Desember 2020 ownerships of APK as of December 31, 2020


Total 200.000 200.000.000.000 100,000 Total
17

PT Angkasa Pura Kargo (“APK”) (lanjutan) PT Angkasa Pura Kargo (“APK”)

(continued)
Kegiatan utama APK berdasarkan anggaran The main business of APK based on its Articles
dasarnya adalah operator gudang public of Association are public warehouse restricted
restricted area dan operator groundhandling, area operator and groundhandling operator,
jasa pelayanan kargo dan pos udara, cargo and airmail services, developing potential
pengembangan potensi bisnis seperti operator business such as line 2 operator (distribution
lini 2 (distribution center), gudang berikat, jasa center), bonded warehouse, transportation
transportasi dan jasa logistik lainnya, services and other logistic services, provides IT
penyediaan dan pelayanan IT di bidang kargo services in cargo and logistic, provides services
dan logistik, penyediaan jasa pelayanan kargo in exclusive cargo, provides security services,
khusus, penyediaan jasa keamanan dan safety provides outsourcing services, construction
barang, penyediaan jasa tenaga kerja services as the requirement to perform facility
(outsourcing), jasa konstruksi sebagai repairment and maintenance program in cargo
persyaratan dalam melaksanakan program area as well as delivery services, consists of
perbaikan dan pemeliharaan fasilitas di packages, money and mail deliveries.
kawasan kargo serta jasa titipan yang meliputi
jasa titipan paket, uang dan pos.
PT Angkasa Pura Propertindo (“APP”) PT Angkasa Pura Propertindo (“APP”)
BUMN No. S-171/MBU/03/2016 tanggal State-Owned Enterprises No. S-171/MBU/
14 Maret 2016 perihal Persetujuan Pengurusan 03/2016 dated March 14, 2016 regarding the
Anak Perusahaan dan Keputusan Rapat Umum Approval for Management of Subsidiary and the
Pemegang Saham Rencana Kerja dan General Meeting of Shareholders on the
Anggaran Perusahaan (RKAP) PT Angkasa Company’s Budget Plan (CBP) PT Angkasa
Pura II (Persero) Tahun 2016 No. 04 tanggal Pura II (Persero) 2016 No. 04 dated
7 Januari 2016. Setoran modal awal January 7, 2016. The Company’s initial
Perusahaan pada APP adalah subscription in APP totalled
Rp149.900.000.000. Rp149,900,000,000.
Akta Pendirian APP No. 9 tanggal 20 April 2016 Deed of establishment of APP No. 9 dated
oleh notaris Maya Veronica, S.H, M.Kn. telah April 20, 2016 under notary Maya Veronica,
disahkan oleh Menteri Hukum dan Hak Asasi S.H., M.Kn., has been approved by the Minister
Manusia Republik Indonesia melalui Surat of Law and Human Rights of the Republic of
Keputusan No. AHU-0020770.AH.01.01.Tahun Indonesia through Decision Letter No. AHU-
2016 tanggal 25 April 2016. 0020770.AH.01.01.Year 2016 dated
April 25, 2016.
Anggaran dasar APP telah mengalami The Articles of APP have been amended, most
perubahan, terakhir berdasarkan Akta Notaris recent by Notary Maya Veronica, SH., M.Kn No.
Maya Veronica, SH., M.Kn. No. 31 tanggal 31, dated January 31, 2020 regarding
31 Januari 2020 tentang perubahan pasal 3 Amendments to the Article 3 of Article of
Anggaran Dasar Perseroan. Perubahan Associations. Amendments to the Articles of
Anggaran Dasar tersebut telah disetujui oleh Association was approved by the Minister of
Menteri Hukum dan Hak Asasi Manusia Law and Human Rights of the Republic of
Republik Indonesia berdasarkan Surat Indonesia based on Decree No. AHU-
Keputusan No. AHU-0010748.AH.01.02.Tahun 0010748.AH.01.02.Year 2017 dated
2020 tanggal 7 Februari 2020. February 7, 2020.
18

PT Angkasa Pura Propertindo (“APP”) PT Angkasa Pura Propertindo (“APP”)

saham APP pada tanggal 31 Desember 2020 ownerships of APP as of December 31, 2020

Total 150.000 150.000.000.000 100,000 Total
Kegiatan usaha APP berdasarkan anggaran The business of APP based on its Articles of
dasarnya adalah kegiatan-kegiatan usaha yang Association are activities that aim to achieve
bertujuan untuk mencapai tujuan Perusahaan the Company's objectives in relation with
untuk pengelolaan kawasan bisinis di Bandar management of Airport’s business areas in
Udara Indonesia, perdagangan yang Indonesia, trading related to real estate and
berhubungan dengan real estate dan properti, property, and property management and
dan pengelolaan dan pemeliharaan properti maintenance including its facilities.
berikut fasilitas di dalamnya.
PT Angkasa Pura Aviasi (“APA”) PT Angkasa Pura Aviasi (“APA”)
BUMN No. S-666/MBU/10/2018 tanggal State-Owned Enterprises No. S-666/MBU/
8 Oktober 2018 perihal Persetujuan Pendirian 10/2018 dated October 8, 2018 regarding the
Anak Perusahaan yang Akan Mengelola Approval of the Establishment Subsiadary
dan/atau Melakukan Pengusahaan Bandara which will manage and/or conduct business in
Kualanamu. Kualanamu Airport.
Akta pendirian APA No. 7 tanggal 7 Nopember Deed of establishement of APA No. 7 dated
2018 oleh Notaris Maya Veronica, S.H, M.Kn. November 7, 2018 under Notary Maya
telah disahkan oleh Menteri Hukum dan Hak Veronica, S.H., M.Kn., has been approved by
Asasi Manusia Republik Indonesia melalui the Minister of Law and Human Rights of the
Surat Keputusan No. AHU0053600.AH.01.01. Republic of Indonesia through Decision Letter
Tahun 2018 tanggal 9 November 2018. No. AHU-0053600.AH.01.01.Year 2018 dated
November 9, 2018.
19

PT Angkasa Pura Aviasi (“APA”) (lanjutan) PT Angkasa Pura Aviasi (“APA”)

(continued)
saham APA pada tanggal 31 Desember 2020 ownerships of APA as of December 31, 2020


PT Angkasa Pura Solusi 100 100.000.000 1,00 PT Angkasa Pura Solusi
Total 10.000 10.000.000.000 100,00 Total
Kegiatan utama APA berdasarkan anggaran The main business of APA based on its Articles
dasarnya adalah melakukan jasa penyediaan, of Association are providing provision,
pengusahaan dan/atau pengembangan fasilitas enterprising, and/or development facilities for
untuk kegiatan pelayanan pendaratan, lepas landing, take off, maneuvering, parking and
landas, manuver, parkir dan penyimpanan aircraft storage services, terminal facilities for
pesawat, fasilitas terminal untuk pelayanan passenger, cargo and postal transportation
angkutan penumpang, kargo dan pos, fasilitas services, facilities for electronical, electricity,
elektronika, listrik, air dan instalasi limbah water and waste disposal services, lands for
buangan, lahan untuk bangunan, lapangan dan building, filed construction and industrial area
kawasan industri serta bangunan yang as well as buildings that are related to the
berhubungan dengan kelancaran angkutan operation of air traffic, providing related
udara, melakukan jasa terkait untuk menunjang services to support aircraft operation in airport,
kegiatan pelayanan operasi pesawat udara di sevices to support passenger and goods,
bandar udara, jasa untuk menunjang kegiatan providing related services to increasing value
pelayanan penumpang dan barang, jasa terkait added for the enterprising of airport and doing
untuk memberikan nilai tambah bagi business activity to optimize the use of
pengusahaan bandar udara dan melakukan resources outside airport area including
kegiatan usaha dalam rangka optimalisasi property, warehousing, offices, hotels, housing,
pemanfaatan sumber daya yang berada di luar apartment, car showroom, garage, restaurant,
daerah lingkungan kerja bandar udara meliputi SPBU, shopping center and business tourism,
usaha properti, pergudangan, perkantoran, resort, sports and recreation, hospitals,
perhotelan, perumahan, apartemen, bursa education and researches, telecommunications
mobil, bengkel, restoran, SPBU, pusat infrastructure and energy resources, rental
perbelanjaan dan bisnis pariwisata, resort, services.
olahraga dan rekreasi, rumah sakit, pendidikan
dan penelitian, prasarana telekomunikasi dan
sumber daya energi, dan jasa penyewaan.
PT Gapura Angkasa (“Gapura”) PT Gapura Angkasa (“Gapura”)
Berdasarkan akta pendirian Gapura yang Based on the deed of establishment of Gapura
dibuat oleh Notaris Imas Fatimah, S.H., No. 32 No. 32 dated January 26, 1998 prepared by
tanggal 26 Januari 1998, nilai penyertaan Notary Imas Fatimah, S.H., investment in
Perusahaan di Gapura adalah sebesar shares of the Company in Gapura amounted to
Rp67.200.000.000 atau 31,25%. Rp67,200,000,000 or 31.25%.
20

PT Gapura Angkasa (“Gapura”) (lanjutan) PT Gapura Angkasa (“Gapura”) (continued)
Pada tanggal 18 November 2019, Perusahaan On November 18, 2019, the Company
menambah kepemilikan saham di Gapura increased the share ownership in Gapura to
menjadi 46,62% dengan membeli saham baru 46.62% by purchasing new shares issued by
yang diterbitkan oleh Gapura dengan total nilai Gapura with total shares amount of
saham sebesar Rp61.900.000.000 Rp61,900,000,000 as stated in the Notarial
sebagaimana dinyatakan dalam Akta Notaris Deed No. 105 of Jimmy Tanal, S.H., M.Kn.,
Jimmy Tanal, S.H.,M.Kn., No. 105 tanggal 18 dated November 18, 2019 with consideration
November 2019 dengan imbalan sebesar paid of Rp247,600,000,000. The deed has
Rp247.600.000.000. Akta notaris tersebut telah been reported to Ministry of Law and Human
diberitahukan kepada Kementerian Hukum dan Rights of the Republic of Indonesia and has
HAM Republik Indonesia dan memperoleh been acknowledged through its letter of
surat penerimaan pemberitahuan No. AHU- knowledgement No. AHU-AH.01.03-0362922
AH.01.03-0362922 tanggal 21 November 2019. dated November 21, 2019.
Pembelian saham Gapura oleh Perusahaan The acquisition of Gapura by the Company
tersebut memenuhi kategori kombinasi bisnis meet the criteria of business combination
antara entitas sepengendali sebagaimana entities under common control as described in
diuraikan di dalam PSAK 38 (Revisi 2012) PSAK 38 (Revised 2012) concerning "Business
tentang “Kombinasi Bisnis Entitas Combinations of Entities Under Common
Sepengendali”, dengan demikian, transaksi Control", therefore, the increase in ownership of
penambahan kepemilikan di Gapura tersebut Gapura transaction is recognized using the
diakui menggunakan metode penyatuan pooling of interest method. The difference
kepentingan. Selisih antara jumlah imbalan between the consideration paid and the
yang dialihkan dengan jumlah penambahan carrying amount of the net assets in Gapura is
aset neto di Gapura diakui sebagai bagian dari recognized as part of the "Additional Paid-in
akun “Tambahan Modal Disetor” pada laporan Capital" account in the consolidated statement
posisi keuangan konsolidasian pada tanggal 31 of financial position as of December 31, 2019.
Desember 2019.
Nilai tercatat aset neto Gapura pada tanggal The carrying amount of net assets of Gapura as
transaksi adalah sebagai berikut: at the date of transaction were:
Nilai yang diakui pada saat transaksi/
Amount recognized on transaction
Total nilai tercatat aset neto Total carrying amount of

sebelum penerbitan saham baru 475.894.418.546 net assets before right issue
Total nilai tercatat aset neto Total carrying amount of
setelah penerbitan saham baru 723.494.418.546 net assets after right issue
31,25% dari total nilai tercatat aset neto 31.25% of total carrying amount of
sebelum penerbitan saham baru 148.717.005.796 net assets before right issue
46,62% dari total nilai tercatat aset neto 46.62% of total carrying amount of
setelah penerbitan saham baru 337.268.467.662 net assets after right issue
Peningkatan aset neto 188.551.461.866 Increase in net assets
Imbalan yang dialihkan 247.600.000.000 Consideration paid

Tambahan modal disetor 59.048.538.134 Additional paid-in capital
Selisih antara imbalan yang dialihkan dan nilai The difference between the consideration paid
tercatat neto dari aset yang diperoleh pada and the net carrying values of assets acquired,
tanggal transaksi dicatat dan disajikan sebagai on transaction date are recorded and presented
“Tambahan modal disetor” pada bagian ekuitas as “Additional paid-in capital” under the equity
dari laporan posisi keuangan konsolidasian. section of the consolidated statements of
financial position.
21

PT Gapura Angkasa (“Gapura”) (lanjutan) PT Gapura Angkasa (“Gapura”) (continued)
Gapura merupakan entitas di bawah Gapura is an entity under common control as

pengendalian yang sama dengan Perusahaan. the Company. The relationship under common
Hubungan sepengendali antara Perusahaan control between the Company and Gapura is
dan Gapura tidak bersifat sementara. not temporary.
saham Gapura pada tanggal 31 Desember ownerships of Gapura as of December 31,
2020 adalah sebagai berikut: 2020 are as follows:

PT Angkasa Pura II (Persero) 1.291.000 129.100.000.000 46,62 PT Angkasa Pura II (Persero)

PT Garuda Indonesia Tbk. PT Garuda Indonesia Tbk.
(Persero) 1.263.360 126.336.000.000 45.62 (Persero)
PT Angkasa Pura I (Persero) 215.040 21.504.000.000 7,76 PT Angkasa Pura I (Persero)
Total 2.769.400 276.940.000.000 100,00 Total
Kegiatan utama Gapura berdasarkan anggaran The main business of Gapura based on its
dasarnya adalah menyediakan jasa penunjang Articles of Association are providing
pengangkutan (groundhandling) udara dan groundhandling services in airports and cargo
pengangkutan barang. services.
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN 2. SUMMARY OF SIGNIFICANT ACCOUNTING

POLICIES
Berikut ini adalah kebijakan akuntansi signifikan Presented below are the significant accounting
yang diterapkan dalam penyusunan laporan policies adopted in preparing the Group’s
keuangan konsolidasian Kelompok Usaha yang consolidated financial statements, which are in
sesuai dengan Standar Akuntansi Keuangan di conformity with Indonesian Financial Accounting
Indonesia (SAK) yang mencakup Pernyataan Standards (SAK) which comprises the Statements
Standar Akuntansi Keuangan (PSAK) dan of Financial Accounting Standards (PSAK) and
Interpretasi Standar Akuntansi Keuangan (ISAK) Interpretations of Financial Accounting Standards
yang dikeluarkan oleh Dewan Standar Akuntansi (ISAK) issued by the Board of Financial Accounting
Keuangan Ikatan Akuntan Indonesia. Laporan Standards of the Indonesian Institute of
keuangan konsolidasian ini juga disusun sesuai Accountants. The consolidated financial statements
dengan ketentuan yang ditetapkan dalam have also been prepared in conformity with Decree
Keputusan Ketua Bapepam-LK No. of the Chairman of Bapepam-LK No.
KEP-347/BL/2012 tertanggal 25 Juni 2012 tentang KEP-347/BL/2012 dated June 25, 2012 regarding
Penyajian dan Pengungkapan Laporan Keuangan the Presentation and Disclosure of Financial
Emiten atau Perusahaan Publik. Kebijakan ini telah Statements of an Issuer or a Public Company.
diterapkan secara konsisten terhadap seluruh These policies have been consistently applied to all
periode yang disajikan, kecuali jika dinyatakan lain. periods presented, unless otherwise stated.
22


(lanjutan) POLICIES (continued)
a. Dasar Penyajian Laporan Keuangan a. Basis of Preparation of the Consolidated

Konsolidasian Financial Statements
Laporan keuangan konsolidasian, kecuali The consolidated financial statements, except

laporan arus kas konsolidasian, disusun for the consolidated statement of cash flows, are
berdasarkan konsep akrual dan biaya prepared using the accrual basis and based on
perolehan historis, kecuali beberapa akun historical costs, except for certain accounts
tertentu yang diukur dengan cara sebagaimana which are measured on the bases described in
yang diuraikan dalam kebijakan akuntansi di the related accounting policies of those
akun yang bersangkutan. accounts.
Laporan arus kas konsolidasian disajikan The consolidated statement of cash flows is
dengan menggunakan metode langsung yang presented using the direct method by classifying
mengelompokkan penerimaan dan the receipts and disbursements of cash and
pengeluaran kas dan setara kas ke dalam cash equivalents into operating, investing and
aktivitas operasi, investasi dan pendanaan. financing activities. For the purpose of the
Untuk tujuan penyajian laporan arus kas consolidated statement of cash flows, cash and
konsolidasian, kas dan setara kas terdiri dari cash equivalents include cash on hand and in
kas dan bank, simpanan yang sewaktu-waktu banks, deposits held at call with banks and other
bisa dicairkan dan investasi likuid jangka short-term highly liquid investments with original
pendek lainnya yang jatuh tempo dalam waktu maturities of 3 (three) months or less, net of
3 (tiga) bulan atau kurang, dikurangi dengan bank overdrafts.
cerukan.
Seluruh angka dalam laporan keuangan All figures in the consolidated financial
konsolidasian ini, disajikan dalam Rupiah statements are expressed in of Rupiah (“Rp”),
(“Rp”), kecuali dinyatakan lain. unless otherwise stated.
b. Penerapan Standar Akuntansi Baru b. Adoption of New Accounting Standards
Kelompok Usaha telah menerapkan sejumlah The Group has applied a number of
amandemen dan penyesuaian standar amendments and improvements to accounting
akuntansi yang relevan dengan pelaporan standards that are relevant to its financial
keuangan dan efektif untuk tahun periode yang reporting and effective for annual periods
dimulai pada atau setelah 1 Januari 2020 beginning on or after January 1, 2020 as follow:
sebagai berikut:
• Amendemen PSAK 1 dan PSAK 25: Definisi • Amendments to PSAK 1 and PSAK 25:
Material berlaku efektif 1 Januari 2020. Definition of Material, effective January 1,
2020.
Amendemen ini mengklarifikasi definisi This amendment clarifies the definition of

materi dengan tujuan menyelaraskan material with the aim of harmonizing the
definisi yang digunakan dalam kerangka definitions used in the conceptual
kerja konseptual dan beberapa PSAK framework and some relevant PSAKs. In
terkait. Selain itu, juga memberikan addition, it also provides clearer guidance
panduan yang lebih jelas mengenai definisi regarding the definition of material in the
material dalam konteks pengurangan context of reducing over disclosure due to
pengungkapan yang berlebihan karena changes in the threshold of the material
perubahan ambang batas definisi material. definition.
23



• PSAK 71: Instrumen Keuangan, berlaku • PSAK 71: Financial Instruments, effective
efektif 1 Januari 2020. January 1, 2020.
PSAK ini mengatur klasifikasi dan This PSAK provides classification and
pengukuran instrumen keuangan measurement of financial instruments
berdasarkan karakteristik dari arus kas based on the characteristics of contractual
kontraktual dan model bisnis entitas; cash flows and business model of the
metode kerugian kredit ekspektasian untuk entity; expected credit loss impairment
penurunan nilai yang menghasilkan model that resulting in information that are
informasi yang lebih tepat waktu, relevan more timely, relevant and understandable
dan dimengerti oleh pemakai laporan to users of the financial statements;
keuangan; akuntansi untuk lindung nilai accounting for hedging that reflect the
yang merefleksikan manajemen risiko entity's risk management better by
entitas lebih baik dengan memperkenalkan introducing a more general requirement
persyaratan yang lebih umum berdasarkan based on management's judgment.
pertimbangan manajemen.
• PSAK 72: Pendapatan dari Kontrak dengan • PSAK 72: Revenue from Contracts with
Pelanggan, berlaku efektif 1 Januari 2020. Customers, effective January 1, 2020.
PSAK ini adalah standar tunggal untuk This PSAK is a single standard that is a
pengakuan pendapatan yang merupakan joint project between the International
hasil dari joint project yang sukses antara Accounting Standards Board (“IASB”) and
International Accounting Standards Board the Financial Accounting Standards Board
(“IASB”) dan Financial Accounting (“FASB”), provides revenue recognition
Standards Board (“FASB”), mengatur model from contracts with customers, and the
pengakuan pendapatan dari kontrak entity is expected to perform analysis
dengan pelanggan, sehingga entitas before recognizing the revenue.
diharapkan dapat melakukan analisis
sebelum mengakui pendapatan.
• PSAK 73: Sewa, berlaku efektif 1 Januari • PSAK 73: Leases, effective January 1,
2020. 2020.
PSAK ini menetapkan prinsip pengakuan, This PSAK establishes the principles of
pengukuran, penyajian, dan pengungkapan recognition, measurement, presentation,
atas sewa dengan memperkenalkan model and disclosure of the lease by introducing
akuntansi tunggal dengan mensyaratkan a single accounting model, with the
untuk mengakui aset hak-guna (right-of-use requirement to recognize the right-of-use
assets) dan liabilitas sewa. Terdapat 2 (dua) assets and liability of the lease. There are
pengecualian opsional dalam pengakuan 2 (two) optional exclusions in the
aset dan liabilitas sewa, yakni untuk: (i) recognition of the lease assets and
sewa jangka-pendek dan (ii) sewa yang liabilities: (i) short-term lease and (ii) lease
aset pendasarnya (underlying assets) with low-value underlying assets.
bernilai rendah.
24



Kelompok Usaha telah menerapkan standar The Group has implemented new accounting
akuntansi baru dan penyesuaian atau standards and such adjustments or
amendemen tersebut sejak 1 Januari 2020. amendments since January 1, 2020. The Group
Kelompok Usaha tidak melakukan penyajian did not restate comparative information in 2019
kembali atas informasi komparatif tahun 2019 on the implementation of
atas penerapan PSAK 71 “Instrumen PSAK 71 "Financial Instruments" and
Keuangan” dan PSAK 73 “Sewa”, oleh karena PSAK 73 "Leases", therefore comparative
itu informasi komparatif tahun 2019 tidak dapat information for 2019 cannot be compared to
dibandingkan dengan informasi keuangan yang financial information presented for the year
disajikan untuk tahun yang berakhir pada ended December 31, 2020. Differences arising
tanggal 31 Desember 2020. Perbedaan yang from the implementation of PSAK 71 "Financial
timbul dari penerapan PSAK 71 “Instrumen Instruments" have been charged to the retained
Keuangan” telah dibebankan ke saldo laba earnings on January 1, 2020. As for PSAK 73
pada tanggal 1 Januari 2020. Sedangkan untuk "Leases", the Company has recorded right-of-
PSAK 73 “Sewa”, Kelompok Usaha telah use assets and lease liabilities as of January 1,
mencatat aset hak-guna dan liabilitas sewa 2020. The impact of the application of PSAK 71
pada tanggal 1 Januari 2020. Dampak "Financial Instruments" and PSAK 73 "Leases"
penerapan atas PSAK 71 “Instrumen on January 1, 2020 were disclosed in Note 4,
Keuangan” dan PSAK 73 “Sewa” pada tanggal the impact on the application of new standards
1 Januari 2020 di ungkapkan pada Catatan 4, and adjustments or other amendments is not
dampak atas penerapan standar baru dan material to the interim financial statements.
penyesuaian atau amendemen lainnya tidak
material terhadap laporan keuangan
konsolidasian.
c. Prinsip-prinsip Konsolidasi c. Principles of Consolidation

Laporan keuangan konsolidasian meliputi The consolidated financial statements include
laporan keuangan Perusahaan dan entitas the financial statements of the Company and its
anaknya seperti yang diungkapkan dalam subsidiaries as disclosed in Note 1c.
Catatan 1c. Entitas anak merupakan semua Subsidiaries are all entities over which the
entitas dimana Perusahaan terekspos atau Company is exposed, or has rights, to variable
memiliki hak atas imbal hasil variabel dari returns from its involvement with the entities
keterlibatannya dengan entitas tersebut dan and has the ability to affect those returns
memiliki kemampuan untuk mempengaruhi through its power over the entities. Thus, an
imbal hasil tersebut melalui kekuasaannya atas entity is considered a subsidiary if and only if the
entitas tersebut. Dengan demikian, suatu Company has power over the entity, exposure
entitas dianggap sebagai entitas anak jika dan or rights to variable returns from its involvement
hanya jika Perusahaan memiliki kekuasaan with the entity and the ability to use its power
atas entitas tersebut, eksposur atau hak atas over the investee to affect the amount of the
imbal hasil variabel dari keterlibatannya dengan Company’s returns.
entitas tersebut dan kemampuan untuk
menggunakan kekuasaannya atas entitas
tersebut untuk mempengaruhi jumlah imbal
hasil Perusahaan.
Semua saldo dan transaksi antar entitas yang All material intercompany accounts and
material, termasuk keuntungan atau kerugian transactions, including unrealized gains or
yang belum direalisasi, jika ada, dieliminasi losses, if any, are eliminated to reflect the
untuk mencerminkan posisi keuangan dan hasil financial position and the results of operations
operasi Kelompok Usaha sebagai satu of the Group as a single business entity.
kesatuan usaha. Kebijakan akuntansi di entitas Accounting policies of subsidiaries have been
anak telah diubah seperlunya agar konsisten changed where necessary to ensure
dengan kebijakan akuntansi yang diterapkan consistency with the policies adopted by the
oleh Kelompok Usaha. Group.
25


c. Prinsip-prinsip Konsolidasi (lanjutan) c. Principles of Consolidation (continued)
Entitas anak dikonsolidasikan mulai dari Subsidiaries are fully consolidated from the
tanggal pengendalian beralih kepada date on which control is transferred to the
Perusahaan dan tidak lagi dikonsolidasikan dari Company. They are deconsolidated from the
tanggal hilangnya pengendalian. date on which that control ceases.
Kepentingan nonpengendali (“KNP”) Non-controlling interest (“NCI”) represents the

mencerminkan bagian atas laba rugi, portion of profit or loss, other comprehensive
penghasilan komprehensif lain dan aset neto income and net assets of the subsidiary not
dari entitas anak yang tidak dapat diatribusikan attributable directly or indirectly to the owners of
secara langsung maupun tidak langsung the parent entity, which are presented in the
kepada pemilik entitas induk, yang masing- consolidated statement of profit or loss and
masing disajikan dalam laporan laba rugi dan other comprehensive income and under the
penghasilan komprehensif lain konsolidasian equity section of the consolidated statement of
dan sebagai ekuitas dalam laporan posisi financial position, respectively, separately from
keuangan konsolidasian, terpisah dari bagian the corresponding portion attributable to the
yang dapat diatribusikan kepada pemilik entitas owners of the parent entity.
induk.
Rugi entitas anak yang tidak dimiliki secara Losses of a non-wholly owned subsidiary are
penuh diatribusikan kepada KNP, bahkan jika attributed to NCI even if such losses result in a
hal ini mengakibatkan KNP mempunyai saldo deficit balance for the NCI.
defisit.
Jika kehilangan pengendalian atas suatu entitas In case of loss of control over a subsidiary, the
anak, maka Perusahaan: Company:
• menghentikan pengakuan aset (termasuk • derecognizes the assets (including
setiap goodwill) dan liabilitas entitas anak; goodwill) and liabilities of the subsidiary;
• menghentikan pengakuan jumlah tercatat • derecognizes the carrying amount of any
setiap kepentingan non-pengendali; non-controlling interests;
• menghentikan pengakuan akumulasi selisih • derecognizes the cumulative translation
penjabaran, yang dicatat di ekuitas, bila ada; differences, recorded in equity, if any;
• mengakui nilai wajar pembayaran yang • recognizes the fair value of the
diterima; consideration received;
• mengakui setiap sisa investasi pada nilai • recognizes the fair value of any investment
wajarnya; retained;
• mengakui setiap perbedaan yang dihasilkan • recognizes any surplus or deficit in
sebagai keuntungan atau kerugian dalam consolidated statement of profit or loss;
laporan laba rugi dan penghasilan and other comprehensive income; and
komprehensif lain konsolidasian; dan
• mereklasifikasi bagian Kelompok Usaha • reclassifies its share of components
atas komponen yang sebelumnya diakui previously recognized in other
sebagai penghasilan komprehensif lain ke comprehensive income to profit or loss or
laba rugi, atau mengalihkan secara retained earnings, as appropriate.
langsung ke saldo laba.
Perubahan dalam bagian kepemilikan A change in the ownership interest of a

Kelompok Usaha pada entitas anak yang tidak subsidiary, without a loss of control, is
mengakibatkan hilangnya pengendalian dicatat accounted for as an equity transaction.
sebagai transaksi ekuitas.
26


d. Investasi pada Ventura Bersama d. Investment in Joint Ventures
Ventura bersama adalah semua entitas yang Joint ventures are all entities which are jointly
dikendalikan bersama oleh Kelompok Usaha controlled by the Group and other venturers, in
bersama dengan venturer lain dimana which the Group has rights to only the net
Kelompok Usaha memilik hak atas aset neto assets of the joint ventures. Investments in joint
ventura bersama tersebut. Investasi pada ventures are accounted for using the equity
ventura bersama dicatat dengan menggunakan method of accounting and initially recognized at
metode ekuitas yang pada awalnya diakui pada cost.
harga perolehannya.
Bagian Kelompok Usaha atas laba rugi ventura The Group’s share of the joint ventures’ post-
bersama pasca akuisisi diakui dalam laba rugi acquisition profits or losses is recognized in
dan bagian atas mutasi penghasilan profit or loss, and its share of post-acquisition
komprehensif lain pasca akuisisi diakui di dalam movements in other comprehensive income is
penghasilan komprehensif lain dan diikuti recognized in other comprehensive income with
dengan penyesuaian pada jumlah tercatat a corresponding adjustment to the carrying
investasi. Dividen yang akan diterima dari amount of the investment. Dividends receivable
ventura bersama diakui sebagai pengurang from joint ventures are recognized as
jumlah tercatat investasi. Jika bagian Kelompok reductions in the carrying amount of the
Usaha atas kerugian ventura bersama sama investment. When the Group’s share of losses
dengan atau melebihi nilai kepemilikannya di in a joint venture equals or exceeds its interest
ventura bersama, Kelompok Usaha in the joint venture, the Group does not
menghentikan pengakuan bagian kerugiannya, recognize further losses, unless the Group has
kecuali Kelompok Usaha memiliki kewajiban incurred legal or constructive obligations or
hukum atau harus melakukan pembayaran made payments on behalf of the joint venture.
tertentu atas nama ventura bersama tersebut.
Laba rugi yang dihasilkan dari transaksi antara Profits and losses resulting from transactions
Kelompok Usaha dengan ventura bersama between the Group and its joint ventures are
diakui dalam laporan keuangan konsolidasian recognized in the Group’s consolidated
Kelompok Usaha hanya sebesar bagian financial statements only to the extent of
venturer lain yang tidak berelasi dalam ventura unrelated venturer’s interest in the joint
bersama. Pada setiap tanggal pelaporan, ventures. The Group determines at each
Kelompok Usaha menentukan apakah terdapat reporting date whether there is any objective
bukti obyektif bahwa telah terjadi penurunan evidence that the investment in the joint venture
nilai pada investasi di ventura bersama. Jika is impaired. If this is the case, the Group
demikian, maka Kelompok Usaha menghitung calculates the amount of impairment as the
besarnya penurunan nilai sebagai selisih antara difference between the recoverable amount of
jumlah yang terpulihkan dan jumlah tercatat the joint venture and its carrying amount and
investasi pada ventura bersama dan mengakui recognizes the amount adjacent to “shares of
selisih tersebut pada “bagian atas laba (rugi) profit (loss) of joint ventures” in profit or loss.
ventura bersama” dalam laba rugi.
e. Kas dan Setara Kas e. Cash and Cash Equivalents
Kas dan setara kas terdiri dari kas, bank dan Cash and cash equivalents are cash on hand,
deposito berjangka yang jatuh tempo dalam 3 cash in banks and time deposits with maturity
(tiga) bulan atau kurang dari tanggal periods of 3 (three) months or less at the time
penempatannya dan tidak digunakan sebagai of placement and which are not used as
jaminan atau dibatasi penggunaannya. collateral or not restricted.
27


e. Kas dan Setara Kas (lanjutan) e. Cash and Cash Equivalents (continued)
Kas dan setara kas yang dibatasi Cash and cash equivalents which are restricted
penggunaannya yang akan digunakan untuk for repayment of current maturing obligations
membayar liabilitas yang akan jatuh tempo are presented as “restricted cash” under “other
dalam waktu 1 (satu) tahun disajikan sebagai current financial assets”. Cash and cash
“kas yang dibatasi penggunaannya” sebagai equivalents which are restricted for repayment
bagian dari ”aset lancar lainnya”. Kas dan of obligations maturing after 1 (one) year are
setara kas yang dibatasi penggunaannya untuk presented as part of “other non-current financial
membayar liabilitas yang akan jatuh tempo assets”.
dalam waktu lebih dari 1 (satu) tahun disajikan
sebagai bagian dari “aset tidak lancar lain-lain”.
f. Transaksi dengan Pihak-pihak Berelasi f. Transactions with Related Parties
Orang atau anggota keluarga terdekat An individual or family member is related to the
mempunyai relasi dengan Perusahaan jika Company if it:
mereka:
(i) memiliki pengendalian atau pengendalian (i) has control or joint control over the
bersama atas Perusahaan; Company;
(ii) memiliki pengaruh signifikan atas (ii) has significant influence over the
Perusahaan; atau Company; or
(iii) merupakan personil manajemen kunci (iii) is a member of the key management
Perusahaan atau entitas induk dari personnel of the Company.
Perusahaan.
Suatu pihak dianggap berelasi dengan A party is considered to be related to the

Perusahaan jika: Company if:
a. langsung, atau tidak langsung yang melalui a. directly, or indirectly through one or more
satu atau lebih perantara, suatu pihak (i) intermediaries, the party (i) controls, is
mengendalikan, atau dikendalikan, atau controlled by, or is under common control
berada di bawah pengendalian bersama with, the Company; (ii) has an interest in
dengan, Perusahaan; (ii) memiliki the Company that gives it significant
kepentingan dalam Perusahaan yang influence over the Company; or (iii) has
memberikan pengaruh signifikan atas joint control over the Company;
Perusahaan; atau (iii) memiliki
pengendalian bersama atas Perusahaan;
b. suatu pihak adalah entitas asosiasi b. the party is an associate of the Company;
Perusahaan;
c. suatu pihak adalah ventura bersama c. the party is a joint venture in which the
dimana Perusahaan sebagai venturer; Company is a venturer;
d. suatu pihak adalah anggota dari personil d. the party is a member of the key
manajemen kunci Perusahaan atau management personnel of the Company or
induknya; its parent;
e. suatu pihak adalah anggota keluarga dekat e. the party is a close member of the family of
dari individu yang diuraikan dalam butir (a) any individual referred to in (a) or (d);
atau (d);
28


f. Transaksi dengan Pihak-pihak Berelasi f. Transactions with Related Parties

f. suatu pihak adalah entitas yang f. the party is an entity that is controlled,
dikendalikan, dikendalikan bersama atau jointly controlled or significantly influenced
dipengaruhi signifikan oleh atau di mana by or for which significant voting power in
hak suara signifikan dimiliki oleh, langsung such entity resides with, directly or
maupun tidak langsung, individu seperti indirectly, any individual referred to in (d) or
diuraikan dalam butir (d) atau (e); (e);
g. suatu pihak adalah suatu program imbalan g. the party is a post-employment benefit plan
pasca kerja untuk imbalan kerja dari for the benefit of employees of the
Perusahaan atau entitas yang terkait Company, or of any entity that is a related
dengan Perusahaan. party of the Company.
Seluruh transaksi dan saldo yang signifikan All significant transactions and balances
dengan pihak-pihak berelasi telah diungkapkan with related parties are disclosed in
dalam Catatan 43. Note 43.
g. Persediaan g. Inventories
Persediaan dinyatakan berdasarkan nilai Inventories are stated at the lower of cost or net
terendah antara biaya perolehan atau nilai realizable value. Cost is determined using the
realisasi neto. Biaya perolehan ditentukan first in first out, except for spare parts which use
dengan menggunakan metode pertama masuk the moving average method. Allowance for
pertama keluar, kecuali untuk suku cadang inventory obsolescence/losses is provided to
yang menggunakan metode rata-rata bergerak. reduce the carrying value of inventories to their
Cadangan keusangan/kerugian persediaan net realizable value.
ditetapkan untuk menurunkan nilai tercatat
persediaan ke nilai realisasi netonya.
Nilai realisasi neto adalah taksiran harga jual Net realizable value is the estimated selling
dalam kegiatan usaha normal setelah dikurangi price in the ordinary course of business less
dengan taksiran biaya penyelesaian dan estimated cost of completion and estimated
taksiran biaya yang diperlukan untuk cost necessary to make the sale.
melaksanakan penjualan.
h. Biaya Dibayar di Muka h. Prepaid Expenses
Biaya dibayar dimuka diamortisasi selama Prepaid expenses are amortized over their
masa manfaat masing-masing biaya dengan beneficial periods using the straight-line
metode garis lurus. method.
i. Penyertaan Saham i. Investments In Shares of Stock
Investasi Perusahaan pada entitas asosiasi The Company’s investments in associated

diukur dengan menggunakan metode ekuitas. companies are accounted for using the equity
Entitas asosiasi adalah suatu entitas di mana method. An associated company is an entity in
Perusahaan mempunyai pengaruh signifikan. which the Company has significant influence.
Sesuai dengan metode ekuitas, nilai perolehan Under the equity method, the cost of investment
investasi ditambah atau dikurang dengan is increased or decreased by the Company’s
bagian Perusahaan atas laba atau rugi neto dan share in net earnings or losses of, and
penerimaan dividen dari entitas asosiasi sejak dividends received from, the associated
tanggal perolehan. company since the date of acquisition.
29


i. Penyertaan Saham (lanjutan) i. Investments In Shares of Stock (continued)
Laporan laba rugi dan penghasilan The consolidated statement of profit or loss and
komprehensif lain konsolidasian mencerminkan other comprehensive income reflects the share
bagian atas hasil operasi dari entitas asosiasi. of the results of operations of the associated
Bila terdapat perubahan yang diakui langsung company. Where there has been a change
pada ekuitas dari entitas asosiasi, Perusahaan recognized directly in the equity of the
mengakui bagiannya atas perubahan tersebut associated company, the Company recognizes
dan mengungkapkan hal ini, jika dapat its share of any such changes and discloses
diterapkan, dalam laporan perubahan ekuitas this, when applicable, in the consolidated
konsolidasian. Laba atau rugi yang belum statement of changes in equity. Unrealized
direalisasi sebagai hasil dari transaksi-transaksi gains and losses resulting from transactions
antara Perusahaan dengan entitas asosiasi between the Company and the associated
dieliminasi pada jumlah sesuai dengan company are eliminated to the extent of the
kepentingan Perusahaan dalam entitas Company’s interest in the associated company.
asosiasi.
Perusahaan menentukan apakah perlu untuk The Company determines whether it is

mengakui rugi penurunan nilai atas investasi necessary to recognize an impairment loss on
Perusahaan dalam entitas asosiasi. its investments in associated companies. The
Perusahaan menentukan pada setiap tanggal Company determines at each reporting date
pelaporan apakah terdapat bukti yang obyektif whether there is objective evidence that any of
yang mengindikasikan bahwa investasi dalam its investments in associated companies is
entitas asosiasi mengalami penurunan nilai. impaired.
Dalam hal ini, Perusahaan menghitung jumlah If this is the case, the Company calculates the
penurunan nilai berdasarkan selisih antara amount of impairment as the difference
jumlah terpulihkan atas investasi dalam entitas between the recoverable amount of the
asosiasi dan nilai tercatatnya dan mengakui investment in the associated company and its
penurunan nilai tersebut dalam laporan laba carrying value and recognizes the impairment
rugi dan penghasilan komprehensif lain in consolidated statement of profit or loss and
konsolidasian. other comprehensive Income.
j. Aset Tetap j. Fixed Assets
Aset tetap, kecuali hak atas tanah, dinyatakan Fixed assets, except landrights, are stated at
sebesar biaya perolehan dikurangi akumulasi cost less accumulated depreciation and
penyusutan dan rugi penurunan nilai, jika ada. impairment loss, if any. Such cost includes the
Biaya perolehan termasuk biaya penggantian cost of replacing part of the fixed assets when
bagian aset tetap saat biaya tersebut terjadi, that cost is incurred, if the recognition criteria are
jika memenuhi kriteria pengakuan. met.
Selanjutnya, pada saat inspeksi yang Likewise, when a major inspection is performed,
signifikan dilakukan, biaya inspeksi itu diakui its cost is recognized in the carrying amount of
ke dalam jumlah tercatat (carrying amount) the fixed assets as a replacement if the
aset tetap sebagai suatu penggantian jika recognition criteria are met. In the case of
memenuhi kriteria pengakuan. Apabila mandatory dismantling or asset removals, the
terdapat kewajiban untuk membongkar dan related costs are added to the cost of the
memindahkan aset tetap maka beban yang relevant assets and provisions are recognized to
terkait akan ditambahkan ke biaya perolehan cover the costs.
aset tetap yang bersangkutan dan kewajiban
atas biaya terkait tersebut diakui.
30


j. Aset Tetap (lanjutan) j. Fixed Assets (continued)
Semua biaya pemeliharaan dan perbaikan yang All other repairs and maintenance costs that do
tidak memenuhi kriteria pengakuan diakui not meet the recognition criteria are recognized
dalam laporan laba rugi dan penghasilan in consolidated statement of profit or loss and
komprehensif lain konsolidasian pada saat other comprehensive income as incurred.
terjadinya. Aset tetap, kecuali hak atas tanah, Depreciation of fixed assets, except for
disusutkan dengan metode garis lurus landrights, is computed using the straight-line
berdasarkan estimasi masa manfaat masing- method over the estimated useful lives of the
masing aset tetap sebagai berikut: assets as follows:
Umur Ekonomis (Tahun)/
Jenis Aset Tetap Economic Age (Years) Types of Fixed Assets
Bangunan lapangan 10 - 80 Field construction
Bangunan gedung 10 - 40 Building
Peralatan terminal dan gedung 5 - 15 Terminal and buildings equipment
Instalasi dan jaringan 5 - 20 Installation and networking
Peralatan: Equipment:
- Alat bantu navigasi 10 - 15 Navigation supporting equipment -
- Pengangkutan 5 - 10 Transportation -
- Kantor 3 - 15 Office -
- Bengkel 5 - 10 Workshop -
- Komputer 3-5 Computer -
- Parkir 3-5 Parking -
Lain-lain 1 - 20 Others
Overlay 1,5 - 20 Overlay
Biaya pengurusan untuk memperpanjang atau The legal cost of landrights to extend or renew
memperbaharui hak atas tanah diakui sebagai the landrights are recognized as intangible
aset takberwujud dan diamortisasi sepanjang assets and amortized, over the shorter of the
umur hukum hak atau umur ekonomis tanah, rights’ legal life or the land’s economic life.
mana yang lebih pendek.
Biaya pemeliharaan dan perbaikan diakui Maintenance and repair costs are recognized
sebagai beban pada saat terjadinya. as an expense as incurred. Expenditures that
Pengeluaran yang memperpanjang masa extend the useful lives of fixed assets are
manfaat aset tetap dikapitalisasi dan disusutkan capitalized and depreciated in accordance with
sesuai dengan tarif penyusutan yang sesuai. the applicable depreciation rates.
Aset dalam penyelesaian dinyatakan sebesar Assets under construction is stated at cost
biaya perolehan yang ditentukan berdasarkan based on accrual bases and progress on
basis akrual dan kemajuan fisik pekerjaan serta constructions and presented as part of fixed
disajikan sebagai bagian dari aset tetap. Biaya assets. Cost includes capitalized interest
perolehan termasuk kapitalisasi beban bunga charges and gain/losses on foreign exchange, if
dan laba/rugi selisih kurs, jika ada, atas any, incurred on borrowings and other costs
pinjaman dan biaya lainnya yang terjadi incurred to finance the said asset construction
sehubungan dengan pembiayaan aset dalam (Note 2m, “Capitalization of Borrowing Costs”).
penyelesaian tersebut (Catatan 2m, Accrual in 2020 of acquisition of fixed assets is
“Kapitalisasi Biaya Pinjaman”). Akrual tahun presented as part of other payables account.
2020 sehubungan dengan perolehan aset tetap For comparative purposes, similar accrual in
disajikan sebagai bagian dari akun utang lain- 2019 were also presented in such account.
lain. Untuk tujuan perbandingan, akrual serupa
pada tahun 2019 juga disajikan pada akun
tersebut.
31


j. Aset Tetap (lanjutan) j. Fixed Assets (continued)
Akumulasi biayanya akan dipindahkan ke The accumulated cost is reclassified to the

dalam kelompok aset tetap yang bersangkutan relevant fixed assets account when the
ketika aset secara substansial selesai construction is substantially completed and the
dikerjakan dan siap untuk digunakan. constructed asset is ready for its intended use.
Biaya pemeliharaan dan perbaikan diakui The cost of normal maintenance and repair
sebagai beban pada saat terjadinya; biaya work is charged to operations as incurred; the
perbaikan yang signifikan dikapitalisasi sebagai cost of significant improvements or betterments
penggantian apabila memenuhi kriteria is capitalized as replacements if the recognition
pengakuan. Nilai kini dari perkiraan biaya criteria are satisfied. The present value of the
pembongkaran aset setelah aset digunakan expected cost for the decommissioning of the
termasuk dalam nilai perolehan aset tersebut asset after its use is included in the cost of the
jika kriteria pengakuan untuk penetapannya asset if the recognition criteria are met.
terpenuhi.
Ketika bagian-bagian penting dari aset tetap When significant parts of fixed assets are
perlu untuk diganti, Kelompok Usaha mencatat required to be replaced at intervals, the Group
bagian-bagian tersebut sebagai aset individual recognizes such parts as individual assets with
dengan masa manfaat dan penyusutan yang specific useful lives and depreciation.
spesifik.
Aset tetap tidak diakui lagi pada saat An item of fixed asset is derecognized upon
dilepaskan atau tidak ada manfaat ekonomis di disposal or when no future economic benefits
masa yang akan datang yang diharapkan dari are expected from its use or disposal. Any gain
penggunaan atau pelepasannya. Laba atau or loss on derecognition of the asset is
rugi yang timbul dari penghentian pengakuan recognized in the consolidated statement of
aset tetap, diakui dalam laporan laba rugi dan profit or loss and other comprehensive income
penghasilan komprehensif lain konsolidasian in the period the asset is derecognized, which
pada periode penghentian pengakuan aset, represents the difference between the net
yang merupakan selisih antara hasil pelepasan disposal proceeds and the carrying amount of
bersih dan jumlah tercatat aset. the asset.
Nilai sisa, masa manfaat dan metode The residual values, useful lives and methods
penyusutan aset tetap ditelaah dan disesuaikan of depreciation of fixed assets are reviewed and
secara prospektif, jika perlu, pada setiap akhir adjusted prospectively, if appropriate, at the
tahun buku. end of each financial year.
k. Properti Investasi k. Investment Properties
Properti investasi dinyatakan sebesar biaya Investment properties are stated at cost,
perolehan termasuk biaya transaksi dikurangi including transaction costs, less accumulated
akumulasi penyusutan dan penurunan nilai, depreciation and impairment, except for land
kecuali tanah tidak disusutkan. Jumlah tercatat which is not depreciated. The carrying amount
termasuk bagian biaya penggantian dari includes the cost of replacing part of an existing
properti investasi yang ada pada saat terjadinya investment property when the fee is occured, if
biaya, jika kriteria pengakuan terpenuhi dan the recognition criteria are met and excludes
tidak termasuk biaya harian penggunaan the costs of the daily use of an investment
properti investasi. property.
Perusahaan telah memilih untuk menggunakan The Company has chosen to use the cost
model biaya untuk pengukuran aset properti model for the measurement of investment
investasi. property assets.
32


k. Properti Investasi (lanjutan) k. Investment Properties (continued)
Properti investasi terdiri dari bangunan dan Investment properties consist of buildings and
prasarana yang dikuasai Perusahaan untuk infrastructure that are controlled by the
menghasilkan sewa atau untuk kenaikan nilai Company to earn rentals or for capital
atau kedua-duanya dan tidak untuk digunakan appreciation or both, rather than for use in the
dalam produksi atau penyediaan barang atau production or supply of goods or services or for
jasa untuk tujuan administratif atau dijual dalam administrative purposes or sale in the ordinary
kegiatan usaha sehari-hari. course of business.
l. Aset Takberwujud l. Intangible Assets
Aset takberwujud diukur sebesar nilai An intangible asset is measured on initial
perolehan pada pengakuan awal. Setelah recognition at cost. Following initial recognition,
pengakuan awal, aset takberwujud dicatat pada the intangible asset is carried at cost less any
nilai perolehan dikurangi akumulasi amortisasi accumulated amortization and any
dan akumulasi rugi penurunan nilai. Umur accumulated impairment loss. The useful life of
manfaat aset takberwujud dinilai apakah the intangible asset is assessed to be either
terbatas atau tidak terbatas. Aset takberwujud finite or indefinite. An intangible asset with finite
dengan umur terbatas diamortisasi selama life is amortized over the asset’s useful
umur manfaat ekonomi aset dan dievaluasi economic life and assessed for impairment
apabila terdapat indikator adanya penurunan whenever there is an indication that the
nilai untuk aset takberwujud. Periode dan intangible asset may be impaired. The
metode amortisasi untuk aset takberwujud amortization period and the amortization
dengan umur terbatas ditelaah setidaknya method for an intangible asset with a finite
setiap akhir tahun tutup buku. useful life are reviewed at least at each financial
year end.
Aset takberwujud dihentikan pengakuannya An intangible asset is derecognized:
pada saat:
i. dijual; atau i. on disposal; or
ii. ketika tidak ada manfaat ekonomis di masa ii. when no future economic benefits are
depan yang dapat diharapkan dari expected from its use or disposal.
penggunaan atau penjualan aset tersebut.
Aset takberwujud Perusahaan terdiri dari jasa The Company’s intangible assets consist of
bantuan instalasi serta implementasi perangkat installation assistance and implementation of
lunak. software.
Pada tanggal 31 Desember 2020, aplikasi As of December 31, 2020, the application
piranti lunak tersebut telah digunakan dan software already used and recorded as a part
dicatat sebagai bagian dari “Aset tidak lancar of “Other non-current assets”.
lain-lain”.
m. Kapitalisasi Biaya Pinjaman m. Capitalization of Borrowing Costs
Biaya pinjaman yang dapat diatribusikan Borrowing costs that are directly attributable to
langsung dengan perolehan, konstruksi atau the acquisition, construction or production of a
pembuatan aset kualifikasian dikapitalisasi qualifying asset are capitalized as part of the
sebagai bagian biaya perolehan aset tersebut. cost of the related asset. Other borrowing costs
Biaya pinjaman lainnya diakui sebagai beban are recognized as expenses in the period in
pada periode terjadinya. Biaya pinjaman dapat which they are incurred. Borrowing costs may
meliputi beban bunga, beban keuangan dalam include interest, finance charges in respect of
sewa pembiayaan yang diakui sesuai dengan finance leases recognized in accordance with
PSAK No. 26 (Revisi 2014) dan selisih kurs PSAK No. 26 (Revised 2014) and foreign
yang berasal dari pinjaman dalam mata uang exchange differences arising from foreign
asing sepanjang selisih kurs tersebut currency borrowings to the extent that they are
diperlakukan sebagai penyesuaian atas biaya regarded as adjustments to interest costs.
bunga.
33


m. Kapitalisasi Biaya Pinjaman (lanjutan) m. Capitalization of Borrowing Costs
(continued)
Kapitalisasi biaya pinjaman dimulai pada saat Capitalization of borrowing costs commences
dimulainya aktivitas yang diperlukan untuk when the activities to prepare the qualifying
mempersiapkan aset kualifikasian agar dapat asset for its intended use have started and the
digunakan sesuai dengan maksudnya dan expenditures for the qualifying asset and the
pengeluaran untuk aset dan biaya pinjamannya borrowing costs have been incurred.
telah terjadi. Kapitalisasi biaya pinjaman Capitalization of borrowing costs ceases when
dihentikan pada saat selesainya secara all the activities necessary to prepare the
substansial seluruh aktivitas yang diperlukan qualifying asset for its intended use are
untuk mempersiapkan aset kualifikasian agar substantially completed.
dapat digunakan sesuai dengan maksudnya.
n. Beban Akrual n. Accrued Expense
Beban akrual diakui jika Kelompok Usaha Accrued expense is recognized when the
memiliki kewajiban kini (baik hukum maupun Group has a present obligation (legal and
konstruktif) sebagai akibat peristiwa masa lalu, constructive), as a result of a past event, it is
besar kemungkinannya penyelesaian probable that an outflow of resources
kewajiban tersebut mengakibatkan arus keluar embodying economic benefits will be required
sumber daya yang mengandung manfaat to settle the obligation and a reliable estimate
ekonomi dan estimasi yang andal mengenai can be made of the amount of the obligation.
jumlah kewajiban tersebut dapat dibuat.
Beban akrual ditelaah pada setiap tanggal Accrued expenses are reviewed at each
pelaporan dan disesuaikan untuk reporting date and adjusted to reflect the current
mencerminkan estimasi terbaik yang paling kini. best estimate. If it is no longer probable that an
Jika arus keluar sumber daya untuk outflow of resources embodying economic
menyelesaikan kewajiban kemungkinan besar benefits will be required to settle the obligations,
tidak terjadi maka provisi dibatalkan. the provisions are reversed.
o. Liabilitas Imbalan Kerja o. Employee Benefits Liabilities
Imbalan Kerja Jangka Pendek Short-term Employee Benefits
Kelompok Usaha mengakui liabilitas imbalan The Group recognizes short-term employee
kerja jangka pendek ketika jasa diberikan oleh benefits liability when services are rendered
karyawan dan imbalan atas jasa tersebut akan and the compensation for such services are to
dibayarkan dalam waktu dua belas bulan be paid within twelve months after such
setelah jasa tersebut diberikan. services are rendered.
Imbalan Pensiun dan Imbalan Pasca Kerja Pension Benefits and Other Post
Lainnya Employment Benefits
Biaya untuk penyediaan manfaat dibawah The cost of providing benefits under the defined
program pensiun imbalan pasti ditentukan benefit plan is determined using the projected-
dengan menggunakan metode projected-unit- unit-credit method.
credit.
Pengukuran kembali atas liabilitas (aset) Remeasurement on net deferred benefit
imbalan pasti bersih, yang disebut sebagai liabilities (asset), which recognized as other
penghasilan komprehesif lain, terdiri dari: comprehensive income, consist of:
i. Keuntungan atau kerugian aktuarial; i. Actuarial gain or losses;
ii. Imbalan hasil atas aset program, tidak ii. Return on program aset, excluding the
termasuk jumlah yang dimasukkan dalam amount included in liabilities (asset) net
bunga bersih atas liabilitas (aset); interest;
iii. Setiap perubahan dampak batas aset, iii. Every changes in asset ceiling, excluding
tidak termasuk jumlah yang dimasukkan the amount included in liabilities (asset) net
dalam bunga bersih atas liablitas (aset). interest.
34


o. Liabilitas Imbalan Kerja (lanjutan) o. Employee Benefits Liabilities (continued)
Lainnya (lanjutan) Employment Benefits (continued)
Pengukuran kembali atas liabilitas (aset) Remeasurement on net defined benefit
imbalan pasti bersih, yang diakui sebagai liabilities (asset), is recognized as part of other
penghasilan komprehensif lain tidak comprehensive income is not reclassified to
direklasifikasi ke laporan laba rugi dan consolidated statement of profit or loss and
penghasilan komprehensif lain konsolidasian other comprehensive income in the next period.
pada periode berikutnya.
Biaya jasa lalu yang timbul dari amendemen Past service cost arising from amendment or
atau kurtailmen program diakui sebagai beban curtailment programs are recognized as
dalam laporan laba rugi dan penghasilan expense in consolidated statement of profit or
komprehensif lain konsolidasian pada saat loss and other comprehensive income when
terjadinya. incurred.
Kurtailmen terjadi apabila Kelompok Usaha A curtailment occurs when the Group either
mengurangi secara signifikan jumlah pekerja significantly reduce the number of employees
yang ditanggung oleh program, terminasi atau covered by a plan, termination or suspension of
penghentian program. the program.
Perusahaan memiliki program tunjangan hari The Company has retirement funds program
tua karyawan untuk semua karyawan tetapnya. covering all of its qualified permanent
Program tersebut dikelola oleh perusahaan employees. The program is managed by life
asuransi jiwa (PT Asuransi Jiwasraya insurance companies (PT Asuransi Jiwasraya
(Persero), AJB Bumiputera 1912 dan DPLK (Persero), AJB Bumiputera 1912 and DPLK
Jiwasraya). Kontribusi dihitung secara periodik Jiwasraya). Contributions are calculated
oleh perusahaan asuransi. Para karyawan periodically by the insurance company. The
mengkontribusikan persentase tertentu dari gaji employees contribute a certain percentage of
pokok dan sisa kontribusi ditanggung oleh their basic salary and the Company contributes
Perusahaan. the remaining balance of the required amount.
Pada tanggal 15 November 1999, Perusahaan On November 15, 1999, the Company received
memperoleh persetujuan dari Menteri approval from the Ministry of Finance (No. KEP-
Keuangan (No. KEP-391/KM.17/1999) untuk 391/KM.17/1999) to establish a separate,
membentuk Lembaga (Trust) terpisah yang trustee-administered pension fund as a defined
mengelola dana pensiun dalam bentuk Program benefit retirement plan (“PPMP”), named Dana
Pensiun Manfaat Pasti (“PPMP”) bernama Pensiun Angkasa Pura II (“DPAP II”), to hold,
Dana Pensiun Angkasa Pura II (“DPAP II”), on behalf of plan members, assets held to
untuk mengelola, atas nama para anggota, satisfy the pension obligations of the Company.
semua kekayaan agar dapat memenuhi
kewajiban pensiun dari Perusahaan.
Jumlah kontribusi terdiri dari kontribusi Contributions consist of employees’ and the
karyawan dan Perusahaan yang masing- Company’s contributions that are calculated as
masing dihitung sebesar 5% dan 32,07% dari 5% and 32.07% of employees’ basic pension
pendapatan dasar pensiun. income, respectively.
Kelompok Usaha harus menyediakan imbalan The Group is required to provide a minimum
pensiun dengan jumlah minimal sesuai dengan amount of pension benefits in accordance with
Undang-Undang (“UU”) Ketenagakerjaan No. Labour Law No. 13/2003 or the Group’s
13/2003 dan Perjanjian Kerja Bersama (“PKB”), Collective Labour Agreement (“CLA”),
mana yang lebih tinggi. Karena UU whichever is higher. Since the Labour Law and
Ketenagakerjaan atau PKB menentukan rumus the CLA set the formula for determining the
tertentu untuk menghitung jumlah minimal minimum amount of benefits, in substance
imbalan pensiun, pada dasarnya program pension plans under the Labour Law or the CLA
pensiun berdasarkan UU Ketenagakerjaan atau represent defined benefit plans.
PKB adalah program pensiun imbalan pasti.
35


o. Liabilitas Imbalan Kerja (lanjutan) o. Employee Benefits Liabilities (continued)
Lainnya (lanjutan) Employment Benefits (continued)
Liabilitas imbalan pensiun merupakan nilai kini The pension benefit obligation is the present
liabilitas imbalan pasti pada akhir periode value of the defined benefit obligation at end
pelaporan dikurangi dengan nilai wajar aset reporting period less the fair value of plan
program. Liabilitas imbalan pasti dihitung setiap assets. The defined benefit obligation is
tahun oleh aktuaris independen dengan calculated by an independent actuary using the
menggunakan metode projected-unit-credit. projected-unit-credit method.
Nilai kini liabilitas manfaat pasti ditentukan The present value of the defined benefit
dengan mendiskontokan estimasi arus kas obligation is determined by discounting the
masa depan dengan menggunakan tingkat estimated future cash outflows using the yield at
bunga obligasi pemerintah jangka panjang pada end of the reporting period of long-term
akhir periode pelaporan dalam mata uang government bonds denominated in rupiah in
rupiah sesuai dengan mata uang di mana which the benefits will be paid and that have
imbalan tersebut akan dibayarkan dan yang terms to maturity similar to the related pension
memiliki jangka waktu yang sama dengan obligation.
liabilitas manfaat pensiun yang bersangkutan.
Perusahaan memberikan imbalan pasca kerja The Company also provides other post-
lainnya, seperti tanda penghargaan dan cuti employment benefits, such as long service
jangka panjang. reward and long service leave.
Imbalan berupa uang penghargaan diberikan The long service reward is paid when the
apabila karyawan bekerja hingga mencapai employees reach their retirement age. Death
usia pensiun. Santunan kematian diberikan bila allowance is paid when the employee or the
pegawai dan anggota keluarga tertentu qualified family members pass away. The
meninggal dunia. Nilai imbalan yang diberikan separation reward benefit is paid to employees
di dasari pada peraturan Perusahaan. in the event of voluntary resignation, subject to
Sedangkan imbalan berupa uang pisah, a minimum number of years of service. These
dibayarkan kepada karyawan yang benefits have been accounted for using the
mengundurkan diri secara sukarela, setelah same methodology as for the defined benefit
memenuhi minimal masa kerja tertentu. pension plan.
Imbalan ini dihitung dengan menggunakan
metodologi yang sama dengan metodologi
yang digunakan dalam perhitungan program
pensiun imbalan pasti.
Prakiraan biaya imbalan ini diakru sepanjang The expected costs of these benefits are
masa kerja karyawan, dengan menggunakan accrued over the period of employment, using
metode akuntansi yang sama, namun an accounting methodology similar but
disederhanakan, dengan metode yang simplified to that for defined benefit pension
digunakan dalam perhitungan program pensiun plans. These obligations are valued annually by
imbalan pasti. Kewajiban ini dinilai setiap tahun qualified independent actuaries.
oleh aktuaris independen yang memenuhi
kualifikasi.
36


p. Pendapatan yang Diterima di Muka p. Unearned Revenues
Pendapatan yang diterima di muka adalah Unearned revenues are cash received from
penerimaan uang dari pihak lain sehubungan other parties in connection with the services
dengan jasa yang akan dilakukan oleh that will be performed by the Group in the future
Kelompok Usaha di masa depan tetapi jasa but the services not yet delivered to that parties.
tersebut belum diserahkan kepada pihak
tersebut.
q. Sewa q. Leases
Sebelum 1 Januari 2020 Before January 1, 2020
Kelompok Usaha mengklasifikasikan sewa The Group classifies leases based on the
berdasarkan sejauh mana risiko dan manfaat extent to which risks and rewards incidental to
yang terkait dengan kepemilikan aset sewaan the ownership of a leased asset are vested
berada pada lessor atau lessee, dan pada upon the lessor or the lessee, and the
substansi transaksi daripada bentuk substance of the transaction rather than the
kontraknya, pada tanggal pengakuan awal. form of the contract, at inception date.
Sewa Pembiayaan - sebagai Lessee Finance Lease - as Lessee
Suatu sewa diklasifikasikan sebagai sewa A lease is classified as a finance lease if it

pembiayaan jika sewa tersebut mengalihkan transfers substantially all the risks and rewards
secara substansial seluruh risiko dan manfaat incidental to ownership of the leased assets.
yang terkait dengan kepemilikan aset sewa. Such leases are capitalized at the inception of
Sewa tersebut dikapitalisasi sejak awal masa the lease at the fair value of the leased assets
sewa sebesar nilai wajar aset sewaan atau or, if lower, at the present value of the minimum
sebesar nilai kini dari pembayaran sewa lease payments.
minimum, jika nilai kini lebih rendah dari nilai
wajar.
Pembayaran sewa minimum harus dipisahkan Minimum lease payments are apportioned
antara bagian yang merupakan beban between the financial charges and reduction of
keuangan dan bagian yang merupakan the lease liability so as to achieve a constant
pelunasan liabilitas, sedemikian rupa sehingga rate of interest on the remaining balance of
menghasilkan suatu tingkat suku bunga liability. Financial charges are charged directly
periodik yang konstan atas saldo liabilitas. to profit or loss.
Beban keuangan dibebankan langsung pada
laba rugi.
Jika terdapat kepastian yang memadai bahwa If there is a reasonable certainty that the lessee
lessee akan mendapatkan hak kepemilikan will obtain ownership by the end of the lease
pada akhir masa sewa, aset sewaan term, then, the leased assets are depreciated
disusutkan selama masa pakai aset yang over their estimated useful lives. If not, then the
diestimasi berdasarkan umur manfaat aset capitalized leased assets are depreciated over
tersebut. Jika tidak terdapat kepastian tersebut, the shorter of the useful lives of the assets or
maka aset sewaan disusutkan selama periode the lease term. Gain or loss on a sale and
yang lebih pendek antara umur manfaat aset finance leaseback transaction is deferred and
sewaan atau masa sewa. Laba atau rugi yang amortized over the lease term.
timbul dari transaksi jual dan sewa kembali
ditangguhkan dan diamortisasi selama masa
sewa.
37


q. Sewa (lanjutan) q. Leases (continued)
Sewa Operasi - sebagai Lessee Operating Lease - as Lessee
Suatu sewa diklasifikasikan sebagai sewa A lease is classified as an operating lease if it

operasi jika sewa tidak mengalihkan secara does not transfer substantially all the risks and
substansial seluruh risiko dan manfaat yang rewards incidental to ownership of the leased
terkait dengan kepemilikan aset. Dengan assets. Accordingly, the related lease
demikian, pembayaran sewa diakui sebagai payments are recognized as expense in the
beban di tahun berjalan pada operasi dengan current year operations using the straight-line
menggunakan metode garis lurus selama masa method over the lease term.
sewa.
Sesudah 1 Januari 2020 After January 1, 2020
Mulai tanggal 1 Januari 2020, Kelompok Usaha From 1 January 2020, the Group has adopted
menerapkan PSAK 73 “Sewa”, yang PSAK 73 “Leases”, which sets the
mensyaratkan pengakuan liabilitas sewa requirements for recognition of lease liabilities
sehubungan dengan sewa yang sebelumnya in relation to leases which had previously been
diklasifikasikan sebagai “sewa operasi”. classified as “operating leases”. This policy is
Kebijakan ini berlaku untuk kontrak yang applied to contracts entered into or amended,
disepakati atau diamendemen, pada atau on or after January 1, 2020.
setelah 1 Januari 2020.
Pada tanggal insepsi suatu kontrak, Kelompok At inception of a contract, the Group assesses
Usaha menilai apakah suatu kontrak whether a contract is, or contains, a lease. A
merupakan, atau mengandung, sewa. Suatu contract is, or contains, a lease if the contract
kontrak merupakan, atau mengandung, sewa conveys the right to control the use of an
jika kontrak tersebut memberikan hak untuk identified asset for a period of time in exchange
mengendalikan penggunaan suatu aset for consideration. To assess whether a contract
identifikasian selama suatu jangka waktu untuk conveys the right to control the use of an
dipertukarkan dengan imbalan. Untuk menilai identified asset, the Group assesses whether:
apakah suatu kontrak memberikan hak untuk
mengendalikan suatu aset identifikasian,
Kelompok Usaha menilai apakah:
a) Kontrak melibatkan penggunaan suatu a) The contract involves the use of an

aset identifikasian - ini dapat ditentukan identified asset - this may be specified
secara eksplisit atau implisit dan secara explicitly or implicitly and should be
fisik dapat dibedakan atau mewakili secara physically distinct or represent
substansial seluruh kapasitas aset yang substantially all of the capacity of a
secara fisik dapat dibedakan. Jika physically distinct asset. If the supplier has
pemasok memiliki hak substitusi the substantive substitution right, then the
substantif, maka aset tersebut tidak asset is not identified;
teridentifikasi;
b) Kelompok Usaha memiliki hak untuk b) The Group has the right to obtain
memperoleh secara substansial seluruh substantially all of the economic benefits
manfaat ekonomik dari penggunaan aset from use of the asset throughout the period
selama periode penggunaan; dan of use; and
38


Sewa Operasi - sebagai Lessee (lanjutan) Operating Lease - as Lessee (continued)
Sesudah 1 Januari 2020 (lanjutan) After January 1, 2020 (continued)
Pada tanggal insepsi suatu kontrak, Kelompok At inception of a contract, the Group assesses
Usaha menilai apakah suatu kontrak whether a contract is, or contains, a lease. A
merupakan, atau mengandung, sewa. Suatu contract is, or contains, a lease if the contract
kontrak merupakan, atau mengandung, sewa conveys the right to control the use of an
jika kontrak tersebut memberikan hak untuk identified asset for a period of time in exchange
mengendalikan penggunaan suatu aset for consideration. To assess whether a contract
identifikasian selama suatu jangka waktu untuk conveys the right to control the use of an
dipertukarkan dengan imbalan. Untuk menilai identified asset, the Group assesses whether:
apakah suatu kontrak memberikan hak untuk (continued)
mengendalikan suatu aset identifikasian,
Kelompok Usaha menilai apakah: (lanjutan)
c) Kelompok Usaha memiliki hak untuk c) The Group has the right to direct the use of
mengarahkan penggunaan aset the identified asset. The Group has this
identifikasian. Kelompok Usaha memiliki right when it has the decision-making rights
hak ini ketika hak pengambilan keputusan that are most relevant to changing how and
yang paling relevan untuk mengubah for what purpose the asset is used. In
bagaimana dan untuk tujuan apa aset certain circumstances where all the
tersebut digunakan. Dalam kondisi tertentu decisions about how and for what purpose
di mana semua keputusan tentang the asset is used are predetermined, the
bagaimana dan untuk tujuan apa aset Group has the right to direct the use of the
digunakan telah ditentukan sebelumnya, asset if either:
Kelompok Usaha memiliki hak untuk
mengarahkan penggunaan aset tersebut
jika:
- Kelompok Usaha memiliki hak untuk - The Group has the right to operate the
mengoperasikan aset; atau asset; or
- Kelompok Usaha mendesain aset - The Group designed the asset in a
dengan cara menetapkan way that predetermines how and for
sebelumnya bagaimana dan untuk what purpose the asset will be used.
tujuan apa aset akan digunakan.
Pada tanggal insepsi atau pada penilaian At the inception or on reassessment of a
kembali atas kontrak yang mengandung contract that contains a lease component, the
sebuah komponen sewa, Kelompok Usaha Group allocates the consideration in the
mengalokasikan imbalan dalam kontrak ke contract to each lease component on the basis
masing-masing komponen sewa berdasarkan of the relative stand-alone prices and the
harga tersendiri relatif dari komponen sewa dan aggregate stand-alone price of the non-lease
harga tersendiri agregat dari komponen components.
nonsewa.
Pada tanggal permulaan sewa, Kelompok The Group recognises a right-of-use assets and
Usaha mengakui aset hak-guna dan liabilitas a lease liability at the lease commencement
sewa. Aset hak guna diukur pada biaya date. The right-of-use assets is initially
perolehan, dimana meliputi jumlah pengukuran measured at cost, which comprises the initial
awal liabilitas sewa yang disesuaikan dengan amount of the lease liability adjusted for any
pembayaran sewa yang dilakukan pada atau lease payment made at or before the
sebelum tanggal permulaan, ditambah dengan commencement date, plus any initial direct cost
biaya langsung awal yang dikeluarkan dan incurred and an estimate of costs to dismantle
estimasi biaya yang akan dikeluarkan untuk and remove the underlying asset or to restore
membongkar dan memindahkan aset pendasar the underlying asset to the condition required
atau untuk merestorasi aset pendasar ke by the terms and conditions of the lease, less
kondisi yang disyaratkan dan ketentuan sewa, any lease incentives received.
dikurangi dengan insentif sewa yang diterima.
39


Sewa Operasi - sebagai Lessee (lanjutan) Operating Lease - as Lessee (continued)
Sesudah 1 Januari 2020 (lanjutan) After January 1, 2020 (continued)
Aset hak-guna kemudian disusutkan The right-of-use assets is subsequently

menggunakan metode garis lurus dari tanggal depreciated using the straight-line method from
permulaan hingga tanggal yang lebih awal the commencement date to the earlier of the
antara akhir umur manfaat aset hak-guna atau end of the useful life of the right-of-use assets
akhir masa sewa. or the end of the lease term.
Liabilitas sewa diukur pada nilai kini The lease liability is initially measured at the
pembayaran sewa yang belum dibayar pada present value of the lease payments that are
tanggal permulaan, didiskontokan dengan not paid at the commencement date,
menggunakan suku bunga implisit dalam sewa discounted using the interest rate implicit in the
atau jika suku bunga tersebut tidak dapat lease or, if that rate cannot be readily
ditentukan, maka menggunakan suku bunga determined, use the incremental borrowing
pinjaman inkremental. Pada umumnya, rate. Generally, the Group uses its incremental
Kelompok Usaha menggunakan suku bunga borrowing rate as the discount rate.
pinjaman inkremental sebagai tingkat bunga
diskonto.
Pembayaran sewa yang termasuk dalam Lease payments included in the measurement
pengukuran liabilitas sewa meliputi of the lease liability comprise fixed payments,
pembayaran tetap, termasuk pembayaran tetap including in-substance fixed payments less any
secara substansi dikurangi dengan piutang lease incentive receivable.
insentif sewa.
Setiap pembayaran sewa dialokasikan sebagai Each lease payment is allocated between
beban keuangan dan pengurangan liabilitas finance charges and reduction of the lease
sehingga menghasilkan tingkat suku bunga liability so as to achieve a constant interest rate
yang konstan atas saldo liabilitas yang tersisa. on the outstanding balance of the liabilities.
Sewa jangka-pendek dan sewa aset bernilai- Short-term leases and leases of low-value
rendah assets
Kelompok Usaha memilih untuk tidak mengakui The Group has elected not to recognize right-
aset hak-guna dan liabilitas sewa untuk sewa of-use assets and lease liabilities for short-term
jangka-pendek yang memiliki masa sewa 12 leases that have a lease term of 12 months or
bulan atau kurang dan sewa atas aset bernilai- less and leases of low-value assets. The Group
rendah. Kelompok Usaha mengakui recognizes the lease payments associated with
pembayaran sewa terkait dengan sewa ini these leases as an expense on a straight-line
sebagai beban dengan dasar garis lurus basis over the lease term.
selama masa sewa.
40


r. Perpajakan r. Taxation
Pajak final Final tax

Peraturan perpajakan di Indonesia mengatur Tax regulation in Indonesia determined that
beberapa jenis penghasilan dikenakan pajak certain taxable income is subject to final tax.
yang bersifat final. Pajak final yang dikenakan Final tax applied to the gross value of
atas nilai bruto transaksi tetap dikenakan transactions is applied even when the parties
walaupun atas transaksi tersebut pelaku carrying the transaction recognizing losses.
transaksi mengalami kerugian.
Mengacu pada revisi PSAK No. 46 yang Referring to revised PSAK No. 46 as mentioned
disebutkan di atas, pajak final tersebut tidak above, final tax is no longer governed by PSAK
termasuk dalam lingkup yang diatur oleh PSAK No. 46. Therefore, the Group has decided to
No. 46. Oleh karena itu, Kelompok Usaha present all of the final tax arising from sales of
memutuskan untuk menyajikan beban pajak land, land rent revenue and engineering and
final sehubungan dengan penjualan tanah, construction services as separate line item.
pendapatan sewa tanah dan jasa rekayasa dan
konstruksi sebagai pos tersendiri.
Perbedaan antara nilai tercatat dari aset The difference between the carrying amount of
revaluasian dan dasar pengenaan pajak a revalued asset and its tax base is a temporary
merupakan perbedaan temporer sehingga difference and gives rise to a deferred tax
menimbulkan liabilitas atau aset pajak liability or asset, except for certain asset such
tangguhan, kecuali untuk aset tertentu seperti as land, which realization is taxed with final tax
tanah yang pada saat realisasinya dikenakan on gross value of transaction.
pajak final yang dikenakan atas nilai bruto
transaksi.
Pajak kini Current tax
Aset dan liabilitas pajak kini untuk tahun berjalan Current income tax assets and liabilities for the
diukur sebesar jumlah yang diharapkan dapat current period are measured at the amount
direstitusi dari atau dibayarkan kepada otoritas expected to be recovered from or paid to the
perpajakan. taxation authority.
Beban pajak kini ditentukan berdasarkan laba Current tax expense is determined based on
kena pajak tahun berjalan yang dihitung the taxable profit for the year computed using
berdasarkan tarif pajak yang berlaku. the prevailing tax rates.
Kekurangan/kelebihan pembayaran pajak Underpayment/overpayment of income tax is

penghasilan dicatat sebagai bagian dari “Beban presented as part of “Tax Expense - Current” in
Pajak Kini” dalam laporan laba rugi dan the consolidated statements of profit or loss
penghasilan komprehensif lain konsolidasian. and other comprehensive income. The Group
Kelompok Usaha juga menyajikan bunga/denda, also presented interest/penalty, if any, as part
jika ada, sebagai bagian dari “Beban Pajak Kini”. of “Current Tax Expense”.
Koreksi terhadap liabilitas perpajakan diakui Amendments to tax obligations are recorded
pada saat surat ketetapan pajak diterima atau, when a tax assessment letter is received or, if
jika diajukan keberatan, pada saat keputusan appealed against, when the result of the appeal
atas keberatan ditetapkan. is determined.
41


r. Perpajakan (lanjutan) r. Taxation (continued)
Pajak tangguhan Deferred tax
Aset dan liabilitas pajak tangguhan diakui Deferred tax assets and liabilities are recognized
menggunakan metode liabilitas atas using the liability method for the future tax
konsekuensi pajak pada masa mendatang yang consequences attributable to differences
timbul dari perbedaan jumlah tercatat aset dan between the carrying amounts of existing assets
liabilitas menurut laporan keuangan dengan and liabilities in the financial statements and their
dasar pengenaan pajak aset dan liabilitas pada respective tax bases at each reporting date.
setiap tanggal pelaporan.
Liabilitas pajak tangguhan diakui untuk semua Deferred tax liabilities are recognized for all
perbedaan temporer kena pajak dan aset pajak taxable temporary differences and deferred tax
tangguhan diakui untuk perbedaan temporer assets are recognized for deductible temporary
yang boleh dikurangkan dan akumulasi rugi differences and accumulated fiscal losses to the
fiskal, sepanjang besar kemungkinan extent that it is probable that taxable profit will be
perbedaan temporer yang boleh dikurangkan available in future years against which the
dan akumulasi rugi fiskal tersebut dapat deductible temporary differences and
dimanfaatkan untuk mengurangi laba kena accumulated fiscal losses can be utilized.
pajak pada masa depan.
Jumlah tercatat aset pajak tangguhan ditelaah The carrying amount of a deferred tax asset is
ulang pada akhir setiap periode pelaporan dan reviewed at the end of each reporting period and
diturunkan apabila laba fiskal mungkin tidak reduced to the extent that it is no longer probable
memadai untuk mengkompensasi sebagian that sufficient taxable profit will be available to
atau semua manfaat aset pajak tangguhan allow the benefit of part or all of that deferred tax
tersebut. Pada akhir setiap periode pelaporan, asset to be utilized. At the end of each reporting
Kelompok Usaha menilai kembali aset pajak period, the Group reassesses unrecognized
tangguhan yang tidak diakui. Kelompok Usaha deferred tax assets. The Group recognizes
mengakui aset pajak tangguhan yang previously unrecognized deferred tax assets to
sebelumnya tidak diakui apabila besar the extent that it has become probable that future
kemungkinan bahwa laba fiskal pada masa taxable profit will allow the deferred tax assets to
depan akan tersedia untuk pemulihannya. be recovered.
Pajak tangguhan dihitung dengan Deferred tax is calculated at the tax rates that
menggunakan tarif pajak yang berlaku atau have been enacted or substantively enacted at
secara substansial telah berlaku pada tanggal the reporting date. Changes in the carrying
pelaporan. Perubahan nilai tercatat aset dan amount of deferred tax assets and liabilities due
liabilitas pajak tangguhan yang disebabkan oleh to a change in tax rates are charged to current
perubahan tarif pajak dibebankan pada usaha period operations, except to the extent that they
periode berjalan, kecuali untuk transaksi- relate to items previously charged or credited to
transaksi yang sebelumnya telah langsung equity.
dibebankan atau dikreditkan ke ekuitas.
Aset dan liabilitas pajak tangguhan disajikan Deferred tax assets and liabilities are offset in the
secara saling hapus dalam laporan posisi consolidated statements of financial position,
keuangan konsolidasian, kecuali aset dan except if they are for different legal entities,
liabilitas pajak tangguhan untuk entitas yang consistent with the presentation of current tax
berbeda, sesuai dengan penyajian aset dan assets and liabilities.
liabilitas pajak kini.
42

2. IKHTISAR KEBIJAKAN AKUNTANSI 2. SUMMARY OF SIGNIFICANT ACCOUNTING

SIGNIFIKAN (lanjutan) POLICIES (continued)
s. Pengakuan Pendapatan dan Beban s. Revenue and Expense Recognition
Pendapatan diakui jika besar kemungkinan Revenue is recognized to the extent that it is
manfaat ekonomi akan mengalir ke Kelompok probable that the economic benefits will flow to
Usaha dan manfaat ini dapat diukur dengan the Group and the revenue can be reliably
andal. Pendapatan diukur pada nilai wajar measured. Revenue is measured at the fair
penerimaan diterima, tidak termasuk diskon, value of the consideration received, excluding
rabat dan cadangan lain yang serupa. Kriteria discounts, rebates and other similar
spesifik berikut juga harus dipenuhi sebelum allowances. The following specific recognition
pendapatan diakui: criteria must also be met before revenue is
recognized:
• Pendapatan jasa aeronautika dan jasa • Aeronautical and groundhandling services in
penunjang pengangkutan (groundhandling) airports revenues are recognized when
udara diakui pada saat jasa diserahkan services are rendered to customers.
kepada pelanggan.
• Pendapatan jasa non aeronautika atas sewa • Non-aeronautical services revenues for land
tanah dan bangunan diakui sesuai dengan and buildings rental is recognized in
periode sewa yang sudah berjalan pada accordance with the rental period which has
tahun yang bersangkutan. been incurred during the year.
• Pendapatan atas penggunaan fasilitas • Revenue for the use of facilities and
peralatan oleh pelanggan dan pendapatan equipment by customers and other non-
jasa non aeronautika lainnya diakui pada saat aeronautical services revenues are
fasilitas tersebut digunakan dan pada saat recognized when the facility is used and
jasa diserahkan. services are rendered.
• Pendapatan atas sewa tanah dan bangunan • Land and building rental income received in
yang diterima di muka atas periode yang advance for a period that has not be
belum berjalan dicatat sebagai pendapatan incurred recorded as unearned revenue.
yang diterima di muka.
• Pendapatan lainnya diakui atas dasar akrual. • Other income is recognized on an accrual
basis.
• Pendapatan bunga diakui atas dasar • Interest income is recognized on a time
proporsional berdasarkan waktu, pokok dan proportion basis, the principal and the
tingkat bunga yang berlaku. prevailing interest rate.
Beban diakui pada saat terjadinya. Expenses are recognized as incurred.
t. Transaksi dan Saldo dalam Mata Uang Asing t. Foreign Currency Transactions and
Balances
Laporan keuangan konsolidasian disajikan The consolidated financial statements are
dalam Rupiah, yang merupakan mata uang presented in Rupiah, which is the Company’s
fungsional Perusahaan dan mata uang functional currency and the Group’s
penyajian Kelompok Usaha. Transaksi dalam presentation currency. Transactions involving
mata uang asing dicatat dalam mata uang foreign currencies are recorded in rupiah at the
rupiah berdasarkan kurs tengah yang berlaku middle rates of exchange prevailing at the time
pada saat transaksi dilakukan. Pada akhir the transactions are made. At the end of the
periode pelaporan, aset dan liabilitas moneter reporting period, monetary assets and liabilities
dalam mata uang asing dijabarkan ke dalam denominated in foreign currencies are adjusted
rupiah berdasarkan rata-rata kurs jual dan beli to reflect the average buying and selling rates
yang diterbitkan oleh Bank Indonesia pada of exchange quoted by Bank Indonesia at the
tanggal terakhir transaksi perbankan pada closing of the last banking day of the year. The
tahun yang bersangkutan. Laba atau rugi selisih resulting gains or losses are credited or
kurs yang timbul dikreditkan atau dibebankan charged to current operations.
pada operasi tahun berjalan.
43


t. Transaksi dan Saldo dalam Mata Uang Asing t. Foreign Currency Transactions and
(lanjutan) Balances (continued)
Kurs yang digunakan pada tanggal The exchange rates used as of December 31,
31 Desember 2020 dan 2019 adalah sebagai 2020 and 2019 were as follows:
berikut:
Dolar AS 14.105 13.901 US Dollar
Selanjutnya, untuk pungutan dan penyetoran Furthermore, for the collection and remittance
pajak-pajak (PPN dan PPh) berkenaan dengan of taxes (VAT and income tax) related to claims
tagihan dan kewajiban dalam mata uang asing and liabilities in foreign currency is payable in
dibayarkan dengan rupiah dan dicatat sesuai dollar and recorded based on the 'weekly tax
dengan 'kurs pajak mingguan' yang berlaku rate' prevailing at the date of issuance of tax
pada tanggal diterbitkannya faktur pajak yang invoice.
bersangkutan.
u. Kombinasi Bisnis u. Business Combinations
Kombinasi bisnis dicatat dengan menggunakan Business combinations are accounted for using
metode akuisisi. Biaya perolehan dari suatu the acquisition method. The cost of an
akuisisi diukur dari nilai agregat imbalan yang acquisition is measured as the aggregate of the
dialihkan, diukur pada nilai wajar pada tanggal consideration transferred, measured at
akuisisi dan jumlah setiap KNP pada pihak yang acquisition date fair value and the amount of
diakuisisi. Untuk setiap kombinasi bisnis, pihak any NCI in the acquiree. For each business
pengakuisisi mengukur KNP pada entitas yang combination, the acquirer measures the NCI in
diakuisisi pada nilai wajar atau pada proporsi the acquiree either at fair value or at the
kepemilikan KNP atas aset neto yang proportionate share of the acquiree’s
teridentifikasi dari entitas yang diakuisisi. Biaya- identifiable net assets. Transaction costs
biaya akuisisi yang timbul dibebankan langsung incurred are directly expensed and included in
dan dicatat dalam “Beban Umum dan “General and Administrative Expenses”.
Administrasi”.
Ketika Kelompok Usaha melakukan akuisisi When the Group acquires a business, it
atas sebuah bisnis, Kelompok Usaha assesses the financial assets acquired and
mengklasifikasikan dan menentukan aset liabilities assumed for appropriate
keuangan dan liabilitas keuangan yang diambil classification and designation in accordance
alih berdasarkan pada persyaratan kontraktual, with the contractual terms, economic
kondisi ekonomi dan kondisi terkait lainnya circumstances and pertinent conditions as at
yang ada pada tanggal akuisisi. Hal ini the acquisition date. This includes the
termasuk pemisahan atas derivatif yang separation of embedded derivatives in host
melekat pada kontrak utama oleh pihak yang contracts by the acquiree.
diakuisisi.
Dalam suatu kombinasi bisnis yang dilakukan If the business combination is achieved in
secara bertahap, pihak pengakuisisi mengukur stages, the acquisition date fair value of the
kembali kepemilikan atas ekuitas yang dimiliki acquirer’s previously held equity interest in the
sebelumnya pada pihak yang diakuisisi acquiree is remeasured to fair value at the
berdasarkan nilai wajar pada tanggal akuisisi acquisition date and any resulting gain or loss
dan mengakui keuntungan atau kerugian yang is recognized in profit or loss.
terjadi dalam laba rugi.
44


u. Kombinasi Bisnis (lanjutan) u. Business Combinations (continued)
Imbalan kontinjensi yang akan dibayarkan oleh Any contingent consideration to be transferred
pihak pengakuisisi diakui pada nilai wajar pada by the acquirer will be recognized at fair value
tanggal akuisisi. Perubahan nilai wajar atas at the acquisition date. Subsequent changes to
imbalan kontinjensi setelah tanggal akuisisi the fair value of the contingent consideration
yang diklasifikasikan sebagai aset atau which is deemed to be an asset or liability will
liabilitas, akan diakui dalam laporan laba rugi be recognized either in profit or loss or as other
atau sebagai pendapatan komprehensif lain. comprehensive income. If the contingent
Jika diklasifikasikan sebagai ekuitas, imbalan consideration is classified as equity, it should
kontinjensinya tidak diukur kembali sampai not be remeasured until it is finally settled
penyelesaian terakhir dalam ekuitas. within equity.
Pada tanggal akuisisi, pertama kali goodwill At acquisition date, goodwill is initially
diukur pada harga perolehan yang merupakan measured at cost being the excess of the
selisih lebih nilai agregat dari imbalan yang aggregate of the consideration transferred and
dibayarkan dan jumlah yang diakui untuk KNP the amount recognized for NCI over the net
dibandingkan dengan jumlah dari aset identifiable assets acquired and liabilities
teridentifikasi dan liabilitas yang diperoleh. Jika assumed. If this consideration is lower than the
imbalan tersebut kurang dari nilai wajar aset fair value of the net assets of the Subsidiary
neto Entitas Anak yang diakuisisi, selisih acquired, the difference is recognized in profit
tersebut diakui dalam laporan laba rugi. or loss.
Setelah pengakuan awal, goodwill diukur pada After initial recognition, goodwill is measured at
jumlah tercatat dikurangi akumulasi kerugian cost less any accumulated impairment losses.
penurunan nilai, jika ada. Untuk tujuan uji For the purpose of impairment testing, goodwill
penurunan nilai, goodwill yang diperoleh dari acquired in a business combination is allocated
suatu kombinasi bisnis dialokasikan sejak from the acquisition date to each of the Group’s
tanggal akuisisi kepada setiap unit penghasil cash-generating units (“CGU”) that are
kas (“UPK”) dari Kelompok Usaha yang expected to benefit from the combination,
diharapkan akan memperoleh manfaat dari irrespective of whether other assets or liabilities
kombinasi tersebut, terlepas dari apakah aset of the acquirer are assigned to those CGUs.
atau liabilitas lain dari pihak yang mengakuisisi
dialokasikan kepada UPK tersebut.
Jika goodwill telah dialokasikan pada suatu Where goodwill forms part of a CGU and part of
UPK dan operasi tertentu dalam UPK tersebut the operation within that CGU is disposed of,
dilepas, maka goodwill yang terasosiasi dengan the goodwill associated with the operation
operasi yang dilepas tersebut dimasukkan disposed of is included in the carrying amount
dalam jumlah tercatat operasi tersebut ketika of the operation when determining the gain or
menentukan keuntungan atau kerugian dari loss on disposal of the operation. Goodwill
pelepasan operasi. Goodwill yang dilepaskan disposed of in this circumstance is measured
tersebut diukur berdasarkan nilai relatif operasi based on the relative values of the operation
yang dilepas dan porsi UPK yang ditahan. disposed of and the portion of the CGU
retained.
45


u. Kombinasi Bisnis (lanjutan) u. Business Combinations (continued)
Sesuai dengan ketentuan dalam PSAK No. 22 In accordance with the provision of PSAK
(Revisi 2015), apabila proses akuntansi awal No. 22 (Revised 2015), if the initial accounting
untuk kombinasi bisnis belum selesai pada for a business combination is incomplete by the
akhir periode pelaporan pada saat kombinasi end of the reporting period in which the
terjadi, Kelompok Usaha melaporkan jumlah combination occurs, the Group shall report in
sementara untuk pos-pos yang proses its consolidated financial statements
akuntansinya belum selesai dalam laporan provisional amounts for the items for which the
keuangan konsolidasian. Selama periode accounting is incomplete. During the
pengukuran, Kelompok Usaha menyesuaikan measurement period, the Group shall
secara retrospektif jumlah sementara yang retrospectively adjust the provisional amounts
diakui pada tanggal akuisisi untuk recognized at the acquisition date to reflect
mencerminkan informasi baru yang diperoleh new information obtained about facts and
tentang fakta dan keadaan yang ada pada circumstances that existed as of the acquisition
tanggal akuisisi dan, jika diketahui telah date and, if known, would have affected the
berdampak pada pengukuran jumlah yang measurement of the amounts recognized as of
diakui pada tanggal tersebut. that date.
v. Pelaporan Segmen v. Segment Reporting
Segmen operasi adalah suatu komponen dari An operating segment is a component of an
entitas: (1) yang terlibat dalam aktivitas bisnis entity: (1) that engages in business activities
yang mana memperoleh pendapatan dan from which it may earn revenues and incur
menimbulkan beban; (2) hasil operasinya dikaji expenses; (2) whose operating results are
ulang secara reguler oleh pengambil keputusan regularly reviewed by the entity's operating
operasional untuk membuat keputusan tentang decision maker to make decisions about
sumber daya yang dialokasikan pada segmen resources to be allocated to the segment and
tersebut dan menilai kinerjanya; dan (3) tersedia value its performance; and (3) for which discrete
informasi keuangan yang dapat dipisahkan. financial information is available.
Kelompok Usaha mengidentifikasikan segmen The Group identifies its operating segments on
operasi berdasarkan pelaporan internal yang the basis of internal reports that are regularly
direviu secara regular oleh pengambil reviewed by the Group's chief operating
keputusan operasional dalam mengalokasikan decision-maker in order to allocate resources to
sumber daya dan menilai kinerja segmen the segment and assess its performance.
operasi Kelompok Usaha.
Pengungkapan tambahan pada masing-masing Additional disclosures on each of these
segmen terdapat dalam Catatan 45, termasuk segments are shown in Note 45, including the
faktor yang digunakan untuk mengidentifikasi factors used to identify the reported segments
segmen yang dilaporkan dan dasar pengukuran and the measurement basis of segment
informasi segmen. information.
Segmen ditentukan sebelum saldo dan Segments are determined before intra-group
transaksi antar Perusahaan dan Entitas Anak balances and intra-group transactions are
dieliminasi sebagai bagian dari proses eliminated as part of consolidation process.
konsolidasi.
w. Pengukuran Nilai Wajar w. Fair Value Measurement
Kelompok Usaha telah menerapkan PSAK No. The Group has adopted PSAK No. 68, “Fair
68, “Pengukuran Nilai Wajar”. PSAK ini, antara Value Measurement”. This PSAK, among
lain, memberikan panduan tentang bagaimana others, provides guidance on how to measure
pengukuran nilai wajar ketika nilai wajar fair value when fair value is required or
disyaratkan atau diizinkan. Penerapan PSAK ini permitted, the adoption of this PSAK has no
tidak berpengaruh signifikan terhadap laporan significant impact on the consolidated financial
keuangan konsolidasian. Kelompok Usaha statements. The Group measures financial
mengukur instrumen keuangan pada nilai wajar instruments at fair value at each reporting date.
setiap tanggal pelaporan. Pengungkapan nilai Fair value disclosure for financial instruments
wajar instrumen keuangan disajikan dalam are disclosed in Note 47.
Catatan 47.
46


w. Pengukuran Nilai Wajar (lanjutan) w. Fair Value Measurement (continued)
Nilai wajar adalah harga yang akan diterima Fair value is the price that would be received to
untuk menjual suatu aset atau harga yang akan sell an asset or paid to transfer a liability in an
dibayar untuk mengalihkan suatu liabilitas orderly transaction between market participants
dalam transaksi teratur antara pelaku pasar at the measurements date. The fair value
pada tanggal pengukuran. Pengukuran nilai measurement is based on the presumption that
wajar berdasarkan asumsi bahwa transaksi the transaction to sell the assets or transfer the
untuk menjual aset atau mengalihkan liabilitas liabilities takes place either:
terjadi di:
• Pasar utama untuk aset dan liabilitas • In the principal market for the assets or
tersebut, atau liabilities, or
• Jika tidak terdapat pasar utama, di pasar • In the absence of a principal market, in the
yang paling menguntungkan untuk aset most advantageous market for the assets
atau liabilitas tersebut. or liabilities.
Kelompok Usaha harus memiliki akses ke pasar The principal or the most advantageous market
utama atau pasar yang paling menguntungkan. must be accessible by the Group.
Nilai wajar dari aset atau liabilitas diukur The fair value of an asset or a liability is
menggunakan asumsi yang akan digunakan measured using the assumptions that market
oleh pelaku pasar pada saat melakukan participants would use when pricing the asset
penilaian aset atau liabilitas, dengan asumsi or liabilities, assuming that market participants
bahwa pelaku pasar akan bertindak atas act in their economic best interest.
kepentingan ekonomi terbaik mereka.
Kelompok Usaha mengunakan teknik penilaian The Group uses valuation techniques that are
yang sesuai dengan kondisi Perusahaan dan di appropriate in the circumstances and for which
mana terdapat ketersediaan data yang cukup sufficient data are available to measure fair
untuk mengukur nilai wajar, memaksimalisasi value, maximizing the use of relevant
penggunaan data masukan yang dapat observable inputs and minimizing the use of
diobservasi yang relevan dan meninimalisasi unobservable inputs.
penggunakan data masukan yang tidak dapat
diobservasi.
Semua aset dan liabilitas yang diukur dengan All assets and liabilities for which fair value is
nilai wajar atau diungkapkan dalam laporan measured or disclosed in the financial
keuangan dikategorikan dalam hierarki nilai statements are categorized within the fair value
wajar berdasarkan tingkat masukan paling hierarchy, described as follows, based on the
rendah yang signifikan terhadap pengukuran lowest level input that is significant to the fair
nilai wajar secara keseluruhan : value measurement as a whole:
• Tingkat 1 - Harga kuotasian (tidak • Level 1 - Quoted (unadjusted) market
disesuaikan) di pasar aktif untuk aset atau prices in active markets for identical assets
liabilitas yang identik; or liabilities;
• Tingkat 2 - Teknik-teknik lain atas semua • Level 2 - Valuation techniques for which
input yang memiliki efek signifikan the lowest level input that is significant to
terhadap nilai wajar yang tercatat dapat the fair value measurement is directly or
diobservasi, baik secara langsung indirectly observable;
maupun tidak langsung;
• Tingkat 3 - Teknik yang menggunakan • Level 3 - Valuation techniques for which
input yang memiliki pengaruh signifikan the lowest level input that is significant to
terhadap nilai wajar yang tercatat yang the fair value measurement is
tidak berdasarkan data pasar yang dapat unobservable.
diobservasi.
47


w. Pengukuran Nilai Wajar (lanjutan) w. Fair Value Measurement (continued)
Untuk aset dan liabilitas yang diakui dalam For assets and liabilities that are recognized in
laporan keuangan dalam basis yang berulang, the financial statements on a recurring basis, the
Kelompok Usaha menentukan apakah transfer Group determines whether transfers have
telah terjadi antara tingkat dalam hierarki occurred between levels in the hierarchy by re-
dengan menilai ulang kategori (berdasarkan assessing categorization (based on the lowest
tingkat masukan paling rendah yang signifikan level input that is significant to the fair value
terhadap pengukuran nilai wajar secara measurement as a whole) at the end of each
keseluruhan) pada setiap akhir periode reporting period.
pelaporan.
x. Laba per Saham x. Earnings per Share
Laba per saham dihitung dengan membagi Earnings per share is calculated by dividing the
total laba tahun berjalan yang dapat total profit for the year attributable to owners of
diatribusikan kepada pemilik entitas induk the parent by the weighted average number of
dengan jumlah rata-rata tertimbang saham ordinary shares outstanding during the period.
biasa yang beredar pada periode yang
bersangkutan.
Laba per saham dilusian dihitung dengan Diluted earning per share is calculated by
membagi total laba tahun berjalan yang dapat dividing profit for the year attributable to owners
diatribusikan kepada pemilik entitas induk of the parent by the weighted average number of
dengan jumlah rata-rata tertimbang saham ordinary shares outstanding during the reporting
biasa yang beredar pada periode pelaporan, period, adjusted to assume conversion of all
yang disesuaikan untuk mengasumsikan potential dilutive ordinary shares.
konversi efek berpotensi saham biasa yang
sifatnya dilutif.
y. Penurunan Nilai Aset Non-keuangan y. Impairment of Non-financial Assets
Pada setiap akhir periode pelaporan, Kelompok The Group assesses at the end of each reporting
Usaha menilai apakah terdapat indikasi suatu period whether there is an indication that an
aset mengalami penurunan nilai. Jika terdapat asset may be impaired. If such indication exists,
indikasi tersebut, maka jumlah terpulihkan recoverable amount is estimated for the
diestimasi untuk aset individual. Jika tidak individual asset. If it is not possible to estimate
mungkin untuk mengestimasi jumlah the recoverable amount of the individual asset,
terpulihkan aset individual, maka Kelompok the Group determines the recoverable amount of
Usaha menentukan nilai terpulihkan dari Unit the Cash-Generating Unit (CGU) to which the
Penghasil Kas (UPK) yang mana aset tercakup asset belongs (the asset’s CGU).
(aset dari UPK).
Jumlah terpulihkan dari suatu aset (baik aset An asset’s (either individual asset or CGU)
individual maupun UPK) adalah jumlah yang recoverable amount is the higher of the asset’s
lebih tinggi antara nilai wajarnya dikurangi biaya fair value less costs to sell and its value in use.
untuk menjual dengan nilai pakainya. Jika nilai Where the carrying amount of the asset exceeds
tercatat aset lebih besar daripada nilai its recoverable amount, the asset is considered
terpulihkannya, maka aset tersebut dianggap impaired and is written down to its recoverable
mengalami penurunan nilai dan nilai tercatat amount. Impairment loss are recognized in
aset diturunkan menjadi sebesar nilai consolidated statement of profit or loss and other
terpulihkannya. Rugi penurunan nilai diakui comprehensive income as “impairment loss”.
pada laporan laba rugi dan penghasilan
komprehensif lain konsolidasian sebagai “rugi
penurunan nilai”.
48


y. Penurunan Nilai Aset Non-keuangan y. Impairment of Non-financial Assets

Dalam menghitung nilai pakai, estimasi arus In assessing the value in use, the estimated net
kas masa depan neto didiskontokan ke nilai kini future cash flows are discounted to their present
dengan menggunakan tingkat diskonto sebelum value using a pre-tax discount rate that reflects
pajak yang menggambarkan penilaian pasar current market assessments of the time value of
kini dari nilai waktu uang dan risiko spesifik atas money and the risks specific to the asset.
aset.
Dalam menentukan nilai wajar dikurangi biaya In determining fair value less costs to sell,
untuk menjual, digunakan harga transaksi pasar recent market transactions are taken into
terakhir, jika tersedia. Jika tidak terdapat account, if available. If no such transactions
transaksi tersebut, Kelompok Usaha can be identified, an appropriate valuation
menggunakan model penilaian yang sesuai model is used to determine the fair value of the
untuk menentukan nilai wajar aset. asset. These calculations are corroborated by
Perhitungan-perhitungan ini dikuatkan oleh valuation multiples or other available fair value
penilaian berganda atau indikator nilai wajar lain indicators.
yang tersedia.
Kerugian penurunan nilai, jika ada, diakui pada Impairment loss, if any, are recognized in
laporan laba rugi dan penghasilan consolidated statement of profit or loss and
komprehensif lain konsolidasian sesuai dengan other comprehensive income under expense
kategori biaya yang konsisten dengan fungsi categories that are consistent with the
dari aset yang diturunkan nilainya. functions of the impaired assets.
Penilaian dilakukan pada setiap akhir periode An assessment is made at the end of each
pelaporan apakah terdapat indikasi bahwa rugi reporting period as to whether there is any
penurunan nilai yang telah diakui dalam periode indication that previously recognized
sebelumnya untuk suatu aset mungkin tidak impairment losses for an asset may no longer
ada lagi atau mungkin telah menurun. Jika exist or may have decreased. If such indication
indikasi tersebut ada, maka entitas exists, the recoverable amount is estimated.
mengestimasi jumlah terpulihkan aset tersebut.
Kerugian penurunan nilai yang telah diakui A previously recognized impairment loss for an
dalam periode sebelumnya untuk suatu aset asset is reversed only if there has been a
dibalik hanya jika terdapat perubahan asumsi- change in the assumptions used to determine
asumsi yang digunakan untuk menentukan the asset’s recoverable amount since the last
jumlah terpulihkan aset tersebut sejak rugi impairment loss was recognized.
penurunan nilai terakhir diakui.
Pembalikan tersebut dibatasi sehingga jumlah The reversal is limited so that the carrying
tercatat aset tidak melebihi jumlah amount of the asset does not exceed its
terpulihkannya maupun jumlah tercatat, bersih recoverable amount, nor exceeds the carrying
setelah penyusutan, seandainya tidak ada rugi amount that would have been determined, net
yang telah diakui untuk aset tersebut pada of depreciation, had no impairment loss been
periode sebelumnya. Pembalikan rugi recognized for the asset in prior periods.
penurunan nilai diakui dalam laporan laba rugi Reversal of an impairment loss is recognized in
dan penghasilan komprehensif lain consolidated statement of profit or loss and
konsolidasian. Setelah pembalikan tersebut other comprehensive income. After such a
diakui sebagai laba rugi, penyusutan aset reversal is recognized in profit or loss, the
tersebut disesuaikan di periode mendatang depreciation charge on the said asset is
untuk mengalokasikan jumlah tercatat aset adjusted in future periods to allocate the asset’s
yang direvisi, dikurangi nilai sisanya, dengan revised carrying amount, less any residual
dasar yang sistematis selama sisa umur value, on a systematic basis over its remaining
manfaatnya. useful life.
49


z. Transaksi Restrukturisasi antara Entitas z. Restructuring Transactions among Entities

Sepengendali under Common Control
Berdasarkan PSAK No. 38 (Revisi 2012), oleh Under PSAK No. 38 (Revised 2012), since the
karena transaksi kombinasi bisnis entitas transaction of business combination of entities
sepengendali tidak mengakibatkan perubahan under common control does not result in a
substansi ekonomi kepemilikan atas bisnis change of the economic substance of the
yang dipertukarkan, transaksi tersebut diakui ownership of businesses which are exchanged,
pada jumlah tercatat berdasarkan metode the said transaction is recognized at its carrying
penyatuan kepemilikan. Dalam menerapkan value using the pooling-of-interests method. In
metode penyatuan kepemilikan, unsur-unsur applying the pooling-of-interests method, the
laporan keuangan dari entitas yang bergabung, components of the financial statements of the
untuk periode terjadinya kombinasi bisnis combining entity, for the period during which the
entitas sepengendali dan untuk periode business combination of entities under common
komparatif sajian, disajikan seolah-olah control occurred and for the comparative
penggabungan tersebut telah terjadi sejak awal period, are presented in such a manner as if the
periode entitas yang bergabung berada dalam combination has occurred since the beginning
sepengendalian. of the period the combining entity is under
common control.
Selisih antara jumlah tercatat dengan jumlah The difference between the carrying value and
imbalan yang dialihkan dalam kombinasi bisnis the value of considerations transferred in a
entitas sepengendali atau jumlah imbalan yang business combination of entities under common
diterima dalam pelepasan bisnis entitas control or considerations received in a disposal
sepengendali, jika ada, dicatat sebagai bagian of business of entities under common control, if
dari akun "Tambahan Modal Disetor" pada any, is recognized as part of "Additional Paid-in
laporan posisi keuangan konsolidasian. Capital" in the consolidated statement of
financial position.
aa. Instrumen Keuangan aa. Financial Instruments
aa.1. Aset Keuangan aa.1. Financial Assets
Pengakuan dan pengukuran awal Initial recognition and measurement
Perusahaan mengklasifikasikan aset The Company classifies its financial

keuangannya dalam kategori: (a) aset assets into the following category:
keuangan yang diukur pada nilai wajar (a) financial assets measured at fair value
melalui laba rugi, (b) aset keuangan yang through profit or loss, (b) financial assets
diukur pada nilai wajar melalui measured at fair value through other
pendapatan komprehensif lainnya, dan comprehensive income, and (c) financial
(c) aset keuangan yang diukur pada biaya assets measured at amortised cost.
perolehan diamortisasi.
Aset keuangan Perusahaan terdiri dari The Company’s financial assets consist of
kas dan setara kas, piutang usaha, cash and cash equivalents, trade
piutang lain-lain, pendapatan yang masih receivables, other receivables - third
harus diterima dan investasi jangka parties, due from related parties and other
panjang diklasifikasikan sebagai aset financial assets classified as financial
keuangan yang diukur dengan biaya assets at amortized cost. The Company
diamortisasi. Perusahaan juga memiliki has no financial assets measured at fair
aset keuangan yang diukur pada nilai value through profit or loss and other
wajar melalui laba rugi dan penghasilan comprehensive income.
komprehensif lain.
50


aa. Instrumen Keuangan (lanjutan) aa. Financial Instruments (continued)
aa.1. Aset Keuangan (lanjutan) aa.1. Financial Assets (continued)

Kelompok Usaha menggunakan 2 (dua) The Group used 2 (two) methods to

metode untuk mengklasifikasikan aset classify its financial assets, based on the
keuangan, yaitu model bisnis Kelompok Group’s business model in managing the
Usaha dalam mengelola aset keuangan financial assets, and the contractual cash
dan karakteristik arus kas kontraktual dari flow of the financial assets (“SPPI”).
aset keuangan (“SPPI”).
Pengujian SPPI SPPI Test
Sebagai langkah pertama dari proses As a first step of its classification process,
klasifikasi, Kelompok Usaha menilai the Group assesses the contractual terms
persyaratan kontraktual keuangan untuk of financial to identify whether they meet
mengidentifikasi apakah mereka the SPPI test.
memenuhi pengujian SPPI.
Nilai pokok untuk tujuan pengujian ini Principal for the purpose of this test is
didefinisikan sebagai nilai wajar dari aset defined as the fair value of the financial
keuangan pada pengakuan awal dan asset at initial recognition and may
dapat berubah selama umur aset change over the life of the financial asset
keuangan (misalnya, jika ada (for example, if there are repayments of
pembayaran pokok atau amortisasi principal or amortisation of the
premi/diskon). premium/discount).
Elemen bunga yang paling signifikan The most significant elements of interest
dalam perjanjian biasanya adalah within an arrangement are typically the
pertimbangan atas nilai waktu dari uang consideration for the time value of money
dan risiko kredit. Untuk membuat and credit risk. To make the SPPI
penilaian SPPI, Kelompok Usaha assessment, the Group applies judgment
menerapkan pertimbangan dan and considers relevant factors such as
memperhatikan faktor-faktor yang the currency in which the financial asset
relevan seperti mata uang dimana aset is denominated, and the period for which
keuangan didenominasikan dan periode the interest rate is set.
pada saat suku bunga ditetapkan.
Sebaliknya, persyaratan kontraktual yang In contrast, contractual terms that

memberikan eksposur lebih dari de introduce a more than de minimis
minimis atas risiko atau volatilitas dalam exposure to risks or volatility in the
arus kas kontraktual yang tidak terkait contractual cash flows that are unrelated
dengan dasar pengaturan pinjaman, tidak to a basic lending arrangement, do not
menimbulkan arus kas kontraktual SPPI give rise to contractual cash flows that are
atas jumlah saldo. Dalam kasus seperti solely payments of principal and interest
itu, aset keuangan diharuskan untuk on the amount outstanding. In such
diukur pada Fair Value through Profit or cases, the financial asset is required to be
Loss (“FVTPL”). measured as Fair Value through Profit or
Loss (“FVTPL”).
51


Penilaian Model Bisnis Business Model Assessment

Kelompok Usaha menentukan model The Group determines its business model
bisnisnya berdasarkan tingkat yang at the level that best reflects how it
paling mencerminkan bagaimana manages the Group’s financial assets to
Kelompok Usaha mengelola kelompok achieve its business objective.
atas keuangannya untuk mencapai
tujuan bisnisnya.
Model bisnis Kelompok Usaha tidak The Group’s business model is not
dinilai berdasarkan masing-masing assessed on an instrument-by-instrument
instrumennya, tetapi pada tingkat basis, but at a higher level of aggregated
portofolio secara agregat yang lebih portfolios and is based on observable
tinggi dan didasarkan pada faktor-faktor factors such as:
yang dapat diamati seperti:
- Bagaimana kinerja model bisnis dan - How the performance of the
aset keuangan yang dimiliki dalam business model and the financial
model bisnis tersebut dievaluasi dan assets held within that business
dilaporkan kepada personel model are evaluated and reported to
manajemen kunci; the entity’s key management
personnel;
- Risiko yang mempengaruhi kinerja - The risks that affect the performance
model bisnis (dan aset keuangan of the business model (and the
yang dimiliki dalam model bisnis financial assets held within that
tersebut) dan, khususnya, business model) and, in particular
bagaimana cara risiko tersebut the way those risks are managed;
dikelola;
- Bagaimana manajer bisnis - How business managers are
dikompensasi (misalnya, apakah compensated (for example, whether
kompensasi didasarkan pada nilai the compensation is based on the
wajar dari aset yang dikelola atau fair value of the assets managed or
pada arus kas kontraktual yang on the contractual cash flows
tertagih); collected);
- Frekuensi, nilai, dan waktu penjualan - The expected frequency, value, and
yang diharapkan, juga merupakan timing of sales are also important
aspek penting dari penilaian aspects of the Group’s assessment.
Kelompok Usaha.
Penilaian model bisnis didasarkan pada The business model assessment is based
skenario yang diharapkan secara wajar on reasonably expected scenarios without
tanpa mempertimbangkan skenario taking “worst case” or “stress case”
“worst case” atau “stress case”. Jika arus scenarios into account. If cash flows after
kas setelah pengakuan awal initial recognition are realised in a way
direalisasikan dengan cara yang berbeda that is different from the Group’s original
dari yang awal diharapkan, Kelompok expectations, the Group does not change
Usaha tidak mengubah klasifikasi aset the classification of the remaining
keuangan dimiliki yang tersisa dalam financial assets held in that business
model bisnis tersebut, tetapi model, but incorporates such information
memasukkan informasi tersebut dalam when assessing newly originated or newly
melakukan penilaian atas aset keuangan purchased financial assets going forward.
yang baru atau yang baru dibeli
selanjutnya.
52


Penilaian Model Bisnis (lanjutan) Business Model Assessment

(continued)
Aset keuangan yang diukur pada biaya Financial assets are measured at
perolehan diamortisasi jika aset amortized cost if the financial asset is
keuangan dikelola dalam model bisnis managed in a business model aimed at
yang bertujuan untuk memiliki aset owning a financial asset in order to obtain
keuangan dalam rangka mendapatkan a contractual cash flow and the
arus kas kontraktual dan persyaratan contractual requirements of a financial
kontraktual dari aset keuangan yang pada asset that on a given date increases the
tanggal tertentu meningkatkan arus kas cash flow solely from the principal and
yang semata dari pembayaran pokok dan interest payments (“SPPI”) of the amount
bunga (“SPPI”) dari jumlah pokok owed.
terutang.
Pada saat pengakuan awal, aset At initial recognition, the financial assets
keuangan yang diukur pada biaya measured at amortized cost are
perolehan diamortisasi diakui pada nilai recognized at the fair value plus the
wajarnya ditambah biaya transaksi dan transaction fee and subsequently
selanjutnya diukur pada biaya perolehan measured at amortized cost by using the
diamortisasi dengan menggunakan suku effective interest rate.
bunga efektif.
Pendapatan bunga dari aset keuangan Interest income from financial assets
yang diukur pada biaya perolehan measured at amortized cost is recorded in
diamortisasi dicatat dalam laporan laba the statements of profit and loss and other
rugi dan penghasilan komprehensif lain comprehensive income and is recognized
dan diakui sebagai “Pendapatan as "Finance Income". When a decline in
Keuangan”. Ketika penurunan nilai terjadi, value occurs, the impairment loss is
kerugian penurunan nilai diakui sebagai recognized as a deduction of the recorded
pengurang dari nilai tercatat aset value of the financial asset and is
keuangan dan diakui didalam laporan acknowledged in the financial statements
keuangan sebagai “Kerugian penurunan as "Impairment loss".
nilai”.
Sebelum 1 Januari 2020, Kelompok Before January 1, 2020, the Group

Usaha mengklasifikasikan aset classified its financial assets into these
keuangannya dalam kategori (a) aset categories: (a) financial assets measured
keuangan yang diukur pada nilai wajar at fair value through profit or loss,
melalui laba rugi, (b) pinjaman yang (b) loans and receivables, (c) financial
diberikan dan piutang, (c) aset keuangan assets held to maturity, and (d) financial
dimiliki hingga jatuh tempo dan (d) aset assets available for sale. This
keuangan tersedia untuk dijual. Klasifikasi classification depends on the purpose of
ini tergantung dari tujuan perolehan aset acquiring such financial assets.
keuangan tersebut. Manajemen Management determines the
menentukan klasifikasi aset keuangan classification of such financial assets at
tersebut pada saat awal pengakuannya. the beginning of its recognition.
53


Penilaian Model Bisnis (lanjutan) Business Model Assessment

(continued)
Pinjaman yang diberikan dan piutang Loans and receivables are non-derivative
adalah aset keuangan non-derivatif financial assets with fixed or specified
dengan pembayaran tetap atau telah payments and have no quotes on the
ditentukan dan tidak mempunyai kuotasi active market, except:
di pasar aktif, kecuali:
• yang dimaksudkan oleh Kelompok • intended by the Group for sale in the
Usaha untuk dijual dalam waktu near future, which is classified as
dekat, yang diklasifikasikan dalam held for trading, as well as which at
kelompok diperdagangkan, serta the time of initial recognition is
yang pada saat pengakuan awal determined to be measured at fair
ditetapkan diukur pada nilai wajar value through profit or loss;
melalui laba rugi;
• yang pada saat pengakuan awal • which at the time of initial recognition
ditetapkan dalam kelompok tersedia is set as available for sale; or
untuk dijual; atau
• dalam hal Kelompok Usaha mungkin • in the case of the Group may not
tidak akan memperoleh kembali obtain substantial initial investment
investasi awal secara substansial unless caused by a decrease in the
kecuali yang disebabkan oleh quality of loans provided and
penurunan kualitas pinjaman yang receivables.
diberikan dan piutang.
Pada saat pengakuan awal, pinjaman At the time of initial recognition, loans and
yang diberikan dan piutang diakui pada receivables are recognized at their fair
nilai wajarnya ditambah biaya transaksi value plus transaction fees and are further
dan selanjutnya diukur pada biaya measured on amortized acquisition costs
perolehan diamortisasi dengan using the Effective Interest Rate (“EIR”)
menggunakan metode Suku Bunga method. Income from financial assets in
Efektif (“SBE”). Pendapatan dari aset the category of loans and receivables is
keuangan dalam kelompok pinjaman recorded in the consolidated statements
yang diberikan dan piutang dicatat di of income and other comprehensive
dalam laporan laba rugi dan penghasilan income and is reported as "Finance
komprehensif lain konsolidasian dan Income". In the event of impairment,
dilaporkan sebagai “Pendapatan impairment losses are reported as a
Keuangan”. Dalam hal terjadi penurunan deduction from the carrying value of the
nilai, kerugian penurunan nilai dilaporkan financial assets in loan and receivables
sebagai pengurang dari nilai tercatat dari and are recognized in the statements of
aset keuangan dalam kelompok pinjaman profit and loss and other comprehensive
yang diberikan dan piutang dan diakui di income as "Impairment loss".
dalam laporan laba rugi dan penghasilan
komprehensif lain sebagai “Kerugian
penurunan nilai”.
54


Metode Suku Bunga Efektif (“SBE”) Effective Interest Method (“EIR”)
SBE adalah metode yang digunakan EIR is a method of calculating the

untuk menghitung biaya perolehan amortised cost of a financial asset and of
diamortisasi dari instrumen keuangan dan allocating interest income over the
metode untuk mengalokasikan relevant period. The EIR is the rate that
pendapatan bunga selama periode yang exactly discounts estimated future cash
relevan. SBE adalah suku bunga yang receipts (including all fees and points paid
secara tepat mendiskontokan estimasi or received that form an integral part of the
penerimaan kas di masa datang EIR, transaction costs and other
(mencakup seluruh komisi dan bentuk lain premiums or discounts) through the
yang dibayarkan dan diterima yang expected life of the financial instrument,
merupakan bagian yang tak terpisahkan or, where appropriate, a shorter period to
dari SBE, biaya transaksi dan premium the net carrying amount of financial assets
dan diskonto lainnya) selama perkiraan on initial recognition.
umur instrumen keuangan, atau, jika lebih
tepat, digunakan periode yang lebih
singkat untuk memperoleh nilai tercatat
bersih aset keuangan pada saat
pengakuan awal.
Pendapatan diakui berdasarkan suku Income is recognized on an effective

bunga efektif untuk instrumen keuangan interest rate basis for financial instruments
selain dari aset keuangan FVTPL. other than those financial assets at
FVTPL.
Penurunan nilai aset keuangan Impairment of financial assets
Aset keuangan, selain aset keuangan Financial assets, other than those at
FVTPL, dievaluasi terhadap indikator FVTPL, are assessed for indicators of
penurunan nilai pada setiap akhir periode impairment at the end of each reporting
pelaporan. Aset keuangan diturunkan date. Financial assets are considered to
nilainya bila terdapat bukti objektif, be impaired when there is objective
sebagai akibat dari satu atau lebih evidence that, as a result of one or more
peristiwa yang terjadi setelah pengakuan events that occurred after the initial
awal aset keuangan, dan peristiwa yang recognition of the financial asset, the
merugikan tersebut berdampak pada estimated future cash flows of the
estimasi arus kas masa depan atas aset investment have been affected.
keuangan yang dapat diestimasi secara
andal.
Penerapan PSAK 71 “Instrumen The adoption of PSAK 71 “Financial

Keuangan” telah mengubah metode Instrument” changed the method of
perhitungan kerugian penurunan nilai dari calculating impairment from incurred loss
pendekatan kerugian yang telah terjadi in accordance with PSAK 55 “Financial
(incurred loss) sesuai PSAK 55 Instrument: Recognition and
“Instrumen Keuangan Pengakuan dan Measurement” to Expected Credit Loss
Pengukuran” dengan pendekatan (“ECL”). The Company adopted the
Kerugian Kredit Ekspektasian (“ECL”). simplified expected credit loss approach
Perusahaan menerapkan pendekatan which is using lifetime expected credit
yang disederhanakan (simplified) dalam loss.
menghitung kerugian kredit ekspektasian
yaitu kerugian kredit ekspektasian
sepanjang umur (lifetime).
55


Penurunan nilai aset keuangan Impairment of financial assets

Sebelum 1 Januari 2020, bukti objektif Before January 1, 2020, objective
penurunan nilai aset keuangan termasuk evidence of impairment of financial assets
sebagai berikut: could include:
- kesulitan keuangan signifikan yang - significant financial difficulty of the
dialami penerbit atau pihak issuer or counterparty; or
peminjam; atau hilangnya pasar aktif
dari aset keuangan akibat kesulitan
keuangan.
- pelanggaran kontrak, seperti - breach of contract, such as default or
terjadinya gagal bayar atau delinquency in interest or principal
tunggakan pembayaran pokok atau payments; or
bunga; atau hilangnya pasar aktif
dari aset keuangan akibat kesulitan
keuangan.
- terdapat kemungkinan bahwa pihak - it becomes probable that the
peminjam akan dinyatakan pailit borrower will enter bankruptcy or
atau melakukan reorganisasi financial re-organisation; or
keuangan; atau hilangnya pasar
aktif dari aset keuangan akibat
kesulitan keuangan.
- hilangnya pasar aktif dari aset - the disappearance of an active
keuangan akibat kesulitan market for that financial asset
keuangan. because of financial difficulties.
Untuk kelompok aset keuangan tertentu, For certain categories of financial assets,
seperti piutang, aset yang dinilai tidak such as receivables, assets that are
akan diturunkan secara individual akan assessed not to be impaired individually
dievaluasi penurunan nilainya secara are, in addition, assessed for impairment
kolektif. Bukti objektif dari penurunan nilai on a collective basis. Objective evidence
portofolio piutang dapat termasuk of impairment for a portfolio of receivables
pengalaman Kelompok Usaha atas could include the Group’s past experience
tertagihnya piutang di masa lalu, of collecting payments, an increase in the
peningkatan keterlambatan penerimaan number of delayed payments in the
pembayaran piutang dari rata-rata portfolio past the average credit period, as
periode kredit, dan juga pengamatan atas well as observable changes in national or
perubahan kondisi ekonomi nasional atau local economic conditions that correlate
lokal yang berkorelasi dengan gagal with default on receivables.
bayar atas piutang.
Untuk aset keuangan yang diukur pada For financial assets carried at amortised
biaya perolehan diamortisasi, jumlah cost, the amount of the impairment loss is
kerugian penurunan nilai merupakan measured as the difference between the
selisih antara jumlah tercatat aset asset’s carrying amount and the present
keuangan dengan nilai kini dari estimasi value of estimated future cash flows,
arus kas masa depan yang didiskontokan discounted at the financial asset’s original
menggunakan suku bunga efektif awal effective interest rate.
dari aset keuangan.
56



Liabilitas keuangan Perusahaan terdiri The Company’s financial liabilities consist
dari utang bank jangka pendek, utang of short-term bank loans, trade payables,
usaha, utang lain-lain, beban akrual, other payables, accrued expenses, short-
liabilitas imbalan kerja jangka pendek, term employee benefits liability, short-
utang bank jangka pendek, utang bank term bank loans, long-term bank loans,
jangka panjang, utang obligasi, liabilitas bonds loan, lease liabilities and
sewa dan utang jaminan pelanggan customers’s deposit classified as financial
sebagai liabilitas keuangan yang diukur liabilities at amortized cost. The Company
dengan biaya diamortisasi. Perusahaan has no financial liabilities measured at fair
tidak memiliki liabilitas keuangan yang value through profit or loss.
diukur pada nilai wajar melalui laba rugi.
Pengukuran selanjutnya Subsequent measurement
Setelah pengakuan awal, liabilitas After initial recognition, interest-bearing

keuangan yang dikenakan bunga diukur financial liabilities are subsequently
pada biaya perolehan diamortisasi measured at amortized cost using the EIR
dengan menggunakan metode SBE. method.
Pada tanggal pelaporan, akrual beban At the reporting dates, accrued interest
bunga dicatat secara terpisah dari pokok expenses is recorded separately from the
pinjaman terkait dalam bagian liabilitas associated borrowings within the current
jangka pendek. Keuntungan atau liabilities section. Gains and losses are
kerugian harus diakui dalam laba rugi recognized in profit or loss when the
ketika liabilitas tersebut dihentikan liabilities are derecognized as well as
pengakuannya serta melalui proses through the EIR amortisation process.
amortisasi SBE.
Biaya perolehan diamortisasi dihitung Amortized cost is calculated by taking into

dengan mempertimbangkan diskonto account any discount or premium on
atau premium atas perolehan dan komisi acquisition and fee or costs that are an
atau biaya yang merupakan bagian tidak integral part of the EIR. The EIR
terpisahkan dari SBE. Amortisasi SBE amortisation is included in “Finance
dicatat sebagai “Beban Keuangan” dalam Costs” in profit or loss.
laba rugi.
Penghentian pengakuan Derecognition
Suatu liabilitas keuangan dihentikan A financial liability is derecognized when it

pengakuannya pada saat kewajiban yang is extinguished, that is when the obligation
ditetapkan dalam kontrak dihentikan atau specified in the contract is discharged or
dibatalkan atau kadaluwarsa. cancelled or expired.
57


aa.2. Liabilitas keuangan (lanjutan) aa.2. Financial liabilities (continued)
Penghentian pengakuan (lanjutan) Derecognition (continued)
Ketika sebuah liabilitas keuangan ditukar When an existing financial liability is

dengan liabilitas keuangan lain dari replaced by another from the same lender
pemberi pinjaman yang sama atas on substantially different terms, or the
persyaratan yang secara substansial terms of an existing financial liability are
berbeda, atau bila persyaratan dari substantially modified, such an exchange
liabilitas keuangan tersebut secara or modification is treated as derecognition
substansial dimodifikasi, pertukaran atau of the original financial liability and
modifikasi persyaratan tersebut dicatat recognition of a new financial liability, and
sebagai penghentian pengakuan liabilitas the difference in the respective carrying
keuangan awal dan pengakuan liabilitas amounts is recognized in the profit or loss.
keuangan baru, dan selisih antara nilai
tercatat masing-masing liabilitas
keuangan tersebut diakui pada laba rugi.
aa.3. Reklasifikasi instrumen keuangan aa.3. Reclassification of financial

instruments
Kelompok Usaha diperkenankan untuk The Group is allowed to reclassify the

melakukan reklasifikasi atas aset financial assets owned if the Group
keuangan yang dimiliki jika Kelompok changes the business model for the
Usaha mengubah model bisnis untuk management of financial assets and the
pengelolaan aset keuangan dan Group is not allowed to reclassify the
Kelompok Usaha tidak diperkenankan financial liabilities.
untuk melakukan reklasifikasi atas
liabilitas keuangan.
Perubahan model bisnis sifatnya harus Changes in the business model should
berdampak secara signifikan terhadap significantly impact the Group's
kegiatan operasional Kelompok Usaha operational activities such as acquiring,
seperti memperoleh, melepaskan, atau releasing or ending a line of business. In
mengakhiri suatu lini bisnis. Selain itu, addition, the Group needs to prove the
Kelompok Usaha perlu membuktikan change to external parties.
adanya perubahan tersebut kepada pihak
eksternal.
Yang bukan merupakan perubahan The following are not considered as

model bisnis adalah: (a) perubahan change in business model: (a) the change
intensi berkaitan dengan aset keuangan of intention relates to certain financial
tertentu (bahkan dalam situasi perubahan assets (even in situations of significant
signifikan dalam kondisi pasar), changes in market conditions),
(b) hilangnya sementara pasar tertentu (b) temporary loss of certain markets for
untuk aset keuangan, dan (c) pengalihan financial assets, and (c) the transfer of
aset keuangan antara bagian dari financial assets between parts of the
Kelompok Usaha dengan model bisnis Group and different business models.
berbeda.
58


aa.4. Saling hapus instrumen keuangan aa.4. Offsetting of financial

instruments
Aset keuangan dan liabilitas keuangan Financial assets and financial liabilities
disalinghapuskan dan nilai netonya are offset and the net amount presented
disajikan dalam laporan posisi keuangan in the statement of financial position when
konsolidasian jika Kelompok Usaha the Group has a legally enforceable right
memiliki hak yang dapat dipaksakan to set off the recognized amounts; and
secara hukum untuk melakukan saling intends either to settle on a net basis, or
hapus atas jumlah yang telah diakui; dan to realise the asset and settle the liability
berintensi untuk menyelesaikan secara simultaneously. A right to offset must be
neto atau untuk merealisasikan aset dan available today rather than being
menyelesaikan liabilitasnya secara contingent on a future event and must be
simultan. Hak saling hapus harus ada exercisable by any of the counterparties,
pada saat ini daripada bersifat kontinjen both in the normal course of business and
atas terjadinya suatu peristiwa di masa in the event of default, insolvency, or
depan dan harus dieksekusi oleh pihak bankruptcy.
lawan, baik dalam situasi bisnis normal
dan dalam peristiwa gagal bayar,
peristiwa kepailitan, atau kebangkrutan.
aa.5. Pengukuran nilai wajar aa.5. Fair value measurement
Kelompok Usaha mengukur pada The Group initially measures financial

pengakuan awal instrumen keuangan instruments at fair value, and assets and
pada nilai wajar, dan aset dan liabilitas liabilities of the acquirees upon business
yang diakuisisi pada kombinasi bisnis. combinations. It also measures certain
Kelompok Usaha juga mengukur jumlah recoverable amounts of the CGU using
terpulihkan dari UPK tertentu berdasarkan fair value less cost of disposal (“FVLCD”).
nilai wajar dikurangi biaya pelepasan.
Nilai wajar adalah harga yang akan Fair value is the price that would be
diterima dari menjual suatu aset atau received to sell an asset or paid to transfer
harga yang akan dibayar untuk a liability in an orderly transaction
mengalihkan suatu liabilitas dalam between market participants at the
transaksi teratur antara pelaku pasar pada measurement date. The fair value
tanggal pengukuran. Pengukuran nilai measurement is based on the
wajar mengasumsikan bahwa transaksi presumption that the transaction to sell
untuk menjual aset atau mengalihkan the asset or transfer the liability takes
liabilitas terjadi: place either:
i. di pasar utama untuk aset atau i. in the principal market for the asset or
liabilitas tersebut, atau hilangnya liability, or
pasar aktif dari aset keuangan
akibat kesulitan keuangan.
ii. jika tidak terdapat pasar utama, di ii. in the absence of a principal market,
pasar yang paling menguntungkan in the most advantageous market for
untuk aset atau liabilitas tersebut. the asset or liability.
Pasar utama atau pasar yang paling The principal or the most advantageous
menguntungkan tersebut harus dapat market must be accessible to by the
diakses oleh Kelompok Usaha. Group.
59

3. PERTIMBANGAN, ESTIMASI DAN ASUMSI 3. SIGNIFICANT ACCOUNTING JUDGMENTS,

AKUNTANSI SIGNIFIKAN ESTIMATES AND ASSUMPTIONS
Penyusunan laporan keuangan konsolidasian The preparation of consolidated financial

sesuai dengan Standar Akuntansi Keuangan di statements, in conformity with Indonesian Financial
Indonesia mewajibkan manajemen untuk membuat Accounting Standards, requires management to
estimasi dan asumsi yang mempengaruhi jumlah- make judgments of estimations and assumptions
jumlah yang dilaporkan dari pendapatan, beban, that affect the amounts reported on income,
aset dan liabilitas, dan pengungkapan liabilitas expenses, assets and liabilities and disclosures of
kontinjensi pada tanggal pelaporan. Ketidakpastian contingent liabilities at the reporting date. The
mengenai asumsi dan estimasi tersebut dapat estimation uncertainty may cause adjustment to the
mengakibatkan penyesuaian nilai tercatat aset dan carrying amounts of assets and liabilities within the
liabilitas dalam periode pelaporan berikutnya. next reporting period.
Manajemen berkeyakinan bahwa pengungkapan Management believes that the following represent a
berikut telah mencakup ikhtisar pertimbangan, summary of the significant judgements, estimates
estimasi dan asumsi signifikan yang dibuat oleh and assumptions made that affected certain
manajemen, yang berpengaruh terhadap jumlah- reported amounts and disclosures in the
jumlah yang dilaporkan serta pengungkapan dalam consolidated financial statements.
laporan keuangan konsolidasian.
Pertimbangan Judgments
Penyusunan laporan keuangan konsolidasian The preparation of the Group’s consolidated

Kelompok Usaha mensyaratkan manajemen untuk financial statements requires management to make
membuat pertimbangan, estimasi dan asumsi yang judgments, estimates and assumptions that affect
mempengaruhi jumlah yang dilaporkan atas the reported amounts of revenues, expenses,
pendapatan, beban, aset dan liabilitas, serta assets and liabilities, and the disclosures to the
pengungkapan laporan keuangan konsolidasi, pada consolidate financial statements, at the end of the
akhir periode pelaporan. Namun, ketidakpastian reporting period. However, uncertainty about these
asumsi dan estimasi ini dapat menyebabkan hasil assumptions and estimates could result in
yang memerlukan penyesuaian material atas nilai outcomes that require a material adjustment to the
tercatat aset atau liabilitas yang berdampak pada carrying amount of the assets or liabilities affected
masa mendatang. in future years.
Penentuan Mata Uang Fungsional Determination of Functional Currency
Mata uang fungsional dari setiap entitas dalam The functional currency of each entity in the Group
Kelompok Usaha adalah mata uang dari lingkungan is the currency of the primary economic environment
ekonomi utama di mana entitas tersebut beroperasi. where such entity operates. Those currencies are
Mata uang tersebut adalah mata uang yang the currencies that influence the revenues and costs
mempengaruhi pendapatan dan biaya masing- of each of the respective entities. The determination
masing entitas. Penentuan mata uang fungsional of functional currency may require judgment due to
bisa membutuhkan pertimbangan karena berbagai various complexity, among others, the entity may
kompleksitas, antara lain, suatu entitas dapat transact in more than one currency in its daily
bertransaksi dalam lebih dari satu mata uang dalam business activities.
aktivitas usahanya sehari-hari.
Klasifikasi Aset dan Liabilitas Keuangan Classification of Financial Assets and Liabilities
Kelompok Usaha menetapkan klasifikasi atas aset The Group determines the classifications of certain
dan liabilitas tertentu sebagai aset keuangan dan assets and liabilities as financial assets and financial
liabilitas keuangan dengan mempertimbangkan liabilities by judging if they meet the definition set
apakah definisi yang ditetapkan PSAK No. 71 forth in PSAK No. 71. Accordingly, the financial
dipenuhi. Dengan demikian, aset keuangan dan assets and financial liabilities are accounted for in
liabilitas keuangan diakui sesuai dengan kebijakan accordance with the Group’s accounting policies
akuntansi Kelompok Usaha seperti diungkapkan disclosed in Note 2aa.
pada Catatan 2aa.
60


AKUNTANSI SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
Pertimbangan (lanjutan) Judgments (continued)
Sewa Leases
Kelompok Usaha mengadakan beberapa kontrak The Group has entered into several lease contracts
sewa di mana Kelompok Usaha bertindak sebagai for which the Group is the lessee and also as the
penyewa dan juga pesewa. Sebelum 1 Januari 2020, lessor. Before January 1, 2020, the Group
Kelompok Usaha mengevaluasi apakah secara evaluates whether all of the risks and rewards
substansial risiko dan manfaat yang terkait dengan incidental to ownership of the leased assets are
kepemilikan aset beralih kepada Kelompok Usaha substantially transferred to the Group/lessor or
/pesewa atau ditahan oleh pesewa/ Kelompok Usaha retained by the lessor/the Group based on PSAK 30
berdasarkan PSAK 30, yang mensyaratkan which requires the Group to make judgments on
Kelompok Usaha untuk membuat pertimbangan dari transfer of risks and rewards of the leased assets.
pengalihan risiko dan manfaat terkait dengan aset
yang disewa.
Mulai 1 Januari 2020, Kelompok Usaha menerapkan Effective January 1, 2020, the Group has adopted
PSAK 73 yang mensyaratkan pengakuan liabilitas PSAK 73, which sets the requirement for
sewa sehubungan dengan sewa yang sebelumnya recognition of lease liabilities in relation to leases
diklasifikasikan sebagai sewa operasi. Kebijakan ini which had previously been classified as operating
berlaku untuk kontrak yang disepakati atau leases. This policy is applied to contracts entered
diamendemen, pada atau setelah 1 Januari 2020. into or amended, on or after January 1, 2020. At the
Pada tanggal permulaan kontrak, Perusahaan inception of a contract, the Company assesses
menilai apakah kontrak merupakan, atau whether the contract is, or contains, a lease. A
mengandung, sewa. Suatu kontrak merupakan atau contract is or contains a lease if the contract
mengandung sewa jika kontrak tersebut conveys the right to control the use of an identified
memberikan hak untuk mengendalikan penggunaan asset for a period of time in exchange for
aset identifikasian selama suatu jangka waktu untuk consideration.
dipertukarkan dengan imbalan.
Estimasi dan Asumsi Estimates and Assumptions

Asumsi utama mengenai masa depan dan sumber The key assumptions concerning the future and
kunci lainnya untuk estimasi ketidakpastian pada other key sources of estimation uncertainty at the
akhir periode pelaporan yang memiliki risiko end of the reporting period that have a significant
signifikan yang menyebabkan penyesuaian material risk of causing a material adjustment to the carrying
terhadap nilai tercatat aset dan liabilitas dalam tahun amounts of assets and liabilities within the next
pelaporan berikutnya dijabarkan sebagai berikut: financial year are discussed below:
Provisi kerugian kredit ekspektasian atas piutang Provision for expected credit losses of trade
usaha receivables
Kelompok Usaha menggunakan matriks provisi The Group uses a provision matrix to calculate
untuk menghitung ECL untuk piutang usaha. Tingkat ECLs for trade receivables. The provision rates are
provisi didasarkan pada hari lewat jatuh tempo untuk based on days past due for groupings of various
pengelompokan berbagai segmen pelanggan yang customer segments that have similar loss patterns.
memiliki pola kerugian yang serupa. Matriks provisi The provision matrix is initially based on the
pada awalnya didasarkan pada tingkat gagal bayar Group’s historical observed default rates.
Kelompok Usaha yang diamati secara historis.
61


Estimasi dan Asumsi (lanjutan) Estimates and Assumptions (continued)
Provisi kerugian kredit ekspektasian atas piutang Provision for expected credit losses of trade
usaha (lanjutan) receivables (continued)
Kelompok Usaha akan mengkalibrasi matriks untuk The Group will calibrate the matrix to adjust the
menyesuaikan pengalaman kerugian kredit historis historical credit loss experience with forward-
dengan informasi yang bersifat perkiraan masa looking information. For instance, if forecast
depan (forward-looking). Misalnya, jika perkiraan economic conditions (i.e., gross domestic product)
kondisi ekonomi (yaitu, produk domestik bruto) are expected to deteriorate over the next year which
diekspektasikan akan memburuk pada tahun can lead to an increased number of defaults in the
berikutnya yang dapat menyebabkan peningkatan manufacturing sector, the historical default rates
jumlah gagal bayar di sektor manufaktur, tingkat are adjusted. At every reporting date, the historical
gagal bayar historis disesuaikan. Pada setiap observed default rates are updated and changes in
tanggal pelaporan, tingkat gagal bayar yang diamati the forward-looking estimates are analyzed.
secara historis diperbarui dan perubahan dalam
estimasi perkiraan masa depan dianalisis.
Penilaian korelasi antara tingkat default yang diamati The assessment of the correlation between
secara historis, prakiraan kondisi ekonomi, dan ECL historical observed default rates, forecast economic
adalah estimasi yang signifikan. Jumlah ECL sensitif conditions and ECLs is a significant estimate. The
terhadap perubahan keadaan dan prakiraan kondisi amount of ECLs is sensitive to changes in
ekonomi. Pengalaman kerugian kredit historis circumstances and of forecast economic
Kelompok Usaha dan perkiraan kondisi ekonomi conditions. The Groups’s historical credit loss
mungkin juga tidak mewakili gagal bayar pelanggan experience and forecast of economic conditions
yang sebenarnya di masa depan. Informasi tentang may also not be representative of customer’s actual
ECL pada piutang usaha Perusahaan diungkapkan default in the future. The information about the
dalam Catatan 6. Jumlah kerugian kredit ECLs on the Company’s trade receivables is
ekspektasian pada tanggal 31 Desember 2020 dan disclosed in Note 6. The amount of expected credit
2019 masing-masing sebesar Rp525.592.674.379 loss as of December 31, 2020 and 2019 amounted
dan Rp282.404.789.907 (Catatan 6). to Rp525,592,674,379 and Rp282,404,789,907,
respectively (Note 6).
Estimasi Masa Manfaat atas Aset Tetap Estimated Useful lives of Fixed Assets
Kelompok Usaha mengestimasi masa manfaat dari The Group estimates the useful lives of its fixed
aset tetap berdasarkan utilisasi dari aset yang assets based on expected asset utilization as
diharapkan dapat didukung dengan rencana dan anchored on business plans and strategies that also
strategi usaha yang juga mempertimbangkan consider expected future technological
perkembangan teknologi di masa depan dan developments and market behavior. The estimation
perilaku pasar. Estimasi dari masa manfaat aset of the useful lives of fixed asset is based on the
tetap adalah berdasarkan penelaahan Kelompok Group’s collective assessment of industry practice,
Usaha secara kolektif terhadap praktek industri, internal technical evaluation and experience with
evaluasi teknis internal dan pengalaman untuk aset similar assets.
yang setara.
Estimasi masa manfaat direviu paling sedikit setiap The estimated useful lives are reviewed at least at
akhir tahun pelaporan dan diperbarui jika ekspektasi each financial year end and are updated if
berbeda dari estimasi sebelumnya dikarenakan expectations differ from previous estimates due to
pemakaian dan kerusakan fisik, keusangan secara physical wear and tear, technical or commercial
teknis atau komersial dan hukum atau pembatasan obsolescence and legal or other limitations on the
lain atas penggunaan dari aset. Tetapi, adalah use of the assets. It is possible, however, that future
mungkin, hasil di masa depan dari operasi dapat results of operations could be materially affected by
dipengaruhi secara material oleh perubahan- changes in the estimates brought about by changes
perubahan dalam estimasi yang diakibatkan oleh in the factors mentioned above.
perubahan faktor-faktor yang disebutkan di atas.
62


Estimasi dan Asumsi (lanjutan) Estimates and Assumptions (continued)
Liabilitas Imbalan Pasca Kerja Post Employment Benefits Obligation
Beban dari program pensiun manfaat pasti dan nilai The cost of defined benefit plan and present value
kini dari kewajiban pensiun ditentukan oleh penilaian of the pension obligation are determined based
aktuaris dengan menggunakan beberapa asumsi actuarial valuation which makes use of various
diantaranya tingkat diskonto, tingkat pengembalian assumptions such as discount rates, expected rates
dana yang diharapkan, tingkat kenaikan of return on plan assets, rates of compensation
kompensasi dan tingkat kematian, kewajiban increases and mortality rates. The defined benefit
manfaat pasti sangat sensitif terhadap perubahan obligation is highly sensitive to changes in the
asumsi. Nilai tercatat liabilitas telah diungkapkan assumptions. The carrying amount of the obligation
dalam Catatan 28. is disclosed in Note 28.
Ketidakpastian Kewajiban Perpajakan Uncertain Tax Exposure
Dalam situasi tertentu, Kelompok Usaha tidak dapat Income taxes In certain circumstances, the Group
menentukan secara pasti jumlah liabilitas pajak may not be able to determine the exact amount of
mereka pada saat ini atau masa depan karena its current or future tax liabilities due to ongoing
proses pemeriksaan, atau negosiasi dengan otoritas investigations by, or negotiations with, the taxation
perpajakan. Ketidakpastian timbul terkait dengan authority. Uncertainties exist with respect to the
intepretasi dari peraturan perpajakan yang interpretation of complex tax regulations and the
kompleks dan jumlah dan waklu dari pendapatan amount and timing of future taxable income. In
kena pajak di masa depan. Dalam menentukan determining the amount to be recognized in respect
jumlah yang harus diakui terkait dengan liabilitas of an uncertain tax liability, the Group applies similar
pajak yang tidak pasti, Kelompok Usaha considerations as it would use in determining the
menerapkan pertimbangan yang sama yang akan amount of a provision to be recognized in
mereka gunakan dalam menentukan jumlah accordance with PSAK No. 57, "Provisions,
cadangan yang harus diakui sesuai dengan PSAK Contingent Liabilities and Contingent Asset. Income
No. 57, "Provisi, Liabilitas Kontijensi dan Aset tax is disclosed in Note 22.
Kontijensi". Pajak penghasilan telah diungkapkan
dalam Catatan 22.
Realisasi dari Aset Pajak Tangguhan Realizability of Deferred Tax Assets

Kelompok Usaha melakukan reviu atas nilai tercatat The Group reviews the carrying amounts of deferred
aset pajak tangguhan pada setiap akhir periode tax assets at the end of each reporting period and
pelaporan dan mengurangi nilai tersebut sampai reduces these to the extent that it is no longer
sebesar kemungkinan aset tersebut tidak dapat probable that sufficient taxable income will be
direalisasikan, dimana penghasilan kena pajak yang available to allow all or part of the deferred tax
tersedia memungkinkan untuk penggunaan seluruh assets to be utilized.
atau sebagian dari aset pajak tangguhan tersebut.
Penelaahan Kelompok Usaha atas pengakuan aset The Group’s assessment on the recognition of
pajak tangguhan untuk perbedaan temporer yang deferred tax assets on deductible temporary
dapat dikurangkan didasarkan atas tingkat dan differences is based on the level and timing of
waktu dari penghasilan kena pajak yang ditaksirkan forecasted taxable income of the subsequent
untuk periode pelaporan berikutnya. Taksiran ini reporting periods. This forecast is based on the
berdasarkan hasil pencapaian Kelompok Usaha di Group’s past results and future expectations on
masa lalu dan ekspektasi di masa depan terhadap revenues and expenses as well as future tax
pendapatan dan beban, sebagaimana juga dengan planning strategies. However, there is no assurance
strategi perencanaan perpajakan di masa depan. that the Group will generate sufficient taxable
Tetapi tidak terdapat kepastian bahwa Kelompok income to allow all or part of the deferred tax assets
Usaha dapat menghasilkan penghasilan kena pajak to be utilized.
yang cukup untuk memungkinkan penggunaan
sebagian atau seluruh bagian dari aset pajak
tangguhan tersebut.
Aset (liabilitas) pajak tangguhan diungkapkan dalam Deferred tax assets (liabilities) are disclosed in Note
Catatan 22f. 22f.
63

4. DAMPAK PENERAPAN - PSAK 71 DAN 73 4. IMPLEMENTATION IMPACT - PSAK 71 AND 73
Dampak terhadap laporan keuangan Kelompok The impact to the Group’s financial statements for
Usaha dari penerapan pertama kali dari PSAK 71 the first time adoption of PSAK 71 and PSAK 73 are
dan PSAK 73 adalah sebagai berikut: as follows:
PSAK 71 PSAK 71
Klasifikasi aset dan liabilitas keuangan Classification of financial assets and liabilities
Tabel di bawah ini menunjukkan klasifikasi aset dan The table below shows the classification of financial
liabilitas keuangan menurut PSAK 55 dan klasifikasi assets and liabilities according to PSAK 55 and the
baru aset dan liabilitas keuangan sesuai dengan new classification of financial assets and liabilities in
PSAK 71 pada tanggal 1 Januari 2020: accordance with PSAK 71 as of January 1, 2020:
Klasifikasi Klasifikasi Saldo Saldo

Berdasarkan berdasarkan berdasarkan berdasarkan
PSAK 55 PSAK 71 PSAK 55 PSAK 71
31 Desember 2019/ 1 Januari 2020/ 31 Desember 2019/ 1 Januari 2020/
Classification Classification Balance Balance
based on based on based on based on
Catatan/Notes December 31, 2019 January 1, 2020 December 31, 2019 January 1, 2020
Aset keuangan/Financial assets
Kas dan setara kas/ Pinjaman yang Biaya perolehan 3.424.094.211.192 3.424.094.211.192
Cash and cash equivalents diberikan dan piutang/ diamortisasi/
Loans and receivables Amortised cost
Investasi jangka pendek/ Pinjaman yang Nilai wajar 10.180.000.000 10.180.000.000

Short-term investment diberikan dan piutang/ diukur melalui laba rugi/
Loans and receivables Fair value through profit
Piutang usaha/ Pinjaman yang Biaya perolehan 1.442.487.935.626 1.406.668.774.585

Trade receivables diberikan dan piutang/ diamortisasi/
Piutang lain-lain/ Pinjaman yang Biaya perolehan 74.271.645.469 67.867.831.456

Other receivables diberikan dan piutang/ diamortisasi/
Pendapatan yang masih harus diterima/ Pinjaman yang Biaya perolehan 512.903.865.795 470.777.090.918
Accrued revenues diberikan dan piutang/ diamortisasi/
Aset keuangan lainnya/ Pinjaman yang Biaya perolehan 62.790.400.000 62.790.400.000

Other financial instrument diberikan dan piutang/ diamortisasi/
64


Usaha dari penerapan pertama kali dari PSAK 71 first time adoption of PSAK 71 and PSAK 73 are as
dan PSAK 73 adalah sebagai berikut: (lanjutan) follows: (continued)
PSAK 71 (lanjutan) PSAK 71 (continued)
Klasifikasi aset dan liabilitas keuangan (lanjutan) Classification of financial assets and liabilities
(continued)
Tabel di bawah ini menunjukkan klasifikasi aset dan The table below shows the classification of financial
liabilitas keuangan menurut PSAK 55 dan klasifikasi assets and liabilities according to PSAK 55 and the
baru aset dan liabilitas keuangan sesuai dengan new classification of financial assets and liabilities in
PSAK 71 pada tanggal 1 Januari 2020: (lanjutan) accordance with PSAK 71 as of January 1, 2020:
(continued)
Klasifikasi Klasifikasi Saldo Saldo

Berdasarkan berdasarkan berdasarkan berdasarkan
31 Desember 2019/ 1 Januari 2020/ 31 Desember 2019/ 1 Januari 2020/
Classification Classification Balance Balance
based on based on based on based on
Catatan/Notes December 31, 2019 January 1, 2020 December 31, 2019 January 1, 2020
Liabilitas keuangan/Financial liabilities
Utang usaha/ Liabilitas keuangan Liabilitas keuangan 408.397.617.755 408.397.617.755

Trade payables pada biaya perolehan pada biaya perolehan
diamortisasi/ diamortisasi/
Financial liabilities at Financial liabilities at
amortised cost amortised cost
Utang lain-lain/ Liabilitas keuangan Liabilitas keuangan 2.391.330.891.966 2.391.330.891.966

Other payables pada biaya perolehan pada biaya perolehan
Beban akrual/ Liabilitas keuangan Liabilitas keuangan 1.396.542.137.591 1.396.542.137.591

Accrued expenses pada biaya perolehan pada biaya perolehan
Utang bank jangka panjang/ Liabilitas keuangan Liabilitas keuangan 10.885.635.808.156 10.885.635.808.156
Long-term bank loans pada biaya perolehan pada biaya perolehan
Utang jangka panjang lainnya/ Liabilitas keuangan Liabilitas keuangan 41.079.508.873 41.079.508.873
Other long-term liabilities pada biaya perolehan pada biaya perolehan
65


dan PSAK 73 adalah sebagai berikut: (lanjutan) as follows: (continued)
Dampak dari penerapan PSAK 71 terhadap laporan Impact on the adoption of PSAK 71 to the
posisi keuangan konsolidasian: consolidated statement of financial position:
Saldo sebelum Saldo setelah

penerapan penerapan
PSAK 71/ Klasifikasi Kerugian kredit PSAK 71/
Balance before dan pengukuran/ ekspektasian/ Balance after
implementation Classification and Expected implementation
PSAK 71 measurement credit loss PSAK 71
Aset Assets
Aset Lancar Current Assets

Kas dan setara kas 3.424.094.211.192 - - 3.424.094.211.192 Cash and cash equivalents
Piutang usaha, neto 1.442.487.935.626 - (35.819.161.041) 1.406.668.774.585 Trade receivables, net
Piutang lain-lain, neto 74.271.645.469 - (6.135.559.873) 67.867.831.456 Other receivables, net
Persediaan 24.059.502.684 - - 24.059.502.684 Inventories
Pajak dibayar di muka 333.262.533.655 - - 333.262.533.655 Prepaid taxes
Uang muka 86.695.232.739 - - 86.695.232.739 Advances
Biaya dibayar di muka 56.310.659.186 - - 56.310.659.186 Prepaid expense
Aset keuangan Other financial
lainnya - bagian lancar 10.180.000.000 - - 10.180.000.000 assets - current portion
Pendapatan yang masih harus diterima 512.903.865.795 - (42.126.774.887) 470.777.090.918 Accrued revenue
Total Aset Lancar 5.964.265.586.346 (84.081.495.801) 5.879.915.836.415 Total Current Assets
Aset Tidak Lancar Non-Current Assets

Aset keuangan Other financial
lainnya - bagian tidak lancar 62.790.400.000 - - 62.790.400.000 assets - non-current portion
Penyertaan saham 428.001.399.752 - - 428.001.399.752 Long-term investments
Uang muka pembelian tanah 3.316.002.785.219 - - 3.316.002.785.219 Advance for land acquisition
Properti investasi, neto 75.227.374.501 - - 75.227.374.501 Investment properties, net
Aset tetap, neto 33.506.683.261.071 - - 33.506.683.261.071 Fixed assets - net
Estimasi tagihan pajak 459.333.257.714 - - 459.333.257.714 Estimated claims for refundable tax
Aset pajak tangguhan, neto 67.652.175.200 - 18.497.929.078 86.150.104.278 Deferred tax assets, net
Aset tidak lancar lain-lain 118.074.128.590 - - 118.074.128.590 Other non-current assets
Total Aset Tidak Lancar 38.033.764.782.047 - 18.497.929.078 38.052.262.711.125 Total Non-Current Assets
Total Aset 43.998.030.368.393 - (65.583.566.723) 43.932.446.801.670 Total Assets
Liabilitas Jangka Pendek Current Liabilities

Utang usaha 408.397.617.755 - - 408.397.617.755 Trade payables
Utang lain-lain 2.391.330.891.966 - - 2.391.330.891.966 Other payables
Beban akrual 1.396.542.137.591 - - 1.396.542.137.591 Accrued expenses
Utang pajak 90.862.815.720 - - 90.862.815.720 Taxes payable
Liabilitas dana pensiun 30.573.571.049 - - 30.573.571.049 Pension fund liabilities
Pendapatan yang diterima di muka 196.609.797.290 - - 196.609.797.290 Unearned revenue
Liabilitias imbalan kerja Shor-term employee
jangka pendek 240.201.253.449 - - 240.201.253.449 benefit liabilities
Bagian jangka pendek utang bank Current maturities of
jangka panjang 585.388.500.000 - - 585.388.500.000 long-term bank loans
Total Liabilitas Jangka Pendek 5.339.906.584.820 - - 5.339.906.584.820 Total Current Liabilities
Liabilitas Jangka Panjang Non-Current Liabilities

Pinjaman jangka panjang: Long-term loans:
Utang bank jangka panjang 10.300.247.308.156 - - 10.300.247.308.156 Long-term bank loans
Utang obligasi 2.739.857.615.285 - - 2.739.857.615.285 Bonds payable
Utang jaminan pelanggan 27.020.229.649 - - 27.020.229.649 Other long-term liabilities
Utang jangka panjang lainnya 41.079.508.873 - - 41.079.508.873 Other long-term liabilities
Liabilitas pajak tangguhan 522.505.012.962 - - 522.505.012.962 Deferred tax liabilities
Liabilitas imbalan kerja 584.605.223.307 - - 584.605.223.307 Employee benefits liabilities
Total Liabilitas Jangka Panjang 14.215.314.898.232 - - 14.215.314.898.232 Total Non-Current Liabilities
Total Liabilitas 19.555.221.483.052 - - 19.555.221.483.052 Total Liabilities
66


dan PSAK 73 adalah sebagai berikut: (lanjutan) as follows: (continued)
Dampak dari penerapan PSAK 71 terhadap laporan Impact on the adoption of PSAK 71 to the
posisi keuangan konsolidasian: (lanjutan) consolidated statement of financial position:
(continued)
Saldo sebelum Saldo setelah
penerapan penerapan
PSAK 71/ Klasifikasi Kerugian kredit PSAK 71/
Balance before dan pengukuran/ ekspektasian/ Balance after
implementation Classification and Expected implementation
PSAK 71 measurement credit loss PSAK 71
Ekuitas Equity
Modal saham 15.971.652.000.000 - - 15.971.652.000.000 Share capital

Tambahan modal disetor (59.048.538.134) - - (59.048.538.134) Additional paid in capital
Komponen ekuitas lainnya 869.462.020.868 - - 869.462.020.868 Other components of equity
Rugi komprehensif lain (316.390.911.302) - - (316.390.911.302) Other comprehensive loss
Selisih ekuitas entitas anak (26.316.798.626) - - (26.316.798.626) Equity difference of subsidiary
Dicadangkan 7.072.640.364.594 - - 7.072.640.364.594 Appropriated
Belum dicadangkan 548.808.292.108 - (59.027.883.674) 489.780.408.434 Unappropriated
Ekuitas yang dapat diatribusikan Equity attributable to owner of

kepada pemilik entitas induk 24.060.806.429.508 - (59.027.883.674) 24.001.778.545.834 the parent entity
Kepentingan nonpengendali 382.002.455.833 - (6.555.683.049) 375.446.772.784 Non-controlling interests
Total Ekuitas 24.442.808.885.341 - (65.583.566.723) 24.377.225.318.618 Total Equity
Total Liabilitas dan Ekuitas 43.998.030.368.393 - (65.583.566.723) 43.932.446.801.670 Total Liabilities and Equity
PSAK 73 PSAK 73
Tabel berikut menyajikan dampak atas penerapan The following table presents the impact of the
PSAK 73 pada tanggal 1 Januari 2020: implementation of PSAK 73 on January 1, 2020:
1 Januari 2020/January 1, 2020
Sebelum Penyesuaian Setelah

penyesuaian/ PSAK 73/ penyesuaian/
Before PSAK 73 After
adjustment adjustments adjustment
Aset Assets
Aset hak-guna - neto - 464.520.608.883 464.520.608.883 Right-of-use assets - net
Liabilitas sewa - 464.520.608.883 464.520.608.883 Lease liabilities
67

5. KAS DAN SETARA KAS 5. CASH AND CASH EQUIVALENTS
Rincian kas dan setara kas adalah sebagai berikut: The details of cash and cash equivalents are as
follows:

Kas Cash on hand

Rupiah 398.517.097 556.906.563 Rupiah
Dolar AS 62.188.989 60.206.900 US Dollar
Total kas 460.706.086 617.113.463 Total cash on hand
Bank Cash in banks

Rupiah Rupiah
Pihak berelasi Related parties
PT Bank Mandiri (Persero) Tbk 589.021.818.215 1.030.338.241.127 PT Bank Mandiri (Persero) Tbk
PT Bank Tabungan Negara PT Bank Tabungan Negara
(Persero) Tbk 336.561.521.559 746.215.231.763 (Persero) Tbk
PT Bank Negara Indonesia PT Bank Negara Indonesia
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
PT Bank BNI Syariah 34.861.502.373 635.800.977 PT Bank BNI Syariah
PT Bank Syariah Mandiri 2.001.763.914 235.610.393 PT Bank Syariah Mandiri
Indonesia Eximbank 35.199 35.199 Indonesia Eximbank
Pihak ketiga Third parties

PT Bank CIMB Niaga Tbk 113.601.957.388 19.546.652.756 PT Bank CIMB Niaga Tbk
PT Bank Maybank Indonesia Tbk 7.995.429.469 50.067.846.600 PT Bank Maybank Indonesia Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk 2.925.761.239 2.890.998.498 Jawa Barat dan Banten Tbk
PT Bank Central Asia Tbk 2.899.842.307 4.572.213.955 PT Bank Central Asia Tbk
PT Bank Mega Tbk 1.667.074.888 5.484.864.464 PT Bank Mega Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Sumatera Selatan dan Sumatera Selatan dan
Bangka Belitung 118.490.430 115.096.999 Bangka Belitung
PT Bank Bukopin Tbk 276.542 36.058.447 PT Bank Bukopin Tbk
Sub-total 1.302.874.616.508 2.130.644.053.213 Sub-total
Dolar Amerika Serikat United States Dollar

PT Bank Mandiri (Persero) Tbk 850.393.310 4.494.125.697 PT Bank Mandiri (Persero) Tbk
(Persero) Tbk 497.783.321 539.146.915 (Persero) Tbk
Pihak ketiga Third party

Citibank N.A., Jakarta 1.647.854.466 1.624.089.139 Citibank N.A., Jakarta
Sub-total 5.025.111.260 35.832.015.669 Sub-total
Euro Euro
Pihak berelasi Related party
(Persero) Tbk - 1.028.847 (Persero) Tbk
Total bank 1.307.899.727.768 2.166.477.097.729 Total cash in banks
68

5. KAS DAN SETARA KAS (lanjutan) 5. CASH AND CASH EQUIVALENTS (continued)
Deposito berjangka Time deposits

Rupiah Rupiah
PT Bank Tabungan Negara PT Bank Tabungan Negara
PT Bank Mandiri PT Bank Mandiri

PT Bank Mega Tbk 55.000.000.000 15.000.000.000 PT Bank Mega Tbk
PT Bank Tabungan Pensiunan PT Bank Tabungan Pensiunan
Nasional Tbk - 15.000.000.000 Nasional Tbk
Total deposito berjangka 1.028.723.517.213 1.257.000.000.000 Total time deposits
Total kas dan setara kas 2.337.083.951.067 3.424.094.211.192 Total cash and cash equivalents
Total kas dan setara kas yang ditempatkan pada Total cash and cash equivalents placed on related
pihak berelasi merepresentasikan 4,48% dan 7,52% parties represent 4.48% and 7.52% of total assets
dari total aset Kelompok Usaha masing-masing of the Group as of December 31, 2020 and 2019,
pada tanggal 31 Desember 2020 dan 2019. respectively.
Rentang suku bunga deposito berjangka adalah The ranges of annual interest rates of time deposits
Rupiah 3,00%-7,50% 6,00% - 7,50% Rupiah
Pendapatan bunga yang berasal dari kas di bank Interest income from cash in banks and time
dan deposito berjangka disajikan sebagai bagian deposits is presented as part of “Finance Income” in
dari “Penghasilan Keuangan” pada laporan laba rugi the consolidated statement of profit or loss and other
dan penghasilan komprehensif lain konsolidasian. comprehensive income.
69

6. PIUTANG USAHA 6. TRADE RECEIVABLES

Rincian piutang usaha adalah sebagai berikut: The details of trade receivables are as follow:

PT Pixel Komunitas 145.522.045.949 52.459.613.170 PT Pixel Komunitas
PT Lion Mentari Airlines 123.880.237.542 20.415.482.464 PT Lion Mentari Airlines
PT Jasa Angkasa Semesta Tbk 96.794.747.374 30.492.775.952 PT Jasa Angkasa Semesta Tbk
PT Batik Air Indonesia 75.972.177.589 11.206.793.778 PT Batik Air Indonesia
PT Sriwijaya Air 64.159.165.507 59.380.909.921 PT Sriwijaya Air
PT Taurus Gemilang 48.010.845.229 48.874.519.846 PT Taurus Gemilang
PT Indonesia Airasia 46.873.333.638 16.084.475.937 PT Indonesia Airasia
PT NAM Air 28.174.405.605 30.626.122.421 PT NAM Air
PT Bumi Liputan Jaya 22.838.012.886 142.129.782.952 PT Bumi Liputan Jaya
PT Unex Rajawali 12.884.555.368 - PT Unex Rajawali
Dahliatama Cargo 11.701.947.038 - Dahliatama Cargo
PT Diya Nuansa Anugerah 8.615.240.002 7.093.315.000 PT Diya Nuansa Anugerah
PT ISS Indonesia 7.857.998.267 - PT ISS Indonesia
PT Itechno Indojaya 6.600.000.000 6.600.000.000 PT Itechno Indojaya
Air Niugini Ltd 5.884.110.022 7.986.275.598 Air Niugini Ltd
PT Jatayu Gelang Sejahtera 5.684.462.432 5.684.462.432 PT Jatayu Gelang Sejahtera
Ethiopian Airlines 4.893.233.001 1.469.881.433 Ethiopian Airlines
BUT Qatar Airways 4.512.136.382 9.944.232.704 BUT Qatar Airways
PT Sari Coffee Indonesia 4.189.245.303 16.243.923.839 PT Sari Coffee Indonesia
PT Mandara Jasindo Sena 4.097.829.619 4.247.126.786 PT Mandara Jasindo Sena
PT Dewata Agung Wibawa 3.772.161.649 8.775.630.210 PT Dewata Agung Wibawa
Singapore Airlines 3.482.868.464 14.920.490.106 Singapore Airlines
Saudi Arabian Airlines 2.492.266.941 8.178.077.045 Saudi Arabian Airlines
Macau Eagle Aviation Service Ltd. 3.208.664.388 4.548.766.092 Macau Eagle Aviation Service Ltd.
BUT Emirates 2.157.598.238 6.442.131.144 BUT Emirates
BUT Cathay Pacific 1.989.039.199 5.817.787.538 BUT Cathay Pacific
PT XL Axiata Tbk 1.555.400.000 2.053.955.119 PT XL Axiata Tbk
BUT Air Asia SDN. BHD. 1.329.007.401 10.263.123.247 BUT Air Asia SDN. BHD.
Malaysia Airlines Berhad 1.121.715.382 5.696.752.031 Malaysia Airlines Berhad
PT Media Promosi Indonesia 936.100.000 4.498.711.678 PT Media Promosi Indonesia
PT Aura Cantik 208.260.000 4.369.801.872 PT Aura Cantik
PT Indosat Tbk - 7.122.397.785 PT Indosat Tbk
PT Jakarta Boxing Stadium - 5.186.186.157 PT Jakarta Boxing Stadium
Etihad Airways - 4.921.545.638 Etihad Airways
PT Opalindo - 4.266.047.500 PT Opalindo
Lain-lain (masing-masing
dibawah Rp4 miliar) 500.275.768.297 503.543.116.197 Others (each below Rp4 billion)
Total piutang usaha Total trade receivables

pihak ketiga 1.251.674.578.712 1.071.544.213.592 third parties
70

6. PIUTANG USAHA (lanjutan) 6. TRADE RECEIVABLES (continued)

Rincian piutang usaha adalah sebagai berikut The details of trade receivables are as follow
(lanjutan): (continued):

PT Garuda Indonesia (Persero) Tbk 1.014.524.138.405 415.015.537.591 PT Garuda Indonesia (Persero) Tbk
PT Citilink Indonesia 168.736.659.732 74.863.799.909 PT Citilink Indonesia
PT Garuda Maintenance Facility PT Garuda Maintenance Facility
AeroAsia Tbk 91.905.533.153 21.717.668.766 AeroAsia Tbk
PT Aerofood Indonesia 45.733.087.485 7.511.548.556 PT Aerofood Indonesia
PT Railink 20.439.305.490 17.044.398.802 PT Railink
PT Merpati Nusantara Airlines 9.054.086.675 9.054.086.675 PT Merpati Nusantara Airlines
PT Pertamina (Persero) 8.380.327.937 15.899.795.629 PT Pertamina (Persero)
PT Telekomunikasi Indonesia PT Telekomuniksi Indonesia
PT Bank Mandiri (Persero) Tbk 3.561.225.768 50.114.158.814 PT Bank Mandiri (Persero) Tbk
Lain-lain (masing-masing
dibawah Rp4 miliar) 24.359.232.976 27.828.056.573 Others (each below Rp4 billion)
Total piutang usaha Total trade receivables

pihak berelasi 1.402.692.687.659 653.348.511.941 related parties
Total piutang usaha 2.654.367.266.372 1.724.892.725.533 Total trade receivables

Cadangan penurunan nilai (525.592.674.379) (282.404.789.907) Allowance for impairment loss
Nilai neto 2.128.774.591.993 1.442.487.935.626 Net amount
Total piutang usaha dari pihak berelasi Total trade receivables due from related parties
merepresentasikan 3,16% dan 1,48% dari total aset represent 3.2% and 1.48% of total assets of the
Kelompok Usaha masing-masing pada tanggal Group as of December 31, 2020 and 2019,
31 Desember 2020 dan 2019. respectively.
Berdasarkan hasil penelaahan kolektibilitas akun Based on the review of the collectibility of the trade
piutang usaha pada akhir tahun, manajemen receivables at the end of the year, the management
berkeyakinan bahwa cadangan penurunan nilai believes that the above allowance for impairment
piutang usaha di atas adalah cukup. loss of trade receivables is sufficient.
Rincian piutang usaha berdasarkan mata uang The details of trade receivables based on currency
adalah sebagai berikut: denominations are as follows:

Rupiah 2.605.188.752.944 1.655.815.742.819 Rupiah

Dolar Amerika Serikat 49.178.513.428 69.076.982.714 United States Dollar
TotalT 2.654.367.266.372 1.724.892.725.533l Total
Total neto 2.128.774.591.993 1.442.487.935.626 Net amount
71

6. PIUTANG USAHA (lanjutan) 6. TRADE RECEIVABLES (continued)

Analisis umur piutang usaha adalah sebagai berikut: The aging analysis of trade receivables is as
follows:
Belum jatuh tempo 377.072.711.762 631.038.256.953 Current

Lewat jatuh tempo Overdue
1 sampai 30 hari 158.907.000.179 267.838.687.818 1 to 30 days
Lebih dari 365 hari 496.441.085.957 338.082.165.339 Over 365 days
Total 2.654.367.266.372 1.724.892.725.533 Total

Total neto 2.128.774.591.993 1.442.487.935.626 Net amount
Mutasi penyisihan penurunan nilai piutang usaha The movements of the allowance for impairment
adalah sebagai berikut: loss of trade receivables are as follows:
Saldo awal tahun 282.404.789.907 213.847.098.603 Balance at beginning of year

Dampak PSAK 71 (Catatan 4) 35.819.161.041 - PSAK 71 impact (Note 4)
Pencadangan selama
tahun berjalan 207.368.723.431 74.006.098.374 Provision during the year
Penghapusan tahun berjalan - (5.448.407.070) Write-off during the year
Saldo akhir tahun 525.592.674.379 282.404.789.907 Balance at the end of year
Pada tanggal 31 Desember 2020 dan 2019, tidak As of December 31, 2020 and 2019, there are no
terdapat piutang usaha yang dijual secara with trade receivables sold with recourse nor used as
recourse ataupun dijaminkan sehubungan dengan collateral for any obligations.
liabilitas apapun.
7. PIUTANG LAIN-LAIN 7. OTHER RECEIVABLES

Akun ini merupakan piutang kepada pegawai, This account represents receivables from
Perusahaan Umum Lembaga Penyelenggara employees, Perusahaan Umum Lembaga
Pelayanan Navigasi Penerbangan Indonesia Penyelenggara Pelayanan Navigasi Penerbangan
(“LPPNPI”) dan pihak lain di luar kegiatan utama Indonesia (“LPPNPI”) and others outside the
Kelompok Usaha dengan rincian sebagai berikut: Group's main business with the details as follows:
Piutang pegawai 42.749.912.790 44.094.104.486 Receivable from employees

Piutang dari LPPNPI 5.917.931.049 5.883.463.339 Receivables from LPPNPI
Piutang jaminan 1.393.042.932 1.401.578.432 Deposit receivables
Lain-lain 16.483.763.805 27.774.726.727 Others
Total 66.544.650.576 79.153.872.984 Total

Total neto 53.046.117.545 74.271.645.469 Net amount
72

7. PIUTANG LAIN-LAIN (lanjutan) 7. OTHER RECEIVABLES (continued)
Piutang pegawai merupakan kekurangan Receivable from employees represents payment on

pembayaran biaya berobat yang ditanggung oleh behalf of employees’ medical expense which will be
Perusahaan yang akan ditagihkan kemudian charged to the respective employee. Receivables
kepada pegawai. Piutang pegawai juga berisikan from employees also consist payment on behalf of
piutang atas pembayaran gaji karyawan PT the salaries expense of PT Bandarudara
Bandarudara Internasional Jawa Barat (“BIJB”) yang Internasional Jawa Barat (“BIJB”)’s employees
akan ditagihkan ke BIJB dan biaya sertifikasi which will be charged to BIJB and payment on
petugas keamanan bandara (aviation security) yang behalf of airport security (aviation security)
ditanggung oleh Perusahaan yang akan ditagihkan certification expense, which will be settled by
dengan cara pemotongan gaji bulanan pegawai deducting the monthly salaries of airport security
aviation security. employees.
Piutang dari LPPNPI, pihak berelasi, merupakan Receivables from LPPNPI, a related party,
biaya operasional LPPNPI yang didanai terlebih represent payment on behalf of operational
dulu oleh Perusahaan dan akan ditagihkan expenses which reimbursable to the respective
kemudian. entity.
Piutang lain-lain - lain-lain terutama merupakan Other receivables - others mainly represents
piutang kepada maskapai penerbangan atas jasa receivables from airlines company in relation to
pelayanan yang diberikan oleh Badan Meteorologi, services provided by Indonesian Agency for
Klimatologi dan Geofisikia (“BMKG”) dan Direktorat Meteorology, Climatology and Geophysics
Jenderal Perhubungan Udara kepada maskapai (“BMKG”) and General of Civil Aviation to the
tersebut yang penagihannya melalui Perusahaan. airlines which were billed through the Company.
Total piutang lain-lain dari pihak berelasi Total other receivables due from related parties
merepresentasikan 0,01% dan 0,01% dari total aset represent 0.01% and 0.01% of total assets of the
Kelompok Usaha masing-masing pada tanggal Group as of December 31, 2020 and 2019,
31 Desember 2020 dan 2019. respectively.
Analisis umur piutang lain-lain adalah sebagai The aging analysis of other receivables is as
berikut: follows:

Belum jatuh tempo 20.931.907.954 16.328.976.498 Current

Lewat jatuh tempo Overdue
< 1 tahun 462.576.458 11.701.449.903 < 1 year
1-2 tahun 27.938.643.142 12.974.129.344 1-2 years
> 2 tahun 17.211.523.022 38.149.317.239 > 2 years
Total 66.544.650.576 79.153.872.984 Total
Total bersih 53.046.117.545 74.271.645.469 Net amount
Berdasarkan hasil penelaahan kolektibilitas akun Based on the review of the collectibility of the other
piutang lain-lain pada akhir tahun, manajemen receivables at the end of the year, the management
berkeyakinan bahwa cadangan penurunan nilai believes that the above allowance for impairment
piutang lain-lain di atas adalah cukup. loss of other receivables is sufficient.
73

8. PERSEDIAAN 8. INVENTORIES
Akun ini merupakan biaya persediaan perlengkapan This account represents the costs of supplies
untuk mendukung operasional Kelompok Usaha inventory to support the Group's operations with the
dengan rincian sebagal berikut: details as follows:
Persediaan suku cadang 13.056.499.378 12.218.008.251 Spareparts inventories

Persediaan alat tulis kantor Office stationery
dan percetakan 3.028.413.882 2.307.835.849 and printing inventories
Persediaan mekanikal dan Mechanical and air conditioning
pendingin udara 2.559.004.174 3.114.797.052 inventories
Persediaan elektronika 1.497.509.534 1.455.148.361 Electronic inventories
Persediaan listrik dan air 1.225.469.866 1.469.520.961 Electricity and water inventories
Persediaan keamanan dan Security and firefighter
pemadam kebakaran 610.296.796 737.080.541 inventories
Persediaan bahan bakar
dan pelumas 606.251.592 924.382.106 Fuel and lubricants
Persediaan pemeliharaan alat besar 302.238.860 665.862.799 Heavy equipment inventories
Persediaan perbengkelan 157.771.500 18.527.309 Workshop inventories
Persediaan bangunan 31.949.663 32.275.829 Buliding inventories
Persediaan lain-lain 290.382.151 1.116.063.626 Other inventories
Total 23.365.787.396 24.059.502.684 Total
Kelompok Usaha berpendapat bahwa nilai tercatat The Group believes that the carrying values of its
persediaannya tidak melebihi nilai realisasi netonya inventories do not exceed their net realizable values
pada tanggal 31 Desember 2020 dan 2019. as of December 31, 2020 and 2019.
Berdasarkan hasil penelaahan akun persediaan Based on the review of the inventories account at
pada akhir tahun, manajemen Kelompok Usaha the end of the year, the Group’s management
berkeyakinan bahwa tidak dibutuhkan cadangan believes there is no need for impairment and
penurunan nilai dan penyisihan penghapusan pada allowance of inventory.
persediaan.
terdapat persediaan yang dijaminkan sehubungan inventories used as collateral for any obligations.
dengan liabilitas apapun.
ada persediaan yang diasuransikan. insured inventories.
74

9. UANG MUKA 9. ADVANCES
Akun ini merupakan beban yang dibayar terlebih This account represents expenses paid in advance
dahulu untuk kepentingan operasional Kelompok for the benefit of the Group's operations that will be
Usaha yang akan dipertanggungjawabkan atau accounted for or due within the next year with the
akan jatuh tempo dalam tahun berikutnya dengan details as follows:
rincian sebagai berikut:
Uang muka karyawan 20.371.202.105 71.389.951.798 Advances for employees

Lain-lain 10.867.679.964 15.305.280.941 Others
Total 31.238.882.069 86.695.232.739 Total
10. BIAYA DIBAYAR DI MUKA 10. PREPAID EXPENSES
Rincian akun ini adalah sebagai berikut: The details of this account is as follow:
Asuransi 26.954.526.509 29.730.154.968 Insurance

Sewa 998.881.325 6.071.301.020 Rent
Kontribusi tetap - 11.129.694.997 Fixed contribution
Lain-lain 12.247.941.150 9.379.508.201 Others
Total 40.201.348.984 56.310.659.186 Total
Asuransi terutama adalah asuransi dibayar di muka Insurance mainly represents prepaid expenses
atas aset tetap Perusahaan (Catatan 16). insurance for fixed assets of the Company (Note 16).
Kontribusi tetap adalah biaya dibayar di muka atas Fixed contribution represents prepaid expenses
Perjanjian Kerja Sama Pemanfaatan (KSP) Barang related to Cooperation Agreement for the Utilization
Milik Negara pada beberapa Bandar Udara (Catatan of State Property Airports (Note 47).
47).
11. PENDAPATAN YANG MASIH HARUS DITERIMA 11. ACCRUED REVENUE
Pendapatan yang masih harus diterima merupakan The accrued revenue represents the revenues
pendapatan yang masih akan diterima dari accrued from aeronautical and non-aeronautical
pendapatan jasa aeronautika dan non-aeronautika, services revenues, with the details as follows:
dengan rincian sebagai berikut:

Aeronautika 61.634.429.537 173.343.892.855 Aeronautical

Non-aeronautika 303.121.607.803 339.559.972.940 Non-aeronautical
Total 364.756.037.340 512.903.865.795 Total
Cadangan penurunan nilai (50.438.110.672) - Allowance for impairment loss

Total neto 314.317.926.668 512.903.865.795 Net amount
75

12. ASET KEUANGAN LAINNYA 12. OTHER FINANCIAL ASSETS
Aset keuangan lainnya terdiri dari investasi obiligasi Other financial assets consist of investments in
dan reksadana dengan rincian sebagai berikut: bonds and mutual funds with details as follows:

Obligasi Negara Government Bonds

Obligasi Negara Tahun 2007 Government Bond Year 2007
Seri FR0047 30.000.000.000 30.000.000.000 Series FR0047
Seri FR0045 15.150.000.000 15.150.000.000 Series FR0045
Obligasi Korporat Corporate Bonds
Obligasi XIV Bank BTN
Tahun 2010 - 10.000.000.000 Bank BTN XIV Bond Year 2010
Total 45.150.000.000 55.150.000.000 Total
Reksadana Mutual Fund

RDPT Syailendra Multifinance RDPT Syailendra Multifinance
Rupiah 1 - 10.000.000.000 Rupiah 1
Total 45.150.000.000 65.150.000.000 Total
Kenaikan neto nilai Net increase in value

aset keuangan lainnya 10.333.500.000 7.820.400.000 of other financial assets
Total 55.483.500.000 72.970.400.000 Total
Dikurangi: bagian lancar Less: current portion

aset keuangan lainnya - 10.180.000.000 of other financial assets
Total 55.483.500.000 62.790.400.000 Total
Keuntungan yang belum direalisasi

dari aset keuangan Unrealized gain from other
lainnya financial assets
31 Desember 2020 10.333.500.000 - December 31, 2020
31 Desember 2019 (7.820.400.000) 7.820.400.000 December 31, 2019
31 Desember 2018 - (4.037.063.000) December 31, 2018
Total 2.513.100.000 (3.783.337.000) Total
76

12. ASET KEUANGAN LAINNYA (lanjutan) 12. OTHER FINANCIAL ASSETS (continued)
Nilai wajar seluruh aset keuangan lainnya The fair value of all other financial assets is based
berdasarkan harga penawaran yang berlaku dalam on the current bid price in active markets and
pasar yang aktif dan input selain harga pasar yang observable inputs other than quoted prices. For
dapat diobservasi. Untuk informasi lebih lanjut further information about the methods used and
mengenai metode dan asumsi yang digunakan assumptions applied in determining fair value (Note
dalam menentukan nilai wajar (Catatan 2w). 2w).
31 Desember 2020/December 31, 2020
Nilai perolehan/ Nilai pasar/ Kenaikan/

Acquisition value Market value Increase

Seri FR0047 30.000.000.000 36.657.000.000 6.657.000.000 Series FR0047
Seri FR0045 15.150.000.000 18.826.500.000 3.676.500.000 Series FR0045
Total 45.150.000.000 55.483.500.000 10.333.500.000 Total
Nilai perolehan/ Nilai pasar/ Kenaikan/

Acquisition value Market value Increase

Seri FR0047 30.000.000.000 34.830.000.000 4.830.000.000 Series FR0047
Seri FR0045 15.150.000.000 17.769.000.000 2.619.000.000 Series FR0045
Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.180.000.000 180.000.000 Bank BTN XIV Bond Year 2010
RDPT Syailendra Multifinance RDPT Syailendra Multifinance
Rupiah 1 10.000.000.000 10.191.400.000 191.400.000 Rupiah 1
Total 65.150.000.000 72.970.400.000 7.820.400.000 Total
13. PENYERTAAN SAHAM 13. INVESTMENTS IN SHARES OF STOCK

Rincian akun ini adalah sebagai berikut: The details of this account are as follows:

PT Railink 182.769.298.810 228.572.151.892 PT Railink

PT Bandarudara Internasional PT Bandarudara Internasional
Jawa Barat 238.539.858.310 194.175.967.735 Jawa Barat
PT Purantara Mitra Angkasa Dua 5.253.280.125 5.253.280.125 PT Purantara Mitra Angkasa Dua
Total 426.562.437.245 428.001.399.752 Total
a. PT Railink (“Railink”) a. PT Railink (“Railink”)

PT Railink merupakan perusahaan joint venture PT Railink is a joint venture between the
antara Perusahaan dengan PT Kereta Api Company and PT Kereta Api Indonesia
Indonesia (Persero) (“KAI”) yang bertugas (Persero) (“KAI”) to conduct the business
untuk mengelola kegiatan usaha kereta api activities of the airport train. Railink was formed
bandara. Railink dibentuk berdasarkan based on Business Cooperation Agreement
Perjanjian Usaha Kerjasama antara between the Company and KAI
Perusahaan dengan KAI No.SPKS.023.1/KS.006/2006-APII and
No.SPKS.023.1/KS.006/2006-APII dan No.98/HK/UM/2006 dated August 14, 2006.
No.98/HK/UM/2006 tanggal 14 Agustus 2006.
77

13. PENYERTAAN SAHAM (lanjutan) 13. INVESTMENTS IN SHARES OF STOCK

(continued)
a. PT Railink (“Railink”) (lanjutan) a. PT Railink (“Railink”) (continued)
Berdasarkan akta perubahan anggaran dasar Based on the deed of establishment of No. 13
Railink yang dibuat oleh Notaris Yulkhaizar dated August 15, 2008 prepared by Notary
Panuh, S.H., No. 13 tanggal 15 Agustus 2008, Yulkhaizar Panuh, S.H., the investment in
nilai penyertaan Perusahaan di Railink adalah shares of the Company in Railink amounted to
sebesar Rp40.000.000.000 atau 40%. Rp40,000,000,000 or 40%.
Berdasarkan Surat Keputusan Menteri BUMN Based on Decision Letter from Ministry of
No. S-447/MBU/2013 tanggal 5 Juli 2013, telah BUMN No. S-447/MBU/2013 dated July 5,
disetujui untuk melakukan penambahan 2013, it was approved to make additional
setoran modal Perusahaan kepada Railink contribution to the capital of the Company to
sebesar Rp59.600.000.000 sehingga jumlah Railink amounting to Rp59,600,000,000 hence
setoran modal Perusahaan menjadi total amount of the Company’s paid in capital
Rp99.600.000.000 dengan persentase became Rp99,600,000,000 with the same
kepemilikan tetap. percentage of ownership.
Pada tahun 2016, Perusahaan melakukan In 2016, the Company paid additional capital
penambahan setoran modal kepada Railink contribution to Railink amounting to
sebesar Rp124.800.000.000 sehingga jumlah Rp124,800,000,000 where the Company’s
setoran modal Perusahaan di Railink menjadi capital contribution in Railink became
Rp224.400.000.000 dengan persentase Rp224,400,000,000 with the same percentage
kepemilikan tetap. of ownership.
Pada tahun 2019, Perusahaan melakukan In 2019, the Company made additional capital
penambahan setoran modal kepada Railink contribution to Railink amounting to
sebesar Rp91.600.000.000 yang terdiri dari Rp91,600,000,000 which consist of conversion
konversi pinjaman pemegang saham sebesar of shareholder loan of Rp51,800,000,000 and
Rp51.800.000.000 dan tunai sebesar cash of Rp39,800,000,000 where the
Rp39.800.000.000 sehingga jumlah setoran Company’s capital contribution in Railink
modal Perusahaan di Railink menjadi became Rp316,000,000,000 with the same
Rp316.000.000.000 dengan persentase percentage of ownership.
kepemilikan tetap.
Berdasarkan Akta Notaris Hadijah S.H Nomor Based on Notarial Deed of Hadijah SH No. 14,
14 Tanggal 12 Mei 2020, Pemegang Saham dated May 12, 2020, the Shareholders
menyetujui penambahan modal dasar approved the addition of PT Railink's authorized
PT Railink yang semula sebesar capital from Rp790,000,000,000 which was
Rp790.000.000.000 yang terbagi atas 790.000 consist of 790,000 shares to become
lembar saham menjadi Rp839.400.000.000 Rp839,400,000,000 consist of 839,400 shares
yang terbagi dalam 839.400 lembar saham dan and approved the issuance or placement of
menyetujui pengeluaran/penempatan saham unauthorized shares of 29,640 shares with a
yang masih disimpan sebesar 29.640 lembar par value of Rp1,000,000,0000 with total value
yang masing-masing bernilai Rp1 juta dengan of Rp29,640,000,0000, which all were acquired
total Rp29.640.000.000 yang seluruhnya by PT Kereta Api Indonesia (KAI) and made the
diambil oleh PT Kereta Api Indonesia (KAI) Company’s percentage of ownership
sehingga persentase kepemilikan saham decreased into 38.55%.
Perusahaan terdilusi menjadi 38,55%.
Biaya perolehan 99.600.000.000 99.600.000.000 Acquisition cost

Tambahan biaya perolehan 216.400.000.000 216.400.000.000 Additon of acquisition cost
Total biaya perolehan 316.000.000.000 316.000.000.000 Total carrying value

Akumulasi bagian rugi (130.372.358.699) (84.473.963.147) Cummulative share of loss
Akumulasi rugi komprehensif lain (2.858.342.491) (2.953.884.961) Cummulative other comprehensive loss
Total 182.769.298.810 228.572.151.892 Total
78


(continued)
a. PT Railink (“Railink”) (lanjutan) a. PT Railink (“Railink”) (continued)
Perhitungan bagian laba/rugi berdasarkan The calculation of the share in profit/loss is

laporan keuangan Railink untuk tahun yang based on the financial statements of Railink for
berakhir pada tanggal 31 Desember 2020 dan the year ended December 31, 2020 and 2019,
2019. respectively.
b. PT Bandarudara Internasional Jawa Barat b. PT Bandarudara Internasional Jawa Barat
(“BIJB”) (“BIJB”)
PT Bandarudara Internasional Jawa Barat PT Bandarudara Internasional Jawa Barat

(BIJB) merupakan perusahaan yang bertugas (BIJB) is a company tasked with operating the
untuk melakukan pengusahaan Bandar Udara West Java International Airport, as well as
Internasional Jawa Barat, serta membangun building and developing Kertajati Aerocity
dan mengembangkan Kertajati Aerocity.
Pada tanggal 22 Januari 2018, Perusahaan, On January 22, 2018, the Company,
Pemerintah Daerah Provinsi Jawa Barat Pemerintah Daerah Provinsi Jawa Barat
(Pemprov Jabar) dan BIJB menandatangani (Pemprov Jabar) and BIJB signed a
Perjanjian Kerjasama Penyelenggaraan Jasa Cooperation Agreement on Airport Service
Kebandarudaraan di Bandar Udara Provision at West Java International Airport,
Internasional Jawa Barat, di mana para pihak whereby the parties agreed to appoint the
sepakat menunjuk Perusahaan sebagai Company as operator to carry out the service
operator untuk melaksanakan airport, including the operation and
penyelenggaraan jasa kebandarudaraan, maintenance of West Java International Airport
termasuk pengoperasian dan pemeliharaan in Kertajati Sub-district.
Bandar Udara Internasional Jawa Barat di
Kecamatan Kertajati.
Berdasarkan Surat Keputusan Menteri BUMN Based on Decision Letter from Ministry of
No. S-668/MBU/09/2019 tanggal 30 September BUMN No. S-668/MBU/09/2019 dated
2019, telah disetujui untuk melakukan September 30, 2019, it was approved to
pembelian saham BIJB oleh Perusahaan purchase share in BIJB a total of 625,000
sejumlah 625.000 lembar saham dengan nilai shares with a value of Rp625,000,000,000
sebesar Rp625.000.000.000 yang dilakukan which will be done in stages over three years
secara bertahap selama tiga tahun, yaitu tahun in 2019, 2020 and 2021.
2019, 2020 dan 2021.
Berdasarkan Keputusan Sirkuler Para Based on Circular Shareholders’ Decision of

Pemegang Saham BIJB yang telah diaktakan BIJB which has been notarized by notarial
dengan akta notaris Surjadi Jasin, S.H., No. 23 deed of Surjadi Jasin, S.H., No. 23 dated
pada tanggal 26 September 2019, Perusahaan September 26, 2019, the Company owned
memiliki penyertaan saham di BIJB sebesar investment in shares in BIJB amounted to
Rp100.000.000.000 atau 6,01% kepemilikan. Rp100,000,000,000 or 6.01% ownership. The
Perusahaan telah melakukan pembayaran Company has made payments on the
kepemilikan saham tersebut secara bertahap investments in stages of Rp32,000,000,000 on
yaitu sebesar Rp32.000.000.000 pada tanggal October 7, 2019 and Rp68,000,000,000 on
7 Oktober 2019 dan Rp68.000.000.000 pada October 23, 2019.
tanggal 23 Oktober 2019.
Berdasarkan Rapat Umum Pemegang Saham Based on Extraordinary General Meeting of

Luar Biasa BIJB yang telah diaktakan dengan Shareholders of BIJB which has been
akta notaris Surjadi Jasin, S.H., No. 16 pada notarized by notarial deed of Surjadi Jasin,
tanggal 19 Desember 2019, Perusahaan S.H., No. 16 dated December 19, 2019, the
memiliki penyertaan saham di BIJB sebesar Company owned investment in shares in BIJB
Rp200.000.000.000 atau 11,34% kepemilikan. amounted to Rp200,000,000,000 or 11.34%
Perusahaan telah melakukan pembayaran atas ownership. The Company has made payments
penambahan kepemilikan saham tersebut on the addition of investments of
sebesar Rp100.000.000.000 pada tanggal Rp100,000,000,000 on December 31, 2019.
31 Desember 2019.
79


(continued)
b. PT Bandarudara Internasional Jawa Barat b. PT Bandarudara Internasional Jawa Barat
(“BIJB”) (lanjutan) (“BIJB”) (continued)
Berdasarkan Rapat Umum Pemegang Saham Based on Extraordinary General Meeting of
Luar Biasa BIJB yang telah diaktakan dengan Shareholders of BIJB which has been notarized
akta notaris Surjadi Jasin, S.H., No. 9 pada by notarial deed of Surjadi Jasin, S.H., No. 9
tanggal 15 Desember 2020, Perusahaan dated December 15, 2020, the Company made
menambah penyertaan saham di BIJB sebesar additional investment of Rp85,000,000,000
Rp85.000.000.000 sehingga meningkatkan which increased their percentage ownership to
persentase kepemilikan menjadi 15,41%. 15.41%. The Company has fully paid the
Perusahaan telah melakukan pembayaran atas additional investment on April 1, 2020, May 29,
penambahan kepemilikan saham tersebut pada 2020 and September 29, 2020 amounted
tanggal-tanggal 1 April 2020, 29 Mei 2020 dan Rp35,000,000,000, Rp15,000,000,000 and
29 September 2020 dengan masing-masing Rp35,000,000,000, respectively.
pembayaran sebesar Rp35.000.000.000,
Rp15.000.000.000 dan Rp35.000.000.000..
Perhitungan bagian laba/rugi berdasarkan The calculation of the share in profit/loss is

laporan keuangan BIJB untuk tahun yang based on the financial statements of BIJB for
berakhir pada tanggal 31 Desember 2020 the year ended December 31, 2020 is as
adalah sebagai berikut: follows:
Biaya perolehan 285.000.000.000 200.000.000.000 Acquisition cost
Total biaya perolehan 285.000.000.000 200.000.000.000 Total carrying value
Akumulasi bagian rugi (46.460.141.690) (5.824.032.265) Cummulative share of loss
Total 238.539.858.310 194.175.967.735 Total
c. PT Purantara Mitra Angkasa Dua (“PMAD”) c. PT Purantara Mitra Angkasa Dua (“PMAD”)
Kepemilikan Perusahaan di PMAD sebesar The Company’s ownership in PMAD amounting

0,11% merupakan kompensasi sewa tanah to 0.11% represents a land lease compensation
selama periode 11 (sebelas) tahun 3 (tiga) for 11 (eleven) years and 3 (three) months in
bulan sesuai dengan perjanjian sewa tanah accordance with the land lease agreement
No.SPSW.02.1/TU.308/APII-2000 tanggal No. SPSW.02.1/TU.308/APII-2000 dated
1 Mei 2000 yang kemudian di adendum melalui May 1, 2000 which has been amended by letter
surat perjanjian tambahan (addendum) I No. of additional agreement (addendum) I
ADD.I.SPSW.12/TU.308/2002-AP II tanggal No. ADD.I.SPSW.12/TU.308/2002-AP II dated
15 April 2002. April 15, 2002.
Nilai investasi di PMAD pada tanggal The balance of investment in PMAD as of

31 Desember 2020 dan 2019 masing-masing December 31, 2020 and 2019 is
sebesar Rp5.253.280.125. Rp5,253,280,125, respectively.
Kegiatan pokok dari perusahaan-perusahaan The principal activities of the above investees
tersebut di atas adalah sebagai berikut: are as follows:
Negara Domisili/ Kegiatan Usaha Pokok/
Entitas/Entities Country of Domicile Principal Business Activity
PT Railink Indonesia Penyedia kegiatan usaha kereta api
bandara/Airport train service
PT Bandarudara Internasional Jawa Barat Indonesia Penyedia jasa kebandarudaraan/
Airport service
PT Purantara Mitra Angkasa Dua Indonesia Penyedia jasa katering penerbangan/
Providing inflight catering service
80


(continued)
Informasi tambahan pada tanggal Additional information as of December 31, 2020 and
31 Desember 2020 dan untuk tahun yang berakhir for the year then ended on the associate companies
pada tanggal tersebut sehubungan dengan entitas are as follows:
asosiasi adalah sebagai berikut:
Total Aset/ Total Liabilitas/ Total Pendapatan/ Rugi Neto/
Total Assets Total Liabilities Total Revenues Net Loss
PT Railink 1.126.983.055.550 643.042.924.262 56.637.920.377 (116.339.692.878) PT Railink

PT Bandarudara
Internasional Jawa PT Bandarudara
Barat 3.059.705.303.373 1.958.908.951.735 13.373.976.324 (263.643.455.346) Internasional Jawa Barat
Rincian bagian laba (rugi) entitas asosiasi adalah: Details of the share in profit (loss) of the associate
companies are:
31 Desember/December 31,
Kepemilikan (%)/
Ownership (%) 2020 2019
PT Railink 38,55% (45.898.395.552) (49.540.101.523) PT Railink

PT Bandarudara Internasional PT Bandarudara Internasional
Jawa Barat 15,41% (40.636.109.425) (5.824.032.265) Jawa Barat
Total (86.534.504.977) (55.364.133.788) Total
14. UANG MUKA PEMBELIAN TANAH 14. ADVANCE FOR LAND ACQUISTION
Uang muka pembelian tanah terutama untuk Advance for land acquisition mainly for land
pembelian tanah sehubungan dengan perluasan acquisition regarding expansion of Soekarno-Hatta
Bandar Udara Internasional Soekarno-Hatta. International Airport.
Pada tanggal 25 September 2008, Kementerian On September 25, 2008, Ministry of Transportation
Perhubungan mengeluarkan Peraturan Menteri issued a Ministry of Transportation Regulation
Perhubungan Nomor: KM 48 Tahun 2008 tentang Number: KM 48 Year 2008 on Soekarno-Hatta
Rencana Induk Bandar Udara Internasional International Airport Master Plan that states the
Soekarno-Hatta Tangerang, di mana kegiatan airport operation, service, management, and
pengoperasian, pelayanan, pengelolaan dan business as well as the development of airport
pengusahaan serta pengembangan bandar udara following the master plan requires land area about
sesuai rencana induk, membutuhkan lahan seluas 2,137.82 Ha. The plan to build and develop airport’s
kurang lebih 2.137,82 Ha untuk memenuhi facilities is to accommodate flight operations and
kebutuhan operasi penerbangan dan pelayanan airport services needs based on recent air traffic
bandar udara dilakukan terutama berdasarkan growth.
perkembangan lalu lintas angkutan udara.
Berdasarkan Surat Gubernur Banten perihal Based on Governor of Banten’s letter about the
Rekomendasi Kesesuaian Pemanfaatan Ruang Suitability for Utilization of Soekarno-Hatta Airport
Pengembangan Bandar Udara Soekarno-Hatta Development Space Recommendation number
Tangerang Nomor 050/1152-BAPP/2015 050/1152-BAPP/2015 explains that the process for
menerangkan bahwa proses pengadaan lahan land acquisition for the development of Soekarno-
untuk pengembangan Bandar Udara Soekarno- Hatta Airport Tangerang must be based on the land
Hatta Tangerang harus memperhatikan pentahapan acquisition phasing regulated in Act Number 2 year
pengadaan lahan sesuai ketentuan Undang- 2012 regarding Land Acquisition for Construction for
Undang Nomor 2 tahun 2012 tentang pengadaan Public Interest.
tanah bagi pembangunan untuk kepentingan umum.
81

14. UANG MUKA PEMBELIAN TANAH (lanjutan) 14. ADVANCE FOR LAND ACQUISTION (continued)
PT Angkasa Pura II (Persero), melalui Surat PT Angkasa Pura II (Persero), through the
Perusahaan kepada Gubernur Provinsi Banten Company’s Letter to Governor of Banten Number
Nomor 06.02/00.1/10/2015/0799 tanggal 23 06.02/00.1/10/2015/0799 dated October 23, 2015
Oktober 2015 perihal permohonan penetapan lokasi concerning the proposal to determine the location
untuk pembangunan runway 3 Bandar Udara for developing runway 3 of Soekarno-Hatta
Internasional Soekarno-Hatta Tangerang, telah International Airport Tangerang, has submitted the
menyampaikan dokumen perencanaan pengadaan document on land acquisition schemes to develope
tanah untuk pembangunan runway 3 Bandar Udara runway 3 Soekarno-Hatta International Airport
Internasional Soekarno-Hatta Tangerang. Tangerang.
Berdasarkan Peraturan Pemerintah (“PP”) No. 130 Based on the Government Regulation (“PP”) No.
Tahun 2015 tanggal 28 Desember 2015, 130 Year 2015 dated December 28, 2015, the
Perusahaan menerima tambahan penyertaan modal Company received additional capital investment of
Negara Republik Indonesia sebesar the Republic of Indonesia amounting to
Rp2.000.000.000.000 dalam rangka pembebasan Rp2,000,000,000,000 in relation with the land
lahan terkait dengan pembangunan landasan pacu acquisition related to the construction of runway 3 at
(runway) 3 Bandar Udara Internasional Soekarno- Soekarno-Hatta International Airport.
Hatta.
Berdasarkan Peraturan Pemerintah (“PP”) No. 69 Based on the Government Regulation (“PP”) No. 69
Tahun 2016 tanggal 29 Desember 2016, Year 2016 dated December 29, 2016, the Company
Perusahaan menerima tambahan penyertaan modal received additional capital investment of the
Negara Republik Indonesia sebesar Republic of Indonesia amounting to
Hatta.
Selanjutnya, Keputusan Gubernur Banten Nomor Then, Decree of Governor of Banten Number
598/Kep.83-Huk/2016 tanggal 5 Februari 2016 598/Kep.83-Huk/2016 dated February 5, 2016
tentang Penetapan Lokasi Pembangunan Runway 3 concerning the Runway 3 Soekarno-Hatta
Bandar Udara Internasional Soekarno-Hatta, International Airport Development Location
menyatakan bahwa menetapkan lokasi Establishment, confirmed that the location for the
pembangunan Runway 3 Bandar Udara development of Runway 3 Soekarno-Hatta
Internasional Soekarno-Hatta seluas ±173,19 International Airport with an area of ±173.19 Hectare
Hektar (Ha) yang terletak di wilayah Kelurahan (Ha) located in Kelurahan Benda, Kelurahan
Benda, Kelurahan Selapajang Jaya, Desa Rawa Selapajang Jaya, Desa Rawa Burung, Desa Rawa
Burung, Desa Rawa Rengas dan Desa Bojong Rengas and Desa Bojong Renged.
Renged.
Keputusan Gubernur Banten Nomor 598/Kep.83- The Decree of Governor of Banten Number
Huk/2016 dimaksud berlaku untuk jangka waktu 598/Kep.83-Huk/2016 valid for 2 years period and
2 Tahun dan diperpanjang selama 1 Tahun melalui has been extend for another 1 year through the
Keputusan Gubernur Banten Nomor 598/Kep.19- Decree of Governor of Banten Number 598/Kep.19-
Huk/2018 tanggal 25 Januari 2018 tentang Huk/2018 dated January 25, 2018 concerning the
Perpanjangan Penetapan Lokasi Pembangunan Extension of Runway 3 Soekarno-Hatta
Runway 3 Bandar Udara Internasional Soekarno- International Airport Development Location
Hatta. Establishment.
Dalam pelaksanaan pembebasan lahan tersebut, In the process of land clearing, the Company
Perusahaan berkoordinasi dengan BPN Kanwil coordinates with the National Land Agency (BPN) of
Banten terkait pelaksanaan pengadaan tanahnya, Banten Regional Office related to the land
yang mana pada prosesnya pelaksanaan acquisition process which conducted by BPN Kota
pembebasan lahan tersebut dilaksanakan oleh BPN Tangerang and BPN Kabupaten Tangerang.
Kota Tangerang dan BPN Kabupaten Tangerang.
82

14. UANG MUKA PEMBELIAN TANAH (lanjutan) 14. ADVANCE FOR LAND ACQUISTION (continued)
Pada tanggal 4 Maret 2019, BPN Kabupaten On March 4, 2019 BPN Kabupaten Tangerang has
Tangerang telah menyerahkan hasil pembebasan handed over the results of the land acquisition to the
tanah kepada Perusahaan dengan total luas 134,06 Company with a total area 134.06 Ha based on the
Ha berdasarkan Berita Acara Serah Terima Hasil Minutes of Handover of the Results of Land
Pengadaan Tanah No.263/BA-36.03.AT.02/III/2019. Acquisition Number 263/BA-36.03.AT.02/III/2019.
Pada tanggal 11 Maret 2019, BPN Kota Tangerang On March 11, 2019 BPN Kota Tangerang has
telah menyerahkan hasil pembebasan tanah kepada handed over the results of the land acquisition to the
Perusahaan dengan total luas 33,46 Ha Company with a total area 33.46 Ha based on the
berdasarkan Berita Acara Serah Terima Hasil Minutes of Handover of the Results of Land
Pengadaan Tanah No. 01/PH/RW.3/III/2019. Acquisition Number 01/PH/RW.3/III/2019.
Dengan demikian, berdasarkan Berita Acara di atas, Therefore, based on the Minutes above, the land
pembebasan tanah yang telah dilakukan oleh acquisition that has been carried out by the
Perusahaan untuk pembangunan Runway 3 Bandar Company for the development of Runway 3
Udara Internasional Soekarno-Hatta adalah seluas Soekarno-Hatta International Airport is an area of
167,52 Ha. 167.52 Ha.
Lahan yang telah diserahterimakan kepada Land that has been handed over to the Company
Perusahan di atas saat ini telah diajukan untuk has now been submitted for the process of Land
proses Sertitikasi Lahan atas nama Perusahaan di Certification in BPN Banten Regional Office on
BPN Kanwil Banten berdasarkan Surat Perusahaan behalf of the Company based on Company Letter
Nomor. 06.04/00/10/2019/11388-11389 tanggal Number. 06.04/00/10/2019/11388-11389 dated
7 Oktober 2019 untuk lahan yang terletak di wilayah October 7, 2019 for land located in Kota Tangerang
Kota Tangerang dan Surat Perusahaan Nomor. area and Company Letter Number.
06.04/00/10/2019/12216-12218 tanggal 28 Oktober 06.04/00/10/2019/12216-12218 dated October 28,
2019 untuk lahan yang terletak di wilayah 2019 land located in Kabupaten Tangerang area.
Kabupaten Tangerang.
Pada tanggal 31 Desember 2020 dan 31 Desember As of December 31, 2020 and 2019, the progress of
2019 pembebasan tanah yang telah dilakukan oleh completion of land acquisition by the Company for
Perusahaan untuk pembangunan Runway 3 Bandar constructions of Runway 3 of Soekarno-Hatta
Udara Internasional Soekarno-Hatta masing-masing International Airport are 167.5 Ha with total
seluas 167,5 Ha dengan jumlah pembayaran payments to land owner amounted to
kepada pemilik lahan total sebesar Rp3,269,012,946,947, in total.
Rp3.269.012.946.947.
15. PROPERTI INVESTASI 15. INVESTMENT PROPERTIES
Akun ini terdiri dari: This account consists of the following:

Harga perolehan Acquisition cost

Tanah 56.162.462.568 59.571.941.249 Land
Bangunan 30.548.637.738 27.139.159.057 Buildings
Total 86.711.100.306 86.711.100.306 Total

Akumulasi penyusutan (12.249.480.696) (11.483.725.805) Accumulated depreciation
Neto 74.461.619.610 75.227.374.501 Net
83

15. PROPERTI INVESTASI (lanjutan) 15. INVESTMENT PROPERTIES (continued)
Beban penyusutan atas properti investasi selama Depreciation expenses of investment for the year
tahun yang berakhir pada tanggal then ended December 31, 2020 and 2019 were
31 Desember 2020 dan 2019 seluruhnya entirely charged to “Airport operation expenses”
dibebankan pada akun “Beban operasional account.
bandara”.
Properti investasi merupakan investasi pada: Investment properties are primarily investment in:
• Tanah ex-PPD yang berada di Jalan Kramat • Ex-PPD land located in Jalan Kramat Raya No.
Raya No. 21 DKI Jakarta seluas 16.101 m2 dan 21 DKI Jakarta totaling 16,101m2 and in Jalan
di Jalan Batas II Kebagusan Pasar Minggu Batas II Kebagusan Pasar Minggu Jakarta
Jakarta Selatan seluas 14.303 m2 dengan Selatan totaling 14,303 m2 with total amount of
jumlah tercatat sebesar Rp56.088.006.568 dan Rp56,088,006,568 and land certificate expense
jumlah sebesar Rp55.456.000 yang merupakan totaling Rp55,456,000 relating to ex-PPD land
biaya sertifikasi atas tanah ex-PPD yang in Jalan Kramat Raya No.21 DKI Jakarta
berada di Jalan Kramat Raya No.21 DKI totaling 16,101 m2 and in Jalan Batas II
Jakarta seluas 16.101 m2 dan di Jalan Batas II Kebagusan Pasar Minggu Jakarta Selatan
Kebagusan Pasar Minggu Jakarta Selatan totaling 14,303 m2. As of December 31, 2020,
seluas 14.303 m2. Pada tanggal 31 Desember this land has not been developed since no
2020, tanah belum dapat dikembangkan permission has been obtained from Local
dikarenakan belum adanya izin dari Pemerintah Government.
Daerah setempat.
• Tanah yang berada di Desa Saentis, • Land located at Saentis Village, Sub-District
Kecamatan Percut Sei Tuan, Kabupaten Deli Percut Sei Tuan, District Deli Serdang with an
Serdang seluas 40.000 m2 dengan jumlah area of 40,000 m2 with carrying amount of
tercatat Rp19.000.000. Rp19,000,000.
• Tanah dan bangunan yang merupakan tanah, • Land and buildings which consist of land,
bangunan dan ruang yang dimanfaatkan oleh building and space utilized by other parties for
pihak lain untuk ruang tunggu di bandara, airport lounge, warehouse, hotel and office
pergudangan, hotel dan perkantoran di around Soekarno-Hatta and Kualanamu
kawasan Bandara Soekarno-Hatta dan Airports area amounting Rp30,548,637,738.
Kualanamu sejumlah Rp30.548.637.738.
Properti investasi dinyatakan sebesar biaya Investment properties are stated at acquisition cost.
perolehan. Properti investasi - tanah tidak Investment property - land is not depreciated.
disusutkan.
Nilai wajar dari properti investasi tanah ex-PPD di The fair value of the investment properties for land
Jalan Kramat, tanah di Pasar Minggu, tanah di Deli ex-PPD in Jalan Kramat, land in Pasar Minggu, land
Serdang, tanah dan bangunan di kawasan bandara in Deli Serdang, and land and building in Soekarno-
Soekarno-Hatta dan bangunan di bandara Hatta airport and building in Kualanamu airport
Kualanamu pada tanggal 31 Desember 2020 adalah area as of December 31, 2020 amounted
masing-masing sebesar Rp618.488.295.000, Rp to Rp618,488,295,000, Rp 72,873,785,000,
72.873.785.000, Rp11.482.110.000, Rp11,482,110,000, Rp9,028,371,709,000 dan
Rp9.028.371.709.000 dan Rp173.823.940.000 Rp173,823,940,000, respectively, which were
yang ditentukan berdasarkan Nilai Jual Objek Pajak determined based on Sales Value of Tax Object
(NJOP) atas properti investasi. (NJOP) of the investment properties.
Manajemen berkeyakinan bahwa NJOP telah Management believes that NJOP approximates its
mendekati nilai wajarnya. fair value.
Manajemen berkeyakinan bahwa tidak terdapat Management believes that there were no events or
kejadian atau perubahan keadaan yang changes in circumstances which indicated
mengindikasikan adanya penurunan nilai properti impairment in the value of the investment properties
investasi pada tanggal 31 Desember 2020 dan as of December 31, 2020 and 2019.
2019.
84

16. ASET TETAP 16. FIXED ASSETS

Tahun yang berakhir pada tanggal 31 Desember 2020/
Year ended December 31, 2020
Saldo Awal/ Saldo Akhir/

Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
Balance Additions Deductions Reclassifications Balance
Harga Perolehan Acquisition cost

Kepemilikan langsung Direct ownership
Tanah 632.098.848.148 1.702.919.281 - (49.829.172.900) 583.972.594.529 Land
Bangunan lapangan 12.821.494.353.190 74.543.062.952 547.885.754 1.350.087.628.794 14.245.577.159.182 Field construction
Bangunan gedung 7.667.733.982.198 9.754.524.090 1.080.135.296 196.465.539.471 7.872.873.910.463 Building
Alat bantu navigasi 143.027.857.792 16.219.600.128 96.634.140 159.150.823.780 Navigation supporting equipment
Alat pengangkutan 1.888.901.297.026 57.956.957.917 10.923.033.120 109.043.664 1.936.044.265.487 Transportation equipment
Alat-alat kantor 494.289.292.069 37.018.769.355 3.227.455.705 997.028.975 529.077.634.694 Office tools
Instalasi dan Jaringan 6.539.698.783.893 88.579.552.948 4.752.068.106 493.665.032.924 7.117.191.301.659 Installation and networking
Perlengkapan terminal dan gedung 5.117.369.310.627 213.240.839.809 10.222.893.722 99.436.716.645 5.419.823.973.359 Terminal and building equipment
Peralatan bengkel 220.935.301.328 2.537.539.923 4.297.325 13.573.445 223.482.117.371 Workshop equipment
Peralatan komputer 74.831.782.044 1.504.340.000 - 76.336.122.044 Computer equipment
Peralatan parkir 23.281.883.851 89.479.500 - 23.371.363.351 Property and equipment - parking
Overlay 874.269.763.932 7.630.909.091 - 550.452.590.654 1.432.353.263.677 Overlay
Lain-lain 357.238.107.827 13.004.406.555 2.655.688.658 (17.047.422.389) 350.539.403.335 Others
Aset dalam penyelesaian 5.301.685.399.893 2.017.890.179.154 975.000.000 (2.674.865.467.791) 4.643.735.111.256 Assets under construction
Total 42.156.855.963.818 2.541.673.080.703 34.485.091.826 (50.514.908.508) 44.613.529.044.187 Total
Akumulasi penyusutan Accumulated depreciation

dan penurunan nilai and impairment
Bangunan lapangan 1.583.446.735.084 354.895.416.228 529.707.262 - 1.937.812.444.050 Building and field
Bangunan gedung 1.359.243.395.588 238.696.575.674 390.757.384 - 1.597.549.213.878 Field construction
Alat bantu navigasi 98.667.703.407 9.128.967.757 96.634.140 - 107.700.037.024 Navigation supporting equipment
Alat pengangkutan 1.141.258.194.011 171.679.269.718 10.865.693.723 - 1.302.071.770.006 Transportation equipment
Alat-alat kantor 305.886.789.622 68.076.607.437 3.223.155.705 - 370.740.241.354 Office tools
Instalasi dan jaringan 2.078.168.585.985 519.736.917.497 4.759.977.827 - 2.593.145.525.655 Installation and networking
Perlengkapan terminal dan gedung 1.356.990.215.959 301.134.888.460 9.253.106.226 - 1.648.871.998.193 Terminal and building equipment
Peralatan bengkel 60.628.936.704 12.491.295.350 4.297.325 - 73.115.934.729 Workshop equipment
Peralatan komputer 51.590.542.762 14.168.846.731 - - 65.759.389.493 Computer equipment
Peralatan parkir 13.441.347.780 3.193.809.752 - - 16.635.157.532 Property and equipment - parking
Overlay 403.778.682.613 107.529.349.818 - - 511.308.032.431 Overlay
Lain-lain 169.217.459.450 41.107.555.983 2.655.688.658 - 207.669.326.775 Others
Total 8.622.318.588.965 1.841.839.500.405 31.779.018.250 - 10.432.379.071.120 Total
Cadangan penurunan nilai 27.854.113.782 27.854.113.782 Impairment
Nilai buku neto 33.506.683.261.071 34.153.295.859.285 Net book value

Saldo Awal/ Saldo Akhir/

Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
Balance Additions Deductions Reclassifications Balance
Harga Perolehan Acquisition cost

Tanah 622.550.771.257 1.416.850.600 115.474.308 8.246.700.599 632.098.848.148 Land
Bangunan lapangan 10.295.298.774.894 - 7.821.925.757 2.534.017.504.053 12.821.494.353.190 Field construction
Bangunan gedung 7.274.095.213.448 - 16.623.695.461 410.262.464.211 7.667.733.982.198 Building
Alat bantu navigasi 140.208.266.843 2.819.590.949 - - 143.027.857.792 Navigation supporting equipment
Alat pengangkutan 1.817.474.375.566 81.378.712.722 10.278.209.151 326.417.889 1.888.901.297.026 Transportation equipment
Alat-alat kantor 394.218.725.597 78.635.726.926 1.003.419.226 22.438.258.772 494.289.292.069 Office tools
Instalasi dan Jaringan 4.391.621.327.878 194.600.144.912 2.147.753.314 1.955.625.064.417 6.539.698.783.893 Installation and networking
Perlengkapan terminal dan gedung 4.529.729.046.203 241.183.552.745 37.247.199.978 383.703.911.657 5.117.369.310.627 Terminal and building equipment
Peralatan bengkel 220.428.262.249 530.857.829 23.818.750 - 220.935.301.328 Workshop equipment
Peralatan parkir 15.385.563.433 1.351.046.141 - 6.545.274.277 23.281.883.851 Property and equipment - parking
Overlay 760.362.316.199 468.270.910 - 113.439.176.823 874.269.763.932 Overlay
Lain-lain 294.410.251.897 44.122.876.306 35.815.200 18.740.794.824 357.238.107.827 Others
Aset dalam penyelesaian 5.729.545.769.304 5.025.485.198.111 - (5.453.345.567.522) 5.301.685.399.893 Assets under construction
Total 36.553.678.097.860 5.678.475.177.103 75.297.311.145 - 42.156.855.963.818 Total
Akumulasi penyusutan Accumulated depreciation

dan penurunan nilai and impairment
Bangunan lapangan 1.323.524.344.489 262.667.065.890 2.744.675.295 - 1.583.446.735.084 Building and field
Bangunan gedung 1.150.210.057.008 216.037.621.362 7.004.282.782 - 1.359.243.395.588 Field construction
Alat bantu navigasi 91.319.619.322 7.348.084.085 - - 98.667.703.407 Navigation supporting equipment
Alat pengangkutan 991.901.026.563 159.121.356.599 9.764.189.151 - 1.141.258.194.011 Transportation equipment
Alat-alat kantor 240.664.942.612 66.077.650.447 855.803.437 - 305.886.789.622 Office tools
Instalasi dan jaringan 1.686.149.618.552 394.029.865.754 2.010.898.321 - 2.078.168.585.985 Installation and networking
Perlengkapan terminal dan gedung 1.117.730.128.260 267.476.873.400 28.216.785.701 - 1.356.990.215.959 Terminal and building equipment
Peralatan bengkel 59.909.063.455 743.691.999 23.818.750 - 60.628.936.704 Workshop equipment
Peralatan parkir 11.769.696.444 1.671.651.336 - - 13.441.347.780 Property and equipment - parking
Overlay 322.833.409.244 80.945.273.369 - - 403.778.682.613 Overlay
Lain-lain 128.989.076.121 40.228.383.329 - - 169.217.459.450 Others
Total 7.157.927.981.809 1.515.011.060.593 50.620.453.437 - 8.622.318.588.965 Total
Cadangan penurunan nilai 27.854.113.782 27.854.113.782 Impairment
Nilai buku neto 29.367.896.002.269 33.506.683.261.071 Net book value
85

16. ASET TETAP (lanjutan) 16. FIXED ASSETS (continued)
Cadangan penurunan nilai merupakan penurunan Impairment represents reduction in cost value of
nilai atas aset tetap yang tidak ditemukan, tidak fixed assets are not found, not exploited and
dimanfaatkan dan dikuasai oleh pihak lain controlled by other parties based on clearance
berdasarkan clearance asset posisi tanggal asset as of December 31, 2009 in accordance with
31 Desember 2009 sesuai dengan Laporan Badan the Report of Finance and Development
Pengawasan Keuangan dan Pembangunan (BPKP) Supervisory Agency (BPKP) No.
No. 5126/PW30/4/2010 tanggal 2 November 2010. 5126/PW30/4/2010 dated November 2, 2010.
Manajemen Kelompok Usaha berkeyakinan bahwa The Groups management believes that there is no
tidak ada indikasi penurunan nilai aset tetap pada indication of impairment of fixed assets as of
tanggal 31 Desember 2020 dan 2019. December 31, 2020 and 2019.
Beban penyusutan atas aset tetap seluruhnya Depreciation expenses of fixed assets were entirely
dibebankan kepada “Beban operasional bandara” expensed to “Airport operation expenses” (Note 35).
(Catatan 35).
Pada tanggal 31 Desember 2020 dan 2019, As of December 31, 2020 and 2019, the Company
Perusahaan telah mengasuransikan seluruh aset has insured their all non-movable fixed assests,
tetap tidak bergeraknya, termasuk properti investasi including in investment properties (Note 15), againts
(Catatan 15), terhadap risiko kerugian akibat the risks of lossess from fire, civil riot, earthquake
kebakaran, huru-hara, gempa bumi dan risiko and other risks as set out in the insurance policy with
lainnya yang dicantumkan dalam polis asuransi total insurance coverage of Rp18,132,655,023,102
dengan nilai pertanggungan masing-masing and Rp17,816,007,744,962 respectively. In
sebesar Rp18.132.655.023.102 dan management’s opinion, the above insurance
Rp17.816.007.744.962. Manajemen berpendapat coverage is adequate to cover possible losses that
bahwa nilai pertanggungan tersebut cukup untuk may arise from such risks.
menutup kemungkinan kerugian yang timbul dari
risiko yang diasuransikan.
Aset dalam penyelesaian merupakan proyek yang Assets under construction represents projects that
masih belum selesai pada tanggal laporan posisi have not been completed at the date of the
keuangan konsolidasian dengan rincian sebagai consolidated statements of financial position with
berikut: the details as follows:
Perkiraan % Nilai Tahun perkiraan

penyelesaian/ tercatat/ penyelesaian/
Estimated % Carrying Estimated years
31 Desember 2020 of completion value of completion December 31, 2020
Bangunan gedung dalam

penyelesaian 84,91% 3.151.742.512.209 2020-2021 Building under construction
Bangunan lapangan dalam
penyelesaian 85,21% 968.840.985.694 2020-2021 Building field under construction
Lain-lain dalam penyelesaian 78,08% 523.087.102.520 2020 Others under construction
Aset dalam penyelesaian 4.643.670.600.423 Assets under construction
86

16. ASET TETAP (lanjutan) 16. FIXED ASSETS (continued)
Perkiraan % Nilai Tahun perkiraan

penyelesaian/ tercatat/ penyelesaian/
Estimated % Carrying Estimated years
31 Desember 2019 of completion value of completion December 31, 2019
Bangunan gedung dalam

penyelesaian 69,2% 2.686.525.438.172 2020-2021 Building under construction
Bangunan lapangan dalam
penyelesaian 70,5% 1.469.408.381.467 2020-2021 Building field under construction
Lain-lain dalam penyelesaian 95,5% 1.145.751.580.254 2020 Others under construction
Aset dalam penyelesaian 5.301.685.399.893 Assets under construction
Untuk tahun yang berakhir pada tanggal For the year ended December 31, 2020 and 2019,
31 Desember 2020 dan 2019 Perusahaan the Company capitalized borrowing costs as part of
mengkapitalisasi biaya bunga pinjaman sebagai the acquisition cost of assets under construction
bagian dari biaya perolehan aset dalam amounting to Rp114,540,955,352 and
penyelesaian masing-masing sebesar Rp196,990,629,641, respectively. The Company
Rp114.540.955.352 dan Rp196.990.629.641. capitalized borrowing costs, in accordance with
Perusahaan mengkapitalisasi biaya pinjaman PSAK No. 26, “Borrowing Costs”.
sesuai dengan ketentuan di PSAK No. 26, “Biaya
Pinjaman”.
17. ASET HAK GUNA DAN LIABILITAS SEWA 17. RIGHT-OF-USE ASSETS AND LEASE
LIABILITIES
Di bawah ini adalah jumlah tercatat aset hak-guna Set out below are the carrying amounts of right-of-
yang diakui dan pergerakannya selama periode use assets recognized and the movements during
tersebut: the period:
Bagunan gedung / Kendaraan / Peralatan /

Tanah / Land Building Vehichle Equipment Total / Total
Per tanggal 1 Januari 2020, As at January 1, 2020, as
seperti dilaporkan previously reported
sebelumnya - - - - -
Pengaruh penerapan PSAK 73 Effect of adoption of PSAK
(Catatan 4) 393.057.287.727 525.503.207 66.620.465.531 4.317.352.417 464.520.608.883 73 (Note 4)
Penambahan 26.922.972.003 44.108.337.964 145.255.459.351 11.474.047.626 227.760.816.944 Additions
Pengurangan (8.181.309.508) (15.091.971.060) (175.069.909.161) (9.826.557.150) (208.169.746.879) Deductions
Beban penyusutan tahun Depreciation charged
berjalan (30.659.034.432) (24.388.017.938) (15.588.617.036) (946.731.615) (71.582.401.021) during the year
Pada tanggal 31 Desember As at December 31, 2020

2020 381.139.915.790 5.153.852.173 21.217.398.686 5.018.111.278 412.529.277.927
Rincian liabilitas sewa adalah sebagai berikut: The detail of lease liabilities is as follows:
31 Desember 2020/
December 31, 2020
Liabilitas sewa Lease liabilities

Bagian jangka pendek 23.465.339.874 Current portion
Bagian jangka panjang 418.694.168.382 Non-current potion
Total 442.159.508.256 Total
87

17. ASET HAK GUNA DAN LIABILITAS SEWA 17. RIGHT-OF-USE ASSETS AND LEASE
(lanjutan) LIABILITIES (continued)
Jumlah yang diakui dalam laporan laba rugi adalah Amounts recognized in statement of profit or loss
Tahun yang berakhir

pada Tanggal
31 Desember 2020/
Year Ended
December 31, 2020
Bunga atas liabilitas sewa (36.378.216.147) Interest on lease liabilities

Beban penyusutan aset hak-guna (71.582.401.021) Depreciation of right-of-use assets
Beberapa transaksi sewa mengandung opsi Some leases contain extension options exercisable
perpanjangan yang dapat diambil oleh Kelompok by the Group before the end of the non-cancellable
Usaha sebelum masa berakhirnya kontrak yang contract period. The extension options held are
tidak dapat dibatalkan. Opsi perpanjangan yang exercisable only by the Group. The Group assesses
dimiliki hanya dapat diambil oleh Kelompok Usaha. at lease commencement whether it is reasonably
Kelompok Usaha mengevaluasi pada awal certain to exercise the extension options. The Group
dimulainya masa sewa apakah besar kemungkinan reassesses this assessment if there is a significant
akan diambilnya opsi perpanjangan. Kelompok event or significant change in circumstances within
Usaha mengevaluasi kembali penentuan ini apabila its control.
ada peristiwa signifikan atau ada perubahan
keadaan signifikan di dalam kendali Kelompok
Usaha.
Manajemen Kelompok Usaha berkeyakinan bahwa The Groups management believes that there is no
tidak ada indikasi penurunan nilai aset hak guna indication of impairment of right-of-use assets as of
pada tanggal 31 Desember 2020. December 31, 2020.
Ringkasan komponen perubahan liabilitas yang Summary of component of changes in the liabilities
timbul dari sewa adalah sebagai berikut: arising from leases is as folllow:
Tahun yang berakhir
pada Tanggal
31 Desember 2020/
Year Ended
December 31, 2020
Liabilitas sewa Lease liabilities

Saldo, 31 Desember 2019 - Balance, December 31, 2019
Penyesuaian saldo atas penerapan PSAK 73 464.520.608.883 Balance adjustment upon adoption of PSAK 73
Penambahan selama tahun berjalan 227.760.816.948 Addition during the year
Pengurangan selama tahun berjalan (208.169.746.879) Deductions during the year
Pembayaran (78.330.386.843) Payments
Pertambahan bunga 36.378.216.147 Accretion of Interest
Saldo akhir 442.159.508.256 Ending balance
Bagian lancar 23.465.339.874 Current Portion

Bagian tidak lancar 418.694.168.382 Non-Current Portion
18. ASET TIDAK LANCAR LAIN-LAIN 18. OTHER NON-CURRENT ASSETS
Rincian aset tidak lancar lain-lain adalah sebagai The details of other non-current assets are as
berikut: follows:

Perangkat lunak, neto 59.879.883.349 89.754.813.002 Software, net

Aset LPPNPI 18.491.397.275 18.491.397.275 LPPNPI Assets
Jaminan 4.001.846.764 3.294.877.037 Deposits
Lainnya 6.104.093.421 6.533.041.276 Others
Total 88.477.220.809 118.074.128.590 Total
88

18. ASET TIDAK LANCAR LAIN-LAIN (lanjutan) 18. OTHER NON-CURRENT ASSETS (continued)
Perangkat lunak terutama merupakan biaya Software mainly represents the cost of installation,
instalasi, implementasi dan jasa konsultasi implementation and consultation support service of
pendukung perangkat lunak SAP. Akumulasi SAP software. Accumulated amortization of
amortisasi atas perangkat lunak pada tanggal software as of December 31, 2020 and 2019
31 Desember 2020 dan 2019 masing-masing amounted to, Rp110,125,418,435 and
sebesar Rp110.125.418.435 dan Rp86,971,088,588, respectively.
Rp86.971.088.588.
Aset LPPNPI merupakan alat bantu navigasi yang LPPNPI assets represent navigation support
belum diserahkan Perusahaan kepada LPPNPI. equipment that have not been transferred yet by the
Company to LPPNPI.
Uang jaminan merupakan uang jaminan atas Deposits represents guarantee deposits from
petugas keamanan dan langganan listrik. security personnel and electricity.
19. UTANG USAHA 19. TRADE PAYABLES
Akun ini merupakan utang usaha kepada pihak This account represents trade payable to third
ketiga dan berelasi dengan rincian sebagai berikut: parties and related parties with the details as
follows:


PT Angkasa Pura I (Persero) 46.786.534.027 1.355.033.267 PT Angkasa Pura I (Persero)
PT Garuda Maintenance Facility PT Garuda Maintenance Facility
AeroAsia Tbk 33.068.481.961 13.695.717.744 AeroAsia Tbk
PT PP Urban 17.922.500.000 - PT PP Urban
PT Aero System Indonesia PT Aero System Indonesia
Konstruksi 9.009.248.000 12.960.000.000 Konstruksi
PT Wijaya Karya Rekayasa 7.697.557.000 24.446.899.295 PT Wijaya Karya Rekayasa
PT Telekomunikasi Indonesia PT Telekomunikasi Indonesia
PT Garuda Indonesia PT Garuda Indonesia
PT Citilink Indonesia - 475.611.588 PT Citilink Indonesia
Lainnya 3.875.914.641 - Others

PT ISS Indonesia 88.181.993.027 41.139.948.573 PT ISS Indonesia
PT Dahliatama 15.528.362.003 7.183.608.171 PT Dahliatama
PT Graha Humanindo 14.654.705.735 9.912.405.543 PT Graha Humanindo
PT Lusavindra Jayamadya 14.222.596.451 13.006.115.455 PT Lusavindra Jayamadya
PT Mitra Angkasa 12.730.604.848 4.165.148.689 PT Mitra Angkasa
PT MCO Jaya 11.905.804.153 6.803.108.466 PT MCO Jaya
PT Jaya Teknik Indonesia 9.798.364.199 7.863.454.830 PT Jaya Teknik Indonesia
PT Gumilar Mandiri 7.627.521.000 - PT Gumilar Mandiri
PT Safari Dharma 6.892.210.221 - PT Safari Dharma
PT Provis 6.033.165.630 3.899.694.863 PT Provis
PT Inhealth 6.021.258.400 - PT Inhealth
PT Berliankreasi Anekateknik 4.020.726.600 10.269.815.845 PT Berliankreasi Anekateknik
PT Souci Indo Prima 3.631.608.672 5.838.499.219 PT Souci Indo Prima
PT Centrepark Citra Corpora 3.371.674.842 3.097.182.435 PT Centrepark Citra Corpora
PT Prima Mitra 3.256.571.318 - PT Prima Mitra
PT Personel Alih Daya 3.173.912.566 4.484.726.202 PT Personel Alih Daya
89

19. UTANG USAHA (lanjutan) 19. TRADE PAYABLES (continued)
Akun ini merupakan utang usaha kepada pihak This account represents trade payable to third
ketiga dan berelasi dengan rincian sebagai berikut parties and related parties with the details as follows

Pihak ketiga (lanjutan) Third parties (continued)

PT Sinarindo Megah Perkasa 2.750.654.663 - PT Sinarindo Megah Perkasa
PT Cakra Satya 2.530.844.240 - PT Cakra Satya
PT Jakadara A 2.471.178.140 2.918.662.523 PT Jakadara A
PT Inti Barokah Utama 2.455.158.635 6.121.785.100 PT Inti Barokah Utama
PT Prima Karya Sejahtera 2.273.375.410 1.586.195.919 PT Prima Karya Sejahtera
PT Era Supplies Indonesia 2.177.499.999 1.446.321.958 PT Era Supplies Indonesia
PT Kurnia Mitra 2.164.931.905 1.716.270.144 PT Kurnia Mitra
PT Airlangga Hasta Brata 2.103.160.000 922.350.000 PT Airlangga Hasta Brata
PT Menara Angkasa 2.079.169.500 2.560.182.500 PT Menara Angkasa
PT Chitra Cogen Internasional 1.823.594.385 - PT Chitra Cogen Internasional
PT Aplikanusa Lintasarta 1.776.398.193 - PT Aplikanusa Lintasarta
CV Bangun Jaya Persada 1.652.954.545 - CV Bangun Jaya Persada
PT Daksina Arga 1.631.527.781 - PT Daksina Arga
PT Langgeng Arta 1.504.087.400 - PT Langgeng Arta
PT Dianangkasa Raya 1.477.440.000 - PT Dianangkasa Raya
PT Dinamika Prima 1.465.438.799 3.636.938.195 PT Dinamika Prima
PT Dutagriya Sarana 1.421.795.195 - PT Dutagriya Sarana
PT Sandhy Putra Makmur 1.206.427.032 2.090.498.368 PT Sandhy Putra Makmur
PT SAS 1.176.750.981 - PT SAS
PT Galva Technologies 1.174.269.390 5.464.134.124 PT Galva Technologies
PT Dwidaya Dinamika 1.156.712.400 - PT Dwidaya Dinamika
PT Dita Persada Abadi 1.041.409.434 1.041.409.434 PT Dita Persada Abadi
PT Pattra Aksa Jaya 144.001.000 2.187.981.453 PT Pattra Aksa Jaya
PT Bumi Liputan Jaya (Blue Sky) 130.200.000 74.216.414.630 PT Bumi Liputan Jaya (Blue Sky)
PT Arianto Darmawan 14.720.100 1.279.681.900 PT Arianto Darmawan
PT Nusantara Aero Mandiri - 21.104.367.750 PT Nusantara Aero Mandiri
PT Infinite Business Synergy - 9.469.845.000 PT Infinite Business Synergy
PT Sentral Informatika - 3.780.118.334 PT Sentral Informatika
PT Tamiang Multi Trada - 3.548.387.497 PT Tamiang Multi Trada
PT Airmas Adhidaksa Solusindo - 2.675.845.562 PT Airmas Adhidaksa Solusindo
PT Hajar Aswad Kontruksindo - 2.626.028.365 PT Hajar Aswad Kontruksindo
PT Jasa Angkasa Semesta - 2.115.149.034 PT Jasa Angkasa Semesta
PT Indovickers Furnitama - 1.996.555.000 PT Indovickers Furnitama
PT Indonesia National Airservice - 1.970.457.163 PT Indonesia National Airservice
PT Roadmixindo Raya - 1.895.884.298 PT Roadmixindo Raya
PT Triputra Tugumandiri - 1.385.970.000 PT Triputra Tugumandiri
PT Centrepoint Indonesia - 1.375.000.000 PT Centrepoint Indonesia
PT Multi Prada Mandiri - 1.260.000.000 PT Multi Prada Mandiri
Lainnya (masing-masing
Dibawah Rp1 miliar) 73.300.769.886 70.380.390.481 Others (each below Rp1 billion)
Total 452.849.214.408 408.397.617.755 Total
Seluruh utang usaha Kelompok Usaha dalam mata All trade payables of the Group are in Rupiah.
uang Rupiah.
Total utang usaha dari pihak berelasi Total trade payables to related parties represent
merepresentasikan 0,55% dan 0,28% dari total 0.55% and 0.28% of total liabilities of the Group as
liabilitas Kelompok Usaha masing-masing pada of December 31, 2020 and 2019, respectively.
tanggal 31 Desember 2020 dan 2019.
90

20. UTANG LAIN-LAIN 20. OTHER PAYABLES
Utang lain-lain merupakan liabilitas jangka pendek Other payables are current liabilities which consist
yang terdiri dari: of the following liabilities:
Perolehan aset tetap 2.152.683.213.028 2.141.182.268.174 Acquisition of fixed asset

Titipan dan uang muka pelanggan 130.093.456.638 122.869.210.909 Deposit and advance from customer
Jaminan pelaksanaan 64.909.897.257 69.244.753.564 Deposit guarantee
Titipan collection fee 17.614.124.085 14.180.424.858 Deposit for collection fee
Titipan koperasi 14.581.037.989 11.951.589.203 Deposit for koperasi
Retribusi parkir 4.388.684.815 5.495.895.133 Parking retribution
Titipan lainnya 62.373.296.739 26.406.750.125 Other deposits
Total 2.446.643.710.551 2.391.330.891.966 Total
Perolehan aset tetap merupakan utang kepada Acquisition of fixed asset represents payable to the
kontraktor sehubungan proyek-proyek aset tetap contractors in relation with the Company’s fixed
Perusahaan yang dibangun oleh kontraktor (Catatan asset projects which constructed by the contractors
16). (Note 16).
Jaminan pelaksanaan merupakan jaminan yang Deposit guarantee represents guarantee from
diberikan oleh kontraktor sehubungan dengan contractors engaged in the Company’s projects.
proyek-proyek Perusahaan.
Titipan lainnya terdiri dari titipan BMKG dan DJU, Other deposits consist of BMKG and DJU deposit,
titipan listrik, titipan PT Angkasa Pura I (Persero) electrical deposit, PT Angkasa Pura I (Persero)
(”AP I”) dan titipan zis (zakat, infaq, sodaqoh). (“AP I”), and deposit and zis deposit (zakat, infaq,
sodaqoh).
21. BEBAN AKRUAL 21. ACCRUED EXPENSES

Akun ini terdiri dari akrual untuk biaya-biaya sebagai This account consists of accruals for the following
berikut: expenses:
Umum dan pemeliharaan 871.345.279.016 625.080.872.265 General and maintenance

Penerimaan Negara Bukan Non-Tax State
Pajak (PNBP) 270.174.029.162 340.093.040.236 Revenue (PNBP)
Konsultan 60.261.202.198 39.627.606.364 Consultant
Sewa 55.697.394.210 128.846.448.919 Rental
Bunga 57.632.175.416 29.145.101.104 Interest
Biaya pegawai 53.206.310.463 77.834.387.882 Employees expense
Operasional groundhandling 39.564.621.923 42.596.717.793 Groundhandling operational
Denda 34.728.100.044 32.876.538.931 Penalty
Jasa konstruksi 31.967.711.597 42.487.620.927 Construction service
Persediaan 15.789.679.197 10.745.430.696 Inventory
Lain-lain 19.861.829.226 27.208.372.474 Others
Total 1.510.228.332.452 1.396.542.137.591 Total
Beban akrual pemeliharaan terutama merupakan Accrued expenses related to maintenance

akrual untuk pemeliharaan, kebersihan, keamanan, represent the accrued for maintenance, sanitation,
serta perbaikan dan perawatan aset tetap Kelompok security, as well as repairment and preservation of
Usaha. The Group’s fixed assets.
Beban akrual umum terutama merupakan beban Accrued expenses related to general represent
telekomunikasi, kesehatan, collection fee, dan expenses for telecommunication, medical, collection
beban bagi hasil. fee, and revenue sharing.
91

21. BEBAN AKRUAL (lanjutan) 21. ACCRUED EXPENSES (continued)
Pada tanggal 15 Desember 2015, Perusahaan On December 15, 2015, the Company entered into
mengadakan Perjanjian dengan Direktorat Jenderal an Agreement with the Directorate General of Civil
Perhubungan Udara (DJPU) mengenai pemberian Aviation (DJPU) regarding the concession provided
konsesi untuk melakukan kegiatan pelayanan jasa to the Company to conduct airport services as stated
kebandarudaraan sebagaimana yang dituangkan in agreement No. HK.202/2/6/DRJU.kum 2015 and
dalam perjanjian No. HK.202/2/6/DRJU.kum 2015 PJJ.04.04/00.02/12/2015/0025 (Concession
dan PJJ.04.04/00.02/12/2015/0025 (Perjanjian Agreement) (Note 48f). Based on that agreement,
Konsesi) (Catatan 48f). Berdasarkan perjanjian the Company is charged with concession fees in the
tersebut, Perusahaan dikenakan biaya konsesi form of PNBP which is calculated based on
berupa PNBP yang dihitung berdasarkan predetermined percentage of its aeronautical
persentase tertentu dari pendapatan income. As of December 31, 2020 and 2019, the
aeronautikanya. Pada tanggal 31 Desember 2020 Company has recorded accrued expense totaling
dan 2019, Perusahaan telah mencatat beban akrual Rp270,174,029,162 and Rp340,093,040,236,
masing-masing sebesar Rp270.174.029.162 dan respectively, related to the regulation.
Rp340.093.040.236 sehubungan dengan peraturan
tersebut.
22. PERPAJAKAN 22. TAXATION
a. Pajak dibayar di muka a. Prepaid taxes
Akun ini terdiri dari: This account consist of:

Perusahaan The Company

Pajak pertambahan nilai 183.977.182.359 136.994.973.925 Value added tax
Entitas anak Subsidiaries
Total 429.862.533.005 333.262.533.655 Total
b. Estimasi tagihan pajak b. Estimated claims for refundable tax


Kelebihan pembayaran
pajak penghasilan Overpayment of income tax
- Tahun Pajak 2020 147.651.482.779 - Fiscal year 2020 -
- Tahun Pajak 2019 246.291.886.238 260.187.797.286 Fiscal year 2019 -
- Tahun Pajak 2018 - 146.516.998.347 Fiscal year 2018 -

Pajak penghasilan badan 47.389.333.028 52.628.462.081 Corporate income tax
Total 441.332.702.045 459.333.257.714 Total
92

22. PERPAJAKAN (lanjutan) 22. TAXATION (continued)
c. Utang pajak c. Taxes payable


Pajak penghasilan Income taxes
Pasal 21 19.495.575.468 21.551.193.412 Article 21
Pasal 4 (2) 7.823.507.643 29.464.569.175 Article 4 (2)
Pasal 22 1.879.922.499 821.060.840 Article 22
Pasal 23 1.837.832.335 3.030.694.282 Article 23
Pajak lainnya 8.403.333 912.863.675 Other taxes

Pajak penghasilan Income taxes
Pasal 23 13.895.433.065 5.401.379.665 Article 23
Pasal 29 5.795.026.196 7.910.444.743 Article 29
Pasal 21 4.726.826.941 4.485.591.962 Article 21
Pasal 4 (2) 4.681.389.288 4.053.568.780 Article 4 (2)
Pasal 25 622.456.582 512.446.796 Article 25
Pasal 26 901.241 - Article 26
Pajak lainnya 185.047.043 912.863.675 Other taxes
Total 64.411.047.501 90.862.815.720 Total
d. (Beban) manfaat pajak penghasilan d. Income tax (expense) benefit

Tahun yang berakhir pada tanggal
31 Desember/
Year ended December 31,
2020 2019
Pajak kini Current tax

Tahun berjalan - (276.844.137.750) Current year
Hasil pemeriksaan pajak (6.182.919.812) (6.443.535.767) Tax assessment result
Penyesuaian tahun pajak
sebelumnya (8.772.094.760) - Prior fiscal year adjustment
Entitas anak (44.196.057.494) (63.818.232.923) Subsidiaries
Sub-total (59.151.072.066) (347.105.906.440) Sub-total
Pajak tangguhan Deferred tax

Perusahaan 153.906.536.419 (229.028.213.287) The Company
Entitas anak 15.531.885.362 10.863.983.346 Subsidiaries
Sub-total 169.438.421.781 (218.164.229.941) Sub-total
Total 110.287.349.715 (565.270.136.381) Total
93


e. Taksiran pajak penghasilan e. Provision for income tax
Pada tanggal 31 Maret 2020, Pemerintah On March 31, 2020, the Government issued a
menerbitkan Peraturan Pemerintah Pengganti Government Regulation in lieu of the Law of the
Undang-Undang Republik Indonesia Nomor 1 Republic of Indonesia Number 1 Year 2020
Tahun 2020 yang menetapkan, antara lain, which stipulates, among others, reduction to the
penurunan tarif pajak penghasilan wajib pajak tax rates for corporate income tax payers and
badan dalam negeri dan bentuk usaha tetap permanent establishments entities from
dari semula 25% menjadi 22% untuk tahun previously 25% to become 22% for fiscal year
pajak 2020 dan 2021 dan 20% mulai tahun 2020 and 2021 and 20% starting fiscal year
pajak 2022 dan seterusnya, serta pengurangan 2022 and onwards, and further reduction of 3%
lebih lanjut tarif pajak sebesar 3% untuk wajib for corporate income tax payers that fulfill
pajak dalam negeri yang memenuhi certain criteria.
persyaratan tertentu.
Tarif pajak yang baru tersebut akan digunakan The new tax rates will be used as reference to
sebagai acuan untuk pengukuran aset dan measure the current and deferred tax assets
liabilitas pajak kini dan tangguhan mulai sejak and liabilities starting from the enactment date
tanggal berlakunya peraturan tersebut yaitu 31 of the new regulation on March 31, 2020.
Maret 2020.
Rekonsiliasi antara laba sebelum pajak The reconciliation between profit before
penghasilan badan, seperti yang disajikan corporate income tax, as shown in the
dalam laporan laba rugi dan pendapatan consolidated statement of comprehensive
komprehensif lain konsolidasian dan taksiran income, and estimated taxable income of the
pendapatan kena pajak Perusahaan adalah Company is as follows:
sebagai berikut:
31 Desember/
2020 2019
(Rugi) laba sebelum pajak penghasilan
badan menurut laporan laba rugi (Loss) profit before corporate income tax
dan penghasilan in consolidated statement
komprehensif lain of profit or loss and other
konsolidasian (2.606.754.526.748) 1.572.526.285.852 comprehensive income
Dikurangi: laba entitas anak sebelum Less: profit of subsidiaries before
beban pajak penghasilan corporate income tax expense
badan dan efek eliminasi 87.557.869.069 142.859.185.872 and elimination effect
(Rugi) laba Perusahaan sebelum Profit before corporate income
pajak penghasilan badan (2.519.196.657.679) 1.429.667.099.980 tax attributable to the Company
Beban (penghasilan) yang Expense (income) already
pajaknya bersifat final subjected to final tax
Penghasilan bunga (100.087.202.249) (130.927.544.040) Interest income
Penghasilan sewa (513.154.571.555) (615.802.233.048) Rent income
Biaya atas penghasilan Expenses related to income
dikenakan pajak final 682.707.271.041 455.001.461.756 subjected to final tax
(Rugi) laba Perusahaan sebelum Profit before corporate income tax
pajak penghasilan badan after expenses (revenues)
setelah beban (penghasilan) subjected to final tax
yang pajaknya bersifat final (2.449.731.160.442) 1.137.938.784.648 attributable to the Company
94


e. Taksiran pajak penghasilan (lanjutan) e. Provision for income tax (continued)

31 Desember/
2020 2019
(Rugi) laba Perusahaan sebelum Profit before corporate income tax

pajak penghasilan badan after expenses (revenues)
setelah beban (penghasilan) subjected to final tax
yang pajaknya bersifat final (2.449.731.160.442) 1.137.938.784.648 attributable to the Company
Ditambah (dikurangi): Add (deduct):

Beda temporer Temporary differences
Penyusutan aset tetap (1.031.917.142.018) (935.151.117.017) Depreciation of fixed assets
Penyisihan penurunan Provision for impairment in
nilai aset keuangan 176.755.285.721 27.651.118.676 loss of financial assets
Imbalan kerja 40.089.750.340 (7.792.773.307) Employee benefits
Sewa aset hak guna 25.562.724.782 - Right of use asset lease
Sub-total (789.509.381.175) (915.292.771.648) Sub-total
Beda tetap Permanent differences
Beban-beban yang tidak
dapat dikurangkan: Non-deductible expenses:
Beban pegawai 191.180.072.315 319.813.320.536 Employee expenses
Beban umum 216.095.654.740 288.044.548.212 General expenses
Lain-lain 183.754.064.710 276.872.670.187 Others
Taksiran (rugi) penghasilan kena Estimated taxable (loss) income
pajak Perusahaan (2.648.210.749.852) 1.107.376.551.935 of the Company
Taksiran (rugi) penghasilan kena Estimated taxable (loss) income
pajak Perusahaan - dibulatkan (2.648.210.749.000) 1.107.376.551.000 of the Company - rounded off
Beban pajak penghasilan - 276.844.137.750 Income tax expense
Beban pajak penghasilan - 276.844.137.750 Income tax expense

Dikurangi pajak penghasilan
dibayar dimuka Less prepayments of income tax
Pasal 23 123.591.273.777 258.208.584.238 Article 23
Pasal 25 24.060.209.002 278.823.350.798 Article 25
Total pajak dibayar dimuka 147.651.482.779 537.031.935.036 Total prepaid taxes
Taksiran kelebihan
pembayaran pajak Estimated income tax
penghasilan (Catatan 22b) (147.651.482.779) (260.187.797.286) refundable (Note 22b)
SPT pajak penghasilan badan tahun 2019 telah The Company’s 2019 corporate income tax has
dilaporkan lebih bayar sebesar been reported which reflected an overpayment of
Rp255.063.980.998. Selisih Rp5.123.816.288 Rp255,063,980,998. Difference in the amount of
telah dicatat pada laporan laba rugi dan Rp5,123,816,288 has been recognized in the
komprehensif lain konsolidasian tahun 2020. 2020 consolidated statement of profit ot loss and
SPT pajak penghasilan badan tahun 2020 akan other comprehensive income. 2020’s corporate
dilaporkan sesuai dengan perhitungan pajak di income tax will be reported based on the
atas. computation above.
95


e. Taksiran pajak penghasilan (lanjutan) e. Provision for income tax (continued)
Rekonsiliasi antara hasil perkalian laba The reconciliation between the result of the
akuntansi sebelum pajak penghasilan badan multiplication of accounting income before
dengan tarif pajak yang berlaku dan beban corporate income tax with the current tax rate and
pajak penghasilan sebagai berikut: income tax expense is as follows:
31 Desember/
2020 2019
(Rugi) laba sebelum pajak penghasilan (Loss) profit before corporate income
badan menurut laporan laba rugi tax in consolidated statement
dan penghasilan komprehensif of profit or loss and
lain konsolidasian (2.606.754.526.748) 1.572.526.285.852 other comprehensive income
Beban pajak penghasilan
berdasarkan tarif pajak Income tax expense based on
yang berlaku (573.485.995.884) 393.131.571.463 applicable tax rate
Beban tidak dapat dikurangkan 160.961.086.049 261.194.860.590 Non-deductible expenses
Hasil ketetapan pajak 15.623.222.022 18.458.905.522 Tax assessment letter
Pendapatan yang dikenakan
pajak final 7.977.982.170 (109.010.542.073) Income subject to final tax
Pajak tangguhan dari rugi fiskal 329.694.952.790 - Unrecognized deferred tax from tax loss
Penyesuaian (51.058.596.861) 1.495.340.879 Adjustments
(Manfaat) beban
pajak penghasilan (110.287.349.714) 565.270.136.381 Income tax expense (benefit)
f. Pajak tangguhan f. Deferred tax

Perhitungan manfaat (beban) pajak dan aset The computation of deferred income tax benefit
pajak tangguhan adalah sebagai berikut: (expense) and deferred tax assets is as follows:
Dikreditkan
(dibebankan)
ke laba rugi/ Dikreditkan
Credited ke ekuitas/
1 Januari 2020/ (charged) Credited Dampak PSAK 71/ 31 Desember 2020/
January 1, 2020 to profit or loss to equity PSAK 71 effect December 31, 2020
Aset (liabilitas) Pajak
tangguhan Deferred tax asset (liabilities)
Perusahaan: The Company:
Aset tetap (645.665.434.019) (96.497.929.881) - - (742.163.363.900) Fixed assets
Liabilitas imbalan kerja 70.769.357.468 (10.578.315.833) 140.491.577.076 - 200.682.618.711 Employee benefits liability
Penyisihan penurunan nilai Allowance for impairment loss
aset keuangan 52.391.063.589 25.231.894.080 - (2.917.939.874) 74.705.017.795 of financial assets
Sewa aset hak guna - 5.831.422.437 - - 5.831.422.437 Right of use asset lease
Kompensasi rugi fiskal - 229.919.465.616 - - 229.919.465.616 Compensation of fiscal loss
Total (522.505.012.962) 153.906.536.419 140.491.577.076 (2.917.939.874) (231.024.839.341) Total
Subsidiaries: Subsidiaries:
Aset tetap (15.091.449.749) 3.897.163.725 - - (11.194.286.024) Fixed assets
Liabilitas imbalan kerja 57.861.371.681 (8.807.318.258) 5.336.668.801 - 54.390.722.224 Employee benefits liability
Penyisihan penurunan nilai Allowance for impairment loss
aset keuangan 20.606.790.456 3.834.285.421 - 21.415.868.952 45.856.944.829 of financial assets
Sewa aset hak guna - 2.076.353.014 - - 2.076.353.014 Right of use asset lease
Cadangan bonus dan tantiem 750.000.000 (750.000.000) - - Provision of bonus and tantiem
Kompensasi rugi fiskal 3.525.462.812 15.281.401.460 - - 18.806.864.272 Compensation of fiscal loss
Total 67.652.175.200 15.531.885.362 5.336.668.801 21.415.868.952 109.936.598.314 Total
96

e. Pajak tangguhan (lanjutan) f. Deferred tax (continued)
Perhitungan manfaat (beban) pajak dan aset The computation of deferred income tax benefit
pajak tangguhan adalah sebagai berikut (expense) and deferred tax assets is as follows
Dikreditkan
(dibebankan)
ke laba rugi/ Dikreditkan
Credited ke ekuitas/
1 Januari 2019/ (charged) Credited 31 Desember 2019/
January 1, 2019 to profit or loss to equity December 31, 2019
Aset (liabilitas) pajak tangguhan Deferred tax asset (liabilities)
Perusahaan: The Company:
Aset tetap (411.877.654.765) (233.787.779.254) - (645.665.434.019) Fixed assets
Liabilitas imbalan kerja 51.553.293.238 (1.948.193.327) 21.164.257.557 70.769.357.468 Employee benefits liability
Penyisihan kerugian Allowance for impairment in
penurunan piutang 45.683.304.297 6.707.759.292 - 52.391.063.589 value of receivable
Total (314.641.057.230) (229.028.213.289) 21.164.257.557 (522.505.012.962) Total
Entitas Anak: Subsidiaries:
Aset tetap (16.516.561.386) 1.425.111.637 - (15.091.449.749) Fixed assets
Liabilitas imbalan kerja 47.407.700.811 1.270.081.541 9.183.589.329 57.861.371.681 Employee benefits liability
Penyisihan kerugian Allowance for impairment in
penurunan piutang 13.288.403.673 7.318.386.783 - 20.606.790.456 value of receivable
Pencadangan bonus dan tantiem 3.425.059.427 (2.675.059.427) - 750.000.000 Provision of bonus and tantiem
Kompensasi kerugian fiskal - 3.525.462.812 - 3.525.462.812 Compensation of fiscal loss
Total 47.604.602.525 10.863.983.346 9.183.589.329 67.652.175.200 Total
g. Hasil pemeriksaan pajak g. Tax assessments result
Pada tahun 2020, Gapura menerima surat In 2020, Gapura received tax assessment letter
ketetapan pajak badan untuk tahun pajak 2018. on corporate income tax for fiscal year 2018. In
Atas ketetapan pajak tersebut, Gapura mengakui relation to the assessment, Gapura recognized
beban sebesar Rp9.440.302.210 dalam laporan expenses amounted to Rp9,440,302,210 in the
laba rugi dan penghasilan komprehensif lain consolidated statement of profit or loss and
konsolidasian tahun 2020. other comprehensive income 2020.
Pada tahun 2020, Perusahaan menerima surat In 2020, the Company received tax
ketetapan pajak badan untuk tahun pajak 2018. assessment letter on corporate income tax for
Atas ketetapan pajak tersebut, Perusahaan fiscal year 2018. In relation to the assessment,
mengakui beban sebesar Rp6.182.919.812 the Company recognized expenses amounted
dalam laporan laba rugi dan penghasilan to Rp6,182,819,812 in the 2020 consolidated
komprehensif lain konsolidasian tahun 2020. statement of profit or loss and other
Dari hasil pemeriksaan tersebut, Perusahaan comprehensive income. Based on the
mengestimasi kembali perhitungan pajak assessment, the Company has re-estimated
penghasilan badan untuk tahun pajak 2019 dan the corporate income tax calculation for fiscal
telah mencatat tambahan beban pajak year 2019 and made and additional corporate
penghasilan untuk tahun fiskal 2019 sebesar income tax expense of Rp8,772,094,760 in the
Rp8.772.094.760 pada laporan laba rugi dan 2020 consolidated statement of profit or loss
penghasilan komprehensif lain konsolidasian and other comprehensive income.
tahun 2020.
97

23. LIABILITAS TUNJANGAN HARI TUA DAN DANA 23. RETIREMENT AND PENSION FUND LIABILITIES
PENSIUN
Pada tanggal 31 Desember 2020 dan 2019, akun ini As of December 31, 2020 and 2019, this account
terutama merupakan kewajiban pembayaran premi mainly represents payable of insurance premium
asuransi dan iuran dana pensiun. and pension fund contribution.
24. PENDAPATAN YANG DITERIMA DI MUKA 24. UNEARNED REVENUES
Akun ini merupakan pendapatan yang diterima This account represents unearned income derived
di muka yang berasal dari sewa dan konsesi dengan from leases and concessions with the details as
rincian sebagai berikut: follows:

Sewa ruang 87.239.105.044 91.280.945.806 Space rental

Konsesi dan airport pass 12.398.813.385 7.500.841.388 Concession and airport pass
Pemasangan reklame 11.521.368.510 62.135.358.061 Advertising installation
Sewa tanah 3.462.499.940 20.228.266.315 Land rental
Lain-lain 21.168.700.604 15.464.385.720 Others
Total 135.790.487.483 196.609.797.290 Total
25. UTANG BANK JANGKA PENDEK 25. SHORT-TERM BANK LOANS

PT Bank Negara Indonesia (Persero) Tbk 362.978.395.485 - PT Bank Negara Indonesia (Persero) Tbk
PT Maybank Indonesia Tbk 163.576.140.314 - PT Maybank Indonesia Tbk
Total 526.554.535.799 - Total
BNI BNI
Berdasarkan perjanjian kredit tanggal 29 Mei 2020, Based on a loan agreement dated May 29, 2020,
Perusahaan memperoleh revolving loan facility dari the Company obtained a revolving loan facility from
PT Bank Nasional Indonesia (Persero) Tbk (”BNI”) PT Bank Nasional Indonesia (Persero) Tbk (”BNI”)
dengan jumlah maksimum fasilitas pinjaman with maximum credit facility limit of
sebesar Rp750.000.000.000. Hasil penerimaan Rp750,000,000,000. The proceeds of the loan from
dari pembiayaan ini digunakan untuk kebutuhan this facility were used to to finance the Company’s
modal kerja Perusahaan. Pinjaman ini dikenakan working capital. This loan bears interest at annual
suku bunga tahunan berkisar antara 8,00% - 8,50% rates ranging from 8.00% - 8.50% in 2020.
pada tahun 2020.
98

25. UTANG BANK JANGKA PENDEK (lanjutan) 25. SHORT-TERM BANK LOANS (continued)
Maybank Maybank
Berdasarkan akad line fasilitas pembiayaan Based on Musyarakah line financing facility
Musyarakah tanggal 3 Juni 2020, Perusahaan agreement dated June 3, 2020, the Company
memperoleh fasilitas pembiayaan dari PT Bank obtained a financing facility from PT Bank Maybank
Maybank Indonesia Tbk. (“Maybank”) dengan Indonesia Tbk. (“Maybank”) with maximum
jumlah maksimum sebesar Rp500.000.000.000. financing facility limit of Rp500,000,000,000. The
Hasil penerimaan dari pinjaman ini digunakan untuk proceeds of the loan from this facility were used to
kebutuhan modal kerja Perusahaan. Pinjaman ini finance the Company’s operation. This loan bears
dikenakan suku bunga tahunan sebesar 7,25% interest at annual rates ranging from 7.25% in 2020.
pada tahun 2020.
Perusahaan juga diwajibkan untuk The Company is also required to maintain certain
mempertahankan rasio-rasio keuangan tertentu financial ratios during the period of financing
selama periode perjanjian pembiayaan sebagai agreement as follows:
berikut:
- Debt Service Coverage Ratio (DSCR) minimal - Minimum Debt Service Coverage Ratio (DSCR)
sebesar 1 kali yang diperhitungkan mulai of 1 time that started to be accounted on
periode Desember 2022. December 2022.
- Rasio Hutang Terhadap Ekuitas (DER) - Maximum Debt Equity Ratio (DER) of 2 times.
maksimum sebesar 2 kali.
Pada tanggal 31 Desember 2020, Perusahaan telah As of December 31, 2020, the Company has
memenuhi seluruh kewajiban yang tercantum dalam complied with all covenant stated in its bank loan
perjanjian utang banknya. agreements.
Rincian jumlah sisa fasilitas pinjaman adalah The details of the remaining amount of loan facilities

Rupiah Rupiah
Maybank 336.423.859.686 - Maybank
Rupiah Rupiah
BNI 355.021.604.515 - BNI
Sub-total 691.445.464.201 - Subtotal
Perusahaan diwajibkan untuk membayar provision The Company is required to pay a provision fee or
fee atau up-front fee sebesar 0,25% dari jumlah an up-front fee of 0.25% from the total loan facility,
fasilitas pinjaman yang tersedia yang dibayarkan paid at the beginning of loan period.
diawal masa peminjaman.
Pada tanggal 15 September 2020, Perusahaan On September 15, 2020, the Company has made
melakukan pembayaran atas pinjaman jangka repayment on short-term loans to BNI amounting
pendek ke BNI sebesar Rp32.000.000.000. Rp32,000,000,000.
99

25. UTANG BANK JANGKA PENDEK (lanjutan) 25. SHORT-TERM BANK LOANS (continued)
Rincian tanggal jatuh tempo dan jaminan The details of maturities and collaterals related with
sehubungan dengan fasilitas pinjaman jangka long-term loans as of December 31, 2020 are as
panjang pada tanggal 31 Desember 2020 adalah follows:
sebagai berikut:
31 Desember 2020/Desember 31, 2020
Jatuh Tempo/Maturities Jaminan/Collateral
BNI 28 Mei 2021/ Tidak ada jaminan khusus/

May 28, 2021 No special collateral
Maybank 3 Juni 2021/ Tidak ada jaminan khusus/

June 3, 2021 No special collateral
26. PINJAMAN JANGKA PANJANG 26. LONG-TERM LOANS
Pinjaman jangka panjang terdiri dari: Long-term loans consists of:

Utang bank jangka panjang 10.824.119.769.249 10.919.737.211.065 Long-term bank loans

Utang obligasi 5.000.000.000.000 2.750.000.000.000 Bonds payable

Biaya transaksi
yang belum diamortisasi (32.740.059.498) (44.243.787.624) Unamortized transaction cost
Total 15.791.379.709.751 13.625.493.423.441 Total
Dikurangi: bagian lancar Less: current portion

Utang bank jangka panjang (229.597.480.000) (585.388.500.000) Long-term bank loans
Utang obligasi jangka panjang (1.200.000.000.000) - Long-term bonds payable
Porsi tidak lancar: Non-current portion:

Total 14.361.782.229.751 13.040.104.923.441 Total
100

26. PINJAMAN JANGKA PANJANG (lanjutan) 26. LONG-TERM LOANS (continued)

a. Utang bank jangka panjang (lanjutan) a. Long-term bank loans (continued)
Pada tanggal-tanggal berikut, Perusahaan On the following dates, the Company entered
menandatangani perjanjian fasilitas kredit into agreements of credit facility with several
dengan beberapa pihak bank dan institusi banks and financial institutions to fund the
keuangan untuk membiayai pengembangan airport development of the Company:
bandar udara Perusahaan:
Jumlah maksimum
Fasilitas
Pinjaman (Rp)/
Tanggal Perjanjian/ Maximum Credit
Rekanan/ Counterparts Agreement date Facility Limit (Rp)
PT Bank Maybank Indonesia Tbk (“Maybank”) 11 Agustus 2014/ 1.500.000.000.000
August 11, 2014
12 Oktober 2018/ 3.000.000.000.000
October 12, 2018
PT Sarana Multi Infrastruktur (Persero) (“SMI”) 20 Maret 2015/ 500.000.000.000
March 20, 2015
21 November 2018/ 1.500.000.000.000
November 21, 2018
PT Indonesia Infrastructure Finance (“IIF”) 15 Juli 2015/ 400.000.000.000
July 15, 2015
Lembaga Pembiayaan Ekspor Impor Indonesia (“EXIM”) 1 April 2015/ 1.500.000.000.000
April 1, 2015
PT Bank Rakyat Indonesia (Persero) Tbk (“BRI”) 1 April 2016/ 700.000.000.000
April 1, 2016
30 Juli 2020/ 700.000.000.000
July 30, 2020
PT Bank Negara Indonesia (Persero) Tbk (“BNI”) 1 April 2016/ 700.000.000.000
April 1, 2016
PT Bank Mandiri (Persero) Tbk (“Mandiri”) 1 April 2016/ 700.000.000.000
April 1, 2016
25 Juni 2020/ 750.000.000.000
June 25, 2020
PT Bank Tabungan Negara (Persero) Tbk (“BTN”) 12 September 2018/ 1.000.000.000.000
September 12, 2018
20 Juli 2020/ 500.000.000.000
July 20, 2020
Rincian jumlah pinjaman jangka panjang The details of the long-term loans are as follows:
Rupiah Rupiah
Maybank 4.218.766.419.249 4.265.625.000.000 Maybank
Sub-total 4.218.766.419.249 4.265.625.000.000 Subtotal
Rupiah Rupiah
SMI 1.921.875.350.001 1.847.738.211.065 SMI
EXIM 1.312.648.000.001 1.375.124.000.000 EXIM
BTN 1.000.000.000.000 1.000.000.000.000 BTN
BRI 670.810.000.000 685.416.666.667 BRI
BNI 670.810.000.001 685.416.666.667 BNI
Mandiri 670.810.000.000 685.416.666.666 Mandiri
IIF 358.399.999.999 375.000.000.000 IIF
Sub-total 6.605.353.350.002 6.654.112.211.065 Subtotal
Total 10.824.119.769.251 10.919.737.211.065 Total
101

Jumlah tersebut di atas merupakan jumlah Total amount above represents total amount
sebelum penyesuaian nilai wajar. before adjustment to fair value.
Rincian jumlah sisa fasilitas pinjaman adalah The details of the remaining amount of loan
sebagai berikut: facilities are as follows:

Rupiah Rupiah
Mandiri 750.000.000.000 - Mandiri
BRI 700.000.000.000 - BRI
BTN 500.000.000.000 - BTN
SMI - 100.184.440.564 SMI
IIF - - IIF
EXIM - - EXIM
Sub-total 1.950.000.000.000 100.184.440.564 Subtotal
Total 1.950.000.000.000 100.184.440.564 Total
sebelum penyesuaian nilai wajar. before adjustment to fair value.
Seluruh pinjaman Perusahaan yang All Company's loans signed before 2020,have
ditandatangani sebelum tahun 2020, memiliki grace period of 3 (three) years, while loans
masa tenggang selama 3 (tiga) tahun, signed in 2020 have no grace period. The
sementara yang ditandatangani di 2020 tidak Company is required to pay quarterly
memiliki masa tenggang. Perusahaan installments after the grace period.
diharuskan membayar kembali secara 3 (tiga)
bulanan setelah masa tenggang.
Untuk Maybank I, SMI I, BRI, BNI, Mandiri, IIF For Maybank I, SMI I, BRI, BNI, Mandiri, IIF and
dan EXIM, Perusahaan diwajibkan untuk EXIM loan facilities the Company is required to
membayar provision fee atau up-front fee pay a provision fee or an up-front fee of 0.65%,
sebesar 0,65% dari jumlah fasilitas pinjaman from the total loan facility, and for Mandiri
yang tersedia dan untuk Mandiri (2020) dan BRI (2020), and BRI (2020), 0.25% from the total
(2020) sebesar 0,25% dari jumlah fasilitas loan facility, paid once at the beginning of loan
pinjaman yang tersedia yang dibayarkan sekali period.
diawal masa peminjaman.
Untuk pinjaman Maybank II, BTN, dan SMI II, For Maybank II, BTN, and SMI II loan facilities,
Perusahaan diwajibkan untuk membayar the Company is required to pay a provision fee
provision fee atau up-front fee sebesar 0,5% or an up-front fee of 0.5%, from the total loan
dan untuk BTN (2020) sebesar 0,25% dari facility and BTN (2020), 0.25% from the total
jumlah fasilitas pinjaman yang tersedia yang loan facility, paid proportionally per drawdown
dibayarkan secara proposional per penarikan. amount.
102


Rincian utang bank jangka panjang adalah The details of long-term bank loans are as
sebagai berikut: follows:

Rekanan December 31, 2020 December 31, 2019 Counterparts
Maybank 4.207.894.027.756 4.254.134.024.524 Maybank

SMI 1.916.922.390.029 1.845.082.303.700 SMI
EXIM 1.309.265.109.950 1.368.360.430.044 EXIM
BTN 997.422.850.561 999.047.877.764 BTN
BRI 669.081.222.388 682.113.486.229 BRI
BNI 669.081.222.389 682.063.922.085 BNI
Mandiri 669.081.222.388 681.912.896.487 Mandiri
IIF 357.476.349.642 372.920.867.323 IIF
10.796.224.395.103 10.885.635.808.156
Dikurangi bagian yang jatuh
tempo dalam satu tahun (229.597.480.000) (585.388.500.000) Less current maturities
Porsi jangka panjang 10.566.626.915.103 10.300.247.308.156 Long term portion
setelah penyesuaian nilai wajar. after adjustment to fair value.
Pada tanggal 16 November 2017, 15 Februari On November 16, 2017, February 15, 2018,
2018, 15 Mei 2018, 15 Agustus 2018, 15 May 15, 2018, August 15, 2018, November 15,
November 2018, 15 Februari 2019, 15 Mei 2018, February 15, 2019, May 15, 2019, August
2019, 15 Agustus 2019, 15 November 2019, 15, 2019, November 15, 2019, and February
dan 15 Februari 2020, Perusahaan melakukan 15, 2020, the Company has made repayment
pembayaran atas pinjaman jangka panjang ke on long-term loans to Maybank amounting
Maybank masing-masing sebesar Rp11,193,241,152, Rp20,056,758,848,
Rp11.193.241.152, Rp20.056.758.848, Rp15,625,000,000, Rp15,625,000,000,
Rp15.625.000.000, Rp15.625.000.000, Rp31,250,000,000, Rp31,250,000,000,
Rp31.250.000.000, Rp31.250.000.000, Rp31,250,000,000, Rp31,250,000,000
Rp31.250.000.000, Rp31.250.000.000, Rp46,875,000,000, and Rp46,875,000,000
Rp46.875.000.000, dan Rp46.875.000.000. respectively.
Pada tanggal 31 Mei 2018, 31 Agustus 2018, On May 31, 2018, August 31, 2018, November
30 November 2018, 1 Maret 2019, 1 Juni 2019, 30, 2018, March 1, 2019, June 1, 2019,
1 September 2019, 29 November 2019, September 1, 2019 and November 29, 2019,
28 Februari 2020, dan 29 Mei 2020, February 28, 2020 and May 29, 2020 the
Perusahaan melakukan pembayaran atas Company has made repayment on long-term
pinjaman jangka panjang ke SMI masing- loans to SMI amounting Rp5,212,500,000,
masing sebesar Rp5.212.500.000, Rp5,212,500,000, Rp5,212,500,000,
Rp5.212.500.000, Rp5.212.500.000, Rp5,212,500,000, Rp10,412,500,000,
Rp5.212.500.000, Rp10.412.500.000, Rp10,412,500,000, Rp10,412,500,000,
Rp10.412.500.000, Rp10.412.500.000, Rp10,412,500,000, and Rp15,625,000,000,
Rp10.412.500.000, dan Rp 15.625.000.000. respectively.
Pada tanggal 15 Oktober 2018, 15 Januari On October 15, 2018, January 15, 2019, April
2019, 15 April 2019, 15 Juli 2019, 15 Oktober 15, 2019, July 15, 2019, October 15, 2019, and
2019, 15 Januari 2020, dan 15 April 2020, January 15, 2020, April 15, 2020, the Company
Perusahaan melakukan pembayaran atas has made repayment on long-term loans to IIF
pinjaman jangka panjang ke IIF masing-masing amounting Rp4,160,000,000,
sebesar Rp4.160.000.000, Rp4.160.000.000, Rp4,160,000,000, Rp4,160,000,000,
Rp4.160.000.000, Rp4.160.000.000 Rp4,160,000,000 Rp8,320,000,000,
Rp8.320.000.000, Rp8.320.000.000, dan Rp8,320,000,000, and Rp8,320,000,000,
Rp8.320.000.000. respectively.
103


Pada tanggal 25 Juli 2018, 25 Oktober 2018, On July 25, 2018, October 25, 2018, January
25 Januari 2019, 25 April 2019, 25 Juli 2019, 25, 2019, April 25, 2019, July 25, 2019, October
25 Oktober 2019, 25 Januari 2020, dan 25 April 25, 2019, January 25, 2020 and April 25, 2020
2020, Perusahaan melakukan pembayaran the Company has made repayment on long-
atas pinjaman jangka panjang ke Eximbank term loans to Eximbank amounting
sebesar Rp15.600.000.000, Rp15,600,000,000, Rp15,600,000,000,
Rp15.600.000.000, Rp15.600.000.000, Rp15,600,000,000, Rp15,600,000,000,
Rp15.600.000.000, Rp31.238.000.000, Rp31,238,000,000, Rp31,238,000,000,
Rp31.238.000.000, Rp31.238.000.000, Rp31,238,000,000, and Rp31,238,000,000,
dan Rp31.238.000.000. respectively.
Pada tanggal 15 Juli 2019, 15 Oktober 2019, 15 On July 15, 2019, October 15, 2019, January
Januari 2020, dan 15 April 2020, Perusahaan 15, 2020, and April 15, 2020, the Company has
melakukan pembayaran atas pinjaman jangka made repayment on long-term loans to Bank
panjang ke Bank Mandiri sebesar Mandiri amounting Rp7,297,500,000,
Rp7.297.500.000, Rp7.297.500.000, Rp7,297,500,000, Rp7,297,500,000, and
Rp7.297.500.000, dan Rp7.297.500.000. Rp7,297,500,000, respectively.
Januari 2020, dan 15 April 2020 Perusahaan 15, 2020 and April 15, 2020 the Company has
melakukan pembayaran atas pinjaman jangka made repayment on long-term loans to BNI
panjang ke BNI sebesar Rp7.297.500.000, amounting Rp7,297,500,000,
Rp7.297.500.000, Rp7.297.500.000 dan Rp7,297,500,000, Rp7,297,500,000 and
Rp7.297.500.000. Rp7,297,500,000, respectively.
Januari 2020, dan 10 April 2020, Perusahaan 10, 2020, and April 10, 2020, the Company has
melakukan pembayaran atas pinjaman jangka made repayment on long-term loans to BRI
panjang ke BRI sebesar Rp7.297.500.000, amounting Rp7,297,500,000,
Rp7.297.500.000, Rp7.297.500.000 dan Rp7,297,500,000, Rp7,297,500,000 and
Rp7.297.500.000. Rp7,297,500,000, respectively.
Rincian tanggal jatuh tempo dan jaminan The details of maturities and collaterals related
sehubungan dengan fasilitas pinjaman jangka with long-term loans as of December 31, 2020
panjang pada tanggal 31 Desember 2020 are as follows:
Maybank 15 November 2017 sampai Tidak ada jaminan khusus/

11 Agustus 2024/ No special collateral
November 15, 2017 until
August 11, 2024
12 Oktober 2018 sampai
12 Oktober 2028/
October 12, 2018 until
October 12, 2028
SMI 20 Maret 2018 sampai Tidak ada jaminan khusus/

20 Maret 2025/ No special collateral
March 20, 2018 until
March 20, 2025
21 November 2018 sampai
21 November 2028/
November 21, 2018 until
November 21, 2028
104

Rincian tanggal jatuh tempo dan jaminan The details of maturities and collaterals related
sehubungan dengan fasilitas pinjaman jangka with long-term loans as of December 31, 2020
panjang pada tanggal 31 Desember 2020 are as follows: (continued)
adalah sebagai berikut: (lanjutan)
IIF 15 Juli 2018 sampai Tidak ada jaminan khusus/

15 Juli 2025/ No special collateral
July 15, 2018 until
July 15, 2025
EXIM 1 April 2018 sampai Tidak ada jaminan khusus/

1 April 2025/ No special collateral
April 1, 2018 until
April 1, 2025
BRI 1 April 2019 sampai Tidak ada jaminan khusus/

April 1, 2019 until
March 31, 2026
30 Juli 2023/
July 30, 2023
BNI 1 April 2019 sampai Tidak ada jaminan khusus/

April 1, 2019 until
March 31, 2026
Mandiri 1 April 2019 sampai Tidak ada jaminan khusus/

April 1, 2019 until
March 31, 2026
24 Juni 2023/
June 24, 2023
BTN 12 September 2018 sampai Tidak ada jaminan khusus/

12 September 2028/ No special collateral
September 12, 2018 until
September 12, 2028
6 Juli 2023/
July 6, 2023
Maybank Maybank
Berdasarkan perjanjian kredit tanggal 11 Based on a loan agreement dated

Agustus 2014, Perusahaan memperoleh August 11, 2014, the Company obtained a term
fasilitas pinjaman berjangka dari Maybank loan facility from Maybank with maximum credit
dengan jumlah maksimum fasilitas pinjaman facility limit of Rp1,500,000,000,000. The
sebesar Rp1.500.000.000.000. Hasil proceeds of the loan from this facility were used
penerimaan dari pinjaman ini digunakan untuk to finance the Company’s airport development.
membiayai pengembangan bandar udara This loan bears interest at annual rates ranging
Perusahaan. Pinjaman ini dikenakan suku from 7.00% - 8.25% in 2020 and 8.50% - 9.00%
bunga tahunan berkisar antara 7,00% - 8,25% in 2019.
pada tahun 2020 dan antara 8,50% - 9,00%
pada tahun 2019.
105

Maybank (lanjutan) Maybank (continued)

Perusahaan juga diwajibkan untuk The Company is also required to maintain
mempertahankan rasio-rasio keuangan tertentu certain financial ratios during the period of loan
selama periode perjanjian pinjaman sebagai agreement as follows:
berikut:
- Debt Service Coverage Ratio (DSCR) - Minimum Debt Service Coverage Ratio
minimal sebesar 1,20 kali. (DSCR) of 1.20 times.
- Rasio Hutang Terhadap Ekuitas (DER) - Maximum Debt Equity Ratio (DER) of 2
maksimum sebesar 2 kali. times.
- Rasio Lancar minimum sebesar 1,10 kali. - Minimum Current Ratio of 1.10 times.
Pada tanggal 5 November 2018, Maybank On November 5, 2018, Maybank agreed to

menyetujui untuk melakukan penyesuaian adjust the financial covenant as follows:
financial covenant sebagai berikut :
- Penyesuaian Debt Service Coverage Ratio - To adjust Debt Service Coverage Ratio
(DSCR) menjadi minimal sebesar 1 kali (DSCR) to minimum of 1 time.
- Menghapus permanen pembatasan Rasio - Permanently removed the Current Ratio
Lancar. covenant.
Pada tanggal 3 Juni 2020, Maybank setuju On 3 June 2020, Maybank agreed to postpone
memberikan penangguhan pembayaran the payment of installments of principal debt
angsuran hutang pokok yang jatuh tempo pada due on 1 May 2020 to 30 April 2021. In addition
tanggal 1 Mei 2020 hingga 30 April 2021. to the payment obligations, Maybank also
Disamping kewajiban pembayaran tersebut, agreed to make financial covenant adjustments
Maybank juga menyetujui untuk melakukan as follows:
penyesuaian financial covenant sebagai
berikut:
- Penyesuaian Debt Service Coverage Ratio - To adjust the Debt Service Coverage Ratio
(DSCR) sebesar 1 kali akan diperhitungkan (DSCR) of 1 time will be calculated starting from
mulai periode Desember 2022. December 2022.
- Penyesuaian Debt to Equity (DER) sebesar - To adjust Debt to Equity (DER) of 2 time will be
2 kali akan diperhitungkan mulai periode calculated starting from December 2021.
Desember 2021.
Berdasarkan perjanjian kredit tanggal 12 Based on a loan agreement dated

Oktober 2018, Perusahaan memperoleh October 12, 2018, the Company obtained a
fasilitas pinjaman berjangka dari Maybank term loan facility from Maybank with maximum
dengan jumlah maksimum fasilitas pinjaman credit facility limit of Rp3,000,000,000,000. The
sebesar Rp3.000.000.000.000. Hasil proceeds of the loan from this facility were used
penerimaan dari pinjaman ini digunakan untuk to finance the Company’s airport development.
membiayai pengembangan bandar udara This loan bears interest at annual rates ranging
Perusahaan. Pinjaman ini dikenakan suku from 7.15% - 8.40% in 2020 and 8.65% - 9.15%
bunga tahunan berkisar antara 7,15% - 8,40% in 2019.
pada tahun 2020 dan 8,65% - 9,15% pada
tahun 2019.
berikut:
minimal sebesar 1 kali. (DSCR) of 1 time.
106

Maybank (lanjutan) Maybank (continued)
Berdasarkan akad line fasilitas pembiayaan Based on Musyarakah line financing facility
Musyarakah tanggal 7 November 2019, agreement dated November 7, 2019, the
Perusahaan memperoleh fasilitas pembiayaan Company obtained a financing facility from
dari Maybank dengan jumlah maksimum Maybank with maximum financing facility limit of
sebesar Rp1.000.000.000.000. Perusahaan Rp1,000,000,000,000. The Company also
juga menandatangani akad Perjanjian Limit signed Combined Limit Agreeement No.
Gabungan No PJJ.04.04./00/11/2019/0792 PJJ.04.04./00/11/2019/0792 dated
pada tanggal 7 November 2019 dengan November 7, 2019 with Maybank where the
Maybank dimana Perusahaan tidak dapat Company would not be able to use the credit
menggunakan limit fasilitas perjanjian kredit facility limit which previously agreed on October
yang disepakati sebelumnya pada tanggal 12, 2018 if the total Company’s liability to
12 Oktober 2018 jika jumlah kewajiban Maybank (Credit limit and Financing Limit) has
Perusahaan gabungan yang harus dibayar exceeded Rp3,000,000,000,000.
(Limit Kredit dan Limit Pembiayaan
Musyarakah) kepada Maybank telah melebihi
Rp3.000.000.000.000.

mempertahankan rasio-rasio keuangan tertentu certain financial ratios during the period of
selama periode perjanjian pembiayaan sebagai financing agreement as follows:
berikut:
Pada tanggal 19 Mei 2020, Maybank setuju On May 19, 2020, Maybank agreed to postpone
angsuran hutang pokok yang jatuh tempo pada due on 1 May 2020 to 30 April 2021. In addition
tanggal 1 Mei 2020 hingga 30 April 2021. to the payment obligations, Maybank also
Disamping kewajiban pembayaran tersebut, agreed to make financial covenant adjustments
Maybank juga menyetujui untuk melakukan as follows:
berikut:
(DSCR) sebesar 1 kali akan diperhitungkan (DSCR) of 1 time will be calculated starting
mulai periode Desember 2022. from December 2022.
- Penyesuaian Debt to Equity (DER) sebesar - To adjust Debt to Equity (DER) of 2 time will
2 kali akan diperhitungkan mulai periode be calculated starting from December 2021.
Desember 2021.
SMI SMI
Berdasarkan perjanjian kredit tanggal 20 Maret Based on a loan agreement dated
2015, Perusahaan memperoleh fasilitas March 20, 2015, the Company obtained a
pembiayaan dari SMI dengan jumlah financing facility from SMI with maximum credit
maksimum fasilitas pinjaman sebesar facility limit of Rp500,000,000,000. The
Rp500.000.000.000. Hasil penerimaan dari proceeds of the loan from this facility were used
pembiayaan ini digunakan untuk to to finance the Company’s airport
pengembangan bandar udara Perusahaan. development. This loan bears interest at annual
Pinjaman ini dikenakan suku bunga tahunan rates ranging from 4.50% - 8.25% in 2020 and
berkisar antara 4,50% - 8,25% pada tahun 8.25% - 9.00% in 2019.
2020 dan antara 8,25% - 9,00% pada tahun
2019.
107

SMI (lanjutan) SMI (continued)

berikut:
Pada tanggal 20 September 2018, SMI On September 20, 2018, SMI agreed to adjust
menyetujui untuk melakukan perubahan financial covenant to become as follows:
financial covenant menjadi sebagai berikut :
Pada tanggal 30 Juni 2020, SMI setuju On 30 June 2020, SMI agreed to postpone the
memberikan penangguhan pembayaran payment of installments of principal debt due on
angsuran hutang pokok yang jatuh tempo pada 1 September 2020 to 1 March 2021. In addition
tanggal 1 September 2020 hingga to the payment obligations, SMI also agreed to
1 Maret 2021. Disamping kewajiban make financial covenant adjustments as
pembayaran tersebut, SMI juga menyetujui follows:
untuk melakukan penyesuaian financial
covenant sebagai berikut:
(DSCR) sebesar 1 kali untuk diperhitungkan (DSCR) of 1 time will be calculated starting
mulai periode Desember 2022. from December 2022.
Berdasarkan perjanjian kredit tanggal Based on a loan agreement dated

21 November 2018, Perusahaan memperoleh November 21, 2018, the Company obtained a
fasilitas pembiayaan dari SMI dengan jumlah financing facility from SMI with maximum credit
maksimum fasilitas pinjaman sebesar facility limit of Rp1,500,000,000,000. The
Rp1.500.000.000.000. Hasil penerimaan dari proceeds of the loan from this facility were used
pembiayaan ini digunakan untuk to finance the Company’s airport development.
pengembangan bandar udara Perusahaan. This loan bears interest at annual rates ranging
Pinjaman ini dikenakan suku bunga tahunan from 4.50% - 8.40% in 2020 and 8.40% - 9.15%
berkisar antara 4,50% - 8,40% pada tahun in 2019.
2019.

berikut:
108

SMI (lanjutan) SMI (continued)
Pada tanggal 30 Juni 2020, SMI setuju untuk On June 30, 2020, SMI agreed to to make
melakukan penyesuaian financial covenant financial covenant adjustments as follows:
sebagai berikut:
minimal sebesar 1 kali yang diperhitungkan (DSCR) of 1 time that started to be
mulai periode Desember 2022. accounted on December 2022.
EXIM EXIM
Berdasarkan perjanjian kredit tanggal Based on a loan agreement dated April 1, 2015,
1 April 2015, Perusahaan memperoleh fasilitas the Company obtained a term loan facility from
pinjaman berjangka dari EXIM dengan jumlah EXIM with maximum credit facility limit of
maksimum fasilitas pinjaman sebesar Rp1,500,000,000,000. The proceeds of the
Rp1.500.000.000.000. Hasil penerimaan dari loan from this facility were used to finance the
pinjaman ini digunakan untuk membiayai Company’s airport development. This loan
pengembangan bandar udara Perusahaan. bears interest at annual rates ranging from
Pinjaman ini dikenakan suku bunga tahunan 6.50% - 8.25% in 2020 and 8.25% - 9.00% in
berkisar antara 6,50% - 8,25% pada tahun 2019.
2019.

berikut:
Perusahaan juga diwajibkan untuk melakukan The Company is also required to provide written
pemberitahuan tertulis kepada EXIM terkait notification to EXIM regarding dividend
dengan pembagian dividen. declaration.
Pada tanggal 21 Febuari 2019, EXIM On February 21, 2019, EXIM agreed to adjust
menyetujui untuk melakukan penyesuaian financial covenant by removed the Current
financial covenant dengan menghapus Rasio Ratio and adjusted Debt Service Coverage
Lancar dan mengubah Debt Service Coverage Ratio (DSCR) become 1 time.
Ratio (DSCR) menjadi 1 kali.
109

EXIM (lanjutan) EXIM (continued)
Pada tanggal 8 Juni 2020, EXIM setuju On 8 June 2020, EXIM agreed to postpone the
angsuran hutang pokok yang jatuh tempo pada 25 July 2020 to 25 January 2021. In addition to
tanggal 25 Juli 2020 hingga 25 Januari 2021. the payment obligations, EXIM also agreed to
Disamping kewajiban pembayaran tersebut, make financial covenant adjustments as
EXIM juga menyetujui untuk melakukan follows:
berikut:
mulai periode Desember 2022 December 2022
IIF IIF
Berdasarkan perjanjian kredit tanggal Based on a loan agreement dated

15 Juli 2015, Perusahaan memperoleh fasilitas July 15, 2015, the Company obtained a term
pinjaman berjangka dari IIF dengan jumlah loan facility from IIF with maximum credit facility
maksimum fasilitas pinjaman sebesar limit of Rp400,000,000,000. The proceeds of
Rp400.000.000.000. Hasil penerimaan dari the loan from this facility were used to to finance
pinjaman ini digunakan untuk membiayai the Company’s airport development, especially
pengembangan bandar udara Perusahaan in Soekarno-Hatta Airport. This loan bears
khususnya Bandara Soekarno-Hatta. Pinjaman interest at annual rates ranging from
ini dikenakan suku bunga tahunan berkisar 5.00% - 8.25% in 2020 and 8.50% - 9.00% in
antara 5,00% - 8,25% pada tahun 2020 dan 2019.
antara 8,50% - 9,00% pada tahun 2019.

berikut:
Pada tanggal 19 Desember 2018, IIF On December 19, 2018, IIF agreed to adjust
menyetujui untuk melakukan penyesuaian financial covenant as follows:
financial covenant menjadi sebagai berikut:
- Menghapus persyaratan Rasio Lancar. - Remove the Current Ratio requirement.
110

Pada tanggal 9 Oktober 2020, IIF setuju On 9 October 2020, IIF agreed to postpone the
tanggal 15 Juli 2020 hingga 15 Januari 2021. the payment obligations, IIF also agreed to
Disamping kewajiban pembayaran tersebut, IIF make financial covenant adjustments as
juga menyetujui untuk melakukan penyesuaian follows:
financial covenant sebagai berikut:
BRI BRI
Berdasarkan perjanjian kredit tanggal 1 April Based on a loan agreement dated April 1, 2016,
2016, Perusahaan memperoleh fasilitas the Company obtained a term loan facility from
pinjaman berjangka dari BRI dengan jumlah BRI with maximum credit facility limit of
maksimum fasilitas pinjaman sebesar Rp700,000,000,000. The proceeds of the loan
Rp700.000.000.000. Hasil penerimaan dari from this facility were used to to finance the
pembiayaan ini digunakan untuk Company’s airport development. This loan
pengembangan bandar udara perusahaan. bears interest at annual rates ranging from
berkisar antara 7,00% - 8,25% pada tahun 2019.
2019.

berikut:
- Rasio Lancar minimum sebesar 1 kali. - Minimum Current Ratio of 1 time.
Pada tanggal 5 Desember 2018, BRI On December 5, 2018, BRI agreed to adjust the
menyetujui untuk melakukan penyesuaian financial covenant by removing the Current
financial covenant dengan menghapus Ratio requirement.
persyaratan Rasio Lancar.
Pada tanggal 13 Juli 2020, BRI setuju On 13 July 2020, BRI agreed to postpone the
tanggal 15 Juli 2020 hingga 15 Januari 2021. the payment obligations, BRI also agreed to
BRI juga menyetujui untuk melakukan follows:
berikut:
111

BRI (lanjutan) BRI (continued)
Berdasarkan perjanjian kredit tanggal 30 Juli Based on a loan agreement dated July 30,
2020, Perusahaan memperoleh revolving loan 2020, the Company obtained a revolving loan
facility dari BRI dengan jumlah maksimum facility from BRI with maximum credit facility
fasilitas pinjaman sebesar Rp700.000.000.000. limit of Rp700,000,000,000. The proceeds of
Hasil penerimaan dari pembiayaan ini the loan from this facility were used to to finance
digunakan untuk kebutuhan modal kerja the Company’s working capital. The Company
Perusahaan. Perusahaan belum melakukan has not withdrawn any amount for this facility in
penarikan atas pinjaman ini di 2020. 2020.

berikut:
- Menjaga ekuitas selalu positif. - Maintain a postive equity.

BNI BNI
pinjaman berjangka dari BNI dengan jumlah BNI with maximum credit facility limit of
Rp700.000.000.000. Hasil penerimaan dari from this facility were used to finance the
Pinjaman ini dikenakan suku bunga tahunan 7,00% - 8,25% in 2020 and 8.50% - 9.00% in
berkisar antara 7,00% - 8,25% pada tahun 2020 2019.
dan antara 8,50% - 9,00% pada tahun 2019.

berikut:
Pada tanggal 31 Desember 2018, BNI On December 31, 2018, BNI agreed to adjust
menyetujui untuk melakukan penyesuaian the financial covenant by removing Current
financial covenant dengan menghapus Ratio requirement.
persyaratan Rasio Lancar.
112

BNI (lanjutan) BNI (continued)
Pada tanggal 29 Mei 2020, BNI setuju On 29 May 2020, BNI agreed to postpone the
tanggal 15 Juli 2020 hingga 15 Januari 2021. the payment obligations, BNI also agreed to
BNI juga menyetujui untuk melakukan follows:
berikut:
Mandiri Mandiri
pinjaman berjangka dari Mandiri dengan jumlah Mandiri with maximum credit facility limit of
Rp700.000.000.000. Hasil penerimaan dari from this facility were used to finance the
berikut:
Pada tanggal 25 April 2019, Mandiri menyetujui On April 25, 2019, Mandiri agreed to adjust the
untuk melakukan penyesuaian financial financial covenant by removing Current Ratio
covenant dengan menghapus persyaratan requirement.
Rasio Lancar.
Pada tanggal 25 Juni 2020, Mandiri setuju On 25 June 2020, Mandiri agreed to postpone
angsuran hutang pokok yang jatuh tempo pada due on 15 July 2020 to 15 January 2021. In
tanggal 15 Juli 2020 hingga 15 Januari 2021. addition to the payment obligations, Mandiri
Disamping kewajiban pembayaran tersebut, also agreed to make financial covenant
Mandiri juga menyetujui untuk melakukan adjustments as follows:
berikut:
113

Mandiri (lanjutan) Mandiri (continued)
Berdasarkan perjanjian kredit tanggal 29 Mei Based on a loan agreement dated May 29,
2020, Perusahaan memperoleh revolving loan 2020, the Company obtained a revolving loan
facility dari Mandiri dengan jumlah maksimum facility from Mandiri with maximum credit facility
fasilitas pinjaman sebesar Rp750.000.000.000. limit of Rp750,000,000,000. The proceeds of
Hasil penerimaan dari pembiayaan ini the loan from this facility were used to to finance
digunakan untuk kebutuhan modal kerja the Company’s working capital. The Company
Perusahaan. Perusahaan belum melakukan has not withdrawn any amount for this facility in

berikut:
BTN BTN
Berdasarkan perjanjian kredit tanggal 12 Based on a loan agreement dated September
September 2018, Perusahaan memperoleh 12, 2018, the Company obtained a term loan
fasilitas pinjaman berjangka dari BTN dengan facility from BTN with maximum credit facility
jumlah maksimum fasilitas pinjaman sebesar limit of Rp1,000,000,000,000. The proceeds of
Rp1.000.000.000.000. Hasil penerimaan dari the loan from this facility were used to finance
pembiayaan ini digunakan untuk the Company’s airport development. This loan
pengembangan bandar udara Perusahaan. bears interest at annual rates ranging from
berikut:
minimum 1 kali. (DSCR) of 1 time.
Pada tanggal 31 Desember 2020 dan 2019, As of December 31, 2020 and 2019 the
Perusahaan telah memenuhi seluruh kewajiban Company has complied with all covenant stated
yang tercantum dalam seluruh perjanjian utang in all of its long-term bank loan agreements.
bank jangka panjangnya.
Pada tanggal 13 Juli 2020, BTN setuju On July 13, 2020, BTN agreed to provide a new
memberikan jadwal pembayaran pokok atau schedule for payment of principal or
angsuran baru yang jatuh tempo mulai dari installments due starting from
tanggal 12 Desember 2021. Disamping December 12, 2021. In addition to these
kewajiban pembayaran tersebut, BTN juga payment obligations, BTN also agreed to make
menyetujui untuk melakukan penyesuaian financial covenant adjustments as follows:
financial covenant sebagai berikut:
114

BTN (lanjutan) BTN (continued)
Berdasarkan perjanjian kredit tanggal 6 Juli Based on a loan agreement dated July 6, 2020,
2020, Perusahaan memperoleh revolving loan the Company obtained a revolving loan facility
facility dari Mandiri dengan jumlah maksimum from Mandiri with maximum credit facility limit of
fasilitas pinjaman sebesar Rp750.000.000.000. Rp750,000,000,000. The proceeds of the loan
Hasil penerimaan dari pembiayaan ini from this facility were used to to finance the
digunakan untuk kebutuhan modal kerja Company’s working capital. The Company has
Perusahaan. Perusahaan belum melakukan not withdrawn any amount for this facility in

berikut:
- Kas di bank minimal 2,5% dari Baki Debet - Cash in bank minimum 2.5% from Debit Tray
tiap akhir bulanya at the end of each month
b. Utang Obligasi b. Bonds Payable
Pada tanggal 23 Juni 2016, Perusahaan telah On June 23, 2016, the Company has obtained
mendapatkan pernyataan efektif dari Otoritas an effective statement from Otoritas Jasa
Jasa Keuangan (OJK) atas penerbitan Keuangan (OJK) on the issuance of Bonds I
Obligasi I Angkasa Pura II tahun 2016 dengan Angkasa Pura II Year 2016 with 3 (three) series
3 (tiga) seri yaitu: as follows:
a) Seri A senilai Rp1.000.000.000.000 dan a) Seri A amounting Rp 1,000,000,000,000

suku bunga 8,6% per tahun, akan jatuh and annual interest rate of 8.6%, with
tempo tanggal 30 Juni 2021 maturity date on June 30, 2021
b) Seri B senilai Rp100.000.000.000 dan suku b) Seri B amounting Rp100,000,000,000 and
bunga 8,8% per tahun, akan jatuh tempo annual interest rate of 8.8%, with maturity
tanggal 30 Juni 2023 date on June 30, 2023
c) Seri C senilai Rp900.000.000.000 dan c) Seri C amounting Rp900,000,000,000 and
suku bunga 9,0% per tahun, akan jatuh annual interest of 9.0%, with maturity date
tempo tanggal 30 Juni 2026 on June 30, 2026
Total dana yang diterima Perusahaan pada Total fund received by the Company on June
tanggal 30 Juni 2016 dari hasil penerbitan 30, 2016 from the first issuance of Bonds I
perdana Obligasi I Angkasa Pura II tahun 2016 Angkasa Pura II Year 2016 was
adalah sebesar Rp2.000.000.000.000. Sesuai Rp2,000,000,000,000. Based on the agreement
dengan perjanjian dengan PT Bank Mega Tbk with PT Bank Mega Tbk as Trustee and the
selaku Wali Amanat dan prospektus utang Company’s prospectus for bonds payable, 92%
obligasi Perusahaan, 92% dari dana tersebut of the funds will be used for the development of
akan digunakan untuk pengembangan Soekarno-Hatta airport and 8% will be used for
bandara Soekarno-Hatta dan 8% akan the development of other airports.
digunakan untuk pengembangan bandara
lainnya.
115

b. Utang Obligasi (lanjutan) b. Bonds Payable (continued)

mempertahankan rasio-rasio keuangan certain financial ratios during the bonds payable
tertentu selama periode utang obligasi sebagai period as follows:
berikut:
a) Perbandingan Aset Lancar terhadap a) Ratio of Current Assets to Current

Kewajiban Lancar tidak kurang dari 1 kali. Liabilities not less than 1 time.
b) Perbandingan Total Pinjaman terhadap b) Ratio of Total Debt to Total Equity not more
Total Ekuitas tidak lebih dari 2 kali. than 2 times.
c) Perbandingan Profit Sebelum Beban c) Ratio of Earnings Before Income Tax and
Pajak Penghasilan dan Penyusutan dan Depreciation and Amortization to Interest
Amortisasi terhadap Beban Bunga Expenses not less than 1 time.
Pinjaman tidak kurang dari 1 kali.
Perusahaan juga akan dianggap wanprestasi The Company will also be declared
terhadap kewajibannya sehubungan dengan incompliance with its covenant relating to the
utang obligasinya apabila terdapat utang bonds payable if there is any other long-term
jangka panjang lainnya yang tidak memenuhi loan that is not in compliance with their
persyaratan, sejumlah lebih dari 25% dari covenant, totaling more than 25% of the
ekuitas Perusahaan. Company’s equity.
Pada tanggal 19 November 2020 dan 16 On November 19, 2020 and December 16,
Desember 2020, Pemegang Obligasi I Angkasa 2020, holders of Bonds I Angkasa Pura II Year
Pura II 2016 setuju untuk melakukan 2016 agreed to to make financial covenant
penyesuaian financial covenant sebagai adjustments as follows:
berikut:
- Penghapusan Perbandingan Aset Lancar - Invalidation of Ratio of Current Assets to

terhadap Kewajiban Lancar tidak kurang Current Liabilities not less than 1 time.
dari 1 kali. - Waive Ratio of Earnings Before Income Tax
- Pengesampingan Perbandingan Profit and Depreciation and Amortization to Interest
Sebelum Beban Pajak Penghasilan dan Expenses not less than 1 time for financial
Penyusutan dan Amortisasi terhadap Beban reporting period of December 31, 2020 and
Bunga Pinjaman tidak kurang dari 1 kali December 31, 2021.
untuk periode laporan keuangan
31 Desember 2020 dan 31 Desember 2021
Pada tanggal 13 Desember 2018, Perusahaan On December 13, 2018, the Company has
telah mendapatkan pernyataan efektif dari obtained an effective statement from Otoritas
Otoritas Jasa Keuangan (OJK) atas penerbitan Jasa Keuangan (OJK) on the issuance of
Obligasi Berkelanjutan I Angkasa Pura II Obligasi Berkelanjutan I Angkasa Pura II Phase
Tahap I Tahun 2018 dengan 2 (dua) seri yaitu: I Year 2018 with 2 (two) series as follows:
a) Seri A senilai Rp200.000.000.000 dan a) Seri A amounting to Rp200,000,000,000

tempo tanggal 12 Desember 2021 maturity date on December 12, 2021
b) Seri B senilai Rp550.000.000.000 dan b) Seri B amounting to Rp550,000,000,000
tempo tanggal 12 Desember 2023 maturity date on December 12, 2023
116


Total dana yang diterima Perusahaan pada Total funds received by the Company on
tanggal 12 Desember 2018 dari hasil December 12, 2018 from the issuance of
penerbitan Obligasi Berkelanjutan I Angkasa Obligasi Berkelanjutan I Angkasa Pura II Year
Pura II Tahap I Tahun 2018 adalah sebesar 2018 is Rp750,000,000,000. Based on the
Rp750.000.000.000. Sesuai dengan perjanjian agreement with PT Bank Mega Tbk as Trustee
dengan PT Bank Mega Tbk selaku Wali and the Company’s bonds payable prospectus,
Amanat dan prospektus utang obligasi all of the funds will be used for the development
Perusahaan, seluruh dari dana tersebut akan of airside and landside of Soekarno-Hatta
digunakan untuk pengembangan sisi udara Airport and other airports managed by the
dan sisi darat di Bandara Soekarno Hatta dan Company.
bandara lainnya yang dikelola oleh
Perusahaan.
Perusahaan juga diwajibkan untuk The Company is also obligated to maintain

mempertahankan rasio-rasio keuangan certain financial ratios along the bonds payable
berikut:
a) Perbandingan Total Pinjaman terhadap a) Ratio of Total Debt to Total Equity not less
b) Perbandingan Profit Sebelum Beban b) The comparison of Profit Before Income
Pajak Penghasilan dan Penyusutan dan Tax and Depreciation and Amortisation to
Amortisasi terhadap Beban Bunga Debt Interest Expense not less than 1 time.
Pada tanggal 4 November 2020, Pemegang On November 4, 2020, holders of Obligasi

Obligasi Berkelanjutan I Angkasa Pura II Tahap Berkelanjutan I Angkasa Pura II Phase I Year
I Tahun 2018 setuju untuk melakukan 2018 agreed to to make financial covenant
berikut:
- Pengesampingan Perbandingan Profit - Waive Ratio of Earnings Before Income Tax

Sebelum Beban Pajak Penghasilan dan and Depreciation and Amortization to Interest
Penyusutan dan Amortisasi terhadap Beban Expenses not less than 1 time for financial
Bunga Pinjaman tidak kurang dari 1 kali reporting period of December 31, 2020 and
untuk periode laporan keuangan December 31, 2021.
117

Pada tanggal 13 Agustus 2020, Perusahaan On August 13, 2020, the Company issued
menerbitkan Obligasi Berkelanjutan I Angkasa Obligasi Berkelanjutan I Angkasa Pura II Phase
Pura II Tahap II Tahun 2020 dengan 4 (empat) II Year 2020 with 4 (four) series as follows:
seri yaitu:
a) Seri A senilai Rp32.000.000.000 dan suku a) Seri A amounting to Rp32,000,000,000 and

bunga 7,80% per tahun, akan jatuh tempo annual interest rate of 7.80%, with maturity
tanggal 13 Agustus 2023 date on August 13, 2023
b) Seri B senilai Rp159.000.000.000 dan b) Seri B amounting to Rp159,000,000,000
tempo tanggal 13 Agustus 2025 maturity date on August 13, 2025
c) Seri C senilai Rp1.602.000.000.000 dan c) Seri C amounting to Rp1,602,000,000,000
d) Seri D senilai Rp457.000.000.000 dan d) Seri D amounting to Rp457,000,000,000
Total dana yang diterima Perusahaan pada Total funds received by the Company on
tanggal 13 Desember 2020 dari hasil December 12, 2020 from the issuance of
penerbitan Obligasi Berkelanjutan I Angkasa Obligasi Berkelanjutan I Angkasa Pura II Phase
Pura II Tahap II Tahun 2020 adalah sebesar II Year 2020 is Rp2,250,000,000,000. Based
Rp2.250.000.000.000. Sesuai dengan on the agreement with PT Bank Mega Tbk as
perjanjian dengan PT Bank Mega Tbk selaku Trustee and the Company’s bonds payable
Wali Amanat dan prospektus utang obligasi prospectus, all funds will be used for the
Perusahaan, seluruh dari dana tersebut akan development of airside and landside of
digunakan untuk pengembangan sisi udara Soekarno-Hatta Airport and other airports
dan sisi darat di Bandara Soekarno Hatta dan managed by the Company.
bandara lainnya yang dikelola oleh
Perusahaan.
Perusahaan juga diwajibkan untuk The Company is also obligated to maintain

mempertahankan rasio-rasio keuangan certain financial ratios along the bonds payable
berikut:
a) Perbandingan Total Pinjaman terhadap a) Ratio of Total Debt to Total Equity not less
b) Perbandingan Profit Sebelum Beban b) The comparison of Profit Before Income
Pajak Penghasilan dan Penyusutan dan Tax and Depreciation and Amortisation to
Amortisasi terhadap Beban Bunga Debt Interest Expense not less than 1 time.
118

Pada tanggal 4 November 2020, Pemegang On November 4, 2020, holders of Obligasi

Obligasi Berkelanjutan I Angkasa Pura II Tahap Berkelanjutan I Angkasa Pura II Phase II Year
II Tahun 2020 setuju untuk melakukan 2020 agreed to to make financial covenant
berikut:
- Pengesampingan Perbandingan Profit - Waive Ratio of Earnings Before Income Tax

Sebelum Beban Pajak Penghasilan dan and Depreciation and Amortization to
Penyusutan dan Amortisasi terhadap Beban Interest Expenses not less than 1 time for
Bunga Pinjaman tidak kurang dari 1 kali financial reporting period of December 31,
untuk periode laporan keuangan 2020 and December 31, 2021.
Pada tanggal 31 Desember 2020 dan 2019, As of December 31, 2020 and 2019 the
Perusahaan telah memenuhi semua Company has complied with all covenant
kewajiban dalam perjanjiannya dengan Wali required by its agreement with the Trustee and
Amanat dan tidak ada peristiwa gagal silang there is no cross default incurred in relation with
sehubungan dengan utang jangka panjang other long-term loans.
lainnya.
27. UTANG JAMINAN PELANGGAN 27. CUSTOMER DEPOSITS
Akun ini merupakan jaminan yang diberikan oleh This account represents collateral given by tenants
penyewa (tenant) atas sewa ruangan, tanah dan that consist of deposits for space rental, land rental,
instalasi listrik, air dan telepon di awal perjanjian. electrical and water installation at the beginning of
the contract.
Rincian utang jaminan yang akan diperhitungkan The details of the deposits will be calculated based
berdasarkan lokasi cabang adalah sebagai berikut: on the branch location are as follows:

Soekarno - Hatta 23.550.430.442 18.179.418.303 Soekarno - Hatta

Kualanamu 3.168.878.182 2.528.197.771 Kualanamu
Halim Perdanakusuma 2.804.668.650 2.288.665.246 Halim Perdanakusuma
Sultan Syarif Kasim II 2.391.860.077 1.663.569.207 Sultan Syarif Kasim II
Supadio 2.171.520.354 1.455.250.570 Supadio
Kantor Pusat 622.113.908 622.113.908 Head Office
Depati Amir 341.261.250 61.953.500 Depati Amir
Minangkabau 216.701.144 216.701.144 Minangkabau
Husein Sastranegara 49.752.500 - Husenin Sastranegara
Fatmawati 18.737.968 - Fatmawati
Silangit 4.360.000 4.360.000 Silangit
Radin Inten II 1.750.000 - Radin Inten
Total 35.342.034.475 27.020.229.649 Total
119

28. LIABILITAS IMBALAN KERJA 28. EMPLOYEE BENEFITS LIABILITIES
a. Liabilitas imbalan kerja jangka pendek a. Short-term employee benefit liabilities
Rincian liabilitas imbalan kerja jangka pendek The detail of short-term employee benefit
terdiri dari: liabilities consist of:


Tantiem dan jasa produksi 132.806.241.816 228.509.428.324 Tantiem and production services

Tantiem dan jasa produksi 11.000.856.164 11.691.825.125 Tantiem and production services
Total 143.807.097.980 240.201.253.449 Total
b. Liabilitas imbalan kerja jangka panjang b. Long-term employee benefit liabilities
Perusahaan menunjuk aktuaris independen, The Company appointed an independent

untuk melakukan penilaian dari taksiran actuary, to conduct a valuation of the expected
liabilitas untuk program imbalan pasca kerja, obligation for post-retirement benefit program,
program pensiun dan program imbalan jangka pension plan and other long-term benefit
panjang lainnya. program.
Liabilitas imbalan kerja per 31 Desember 2020 The employee benefits liabilities as of
dan 2019 dihitung dengan menggunakan December 31, 2020 and 2019 were calculated
metode projected-unit-credit masing-masing using the projected-unit-credit method by
oleh Kantor Konsultan Aktuaria Enny Diah Kantor Konsultan Aktuaria Enny Diah Awal dan
Awal dan PT Bestama Aktuari, berdasarkan PT Bestama Aktuari,respectively, based on its
laporannya masing-masing pada tanggal reports dated March 11, 2021 and January 10,
11 Maret 2021 dan 10 Januari 2020. 2020, respectively.


Program imbalan Post-employment
pasca kerja 142.188.764.762 152.440.499.407 benefit program
Program pensiun 769.739.129.406 123.041.638.689 Pension plan
Program imbalan Other long-term
jangka panjang lainnya 43.403.316.021 7.575.291.777 benefit program
Lainnya (Catatan 49) 40.078.965.772 69.482.186.328 Other (Note 49)

Program imbalan Post-employment
pasca kerja 270.025.612.689 232.065.607.106 benefit program
Total 1.265.435.788.650 584.605.223.307 Total
120

28. LIABILITAS IMBALAN KERJA (lanjutan) 28. EMPLOYEE BENEFITS LIABILITIES (continued)

i) Program imbalan pasca kerja i) Post-employment benefit program
Perusahaan membukukan liabilitas The Company recorded liabilities for post-

imbalan pasca kerja yang terdiri dari employment benefit program which
manfaat untuk pengunduran diri secara comprises of benefits for voluntary
sukarela, manfaat meninggal dunia, resignation, benefit for death, benefit for
manfaat cacat dan manfaat pensiun. disability and benefit for pension.
Asumsi aktuaria yang digunakan dalam The actuarial assumptions used to

menentukan beban dan liabilitas imbalan determine post-employment benefit
pasca kerja adalah sebagai berikut: expenses and liabilities are as follows:

Tingkat diskonto 7,50% 8,20% Discount rate

Estimasi kenaikan
gaji pegawai 5,00% 5,00% Salary increment
Tingkat mortalita TMI 2019 TMI 2011 Mortality rate
Tingkat cacat 10% 10% Disability rate
Umur pensiun 56 tahun/56 years 56 tahun/56 years Retirement age
Tingkat mengundurkan diri 5% pada usia 20 tahun, Resignation rate
menurun secara linear
sampai dengan 0% pada usia
pensiun normal/5% for employees with
ages 20 years old, decreasing
linearly to 0% at age of normal pension
Ringkasan dari nilai kini liabilitas dan The summary of the present value of
jumlah aset programnya per tanggal liabilities and its asset program as of
31 Desember 2020 dan 2019 adalah: December 31, 2020 and 2019 are as
follows:

Nilai kini liabilitas 227.638.082.671 244.491.046.228 Present value of liabilities

Aset program (85.449.317.909) (92.050.546.821) Asset program
Liabilitas yang diakui 142.188.764.762 152.440.499.407 Recognized liabilities
121


i) Program imbalan pasca kerja (lanjutan) i) Post-employment benefit program

(continued)
Rekonsiliasi saldo awal dan akhir dari The reconciliation of beginning and ending
nilai kini liabilitas adalah sebagai berikut: balance of present value of liabilities is as
follows:

Nilai kini liabilitas - Present value of liabilities -

awal tahun 244.491.046.228 182.001.882.071 beginning of year
Biaya jasa kini 26.628.359.949 22.282.434.971 Current service cost
Biaya bunga 19.139.030.893 15.188.318.072 Interest cost
Pembayaran imbalan (48.804.820.874) (28.914.009.191) Benefits paid
Kerugian (keuntungan)
aktuaria (13.815.533.525) 53.932.420.305 Actuarial loss (gain)
Nilai kini liabilitas - Present value of liabilities -

akhir tahun 227.638.082.671 244.491.046.228 end of year
Nilai wajar aset Fair value of plant assets -

program - awal tahun 92.050.546.821 70.868.283.494 beginning of year
Koreksi saldo awal - (1.649.334.100) Correction beginning balance
Pembayaran kontribusi
aset program 17.724.640.762 30.028.079.926 Contributions paid for plan assets
Imbal hasil
(kerugian) aset program (7.841.664.656) 7.997.335.821 Return (loss) on plan assets
Pembayaran imbalan (16.484.205.018) (15.193.818.320) Benefit paid
Nilai wajar asset Fair value of plant assets -

program - akhir tahun 85.449.317.909 92.050.546.821 end of year
Rincian beban yang diakui dalam laporan The details of expenses recognized in the
laba rugi dan penghasilan komprehensif consolidated statements of profit or loss
lain konsolidasian adalah sebagai berikut: and other comprehensive income are as
follows:


Total 38.168.388.137 30.816.492.828 Total
122



(continued)
Rekonsiliasi saldo pengukuran kembali The reconciliation of re-measurement on

atas liabilitas/(aset) neto di laporan posisi net of liability/(asset) in the consolidated
keuangan konsolidasian adalah sebagai statements of financial position are as
berikut: follows:
Jumlah pengukuran Re-measurement amount

kembali awal tahun 127.719.986.973 73.481.308.174 beginning of year
Kerugian (keuntungan)
Aktuaria (13.815.533.525) 53.932.420.305 Actuarial loss (gain)
Imbal hasil
aset program 15.440.667.361 306.258.494 Return on plan assets
Akumulasi jumlah Accumulated amount of

pengukuran kembali 129.345.120.809 127.719.986.973 re-measurements
Mutasi liabilitas neto yang diakui di The movements of the net liabilities in the
laporan posisi keuangan konsolidasian consolidated statement of financial
adalah sebagai berikut: position are as follows:
Liabilitas neto - awal tahun 152.440.499.407 111.133.598.577 Net liabilities - beginning of year
Beban yang diakui
dalam laba rugi 38.168.388.137 30.816.492.828 Expense recognized in profit or loss
Beban (penghasilan)
yang diakui dalam
penghasilan Expense (income) recognized in
komprehensif lain 1.625.133.836 54.238.678.799 the other comprehensive income
Pembayaran (50.045.256.618) (43.748.270.797) Contribution
Liabilitas - akhir tahun 142.188.764.762 152.440.499.407 Liabilities - end of year
Nilai kini liabilitas akhir setelah efek The present values of liabilities after the
analisa sensitivitas pada tanggal effect of sensitivity analysis on
31 Desember 2020 adalah sebagai December 31, 2020 are as follows:
berikut:
Analisis sensitivitas Sensitivity analysis

Nilai kini kewajiban imbalan pasti PV defined benefits obligations
Asumsi Tingkat Diskonto Discount Rate Assumptions
+ 1,00% 204.100.605.097 + 1.00%
- 1,00% 256.087.031.339 - 1.00%
Analisis sensitivitas atas asumsi tingkat Sensitivity analysys for salary increment
kenaikan upah tidak disajikan karena assumptions are not diplayed, because the
tingkat kenaikan upah sudah ditetapkan salary increment rate has been set to 5%
5% dan tidak berubah. and will not change.
123



(continued)
Jatuh tempo liabilitas imbalan pasca kerja The maturity of employee benefits liability
pada tanggal 31 Desember 2020 adalah as of December 31, 2020 is as follows:
sebagai berikut:
Manfaat/ Nilai Kini dari Manfaat/
Benefit Present Value of Benefit
Jatuh tempo dalam: Mature in:

Kurang dari 1 tahun 56.876.945.256 53.801.490.716 Less than 1 year
Antara 1 sampai 2 tahun 35.415.169.149 29.645.812.031 Between 1 to 2 years
Lebih dari 5 tahun 2.030.722.365.689 84.700.646.527 More than 5 years
Total 2.216.927.177.380 227.638.082.671 Total
Komposisi pengelolaan dana atas aset The composition of management of

ditempatkan adalah pada deposito planned asset are on time deposits, mutual
berjangka, reksadana dan obligasi. funds and bonds.
ii) Program pensiun ii) Pension plan
Program pensiun ini dikelola oleh Dana The retirement program is managed by
Pensiun Angkasa Pura II yang telah Dana Pensiun Angkasa Pura II which has
disahkan oleh Menteri Keuangan been approved by the Ministry of Finance
Republik Indonesia No. KEP- of the Republic of Indonesia No. KEP-
391/KM.17/1999 pada tanggal 391/KM.17/1999 on November 15, 1999.
15 November 1999. Jumlah karyawan The number of employees which are
yang berhak memperoleh manfaat entitled to these benefits are 1,269 active
tersebut adalah sebanyak 1.269 employees, 100 resigned employees with
karyawan aktif, 100 karyawan keluar deferred pensions and 3,408 retired
dengan pensiun ditunda dan 3.408 employees (unaudited).
pensiunan (tidak diaudit).
menentukan beban dan liabilitas program determine pension plan expenses and
pensiun adalah sebagai berikut: liabilities are as follows:

Tingkat kenaikan gaji 5,00% 5,00% Salary increment
Tingkat mortalita The 1949 AMT (Mod) The 1949 AMT Mortality rate
Usia pensiun normal 56 56 Pension normal age
Tingkat mengundurkan diri 1% pada usia 20 tahun, Resignation rate
ages 20 years old, decreasing
124


ii) Program pensiun (lanjutan) ii) Pension plan (continued)
follows:

Nilai kini liabilitas 1.904.164.344.428 1.268.060.094.165 Present value of liabilities

Aset program (1.134.425.215.022) (1.145.018.455.476) Asset program
nilai kini liabilitas adalah sebagai berikut: balance of present value of obligation is as
follows:

Nilai kini liabilitas - Present value liabilities -

awal tahun 1.268.080.094.165 1.213.955.292.285 beginning of year
Pembayaran imbalan
kerja (115.137.666.834) (108.744.750.000) Benefits paid
Kerugian dari Loss from changes
perubahan asumsi 641.493.879.241 57.583.370.215 in assumptions
Nilai kini liabilitas Present value liabilities

akhir tahun 1.904.164.344.428 1.268.060.094.165 at end of year
125

aset program adalah sebagai berikut: balance of asset program is as follows:
Nilai wajar aset Fair Value of Assets program -

program awal tahun 1.145.038.455.476 1.127.037.132.000 beginning of year
Ekspektasi imbal hasil Expected return
dari aset program 89.597.514.060 88.415.478.690 on investments
Pengukuran kembali
liabilitas imbalan Re-measurement of liability
pasti neto imbal net defined benefit
hasil aset program 4.520.935.461 27.165.018.786 return of program's asset
Pembayaran iuran - Payment of contributions from
pemberi kerja 9.002.419.151 9.642.261.000 employer
Pembayaran iuran - Payment of contributions from
peserta program 1.403.557.708 1.503.315.000 employee
Pembayaran
imbalan kerja (115.137.666.834) (108.744.750.000) Benefits paid
Aset program akhir Assets program - end of
tahun (aktual) 1.134.425.215.022 1.145.018.455.476 year (actual)
lainnya konsolidasian adalah sebagai and other comprehensive income are as
berikut: follow:


Iuran peserta (1.403.557.708) (1.503.315.000) Contribution of participants
Beban yang diakui 18.726.966.088 15.347.387.975 Recognized expenses
126


Rekonsiliasi saldo pengukuran kembali The reconciliation of re-measurement on

atas liabilitas/(aset) neto di laporan posisi net of liability/(asset) in the consolidated
keuangan konsolidasian adalah sebagai statements of financial position are as
berikut: follow:
Jumlah pengukuran Re-measurement amount

kembali awal tahun 233.551.571.529 203.133.220.100 beginning of year
Imbalan hasil atas
aset program (4.520.935.461) (27.165.018.786) Return on program's asset
Kerugian aktuaria 641.493.879.241 57.583.370.215 Actuarial loss
Akumulasi jumlah
pengukuran Accumulated amount of
kembali 870.524.515.309 233.551.571.529 re-measurements
Mutasi liabilitas neto yang diakui di The movements of the net liabilities in the
laporan posisi keuangan konsolidasian consolidated statement of financial
adalah sebagai berikut: position are as follows:

Liabilitas neto - awal tahun 123.041.638.689 86.918.160.285 Net liabilities - beginning of year
Beban yang diakui
Beban yang diakui
dalam penghasilan Expense recognized in
komprehensif lain 636.972.943.780 30.418.351.429 the other comprehensive income
Pembayaran iuran (9.002.419.151) (9.642.261.000) Contributions paid
Liabilitas neto -
akhir tahun 769.739.129.406 123.041.638.689 Net liabilities - end of year
berikut:

Nilai kini kewajiban imbalan pasti PV defined benefit obligations
+ 1,00% 1.723.247.883.096 + 1.00%
- 1,00% 2.119.876.411.075 - 1.00
Analisis sensitivitas atas asumsi tingkat Sensitivity analysys for PhDP increment
kenaikan PhDP tidak disajikan karena assumptions are not diplayed, because the
tingkat kenaikan PhDP sudah ditetapkan PhDP increment rate has been set to 5%
127


Jatuh tempo liabilitas program pensiun The maturity of pension program as of

pada tanggal 31 Desember 2020 adalah December 31, 2020 is as follows:
sebagai berikut:

Kurang dari 1 tahun 10.568.100.180 Less than 1 year
Antara 1 sampai 2 tahun 9.766.109.171 Between 1 to 2 years
Lebih dari 5 tahun 93.340.150.834 More than 5 years
Total 138.691.008.366 Total
Komposisi penempatan aset program The composition of placement of plan

adalah sebagai berikut: assets is as follows:
Instrumen Pasar Uang 36,70% 37,72% Stock Market Instrument

Instrumen Obligasi 28,44% 31,90% Obligation Instrument
Instrumen Saham 16,85% 10,37% Shares Instrument
Lain-lain 18,01% 20,01% Others
Jumlah 100,00% 100,00% Total
iii) Program imbalan jangka panjang iii) Other long-term benefits program
lainnya
Program imbalan jangka panjang lainnya Other long-term benefits program consists
terdiri antara lain dari manfaat tanda of, among others, benefits from as long
penghargaan dan cuti jangka panjang. service reward and long service leave.

menentukan beban dan liabilitas imbalan determine post-employment benefit
pasca kerja adalah sebagai berikut: expenses and liabilities are as follows:

Estimasi kenaikan
gaji pegawai 5,00% 5,00% Salary increment
Tingkat mortalita TMI 2019 TMI 2011 Mortality rate
Tingkat mengundurkan
diri 5% pada usia 20 tahun, Resignation rate
ages from 20 years old, decreasing
Metode aktuaria Projected Unit Credit Projected Unit Credit Actuarial method
Usia pensiun normal 56 tahun/ years 56 tahun/ years Pension normal age
128


iii) Program imbalan jangka panjang iii) Other long-term benefits program
lainnya (lanjutan) (continued)
follows:
Nilai kini liabilitas 43.403.316.021 7.575.291.777 Present value of liabilities

nilai kini liabilitas adalah sebagai berikut: balance of present value of liabilities is as
follows:
Nilai kini liabilitas Present value of liabilities-

pada awal tahun 7.575.291.777 8.161.414.089 beginning of year
Beban bunga 3.084.560.029 637.829.156 Interest cost
Biaya jasa kini 5.459.436.186 706.718.532 Current service cost
Kurtailmen 29.561.142.967 - Curtailment
(Keuntungan) kerugian
aktuaria 341.190.023 91.131.871 Actuarial (gain) loss
Nilai kini liabilitas Present value of liabilities at

pada akhir tahun 43.403.316.021 7.575.291.777 end of year
Mutasi liabilitas yang diakui di laporan The movement in the liabilities in the
posisi keuangan konsolidasian adalah consolidated statement of financial
sebagai berikut: position are as follows:

Liabilitas - awal tahun 7.575.291.777 8.161.414.089 Liabilities - beginning of year

Beban yang diakui
Liabilitas - akhir tahun 43.403.316.021 7.575.291.777 Liabilities - at end of year
129


iii) Program imbalan jangka panjang lainnya iii) Other long-term benefits program
lain konsolidasian adalah sebagai berikut: and other comprehensive income are as
follow:

Biaya jasa kini 5.459.436.186 706.718.532 Current service cost

Beban bunga 3.084.560.029 637.829.156 Interest cost
Kurtailmen 29.561.142.967 - Curtailment
(Keuntungan) kerugian
Aktuaria 341.190.023 91.131.871 Actuarial (gain) loss
Beban yang diakui 38.446.329.205 1.435.679.559 Recognized expenses
berikut:
Nilai kini kewajiban imbalan pasti PV defined benefits obligations
+ 1,00% 163.638.960.255 + 1.00%
- 1,00% 179.635.752.935 - 1.00%
Analisis sensitivitas atas asumsi tingkat Sensitivity analysys for salary increment
kenaikan upah tidak disajikan karena assumptions are not diplayed, because the
tingkat kenaikan upah sudah ditetapkan salary increment rate has been set to 5%
Jatuh tempo imbalan jangka panjang The maturity of other long-term benefits as
lainnya pada tanggal 31 Desember 2020 of December 31, 2020 is as follows:
Nilai Kini Manfaat/
Manfaat/Benefit Present Value of Benefit
Kurang dari 1 tahun 3.920.879.311 3.694.684.699 Less than 1 year
Lebih dari 5 tahun 262.017.116.810 25.907.710.633 More than 5 years
Total 285.922.826.002 43.403.316.021 Total
130

29. MODAL SAHAM 29. CAPITAL STOCK
Susunan pemegang saham Perusahaan dan The details of the Company’s shareholder and its
kepemilikan saham pada tanggal share ownership as of December 31, 2020 and 2019
31 Desember 2020 dan 2019 adalah sebagai is as follows:
berikut:
Jumlah saham ditempatkan Persentase

dan disetor penuh/ kepemilikan/
Pemegang saham/ Number of shares Percentage Total/
Shareholder issued and fully paid of ownership Total
Pemerintah Indonesia/ 15.971.652 100% 15.971.652.000.000

Government of the Republic of Indonesia
Berdasarkan akta No. 40 tanggal 16 Agustus 2012 Based on deed No. 40 dated August 16, 2012 of
oleh Notaris Otty Hari Chandara Ubayani, S.H., Notary Otty Hari Chandara Ubayani, S.H, the
modal dasar Perusahaan adalah Company’s authorized capital is
Rp20.000.000.000.000 yang terbagi atas Rp20,000,000,000,000 which consisted of
20.000.000 saham masing-masing dengan nilai 20,000,000 shares, each with par value of
nominal Rp1.000.000 per saham. Rp1,000,000 per share.
Melalui Peraturan Pemerintah (“PP”) No. 130 Tahun Based on the Government Regulation (“PP”) No.
2015 tanggal 28 Desember 2015 dan Surat 130 Year 2015 dated December 28, 2015 and
Keputusan Menteri BUMN No. S-17/MBU/01/2016 Decree of the Minister of BUMN No.
tanggal 8 Januari 2016, Menteri BUMN menetapkan S-17/MBU/01/2016 dated January 8, 2016, the
penambahan penyertaan modal Negara Republik Minister of State-Owned Enterprise determined the
Indonesia sebesar Rp2.000.000.000.000 dalam increase in the capital investment amount of the
rangka pembebasan lahan untuk pembangunan Republic of Indonesia amounting to
landasan pacu (runway) 3 Bandar Udara Rp2,000,000,000,000 related to the land acquisition
Internasional Soekarno-Hatta. Kenaikan modal for the construction of runway 3 at Soekarno-Hatta
saham tersebut telah dicatat oleh Kementerian International Airport. The increase in the capital
Hukum dan Hak Asasi Manusia melalui Surat stock has been recognized by the Ministry of Law
No. AHU-AH.01.03-0027712 tanggal 1 Maret 2016 and Human Rights through Letter
(Catatan 30). No. AHU-AH.01.03-0027712 dated March 1, 2016
(Notes 30).
Berdasarkan Surat Menteri Badan Usaha Milik Based on Letter of State-Owned Enterprise Ministry
Negara selaku Rapat Umum Pemegang Saham as Shareholder’s General Meeting dated February
Perusahaan tanggal 28 Februari 2019 yang telah 28, 2019 which has been notarized by Maya
diaktakan dengan Akta Notaris Maya Veronica, SH, Veronica, SH, M.Kn. in the notarial deed No. 21
M.Kn No. 21 tanggal 26 Maret 2019, anggaran dasar dated March 26, 2019, the Articles of Association of
Perusahaan mengalami perubahan. Akta the Company has been amended. This amendment
perubahan anggaran dasar tersebut telah has been acknowledged by the Ministry of Law and
diberitahukan kepada Kementerian Hukum dan Hak Human Rights Republic of Indonesia through
Asasi Manusia Republik Indonesia melalui Surat Notification Receipt Letter No.AHU-AH.01.03-
Penerimaan Pemberitahuan No.AHU-AH.01.03- 0189035 on April 5, 2019. The Company’s shares
0189035 pada tanggal 5 April 2019. Saham are divided into Seri A Dwiwarna and Seri B. The
Perusahaan terbagi menjadi Saham Seri A Company’s authorized capital of
Dwiwarna dan Seri B. Modal Dasar Perusahaan Rp63,886,608,000,000 divided into:
sebesar Rp63.886.608.000.000 terbagi menjadi
sebagai berikut:
a. 1 saham Seri A Dwiwarna dengan nilai nominal a. 1 share Seri A Dwiwarna with par value of
per saham sebesar Rp1.000.000. Rp1,000,000 per share.
b. 63.886.607 saham Seri B masing-masing a. 63,886,607 shares Seri B with par value of
dengan nominal sebesar Rp1.000.000 atau Rp1,000,000 per share or total nominal value of
seluruhnya dengan nilai nominal shares amounting to Rp63,886,607,000,000.
Rp63.886.607.000.000.
131

29. MODAL SAHAM (lanjutan) 29. CAPITAL STOCK (continued)
Total modal ditempatkan dan disetor yang diambil Total issued and paid-up capital that is held by
penuh oleh Negara Republik Indonesia adalah Government of Republic of Indonesia amounting to
sebesar Rp15.971.652.000.000, dan terbagi atas: Rp15,971,652,000,000, are divided into:
a. 1 saham Seri A Dwiwarna dengan nilai nominal a. 1 share Seri A Dwiwarna with par value of
per saham sebesar Rp1.000.000. Rp1,000,000 per share.
b. 15.971.651 saham Seri B masing-masing b. 15,971,651 shares Seri B with par value of
dengan nilai nominal per saham sebesar Rp1,000,000 per share or total nominal value of
Rp1.000.000 atau seluruhnya dengan nilai shares amounting to Rp15,971,651,000,000.
nominal Rp15.971.651.000.000.
Peningkatan modal ditempatkan dan disetor penuh The increase of issued and paid-up capital of
sebesar Rp8.971.652.000.000 tersebut berasal dari: Rp8,971,652,000,000 is derived from:
1. Konversi cadangan sebesar 1. Conversion of appropriated retained earnings

Rp4.536.728.176.398. amounting to Rp4,536,728,176,398.
2. Konversi cadangan sebesar Rp81.099.573.644 2. Conversion of capital reserve amounting to
dan Penyertaan Modal Negara (PMN) sebesar Rp81,099,573,644 and capital investments
Rp4.353.824.249.958 yang seluruhnya dicatat (PMN) amounting to Rp4,353,824,249,958
pada akun Modal Disetor Lainnya (Catatan 30). which were recorded in Other Paid-in Capital
account (Note 30).
Manajemen Modal Capital Management
Ekuitas yang dapat diatribusikan kepada pemilik The equity attributable to the equity holder of the
entitas induk merupakan modal yang dikelola oleh parent company is the capital managed by the
Kelompok Usaha. Tujuan utama pengelolaan modal Group. The primary objective of the Group’s capital
Kelompok Usaha adalah untuk memastikan management is to ensure that it maintains healthy
pemeliharaan rasio modal yang sehat untuk capital ratios in order to support its business and
mendukung usaha dan memaksimalkan nilai maximize shareholder value.
pemegang saham.
Kelompok Usaha mengelola struktur permodalan The Group manages its capital structure and makes
dan melakukan penyesuaian berdasarkan adjustments based on changes in economic
perubahan kondisi ekonomi. conditions.
Selain itu, Undang-undang Perseroan Terbatas Additionally, Corporation Law No. 1/1995 on limited
Republik Indonesia No. 1/1995 yang diterbitkan liability companies of the Republic of Indonesia
pada Maret 1995 dan telah diubah dengan Undang- published in March 1995 and amended by Law No.
undang No. 40/2007 yang diterbitkan Agustus 2007, 40/2007 issued in August 2007 requires the
mensyaratkan pembentukan cadangan umum dari establishment of general reserve from net income
laba bersih sejumlah minimal 20% dari modal amounting to at least 20% of a company's issued
ditempatkan dan disetor perusahaan. Tidak ada and paid-up capital. There is no time limit on the
batasan waktu untuk membentuk cadangan establishment of the reserve.
tersebut.
132

30. MODAL DISETOR LAINNYA 30. OTHER PAID-IN CAPITAL
Akun ini terdiri dari: This account consists of:

Cadangan modal 177.103.463.570 177.103.463.570 Capital reserves

PP No. 26 Tahun 1994 83.308.265.552 83.308.265.552 PP No. 26 Year 1994
Digunakan sebagai setoran modal Used as initial capital
tahun 1998 (351.561.960.844) (351.561.960.844) stock year 1998
Cadangan modal tahun 1998 81.099.573.644 81.099.573.644 Capital reserve year 1998
PP No. 130 Tahun 2015 2.000.000.000.000 2.000.000.000.000 PP No. 130 Year 2015
tahun 2016 (2.000.000.000.000) (2.000.000.000.000) stock year 2016

tahun 2017 stock year 2017
Digunakan sebagai pengurangan Used as deduction in

Modal Negara yang Government’s investment
Dialihkan ke Perum LPPNPI transferred to LPPNPI
PP No. 46 Tahun 2018 (317.188.226.335) (317.188.226.335) PP No. 46 Year 2018
Konversi menjadi modal saham Conversion to capital stock

(Catatan 29) (4.434.923.823.602) (4.434.923.823.602) (Note 29)
Cadangan modal Capital reserves

PP No. 38 Tahun 2020 881.022.753.453 - PP No. 38 Year 2020
Total 881.022.753.453 - Total
Melalui Peraturan Pemerintah (“PP”) No. 130 Tahun Based on the Government Regulation (“PP”) No.
2015 tanggal 28 Desember 2015, Menteri BUMN 130 Year 2015 dated December 28, 2015, the
menetapkan penambahan penyertaan modal Minister of BUMN determined the increase in the
Negara Republik Indonesia sebesar capital investment amount of the Republic of
Rp2.000.000.000.000 dalam rangka pembebasan Indonesia amounting to Rp2,000,000,000,000
lahan untuk pembangunan landasan pacu (runway) related to the land acquisition for the construction of
3 Bandar Udara Internasional Soekarno-Hatta yang runway 3 at Soekarno-Hatta International Airport
per 31 Desember 2015 dicatat sebagai Modal which was recorded as part of Other Paid-In Capital
Disetor Lainnya dan direklasifikasi sebagai Modal as of December 31, 2015, and was reclassified to
Saham di 2016 setelah mendapatkan persetujuan Capital Stock in 2016 after receiving approval in
dalam Surat Keputusan Menteri BUMN No. Decree of the Minister of BUMN No.
S-17/MBU/01/2016 tanggal 8 Januari 2016. S-17/MBU/01/2016 dated January 8, 2016 .
Tahun 2016 tanggal 29 Desember 2016, Year 2016 dated December 29, 2016, the Company
Perusahaan menerima tambahan penyertaan modal received additional capital investment of the
negara Republik Indonesia sebesar Republic of Indonesia amounting to
Hatta.
133

30. MODAL DISETOR LAINNYA (lanjutan) 30. OTHER PAID-IN CAPITAL (continued)
Tahun 2016 tanggal 17 November 2016, Year 2016 dated November 17, 2016, the Company
Perusahaan menerima tambahan penyertaan modal received additional capital investment from the
Negara Republik Indonesia sebesar Republic of Indonesia amounting to
Rp121.989.066.868 yang berasal dari pengalihan Rp121,989,066,868 resulting from the transfer of
Barang Milik Negara pada Kementerian Government’s Assets under the Ministry of
Perhubungan yang pengadaannya berasal dari Transportation from the Indonesian State Budget
Anggaran Pendapatan dan Belanja Negara Tahun Year 2008, 2009, 2010, 2011 and 2012 which has
Anggaran 2008, 2009, 2010, 2011 dan 2012 yang been previously recognized as part of Government
sebelumnya telah dicatat sebagai bagian dari Contribution with Undetermined Status under Other
Bantuan Pemerintah yang Belum Ditentukan Components of Equity.
Statusnya dalam Komponen Ekuitas Lainnya.
Tahun 2017 tanggal 20 April 2017, Perusahaan Year 2017 dated April 20, 2017, the Company
menerima tambahan penyertaan modal Negara received additional capital investment from the
Republik Indonesia sebesar Rp2.245.622.588.577 Republic of Indonesia amounting to
yang berasal dari pengalihan Barang Milik Negara Rp2,245,622,588,577 resulting from the transfer of
pada Kementerian Perhubungan yang Government’s Assets under the Ministry of
pengadaannya berasal dari Anggaran Pendapatan Transportation from the Indonesian State Budget
dan Belanja Negara Tahun Anggaran 2007, 2008, Year 2007, 2008, 2009, 2010, 2011 and 2012 which
2009, 2010, 2011 dan 2012 yang sebelumnya telah has been previously recognized as part of
dicatat sebagai bagian dari Bantuan Pemerintah Government Contribution with Undetermined Status
yang Belum Ditentukan Statusnya dalam Komponen under Other Components of Equity.
Ekuitas Lainnya.
Tahun 2018 tanggal 27 September 2018, Year 2018 dated September 27, 2018, the Company
Perusahaan menerima pengurangan Penyertaan received deduction in capital investment from the
Modal Negara (PMN) Republik Indonesia dengan Republic of Indonesia amounting to
nilai buku sebesar Rp317.188.226.335 untuk Rp317,188,226,335 to be made into addition of
dijadikan penambahan Penyertaan Modal Negara capital investment to LPPNPI (Note 31).
(PMN) Republik Indonesia kedalam modal
Perusahaan Umum LPPNPI (Catatan 31).
Tahun 2020 tanggal 16 Juli 2020, Perusahaan Year 2020 dated July 16, 2020, the Company
menerima tambahan penyertaan modal Negara received additional capital investment from the
Republik Indonesia sebesar Rp881.022.753.453 Republic of Indonesia amounting to
yang berasal dari pengalihan Barang Milik Negara Rp881,022,753,453 resulting from the transfer of
pada Kementerian Perhubungan yang Government’s Assets under the Ministry of
pengadaanya berasal dari Anggaran Pendapatan Transportation from the Indonesian State Budget
dan Belanja Negara Tahun Anggaran 1998/1999, Year 1998/1999, 2001, 2003, 2004, 2005, 2006,
2001, 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2007, 2008, 2009, 2010, 2011, 2012, 2013 and 2017
2010, 2011, 2012, 2013 dan 2017 yang sebelumnya which previously recognized as part of Government
telah dicatat sebagai bagian dari Bantuan Contribution with Undetermined Status under Other
Pemerintah yang Belum Ditentukan Statusnya Components of Equity.
dalam Komponen Ekuitas Lainnya.
134

31. KOMPONEN EKUITAS LAINNYA 31. OTHER COMPONENTS OF EQUITY

Bantuan Pemerintah yang Belum Government Contribution with

Ditentukan Statusnya (“BPYBDS”) Undetermined Status (“BPYBDS”)
BA.122 Tahun 2016 - 49.207.567.000 BA.122 Year 2016
BA.123 Tahun 2016 - 62.315.000.000 BA.123 Year 2016
BA.131 Tahun 2016 - - BA.131 Year 2016
BA.098 Tahun 2017 - 5.148.886.570 BA.098 Year 2017
BA.099 Tahun 2017 - 45.489.907.000 BA.099 Year 2017
BA.100 Tahun 2017 - 19.247.011.458 BA.100 Year 2017
BA.101 Tahun 2017 - 171.547.866.694 BA.101 Year 2017
BA.1504 Tahun 2017 - 528.066.514.731 BA.1504 Year 2017
Modal Pemerintah yang dialihkan Government’s investment
ke Perum LPPNPI (328.748.958.920) (328.748.958.920) transferred to LPPNPI
Reklasifikasi sebagai pengurangan Reclassification of deduction
Penyertaan Modal Negara (PMN) in capital investment
PP No 46 Tahun 2018 317.188.226.335 317.188.226.335 PP No 46 Year 2018
Total (11.560.732.585) 869.462.020.868 Total
BPYBDS merupakan bekas proyek bantuan BPYBDS originated from the Government
Pemerintah yang telah diserah terimakan kepada assistance projects which were handed over to the
Perusahaan tetapi belum ditentukan statusnya oleh Company but the status of which were not yet
Pemerintah. Apabila bantuan tersebut telah defined by the Government. Once the status of the
ditetapkan serta ditentukan statusnya melalui PP projects are clarified through PP, it will be
maka bantuan tersebut dipindahkan reclassified accordingly.
pengelompokannya sesuai dengan keputusan
tersebut.
Perusahaan dan Direktorat Jenderal Perhubungan The Company and Directorate General of Civil
Udara (DJPU) menandatangani BA perbaikan No. Aviation (DJPU) signed revision BA No.BA.206 Year
BA.206 Tahun 2015 tentang penyerahan aset DJPU 2015 regarding transfer of DJPU’s assets to the
kepada Perusahaan di Bandar Udara Medan Baru Company in Medan Baru Airport (Kualanamu)
(Kualanamu) dengan nilai sebesar amounting to Rp2,162,380,896,926. The BA
Rp2.162.380.896.926. BA tersebut mengubah changed BA.56 Year 2013 amounting to
BA.56 Tahun 2013 sebesar Rp2.180.877.957.620. Rp2,180,877,957,620.
Pada tahun 2016, Perusahaan menerima berita In 2016, the Company received memorandum of
acara serah terima (“BA”) dari Pemerintah untuk asset transfer (“BA”) from the Government for
aset di Jambi, Kualanamu dan Pontianak masing- assets in Jambi, Kualanamu and Pontianak
masing sebesar Rp49.207.567.000, amounting to Rp49,207,567,000,
Rp62.315.000.000 dan Rp19.249.840.239. Rp62,315,000,000 and Rp19,249,840,239,
respectively.
Pada tanggal 17 November 2016, Peraturan On November 17, 2016, Government Regulation
Pemerintah (“PP”) No. 53 Tahun 2016 diterbitkan (“PP”) No. 53 Year 2016 was issued regarding the
mengenai penyertaan modal Negara Republik additional capital investment of the Republic of
Indonesia sebesar Rp121.989.066.868 yang Indonesia amounting to Rp121,989,066,868
berasal dari pengalihan Barang Milik Negara pada resulting from the transfer of Government’s Assets
Kementerian Perhubungan yang pengadaannya under the Ministry of Transportation from the
berasal dari Anggaran Pendapatan dan Belanja Indonesian State Budget Year 2007, 2008, 2009,
Negara Tahun Anggaran 2007, 2008, 2009, 2010, 2010, 2011 and 2012 which has been previously
2011 dan 2012 yang sebelumnya telah dicatat recognized as part of BPYBDS. The Company
sebagai bagian dari BPYBDS. Perusahaan accordingly reclassified the BPYBDS as Other Paid-
kemudian mereklasifikasikan BPYBDS tersebut in Capital.
sebagai Modal Disetor Lainnya.
135

31. KOMPONEN EKUITAS LAINNYA (lanjutan) 31. OTHER COMPONENTS OF EQUITY (continued)
Pada tanggal 20 Februari 2017, Perusahaan dan On February 20, 2017, the Company and DJPU
DJPU menandatangani BA perbaikan No. BA.098 signed revision BA No. BA.098 Year 2017 regarding
Tahun 2017 tentang penyerahan aset DJPU kepada transfer of DJPU’s assets to the Company in Medan
Perusahaan di Bandar Udara Medan Baru Baru Airport (Kualanamu) amounting to
(Kualanamu) dengan nilai sebesar Rp5,148,886,570. The BA changed BA.98 Year
Rp5.148.886.570. BA tersebut mengubah BA.98 2013 amounting to Rp22,899,148,341.
Tahun 2013 sebesar Rp22.899.148.341.
DJPU menandatangani BA dengan No. BA.099 signed BA No. BA.099 Year 2017. The Company
Tahun 2017. Perusahaan menerima aset dari DJPU received assets from DJPU in Minangkabau
di Bandar Udara Internasional Minangkabau International Airport (Padang) amounting to
(Padang) dengan nilai sebesar Rp45.489.907.000. Rp45,489,907,000.
Tahun 2017 tentang penyerahan aset DJPU kepada transfer of DJPU’s assets to the Company in
Perusahaan di Bandar Udara Supadio (Pontianak) Supadio Airport (Pontianak) amounting to
dengan nilai sebesar Rp19.247.011.458. BA Rp19,247,011,458. The BA changed BA.131 Year
tersebut mencabut BA.131 Tahun 2016 sebesar 2016 amounting to Rp19,249,840,239.
Rp19.249.840.239.
Tahun 2017 atas penyerahan aset oleh DJPU transfer of DJPU’s assets to the Company in Silangit
kepada Perusahaan di Bandar Udara Silangit Siborong-borong Airport (Silangit) amounting to
Siborong-borong (Silangit) sebesar Rp171,547,866,694. The BA changed BA.121 Year
Rp171.547.866.694. BA tersebut mencabut BA.121 2016 amounting to Rp102,718,797,700.
Tahun 2012 sebesar Rp102.718.797.700.
Pada tanggal 20 April 2017, Peraturan Pemerintah On April 20, 2017, Government Regulation (“PP”)
(“PP”) No. 16 Tahun 2017 diterbitkan mengenai No. 16 Year 2017 was issued regarding the
penyertaan modal Negara Republik Indonesia additional capital investment of the Republic of
sebesar Rp2.245.622.588.577 yang berasal dari Indonesia amounting to Rp2,245,622,588,577
pengalihan Barang Milik Negara pada Kementerian resulting from the transfer of Government’s Assets
Perhubungan yang pengadaannya berasal dari under the Ministry of Transportation from the
Anggaran Pendapatan dan Belanja Negara Tahun Indonesian State Budget Year 2007, 2008, 2009,
Anggaran 2007, 2008, 2009, 2010, 2011 dan 2012 2010, 2011 and 2012 which has been previously
yang sebelumnya telah dicatat sebagai bagian dari recognized as part of BPYBDS. The Company
BPYBDS. Perusahaan kemudian mereklasifikan accordingly reclassified the BPYBDS as Other Paid-
BPYBDS tersebut sebagai Modal Disetor Lainnya. in Capital.
Pada tanggal 28 Desember 2017, Perusahaan dan On December 28, 2017, the Company and DJPU
DJPU menandatangani BA dengan No. BA.1504 signed BA No. BA.1504 Year 2017. The Company
Tahun 2017. Perusahaan menerima aset dari DJPU received assets in Kualanamu Airport (Medan)
di Bandar Udara Kualanamu (Medan) dengan nilai amounting to Rp528,066,514,731 (Note 48g).
sebesar Rp528.066.514.731 (Catatan 48g).
Modal Pemerintah yang dialihkan ke LPPNPI Government equity transferred to LPPNPI

merupakan pengurangan penyertaan modal represents deduction of investment amount of the
Negara Republik Indonesia pada Perusahaan Republic of Indonesia in the Company in relation to
sehubungan dengan surat dari Menteri BUMN No. the letter from the Ministry of BUMN No. S-
S-48/MBU/2014 tanggal 3 Februari 2014 tentang 48/MBU/2014 dated February 3, 2014 regarding the
persetujuan pengalihan aset tetap kenavigasian approval of fixed assets transfer to LPPNPI with the
Perusahaan kepada LPPNPI dengan nilai buku book value of Rp337,629,801,103.
sebesar Rp337.629.801.103.
136

31. KOMPONEN EKUITAS LAINNYA (lanjutan) 31. OTHER COMPONENTS OF EQUITY (continued)
Dari nilai buku sebesar Rp337.629.801.103 terdapat From the book value of Rp337,629,801,103, the
nilai buku sebesar Rp8.880.842.183 yang diambil book value amounting to Rp8,880,842,183 was
kembali oleh Direktorat Jenderal Perhubungan taken back by Directorate General of Civil Aviation.
Udara.
Tahun 2018 tanggal 27 September 2018, Modal Year 2018 dated September 27, 2018, Government
Pemerintah yang dialihkan ke LPPNPI dijadikan equity transferred to LPPNPI was made into
pengurangan PMN Republik Indonesia untuk deduction in capital investment from the Republic of
dijadikan penambahan PMN Republik Indonesia Indonesia to be made into addition of capital
kedalam modal Perum LPPNPI dengan nilai buku investment to LPPNPI with book value amounting
sebesar Rp317.188.226.335 (Catatan 30). Rp317,188,226,335 (Note 30).
Pada tanggal 16 Juli 2020, Peraturan Pemerintah On July 16, 2020, Government Regulation (“PP”)
(“PP”) No. 38 Tahun 2020 diterbitkan mengenai No. 38 Year 2020 was issued regarding the
penyertaan modal Negara Republik Indonesia additional capital investment of the Republic of
sebesar Rp881.022.753.453 yang berasal dari Indonesia amounting to Rp881,022,753,453
pengalihan Barang Milik Negara pada Kementerian resulting from the transfer of Government’s Assets
Perhubungan yang pengadaanya berasal dari under the Ministry of Transportation from the
Anggaran Pendapatan dan Belanja Negara Tahun Indonesian State Budget Year 1998/1999, 2001,
Anggaran 1998/1999, 2001, 2003, 2004, 2005, 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010,
2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013 2011, 2012, 2013 and 2017 which previously
dan 2017 yang sebelumnya telah dicatat sebagai recognized as part of BPYBDS. The Company
bagian dari BPYBDS. Perusahaan kemudian accordingly reclassified the BPYBDS as Other Paid-
mereklasifikasikan BPYBDS tersebut sebagai Modal in Capital.
Disetor Lainnya.
32. DIVIDEN DAN SALDO LABA DICADANGKAN 32. DIVIDENDS AND APPROPRIATED RETAINED
EARNINGS
Berdasarkan Risalah Rapat Umum Pegang Saham Based on Minutes of General Meeting of
nomor KEP.08.03.01/00/05/2019/0210 tanggal Shareholders No. KEP.08.03.01/00/05/2019/0210
20 Mei 2019, pemegang saham Perusahaan setuju dated May 20, 2019, the Company's shareholders
untuk membagikan dividen kas sebesar agreed to declare a cash dividend amounting
Rp439.670.327.000 dan menaikkan cadangan Rp439,670,327,000 and increased general reserve
umum atas saldo laba tahun buku 2018 sebesar for retained earning for the year ended 2018
Rp1.471.939.790.788. Perusahaan telah amounting Rp1,471,939,790,788. The Company
melakukan pembayaran dividen pada tanggal has paid the dividend on June 20, 2019.
20 Juni 2019.
Berdasarkan Risalah Rapat Umum Pegang Saham Based on Minutes of General Meeting of
nomor KEP.08.03.01/00/07/2020/0273 tanggal Shareholders No. KEP.08.03.01/00/07/2020/0273
2 Juli 2020, pemegang saham Perusahaan setuju dated July 2, 2020, the Company's shareholders
untuk tidak membagikan dividen kas dan menaikkan agreed to not declare a cash dividend and increased
cadangan umum atas saldo laba tahun buku 2019 general reserve for retained earning for the year
sebesar Rp1.015.672.090.991. ended 2019 amounting Rp1,015,672,090,991.
33. SELISIH EKUITAS ENTITAS ANAK 33. EQUITY DIFFERENCE OF SUBSIDIARY
Selisih ekuitas entitas anak merupakan akumulasi Equity difference of subsidiary represents
kerugian pada saat pengambilalihan accumulated losses on the takeover of PT Angkasa
PT Angkasa Pura Solusi sesuai dengan surat DK Pura Solusi based on DK letter No. 06.04/00/11/101
No. 06.04/00/11/101 tanggal 23 November 2011. dated November 23, 2011.
137

34. PENDAPATAN USAHA 34. OPERATING REVENUES
Rincian pendapatan usaha adalah sebagai berikut: The details of operating revenues are as follows:

31 Desember/
2020 2019
Aeronautika Aeronautical
Jasa pelayanan penumpang 1.380.340.684.478 4.110.406.107.061 Passenger service charges
Jasa pendaratan 419.512.538.855 897.074.746.103 Landing services
Pemakaian aviobridge 131.971.000.275 275.361.990.587 Aviobridge usage
Jasa parking surcharge 89.745.857.200 103.759.228.559 Parking surcharge services
Pemakaian counter 89.309.739.512 287.561.037.584 Counters usage
Jasa penempatan 60.318.761.100 85.411.499.675 Placement services
Non-aeronautika Non-aeronautical
Konsesi 1.017.724.150.789 1.520.076.706.914 Concession
Groundhandling dan AHAN 686.911.142.168 1.329.613.267.805 Groundhandling and AHAN
Pelayanan kargo 577.276.786.193 704.441.620.132 Cargo services
Sewa ruangan 385.546.314.362 533.350.322.857 Room rental
Pemasangan reklame 278.446.084.602 295.275.035.821 Advertising installation
Utilitas 235.656.331.859 237.488.167.429 Utilities
Sewa tanah 129.465.453.586 135.536.752.190 Land rental
Parkir kendaraan 96.464.527.455 183.211.546.421 Parking
Lounge 84.238.633.782 171.343.277.429 Lounge
Jasa logistik 40.061.185.303 29.444.952.685 Logisitic services
Jasa konstruksi 25.500.927.568 15.673.067.008 Construction services
Jasa wrapping 25.354.593.666 17.784.185.970 Wrapping services
Pendapatan jasa keamanan 17.135.952.439 10.130.262.009 Security services revenue
Pendapatan ICT 14.942.763.955 35.779.923.255 ICT revenue
Pas pelabuhan 5.622.529.841 8.253.565.438 Port entrance
Pendapatan jasa Gapura Leis 4.577.575.230 15.901.785.540 Gapura Leis service revenue
Hotel 4.254.927.138 10.254.965.970 Hotel
Pendapatan jasa - GLC 4.055.359.918 14.411.838.215 Service revenue - GLC
Langganan transportasi 2.979.285.000 7.849.170.000 Transportation subscription
E-commerce 1.823.201.919 4.583.591.429 E-commerce
Jasa kelebihan bagasi 1.659.045.473 7.322.761.579 Over baggage service
Pemasangan iklan digital 336.333.138 2.313.469.215 Digital advertising placement
Lainnya 32.494.030.455 34.619.270.784 Others
Total 5.843.725.717.259 11.084.234.115.664 Total
138

34. PENDAPATAN USAHA (lanjutan) 34. OPERATING REVENUES (continued)
Jumlah pendapatan Kelompok Usaha yang The Group’s total revenue rendered to third parties
didapatkan dari pihak ketiga dan pihak berelasi and related parties are as follows:
adalah:

31 Desember/
2020 2019
Pihak ketiga 4.030.238.802.685 7.206.200.931.335 Third parties

Pihak berelasi 1.813.486.914.574 3.878.033.184.329 Related parties
Total 5.843.725.717.259 11.084.234.115.664 Total
Kelompok Usaha memiliki pendapatan dari suatu The Group has revenues from certain party with total
pihak tertentu yang nilainya lebih besar dari 10% amount exceeding 10% of its consolidated operating
dari total pendapatan usaha konsolidasiannya yaitu revenues which is from PT Garuda Indonesia
dari PT Garuda Indonesia (Persero) Tbk. (Persero) Tbk.
35. BEBAN PEGAWAI 35. EMPLOYEE EXPENSES

31 Desember/
2020 2019
Tunjangan 1.212.613.732.496 1.157.233.417.161 Allowance

Gaji dan upah 203.004.081.897 560.011.728.838 Salaries and wages
Bonus 104.475.891.859 368.606.435.350 Bonus
Pengobatan 137.064.884.654 109.758.715.276 Medical
Seragam karyawan 14.096.189.087 21.266.700.864 Employee uniforms
Lembur 12.308.929.523 14.857.952.390 Overtime
Total 1.683.563.709.516 2.231.734.949.879 Total
36. BEBAN OPERASIONAL BANDARA 36. AIRPORT OPERATION EXPENSES

31 Desember/
2020 2019
Penyusutan dan amortisasi 1.876.225.766.346 1.557.531.555.732 Depreciation and amortization

Groundhandling dan AHAN 679.851.377.903 853.511.765.849 Groundhandling and AHAN
Pemeliharaan bangunan
dan lapangan 637.564.307.166 920.649.166.979 Building and field maintenance
Komunikasi dan utilitas 443.879.776.126 662.380.253.246 Communication and utilities
Petugas keamanan bandara 188.350.395.573 275.857.291.653 Aviation security personnel
Jasa alih daya 182.709.682.000 314.973.299.939 Outsourcing
Jasa pemeriksaan kargo 150.567.073.427 256.085.057.525 Cargo inspection service
Sewa kendaraan 89.528.837.145 65.393.619.230 Vehicle Rent
Penyusutan dan amortisasi aset hak guna Depreciation and amortization
aset hak guna 71.582.401.021 - right of use asset
Jasa logistik 30.429.701.671 4.216.737.482 Logistic services
139

36. BEBAN OPERASIONAL BANDARA (lanjutan) 36. AIRPORT OPERATION EXPENSES (continued)
Akun ini terdiri dari (lanjutan): This account consists of the following (continued):

31 Desember/
2020 2019
Perlengkapan dan bahan bakar 25.672.630.630 92.142.448.879 Supplies and fuel
Penerimaan Negara Bukan Pajak 24.510.605.718 82.993.989.843 Non-Tax State Revenue
Konstruksi 7.324.767.546 7.013.270.651 Construction
Garbarata 3.763.399.759 19.103.470.644 Aviobridge
Hotel 3.669.206.588 8.654.344.646 Hotel
Kontribusi tetap - 10.101.438.883 Fixed contribution
Penanggulangan gawat darurat 421.267.420 2.205.703.865 Emergency prevention
Lainnya 21.883.114.996 48.127.801.962 Others
Total 4.437.934.311.035 5.180.941.217.008 Total
37. BEBAN UMUM DAN ADMINISTRASI 37. GENERAL AND ADMINISTRATIVE EXPENSES

31 Desember/
2020 2019
Beban pajak 302.255.330.476 179.593.300.069 Tax expenses
Penurunan nilai piutang 210.942.324.454 77.574.522.000 Impairment of receivable
Imbalan pasca kerja, iuran Employee benefits expense,
dana pensiun dan iuran THT 151.620.089.613 220.604.857.772 pension contributions and THT
Gaji komisaris dan direksi 92.176.808.097 131.921.021.298 Commissioners and directors salary
Asuransi 86.222.847.237 71.888.226.696 Insurance
Collection fee 45.672.908.256 68.389.175.432 Collection fee
Beban keamanan 35.154.560.680 112.810.398.616 Security expense
Perjalanan dinas 18.358.833.715 42.443.998.564 Business travel
Persediaan dan utilitas kantor 18.119.261.890 29.461.864.160 Office supplies and utilities
Pengembangan sumber daya
manusia 15.396.523.059 68.040.358.481 Human resources development
Beban konsultan 12.949.905.716 111.242.666.219 Consultant fee
Reparasi dan pemeliharaan kantor 8.734.874.780 88.278.584.540 Office repair and maintenance
Beban promosi 6.935.612.285 11.071.924.243 Promotion expense
Kendali mutu 6.599.908.186 13.075.213.989 Quality control
Beban rapat dinas 5.041.443.883 22.560.501.897 Meeting expense
Aset dibiayakan 4.135.971.914 11.980.730.490 Financed assets
Beban olahraga 1.379.253.612 4.044.809.961 Sport expense
Beban umum lainnya 52.411.423.194 47.460.726.452 Others
Total 1.074.107.881.048 1.312.442.880.879 Total
38. BEBAN PEMASARAN 38. MARKETING EXPENSES
Beban pemasaran merupakan pengeluaran iklan di Marketing expenses represent advertising

media elektronik dan cetak serta kegiatan promosi expenditure in electronic and print media as well as
dalam rangka meningkatkan citra Kelompok Usaha. promotion activities in order to enhance The Group’s
image.
140

39. PENDAPATAN LAIN-LAIN 39. OTHER INCOME
Rincian pendapatan lain-lain adalah sebagai berikut: The details of others income are as follows:

31 Desember/
2020 2019
Pendapatan denda 28.431.079.267 34.138.416.327 Penalty income

Laba penjualan aset tetap 1.466.441.770 175.655.887.455 Gain on sale of fixed assets
Laba selisih kurs 330.980.313 - Gain on foreign exchange
Lain-lain 13.589.407.217 15.561.687.710 Others
Total 43.817.908.567 225.355.991.492 Total
40. BEBAN LAIN-LAIN 40. OTHER EXPENSES
Rincian beban lain-lain adalah sebagai berikut: The details of other expenses are as follows:

31 Desember/
2020 2019
Beban PKBL 38.540.463.970 40.248.726.123 PKBL expenses

Beban dokter jaga 5.570.360.581 7.120.358.907 Doctor expense
Sumbangan 3.335.538.344 3.477.243.145 Donation
Penghargaan purnabaktiawan 2.698.561.878 3.235.054.782 Pensioners award
Employees gathering 2.057.835.476 9.582.905.006 Employees gathering
Hari raya 513.075.545 3.053.706.665 Holiday
Rapat 350.902.059 2.695.081.862 Meeting
Peresmian 246.675.000 907.862.111 Inauguration
Perayaan 47.461.700 3.297.873.393 Celebration
Majalah dan koran 678.000 771.056.977 Newspaper and magazines
Beban asuransi pensiunan - 4.451.201.000 Retired employees insurance expense
Rugi selisih kurs - 2.478.403.597 Loss on foreign exchange
Lainnya 25.413.820.523 38.292.039.719 Others
Total 78.775.373.076 119.611.513.287 Total
141

41. PENGHASILAN KEUANGAN 41. FINANCE INCOME
Rincian penghasilan keuangan adalah sebagai The details of finance income are as follows:
berikut:
31 Desember/
2020 2019
Penghasilan bunga deposito 62.710.585.728 76.810.642.691 Interest income from time deposits
Penghasilan bunga jasa giro 57.336.026.698 68.406.496.883 Interest income from current account
Penghasilan bunga obligasi Interest income from bonds
dan reksadana 6.349.201.618 7.585.954.542 and mutual funds
Total 126.395.814.044 152.803.094.116 Total
42. BEBAN KEUANGAN 42. FINANCE COST

Rincian beban keuangan adalah sebagai berikut: The details of finance cost are as follows:

31 Desember/
2020 2019
Bunga pinjaman bank dan obligasi 1.099.603.593.479 794.294.377.283 Bank loans and bonds interest
Beban bunga atas liabilitas sewa 34.812.310.018 - Interest on liase liabilities
Beban administrasi bank 2.495.721.075 1.559.831.701 Bank administration charges
Total 1.136.911.624.572 795.854.208.984 Total
43. LABA PER SAHAM 43. EARNINGS PER SHARE
Laba per saham dihitung dengan membagi laba Earnings per share is computed by dividing profit for
tahun berjalan dengan rata-rata tertimbang jumlah the year by the weighted average number of shares
saham yang beredar pada tahun yang outstanding during the year.
bersangkutan.

31 Desember/
2020 2019
Laba (rugi) tahun berjalan yang Profit (loss) for the year
Dapat diatribusikan kepada attributable to owner
pemilik entitas induk (2.433.507.256.198) 1.018.280.043.377 of the parent entity
Rata-rata tertimbang jumlah saham Weighted average number of
biasa yang beredar 15.971.652 13.728.739 common shares outstanding
Laba (rugi) per saham (152.364) 74.171 Earnings (loss) per share
142

43. LABA PER SAHAM (lanjutan) 43. EARNINGS PER SHARE (continued)
Laba per saham dilusian dihitung dengan membagi Diluted earning per share is calculated by dividing
total laba tahun berjalan yang dapat diatribusikan profit for the year attributable to owners of the parent
kepada pemilik entitas induk dengan jumlah rata- entity by the weighted average number of ordinary
rata tertimbang saham biasa yang beredar pada shares outstanding during the reporting period,
periode pelaporan, yang disesuaikan untuk adjusted to assume conversion of all potential
mengasumsikan konversi efek berpotensi saham dilutive ordinary shares.
biasa yang sifatnya dilutif.

31 Desember/
2020 2019
Laba tahun berjalan yang Profit for the year

dapat diatribusikan kepada attributable to owner
pemilik entitas induk (2.433.507.256.198) 1.018.280.043.377 of the parent entity
Weighted average number of
Rata-rata tertimbang jumlah saham common shares outstanding
biasa yang beredar efek dilusian 16.852.675 14.899.066 diluted effect
Laba (rugi) per saham dilusian (144.399) 68.345 Diluted earnings (loss) per share
44. TRANSAKSI DENGAN PIHAK BERELASI 44. TRANSACTIONS WITH RELATED PARTIES
Dalam kegiatan usaha normal, Kelompok Usaha In the normal course of business, the Group entered
melakukan transaksi dengan pihak-pihak berelasi, into transactions with related parties, which are
yang terafiliasi dengan Kelompok Usaha melalui affiliated with the Group through equity ownership,
kepemilikan langsung dan tidak langsung dan/atau either direct or indirect and/or under common
di bawah kendali pihak yang sama. control.
Rincian sifat hubungan dan jenis transaksi yang The details of nature of relationship and types of
signifikan dengan pihak berelasi adalah sebagai significant transactions with related parties are as
berikut: follows:
Pihak berelasi/Related parties Sifat hubungan/Nature of relationship Transaksi/Transactions
PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Penempatan kas dan setara kas dan
PT Bank Negara Indonesia Republik Indonesia/Controlled by Fasilitas pinjaman berjangka/
(Persero) Tbk the Government of Republic Indonesia Placement of cash and cash equivalents
PT Bank Rakyat and Term loan facility
Indonesia (Persero) Tbk
PT Bank Tabungan Negara
(Persero) Tbk
Lembaga Pembiayaan Ekspor
Impor Indonesia (EXIM)
PT Bank Rakyat Indonesia Dikendalikan oleh PT Bank Rakyat Penempatan kas dan setara kas/
Agroniaga Tbk Indonesia (Persero) Tbk/Controlled Placement of cash and cash equivalents
by PT Bank Rakyat Indonesia
(Persero) Tbk
PT Bank BNI Syariah Dikendalikan oleh PT Bank Negara Penempatan kas dan setara kas/
Indonesia (Persero) Tbk/Controlled Placement of cash and cash equivalents
by PT Bank Negara Indonesia
(Persero) Tbk
143

44. TRANSAKSI DENGAN PIHAK BERELASI (lanjutan) 44. TRANSACTIONS WITH RELATED PARTIES
(continued)
berikut (lanjutan): follows (continued):
PT Bank Syariah Mandiri Dikendalikan oleh PT Bank Mandiri Penempatan kas dan setara kas/
(Persero) Tbk/Controlled by Placement of cash and cash equivalents
PT Bank Mandiri (Persero) Tbk
PT Garuda Indonesia Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi/Trade receivables
(Persero) Tbk Republik Indonesia/Controlled by related party
the Government of Republic Indonesia
PT Garuda Maintenance Facility Dikendalikan oleh PT Garuda Piutang usaha pihak berelasi/Trade receivables
AeroAsia Tbk Indonesia (Persero) Tbk /Controlled by related party
PT Garuda Indonesia (Persero) Tbk
PT Citilink Indonesia Dikendalikan oleh PT Garuda Piutang usaha pihak berelasi/Trade receivables
Indonesia (Persero) Tbk /Controlled by related party
PT Aerofood Indonesia Dikendalikan oleh PT Garuda Piutang usaha pihak berelasi/Trade receivables
Indonesia (Persero) Tbk /Controlled by related party
PT Merpati Nusantara Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi/Trade receivables
Airlines Republik Indonesia/Controlled by related party
PT Telekomunikasi Indonesia Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi/Trade receivables
(Persero) Tbk Republik Indonesia/Controlled by related party
PT Telekomunikasi Selular Dikendalikan oleh PT Telekomunikasi Piutang usaha pihak berelasi/Trade receivables
Indonesia (Persero) Tbk/Controlled by related party
PT Telekomunikasi Indonesia (Persero)
Perum Lembaga Penyelenggara Dikendalikan oleh Pemerintah Piutang lain-lain pihak berelasi/Other receivables
Pelayanan Navigasi Republik Indonesia/Controlled by related party
Penerbangan Indonesia the Government of Republic Indonesia
PT Angkasa Pura I (Persero) Dikendalikan oleh Pemerintah Utang usaha pihak berelasi/Trade payables
Republik Indonesia/Controlled by related party
PT Aero Systems Indonesia Dikendalikan oleh PT Garuda Utang usaha pihak berelasi/Trade payables
Indonesia (Persero) Tbk/Controlled by related party
Garuda Indonesia (Persero) Tbk
PT Pertamina (Persero) Dikendalikan oleh Pemerintah Jasa pengisian bahan bakar pesawat udara/
Republik Indonesia/Controlled by Airline refueling services
PT Hutama Karya (Persero) Dikendalikan oleh Pemerintah Jasa kontraktor/Contractor services

PT PP (Persero) Tbk Republik Indonesia/Controlled by
PT Adhi Karya (Persero) Tbk the Government of Republic Indonesia
PT Wijaya Karya (Persero) Tbk
PT Waskita Karya (Persero) Tbk
144

44. TRANSAKSI DENGAN PIHAK BERELASI (lanjutan) 44. TRANSACTIONS WITH RELATED PARTIES
(continued)
berikut (lanjutan): follows (continued):
PT Sarana Multi Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/

Infrastruktur (Persero) Republik Indonesia/Controlled by Term loan facility
PT Indonesia Infrastructure the Government of Republic Indonesia
Finance
PT Railink Entitas asosiasi/Associate companies Penyertaan saham/

PT Bandar Udara Internasional Investment in shares of stock
Jawa Barat
Jumlah saldo dan transaksi dengan pihak berelasi The balances and transactions with related parties
dijabarkan dalam catatan masing-masing akun. are disclosed in each respective notes of the
accounts.
45. INFORMASI SEGMEN 45. SEGMENT INFORMATION
Untuk tujuan manajemen, Kelompok Usaha For management purposes, the Group’s businesses
dikelompokkan berdasarkan divisi-divisi operasi are grouped into operational divisions, namely
yaitu aeronautika, non-aeronautika, aeronautical, non-aeronautical, groundhandling,
groundhandling, kargo dan lainnya dan kantor cargo and others and branch offices.
cabang.
Segmen aeronautika menyediakan pelayanan jasa Aeronautical segment provides airport passenger
penumpang pesawat udara (“PJP2U”), pendaratan, service (“PJP2U”), landing services, placement and
penempatan dan jasa aeronautika lainnya. Segmen other aeronautics services. Non-aeronautical
non-aeronautika menyediakan jasa sewa, konsesi, segment provides rent, concession, billboards,
reklame, parkir dan jasa non-aeronautika lainnya. parking and other non-aeronautical service.
Segmen groundhandling menyediakan jasa Groundhandling segment provides groundhandling
groundhandling dan Aircraft Handling Additional and Aircraft Handling Additional Note ("AHAN").
Note ("AHAN"). Segmen kargo menyediakan jasa Cargo segment provides cargo services. Individual
pelayanan kargo. Segmen usaha yang secara business segments that do not exceed 10% of the
individu tidak melebihi 10% dari pendapatan usaha Group's operating revenues are presented as
Kelompok Usaha disajikan sebagai lain-lain. others.
31 Desember/December 31, 2020
Aeronautika/ Non-aeronautika/ Kargo/ Groundhandling/ Lainnya/ Total/ Eliminasi/ Total/

Aeronautical Non-aeronautical Cargo Groundhandling Others Total Elimination Total
PENDAPATAN REVENUES
Soekarno-Hatta 1.516.723.541.152 2.626.296.548.540 421.704.739.072 260.187.763.332 - 4.824.912.592.096 (659.224.866.995) 4.165.687.725.101 Soekarno-Hatta

Kualanamu 243.613.196.254 160.388.298.189 84.470.060.548 25.749.580.566 - 514.221.135.557 (41.484.650.368) 472.736.485.189 Kualanamu
Halim Perdanakusuma 75.208.158.668 70.200.668.114 1.678.534.210 33.501.406.109 - 180.588.767.101 (16.051.315.734) 164.537.451.367 Halim Perdanakusuma
Kantor pusat - 9.755.978.299 - - - 9.755.978.299 (2.671.464.856) 7.084.513.442 Head office
Sultan Mahmud Sultan Mahmud
Badaruddin II 53.232.904.080 42.158.139.805 6.939.904.623 11.385.628.502 - 113.716.577.010 (8.467.881.139) 105.248.695.872 Badaruddin II
Sultan Syarif Kasim II 61.784.144.028 44.287.072.767 20.198.127.428 - - 126.269.344.223 (14.711.916.701) 111.557.427.522 Sultan Syarif Kasim II
Minangkabau 43.995.120.381 26.045.439.499 11.343.671.453 6.378.689.658 - 87.762.920.991 (5.789.901.623) 81.973.019.368 Minangkabau
Husein Sastranegara 19.883.366.716 20.011.808.672 838.780.575 5.479.641.501 - 46.213.597.464 (7.062.088.312) 39.151.509.151 Husein Sastranegara
Supadio 50.276.663.080 35.044.389.976 20.274.050.257 10.624.803.354 - 116.219.906.666 (9.355.503.216) 106.864.403.450 Supadio
Depati Amir 16.118.167.790 12.171.853.248 7.860.552.450 2.376.325.547 - 38.526.899.035 (2.909.695.001) 35.617.204.034 Depati Amir
Sultan Thaha 22.468.427.425 13.354.608.870 6.336.900.673 4.131.099.647 - 46.291.036.615 (2.339.526.990) 43.951.509.625 Sultan Thaha
Sultan Iskandar Muda 13.493.971.043 14.178.402.926 4.032.043.905 4.631.011.090 - 36.335.428.964 (2.530.248.163) 33.805.180.801 Sultan Iskandar Muda
Raja Haji Fisabilillah 4.122.742.971 4.280.844.786 3.513.336.735 1.523.434.629 - 13.440.359.121 (1.289.200.755) 12.151.158.366 Raja Haji Fisabilillah
Silangit 5.653.126.075 5.031.143.236 899.378.800 - - 11.583.648.111 (1.882.809.904) 9.700.838.207 Silangit
Banyuwangi 3.093.014.106 10.102.716.526 271.914.500 1.614.699.575 - 15.082.344.707 (5.433.891.150) 9.648.453.556 Banyuwangi
Tjilik Riwut 7.748.246.113 22.639.291.564 6.801.630.598 - - 37.189.168.275 (10.925.044.604) 26.264.123.671 Tjilik Riwut
HAS Hanandjoeddin 6.932.100.672 4.845.049.142 2.794.098.907 2.569.755.853 - 17.141.004.574 (2.217.985.107) 14.923.019.467 HAS Hanandjoeddin
Fatmawati Soekarno 9.393.477.295 6.170.676.201 1.809.940.525 2.120.771.917 - 19.494.865.938 (1.805.795.108) 17.689.070.830 Fatmawati Soekarno
Radin Inten II 17.458.213.571 8.042.135.978 1.561.450.620 4.212.940.185 - 31.274.740.354 (2.044.048.170) 29.230.692.184 Radin Inten II
Ngurah Rai - 757.300.314 1.788.468.026 71.814.665.308 - 74.360.433.648 (2.677.353.421) 71.683.080.227 Ngurah Rai
Juanda - - 832.280.734 45.320.300.611 - 46.152.581.345 (1.675.754.693) 44.476.826.652 Juanda
Sultan Hasanuddin - - 1.057.129.154 53.577.378.346 - 54.634.507.500 (1.941.469.538) 52.693.037.962 Sultan Hasanuddin
Lain-lain - 47.903.811.220 3.149.520.079 141.431.464.599 - 192.484.795.898 (5.434.504.685) 187.050.291.214 Others
TOTAL 2.171.198.581.420 3.183.666.177.872 610.156.513.872 688.631.360.329 - 6.653.652.633.492 (809.926.916.233) 5.843.725.717.259 TOTAL
145

45. INFORMASI SEGMEN (lanjutan) 45. SEGMENT INFORMATION (continued)

31 Desember/December 31, 2020 (lanjutan/continued)

Beban operasional bandara Airport operation expenses

Soekarno-Hatta 1.425.708.519.846 1.181.887.106.799 182.592.427.686 279.046.734.289 - 3.069.234.788.620 (338.677.668.219) 2.730.557.120.400 Soekarno-Hatta
Kualanamu 342.213.115.705 76.184.000.174 19.030.888.277 24.923.616.338 - 462.351.620.494 (56.443.213.845) 405.908.406.649 Kualanamu
Halim Perdanakusuma 67.529.044.395 34.688.528.942 35.824.864 19.987.545.706 - 122.240.943.906 (14.656.185.661) 107.584.758.245 Halim Perdanakusuma
Kantor pusat 206.001.629.323 22.580.042.749 2.025.880.756 54.342.792.044 - 284.950.344.872 (35.751.781.893) 249.198.562.979 Head office
Badaruddin II 50.265.746.337 51.918.721.464 1.868.301.378 11.491.663.250 - 115.544.432.429 (14.882.722.823) 100.661.709.606 Badaruddin II
Sultan Syarif Kasim II 40.393.217.058 42.622.672.208 3.484.364.030 7.404.201.496 - 93.904.454.792 (11.369.869.518) 82.534.585.273 Sultan Syarif Kasim II
Minangkabau 30.105.985.466 35.797.254.050 1.416.221.865 6.631.143.494 - 73.950.604.874 (9.446.223.871) 64.504.381.003 Minangkabau
Husein Sastranegara 17.311.532.715 17.323.252.570 221.335.222 4.878.056.405 - 39.734.176.912 (4.841.157.854) 34.893.019.058 Husein Sastranegara
Supadio 30.744.724.857 45.293.597.796 3.212.417.310 8.045.506.744 - 87.296.246.707 (11.402.105.683) 75.894.141.024 Supadio
Depati Amir 18.278.276.518 17.557.219.028 2.645.310.279 2.731.297.647 - 41.212.103.472 (5.473.150.835) 35.738.952.637 Depati Amir
Sultan Thaha 19.936.905.352 23.203.822.334 1.321.735.537 4.932.596.578 - 49.395.059.801 (6.467.053.761) 42.928.006.040 Sultan Thaha
Sultan Iskandar Muda 21.127.870.560 17.877.541.137 960.377.177 4.558.045.083 - 44.523.833.956 (5.824.989.631) 38.698.844.325 Sultan Iskandar Muda
Raja Haji Fisabilillah 24.033.564.969 9.347.311.344 781.557.005 874.381.074 - 35.036.814.392 (4.727.257.596) 30.309.556.795 Raja Haji Fisabilillah
Silangit 31.009.115.115 6.811.306.560 - - - 37.820.421.675 (5.022.478.354) 32.797.943.321 Silangit
Banyuwangi 10.572.011.144 4.459.470.400 - 1.267.223.820 - 16.298.705.364 (1.926.020.928) 14.372.684.436 Banyuwangi
Tjilik Riwut 14.396.115.912 19.960.321.233 - - - 34.356.437.146 (3.178.192.386) 31.178.244.760 Tjilik Riwut
HAS Hanandjoeddin 6.152.225.617 4.521.043.506 - 2.653.145.899 - 13.326.415.021 (1.584.921.325) 11.741.493.697 HAS Hanandjoeddin
Fatmawati Soekarno 3.914.693.290 4.306.423.442 (5.307.258) 1.693.527.212 - 9.909.336.687 (1.063.497.520) 8.845.839.167 Fatmawati Soekarno
Radin Inten II 11.623.202.099 5.481.595.614 - 3.516.522.042 - 20.621.319.755 (2.650.500.458) 17.970.819.297 Radin Inten II
Ngurah Rai - 20.596.961.459 6.500.247.114 113.251.798.361 - 140.349.006.934 (15.091.257.063) 125.257.749.871 Ngurah Rai
Juanda - 5.952.903.471 - 48.479.176.335 - 54.432.079.806 (5.852.898.619) 48.579.181.187 Juanda
Sultan Hasanuddin - 3.588.806.353 605.627.120 35.142.380.663 - 39.336.814.136 (4.229.755.430) 35.107.058.706 Sultan Hasanuddin
Lain-lain - 17.445.322.246 1.615.152.197 107.254.458.379 - 126.314.932.821 (13.643.680.263) 112.671.252.558 Others
Sub- total 2.371.317.496.277 1.669.405.224.878 228.312.360.559 743.105.812.858 - 5.012.140.894.572 (574.206.583.537) 4.437.934.311.035 Sub-total
Beban pegawai Employee expenses

Soekarno-Hatta 319.877.439.649 180.562.675.838 23.724.042.217 5.606.458.677 - 529.770.616.381 - 529.770.616.381 Soekarno-Hatta
Kualanamu 111.467.497.801 24.490.043.767 7.154.328.188 687.396.713 - 143.799.266.469 - 143.799.266.469 Kualanamu
Halim Perdanakusuma 23.762.777.024 23.444.889.089 137.721.084 797.329.216 - 48.142.716.413 - 48.142.716.413 Halim Perdanakusuma
Kantor pusat 462.292.964.256 45.116.427.094 3.064.075.041 48.003.842.303 - 558.477.308.694 - 558.477.308.694 Head office
Badaruddin II 19.877.369.061 19.579.035.024 1.716.221.741 550.163.837 - 41.722.789.663 - 41.722.789.663 Badaruddin II
Sultan Syarif Kasim II 21.955.878.322 21.701.193.378 2.047.959.067 405.110.298 - 46.110.141.066 - 46.110.141.066 Sultan Syarif Kasim II
Minangkabau 24.387.448.607 15.041.148.659 1.943.429.691 258.317.617 - 41.630.344.573 - 41.630.344.573 Minangkabau
Husein Sastranegara 24.111.935.830 9.714.798.673 343.053.991 236.488.106 - 34.406.276.601 - 34.406.276.601 Husein Sastranegara
Supadio 19.532.145.719 18.140.579.096 2.238.178.001 360.309.043 - 40.271.211.859 - 40.271.211.859 Supadio
Depati Amir 14.453.005.195 12.173.506.633 1.052.397.278 133.772.348 - 27.812.681.454 - 27.812.681.454 Depati Amir
Sultan Thaha 12.378.808.083 18.404.288.793 843.758.007 174.112.964 - 31.800.967.846 - 31.800.967.846 Sultan Thaha
Sultan Iskandar Muda 18.909.491.233 11.027.957.062 569.668.051 549.220.555 - 31.056.336.901 - 31.056.336.901 Sultan Iskandar Muda
Raja Haji Fisabilillah 9.814.204.861 10.539.329.022 1.481.963.791 - - 21.835.497.673 - 21.835.497.673 Raja Haji Fisabilillah
Silangit 9.936.607.165 4.377.717.173 - - - 14.314.324.339 - 14.314.324.339 Silangit
Banyuwangi 10.883.191.004 4.852.294.553 - - - 15.735.485.557 - 15.735.485.557 Banyuwangi
Tjilik Riwut 11.366.692.364 5.099.084.027 - - - 16.465.776.391 - 16.465.776.391 Tjilik Riwut
HAS Hanandjoeddin 3.723.276.148 1.643.096.711 64.800 1.015.200 - 5.367.452.858 - 5.367.452.858 HAS Hanandjoeddin
Fatmawati Soekarno 7.370.758.306 3.160.855.887 - - - 10.531.614.193 - 10.531.614.193 Fatmawati Soekarno
Radin Inten II 6.573.652.222 2.911.000.004 12.129.514 190.029.048 - 9.686.810.788 - 9.686.810.788 Radin Inten II
Ngurah Rai - - 314.902.870 4.933.478.298 - 5.248.381.168 - 5.248.381.168 Ngurah Rai
Juanda - - 77.238.269 1.210.066.213 - 1.287.304.482 - 1.287.304.482 Juanda
Sultan Hasanuddin - - 117.939.661 1.847.721.351 - 1.965.661.012 - 1.965.661.012 Sultan Hasanuddin
Lain-lain - 484.727.115 338.400.961 5.301.615.058 - 6.124.743.135 - 6.124.743.135 Others
Sub- total 1.132.675.142.850 432.464.647.598 47.177.472.222 71.246.446.846 - 1.683.563.709.516 - 1.683.563.709.516 Sub-total
Beban umum dan General and administrative

administrasi expenses
Soekarno-Hatta 421.351.306.379 122.018.223.898 7.916.617.795 3.244.614.537 - 554.530.762.609 (103.071.672.841) 451.459.089.768 Soekarno-Hatta
Kualanamu 40.856.904.594 38.368.627.561 753.432.195 517.100.628 - 80.496.064.978 (21.871.270.022) 58.624.794.956 Kualanamu
Halim Perdanakusuma 15.000.385.445 11.057.671.545 191.885.006 531.740.143 - 26.781.682.139 (5.009.901.070) 21.771.781.069 Halim Perdanakusuma
Kantor pusat 397.259.329.418 41.617.676.448 5.153.056.719 80.731.221.934 - 524.761.284.519 (86.976.767.835) 437.784.516.684 Head office
Badaruddin II 11.589.609.774 7.564.128.696 349.901.553 97.077.885 - 19.600.717.909 (3.683.431.138) 15.917.286.770 Badaruddin II
Sultan Syarif Kasim II 9.417.999.784 8.222.649.394 557.365.081 138.799.048 - 18.336.813.307 (3.402.251.454) 14.934.561.854 Sultan Syarif Kasim II
Minangkabau 8.902.751.773 2.549.694.094 335.926.396 148.683.950 - 11.937.056.214 (2.444.879.511) 9.492.176.703 Minangkabau
Husein Sastranegara 6.750.860.533 5.299.757.859 167.562.960 267.592.501 - 12.485.773.853 (2.200.130.446) 10.285.643.407 Husein Sastranegara
Supadio 5.573.187.874 4.313.512.723 818.581.737 70.984.859 - 10.776.267.193 (1.968.379.943) 8.807.887.249 Supadio
Depati Amir 4.386.712.179 2.861.322.569 303.467.808 42.261.434 - 7.593.763.990 (1.378.311.799) 6.215.452.191 Depati Amir
Sultan Thaha 2.759.912.630 2.900.897.313 307.362.534 38.093.364 - 6.006.265.840 (1.251.057.164) 4.755.208.676 Sultan Thaha
Sultan Iskandar Muda 3.689.493.619 2.416.382.291 229.038.290 97.683.754 - 6.432.597.954 (1.257.539.514) 5.175.058.440 Sultan Iskandar Muda
Raja Haji Fisabilillah 1.871.561.134 1.091.947.087 553.944.699 3.963.980 - 3.521.416.900 (741.572.215) 2.779.844.686 Raja Haji Fisabilillah
Silangit 2.532.273.303 1.495.434.163 - - - 4.027.707.466 (758.820.904) 3.268.886.562 Silangit
Banyuwangi 946.022.023 965.367.534 701.046 10.983.054 - 1.923.073.657 (308.884.367) 1.614.189.290 Banyuwangi
Tjilik Riwut 3.368.455.016 6.341.843.929 - - - 9.710.298.945 (1.169.116.768) 8.541.182.177 Tjilik Riwut
HAS Hanandjoeddin 870.860.375 723.845.081 4.469.237 70.018.053 - 1.669.192.746 (304.819.948) 1.364.372.798 HAS Hanandjoeddin
Fatmawati Soekarno 988.666.554 760.732.054 4.628.262 72.509.440 - 1.826.536.310 (350.874.661) 1.475.661.649 Fatmawati Soekarno
Radin Inten II 1.612.403.753 1.132.814.621 2.082.183 32.620.863 - 2.779.921.420 (520.897.259) 2.259.024.161 Radin Inten II
Ngurah Rai - - 92.870.785 1.454.975.626 - 1.547.846.411 (5.850.040) 1.541.996.371 Ngurah Rai
Juanda - - 61.633.210 965.586.949 - 1.027.220.159 (3.882.348) 1.023.337.811 Juanda
Sultan Hasanuddin - - 39.133.487 613.091.297 - 652.224.784 (2.465.064) 649.759.720 Sultan Hasanuddin
Lain-lain - 482.628.676 236.444.601 3.704.298.752 - 4.423.372.029 (57.203.973) 4.366.168.057 Others
Sub- total 939.728.696.159 262.185.157.538 18.080.105.584 92.853.902.051 - 1.312.847.861.332 (238.739.980.284) 1.074.107.881.048 Sub-total
Beban pemasaran 14.190.792.047 14.190.792.047 14.190.792.047 Marketing expenses
Pendapatan lain-lain Other income

Soekarno-Hatta - - - - 7.342.569.355 7.342.569.355 - 7.342.569.355 Soekarno-Hatta
Kualanamu - - - - 2.876.923.140 2.876.923.140 - 2.876.923.140 Kualanamu
Halim Perdanakusuma - - - - 604.171.064 604.171.064 - 604.171.064 Halim Perdanakusuma
Kantor pusat - - - - 29.789.280.910 29.789.280.910 - 29.789.280.910 Head office
Badaruddin II - - - - 272.093.249 272.093.249 - 272.093.249 Badaruddin II
Sultan Syarif Kasim II - - - - 1.092.699.173 1.092.699.173 - 1.092.699.173 Sultan Syarif Kasim II
Minangkabau - - - - 114.135.025 114.135.025 - 114.135.025 Minangkabau
Husein Sastranegara - - - - (396.268.508) (396.268.508) - (396.268.508) Husein Sastranegara
Supadio - - - - 635.511.603 635.511.603 - 635.511.603 Supadio
Depati Amir - - - - 269.131.408 269.131.408 - 269.131.408 Depati Amir
Sultan Thaha - - - - 136.523.906 136.523.906 - 136.523.906 Sultan Thaha
Sultan Iskandar Muda - - - - 809.065.785 809.065.785 - 809.065.785 Sultan Iskandar Muda
Raja Haji Fisabilillah - - - - 249.084.494 249.084.494 - 249.084.494 Raja Haji Fisabilillah
Silangit - - - - 2.593.403 2.593.403 - 2.593.403 Silangit
Banyuwangi - - - - 291.734 291.734 - 291.734 Banyuwangi
Tjilik Riwut - - - - 12.736.814 12.736.814 - 12.736.814 Tjilik Riwut
HAS Hanandjoeddin - - - - 3.006.126 3.006.126 - 3.006.126 HAS Hanandjoeddin
Fatmawati Soekarno - - - - 1.405.848 1.405.848 - 1.405.848 Fatmawati Soekarno
Radin Inten II - - - - 2.765.839 2.765.839 - 2.765.839 Radin Inten II
Ngurah Rai - - - - - - - - Ngurah Rai
Juanda - - - - - - - - Juanda
Sultan Hasanuddin - - - - - - - - Sultan Hasanuddin
Lain-lain - - - - 188.200 188.200 - 188.200 Others
Sub-total - - - - 43.817.908.567 43.817.908.567 - 43.817.908.567 Sub-total
146



Beban lain-lain Other expenses

Sultan Syarif Kasim II - - - - 196.711.403 196.711.403 - 196.711.403 Sultan Syarif Kasim II
Husein Sastranegara - - - - 609.604.436 609.604.436 - 609.604.436 Husein Sastranegara
Supadio - - - - 444.841.900 444.841.900 - 444.841.900 Supadio
Banyuwangi - - - - 118.983.956 118.983.956 - 118.983.956 Banyuwangi
HAS Hanandjoeddin - - - - 5.000.012 5.000.012 - 5.000.012 HAS Hanandjoeddin
Fatmawati Soekarno - - - - 11.439.765 11.439.765 - 11.439.765 Fatmawati Soekarno
Radin Inten II - - - - 100.256.422 100.256.422 - 100.256.422 Radin Inten II
Ngurah Rai - - - - - - - - Ngurah Rai
Juanda - - - - - - - - Juanda
Sultan Hasanuddin - - - - - - - - Sultan Hasanuddin
Lain-lain - - - - 5.000.000 5.000.000 - 5.000.000 Others
Penghasilan keuangan - - - - 126.395.814.044 126.395.814.044 - 126.395.814.044 Finance income

Pajak final atas
penghasilan keuangan - - - - (25.082.409.302) (25.082.409.302) - (25.082.409.302 ) Final tax on finance income
Beban keuangan - - - - (1.140.509.241.079) (1.140.509.241.079) 3.597.616.506 (1.136.911.624.572) Finance expense
Bagian laba (rugi) Share of profit (loss) of
entitas asosiasi - - - - (86.534.504.977) (86.534.504.977) - (86.534.504.977 ) associated entities
Beban pajak final - - - - (83.593.361.045) (83.593.361.045) - (83.593.361.045 ) Final tax expense
Beban pajak penghasilan - - - Corporate income tax
badan - - - - 110.287.349.715 110.287.349.715 - 110.287.349.715 expenses
Laba (Rugi) (2.272.522.753.866) 819.611.147.858 316.586.575.508 (218.574.801.427) (1.148.184.609.200) (2.503.084.441.127) 6.617.264.094 (2.496.467.177.033) Profit (Loss)
Aset segmen Segment Assets

Soekarno-Hatta - - - - 22.058.610.395.669 22.058.610.395.669 (536.320.292.456) 21.522.290.103.213 Soekarno-Hatta
Kualanamu - - - - 4.389.564.890.621 4.389.564.890.621 (54.421.060.334) 4.335.143.830.287 Kualanamu
Halim Perdanakusuma - - - - 290.108.110.271 290.108.110.271 (9.903.627.041) 280.204.483.230 Halim Perdanakusuma
Kantor pusat - - - - 12.527.029.659.684 12.527.029.659.684 (1.445.812.590.849) 11.081.217.068.835 Head office
Badaruddin II - - - - 807.193.963.990 807.193.963.990 (9.881.420.950) 797.312.543.041 Badaruddin II
Sultan Syarif Kasim II - - - - 778.616.128.174 778.616.128.174 (12.581.820.150) 766.034.308.024 Sultan Syarif Kasim II
Minangkabau - - - - 764.758.214.367 764.758.214.367 (9.087.446.642) 755.670.767.725 Minangkabau
Husein Sastranegara - - - - 404.908.828.278 404.908.828.278 (7.951.604.579) 396.957.223.699 Husein Sastranegara
Supadio - - - - 1.038.033.613.523 1.038.033.613.523 (10.485.140.973) 1.027.548.472.550 Supadio
Depati Amir - - - - 483.703.987.628 483.703.987.628 (5.900.847.419) 477.803.140.209 Depati Amir
Sultan Thaha - - - - 700.002.682.478 700.002.682.478 (6.947.332.069) 693.055.350.409 Sultan Thaha
Sultan Iskandar Muda - - - - 429.000.103.289 429.000.103.289 (4.890.116.688) 424.109.986.601 Sultan Iskandar Muda
Raja Haji Fisabilillah - - - - 364.051.554.336 364.051.554.336 (3.240.644.877) 360.810.909.459 Raja Haji Fisabilillah
Silangit - - - - 510.890.267.514 510.890.267.514 (5.375.588.410) 505.514.679.104 Silangit
Banyuwangi - - - - 287.152.359.653 287.152.359.653 (6.896.401.766) 280.255.957.887 Banyuwangi
Tjilik Riwut - - - - 177.417.622.903 177.417.622.903 (2.827.968.660) 174.589.654.244 Tjilik Riwut
HAS Hanandjoeddin - - - - 66.439.866.338 66.439.866.338 (940.692.255) 65.499.174.083 HAS Hanandjoeddin
Fatmawati Soekarno - - - - 27.095.031.138 27.095.031.138 (487.660.803) 26.607.370.335 Fatmawati Soekarno
Radin Inten II - - - - 132.828.035.826 132.828.035.826 (1.603.287.223) 131.224.748.604 Radin Inten II
Ngurah Rai - - - - 70.355.470.152 70.355.470.152 (3.063.918.843) 67.291.551.309 Ngurah Rai
Juanda - - - - 58.799.943.331 58.799.943.331 (2.560.685.814) 56.239.257.517 Juanda
Sultan Hasanuddin - - - - 57.792.685.729 57.792.685.729 (2.516.820.631) 55.275.865.098 Sultan Hasanuddin
Lain-lain - - - - 162.916.720.531 162.916.720.531 (7.600.026.802) 155.316.693.730 Others
Total - - - - 46.587.270.135.424 46.587.270.135.424 (2.151.296.996.234) 44.435.973.139.181 Total
Liabilitas segmen Segment Liabilities

Kualanamu - - - - 193.695.627.453 193.695.627.453 (25.275.083.711) 168.420.543.742 Kualanamu
Halim Perdanakusuma - - - - 73.965.263.674 73.965.263.674 (5.568.236.385) 68.397.027.288 Halim Perdanakusuma
Kantor pusat - - - - 20.814.549.103.128 20.814.549.103.128 (559.306.639.808) 20.255.242.463.320 Head office
Badaruddin II - - - - 51.049.034.610 51.049.034.610 (4.636.559.929) 46.412.474.681 Badaruddin II
Sultan Syarif Kasim II - - - - 83.225.737.252 83.225.737.252 (4.253.817.056) 78.971.920.196 Sultan Syarif Kasim II
Minangkabau - - - - 71.160.849.424 71.160.849.424 (3.764.216.478) 67.396.632.946 Minangkabau
Husein Sastranegara - - - - 127.502.297.506 127.502.297.506 (5.090.183.717) 122.412.113.789 Husein Sastranegara
Supadio - - - - 71.424.613.257 71.424.613.257 (4.194.474.471) 67.230.138.786 Supadio
Depati Amir - - - - 42.130.784.793 42.130.784.793 (2.218.579.752) 39.912.205.041 Depati Amir
Sultan Thaha - - - - 17.662.290.385 17.662.290.385 (1.584.111.614) 16.078.178.771 Sultan Thaha
Sultan Iskandar Muda - - - - 74.157.505.107 74.157.505.107 (2.380.077.891) 71.777.427.216 Sultan Iskandar Muda
Raja Haji Fisabilillah - - - - 10.501.242.192 10.501.242.192 (546.734.414) 9.954.507.777 Raja Haji Fisabilillah
Silangit - - - - 8.109.242.384 8.109.242.384 (290.370.511) 7.818.871.873 Silangit
Banyuwangi - - - - 40.634.120.150 40.634.120.150 (1.850.477.383) 38.783.642.767 Banyuwangi
Tjilik Riwut - - - - 195.961.501.464 195.961.501.464 (5.725.116.511) 190.236.384.953 Tjilik Riwut
HAS Hanandjoeddin - - - - 68.415.987.603 68.415.987.603 (2.151.384.180) 66.264.603.423 HAS Hanandjoeddin
Fatmawati Soekarno - - - - 24.708.674.694 24.708.674.694 (757.105.730) 23.951.568.964 Fatmawati Soekarno
Radin Inten II - - - - 134.255.376.745 134.255.376.745 (3.584.158.528) 130.671.218.217 Radin Inten II
Ngurah Rai - - - - 46.776.221.416 46.776.221.416 (9.066.061.078) 37.710.160.338 Ngurah Rai
Juanda - - - - 31.436.034.425 31.436.034.425 (6.092.860.849) 25.343.173.576 Juanda
Sultan Hasanuddin - - - - 19.203.455.456 19.203.455.456 (3.721.970.155) 15.481.485.301 Sultan Hasanuddin
Lain-lain - - - - 47.262.944.049 47.262.944.049 (9.178.243.444) 38.084.700.605 Others
Total - - - - 23.928.371.013.339 23.928.371.013.339 (810.012.699.209) 23.118.358.314.131 Total
147


31 Desember/December 31, 2019

PENDAPATAN REVENUES
Soekarno-Hatta 4.219.148.476.589 4.049.789.753.722 539.738.077.860 493.928.880.196 - 9.302.605.188.367 (1.376.268.105.375) 7.926.337.082.992 Soekarno-Hatta

Kualanamu 654.433.487.284 304.686.013.304 77.970.316.833 37.124.422.873 - 1.074.214.240.294 (104.898.544.470 ) 969.315.695.824 Kualanamu
Halim Perdanakusuma 174.746.216.035 116.414.789.319 1.728.265.678 30.020.643.085 - 322.909.914.117 (37.371.602.751 ) 285.538.311.366 Halim Perdanakusuma
Kantor pusat - 44.697.424.763 - - - 44.697.424.763 (38.025.479.090 ) 6.671.945.673 Head office
Badaruddin II 122.877.051.273 77.152.244.903 14.635.520.736 29.165.751.720 - 243.830.568.632 (22.845.161.879 ) 220.985.406.753 Badaruddin II
Sultan Syarif Kasim II 144.008.527.733 64.010.897.256 21.546.503.887 12.445.056.664 - 242.010.985.540 (21.950.286.748 ) 220.060.698.792 Sultan Syarif Kasim II
Minangkabau 90.523.733.742 45.862.274.472 14.168.456.268 13.924.322.335 - 164.478.786.817 (13.335.967.085 ) 151.142.819.732 Minangkabau
Husein Sastranegara 94.051.483.823 49.993.528.783 2.056.718.500 12.829.332.021 - 158.931.063.127 (24.214.077.382 ) 134.716.985.745 Husein Sastranegara
Supadio 85.415.689.450 59.946.046.093 19.849.386.785 14.493.113.903 - 179.704.236.231 (17.804.913.968 ) 161.899.322.263 Supadio
Depati Amir 36.882.178.819 27.262.152.555 9.929.897.376 7.529.274.566 - 81.603.503.316 (9.554.753.132 ) 72.048.750.184 Depati Amir
Sultan Thaha 54.573.766.484 30.421.594.644 9.258.890.610 7.428.426.105 - 101.682.677.843 (8.543.797.146 ) 93.138.880.697 Sultan Thaha
Sultan Iskandar Muda 44.937.569.390 16.825.920.399 4.255.677.911 13.315.201.933 - 79.334.369.633 (5.995.230.457 ) 73.339.139.176 Sultan Iskandar Muda
Raja Haji Fisabilillah 8.258.588.636 7.190.383.054 3.096.357.960 1.855.079.335 - 20.400.408.985 (1.704.445.936 ) 18.695.963.049 Raja Haji Fisabilillah
Silangit 12.620.747.515 12.483.169.611 561.996.900 2.209.257.650 - 27.875.171.676 (7.519.613.767 ) 20.355.557.909 Silangit
Banyuwangi 3.253.590.662 20.332.070.305 327.612.750 3.542.552.996 - 27.455.826.713 (14.729.681.094 ) 12.726.145.619 Banyuwangi
Tjilik Riwut 13.843.502.134 16.552.047.780 1.946.342.765 - - 32.341.892.679 (7.201.724.954 ) 25.140.167.725 Tjilik Riwut
Ngurah Rai - 29.520.331.523 8.769.149.655 228.501.415.122 - 266.790.896.300 (10.014.356.757 ) 256.776.539.543 Ngurah Rai
Juanda - 1.305.884.419 1.146.436.758 94.639.751.150 - 97.092.072.327 (2.099.739.693 ) 94.992.332.634 Juanda
Sultan Hasanuddin - 1.301.300.777 995.169.822 66.601.102.816 - 68.897.573.415 (1.549.349.899 ) 67.348.223.516 Sultan Hasanuddin
Lain-lain - 15.841.803.674 5.290.157.306 260.059.683.335 - 281.191.644.315 (8.187.497.843 ) 273.004.146.472 Others
TOTAL 5.759.574.609.569 4.991.589.631.356 737.270.936.360 1.329.613.267.805 - 12.818.048.445.090 (1.733.814.329.426) 11.084.234.115.664 TOTAL
Beban operasional bandara Airport operation expenses

Soekarno-Hatta 1.798.822.454.435 1.763.567.145.582 222.925.131.040 485.181.526.057 - 4.270.496.257.114 (877.192.622.155 ) 3.393.303.634.959 Soekarno-Hatta
Kualanamu 395.263.445.133 150.816.024.465 22.947.081.199 30.929.397.988 - 599.955.948.785 (148.778.529.262 ) 451.177.419.523 Kualanamu
Halim Perdanakusuma 92.174.295.922 55.756.372.420 48.899.427 22.013.619.596 - 169.993.187.365 (40.972.516.226 ) 129.020.671.139 Halim Perdanakusuma
Kantor pusat 121.237.420.326 16.347.584.657 101.882.471 26.728.106.316 - 164.414.993.770 (51.425.753.411 ) 112.989.240.359 Head office
Badaruddin II 61.168.246.293 78.070.776.868 2.273.530.728 19.016.993.152 - 160.529.547.041 (37.126.839.705 ) 123.402.707.336 Badaruddin II
Sultan Syarif Kasim II 52.402.925.116 54.570.147.403 4.517.591.378 9.238.295.618 - 120.728.959.515 (30.103.518.003 ) 90.625.441.512 Sultan Syarif Kasim II
Minangkabau 37.739.517.336 48.170.585.758 1.775.312.410 9.439.180.731 - 97.124.596.235 (15.170.256.337 ) 81.954.339.898 Minangkabau
Husein Sastranegara 24.222.152.904 44.412.316.759 3.515.444.567 8.934.522.482 - 81.084.436.712 (25.730.509.125 ) 55.353.927.587 Husein Sastranegara
Supadio 36.003.890.974 60.675.045.495 3.761.930.644 12.014.187.602 - 112.455.054.715 (27.242.229.793 ) 85.212.824.922 Supadio
Depati Amir 22.318.705.471 24.325.018.785 1.235.708.602 6.003.189.555 - 53.882.622.413 (12.484.823.813 ) 41.397.798.600 Depati Amir
Sultan Thaha 21.077.156.388 29.058.536.454 835.726.445 5.943.968.267 - 56.915.387.554 (14.128.318.488 ) 42.787.069.066 Sultan Thaha
Sultan Iskandar Muda 25.516.586.868 22.891.218.516 1.751.631.358 7.851.906.449 - 58.011.343.191 (13.946.121.287 ) 44.065.221.904 Sultan Iskandar Muda
Raja Haji Fisabilillah 25.847.694.705 10.942.089.170 208.967.890 1.788.756.576 - 38.787.508.341 (10.052.403.245 ) 28.735.105.096 Raja Haji Fisabilillah
Silangit 19.332.823.197 11.287.648.698 2.741.419.423 1.592.737.497 - 34.954.628.815 (9.067.732.506 ) 25.886.896.309 Silangit
Banyuwangi 12.017.187.677 10.024.214.754 1.265.653.360 2.064.231.300 - 25.371.287.091 (6.080.713.461 ) 19.290.573.630 Banyuwangi
Tjilik Riwut 17.663.835.697 8.556.449.257 - - - 26.220.284.954 (6.624.839.928 ) 19.595.445.026 Tjilik Riwut
Ngurah Rai - 7.469.523.032 3.525.601.083 166.732.514.916 - 177.727.639.031 (16.062.933.903 ) 161.664.705.128 Ngurah Rai
Juanda - 116.998.043 - 78.387.491.508 - 78.504.489.551 (7.095.195.962 ) 71.409.293.589 Juanda
Sultan Hasanuddin - 160.906.462 627.664.291 50.463.593.656 - 51.252.164.409 (4.632.144.633 ) 46.620.019.776 Sultan Hasanuddin
Lain-lain - 5.331.003.806 1.870.465.072 164.753.826.597 - 171.955.295.475 (15.506.413.826 ) 156.448.881.649 Others
Sub- total 2.762.808.338.442 2.402.549.606.384 275.929.641.388 1.109.078.045.863 - 6.550.365.632.077 (1.369.424.415.069) 5.180.941.217.008 Sub-total
Beban pegawai Employee expenses

Soekarno-Hatta 397.295.886.648 226.212.464.076 40.046.510.572 98.829.051.693 - 762.383.912.989 - 762.383.912.989 Soekarno-Hatta
Kualanamu 148.058.330.133 25.681.173.732 9.490.345.277 12.327.141.544 - 195.556.990.686 - 195.556.990.686 Kualanamu
Halim Perdanakusuma 31.793.960.652 32.056.457.260 116.173.183 3.576.451.503 - 67.543.042.598 - 67.543.042.598 Halim Perdanakusuma
Kantor pusat 439.327.346.855 119.764.910.316 9.510.127 4.753.382.412 - 563.855.149.710 - 563.855.149.710 Head office
Badaruddin II 25.449.646.623 25.312.080.853 2.152.373.663 4.958.407.418 - 57.872.508.557 - 57.872.508.557 Badaruddin II
Sultan Syarif Kasim II 29.162.872.763 28.589.072.451 2.685.853.521 2.467.784.190 - 62.905.582.925 - 62.905.582.925 Sultan Syarif Kasim II
Minangkabau 31.182.409.434 19.170.224.885 2.463.835.990 2.706.377.023 - 55.522.847.332 - 55.522.847.332 Minangkabau
Husein Sastranegara 29.724.072.009 12.328.820.618 2.735.332.652 1.150.250.645 - 45.938.475.924 - 45.938.475.924 Husein Sastranegara
Supadio 25.457.578.107 23.566.293.447 2.887.194.641 2.966.397.093 - 54.877.463.288 - 54.877.463.288 Supadio
Depati Amir 18.925.852.476 15.951.650.879 697.476.539 736.311.056 - 36.311.290.950 - 36.311.290.950 Depati Amir
Sultan Thaha 14.993.853.652 22.288.834.859 1.828.555.493 1.471.316.088 - 40.582.560.092 - 40.582.560.092 Sultan Thaha
Sultan Iskandar Muda 23.134.440.219 13.885.767.036 2.354.762.182 2.190.716.775 - 41.565.686.212 - 41.565.686.212 Sultan Iskandar Muda
Raja Haji Fisabilillah 13.076.738.628 13.982.428.784 451.018.895 6.391.601 - 27.516.577.908 - 27.516.577.908 Raja Haji Fisabilillah
Silangit 10.920.813.329 4.767.889.882 1.241.656.709 16.034.660 - 16.946.394.580 - 16.946.394.580 Silangit
Banyuwangi 12.004.560.208 5.441.202.567 974.672.048 328.975.753 - 18.749.410.576 - 18.749.410.576 Banyuwangi
Tjilik Riwut 12.107.382.912 5.179.059.376 - - - 17.286.442.288 - 17.286.442.288 Tjilik Riwut
Ngurah Rai - 5.141.646.251 7.472.392.695 74.971.792.796 - 87.585.831.742 - 87.585.831.742 Ngurah Rai
Juanda - 1.426.872.020 - 15.530.233.454 - 16.957.105.474 - 16.957.105.474 Juanda
Sultan Hasanuddin - 2.098.703.913 - 8.860.513.700 - 10.959.217.613 - 10.959.217.613 Sultan Hasanuddin
Lain-lain - 6.942.486.427 43.875.972.008 - 50.818.458.435 - 50.818.458.435 Others
Sub- total 1.262.615.744.648 609.788.039.632 77.607.664.187 281.723.501.412 - 2.231.734.949.879 - 2.231.734.949.879 Sub-total
Beban umum dan General and administrative

administrasi expenses
Soekarno-Hatta 388.766.390.985 184.397.650.179 13.361.246.705 4.547.099.575 - 591.072.387.444 (119.068.904.985 ) 472.003.482.459 Soekarno-Hatta
Kualanamu 62.026.242.122 48.785.053.165 1.093.702.614 846.860.002 - 112.751.857.903 (24.583.531.278 ) 88.168.326.625 Kualanamu
Halim Perdanakusuma 16.143.295.323 17.274.629.182 169.978.232 777.548.937 - 34.365.451.674 (6.130.417.105 ) 28.235.034.569 Halim Perdanakusuma
Kantor pusat 533.601.451.539 94.869.594.456 - 88.097.531.897 - 716.568.577.892 (159.326.527.712 ) 557.242.050.180 Head office
Badaruddin II 22.035.256.666 16.917.800.355 653.484.463 244.289.722 - 39.850.831.206 (8.142.349.038 ) 31.708.482.168 Badaruddin II
Sultan Syarif Kasim II 12.756.245.720 15.843.072.012 742.925.457 270.050.209 - 29.612.293.398 (5.701.620.480 ) 23.910.672.918 Sultan Syarif Kasim II
Minangkabau 12.277.580.725 8.224.428.686 450.180.304 200.469.942 - 21.152.659.657 (3.965.752.485 ) 17.186.907.172 Minangkabau
Husein Sastranegara 8.153.669.229 11.069.220.836 1.139.870.162 340.698.954 - 20.703.459.181 (3.232.055.342 ) 17.471.403.839 Husein Sastranegara
Supadio 8.385.434.724 9.681.759.022 1.224.823.189 261.611.745 - 19.553.628.680 (3.336.690.562 ) 16.216.938.118 Supadio
Depati Amir 7.045.480.755 5.481.284.793 339.995.341 136.876.767 - 13.003.637.656 (2.474.331.720 ) 10.529.305.936 Depati Amir
Sultan Thaha 4.206.839.148 7.131.104.881 779.022.598 46.000.117 - 12.162.966.744 (2.203.126.271 ) 9.959.840.473 Sultan Thaha
Sultan Iskandar Muda 5.479.458.894 4.573.588.033 444.242.817 246.608.420 - 10.743.898.164 (2.119.987.647 ) 8.623.910.517 Sultan Iskandar Muda
Raja Haji Fisabilillah 3.126.296.219 1.792.014.739 223.778.449 727.000 - 5.142.816.407 (1.243.098.519 ) 3.899.717.888 Raja Haji Fisabilillah
Silangit 3.794.823.656 2.285.349.238 440.290.386 500.000 - 6.520.963.280 (1.377.714.866 ) 5.143.248.414 Silangit
Banyuwangi 2.690.704.908 2.627.071.181 431.373.356 8.619.100 - 5.757.768.545 (1.024.345.331 ) 4.733.423.214 Banyuwangi
Tjilik Riwut 2.484.475.645 3.955.898.291 - - - 6.440.373.936 (840.665.087 ) 5.599.708.849 Tjilik Riwut
Ngurah Rai - - - 3.648.519.093 - 3.648.519.093 (443.144.180 ) 3.205.374.913 Ngurah Rai
Juanda - - - 2.118.029.789 - 2.118.029.789 (257.253.025 ) 1.860.776.764 Juanda
Sultan Hasanuddin - - - 1.110.045.647 - 1.110.045.647 (134.824.639 ) 975.221.008 Sultan Hasanuddin
Lain-lain - 279.191.899 - 6.429.799.408 - 6.708.991.307 (939.936.452 ) 5.769.054.855 Others
Sub- total 1.092.973.646.258 435.188.710.948 21.494.914.073 109.331.886.324 - 1.658.989.157.603 (346.546.276.724 ) 1.312.442.880.879 Sub-total
148



Beban pemasaran - - - - 22.092.117.390 22.092.117.390 - 22.092.117.390 Marketing expenses
Pendapatan lain-lain Other income

Halim Perdanakusuma - - - - 1.148.386.121 1.148.386.121 - 1.148.386.121 Halim Perdanakusuma
Sultan Syarif Kasim II - - - - 1.272.066.041 1.272.066.041 - 1.272.066.041 Sultan Syarif Kasim II
Supadio - - - - 220.210.331 220.210.331 - 220.210.331 Supadio
Tjilik Riwut - - - - 366.614 366.614 - 366.614 Tjilik Riwut
Ngurah Rai - - - - 294.512.809 294.512.809 - 294.512.809 Ngurah Rai
Juanda - - - - 532.611.293 532.611.293 - 532.611.293 Juanda
Sultan Hasanuddin - - - - 296.898.253 296.898.253 - 296.898.253 Sultan Hasanuddin
Lain-lain - - - - 1.890.568.154 1.890.568.154 - 1.890.568.154 Others
Beban lain-lain Other expenses

Kualanamu - - - - 997.829.550 997.829.550 - 997.829.550 Kualanamu
Badaruddin II - - - - 1.572.405.764 1.572.405.764 - 1.572.405.764 Badaruddin II
Sultan Syarif Kasim II - - - - 633.803.075 633.803.075 - 633.803.075 Sultan Syarif Kasim II
Supadio - - - - 766.978.065 766.978.065 - 766.978.065 Supadio
Ngurah Rai - - - - 683.430.071 683.430.071 - 683.430.071 Ngurah Rai
Juanda - - - - 351.940.447 351.940.447 - 351.940.447 Juanda
Sultan Hasanuddin - - - - 8.418.468 8.418.468 - 8.418.468 Sultan Hasanuddin
Lain-lain - - - - 178.567.336 178.567.336 - 178.567.336 Others
Penghasilan keuangan - - - - 152.803.094.116 152.803.094.116 - 152.803.094.116 Finance income

Pajak final atas
penghasilan keuangan - - - - (30.633.465.128) (30.633.465.128 ) - (30.633.465.128 ) Final tax on finance income
Beban keuangan - - - - (795.854.208.984) (795.854.208.984 ) - (795.854.208.984 ) Finance expense
Bagian laba (rugi) Share of profit (loss) of
entitas asosiasi - - - - (55.364.133.788) (55.364.133.788 ) - (55.364.133.788 ) associated entities
Beban pajak final - - - - (141.192.429.077) (141.192.429.077 ) - (141.192.429.077 ) Final tax expense
Beban pajak penghasilan Corporate income tax
badan - - - - (565.270.136.381) (565.270.136.381 ) - (565.270.136.381 ) expenses
Laba (Rugi) 641.176.880.221 1.544.063.274.392 362.238.716.712 (170.520.165.794) (1.351.858.918.427) 1.025.099.787.104 (17.843.637.633 ) 1.007.256.149.471 Profit (Loss)
Aset segmen Segment Assets

Kualanamu - - - - 4.664.165.518.045 4.664.165.518.045 (72.594.368.279 ) 4.591.571.149.766 Kualanamu
Halim Perdanakusuma - - - - 311.986.452.291 311.986.452.291 (9.848.341.286 ) 302.138.111.005 Halim Perdanakusuma
Kantor pusat - - - - 13.214.671.366.678 13.214.671.366.678 (1.534.291.250.619) 11.680.380.116.059 Head office
Badaruddin II - - - - 895.267.665.975 895.267.665.975 (19.468.881.280 ) 875.798.784.695 Badaruddin II
Sultan Syarif Kasim II - - - - 931.612.542.930 931.612.542.930 (21.791.556.518 ) 909.820.986.412 Sultan Syarif Kasim II
Minangkabau - - - - 776.204.826.702 776.204.826.702 (12.781.495.802 ) 763.423.330.900 Minangkabau
Husein Sastranegara - - - - 440.644.337.323 440.644.337.323 (10.806.869.246 ) 429.837.468.077 Husein Sastranegara
Supadio - - - - 1.096.828.450.845 1.096.828.450.845 (17.702.552.694 ) 1.079.125.898.151 Supadio
Depati Amir - - - - 445.450.883.507 445.450.883.507 (8.270.024.815 ) 437.180.858.692 Depati Amir
Sultan Thaha - - - - 636.845.393.191 636.845.393.191 (8.456.145.278 ) 628.389.247.913 Sultan Thaha
Sultan Iskandar Muda - - - - 411.102.344.322 411.102.344.322 (4.681.989.007 ) 406.420.355.315 Sultan Iskandar Muda
Raja Haji Fisabilillah - - - - 394.426.764.811 394.426.764.811 (3.243.133.308 ) 391.183.631.503 Raja Haji Fisabilillah
Silangit - - - - 520.255.767.888 520.255.767.888 (3.791.457.022 ) 516.464.310.866 Silangit
Banyuwangi - - - - 100.700.659.001 100.700.659.001 (9.773.408.810 ) 90.927.250.191 Banyuwangi
Tjilik Riwut - - - - 19.667.304.709 19.667.304.709 (3.918.935.739 ) 15.748.368.970 Tjilik Riwut
Ngurah Rai - - - - 89.667.721.453 89.667.721.453 (985.965.732 ) 88.681.755.721 Ngurah Rai
Juanda - - - - 53.857.651.048 53.857.651.048 (592.206.398 ) 53.265.444.650 Juanda
Sultan Hasanuddin - - - - 34.419.416.086 34.419.416.086 (378.468.018 ) 34.040.948.068 Sultan Hasanuddin
Lain-lain - - - - 143.545.247.922 143.545.247.922 (1.578.390.676 ) 141.966.857.246 Others
Total - - - - 46.346.420.486.894 46.346.420.486.894 (2.348.390.118.501 ) 43.998.030.368.393 Total
149



Liabilitas segmen Segment Liabilities
Soekarno-Hatta - - - - 2.403.083.607.232 2.403.083.607.232 (161.896.935.533 ) 2.241.186.671.699 Soekarno-Hatta

Kualanamu - - - - 269.134.241.995 269.134.241.995 (26.023.183.079 ) 243.111.058.916 Kualanamu
Halim Perdanakusuma - - - - 103.389.832.997 103.389.832.997 (5.886.039.853 ) 97.503.793.144 Halim Perdanakusuma
Kantor pusat - - - - 16.791.426.980.756 16.791.426.980.756 (670.429.011.018 ) 16.120.997.969.738 Head office
Badaruddin II - - - - 87.152.470.159 87.152.470.159 (6.312.893.700 ) 80.839.576.459 Badaruddin II
Sultan Syarif Kasim II - - - - 197.345.543.263 197.345.543.263 (9.092.995.359 ) 188.252.547.904 Sultan Syarif Kasim II
Minangkabau - - - - 82.386.999.707 82.386.999.707 (7.009.315.993 ) 75.377.683.714 Minangkabau
Husein Sastranegara - - - - 152.743.166.114 152.743.166.114 (4.889.551.798 ) 147.853.614.316 Husein Sastranegara
Supadio - - - - 98.662.079.117 98.662.079.117 (4.506.422.188 ) 94.155.656.929 Supadio
Depati Amir - - - - 33.535.988.906 33.535.988.906 (2.268.564.274 ) 31.267.424.632 Depati Amir
Sultan Thaha - - - - 23.340.925.922 23.340.925.922 (940.516.793 ) 22.400.409.129 Sultan Thaha
Sultan Iskandar Muda - - - - 46.069.103.290 46.069.103.290 (2.060.740.396 ) 44.008.362.894 Sultan Iskandar Muda
Raja Haji Fisabilillah - - - - 13.960.734.885 13.960.734.885 (1.333.462.343 ) 12.627.272.542 Raja Haji Fisabilillah
Silangit - - - - 8.749.550.473 8.749.550.473 (450.503.702 ) 8.299.046.771 Silangit
Banyuwangi - - - - 30.151.799.379 30.151.799.379 (1.746.611.263 ) 28.405.188.116 Banyuwangi
Tjilik Riwut - - - - 17.429.355.297 17.429.355.297 - 17.429.355.297 Tjilik Riwut
Ngurah Rai - - - - 38.505.167.606 38.505.167.606 (3.181.943.709 ) 35.323.223.897 Ngurah Rai
Juanda - - - - 22.794.282.748 22.794.282.748 (1.883.646.511 ) 20.910.636.237 Juanda
Sultan Hasanuddin - - - - 11.168.722.939 11.168.722.939 (922.947.487 ) 10.245.775.452 Sultan Hasanuddin
Lain-lain - - - - 38.074.374.150 38.074.374.150 (3.048.158.884 ) 35.026.215.266 Others
Total - - - - 20.469.104.926.935 20.469.104.926.935 (913.883.443.883 ) 19.555.221.483.052 Total
46. TUJUAN DAN KEBIJAKAN MANAJEMEN RISIKO 46. FINANCIAL RISK MANAGEMENT OBJECTIVES
KEUANGAN AND POLICIES
MANAJEMEN RISIKO RISK MANAGEMENT
Liabilitas keuangan pokok Kelompok Usaha terdiri The principal financial liabilities of the Group consist
dari utang usaha, utang lain-lain, beban akrual, of trade payables, other payables, accrued
liabilitas imbalan kerja jangka pendek, utang bank, expenses, short-term employee benefit liabilities,
utang obligasi, utang jangka panjang lainnya dan bank loans, bonds payable, other non-current
utang jaminan pelanggan. Tujuan utama dari payables and customer deposits. The main purpose
liabilitas keuangan tersebut adalah untuk of these financial liabilities is to raise funds for the
mengumpulkan dana untuk operasi Kelompok operations of the Group. The Group also has various
Usaha. Kelompok Usaha juga memiliki berbagai financial assets such as cash and cash equivalents,
aset keuangan seperti kas dan setara kas, piutang trade receivables, other receivables, accrued
usaha, piutang lain-lain, pendapatan yang masih revenues, other financial assets and other non-
harus diterima, aset keuangan lainnya dan aset current assets which arise directly from its
tidak lancar lain-lain yang timbul secara langsung operations.
dari kegiatan usahanya.
Kegiatan Kelompok Usaha mencakup aktivitas The Group’s activities involve taking on risks in a
pengambilan risiko dengan sasaran tertentu dengan targeted manner and managing them professionally.
pengelolaan yang profesional. Fungsi Utama dari The main functions of the Group’s risk management
manajemen risiko Kelompok Usaha adalah untuk are to identify all key risks for the Group, measure
mengidentifikasi seluruh risiko kunci, mengukur these risks and manage the risk positions. The
risiko-risiko ini dan mengelola posisi risiko. Group regularly reviews its risk management
Kelompok Usaha secara rutin menelaah kebijakan policies and systems to reflect changes in markets
dan sistem manajemen risiko untuk menyesuaikan and best practices.
dengan perubahan di pasar dan praktik pasar
terbaik.
150

KEUANGAN (lanjutan) AND POLICIES (continued)
MANAJEMEN RISIKO (lanjutan) RISK MANAGEMENT (continued)
Tujuan Kelompok Usaha dalam mengelola risiko The Group’s aim in managing the financial risks is to
keuangan adalah untuk mencapai keseimbangan achieve an appropriate balance between risk and
yang sesuai antara risiko dan tingkat pengembalian return, and minimize potential adverse effects on the
dan meminimalisasi potensi efek memburuknya Group’s financial performance.
kinerja keuangan Kelompok Usaha.
Kelompok Usaha mendefinisikan risiko keuangan The Group defines financial risk as the possibility of
sebagai kemungkinan kerugian atau laba yang losses or profits foregone, which may be caused by
hilang, yang disebabkan oleh faktor internal dan internal or external factors which might have
eksternal yang berpotensi negatif terhadap negative potential impact to the achievement of the
pencapaian tujuan Kelompok Usaha. Group’s objectives.
Direksi menyediakan kebijakan tertulis manajemen The Directors provide written policies for overall risk
risiko secara keseluruhan termasuk kebijakan management, as well as written policies covering
tertulis untuk area khusus seperti risiko mata uang specific areas, such as foreign currency risk, interest
asing, risiko tingkat bunga, risiko kredit dan risiko rate risk, credit risk and liquidity risk of financial
likuiditas instrumen keuangan. Masing-masing unit instruments. Each business unit carries out the risk
usaha melaksanakan manajemen risiko management based on the written policies approved
berdasarkan kebijakan - kebijakan yang disetujui by the Board of Directors. Risk Management and
oleh Direksi. Biro Manajemen Risiko dan Kepatuhan Compliance Bureau monitors the risk management
(“BMRK”) memonitor pelaksanaan manajemen carried out by the Group.
risiko yang dilaksanakan oleh Kelompok Usaha.
Risiko signifikan yang berasal dari instrumen The significant risks arising from financial
keuangan Kelompok Usaha diantaranya adalah instruments to which the Group is exposed are
risiko tingkat suku bunga, risiko kredit dan risiko interest rate risk, credit risk and liquidity0risk.
likuiditas.
a. Risiko tingkat suku bunga a. Interest rate risk
Risiko tingkat suku bunga adalah risiko dimana Interest rate risk is the risk that the fair value or
nilai wajar atau arus kas masa datang dari future cash flows of a financial instrument will
suatu instrumen keuangan akan berfluktuasi fluctuate because of changes in market interest
akibat perubahan suku bunga pasar. rates.
Kelompok Usaha memiliki eksposur terhadap The Group is exposed to the risk of changes in
risiko perubahan suku bunga pasar yang market interest rates related to cash and cash
berkaitan dengan kas dan setara kas dan utang equivalents and bank loans.
bank.
Currently, the Group does not yet have a formal
Saat ini, Kelompok Usaha belum memiliki policy to hedge interest rate risk.
kebijakan formal untuk lindung nilai risiko
tingkat suku bunga.
Pergerakan tingkat suku bunga diawasi untuk Interest rate movements are monitored to
meminimalisasi dampak negatif terhadap posisi minimize any negative impact on the Group’s
keuangan Kelompok Usaha. Pinjaman dalam financial position. Borrowings at different
berbagai tingkat suku bunga menyebabkan interest rates caused the Company exposed to
Kelompok Usaha terekspos risiko tingkat bunga. interest rate risk. To measure the market risk of
Untuk mengukur risiko pasar atas pergerakan interest rate movements, the Group conducts
suku bunga, Perusahaan melakukan analisis analysis on interest margin and the maturity
pada pergerakan marjin tingkat bunga dan profil profile of financial assets and liabilities based
jatuh tempo aset dan liabilitas keuangan on schedule of changes in interest rates.
berdasarkan jadwal perubahan suku bunga.
151


a. Risiko tingkat suku bunga (lanjutan) a. Interest rate risk (continued)
Perusahaan menghadapi risiko tingkat suku The Company is exposed to the interest rate
bunga atas penarikan pinjaman berbunga dari risk for the interest-bearing loans drawdowns
fasilitas Pinjaman Berjangka (“PB”) masing- from the Term Loan Facility (“PB”) totalling
masing sebesar Rp11.350.657.885.801 dan Rp11,350,657,885,801 and
Rp10.919.737.211.065 pada tanggal 31 Rp10,919,737,211,065 as of December 31,
Desember 2020 dan 2019. 2020 and 2019, respectively.
Pada tanggal 31 Desember 2020 dan 2019, jika As of December 31, 2020 and 2019, if interest
tingkat bunga atas pinjaman lebih tinggi/rendah rates on Rupiah-denominated borrowings had
1% dan variabel lain dianggap tetap, laba setelah been 1% higher/lower with all other variables
pajak untuk tahun berjalan akan lebih held constant, profit after tax for the year would
rendah/tinggi masing-masing sebesar have been Rp90,145,442,405 and
Rp90.145.442.405 dan Rp74.956.429.999, Rp74,956,429,999 lower/higher, respectively,
terutama sebagai akibat tingginya/rendahnya mainly as a result of higher/lower interest
beban bunga dari pinjaman dengan suku bunga expense on floating rate borrowings.
mengambang.
b. Risiko kredit b. Credit risk

Risiko kredit adalah risiko bahwa Kelompok Credit risk is the risk that the Group will incur a
Usaha akan mengalami kerugian yang timbul loss arising from its customers’ or
dari pelanggan atau counterparty yang gagal counterparties’ failure to fulfill their contractual
memenuhi kewajiban kontraktual mereka. obligations. Credit risk arises mainly from trade
Risiko kredit terutama berasal dari piutang receivables from customers relating to
usaha dari para pelanggan sehubungan operating revenues of airport services and its
dengan pendapatan usaha pelayanan jasa related services.
kebandarudaraan dan jasa terkaitnya.
Kelompok Usaha terekspos risiko kredit The Group is exposed to credit risk mainly from
terutama dari piutang usaha dan piutang lain- trade receivables and other receivables. Credit
lain. Risiko kredit dikendalikan dengan risk is controlled by the continuous monitoring
pengawasan terus menerus atas saldo dan and billing accounts receivable balances and
penagihan piutang usaha dan piutang lain-lain. other receivables.
Tabel berikut ini menunjukkan risiko kredit The table below shows the maximum exposure
maksimum untuk komponen-komponen dari to credit risk on the components of the
laporan posisi keuangan konsolidasian pada consolidated statement of financial position as
tanggal 31 Desember 2020 dan 2019: of December 31, 2020 and 2019:
< 1 tahun/ 1-2 tahun/ > 2 tahun/ Total/

< 1 year 1-2 years > 2 years Total
Piutang usaha 2.128.774.591.993 - - 2.128.774.591.993 Trade receivables
Piutang lain-lain 53.046.117.545 - - 53.046.117.545 Other receivables
harus diterima 314.317.926.668 - - 314.317.926.668 Accrued revenue
Total 4.837.224.434.037 - - 4.837.224.434.037 Total
152

b. Risiko kredit (lanjutan) b. Credit risk (continued)
Tabel berikut ini menunjukkan risiko kredit The table below shows the maximum exposure
maksimum untuk komponen-komponen dari to credit risk on the components of the
laporan posisi keuangan konsolidasian pada consolidated statement of financial position as
tanggal 31 Desember 2020 dan 2019: (lanjutan) of December 31, 2020 and 2019: (continued)

Piutang usaha 1.442.487.935.626 - - 1.442.487.935.626 Trade receivables
Piutang lain-lain 74.271.645.469 - - 74.271.645.469 Other receivables
harus diterima 512.903.865.795 - - 512.903.865.795 Accrued revenue
Total 5.457.052.535.119 - - 5.457.052.535.119 Total
Manajemen Kelompok Usaha yakin akan The Group’s management is confident in its
kemampuannya untuk mengawasi dan ability to control and sustain minimal exposure
mempertahankan eksposur risiko kredit yang of credit risk, which the Group has provided
minimal, dimana Kelompok Usaha telah sufficient provision to cover losses arising from
menyediakan provisi yang memadai untuk uncollectible accounts receivable based on
menutupi kerugian yang timbul dari piutang historical loss data.
yang tidak tertagih.
c. Risiko likuiditas c. Liquidity risk
Kelompok Usaha mengelola profil likuiditasnya The Group manages its liquidity profile to be
untuk dapat membiayai pengeluaran modalnya able to finance its capital expenditure and pay
dan membayar utang yang jatuh tempo dengan its maturing debts by maintaining sufficient cash
menjaga kecukupan kas dan ketersediaan and the availability of funding through an
pendanaan melalui analisa proyeksi keuangan analysis of financial projection which is
yang dilakukan pada awal tahun. performed at the beginning of the year.
Kelompok Usaha secara berkala mengevaluasi The Group regularly evaluates its projected and
proyeksi arus kas dan arus kas aktual untuk actual cash flow information to ensure the
memastikan ketersediaan dana untuk availability of funds for its operations and to
memenuhi kebutuhan operasional dan settle its maturing obligations. In general, the
pembayaran liabilitas yang jatuh tempo. Secara funds needed to settle the current liabilities are
umum, dana yang dibutuhkan untuk melunasi obtained from sales airport services activities to
liabilitas jangka pendek diperoleh dari kegiatan customers. The Group also analyzes liquidity
penjualan jasa kebandarudaraan kepada ratios in statement of financial positions
pelanggan. Kelompok Usaha juga melakukan accordance to compliance with the
analisis rasio-rasio likuiditas laporan posisi requirements stated in loan credit agreements.
keuangan, dalam rangka memenuhi
persyaratan yang terdapat di perjanjian kredit
pinjaman.
153

c. Risiko likuiditas (lanjutan) c. Liquidity risk (continued)
Tabel di bawah ini merupakan jadwal jatuh The table below summarizes the maturity profile
tempo liabilitas keuangan Kelompok Usaha of the Group’s financial liabilities based on
berdasarkan pembayaran kontraktual semula original contractual undiscounted amounts to
yang tidak didiskontokan. be paid.

Utang bank jangka pendek 526.554.535.799 - - 525.649.436.652 Short-term bank loan
jangka pendek 143.807.097.980 - - 143.807.097.980 benefit liability
Pinjaman jangka panjang Long term loans
Utang bank jangka panjang 229.597.480.000 989.027.800.000 9.577.599.115.103 10.796.224.395.103 Long-term bank loans
Utang obligasi 1.200.000.000.000 682.000.000.000 3.113.155.314.648 4.995.155.314.648 Bonds payable
Liabilitas sewa 23.465.339.874 16.388.692.068 402.305.476.314 442.159.508.256 Lease liailities
Utang jaminan pelanggan - - 35.342.034.475 35.342.034.475 Customers’ deposits
Total 6.533.145.711.064 1.687.416.492.068 13.128.401.940.540 21.363.138.930.515 Total

jangka pendek 240.201.253.449 - - 240.201.253.449 benefit liability
Pinjaman jangka panjang Long term loans
Utang bank jangka panjang 585.388.500.000 830.217.666.667 9.470.029.641.489 10.885.635.808.156 Long-term bank loans
Utang obligasi - 998.783.459.564 1.741.074.155.721 2.739.857.615.285 Bonds payable
Utang jaminan pelanggan - - 27.020.229.649 27.020.229.649 Customers’ deposits
Total 5.021.860.400.761 1.829.001.126.231 11.238.124.026.859 18.088.985.553.851 Total
154

47. NILAI WAJAR 47. FAIR VALUE
Tabel berikut menyajikan nilai tercatat, yang juga The following table sets out the carrying values,
merefleksikan nilai wajarnya, dari instrumen which also reflects the estimated fair values, of the
keuangan Kelompok Usaha: Group’s financial instruments:

Aset keuangan Financial assets

Lancar Current
Aset keuangan yang diukur
dengan biaya perolehan Financial liabilities measured
diamortisasi at amortized cost
Kas dan setara kas 2.337.083.951.067 3.424.094.211.192 Cash and cash equivalents
Piutang usaha 2.128.774.591.993 1.442.487.935.626 Trade receivables
Piutang lain-lain 53.046.117.545 74.271.645.469 Other receivables
harus diterima 314.317.926.668 512.903.865.795 Accrued income

dengan nilai wajar Financial assets measured
melalui OCI at fair value through OCI
Aset keuangan lainnya - 10.180.000.000 Other financial assets
Jangka panjang Non-current

dengan nilai wajar Financial assets measured
melalui OCI at fair value through OCI
Aset keuangan lainnya 55.483.500.000 62.790.400.000 Other financial assets
Total 4.888.706.087.273 5.526.728.058.082 Total
Liabilitas keuangan Financial liabilities

Lancar Current
Liabilitas keuangan yang diukur
dengan biaya perolehan Financial liabilities measured
diamortisasi at amortized cost
Utang usaha 452.849.214.408 408.397.617.755 Trade payables
Utang lain-lain 2.446.643.710.551 2.391.330.891.966 Other payables
Beban akrual 1.510.228.332.452 1.396.542.137.591 Accrued expenses
jangka pendek 143.807.097.980 240.201.253.449 benefit liabilities
Pinjaman bank jangka pendek 525.649.436.652 - Short-term bank loan
Porsi lancar utang bank Current maturities of
jangka panjang 229.597.480.000 585.388.500.000 long-term loan
Jangka panjang Non-current

Utang bank jangka panjang 10.567.532.014.252 10.300.247.308.156 Long-term loans
Utang obligasi 3.795.155.314.648 2.739.857.615.285 Bonds payables
Utang jaminan pelanggan 35.342.034.475 27.020.229.649 Customers’ deposits
Utang jangka panjang lainnya 17.194.013.836 41.079.508.873 Other long-term payables
Total 19.723.998.649.254 18.130.065.062.724 Total
155

47. NILAI WAJAR (lanjutan) 47. FAIR VALUE (continued)
Detail dari liabilitas keuangan Kelompok Usaha The details of the Group’s financial liabilities in their
dalam nilai tercatat dan nilai wajarnya adalah: carrying value and fair value:

Nilai tercatat/ Nilai wajar/
Carrying value Fair value
Lancar Current
Utang bank jangka pendek 526.554.535.799 525.649.436.652 Short-term bank loans
Liabilitas sewa 23.465.339.874 23.465.339.874 Lease liability
Tidak lancar Non-current
Liabilitas sewa 418.694.168.382 418.694.168.382 Lease liability

Nilai tercatat/ Nilai wajar/
Carrying value Fair value
Tidak lancar Non-current
Nilai wajar didefinisikan sebagai jumlah dimana Fair value is defined as the amount at which an
instrumen tersebut dapat dipertukarkan di dalam instrument could be exchanged in a current arm’s
transaksi terkini antara pihak yang berkeinginan dan length transaction between knowledgeable willing
memiliki pengetahuan yang memadai melalui suatu parties, other than in a forced or liquidation sale.
transaksi yang wajar, bukan dalam penjualan yang
dipaksakan atau penjualan likuidasi.
Metode-metode dan asumsi-asumsi di bawah ini The following methods and assumptions were used
digunakan untuk mengestimasi nilai wajar untuk to estimate the fair value of each class of financial
masing-masing kelas instrumen keuangan: instruments:
a. Aset keuangan lancar dan liabilitas keuangan a. Current financial assets and liabilities
jangka pendek
Nilai wajar aset keuangan lancar dan liabilitas The fair values of current financial assets and
keuangan jangka pendek yang akan jatuh liabilities with maturities of one year or less are
tempo dalam waktu satu tahun atau kurang assumed to be approximately the same as their
diasumsikan sama dengan nilai tercatatnya carrying amounts due to their short-term nature.
karena bersifat jangka pendek.
b. Aset keuangan tidak lancar dan liabilitas b. Non-current financial assets and liabilities
keuangan jangka panjang
Nilai wajar dari aset keuangan tidak lancar dan The fair values of non-current financial assets
liabilitas keuangan jangka panjang selain aset and liabilities other than other financial assets
keuangan lainnya dan utang bank, and bank loans are assumed to be the same as
diasumsikan sama dengan nilai tunai yang the cash amount that will be received or paid
akan diterima atau dibayarkan karena saat due to the fact that their maturities are not
jatuh temponya tidak dinyatakan dalam stated in the related contracts, therefore it is not
kontrak-kontrak terkait, sehingga tidak possible to determine when the financial assets
memungkinkan untuk menentukan kapan aset and financial liabilities will be realized and
keuangan dan liabilitas keuangan jangka settled, respectively.
panjang tersebut akan direalisasi dan dilunasi.
156

47. NILAI WAJAR (lanjutan) 47. FAIR VALUE (continued)
Aset keuangan lainnya merupakan aset Other financial assets represent the Company’s
Perusahaan yang nilai wajarnya didasarkan atas assets which their fair value are stated at last quoted
kuotasi harga pasar terakhir pada tanggal 31 market prices as of December 31, 2020 and 2019.
Desember 2020 dan 2019.
Pinjaman jangka panjang yang memiliki suku Long-term loans with floating and fixed interest
bunga variabel dan tetap disajikan sebesar biaya rates are carried at amortized costs using EIR.
perolehan diamortisasi dengan menggunakan
metode SBE.
Tabel berikut menunjukkan hirarki pengukuran nilai The following table provides the recurring fair value
wajar berulang dari aset Perusahaan: measurement hierarchy of the Company’s assets:
Harga kuotasian Input yang tidak

dalam pasar aktif Input yang dapat dapat diobservasi
untuk aset yang diobservasi lain yang signifikan
identik yang sifgnifikan (Level 3)/
(Level 1)/ (Level 2)/ Significant
Quoted prices in Significant unobservable
active markets observable inputs inputs
Total/Total (Level 1) (Level 2) (Level 3)
Aset keuangan pada nilai Financial assets at fair
wajar melalui OCI 55.483.500.000 55.483.500.000 - - value through OCI

Aset keuangan pada nilai Financial assets at fair
wajar melalui OCI 72.970.400.000 72.970.400.000 - - value through OCI
Tidak ada transfer antara Level 1 dan Level 2, dan There were no transfers between Level 1 and Level
masuk atau keluar dari Level 3 selama tahun yang 2, and into or out from Level 3 during the years
berakhir pada tanggal-tanggal 31 Desember 2020 ended December 31, 2020 and 2019.
dan 2019.
48. PERJANJIAN-PERJANJIAN PENTING 48. SIGNIFICANT AGREEMENTS
a. PT Mandara Jasindo Sena (“MJS”) a. PT Mandara Jasindo Sena (“MJS”)
Pada tanggal 15 Maret 1991, Perusahaan On March 15, 1991, the Company entered into
mengadakan Surat Perjanjian Kerja Sama a land use agreement in Soekarno-Hatta
Pemanfaatan Lahan Bandara Soekarno-Hatta Airport covering 150,000 m2 with MJS in
dengan MJS berdasarkan Perjanjian Nomor accordance with the Land Lease Agreement
SPKPL.01/TU.308/PAPII-91 sebagaimana No. SPKPL.01/TU.308/PAPII-91 as amended
diubah melalui Addendum I Perjanjian through Addendum I Cooperation Agreement
Kerjasama Nomor Number ADD.SPKS.20.1/TU.208/APII-96
ADD.SPKS.20.1/TU.208/APII-96 Tanggal 28 dated February 28, 1996, Addendum II Number
Februari 1996, Addendum II Nomor ADD.SPKS.016/TU.208/APII-99 dated Juni 30,
ADD.SPKS.016/TU.208/APII-99 Tanggal 30 1999, Addendum III Number
Juni 1999, Addendum III Nomor ADD.III.SPKS.42/KM.103/2001-APII dated
ADD.III.SPKS.42/KM.103/2001-APII Tanggal Agustus 20, 2001 and Addendum IV Number
20 Agustus 2001, dan diubah terakhir melalui ADD.IV.SPKS.004/KM.103/2006-APII dated
Addendum IV Nomor January 30 2006 (“SPKL.01”)
ADD.IV.SPKS.004/KM.103/2006-APII Tanggal
30 Januari 2006 (“SPKL.01”), seluas 150.000
m2,
157

48. PERJANJIAN-PERJANJIAN PENTING (lanjutan) 48. SIGNIFICANT AGREEMENTS (continued)
a. PT Mandara Jasindo Sena (“MJS”) (lanjutan) a. PT Mandara Jasindo Sena (“MJS”) (continued)
dimana MJS menggunakan lahan tersebut where MJS used the land to build and
untuk membangun serta mengusahakan commercialize facilities of hotel, convention
fasilitas hotel, balai sidang, perkantoran, center, offices, stores, restaurant, sport
pertokoan, restoran, fasilitas olah raga, facilities, parking and recreation (“facilities”).
perparkiran dan sarana rekreasi (“fasilitas”). The agreement is valid for 30 years. Land
Jangka waktu perjanjian adalah 30 tahun. utilization is divided into 2 phases. The first
Pemanfaatan lahan dibagi menjadi 2 tahap. phase was described in this agreement while
Untuk tahap pertama dibahas dalam perjanjian the second phase was described in Land Lease
ini sedangkan tahap kedua dibahas terpisah Agreement No. No. SPKS.21/TU.208/APII-96
dalam Perjanjian Sewa Tanah No. No. (“SPKS.21”) dated March 1, 1996.
SPKS.21/TU.208/APII-96 (“SPKS.21”) tanggal
1 Maret 1996.
i. Tahap pertama meliputi lahan seluas i. The first phase covers an area of 50,000
50.000 m2 untuk jangka waktu 30 tahun m2 for period of 30 years ending in March
yang berakhir bulan Maret 2021. 2021. The Company received
Perusahaan memperoleh kompensasi compensation amounted
sebesar Rp10.800.000.000 dan konsesi Rp10,800,000,000 and concession for a
sebesar persentase tertentu dari certain percentage of MJS net income over
pendapatan bersih MJS atas hasil operasi the commercial operation of the facility,
komersial dari fasilitas, terhitung sejak starting from the commencement of the
dimulainya operasi komersial dari fasilitas. commercial operation of the facility.
ii Tahap kedua meliputi lahan seluas ii. The second phase covers a land area of
100.000 m2 untuk jangka waktu 30 tahun 100,000 m2 for a period of 30 years which
yang berakhir tanggal 8 Februari 2026. expired on February 8, 2026. The
Perusahaan memperoleh kompensasi Company received compensation
yang setiap lima tahun meningkat mulai increases every five years starting from
dari Rp600 hingga Rp3.226,94 per m2 per Rp600 to Rp3,226.94 per m2 per month or
bulan atau seluruhnya sebesar total amounted Rp58,765,800,000 and
Rp58.765.800.000 dan konsesi sebesar concession for a certain percentage of net
persentase tertentu dari pendapatan bersih income over the commercial operation of
atas hasil operasi komersial dari fasilitas, the facility, starting from the
terhitung sejak dimulainya operasi commencement of commercial operation
komersial dari fasilitas. of the facility.
iii. Pada akhir periode perjanjian, MJS akan iii. At the end of the agreement period, MJS
mengembalikan lahan tersebut dan will restore the land and transfer ownership
mengalihkan kepemilikan seluruh fasilitas of the entire facility that was built on the
yang telah dibangun di atas lahan tersebut land to the Company.
kepada Perusahaan.
Sehubungan dengan terjadinya krisis ekonomi With the economic crisis from year 1997 to
sejak tahun 1997 sampai dengan 2003, MJS 2003, MJS was affected by the crisis hence
terkena dampak dari krisis ekonomi tersebut MJS could not meet the requirements in the
sehingga MJS tidak dapat memenuhi ketentuan land use agreement to develop 100,000 m2 of
dalam perjanjian kerjasama pemanfaatan tanah land that has been mentioned in the previous
untuk mengembangkan lahan 100.000 m2 yang agreement.
telah disebutkan dalam perjanjian sebelumnya.
Dengan mempertimbangkan hal tersebut maka By considering the matter, the Company
Perusahaan melalui Surat Direksi No. through Director Letter No.
15.02.01/00/10/2007/004 tanggal 4 Oktober 15.02.01/00/10/2007/004 dated October 4,
2007 telah membatalkan Perjanjian SPKL.01 2007 has canceled SPKL.01 and SPKS.21
dan SPKS.21 yang menyangkut lahan seluas Agreement concerning a land area of 100,000
100.000 m2. m2.
158

a. PT Mandara Jasindo Sena (“MJS”) (lanjutan) a. PT Mandara Jasindo Sena (“MJS”) (continued)
Berdasarkan Berita Acara Penyerahan Lahan Based on Acceptance of Land Transfer

dan Sertitikat Hak Guna Bangunan (“HGB”) No. and Land Rights (“HGB”)
15.02.01/00/05/2008/101 tanggal 21 Mei 2008, No. 15.02.01/00/05/2008/101 dated May 21,
MJS menyerahkan secara fisik lahan seluas 2008, MJS physically submit a land area of
100.000 m2 dan 4 (empat) buah sertifikat HGB 100,000 m2 and 4 (four) HGB
kepada Perusahaan. to the Company.
Pelepasan Hak Atas Tanah tersebut telah Such release of Land Rights has been ratified
diaktakan melalui Akta No. 4 oleh Notaris by the Deed No. 4 of Muhammad Taufiq, S.H.,
Muhammad Taufiq, S.H., tanggal 16 April 2009. dated April 16, 2009.
Dengan demikian, perjanjian kerjasama Thus, the valid agreement with

dengan MJS yang masih berlaku adalah MJS is only for SPKL.01 Agreement with time
Perjanjian SPKL.01 dengan jangka waktu period until March 2021 and covered area of
sampai dengan bulan Maret 2021 dengan 50,000 m2.
luasan tanah seluas 50.000 m2.
Berdasarkan Berita Acara Pengukuran Lahan Based on Notification Letter

No. BAC.15.02.01/00/04/2010/193 tanggal of Land Measurement No.
16 April 2010, Perusahaan melakukan BAC.15.02.01/00/04/2010/193 dated April 16,
pengukuran lahan kembali yang dimanfaatkan 2010, the Company remeasured its land used
untuk pembangunan Hotel Sheraton dengan by Sheraton Hotel with the results of 64,856 m2.
hasil pengukuran 64.856 m2. Sehubungan hal- In connection with that matter, MJS shall
hal tersebut di atas MJS harus mengembalikan release the excess of land area of 14,856 m2
kelebihan luas tanah sebesar 14.856 m2 atas for the compensation of excess land use
kompensasi pemakaian kelebihan lahan seluas covering 14,856 m2, the Company sent billing
14.856 m2, Perusahaan mengirimkan tagihan to MJS on February 3, 2015 amounting to
kepada MJS pada tanggal 3 Februari 2015 Rp2,284,555,680.
sebesar Rp2.284.555.680.
b. PT Sanggraha Daksa Mitra (“SDM”) b. PT Sanggraha Daksa Mitra (“SDM”)

Perusahaan mengadakan perjanjian The Company entered into land use agreement
penggunaan tanah di area Bandara Soekarno- at Soekarno-Hatta Airport area covering
Hatta seluas 1.020.000 m2 dengan SDM sesuai 1,020,000 m2 with SDM in accordance with
Perjanjian Sewa Tanah No. Land Lease Agreement No.
SPKS.07.1/TU.208/APII-2000 tanggal SPKS.07.1/TU.208/APII-2000 dated March 30,
30 Maret 2000 dan berlaku selama 20 (dua 2000 and valid for 20 (twenty) years from May
puluh) tahun sejak 1 Mei 2000 sampai dengan 1, 2000 untill January 6, 2019. The Company
6 Januari 2019. Perusahaan menyewakan leased the land to SDM to be used as business
tanah tersebut kepada SDM untuk dikelola facilities such as golf course, park and shopping
sebagai fasilitas usaha yaitu lapangan golf, centre, including its supporting facilities.
taman niaga dan pusat pertokoan berikut
fasilitas penunjangnya.
Perusahaan juga memperoleh pendapatan The Company also obtained a concession
konsesi yang dihitung berdasarkan jumlah income calculated based on the amount of
pendapatan kotor dengan persentase konsesi. gross income with the percentage of
Pada akhir periode perjanjian, SDM wajib concession. At the end of the agreement, SDM
mengembalikan tanah tersebut kepada is required to return the land to the Company
Perusahaan dan Perusahaan wajib membayar and the Company shall pay to SDM for the fair
kepada SDM sebesar nilai pasar yang wajar market value of the building as well as the
dari bangunan gedung serta kelengkapannya accessories attached including infrastructure
yang melekat termasuk infrastruktur yang located in the shopping centre and commercial
terdapat di pusat pertokoan dan taman niaga parks.
tersebut.
159


b. PT Sanggraha Daksa Mitra (“SDM”) (lanjutan) b. PT Sanggraha Daksa Mitra (“SDM”)
(continued)
Pada tanggal 31 Mei 2017, Perusahaan dan On May 31, 2017, the Company and SDM
SDM menandatangani addendum I signed addendum I No.
No. PJJ.04.04/00.02/05/2017/0011 atas PJJ.04.04/00.02/05/2017/0011 of Land Use
Perjanjian Kerjasama Penggunaan Tanah No. Cooperation Agreement No.
SPKS.07.1/TU.208/APII-2000 tanggal SPKS.07.1/TU.208/APII-2000 dated March 30,
30 Maret 2000, dimana Perusahaan dan SDM 2000, whereas the Company and SDM agreed:
sepakat antara lain:
1. Seluruh fasilitas usaha yang dibangun 1. All business facilities that were built by
SDM, pada akhir masa perjanjian SDM, at the end of the agreement shall be
diserahkan dan menjadi milik Perusahaan returned and become the property of the
tanpa kompensasi dalam bentuk apapun. Company without any compensation.
2. Mengubah objek perjanjian yang dikenakan 2. Changes the object of the agreement
kompensasi dan besaran kompensasi subject to compensation and the amount of
penggunaan tanah. land use compensation.
3. Mengubah objek perjanjian yang dikenakan 3. Changes the object of the agreement
konsesi dan prosentase konsesi. subject to concession and percentages of
concession.
4. Mengembalikan sebagian tanah seluas 4. Returns part of the land that has been
±57.000 m² yang telah disewa SDM kepada rented by SDM measuring ±57,000 m² to
Perusahaan sehingga luas objek perjanjian the Company and changes the object of
menjadi 963.000 m². agreement to 963,000 m².
5. SDM melakukan pembongkaran dan/atau 5. SDM dismantling and/or relocating assets
relokasi aset milik SDM yang berlokasi di owned by SDM located in an area of
area lahan seluas ±57.000 m². Bentuk dan ±57,000 m². The form and method of
cara kompensasi yang akan dibayarkan compensation that will be paid by the
oleh Perusahaan kepada SDM antara lain Company to SDM may be calculated from
dapat diperhitungkan dari pembebasan the exemption of compensation and/or
kewajiban kompensasi dan/atau exemption of the concession.
pembebasan nilai konsesi.
6. Memperhitungkan jangka waktu perjanjian 6. Considering term of agreement among
antara lain: others:
- Tanggal 1 Mei 2000 sampai dengan - May 1, 2000 until January 6, 2019.
tanggal 6 Januari 2019.
- Tanggal 7 Januari 2019 sampai - January 7, 2019 until January 6, 2021
dengan tanggal 6 Januari 2021 untuk for the object of the agreement of
objek perjanjian seluas ±643.000 m². ±643,000 m².
- Tanggal 7 Januari 2019 sampai - January 7, 2019 until January 6, 2021
dengan tanggal 6 Januari 2021 untuk for the object of the agreement of
objek perjanjian seluas ±320.000 m². ±320,000 m². The term will
Jangka waktu tersebut akan automatically be extended until
diperpanjang otomatis sampai dengan January 6, 2024 if the Company does
maksimal tanggal 6 Januari 2024 not use the object of the agreement for
apabila Perusahaan tidak the construction of Terminal 4 of
menggunakan objek perjanjian untuk Soekarno-Hatta Airport.
kepentingan pembangunan Terminal 4
Bandara Soekarno-Hatta.
160

b. PT Sanggraha Daksa Mitra (“SDM”) (lanjutan) b. PT Sanggraha Daksa Mitra (“SDM”)

(continued)
Pada tanggal 22 Februari 2018, Perusahaan On February 22, 2018, the Company and SDM
dan SDM menandatangani addendum II signed addendum II of Land Use Cooperation
Perjanjian Kerjasama Penggunaan Tanah Agreement No. PJJ.04.04/00/02/2018/0043
No.PJJ.04.04/00/02/2018/0043 dimana whereas the Company and SDM agreed:
Perusahaan dan SDM menyepakati antara lain:
- Rincian aset yang akan direlokasi. - Details of the assets to be relocated.
- Total biaya pembongkaran dan/atau aset - Total cost of dismantling and/or assets to
yang akan direlokasi. be relocated.
- Bentuk dan cara kompensasi yang akan - The method of compensation to be
diberikan dan/atau dibayarkan oleh provided and/or paid by the Company to
Perusahaan kepada SDM atas biaya SDM for the costs of dismantling and/or
pembongkaran dan/atau aset yang akan assets to be relocated.
direlokasi.
c. PT Garuda Indonesia (Persero) Tbk (“Garuda”) c. PT Garuda Indonesia (Persero) Tbk (“Garuda”)
Pada tanggal 3 Juli 2014, Perusahaan On July 3, 2014, the Company entered into
mengadakan Perjanjian Kerjasama Land Use Agreement No.
Pemanfaatan Tanah PJJ.15.02.01/00/07/2014/119 with Garuda,
No.PJJ.15.02.01/00/07/2014/119 dengan where the Company acts as lessor and Garuda
Garuda, dimana Perusahaan bertindak sebagai as lessee. Some terms of the agreement are as
pemberi sewa dan Garuda sebagai penyewa. follows:
Beberapa isi perjanjian sebagai berikut:
• Lahan yang dimanfaatkan seluas • Area utilization of 164,742 m2.

164.742 m2.
• Tujuan pemanfaatan lahan untuk • Land use objectives are for the
administrasi perkantoran, penunjang administrative offices, flight operations,
kegiatan operasional penerbangan berikut including its supporting facilities.
fasilitas penunjangnya.
• Jangka waktu perjanjian adalah 1 Januari • The agreement is valid from January 1,
2012 sampai dengan 31 Desember 2016. 2012 until December 31, 2016.
Pada tanggal 29 Juli 2020, Perusahaan dan On July 29, 2020, the Company and Garuda
Garuda telah melakukan perpanjangan agreed to extend the agreement Number
Perjanjian Nomor PJJ.04.04/00/07/2020/0258 PJJ.04.04/00/07/2020/0258 and IG/PERJ/DI-
dan IG/PERJ/DI-4173/2020/NON-LEG dengan 4173/2020/NON-LEG with period up to
jangka waktu perjanjian hingga 31 Desember December 31, 2021.
2021.
Pada tanggal 13 Oktober 2016, Perusahaan On October 13, 2016, the Company entered
mengadakan perjanjian dengan Garuda into agreement with Garuda
No.PJJ.04.04/00.02/10/2016/0009 dan No.PJJ.04.04/00.02/10/2016/0009 and
No.WI/PERJ/DG-3368 tentang pemanfaatan No.WI/PERJ/DG-3368 regarding the use of
fasilitas komersial, yaitu ruangan di gedung commercial facility, such as building 510, 520
510, 520 dan 530 berlaku sampai dengan and 530 up to December 31, 2018, where the
31 Desember 2018, dimana Perusahaan Company acts as lessor and Garuda as lessee.
bertindak sebagai pemberi sewa dan Garuda
sebagai penyewa.
161

c. PT Garuda Indonesia (Persero) Tbk (“Garuda”) c. PT Garuda Indonesia (Persero) Tbk (“Garuda”)
Pada tanggal 20 Juni 2018, Perusahaan On June 20, 2018, the Company and Garuda
dan Garuda telah melakukan perpanjangan agreed to extend the agreement based on the
berdasarkan Perjanjian Kerja Sama Cooperation Agreement for the Utilization of
Pemanfaatan Fasilitas Komersial Commercial Facilities of PT Angkasa Pura II
PT Angkasa Pura II (Persero) Nomor (Persero) Number PJJ.04.04/00/06/2018/1435
PJJ.04.04/00/06/2018/1435 dan IG/PERJ/ and IG/PERJ/DG-3718/2018 dated June 20,
DG-3718/2018 Tanggal 20 Juni 2018 dengan 2018 with period from July 1, 2018 to June 30,
jangka waktu 1 Juli 2018 sampai dengan 2022.
30 Juni 2022.
d. Kerjasama Penyelenggaraan Perkeretaapian d. Cooperation Arrangement of Airport Railway

Bandara
Pada tanggal 7 Juli 2015, Perusahaan On July 7, 2015, the Company entered into an
mengadakan perjanjian No. HK.223/VII/5/KA- agreement No. HK.223/VII/5/KA-2015,
2015, PJJ.15.01/00.1/07/2015/0061 dan PJJ.15.01/00.1/07/2015/0061 and
RL/DIR/028/VII/2015 dengan KAI dan Railink RL/DIR/028/VII/2015 with KAI and Railink (“the
(”Para Pihak”). Perjanjian ini berlaku sejak Parties”). This agreement is valid since the
penandatanganan Perjanjian sampai dengan signing of the Agreement until the end of the
berakhirnya Masa Konsesi. Ruang Lingkup Concession Period. The scope of Cooperation
Kerjasama Penyelenggaraan Perkeretaapian Arrangement of Airport Railway is Railway
Bandara ialah Penyelenggaraan ssarana Infrastructure Implementation service including
Perkeretaapian meliputi pembangunan, construction, procurement, operation,
pengadaan, pengoperasian, perawatan dan maintenance and operation of infrastructure.
pengusahaan sarana.
Perusahaan beserta Para Pihak sepakat bahwa The Company and the Parties agreed that the
Kerjasama Penyelenggaraan Perkeretaapian Cooperation Arrangement of Airport Railway
Bandara ini menggunakan skema bagi hasil will use the following profit sharing scheme:
dengan ketentuan sebagai berikut:
• Perhitungan nilai bagi hasil adalah • The calculation of the profits is based on
berdasarkan EBITDA dikurangi dengan EBITDA less the payment of the debt;
pembayaran utang;
• Nilai bagi hasil yang ditentukan, mengacu • The profit sharing portions are referred to
kepada laporan keuangan Railink dan the Railink’s financial statements and is
dilakukan berdasarkan proporsi realisasi based on the proportion of the realization
Perusahaan dan Para Pihak; of the Company and the Parties;
• Pembayaran Bagi Hasil mulai dilakukan • Payment of Profit Sharing begin in the third
pada tahun ketiga setelah year after the Soekarno-Hatta Airport
penyelenggaraan Kereta Api Bandara Railway is fully operational for 1 (one) year
Soekarno-Hatta beroperasi penuh untuk budget.
1 (satu) tahun anggaran.
162

e. PT Pertamina (Persero) (“Pertamina”) e. PT Pertamina (Persero) (“Pertamina”)
Pada tanggal 15 Mei 2015, Perusahaan dan On May 15, 2015, the Company and Pertamina
Pertamina mengadakan perjanjian No. entered into an agreement No.
PJJ.04.04/00.04/05/2015/0554 dan PJJ.04.04/00.04/05/2015/0554 and
020/F00000/2015-SO untuk melaksanakan 020/F00000/2015-SO to perform the airline
pelayanan pengisian bahan bakar pesawat refueling services at Soekarno-Hatta, Sultan
udara di Bandara Soekarno-Hatta, Sultan Syarif Syarif Kasim II, Minangkabau, Halim
Kasim II, Minangkabau, Halim Perdanakusuma Perdanakusuma and Sultan Mahmud
dan Sultan Mahmud Badaruddin II. Jangka Badaruddin II Airport. The project period was
waktu pelaksanaan pekerjaan adalah selama effective for 2 years starting on April 1, 2014
2 tahun sejak 1 April 2014 sampai dengan until March 31, 2016. The agreement was
31 Maret 2016. Perjanjian tersebut extended from April 1, 2016 to March 31, 2018
diperpanjang mulai dari tanggal 1 April 2016 based on agreement No.
sampai dengan tanggal 31 Maret 2018 No.PJJ.04.04/00.02/09/2016/0015 and
berdasarkan perjanjian No.077/F00000/2016-SO dated September 8,
No.PJJ.04.04/00.02/09/2016/0015 dan 2016.
No.077/F00000/2016-SO tanggal 8 September
2016.
Pertamina mengadakan perjanjian No. entered into an agreement No.
PJJ.04.04/00/05/2018/0170 dan PJJ.04.04/00/05/2018/0170 and
pelayanan pengisian bahan bakar pesawat refueling services and Aircraft Charging Depot
udara dan sewa pemanfaatan fasilitas Depot (DPPU) facilities rental at Soekarno-Hatta
Pengisian Pesawat Udara (DPPU) milik International Airport. This agreement is valid for
Perusahaan di Bandar Udara Internasional 2 years starting on April 1, 2018 until March 31,
Soekarno-Hatta. Perjanjian ini berlaku selama 2020.
2 tahun terhitung sejak tanggal
1 April 2018 sampai dengan 31 Maret 2020.
Perjanjian tersebut diperpanjang mulai tanggal The agreement was extended from April 1,
1 April 2020 sampai dengan 31 Maret 2022 2020 until March 31, 2022 based on agreement
berdasarkan Perjanjian Nomor no PJJ.04.04/00/05/2020/0127 and SP-
PJJ.04.04/00/05/2020/0127 dan SP- 052/F10100/2020-S3 dated May 5, 2020.
052/F10100/2020-S3 Tanggal 5 Mei 2020.
163

e. PT Pertamina (Persero) (“Pertamina”) (lanjutan) e. PT Pertamina (Persero) (“Pertamina”)

(continued)
Pertamina mengadakan perjanjian entered into an agreement
No. PJJ.04.04/00/05/2018/0171 dan No. PJJ.04.04/00/05/2018/0171 and
pelayanan pengisian bahan bakar pesawat refueling services at Halim Perdanakusuma,
udara di Bandar Udara Halim Perdanakusuma, Minangkabau, Sultan Syarif Kasim II, and
Minangkabau, Sultan Syarif Kasim II, Sultan Sultan Mahmud Badaruddin II and Banyuwangi
Mahmud Badaruddin II dan Banyuwangi. Airport. This agreement is valid for 5 years
Perjanjian ini berlaku selama starting on April 1, 2018 until March 31, 2023.
5 tahun terhitung sejak tanggal 1 April 2018
sampai dengan 31 Maret 2023.
Pada tanggal 31 Maret 2015, Perusahaan dan On March 31, 2015, the Company and
Pertamina mengadakan perjanjian Pertamina entered into an agreement No.
No. 008/F20100/2015-S0 dan 008/F20100/2015-S0 and No.
No. PJJ.04.04/00.04/03/2015/0048 untuk PJJ.04.04/00.04/03/2015/0048 to perform the
melaksanakan pelayanan pengisian bahan airline refueling services at Kualanamu Airport.
bakar pesawat udara di Bandara Kualanamu. The project period was effective for 5 years
Jangka waktu pelaksanaan pekerjaan starting on July 25, 2013 until July 24, 2018.
adalah selama 5 tahun sejak 25 Juli 2013 The agreement was extended from July 25,
sampai dengan 24 Juli 2018. 2018 to July 24, 2023 based on agreement
Perjanjian tersebut diperpanjang mulai dari No. No.PJJ.04.04/00/08/2018/0626 and
tanggal 25 Juli 2018 sampai dengan tanggal No.013/F20100/2018-S0 dated August 7, 2018.
24 Juli 2023 berdasarkan perjanjian
No.PJJ.04.04/00/08/2018/0626 dan
No.013/F20100/2018-S0 tanggal 7 Agustus
2018.
Pada tanggal 14 Desember 2015, Perusahaan On December 14, 2015, the Company and
dan Pertamina mengadakan perjanjian Pertamina entered into an agreement No.
No. 041/F00000/2015-03 dan 041/F00000/2015-03 and No.
No. PJJ.04.04/00.02/12/2015/0106 untuk PJJ.04.04/00.02/12/2015/0106 to perform the
melaksanakan pelayanan pengisian bahan airline refueling services at Husein
bakar pesawat udara di Bandara Husein Sastranegara, Supadio, Sultan Iskandar Muda,
Sastranegara, Supadio, Sultan Iskandar Muda, Raja Haji Fisabilillah, Sultan Thaha, Depati
Raja Haji Fisabilillah, Sultan Thaha, Amir and Silangit Airport. The project period
Depati Amir dan Silangit. Jangka waktu was effective for 2 years starting on
pelaksanaan pekerjaan adalah selama 2 tahun October 1, 2015 until September 30, 2017. The
sejak 1 Oktober 2015 sampai dengan agreement was extended from October 1, 2017
30 September 2017. Perjanjian tersebut to September 30, 2022 based on agreement
diperpanjang mulai dari tanggal 1 Oktober No. No.PJJ.04.04/00/03/2018/0069 and
2017 sampai dengan tanggal 30 September No.003/F20100/2018-S3 dated March 14,
2022 berdasarkan perjanjian 2018.
No.PJJ.04.04/00/03/2018/0069 dan
No.003/F20100/2018-S3 tanggal 14 Maret
2018.
164

f. Perjanjian Konsesi - Direktorat Jenderal f. Concession Agreement - Directorate General of

Perhubungan Udara Civil Aviation
Pada tanggal 15 Desember 2015, Perusahaan On December 15, 2015, the Company entered
mengadakan Perjanjian dengan Direktorat into Agreement with the Directorate General of
Jenderal Perhubungan Udara (DJPU) Civil Aviation (DJPU) regarding the concession
mengenai pemberian konsesi untuk melakukan provided to the Company to conduct airport
kegiatan pelayanan jasa kebandarudaraan services as stated in agreement
sebagaimana yang dituangkan dalam No. HK.202/2/6/DRJU.kum 2015 and
perjanjian No. HK.201/2/6/DRJU.kum 2015 dan PJJ.04.04/00.02/12/2015/0025 (Concession
PJJ.04.04/00.02/12/2015/0025 (Perjanjian Agreement).
Konsesi).
DJPU memberikan hak kepada Perusahaan DJPU granted the right to the Company to
melakukan kegiatan pelayanan jasa conduct the airport service activities including
kebandarudaraan termasuk meliputi pelayanan aircraft, passenger, freight and postal related
sehubungan dengan jasa pesawat udara, services. Such services encompass for the
penumpang, barang dan pos. Layanan tersebut provision and/or development of:
mencakup penyediaan dan/atau
pengembangan:
- Fasilitas kegiatan pelayanan pendaratan, - Facilities for service activities for landing,
lepas landas, manuver, parkir dan takeoff, maneuvering, parking and storage of
penyimpanan pesawat udara; aircraft;
- Fasilitas terminal untuk pelayanan - Terminal facilities for passenger transport
angkutan penumpang, kargo dan pos; services, cargo and mail;
- Fasilitas elektronika, listrik, air dan instalasi - Electronic facilities, electricity, water and
limbah buangan; dan waste disposal installations; and
- Lahan untuk bangunan, lapangan dan - Areas for the building, grounds and industry
industri serta gedung atau bangunan yang as well as buildings provided to support air
digunakan untuk mendukung transportasi transportation.
udara.
Ketentuan-ketentuan penting dalam Perjanjian Important conditions in the Concession

Konsesi adalah sebagai berikut, antara lain: Agreement, among others, are as follows:
- Perusahaan diwajibkan untuk membayar - The Company is required to pay concession
pendapatan konsesi dari pelayanan jasa revenue of airport service activities
kebandarudaraan sebesar 2,5% dari amounting to 2.5% from revenue of airport
pendapatan pelayanan jasa service activities per year, which will be
kebandarudaraan per tahun, yang akan evaluated every 5 (five) years. The amount
dievaluasi setiap 5 (lima) tahun. Nilai yang paid will be recognized as Non Tax Revenue
dibayarkan tersebut akan diakui sebagai (PNBP).
Penerimaan Negara Bukan Pajak (PNBP).
- Perjanjian Konsesi berlaku selama - The Concession Agreement is valid for
2 (dua) tahun, terhitung sejak 2 (two) years, starting from date the
ditandatanganinya perjanjian dan Concession Agreement is signed and
diperpanjang selama 30 tahun sesuai extended for 30 years as agreed by DJPU
kesepakatan DJPU dan Perusahaan, and the Company, after the Company
setelah Perusahaan mendapat received approval from shareholders
persetujuan rapat umum pemegang general meeting.
saham.
DJPU memiliki kewenangan untuk melakukan DJPU has the authority to supervise and control
pengawasan dan pengendalian terhadap the implementation of the Concession based on
pelaksanaan Konsesi berdasarkan Perjanjian Concession Agreement in accordance with its
Konsesi sesuai dengan kewenangannya yang authority regulated by the Law.
diatur oleh Undang-Undang.
165

f. Perjanjian Konsesi - Direktorat Jenderal f. Concession Agreement - Directorate General of

Perhubungan Udara (lanjutan) Civil Aviation (continued)
Pada tanggal 31 Desember 2020 dan 2019, On December 31, 2020 and 2019, the
Perusahaan telah membukukan pencadangan Company has recorded accrued concession
beban konsesi (Catatan 20) masing-masing expense (Note 20) amounted to
sebesar Rp270.174.029.162 dan Rp270,174,029,162 and Rp340,093,040,236
Rp340.093.040.236. respectively.
Perjanjian Konsesi tersebut telah berakhir pada The Concession Agreement has expired on
tanggal 14 Desember 2017. Pada tanggal December 14, 2017. As of the date of the
otorisasi untuk penerbitan laporan keuangan authorization of issuance of consolidated
konsolidasian, perpanjangan perjanjian financial statements, the extension of the
tersebut masih dalam proses. Perusahaan telah agreement is still in process. The Company has
membukukan cadangan beban konsesi dengan recorded provision of concession fees at a rate
tarif 1% dari pendapatan pelayanan jasa of 1% from revenue of airport services for the
kebandarudaraan pada laporan keuangan consolidated financial statements for the year
konsolidasian tahun 2020 dan 2019. 2020 and 2019.
Pada tanggal 28 Juni 2018, Perusahaan telah On June 28, 2018, the Company has received
menerima tagihan pembayaran konsesi a payment bill for aeronautical service
pelayanan jasa kebandarudaraan tahun 2016 concession for year 2016 from DJPU amounted
dari DJPU sebesar Rp102.578.055.679. to Rp102,578,055,679. Based on the bill, every
Berdasarkan surat tagihan tersebut setiap late payment will be subjected to penalty of 2%
keterlambatan pembayaran akan dikenakan for each month, 30 days after the bill issue date.
denda sebesar 2% setiap bulannya, setelah 30
hari sejak dikeluarkannya tagihan tersebut.
Sampai dengan tanggal otorisasi untuk Up to the date of the authorization of issuance
penerbitan laporan keuangan konsolidasian ini, of consolidated financial statements, the
Perusahaan belum membayar tagihan tersebut. Company has not paid the bill. For this matter,
Atas hal tersebut Perusahaan telah the Company has recorded accrual for penalty
membukukan pencadangan beban denda expense amounted to Rp32,876,538,931
sebesar Rp32.876.538.931 (Catatan 21). (Note 21).
Perusahaan telah melakukan pembayaran The Company has paid the concession fees for
secara bertahap tagihan beban konsesi tahun year 2016 in installments of Rp10,000,000,000
2016, yaitu sebesar Rp10.000.000.000 dan and Rp92,578,055,679 on February 21, 2019
Rp92.578.055.679 masing-masing pada and February 4, 2020, respectively.
tanggal 21 Februari 2019 dan 4 Februari 2020.
g. Serah operasi Bandar Udara Banyuwangi g. Transfer operations of Banyuwangi Airport
Pada tanggal 22 Desember 2017, Perusahaan On December 22, 2017, the Company and the
dan Pemerintah Kabupaten Banyuwangi Government of Banyuwangi Regency (Pemkab
(Pemkab Banyuwangi) menandatangani Berita Banyuwangi) signed an Official Report on the
Acara Serah Terima pemanfaatan tanah handover of land and/or buildings owned/
dan/atau bangunan yang dimiliki/dikuasai controlled by Pemkab Banyuwangi. Land and
Pemkab Banyuwangi. Tanah dan bangunan buildings submitted by Pemkab Banyuwangi to
yang diserahkan oleh Pemkab Banyuwangi the Company amounting to ± 1,318,678 m² and
kepada Perusahaan masing-masing seluas ± 17,910 m², respectively.
±1.318.678 m² dan ±17.910 m².
166

g. Serah operasi Bandar Udara Banyuwangi g. Transfer operations of Banyuwangi Airport

dan DJPU menandatangani Berita Acara DJPU signed the Minutes of Transfer of
Pengalihan Pengoperasian Bandar Udara Banyuwangi Airport Operations from DJPU to
Banyuwangi dari DJPU kepada Perusahaan the Company No. 481 Tahun 2017, whereby
dengan nomor BA. 481 Tahun 2017, dimana DJPU handed over the transfer/operation of
DJPU menyerahkan pengalihan/ Banyuwangi Airport to the Company including
pengoperasian Bandar Udara Banyuwangi facilities, equipment and human resources.
kepada Perusahaan berikut fasilitas, peralatan
dan sumber daya manusia.
dan DJPU menandatangani Berita Acara Serah DJPU signed an Official Report on the
Terima Operasional Hasil Pekerjaan Bandar Operation Handover of Banyuwangi Airport
Udara Banyuwangi dari DJPU kepada Work Results from DJPU to the Company No.
Perusahaan dengan No. BA.1482 Tahun 2017, BA.1482 Tahun 2017, where the DJPU
dimana DJPU menyerahkan hasil pekerjaan submitted the proceeds at Banyuwangi Airport
pada Bandar Udara Banyuwangi kepada to the Company. The proceeds consist of
Perusahaan. Hasil pekerjaan tersebut berupa equipment and machinery, buildings, roads and
aset peralatan dan mesin, gedung dan bridges, irrigation, network, other fixed assets
bangunan, jalan dan jembatan, irigasi, jaringan, and intangible assets with total amounted to
aset tetap lainnya dan aset takberwujud yang Rp207,706,379,411 valued at cost.
seluruhnya berjumlah Rp207.706.379.411 yang
dinilai berdasarkan harga perolehan.
Pada tanggal 5 Januari 2018, Perusahaan On January 5, 2018, the Company issued
mengeluarkan Keputusan Direksi tentang Task Directors' Decree on Task Force of Operation
Force Alih Operasi Bandar Udara Banyuwangi Transfer Banyuwangi Airport which is intended
yang diperuntukkan untuk mendukung dan to support and ensure all readiness of the
memastikan semua kesiapan pengalihan complete transfer of Banyuwangi Airport
secara menyeluruh operasional Bandar Udara operations to the Company, in terms of
Banyuwangi kepada Perusahaan, baik dari sisi facilities, operations, services, commercial,
fasilitas, operasi, pelayanan, komersial, sistem system and information and the fulfillment of
dan informasi serta pemenuhan sumber daya human resources goes well and appropriately,
manusia berjalan dengan baik dan tepat, with the establishment of Coordinator of Safety,
dengan pembentukan Coordinator of Safety, Risk, Operation & Quality Control, Coordinator
Risk, Operation & Quality Control, Coordinator of Airport Service & Commercial Support,
of Airport Service & Commercial Support, Coordinator of Shared Service and Member.
Coordinator of Shared Service dan Member.
Pada tanggal 14 Mei 2018, Perusahaan On May 14, 2018, the Company received a
menerima surat dari DJPU terkait penyampaian letter from DJPU regarding submission of
koreksi lampiran Berita Acara Serah Terima correction of Official Report on the Operation
Operasional (BASTO) Bandar Udara Handover (BASTO) of Banyuwangi Airport
Banyuwangi yang ditandatangani oleh DJPU Work Results signed by DJPU and the
dan Perusahaan dimana nilai yang Company, where the value handed over to the
diserahterimakan kepada Perusahaan yang Company which was previously amounting to
sebelumnya sebesar Rp207.706.379.411 Rp207,706,379,411 was changed to
berubah menjadi sebesar Rp203.679.630.272. Rp203,679,630,272. Asset of Banyuwangi
Aset Bandar Udara Banyuwangi yang Airport which stated in the BASTO will be
dinyatakan dalam BASTO akan dicatat sebagai recorded as the Company’s asset and
aset Perusahaan dan penyertaan modal negara government’s investment when Government
pada saat telah diterbitkan Peraturan Regulation is issued.
Pemerintah.
167

h. Perjanjian Kerjasama Penyelenggaraan Jasa h. Cooperation Agreement on Airport Service

Kebandarudaraan di Bandar Udara Provision at West Java International Airport
Internasional Jawa Barat
Pada tanggal 22 Januari 2018, Perusahaan, On January 22, 2018, the Company,
Pemerintah Daerah Provinsi Jawa Barat Pemerintah Daerah Provinsi Jawa Barat
(Pemprov Jabar) dan PT Bandar Udara (Pemprov Jabar) and PT Bandar Udara
Internasional Jawa Barat (BIJB) International Jawa Barat (BIJB) signed a
menandatangani Perjanjian Kerjasama Cooperation Agreement on Airport Service
Penyelenggaraan Jasa Kebandarudaraan di Provision at West Java International Airport,
Bandar Udara Internasional Jawa Barat, whereby the parties agreed to appoint the
dimana para pihak sepakat menunjuk Company as operator to carry out the service
Perusahaan sebagai operator untuk airport, including the operation and
melaksanakan penyelenggaraan jasa maintenance of West Java International Airport
kebandarudaraan, termasuk pengoperasian in Kertajati Sub-district. The term of this
dan pemeliharaan Bandar Udara Internasional agreement is valid for 17 years commencing
Jawa Barat di Kecamatan Kertajati. Jangka from the signing of the agreement and may be
waktu perjanjian ini berlaku selama 17 tahun extended upon the parties' written agreement.
terhitung sejak ditandatangani perjanjian dan
dapat diperpanjang atas kesepakatan tertulis
para pihak.
Pada tanggal 4 Mei 2018, Perusahaan, On May 4, 2018, the Company, Pemprov Jabar
Pemprov Jabar dan BIJB menandatangani and BIJB entered into Additional Agreement
Perjanjian Tambahan (Addendum I) atas (Addendum I) on Cooperation Agreement on
Perjanjian Kerjasama Penyelenggaraan Jasa Airport Service Provision at West Java
Kebandarudaraan di Bandar Udara International Airport, that agreed on:
Internasional Jawa Barat, yang menyepakati
antara lain:
a. Perjanjian berlaku terhitung sejak a. The agreement is effective as of the
ditandatanganinya perjanjian oleh para signing of the agreement by the parties,
pihak dengan kesepakatan adanya masa with grace period. Grace period is valid
grace period. Masa grace period terhitung from the signing of the agreement until the
sejak tanggal ditandatanganinya perjanjian effective date.
sampai dengan tanggal efektif.
b. Jangka waktu perjanjian adalah 17 tahun b. Term of the agreement is 17 years from the
terhitung sejak Tanggal Efektif. effective date.
c. Tanggal Efektif diperhitungkan sejak c. The effective date is valid from the
dioperasikannya Bandara oleh operation of the airport by the Company,
Perusahaan yang tanggalnya ditetapkan which the date is set not later than May 24,
selambat-lambatnya pada tanggal 24 Mei 2018 and written in Operational Minutes.
2018 dan dituangkan dalam suatu Berita
Acara Operasional.
Pada tanggal 14 Mei 2018, Perusahaan On May 14, 2018, the Company received
menerima Berita Acara Serah Terima Minutes of Operational Handover (BASTO) of
Operasional (BASTO) Hasil Pekerjaan the Work Results of the Airport Directorate at
Direktorat Bandar Udara di Bandar Udara Kertajati International Airport, West Java from
Internasional Kertajati Jawa Barat dari DJPU DJPU with No. BA. 503 Tahun 2018 for air side
dengan No. BA. 503 Tahun 2018 atas fasilitas facilities amounted to Rp831,756,590,011.
sisi udara dengan nilai total sebesar Asset of Kertajati Airport which stated in the
Rp831.756.590.011. Aset Bandar Udara BASTO will be recorded as the Company’s
Kertajati yang dinyatakan dalam BASTO akan asset and government’s investment when
dicatat sebagai aset Perusahaan dan Government Regulation is issued.
penyertaan modal negara pada saat telah
diterbitkan Peraturan Pemerintah.
168

i. PT Pembangunan Perumahan Tbk (Persero) i. PT Pembangunan Perumahan Tbk (Persero)

(“PP”) (“PP”)
Pada tanggal 13 November 2017, Perusahaan On November 13, 2017, the Company and PP
dan PP menandatangani perjanjian pengadaan signed construction service agreement No.
jasa konstruksi No. PJJ.14.09/00/11/2017/0446 PJJ.14.09/00/11/2017/0446 to Construct
untuk melakukan Pembangunan Runway 3 Runway 3 of Soekarno Hatta International
Bandara Soekarno-Hatta Section 2 dengan nilai Airport Section 2 with contract value of
kontrak sebesar Rp724.748.299.000 (nilai Rp724,748,299,000 (include VAT). The term of
termasuk PPN). Jangka waktu perjanjian the agreement is 425 days since the date of
selama 425 hari terhitung sejak diterbitkannya commencement letter from the Company to PP.
Surat Perintah Mulai Kerja dari Perusahaan As of December 31, 2019, the percentage of
kepada PP. Pada tanggal 31 Desember 2019, completion of the construction has reached
presentase penyelesaian atas pengerjaan 100% from total construction.
konstruksi tersebut telah mencapai 100% dari
keseluruhan pekerjaan.
Pada tanggal 28 Maret 2018, Perusahaan dan On March 28, 2018, the Company and PP
PP menandatangani perjanjian pengadaan jasa signed construction service agreement No.
konstruksi No. PJJ.14.09/00/03/2018/0082 PJJ.14.09/00/03/2018/0082 to construct
untuk melakukan pembangunan Runway 3 Runway 3 of Soekarno Hatta International
Bandara Soekarno Hatta section 1 dengan nilai Airport Section 1 with contract value of
kontrak sebesar Rp799.119.966.700 (nilai Rp799,119,966,700 (include VAT). The term of
termasuk PPN). Jangka waktu perjanjian the agreement is 425 days since the date of
selama 425 hari terhitung sejak diterbitkannya commencement letter from the Company to PP.
Surat Perintah Mulai Kerja dari Perusahaan As of December 31, 2020, the percentage of
kepada PP. Pada tanggal 31 Desember 2020, completion of the construction has reached
prosentase penyelesaian atas pengerjaan 100% from total construction.
konstruksi tersebut mencapai 100% dari
keseluruhan pekerjaan.
j. Perjanjian Kerjasama Pemanfaatan Bandara j. Cooperation Agreement of Utilization of

Banyuwangi Banyuwangi
Pada tanggal 30 Agustus 2018, Perusahaan On August 30, 2018, the Company and
dan Pemerintah Kabupaten Banyuwangi Government of Banyuwangi signed Cooperation
menandatangani Perjanjian Kerja Sama Agreement of State Property Utilization of
Pemanfaatan (KSP) Tanah dan Bangunan Organizing Unit Banyuwangi Airport
untuk Kegiatan Pengusahaan dan/atau No. 188/524/429.012/2018 and
Pengembangan Bandar Udara Banyuwangi PJJ.04.04/00/08/2018/0754. This agreement is
No. 188/524/429.012/2018 dan effective for 30 years from signing date of the
PJJ.04.04/00/08/2018/0754. Perjanjian ini agreement.
berlaku selama 30 tahun sejak
ditandatanganinya perjanjian.
Ruang lingkup kerjasama tersebut adalah Scopes of the cooperation are as follows:
sebagai berikut :
- Memanfaatkan tanah dan bangunan - Utilize land and building with known
dengan situasi dan kondisi yang telah situation and condition for commercial
diketahui untuk kegiatan pengusahaan activities and/or development of
dan/atau pengembangan Bandar Udara Banyuwangi Airport.
Banyuwangi.
- Memberikan kontribusi tetap dan - Provide fixed contribution and profit sharing
pembagian keuntungan atas pengelolaan for management of Banyuwangi Airport.
Bandar Udara Banyuwangi.
- Rencana pemanfaatanan tanah dan/atau - Planning for land and building utilization is
bangunan adalah khusus untuk kegiatan specific for commercial activities and/or
pengusahaaan dan/atau pengembangan development of Banyuwangi Airport
Bandar Udara Banyuwangi.
169

j. Perjanjian Kerjasama Pemanfaatan Bandara j. Cooperation Agreement of Utilization of

Banyuwangi (lanjutan) Banyuwangi Airport (continued)
sebagai berikut: (lanjutan) (continued)
- Tanah dan/atau bangunan yang menjadi - Land and/or building that become objects of
objek KSP tidak boleh dijaminkan dan/atau KSP should not be guaranteed and/or
dibebani hak tanggungan dalam bentuk burdened with dependent rights of any kind
apapun kepada pihak lain. to other parties.
k. Perjanjian Kerjasama Pemanfaatan Bandara k. Cooperation Agreement of Utilization of Tjilik

Tjilik Riwut Riwut Airport
dan Direktorat Jenderal Perhubungan Udara Directorate General of Civil Aviation Ministry of
Kementerian Perhubungan Republik Indonesia Transportation Republic Indonesia (Dephub)
(Dephub) menandatangani Perjanjian Kerja signed Cooperation Agreement of State
Sama Pemanfaatan (KSP) Barang Milik Negara Property Utilization of Organizing Unit Tjilik
Pada Unit Penyelenggara Bandar Udara Riwut Airport (UPBU) Palangka Raya
(UPBU) Tjilik Riwut Palangka Raya No. AU.2136/KUM/DJU/XII/2018 and
No. AU.2136/KUM/DJU/XII/2018 dan PJJ.04.04/00/12/2018/1246. This agreement is
PJJ.04.04/00/12/2018/1246. Perjanjian ini effective for 30 years from signing date of the
berlaku selama 30 tahun sejak agreement.
ditandatanganinya perjanjian.
sebagai berikut :
- Mengelola dan melakukan optimalisasi - Manage and optimize provision and
penyediaan dan pengembangan Bandar development of Tjilik Riwut Airport Palangka
Udara Tjilik Riwut Palangka Raya sehingga Raya as the result increase its role in
meningkatkan perannya dalam mendukung developing the economy activities.
kegiatan perekonomian. - Provide fixed contribution and profit sharing
- Memberikan kontribusi tetap dan for management of Tjilik Riwut Airport
pembagian keuntungan atas pengelolaan Palangka Raya as non-tax state revenue
Bandar Udara Tjilik Riwut Palangka Raya (PNBP).
sebagai Penerimaan Negara Bukan Pajak
(PNBP) - Hand over of the result of the development,
- Penyerahan hasil pengembangan, construction and addition facilities of Tjilik
pembangunan dan penambahan fasilitas Riwut Palangka Raya Airport from the
Bandar Udara Tjilik Riwut Palangka Raya Company to Dephub.
dari Perusahaan kepada Dephub.
Pada tanggal 27 Desember 2018, Perusahaan On December 27 2018, the Company issued
mengeluarkan Surat Keputusan Direksi tentang Board of Director Decree concerning the
Penugasan Pegawai Negeri Sipil (PNS) Kantor Assignment of Civil Servants (PNS) for the
Unit Penyelenggara Bandar Udara Tjilik Riwut Organizing Unit Tjilik Riwut Airport
No. KEP.03.05.01/00/12/2018/0705 yang No. KEP.03.05.01/00/12/2018/0705 which valid
berlaku dari 1 Januari 2019 sampai dengan from January 1, 2019 until June 30, 2019.
30 Juni 2019.
170

l. Perjanjian Kerjasama Pemanfaatan Bandara l. Cooperation Agreement of Utilization of Radin

Kelas I Radin Inten II Lampung Inten II Class I Airport Lampung
Pada tanggal 12 Oktober 2019, Perusahaan On October 12, 2019, the Company and
Sama Pemanfaatan (KSP) Barang Milik Negara Property Utilization of Raden Inten II
Pada Bandar Udara Kelas I Radin Inten II Class I Airport Lampung No.
Lampung HK.201/0030/KUM/DRJU/X/2019 and
No. HK.201/0030/KUM/DRJU/X/2019 dan PJJ.04.04.01/00/10/2019/0917. This agreement
PJJ.04.04.01/00/10/2019/0917. Perjanjian ini is effective for 30 years start from January 1,
berlaku selama 30 tahun sejak tanggal 1 2020 to December 31, 2049.
Januari 2020 hingga 31 Desember 2049.
sebagai berikut :
penyediaan dan pengembangan Bandar development of Radin Inten II Class I Airport
Udara Kelas I Radin Inten II Lampung Lampung as the result increase its role in
sehingga meningkatkan perannya dalam developing the economy activities.
mendukung kegiatan perekonomian.
pembagian keuntungan atas pengelolaan for management of Radin Inten II Class I
Bandar Udara Kelas I Radin Inten II Airport Lampung.
Lampung.
- Penyerahan hasil pengembangan, - Hand over of the result of the development,
pembangunan dan penambahan fasilitas construction and addition facilities of Radin
Bandar Udara Kelas I Radin Inten II Inten II Class I Airport Lampung from the
Lampung dari Perusahaan kepada Dephub. Company to Dephub.
m. Perjanjian Kerjasama Pemanfaatan Bandara m. Cooperation Agreement of Utilization of H. AS.

Kelas I H. AS. Hanandjoeddin Tanjung Pandan Hanandjoeddin Class I Airport Tanjung Pandan
dan Bandara Kelas I Fatmawati Soekarno and Fatmawati Soekarno Class I Airport
Bengkulu Bengkulu.
Pada tanggal 13 Oktober 2019, Perusahaan On October 13, 2019, the Company and
Sama Pemanfaatan (KSP) Barang Milik Negara Property Utilization of H. AS. Hanandjoeddin
Pada Bandar Udara Kelas I H. AS. Class I Airport Tanjung Pandan No.
Hanandjoeddin Tanjung Pandan HK.201/0029/KUM/DRJU/X/2019 and
No. HK.201/0029/KUM/DRJU/X/2019 dan PJJ.04.04.01/00/10/2019/0918 and Fatmawati
PJJ.04.04.01/00/10/2019/0918 dan Bandar Soekarno Class I Airport Bengkulu No.
Udara Kelas I Fatmawati Soekarno Bengkulu HK.201/0028/KUM/DRJU/X/2019 and
No. HK.201/0028/KUM/DRJU/X/2019 dan PJJ.04.04.01/00/10/2019/0919. This agreement
PJJ.04.04.01/00/10/2019/0919. Perjanjian ini is effective for 30 years start from January 1,
berlaku selama 30 tahun sejak tanggal 1 2020 to December 31, 2049.
Januari 2020 hingga 31 Desember 2049.
171

m. Perjanjian Kerjasama Pemanfaatan Bandara m. Cooperation Agreement of Utilization of H. AS.

Kelas I H. AS. Hanandjoeddin Tanjung Pandan Hanandjoeddin Class I Airport Tanjung Pandan
dan Bandara Kelas I Fatmawati Soekarno and Fatmawati Soekarno Class I Airport
Bengkulu (lanjutan) Bengkulu (continued)
sebagai berikut :
penyediaan dan pengembangan Bandar development of H. AS. Hanandjoeddin
Udara Kelas I H. AS. Hanandjoeddin Class I Airport Tanjung Pandan and
Tanjung Pandan dan Bandar Udara Kelas I Fatmawati Soekarno Class I Airport
Fatmawati Soekarno Bengkulu sehingga Bengkulu as the result increase its role in
meningkatkan perannya dalam mendukung developing the economy activities.
kegiatan perekonomian.
pembagian keuntungan atas pengelolaan for management of H. AS. Hanandjoeddin
Bandar Udara Kelas I H. AS. Class I Airport Tanjung Pandan and
Hanandjoeddin Tanjung Pandan dan Fatmawati Soekarno Class I Airport
Bandar Udara Kelas I Fatmawati Soekarno Bengkulu.
Bengkulu.
- Penyerahan hasil pengembangan, - Hand over of the result of the development,
pembangunan dan penambahan fasilitas construction and addition facilities of H. AS.
Bandar Udara Kelas I H. AS. Hanandjoeddin Class I Airport Tanjung
Hanandjoeddin Tanjung Pandan dan Pandan and Fatmawati Soekarno Class I
Bandar Udara Kelas I Fatmawati Soekarno Airport Bengkulu from the Company to
Bengkulu oleh Perusahaan kepada Dephub.
Dephub.
172

49. KONTINJENSI 49. CONTINGENCIES
a. AJB Bumiputera 1912 (“AJB”) a. AJB Bumiputera 1912 (“AJB”)
Pada tanggal 25 Juli 2018, Perusahaan On July 25, 2018, the Company submitted an
mengajukan permohonan ke Arbitrase Nasional application to the Indonesian National
Indonesia (“BANI”) terhadap AJB Bumiputera Arbitration ("BANI") against AJB Bumiputera
1912 (“AJB”) sebagaimana terdaftar dalam 1912 ("AJB") as registered in case number:
perkara nomor: 41072/VIII/ARV-BANI/2018. 41072/VIII/ARV-BANI/2018. The application
Permohonan tersebut diajukan sehubungan was submitted in relation with AJB's obligation
dengan kewajiban AJB dalam melakukan to provide benefit payment of retirement funds
pembayaran atas manfaat pengelolaan dana to the Company’s employees.
Tunjangan Hari Tua (THT) kepada pegawai
Perusahaan.
Terhadap permohonan tersebut, pada tanggal In regard with the application, on February 4,
4 Februari 2019, BANI memberikan putusan 2019, BANI has made decision, among others,
antara lain sebagai berikut: is as follows:
1. Menghukum AJB untuk membayar 1. Convict AJB to paid its obligation to the
kewajiban kepada Perusahaan atas klaim Company for the insurance benefit claim of
asuransi sebesar Rp30.469.142.984. Rp30,469,142,984.
2. Menghukum dan memerintahkan AJB
untuk mengganti kerugian Perusahaan 2. Convict and instruct AJB to compensate the
sebesar Rp104.298.349.800 yang harus Company’s loss of Rp104,298,349,800
menunjuk pengelola dana THT baru untuk which must appoint new retirement fund
menggantikan AJB. manager to replace AJB.
Pada tanggal 28 Maret 2019, AJB mengajukan On March 28, 2019, AJB has submitted a
permohonan pembatalan atas Putusan BANI revocation letter on the BANI’s Decision to the
kepada Pengadilan Negeri Jakarta Selatan (PN South Jakarta District Court. On August 6,
Jaksel). Pada tanggal 6 Agustus 2019, PN 2019, the South Jakarta District Court rejected
Jaksel telah menolak Permohonan AJB the AJB request. On August 20, 2019, AJB filed
tersebut. Pada tanggal 20 Agustus 2019, AJB an appeal against the South Jakarta District
mengajukan upaya hukum banding terhadap Court's decision to the Supreme Court of the
Putusan PN Jaksel kepada Mahkamah Agung Republic of Indonesia by submitting a
Republik Indonesia dengan mengajukan memorandum of appeal on September 2, 2019.
memori permohonan banding pada tanggal
2 September 2019.
Sampai dengan tanggal penyelesaian laporan As of the completion date of the consolidated
keuangan konsolidasian, belum ada financial statement, there has been no official
pemberitahuan secara resmi mengenai notification regarding the decision of the
putusan dari Mahkamah Agung kepada Supreme Court to the Company.
Perusahaan.
173

49. KONTINJENSI (lanjutan) 49. CONTINGENCIES (continued)
b. PT Asuransi Jiwasraya (Persero) (“AJS”) b. PT Asuransi Jiwasraya (Persero) (“AJS”)
Program imbalan pasca kerja - THT One of the Company’s post employment
Perusahaan bagi karyawannya diantaranya benefits – THT is being managed by AJS in the
dikelola oleh AJS dalam bentuk program form of collective insurance program for 1.118
asuransi kumpulan untuk 1.118 karyawan. employees.
Pada tanggal 23 Desember 2020, AJS On December 23, 2020, AJS send a letter to the
mengirimkan surat kepada Perusahaan dimana Company, where AJS present The
AJS menyampaikan Penawaran Restructurisation of Collective Insurance Policy
Restrukturisasi Polis Asuransi Kumpulan. Proposal. Ministry of State-owned Enterprises
Kementerian BUMN sebagai pemegang saham (BUMN) as the shareholder of AJS cooperate
AJS bekerjasama dengan PT Bahana with PT Bahana Pembinaan Usaha Indonesia
Pembinaan Usaha Indonesia (BPUI) telah (BPUI) had devised a Plan to Financially
merancang Rencana Penyehatan Keuangan Restructure Jiwasraya, which is as follows:
Jiwasraya dengan cara: 1. Resturcture the Insurance Policy
1. Restruktrisasi Polis Asuransi 2. Establishment of IFG Life and Transfer
2. Pendirian IFG Life dan Transfer Portofolio Portofolio from AJS to IFG Life
dari AJS ke IFG Life 3. The Government will bail-in in the form of
3. Pemerintah akan melakukan bail-in berupa State Equity Participation (PMN) to IFG as
Penyertaan Modal Negara (PMN) kepada the insurance holding and guarantor,
IFG sebagai holding asuransi dan where IFG will then establish IFG Life to
penjaminan untuk kemudian IFG akan bail insurance policy of Jiwasraya.
mendirikan IFG Life untuk menyelamatkan
polis asuransi Jiwasraya.
Restrukturisasi polis asuransi dilakukan The restructurisation of insurance policy will be

dengan menawarkan penghentian polis performed by offering the termination of the
asuransi eksisting, dimana 95% dari Nilai Tunai existing insurance policy, where 95% of cash
menjadi saldo awal produk Pendanaan Hari value will be the beginning balance of
Tua yang disebut JS PHT. Pendanaan Hari Tua product called JS PHT.
Pada tanggal 10 Maret 2021, Perusahaan On March 10, 2021, the Company received
kembali menerima surat dari AJS terkait tindak letter from AJS in relation to the restructurisation
lanjut penawaran restrukturisasi polis, dimana of insurance policy proposal’s response, where
dalam surat tersebut AJS menyatakan bahwa in the letter, AJS stated that the cash value for
nilai tunai program THT adalah sebesar the THT program is amounting to
Rp128.280.952.796. Rp128,280,952,796 billion.
Pada tanggal 26 Maret 2021, Kementerian On March 26, 2021, Ministry of BUMN sent a
Negara BUMN mengirimkan surat kepada letter to BUMNs to endorse the BUMN’s and
BUMN-BUMN terkait dukungan restrukturisasi their Affliations insurance policy restructuring
polis BUMN dan Afiliasi yang akan dilakukan done by AJS. In the letter, BUMNs are appealed
oleh AJS. Dalam surat tersebut dihimbau to own policy in AJS to support the program
kepada BUMN-BUMN yang memiliki polis di
AJS untuk turut mendukung program tersebut.
Sehubungan dengan program restrukturisasi In relation with the restructring program,

tersebut, manajemen telah melakukan management had allocate 5% of the cash value
pencadangan atas 5% nilai tunai yang tidak that was not redirected, amounting
dialihkan tersebut sebesar Rp6.414.047.640 Rp6,414,047,640 in the Company’s 2020
pada laporan keuangan Perusahaan tahun financial statement.
2020.
174

50. STANDAR AKUNTANSI YANG TELAH 50. ACCOUNTING STANDARDS ISSUED BUT NOT
DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE
Standar akuntansi dan interpretasi yang telah The standards and interpretations that are issued by
disahkan oleh Dewan Standar Akuntansi Keuangan the Indonesian Financial Accounting Standards
(DSAK), tetapi belum berlaku efektif untuk laporan Board (DSAK), but not yet effective for current
keuangan konsolidasian tahun berjalan diungkapan consolidated financial statements are disclosed
dibawah ini. Kelompok Usaha bermaksud untuk below. The Group intends to adopt these standards,
menerapkan standar tersebut, jika dipandang if applicable, when they become effective.
relevan, saat telah menjadi efektif.
a. Amendemen PSAK 73: Sewa tentang Konsesi a. Amendments to PSAK 73: Covid-19 Related
Sewa terkait Covid-19, berlaku efektif untuk Rent Concessions, effective to annual reporting
periode pelaporan tahunan yang dimulai pada periods beginning on or after June 1, 2020 and
atau setelah 1 Juni 2020 dan penerapan dini early adoption is permitted.
diperkenankan.
Amandemen tersebut memberikan The amendments provide relief to lessees from

kelonggaran bagi lessee untuk menerapkan applying PSAK 73 guidance on lease
pedoman PSAK 73 tentang modifikasi sewa modification accounting for rent concessions
akuntansi untuk konsesi sewa yang timbul arising as a direct consequence of the Covid-19
sebagai akibat langsung dari pandemi Covid- pandemic. As a practical expedient, a lessee
19. Sebagai cara praktis, lessee dapat memilih may elect not to assess whether a Covid-19
untuk tidak menilai apakah konsesi sewa terkait related rent concession from a lessor is a lease
Covid-19 dari lessor merupakan modifikasi modification. A lessee that makes this election
sewa. Lessee yang membuat pemilihan ini accounts for any change in lease payments
memperhitungkan setiap perubahan dalam resulting from the Covid-19 related rent
pembayaran sewa yang dihasilkan dari konsesi concession the same way it would account for
sewa terkait Covid-19 dengan cara yang sama the change under PSAK 73, if the change were
akan menjelaskan perubahan berdasarkan not a lease modification.
PSAK 73, jika perubahan tersebut bukan
merupakan modifikasi sewa.
b. Amendemen PSAK 22: Kombinasi Bisnis b. Amendments to PSAK 22: Definition of a

tentang Definisi Bisnis, efektif untuk kombinasi Business, effective for business combinations
bisnis yang tanggal akuisisinya pada atau for which the acquisition date is on or after the
setelah awal periode tahun buku yang dimulai beginning of the first annual reporting period
pada atau setelah tanggal 1 Januari 2021 dan beginning on or after 1 January 2021 and to
untuk akuisisi aset yang terjadi pada atau asset acquisitions that occur on or after the
setelah awal periode tersebut dengan beginning of that period with earlier application
penerapan lebih dini diperkenankan. permitted.
Amandemen PSAK 22 Kombinasi Bisnis The amendment to PSAK 22 Business

mengklarifikasi unsur bisnis bahwa untuk Combinations clarifies that to be considered a
dipertimbangkan sebagai suatu bisnis, suatu business, an integrated set of activities and
rangkaian terintegrasi dari aktivitas dan aset assets must include, at a minimum, an input and
yang diakuisi mencakup, minimum, input dan a substantive process that, together,
proses substantif yang bersama-sama significantly contribute to the ability to create
berkontribusi secara signifikan terhadap output. Furthermore, it clarifies that a business
kemampuan untuk menghasilkan output. can exist without including all of the inputs and
processes needed to create outputs.
175

DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE (continued)
(lanjutan)
c. Amendemen PSAK 71: Instrumen Keuangan, c. Amendments to PSAK 71: Financial

Amendemen PSAK 55: Instrumen Keuangan: Instruments, Amendments to PSAK 55:
Pengakuan dan Pengukuran, Amendemen Financial Instruments: Recognition and
PSAK 60: Instrumen Keuangan: Measurement, Amendments to PSAK 60:
Pengungkapan, Amendemen PSAK 62: Financial Instruments: Disclosures,
Kontrak Asuransi dan Amendemen PSAK 73: Amendments to PSAK 62: Insurance Contracts
Sewa tentang Reformasi Acuan Suku Bunga – and Amendments to PSAK 73: Leases on
Tahap 2, berlaku efektif per 1 Januari 2021 Interest Rate Reference Reform - Stage 2,
dengan penerapan lebih dini diperkenankan. effective as of January 1, 2021 with earlier
application permitted.
Reformasi Acuan Suku Bunga - Tahap 2 Interest Rate Reference Reform - Stage 2
membahas isu yang mungkin mempengaruhi addresses issues that may affect financial
pelaporan keuangan selama reformasi acuan reporting during the benchmark interest rate
suku bunga, termasuk dampak perubahan arus reform, including the impact of changes in
kas kontraktual atau hubungan lindung nilai contractual cash flows or hedging relationships
yang timbul dari penggantian acuan suku that arise from replacing the benchmark interest
bunga dengan acuan alternatif yang baru. rate with a new alternative reference. These
Amendemen ini mengubah persyaratan dalam amendments amend the requirements of PSAK
PSAK 71: Instrumen Keuangan, PSAK 55: 71: Financial Instruments , PSAK 55: Financial
Instrumen Keuangan: Pengakuan dan Instruments: Recognition and Measurement ,
Pengukuran, PSAK 60: Instrumen Keuangan: PSAK 60: Financial Instruments: Disclosures ,
Pengungkapan, PSAK 62: Kontrak Asuransi PSAK 62: Insurance Contracts and PSAK 73:
dan PSAK 73: Sewa yang terkait dengan: Leases related to:
• perubahan dasar untuk menentukan arus • changes in the basis for determining the
kas kontraktual dari aset keuangan, liabilitas contractual cash flows of financial assets,
keuangan dan liabilitas sewa; financial liabilities and lease liabilities;
• akuntansi lindung nilai; dan • hedge accounting; and
• pengungkapan. • disclosure.
Reformasi Acuan Suku Bunga - Tahap 2 hanya Interest Rate Reference Reform - Stage 2
berlaku untuk perubahan yang disyaratkan oleh applies only to changes required by the
reformasi acuan suku bunga untuk instrumen benchmark interest rate reform for financial
keuangan dan hubungan lindung nilai. instruments and hedge relationships.
d. Amendemen PSAK 57: Provisi, Liabilitas d. Amendments to PSAK 57: Provisions,

Kontinjensi, dan Aset Kontinjensi tentang Contingent Liabilities, and Contingent Assets
Kontrak Memberatkan - Biaya Memenuhi regarding Aggravating Contracts - Contract
Kontrak, berlaku efektif pada 1 Januari 2022 Fulfillment Costs, effective on January 1, 2022
dengan penerapan dini diperkenankan. with earlier application is permitted.
Amendemen ini mengklarifikasi biaya untuk This amendment clarifies the cost of fulfilling a
memenuhi suatu kontrak dalam kaitannya contract in relation to determining whether a
dalam menentukan apakah suatu kontrak contract is a burdensome contract.
merupakan kontrak memberatkan.
Amendemen PSAK 57 mengatur bahwa biaya The amendments to PSAK 57 provide that
untuk memenuhi kontrak meliputi biaya yang costs to fulfill a contract comprise of costs that
berhubungan langsung dengan kontrak. Biaya are directly related to the contract. Costs that
yang berhubungan langsung dengan kontrak are directly related to the contract consist of:
terdiri dari:
1. biaya inkremental untuk memenuhi kontrak 1. incremental costs to fulfill the contract, and
tersebut, dan
2. alokasi biaya lain yang berhubungan 2. allocation of other costs that are directly
langsung untuk memenuhi kontrak. related to fulfilling the contract.
176

DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE (continued)
(lanjutan)
d. Amendemen PSAK 57: Provisi, Liabilitas d. Amendments to PSAK 57: Provisions,

Kontinjensi, dan Aset Kontinjensi tentang Contingent Liabilities, and Contingent Assets
Kontrak Memberatkan - Biaya Memenuhi regarding Aggravating Contracts - Contract
Kontrak, berlaku efektif pada 1 Januari 2022 Fulfillment Costs, effective on January 1, 2022
dengan penerapan dini diperkenankan with earlier application is permitted (continued).
(lanjutan).
Entitas menerapkan amendemen tersebut pada An entity shall apply those amendments to
kontrak yang belum terpenuhi semua contracts existing at the beginning of the annual
kewajibannya pada awal periode pelaporan reporting period in which the entity first applies
tahunan yang mana entitas pertama kali the amendments (the date of initial application).
menerapkan amendemen (tanggal aplikasi The entity shall not restate comparative
awal). Entitas tidak menyajikan kembali information. Instead, the entity shall recognize
informasi komparatif. Sebagai gantinya, entitas the cumulative effect of initially applying the
mengakui dampak kumulatif dari penerapan amendments as an adjustment to the opening
awal amendemen sebagai penyesuaian balance of retained earnings (or other
terhadap saldo awal atas saldo laba atau component of equity, as appropriate) at the date
komponen ekuitas lainnya, sebagaimana of initial application.
mestinya, pada tanggal aplikasi awal.
Kelompok Usaha sedang mengevaluasi The Group is presently evaluating and has not
dampak dari standar akuntansi tersebut dan yet determined the effects of these accounting
belum menentukan dampaknya terhadap standards on its consolidated financial
laporan keuangan konsolidasian. statements.
e. Amendemen PSAK 1: Penyajian Laporan e. Amendments to PSAK 1: Classification of

Keuangan tentang Klasifikasi Liabilitas sebagai Liabilities as Current or Non-current, effective
Jangka Pendek atau Jangka Panjang, efektif for annual reporting periods beginning on or
untuk periode pelaporan tahunan yang dimulai after January 1, 2023 and must be applied
pada atau setelah 1 Januari 2023 dan harus retrospectively with earlier application
diterapkan secara retrospektif dengan permitted.
penerapan lebih dini diperkenankan.
Amandemen menentukan persyaratan untuk The amendments specify the requirements for
mengklasifikasikan liabilitas sebagai jangka classifying liabilities as current or non-current.
pendek atau jangka panjang. Amandemen The amendments clarify:
tersebut menjelaskan:
• Apa yang dimaksud dengan hak untuk • What is meant by a right to defer settlement
menangguhkan penyelesaian
• Bahwa hak entitas untuk menangguhkan • That a right to defer must exist at the end
penyelesaian liabilitas harus ada pada akhir of the reporting period
periode pelaporan
• Klasifikasi tersebut tidak terpengaruh oleh • That classification is unaffected by the
kemungkinan bahwa entitas akan likelihood that an entity will exercise its
menggunakan haknya untuk deferral right
menangguhkan penyelesaian liabilitas
• Hanya jika suatu derivatif melekat dalam • That only if an embedded derivative in a
liabilitas konvertibel merupakan instrumen convertible liability is itself an equity
ekuitas saja, penggunaan frasa liabilitas instrument would the terms of a liability not
tidak akan memengaruhi klasifikasinya impact its classification
177

51. INFORMASI TAMBAHAN ATAS LAPORAN ARUS 51. SUPPLEMENTAL INFORMATION TO THE
KAS STATEMENT OF CASH FLOW
Aktivitas signifikan yang tidak mempengaruhi arus Significant activities which did not affect the
kas konsolidasian adalah sebagai berikut: consolidated cash flows are as follows:

31 Desember/
2020 2019
Kapitalisasi biaya pinjaman Capitalization of

ke aset tetap 114.540.955.352 196.990.629.641 borrowing costs
Perubahan pada liabilitas yang timbul dari aktivitas Movement of liabilities arising from financing
pendanaan pada laporan arus kas konsolidasi activities in the consolidated statement of cash flows
adalah sebagai berikut : are as follows:
Non-arus kas/Non-cash flow

Selisih kurs/
1 Januari 2020/ Arus kas/ Foreign exchange Lainnya/ 31 Desember 2020/
January 1, 2020 Cash flow difference Other December 31, 2020
Utang bank jangka

pendek - 526.554.535.799 - - 526.554.535.799 Short-term bank loans
Utang bank jangka
panjang 10.885.635.808.156 (95.629.059.436) - 6.217.646.383 10.796.224.395.103 Long-term bank loans
Pinjaman obligasi 2.739.857.615.285 2.250.000.000.000 - 5.297.699.363 4.995.155.314.648 Bonds payable
Liabilitas sewa 464.520.608.883 (78.330.386.843) 55.969.286.213 442.159.508.253 Lease liability
Total 14.090.014.032.324 2.602.595.089.520 - 67.484.631.959 16.760.093.753.805 Total

Selisih kurs/
Pinjaman bank jangka

panjang 7.112.810.421.949 3.768.582.204.708 - 4.243.181.499 10.885.635.808.156 Long-term bank loans
Pinjaman obligasi 2.737.654.866.132 - - 2.202.749.153 2.739.857.615.285 Bonds payable
Total 9.850.465.288.081 3.768.582.204.708 - 6.445.930.652 13.625.493.423.441 Total
52. KEJADIAN SETELAH TANGGAL PELAPORAN 52. EVENTS AFTER REPORTING PERIOD
a. Pada tanggal 26 Maret 2021, Perusahaan telah a. On March 26, 2021, The Company has made
melakukan pembayaran atas penambahan payment for additional investment in associate
kepemilikan sahamnya pada entitas asosiasi entity PT Railink amounted Rp19,600,000,000,
PT Railink sebesar Rp19.600.000.000 increasing the percentage of its ownership to
sehingga meningkatkan persentase 40%. As of the completion date of the financial
kepemilikan menjadi 40%. Hingga tanggal statements, the deed for this additional
penyelesaian laporan keuangan, akta atas investment is still in process.
penambahan modal tersebut masih dalam
proses.
b. Pada tanggal 2 Februari 2021, Pemerintah b. On February 2, 2021, the Government

mengundangkan dan memberlakukan promulgated Government Regulation Number
Peraturan Pemerintah Nomor 35 Tahun 2021 35 Year 2021 (PP 35/2021) to implement the
(PP 35/2021) untuk melaksanakan ketentuan provisions of Article 81 and Article 185 (b) of
Pasal 81 dan Pasal 185 (b) UU No. 11/2020 Law no. 11/2020 concerning Job Creation
mengenai Cipta Kerja yang bertujuan untuk (Cipta Kerja), which aims to create the widest
menciptakan lapangan kerja yang seluas- possible employment opportunities.
luasnya.
178

52. KEJADIAN SETELAH TANGGAL PELAPORAN 52. EVENTS AFTER REPORTING PERIOD
PP 35/2021 mengatur mengenai perjanjian PP 35/2021 regulates the work agreement for a
kerja waktu tertentu (karyawan tidak tetap), alih certain period (non-permanent employees),
daya, waktu kerja, waktu istirahat dan outsourcing, working time, rest time and
pemutusan hubungan kerja, yang dapat termination of employment, which can affect the
mempengaruhi manfaat imbalan minimum yang minimum benefits that must be provided to
harus diberikan kepada karyawan. employees.
Pada tanggal laporan keuangan konsolidasian As of the authorization date of these

diotorisasi, Kelompok Usaha masih consolidated financial statements, the Group is
mengevaluasi dampak potensial penerapan still evaluating the potential impacts of PP
peraturan pelaksana PP 35/2021, 35/2021, including the impacts on the Group's
termasukdampaknya pada laporan keuangan consolidated financial statements for the next
konsolidasian Kelompok Usaha untuk periode reporting period.
pelaporan berikutnya.
53. KETIDAKPASTIAN MAKROEKONOMI 53. MACROECONOMIC UNCERTAINTY
Sampai dengan tanggal penyelesaian laporan As of the date of completion of this consolidated
keuangan konsolidasian ini, telah terjadi financial statements, the Covid-19 virus has
penyebaran virus Covid-19 ke seluruh penjuru spread all over the world including Indonesia, that
dunia termasuk Indonesia yang menyebabkan caused uncertainty in macroeconomic related to
ketidakpastian makro ekonomi sehubungan volatility in foreign exchange rates, prices and
dengan volatilitas nilai tukar mata uang asing, demand. This condition has affected the significant
harga dan permintaan. Kondisi ini berdampak decreased in the Group’s operation and financial
pada menurunnya secara signifikan operasi dan condition. Future developments may change due
kondisi keuangan Kelompok Usaha. to market changes or other situations outside the
Perkembangan masa depan mungkin berubah control of the Group. A significant rise in the
akibat perubahan pasar atau situasi lainnya di luar number of Covid-19 virus infections or prolongation
kendali Kelompok Usaha. Peningkatan jumlah of the outbreak may affect Indonesia and the
infeksi virus Covid-19 yang signifikan atau Group’s operation. Management will continue to
penyebaran yang berkepanjangan dapat monitor and overcome the risks and uncertainties
mempengaruhi Indonesia dan operasi Kelompok regard with this matter in the future.
Usaha. Manajemen akan terus memantau hal ini
dan mengatasi risiko dan ketidakpastian terkait
hal ini di masa mendatang.
179
INFORMASI KEUANGAN ENTITAS INDUK/
FINANCIAL INFORMATION OF THE PARENT ENTITY
ENTITAS INDUK SAJA PARENT ENTITY ONLY
LAPORAN POSISI KEUANGAN STATEMENT OF FINANCIAL POSITION
31 Desember 2020 As of December 31, 2020

ASET ASSETS
ASET LANCAR CURRENT ASSETS

Kas dan setara kas 1.609.752.720.204 2.687.545.032.950 Cash and cash equivalents
Piutang usaha, bersih 1.629.223.961.406 850.450.212.145 Trade receivables, net
Piutang lain-lain 101.416.756.761 100.823.048.391 Other receivables
Persediaan 8.512.321.876 9.546.591.496 Inventories
Uang muka 15.907.165.878 38.960.327.306 Advances
Aset keuangan yang tersedia untuk dijual Available-for-sale financial assets -
bagian lancar 10.180.000.000 current portion
Biaya dibayar di muka 25.600.000.000 38.429.694.997 Prepaid expenses
Pendapatan yang masih harus diterima 157.475.997.956 236.387.587.684 Accrued revenue
Pajak dibayar dimuka 183.977.182.359 136.994.973.925 Prepaid taxes
TOTAL ASET LANCAR 3.731.866.106.440 4.109.317.468.894 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS

Aset keuangan yang tersedia Available-for-sale financial assets -
untuk dijual - bagian tidak lancar 55.483.500.000 62.790.400.000 non-current portion
Penyertaan saham 1.407.639.456.461 1.322.639.456.462 Investments in shares of stock
Uang muka pembelian tanah 3.316.002.785.219 3.316.002.785.219 Advance for land acquisition
Properti investasi, bersih 74.461.619.610 75.227.374.501 Investment property, net
Aset tetap, bersih 33.747.271.115.236 33.059.433.497.423 Fixed assets, net
Aset hak-guna, neto 391.811.311.973 - Right-of-use assets, net
Estimasi tagihan pajak 393.943.369.017 406.704.795.633 Estimated claim for refundable tax
Aset tidak lancar lain-lain 76.453.134.272 106.069.885.381 Other non-current assets
TOTAL ASET TIDAK LANCAR 39.463.066.291.788 38.348.868.194.619 TOTAL NON-CURRENT ASSETS
TOTAL ASET 43.194.932.398.228 42.458.185.663.513 TOTAL ASSETS
1
LAPORAN POSISI KEUANGAN (lanjutan) STATEMENT OF FINANCIAL POSITION (continued)
Tanggal 31 Desember 2020 As of December 31, 2020

LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

Utang usaha 2.914.955.316 3.761.955.093 Trade payables
Utang lain-lain 2.470.606.754.491 2.336.922.349.458 Other payables
Beban akrual 1.696.012.475.079 1.537.630.279.360 Accrued expenses
Utang pajak 31.045.241.278 54.867.517.709 Taxes payable
Liabilitas dana pensiun 50.846.631.247 29.607.055.346 Pension fund liabilities
Pendapatan yang diterima di muka 79.490.213.344 143.308.318.988 Unearned revenues
Liabilitas imbalan kerja Short-term employees
jangka pendek 132.806.241.816 228.509.428.324 benefits liabilities
Utang bank jangka pendek 526.554.535.799 - Short-terms bank loans
Liabilitas jangka panjang yang jatuh Current maturities of long-term
tempo dalam waktu satu tahun: liabilities:
Utang bank jangka panjang 229.597.480.000 585.388.500.000 Long-term bank loan
Utang obligasi 1.200.000.000.000 - Bonds payable
Liabilitas sewa 6.766.944.093 - Lease liabilities
TOTAL LIABILITAS
JANGKA PENDEK 6.426.641.472.463 4.919.995.404.278 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Liabilitas jangka panjang setelah
dikurangi bagian yang jatuh Long-term liabilities - net of
tempo dalam waktu satu tahun: current maturities:
Liabilitas sewa 410.608.195.972 - Lease liabilities
Utang jaminan pelanggan 33.443.505.384 24.455.909.690 Customers deposits
Liabilitas pajak tangguhan 231.024.839.340 522.505.012.960 Deferred tax liabilities
Liabilitas imbalan kerja 995.410.175.961 352.539.616.201 Employee benefits liabilities
Dana program Tunjangan Hari Tua 3.003.447.809 - Retirement program funds
TOTAL LIABILITAS
JANGKA PANJANG 16.035.272.394.217 13.939.605.462.292 TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITAS 22.461.913.866.680 18.859.600.866.570 TOTAL LIABILITIES
EKUITAS EQUITY
Modal saham - nilai nominal Share capital - par value of
Rp1.000.000 per saham Rp1,000,000 per share
Modal dasar - Authorized capital -
tahun 2019 dan in 2019 and
tahun 2018 dan 2017 in 2018 and 2017
Modal ditempatkan dan Issued and fully
disetor penuh - paid capital -
tahun 2019 dan in 2019 and
tahun 2018 dan 2017 15.971.652.000.000 15.971.652.000.000 in 2018 and 2017
Tambahan modal disetor (59.048.538.134) (59.048.538.134) Additional paid-in capital
Modal disetor lainnya 881.022.753.453 - Other paid-in capital
Komponen ekuitas lainnya (11.560.732.585) 869.462.020.868 Other components of equity
Rugi komprehensif lain (758.726.667.063) (263.133.266.523) Other comprehensive loss
Dicadangkan 8.088.312.455.585 7.072.640.364.594 Appropriated
Belum dicadangkan (3.378.632.739.708) 7.012.216.138 Unappropriated
TOTAL EKUITAS 20.733.018.531.548 23.598.584.796.943 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 43.194.932.398.228 42.458.185.663.513 TOTAL LIABILITIES AND EQUITY
2
LAPORAN LABA RUGI DAN PENGHASILAN STATEMENT OF PROFIT OR LOSS AND OTHER
KOMPREHENSIF LAIN COMPREHENSIVE INCOME

31 Desember/
2020 2019
PENDAPATAN USAHA OPERATING REVENUES

Pendapatan aeronautika 2.171.198.581.426 5.759.574.609.569 Aeronautical revenues
Pendapatan non-aeronautika 2.199.989.783.270 3.035.152.128.528 Non-Aeronautical revenues
TOTAL 4.371.188.364.696 8.794.726.738.097 TOTAL
Beban operasional bandara (3.145.095.980.248) (3.628.780.227.179) Airport operation expenses

Beban pegawai (1.522.895.886.674) (1.750.335.047.595) Employee expenses
General and administrative
Beban umum dan administrasi (1.058.937.267.468) (1.301.046.167.065) expense
Beban pemasaran (11.465.351.614) (15.584.788.476) Marketing expenses
Pendapatan lain-lain 46.030.129.266 256.512.403.304 Other income
Beban lain-lain (73.645.507.396) (106.041.277.384) Other expenses
LABA USAHA (1.394.821.499.438) 2.249.451.633.702 OPERATING PROFIT
Penghasilan keuangan 100.087.202.249 130.927.544.040 Finance income

Pajak final atas penghasilan keuangan (20.424.796.962) (27.364.397.465) Final tax on finance income
Beban keuangan (1.133.986.809.245) (794.412.431.628) Finance costs
LABA SEBELUM PROFIT BEFORE

PAJAK PENGHASILAN BADAN (2.449.145.903.396) 1.558.602.348.649 CORPORATE INCOME TAX
Beban pajak final (70.050.754.283) (128.935.248.669) Final tax expense
LABA SEBELUM PAJAK PROFIT BEFORE

PENGHASILAN BADAN (2.519.196.657.679) 1.429.667.099.980 CORPORATE INCOME TAX
BEBAN (MANFAAT) INCOME TAX EXPENSE

PAJAK PENGHASILAN (BENEFIT)
Pajak kini - 276.844.137.750 Current tax
Pajak tangguhan (153.906.536.419) 229.028.213.287 Deferred tax
Kekurangan pajak penghasilan Under provison prior year
periode sebelumnya 14.955.014.572 6.443.535.767 corporate income tax
BEBAN (MANFAAT) CORPORATE INCOME TAX

PAJAK PENGHASILAN, NETO (138.951.521.847) 512.315.886.804 BENEFIT (EXPENSES), NET
LABA TAHUN BERJALAN (2.380.245.135.832) 917.351.213.176 PROFIT FOR THE YEAR
PENGHASILAN (RUGI) OTHER COMPREHENSIVE

KOMPREHENSIF LAIN INCOME (LOSS)
Pos-pos yang akan Item that will be

Perubahan nilai wajar aset Changes in fair value of available
keuangan tersedia untuk dijual 2.513.100.000 3.783.337.000 for sale financial assets
Pos-pos yang tidak akan Item that will not be

Kerugian aktuaria (638.598.077.616) (84.657.030.228) Actuarial loss
Efek beban pajak penghasilan 140.491.577.076 21.164.257.557 Income tax effect expense
TOTAL PENGHASILAN KOMPREHENSIF TOTAL COMPREHENSIVE

TAHUN BERJALAN (2.875.838.536.372) 857.641.777.505 INCOME FOR THE YEAR
3
LAPORAN PERUBAHAN EKUITAS STATEMENT OF CHANGES IN EQUITY
Tambahan Rugi Saldo laba/Retained earnings

modal Komponen komprehensif
disetor/ Modal disetor ekuitas lainnya/ lain/Other Belum
Modal saham/ Additional lainnya/Other Other components comprehensive Dicadangkan/ dicadangkan/ Total ekuitas/
Capital stock paid-in capital paid-in capital of equity loss Appropriated Unappropriated Total equity
Saldo tanggal 31 Desember 2018 7.000.000.000.000 - 4.434.923.823.602 869.462.020.868 (203.423.830.852) 10.137.428.750.204 1.001.271.120.770 23.239.661.884.592 Balance as of December 31, 2018
Penggunaan saldo laba dicadangkan 4.536.728.176.398 - - - - (4.536.728.176.398) - - Proceed of appropriated retained earnings
Konversi modal disetor lainnya ke modal saham 4.434.923.823.602 - (4.434.923.823.602) - - - - - Conversion other paid-in capital to share capital
Dividen - - - - - - (439.670.327.020) (439.670.327.020) Dividend
Cadangan umum - - - - - 1.471.939.790.788 (1.471.939.790.788) - General reserves
Penghasilan (rugi) komprehensif lain Other comprehensive income (loss)
Aset keuangan tersedia untuk dijual - - - - 3.783.337.000 - - 3.783.337.000 Available-for-sales financial assets
Pengukuran kembali liabilitas imbalan kerja - - - - (63.492.772.671) - - (63.492.772.671) Re-measurement of employee benefits liability
Tambahan modal disetor - (59.048.538.134) - - - - - (59.048.538.134) Additional paid-in capital
Laba tahun berjalan - - - - - - 917.351.213.176 917.351.213.176 Profit for the year
Saldo tanggal 31 Desember 2019 15.971.652.000.000 (59.048.538.134) - 869.462.020.868 (263.133.266.523) 7.072.640.364.594 7.012.216.138 23.598.584.796.943 Balance as of December 31, 2019
Penyesuaian saldo awal atas Beginning balance adjustment for

penerapan PSAK 71, setelah pajak Implementation of PSAK 71, net of tax
Cadangan penurunan Allowance for impairment
Instrumen keuangan - - - - - 10.272.270.977 10.272.270.977 Financial instrument
Konversi BPYDPS ke modal disetor lainnya - - 881.022.753.453 (881.022.753.453) - - Conversion BPYBDS to other paid in capital
Cadangan umum - - - - - 1.015.672.090.991 (1.015.672.090.991) General reserves
Penghasilan (rugi) komprehensif lain Other comprehensive income (loss)
Aset keuangan tersedia untuk dijual - - - - 2.513.100.000 - - 2.513.100.000 Available-for-sales financial assets
Pengukuran kembali liabilitas imbalan kerja - - - - (498.106.500.540) - - (498.106.500.540) Re-measurement of employee benefits liability
Laba tahun berjalan - - - - - - (2.380.245.135.832) (2.380.245.135.832) Profit for the year
Saldo tanggal 31 Desember 2020 15.971.652.000.000 (59.048.538.134) 881.022.753.453 (11.560.732.585) (758.726.667.063) 8.088.312.455.585 (3.378.632.739.708) 20.733.018.531.548 Balance as of December 31, 2020
4
LAPORAN ARUS KAS STATEMENT OF CASH FLOWS
(Disajikan dalam Rupiah kecuali dinyatakan lain) (Expressed in Rupiah, unless otherwise stated)

31 Desember/
2020 2019

AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 3.395.556.425.523 8.747.118.671.188 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers and
dan pihak ketiga lainnya (2.097.504.935.248) (2.948.306.449.303) other third parties
Pembayaran kepada karyawan (1.632.972.080.520) (1.656.052.523.639) Payments to employees
Pembayaran bunga (1.197.063.576.538) (794.412.431.628) Payment of interest
Penerimaan bunga 79.657.536.306 103.563.146.575 Receipt of interest
Penerimaan (pembayaran) lainnya (38.540.463.970) (40.248.726.123) Other receipts (payments)
Pembayaran pajak (70.080.132.946) (670.386.279.663) Payments for taxes
Kas neto yang diperoleh (digunakan) Net cash provided (used in) by
dari aktivitas operasi (1.560.947.227.393) 2.741.275.407.407 operating activities

AKTIVITAS INVESTASI INVESTING ACTIVITIES
Perolehan aset tetap dan Acquisition of fixed assets
uang muka pembelian tanah (2.087.119.567.888) (6.248.539.686.673) and advance for land acquisition
Penerimaan dari penjualan aset tetap 1.453.191.770 187.680.217.564 Proceed from sales of fixed assets
Hasil penjualan aset keuangan Proceed from sale of financial
tersedia untuk untuk dijual 20.000.000.000 12.000.000.000 assets available-for-sale
Penambahan penyertaan pada Additional subscription in
entitas anak dan entitas asosiasi (85.000.000.000) (639.200.000.000) subsidiaries and associate entity
Kas neto yang digunakan untuk Net cash used in

aktivitas investasi (2.150.666.376.118) (6.688.059.469.109) investing activities

AKTIVITAS PENDANAAN FINANCING ACTIVITY
Penerimaan utang bank jangka pendek 558.554.535.799 - Proceed from short-term bank loan
Penerimaan utang jangka panjang: Proceeds from long-term liabilities:
Utang bank 100.184.440.564 4.110.309.262.998 Bank loan
Utang obligasi 2.250.000.000.000 - Bonds payable
Pembayaran utang bank jangka pendek (32.000.000.000) - Payment of short-term bank loan
Pembayaran utang bank jangka panjang (195.813.500.000) (335.336.000.000) Payment of long-term bank loan
Pembayaran biaya Payments for bank
transaksi utang bank (8.000.000.000) (6.391.058.290) loan transaction costs
Pembayaran biaya Payments for bonds
transaksi utang obligasi (3.461.768.000) - payable transaction costs
Pembayaran dividen kas - (439.670.327.000) Payments of cash dividends
Pembayaran liabilitas sewa (35.642.417.598) - Payments of lease liabilities
Kas neto yang diperoleh Net cash

untuk aktivitas pendanaan 2.633.821.290.765 3.328.911.877.708 provided by financing activities
PENURUNAN DECREASE IN CASH

KAS DAN SETARA KAS (1.077.792.312.746) (617.872.183.994) AND CASH EQUIVALENTS

AWAL TAHUN 2.687.545.032.950 3.305.417.216.944 AT BEGINNING OF YEAR

AKHIR TAHUN 1.609.752.720.204 2.687.545.032.950 AT END OF YEAR
5
CATATAN ATAS LAPORAN KEUANGAN NOTES TO FINANCIAL STATEMENTS

SIGNIFIKAN POLICIES
Dasar Penyusunan Laporan Keuangan Basis of Preparation of the Separate Financial

Tersendiri Entitas Induk Statements of the Parent Entity
Laporan keuangan tersendiri Entitas Induk disusun The separate financial statements of the Parent
sesuai dengan Pernyataan Standar Akuntansi Entity are prepared in accordance with the
Keuangan (“PSAK”) No. 4 (Revisi 2013), “Laporan Statement of Financial Accounting Standards
Keuangan Tersendiri”. (“PSAK”) No. 4 (Revised 2013), “Separate Financial
Statements”.
Kebijakan akuntansi yang diterapkan dalam Accounting policies adopted in the preparation of the
penyusunan laporan keuangan tersendiri entitas parent entity separate financial statements are the
induk adalah sama dengan kebijakan akuntansi same as the accounting policies adopted in the
yang diterapkan dalam penyusunan laporan preparation of the consolidated financial statements
keuangan konsolidasian sebagaimana diungkapkan as disclosed in Note 2 to the consolidated financial
dalam Catatan 2 atas laporan keuangan statements, except for investments in subsidiaries
konsolidasian, kecuali untuk penyertaan pada and associates.
entitas anak dan entitas asosiasi.
Penyertaan saham pada entitas anak dicatat pada Investments in shares of stock of subsidiaries are
biaya perolehan. Entitas induk mengakui dividen accounted for at acquisition cost. The parent entity
dari entitas anak pada perkiraan laba rugi dalam recognizes dividends from subsidiaries in profit or
laporan keuangan tersendiri ketika hak menerima loss in its separate financial statements when its right
dividen ditetapkan. to receive the dividends was established.
2. PENYERTAAN SAHAM PADA ENTITAS ANAK 2. INVESTMENTS IN SHARES OF STOCK OF

DAN ENTITAS ASOSIASI SUBSIDIARIES AND ASSOCIATES
Informasi mengenai entitas asosiasi yang dimiliki Information pertaining to associates owned by the
Kelompok Usaha diungkapkan dalam Catatan 1c Group is disclosed in Note 1c to the Consolidated
atas Laporan Keuangan Konsolidasian. Financial Statements.
Pada tanggal 31 Desember 2020 dan 2019, Entitas As of December 31, 2020 and 2019, the Parent
Induk memiliki penyertaan saham pada entitas anak Entity has the following investments in shares of
dan entitas asosiasi berikut: stock of subsidiaries and associates:
Persentase Biaya perolehan Persentase Biaya perolehan

Kepemilikan/ 31 Desember 2020/ Kepemilikan/ 31 Desember 2019/
Percentage of Acquisition cost Percentage of Acquisition cost
ownership December 31, 2020 ownership December 31, 2019
Entitas Anak/Subsidiaries
PT Angkasa Pura Solusi 99,99% 107.978.274.181 99,99% 107.978.274.181
PT Angkasa Pura Kargo 99,95% 199.900.000.000 99,95% 199.900.000.000
PT Angkasa Pura Propertindo 99,93% 149.900.000.000 99,93% 149.900.000.000
PT Angkasa Pura Aviasi 99,00% 9.900.000.000 99,00% 9.900.000.000
PT Gapura Angkasa 46,62% 339.764.899.780 46,62% 339.764.899.780
Entitas Asosiasi/Associates
PT Railink 38,55% 309.943.002.376 40,00% 309.943.002.376
PT Bandar Udara Internasional Jawa Barat 15,41% 285.000.000.000 11,34% 200.000.000.000
PT Purantara Mitra Angkasa Dua 0,11% 5.253.280.125 0,11% 5.253.280.125
Total 1.322.639.456.462 1.322.639.456.462
6
CATATAN ATAS LAPORAN KEUANGAN NOTES TO FINANCIAL STATEMENTS
3. INFORMASI TAMBAHAN ATAS LAPORAN 3. SUPPLEMENTAL INFORMATION TO THE

ARUS KAS STATEMENT OF CASH FLOW
Aktivitas signifikan yang tidak mempengaruhi arus Significant activities which did not affect the cash
kas adalah sebagai berikut: flows are as follows:
31 Desember/
2020 2019
Kapitalisasi biaya pinjaman Capitalization of

ke aset tetap 114.540.955.352 196.990.629.641 borrowing costs
Perubahan pada liabilitas yang timbul dari aktivitas Movement of liabilities arising from financing
pendanaan pada laporan arus kas adalah sebagai activities in the statement of cash flows are as
berikut : follows:

Selisih kurs/
Utang bank jangka

pendek - 526.554.535.799 - - 526.554.535.799 Short-term bank loans
Utang bank jangka
panjang 10.885.635.808.156 (95.629.059.436) - 6.217.646.383 10.796.224.395.103 Long-term bank loans
Pinjaman obligasi 2.739.857.615.285 2.250.000.000.000 - 5.297.699.363 4.995.155.314.648 Bonds payable
Liabilitas sewa 417.934.408.076 (35.652.045.027) - 35.092.777.016 417.375.140.065 Lease liability
Total 14.043.427.831.517 2.645.285.048.958 - 46.608.122.762 16.735.309.385.615 Total

Selisih kurs/
Pinjaman bank jangka

panjang 7.112.810.421.949 3.768.582.204.708 - 4.243.181.499 10.885.635.808.156 Long-term bank loans
Pinjaman obligasi 2.737.654.866.132 - - 2.202.749.153 2.739.857.615.285 Bonds payable
Total 9.850.465.288.081 3.768.582.204.708 - 6.445.930.652 13.625.493.423.441 Total
7
Laporan Tahunan 2020 Annual Report

Head Office:
Building 600, Soekarno - Hatta International Airport
PO BOX 1001/BUSH
Telp. : +6221 550 5079
Fax. : +6221 550 2141
Email : contact.center@angkasapura2.co.id
www.angkasapura2.co.id

Angkasa Pura II - AR 2020 - 210813

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TH E B ES T

2020 Laporan Tahunan

94 Daftar Nama Organ Pendukung 128 Komposisi SDM

KEUANGAN PENTING List of Name for the Supporting

2 PT Angkasa Pura II (Persero)

Laporan Tahunan 2020 Annual Report 3

Bertahan di tengah pandemi, seluruh

Laporan Tahunan 2020 Annual Report 5

Laporan Laba Rugi Komprehensif lain Konsolidasian (dalam miliar Rupiah)

6 PT Angkasa Pura II (Persero)

2020 5.843,73 2020 7.209,80

2019 11.084,23 2019 8.747,21

2018 11.193,31 2018 8.042,06

2017 9.612,97 2017 6.593,49

2016 6.645,8 2016 4.545,8

1,54 Triliun | Trillion

Efisiensi Beban Usaha 2020

Strategi penghematan biaya (cost leadership) yang

Laporan Tahunan 2020 Annual Report 7

Laporan Posisi Keuangan Konsolidasian (dalam miliar Rupiah)

Grafik Posisi Keuangan Konsolidasian

2020 426,56 2020 44.435,97

2019 428,00 2019 43.998,03

2018 191,83 2018 39.318,36

2017 212,53 2017 33.399,41

2016 374,60 2016 27.991,21

8 PT Angkasa Pura II (Persero)

Total Aset Perusahaan tahun 2020 sebesar

Liabilitas (dalam miliar Rupiah) Ekuitas (dalam miliar Rupiah)

2020 23.118,36 2020 21.317,61

2019 19.555,22 2019 24.442,81

2018 15.351,92 2018 23.966,44

2017 11.072,55 2017 22.326,86

2016 8.063,60 2016 19.927,61

Laporan Tahunan 2020 Annual Report 9

Rasio Keuangan (%)

Grafik Rasio Keuangan

Rasio Lancar Rasio Liabilitas Terhadap Ekuitas

2020 78,9% 2020 108,5%

2019 111,7% 2019 80,0%

2018 120,4% 2018 64,1%

2017 179,7% 2017 49,6%

2016 256,1% 2016 40,5%

10 PT Angkasa Pura II (Persero)

2020 1,5% 2020 133

2019 11,5% 2019 48

2018 15,4% 2018 45

2017 12,5% 2017 36

2016 13,2% 2016 44

Ikhtisar Operasional (Non Keuangan)

2020 411.164 2020 35.870

2019 736.640 2019 90.779

2018 856.886 2018 111.454

2017 821.188 2017 105.484

2016 723.799 2016 95.175

Laporan Tahunan 2020 Annual Report 11

411.164 pergerakan | movement

Pergerakan Pesawat 2020

Sepanjang 2020 di tengah pandemi COVID-19, seluruh

Pergerakan Kargo (dalam ribu kg) Jumlah Bandara

2020 712.989 2020 19

2019 759.923 2019 16

2018 953.606 2018 16

2017 816.950 2017 16